2012 tottopic 01 - university of portsmouthwoodm.myweb.port.ac.uk/q/ashrafhottopic2012.pdf · ......

1

Hot Topic Seminar:Making the Most of Your Business Assets

Ashraf W. LabibProfessor of Operations and Asset Management

Portsmouth Business School, University of Portsmouth, UK

Voice: (44) 2392 844729, Fax: (44) 2392 844037, Email: [email protected]

Page 2

Contents

How can you make the most out of our business assets?

1. Case Study.

2. Introduction.

3. Maintenance Strategies and IS Issues.

4. The Decision Making Grid Model.

5. Case Study Applications.

6. Conclusions.

2

Page 3

Data

Asset Management Integration & Maturity

Strategic

Tactical

Operational

Physical

Years

1 Month

1 Day

1 Hour

Technical

Financial

Adapted from Smallborne, and Hardwick, 2012

Optioneering

Justify Your Investment

Informed Decisions

Models

Analysis

Information

Systems

AssetData base on assets

Failure data/historical performance

SAP

Data structured for higher level use

FMEA/RCM

Reliability/Availability

Repair/Replace, Spares

OPEX/CAPEX trade-offs

Prioritisation across programmes

Board, Shareholder

confidence

The

Decision

Making

Grid

(DMG)

Model

Page 4

Case Study – First Capital Connect

3

Page 5

Page 6

Aslam-Zainudeen, and Labib, Ashraf, Practical Application of the Decision Making Grid (DMG), Journal of Quality in Maintenance Engineering (JQME);

MCB Press; ISSN: 1355-2511, volume 17,

issue 2, pp 138-149, 2011.

4

Page 7

Aslam-Zainudeen, and Labib,

Ashraf, Practical Application of

the Decision Making Grid

(DMG), Journal of Quality in

Maintenance Engineering

(JQME); MCB Press; ISSN:

1355-2511, volume 17,

issue 2, pp 138-149, 2011.

Page 8

Aslam-Zainudeen, and Labib, Ashraf, Practical

Application of the Decision Making Grid (DMG),

Journal of Quality in Maintenance Engineering

(JQME); MCB Press; ISSN: 1355-2511, volume

17, issue 2, pp 138-149, 2011.

5

Page 9

Aslam-Zainudeen, and Labib, Ashraf, Practical

Application of the Decision Making Grid (DMG),

Journal of Quality in Maintenance Engineering

(JQME); MCB Press; ISSN: 1355-2511, volume

17, issue 2, pp 138-149, 2011.

Page 10



issue 2, pp 138-149, 2011.

6

Page 11

It is concluded that the application of the DMG would assist FCC engineers in making

decisions about what types of maintenance should be done and would also allow

maintenance to be adapted to suit the changing real world performance of the fleets.

The advantages of ensuring maintenance work is prioritised in this manner would

have the following advantages to FCC as a business:

1. Lower downtime of the units.

2. Reduced maintenance costs because of focus on the most effective work that can

3. be done.

4. Reduced impact on passenger services and therefore an improved corporate image in the eyes of the

customer.

5. Increased profits through the increased availability of units for revenue earning service.

6. Increased reliability of the units because the worst performing systems are prioritised and the work

carried out is adapted to deal with the root causes of the failures of these worst performing systems.

7. Reduced operating costs due to the reduction of failures in service.

8. Enables continuous improvement within FCC because after the first set of worst performing

systems are improved, work on the next set of worst performing systems can be started.

Due to the similarities in the CMMSs used in other TOCs in the railway industry,

it is also concluded that the application of the DMG would be worth considering in these TOCs in

order to enable the realisation of the previously described benefits.

Conclusion:



issue 2, pp 138-149, 2011.

Page 12

Introduction

7

Page 13

The importance of making the most out of your business assets

� increase in the number and types of equipment,

� increase in complexity of processes and equipment,

� increase in automation of manufacturing systems

� increase of the cost of production/operations and raw materials,

� Increase in technological progress and obsolescence of equipment,

� increase in specialisation of R&M workers, and� increasing pressure from shareholders for

higher profits.

Page 14

Fundamental questions that need to be asked with regard to existing Computerised

Maintenance Management Systems (CMMSs):

• What do users really want from a CMMS?

• Does it support what is happening in the shop-floor? Or, Is it a rather expensive calendar to remind one of when to perform a maintenance schedule?

• Is it really worth spending so much effort, time, and money in buying a system for just being an electronic calendar or a monitoring device?

