m4sm white paper jan 2011

8/16/2019 M4SM White Paper Jan 2011

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Manufacturing Technology Platform (M TP)

Maintenance for sustainable manufacturing - White paper of the IMS M4SM MTP initiative 1

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Ini t ia t iv e T i t l e :

Main t e nan ce for Su st ainabl e Manufa c t uring (M4SM)

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Index:

1) Introduction2) Sustainability defined

3) Sustainable manufacturing4) Metrics for sustainable manufacturing5)

The role of maintenance for sustainable manufacturing

6) Maintenance practices and tools for sustainable manufacturin

7)

Implementation possibilities for M4SM8) The role of education, social sciences and culture9) The IMS M4SM initiative: objectives and scopeAcknowledgements

References

Appendix: Partners of the IMS M4SM initiative

1 This white paper is intended as a primary reference to the topics and the objectives of the IMS MTP

M4SM initiative, mainly for dissemination purposes. To this end it has been developed in leaflet form after

being submitted to a selected audience of industrial experts, so to include their business point of view.

Thanks are due to this regard to the @megmi association, to the companies of the Intellimech consortium

and to the members of the Eurenseam group.


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Whi t e pap e r

Maintenance for sustainable manufacturing

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Whi t e pap e r

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[Arena et al. 2009], [Duque et al. 2009], [Meier et al. 2010]).

FIGURE 2 - The four dimensions of sustainability

Sustainability will remain a crucial issue for the present and future generations: the

implicit assumption that natural resources are infinite and that the regenerative capacity

of the environment is able to compensate for all human actions is a flawed one.

Sustainability issues are interweaved with many aspects of human activity, includingfinancial, political, social and environmental ones. The inherent complexity of the

problem presents considerable challenges that can only be confronted by a cultural

transformation. Cost efficiency alone cannot suffice to justify enterprise decisions but

increasingly their environmental footprint and impact on sustainability will need to be

taken into account. Technological innovation is therefore expected to support achieving

not only more efficient production of quality products, but more sustainable production

processes and products too. For this transformation to occur, significant efforts and

resources need to be directed towards methodologies, technological advancements, tools

and practices that have a positive sustainability impact. Also a continuing effort together

with a reasonable time span will be required to achieve the goal. Fortunately, nature and

the environment are capable of self-regulation and will give the man a chance to recover

from the damage he is causing to the earth mother. In this complex setting, Maintenance

emerges as a key bearer of efforts to enhance sustainability.


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This white paper outlines the importance of adopting sustainable manufacturing policiesand practices. It then highlights the importance of maintenance for achieving sustainable

manufacturing and links it with a holistic view of maintenance-related costing, based on

lifecycle considerations. Then the role of emerging ICT technologies and innovations on

maintenance is presented taking into account the capability to evolve towards adopting

more proactive approaches. Finally, none of these advancements can be effectively

implemented without fully engaging the human capital resources. This is also commented

in the final part of the white paper, because it is not a minor task and requires a

significant cultural change that can be achieved by continuous and targeted education and

training so as to activate the complete stakeholder communities to a lifecycle thinking

philosophy (the pre-cursor to the sustainability philosophy).

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The following definition of sustainable manufacturing is proposed: S u st ainabl e

Manu f a c t uring ai m s a t d e v e loping innova t iv e m e t hod s , pra c t i ce s and t ec hnologi e s in t h e

m anu f a c t uring f i e ld f or addr e ss ing world-wid e s hor t ag e s o f r e s our ce s , f or m i t iga t ing

e x ce ss e nviron m e n t al load and f or e nabling an e nviron m e n t ally b e nign li f e - c y c l e o f

Taking into account the social importance of manufacturing in our Societies, whileconsidering its huge impact on energy / materials

consumption and emissions to the environment,

Sustainable Manufacturing can be considered one of

the most important issues to be addressed in pursuing

the big picture of Sustainable Development. In fact

manufacturing is the source of all the goods for

living, for transportation, for entertainment, for

production, for safety, for health, etc. This means that

manufacturing is the foundation of our civilized way

of life. As such, implementing sustainability in

manufacturing will surely be one of the most positive

contributions to sustainability in general. However,

almost all manufacturing models are currently based on the old paradigm of unlimited

resources and unlimited capacity for regeneration. In this perspective, new technology,


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new business models and new lifestyle choices will be necessary to deal withsustainability issues in general and for the manufacturing sector in particular. Impressive

constraints and requirements will affect the industry in the way toward sustainability.

Research and development, culture and economy have the great responsibility to offer

options to the society for answering these challenging needs.

