Manufacturing Process Reliability Lecture Notes PDF

# 2. Manufacturing Process Reliability - **5.0 Work Management:** 2, 5, 6 - **4.0 Organization and Leadership:** 8 - **3.0 Equipment Reliability:** 3 ,4 - **2.0 Manufacturing Process Reliability:** 7 - **1.0 Business and Management:** 9 *** # CMRP Course Contents | No. | Title | Contents | Pillar NO | |---|---|---|---| | 1 | Introduction | Orientation | - | | 2 | Work Management | 1. Introduction 2. Maintenance 3. Understanding Failure | 5 | | 3 | Equipment Reliability | 1. Introduction 2. Reliability 3. Reliability Distributions 4. Bathtub curve 5. Failure Patterns | 3 | | 4 | Equipment Reliability | 1. Reliability Distributions 2. Reliability Block Diagram (RBD) 3. Metrics | 3 | | 5 | Work Management | 1. Reliability 2. Reliability Centered Maintenance (RCM) 3. Planning & Scheduling | 5 | | 6 | Work Management | 1. Inventory Management 2. M&R Analysis Tools 3. Metrics | 5 | | 7 | Manufacturing Process Reliability | 1. Introduction 2. Lean 3. Operator Driven Reliability (ODR) 4. Total Productive Maintenance (TPM) 5. Workplace Organization: 5 S 6. Case Study 7. Metrics | 2 | | 8 | Organization and Leadership | 1. Introduction 2. Leadership and Organizational Culture 3. Vision, Mission, and Goals 4. Organization Structures 5. The reliability/maintenance leaders 6. Employee Life Cycle 7. People Development 8. Metrics | 4 | | 9 | Business and Management | 1. Introduction 2. KPIs 3. Benchmarking 4. Change Management Theory 5. Metrics 6. Exams | 1 | | 10 | Simulated Exam | (660 Questions) | - | *** # Manufacturing Process Reliability - 1) Introduction - 2) Lean - 3) Operator Driven Reliability (ODR) - 4) Total Productive Maintenance (TPM) - 5) Case Study - 6) Workplace Organization: 5 S - 7) Metrics *** # 1. Introduction - The objective of maintenance and reliability in an organization is to ensure that the assets are available, when needed, in a cost effective manner. - **Asset Integrity** is based on 3 factors: - Inherent reliability → how it was designed - Operating environment → how it will be operated - Maintenance Plan → how it will be maintained # Operators & Operating Conditions - More than 45% of failures are the result of operational errors. - Operators must feel responsible for the assets. - Operators can feel if something is wrong with the proper working of the asset. - Operators should be the first line of defense in watching abnormal conditions. - Operators can eliminate or reduce failures. # Operators NOT involved - There are two primary reasons for this type of work culture: - Division of Operations and Maintenance labor - Historical reward system # Integration - The integral relationship between the maintenance and production/operations departments must be considered. - **Operator-Based Concept** to do so by active operator involvement in the maintenance process. # 3. Operator Driven Reliability (ODR) - ODR uses operators to observe the running condition of their equipment, and to make minor corrections if competent to do so. - ODR is also called Operator-Based Reliability (OBR) or Operator- Based Maintenance (OBM) # Operator-Based - Operator Driven Reliability (ODR) - Operator-Driven Maintenance (ODM) - Operator-Based Reliability (OBR) - Operator-Based Maintenance (OBM) - Theses terms are a bridge to maintenance strategy known as **Total Productive Maintenance (TPM)**. # Total Productive Maintenance (TPM) - TPM is a maintenance strategy that emphasizes operations and maintenance cooperation. - Its goal includes zero defects, zero accidents, zero breakdowns, and an effective workplace design to reduce overall operations and maintenance costs. - **Total Productive Maintenance (TPM)** = **Team-based** asset management strategy - **Total Productive Maintenance (TPM)** = **All** plant employees participated in maintenance - TPM is optimizing the maintenance process by eliminating "Self-induced" failure. - TPM is the foundation and primary tool of **lean** maintenance # 2. Lean Concept - Lean is a toolbox of different process improvement techniques originally