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Module Objectives. Understand Key Measures For Maintenance Performance (MP) Learn how to use these MP Learn about Techniques for Continuous Improvement Understand the elements of maintenance benchmarking. Measures Of Performance. Input Measures Primarily Cost Measures Output measures

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Module Objectives

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Module objectives

Module Objectives

  • Understand Key Measures For Maintenance Performance (MP)

  • Learn how to use these MP

  • Learn about Techniques for Continuous Improvement

  • Understand the elements of maintenance benchmarking

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Measures of performance

Measures Of Performance

  • Input Measures Primarily Cost Measures

  • Output measures

  • Within The System Measures

  • Maintenance Indices

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Input measures

Input Measures

  • Input Measures are Mostly Related To Cost

  • Labor : Cost of trades, semi-skilled etc

  • Materials

  • Contracts

  • Shop Service

  • Equipment Rentals

  • Maintenance Overhead

  • Company Overhead

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Output measures

Output Measures

  • Availability : Measure of Uptime

  • A = S-d/S * 100% , Where

  • A=availability

  • S =scheduled production time

  • d=downtime in days

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Output measures1

Output Measures

  • Reliability : Mean-time-between-failure

  • MTBF = S-d/f , f is number of failures

  • Mean Time To Repair: Measure of Duration of Repair

    • MTTR = d/f

  • Utilization = Scheduled Time/C T

  • CT = Calendar Time

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Output measures2

Output Measures

  • Process Rate (PR) : Measure of the Equipment Cycle Time in The Process

    • PR = Ideal Cycle Time/Actual Cycle time

  • Quality Rate (QR) : Measure of equipment Precision

    • Total Produced - Rejected/Downgrades/ Total

  • Overall equipment Effectiveness

    • OEE = A* PR *QR

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Example

Example

  • Suppose We have An Operation Scheduled To Operate For 31 Days. It has three failures. The Failures Duration Are For 2, 1 And 3 Days. Compute Availability, Percentage Down Time ( PDT) , MTBF and MTTR

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Solution

Solution

  • A = (31-6)/31 * 100 = 80.6%

  • PDT = 100 - 80.6 = 19.4

  • MTBF = (31 - 6)/3 = 8.33

  • MTTR = Down Time From Failures/Number of Failure

  • = 6/3 = 2 days

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Problem

Problem

  • A cement kiln has a requirement to operate 300 days per year, producing at a rate of 1200 tones per 24 hour day. Over the year its performance has been as follows.

    • Scheduled operation time 300 days,

    • Number of Breakdowns are 6,

    • Delays for Breakdowns accounted for 180 hours

    • Preventive Maintenance time is 80 hours

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Problem1

Problem

  • Shutdown due to lack of feed lasted for 120 hours

  • Process Slowdowns is for 60 hours at 80% rate

  • Wet Feed Slowdowns is 40 hours at 60% rate

  • Total rejected production is 2000 tones

  • Second quality production is 3000 tones at 50% value

  • Compute: Utilization, Availability, Process rate, quality rate, OEE, productive capacity

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    Measures within the system

    Measures Within The System

    • Work Distribution : Time Spent in each work category

    • Delays : Time spent waiting for instructions

    • parts, travel,breaks, Start and Quits

    • Compliance : Measures to Track Compliance with various plans, such as PM, Shutdown schedules etc.

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    Measures within the system1

    Measures Within The System

    • Backlog : Amount of Work Planned but not Completed by Plant, Area, Craft, etc

    • Failure Analysis: Tracks improvement analysis, such Number of New PM Routines, Number of Root Cause Analysis of Breakdowns Undertaken.

