Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/359954
mAINteNANCe ANd relIABIlIt Y Training and the Reliability Book The purpose of the reliability book was to present a consis- tent methodology to improve equipment reliability in manufacturing. This document was written for personnel involved in the design, operation and maintenance of equipment used in manufacturing, both direct production and support equipment. This included all the interactions of people, processes, raw materials, spare parts and utilities associated with the manufacturing equipment. Although this focus was on manufacturing equipment, the principles described generally apply to all equipment. The reliability book consists of eight chapters and several appendices in 93 pages. It describes Lilly's reliability vision, important reliability principles and models. Three training classes accompany the book: Reliability Overview, Reliability Leadership and Reliability Book Understanding. The overview class is intended for all employees involved in the manufacturing of products. The class provides general training on the content of the reliability book. The leadership class offers training for all employees in positional leadership roles. The class is an open discussion with leadership to discuss behaviors and methods to advocate and support the content of the reliability book. The final class is simply a test to verify reading and understanding of the reliability book. Demonstration Projects Three demonstration projects were performed in 2011-2012 to help validate the reliability tools and concepts that were included in the reliability book. The first project consisted of improving net output from a device assembly work center. In 2010, the demonstrated production rate of the manufac- turing line had a standard rate of 77 units per minute. By the second quarter of 2012, the same manufacturing center had a demonstrated standard rate of 125 units per minute. This was a 60-percent improvement in output — a record output. The production output value to the business far exceeded any change in maintenance costs. Examples of projects that impacted reli- ability included a redesigned glue system, an improved changeover time from 4.3 hours to 3.5 hours and better service practices of the glue system and robot head. The second project involved improving the output from a vial- filling work center. In 2011, the demonstrated production rate of the manufacturing line had a standard rate of 190 units per minute. By the second quarter of 2013, the same manufacturing center had a demonstrated standard rate of 230 units per minute. This represented a 21-percent improvement, which was a record output. Examples of projects impacting reliability included scale modifications, automated tank filling, improved changeover times, better setup instructions, enhanced machine knowledge and run rules, and better service practices. The third project consisted of improving the mean time between failures (MTBF) of a rotary screw conveyor. This asset showed up on the site's list of 20 worst MTBF assets. Upon inves- tigation, it appeared the conveyor was tripping off-line because the downstream transfer line was plugging. Further research deter- mined the reason for the line plugging was due to the automation sequencing of the various system assets. Once this sequencing was changed, the MTBF increased by a factor of four. The problem wasn't with the screw conveyor; it was just the first visible sign of a downstream problem. The importance of Culture Any change must take into account the effect on the culture. The prevailing culture may help or hinder the desired changes. An entire chapter of Eli Lilly's reliability book was dedicated to the cultural challenges of moving a successful 32