Robust reliability and maintainability process reduces costs

A more robust and understood reliability and maintainability process can reduce costs and improve competitiveness in companies of all types. With only 38% of companies doing business using RandM specifications, it’s a good indication of how much these methodologies are actually being used. As shown in Fig.

07/01/2009


A more robust and understood reliability and maintainability process can reduce costs and improve competitiveness in companies of all types. With only 38% of companies doing business using RandM specifications, it’s a good indication of how much these methodologies are actually being used. As shown in Fig. 1, increasing levels of RandM resulted in lower maintenance expenditures. Each point represents the average for all North American companies that responded in that RandM level.

Also, North American companies that had more production operator PM involvement had reduced maintenance costs. Each point in Fig. 2 represents the average for all North American companies that responded in that level of production operator PM involvement.

Changes are coming

All of the company responses were categorized into the six most frequently mentioned areas. The five most representative items for each of the six R and M areas was also compiled.

People and cultural improvements (26%)

  • Improve the culture (management, operator, maintenance)

  • More production operator involvement

  • Hire full-time reliability and maintainability engineers

  • Training (RCM, cross-training, R & M)

  • More involvement by all employees

    • More design-in reliability and maintainability (20%)

      • More design-in reliability and maintainability

      • Standardized components on equipment

      • Standardized controls architecture

      • Component reliability improvements

      • Better use of R & M in decision-making

        • More data-driven processes and tools (19%)

          • Better use of predictive tools

          • Better use of data to drive KPIs

          • Better data on the lifespan of critical components

          • Improve OEE

          • Better integration of SPC and R & M metrics

            • Maintenance process improvements (16%)

              • Implement full TPM process

              • Dedicated resources for R & M tasks

              • Better CMMS use and capability

              • Less reactive maintenance

              • More timely repairs

                • Specific maintenance improvements (13%)

                  • Better inventory/spare parts control

                  • Better lubrication program

                  • More kaizen events

                  • More reliable electrical/electronics

                  • Better system components (i.e., water quality)

                    • Better sensors and timely feedback (6%)

                      • More machine self-monitoring/feedback

                      • More/better error-proofing

                      • Improved sensors and data acquisition

                      • More equipment troubleshooting/diagnostics

                      • More real-time feedback/corrections

                        • Most important maintenance metrics %%MDASSML%% All of the company responses were categorized into the five most frequently mentioned areas. Again, the five most representative items for each of the five metric areas were also compiled.

                          Performance (30%)

                          • MTTR

                          • MTBF

                          • OEE

                            • Critical equipment uptime %, equipment availability %

                              • Maintenance Downtime %

                              • Schedule Compliance (16%)

                              • % PM compliance

                              • % Predictive Maintenance compliance

                              • % PM compliance on critical equipment

                              • % PM work order compliance

                              • % Backlog

                              • Cost (14%)

                              • Maintenance cost/unit produced

                                • Maintenance cost/replacement asset value

                                  • Maintenance cost/sales

                                  • Cost of repairs

                                  • % Budget Compliance

                                    • Maintenance Type (12%)

                                      • % Preventive

                                      • % Predictive

                                      • % Reactive

                                      • Proactive/reactive ratio

                                      • % Corrective repairs from PMs

                                        • Miscellaneous (28%)

                                          • % Lubrication performed

                                          • Pareto analysis of failures, top 10 downtime reasons

                                          • Spare parts usage

                                          • Customer Satisfaction

                                          • Tool Life.

