Maintenance Function Deployment (MFD) for Cost-effective & Continuous Improvement of Company Business; Using Total Quality Maintenance (TQMain)

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Maintenance Function Deployment

(MFD) for Cost

-

effective &

Continuous Improvement of

Company Business; Using Total

Quality Maintenance (TQMain)

Professor Dr. Basim Al

Professor Dr. Basim Al--NajjarNajjar Professor of Terotechnology

Professor of Terotechnology Head of the Department of Terotechnology

Head of the Department of Terotechnology

School of Technology and Design, V

School of Technology and Design, Vääxjxjöö UniversityUniversity Building M, 351 95 V

Building M, 351 95 Vääxjxjöö, Sweden, , Sweden, Basim.Al

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I careI care//watch over, take care ofwatch over, take care of Is applied on production & service processes

Is applied on production & service processes

It refers to the study of the costs associated with It refers to the study of the costs associated with an asset throughout its life cycle (acquisition to

an asset throughout its life cycle (acquisition to

disposal)

A combination of management, financial, A combination of management, financial, engineering and other practices applied to

engineering and other practices applied to

processes/physical assets in pursuit of economic

life cycle costs

It covers maintenance management, manIt covers maintenance management, man- -machine

machine--maintenancemaintenance--economy interfaces, risk economy interfaces, risk management, data management and databases,

management, data management and databases,

optimisation, CM, CBM & its impact on company

optimisation, CM, CBM & its impact on company’’s s

business

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Terotechnology at

V

ä

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University

14 persons: 4 Prof, 1 Associate Prof, 2 assistant 14 persons: 4 Prof, 1 Associate Prof, 2 assistant Prof, 8 PhD students, research assistant and a

Prof, 8 PhD students, research assistant and a

couple of University teachers

There are two BSc programs, a Master program There are two BSc programs, a Master program and a PhD program, all updated according to the

and a PhD program, all updated according to the

Bologna Declaration

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Research

ConditionCondition--based Maintenance (CBM)based Maintenance (CBM)

Risk management and modellingRisk management and modelling

ManMan--machinemachine--economyeconomy--maintenance interactionsmaintenance interactions

Impact of Maintenance on Production, Quality, Impact of Maintenance on Production, Quality, Competence, LCC, environment, etc.

Competence, LCC, environment, etc.

Maintenance of quality, Maintenance Management & Maintenance of quality, Maintenance Management & Optimisation

Optimisation

Data gathering, Databases, decision support Data gathering, Databases, decision support

systems, decision procedures & information systems

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Research Projects

DYNAMITE: Dynamic Decisions in MaintenanceDYNAMITE: Dynamic Decisions in Maintenance

VARIABILITY: ValueVARIABILITY: Value--chain integration and Riskchain integration and Risk--informed informed decision capability: Business models, New processes, and

decision capability: Business models, New processes, and

Integrated platforms for Performance optimization in non

Integrated platforms for Performance optimization in non- -hierarchical manufacturing networks

hierarchical manufacturing networks

Maintenance Function Deployment (MFD) for continuous Maintenance Function Deployment (MFD) for continuous enhancement of company profitability

enhancement of company profitability && competitivenesscompetitiveness

Tools and methods for maintaining software qualityTools and methods for maintaining software quality

Information Systems for Selection and Implementation of a Information Systems for Selection and Implementation of a Cost

Cost--effective Maintenanceeffective Maintenance

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International Networks

DYNAMITE: EU-

DYNAMITE: EU

-IP, 6th

IP, 6th-

-FP (2005

FP (2005-

-2009)

2009)

IFRIM

:Int. Foundation for Research in :Int. Foundation for Research in Maintenance

Maintenance

EURENSEAM:

European Research Network on European Research Network on Strategic Engineering Asset Management

Strategic Engineering Asset Management

INID

: International Network for Industrial : International Network for Industrial Diagnostic

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Introduction

Maintenance activities may cost from 15 to 40% Maintenance activities may cost from 15 to 40% (with an average of 28%) of the total cost of

