Technology management is becoming an accepted discipline in a growing number of U.S. academic institutions. These definitions are important when comparing data for different firms in an industry. One example is the stamping of automobile hoods, fenders, doors, and other major steel components. But it is not yet known how to prove ERM's value using generally accepted accounting principles and short-term measurement systems that yield little information on life-cycle costs and benefits of equipment.4. The system can be large or small, but the function of the system, and its inputs and outputs, should be known. Development of standards for design and test, measurement and evaluation of ERM, and operator–equipment interfaces. A new attitude that equipment should improve through use. The hard data needed to make a convincing argument to management are hard to find. Moreover, Japanese plants are characterized by a highly disciplined approach to basic housekeeping—floors and manufacturing equipment are kept spotlessly clean. Similar results are being achieved in old as well as new factories throughout Japan. Every part of the organization is serving the same corporate goals and objectives even though each part is playing a vastly different role and carries different responsibilities. This approach to maintenance is in marked contrast to that taken in other countries. The trend toward integrating mechatronic equipment into factorywide systems provides a framework for extensively exploring and exploiting this approach. This chapter presents tools, methods, and indicators, in order to develop a successful and modern maintenance program. To be effective in preventing unexpected failures, the preventive maintenance program needs to, from a technical perspective, successfully deal with the underlying causes of failure (which, for the purposes of this article, we will call failure modes). In contrast to design engineers who, because they are charged in most cases directly to a product, are viewed as contributors, manufacturing engineers and skilled workers are considered manufacturing overhead and, hence, as opportunities for cost reduction. Preventive maintenance practices in this industry evolved by trial and error. 3. National Advisory Committee on Semiconductors. ing system design, simulation fosters a total systems approach to design. Equipment design employs new approaches that use broader data bases. The cumulative effect of these practices is reflected in the product—mass-produced automobile body parts that are. In firms whose management understands facility issues, including the implications of ERM efforts, just-in-time (JIT)1 is less a measure of inventory than an indication that all processes are under control. Inquiries into ERM in the next generation of equipment should be based on practical investigations into improving it in the present generation. effectively promote ERM, a clear and strong initiative is needed to identify what needs to be changed, what the objective should be, and how to make the change, in order to have an immediate and significant impact with lasting effects. More importantly, the important maintenance issues do not surface. While judgment is required to ensure that manufacturing equipment is efficiently utilized, sensor technologies and self-diagnostics may be sufficient to ensure that it is reliably maintained. We provide side-by-side reliability and maintenance consulting and training designed to keep your equipment running. Even with greater awareness and understanding of ERM and sufficient good data to convince top management of its value, a serious deficit in the technical skills infrastructure required to implement an effective ERM program would still have to be overcome. Quantifiable reasons must be found for employing technologists in the manufacturing sector of an enterprise. The maintenance department at Leprino Foods spent most of its time repairing broken equipment. The review paper addresses two main topics; (i) identifying procedures presently in use or being developed for assessing or predicting the reliability of equipment, and (ii) identifying OR practices that can improve equipment reliability through objectively determined maintenance practices. to equipment failure. In general, manufacturing has been slow to recognize the value of the scientific base; it has placed inordinate value on activity (go fast to go slow) and subscribed to a trial and error approach to problem solving that fails to attack root causes. In a highly competitive world market, a manufacturer that needs two machines to produce what another manufacturer, by assuring the reliability of its equipment, can produce with one, will not be cost competitive. The first key area where Maintenance can impact on equipment reliability is by having an appropriate preventive and predictive maintenance program in place. This chapter addresses all causes of diminished or degraded output. Operational changes that will enhance ERM must be identified. The objectives of each survey are tailored to the requirements of management. Source: Intel Corporation, 1989. able body of knowledge, much like that available for engines in the aircraft industry today. Finally, this position may periodically function in a supervisory role. While condition-based maintenance introduced a new dimension to asset management, it was still only based on whatever a machine’s current condition was. Japanese companies that have excelled in this area characteristically have the ability to develop and produce their own equipment. The earlier you, the RE, get involved the more you can impact the design and total cost of ownership. The very terminology of ERM can impede its adoption and practice. This correct diagnosis avoided both an unscheduled outage for repair and a probable forced outage later had the problem gone undetected during the scheduled outage. uptime (Figure 3-3 and Figure 3-4). ERM affects drastically the three key elements of competitiveness —quality, cost, and product lead time. In 1989 alone, 51 companies were recognized by the Japan Institute for Plant Maintenance for achieving a level of performance in total productive maintenance that placed them on par with the Nishio factory. FIGURE 3-5 For photolithography, attempts to increase mean time between failures have yielded a 30% increase in availability and an approximately 30% decrease in area throughout, while achieving a 10% reduction in total fabrication throughput time. Must CIM be justified by faith alone? Share a link to this book page on your preferred social network or via email. To this end, research in the area of ERM should be directed at finding ways to: inculcate the attitude that equipment should improve through use;use; identify and analyze operational changes that might enhance ERM and inform equipment