DEFENCE UNIVERESITY

COLLAGE

Department Of Pharmacy (3rdYear tvet)

Individual Assignment of
kaizen

Name Admasu Anjulo ..........I.d No 1202/11

Instructor Name
Endale Regassa
Submitted date........tikimt 7/2014 E.c
1. One ofthe target of kaizen is minimaization of west or
muda.
What is muda in process of kaizen?How can we
minimaize muda by application of kaizen?
Muda is a Japanese term meaning futility, wastefulness, or
uselessness. In the context of Lean manufacturing, muda is a key
concept as one of three types of waste (muda, mura, and muri)
identified by the Toyota Production System. Muda refers to the seven
wastes commonly found in Lean manufacturing as identified by Taiichi
Ohno

1,Transportation: Unnecessary movement of products. Products are

more likely to become damaged or lost during transportation and if it is
not necessary, will not add any value to the product or for the
customer.

2, Inventory: Inventory includes raw materials, WIP, and finished goods.

The longer a product sits in one of these states, the more wasteful it is.
It disrupts the workflow while not adding value for the facility, leads to
longer lead times, and can result in damaged or defected products.

3, Motion: This is not the motion of the product, but rather the
unnecessary movements of workers that are wasteful or harmful. This
may lead to strain injuries for workers, downtime, or equipment
breaking down due to wear and tear.
4, Waiting: A product not currently being processed or not in transport
is considered to be “in waiting.” When it sits waiting, the workflow is
interrupted and the value of the product decreases.

5, Overproduction: Producing more than what is required is one of the

worst kinds of waste. It can hide defects in products while taking up
important storage space and making it more difficult to manage.

6, Over-Processing: Offering a product or service that exceeds the

requirements of a customer can be seen as over-processing. It takes
longer and requires more money than required, making it wasteful.

7, Defects: Products that do not meet company standards (defective)

will likely need to be reworked or scrapped, wasting the resources that
have already been used thus far. It adds cost to operation but does not
add value for the customer.

Other wastes of Lean include Mura, the unevenness and irregularity of

production levels, and Muri, overburdened employees or equipment.

Lean Manufacturing Guide

Learn the ropes of Lean manufacturing. Let this guide help.

Manufacturing experts have long discovered that devoting time and

energy into evaluating processes with an eye toward improving
efficiency and cutting down on unnecessary waste. Learn the ropes of
Lean manufacturing.

The Kaizen methodology is based on continuous improvement in the

facility. Using Kaizen means constantly looking for incremental
improvements that will help to improve processes. The end result is
often times reducing or eliminating waste. The following are just a few
examples that stem from the 8 Wastes of Lean.

Defects in the end product: Improving processes with Kaizen will also
help to improve the quality of the product being made. When you are
able to improve your products, reduce the prices, and deliver them
faster, customers will be much more satisfied. Standardized work, a key
principle of Kaizen, also helps to ensure manufacturing is consistently
free of defects.

Non-essential movement: As far as wastes go, motion refers to any

unnecessary movement of equipment, people, or machinery. This may
include walking, lifting, reaching, bending, stretching that all add up to
time or extra energy wasted. When you involve frontline workers and
use Quality Circles, those individuals who work on the production line
every day should be able to identify areas in their work that if
improved, would cut down on non-essential movement.

Non-utilized talent: While not acknowledged by the Toyota Production

System, non-utilized talent, or the waste of human talent, has been an
addition to the lists of wastes, changing the 7 Wastes of Lean
(TIMWOOD) to the 8 Wastes of Lean. This waste results from
management not utilizing expertise, experience, and skill. It can
ultimately develop into inefficient and stale manufacturing processes.
Instead, workplaces that practice Kaizen emphasize the importance on
teamwork and involvement from all departments.

Overall, eliminating any type of waste is going to improve overall

productivity in the workplace. Kaizen may not produce dramatic instant
results, it does facilitate an environment that encourages and allows
continuous improvement. Including frontline workers, involving
managers, and identifying small improvements to reduce waste can be
extremely beneficial to an organization.

Kaizen Guide

Kaizen Guide: Better your business with continuous improvement

To be successful, you can’t make an improvement once and forget

about it. Effective lean businesses use kaizen, which means “continuous
improvement”. In kaizen, everyone looks for ways to improve processes
on a daily basis. This Kaizen Guide explains the kaizen mindset, basic
kaizen concepts including the PDCA cycle, and real-world examples.

