Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/359954
34 July - August 2014 | www.machinerylubrication.com sites have adopted a culture that views accidents as preventable and an injury-free workplace as achievable. In order to reach the goal of an injury-free environment, safety had to become a major concern of everyone and not just the safety department. In a similar manner, this same type of cultural shift also applies to a reliability-based culture. Reliability Metrics Three key global metrics for reliability were defined: down- time, mean time between failures (MTBF) and deviations. Downtime Downtime (along with its inverse, uptime) provides an indica- tion of manufacturing performance. More important than the downtime/uptime value are the reasons for downtime. The manufacturing area must collect and analyze the causes of downtime. The organization then should focus resources to investigate and resolve the significant contributors to downtime. Downtime measurement across the various manufacturing sites was inconsistent and underutilized. Some sites were measuring downtime but were using different parameters. One site had more than 50 different downtime reasons. Others were measuring downtime only during a production run. To standardize this important metric, a list of 12 reasons for downtime was developed under two broad headings: unscheduled downtime and scheduled downtime. The metric is also based on a 24-hours-a-day, seven-days-a-week schedule or 8,760 hours per year. This way, all reporting times and percentages have the same common denominator. By using this metric, the chronic contribu- tors to the loss of production can be determined, and the correct resources can be applied to the problem area. MTBF MTBF is used to identify assets that are experiencing high rates of failure. Assets are ranked from worst to best, and the worst 20 assets for each site are reported. Some of these assets have problems that are well-known, while others may be a surprise to the organization. The goal is to improve reliability by reducing their failure rate. Sometimes the downtime data and MTBF report overlap, while at other times the failures may have little impact on the overall manufacturing output. Both metrics should be reviewed to establish the best use of resources. Deviations Manufacturing upsets or failures are tracked as non-confor- mances. Each non-conformance must be investigated to determine the impact on the product and the corrective action required to reduce or eliminate recurrence. Tracking non-conformances helps identify the chronic equipment issues that are causing the upsets in the manufacturing processes and offers another way to focus on the high-priority equipment problems requiring further investiga- tion and remediation. These upsets are usually the significant contributors to floor and factory loss. Reliability implementation Plan Traditionally, reliability efforts have been implemented as programs. Various reliability concepts such as predictive maintenance, planning and scheduling, etc., have been applied as stand-alone programs or projects. All of the programs are elements needed to support the reliability model. Each will have an impact on the manufacturing output. However, universal organization support is difficult to achieve from the operational partners. They do not always see the immediate value, as manu- facturing output may not significantly change. The philosophy for Eli Lilly's implementation plan was to have each site focus on improving the reliability of an asset or line that was impacting the site's performance. By targeting chronic fail- ures and the weaknesses limiting manufacturing output, significant improvements can be made. The organization is focused on the important and urgent issues. Employees have a higher sense of value by working on critical issues, and the plant's net output increases. The reliability professional earns the credi- bility to continue the reliability journey. Eli Lilly operates more than 20 manufacturing sites around the world. All of the sites are at different places in their reli- ability journey. Each site also has cultural or organizational differences. The implementation plan is not a one-size-fits-all approach. Instead, flexibility was built in the rollout plan to allow for sites to adjust the concepts to fit their business needs. The reliability book provided the framework for the sites to build their program. For 2013, each manufacturing site was asked to perform the following: • Name a reliability champion from the management ranks to be the site champion and point of contact. • Determine the site's 2013 reliability plan, including a reliability- improvement project on a troublesome asset based on any combination of the three metrics discussed earlier, and a 1 Equipment Fails Quick Repairs 2 Rewards and Recognition 3 Role Models to Follow 4 Reactive Culture Reinforced 5 1 Reliability Based Actions Fewer Equipment Failures 2 3 Role Models to Follow 4 Reliability Culture Reinforced 5 Rewards and Recognition REACTiVE CULTURE PROACTiVE CULTURE Highly visible Prompt Not very visible Long time delay mAINteNANCe ANd relIABIlIt Y