• Do existing CMMSs really contribute to the bottom line benefits of the company and support in the reduction of breakdowns or are they just a beast to be served by an army of IT specialists?

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Page 15

Some of the benefits that can result from the application of computerised maintenance

management systems (CMMS) are:

• Resource Control: Tighter control of resources(maintenance personnel, spare parts, equipment,etc).

• Cost Management: Better cost management andaudibility.

• Scheduling: Ability to schedule complex, fastmoving, workloads.

• Integration: Integration with other business systems.

• Reduction of Breakdowns: Improve reliability ofphysical assets through the application of an effectivemaintenance programme.

Page 16

BUT...

We have proofs…

There exists some sort of black hole

In short, companies tend to spend a vast amount of capital inacquisition of of-the-shelf systems for data collection and their addedvalue to the business is questionable.

Evidence of Black Holes

9

Page 17

Gaps Model of ERP/CMMSs

ERP

CMMSDesignShut Down

Machines

Maintenance

Strategy

DMG

Feedback

CBM/

PLC

PM Yuniarto & Labib 2005

Davidson & Labib, 2003Fernandez & Labib, 2004

Alardhi & Labib, 2008

~~

~ ~ ~ ~

~~

Alardhi, M. and A.W. Labib, Preventive Maintenance

Scheduling of Multi-Cogeneration Plants

Using Integer Programming, Journal of

Operational Research Society (JORS), Vol. 59 No. 4,

pp 503-510, 2008.

Fernandez, O. , A.W. Labib, R. Walmsley, D.J. Petty,

"A Decision Support Maintenance

Management System: Development

and Implementation", International Journal of Quality

and Reliability Management, IJQRM, Vol

20, No 8, pp 965-979, 2003.

Davidson, G., and A.W. Labib, "Learning from failures:

design improvements using

a multiple criteria decision making process",

Journal of Aerospace Engineering, Proceedings of the

Institution of Mechanical Engineers Part G, Vol

217/4, pp 207-216, 2003.

Yuniarto, N., and A.W. Labib, Optimal

Control of an Unreliable

Machine Using Fuzzy Logic

Control: From Design to

Implementation,

International Journal of Production

Research, (IJPR), , Vol. 43, No.

21, pp 4509–4537, 2005.

Page 18

Asset Management

Reliability Maintenance

RCM

FMEA

TPM

OEEFTACBM

CMMS

RCM: Reliability Centred Maintenance.

TPM: Total Productive Maintenance.

CBM: Condition Based Monitoring.

FMEA: Failure Mode and Effect Analysis.

FTA: Fault Tree Analysis.

OEE: Overall Equipment Effectiveness.

10

Page 19

Asset Management


RCM

FMEA

TPM

OEEFTACBM

CMMS

TPM: is human based technique in which

maintainability is emphasised.

TPM gives operators the knowledge and

confidence to manage their own machines.

Instead of waiting for a breakdown, then

calling the maintenance engineer, they deal

directly with small problems, before they

become big ones.

Pioneering industry: Car Manufacturing

(TPS).







Page 20

Autonomous Maintenance – in a nutshell

PerfectPerfectPerfectPerfect

Correct

Clean

Inspect

Detect

THE MOTTO IS….Clean to Inspect

Inspect to DetectDetect to Correct

Correct to Perfect ! !

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Page 21

Tools

Page 22

Making Monitoring Easier

12

Page 23

Page 24

Making Monitoring Easier

13

Page 25

Making Inspection Easier

Before After

Page 26

Return to

TPM

14

Page 27

Asset Management


RCM

FMEA

TPM

OEEFTACBM

CMMS

RCM is a systems based concept where

reliability of machines is emphasised

It is a structured methodology for determining the maintenance requirements of any physical asset in its operation context.

Techniques allied to RCM: Fault Tree Analysis, and Reliability Block Diagrams.

Pioneering industry: Aviation industry.







