A troubleshooting on / in a complex production line can sometimes be tedious. The error lists the manufacturers are not entirely clear, the displayed fault does not fit the image before .So the search for the possibilities of failure in itself very costly and need a lot of time.It is obviously counter-productive and provides a production prior problems.

Maintenance organization – Maintenance Management

Orders a maintenance are writing to capture and „Finish“ to report to the supervisor. Each job in the production must be documented. The work carried out, the necessary measures and the approach are documented in the shift report neatly with name, time and duration of the disruption.

A form / form for order entry of maintenance services must be created / saved ..

Using a maintenance order to get the maintenance the appropriate resources to document all work. The contract will be completed by the employee and signed by the supervisor.
After the completion of an order carried a written feedback to the supervisor of the maintenance of the accomplished work and a ready signal to the production area in question.
The advance confirmations are recorded in the maintenance and evaluated to reports and error descriptions.

Studies in many industrial enterprises have shown that „fault-related repair“ a number of critical points have been identified in the workflow.

As part of the error message / work formulation often occurs a problem that the production staff ambiguous work orders to the maintenance be weiterleitet.Nicht rare releases such as „system failure“, „Fault on investment“ etc. transmitted to the maintenance, which in turn this information can not utilize. Decisive for the quality of the coating formulation is in this case in particular, the skill levels of the production staff.

Create your simple job requirements as a form / template for performance of maintenance.

Another important aspect is that the fault message is partially granted only orally to the maintenance. The danger here is that the message is indeed received, but can be lost due to a general high workload well. Furthermore, it can be observed that in the production, the fault message after completion of an order often can not be traced. As part of the work feedback it can happen that rendered by the maintenance and production personnel services are not fully covered and the feedback too much administrative work is erfordern.Besonders unsatisfactory when heavy maintenance evaluations are carried out, however, omitted necessary consequences or measures .The consistent documentation of maintenance work forms a basis of sustainable maintenance. Work instructions, checklists and descriptions on the error cause and procedure for machine failure to ensure a rapid response and raise the efficiency of production equipment.

With a functioning maintenance is from each invested € 1 in maintenance measures a return of the 3-5 times achieved. The absence of negative machine breakdowns and consequential costs, the money is very well spent.

AMO example of production

First you should find out what the others know everything already, and then pick up where they left off. Thomas Alva Edison

Organization involves „designing systems for achieving goals and completing quests
So there are many ways and systems for maintenance and yet few businesses do not even work according DIN 31051st
Maintenance requires a high degree of discipline and flexibility.
If important machinery and equipment fail in production, it can be hectic sometimes even. So in our German carmakers tapes may quasi never resting.
Good organization and standardized processes facilitate this maintenance and production faults and failures to respond and take appropriate action.
The consistent maintenance documentation is to find able vulnerabilities and permanently eliminate.
Standardized error messages and error dokumentation ensure „predictable“ interferences and lead an analysis the faults.
Errors and disturbances can have various causes, the procedure to remedy should be documented in bug reports. Your employees forget after a few weeks what was the reason the last machine failure. Only with documented maintenance they escape this fate.
There are many different ways for a functioning maintenance management and we would like to present them to a system.
Introduction of a maintenance management for production plants using MDE (machine data acquisition) BDE (operation data acquisition) for cataloging disorders:
In many manufacturing operations no automatic systems for the detection of faults and errors exist. Often made in a list of errors, thereby automatically a subjective component is taken up in the data manually records.
The cataloging of errors and disturbances varies with the time and the equipment and the context of the application area to change as well as the measured data are cataloged on the basis of interference. Therefore cataloging needs to be updated constantly and the changed conditions are adjusted. It can not be construed as a one-time process but must be constantly maintained.
Based on the cataloging of faults / defects, a process is set up in the maintenance, leading to 7 cyclic steps in a gradual optimization of machinery and equipment and a preservation of the values of machinery / equipment

identifying, documenting and cataloging phase 1 error / interference
All errors and disorders should be monitored closely and uniformly documented. The procedure for troubleshooting and detailed description of possible causes provide training and facilitate the work of maintenance.

