NASCAR & Maint 2006 Keynote

NASCAR: A Model for Reliability . . .
NASCAR Racing:
Model for Equipment
Reliability & Teamwork
Insights for Utilities,

Maintenance & Manufacturing
by
Robert
(c) Copyright M. Williamson
2004-2006 Strategic Work Systems, Inc. Columbus, NC
Reliability
(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC
Copyright 2004-
2004-2006 Robert M. Williamson - Columbus, NC 28722 1
Points to ponder in 2006

In
Inan
anequipment-intensive
equipment-intensiveoperation
operation equipment
equipment reliability
reliability
is THE foundation of competitiveness.
is THE foundation of competitiveness.
Reliable
Reliableequipment
equipmentdoes doeswhat
whatits
itssupposed
supposedto todo
dofirst
first
time, every time.
time, every time.
Looming
Loomingskills
skillsshortages
shortagesin inthe
thenext
next44toto55years
yearscan
canbe be
devastating. Leaders must find new
devastating. Leaders must find new ways ways
80-
80- to
to95-percent
95-percentof ofthe
thereasons
reasonsfor forequipment-related
equipment-related
losses
lossesareareoutside
outsidethethedirect
directcontrol
controlof ofthe
themaintenance
maintenance
group.
group. But PEOPLE are in control of 99% ofthe
But PEOPLE are in control of 99% of thereasons!
reasons!
Standardized
Standardizedprocedures,
procedures,training,
training,and
andaccountability
accountabilityforfor
following these procedures eliminates
following these procedures eliminates problems.problems.
Cutting
Cuttingmaintenance
maintenanceresources
resourcesrarely
rarelyimproves
improves
equipment reliability.
equipment reliability.
Robert
RobertM.
M.Williamson
Williamson
Strategic
StrategicWork
WorkSystems, Inc..
Systems,Inc
Skills &
knowledge
Copyright 2004-
The future of reliability? (2004)
1. Maintenance and reliability is becoming a

business strategy of the top businesses:
- Largest investment: Equipment & Facilities
- Throughput/Competition depends on
reliable equipment
2. Some plants are using wide-spread

team-based maintenance as part of their
overall reliability strategy. more ...
The future of reliability?

3. Changes in the way we maintain our
equipment is being forced by
technologies (ie. Scales & toilet flush valves)
highly integrated machines
gross shortages of skilled maintenance and
manufacturing people
competitive pressures
(quality, price, delivery service)
Copyright 2004-
The future of reliability?

4. The sources for trained, skilled, and
knowledgeable maintenance and
manufacturing people are drying up
FAST:
The U.S. Military Services are significantly smaller
than in 1990
The numbers on Trade-Technical Teacher graduates
have been declining at an alarming rate: 8,218 in
1970 - 2,490 in 1990 - <1,300 in 1995
Likewise, the number and sizes of Trade-Technical
programs in schools have declined since 1974 - and
will likely continue as teachers retire.
Where will our technical educators come from?

There is a thirty-year trend of declining enrollments in industrial
arts/technical education (IA/TE) teacher training programs.
Industrial Arts/Technical Education Teacher
is
Graduates (USA)
Th ld
ou
8218
9000
8000
sh are
sc u!!
Risk
7000
1983 A Nation at Risk
6000
Graduating 5000
Teachers 4000
2490
yo
3000
1300
2000
100
1000
0
1970 1990 1995 2005
Years
As with many other teaching jobs, fewer students are interested in

pursuing teaching careers because of the wages and working
conditions. Kenneth S. Volk reported a major study in the Journal of Technical Education
Copyright 2004-
Knowledge
Knowledge loss
loss and
and older
older workers
workers
is
By
By2010
2010 (in
2010 (in55short
shortyears)
years) Th ld
ou
35-
35-44 year
35-44 yearold
oldworkers
workerswill
willdecline
declineby
by10
10%% sh are
(Graduated
(Graduatedhigh
highschool
school1984-
1984 -1993)
1984-1993) sc u!!
45-
45-54 year
45-54 yearold
oldworkers
workerswill
willgrow
growby
by21%
21% yo
55-
55-64 year
55-64 yearolds
oldswill
willgrow
growto
to52%
52%of
ofU.S.
U.S.workforce
workforce
The
TheConference
ConferenceBoard
Boardreport
report#1369
#1369
September
September19,
19,2005
2005
Companies Prepare for Baby Boomer Exodus