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15

Page 29

Page 30

Equipment

16

Page 31

Equipment

Page 32

17

Page 33

Other Electrical Applications

Page 34

18

Page 35

Reliability Centred Maintenance (RCM):- Fault Tree Analysis (FTA)- Reliability Block Diagrams (RBD)

1

2 3 4

5

6

1 2 3 4

5

6

Page 36

Titanic The Unsinkable Ship That Sank

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Page 37

Titanic DisasterWhat Happened

• The Ship Hit The Iceberg At Such High Speed That Caused The Resulting Failure Of The Superstructure To Be Catastrophic

• The Iceberg Caused A Rip To The Hull Of The Ship And Damaged 5 Of 16 Watertight Compartments

• Titanic Sank After 2 Hours And 40 Minutes After The Crash

• On Board Was 2,228 Between Passengers And Crew

Page 38

Titanic Disaster

Consequences And Severity

• Human Loss 1,300 People

• Loss Of Ship $7.5m

• Reputation Of White Star Line

• Massive Insurance Premium Increase

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Page 39

Fault Tree Analysis (FTA) for the Titanic Disaster

Poorvisiblility

Titanic'sDisaster

IcebergCollision

Collapsedstructure

Inefficientpassengerevacuation

Lack ofemegencyprocedure

Notenough

time

Insufficientlife boats

Highspeed

Nobinoculars

Badoutlook

Innapropiatemanufacturing

process

Innapropiratematerial

Lack ofmaterialtesting

Lack ofqualitycontrol

AND

AND AND

OROROR

AND = Parallel

OR = Series

Page 40

Reliability Block Diagram (RBD) for the Titanic Disaster

Bad outlook

No binoculars

High speed

Insufficient

life boatsNo enough

time

Lack of

emergency

procedure

Inappropriate

manufacturing

process

Lack of Quality

Control

Lack of Material

Testing

Poor visibility Iceberg collision

Insufficient passengers evacuation

Inappropriate

materialCollapsed structure

AND = Parallel

OR = Series

Return to

RCM

21

Page 41

Theoretical Background:

Maintenance & Reliability Policies – Proposed

Approach (Model)

• The proposed approach is innovative in that it offers a decision map adaptive to the collected data where it suggest the appropriate use of RCM, TPM, and CBM as well as additional ones.

Page 42

Asset Management


RCM

FMEA

TPM

OEEFTACBM

DMG







22

Page 43

Proposed Model:The model identifies 5 levels of maintenance strategies which have an

impact on performance.

1. OTF: Operate To Failure (or keep the best practice).

2. SLU: Skill Level Upgrade (In general: TPM).3. CBM: Condition Based Maintenance (In

general: RCM).4. FTM: Fixed Time Maintenance.

A. Easy FTMs (Who, and When).B. Difficult FTMs (What, and How).

5. DOM: Design Out Maintenance.

Page 44

Proposed Model:The Decision Making Grid (DMG)

• It acts as a map where the performances of the worst machines are placed based on multiple criteria.

• The objective is to implement appropriate maintenance actions that will lead to the movement of machines towards an improved state with respect to multiple criteria.

• The outputs of the model are:

– a) classification of maintenance related policies, and

– b) prioritisation of the proposed actions.

23

Page 45

A Black Box

An Industrial Case Study

Data Decisions

Page 46

Breakdow n Trends (hrs.)

0

200

400

600

800

1000

1200

Nov Dec Jan Feb M ar Apr M ay Jun Jul A ug Sep Oct Nov

This case study demonstrates the application of the proposed model and its effect on asset management performance. The application of the model is shown through the experience of a company seeking to achieve World-Class status in asset management. The company has implemented the proposed model which has had the effect of reducing total downtime from an average of 800 hours per month to less than 100 hours per month as shown in Figure.

Company Background and MethodologyIn this particular company there are 130 machines, varying from robots, and machine centres, to manually operated assembly tables. Notice that in this case study, only two criteria are used (frequency, and downtime). However, if more criteria are included such as spare parts cost and scrap rate, the model becomes multi dimensional, with low, medium, and high ranges for each identified criterion. The methodology implemented in this case was to follow three steps. These steps are i. Criteria Analysis, ii. Decision Mapping, and iii. Decision Support.

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Page 47

Criteria: Downtime Frequency

Name Downtime

(hrs)

Name Frequency

(No. off)

Machine [A] 30 Machine [G] 27

HIGH Machine [B] 20 Machine [C] 16 HIGH

Machine [C] 20 Machine [D] 12

Machine [D] 17 Machine [A] 9

MEDIUM Machine [E] 16 Machine [I] 8

Machine [F] 12 Machine [E] 8 MEDIUM

Machine [G] 7 Machine [k] 8

LOW Machine [H] 6 Machine [F] 4

Machine [I] 6 Machine [B] 3 LOW

Machine [j] 4 Machine [H] 2

Sum of Top 10 138 Sum of Top 10 97

Sum of All 155 Sum of All 120

Percentage 89% Percentage 81 %

Criteria Evaluation

Data Analysis for the DMG

Page 48

A reflective question:If you were my maintenance manager, what policy

action(s) would you instruct me to improve the situation in this report?

