The Competitive Edge Research Priorities for U.S. Manufacturing (1991) / Chapter Skim
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Equipment Reliability and Maintenance
Equipment Reliability and Maintenance
Pages 54-77
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From page 54... ...
Events that slow or interrupt the manufacturing process or degrade the product impair the competitiveness of a manufacturing enterprise. The term equipment Takability and maintenance {ERM} encompasses not only equipment, such as machines, tools, and fixtures, but also the technical, operational, and management activities, ranging from equipment specifications to daily operation and maintenance, required to sustain the performance of manufacturing equipment throughout its useful life.
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From page 56... ...
The trend toward integrating mechatronic equipment into factorywide systems provides a framework for extensively exploring and exploiting this approach. The potential 10 8 o In In ~ o as s ~ o :D ~ os ~ on o 2 s ~ _ m ~ E ~ 0.8 ~ 0 t'ts ~ 0.6 ~ ~ 0.4 Q ~ IS 6 2 0.2 ComputerControlled Equipment Focus on Mechanical Aspects / "Built-in" Automation Islands of Automation Integrated Automation 1960 1970 1980 1990 2000 2010 Year FIGURE 3-l Improvements in equipment reliability with increasing computerization.
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From page 57... ...
This trend is producing a generation of catalog engineers who are aclept at ordering equipment from a catalog but who lack the knowledge to evaluate equipment designs. Suppliers are responding by applying microcomputer technology to more phases of manufacturing operations and processing.
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From page 58... ...
ERM practices contribute significantly to this achievement. The ERM techniques of Japanese firms are basic practices that are carried out religiously.
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From page 59... ...
Aishin Seiki's ERM practices aim to maximize equipment effectiveness in terms of both quality and productivity by: · establishing a total system of productive maintenance covering the entire life of equipment; · involving all departments, including equipment planning, equipment usage, and maintenance; · requiring universal participation by top management as well as shop floor personnel; and · promoting productive maintenance through motivation management and autonomous, small group activity. The goal of the strategy is to eliminate the six main downtime losses: · losses caused by unexpected breakdowns; · losses from setup time associated with periodic changes and adjustments of tools and dies; · losses that result from idling, minor stoppages induced by sensors, and blockages of work in chutes; · losses attributable to differences between actual and design speeds of equipment; ing; and tion.
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From page 60... ...
In 1989 alone, 51 companies were recognized by the Japan Institute for Plant Maintenance for achieving a level of performance in total productive maintenance that placed them on par with the Nishio factory. Diagnostic Monitoring of Steam Turbine Generators With an aging complement of steam turbine generators and few new plants in the planning cycle, the U.S utilities industry is responding to increasing demand for electricity by adopting new practices for maintaining and improving the availability of existing equipment.
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From page 61... ...
Japanese suppliers, in contrast, benefit from close customer technology exchange programs with leading Japanese semiconductor manufacturers. Intel and several of its key equipment suppliers have begun to turn the domestic situation around.
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From page 62... ...
Procurement specifications have been upgraded to require that all key process equipment suppliers have a basic level of ERM expertise. Results in trial fabrication plants for both wafer etch and implanted do:: ~ ent show a substantial increase in average monthly uptime ~=c Or at predictability by reducing the range of monthly
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From page 63... ...
. In photolithography, attempts to increase mean time between failures have yielded a 30-percent increase in availability and an approximately 30-percent decrease in area throughput time while achieving a 10-percent reduction in total fabrication throughput time {Figure 3-5~.
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From page 64... ...
and wafer etch equipment {1988) , with and without service contract, show a substantial increase in average monthly uptime and increased predictability by reducing the range of monthly uptime.
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From page 65... ...
(X-Axis Is Not to Scale) FIGURE 3-5 For photolithography, attempts to increase mean time between failures have yielded a 30% increase in availability and an approximately 30% decrease in area throughout, while achieving a 10% reduction in total fabrication throughput time.
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From page 66... ...
The very terminology of ERM can impede its adoption and practice. Even with greater awareness anal understanding of ERM and sufficient good data to convince top management of its value, a serious deficit in the technical skills infrastructure required to implement an effective ERM program would still have to be overcome.
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From page 67... ...
manufacturing capacity may well be achievable through improved maintenance practices for existing equipment. Manufacturing management has labored against prevailing views of manufacturing as an appendage to business, a necessary evil, bureaucratic and hence slow to respond, driven by internal pressures and short-term thinking, and not part of the strategic business plan.
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From page 68... ...
As a result, it is difficult to make comparisons, share results and good practices among cooperating operations, and measure ERM performance trends in any one factory in a universally credible way. Lacking standard measures of ERM and using reward systems that typically do not encourage operators or supervisors to record or try to maximize equipment performance, industry can give suppliers very little information about its equipment beyond installation.
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From page 69... ...
Although companies technically unprepared to deal with these problems stand to suffer increased costs and reduced capacity, extreme pressure to minimize current-period costs continues to lead operations managers to sacrifice the hiring and training of maintenance personnel. In contrast to design engineers who, because they are charged in most cases directly to a product, are viewed as contributors, manufacturing engineers and skilled workers are considered manufacturing overhead and, hence, as opportunities for cost reduction.
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From page 70... ...
plant maintenance institute might include: competitive assessment of ERM (United States versus other countries) , research to improve ERM competitiveness and spread best practice, assistance to companies attempting to improve ERM, ERM training assistance, a forum for technology transfer, and recognition of companies that meet predefined ERM thresholds.
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From page 71... ...
c) Development of systematic, disciplined methodologies that will enable manufacturers to communicate equipment requirements in clear operational terms.
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From page 72... ...
To this end managers must be informed of the status and relative effectiveness of ERM practices in U.S. and foreign industries.
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From page 73... ...
Some two-year colleges are already cooperating with manufacturers to teach technical skills to shop floor personnel. Manufacturing engineering and software training programs are badly needed.
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From page 74... ...
and downtime, and allocate maintenance costs to reflect reality, results will be anecdotal and perception of the basis for changing the incentive structure will remain shaky. A more enlightened approach to reducing equipment life-cycle costs would be to increase capital investment at the concept and design stages in order to improve equipment reliability, maintainability, and predictability and thereby reduce operations and support costs that inflate factory overhead {Figure 3-6~.
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From page 75... ...
Systematic methodologies that will enable manufacturers to communicate equipment requirements in clear, operational terms need to be developed. In the area of human-machine interface, research is needed to delineate the guidelines and practices needed for establishing this important junction.
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From page 76... ...
In addition, practices that will promote effective implementation and continuous improvement of ERM must be developed. A strawman mode} that would support analysis of the impacts of various methodologies on the manufacturing environment would be useful.
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From page 77... ...
3. In many companies, the capital approval process specifies different levels of authorization depending on the size of the request.
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