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ОглавлениеCHAPTER 5
HOW WELL DO YOU KNOW YOUR CURRENT STORES OPERATION?
There are a lot of interesting facts about maintenance and your storeroom that you should know in order to evaluate current performance and opportunities for improvement. Table 5.1 lists many of these facts.
Table 5.1: Learning About Maintenance and Your Storeroom
| RAV (replacement asset value) of all assets in plant that the storeroom supports, including buildings and rolling stock |
| Inventory Value / RAV |
| Number of Work Orders completed per day |
| Average number of window visits per day |
| Number of SKUs (line items in inventory) |
| Value of inventory to support maintenance |
| Annual turns: Annual consumption / Value of inventory |
| Number of shipments the storeroom receives each month |
| Service level each month = Number of requests satisfied / Number of parts requests that month |
| Work Order service level each month = Number of Work Orders with all parts / Number of Work Orders with parts that month |
HOW TO EVALUATE YOUR STOREROOM IN AN HOUR (OR TWO)
• Look closely at a bunch of bins in the storeroom.
See if any have more than one type of part.
Randomly sample four or five bins. Compare the count to your ERP or CMMS inventory record.
Write down a few bins that are empty.
Check the system see if any are showing a positive QOH (quantity on hand).
Check to see they are on reorder and are expected soon.
• Look at the number of stock outs per month and especially the number of stock outs of important parts causing downtime.
• Take a random sample of waiting time (at the parts window), reporting the average and standard deviation.
• Do you have a storage area for urgent parts? If so, note the dates they arrived. Subtract the arrival dates from the current date to see the number of days the packages have been there.
• How many parts did not move at all in the last year? Of these parts, which ones are not on the critical or insurance policy parts lists?
• Are the basics numbers of the warehouse (well) known: value of stock (by category), number of SKUs, turnover, accuracy, etc.?
• Finally, talk to a few employees (e.g., planner, maintenance worker) and ask them their opinions about parts and inventory.
• Choose a couple of parts; then ask:
Is the part starting to deteriorate or is the dust thick?
STOREROOM MANAGEMENT QUESTIONAIRE
The following questionnaire is adapted from the work of Don Nyman (in Maintenance Planning and Scheduling by Don Nyman and Joel Levitt) and expanded by Life Cycle Engineering. It is likely that you will not know the answers to all of these question; nevertheless, we suggest you try your best and learn more afterwards about the areas where you were unsure of the answer.
Material Support and Control
1. Purchasing, inventory, and stores procedures covering stock, spare parts, special purchases, and items manufactured in-house are well documented by written instructions that have been effectively distributed.
_____True (1 point) ________False (0 points)
2. The supply room is sufficiently stocked to meet day-to-day needs as determined by the following service levels:
| Insurance spares (100%) | (1 point) |
| Standard replacement parts (95%) | (1 point) |
| Fasteners and fittings (90%) | (1 point) |
| Small tools (90%) | (1 point) |
| M&R supplies (85%) | (1 point) |
3. There is a perpetual inventory system in place with activity systematically recorded and reported to maintenance, purchasing, and accounting for use in the management of inventory.
| Computerized | (2 points) |
| Manual | (1 point) |
| No system | (0 points) |
4. Inventory control practices are effective:
| Cycle counting is used to preserve reliability of inventory records. | (1 point) |
| Control increases with inventory value using ABC categorization. | (1 point) |
| Free issue of low-value items, such as fasteners, is effectively integrated | (1 point) |
5. Procedures exist for reserving and kiting stock parts for planned jobs:
| Reservation / Allocation | (1 point) |
| De-allocation | (1 point) |
| Kitting or pre-staging | (1 point) |
| Secured staging to avoid “borrowing” from one job for another | (1 point) |
| Critical spare part lists exist for all-important equipment. | (1 point) |
# of points__________________of 17
The Physical Storeroom
Where does storeroom management fit into the organization? Is this the best location for the parts for the good of the organization?