Note they fault the circumstances such as Operating personnel change engine load
-Art Of failure / malfunction
-site And equipment where the fault occurs-effects and damage patterns
-Time Of occurrence and duration of the outage
-Time documenting the restoration of function-procedure
-Expenses To personnel, tools and materials
The detection of faults should be made by MDE .It may also be a manual entry in error reports, however, requires to keep a standardized description of the fault to subjective impressions as low as possible.
The error messages of the PDC must match the fault displayed and give the employee exact information about the reason of the failure.
A standardized description of the error can occur as a CIP project.

Phase 2.- Determining the exact impact of errors / faults
For the cataloging of errors / faults is to determine the effects of enormous importance.
-number of errors X stroke = Loss Severity
-Quality faults
together cause -Analyse what causes a disturbance

-What Happens when a fault
-In Consideration not only the equipment to which the error occurs alone, but the entire context of a system shall be fitted.

So quality failures can lead to increased rework.

Phase 3.- Determining the exact cause of errors and disturbances
The exact analysis of the causes of an error / fault must be performed by qualified maintenance personnel. The main task is to find out in detail what caused the errors / faults.

If it is random noise or systematic errors.
Interferences by component geometry – Design related problems
Interferences by mechanical problems
Interferences by electrical problems
Interferences by bug
-Disturbance By misuse
-Disturbance By external factors (cooling water outside temperatures)
The analysis of errors and malfunctions requires a qualified approach and a very positive attitude of the maintenance staff. Here, a stop more than a step backwards !!!

Phase 4.- establishing a Top Ten of the 10 most significant error
Set , disturbance frequency x stroke = Loss Severity
Create -Top Ten error list and work on a standard error catalog
-There Are the 10 most common faults are determined and the faults are analyzed together exactly in what context are.
In the startup phase of a machine / system, a detection system as MDE identified a number of errors (often a hundred or more) per layer. To utilize the resources of the service as efficiently as possible, it is necessary before carrying out further steps to make a selection of the most significant errors / faults.
These are the faults showing the negative effects and have the greatest severity, the product of error frequency and clock loss.
After analyzing the 10 most important disorders work koordiniert.Parallel be maintenance management mistakes and faults as well as the procedure for removal must be documented werden.Jeder Displaying error / fault must match the actual event and must be clearly visualized.

Define Phase 5.- strategies for permanent reduce of errors and faults
Once the causes of the disturbances are analyzed and cataloged, a common strategy be developed for sustainable elimination of faults.
The maintenance is coordinating the necessary measures and tasks.
Based on the costs associated with a load duration loss and the number of lost load runtime by the respective disorder was determined in Phase 2, it is possible to determine the ROI of the expenses that caused the fault elimination. Thus, one can assess whether it is possible, the measures represent economically.
Examples of measures:
-Change The system programming
-Verändern Of component geometries
-Change Of tools
Alteration of mechanical components
-Change Of electrical components
-Training And training measures
It should always be borne in mind that may result in additional interference and thus load delay due to the implementation of corrective actions.

Phase 6.- Implementing measures to reduce the faults and errors
-By Accurate analysis, standardized error catalogs and on the basis of technical and economic assessment of the specified measures are implemented.
Experienced maintenance staff and system optimizer accompany the process and document the implementation.

Phase 7.- verify success of the implemented measures
-The Anti-error measures are to be verified on the basis of data from the MDE if they achieve the desired success. The disturbances should be made the Top Ten list sustainably reduce to zero.The phases may overlap and are entangled in time.

Based on the data analyzed here and pay the maintenance, a cost model develop that differs from the conventional positive.
Many manufacturing companies expect maintenance costs evenly across all production areas from a simple determination and allocation of costs to have.
Although this makes for a simple presentation but is not very transparent and ensures high overheads in the company. A steady development and maintenance costs are a perfectly respectable size, and must therefore be specifically designed and economically rational.
From the sequence out many enterprises have begun to achieve a reduction of maintenance costs by reduction of funds.
This has often led to the sub-optimization and the machinery / equipment have suffered in their function.
With the model presented here, the maintenance can improvements to machinery / equipment cost requirements shown. The costs arising out of the actual clock losses, which are saved by the improvements plus the cost per cycle time.
The positive charges may then be provided to the maintenance costs compared to.
So can be calculated if the repairs have been positive or negative.
So the goal is not to reduce only the maintenance costs but to maximize the value of investments and productivity