More than 40-
40-percent of the U.S. labor force will reach
traditional retirement age by the end of the decade
(5 years from now!), according to a new study by the
Conference Board
Board
Kelly Green
The Wall Street Journal
(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC Sept 25, 2005
T his d
l
U.S. High School Graduates 1988-2013 (Projected)
ou
sh are
3,500 sc u!!
yo
The smallest generation
will soon replace
3,000 the largest
2,500
Thousands
2,000
1,500
1,000
500
0
19 0
19 1
19 2
83
19 4
19 5
19 6
19 7
88
19 9
19 0
19 1
19 2
19 3
19 4
19 5
19 6
97
19 8
20 9
20 0
20 1
20 2
20 3
20 4
20 5
20 6
20 7
08
20 9
20 0
20 1
20 2
13
8
8
8
8
8
8
8
8
9
9
9
9
9
9
9
9
9
0
0
0
0
0
0
0
0
0
1
1
1
19
19
19
19
20
Copyright 2004-
A glimmer of hope arises

More
More than
than half
half (55
(55 percent)
percent) of
of older
older employees
employees
surveyed said they are not planning
surveyed said they are not planning on on
retiring:
retiring: jobs
jobs are
are interesting,
interesting, financial
financial reasons
reasons
(74%),
(74%), medical
medical benefits
benefits (60%).
(60%).
Forthcoming
Forthcomingstudy
studyfrom
from
Conference
ConferenceBoard
Board
In industries already facing labor and skills shortages, forward thinking

companies are recruiting, retaining, and developing flexible work
work time
arrangements and/or phased retirement plans for these workers (55
years of age or older), many of whom have skills that are difficult
difficult to
replace. Such actions are putting these companies ahead of
competitors who view the aging workforce largely as a burden putting
putting
strains on pension plans and healthcare costs
costs
The Conference Board report #1369
September 19, 2005
Workforce
Workforce Trends
Trends to
to Deliver
Deliver Utility
Utility
Industry a Knockout Blow
Industry a Knockout Blow
AAsubstantial
substantialnumber
numberof ofmission-
mission -critical employees,
mission-critical employees,
from
fromthe
theexecutive
executivesuite
suitedown
downto tolinemen
linemenare
are
rapidly approaching retirement
rapidly approaching retirement age. age.
On
Onaverage
averagethese
theseemployees
employeesare areolder
olderthan
thantheir
their
counterparts
counterparts in other industries and represent50-
in other industries and represent 50
50--
60%
60%ofofthe
theindustry
industry s knowledge
industrys knowledgeassets.
assets.
40%
40%ofofsenior
seniorelectrical
electricalengineers
engineersand and43%
43%of ofshift
shift
supervisors will be eligible for retirement by 2009.
supervisors will be eligible for retirement by 2009.
Hay
HayGroup
Groupreport
report2005
2005
www.haygroup.com
www.haygroup.com
Copyright 2004-
The bottom line:

We have to find a way to do
maintenance differently, with
fewer people, than in the past IF
we are to remain competitive.
Its all about improving equipment
effectiveness not just
maintenance
NASCAR
Racing
An equipment-intensive sport
where teamwork wins!
Copyright 2004-
Smokey Yunick built this 1966 Chevelle for the 1968

Daytona 500. NASCAR banned it from the race!
TEAMS & TEAMWORK . . .
Team: a group
of people focusing on
common goals using
common processes
#1
#1 Priority:
Priority:
Fast
Fast or
or right?
right? (c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC
Copyright 2004-
Auto
Autoracing
racingand
andequipment
equipmentreliability
reliabilityhas
hascome
comeaa
very
verylong
longway
way
September
September3,3,1956
1956Southern
Southern500 500stock
stockcar
carrace
race
ininDarlington, South Carolina: 70 cars qualified
Darlington, South Carolina: 70 cars qualified
and
andstarted
startedthe
therace,
race,39
39finished*.
finished*. The
Themargin
marginofof
victory
victorywas
wasover
overtwo
twolaps!
laps!Tenth
Tenthplace
placecar
carwas
was
down 17 laps. Of those that did not finish
down 17 laps. Of those that did not finish
nineteen
nineteen(19)
(19)had
hadmechanical
mechanicalfailures**
failures**andand12
12
had crashes. The winner, Curtis Turner
had crashes. The winner, Curtis Turner in a in a
1956
1956Ford
Fordwon
won$11,750.
$11,750. *56% **28%
*56% **28%
Auto
Autoracing
racingand
andequipment
reliabilityhas
hascome
come
aavery long way in 46 years!
very long way in 46 years!
September
September1,1,2002
2002Southern
stockcar
carrace
race
ininDarlington,
Darlington,South
SouthCarolina:
Carolina:4343cars
carsqualified
qualified
and started the race, 37 finished*. The margin
and started the race, 37 finished*. The margin
ofofvictory
victorywas
was1.734
1.734seconds!
seconds!Twenty-three
Twenty-three(23)(23)
cars were on the lead lap. Of those that did
cars were on the lead lap. Of those that did not not
finish
finish22had
hadmechanical
mechanicalfailures**
failures**and
and44hadhad
crashes.
crashes.The
Thewinner,
winner,Jeff
JeffGordon
GordonininaaChevy
Chevy
won $217,183.
won $217,183. * 86% ** 5%
* 86% ** 5%
Copyright 2004-
Auto
Autoracing
racingand
andequipment
reliabilityhas
hascome
comeaa
very
verylong
longway
wayinin47
47years!
years!
August
August31, 31,2003
2003Southern
stockcar carrace
raceinin
Darlington,
Darlington,SouthSouthCarolina:
Carolina:43 43cars
carsqualified
qualified
and started the race, 37 finished Themargin
and started the race, 37 finished ****. . The margin
ofofvictory
victorywas
was1.651
1.651seconds!
seconds!Sixteen
Sixteen(16) (16)cars
cars
were
wereon onthe
thelead
leadlap.
lap.OfOfthose
thosethat
thatdid didnot
notfinish
finish
11had electrical failure
had electrical failure** and 5 had crashes.The
** and 5 had crashes. The
winner, Terry Labonte in a Chevy
winner, Terry Labonte in a Chevy Monte Carlo Monte Carlo
won
won$204,736.
$204,736.(Ryan Newman would have been on the lead lap had he
(Ryan Newman would have been on the lead lap had he
not hit the kill switch in a pit stop: 8 laps down!) *86% ** 2%
not hit the kill switch in a pit stop: 8 laps down!) *86% ** 2%
NASCAR Racing:
Model for Equipment
Insights for Utilities,