The Toyota Production System, and later on the concept of Lean, was
developed around eliminating the three types of deviations that shows
inefficient allocation of resources. The three types are Muda ( waste),
Mura (unevenness), and Muri ( overburden).

Muda

Muda means wastefulness, uselessness and futility, which is

contradicting value-addition. Value-added work is a process that adds
value to the product or service that the customer is willing to pay for.
There are two types of Muda, Type 1 and Type 2. Muda Type 1 includes
non-value-added activities in the processes that are necessary for the
end customer. For example, inspection and safety testing does not
directly add value to the final product; however, they are necessary
activities to ensure a safe product for customers. Muda Type 2 includes
non-value added activities in the processes, but these activities are
unnecessary for the customer. As a result, Muda Type 2 should be
eliminated.

There are seven categories of waste under Muda Type 2 that follow the
abbreviation TIMWOOD. The seven wastes are (1) Transport i.e. excess
movement of product, (2) Inventory i.e. stocks of goods and raw
materials, (3) Motion i.e. excess movement of machine or people, (4)
Waiting, (5) Overproduction, (6) Over-processing, and (7) Defects.

8 lean wastes

Mura

Mura means unevenness, non-uniformity, and irregularity. Mura is the

reason for the existence of any of the seven wastes. In other words,
Mura drives and leads to Muda. For example, in a manufacturing line,
products need to pass through several workstations during the
assembly process. When the capacity of one station is greater than the
other stations, you will see an accumulation of waste in the form of
overproduction, waiting, etc. The goal of a Lean production system is to
level out the workload so that there is no unevenness or waste
accumulation.

Mura can be avoided through the Just-In-Time ‘Kanban’ systems and

other pull-based strategies that limits overproduction and excess
inventory. The key concept of a Just-In-Time system is delivering and
producing the right part, at the right amount, and at the right time.
 Muri

Muri means overburden, beyond one’s power,

excessiveness,impossible or unreasonableness. Muri can result from
Mura and in some cases be caused by excessive removal of Muda
(waste) from the process. Muri also exists when machines or operators
are utilized for more than 100% capability to complete a task or in an
unsustainable way. Muri over a period of time can result in employee
absenteeism, illness, and breakdowns of machines. Standardize work
can help avoid Muri by designing the work processes to evenly
distribute the workload and not overburden any particular employee or
equipment. Relationship between Muda, Mura and Muri

Muda, Mura, and Muri are interrelated. Eliminating one of them will
affect the other two. For example, a firm that needs to transport 6 tons
of materials to a customer has several options (Lean Enterprise
Institute, 2016).

The first option is to load one truck with all 6 tons and make a single
trip. However in this example, it would be considered Muri due to the
overburden of the truck. This excess load can lead to a breakdown.

The second option is to divide the transportation into two trips. One
with two tons and the other with four tons. This would be considered
Mura since the unevenness of the arrival of materials to the customer
can lead to problems at the receiving dock. In the first trip, the delivery
may be too little for the production necessary on-site. In the second
trip, the amount of delivered material may be too much for on-site
storage and material handling. This leads to Muri since one of the truck
is overburden and the receiver is also overburden for that delivery.
Additionally, Muda can be seen from the uneven workload. This can
cause employees who receive the materials to wait around.

The third option is to load two tons on each truck and make three trips.
Even though this option has no Mura and Muri, it has Muda since the
truck would not be fully loaded on each trip. Each truck can carry up to
3 tons of material and this option makes one unnecessary trip.

The fourth option is to deliver the materials with two trucks each with 3
tons. In this example, this would be the optimal level that minimizes
Muda, Mura, and Muri. Muda does not exist because the trucks are
carrying the loads at their maximum capacity. There is no excess
capacity nor unnecessary trips with this strategy. Mura does not exist
because the workload between the two deliveries are uniform. As a
result, there is no unevenness. And finally, Muri is absent from this
option because both the truck and the operators are not working
beyond their capacity.

2, Kaizen is the process of Continuous improvement wherein changes

are made to the organization's process either in one go or Step by
step. ... Kaizen accepts that more optimization is always possible and it
helps empower employees and managers to implement Kaizen in the
organization

The Kaizen approach consists of 5 founding elements :

 teamwork,
 personal discipline,
 improved morale,
 quality circles,
  suggestions for improvement

Effective communication plays siginificant role for proper

implementation of kaizen.what is role of effective communication for
proper impelemenation of kaizen?discuss.

