Presentation Outline Aim & overview of research Maintenance - - PDF document

29‐09‐2014 1

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Critical Study of Essential Elements linked with the adoption of Condition-Based Maintenance

David Baglee Erkki Jantunen

University of Sunderland UK VTT Finland

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Presentation Outline

• Aim & overview of research
• Key findings
• Next stages
• Whats new on the horizon for maintenance

management?

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Where are we?

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Who are we?

• Medium sized University
• 17.000 students
• 1500 staff
• Four Faculties
• Campus in London
• Strong reputation in Advanced

Manufacturing

• Strong links with industry

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Background to Research

• UK government report in 2013 suggested

Auto‐supply chain in UK suffer from high levels of equipment failure

• Lack of evidence to support
• General statement (broad brush)
• Size of supply chain?
• 12% increase a year in numbers produced from

2009

• Small scale research project at Sunderland

(Nissan suppliers)

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Background to Research cont’d

• “Quick and dirty” results showed OEE 54%
• 25 suppliers in different Tier.
• Discussions with different industries
• Discussions with colleagues in Europe

Spain Italy Finland

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Pan-European Approach

• From a range of industries including auto,

aerospace, process, marine and paper, collected & analysed data on different maintenance practices (SME)

• Discussions
• Scattered studies
• Expert opinions
• literature
• Do you need to move to an ‘improved’

maintenance strategy i.e. CBM HOW?

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

CBM

• Look
• Listen
• Smell
• taste

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Benefits of CBM

• early detection of impending machinery

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

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Implement CBM

• Important to use an appropriate method for

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

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Bathtub Curves

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Which to monitor?

• Infant mortality, useful life, rapid wear out
• Rapid wear out after long useful life
• Gradual wear out after long useful life

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Results

Industry Country Infant mortality, useful life, rapid wear out Rapid wear out after long useful life Gradual wear

• ut after long

useful life 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%

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Review of Data

• Expected and ‘unexpected’ differences
• Majority state “gradual wear out after long

useful life”

• Process industry UK / Sweden
• High infant mortality, useful life, rapid wear out
• Rail industry Spain:
• Rapid wear out after long useful life
• Process Industry France:
• 30% all three

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Time to reflect

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Meaning ‘behind’ the data

• Wide range of variations in results
• 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

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Conclusion

• Data from study is ‘generally’ unreliable
• 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

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Companies Response

Not this bad - Blame w as passed around

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

What’s next?

• Start again‐
• Interview again with a different set of metrics
• Widen the range of companies and staff
• Different experts from more companies
• To achieve‐
• Accurate and up to date data
• Historical trends
• To understand the how, why and when
• To help develop a new approach to maintenance

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

A new approach?

• What is new in maintenance?
• 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...

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

What is the next ‘Big Bang’ maintenance strategy

• Artificial Intelligence (thinking / smart

machines)

• Augmented Reality
• New technologies
• Data collection and analyses
• Add cost factor to OEE
• Awareness programmes
• ??????

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Smart system?

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Smart systems

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Smart systems

Sensors monitoring health Identify and report problems Root cause Future Health Plan production etc

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Smart systems

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Augmented Reality?

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Conclusion

• Nothing new in maintenance since 1980s?
• 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

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Maintenance Performance Measurement and Management

Coimbra, 4th – 5th September, 2014

Thank you for your attention