coming out of Japan. - The core idea of Lean is to maximize **customer value** while minimizing waste. (5 Principles) - In Lean there are 7 wastes defined, and different tools get applied to **reduce the wastes** and **continuous improvement**. # 5 PRINCIPLES OF LEAN THINKING 1) Identify Customers and Specify Value 2) Identify and Map the Value Stream 3) Create Flow by Eliminating Waste 4) Respond to Customer Pull 5) Pursue Perfection # The 5 Lean Principles 1) Value is what the customer is willing to pay for. 2) All Activities must add value and contribute to the end customer's value. **All activities lead to Value.** 3) The flow should run smoothly without interruptions or delays after removing the wastes from the value stream. 4) Makes what's needed and when we need it. (**Pull**) 5) Continue Lean thinking and continuous process improvement. # Push vs Pull - Production Approximation - Anticipated Usage's - Large Lots & High Inventories - Waste is everywhere - Management by Firefighting - Poor Communication - Production Precision - Actual Consumption - Small Lots & Low Inventories - Waste is reduced - Management by Sight - Improved Communication # "Muda" 7 WASTES OF LEAN - If you find your company is losing money, understanding the 7 Wastes of Lean may help a business get on the path to solving problems. - **Transport** - **Motion or Movement** ✖️ - **Waiting** - **Defects** - **Overproduction** - **Inventory** - **Extra Processing** # Let us introduce you to Tim Woods | | | | | |---|---|---|---| | T **TRANSPORTATION** Moving items or information | I **INVENTORY** Items or information that customer has not received | M **MOTION** Excessive movement within workspace | W **WAITING** Waiting for information or items to arrive | | O **OVERPROCESSING** Doing more work than necessary | O **OVERPRODUCTION** Doing work before it is needed | D **DEFECTS** Mistakes and errors that need to be reworked | S **SKILLS** Not using workers to fullest of abilities | # The 8 Wastes - To remember The 8 Wastes, you can use the acronym "DOWNTIME." | | | | | |---|---|---|---| | D **DEFECTS** Efforts caused by rework, scrap, and incorrect Information. | O **OVERPRODUCTION** Production that is more than needed or before it is needed. | W **WAITING** Wasted time waiting for the next step in a process. | N **NON-UTILIZED TALENT** Underutilizing talents, skills, & knowledge. | | T **TRANSPORTATION** Unnecessary movements of products & materials. | I **INVENTORY** Excess products and materials not being processed. | M **MOTION** Unnecessary movements by people (e.g., walking). | E **EXTRA-PROCESSING** More work or higher quality than is required by the customer. | # The 7 Wastes in Lean 1) **Transportation** - The movement of materials from one location to another, this is a waste as it adds zero value to the product. 2) **Inventory** - Inventory costs you money, every piece of product tied up in raw material, work in progress or finished goods has a cost and until it is actually sold that cost is yours. In addition to the pure cost of your inventory it adds many other costs; inventory feeds many other wastes. 3) **Motion** - Unnecessary motions are those movements of man or machine which are not as small or as easy to achieve as possible, by this I mean bending down to retrieve heavy objects at floor level when they could be fed at waist level to reduce stress and time to retrieve 4) **Waiting** - We tend to spend an enormous amount of time waiting for things in our working lives (and personal lives too), this is an obvious waste. 5) **Over Production** - The most serious of all of the seven wastes; the waste of over production is making too much or too early. This is usually because of working with oversize batches, long lead times, poor supplier relations and a host of other reasons. Overproduction leads to high levels of inventory which makes many of the problems within your organization. 6) **Over Processing** - The waste of Over processing is where we use inappropriate techniques, oversize equipment, working to tolerances that are too tight, perform processes that are not required by the customer and so forth. All of these things cost us time and money. 