說(shuō)明分析案例gm

1、1Quality & Industrial PerformanceMAINTENANCE“Going From Reactive to Proactive”This presentation was developed by General Motors Corporation Global Purchasing & Supply Chain and PSA Supplier Development. All rights reserved. No part of this material may be reproduced in any form, or by any method, fo

2、r any purpose, without written permission of General Motors Global Purchasing & Supply Chain or PSA Supplier Development.2MAINTENANCEPURPOSE: Maintain the different equipment of a process in good working conditionsImprove the overall effectiveness of the processContribute to management of risk relat

3、ed to continued activityManagement of the different type of maintenanceManagement of the spare partsSCOPE:Assembly AreaManufacturing OperationsMaintenance AreaAll OperationsRESPONSIBILITY: OwnershipMaintenance ManagerOperations ManagerIntroduction3MAINTENANCEBenefitsMaximizes equipment capability wh

4、ich can lead to reducing stock/buffer levels.Increases equipment availability/uptime helping organization to:Prevent plant disruptionReduced overtime production costs required to make up lost units educe overtime activities (extra hour)Provides a systematic approach for Maintenance ManagementEnhance

5、s operators and maintenances equipment expertise and skills.Improves productivity and manufacturing lead time.Reduced accidents Allows fast recovery after unplanned maintenance due to machine/equipment breaking down through:Spare parts management: critical spare parts availabilityResources managemen

6、t: availability of right resource (skill, devices, people) at right time4Criteria of Requirement1 62 - page 7-123 page 134 page 145 page 15-176 257 page 26Auditor Hints page 27Next RequirementStrategy and Organization, what are we searching for ?MAINTENANCE5PROCESSBuildingsFluidsFork-lift truckTankH

7、andling devices Scope adressedProcess EquipmentsHandling devices / conveyorsFacilities.Strategy and OrganizationMAINTENANCECostsMaintenance plans managementMaintenance standards managementMaintenance costs ManagementSpare Parts ManagementSupportProcessesEquipment EfficiencyNew Equipments Qualificati

8、onUse the EquipmentsDetect warning signalsPreventive MaintenanceAvoid malfunctionsBreakdownCorrective MaintenanceRestart Equip. / treat root causesWorks ManagementTreat different signalsOperationalProcessesLessons learnedSpecific Maintenance processes6Process RoadmapMAINTENANCE7MAINTENANCEProduction

9、MaintenancePartnershipBusinessPlan DeploymentProduction, Maintenance, Quality, Engineering, WFG, Supplier, etc.Execute TasksScheduled, Standardize TasksPLANACTDOCHECKProblem Solve and CountermeasureDid Plan Deliver the Right Results?Checks with established frequencyReview & Update the StandardProduc

10、tionMaintenanceMaintenance Management System8Corrective Maintenance:Maintenance performed after a breakdown detectionPurpose: Ensure the re-start of the equipment as soon as possible (even with degraded solutions)Preventive Maintenance:Maintenance performed according to predefined frequencies or on

11、the basis of predefined criteria (nb of cycles)Purpose: Reduce the probability of breakdowns or the wear of the equipment. Example: Aircraft MaintenanceCondition Based Maintenance (predictive maintenance):Maintenance based on the measurement of key parameters on the equipmentExample: Vibration Analy

12、sis on rotating machines, Fluids analysis, thermography on electrical equipment.MAINTENANCEMaintenance: typesRisk of breakdownPreventive MaintenanceCondition Based MaintenanceCorrective MaintenanceTotalThe entire organization (from management to maintenance, to engineering, to production operators)T

13、eam work!Improved capability of equipmentElimination of waste and reduction of costAchieving equipment availabilityand quality targetsPredictive, Preventive, Corrective, and Reactive maintenanceOptimize the life of equipmentProductiveMaintenance MAINTENANCETotal Productive Maintenance (TPM): Key Pri

14、nciples9TPM : Continuous Improvement of the reliability of the equipment based on the daily involvement of all the operational on the shop floorThe action plans are driven by severe issues (breakdowns)The actions plans are driven by warning signals (symptom)Without TPMWith TPMPerpetualMotion100 mino

