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SKF Client Needs Analysis: A proven process to identify plant improvement opportunities
How and where can I improve plant performance? Should I better align my plant with industry benchmarks? How? How do I assure continual improvement in my plants maintenance processes?
Good questions. But finding the right answers and implementing strategies to address these issues can be daunting. With daily operational challenges and time constraints, identifying and achieving improvement opportunities may seem impossible. SKF can help. Drawing on years of SKF productivity experience, we can help you identify improvement opportunities that will yield positive bottom-line results, then suggest a strategy for implementing a programme to achieve them.
At least 50 % of companies that start a maintenance strategy project do not implement the results effectively, and as a result, do not realize all potential benefits. 96 % of plants that implement condition-monitoring programmes do so to reduce unscheduled machine breakdowns. More than 80 % also want to enhance competitiveness. Of those facilities implementing condition-monitoring programmes without proper analysis, 40 % claim they did not achieve the expected return on investment. Our goal at SKF is to help you achieve maximum return on your reliability investment. The SKF Client Needs Analysis is a performance benchmarking process with proven success in many industries
Pre-Defined Priorities
PM
PRM
ODR
RTF
Work Identification
Information Integration and Decision Making Work Order Generation Corrective Maintenance Operators Initiators
Work Control
RCFA
Consider:
Maintenance Strategy
Planning
Rolling Schedule
Figure 2: Asset Efficiency Optimization (AEO) is an SKF work management process designed to achieve maximum effectiveness from plant business goal activities. AEO includes four key facets: Maintenance Strategy, Work Identification, Work Control and Work Execution. Within each facet, the interaction of three aspects of your organization process, culture, and technology are paramount to your success.
Work Execution
ME RAMSTIC G O I PR TER E RAC ANC CHA TEN URITY N I MA MAT VER DRI ARD REW
ING ng IMIZ vati OPT Inno S wth AS n Gro CL atio ing t z i D o m L i m t o R cy Op Pr WfO cien G ime i t N f I p E U IZ g BIL inin STA itive nta t i g e a p e M rnin Comvantag Lea res u d l d i e a A aniz id F ting Org Avo figh s Fire e ris urp ed oS wns o N d iplin n ak Disc nizatio Bre a Org oes r e eH ning rtim Ove Plan ding pon Res
UR AVIO BEH
Figure 1: The four phases of maintenance maturity. Moving toward a world-class facility starts with understanding where you stand today, and defining your objectives for the future.
Work Execution
Maintenance Strategy
Figure 3 Spider Chart Standard deviation -1 Standard deviation +1 Segment Average Fire Fighting Maintaining Promoting Innovating
Absent
Maintaining
Promoting
Innovating
Totals
Maintenance Strategy Work Identification Work Control Work Execution Subtotals per choice of response
Table 1 Maturity Matrix Summary The table shows actual overall summary matrix status from 500+ Client Needs Analyses performed by SKF.
By assessing performance indicators against benchmarks, SKF determines improvement opportunities that typically fall under these facets:
Work Identification
Being able to better identify potential faults before they become a problem will decrease unplanned downtime and increase production efficiency. Topics investigated are: Work types Work order process Work order compliance Work order priority Operator care Operators conducting Preventive Maintenance tasks Predictive Maintenance programme effectiveness Decision support Management of change Work skills and competence
Work Control
Detecting problems earlier enables better scheduling of labour and spare parts for repair. Machine uptime increases, while overtime, work backlog, and total costs decrease. Topics investigated are: Planning accuracy (time-based) Number of planners per craftsperson Scheduling horizon Preventive Maintenance schedule compliance Predictive Maintenance schedule compliance Budget compliance Spare parts (bill of materials) documentation Standard job plans and procedures Work backlog Overtime levels
Work Execution
With an optimum work execution programme, maintenance labour productivity increases, maintenance rework decreases, and total maintenance costs are reduced. Topics investigated are: Work orders with no history Closing work orders with labour costs, material costs, and actual vs. estimates Maintenance labour productivity Training allocation per craftsperson Supervisor to craftsperson ratio Number of crafts designations Post-maintenance testing compliance Maintenance rework Review of breakdown maintenance Review of Preventive and Predictive Maintenance 4
For more information on the SKF Client Needs Analysis, contact your local SKF representative, or visit www.skf.com/reliability 5 6