Equipment Reliability Training Series PPT.pdf

Equipment Reliability Training Series Level 2

1. 1
Level 2
Equipment Reliability
Training Series

2. 2
EQUIPMENT RELIABILITY TRAINING SERIES
Awareness
•Importance of high levels of equipment performance
•How to measure equipment uptime/downtime
•Key reliability tools and how to apply to improving equipment performance
Novice
Practitioner
•How to set up business driven equipment performance goals
•How to link performance goals to improvements in loss categories
•Tools & methods to reduce losses (including maintenance strategies)
•Development and achievement of reliability requirements in Design
Practitioner
•A series of 4hr to 8hr training modules on
selected reliability tools & methods
Reliability Application Engineer
•Local process understanding
•Quantifies and reduces equipment losses
•Applies reliability tools/methods
ReliabilityConsultant
Level 4
Level 5
Level 3
Level 2
Level 1
•Provides high
level reliability &
methods skills

3. 3
Equipment Reliability Training Series
Learning Objectives
Level 2: (4 hrs)-at the completion of this training
level, the person should be able to do the following:
1. Describe how high level performance goals (OEE) can be translated into Equipment
“Loss Categories” and allocated within the manufacturing system
2. Explain how the allocated “loss” goals can be assessed using prediction techniques
3. Describe how “Loss” goals can be used for specific equipment performance
improvement projects
4. Describe at a conceptual level the key elements of “Design for Reliability”
including the following:
•Performance based Requirements
•Reliability Block Diagram
•Allocation
•Prediction
•Reliability Gap Closure Processes (FMEA)
•Reliability Based Specifications
•Design for RAM Best Practices
5. Develop a simple performance-based Reliability Requirement & Specification
6. Describe how reliability considerations are included in the Project Process

4. 4
Equipment Reliability Training Series
Learning Objectives (Continued)
7. Describe the importance of incorporating condition-based monitoring (diagnostic/
predictive technologies into equipment in the design
8. Describe how the Purchasing Function can affect equipment reliability and the
important elements for a Purchase for Reliability Program
9. Describe how a performance based equipment acceptance test and warranty should be
developed prior to issuing a Request for Quote or Purchase Order
10. Define and give examples of the different types of maintenance (reactive, preventive,
predictive and proactive)
11. Describe when Reactive Maintenance is effective
12. Describe when Preventive Maintenance is effective and how to optimize
13. Describe when Predictive Maintenance should be used and its advantages
14. Describe the key elements and the value of using a data collection and analysis process
15. Describe root cause analysis (RCA) and the value offered by RCA formal processes
16. Describe the purpose, key elements and value of Reliability-centered Maintenance (RCM)
17. List and describe key diagnostic technologies used in predictive maintenance
(condition-based monitoring) and give examples of their use.

5. 5
EQUIPMENT DOWNTIME LOSS ALLOCATION PROCESS
Equipment Downtime
Logs
Loss Groups
•Set ups
•Equipment Breakdown
•No Material, Etc.
OEE/TEEP
Categories
•Planned
•Operational
•Speed
•Quality
•Good Product
OEE / TEEP Value
HISTORY GOALS
Component Downtime
Expectations
Loss Groups
•Set ups
•Equipment Breakdown
•No Material, Etc.
OEE/TEEP
Categories
•Planned
•Operational
•Speed
•Quality
•Good Product
OEE / TEEP Value
Improvement
Teams

6. 6
T.O.B.Y. ICE CREAM FACTORY
AGENDA
Tab 1. Problem Statement --Setting the Tone
Tab 2. OEE & TEEP Review
Tab 3. Current Factory Loss Accounting
Setting Goals for “Enhanced” Factory
Tab 4. Existing Equipment Reliability
Tab 5. New Equipment Reliability

7. 7
Tab 1. Problem Statement --Setting the Tone

8. 8
PROBLEM
The T.O.B.Y. ice cream factory prides itself on producing only the finest all natural ice
cream.
Despite competition, demand for T.O.B.Y. ice cream is increasing worldwide. Sales are
expected to increase 60% over the next three years. This volume growth is based upon
substantially lowering our unit manufacturing costs and further differentiation of our
product in the market.
Only limited capital is available to increase output. Consequently management wants
improvement in the existing factory before any new capacity is installed. Additionally, to
stay competitive, management wants us to be the low cost producer of ice cream through an
increase in plant productivity.
To further differentiate our product, marketing has submitted a request to produce ice
cream with up to three (3) Additional Features (chunks of nuts, fruits and chocolate pieces).
Currently only small batches of ice cream with one (1) Additional Feature are produced on
an offline system.
T.O.B.Y. ICE CREAM FACTORY
PROBLEM STATEMENT

9. 9
OPPORTUNITY STRATEGY
Utilize the “Hidden Factory”
•5M’s
•Productivity
Improvements
•ADD FEATURES --New Capital
Equipment Integration into
Existing Factory
T.O.B.Y. ICE CREAM FACTORY
PROBLEM STATEMENT
VOLUME 60%
UMC
NEW CAPACITY
Product Differentiation
“Design for Reliability” Process

10. 10
T.O.B.Y. ICE CREAM FACTORY
Functional Block Diagram of Current Factory
Milk/Cream
Storage
Pump Blender Pump
Freezer &
Buffer
Frozen
Slurry Pump
Ingredient
Metering
"MAKE" ICE
CREAM
Ingredients &
Flavoring
(sugar, eggs, flavor)
PACKAGE ICE
CREAM
Palletizer
Spiral Freezing
Conveyor
Bundler Capper
Pint Container
Filler
Poly
Wrap
Lids
Empty
Containers
LEGEND
Automatic
Operation
Material & Manual
Operation