7) **Defects** - The most obvious of the seven wastes, although not always the easiest to detect before they reach your customers. Quality errors that cause defects invariably cost you far more than you expect. Every defective item requires rework or replacement, it wastes resources and materials, it creates paperwork, it can lead to lost customers. # Verified Certificate - Yasser Shaban has satisfactorily fulfilled the requirements established by ASQ for professional attainment of the **LEAN SPECIALIZED CREDENTIAL** - Date Issued: June 29, 2021 # The Machine That Changed the World - The Story of Lean Production - Toyota's Secret Weapon in the Global Car Wars That Is Revolutionizing World Industry - **THE MACHINE THAT CHANGED THE WORLD** - James P. Womack, Daniel T. Jones, and Daniel Roos # THE TOYOTA WAY FIELDBOOK - A PRACTICAL GUIDE FOR IMPLEMENTING TOYOTA'S 4Ps - Jeffrey K. Liker and David Meier # 4. Total Productive Maintenance (TPM) - TPM is based around the following principles: - Improving asset and equipment effectiveness - Autonomous maintenance by operators - Planned maintenance by maintenance department - Training to improve operation and maintenance skills - Better workplace design including standardization of procedures and cleanliness - **RCM**: 4, 7, 9 - **TPM**: 5, 8, 6 # Autonomous Maintenance = CLAIR - CLAIR is an acronym for: - Clean - Lubricate - Adjust - Inspect - Repair (minor) # TPM = Total Quality Management (TQM) - The similarities between the two programs: - Total commitment to the program by upper level management. - Employees must be empowered to initiate corrective action - A long-term strategy is required as it may take a long time to implement programs and make them a part of the routine, on-going process - Cultural change - new mindsets are required # TPM Pillars - Pillar #1 Autonomous Maintenance - Pillar #2 Focused Improvement - Kaizen - Pillar #3 Planned Maintenance - Pillar #4 Quality Maintenance - Pillar #5 Training and Development - Pillar #6 5S workplace organization - Pillar #7 Office Improvement - Pillar #8 Safety, Health, and Environment # PILLARS OF TPM - **5S Workplace Organisation** - **Autonomous Maintenance** (Jishu Hozen) - **Focused Improvement** (Kobetsu Kaizen) - **Planned Maintenance (PM)** - **Quality Maintenance (QM)** - **Training** - **Office TPM** - **Safety, Health & Environment** # Benefits of TPM - Increased productivity. - Reduced manufacturing cost. - Reduction in customer complaints. - Satisfy the customer's needs - Reduced incidents and environmental concerns. - In addition, TPM creates a positive work culture and environment to: - Build a higher level of confidence among the employees - Keep the work place clean, neat, and attractive - Favorable/positive attitude of the operators and maintainers - Deployment of a new concept in all areas of the organization - Share knowledge and experience # Kaizen = - Small improvement efforts usually done on a small specific area by a cross-discipline team. - Focuses on making **small improvements** in a systematic way. - Can create **large results** is continuously exercised. - Aims to promote: - Zero losses through waste, identifying and correcting problems with flow. - Improve the effective use of assets. - Reduce Manufacturing Costs # Deming Cycle = Shewhart Cycle - PDCA (plan-do-check-act) is a four-step method used in **continuous improvement** of processes. - A fundamental element of Lean Thinking - Is the control process for executing **Kaizen Events**. - **PLAN**: Plan ahead for change Analyze and predict the results - **DO**: Execute the plan, taking small steps in controlled circumstances - **CHECK**: Study the results - **ACT**: Take action to standardize or improve the process # Deming Cycle = Shewhart Cycle - In the **Planning** stage, the problem is recognized and analyzed, and possible solutions formulated. - In the **Doing** stage, the most likely or effective solution is implemented in a test