dover pmar 2010 - maintainability
TRANSCRIPT
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Maintainability
An invaluable weaponin your relentless pursuit of improved equipment availability
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What is “Maintainability” anyway?
It is not Reliability
Reliability improvement seeks to increase the Mean Time Between Failure (MTBF)
Maintainability seeks to improve our response to an eventual failure: Mean Time To Repair (MTTR)
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What is “Maintainability” anyway?
Maintain-ability is a characteristic of a machine or process, encompassing:
Serviceability
Reparability
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What is “Maintainability” anyway?
It can be improved post-startup
Improved servicing
Improved repairing
•5-S•Poka Yoke•TPM•Lubrication TechniquesRCA
FMECA •Quick Disconnects•Jigs & Fixtures•Modular Design•Repair Plans•Troubleshooting Knowledgebase
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Why focus on in-service equipment?
Initial Procurement $
Equipment in Design
Capital Replacement Budgets
Skilled
Maintenance
Labor
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Why focus on in-service equipment?
Total Cost of Ownership Installed Base
Global Competition
Unskilled
Labour
Initial Procurement $
Equipment in Design
Capital Replacement Budgets
Skilled Maintenance
Labor
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Why focus on in-service equipment?
Installed Base
Global Competition
Initial Procurement $
Equipment in Design
Capital Replacement Budgets
Skilled Maintenance
Labor
Reality of Aging Infrastructure
Immediate Payback
Costs MUST be reduced to maintain margins
Need to find competitive advantage
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Why focus on in-service equipment?
Total Cost of Ownership
Unskilled Labor
Initial Procurement $
Equipment in Design
Capital Replacement Budgets
Skilled Maintenance
Labor
Looming Retirement Crunch
Low Rates of Apprenticeship
Estimated 5x to 10x Initial Equipment Cost
Frequently Hidden in “Overhead” – your
budget
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What is Mean Time To Repair?
Running as desired
Not running as desired“failed” “broken”
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What is Mean Time To Repair?
Defining MTBF “Uptime”
Total running time . MTBF =# Failure Events
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What is Mean Time To Repair?
Calculating MTTR “Downtime”
Total non-running timeMTTR =# Downtime Events
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What is Mean Time To Repair?
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
MTTR Breakdown
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A Maintainer’s Tale of A Maintainer’s Tale of Horror …Horror …
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4 Process
Lines
6 Packaging Lines
4 Robotic Palletizers
ONE Strapper-Labeler
I worked in a typical factory:I worked in a typical factory:
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First, something went wrong …First, something went wrong …
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• no indication of why the strapper wouldn’t work• no record of ideal machine settings
What’s wrong?
Dunno
Go fix!
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… … and we couldn’t get around it … and we couldn’t get around it …
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• couldn’t bypass the bottleneck• multiple trades needed to troubleshoot• lockout procedure slowed testing cycle
Fixed yet?
Nope
Keep at it!
What’s wrong?
Dunno
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… … and we weren’t sure of ourselves …and we weren’t sure of ourselves …
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• drawings and manual were back at the shop• no action plan – Troubleshooting Tunnel Vision!• could not predict when we would be done
Anything?
Nope
My boss is not happy!
I’m not happy!
What’s wrong?
Dunno
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… … and we didn’t know what to do …and we didn’t know what to do …
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• needed multiple tradesmen and tools• no SOP or time guidelines• high pressure from operations management
Get it done!
I’m working on it!
Anything?
I’m working on it!
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… … and at first, nothing worked … and at first, nothing worked …
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• spare unit was not ready• no offline test• no follow-up procedure
Almost done!
Nice knowing you.
Why did I hire you?
Why did you hire him?
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The final bill …The final bill …
Identify
Remove the
machine
Fix/install the spare
Test and re-start
Try to Fix
Time to Repair/Replace the Strapper
0....15….30….45.…60....75....90....105...120…135… minutes
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… … so can we really avoid this horror?so can we really avoid this horror?
Identify
Remove the
machine
Install the Spare
Test
Try to Fix
0....15….30….45.…60....75....90....105...120…135… minutes
135minutes
Original Design and Methods
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Time to Fight Time to Fight Back!Back!
