Maintenance Steps Into Leading Role In Rockwell Automatic's Power Lean

May 21, 2005

Editor's Note: On May 17-19 IndustryWeek held its Best Plants Conference in Nashville recognizing the 10 IW Best Plants of 2004. This article is based on a presentation given at the conference. You might also be interested in eProcurement: ...

Adrienne Selko

Editor's Note: On May 17-19 IndustryWeek held its Best Plants Conference in Nashville recognizing the 10 IW Best Plants of 2004. This article is based on a presentation given at the conference. You might also be interested in eProcurement: GlaxoSmithKline's Secret To Managing The Supply Chain and Quality Is What The Customer Says Is Quality.

Larry Skyes, lean product manager, Greenville, SC, Rockwell Automation, feels that the importance of maintenance in creating an efficient plant had been overlooked until "Power Lean" was created. This program, trademarked by Rockwell Automation, has three equally important component parts; lean enterprise, six sigma, and maintenance excellence.

Rockwell applies all of the tools of lean and six sigma to the maintenance segment including the use of kaizen events. In a maintenance kaizen event, the objectives are:

Document current state
Clean to inspect
Repair minor Discrepancies
Install visual systems
Updated operator preventative maintenance schedule
Identify major breakdown causes
Create critical parts list

To achieve these objective two employees were given the full-time job of achieving quality in the maintenance sector. "Once we got away from our style of "fire-fighting" we had more time to provide preventative maintenance. We saw measurable benefits from this model of operation," explains Skyes.

The Power Lean program, both a philosophy and strategy, as well as a set of tactical tools enabling continuous improvement, is applied across the company in all functions. It has proven so successful that Rockwell has sold it to other companies.

For information on the Power Lean program visit: http://www.dodge-reliance.com/power_services/performance_services/lean_manufacturing/overview.html

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About the Author

Adrienne Selko | Senior Editor

Focus: Workforce, Talent

Follow Me on Twitter: @ASelkoIW

Bio: Adrienne Selko has written about many topics over the 17 years she has been with the publication and currently focuses on workforce development strategies. Previously Adrienne was in corporate communications at a medical manufacturing company as well as a large regional bank. She is the author of Do I Have to Wear Garlic Around My Neck? which made the Cleveland Plain Dealer's best sellers list. She is also a senior editor at Material Handling & Logistics and EHS Today.

Editorial mission statement: Manufacturing is the enviable position of creating products, processes and policies that solve the world’s problems. When the industry stepped up to manufacture what was necessary to combat the pandemic, it revealed its true nature. My goal is to showcase the sector’s ability to address a broad range of workforce issues including technology, training, diversity & inclusion, with a goal of enticing future generations to join this amazing sector.

Why I find manufacturing interesting: On my first day working for a company that made medical equipment such as MRIs, I toured the plant floor. On every wall was a photo of a person, mostly children. I asked my supervisor why this was the case and he said that the work we do at this company has saved these people’s lives. “We never forget how important our work is and everyone’s contribution to that.” From that moment on I was hooked on manufacturing.

I have talked with many people in this field who have transformed their own career development to assist others. For example, companies are hiring those with disabilities, those previously incarcerated and other talent pools that have been underutilized. I have talked with leaders who have brought out the best in their workforce, as well as employees doing their best work while doing good for the world.