11. 11
Tab 2. OEE & TEEP Review

12. 12
Planned
Losses
Operational
Losses
Speed
Losses
Quality
Losses
A
B
C
D
E
(Total Time)
(Scheduled Time)
(Uptime)
OEE (Overall Equipment Effectiveness)= E/B TEEP (Total Effective EquipmentPerformance)= E/A
Equipment / Process Effectiveness Measures
•Weekends/Holidays
•Shifts Not Worked
•No Schedule
•Breaks/Lunches
•Meetings/Tours
•Training
•General Cleaning
•PM’s
•Capital Improvement
•Development
•Set-ups/Change-Overs
•Insufficient Personnel
•Insufficient Material
•Equipment Breakdown
•Jams and Minor Stoppages
•Support System Failures
•Reduction From
Expected Speed
•Product that is not released
because it did not meet customer
Specifiications.
Includes the following:
-Held Product
-Defects/Waste/Scrap
-Machine Rejects
-Quality Samples
-Rework
•Product that meets customer
specification (fit to be sold )
Good
Production

13. 13
T.O.B.Y ICE CREAM FACTORY
OEE & TEEP REVIEW
•OEE is a measure of how well a manufacturing system
performs against its intended schedule
•TEEP is a measure of how well a manufacturing
system
performs against total time
•OEE & TEEP are manufacturing measures & should be
owned and driven by the manufacturing organization
VALUE OF OEE and TEEP
•Identify machine time that is lost as a result of failures
in the manufacturing process
•Understand the current level of performance

14. 14
Tab 3. Factory Loss Accounting
Setting Goals for “Enhanced” Factory

15. 15
Factory Loss Accounting
Performance Expectations
1. Use equipment downtime losses to determine OEE/TEEP
2. Use OEE & TEEP to understand how well equipment performs over time
3. Set equipment performance goals.
4. Apportion high level equipment performance goals to equipment loss
categories, then allocate losses to specific pieces of equipment.
5. Use downtime histories to assess ability to meet allocated goals.

16. 16
T.O.B.Y ICE CREAM FACTORY
Factory Loss Accounting
•Establish Baseline OEE & TEEP
•Increase Volume by 60%
•Determine OEE goal
•Identify/Understand Losses for the Current Factory
•Set Goals for Improvement in the “Enhanced” Factory
(Note: “Enhanced” factory is existing factory with OEE improvements and the
additional ADD FEATURES hardware integrated into the system)

17. 17
T.O.B.Y ICE CREAM FACTORY
Establish Baseline OEE & TEEP
PERFORMANCE DATA on CURRENT FACTORY :
Total Time Interval 7 days (168 hours)
Scheduled Production Time 5 days, 3 shifts (120 hours)
Good Production 60 hours ( 36,000 pints of ice cream)
On the chart on the next page determine the following:
1. What are hours for Operational, Speed and Quality Losses?
2. How many Planned Losses are there?
3. Calculate OEE
4. Calculate TEEP

18. 18
Current Factory
CALCULATE
OEE =
TEEP =
Total Time ___ hours
Scheduled Time ___ hours
__ hours __ hours __ hours
Uptime
T.O.B.Y ICE CREAM FACTORY
Establish Baseline OEE & TEEP
Planned
Losses
Operational
Losses
Speed
Losses
Quality
Losses
Good
Production

19. 19
Current Factory
OEE = = =.50
TEEP= = = .36
GOOD PRODUCTION
SCHEDULED TIME
GOOD PRODUCTION
TOTAL TIME
60
120
60
168
Total Time 168 hours
Scheduled Time 120 hours
48 hours 60 hours 60 hours
Uptime
T.O.B.Y ICE CREAM FACTORY
Establish Baseline OEE & TEEP
Planned
Losses
Operational
Losses
Quality
Losses
Good Production
Speed
Losses

20. 20
GOAL OF FACTORY --Increase Output Volume by 60%
CURRENT OUTPUT --60 GOOD PRODUCTION Hours/Week
Question:
How many additional GOOD PRODUCTION HOURS necessary for a 60%
volume increase?
Answer :
T.O.B.Y ICE CREAM FACTORY
Increase Volume by 60%

21. 21
Answer :
T.O.B.Y ICE CREAM FACTORY
Increase Volume by 60%
Additional hours needed per week:
.60 x 60 GOOD PRODUCTION Hours = 36 hours
Consequently, GOOD PRODUCTION hours needed per week are
60 + 36 = 96 hours
GOAL OF FACTORY --Increase Output Volume by 60%
CURRENT OUTPUT --60 GOOD PRODUCTION Hours/Week
Question:
How many additional GOOD PRODUCTION HOURSnecessary for 60% output
increase?

22. 22
48 hours 60 hours 60 hours
? hours 60 hrs + 36 hrs increase = 96 hours
CURRENT FACTORY
“ENHANCED” FACTORY
T.O.B.Y ICE CREAM FACTORY
Increase Volume by 60%
108 LOSS HOURS
Planned
Losses
Operational
Losses
Quality
Losses
Good Production
Speed
Losses
Planned
Losses
Operational
Losses
Quality
Losses
Good Production
Speed
Losses
? hours
? LOSS HOURS

23. 23
Goal of Factory is 96 Good Production Hours/week
Business Case can justify an increase to 80-85% OEE
Question: At an OEE of 80 or 85% calculate the following:
1. How many LOSS Hours (Operational, Speed & Quality) are allowed per week?
2. How many PLANNED LOSS hours remain?
T.O.B.Y ICE CREAM FACTORY
Determine OEE Goal
Given that:
OEE = GOOD PRODUCTION Hours
SCHEDULED TIME
(Operational, Speed & Quality) LOSS HOURS = SCHEDULED TIME-GOOD PRODUCTION
PLANNED LOSSES = TOTAL TIME -SCHEDULED TIME

