Presentation Outline Aim & overview of research Maintenance - PDF document

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Critical Study of Essential Elements linked with the Maintenance Performance Measurement and Management adoption of Condition-Based Maintenance David Baglee Erkki Jantunen University of Sunderland UK VTT Finland Coimbra, 4 th – 5 th September, 2014 Presentation Outline • Aim & overview of research Maintenance Performance Measurement and Management • Key findings • Next stages • Whats new on the horizon for maintenance management? 1

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Where are we? Maintenance Performance Measurement and Management Coimbra, 4 th – 5 th September, 2014 Who are we? • Medium sized University Maintenance Performance Measurement and Management • 17.000 students • 1500 staff • Four Faculties • Campus in London • Strong reputation in Advanced Manufacturing • Strong links with industry 2

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Background to Research • UK government report in 2013 suggested Maintenance Performance Measurement and Management Auto ‐ supply chain in UK suffer from high levels of equipment failure o Lack of evidence to support o General statement (broad brush) o Size of supply chain? o 12% increase a year in numbers produced from 2009 • Small scale research project at Sunderland (Nissan suppliers) Coimbra, 4 th – 5 th September, 2014 Background to Research cont’d • “Quick and dirty” results showed OEE 54% Maintenance Performance Measurement and Management o 25 suppliers in different Tier. • Discussions with different industries • Discussions with colleagues in Europe Spain Italy Finland 3

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Pan-European Approach • From a range of industries including auto, aerospace, process, marine and paper, Maintenance Performance Measurement and Management collected & analysed data on different maintenance practices (SME) o Discussions o Scattered studies o Expert opinions o literature • Do you need to move to an ‘improved’ maintenance strategy i.e. CBM HOW? Coimbra, 4 th – 5 th September, 2014 CBM o Look o Listen Maintenance Performance Measurement and Management o Smell o taste 4

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Benefits of CBM • early detection of impending machinery Maintenance Performance Measurement and Management failure to help lower the risk of unscheduled downtime • scheduling and utilisation of maintenance resources is more efficient • reduced likelihood of ‘maintenance induced’ failures • etc etc Coimbra, 4 th – 5 th September, 2014 Implement CBM • Important to use an appropriate method for Maintenance Performance Measurement and Management modelling deterioration, the different conditions and their effects, and the optimal selection and scheduling of inspections and preventive maintenance actions. • Failure characteristics often grouped into a number of categories 5

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Bathtub Curves Maintenance Performance Measurement and Management Coimbra, 4 th – 5 th September, 2014 Which to monitor? • Infant mortality, useful life, rapid wear out Maintenance Performance Measurement and Management • Rapid wear out after long useful life • Gradual wear out after long useful life 6

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Results Industry Country Infant mortality, Rapid wear out Gradual wear useful life, rapid after long useful out after long wear out life useful life Maintenance Performance Measurement and Management Aerospace UK 10% 10% 70% Chemical industry Finland 10% 10% 70% Process industry France 30% 30% 30% Mechanical components Spain 10% 30% 50% Auto UK 10% 21% 22% Process industry UK 60% 15% 10% Rail Spain 15% 60% 5% Process industry Russia 10% 20% 50% Mining industry Canada 30% 20% 30% Coimbra, 4 th – 5 th September, 2014 Review of Data • Expected and ‘unexpected’ differences Maintenance Performance Measurement and Management • Majority state “gradual wear out after long useful life” • Process industry UK / Sweden o High infant mortality, useful life, rapid wear out • Rail industry Spain: o Rapid wear out after long useful life • Process Industry France: o 30% all three 7

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Time to reflect Maintenance Performance Measurement and Management Coimbra, 4 th – 5 th September, 2014 Meaning ‘behind’ the data • Wide range of variations in results Maintenance Performance Measurement and Management • Lack of ‘credible’ data • Often unknown, why, how, when • Lack of Historical data • Improper use of equipment • Bathtub curve used as a simple method • Complicated the data collection process 8

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Conclusion • Data from study is ‘generally’ unreliable Maintenance Performance Measurement and Management • Although ‐ expected differences and similarities do exist • Big difference between countries in same sector • Need a new approach to data collection and analyses • CBM could be ‘appropriate’ if the above are addressed Coimbra, 4 th – 5 th September, 2014 Companies Response Maintenance Performance Measurement and Management Not this bad - Blame w as passed around 9

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 What’s next? • Start again ‐ Maintenance Performance Measurement and Management o Interview again with a different set of metrics o Widen the range of companies and staff o Different experts from more companies • To achieve ‐ o Accurate and up to date data o Historical trends o To understand the how, why and when o To help develop a new approach to maintenance Coimbra, 4 th – 5 th September, 2014 A new approach? • What is new in maintenance? Maintenance Performance Measurement and Management • 1900 ‐ 1945: Basic and routine maintenance, reactive maintenance, only repair when broke • 1945 ‐ 1980: Planned preventive maintenance, Time based approach. Total Productive Maintenance (TPM), team based approach to maintenance, examines “culture and people” not systems • 1980 ‐ Present: Condition monitoring (CM), hazard studies, failure modes and effect analysis. Reliability centred maintenance (RCM) Computer aided maintenance management. Multi ‐ skilled workforce. Emphasis on equipment reliability and availability • Present ‐ ?: Self Maintenance systems... 10

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 What is the next ‘Big Bang’ maintenance strategy Maintenance Performance Measurement and Management • Artificial Intelligence (thinking / smart machines) • Augmented Reality • New technologies • Data collection and analyses • Add cost factor to OEE • Awareness programmes • ?????? Coimbra, 4 th – 5 th September, 2014 Smart system? Maintenance Performance Measurement and Management 11

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Smart systems Maintenance Performance Measurement and Management Coimbra, 4 th – 5 th September, 2014 Smart systems Sensors monitoring health Maintenance Performance Measurement and Management Identify and report problems Root cause Future Health Plan production etc 12

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Smart systems Maintenance Performance Measurement and Management Coimbra, 4 th – 5 th September, 2014 Augmented Reality? Maintenance Performance Measurement and Management 13

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Maintenance Performance Measurement and Management Coimbra, 4 th – 5 th September, 2014 Conclusion • Nothing new in maintenance since 1980s? Maintenance Performance Measurement and Management • Do we need a new approach to maintenance using technology i.e. AR • More needed on the ‘importance of maintenance’ • Research into new technologies to support existing systems 14

29 ‐ 09 ‐ 2014 Coimbra, 4 th – 5 th September, 2014 Maintenance Performance Measurement and Management Thank you for your attention 15