EQUIPMENT RELIABILITY TRAINING SERIES LEVEL 1: AWARENESS 1 Introduction 2 INTRODUCTION TO EQUIPMENT RELIABILITY OBJECTIVES MINDSET The Business Case for improving equipment performance in today’s environment Reliability’s relationship to equipment performance Importance of production’s sponsorship/ownership Change in culture: From reacting to failure to preventing failure CAPABILITY Introduce key reliability concepts and terms Begin the understanding of how these reliability concepts relate to improving equipment performance Awareness of reliability resources at Whirlpool PROCESS Offer processes to apply equipment reliability methods and tools 3 EQUIPMENT RELIABILITY TRAINING SERIES Level 5 • Provides high Reliability Consultant level reliability & methods skills Level 4 Reliability Application Engineer • Local process understanding • Quantifies and reduces equipment losses • Applies reliability tools/methods Level 3 Level 2 Level 1 • A series of 4hr to 8hr training modules on Practitioner selected reliability tools & methods • 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 • 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 Awareness 4 EQUIPMENT RELIABILITY TRAINING SERIES Reliability Awareness (4 Hrs) - at the completion of this training level, the person should be able to describe the following: Equipment Performance 1) The importance of high levels of equipment performance and lower (including maintenance) costs in today’s competitive marketplace 2) The key factors that affect equipment performance (5M’s) 3) Downtime categories and opportunities for improvement 4) The key elements of high level equipment performance measures (Efficiency, OEE and TEEP) 5) Can perform a simple OEE / TEEP calculation RAM Concepts/Reliability Basics 6) The concepts Reliability, Availability and Maintainability (RAM) and how each of these impacts equipment performance 7) The importance of defining function and failure 8) The difference between a repairable and a non-repairable system and the associated measures (MTTF, MTBF and MTTR) 9) The relationship between equipment reliability and process reliability 10) Conceptually define FMEA and FTA their applications 5 EQUIPMENT RELIABILITY TRAINING SERIES Reliability Awareness (4 Hrs) - cont’d. Reliability Elements in the Asset Life Cycle 11) How, at a conceptual; level, reliability can be integrated into all phases of the Asset Life Cycle (the “7 Rights”) in order to achieve predictable and high levels of equipment reliability. Specifically, can describe the key reliability considerations in the equipment design, purchasing and maintenance phases of the Asset Life Cycle. 12) The important role that operational and maintenance strategies play in improving the reliability of existing equipment. How to optimize maintenance tasks to reduce costs and still be effective. Resources 13) Aware of the key support resources for reliability tools, methods and diagnostic technologies. 6 Tab 2 Equipment Performance 7 PERFORMANCE OBJECTIVES Equipment Performance Record, Categorize and Reduce Equipment Downtime Losses Understand and encourage the use of OEE and TEEP Charts 8 INTRODUCTION TO EQUIPMENT RELIABILITY The Need for Change • Extreme Price Competition • Forced to make substantial Price Reductions (lowers Profit $) Improvement Thrusts: • Reduce Costs • Improve Equipment Performance “30 / 30” TEEP 9 EQUIPMENT PERFORMANCE Overall Equipment Effectiveness (OEE) Range and Average of Key Equipment 100% 85% World Class OEE 75% 65% 55% Avg. 45% 35% 1992 1993 1994 OEE = 1995 1996 Good Product Made Expected Product 1997 1998 10 EQUIPMENT PERFORMANCE OPPORTUNITIES • Utilize the “hidden factory” - Increase Uptime of existing equipment • Reduce Costs Reduced wastes Reduced cycle time Reduced inventory Reduced product variability More efficient use of direct labor Reduced maintenance costs - type of work (less reactive) - extent of work (reduce PM’s) Reduced schedule disruption Increased EVA Reduced capital expenditures In Focus - 6 Sigma - 10X - AOP Goals - Lean