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)



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