• The DO’s:

– Actions should be policy related.

– Actions should be pragmatic/practical.

• The DO NOT’s:

– No reports from reports (paralysis by analysis).

– No theoretical slogans (‘go and fix machine A’, because this what I normally do).

25

Page 49



1. OTF: Operate To Failure.2. SLU: Skill Level Upgrade. In general: TPM.3. CBM: Condition Based Maintenance. In

general: RCM.4. FTM: Fixed Time Maintenance.

A. Easy FTMs (Who, and When).B. Difficult FTMs (What, and How).

5. DOM: Design Out Maintenance.

Page 50

Ben

efit

and

/or

Co

st F

unct

ion (

s)

OTF

SLU

FTM

CBM

Time

DOM

Who?, When?, How?, and What?

Human

Technology

Knowledge & Innovation

£



26

Page 51


Name Downtime

(hrs)

Name Frequency

(No. off)














Criteria Evaluation


Page 52


Name Downtime

(hrs)

Name Frequency

(No. off)














Criteria Evaluation


27

Page 54

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.

Operate to Failure

(Favourable state)

Decision-Making Grid

(DMG)

Page 55

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.

Skill Levels UpgradeMaintaining this machine is a relatively easy task that can be passed to operators after upgrading their skill levels.


(DMG)

S.L.U.

28

Page 56

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.

Condition Based MaintenanceA problematic machine, in maintenance words "a killer". It does not breakdown frequently (low frequency), but when it stops it is usually a big problem that lasts for a long time (high downtime). In this case the appropriate action to take is to analyse the breakdown events and closely monitor its condition, i.e. condition base monitoring (CBM).


(DMG)

S.L.U.

C.B.M.

Page 57

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.

Design Out MaintenanceOne of the worst performing machines based on both criteria. It is a machine that maintenance engineers are used to seeing it not working rather than performing normal operating duty. A machine of this category will need to be structurally modified and major design out projects need to be considered


(DMG)

S.L.U.

C.B.M.

D.O.M.

29

Page 58

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.

Fixed Time Maintenancewhere it is "easy" FTM because it is near to the OTF region and it requires re-addressing issues regarding whowill perform the instruction


(DMG)

S.L.U.

C.B.M.

D.O.M.

F.T.M.

Page 59

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.

Fixed Time Maintenancewhere it is "easy" FTM because it is near to the OTF region and it requires re-addressing issues regarding when will the instruction be implemented.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

D.O.M.

30

Page 60

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.

Fixed Time MaintenanceThe "difficult" FTM issues are the onesrelated to the contents of the instructionitself. It might be the case that the wrongproblem is being solved or the right one isnot being solved adequately.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

Page 61

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.

Fixed Time MaintenanceThe "difficult" FTM issues are the onesrelated to the contents of the instructionitself. It might be the case that the wrongproblem is being solved or the right one isnot being solved adequately.


(DMG)

F.T.M.

S.L.U.

C.B.M.F.T.M.

F.T.M.

F.T.M. D.O.M.

31

Page 62

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

Page 63

Design Maintenance Grid �� Decision Making Grid

(DMG)

R&KT

Strategy

C.

CB

M

A. OTF

G. F

TM

(Ho

w?

)

E.FTM

(Who?)

B. Skill Level

Upgrade (SLU)

Maintaining this

machine is a

relatively easy task

that can be passed to

operators after

upgrading their skill

levels.

H. Fixed Time

Maintenance (FTM)

It might be the case that

the wrong problem is

being solved or the right

one is not being solved

adequately.

G. Fixed Time Maintenance

(FTM)

The "difficult" FTM issues

are the ones related to the

contents of the instruction

itself. It might be the case

that the wrong problem is

being solved or the right

one is not being solved

adequately.

F. Fixed Time

Maintenance (FTM)

Easy: When?

It requires re-

addressing issues

regarding when will

the instruction be

implemented (How

often).

E. Fixed Time

Maintenance (FTM)

Easy: Who?

It requires re-addressing

issues regarding who

will perform the

instruction.

D. Design Out

Maintenance (DOM)

One of the worst

performing machines

based on both criteria.

A machine of this

category will need to

be structurally

modified and major

design out projects

need to be considered.

C. Condition Based

Maintenance (CBM)

A problematic machine, in

maintenance words "a

killer". It does not

breakdown frequently (low

frequency), but when it

stops it is usually a big

problem that lasts for a long

time (high downtime).

A. Operate to Failure (OTF)

Sustain the best practice

(Favourable state).

