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Early equipment management 90-day model area plan
An early equipment management model area plan is a 90-day plan for proving, on one equipment project, that the lessons from the machines already running can be designed in before purchase and checked before start-up, before the routine is used on every project. The team writes the lessons from similar machines as design requirements, builds a design checklist, reviews the specification before the order and with the supplier, assesses the risks, runs acceptance tests with operators and maintenance, trains them before delivery, cleans and inspects at commissioning and tracks the start-up. Because a project has its own dates, the 13 weeks are the standard order: move the bars to fit the project. This template has the 13-week plan as a Gantt chart in three phases with the owner, deliverable and done-when of each activity, a scoring table to choose the model project, the team, a KPI board, the day-90 gate, and the expansion plan for months 4 to 12 in three waves, with a worked example.
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When to use it
When to use an early equipment management 90-day plan
- When new machines arrive with the same problems the plant already fights on the old ones: hard-to-reach lubrication points, slow changeovers, weak guards.
- When start-ups of new equipment drag on for months before the machine runs at its target.
- When a plant wants to prove a design review and acceptance routine on one project before every project uses it.
- When leaders want a project plan they can review every week: who does what, by when, and what done looks like.
How to fill it in
- 1
Choose the model project
Score up to three coming projects (five in Excel) on loss data, visibility, team willingness and repeatability, from 1 to 3. Loss data here means the known problems of the same machine type in the plant. Pick the highest total; on a tie, the higher loss data score wins.
- 2
Name the team and write day 1
Sponsor, pillar lead, the project engineer, a maintenance technician and operators who run the current machines, and safety and quality reps.
- 3
Set the baseline and the day-90 targets
Checklist items met before the order, lessons applied, punch list closed before shipment, tags open after commissioning and start-up OEE against target.
- 4
Run the plan and update it every week
Move the bars to the project's real dates, write the week each activity really finished, and add one actual per KPI each week. Late activities turn red in the Excel version.
- 5
Pass the day-90 gate
The sponsor and pillar lead check the six gate items with evidence. If one is not met, fix it before the routine goes to other projects.
- 6
Plan the expansion waves
Wave 1 is the next projects for the same kind of equipment, wave 2 all capital projects above an agreed size, wave 3 smaller projects and modifications, with the lessons list and checklist updated after each.
The 90-day plan
Week by week: from lessons on current machines to start-up
The standard order printed on page 1 and in the Excel version. Days 1 to 30 are weeks 1 to 4, days 31 to 60 weeks 5 to 9 and days 61 to 90 weeks 10 to 13. Move the weeks to the project's real dates.
| Weeks | Activity | Owner | Deliverable | Done when |
|---|---|---|---|---|
| 1 | Choose the model project and form the team (Setup) | Pillar lead | Team list; project chosen with the selection table | Team named, sponsor agreed, first meeting held |
| 1 to 3 | Collect lessons from similar machines (Lessons) | Maintenance technician | Breakdown history, tags, hard-to-reach points, changeover and safety findings | Every lesson is written as a design requirement |
| 2 to 4 | Write the design checklist (Lessons) | Pillar lead | Checklist for maintainability, operability, safety, quality and changeover | Checklist agreed by maintenance, production, safety and quality |
| 3 to 5 | Review the specification before the order (Design) | Project engineer | Specification marked up against the checklist | Every checklist item is met, changed or accepted with a reason |
| 4 to 7 | Design reviews with the supplier (Design) | Project engineer | Review minutes and open items at each design stage | Open items have an owner and a date |
| 5 to 7 | Risk assessment of the new equipment (Design) | Safety and quality reps | Machine risk assessment and process FMEA | High risks designed out or with a planned control |
| 6 to 9 | Factory acceptance test with operators and maintenance (Build) | Project engineer | Acceptance checklist results and a punch list | No punch list item ships without an owner and date |
| 7 to 10 | Train operators and maintenance before delivery (Build) | Maintenance technician | One point lessons, maintenance procedures, lubrication and inspection points | The first operators and technicians are trained before start-up |