Manufacturing Needs more focus 11 INTRODUCTION TO EQUIPMENT RELIABILITY Equipment Performance Equipment Reliability Exercise 12 INTRODUCTION TO EQUIPMENT RELIABILITY Equipment Performance Materials Methods Reliability — Develop — Design — Purchase — Fabricate — Install — Operate — Maintain — Store Machines (How well equipment performs) Measures Manpower Maintainability The “Rights of Reliability: 13 PARTNERSHIP WITH OPERATIONS HIGH LEVELS OF EQUIPMENT PERFORMANCE - Important to Operation Important to Capital Projects Team Important to Maintenance REDUCING COSTS IS A SHARED GOAL - Reducing Operations Cost Reducing Maintenance Costs (but not sub-optimize) OPERATIONS MUST LEAD IMPROVEMENT EFFORT - Operation “Owns” Asset - Operations Sets Performance Expectation - Operation has “most” control of improvement opportunities 25% of Downtime 75% of Downtime Maintenance Manufacturing 14 THREE MOST IMPORTANT FACTORS IN IMPROVING PERFORMANCE • Measure • Measure • Measure 15 EQUIPMENT/PROCESS EFFECTIVENESS MEASURES A (Total Time) B (Scheduled Time) C (Up Time) D E Planned Losses Operational Losses Speed Losses • Weekends/Holidays • Shifts not worked • No Schedule • Breaks/Lunch • Meetings/Tours • Training • General Cleaning • PM’s • Capital Improvement • Development • Set-ups/Change-overs • No Personnel • No Material • Equipment Breakdown • Jams and Minor Stoppages • Support System Failures • Reduction from expected speed OEE ( Overall Equipment Effectiveness) = E/B Quality Losses • Product not meeting First Pass Yield Specs, which includes: - Held Product - Defects/Waste/Scrap - Machine Rejects - Quality Samples - Rework Good Production • First Pass Yield (Product made right the first time) TEEP ( Total Effective Equipment Performance) = E/A 16 PERFORMANCE MEASURES OEE is a measure of the amount of good product produced compared to the amount of product that could have been produced if the manufacturing system operated perfectly (no downtime, operating at its expected speed and all product conforming to specification) for its entire scheduled time. OEE = Good Product Made Scheduled Production (Units: Time (hrs) or Production Quantities) World Class OEE = 85%* 17 PERFORMANCE MEASURES TEEP is a measure of the amount of good product produced compared to the amount of product that could have been produced if the manufacturing system operated perfectly (no downtime, operating at its expected speed and all product conforming to specification) for the total amount of time (calendar time) over the time period under consideration. Good Product Made (Units: Time (hrs) or Production Quantities) TEEP = Total Time or Total Expected Units Also, TEEP can be considered as follows: Scheduled Time TEEP = OEE x Utilization (where Utilization = Total Time ) 18 OEE / TEEP OEE / TEEP can also be expressed in terms of a formula as follows: OEE = Efficiency X Performance Rate X Quality OEE = Uptime Scheduled Time X Actual Rate Expected Rate World Class Equipment Performance OEE = 90% X 95% (Efficiency) TEEP = TEEP = OEE Good Product Made X Total Product Made X (Performance Rate) X 99% = 85% (Quality) Utilization Good Product Time Scheduled Time X Scheduled Time Total Time 19 EQUIPMENT RELIABILITY TRAINING SERIES The Real Value of measuring OEE/TEEP: •Understand causes of equipment downtime so that improvements can be made •OEE/TEEP is also as valuable as an Equipment Performance Measure 20 OEE / TEEP EXAMPLE Time interval: 24 hrs. Shift worked: A & B (C not worked - no demand) Operational downtime Losses: 1.5 hrs equipment (mechanical) breakdown 1.3 hrs no material 1.2 hrs set up 4.0 hrs total loss (Time Basis) Determine: - categorize machine time losses - determine amount of time machine was at “standard” - calculate OEE & TEEP 1 hr PM during A shift Speed loss: 5% Quality loss: 3% Solution: Planned Loss Operational Loss 8 hr. C Shift 1 hr. PM 9 hrs 4 hrs Speed Loss Quality Loss Good Product Time Uptime Therefore Uptime = 11 hrs (by difference) Total Time 24 hrs 21 OEE / TEEP EXAMPLE Speed Losses = Uptime x Speed Loss Rate = 