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    Maintenance indices for administration

    Maintenance Indices For Administration

    • Subcontracted Hours Per Month Calculated as % of Total Subcontracted Hours Worked from Total Hours Worked

    • Overtime Hours Per month Calculated as %from Total Hours Worked

    • Work Activity Calculated by the ratio of Standard Hours Earned To Total Clock Time

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    Maintenance indices for administration1

    Maintenance Indices For Administration

    • Current Backlog Given As :

    • Work Scheduled Ready To Release/One Crew week in Man-hour

    • Work Productivity Per Month Calculated As: Standard Hours/ Total Hours Worked * 100

    • Percentage Work Orders Planned and schedules monthly from of Total Hours Worked

    • Percentage Scheduled Hours Versus Hours worked

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    Maintenance effectiveness

    Maintenance effectiveness

    • Availability

    • Quality

    • Number of failures in The system

    • Equipment Down Time

    • Emergency Man-Hours As A percentage From Total Hours

    • Percentage of Unscheduled Maintenance From Total

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    Maintenance effectiveness1

    Maintenance effectiveness

    • Evaluation of Predictive Maintenance

    • Which Ones Can You adopt In SCECO.

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    Cost measures

    Cost Measures

    • Cost Per Unit: Total Maintenance cost Per Kilo-Watt Hour

    • Supervision Cost As A Percentage Of Total Cost Of Maintenance

    • Cost of Maintenance Hour in SR.

      • Total Cost of Maintenance/Total Man-hours

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    Cost measures1

    Cost Measures

    • PM Cost As A Percentage Of Breakdown Cost

    • Inventory Turn rate (Rate) : Annual Consumption Cost/ Average Investment Inv

    • Cost Of Spare part and material to Maintenance Cost

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    Performance analysis

    Performance analysis

    • Make These Measures Part Of Monthly Report

    • Examine trend

    • Benchmark With Other Companies.

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    Benchmarking

    Benchmarking

    • Benchmarking is A continuous Improvement Methodology. It Examines The Process and Metrics to Achieve These Metrics. It Is Defined As:

    • The Search Of Industry Best Practices that Lead to Superior Performance

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    Types of benchmarking

    Types Of Benchmarking

    • It Is Divided In Three types :

    • Internal : This Deals With Comparison among Similar Operations Within Same Organization

    • Competitive : Comparison with The Best Of The Direct Competitors

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    Types of benchmarking1

    Types Of Benchmarking

    • Functional : Comparisons With Similar Processes In Same Functions Outside One’s Industry

    • Generic : Comparison of Work Processes To Others Who Have Innovative Exemplar Work Processes

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    The benchmarking process 10 steps

    The benchmarking Process-- 10 steps

    • Identify What To Benchmark

    • Identify Whom To benchmark

    • Plan And Conduct The investigation

    • Determine The Current Performance Gap

    • Project Future Performance Levels

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    The benchmarking process 10 steps1

    The benchmarking Process-- 10 steps

    • Communicate Benchmarking Findings and Gain Acceptance

    • Revise Performance Goals

    • Develop Action Plans

    • Implement Specific Actions And Monitor Progress

    • Recalibrate The Benchmarks

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    What to benchmark in maintenance

    What To Benchmark In Maintenance

    • .long range planning and improvement initiatives

    • .organization and manpower planning

    • .work planning, scheduling and control

    • .purchasing, stores, and inventory control

    • .preventive and predictive maintenance

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    What to benchmark in maintenance1

    What To Benchmark In Maintenance

    • .performance measures and statistics

    • .information management and systems

    • .reliability engineering

    • .maintenance/production interface and communication

    • .management and administrative processes

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    Activity based costing abc

    Activity based Costing (ABC)

    • This Is An Approach That Is Process Based For Determining Accurate Cost For Processes. It Examines The Process By Activities Are Delivered

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    Steps of activity based costing abc

    Steps Of Activity Based Costing (ABC)

    • Determine the key activities.

    • Determine the activity cost (labor, materials, services, overheads, etc.) and performance (cost/unit, time quality, etc.)

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    Abc steps continued

    ABC Steps Continued

    • Determine the cost driver or output of the activity.

    • Trace this activity cost to the cost objectives;.

    • Evaluate the cost-effectiveness and efficiency by matching the activity cost to the process objectives

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