Maintenance & Manufacturing by
Robert M. Williamson 1997 photo by Sam Sharpe
Copyright 2004-
#24 DuPont Chevrolet - Jeff Gordon -

1995 to 2001
1995 - #1 1996 - #2 1997-
1997- #1 Race
1998-
1998- #1 1999-
1999- #6 2000 - #9 2001 - #1
101
105
109
113
117
121
125
129
133
137
141
145
149
153
157
161
165
169
173
177
181
185
189
193
197
201
205
209
213
217
221
225
229
13
17
21
25
29
33
37
41
45
49
53
57
61
65
69
73
77
81
85
89
93
97
1
5
0 9
10
15
Finishing position
20
25
30
35
40
7 wins 11 wins 10 wins 13 wins 7 wins 3 wins 6 wins
45
17 top 5 21 top 5 22 top 5 26 top 5 18 top 5 11 top 5 18 top 5
#24 Jeff Gordon 2005 Nextel Cup 11th Place
Race
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
0
5
10
Finishing Position
15
20
25
30
35
40 $6,855,440
45 4 wins
8 Top 5
Transmission linkage, new
Accident 14 Top 10
Engine, new gear rules
Copyright 2004-
#24 DuPont Jeff Gordon Career Statistics

Year Races Wins Top 5 Top 10 Money Won Poles Season
1992 1 0 0 0 $6,285 0 n/a
1993 30 0 7 11 $765,168 1 14
1994 31 2 7 14 $1,779,523 1 8
1995 31 7 17 23 $4,347,343 8 1
1996 31 10 21 24 $3,428,485 5 2
1997 32 10 22 23 $6,375,658 1 1
1998 33 13 26 28 $9,306,584 7 1
1999 34 7 18 21 $5,121,361 7 6
2000 34 3 11 22 $2,703,586 3 9
2001 36 6 18 24 $10,879,757 6 1
2002 36 3 13 20 $7,189,305 3 4
2003 36 3 15 20 $5,920,030 4 2
2004 36 5 16 25 $6,437,665 6 3*
2005 36 4 8 14 $6,855,440 2 11
Career 404 73 199 269 $71,116,190 55
* New points rules for 2004

with final 10-
10-race points
Consistency wins shootout. By old points
2005 = 14th season Sponsors $$ rules #24 Team would be
(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC 1st place.
NASCAR
Winston/Nextel Cup Racing:
A Model for
Equipment Reliability
and Teamwork
Preparing to win championships
Copyright 2004-
In pursuit of 100%
Key learnings so far. . .

Winston Cup Racing Team (DuPont-Hendrick Motorsports)
; World-class simplicity- Basics first

; Teamwork focused on goals
; Multiple roles/cross training
; Attention to details
; Just-in-time parts inventory
; Checklists & documentation
; Quick Changeover/Setup Reduction
; Workplace organization/orderliness
; Equipment performance/reliability data
; Winning is everyones responsibility
; Continuous improvement
Copyright 2004-
The six key elements for

improving equipment
performance and reliability...
1. Equipment
performance data
6. Focused Teamwork 2. Operator involvement
& Leadership
5. Improved operability & 3. Maintenance efficiency

maintainability throughout and effectiveness
the life cycle
4. Training & learning to

improve skills & knowledge

improving equipment
1. Equipment
performance data
& Leadership

the life cycle

Copyright 2004-
#1 Is performance important?
Cracker Barrel 500 - Atlanta March 11, 2001

Finishing position:
Winner #29 Kevin Harvick ($158,427)
Second #24 Jeff Gordon ($143,077)
Margin of victory 0.006 (6/1000th) seconds
(front bumper)
Preparing for the future . . .