11 hrs x (0.05) = 0.6 hrs Quality Losses = (Uptime - Speed Loss) x Quality Loss Rate = (11 hrs - 0.6 hrs) x (0.03) = 0.312 hrs Planned Loss Operational Loss Speed Loss Quality Loss Good Product Time Total Time 9 hrs 4 hrs 0.6 hrs 0.3 hrs ? hrs 24 hrs Good Product Time (by difference) = 10.1 hrs Scheduled Time Scheduled Time = Total Time - Planned Loss Scheduled Time = 24 hrs - 9 hrs = 15 hrs OEE = Good Product / Scheduled = 10.1 hrs / 15 hrs = 67% TEEP = Good Product / Total Time = 10.1 hrs / 24 hrs = 42% 22 EQUIPMENT PERFORMANCE MEASURES Listed Increasing Levels of Sophistication I. Use measures II. Use measures to drive improvement - baseline - reasons for downtime - improvement goals III. Use consistent measures based on scheduled time - use common definitions of uptime / downtime for benchmarking - use OEE as high level measure of equipment performance. Compare to World Class. IV. Use Performance Measures based on both Scheduled Time (OEE) and Total Time TEEP - awareness of amount of time equipment is not “scheduled” 23 Performance Measure Example Total Time Interval Scheduled Production Time Operational Downtime Material Problems Product Change Overs Equipment Related Downtime Operator Training Issues Planned Production Rate 1 Wk. (7 days;168hrs) 100 Hrs. 6 Hrs. 6 Hrs. 4 Hrs. 4 Hrs. 20 Hrs. 10 Parts/Hr. Actual Output 720 Parts Good Parts (Meeting Specs) 700 Parts Calculate: - Losses ( in hrs) Planned, Operational, Speed and Quality - Good Product Time (in hrs): Good Quality & At Expected Speed - OEE - Teep Assume: - All downtime has been identified - Actual Speed Rate is less than expected 24 EQUIPMENT RELIABILITY TRAINING SERIES Total time = Scheduled Time = Uptime = Planned Loss Operational Loss Speed Loss Quality Loss Good Product Time ___ hrs ___ hrs ___ hrs ___ hrs ___ hrs 25 EQUIPMENT RELIABILITY TRAINING SERIES SOLUTION Total time = 168 hrs Scheduled Time = 100 hrs Uptime = 80 hrs Planned Loss Operational Loss Speed Loss Quality Loss Good Product Time 68 hrs 20 hrs hrs hrs ? hrs - data is given - obtained by difference Speed Loss: Parts @ expected speed = 80 hrs X 10 parts = 800 parts hr Actual parts = 720 parts Speed Loss = parts lost expected speed = 800 parts - 720 parts 10 parts/hr = 8 hrs 26 EQUIPMENT RELIABILITY TRAINING SERIES parts lost 720 parts made - 700 parts good Quality Loss: expected speed = 10 parts/hr Planned Loss Operational Loss Speed Loss Quality Loss Good Product Time 68 hrs 20 hrs 8 hrs 2 hrs 70 hrs OEE = Also OEE = TEEP = Good Product Time Scheduled Time Good Parts Total Scheduled Time (Time) 70 hrs = = Good Product Time Total Time = 2 hrs 100 hrs = 700 parts 100 hrs x 10 parts hr 70 % = 70 % 70 hrs = 168 hrs = 42 % 27 PERFORMANCE OBJECTIVES Equipment Performance Record, Categorize and Reduce Equipment Downtime Losses Understand and encourage the use of OEE and TEEP Charts 28 RAM Definitions, Measures & Tools 29 Performance Expectations RAM Definitions, Measures & Tools • • • Describe the three components of RAM Record the “right” failure data – run time to failure – machine conditions at failure – by category Use data to analyze failures – charts – measures (MTBF, MTTR, OEE, Availability) 30 Quality - A New Definition The QUALITY of some subject (i.e. of some product or process) means the extent to which the subject satisfies the expectations and needs of the users in operational environments over a period of time. David Garvin, Managing Quality, Free Press, 1988 31 Reliability = Quality over Time Reliability is the time dimension to quality. Product or processes that meet or exceed customer expectations, not just when they are new but over a period of time, are generally considered to have high reliability. Time may be some other measure than hours like footage, cycles, indexes, images, copies or actuations. 