Manufacturing Today - November/December 2016 - 72

Midwest

CountryMark

cluded on the work order, meaning they can set aside
all the necessary parts in a kit that will be ready to go as
soon as the work is scheduled. This saves CountryMark
time that it used to waste gathering parts and components under the reactive maintenance model.

Day to Day
Under the WorkPlace Excellence Program, CountryMark's operations group performs care rounds at the
refinery every day, identifying equipment that may need
repair and prioritizing it on a scale of 1 to 5. Repairs that
don't require immediate attention due to safety or shutdown concerns are given a 3, 4 or 5 priority, while emergency maintenance is prioritized as either a 1 or 2.
Once the repairs are identified and prioritized, the
planning group creates the necessary work orders, forwarding them to the stockroom attendants for kitting. A
complete schedule for all work scheduled for the upcoming week is posted on Friday.
According to EAM Coordinator Leslie Alton, the

countrymark board operator david
austin says the company worked
hard to implement the workplace
excellence program.

work order system is organized through an enterprise
resource planning platform, which allows the craftspeople responsible for performing the work to update
the work orders with their notes to create a complete
record of all work. This makes it possible for CountryMark to track the maintenance histories of all of its
equipment and identify equipment that needs to be replaced or modified to improve performance. Refinery
Operations Manager Sam Nicotra says this has helped
increase productivity because the scheduling of work is
more defined and there is a clearly defined record of all
work being done.

Growing Pains
Implementing a change as substantial as the WorkPlace
Excellence Program is no small feat, and Operator David
Austin says the culture change involved has been one of
the most challenging aspects of the entire initiative. He
says the most difficult portion of the culture change was
getting everyone to understand the value of prioritizing
and scheduling maintenance work ahead of time, rather
than interrupting work to perform repairs. Under the
company's reactive system, Austin says, there was a tendency to treat every repair job as an emergency.
Thanks to the hard work of everyone involved in implementing the program, however, Austin says CountryMark's workforce now has a clearer understanding
of how jobs should be prioritized. "I think everyone has
become more patient with the system and only puts
through the 1s and 2s that are true emergencies," he says.
72

manufacturing-today.com NOVEMBER/DECEMBER 2016


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Table of Contents for the Digital Edition of Manufacturing Today - November/December 2016

Table Of Contents
Manufacturing Today - November/December 2016 - Cover1
Manufacturing Today - November/December 2016 - Cover2
Manufacturing Today - November/December 2016 - 1
Manufacturing Today - November/December 2016 - Table Of Contents
Manufacturing Today - November/December 2016 - 3
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Manufacturing Today - November/December 2016 - Cover3
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