#1
Copyright 2004-
#1
Checklists:
help prevent
the causes of
poor
performance
Checklists...
help prevent the causes of poor performance. . .
#1
Copyright 2004-
Is performance data important?
Tools, equipment, components, suppliers, team,

individuals
individuals
--- DATA helps the Team make decisions and
measure results!(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC
1997 photo by Sam Sharpe

improving equipment
1. Equipment
performance data
& Leadership

the life cycle

Copyright 2004-
#2
Im not reading what
those numbers are . . .
Jeff Gordon

improving equipment
1. Equipment
performance data
& Leadership

the life cycle

Copyright 2004-
Equipment documentation:
history, specifications, #3
checklists . . .
Inspecting parts before we put them on the shelf . . .

.
#3
Copyright 2004-
#3
Inspecting
parts before
we put them
on the shelf
Parts stored by their application, rather

than by size #3
Front Shock Lower: 1/2-

1/2-13 x 2-
2-1/4
Copyright 2004-
#3
We store our parts so they

cant be damaged. They re also inspected
before we put them on the shelf.
Pit stops: Planned maintenance

downtime #3
#1
#1 Priority:
Priority:
Fast
Fast or
or right?
right? (c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC
Copyright 2004-
Why change?
Weve always done it this way. #3
In the 1950s the average pit stop in NASCAR racing
was 3 to 4 minutes
By 1960 the average was just under 1 minute!
By 1964 the Wood Brothers were doing
25-second pit stops
By 1993 about 17 seconds!
In 2001 several teams did 13.4 second pit
stops
In 2004 #48 Lowes Team did three 12.6 second
pit stops
Before . . . #3
Copyright 2004-
Before . . . #3
During . . . #3
Copyright 2004-
After . . . #3

improving equipment
1. Equipment
performance data
& Leadership

the life cycle

Copyright 2004-
Improving the skills and knowledge

of everyone involved . . . #4
Quiz: How many hours each week do pit crews train & practice?

improving equipment
1. Equipment
performance data
& Leadership

the life cycle

Copyright 2004-
Putting information ON the equipment

where you need it . . .
#5
Modify the equipment to make it

easier to maintain #5
Copyright 2004-
Modify the #5
equipment to
make it
easier to
maintain
Modify the #5
equipment to
make it easier
to maintain
Copyright 2004-
Making #5
equipment
easier to
inspect . . .
G=1,490 F
O=1,900 F
R=2,100 F

improving equipment
1. Equipment
performance data
& Leadership

the life cycle

Copyright 2004-
The Primary Focus of Race Team

PEOPLE and the EQUIPMENT they influence
#6
Engine Builders
General Manager Engine Tuner
Assistants
Owner
Team
Manager
Driver
Car Chief
Pit Crew Race Car
Crew Chief
Mechanics
Parts & Supplies
Management
Fabricators
Engineering
Body/Paint Shop Chassis Shop
Strategic Work Systems SM

copyright 1992-1995
NASCAR Quiz:
1. Where does the Crew Chief sit during
the race, during the pit stops?
2. Why?
Copyright 2004-
#1 1998 Winston Cup Champion #24 Jeff Gordon
Race
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34
0
10
Finish Position
15
en
ha
gi
20
ne
nd
lin
g
25
Most wins in a season

30 since 1971
13 wins
ac
avg finish 5.7

ci
35
de
1706 laps led

nt
ac
170 bonus points

ci
40
5,328 points
de
nt
(Race 17 at Daytona was postponed due to forest fires)

Jeff Gordon #24 - Sixth Place 1999
Race
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34
0
10
15
20
Finishing Position
25
30
35
40 7 wins
avg finish 12.91
45 18 top five finishes
1,320 laps led
50 160 bonus points
4,620
(c) Copyright 2004-2006 Strategicpoints
Work Systems, Inc. Columbus, NC
Copyright 2004-
#24 DuPont Chevrolet - Jeff Gordon -