32 What is Reliability? When we speak of the reliability of a product or process we are using an umbrella term which includes the concepts of: Reliability Maintainability Availability Manufacturability Safety Serviceability other ....ilities 33 Components of Reliability RELIABILITY … How long will it last? MAINTAINABILITY … How long does it take to repair? AVAILABILITY … Is it capable of running when I need it? SAFETY … Could someone get hurt? 34 Reliability is Probability of Success Reliability is the probability that an item will perform its intended function adequately for a specified period of time under the specified operating conditions. ⇒Probability - A number between 0 and 1 ⇒Intended Function What is it supposed to do? ⇒Time - For how long: 24x7x365 or many short runs? ⇒Operating Conditions - Where is it going to be installed? 35 What is Failure? A product or process is said to have failed when it no longer performs its intended function adequately. Consider a fuse. Its job is to protect a circuit from overloading. If a fuse blows because there was an over-current spike, the fuse did its job. However, if there was a current spike and the fuse did not blow and the wiring caught fire, then the fuse failed! Therefore, function needs to be clearly defined. 36 Reliability Reliability is the probability that an item will perform its intended function adequately for a specified period of time under the specified operating conditions. Example A packaging line is designed to fill 1000 multipacks of film without a failure. This constitutes one run. One hundred runs were initiated and 90 runs were completed successfully. The packaging line reliability can be estimated by R(t=1K) = # of Successful Trials 90 = = 0.9 Total Number of Trials 100 37 Maintainability Maintainability is the probability that an item can be restored to satisfactory operating condition within a specified period of time under stated conditions by personnel having prescribed skill levels, resources and procedures. Example A piece of equipment was designed so that all failures could be fixed in less than 30 minutes by entry level techs. Reviewing the most recent 100 service events, 15 of then took longer than 30 minutes to remedy. M(t=30) = # of Successful Events 85 = = 0.85 Total Number of Events100 38 Availability Availability is the probability that an item, when used under given conditions, will perform satisfactorily when called upon. Example Nine times out of ten, when I walk up to the copier at 8AM, the copier is ready to process my job. It is not in STANDBY and does not have a sign stating that service has been called. 9 # of Successful Trials A(t= 8) = = = 0.9 Total Number of Trials 10 39 Repairable and Nonrepairable Devices • • • NONREPAIRABLE One-shot device If it breaks, throw it out. Examples – – – • Bearings Light Bulbs Electronic Components Replacement strategies • • • REPAIRABLE If it breaks, fix it. Employ preventive and predictive maintenance strategies. Examples – – – – Spoolers Packaging equipment Pumps Knife sets Note: The distinction between repairable and nonrepairable devices is critical to how we collect and analyze data. 40 How is Reliability Measured? Number of Failures Life Cycle Cost Service/Repair Costs Reliability (Probability of Success) Availability Costs of Downtime, Waste B10, B50 Life Failure Rate MTTF (Mean Time To Failure) MTBF (Mean Time Between Failures) MTTR (Mean Time to Repair/Restore) OEE (Overall Equipment Effectiveness) TEEP (Total Effective Equipment Performance) 41 Reliability Reliability is the probability that an item will perform its intended function adequately for a specified period of time under the specified operating conditions. MEASURE S Example A packaging line is designed to fill 1000 multipacks of film without a failure. This constitutes one run. One hundred runs were initiated and 90 runs were completed successfully. The packaging line reliability can be estimated by R(t=1K) = # of Successful Trials 90 = = 0.9 Total Number of Trials 100 42 MEASURE S Mean Time To Failure MTTF = Sum Failure Times Number of Failures Example: Run times to failure are 10,7,26,20,21,53,32,24,15,19 MTTF=227/10=22.7 hr H H istogram of Failure T im es 3.0 Number of Failures Mean Time To Failure (MTTF) applies to nonrepairable items. 