site. - The **Study** or **Check** step is used to **compare results** of the test solution and the original method to see if there are real improvements. - **Acting** involves replacing the old method with the successful solution. - Compare it with 6 sigma concept # What is an A3? # Six Sigma (DFSS) - Six Sigma is a disciplined, statistical-based, data-driven approach and continuous improvement methodology for eliminating defects in a product, process or service that meet customer expectations. - Statistical Tool >>> Quality Control # Theory of Constraints - An improvement method for manufacturing processes by eliminating **bottlenecks**. # TPM - 6 Big Losses - 1. Equipment Failure - Breakdowns - 2. Setup and Adjustments - 3. Minor stoppages - 4. Speed - Slow - 5. Quality - 6. Rework # Overall Equipment Effectiveness (OEE) - OEE is a metric for measuring how well an asset or process is operating. - It evaluates three process factors: availability, performance, and quality. # Total Effective Equipment Performance (TEEP) - TEEP is a measure of an asset's or process's productivity. - TPM=Maintenance & Operation - OEE= Availability \* Performance \* Quality. - TEEP= OEE & Utilization - sch. Tine - U= - Total Time - OEE and TEEP are calculated as: - OEE = Availability \* Performance \* Quality - TEEP = Utilization \* Availability \* Performance \* Quality - TEEP = Utilization \* OEE # Calculating OEE - OEE = Availability \* Performance \* Quality # Example - A given asset, a machining center, experiences the following: - Availability of asset = 88.0% - Asset Performance = 93.0% - Quality it produces = 95.0% - OEE = 88% (Availability) \* 93% (Performance) \* 95% (Quality) = **77.7%** # Calculating TEEP - TEEP = Utilization \* Availability \* Performance \* Quality # Example - Whereas OEE measures effectiveness based on scheduled hours, TEEP measures effectiveness against 24 hours per day, 365 days per year operation. - In the example above, suppose this same asset, the machining center - operates 20 hours a day, 300 days in a year. - OEE of machinating center (calculated above) = 77.7% - Machining Center Utilization = (20 hours \* 300 days) / (24 hour \* 365 days = **68.5%** - TEEP = 68.5% (Utilization) \* 77.7% (OEE) = **53.2%** - Utilization of Assets in a world-class facility should be above **98%**. # FORMULA - **Asset Availability:** - Asset availability (%) = Uptime / (Uptime + Downtime) - **Asset Performance:** - Asset performance - Efficiency in % - = Actual production rate / Designed (best) Production rate - **Quality Losses:** - The good units produced/ The total units. # Overall Equipment Effectiveness Timeline - TEEP = - Scheduled Time - Total Time # Total Available Time - Available to Run - Uptime - Idle Time - Total Downtime - Scheduled Downtime - Unscheduled Downtime # Examples of Idle Time - No Demand - No Feedstock - No Raw Material - Not Scheduled for Production # Examples of Scheduled Downtime - Scheduled Repairs - PM/PdM - Turnarounds - Set-up # Examples of Unscheduled Downtime - Unscheduled Repairs - External Factors # 5. Case Study 1 - Overall Equipment Effectiveness OEE case Study1: - Assume an equipment working one shift per day for 8 hours. - The planned maintenance time per shift is 45 min (0.75 hr:) - Unplanned down time yesterday was 2 hrs. - **Estimate the equipment Availability** - Availability, A = - Uptime - Scheduled Time - Availability = (8 - 0.75 - 2) / 8 = **66%** # Case Study 1 - The previous equipment produce 18 Units and the design production rate is 20. - Estimate the Production Rate - Production Rate = - Actual Production Rate - Best Production Rate - Production Rate = 18 / 20 = **90%** # Case Study 1 - The equipment produces 17 units first pass and 1 of them were rejected. - Estimate the Quality Rate - Quality Rate = - First pass Production - Actual total Production - Quality Rate = 17 / 18 = **94%** # Case Study 1 - U = - Scheduled Time - Total Time - U = 8 / 24 = 0.33% # Case Study 1 - Overall Equipment Effectiveness OEE | Overall Equipment Effectiveness OEE | World Class | Company | 6 Big Losses | |---|---|---|---| | Availability | 90.00% | 66% | Equipment Failure Setup and Adjustment | | Performance | 95.00% | 90% | Minor Stops Reduced Speed | | Quality | 99.90% | 94% | Process Defects Reduced Yield | | OEE | 85% | 56% | | - OEE = Availability \* Performance \* Quality Rate - = 66% \* 90% \* 94% = 56% - To get best practice(world Class) you must first improve Availability # Case Study 2 - A critical machine was selected for TPM Initiation. - Period of analysis = 12 Months - The machining contribution, value added, is $20,000 per shift - The operation is based on **two** shifts per day every shift is eight hours. - Running time per day = 16 hrs - Working days in a month =25 - The planned down time per day 30 min at the end of each day for cleaning and tiding up the work area. - Setup and adjustment time per day 1 =1 hr - Unplanned down time last year 260 hrs - Time to complete one Batch = 5 hrs - Actual output 2 Batches per day - Approx. losses occurred due to rework 2% # Overall Equipment Effectiveness Timeline - TEEP = - Scheduled Time - Total Time # Formula: - Availability = - uptime - scheduled Time - Planned down time - Unplanned down time -Setup time - Scheduled Time - = [(16 - 0.5 - 1) \* 25 \* 12] - 260 - 16 \* 25 \* 12 - = **0.85** # Formula: - Productivity = - No. of Units produced by equipment \* Ideal time to produce one unit - Scheduled Time - Planneddown time - Uplanneddown time -Setup time - = (2 \* 25 \* 12) \* 5 - uptime - = **0.73** - Quality = - Good parts out - Total Produced - = **98%** # Case Study 2 | Calculation | World Class | Company | |---|---|---| | Avaibility | 90% | 85% | | Production Rate | 95% | 73% | | Quality Rate | 99% | 98% | | OEE | 85% | 61% | - **Cost of the TPM loss** - Value per day = **40,000$** - TPM loss = 24% - 40,000 \$ - \* **24%** - X (TPM Loss per day) = **15,737** - \* 300 - TPM Loss per year = **4,721,311 ** # 6. Workplace Organization: 5 S - Five S (5S) is a technique to reduce waste and optimize productivity. | | | |---|---| | S1 | Sort (Seiri) | | S2 | Set in Order (Seiton) | | S3 | Shine (Seiso) | | S4 | Standardize (Seiketsu) | | S5 | Sustain (Shitsuke) | - 5S is one of the first activities In Lean Manufacturing. - 6S= 5S+ Safety # 5S - **Sort -Clear-out** - Removing anything you do not need in the workplace. - Keeping only those things that are necessary. - **Set in order** - Ensures that what is kept is easily located and labeled so that anyone can find it. - **Shine** - Maintain and clean and tidy the workspace and the tools Eliminate the source of contamination. - **Standardize:** - Creating a consistent way of doing things - **Sustain: Continuity** - This is the most difficult S to implement and achieve. - Sustain ensures that those behaviors become a habit and are embedded and maintained. # 5S | Category (Sort, Set In Order, Shine, Standarize, Sustain) | Number of problems | Score | |---|---|---| | S1 -Distinguish between what is needed and what is not needed | | | | Are unneeded equipment, tools, furniture, etc, present in the area? | X | | | Are unneeded Items on walls, bulletin boards, etc? | X | | | Are any Red Tagged items more than 3 days old? | X | | | Are personal belongings properly stored? | X | | | Do safety hazards (water, oil, electrical, chemical, machines) exist? | X | 9| | | | 20| | S2-A place for everything and everything in its place | | | | Are aisle ways and workstations clearly indicated? | X | | | Are jigs, fixtures and tools etc. in their correct places? | X | | | Is all inventory in its correct spot? | | 8| | Is equipment clearly marked? | X | | | Are Items put away after use? | X | 20 | | | | | | S3-Cleaning and organized ways to keep the workplace clean and | | | | Are cleaning materials easily accessable? | X | | | Is equipment kept clean and free of dirt, oil and grease? | X | | | Are floors, walls, stairs and surfacesfree of dirt, oil and grease? | X | 14| | Are lines, labelsand signs clean and unbroken? | | | | Any other cleaning problems (of any kind) present? | | 20| | S4. Standardize workplace | | | | Are