1995 to 2001
1995 - #1 1996 - #2 1997-
1997- #1 Race
1998-
1998- #1 1999-
1999- #6 2000 - #9 2001 - #1
101
105
109
113
117
121
125
129
133
137
141
145
149
153
157
161
165
169
173
177
181
185
189
193
197
201
205
209
213
217
221
225
229
13
17
21
25
29
33
37
41
45
49
53
57
61
65
69
73
77
81
85
89
93
97
1
5
0 9
10
15
Finishing position
20
25
30
35
40
7 wins 11 wins 10 wins 13 wins 7 wins 3 wins 6 wins
45
17 top 5 21 top 5 22 top 5 26 top 5 18 top 5 11 top 5 18 top 5
#24 Jeff Gordon 2005 Nextel Cup 11th Place
Race
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
0
5
10
Finishing Position
15
20
25
30
35
40 $6,855,440
45 4 wins
8 Top 5
Transmission linkage, new New Crew Chief
Accident late in the season 14 Top 10
Engine, new gear rules Steven Letart replaced Robbie Loomis
Copyright 2004-
Common Sense?
What if employees here learn to
treat their critical equipment like a
race car?
What if we had a race car and we

treated it like the equipment in our
plant?
Common Practice?
I think the
rollers are
stuck but
that
thats not a
problem. The
conveyor is
still running.
running.
Copyright 2004-
Ive got my
spare parts
and tools
exactly
where I need
them. But
we still have
problems
with too
much
downtime.
downtime.
#3
Having the right tools where you

need them saves time. NASCAR Mechanic
Copyright 2004-
POINT-OF-USE
TOOL STORAGE ...
Just line up the

stub. You can
see its 10-PSI!
Copyright 2004-
We keep a
good
selection of
bearings for
the
equipment
in this plant
right
upstairs
upstairs
Copyright 2004-
This bearing
keeps failing
and causes
a lot of
downtime
Again, ask . . .
What if employees here learn to
treat their critical equipment like a
race car?
What if we had a race car and we

treated it like the equipment in our
plant?
Common Practice!
Copyright 2004-

improving equipment
1. Equipment
performance data
& Leadership

the life cycle

Use the DATA to find the

racecar
racecar in your plant
plant
PEOPLE
WORK
PROCESSES
EQUIPMENT
1. Equipment
performance data
Use the DATA to find the root
cause
cause
Use the DATA to find the right
people to address the problem
problem
Use the DATA to find the right
procedures
procedures
1. Equipment
performance
6. Focused data 2. Operator
Teamwork & involvement
Leadership
Use the DATA to eliminate the

5. Designing for
operability &
maintainability
throughout the life
3. Maintenance
efficiency and
effectiveness
problem!
cycle 4. Training &
learning to improve
skills & knowledge
Copyright 2004-
Targeting the Major Equipment Losses

(Data that guides reliability activities)
A. Planned shutdown losses:
1. No production, breaks, shift change, etc.
2. Planned Maintenance
Availability
B. Downtime losses:
3. Waiting for Operators
4. Failure or breakdowns
5. Setups & Changeover
6. Tooling or Part Changes
7. Startup & Adjustment
8. No room for output
9. No incoming materials
C. Performance efficiency losses:
10. Minor stops (less than 6 minutes)
11. Reduced speed or cycle time
D. Quality losses:
12. Scrap product / output Maintenance
13. Defects, rework
14. Yield / Transition cannot do it alone!
TPM Focus Company 2 Line 8 - Page 1 Waste Report

January 2003 L8: Downtime Description - Occurences
10
9
8
7
6
5
4
3
2
1
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ar p
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#4 ard ct
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C M
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ea
CC
er
ib
r,
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de
-F
in
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er
ib
-F
CC
Copyright 2004-
January 2003 L8: Machine Downtime - Minutes
1600
1400
1200
1000
800
600
400
200
0 rs
ay
es
e
g
s
d
g
g
er
ng
En
in
in
in
D
t
ey
ry
hu
ed
m
d
a
n
ar
et
D
Ch
im
v
C
Fe
ow
on
C
W
Tr
e
D
C
od
ge
C
Ed

Focus
January 2003 L8: Machine Downtime - Yards
14000
12000
10000
8000
6000
4000
2000
0
s
ay
es
s
g
ge
g
ng
or
er
en
in
in
D
t
an
di
ey
ry
hu
ed
et
ar
n
D
ch
C
Fe
ow
W
on
C
tr i
e
D
C
od
ge
C
Ed
Copyright 2004-
Data
Data comes
comes from
from three
three sources:
sources:
Numbers:
Numbers:
Spreadsheets,
Spreadsheets,charts,
charts,&
&graphs
graphs
People:
People:
Talk
Talkto
tothose
thoseclosest
closestto
tothe
theequipment
equipmentissues
issues
Equipment:
Equipment:
Go
Golook
lookat
atit!
it!(Real
(Realclose)
close)
Typical Carding Machine
6 ft. Belt Guard
Copyright 2004-
Whats wrong
with this Card
Machine belt?
New Card
Machine belt!
Copyright 2004-
Before
In Progress
Before Clean
Inspect
Eliminate the sources
of the problem
Copyright 2004-
Before After
Now, thats
better
Copyright 2004-
Draft Lubrication Procedure - Engraving machines

