A second initiative, this time involving a third-party MRO integrated supply services provider, was launched, and backed by the company’s leadership team.
That leadership support was a significant advantage as RS Integrated Supply collaborated with those key leaders to tie storeroom operations into stronger plant reliability and better master data management.
This time, with consultation from RS Integrated Supply, the client expanded the project goal beyond asset performance to include overall maintenance effectiveness.
It was a decision that directly impacted overall plant performance. A set of objectives and key performance indicators were established, the site benchmarked, and storeroom operations were integrated into the solution.
The stores team led by a local site manager and corporate Program Manager put together an improvement action plan that included:
- Application of Lean principles to the storeroom
- Wall-to-wall inventory
- Elimination of duplicate parts
- Elimination of co-mingling of parts
- Identification of reorder point re-evaluation opportunities (e.g., min /max levels)
- Value Stream Map of Maintenance Work Process and dependencies on stores
- Elimination of constraints
- Establish Standard Operating Procedures (SOPs) for processes like Material Receiving, Put Away and Issuing
- Establishing storage processes and procedures for all paperwork and setting up “a place for everything and everything in its place”
- Cycle Counting
- Contribution to Maintenance (culture change element):
- Developing Master Equipment List (MEL)
- Identifying critical equipment and related spares
- Developing Bills of Material for critical equipment
- Participating in Failure Mode Effects Analysis (FMEA)