suppliers of these changes; communicate ERM requirements in clear, operational terms; support industrywide collection and analysis of standardized ERM data; foster an understanding of enterprise optimization; and. process of identifying potential problems with your assets and determining what you should do to make sure those assets continue to produce at maximum capacity This concept focuses on making maintenance decisions based on maximizing overall machine reliability over a period of time. The Japanese are succeeding at this because they have an integrated view of manufacturing as a system. In addition, practices that will promote effective implementation and continuous improvement of ERM must be developed. Procurement specifications have been upgraded to require that all key process equipment suppliers have a basic level of ERM expertise. Die change time, which necessarily represents scheduled machine downtime, is a critical element of overall operating performance, and rapid, efficient die changing is a key basis of competition in stamping operations. If the equipment has already been purchased, the inherent reliability is fixed but you can still impact the operational reliabilit… They more than compensate for the difference in speed through rapid, capable die changing, steady, reliable operation, and disciplined operating procedures. Industrywide collections of such information will facilitate sharing of technical data—both ERM statistics and qualitative information about the relative effectiveness of different techniques—and help pinpoint areas where improvement is essential to global competitiveness. Between 1979 and 1982, the Japanese Nishio pump factory of Aishin Seiki reduced equipment breakdowns from 700 per month to effectively zero, while achieving an extraordinary level of quality— 11 defects per 1 million pumps produced. Manufacturing management has labored against prevailing views of manufacturing as an appendage to business, a necessary evil, bureaucratic and hence slow to respond, driven by internal pressures and short-term thinking, and not part of the strategic business plan. U.S. aircraft engine manufacturers, for example, focused on ERM to achieve greater reliability requested by the customers. SOURCE: Lawrence Livermore Laboratory. Present problems need to be resolved at a practical level, while high-technology approaches to ERM are developed in the next generation of equipment. The charter of a U.S. plant maintenance institute might include: competitive assessment of ERM (United States versus other countries), research to improve ERM competitiveness and spread best practice, assistance to companies attempting to improve ERM, ERM training assistance, a forum for technology transfer, and recognition of companies that meet predefined ERM thresholds. The ideal manufacturing environment of the future has no maintenance organization and every piece of equipment is expected to be available 100 percent of the time. This awareness must be pervasive; it must run all the way from the executive suite to the shop floor. ERM issues will not be addressed unless management chooses to address them. Read "Our equipment is “special.” Standard maintenance practices do not apply." U.S. semiconductor industry capital investment of about $3.5 billion in 1988 strained the resources of even the largest companies.2 Such investments warrant serious attention to ERM in this industry. General attention to the inadequacy of the basic level of talent. A strawman model that would support analysis of the impacts of various methodologies on the manufacturing environment would be useful. Viewed as a discrete activity performed at different points in the manufacturing process, ERM will not achieve its full potential. Some specific needs in these areas are addressed below. The U.S. view is that “the equipment is now performing at its best and over time performance will degrade.” The Japanese view is that “the equipment is now performing at its worst and work needs to be done to improve its performance dramatically.”, Emphasis on short-term profitability at the expense of preventive maintenance programs, personnel, and spare parts actually decreases long-term profitability by increasing the frequency of catastrophic events (i.e., breakdowns that demand emergency repair). For example, downtime data together with equipment reliability data is vital for improving system designs, for optimizing maintenance and in estimating the potential for hazardous events that could harm both people and the environment. There are two commonly used measures of reliability: * Mean Time Between Failure (MTBF), which is defined as: total time in service / number of failures * Failure Rate (λ), which is defined as: number of failures / total time in service. There was a lack of organization. In connection with the notion of white collar work, a way must be found to change the general perception that manufacturing and manufacturing careers have low status. High acquisition and operating costs (stamping dies and presses constitute a substantial part of the capital investment in automobile manufacture) lead automakers to run multiple sets of dies on a given line. yield losses that occur between start-up and steady production. Develop a maintenance strategy based on equipment criticality- RCM, PMO or RTF. The goal of the strategy is to eliminate the six main downtime losses: losses from setup time associated with periodic changes and adjustments of tools and dies; losses that result from idling, minor stoppages induced by sensors, and blockages of work in chutes; losses attributable to differences between actual and design speeds of equipment; process-related losses associated with defects and reworking; and. FIGURE 3-1 Improvements in equipment reliability with increasing computerization. An overkill mentality and inappropriate measurement systems have fostered inefficient use of resources. It is most often expressed as a percentage, using the following calculation: Availability = 100 x (Available Time (hours) / Total Time (hours)) For equipment and/or systems that are expected to be able to be operated 24 hours per day, 7 days per week, Total Time is usually defined as being 24 hours/day, 7 days/week (in other words 8,760 hours per year). Making a case for increased spending on ERM to a management that perceives itself to be at a strong competitive disadvantage relies on demonstrating a benefit-to-cost relationship. Equipment-related needs can be grouped under the categories of performance measurement (identifying what we need to know and how to measure it), tools and techniques (what we can do for. This position will work closely as a member of the assigned Business Unit to coordinate and prioritize short- and long-term maintenance plans. 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