Communication is paramount when trying to raise the level of

understanding in your organization. Many public relations consultants
will tell you that the key to communicating is to use multiple platforms
or media to communicate the same message. Most will tell you to
communicate the same message three to six times, and I don’t
disagree. However, I think too much emphasis is put on how to
communicate instead of talking about what we should communicate
and who should deliver the communications. Countless studies indicate
that when communicating the business need for change, the most
effective communicator in your organization is the CEO or, at a single
location, the senior manager. These same studies prove that when it
comes to the WIIFM, people want to hear from their direct supervisor. I
often share this saying with my students: “What interests my boss,
fascinates me!” This point is very important when developing an
effective communication plan. Matching the sender of your message
with the receivers and what the receivers want to know is the most
successful approach to creating the level of understanding required to
begin the change process.

In designing the communication phase, you are beginning to prepare

your organization for the transformation from current state, or
practice, to the future state. At this time, business leaders need to
prepare the messages that define the organization’s written principles
and values. In doing so, leaders will begin to set the stage for behavioral
and performance expectations. These core messages must identify the
following:

• The nature of the transformational change itself – Why is my

company changing the way it’s always done business, and why is the
change necessary?

• The process of changing from the current state to the future state –
The analytical and technical thinkers of our business need to
understand how we plan to get from Point A to Point B so they can
connect the dots in their mind’s perception of business as they know it
today.

• What role will I play in the change process? – Many members of your
organization are innovative and eager to contribute their insights and
suggestions for improvement. During the communication phase of our
project, we want to engage the “early adopters” to change. In change
management circles, this is usually no more than 20 percent of your
organization. These individuals are the free thinkers, the movers and
shakers, and typically the resources we know we can routinely call upon
to get things done. This is our first opportunity to recognize these
individuals in order to begin assembling the project team.

• Where is the resistance to change? – Our initial communications must

provide a mechanism to uncover potential paths of resistance to
change. Unlike the practice of passing on information, good
communication is two-way communication. As we make others aware
of our strategy and need for change, we must also elicit feedback to
better understand how our message was received. Resistance comes in
two primary forms, passive and active, or covert and overt. People
express these forms of resistance differently, and it is our goal during
this phase of the deployment plan to uncover the covert or passive
resistance paths.

• Displaying your commitment to change – When I visit with

implementation teams during a project, I often hear comments, voices
of resistance, that challenge leadership commitment. The majority of
employees are wavering between adapting to the changes and actively
resisting change, so it’s our intent through communication to help them
understand that this is not a “flavor of the month.” It’s not going away,
as with past failed initiatives, and we, as business leaders, are
committed to doing whatever it takes to be successful in growing the
business. When leadership commitment is challenged, project teams
become stagnant, and with good reason – they feel as if their efforts
and their time are poorly valued.

• How will the change affect me? – This is the age-old question, and
one of the most important messages required to gain the desire within
your organization to do something different. Fifty-two percent of
people engaged in the transformation effort prefer to have their direct
supervisor communicate how the changes will affect them. The changes
associated with the improvement process will affect people differently,
whether it is changes to day-to-day practices or, on a larger scale, a
complete change to their role and its responsibilities. At all levels of the
organization, the employee’s direct supervisor has the most influence
over what people hear and respond to. When communicating role
changes, changes to systems or tools that the employee uses day to
day, or even communicating changes to pay, benefits or time off, direct
supervisors are the most effective as a result of their relationship with
the individual.
It’s very important to be consistent. Craft your messages within the
plant or facility leadership team. One way that people will discredit the
improvement process or challenge leadership commitment is when
they receive mixed messages. Make sure you and your peers are
aligned, and don’t be afraid to use a script. It’s not so much the
presentation quality, but rather the content of the communication, that
is most important. People will recognize the position of the individual
within the organization (e.g. the senior manager or their direct
supervisor), and they will tune into the message being delivered, not
the method of delivery.