(with an average of 28%) of the total cost of

finished goods

VBM policy provides possibilities for acquiring VBM policy provides possibilities for acquiring early indications of changes of machine

early indications of changes of machine--statestate

These indications could be of great importance These indications could be of great importance also in detecting deviations in the product quality

also in detecting deviations in the product quality

early and before they show on quality control

charts

CostCost--effectiveness is one of the criteria that effectiveness is one of the criteria that

should be used to select a suitable maintenance

policy

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Real problems in production, quality and Real problems in production, quality and

maintenance are complex due to the interplay

between many factors

Databases of CM software programs are limited Databases of CM software programs are limited and in general not integrated with databases for

and in general not integrated with databases for

plant other activities

A wide range database is required for effective A wide range database is required for effective diagnosis and prognosis

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Improvements in production and

maintenance processes versus data

DATA Improvements in production & maintenance processes Technical Organisational Economic Identification, localisation & description of damage & its developing mechanisms Reliable

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Maintenance as a Profit Contributor

Competitive Advantages

High quality production and machine

Competitive price

Delivery on time

Environmental friendly production and product

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Deming Cycle

One of the essential forces driving TQM and TPM One of the essential forces driving TQM and TPM is the improvement cycle (Deming cycle), i.e.

is the improvement cycle (Deming cycle), i.e.

Plan

Plan -- Do Do -- Check Check -- Act Act

It has been used that one should act as soon as a It has been used that one should act as soon as a failure is occurred

failure is occurred

But, it can be used so that a maintenance action But, it can be used so that a maintenance action is started at an earlier stage, i.e. as soon as a

is started at an earlier stage, i.e. as soon as a

significant deviation in the equipment/process

condition is observed

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Total Quality Maintenance

(TQMain)

It is a means to maintain and improve It is a means to maintain and improve continuously the technical and economic

continuously the technical and economic

effectiveness of the production process and its

elements, i.e.;

A means to maintain the quality of the elements

involved in the production process

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Production Process

E q u ip m e n t ” m a n u f a c t u r in g , m e a s u r in g ,.. ..” M a t e r i a l, ” ty p e , s p e c if ic a tio n s , ..” P e o p l e ” o p e r a to r , m a i n te n a n c e s ta f f , s k ill, tr a in in g , a g e , e x p e r ie n c e ,.. M e t h o d s ” s p e e d , te m p e r a t u r e , lo a d ..” E n v i r o n m e n t ” te m p e r a t u r e , V ib r a tio n ,..” P r o c e d u r e ” s te p s o r d e r , a d j u s t m e n t, ..” T i m e r a n g e S P C S e r v ic e ” lu b r ic a tio n , s c r e w tig h t n i n g , ..” M a n u f a c t u - P r o d u c t - C h a r t L i m it s . M a in t e n a n c e p o lic y - r in g m e a s u r e - - D e v ia t io n s . - m e n t s c h a r a c t e r is t ic s - P r o c e s s Q u a lit y M a n a g e m e n t P r o c e s s a n d c a p a b ilit y . p r o d u c t ” p la n n in g ,s u p p o r t m a n a g e m e n t...” in f o r m a t io n - N o r m a lit y . + D e liv e r y o n - A s s ig n a b le t i m e M a r k e t i n g ” c u s to m e r r e q u ir e n m e n t s ,..” c a u s e s . + C o m p e t . p r ic e F r o m + S o c ia l a c c e p p r o c e s s e le m e n t s D is tin g u s - h e r . R e - a d j u s m e n t o f p r o c e s s e le m e n t s B e s t C o m m o n c o m b in a - d a t a b a s e - tio n o f p r o c e s s

e le m e n ts C la s s i f ic a tio n I d e n tif ic a tio n T h e D is tr ib u tio n o f p r o c e s s a n d a n a l y s i s

r e la tiv e l y b e s t o f q u a lit y w it h e le m e n t s o f c a u s e s q u a lit y r e s p e c t to ti m e w h ic h a r e b e h in d

le v e l a n d p r o c e s s r e s p o n s ib le d e v ia tio n s e le m e n ts f o r d e v ia tio n s