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In the context of Sustainable Manufacturing, the previous picture of sustainability can be

translated into the following factors common in any business:

Performance and Quality of products (including services) and processes

(representing the economy pillar)

Safety of workers and other people affected by manufacturing processes or

facilities and their products, but also of the related facilities and infrastructure

(representing the society pillar), and

Natural Resources and the Environment (representing the environment pillar).

Issues like Lifecycle considerations, Human Capital and Education and Innovation must

be considered as leverages to achieve these goals. The pursuing of sustainable

manufacturing goals must be measurable and monitored through the use of appropriate

KPIs (Key Performance Indicators). In fact if a company has decided to pursue a

sustainability-based strategy, the definition of an appropriate system of indicators is

useful to help managers to understand the achievement of the objectives and to

implement corrective actions, if needed. Furthermore, the definition of a proper set of

Many types of measures have been proposed, which can be classified as: i) qualitative

indicators, (ii) quantitative non-financial indicators and (iii) quantitative financial

indicators (see [Arena et al. 2009], [Azzone et al. 1996]). In general, there is a common

agreement that sustainability indicators should:

represent the full set of problems affecting a company or an industry, so to avoid

scepticism about reporting only on the most favourable performance metrics,

whilst concealing less flattering figures;


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be consistent with the information needs of different stakeholders (e.g. consumersshould be able to compare the same data for different companies);

be reliable, i.e. based on data and information whose sources and measurement

procedures are known and verifiable.

However, despite the large number of papers written on the argument and the impressive

amount of metrics proposed, corporate behaviour is far from satisfactory in practice and

there is a clear need to improve the quality of how indicators are monitored and what is

reported.

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Besides all other measures, maintenance represents the main technology for allowing a

safe, durable and resource smart behavior of a product during its operating life cycle. For

what concern manufacturing, this concept applies both to industrial equipment (i.e.

maintenance of industrial processes in general) and to industrial products in the consumer

hands (i.e. maintenance of products during their operating life cycle). In particular,

maintenance of manufacturing facilities is important to sustain the quality of products and

processes and the safety of both people and equipment. In general, an enlarged view, not

only considering the traditional maintenance approach, but an Asset Management perspective should be considered, extended to the overall product lifecycle and covering

-

Takata to underline the link of maintenance with the lifecycle (Takata et al. 2004).

High-tech manufacturing plants and systems represent

a high value, that ask for being managed in a

comprehensive and sustainable way. Problems arise

from the difference between the lifetime of the

equipment and the product lifetime from the marketing

perspective that are becoming shorter and shorter, with

increasing financial risk. New strategies and solutions

should be found to have a better overall performance of

high-tech engineering and manufacturing assets. To

this end, the performan

manufacturing system should be maintained and


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optimized over the whole usage phase. Concepts like Total Cost of Ownership (TCO),Life Cycle Assessment (LCA) and Overall Equipment Effectiveness (OEE) should be put

in practice to improve the benefits coming from a smarter approach to product design and

to safe equipment operation by taking into account maintenance capabilities [Garetti et

al., 2009]. These research approaches should be coordinated with general life-cycle

considerations as well as with new paradigm of design and manufacturing, like for

example design for maintainability, zero defect & zero waste and reuse &

remanufacturing. Specific KPIs for quantitatively demonstrate and measure the effect of

maintenance on sustainable manufacturing should be developed starting from

r e liabili t y , availabili t y and logi st i c s uppor t . New updated

and aligned performance measures may refer in general to the triple bottom line: people, profit, planet. For example: safety, quality, environmental impact (energy consumption,

waste, etc.) and finally cost.

Also the system engineering point of view must be taken into account, because the

sustainability dimension further broadens the multidisciplinary nature of maintenance.

Maintenance standards are another topic to be addressed in considering the role of

maintenance in supporting and achieving sustainable manufacturing. Standards and

regulations are more and more needed in order to define and regulate operations and

maintenance practices in view of sustainability. Existing standards ([BS 6143], [EN

13306], [ENV 13269]) slightly refer to maintenance in terms of sustainability and

sustainable manufacturing. A further development of these aspects is strictly needed in

order to regulate maintenance management and achieve sustainability in manufacturing.

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An important innovation in maintenance management can be related to the shift of

maintenance policies toward Condition Based Maintenance (CBM) and Predictive

-and-

-and- et al., 2006]. In fact advanced

maintenance technology can guarantee longer machinery lifetime, continuous quality,

prevention of accidents and malfunction, efficiency optimization, with potential benefits

both on the environmental and the economical side. The trend is to leverage on the

technical possibility to automatically assess the health state of an equipment and to


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control and predict the equipment health state (see for example [Ierace et al., 2009]). In

this way, performing maintenance will be limited to just when a specific condition of

degradation has been reached or a predicted health state allows the planning of the right

moment to make maintenance so to minimize machine down time and get more

flexibility. CBM and PM imply extensive adoption of technologies, namely Information

and Communication Technologies (ICT) in order to capture data from intelligent sensors,

establish proper measurement chains, manage communication networks among

equipment and control systems (where to store and analyze shop floor or product data).