Developing the Communication Plan

Start by identifying the topics of your communication, as we’ve already
discussed, then identify the target audience for each communication
topic. This can be done by examining the groups of people impacted by
the foreseen changes to the business. Next, identify the preferred
media for each topic, keeping in mind that the top method of
communication is face-to-face. Seventy-three percent of people
engaged in transformational change initiatives prefer to receive
information face-to-face and in small groups where people can hide
behind the security of their peers and first listen to the responses of the
natural early adopters before making their viewpoints public.

Try to identify at least three different media per topic to ensure a

higher percentage of the plant population can be reached. Next,
evaluate each media based on the following characteristics which will
enable your leadership team to determine communication
effectiveness as prescribed:
• Circulation – Does this media type require a high level of circulation in
order to reach at least 70 percent of the target audience.

• Frequency – Based on the content and production preparation

required, will this media easily allow your leadership team or sponsors
to repeat the message a minimum of six times to ensure that 70
percent of the target audience internalizes the message?

• Credibility – Who should deliver the message using the prescribed

media in order to reach the highest level of credibility?

• Feedback opportunity – Is the media capable of soliciting feedback in

order to effectively gauge paths of resistance or message
interpretation?

Now we are ready to finalize the communication plan. Schedule the

communication topics in accordance with your improvement process
deployment plan. Identify the frequency of communication required for
each message using the predetermined media. Finally, identify who will
deliver each topic or message based on the media characteristics, and
execute the plan.

Communication is one aspect of the improvement process that you

can’t have too much of. However, an ineffective communication has the
ability to derail any improvement process. Be diligent in your
communication planning. If necessary, engage a communications
expert to help you craft your messages.

3.What do you think are factors that hinder proper implementation of

kaizen in organizational context?discuss.
There’s a plethora of information out there on reasons behind the
growing popularity, the manifold benefits, as well as the tools and
techniques for Kaizen implementation and lean manufacturing
processes in general. But the same cannot be said about the obstacles
to Kaizen implementation in the manufacturing context and how to
overcome them.

Some of the problems that have been identified so far include

accumulation of waste, low levels of commitment from employees,
defects, and dysfunctions, etc.

But in order to successfully implement kaizen, a company needs to

have foresight into the possible challenges that militate against Kaizen
implementation. This article examines the biggest challenges of Kaizen
implementation. By overcoming these challenges, manufacturers will
be able to enhance the efficiency of the operational activities and
increase the profitability of the business.Findings about the Challenges
of Kaizen Implementation,There have been several studies on the
common problems that prevent the successful implementation of
Kaizen in manufacturing firms across the globe. These studies examined
the reasons why the increasing adoption of Kaisen in the manufacturing
industry has not yielded as much success as the growing popularity of
the methodology would imply.

Statistics show that the widespread adoption of the methodology does

not translate to a high success rate of Kaizen implementation across the
manufacturing industry. In one survey of US manufacturers, 90% of
3,000 manufacturing firms admitted to implementing various
continuous improvement developments. However, the percentage that
was satisfied with the positive results generated from the
implementation was just 10%.

In another similar survey, 33% of the 360 firms from Spain and Mexico
adopted the Kaizen methodology, but they’re only a few traces of any
valuable improvements among them. In these studies, the biggest
obstacles to Kaizen implementation were the lack of concerted efforts
by the executives of the firms, poor implementation activities, lack of
resources, lack of a good return on investments for the continuous
improvement projects, staunch resistance to change by employees, as
well as resistance from Union members.

What are the Biggest Challenges?

 Time Constraints

The Improvement of any manufacturing process is a gradual process

that needs time to unfold. The improvement processes need time not
only to procure the necessary inventory of tools and equipment but to
also get all hands on deck and to carry everyone along. Time constraints
differ from firm to firm, depending on the number of people involved as
well as the nature of the problem areas treated.

However, with the correct implementation methodologies, the

availability of the right resources, as well as high level of participation
of the members of the organization across the board, time constraints
can be duly surmounted in the implementation of Kaizen in a
manufacturing firm.

 Lack of Adequate Resources

One of the most common and pressing challenges of Kaizen
implementation is the lack of access to resources. Some of the
resources, of which the lack of them hinders continuous improvement
projects, include an all-inclusive budget, Six Sigma or Kaizen training,
Kaizen software solutions, as well as manufacturing hardware.

Among these, the lack of Kaizen software is usually the most common
and most challenging of them all. That’s when we get in, since we
facilitate the close tracking and monitoring of manufacturing
performances, in order to provide insights into the efficiencies of
operational activities and quality control.