15、r downtimes1000 warning signals before malfunctioningAction PlansAction Plans100 minor downtimes1000 warning signals before malfunctioningPerpetualMotion10 breakdowns1 severebreakdown10 breakdowns1 severebreakdownTotal Productive Maintenance (TPM): Key PrinciplesMAINTENANCE10We naturally see breakdo

16、wns very easily. But every breakdown is the result of a hidden cause; the stuff we generally ignore or dont see. We need to understand these hidden causes and be proactive. If we chip away at those hidden causes, we will see fewer breakdowns as a result.TPM activities must focus on the relentless pu

17、rsuit of detecting and correcting all minor machine defects before they e major equipment failures.BREAK DOWNS& LOSSESHidden CausesWear outGaps, Loose FitVibrationDirtContaminationLeaksCorrosionCracks/FlawsImproper TemperatureMinor machine defects are generally unnoticed, but are the cause of almost

18、 all machine failuresMAINTENANCETotal Productive Maintenance (TPM): Key Principles11TPM activities involve the entire organization and requires team work, and team member involvement.TPM can provide many benefits to an organization, but it is most effective when integrated with all other QSB+ Elemen

19、ts.Standardized WorkHealth and SafetyTeam ConceptContinuous Improvement ProcessProblem SolvingBusiness Plan DeploymentVisual ManagementOpen CommunicationAndonWorkplace OrganizationShop Floor ManagementTPMQualityMAINTENANCETotal Productive Maintenance (TPM): Key Principles12MAINTENANCEResources avail

20、ableTPM plans should be incorporated into each facilities Master Business Plans, which could span a multi-year timeframe. Planning will help balance workload, ensure proper support is available for the teams, and to establish a TPM glide path to the targets set by leadership.Organization shall estab

21、lish a proper support in all shifts (night, weekend, overtime etc.) for preventive & corrective maintenance. All necessary skill shall be available for the teams all time (e.g.: Electric, Automation, Mechanic, etc.). This information shall be posted on Flexibility Chart.Workload planning is establis

22、hed & followed. Organization is fully compatible with manufacturing activity (e.g.: site at full capacity with 3 shifts with no sufficient preventive maintenance).13MAINTENANCEProper maintenance facility/equipment shall be available to maintenance team/operator (e.g.: standard toolbox, safety equipm

23、ent PPE, adequate place, etc.)Handling equipment dedicated to maintenance operations (winch, hoist equipment, manlift,). Suitable maintenance facilities & equipment availableMAINTENANCEAn equipment or TPM board contains the information and results being developed throughout the maintenance process.

24、Standardized WorkMaintenance tasksDetailed task instructionsCheck sheets of TPM completionPerformance of the machineQuantification of losses by categoryTrend of losses by category TPM activity indicatorsWork Order tags completedProblems found and fixed by the operator & teamVisual Management and Com

25、munication15MAINTENANCEVisual Management and Communication Visual management of performance and problems are used to communication between the operators, maintenance, line engineers and management.010203040506070CleaningTimeInspectionTimeFailure XTotalLossesNumber ofWork OrdersStep 1Step 216An Maint

26、enance Andon System (for example) could be used to assure the Fast Communication between manufacturing and maintenance areas in case of breakdown.MAINTENANCEThe Maintenance Board supports the Maintenance organization by providing information related to abnormalities with equipment and tools and loca

27、tion where help is requested. The Maintenance Board displays will vary depending on the maintenance deployment strategy implemented. In some cases, extra marquees may be added as necessary to support the effectiveness of the maintenance function. Shown below are examples of departmental maintenance

28、boards. Visual Management and Communication Andon BoardArea or ConveyorStatusEquipment StatusBuffer CountEquipment Uptime(Example)17MAINTENANCEContinuous Improvement Based on Maintenance FeedbackThe organization shall have a continuous improvement process which supports the manufacturing output impr

29、ovement.The continuous improvement could be performed by:Operator: Once TPM is established, Operator Maintenance es self-sustaining and continuously improving.Operators monitor their own work and implement improvementsOperators continuously improve the existing standards to identify new aspects of t