The development of new ICT components, like embedded systems, with an increasing

power, together with decreasing size and cost, is greatly improving the role of ICT as anenabler of CBM and PM, thus bringing innovation in maintenance management.

Another important innovation, facilitating CBM and PM, results from the empowerment

of digital devices for mobile working, such as PDAs and even smart phones. According

to [Emmanouilidis et al., 2009] the main PDA features enabling the support of

maintenance activities are the portability, the accessibility (PDAs are capable of

networking anytime and anywhere), the reach-ability (personnel can connect to each

other and collaborate), the localization capability (carrier of the devices can be easily

located) and the identification (a PDA is an aid for an instantaneous identification of any

entity in the plant). These features are very interesting for their use in maintenance andasset management. PDAs can be even more empowered [Fumagalli et al. 2009], by

plugging-in USB sensors (e.g. accelerometers), thus providing an even better support to

CBM and PM. In semi automated contexts, this will be very helpful for the maintenance

staff during its daily activities. In particular it will enable more efficient data retrieval

ICT and e m b e dd e ds y st e m s will play a

pri m ary rol e in M4 S M


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from the production equipment and support easier data exchange with the maintenanceinformation system. This way, walk around inspections can be carried out more easily

with a remarkable cost reduction from the point of view of the required technical and

human resources [Fumagalli et al., 2010].

Furthermore, the development of another important issue will be supported by ICT. This

is the implementation within maintenance engineering software of the technical

competences related to the field of mechanical and electric engineering, hydraulics,

thermo-dynamics, chemical engineering, etc. This mixture of competences is what is

often met as maintenance knowledge in the industrial companies when, dealing with

maintenance issues, different experts with different skills work together to carry out

maintenance activities at their best (holistic approach). Nevertheless, even if the propercompetences seem to have been deployed in the industrial field, new technological

solutions are available and good managerial reasons exist to promote CBM and PM,

overcoming the current difficulties in finding their proper role in maintenance

management. To this regard, ontology-based approaches can be very useful to solve

knowledge intensive problems that are common in the multidisciplinary context of

maintenance. A first issue concerns the lack of methodology in implementing CBM and

PM due to the poor formalization of the knowledge necessary for building the diagnostic

and prognostic system. Ontological approaches can be used to formalize the domain

knowledge [Emmanouilidis et al., 2010]. ICT is also very important for enabling new and

more efficient ways to make maintenance, thus realizing new services that are able to use

advanced diagnostics and prognostics together with the communication technology to

offer remote surveillance, remote diagnosis, mobility for the maintenance operators and

so on. The concept is to use information that is available where you want, when you want

and with a higher degree of confidence for offering advanced services. This view together

with ontology-based approaches can enable the most advanced concepts of e-

Maintenance and s-

with the following definitions [Borello et al. 2010]:

E- m ain t e nan ce is the carrying out of maintenance where the all technical,

administrative, and managerial actions or activities interact and collaborate

electronically, using network or telecommunications technologies. It includes

different views of maintenance and different expertise (i.e. technical,

administrative and managerial), allowing the electronic interaction and

collaboration between actions and activities ensured by different actors (human or


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software) involved in am

ain t e nan ce s uppor t whi c h in c lud e s t h e r e s our ce s , s e rvi ce s and m anag e m e n t n ece ss ary t o e nabl e

proa c t iv e d ec i s ion pro ce ss e x ec u t ion [Mulller et al., 2008], which is clearly

oriented to answer to the many challenges imposed by sustainable manufacturing.

S - m ain t e nan ce is the carrying out of the maintenance based on the domain expert

knowledge, where systems in the network manage this knowledge (formalization,

acquisition, discovery, elicitation, reasoning, maintenance use and reuse) and

share the semantics to emerge new generation of maintenance services (as self-X

services, operator self-management, new collaboration methods, etc.) while

including e-maintenance characteristics.