2.0 1.0 0.0 5 101015 202025 30 30 35 404045 505055 Time 43 MEASURE S What Data Should Be Collected? 1. 6. 2. 7. 3. 8. 4. 9. 5. 10. 44 MEASURE S Repairable Systems 51 43 27 177 177 15 27 32 65 43 51 65 15 51 32 65 43 32 27 15 177 NEUTRAL/SAD/HAPPY SYSTEMS The order of the failure times is important. 45 MEASURE S Mean Time Between Failures For Repairable Items, the arrival order of the failure times is important 51 43 27 177 15 65 32 MEAN TIM E BETWEEN FAILURES applies to “neutral” repairable items. MTBF = Sum Inter-arrival Times Number of Failures For example: MTBF = 410 51+43+27+177+15+65+32 = 7 7 = 58.6 46 MEASURE S What For Repairable Equipment, What Data Should Be Collected? 1. Event Date 2. Clock Time 3. Machine clocks, meters, counters 4. Failure Mode What was seen/smelled/heard? 5. Machine Parameters What was the machine doing prior to the event? 6. Time to repair or restore Did the repair go smoothly? 7. What adjustments were made? 8. Parts used Were the parts broken? Were the replacements new or rebuilt? 9. Root cause of the stoppage What actually happened? 10. Failure Mechanism 47 MEASURE S Mean Time To Repair MTTR = Sum Repair Times Number of Repairs Example: Repair times in hours for 10 cellular phones: 0.1, 0.6, 1.3, .05, 0.4, 1.1, 0.15, 0.1, 0.3, 0.2 MTTR=4.3/10=.43 hours Histogram of Re pair Time s 6 5 Num ber o f Repairs Mean Time To Repair (MTTR) applies to time actually spent performing a repair. 4 3 2 1 0 0.25.25 0.5 .50 0.75.75 1 1.001.25 1.251.5 1.50 Time 48 What Additional Data Should Be Collected For Repairs? MEASURE S 1. 2. 3. 4. 5. 49 Availability MEASURE S Availability is the proportion of the the time the system is operating. UP UP 0 DOWN UP DOWN UP DOWN T Over a long period of time, AVAILABILITY is Uptime MTBF A= = Uptime + Downtime MTBF + MTTR AVAILABILITY combines RELIABILITY AND MAINTAINABILITY . Note: This is the classical definition of Availability which excludes changeover time, scheduled maintenance and idle time. 50 Reliability Measures Summary There are a variety of RAM measures. One number, for example the MTBF, might not be adequate. For repairable systems, keep the data in time order and generate a time line plot. For nonrepairable data, a histogram does a good job of displaying the variability in the data. 51 Intent of Reliability Methods To prevent failures from occurring To mitigate the effect of a failure To restore the system to a working state quickly if it did fail and, additionally, to measure and predict failure 52 Methods to Prevent Failures The best time to think about failure prevention is in the development and design phases of a project. RAM concepts in the project requirements and specification documents Robust Design Load/Strength Analysis Failure Mode, Effects & Criticality Analysis (FMECA) Fault Tree Analysis (FTA) Part Selection and Derating Flow Dynamics Analysis 53 Performance Expectations RAM Definitions, Measures & Tools • Describe the three components of RAM • Record the “right” failure data – run time to failure – machine conditions at failure – by category • Use data to analyze failures – charts – measures (MTBF, MTTR, OEE, Availability) 54 Reliability: New Equipment 55 Performance Expectations Reliability: New Equipment Recognize the “Design for Reliability” Process Ensure reliability REQUIREMENTS exist. Base decisions on Life Cycle Costing. Include reliability SPECIFICATIONS in Requests for Quotes and Purchase Orders. Conduct formal reliability design reviews based upon FMECA guidelines. Enlist support from company experts. Request R.A.M information from vendors. Start involving cross functional team with new hardware early in the develop/design process. 56 ASSET LIFE CYCLE Project Launch Concept, Development and Design Final Engineering Purchase Fabricate Install Startup Commission Accreditation Operate and Maintain Decommission “PROJECT LIFE” Concept Launch MBER REME E” IS NOT LIF . JECT “PRO SSET LIFE A D N BEYO ! K N I FE TH C T LI E J O R P Design Execution Commissioning Utilization End of Useful Life 57