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TQMain Role

for monitoring and controlling deviations in a

process, working conditions, quality & production cost.

also for detecting damage causes, their

developing mechanisms & potential failures for

interfering (when it is possible) to “stop” or reduce machine deterioration rate before it is too late

All these should be performed at a continuously

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Characteristics of TQMain

It covers a wide range of a production process It covers a wide range of a production process and not just machinery

and not just machinery

It provides tools and methods for

proactive-predictive maintenance

It is planned and performed based on the It is planned and performed based on the

needs arise due to the deviations in the quality

of the elements involved in a prod. process

It handles production and maintenance It handles production and maintenance technical and economic problems by

technical and economic problems by

integrating tools and methods belong to both

deterministic and probabilistic approaches

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It advocates the use of a common database for real-time data of; machine condition, production process, product quality, working environment and competence

It supports selection and improvement of the

most informative CM system and the most cost-effective maintenance policy

It provides an overall view of the state of the

production process and maintenance technical & economic impact on company business

It provides the basis for cost-effective and

continuous improvement of the production and maintenance process

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The results of applying TQMain have shown a big beneficial potential

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Benefits and Applicability of TQMain

Detecting deviations in the state of a

component/ machine/process, production

cost, product quality and working environment at an early stage in order to control the

situation when it is possible by “stopping” or reducing the rate of the development

Selecting the most cost-effective maintenance

strategy/policy

Selecting the acceptable deterioration rate to

“guarantee” no sudden failure during the lead-time

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Detecting imminent failures and follow up their development and predicting the level of the CM parameter, e.g. vibration level

Assessing the probability of failure, residual

life of a component/equipment & the most cost effective opportunity for performing

maintenance action

Identifying damage initiation causes,

developing mechanisms and failure modes with increasing diagnosis and prognosis precision

by relating past measurements to the damage subsequently found and safe lead-time

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Implementation of TQMain

IV. Applications & cost-effective & continuous Improvement phase

Failure data, causes and defect

developing mechanisms

Failure frequency

Failure consequences, criticality & detecting probability

Selection of the most informative CM parameters

Selection of the most cost-effective maintenance strategy Selection of the most cost-effective maintenance policy I. Identification phase Description of the changes in the components’ condition Significant components Technical, managerial & economic criteria Implementation Analysis Improved maintenance

Selection of the most cost-effective VBM Data sampling &management of relevant activities Description of the changes in product technical specifications Performance measures

II. Description phase

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Schematic description of the model

Maintenance Function Deployment (MFD)

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Categories of losses w r t company strategic

goals

Category of losses according to the strategic goals

Losses Units Share of losses Comments 1 Bad quality (Product quality)

90 9% Losses due to internal causes, e.g. scrap, reworking, and external causes, e.g. compensations for customers, warranties, etc.

2 Less delivery accuracy (Delivery accuracy)

130 13% Penalty expenses due to delivery delay

3 Less profit margin, which influences product price (Competitive price)

650 65% Unnecessary production costs due to failures, short stoppages and disturbances

4 Negative impact of production process on the environment (Environmental-friendly production)

60 6% Expenses for special treating of the product when its life length is terminated, e.g. batteries. Special expenses for adapting the production to the national/international legislation on environment

5 Worse machine condition (Machine condition)

70 7% The losses due to losing some of the machines’ value, i.e. machine life length, due to rapid deterioration compared with the case when the machines are in better condition

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L os s e s cate go r y (Outputs to be achie ve d ,

m ain taine d and im pr ove d) _Tar g et valu e ( M ax. lo sse s) R eq u ir em en ts n ece ssa ry f o r ac hi ev ing , ma in ta in ing a nd im pr ov ing the outputs (H o w s) P rod uc tion m ac hi ne c on di tio n M ac hi ne tool c on di tion W or ki ng env ironm ent P rod uc tion r ate, e.g m / mi n C ond iti on o f the qual ity s ys tem C om pete nc e of th e op er ati ng an d m ai ntena nc e s taff C ond iti on of the pr od uc tion logi st ic s sy st em Im por ta nc e of W h at s (Tota l)