24. 24
Goal of Factory --96 hours Good Production /week
OEE at 80 & 85 %
T.O.B.Y ICE CREAM FACTORY
Determine OEE Goal
At 80% OEE
OEE = GOOD PRODUCTION Hours
SCHEDULED TIME
.8 = 96 hours/SCHEDULED TIME
Then, SCHEDULED TIME = 120 hours
At 85% OEE
LOSS HOURS = 120 -96 = 24 hours
(Operational, Speed & Quality)
PLANNED LOSS HOURS = 168 -120 = 48 hours
OEE = GOOD PRODUCTION Hours
SCHEDULED TIME
.85 = 96 hours/SCHEDULED TIME
Then, SCHEDULED TIME = 113 hours
LOSS HOURS = 113 -96 = 17 hours
(Operational, Speed & Quality)
PLANNED LOSS HOURS = 168 -113 = 55 hours

25. 25
CURRENT FACTORY (OEE = 50%)
“ENHANCED” FACTORY (OEE = 80%)
T.O.B.Y ICE CREAM FACTORY
Determine OEE Goal --SUMMARY
96 hours24 hours
48 hours
48 hours 60 hours 60 hours
Planned
Losses
Operational
Losses
Quality
Losses
Good Production
Speed
Losses
Planned
Losses
Operational
Losses
Good Production
Speed
Losses
Quality
Losses

26. 26
54* Hours 0* Hours 6* Hours
* Losses based on known history data
Changeovers 18*hours
Equipment Breakdowns 13*hours
Material 7*hours
Labor/Procedural 11*hours
Other 5 *hours
(91% * Yield)
(see next page for clarification of
Quality Losses)
T.O.B.Y ICE CREAM FACTORY
Understand/Identify Losses for the Current Factory
Speed
60 hours
48 hours 60 hours 60 hours
Planned
Losses
Operational
Losses
Quality Good ProductionSpeed
Operational QualitySpeed

27. 27
T.O.B.Y ICE CREAM FACTORY
Understand/Identify Losses for the Current Factory
CLARIFICATION OF QUALITY LOSSES:
Given:
91% Yield
60 hours Good Production
120 hours Scheduled Time
54 hours Operational Losses
Calculate Quality Losses in hours:
Method 1: 60 Good Production hours is 91% of what Uptime?
(assumes no Speed Losses)
Good Production = Yield * Uptime hours
60 hours = .91 * Uptime hours
then, Uptime hours = 60 / .91 = 66 hours
then, Quality Losses = Uptime -Good Production
= 66 -60
= 6 hours
Method 2:
Quality Losses = (1 -Yield) * (Scheduled Time -Operational Losses)
= (.09) (120 -54)
= .09 * 66
= 6 hours

28. 28
T.O.B.Y ICE CREAM FACTORY
Set Goals for Improvement in the “Enhanced” Factory
Speed
60 hours
48 hours 60 hours 60 hours
Planned
Losses
Good Production
Operational QualitySpeed
CURRENT
FACTORY
OEE = 50%
ENHANCED
FACTORY
OEE = 80%
Speed
Operational QualitySpeed
24 hours
? hours ? hours0 hrs

29. 29
Quality
Losses
6 hours
Quality
Losses
2 hrs
CURRENT FACTORY
@ OEE = 50%
ENHANCED FACTORY
@ OEE = 80%
1. Improvement in quality of incoming materials
2. Better understanding of process
3. Six Sigma improvements
4. Voice of the Customer Specifications not arbitrary specs
5. Additional capital to improve process
91 % Yield
98 % Yield
T.O.B.Y ICE CREAM FACTORY
Set goals for improvement in the “Enhanced” factory
QUALITY IMPROVEMENT
Where,
Q loss= (1-Yield) *Uptime

30. 30
CURRENT FACTORY
@ OEE = 50%
ENHANCED FACTORY
@ OEE = 80%
T.O.B.Y ICE CREAM FACTORY
Set Goals for Improvement in the “Enhanced” Factory
Operational Improvement
Changeovers 18 hours 10* hrs
Equipment Breakdown 13 hours 8* hrs
Material 7 hours 1* hrs
Labor/Procedural 10 hours 1* hrs
Other 6 hours 2* hrs
*Teams assigned to each loss category
*Pareto analysis of causes of losses within a category
RCA the Pareto’d items
*Up to 10x improvement plans over 3 year time span
Operational
Losses
Operational
Losses
54 hours 22* hrs

31. 31
T.O.B.Y ICE CREAM FACTORY
Goals for Improvement --Summary Slide
Speed
60 hours
48 hours 60 hours 60 hours
Planned
Losses
Good Production
Operational QualitySpeed
CURRENT
FACTORY
OEE = 50%
ENHANCED
FACTORY
OEE = 80%
Speed
Operational QualitySpeed
24 hours
22 hours 2 hours0 hrs
54 hours 6 hours0 hrs

32. 32
Tab 4. Existing Equipment Reliability

33. 33
1. Use Reliability Improvement Methods to understand and eliminate losses
2.. Use the appropriate maintenance strategy to balance costs with reliability
requirements.
3. Replace reactive maintenance with Predictive Maintenance
4. Reduce and Optimize Existing PM’s
5. Apply the 4 Reliability-based Maintenance Core Competencies to eliminate
equipment failures in cost effective ways
Performance Expectations
Existing Equipment