10
3
7
5
2
4
8 6
9
Job Who Freq. Description Location Oil Instructions

1 Oper W Table gear box Under table, left side H-15 Fill site gage 1/2 full
2 Oper W Contrast groove head A-axis, left side H-103 Fill to line
3 Oper W A-axis gearbox A-axis, right of spindle H-15 Fill site gage 1/2 full
4 Oper W Way lube Column, next to control H-16 Take container to lube room and refill
5 Oper W Carousel motor lub Panel, next to carousel H-103 Special lube can????????????
6 Oper W Main hydraulic tank Hydraulic unit, behind machine H-11 Fill site gage 3/4 full
7 Oper Q Ring gear Tool carousel, teeth of outer gear G-01 Brush grease?????
8 Maint Q Table T-slot stamped "0" near OD H-16 Quantity?????
9 Maint A A-axis spindle chain A-axis, underside, behind covers H-49 Brush lube on chain
10 Maint A Z-axis CB chain Column,
(c) Copyright top Strategic
2004-2006 of machine H-49 Brush
Work Systems, Inc. Columbus, NC lube on chain
Labels reinforce the PM Work Instructions

Copyright 2004-
Putting information ON the equipment

where you need it . . . #5
Copyright 2004-
!!
L TS #6
SU
OIL FIELD STEAM VOLUMES
RE180,000
STEAM 70 QUALITY EQUIVALENT BSPD
160,000
Design
140,000 Capacity
120,000
100,000
80,000
More
Moreoutput
output@@same
same
60,000 operating
operatingbudget:
budget:
Lifting
Liftingcosts
costsreduced
reduced
40,000 from
from$2.45/bbl
$2.45/bblto
to
$1.34/bbl
$1.34/bbl
20,000
0 1991 1992 1993 1994 1995 1996

1/1/91 10/7/96
THROUGH IMPLEMENTATION OF TPM WE HAVE:

Eliminated variations in the process
Exceeded design capacity of the plant
Achieved a simultaneous reduction in operating expense
and, steam volumes are sill rising
Applied TPM: Six of 20 Machines in One

Automated Assembly Process
Applied TPM Results 2004
5,000
4,500
4,000
3,500
3,000
Before EMR Pit Stop
2,500 Apr-July 2004 (4
months)
2,000
After EMR Pit Stop

1,500
Aug-Nov 2004 (4
Months)
1,000
500
0
Units/ Day (avg) Downtime Minutes Total
Copyright 2004-
Applied TPM: Six of 20 Machines in One

Automated Assembly Process
Total Units Produced & Revenue Generated (4 months)
510,000
500,000
490,000
$3,147,554
480,000
470,000
460,000
450,000
440,000
430,000
420,000
Before EMR Pit Stop Apr-July 2004 (4 months) After EMR Pit Stop Aug-Nov 2004 (4 Months)
Business case: If we cant get rocks to

processing we cant make gold, and if we
cant make gold we cant make money
Copyright 2004-
Copyright 2004-
Number of Downtime Events Maintenance Costs ($)
62
56
0
200
400
600
800
1000
1200
EN
G Ti
IN re
W E 62
s/
AS 60 W
-
PR
EV H R h
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
BA AM e el
EN Y s/
TA P
M TI M Ri
m
O VE o s
NI
TO M 62 dific
R 62 50 ati
LI 62 o
G En n
HT 62 C gi
S 55 ab ne
SI
G & s
N TI Be Ch
AL RE
S 51 ds / as
G LI
G 43 Bk sis
EN H
ER TS A n ts /B
AL /D
I 51 tifre lade
EL
EC
05 ez s
AL TR 62 V e e /O
W
T/
G I 80 nd il/G
AI EN E o rL
TI
N /B &
G AT 51 I ab
HY FO 10 Eq p o r
R R tP
DR M en a
AU EC
LI t o r ts
CS rL
/C
YL 62 5 1 7 as e
DU
M I 63 5 e
CA P Fi
BS BO 62 W h lt e
/E DY 53 ee rs
NV lM
IR B
KE O 51 ra k ot
C NM e o
C E 73 S y rs
AM M
51 s te
W PA
Type of Downtime
90 ai m
H IG nt
EE N
Cost Category
To Su s
L 62
M ol pp
O 84 s/
In lie
TO st s
R Pu ru
G
51 m m
PR 86 p
EN O & en
ER PE P W ts

L
2004-2006 Robert M. Williamson - Columbus, NC 28722

AL 62 ro t e
BR M 09 e ct t E n
AK EC i v e d
IN HA Pi
G pe Cl
o
Jan-June 2003- 930E Fleet - Frequency of Downtime Events

SC SY /H
HE ST o s thin
D EM 51 e /F
UL 71 itt
i
July02-June03 ALL Komatsu 930E-2 Truck Maintenance Costs by Category
ED
optimum cost?)
ST
EE M S u ng
RI AI 51
NG N 76 62 pp l
1 ie
SY W 0 s
ST el H
E di VA
Typical focus: High-
M ng C
IR Su
RO
target (but, what is the
R pp
S lie
O O s
TH
cost
TH
High-cost
ER ER
48
Tire wear is our

biggest cost!
Proper
operation,
proper road
maintenance,
proper loading,
and proper tire
maintenance
must all be
addressed.
6 tires per truck,

