Integrating Lean Thinking into Maintenance for a Petrochemical Company

Client Context

One of the largest independent refining and petrochemical companies in the U.S., with a 300,000 barrel-per-day capacity, identified maintenance processes as a critical area for improvement to increase competitiveness.

The company faced:

• A significant backlog of maintenance work orders.
• High costs in base contractors, materials, and rentals.
• Extended cycle times, with P2 work orders taking over 100 days to complete.
• Low craft productivity, with less than 0.5 work orders completed per resource per day.

The client engaged EFESO to apply Lean Thinking methodologies, typically used in manufacturing, to drive improvements in maintenance efficiency and cost reduction.

Key Challenges

• Barriers preventing craftsmen from executing repairs efficiently, including delays in work assignment, materials, and tool availability.
• Disorganized shops lacking visual controls for tools and equipment.
• Limited supervisor accountability, impacting field execution.
• Poor work order quality at all levels (scoping, planning, scheduling, execution).
• Lack of maintenance coordination between warehouses, contractor shops, and operations.

Approach & Key Success Factors

EFESO conducted a deep analysis over four weeks, observing front-line maintenance processes and engaging directly with craftsmen to identify and eliminate inefficiencies.

1. Craft Productivity Optimization

• Implemented structured problem-solving events to eliminate non-value-added activities.
• Introduced start-of-shift performance dialogues with KPI-driven accountability.
• Developed comprehensive checklists for work assignments, tools, and part readiness, enabling craftsmen to begin work within 30 minutes of shift start.
• Organized shops for optimal tool access, reducing wasted time searching for equipment.
• Streamlined parts retrieval, ensuring that all necessary materials were pre-kitted and delivered to the worksite.
• Increased wrench time from below 30% to nearly 50% for rotating equipment and electrical crafts.

2. Leadership & Accountability

• Implemented Leader Standard Work, ensuring supervisors spent more time in the field.
• Established visual management boards to clarify daily tasks and priorities.
• Doubled front-line supervisor field engagement, reinforcing accountability.

3. Improved Maintenance Coordination

• Designed and implemented a visual management system to improve coordination between operations and maintenance, ensuring smooth work handoffs.

Results

40% reduction

In the number of craftsmen, while increasing productivity to 2.3 work orders per craftsman per day.

50% reduction

In Priority 1 work orders through better prioritization and execution.

Reduced P2 work order cycle time

From 100+ days to just 1 week.

Improved morale and buy-in on the front lines

Supported by a new performance management system.