34. 34
T.O.B.Y. ICE CREAM FACTORY
Existing Equipment
Goal: Meet Cost and Equipment Performance Improvements
Requirements to Achieve an 60% Increase in Volume
•Use existing equipment
–Consider 5M’s
•Reduce costs
–Optimize maintenanceEquipment Performance
MethodsMaterials Machines Measures Manpower
Reliability Maintainability
— Develop
— Design
— Purchase
— Fabricate
— Install
— Operate
— Maintain
— Store
(How well
equipment performs)
The “Rights
of Reliability:

35. 35
T.O.B.Y. ICE CREAM FACTORY
Class Exercise:
•Teams assigned to each category of loss
Quality Losses 2 hrs.
Operational Losses History Goal
Changeovers
Equipment Breakdown
Material (wrong or no supplies)
Labor/Procedural
Other
18 hrs.
13 hrs.
7 hrs.
10 hrs.
6 hrs.
54 hrs.
10 hrs.
8 hrs.
1 hrs.
1 hrs.
2 hrs.
22 hrs.TOTAL
6 hrs.

36. 36
MAINTAIN FOR RELIABILITY
T.O.B.Y. Ice Cream Factory
Maintenance Cost Benchmarks:
Maintenance Cost/Equipment Replacement Value (ERV)
World Class
< 2.0%
T.O.B.Y. Plant
3.1%
28% < 10%Reactive Maintenance
(as a % to Total Maintenance Cost)

37. 37
MAINTAIN FOR RELIABILITY
•Consider:
Maintenance
Drive
Maintenance
Equipment Reliability
Maintenance Costs
Drive
•How do we determine our Maintenance Strategies so that tasks are:
•Effective in Reducing Failures
•Cost Efficient
Strategies
Tasks

38. 38
MAINTAIN FOR RELIABILITY
Maintenance Strategies
Reactive Maintenance:
Run to failure; equipment breakdown
Preventive Maintenance:
Interval based
Predictive Maintenance:
Condition based
Proactive Maintenance:
Elimination of failure using data analysis/
root cause analysis techniques

39. 39
MAINTAIN FOR RELIABILITY
Reactive Maintenance
Strategies

40. 40
MAINTAIN FOR RELIABILITY
Reactive Maintenance Strategies
Reactive maintenance is a consideration if the failure has:
Minimum cost impact
Minimum capacity impact
Minimum nuisance impact
Zero safety impact
and when preventive or predictive maintenance are not
cost effective
World Class < 10% reactive maintenance

41. 41
MAINTAIN FOR RELIABILITY
Preventive Maintenance
Strategies

42. 42
Minimum wear zone
OPERATING AGE
WEAR-OUT CURVE
WEAR
Preventive
Maintenance
Failure
point
Rapid
wear
zone

43. 430
50
100
150
200
250
300
350
1 3 5 7 9 11131517192123252729
Bearing Life
Running Time >
Bearing Number
Source: Bearing Manufacturer
The RCM Group, Inc.

44. 44
MAINTAIN FOR RELIABILITY
Preventative Maintenance Strategies
Value Added Preventive Maintenance (PM) Tasks
Based on specific reasons:
-regulatory requirements
-instrument calibration (ISO 9000)
Based on history data confirming wear-out pattern
Based on a formal review process that considers risk (probability
and consequences of failures);
-Root Cause Analysis (RCA) -historical failures
-Reliability Centered Maintenance (RCM) -potential failures

45. 45
MAINTAIN FOR RELIABILITY
Preventive Maintenance Improvement Opportunities
In most companies, not all current PM tasks are value added
Opportunity:
eliminating tasks where possible (based on data)
replace with predictive maintenance, where practical
lengthen time interval between PM's and shorten duration of
PM task
Shorten
Machine Up
Machine Down
for PM
Time
Less Frequent

46. 46
MAINTAIN FOR RELIABILITY
OPTIMIZING EXISTING PM’S
GOAL: Reduce the cost and maximum value of PM’s
1. Establish Cross Function PM Evaluation Team
(involve operations in equipment performance
expectations / build ownership
2. List current PM’s
by equipment / section
by trade
time requirements
3. Evaluate PM
Why is it necessary?
•regulatory (OSHA, EPA, FDA, etc)
•quality (ISO calibration)
•maintain equipment / process performance
•manufacture defined
what failure will PM address
•review failure history
3. Evaluate PM -cont’d.
•the Visual Factory
basis for current interval?
modify (extend) PM interval?
replace with visual inspection?
replace with condition monitoring?
replace with process verification?
redesign to eliminate / modify / simplify PM?
can operators perform?
is the time to do the PM accurate?
risk of PM shifting process?
ensure PM is linked to:
•spare parts
•procedures
•drawings
•tools required
•assess PM
•measure
4. Cross functional team to evaluate process
performance following PM:
•safety, environment, quality, cost, capacity?
is run to failure an option?
consequence of failure?
5. Add new PM’s?
6. Re-assess PM’s periodically

47. 47
Reductions in PM:
PM Evaluation Process
•Cross-functional team (mechanics,
techs, engineers and operators)
•On-going at 6 month intervals
•Failure history
•Safety implications of running to
failure
•TPM opportunities
•Condition monitoring implemented in
place of PM
•Evaluationof used parts/components
COLOR MAKING & TESTING
8000
6000
4000
2000
1 2 3
Yrs.
Benefits:
•Drive more process verification opportunities
•Better machine performance (due to less
intervention)
•Re-focus resources on improving machine
performance
•Reduced cost of spare parts purchase and inventory

48. 48
MAINTAIN FOR RELIABILITY
Predictive Maintenance
Strategies

49. 49
MAINTAIN FOR RELIABILITY
•Knowledge of Diagnostic Technologies
•Availability Diagnostic Tools/Services
•Awareness of what machine conditions to measure
that would predict equipment failure
•Cost effective
Predictive Maintenance Strategies:
Most
Important

