Maintenance organization Example of production equipment First, find out what the others already know, and then pick up where they left off. Thomas Alva Edison Organization involves „designing systems to achieve goals and accomplish tasks So there are many possibilities and systems for maintenance and yet most companies do not even work according to DIN 31051. Maintenance requires a high degree of discipline and flexibility. Good organization and standardized procedures make it easier for the maintenance and production to react to malfunctions and failures and to initiate and take the appropriate measures. Due to the consistent maintenance documentation, one is able to localize weak points and permanently eliminate them. Standardized error messages and fault detection ensure „foreseeable“ faults and lead to an analysis to reduce interference. Errors and malfunctions can have a variety of causes; in the case of elimination, consistent documentation and an error catalog with descriptions of the procedure of the personnel in case of machine failure help. There are many different options for a well-functioning maintenance management and we would like to introduce you to a system here. Introduction of a maintenance management for production plants by means of MDE (Machine Data Acquisition) BDE (Operation Data Acquisition) for the cataloging of faults: Many factories do not have automated systems for detecting faults and errors. Often, entries are made by hand into an error list, whereby a subjective component is automatically included in the data. The cataloging of errors and malfunctions changes over time, and the equipment and context of the field of use change as well as the measured data on the basis of which disturbances are cataloged. Therefore, the cataloging must also be constantly updated and adapted to the changed conditions. It can not be understood as a one-time process, but must be constantly maintained. Based on the cataloging of faults / faults, a process is set up in the maintenance department, which leads in 7 cyclical steps to a successive optimization of the machines and plants and a preservation of the values of machines / plants
Phase 1.-Identify, document and catalog faults / faults All faults and faults must be precisely recorded and uniformly documented. Type of error / fault Location and equipment where the error occurs – error rate -Time of appearance and duration of the failure -Time of function recovery – describe solution -Expenditure on personnel, tools, material The detection of errors should be done by MDE. It can also be a manual entry in error reports, but this requires a standardized error description to minimize subjective impressions. The error messages of the MDE must match the displayed fault and give the employee exactly the reason for the failure. A fault must be precisely described in the display of the machine and possibly visualized. A standardized error description can be done as a CIP project.
Phase 2.- Determine the exact effects of errors / errors For the cataloging of errors / disturbances the determination of the effects is enormously important. Disturbance frequency = clock loss = severity -Qualitätsausfälle
-Analyze which causes together cause a disorder The consideration is not only the equipment in which the error occurs alone, but the entire context of an investment to include. Thus, quality failures can lead to increased rework.
Phase 3.- Determine the exact cause of errors and malfunctions The exact analysis of the causes of an error / fault must be carried out by qualified maintenance staff. The main task is to find out in detail what causes the errors / faults. Component Geometry Disruptions – Design Related Problems – Problems due to mechanical problems – Wear – Thermal Disturbances due to electrical / electronic problems – Faults due to program errors Disturbance due to incorrect operation Interference due to external factors (cooling water outside temperatures) The analysis of errors and disturbances requires a qualified approach and a very positive attitude of the maintenance staff. Here standstill means more than just a step back !!!
Phase 4.- Setting a Top Ten of the 10 Most Important Mistakes Define Sequence, Disturbance Frequency x Clock Loss = Severity -Top Ten create error list -The 10 most common disorders should be determined and analyzed together be analyzed together and in what context the disturbances are. In order to use the resources of the maintenance as efficiently as possible it is necessary to make a selection of the most important faults / faults before carrying out further steps. These are the perturbations that have the most negative effects and the highest severity, the product of error frequency and clock loss.
Phase 5.- Define strategies for permanent fault elimination Once the causes of the disturbances have been analyzed and cataloged, a common strategy for the sustainable elimination of disturbances can be developed. The maintenance management coordinates the necessary measures and tasks. Based on the costs associated with a loss of load run time and the number of lost load durations due to the particular failure that was determined in Phase 2, it is possible to determine the ROI of the expenses that will cause the fault clearance. Thus, one can judge whether the measures can be represented from an economic point of view. Examples of measures: Change of system programming Modifying component geometries Modification of tools Change of mechanical components Modification of electrical / electronic components -Training and instruction measures It should always be borne in mind that the implementation of the remedies may result in new additional disruption and thus load life losses.
Phase 6.- Implement the remedial measures – Accurate analyzes, standardized error catalogs and technical and economic assessment are used to implement the specified measures. Experienced maintenance engineers and plant optimisers accompany the process and document the
implementation and the required corrections.
Phase 7.- Verify the success of the measures implemented -The measures for fault elimination are to be verified on the basis of the data from the MDE, whether they achieve the desired success. The disruptions should disappear from the top ten list sustainable. Based on the data and figures analyzed here, maintenance can develop a cost model that differs from the conventional ones positively. As a result of constant development, the maintenance costs are also quite considerable and must therefore be designed in a targeted and economically sensible manner. As a result, many companies have started to reduce their maintenance costs by reducing their funds. This has often led to sub-optimization and the machines / equipment have suffered in their function. With the model presented here, the maintenance can also show improvements to machines / systems. The costs result from the actual clock losses saved by the improvements plus the cost per clock time. The positive costs can then be compared with the maintenance costs. Thus, it can be calculated whether the maintenance work has had a positive or negative impact. So the goal is not only to reduce the maintenance costs, but to maximize the value of a plant and productivity !!!