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Improving "Maintain-ability"
Identify Failure Mode and Location
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• Use Visual Indicators• Label major components to reduce ambiguity• Use HMIs – get key information OUT of PLCs
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Improving "Maintain-ability"
Remove From Service
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• Build redundancy into key areas and bottlenecks• Install military-style quick disconnects• Support loads on sub-frames NOT on bolts
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Improving "Maintain-ability"
Planning and Preparation
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• Update and prepare drawings and parts lists• Use standard components• Make jigs and kits• Pitstop plan – operators and maintainers together• Pre-position key components
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Improving "Maintain-ability"
Execute Repair
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• Use air/power tools• Record what was done, good and bad• remember to keep failed parts for Root Cause Analysis• foster urgency without panic
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Improving "Maintain-ability"
Test and Return To Service
Identify
Plan/ Prepare
ExecuteRepair
Test/RTS
Remove from Service
• quality control – fix it right• reinforce teamwork with operations• document follow up work (repairable spares, PM improvements)
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There were many challenges …
Procedures
Design Tools
Skills
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… … we set an ambitious target …we set an ambitious target …
Identify
Remove the
machine
Install the Spare
Test
Try to Fix
Reduce the time from over two hours to less than 30 minutes
0....15….30….45.…60....75....90....105...120…135… minutes
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… … and exceeded it by far!and exceeded it by far!
Identify
Swap Components Test
0…. 2…. 4…. 6…. 8….1010
minutes
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What’s In It For Me?
Lots of focus (correctly) on Failure Prevention
When those efforts don’t yield sufficient results, improve maintainability
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Cost of Poor MaintainabilityCost Value
Idle Plant $1,000/hr
Breakdown Freq. 4/yr
MTTR 2 hr
Repair Labor 4 pers
Average Labor Rate
$35
Annual Breakdown Cost (labor
only)
$ 9,120
Cost Value
Electrical Parts $350
Mechanical Parts $150
Maintenance Labor $1,500 (overtime)
Investment Required: $2,000
Income Tax Rate 34%
Interest/Discount Rate 12.8%
Yr 1 Yr 2 Yr 3 Yr 9 Yr 10
Return $7,000 $7,000 $7,000 $7,000 $7,000
Depreciation $ 200 $ 200 $ 200 $ 200 $ 200
EBIT $6,800 $6,800 $6,800 $6,800 $6,800
Taxes $ 2,312 $ 2,312 $ 2,312 $ 2,312 $ 2,312
EBIAT $ 4,488 $ 4,488 $ 4,488 $ 4,488 $ 4,488
…
Reducing downtime from 2 hours to 30 minutes:About $7,000 saved in lost labor alone.
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The Payback:
Lessons Learned: Priceless
Payback Period: < 6 months You’re still
here!Thanks to you.
I’m confident in you.
Why aren’t you doing more of this?
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kaizen for Maintenance
Building a Virtuous Cycle
Improved Availability
Support for Maintainability
Increased Planning and Modification
Decreased Downtime
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The Maintainability Checklist
BASIC PRINCIPLES
Document parts and proceduresObstruction removalNo Tool ReplacementsTime Reduction without Panic
Build Pit Crew mentalityLoad bearing devicesIndicators and instrumentsNever just accept the current designKaizen!
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The Maintainability Checklist Document parts and procedures
Ensure drawings, flow directions, polarities, part numbers can be found by the right people when they need them
Obstruction removal Make critical components more accessible via access hatches, adding couplings,
etc.
No Tool Replacements Use high quality (like MilSpec) quick disconnects, install handles, build sub-
assemblies
Time Reduction without Panic Build and PRACTISE critical maintenance procedures
Build Pit Crew mentality Each team member knows what the other needs to do, and trusts them to do it.
This allows concurrent work to shorten repair times.
Load bearing devices A-frames, support rails, lifting beams and eyes
Indicators and instruments There are LEDs on everything these days, USE THEM. Install indicators where they
can be reached and easily read.
Never just accept the current design Builders are typically not maintainers, so have confidence that you have
knowledge that the OEM does not have.
Kaizen! Don’t rest, continue to learn and improve and learn again!
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So What’s Next?
If you encounter a recurring and challenging repair, you should:
Get Fired Up!
Get Better!
Don’t Blink!… any questions?
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Additional Resources
#1: YOUR SKILLED TRADES!
OEMs – newer designs, service technician experience
Government, especially Military (of course)
Heavy Industry – offshore oil, power generation, mining
http://www.cdc.gov/niosh/mining/pubs/pdfs/sp18-94.pdf