Operational DILO example Key Comments No set daily
Description: Operational DILO example Key Comments No set daily work plan. Waiting for trouble shooting call and mainly generating reports. Only one trouble shooting repair job for 11 min during the day. Another quick fix at air compressor room during
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slide1. Operational DILO example Key Comments No set daily work plan. Waiting for trouble shooting call and mainly generating reports.
Only one trouble shooting repair job for 11 min during the day. Another quick fix at air compressor room during the building survey. The rest of the Value Added was for purchase approval and invoice payment request
No communication among the team, no check on where they are, what they are working on
No supervision, time budgeting or recording of daily work Observation of a maintenance agent Direct value added Non Direct value added<br>
slide2. Supervisor DILO example Comments Coordinator very active and willing to help, but a lot of “going around”
Lot of NVA or rework: chasing engineer, alerting engineer who already knows, go to office to check data but data not yet available, giving a hand to operators when line down but without SOP/guideline and success
The machine was stuck and even experienced operators could not fix it; however applying SOPs would help (checking lubricant, checking rails glue deposit) and prevent to call maintenance
Conclusion: a lot of time could be used for updating SOP, coaching, training, doing root cause analysis… Observed Perceived Ideal (Supervisor view)<br>
Only one trouble shooting repair job for 11 min during the day. Another quick fix at air compressor room during the building survey. The rest of the Value Added was for purchase approval and invoice payment request
No communication among the team, no check on where they are, what they are working on
No supervision, time budgeting or recording of daily work Observation of a maintenance agent Direct value added Non Direct value added<br>
slide2. Supervisor DILO example Comments Coordinator very active and willing to help, but a lot of “going around”
Lot of NVA or rework: chasing engineer, alerting engineer who already knows, go to office to check data but data not yet available, giving a hand to operators when line down but without SOP/guideline and success
The machine was stuck and even experienced operators could not fix it; however applying SOPs would help (checking lubricant, checking rails glue deposit) and prevent to call maintenance
Conclusion: a lot of time could be used for updating SOP, coaching, training, doing root cause analysis… Observed Perceived Ideal (Supervisor view)<br>