| 9 to 11 | Site acceptance and the start-up plan (Start-up) | Project engineer | Site acceptance results; weekly start-up targets | Start-up targets agreed with production |
| 10 to 12 | Initial cleaning and inspection at commissioning (Start-up) | Model area team | Tags from the first clean; cleaning, inspection and PM standards from day 1 | Every tag closed or planned; standards in place |
| 11 to 13 | Track the start-up against plan (Start-up) | Pillar lead | Weekly OEE, defects and tags against the start-up targets | Start-up issues logged and fed back to the lessons list |
| 13 | Day-90 review and decision to expand (Gate) | Sponsor | Day-90 gate sheet, KPIs against baseline, lessons | Gate signed by the sponsor and the pillar lead |
1
- Activity
- Choose the model project and form the team (Setup)
- Owner
- Pillar lead
- Deliverable
- Team list; project chosen with the selection table
- Done when
- Team named, sponsor agreed, first meeting held
1 to 3
- Activity
- Collect lessons from similar machines (Lessons)
- Owner
- Maintenance technician
- Deliverable
- Breakdown history, tags, hard-to-reach points, changeover and safety findings
- Done when
- Every lesson is written as a design requirement
2 to 4
- Activity
- Write the design checklist (Lessons)
- Owner
- Pillar lead
- Deliverable
- Checklist for maintainability, operability, safety, quality and changeover
- Done when
- Checklist agreed by maintenance, production, safety and quality
3 to 5
- Activity
- Review the specification before the order (Design)
- Owner
- Project engineer
- Deliverable
- Specification marked up against the checklist
- Done when
- Every checklist item is met, changed or accepted with a reason
4 to 7
- Activity
- Design reviews with the supplier (Design)
- Owner
- Project engineer
- Deliverable
- Review minutes and open items at each design stage
- Done when
- Open items have an owner and a date
5 to 7
- Activity
- Risk assessment of the new equipment (Design)
- Owner
- Safety and quality reps
- Deliverable
- Machine risk assessment and process FMEA
- Done when
- High risks designed out or with a planned control
6 to 9
- Activity
- Factory acceptance test with operators and maintenance (Build)
- Owner
- Project engineer
- Deliverable
- Acceptance checklist results and a punch list
- Done when
- No punch list item ships without an owner and date
7 to 10
- Activity
- Train operators and maintenance before delivery (Build)
- Owner
- Maintenance technician
- Deliverable
- One point lessons, maintenance procedures, lubrication and inspection points
- Done when
- The first operators and technicians are trained before start-up
9 to 11
- Activity
- Site acceptance and the start-up plan (Start-up)
- Owner
- Project engineer
- Deliverable
- Site acceptance results; weekly start-up targets
- Done when
- Start-up targets agreed with production
10 to 12
- Activity
- Initial cleaning and inspection at commissioning (Start-up)
- Owner
- Model area team
- Deliverable
- Tags from the first clean; cleaning, inspection and PM standards from day 1
- Done when
- Every tag closed or planned; standards in place
11 to 13
- Activity
- Track the start-up against plan (Start-up)
- Owner
- Pillar lead
- Deliverable
- Weekly OEE, defects and tags against the start-up targets
- Done when
- Start-up issues logged and fed back to the lessons list
13
- Activity
- Day-90 review and decision to expand (Gate)
- Owner
- Sponsor
- Deliverable
- Day-90 gate sheet, KPIs against baseline, lessons
- Done when
- Gate signed by the sponsor and the pillar lead
What's on the gates
The day-90 gate and the wave gate for early equipment management
The day-90 gate decides whether the model area is ready to be copied; the wave gate is checked for each new area before the next wave starts. Both are on page 3 of the PDF and on the Excel version's Day-90 gate and Expansion sheets.
Day-90 gate
All met before the first expansion wave starts
- 1The lessons from current machines are written as design requirements
- 2Every design checklist item is met, changed or accepted with a reason
- 3The acceptance punch list items have owners, and none shipped unowned
- 4Operators and maintenance were trained before start-up, with standards from day 1
- 5The KPI board has 13 weeks of data against the baseline
- 6The checklist, start-up results and lessons are written up for the next project
Wave gate
For each new area, before the next wave starts
- 7The area passed the same day-90 gate as the model area
- 8Its KPIs are measured against its own baseline, not the model area's
- 9The lessons list and design checklist were used on the new project, and what changed is recorded
- 10Coaches for the next wave are named and have run a session with the pillar lead watching
- 11The model area was audited again and still holds its standard
A filled-in example
Illustrative, not a benchmarkAn example: a snack food plant (illustrative, with made-up numbers; the same as page 4 of the PDF and the Excel example sheets). Not a benchmark.
