DRINKS OPERATOR ASSET CARE PROCESS

MAP OUT THE PROCESS;

• take photos of the process at each step and the different items of equipment.
• print off and arrange in order on the wall so the whole process can be fully mapped.
• don't forget a photo of the team and what each member does.
• define what good will look like, as a team list all what will make the process better, more efficient.
• look to list under the 4Ms or the Tier process headings.
• Examples include;
• Safety = zero accidents
• Quality = zero defects/rejects/spillages/missing caps/damaged bottles etc
• Performance = 60% OEE
• Costs =
• Delivery = 100% attainment to plan
• Morale = operators fully trained, all training records unto date.
• Understand the current state under each of the above headings.
ASSESS THE CRITICALITY BY ANSWERING THE FOLLOWING:
• What is important to making the plan work?
• whole team trained and involved,
• Agree targets,
• Work as a team,
• Support each other,
• What are the potential causes of failure relating to;
• Operational Process,
• Equipment

OPERATIONAL PROCESS FMEA:- at each of the process steps, describe the process, how it works, what takes
place, who is involved. Then for each process identify what can prevent the process from operating efficiently or will stop the
process from operating. Then using this information what needs to be done to prevent the process from stopping because of
one of these potential failures. Then list the actions necessary to prevent failures and who will be doing the actions and
reporting back when completed. Don't forget a time scale as to when the action needs to be completed by.
Use the FMEA worksheets to record your work.

EQUIPMENT FMEA:- understanding what takes place at each process step helps you to identify when a machine failure
occurs what it will be affecting. Carrying out an equipment FMEA involves listing all the failures which can prevent the
equipment from performing its task. Use the FMEA worksheets to record your work.
DEFINE THE POTENTIAL “WHAT IS THE PROCESS CAPABLE OF”:
• Determine what the manufacturer recommended speed of the equipment is, this can be achieved by referring to the
machinery/equipment handbook or other manuals or by contacting the equipment manufacturer. Use this data to determine
the theoretical performance.
• Also use actual performance data captured by the teams and determine the “Best of the best”

APPRAISE THE CONDITIONS OF THE EQUIPMENT/PROCESS:

• Carry out an analysis of the equipment to determine what is not correct about each item of equipment, it is about
comparing the current standard against the good as new standard.
• Once the standard has been defined, the next step is to restore the equipment to this good as new standard.
• In order to maintain the standard it is necessary to develop “One Point Lessons”
• Formalise “Best Practices”, including the use of visual standards.

THE NEXT STEP IN THE PROCESS RELATE TO “PROBLEM OBSERVATIONS AND STOPPAGES
ANALYSIS/REVIEW/IMPLEMENTATION.

• Carry out focused improvement/problem prevention activities,

• utilise 5S (workplace organisation)
• Stoppage/downtime analysis
THE NEXT STEPS RELATE TO VISUALISATION/STANDARDISE
• Measure progress against the original state,
• need to set set trackers such as weekly OEE tracker which shows the targets, current and base line.
• Review current maintenance system/tasks and alter to fit with operator asset care/autonomous maintenance.
• Create an audit process/system with visuals for ongoing measurements of progress.
• Cascade and refine process based on learnings from first asset implementation project.