 Miscalculations in Goal Setting

Poorly defined goals can turn out to be counterproductive to

continuous improvement projects. The definition of the most optimal
goals for Kaizen implementation is usually the result of a thorough-
going examination of all areas of the business, from the acquisition of
raw materials to the delivery of the finished products to customers, in
order to identify the most consequential problem areas that require
improvements. This thorough examination helps identify not only the
problem areas that require urgent intervention but also the areas from
which challenges may spring up in the nearest future.

Most of these areas usually involve the acquisition of inventories,

quality checks, and engineering solutions. Once the problematic area
has been identified, the next thing that must be carried out is an in-
depth analysis of the causes of the problems as well as the possible
solutions to the problem. For instance, poor quality finished products
might come about a result of design flaws, defective or dysfunctional
machinery, lack of adequate skills of employees, etc.
  Internal and External Resistance

Both employees and regulatory bodies may fail to properly understand

the objectives and the technicalities of a continuous improvement
project proposed by a company. This usually leads to both covert and
overt resistance.

From the managers to the floor workers and employees in other

departments, resistance to Kaizen implementation can come from
anywhere, as employees may believe that the improvement processes
are actually a threat to the status quo and their positions in the
organization.

The fact that Kaizen implementation can lead to a reduction of time

spent on certain parts of the processes or the complete elimination of
such processes can make production workers despair about their
current jobs and the usefulness of their current skill set. To overcome
this resistance, the workers must be reassured that the improvement
processes are meant to expedite production and make work easier for
them. They must also be given proper training.

 Inconsistency in Efforts

One of the most crucial aspects of Kaizen implementation is continuity.

Some manufacturing firms may be contented with any measure of
progress achieved through the Kaizen implementation projects. As a
result, they may tend to continue implementing the improvement
processes with lax consistency, risking a reversion to the old ways. It’s
imperative for companies to continue monitoring and enacting the
improvement processes with cogent consistency even when substantial
results have been achieved.
  Conclusion

Kaizen implementation in the manufacturing industry entails curtailing

waste in various areas of production as well as the continuous
improvement of workflow, quality, and delivery in the production
processes.

Our company can help you ensure that the most common obstacles to
Kaizen implementation do not prevent you from enjoying
competitiveness in the 4th industrial revolution. We’re ready to offer
you our well-rounded expertise and our powerful solution to help you
to roll out continuous improvement processes in your organization.

4.kaizen increases productivity.do you agree or disagree?discuss and

justify.I am agree

Kaizen is a Japanese term meaning “change for the better” or

“continuous improvement.” It is a Japanese business philosophy
regarding the processes that continuously improve operations and
involve all employees.

It is based on the belief that everything can be improved and nothing is

status quo. It involves identifying issues and opportunities, creating
solutions and rolling them out, and then cycling through the process
again for other issues or problems that were inadequately addressed.

Ten principles of Kaizen

Because executing Kaizen requires enabling the right mindset
throughout a company, 10 principles that address the Kaizen mindset
are commonly referenced as core to the philosophy. They are:

 Let go of assumptions.
  Be proactive about solving problems.
 Don’t accept the status quo.
 Let go of perfectionism and take an attitude of iterative, adaptive
change.
 Look for solutions as you find mistakes.
 Create an environment in which everyone feels empowered to
contribute.
 Don’t accept the obvious issue; instead, ask “why” five times to
get to the root cause.
 Cull information and opinions from multiple people.
 Use creativity to find low-cost, small improvements.
 Never stop improving.
 When you first try to do something different, whether it’s
changing a process, changing people’s mindsets or changing a
corporate culture, it is critical that you get your people onboard.
You need complete ownership and management team
participation to drive any of these improvements.
 Kaizen for continuous improvement
Kaizen can be implemented in a condensed four steps, known as
PDCA / PDSA, the Shewhart cycle or Deming cycle. This iterative four-
stage approach, for continually improving processes, products or
services, involves systematically testing possible solutions, assessing the
results, and implementing the ones that are shown to work.

The four phases are:

Plan: Identify and analyze the problem or opportunity, develop
hypotheses about what the issues may be, and decide which one to
test.
Do: Test the potential solution, ideally on a small scale, and measure
the results.

Check/Study: Study the result, measure effectiveness, and decide

whether the hypothesis is supported or not.

Act: If the solution was successful, implement it.