| 1. Adequate material handling resources are available to stores to and from work sites. | (1 point) |
| 2. A two-bin system is utilized by Stores to facilitate issue while maintaining control on high-volume, low-cost items. | (1 point) |
| 3. Storeroom layout and procedures maximize order fulfillment service and functional efficiency: |
| Parts are identified with stock (computer ID) numbers. | (2 points) |
| Stock storage is environmentally controlled as needed. | (1 point) |
| If needed, shafts of rotating equipment in stock is regularly rotated to avoid development of bearing flat spots. This activity is controlled by a PM-type revolving file. | (1 point) |
| ABC analysis has been applied to the arrangement of stock storage to optimize efficiency of stock retrieval. | (1 point) |
| Stock pick lists are arranged to facilitate picking. | (1 point) |
| Computer control will accept no more than two storage locations for any one item in any given storeroom. The impact of this policy is to keep inventory from becoming too spread out and impossible to control. (Note: MP2 allows more than two storage locations; therefore, award no points). | (1 point) |
| QA (quality assurance) inspection is required, in varying degrees, based on criticality, for all materials received for stock or special orders. | (1 point) |
| Barcoding (or RFID technology) is utilized to facilitate tracking of Purchase Orders, Stock Requisitions, parts, and progress through the receipt/inspection/stocking/issue process. | (1 point) |
| 4. In central stores, parts are stored randomly to maximize storage density. | (1 point) |
| In satellite stores, parts are stored by equipment to facilitate retrieval. | (1 point) |
| Cannibalization from a serviceable unit (generally not installed) to another serviceable unit (generally installed) is against established policy. When necessary in an emergency situation, the necessary work orders, stores requisitions, and/or purchase orders are initiated to restore the cannibalized unit to a serviceable state. | (1 point) |
| 5. An intelligent part numbering system is utilized. | (1 point) |
# of points__________of 15
Computerization Assessment
| 1. A computerized inventory control system automatically reorders (or issues a requisition that is acted upon in a timely way) when on-hand quantity drops to or below the reorder point. | (1 point) |
| 2. Maintenance has ready access to up-to-date material and stock information, including part numbers, stock numbers, bin locations, economic order quantities, and reorder points. | |
| • Computerized | (2 points) |
| • Cataloged | (1 point) |
| • No ready access | (0 points) |
| 3. Bill of Material information is cross-referenced by point-of-use. | (1 point) |
| 4. Attribute scanning on key words of the description (both short and long) is available to help find the desired item. | (1 point) |
# of points_______of 6
Assessment of Analysis Techniques Used to Understand the Inventory
| 1. Usage records are employed to determine stocking levels, order points, and order quantities. | (1 point) |
| 2. Unit dollar values are readily available and routinely used in planning and Work Order approval efforts. | (1 point) |
| 3. Maintenance, Purchasing, Accounting, and the Supply Room work together to assure availability of necessary parts, elimination of obsolete parts, adjustment of stocking levels, minimal lost time by craftsmen, etc. | (1 point) |
| Maintenance is regularly consulted regarding stocking parameters generated by the system. | (1 point) |
| Human judgment can override the system on an item-by-item basis. | (1 point) |
| Maintenance influences the type and quantity of repair materials to be set up in stock. | (1 point) |
| A system exists that flags frequently ordered parts non-stock, which must be authorized for stocking. | (1 point) |
| Stocking levels (min/max), reorder points, and order quantities are set up and maintained: | |
| • Automatically | (2 points) |
| • Manually | (1 point) |
| • Not set up | (0 points) |
| 4. Inventory categories are defined and segregated when analyzing inventory value and turns. | (1 point) |
| 5. SIC formula parameters for EOQ calculation (carrying cost, purchase order cost, delivery time, etc.) are current and periodically updated. | (1 point) |
| 6. There is an established insurance / critical spares program containing review provisions. They are protected from discard due to low usage. | (1 point) |
| 7. An approved Work Order indicating which cost center to charge is sufficient authorization to withdraw stock materials. | (1 point) |
# of points______________of 14
The Part Itself
| 1. Support systems for purchasing are effective: | |
| Quality performance measures have been established for materials. | (1 point) |
| Purchase Order tracking is functional. | (1 point) |
| A vendor rating system is in place and vendors are aware of their responsibility to provide materials of acceptable quality on time. | (1 point) |
| Procedures are in place that alert requisitioners regarding receipt of their materials. | (1 point) |
| Buyers are evaluated on the performance of vendors that they select. | (1 point) |
| There is an established interface/partnership with vendors to improve material quality, cost, availability, and standardization at minimal carrying expense. |
| 2. Practices and procedures between Maintenance and Purchasing are clear and effective. | (1 point) |
| Maintenance is allowed to specify individual suppliers when necessary. | (1 point) |
| Maintenance is allowed to specify method of s hipment when necessary. | (1 point) |
| Purchasing reviews any change in original specs with Maintenance and/or Engineering. They do not make material or equipment substitutions without consulting technically knowledgeable resources. | (1 point) |
| Purchasing routinely (and when requested) follows up and expedites POs. | (1 point) |
| There is an effective system for tracking Purchase Requisitions from generation to receipt by originator. | (1 point) |
| The volume of Emergency Purchase Orders is “reasonable.” | (1 point) |
| Production is not permitted to purchase direct nor to maintain duplicate inventory of unit spares of special parts. | (1 point) |
| Maintenance is permitted to purchase direct locally when necessary. | (1 point) |
| When appropriate, Maintenance is permitted to contract work to local shops with purchasing cooperation. | (1 point) |
| 3. Blanket and system contracts, and blanket and system orders, are effectively employed to minimize redundant paper work and administrative effort: |
| Blanket contracts (e.g., repetitive service) | (1 point) |
| System contracts (e.g., service contractors negotiated by PA) | (1 point) |
| Blanket orders (e.g., parts price agreement) | (1 point) |
| System orders (e.g., parts costs negotiated by PA) | (1 point) |
# of points_________of 20