14,000 pounds
each, $21,000
(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC each
Jan-June 2003 - 930E Fleet - Total Time (Duration) by Downtime Category
6000
Atypical focus: high

5000
downtime
downtime target
(interruptions to production)
4000
Duration (hours)
3000
2000
1000
0
DI
P)
LI
IC
GE TS
M
M
E
E
AT
AR
Y
I
DY
T
ER
ES
E
UM TO R
L
E
TR
NM
IN
CY
EN
BA
S/
ST
PE
E N AM
N
IN ASS
VE
GH
/B
ST
RI R P
IR
BO
TH
HA
HT
EC
S/
SY
D
O
O
N
H
TI
(R
T
EN
SY
LI
CI
O
EC
R
PR
O
IC
G
AS
EL
M
NE
TA
VI
PR GN
G
LI
R
AC
ST G F
UL
EL
G
T/
M
N
TO
CO
EN
AL
AL
I
AL
RA
R
D
PA
N
HE
ER
EV
NI
S/
AK
FO
TI
EE
SE
YD
AM
O
W
G
AB
AI
EN
BR
SI
O
M
NG
W
H
C
N
G
C
TI
KE
AI
W
Type of Downtime
Copyright 2004-
Our goal is to eliminate ALL unplanned downtime in

the fleet of 31 haul trucks. And, we
were getting there
fast!
Target: 31 trucks haul 17,000 tons/hour

or 548.4 tons/hour/truck
Preventable downtime in the first six months of 2003:
Waiting for mechanic @ 4,784.3 hours
= 2,623,710.1 lost tons of ore in 6 months
Accident 3,817.05 hours

= 2,093,270.2 lost tons of ore in 6 months
= 4,716,980.3 tons of ore not processed

(0.17 oz/ton)
= 801,886.65 ounces of gold not produced!

(Market value: $350 million)
Copyright 2004-
Taking M&R
to the next level
using these
Team-based
principles
M&R = maintenance & reliability
Three Elements of Productivity

- Leadership
- Teamwork
PEOPLE - Motivation
- Attitudes
Applied - Rewards & Recognition
Work
Skills & - Resources
Culture
Knowledge
- Procedures
- Methods WORK - Reliable
- Data PROCESSES - Efficient
EQUIPMENT - Effective
- History
- Purchasing - Low cost
- Data based
improvement
Copyright 2004-
Why equipment fails

Mechanical failures: Lube, fluids, stress
stress
Electrical/Instrument failures: Mechanical, heat,
humidity, volts/amps
volts/amps
Improper maintenance: Errors, wrong parts
Improper operations: Errors, capabilities
Design weaknesses
Improper installation
Other
Other
Skills Shortages Reach Near-Crisis Proportion
Installation, maintenance and repair

occupations will add 776,000 jobs,
growing by 13.6 percent between 2002
and 2012. In addition, replacements
will be needed for over 1 million jobs.
Auto service technicians, mechanics,
general maintenance and repair workers
will account for more than 40-percent
of the jobs
(Bureau of Labor Statistics, Occupational Outlook Handbook 2004-2005 Edition)
Copyright 2004-
Lack of equipment- and task-specific

training is the biggest cause of
equipment problems. PEOPLE
1. What are the job-

job-performance requirements?
WORK
(Specify & define: duty/task analysis) PROCESSES
EQUIPMENT
2. Who has to be proficient?
3. Do they have the aptitude and the ability to
learn & perform?
4. Educate them: Formal, structured skills and
knowledge development (core skills)
5. Train them: Focus on job-
job- & equipment-
equipment-
specific tasks
6. Qualify them: Demonstrations of skills and
knowledge on the actual equipment &
processes
7. Periodically assess critical
(c) Copyright 2004-2006skills and
Strategic Work abilities
Systems, Inc. Columbus, NC
The bottom line:

We have to find a way to do
maintenance differently, with
fewer people, than in the past IF
we are to remain competitive.
Its all about improving equipment
effectiveness not just
maintenance
Copyright 2004-
Where are you now?

