Page 415 - Intro Predictive Maintenance

406 An Introduction to Predictive Maintenance

The quality rate is determined by the total output for the operating time (line 7) minus
the number of rejects for the measured period (line 10) divided by the total output
(line 7) times 100 percent. In the sample, the availability is 33 percent; the operational
efficiency is 75 percent; and the quality rate is 96.8 percent. The OEE for the press
for the week is 23.96 percent.

What do these conditions mean? What do the indicators show the typical manufac-
turer? The answers are evident when a second model using the same press is exam-
ined. In Table 18–2, the parameters are set at world-class standards to give an OEE
of 85 percent. As can be quickly observed, the major improvement is in the total output
for the operating time (line 7).

The press now will make 54,516 parts, compared to 15,348 with the 23.96 percent
OEE. Because the resources to make the parts (labor and press time) are the same,
it makes the company more products and ultimately more profits. With the press
operating at an OEE of 85 percent, the same productivity results as if 3.5 presses
were running at the 23.96 percent OEE. The potential for increased profitability and
ultimate competitiveness is staggering.

Proactive maintenance can have a positive impact on any company’s productivity and
profitability, as long as the entire organization is willing to change its culture and the
way in which day-to-day business is conducted.

18.7 ELEMENTS OF EFFECTIVE MAINTENANCE
The first hurdle to overcome before pitching maintenance improvement to upper
management is taking a close look at where you are now in terms of corporate culture
and willingness to change. Once this has been assessed and the program’s starting
point set, the next hurdle is selling upper management on the long-term positive effect
on the overall bottom line. It will take not only an environment in which you have
the technical expertise but also a climate in which people are excited enough to
become involved and want to make a contribution. Most of the ongoing improvement
activities depend primarily on employee involvement and employees taking owner-
ship of equipment and processes.

Employee empowerment and involvement are essential to effective maintenance, and
it will take top management commitment, an adequate budget, and changes in corpo-
rate culture to make it happen. Unless workers are given the power to act on pro-
blems; unless they are given the opportunity to become involved; and unless they are
given the authority to make things happen, total productive maintenance will be a
futile effort at best.

18.7.1 Commitment
The importance of management commitment in a maintenance improvement program
is that proactive maintenance is an empowering process. As such, one of the most dif-