50. 50
MAINTAIN FOR RELIABILITY
Predictive Maintenance Strategies
Basis for Predictive Maintenance:
Time
P
F
P-F
Interval
(Functional Failure occurs)
Measurement period must be less than P-F Interval
(Potential failure is measurable)A
U
A -Acceptable performance
U -Unacceptable performance

51. 51
Predictive Maintenance
Diagnostic Technologies
(Measure/Analyze)
Condition Monitoring
(Trend Data)
Predictive Maintenance
(Predict Failure)
Root Cause
Analysis
Enables
Enables
MAINTAIN FOR RELIABILITY

52. 52
MAINTAIN FOR RELIABILITY
Predictive Maintenance Strategies
Tool
•Tribology
•Vibration
•Electrical Characteristics
•Thermography
Application
•Moving Parts
-(machines, motors)
•Rotating Equipment
-(motors, pumps, fans)
•Electrical Circuitry
-(drives, motors, starters)
•Electrical Components
-(electrical connections,
cooling coils, steam traps)
Most Common Diagnostic Technologies :

53. 53
MAINTAIN FOR RELIABILITY
Diagnostic Technologies
Tribology -the study of lubricants, friction and wear of
equipment components to optimize performance
Lubricant Diagnostics measure:
-Physical properties
-Wear particles
-Contamination

54. 54
MAINTAIN FOR RELIABILITY
Diagnostic Technologies
Vibration is the movement of a body about its reference
position. It occurs because of an excitation force that
causes motion.
The vibration signature of a piece of equipment contains
the most information about its mechanical condition compared
to all other parameters that can be measured today.

55. 55
Vibration causes that may lead to failure
-Unbalance -Misalignment
-Bearing defects -Looseness
-Worn couplings -Bent shaft
-Gears & chains -Dive belts & sheaves
MAINTAIN FOR RELIABILITY
Predictive Maintenance Strategies: Vibration

56. 56
Electrical System Categories
•Power Supply
•Motor Feed Wiring
•Motor Winding
•Motor Connections
•Motor Insulation
•Process Load
MAINTAIN FOR RELIABILITY
Diagnostic Technologies
MCE*
(Static)
EMAX
(Dynamic)
*Motor Circuit Evaluation (MCE)
Motor Circuit Analysis is the most used Electrical
Characteristic measure in industry today.

57. 57
MAINTAIN FOR RELIABILITY
Diagnostic Technologies
Thermography: the detection of variations in surface
temperatures using infrared
photography
Application: Can detect the following potential failure
causing situations:
-poor electrical connections
-wear
-changes in heat transfer characteristics
-fatigue

58. 58

59. 59
MAINTAIN FOR RELIABILITY
Predictive Maintenance Strategies
Using Process Data for Predictive Maintenance
Prerequisite: -Knowing the Relationship of Key Process Variables
to the Condition or Health of the Equipment
Tools: -Statistical Process Control (SPC)

60. 60
0
3
6
9
12
YR1 YR2 YR3 YR4
100%
Yr 1 -Maint = $1,584K
for Positions 609, 610, 17, 18, 19 and 20
Batches / Day
Batches / Day
Consumer Emulsion Maintenance Example
MAINTAIN FOR RELIABILITY
Need for Change...Product quality / variability led to data collection and
thorough analysis
The Change… •Extended time between PM’s through Process Verification
•Replaced many PM’s with non-invasive condition monitoring
71%72%
84%

61. 61
MAINTAIN FOR RELIABILITY
Operating Context (how used)
Consequences of Failure
Maintenance Requirement Should Consider:
A
Duty
B
Stand ByC
Duty
Pumps A, B & C are identical
(EXAMPLE)
Consequence
of Failure
Maintenance
Tasks

62. 62
MAINTAIN FOR RELIABILITY
Maintenance
$
How do we develop our Maintenance Strategies so
they are cost effective?
Reactive
Preventive
Predictive
Implementation
$

63. 63
MAINTAIN FOR RELIABILITY
Not a
Repair Function
Maintenance is a
Reliability Function
BUT, Reliability is not just about maintenance
BUT, Reliability efforts must be cost effective

64. 64
EliminateFAILURES
GoalHistorical
Total Equipment Breakdowns13 hrs. 8 hrs.
MAINTAIN FOR RELIABILITY

65. 65
Reliability-Based Maintenance
Core Competencies
MAINTAIN FOR RELIABILITY

66. 66
World Class
Equipment
Performance
2nd Plateau
3rd Plateau
•Identify Critical Equipment
•Measure Equipment Performance
-Uptime, Downtime, MTBF, MTTR
•Data Collection and Analysis
-Accurate Failure Information Database
Reactive
Maintenance
PLANNED
MAINTENANCE
1st Plateau
MAINTAIN FOR RELIABILITY MODEL
Main $/ERV < 2.0
Reactive Maint. < 10%
OEE > 85%
Improvement
in
Equipment
Reliability
•Implement Failure
Prevention Techniques
-Preventive Maintenance
-Predictive Maintenance
-Redesign
•Mistake Proof / Fail Safe
Procedures
Diagnostic
Technologies
Reliability Centered
Maintenance
Data Collection &
Analysis
•Determine Root Cause of Historical Failures
thru Analytical Processes
-Pareto
-5 Why’s
-Analytical Troubleshooting
-Root Cause Analysis
•Determine Potential Failures Thru Reliability Centered Maintenance
-Optimum maintenance requirements
Root Cause
Analysis