segragate and separate waste? | X | | | Are segragate comsumable, tools, oils and spare items in workshop? | | | | Information diplays, signs, color coding & other markings are established | | | | Procedures for maintaining are being displayed | X | 11| | Standarize chicklists, schedules and routines are defined and being used | | | | S5. Sustain workplace | | | | Success storiesare being displayed (i.e. before and after pictures) | | | | Rewards and recognition is part of the 5S system | | | | Regular audits are taking place using checklists and measures | X | 13| | Good movement of air exist through the room | X | | | Trash containers are emptied on a regular basis | X | 20 | # 5S Audit, Gear Machine - **Date:** 27/10/2021 - **Auditor:** CI Team | No. | Evaluation Criteria | Number of deviations found: 9+ 6-8 3-5 1-2 0 | |---|---|---| | 1 | Sorting: Only the required parts and materials are in the work area | X | | 2 | Sorting: Only the required tools and equipment are in the work area | X | | 3 | Sorting: Only the required signs are in the work area | X | | 4 | Sorting: Unnecessary items, parts, materials, etc. are removed from work area | X | | 5 | Set in order: Clearly identify and label all parts and tools | X | | 6 | Set in order: Equipment and tools are clearly marked | X | | 7 | Set in order: Aisles, equipment, and work area are clearly marked | X | | 8 | Shine: All storage points, shelves, and cabinets are clean and free of damage | X | | 9 | Shine: All tools and equipment are clean and free of damage | X | | 10 | Shine: Work surfaces are clean | X | | 11 | Shine: Walls and sections are clean and free of clutter and damage | X | | 12 | Shine: Cleaning tools and waste bins are available and stored in a designated location | X | | 13 | Standardize: All key performance indicators (KPIs) are displayed and updated | X | | 14 | Standardize: Parts, devices, and tools are stored in an organized way and returned to their designated location once they are finished | X | | 15 | Standardize: Maintenance records for tools and equipment are available in a clear location | X | | 16 | Standardize: Waste products (oils and debris) are continuously cleaned and removed from work areas | X | | 17 | Sustain: Is the 5S audit visible to all and is it updated and shared with management? | X | | 18 | Sustain: Do the teams who participate in 5S audits receive recognition? | X | | 19 | Sustain: Is time and resource allocated consistently for 5S activities? | X | | 20 | Sustain: Did the team improve on items that were not identified in the last audit? | X | # Operations and Maintenance work as a team to achieve improved OEE. - A. **True** - B. False # In lean Manufacturing environment which formula most accurately defines profit? - A. (Price-Cost-Waste)/Volume - B. Profit = Price - Cost - C. Profit = (Price-Cost)/Volume - D. Profit = (price-cost) \* volume # Quality is one key component of OEE. - A. **True** - B. False # Which of the following failures, when avoided, is considered a "best practice" for industrial maintenance? - A. Design induced - B. Machine induced - C. **Self-induced** - D. Manufacturer induced # The technique which the Shop floor supply work when they get the work order request when needed. - A. Push - B. **Pull** - C. Feedback - D. management # Source - **Files** - 5S-S-S.pdf - Total productive maintenance str... - The Machine That Changed the W - OEE.pdf - Copy of 5.THE TOYOTA WAY FIEL... - 5S.xlsx ## 7. Metrics - **Pillar 2 - Manufacturing Process Reliability** - 2.1.1 Overall Equipment Effectiveness (OEE) - 2.1.2 Total Effective Equipment Performance (TEEP) - 2.2 Availability - 2.3 Uptime - 2.4 Idle Time - 2.5 Utilization Time # The original equipment manufacturers (OEM) - OEM recommend how equipment should be operated. - OEM also has very little or no knowledge of the operator's skill sets. - OEM require operators and maintainers to do a lot more than what really is needed to preserve the asset's functions.

Manufacturing Process Reliability Lecture Notes PDF

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