30、he workplace to be managed, and set appropriate standards for them; e.g. raw materials, tools, spare parts, gauges, location of bins and pallets, location of fixtures, etc.Operators continuously improve their standardized work, check sheets, task frequencies and visual controls to remove unnecessary

31、, wasteful, or uneven work.Data is used to drive adjustments and improvements.18MAINTENANCEContinuous Improvement Based on Maintenance Feedback (Continued)Maintenance Team: The maintenance team works to improve the efficiency and cost of the maintenance activities. Maintenance teams gather experienc

32、e with the equipment and begins to identify the components where preventive maintenance should be applied or re-engineered.Existing maintenance standards are reconsidered based on careful observation of the equipment and its deterioration under the existing maintenance standard. Components that are

33、substituted are inspected for signs of wear and the maintenance frequencies are adjusted accordingly. Unnecessary inspections and substitutions should be eliminatedThe tools of continuous improvement are applied to maintenance Standardized Work for periodic repairs how can they be made more efficien

34、t? How can waste be eliminated from maintenance activities? What additional skills and trainings would improve efficiency? (See next Slide)Emphasis is placed on identification and prioritization of process constraints (bottlenecks), by utilizing the Throughput Improvement Process (TIP) (e.g. rolling

35、 Top 5 worst).Apply all improvements to similar equipment in the plant and/or company.Data is used to drive adjustments and improvements.19CorrectionOver ProductionMotionMaterial MovementWaitingInventoryProcessingUnevennessOverburdenPLANACTDOCHECKIdentify and Eliminate WasteProblem Solve and Counter

36、measure The Unexpected(if necessary)Continuous Improvement Maintenance ActivityMAINTENANCE20The main objectives of Reliability and Maintainability are to;Design and improve equipment effectivenessOptimize equipment availabilityImprove/eliminate the operational and maintenance problems with any new g

37、eneration of equipment/machineryEnsure new equipment can be easily maintainedEnsure production requirements are metPurchase equipment with low, predictable failure ratesLower life cycle costs to maintain competitiveness.Collect data/feedback from current equipment to support continuous improvement o

38、f equipment designReliability & MaintainabilityMAINTENANCE21Reliability and maintainability concepts are used in the life cycle phases of manufacturing machinery and equipment to support up-front engineering in the design process.There are many life cycle failure patterns depending on the component

39、(ex. mechanical, electrical, electronic, etc.). One typical failure pattern we see for new machinery and equipment consists of three phases:Premature FailureUseful LifeWear OutUseful LifePremature FailureWear OutFailure RateMachinery LifeReliability & Maintainability Life CycleMAINTENANCE22Suppliers

40、 are a large part of reliability and maintainability and they must support this process with deliverables such as:Bill of Materials at design completion mended spare parts listsTechnical training development & documentationHands on training with appropriate plant personnelRun-off reports (failures a

41、nd corrective actions)Failure Mode Effects AnalysisEquipment preventative maintenance tasking listsBaseline data for predictive technologiesDocumentation such as lubrication charts and repair manualsEffective use of predictive technologies on their equipment.Effective labeling to allow quick decisio

42、n makingEasy access to all controls and readout devicesReliability & Maintainability SuppliersMAINTENANCE23It is vital that all the lessons learned, modifications to equipment design, and equipment performance are well documented and fed back to engineeringIt is engineerings responsibility to unders

43、tand the changes, offer additional suggestions for continuous improvement, and to change the standard for future equipment so that they arrive with the improvements already built in.Throughout the operator and technical maintenance processes; a safe, effective, and optimized maintenance plan is deve

44、loped the plan must then be copied to other similar equipment in the plant or across the company.New equipmentProductionMEReviewLesson Learned DatabaseCentral MENew ProjectExperience during installation and operationStandards & SpecificationsMaintenanceReliability & Maintainability Continuous Improv

45、ementMAINTENANCE24Motor Type Old DesignNew DesignCylindrical roller bearingNo greasing possibilityAverage lifetime 0.5yrReconstruction of shieldInstallation of greasing possibilityUse of SKF Carb. bearing Expected lifetime 1.0yrExamplePLANACTDOCHECKProblem Solve and Countermeasure The Unexpected(if