67. 67
MAINTAIN FOR RELIABILITY
Data Collection (Front End Loading)
What data needs to be collected?
Why important?
How will data be used?
How will data be collected?
Where will data be stored?
What data attributes need to be collected?
Run hours to failure
Failure Codes
Data Analysis (Life Data Analysis)
Sort by categories
Pareto
Histogram
Time to failure Run Chart
(Showing when failures occurred)
MTBF / MTTR
Reliability Growth
Reliability-Based Maintenance
Core Competency

68. 68

69. 69
Step I.Problem Definition
•What
•When
•Where
•Significance
Safety
Environmental
Production
Maintenance
Frequency
Cause/Effect Cause/Effect
Cause/Effect
Cause/Effect
Cause/Effect
Primary Effect Cause/Effect
Step II.Create the Cause & Effect Chart
Step III.Solutions
Challenge the Cause
Be Creative and Use the 3 Criteria
•Prevents Recurrence
•Within Our Control
•Meets Our Goals and Objectives
Step IV.Implement the Solutions
•Establish Plan
•Assign Tasks
•Monitor Progress
Core Competency
ROOT CAUSE ANALYSIS (Apollo* Process)
cApollo Associated Services*

70. 70

71. 71
Reliability Centered Maintenance (RCM)
Core Competency
RCM is a process used to determine what must be done to ensure that a physical asset
continues to fulfill its intended function. The RCM process is an in-depth, systematic
review of an equipment system by a cross-functional team of people to understand and
evaluate its function, how the function can fail to be performed and what can be done
to prevent the failure from occurring.
Benefits:•Optimized Maintenance Plan
–Improved Reliability
•Less Reactive Maintenance ($)
•Increased Uptime
–Reduced PM ($)
•HSE Improvements
•Increased Understanding of Equipment
–Operator
–Mechanics

72. 72

73. 73
Tab 5. New Equipment Reliability

74. 74
New Equipment Reliability
Performance Expectations
1. Apply the Design for Reliability Process
2. Use equipment breakdown losses to determine MTBF
goals for equipment

75. 75
OPPORTUNITY STRATEGY
Utilize the “Hidden Factory”
•5M’s
•Productivity Improvements
•ADD FEATURES --New Capital
Equipment Integration into Existing
Factory
Note: Topics such as Costs of OEE losses and business case justification for improvements are
not covered in this training module. A separate Level 3 Training Module on this subject is being
developed.
T.O.B.Y. ICE CREAM FACTORY
PROBLEM STATEMENT
VOLUME 60%
UMC
NEW CAPACITY
Product Differentiation
“Design for Reliability” Process

76. 76
NEW EQUIPMENT RELIABILITY
Functional Block Diagram w/ADD FEATURES
Milk/Cream
Storage
Pump Blender Pump
Freezer
&
Buffer
Frozen
Slurry
Pump
"MAKE" ICE
CREAM
Ingredient
Metering
Ingredient
Metering
Chunks &
Ice Cream
Blender
Ingredients
&
Flavoring
Fruit, Nuts
&
Chocolate
Chunks
Chunky
Ice Cream
Pump
ADD
FEATURES
PACKAGE ICE
CREAM
Palletizer
Spiral
Freezing
Conveyor
Bundler Capper
Pint
Container
Filler
Poly Wrap Lids
Empty
Containers
LEGEND
Automatic
Operation
Material & Manual
Operation

77. 77
NEW EQUIPMENT OR MAJOR UPGRADE
Develop
“Design for Reliability”
Purchase
Fabricate / Install
Commission
NEW EQUIPMENT RELIABILITY
ADD FEATURES SYSTEM

78. 78
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
Key Reliability Elements
•Reliability-based Requirements (PAB-2)
Baseline RAM of Existing Equipment
Benchmarking Similar Equipment
•Reliability Block Diagram
•Allocation of Reliability
•Prediction of Reliability
•Potential Problem Analysis (FMECA, Fault Tree)
•Design for RAM Best Practices
•Reliability Testing
Class S
&
Class R
Class 1
&
Class 2
CAPITAL PROJECT
PROCESS

79. 79
Reliability Based Requirements
Performance Goals
MTBF
MTTR
Availability
OEE
•Define Intended Function
•Capacity Goal
•Quality Goals
•Changeover
•Input and Output Material Specifications
•Equipment Operating Environment
•Vibration, Bearing Fit, Noise Requirements
•Regulatory --ie. OSHA, NEC, EPA, FDA
•Maintenance / Spare Part Strategy
•Documentation / Training
•Equipment Support
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

80. 80
Requirements --Performance
Performance Measures for ADD FEATURES SYSTEM at machine acceptance
SYSTEM
OEE 80 %
Quality 98 %
ADD FEATURES SUBSYSTEM
Quality Yield for ADD FEATURES 99.7 %
Mean Time Between Failure (MTBF) ?? hours
Mean Time To Restore (MTTR) ?? hours
Look at the losses across
the Entire System and set
achievable goals.
How do we determine what’s
required for MTBF and MTTR
to meet OEE goals for the system?
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

81. 81
CURRENT FACTORY
@ OEE = 50%
ENHANCED FACTORY
@ OEE = 80%
Where do we want to be for Operational Losses ?
Changeovers 18 hours 10 hrs
Equipment Breakdown 13 hours 8 hrs
Material 7 hours 1 hrs
Labor/Procedural 10 hours 1 hrs
Other 6 hours 2 hrs
Total 54 hours 22 hrs
OPERATIONAL LOSSES
NEW EQUIPMENT RELIABILITY

82. 82
GOAL: Allocate the 8 hours of EQUIPMENT BREAKDOWNS
across the major subsystems
Historic Data 13 hours 6 hours 0 hours 7 hours
Allocation (GOAL) 8 hours ? ? ?
Total Hours MAKE ADD PACKAGE
EQUIPMENT BREAKDOWN LOSSES
Note: Equipment breakdowns based on one week scheduled time (120 hours)
ICE CREAM FEATURES
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