Kaizen is a philosophy that supports continuous, incremental process

changes that sustain a high level of efficiency. At one level kaizen can
help you personally improve the way you work by eliminating “waste”.
At the organisational level, kaizen can be a powerful team-approach
that harnesses suggestions and involvement from people at every level.
Wide participation can serve to improve morale and satisfaction as
much as it improves production, costs, and other hard measures. If you
choose to bring kaizen into your workplace, you’ll be surprised at how
big an impact small changes can make, and how the culture of
continuous improvement can thrive

5.one of the focuses of kaizen is total productivity

maintenance.what is total productive maintenance in the
process of kaizen?why is it important?

 Total productive maintenance

Everything you need to know about TPM
Free guide to total productive maintenance

What is total productive maintenance?

Total productive maintenance (TPM) is a strategy that operates
according to the idea that everyone in a facility should
participate in maintenance, rather than just the maintenance
team. This approach uses the skills of all employees and seeks
to incorporate maintenance into the everyday performance of
a facility.

Understanding the foundation of TPM

TPM is built on a “5S” foundation, with eight pillars supporting
it. The beginning of a TPM program will focus on establishing
the 5S foundation and developing an autonomous maintenance
plan. This frees up the maintenance staff to begin larger
projects and perform more planned maintenance.
 5S: What does each “S” stand for?

Each of these five things should be actioned in order to stand

up a TPM strategy:
 Sort
Determine which items are used frequently and which are not.
The ones used frequently should be kept closeby, others should
be stored further away.
Organize all your assets in one place with this asset organizer
template
 Systemize
Each item should have one place—and one place only—to be
stored.
Sort all your parts for critical assets and repairs with this parts
kitting template
 Shine
The workplace needs to be clean. Without it, problems will be
more difficult to identify, and maintenance will be more
difficult to perform.
 Standardize
The workplace should be standardized and labeled. This often
means creating processes where none existed
previously.Standardize your work orders with this work order
template.
 Sustain
Efforts should be made to continually perform each of the
other steps at all times.Once the foundation is laid, then you
can move on to establishing the eight pillars of TPM.

 Who should participate?

Under the total productive maintenance philosophy, everyone
from top-level management to equipment operators should
participate in maintenance. But how? Each member of an
organization can contribute in their own way:
  Top management & reliability engineers
Management should be involved in TPM by promoting it as a
corporate policy. Reliability engineers also need to be involved,
as they can interpret the maintenance data stored in an
organization’s CMMS in order to find relevant metrics and
generate business insights.
 Operators
Operators are the owners of a facility’s assets, meaning they
need to take responsibility for the day-to-day maintenance of
their machines. This includes the cleaning and regular
lubrication necessary for equipment health. Operators are also
expected to find early signs of equipment deterioration and
report them, as well as determine ways to improve equipment
operation.
 Maintenance managers and technicians
Maintenance managers and technicians are expected to train
and support operators to meet their goals and perform more
advanced preventive maintenance activities. They are also
expected to take responsibility for improvement activities that
will impact the key performance indicators (KPIs) set out by
reliability engineers.
What is total productive maintenance?
Total productive maintenance (TPM) is a strategy that operates
according to the idea that everyone in a facility should
participate in maintenance, rather than just the maintenance
team. This approach uses the skills of all employees and seeks
to incorporate maintenance into the everyday performance of
a facility.

 Importance of TPM
When everyone in a facility is thinking about and contributing
to maintenance, many aspects of the facility will change for the
better. Teams employing a TPM strategy often experience the
following:
 Fewer breakdowns
When machine operators keep an eye out for changes with
their equipment, big issues are more likely to be spotted early,
before a breakdown occurs. This lets the maintenance team get
on top of their PM maintenance schedule, rather than always
reacting to emergency breakdowns.
 Safer workplace
Technicians are much more likely to take risks when rushing to
fix a breakdown, so fewer breakdowns generally mean a safer
workplace. On top of that, when everyone keeps maintenance
in mind, problems can be spotted and dealt with well before
they become potentially dangerous situations.
  Better overall performance
If everyone in a facility is keeping an eye on maintenance, small
fixes will stop going undetected, which helps you move away
from reactive maintenance and get backlog under control. It
takes the pressure of small jobs off the maintenance team so
they can concentrate on the bigger jobs, which increases the
overall performance of your facility.