46、necessary)Reliability & Maintainability Continuous ImprovementMAINTENANCE2526Improvement based MaintenanceIdentify the weak points of the equipment & root cause of breakdownsImplement action plans to improve reliability or maintainabilityC10123456789MAXMINF870oCClearResetEnterj asdwj asdwj asdwj asd

47、wj asdwj asdw1345681010C1529DifficultAccess70oCFilter doesnt last enoughErrors in the CNC after maintenance operations89Material of the gearing not strong enough Excessive wear of the couplingDifficult cleaningMAINTENANCEStandardization and Improvements27MAINTENANCEAuditor hintsDuring the audit, loo

48、k for: Preventive maintenance for safety equipment has to be performed on time without exception.Check that a maintenance system in place to manage all maintenance activity, supported by IT tools like CMMS (computer maintenance management system), Excel.Available resources by technology including ou

49、tsourced experts (flexibility chart).Implementation of resources near the manufacturing activities.Are there free resources to manage the corrective maintenance?Facilities available (areas well defined, conditions, 5S level,.)Management improvement strategy and periodical reviews.Review major brand

50、types of major equipment - ask about process to purchase new machinesA generic plan to improvement of a type of equipment (e.g.: electrical screw drivers).Choose a bottleneck equipment in the workshop, and ask for modifications to improve reliability28Criteria of Requirement1 312 page 323 page 304 3

51、45 page 35-366 page 30Auditor Hints page 37Next RequirementPrev. RequirementActivities planning, what are we searching for ?MAINTENANCECustomerDemandsNominalIndustrialPerformanceManufacturingProgramCustomerNeedsSatisfactionIndustrialPerformanceCheckForecastE-SOP & MPSMaintenance as Contributor29Plan

52、t Overall OrganizationMAINTENANCE30MAINTENANCEThe Preventive Maintenance Planning shall be established by Maintenance Area and supported by Manufacturing Area.The following inputs shall be take into consideration when establishing the Preventive Maintenance Planning:Equipment Classification Risk: co

53、nstraint or bottleneck, safety, unique equipment (without replace), etc.Availability (according to Master Schedule Production Plan)PerformanceTime allocated to maintenanceCorrective Maintenance ResultsStart-up process validation shall be performed after maintenance activity. The results of start-up

54、shall be recorded to ensure traceabilityPreventive Maintenance PlanningList of equipmentWeeksMaintenance operationsPreventive Maintenance Planning(Example)MAINTENANCE31Operation not performedOperation postponedNear miss breakdown. Emergency reparation neededOK, no reparation neededLimit, reparation

55、needed, no emergencyList of equipmentList of maintenance operations to performWeeksDocument allows:To follow up preventive operationsTo identify maintenance plan improvementAlways green= Frequency can be decreasedAlways red= Frequency must be increasedPreventive Maintenance PlanningMAINTENANCE(Examp

56、le)3233MAINTENANCEMaintenance Team and Operators must work together to define the standardized maintenance work that will ensure continued equipment performance and improved level.Equipment components to be preventively inspected are identified. Equipment manufactures and engineering suggestions are

57、 to be considered.Routine inspection, cleaning, lubrication, tightening and minor maintenance tasks are given to the operators. Maintenance assumes responsibility for the remainder.Standardized work is developed for maintenance tasks. Preventive Maintenance Planning Developing StandardsStandardized

58、Work documentation lists maintenance tasks to be performed and provides further detailed information; inspection method, safety equipment required, safety precautions, required tools, required sequence, time, criteria for OK/NOK, and key points to consider.Standardized Work is an effective tool for

59、job instruction training and problem solving, and a basis for continuous improvement activities.TrainingProblem SolvingCIPPost at Equipment or on a TPM BoardMaintenance TasksTaskInstructions(Standardized Work)MAINTENANCEPreventive Maintenance Planning Standard Work3435MAINTENANCEPreventive Maintenan

60、ce Planning Check ListCheck Sheets list the tasks designed to maintain equipment performance and prevent unscheduled downtime. Inspection location #s and points (where?)Inspection method (what are you checking?) Acceptable operating condition (how do you know what is ok?) Corrective action (what hap