83. 83
Allocation based upon team’s assessment of “MAKE” and
“PACKAGING” after identified improvements are made
to this equipment. Allocation of 2 hours to “ADD
FEATURES” based on duty cycle, relative complexity,
and operating environment of this system.
GOAL: Allocate the 8 hours of EQUIPMENT BREAKDOWNS
across the major subsystems
Historic Data 13 hours 6 hours 0 hours 7 hours
Allocation (GOAL) 8 hours 3 hours 2 hours 3 hours
MAKE ADD PACKAGE
EQUIPMENT BREAKDOWN LOSSES
ICE CREAM FEATURES
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
Total hours

84. 84
ALLOCATION SUMMARY (ENHANCED FACTORY @ 80% OEE)
Changeover
10 hours
Make Ice Cream
3 hours
Add Features
2 hours
Package Ice Cream
3 hours
Total Time 168 hours
Scheduled Time 120 hours
Uptime98 hours
NEW EQUIPMENT RELIABILITY
Planned
Losses (24) hours
Operational
22 hours
Good Production
96 hours
Speed
0 hrs
Quality
2 hours
Material
1 hour
Equipment
Breakdown
8 hours
Labor
1 hour
Other
2 hours

85. 85
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
Goal: 2 hours of downtime for ADD FEATURES
subsystem for the week
•120 Scheduled Hours
•98 Uptime Hours
Need to specify:
Average Failure Rate (MTBF)
Average Repair Rate (MTTR)

86. 86
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
Goal: A total of 2 hours of downtime for ADD FEATURES
for the week
•120 Scheduled Hours
•98 Uptime Hours
Assume:
MTTR = 1 hour
(based on historic data of similar equipment)
How many breakdowns per week for ADD FEATURES
are acceptable?
What is Mean Time Between Failures (MTBF)?

87. 87
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
How many breakdowns for ADD FEATURES can we
tolerate per week?
2 hours downtime per week
1 hour Mean Time to Restore
= 2 breakdowns
What is Mean Time Between Failures (MTBF)?
MTBF = Uptime / # of equipment breakdowns
= 98 hours / 2 breakdowns
= 49 hours

88. 88
Requirements --Performance
Performance Measures for ADD FEATURES SYSTEM at machine acceptance
SYSTEM
OEE 80 %
Quality 98 %
ADD FEATURES SUBSYSTEM
Quality Yield for ADD FEATURES 99.7 %
Mean Time Between Failure (MTBF) 49 hours
Mean Time To Restore (MTTR) 1 hours
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

89. 89
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
Key Reliability Elements
•Reliability-based Requirements
Baseline RAM of Existing Equipment
Benchmarking Similar Equipment
•Reliability Block Diagram
•Allocation of Reliability
•Prediction of Reliability
•Potential Problem Analysis (FMECA, Fault Tree)
•Design for RAM Best Practices
•Reliability Testing

90. 90
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

91. 91
Reliability Block Diagram
HOW
•Start with functional or system flow schematic
•Layout the equipment based upon component interactions,
either series or parallel
WHAT USED FOR
•Allocate and predict system reliability based upon
individual component reliabilities
•Evaluate the need for redundancy and diagnostics
•Uncover bottlenecks or potential pinchpoints in the system
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
Series or parallel representation of product/process
component interactions

92. 92
Reliability Block Diagram --Series System
Input Output
A B C
Reliability (R)
SYSTEM = R
A* R
B* R
C
Example
If R
A= R
B= R
C= .9, then R
System= .73
METHOD 1:
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

93. 93
METHOD 2: (often more convenient)
If we assume system is in steady state, then FAILURE RATE = 1/ MTBF
1 = 1 + 1 + 1
MTBF
system MTBF
SYS A MTBF
SYS B MTBF
SYS C
Reliability Block Diagram --Series System
Input Output
A B C
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
FAILURE RATE OF SYSTEM =
MTBF
system
1

94. 94
Generate a Reliability Block Diagram for “Add Features” Section
Assume: 1. All three chunk feeders are required for this batch of ice cream
2. Slurry Delivery Pipe is part of “Make” Ice Cream Section
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

95. 95
Reliability Block Diagram for “ADD FEATURES” Section
Nut Metering
System
Fruit
Metering
System
Chocolate
Metering
System
Electric
Mixer
Refrigerated
Mixing
Tank
Chunky Ice
Cream
Pump
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

96. 96
•ALLOCATION is the process of apportioning the overall system reliability
requirement to individual items within the system based upon
duty cycle, operating environment, complexity and prior
experience.
Why Do Allocation?
•Make sure that overall system reliability is equal to its goal
•Take the requirements seriously. Focuses attention on component, system,
and subsystem relationships.
•Basis for checking achievement of requirements in quantitative manner
•Forces designers and suppliers to meet quantitative goals
•Supports the philosophy of DO IT RIGHT THE FIRST TIME
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

97. 97
MTBF
ADD FEATURES SYSTEM = 49 hours
From the Requirements:
Then the ADD FEATURES system Failure Rate is the following:
*FAILURE RATE = 1/MTBF = 1/49 = .02 failures/hour
How do we allocate this across the entire ADD FEATURES system?
* Simplifying Assumption --system is in steady state
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

98. 98
ALLOCATION of FAILURE RATE TO “ADD FEATURES”
Major Components (from Block Diagram)
Nut Metering System
Chocolate Metering System
Fruit Metering System
Electric Mixer
Chunky Pump
Refrigerated Tank
ADD FEATURES SYSTEM
FAILURE RATE
?
?
?
?
?
?
.02 failures/hour
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