07

DMGDowntime (or MTTR)

Fre

qu

ency

(o

r 1

/MT

BF

) Low Medium High

O.T.F.

F.T.M.

(Who?)

Low

Medium

High S.L.U.

C.B.M.

D.O.M.

F.T.M.

(When?)

F.T.M.

(How?)

F.T.M.

(What?)

32

Page 64

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

Page 65

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

33

Page 66

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

Page 67

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

34

Page 69

This was Part 1 of the model…….there are 3 parts!

Part 1 is: The DMG strategy selection.

Page 70

The DMG…

As a…

• Continuous Improvement

Process.

• Multiple Criteria Analysis.

• Strategic / Operational Concept.

• Generic Methodology.

35

Page 71

L

M

H

L M H

DMG as a continuous

improvement process

[A]

[B]

[C]

H

M

L

L M H

[A]

[B]

[C]

Page 72

Demonstration of the AHP

Analytic Hierarchy Process

36

Page 73

A typical AHP decision hierarchyPrimary objective

Criterion 1

Sub-criterion 1a

Criterion 2

Sub-criterion 1b Sub-criterion 1c Sub-criterion 2a Sub-criterion 2b

Alternative A Alternative B Alternative C

Page 74

Multiple Criteria Decision Analysis (MCDA)

Downtime Frequency Spare Parts Bottlenecks

System BSystem A System C

Electrical Mechanical Hydraulic Pneumatic

Level 1: Criteria

Evaluation

Level 3: Critical

Faults

Level 4: Fault

Details

Motor Faults No Power Faults Panel Faults

Limit Faults Proximity Faults Pressure Faults

Level 2: Critical

Machines

Software

Switch Faults

Push Button Faults

………

37

Page 75

Fre

quen

cy L

ow

Med

ium

Hig

h

DowntimeHighMediumLow

SLU

OTF

FTM

DOM

CBM

DMG: Strategic Grid

(overall map)

Multiple Criteria

Downtime Frequency Spare Parts Bottleneck


Motor

faults

Panel

faults

Switch

faults

No power

faults

Multiple Criteria:

Prioritised focused actions

SLU: Skill Level Upgrade.

OTF: Operate To Failure .


FTM: Fixed Time Maintenance.

DOM: Design Out Maintenance.

: Machine / System

© A.W. Labib

Fixed Rules

&

Flexible Strategies

Page 76

DMG: Strategic Grid

Fre

qu

en

cy Lo

wM

ed

ium

Hig

h


SLU

OTF

FTM

Multiple Criteria:Prioritised focused actions

SLU: Skill Level Upgrade.OTF: Operate To Failure.CBM: Condition Based Monitoring.FTM: Fixed Time Maintenance.DOM: Design Out Maintenance.

Multiple Criteria



Motor

faults

Panel

faults

Switch

faults

No power

faults

Multiple Criteria



Motor

faults

Panel

faults

Switch

faults

No power

faults

Multiple Criteria



Motor

faults

Panel

faults

Switch

faults

No power

faults

CBM

DOM

Fixed Rules &

Flexible Strategies

FTMFTM

FTM

FTM

38

Page 77

This was Part 2 of the model…….there is still one more part!

Part 1 is: The DMG strategy selection (effectiveness).

Part 2 is The DMG for focussed actions (efficiency).

Page 78

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

?

?

39

Page 79

Fuzzy Process

C r i s p I n p u t

C r i s p O u t p u t

F u z z i f i c a t i o n

R u l e E v a l u a t i o n

D e f u z z i f i c a t i o n

I n p u t M e m b e r s h i p

F u n c t i o n s

O u t p u t

M e m b e r s h i p

F u n c t i o n s

R u l e s

F u z z y I n p u t s

F u z z y O u t p u t s

Background: Fuzzy Logic Control• The human brain can reason with uncertainties,

vagueness, and judgments.

• Computers can only manipulate precise valuations.

• Fuzzy logic is an attempt to combine the two techniques.

Membership Function

Page 80

Membership Function of Frequency

Frequency

(No. of times)

0 10 20 30 40 50

1

µ

12

0.75

0.4

Low Medium High

40

Page 81

Membership Function of Downtime

Downtime

(hrs)

0 100 200 300 400 500

1

µ

380

0.7

0.2

Low Medium High

Page 82

Ben

efit

and

/or

Co

st F

unct

ion (

s)

OTF

SLU

FTM

CBM

Time

DOM

Who?, When?, How?, and What?