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New degradation-based maintenance strategies may act as enabler methodologies of

maintenance management in view of sustainable manufacturing. In such a context in

fact, condition based maintenance practices (CBM) seem to be the best solution given the

possibility they provide to optimize maintenance interventions both from an efficiency

and effectiveness point of view. By observing for example, component degradation level,

it is possible to define the replacement time so to optimize maintenance costs and allowthe reuse within another application (reverse logistics). Another aspect it is related to

energy: by observing component degradation evolution, it is possible to adapt energy

consumption to be more efficient and sustainable. Furthermore, by monitoring

equipments health status, replacement decisions could be optimized so to improve

logistic aspects (stock reduction etc.). In such a context, considering as risk of failure a

wider idea of non-proper operation is the first step toward sustainability. Non-proper

operation in fact means to consider for diagnostic purposes not only machine related

variables (e.g. oil analysis, vibration analysis, etc.), but also factors related to the

efficiency and sustainability of the machine itself (e.g. energy consumption, CO2

emission, waste production, etc.). This strategy implies to execute maintenanceinterventions not only when the machine is not working properly from a technical point

of view, but also when its operation is not sustainable and efficient (Centrone et al. 2010).

All of this may cause a higher maintenance cost in the short term (due to interventions

that would not be made by following a traditional approach to maintenance), but on the


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other side, may reflect in significant savings in the long term (for example whenconsidering the total cost of ownership of the asset). So new and upgraded maintenance

methodologies (like electric signature analysis, ESA [Ierace et al., 2009], proportional

hazards model, PHM [Jardine et al. 1987], etc.) should be developed and adopted as

enabler approaches to reach sustainability in manufacturing.

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F9 #%& :") "@)" ./.,.-,.G&( ;0H&3,.G&+ -/< +3;7&The IMS Manufacturing Technology Platform Maintenance for Sustainable

Manufacturing (M4SM) has been officially launched in April 2009 (with a duration of

24 months) as an initiative of the Intelligent Manufacturing Systems (IMS) program. IMS

is an industry-led, worldwide collaborative research and development program

established in 1995 to develop the next generation of manufacturing and processing

technologies. IMS involves different kind of institutions (large and small companies,

users, suppliers, universities, research organizations, governments, etc.) coming from 5

different member regions: European Union and Norway, Japan, South Korea,

Switzerland, and the United States of America. Presently IMS has established fivemanufacturing technology platforms: Sustainable manufacturing, Energy Efficiency, Key

Technologies, Standards and Education.

The IMS MTP initiative Maintenance for Sustainable Manufacturing (M4SM) is part

of the platform Sustainable Manufacturing and has the objective to create an international

IMS community for reviewing, promoting and disseminating knowledge on the role of

maintenance, enterprise asset management and asset lifecycle management for

manufacturing sustainability. Objective of the IMS MTP M4SM initiative is to provide a

framework for global cooperative research by promoting meetings, workshops, forums,

papers and books publication, participation to conferences and development of new

project proposals to be submitted to funding institutions. M4SM has established 32 partnerships involving industries, universities, industrial associations and research

institutions from Europe, Switzerland, USA, South Korea, Canada, Chile and Brazil.

In the two years of its operation the IMS-M4SM initiative has carried out the followingactivities:

- Establishment of wide network of institutions interested to deepen the role of

maintenance for sustainable manufacturing

- Development of the project vision (project document and flyer)

- Contribution to the social consideration of maintenance, underlining its

importance for sustainability, through presentations to international conferences,

fairs and exhibitions (see [Garetti M., 2009], [Garetti et al., 2011], [Garetti M.,

2011])

- Development of new maintenance business models (MBM) for successfully

implementing new ICT and non ICT technology in maintenance operation and


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management, through presentations to international conferences, fairs andexhibitions (see [Elefante et al, 2008], [Fumagalli et al., 2008])

- Development of research proposals to the European Commission on maintenance

for manufacturing sustainability, involving some of the M4SM partners

- Organization of the 1st M4SM workshop as a special session of the World

Conference on Engineering Asset Management (WCEAM-09), Athens, Greece,

Sep. 2009 (2 keynote papers and 11 research papers presented)

- Editing of the Special Issu of the Journal

Production Planning&Control, Taylor&Francis (due fall 2011)

-

Organization of the 2nd M4SM workshop as a special session of

Euromaintenance 2010, EFNMS Conference, Verona, May 2010- Co-operation with the IMS2020 project in organizing the IMS2020 Summer

School, Zurich, May 2010

Information on M4SM workshops and publications is available on the IMS web-site at:

www.ims.org

IJKLM6NOPQO"OL#)

I would like to thank all M4SM partners for their continuous stimulus and contribution

during the 2 years of the initiative duration. A special acknowledgement goes to Dimitris

Kiritsis, Ecolé Federal Politecnique de Lausanne (M4SM vice-chairman), to Domenico

Centrone, Politecnico di Milano (M4SM secretary) and to Benoit Iung (Cran, Nancy) and

Christos Emmanouilidis (Athena research center) for the precious and valuable insights

provided in the development of this white paper.

Marco Garetti, Politecnico di Milano, Italy

(M4SM chairman)

http://www.ims.org/http://www.ims.org/http://www.ims.org/


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m4sm white paper jan 2011

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