99. 99
ALLOCATION of FAILURE RATE
Base Allocation on the following:
SCALE
CRITERIA Low -High
STATE OF THE ART 1 -10
ENVIRONMENT 1 -10
DUTY CYCLE 1 -10
COMPLEXITY 1 -10
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
Known Untried
Benign Harsh
Easy Hard (on equipment)
Simple Complex

100. 100
ALLOCATION of FAILURE RATE
Major Components
Nut Metering System
Chocolate Metering System
Fruit Metering System
Electric Mixer
Chunky Pump
Refrigerated Tank
4 * 4 * 3 * 5
4 * 4 * 3 * 5
4 * 4 * 3 * 5
4 * 6 * 9 * 2
7 * 6 * 7 * 7
4 * 6 * 10 * 6
240
240
240
432
2058
1440
TOTAL WEIGHT 4650 1.0
.05
.05
.05
.10
.45
.30
=
=
=
=
=
=
* Relative Weight = Absolute Weight / Total Weight
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

101. 101
ALLOCATION of FAILURE RATE
Major Components
Nut Metering System
Chocolate Metering System
Fruit Metering System
Electric Mixer
Chunky Pump
Refrigerated Tank
.05
.05
.05
.10
.45
.30
.001
.001
.001
.002
.009
.006
FAILURE RATE
(failures/hour)
FAILURE RATE
ADD FEATURES SYSTEM.02 failures/hour
x .02 failures/hour
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

102. 102
ALLOCATION of FAILURE RATE
Major Components
Nut Metering System
Chocolate Metering System
Fruit Metering System
Electric Mixer
Chunky Pump
Refrigerated Tank
.001
.001
.001
.002
.009
.006
FAILURE RATE (failures/hour)
ADD FEATURES SYSTEM .02 failures/hour
MTBF (hours)
1000
1000
1000
500
111
167
49hours
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

103. 103
PREDICTION is the technique for estimating system reliability based upon
the knowledge of system architecture and component reliabilities.
It is a design tool which helps to identify the weakest components.
Predictions are based upon:
•Existing equipment histories
•Benchmarking
•Vendor supplied information
•Guidebooks
MISCAP/MAINTENANCE DATA
IS CRUCIAL FOR A SUCCESSFUL
RELIABILITY PROGRAM
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

104. 104
PREDICTION
Major Components
Nut Metering System
Chocolate Metering System
Fruit Metering System
Electric Mixer
Chunky Pump
Refrigerated Tank
ADD FEATURES SYSTEM
1000
1000
1000
500
111
167
ALLOCATION: MTBF(hours) PREDICTION:MTBF(hours)
?
?
?
?
?
?
49 hours ?
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

105. 105
ALLOCATION /PREDICTION of FAILURE
Major Components
Nut Metering System
Chocolate Metering System
Fruit Metering System
Electric Mixer
Chunky Pump
Refrigerated Tank
MTBF
ADD FEATURES SYSTEM
ALLOCATION: MTBF(hours) PREDICTION:MTBF(hours)
49 hours 21 hours
1000
1000
1000
500
111
167
1200
1200
1200
800
25
200
GAP
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

106. 106
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS
Key Reliability Elements
•Reliability-based Requirements
Baseline RAM of Existing Equipment
Benchmarking Similar Equipment
•Reliability Block Diagram
•Allocation of Reliability
•Prediction of Reliability
•Potential Problem Analysis (FMECA, Fault Tree)
•Design for RAM Best Practices
•Reliability Testing

107. 107
Potential Problem Analysis Techniques
Methods used to analyze a product or process design
that anticipate
⚫how it could fail, the causes and the consequences of failure
and
⚫how to prevent the failure from occurring.
Some commonly used techniques are
➢Failure Modes, Effects (and Criticality) Analysis
➢Mistake Proof
➢Fault Tree Analysis
➢Fail Safe
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

108. 108
Design for RAM -Best Practices Illustration
•Utilize STANDARD DESIGNS with known reliability
•Utilize commercial and baseline components where appropriate
•Focus Testing on New Technologies or Unproven Designs
•Design for Maintainability(Accessibility, Modularity, Adjustability,
Visual Indicators, Provide for Diagnostic Test Points)
•Common Fasteners / Fittings
•Preventive / Predictive Maintenance Built-In
•Condition Base Monitoring Built-In
•Documentation / Training
•Understand Suppliers Reliability Plan
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

109. 109
Reliability Testing
•Testing that takes place over a period of time
to verify that the equipment is robust for its
application
–Variation in incoming supplies
–Operating environment
–Duty cycle
•Performed on high risk areas and new
processes prior to implementation
•Work with vendors on acceptance testing
strategy
NEW EQUIPMENT RELIABILITY
“DESIGN FOR RELIABILITY” PROCESS

110. 110
•Reliability / Quality Testing
--Startup, Debug, Characterize, Optimize, Certify, Accept
•Reliability Growth Monitoring
•Data Collection, Analysis and Corrective Action
•Operations Systems and Training in Place
•Maintenance Systems and Training in Place
•Quality Systems and Training in Place
•SOPs Written
•Spare Parts Available
NEW EQUIPMENT RELIABILITY
COMMISSION

111. 111
New Equipment Reliability
What Do We Need to Start Doing Today?
•Start applying the “Design for Reliability” Process
•Take a top down approach --break large system into
smaller sub-systems
•Do an Allocation and Prediction to the sub-system
level so overall system goals will meet project goals
•Develop reliability checklists and use them
•Test, Collect Data, Analyze, Act

112. 112
ADDENDUM