9 - Lean Manufacturing
Eliminate waste to reduce mfg cost
action 8
Outside the box action Doing more with less of everything
Maintenance & Operations partnership
7 - World-
World-Class Manufacturing
things 6
Reduce costs
costs
Doing the right things
Improve productivity
productivity
Improve quality
quality
5 - World-
World-Class Maintenance Keep machines running
longer
longer
right 4
Doing things right Reduce failures
failures
Do it all FASTER!
FASTER!
3 - Maintenance Processes
Fixing
Fixing 2
1 - Maintenance
Yeh.
Yeh. We work on the
equipment here...
Why do you ask?
n g .
rti . .
pa ght
A ou
th
Copyright 2004-
Everybody here focuses on

performance & reliability
In pursuit of 100%
World-class simplicity - Focus on

results and change the culture
along the way (c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC
Copyright 2004-

improving equipment
1. Equipment
performance data
& Leadership

the life cycle

Next Steps . . .
Where do we need to improve the way
our equipment runs?
Where are your racecars here?
What are some of the BIG problems or
opportunities that we should focus on?
What will get in the way?
Why improve?
Copyright 2004-
Skills shortages in the US

power industry
industry
Very few people know how electricity
is generated and distributed.
Maintenance and reliability methods
are even more obscure!
Courtesy of the Southern Company
Pick the right tool for the job!
Pit Crew
Copyright 2004-
Points
Points to
to ponder
ponder
The
The elimination
elimination of
of equipment
equipment problems
problems
and
and improved
improved performance
performance is
is aa TEAM
TEAM
event.
event. Once
Once the
the TEAM
TEAM stops
stops
performing
performing the
the equipment
equipment suffers.
suffers.
Copyright 2004-
Points
Points to
to ponder
ponder
Teamwork
Teamwork results
results from
from aa common
common goal
goal
and
and focused
focused leadership,
leadership, providing
providing
resources
resources to
to achieve
achieve the
the goals.
goals.
Points
Points to
to ponder
ponder
People
People must
must be
be held
held accountable
accountable for
for
common
common workwork processes
processes designed
designed toto
improve
improve equipment
equipment performance
performance and
and
reliability.
reliability.
The
The responsibility
responsibility lies
lies squarely
squarely with
with
LEADERSHIP,
LEADERSHIP, getting
getting people
people to
to aa
place
place where
where they
they would
would notnot normally
normally go
go
by
by themselves.
themselves.
Copyright 2004-
Points
Points to
to ponder
ponder
In
In 1983
1983 the
the Business
Business Roundtable
Roundtable CII
CII
reported that Front
reported that -line supervisors
Front-line supervisors
are
are responsible
responsible for
for most
most of
of the
the
ingredients
ingredients of
of productivity
productivity
Points
Points to
to ponder
ponder
This
This Teamwork
Teamwork and
and Leadership model
Leadership model
is
is proven.
proven.
ItIt works
works in
in any
any business
business or
or industry.
industry.
The
The opportunity
opportunity is
is there.
there.
You
You are
are leaders Make
leaders Make itit happen!
happen!
Copyright 2004-
NASCAR Racing:
Model for Equipment
Insights for Manufacturing

& Maintenance
by
Robert M. Williamson -- Strategic Work Systems, Inc. -- Columbus, NC 28722
e-mail: RobertMW2@cs.com
visit our web site: www.swspitcrew.com
Phone: 828/894-
828/894-5338 fax: 828/894-
828/894-2914
Copyright 2004-

NASCAR &amp; Maint 2006 Keynote

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NASCAR: A Model for Reliability . . .

Insights for Utilities,

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

Points to ponder in 2006

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

The future of reliability? (2004)

1. Maintenance and reliability is becoming a

2. Some plants are using wide-spread

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

The future of reliability?

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

The future of reliability?

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

Where will our technical educators come from?

As with many other teaching jobs, fewer students are interested in

Companies Prepare for Baby Boomer Exodus

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

A glimmer of hope arises

In industries already facing labor and skills shortages, forward thinking

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

The bottom line:

Smokey Yunick built this 1966 Chevelle for the 1968

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

TEAMS & TEAMWORK . . .

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

Insights for Utilities,

#24 DuPont Chevrolet - Jeff Gordon -

#24 Jeff Gordon 2005 Nextel Cup 11th Place

#24 DuPont Jeff Gordon Career Statistics

* New points rules for 2004

Preparing to win championships

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

Key learnings so far. . .

; World-class simplicity- Basics first

The six key elements for

5. Improved operability & 3. Maintenance efficiency

4. Training & learning to

The six key elements for

5. Improved operability & 3. Maintenance efficiency

4. Training & learning to

Cracker Barrel 500 - Atlanta March 11, 2001

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

Preparing for the future . . .

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

Is performance data important?

Tools, equipment, components, suppliers, team,

The six key elements for

5. Improved operability & 3. Maintenance efficiency

4. Training & learning to

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

The six key elements for

5. Improved operability & 3. Maintenance efficiency

4. Training & learning to

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

Inspecting parts before we put them on the shelf . . .

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

Parts stored by their application, rather

Front Shock Lower: 1/2-

(c) Copyright 2004-2006 Strategic Work Systems, Inc. Columbus, NC

We store our parts so they

NASCAR & Maint 2006 Keynote

NASCAR & Maint 2006 Keynote