Pr ior ity lis t of the actions r e quir e d for im pr ove m e nt

Bad quality 3% 1% 0 0 3% 2% 0 9%

Third priority (plans f or deep analy s is and ac tions may als o be required)

Deliv ery delay 5% 1% 1% 3% 0 1% 2% 13%

Sec ond priority (plans f or deep analy s is and ac tions may als o be required) Los t prof it margin

(due to f ailures ) 30% 4% 7% 13% 0 6% 5% 65%

Firs t priority (plans f or deep analy s is and ac tions are required)

Dev iation f rom the Eev

ironment-f riendly produc tion 4% 0 2% 0 0 0 0 6% Bad mac hine

c ondition 7% 0% 0% 0% 0% 0% 0% 7%

Im por tance o f

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Losses category (Requirem ents for achieving, m aintaining and im proving the outputs (Whats)) _Tar g et va lu e ( M ax lo sses ) T h e t o o ls t h at ar e n ec ess ar y t o p rese rv e t h e condi ti on o f t h e re qui re m ent s ( H o w s) La ck of or in ef fic ien t m ai nt ena nc e p ol ic y La ck of or in ef fic ien t m eas ur in g and an al ys is sy st em La ck of or in ef fic ien t cos t ef fe ct iv e and co nt in uo us im pr ov em en t p ol ic y La ck of or in ef fic ie nt st and ar d an d ins tr uc tio n fo r doi ng m ai nt en an ce pr oper ly Im por ta nc e o f W ha ts (T o ta l) Priority list of the actions required for im provem ent Production machine condition 21,0% 8,0% 13,0% 7,0% 49,0% First priority (plans for deep analysis and actions are required) Machine tool condition 2,0% 2,0% 1,0% 1,0% 6,0%

Working environment 3,0% 2,0% 3,0% 2,0% 10,0%

Production rate, e.g.

m/min 7,0% 4,0% 4,0% 1,0% 16,0%

Second priority (plans for deep analysis and actions may also be required) Condition of the product

quality system 1,5% 0,5% 0,5% 0,5% 3,0% Competence of the operating and maintenance staff 5,5% 1,5% 1,0% 1,0% 9,0% Condition of the production logistics system 3,0% 2,0% 0,5% 1,5% 7,0% Im portance of How s (Total) 43,0% 20,0% 23,0% 14,0% 100,0%

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Lo s s e s cate g or y (T he too ls th at ar e ne ce s s ar y to pr e s e r ve th e co nd itio n o f th e r e q uir e m e n ts (Wh ats )) _Tar g et v al u e ( M ax lo ss es) T th e a cti vi ti es th at a re n ece ss ar y f o r ef fe ct iv e u tilis at io n o f t h e t o o ls in p h ase t w o ( H o w s) La ck o f o r i ne ffi ci en t tr ai ni ng pr og ra m to enha nc e t he op er at or an d ma in tena nc e st af f co mpet en ce La ck of or in ef fic ie nt te ch ni que f or moni to ring a nd ad ju st in g pr oduc tio n r at e an d w or ki ng env iro nment La ck of or in ef fic ie nt meas ur es fo r mo ni to rin g pr oc es s per for manc e an d co st -e ffe ct iv en es s La ck of or in ap pr op riat e dat a an d k now le dg e ba se Im p o rt an ce o f W h at s (T o ta l) Pr io r ity lis t o f th e actio n s r e q u ir e d fo r im p r o ve m e n t

Lac k of or inef f ic ient

maintenanc e polic y 26,0% 3,0% 8,0% 6,0% 43,0% y (plans f or deep analy s is and ac tions are required)

Lac k of or inef f ic ient meas uring and

analy s is s y s tem 7,0% 3,0% 2,0% 8,0% 20,0%

Third priority (plans f or deep analy s is and ac tions may als o be required)