- Model project choice, loss data, visibility, team willingness and repeatability scored 1 to 3: New bagging machine scored 12, Fryer upgrade scored 8 and Conveyor extension scored 7. The existing bagging machines have the most breakdowns and changeover problems in the plant, two more are planned next year, and the supplier agreed to design reviews.
- Checklist items met before the order: baseline 0%, day-90 target 90%, week 13 actual 86%, 96% of the gap closed.
- Lessons from current machines applied: baseline 0%, day-90 target 80%, week 13 actual 75%, 94% of the gap closed.
- Acceptance punch list closed before shipment: baseline 0%, day-90 target 100%, week 13 actual 95%, 95% of the gap closed.
- Tags open after commissioning: baseline 40, day-90 target 0, week 13 actual 4, 90% of the gap closed.
- Start-up OEE against target: baseline 0%, day-90 target 100%, week 13 actual 90%, 90% of the gap closed.
The team passed the day-90 gate in week 13. Wave 1 (months 4 to 6) went to Bagging machines 2 and 3, wave 2 (months 7 to 9) to Fryer upgrade, case packer, and wave 3 (months 10 to 12) to Conveyor changes, tooling, with a model area team member coaching each wave 1 area.
Common mistakes
Reviewing after the order
Changes are cheapest on paper. Review the specification against the checklist before the purchase order, not at delivery.
Lessons nobody wrote down
If the problems of the current machines live only in people's heads, they will be bought again. Write each one as a design requirement.
Acceptance tests without the people who will run it
Bring operators and maintenance to the factory acceptance test. They spot what the drawings hide.
Training after start-up
Train operators and technicians before the machine arrives, and start cleaning, inspection and PM standards on day 1.
Not feeding back
Start-up problems belong on the lessons list, or the next project repeats them.
Download the template
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
Run this template in LeanSuite
In LeanSuite, professional maintenance tags log each breakdown with its start and end times, build a searchable repair history for every asset, and show MTTR and MTBF by machine or line in built-in dashboards so you can find your worst-performing assets.
In the lean glossary
Guides
Put it on the wall
FAQ
Early equipment management 90-day model area plan: common questions
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- Process capacity sheet templateEach machine in a part's routing with manual, auto and tool change time, its capacity per shift, and the step that limits the cell against demand.
- Jidoka worksheet (stop at abnormality)For one line or cell, every abnormality that should stop the work: how it is detected, how the work stops, who is called, the immediate fix and the root cause step, plus a log of real stops.
- Team charter templateA one-page charter for a standing team: purpose, scope, roles, the KPIs it owns, which decisions it makes itself, norms and cadence.
- Chaku-chaku line plannerPlan a load-load cell: time each machine, load and walk, check that every machine is ready when the operator comes back, compare the cell cycle with takt and size the crew.
- Standard operating procedure (SOP) templateA full SOP in the hierarchical step format, from purpose and scope to the steps, records, revision history and approvals, with review checks and an SOP register.
- Process improvement method selectorEight questions about one problem, an example rule that suggests a method and a matrix of nine methods: when each fits, the usual team and time, and the template to start with.
- X-bar and R control chart template25 subgroups with means and ranges, control limits from A2, D3 and D4, signal flags, both charts and a reaction log.
- Gage R&R study sheet10 parts, 2 or 3 appraisers, 2 or 3 trials: EV, AV, GRR, PV, %GRR and ndc by the average and range method.
- Root cause analysis templateOne report from problem statement to proof: containment, evidence, analysis, verified causes, actions and the effectiveness check.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Quality control pillar 90-day model area planThirteen weeks from the QA matrix to the QM matrix on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Professional maintenance (PM) 90-day model area planThirteen weeks from breakdown analysis to a running PM calendar on one model machine, a KPI board, the day-90 gate and expansion waves.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Focused improvement 90-day model area planThirteen weeks from the loss Pareto to standardized fixes on one model line, a KPI board, the day-90 gate and expansion waves.
- Logistics and customer service pillar 90-day model area planThirteen weeks from the current-state map to pull on one model value stream, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Cost deployment pillar 90-day model area planThirteen weeks from the loss map to costed, ranked projects in one model area, a KPI board, the day-90 gate and expansion waves.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.