                                            • Additional Findings:

                                              • “Perceived world class’’ maintenance expenditure/original machinery and equipment investment is highest at 12.3% in small companies (less than 100 employees) and lowest in large companies (more than 1,000 employees) at 5.4%

                                              • “Actual” maintenance expenditure/original machinery and equipment investment is highest at 12.5% in small companies (less than 100 employees) and lower in larger companies (7.8% in medium size companies with 101-1000 employees and 8.6% in companies with more than 1000 employees)

                                              • In response to “What has positively impacted maintenance in the last five years?,” large and medium size companies selected “Better management understanding of maintainability/reliability” as the most significant. Small companies selected “More reliable machinery and equipment” as being most helpful

                                              • The largest opportunity was identified as both, “Better technology available” and “More designed-in maintainability” for small companies. Medium and large companies had “More involvement by operators” as their greatest opportunity. Also compared was “Maintenance expenditure/original machinery and equipment investment (%),” for companies that rated the impact of “Better management understanding of maintenance/reliability over the last five years” as high. These companies, on average, performed about 10% better than the 2008 North American average of 9.7% maintenance expenditure/original machinery and equipment investment

                                              • “Production operators performing PM checks or repairs” was 44.7% for small companies, 43.4% for medium size companies and 18.1% for large companies.

                                                • In summary, a robust reliability and maintainability process can result in significant operational improvements and cost reductions.

                                                  A copy of this and additional information can be obtained at the University of Tennessee %%MDASSML%% Reliability and Maintainability Center Website at the end of July by going to www.engr.utk.edu/mrc .





No comments
The Top Plant program honors outstanding manufacturing facilities in North America. View the 2015 Top Plant.
The Product of the Year program recognizes products newly released in the manufacturing industries.
The Engineering Leaders Under 40 program identifies and gives recognition to young engineers who...
2015 Top Plant: Phoenix Contact, Middletown, Pa.; 2015 Best Practices: Automation, Electrical Safety, Electrical Systems, Pneumatics, Material Handling, Mechanical Systems
A cool solution: Collaboration, chemistry leads to foundry coat product development; See the 2015 Product of the Year Finalists
Raising the standard: What's new with NFPA 70E; A global view of manufacturing; Maintenance data; Fit bearings properly
Special report: U.S. natural gas; LNG transport technologies evolve to meet market demand; Understanding new methane regulations; Predictive maintenance for gas pipeline compressors
Cyber security cost-efficient for industrial control systems; Extracting full value from operational data; Managing cyber security risks
Drilling for Big Data: Managing the flow of information; Big data drilldown series: Challenge and opportunity; OT to IT: Creating a circle of improvement; Industry loses best workers, again
Migrating industrial networks; Tracking HMI advances; Making the right automation changes
Understanding transfer switch operation; Coordinating protective devices; Analyzing NEC 2014 changes; Cooling data centers
Upgrading secondary control systems; Keeping enclosures conditioned; Diagnostics increase equipment uptime; Mechatronics simplifies machine design

Annual Salary Survey

After almost a decade of uncertainty, the confidence of plant floor managers is soaring. Even with a number of challenges and while implementing new technologies, there is a renewed sense of optimism among plant managers about their business and their future.

The respondents to the 2014 Plant Engineering Salary Survey come from throughout the U.S. and serve a variety of industries, but they are uniform in their optimism about manufacturing. This year’s survey found 79% consider manufacturing a secure career. That’s up from 75% in 2013 and significantly higher than the 63% figure when Plant Engineering first started asking that question a decade ago.

Read more: 2014 Salary Survey: Confidence rises amid the challenges

Maintenance and reliability tips and best practices from the maintenance and reliability coaches at Allied Reliability Group.
The One Voice for Manufacturing blog reports on federal public policy issues impacting the manufacturing sector. One Voice is a joint effort by the National Tooling and Machining...
The Society for Maintenance and Reliability Professionals an organization devoted...
Join this ongoing discussion of machine guarding topics, including solutions assessments, regulatory compliance, gap analysis...
IMS Research, recently acquired by IHS Inc., is a leading independent supplier of market research and consultancy to the global electronics industry.
Maintenance is not optional in manufacturing. It’s a profit center, driving productivity and uptime while reducing overall repair costs.
The Lachance on CMMS blog is about current maintenance topics. Blogger Paul Lachance is president and chief technology officer for Smartware Group.
This article collection contains several articles on the vital role that compressed air plays in manufacturing plants.