Human

Technology

Knowledge & Innovation

£



41

Page 83

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency

O.T.F.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

Page 84

12

380

DOM

OTF

CBM

SLU

The Fuzzy Decision Surface

42

Page 85

This was Part 3 of the model…….that is it!

Part 1 is: The DMG strategy selection (effectiveness).

Part 2 is The DMG for focussed actions (efficiency).

Part 3 is the DMG for cost/benefit analysis.

Page 86

Basic Data Requirements

• Asset Register (Machine identifier).

• Counter of Faults (Frequency).

• Timer of Faults (Down-time).

• Level of Faults (Hierarchical).

43

Page 87

Summary: ICOMs

Classify

DMGDecision Making Grid

Asset Register (Machine identifier).Counter of Faults (Frequency).Timer of Faults (Down-time).Level of Faults (Hierarchical).

Prioritise

AHPAnalytic

Hierarchy Process

FLCFuzzyLogic Control

1. Prioritise PM’s.2. Create PM’s.3. Eliminate PM’s.

PM: Preventive Maintenance.

Data DomainDecision Domain

Page 88

Maintenance Data:

- Machines

- Faults

- Spare Parts

Bottleneck Data:

- Speed

- Loading

- Quality

Preventive

Maintenance

Instructions

Analytic

Hierarchy

Process

Decision

Analysis

Process

Dat

aD

ecision

s (action

s)

MRP / CMMS Systems

Proposed Model

Objectiv

e:

To estab

lish th

is lin

k

A Black Box

44

Page 89

Characteristics of a model for the way forward

• Why?– People are either obsessed with a certain

maintenance strategy, or not familiar with some of them.

– Lots of data but no decisions.

So what we have done is:– Simple – Intuitive– Comprehensive, and– of Utility

Page 90

The DMG

Part 1:The DMG strategy selection (effectiveness).(Classification of maintenance strategies).

Part 2 :The DMG for focussed actions (efficiency)..(Using multiple criteria decision making).

Part 3 :The DMG for cost/benefit analysis.(Using rule based fuzzy logic system).

Low

Medium

High

Low MediumHigh

Downtime

Fre

qu

ency O.T.F.


(DMG)

S.L.U.

C.B.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

F.T.M.

D.O.M.

Fre

qu

ency L

ow

Med

ium

Hig

h


SLU

OTF

FTM

DOM

CBM

DMG: Strategic Grid

(overall map)

Multiple Criteria


Elect rical Mechanical Hydrauli c Pneumatic

Motor

faults

Panel

faults

Switch

faults

No power

faults

Multiple Criteria:

Prioritised focused actions

SLU: Skill Level Upgrade.

OTF: Operate To Failure .


FTM: Fixed Time Maintenance.

DOM: Design Out Maintenance.

: Mac hine / System

45

Page 91

L

M

H

L M H

DMG as a continuous

improvement process

[A]

[B]

[C]

H

M

L

L M H

[A]

[B]

[C]

Breakdow n Trends (hrs.)

0

200

400

600

800

1000

1200

Nov Dec Jan Feb M ar Apr M ay Jun Jul Aug Sep Oct Nov

Page 92

Other Cases for Industry & European Projects

• Industry:– Case 1: Qatar Petroleum (QP).– Case 2: Oman Air B737NG fleet.– Case 3: ESB Moneypoint Generating Station.– Case 4: Kuwait Ahmadi Distillery Co.– Case 5: PDO Oman.

• EU Projects:– Train_In_Main.– iLearn2Main.

• Reported publications:– Burhanuddin, etal, 2007.– Zulkifli etal, 2008.– Ramachandran etal, 2012.

46

Page 93

Maintenance

Conclusion - The Revenue of a Company can be Improved by:

• Higher prices on products or reduction of raw material cost.

• Reduction of production – and maintenance costs.

• Increased productivity.

• High quality products.

Page 94

Thank You…..Any Questions?

47

Page 95

Traffic

Signal

H/W

Structure

Traffic

Signs

Downtime

High

Medium

Low

Traffic

Signs

H/W

Structure

Traffic

Signals

Frequency

High

Medium

Low

Page 96

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency


(DMG)

Traffic

Signal

Highway

Structure

Traffic

Signs

48

Page 97

ACs

- Water pump

- Electrical

Generator

Downtime

High

Medium

Low

Electrical

ACs

Water

pump

Generator

Frequency

High

Medium

Low

Page 98

Low

Medium

High

Low Medium High

Downtime

Fre

qu

ency


(DMG)

Gen

Water

Pump

Electrical ACs

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