Lac k of or inef f ic ient c os t-ef f ec tiv e and c ontinuous

improv ement polic y 11,0% 1,0% 2,0% 9,0% 23,0%

Sec ond priority (plans f or deep analy s is and ac tions may als o be required)

Lac k of or inef f ic ient s tandard and

ins truc tion f or doing

maintenanc e properly 5,0% 0,0% 0,0% 9,0% 14,0%

Fourth priority (plans f or deep analy s is and ac tions may als o be required)

Im p o r tance of Ho w s

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Losses category (the activities that are necessary for effective utilization of the tools in

pahse tw o (Whats)) Targ

et v al u e ( M ax L o sses) T h e fact o rs req u ir ed t o su p p o rt in te g ra ti n g m ai n te n an ce w ith p la n t b u si n ess ( H o w s) La ck of o r inef fic ient s tr at egic plan fo r in tegr at ing m aint enanc e wit h pla nt bus ines s La ck o f or in su ffi cien t ris k ca pi ta l f or in te gr atin g m ai nt ena nc e w ith p la nt b usin es s La ck o f or u nsui ta bl e know le dg e a nd ex perie nc e in th e pr od uctio n m achi ne s an d pr oce ss La ck of o r inef fic ient m anager ial and or ganis at ional t ools La ck of o r ins uit able cr iter ia f or s elec tin g tools , m et hods a nd polc ies , e. g. fo r th e m os t in fo rm at iv e CM s ys tem , and th e m os t c os t-ef fe ct iv e m aint en anc e po lic y Im p o rt an ce o f W h at s (T o tal ) Priority list of the actions required for im provem ent Lack of or inefficient training program to enhance the operator and maintenance staff

competence 15,0% 13,0% 10,0% 11,0% 0,0% 49,0%

First priority (plans for deep analysis and actions are required) Lack of or inefficient

technique for monitoring and adjusting production rate and w orking

environment 3,0% 2,0% 2,0% 0,0% 0,0% 7,0%

Fourth priority (plans for deep analysis and actions are required) Lack of or inefficient measures for monitoring process performance and

cost-effectiveness 4,0% 3,0% 2,0% 2,0% 1,0% 12,0%

Third priority (plans for deep analysis and actions may also be required)

Lack of or

inappropriate data and

know ledge base 10,0% 10,0% 3,0% 5,0% 4,0% 32,0%

Second priority (plans for deep analysis and actions are required) Im portance of

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Conclusions

Detecting the deviations in the process is to control the Detecting the deviations in the process is to control the situation at an early stage

situation at an early stage

Applying costApplying cost--effective vibrationeffective vibration--level is to replace level is to replace components suffering deterioration cost

components suffering deterioration cost--effectivelyeffectively

Assessment of the acceptable deterioration rate is to Assessment of the acceptable deterioration rate is to avoid sudden failure during the lead

avoid sudden failure during the lead--timetime

At a potential failure, remaining working life & probability At a potential failure, remaining working life & probability of failure should be assessed

of failure should be assessed

Applying MFD leads to identification and quantification of profit losses and their root-causes

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Applying MFD leads to identification and quantification of

profit losses and their root

Maintenance Function Deployment (MFD) for Cost-effective & Continuous Improvement of Company Business; Using Total Quality Maintenance (TQMain)

Maintenance Function Deployment

Maintenance Function Deployment

(MFD) for Cost

(MFD) for Cost

-

-

effective &

effective &

Continuous Improvement of

Continuous Improvement of

Company Business; Using Total

Company Business; Using Total

Quality Maintenance (TQMain)

Quality Maintenance (TQMain)

Contents

Contents

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Terotechnology at

Terotechnology at

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University

University

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Research

Research

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Research Projects

Research Projects

International Networks

International Networks

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DYNAMITE: EU-

DYNAMITE: EU

-IP, 6th

IP, 6th-

-FP (2005

FP (2005-

_tero/t