TOTAL PRODUCTIVE MAINTENANCE (TPM) AND OVERALL EQUIPMENT EFFECTIVENESS (OEE)
A high degree of automation, increasing robotization, intensive networking of production and logistics in combination with the implementation of LEAN principles are the supporting pillars of efficiency and competitiveness in the manufacturing industry.
As a rule, these principles are accompanied by the deliberate avoidance of buffers: any failure and under-utilisation of machines and plants can affect the entire value-added process and jeopardise the company's objectives.
Therefore, in the context of Industry 4.0 and Smart Factory, the importance of effective and anticipatory maintenance, asset and capacity management is increasing. Central elements here are ensuring the reliability, availability and process stability of plants and technical infrastructure with optimal maintenance costs and high transparency of capacity utilization.
Meeting these requirements is the goal of Total Productive Maintenance (TPM). The guiding vision of TPM is an integrated and cross-divisional asset management that is aimed at continuously improving the productivity and quality of operational production processes. The key performance indicator is the Overall Equipment Effectiveness (OEE).
The OEE is composed of the factors availability, performance and quality and thus makes both the decisive sources of loss transparent and a targeted control of the optimization levers possible.
The optimization of OEE is not a self-runner, but, like every improvement, only succeeds through a controlled process with the following elements:
- Development of a system for OEE controlling and deviation management, including uniform OEE definition and targets at line level
- Definition of the roles of managers at all levels
- Definition of clear responsibilities between production and maintenance including information and communication rules
- Development of methodological competence for managing OEE and problem solving
- Integration of the OEE management into the shop floor management
- Creation of the technical prerequisites for recording losses in availability, performance and quality
- Complementing traditional TPM principles with approaches to Smart and Predictive Maintenance, e.g. sensors for machine monitoring, condition monitoring, transmission and visualization of real-time deviation data
ROI-EFESO supports manufacturing companies in the definition and implementation of a consistent TPM strategy, continuous OEE increase and the implementation of Maintenance Excellence.
The project starts with the ROI-OEE and Maintenance Quick Scan. Reflected in benchmarks and best practices from a large number of implementation projects, a strength-weakness profile of the current performance, processes, organization and cost structures is created.
On this basis, improvement potentials in terms of availability, OEE, maintenance effectiveness and efficiency are defined and developed into a target system with action priorities for the implementation phase.
The framework for this is provided by ROI-EFESO's consultants own developed program Maintenance Excellence (RME- ROI Maintenance Excellence), which comprises the following modules:
- Definition of maintenance strategy and methods (autonomous, reactive, preventive, condition-based, predictive)
- Best practice processes, organization and management systems
- Training, qualification of all participants in production, maintenance and support functions
- Introduction of key figures and target systems for controlling and management of OEE, maintenance efficiency and effectiveness
- Establishment of IT support and implementation of industry 4.0 systems for data collection and analysis for predictive maintenance, mobile operator support and life cycle costing,
- Definition of spare parts stocking strategies
- Targeted in- and outsourcing and contractor management
- Maintenance-compliant design of the plant and machinery
Successful projects in the outlined environment are characterized by availability and OEE improvements of 10 to 40% as well as a reduction of controllable costs between 15 and 30%. These effects reduce investment and capital commitment and make a significant contribution to reducing manufacturing costs.
CASE STUDIES - PRACTICAL EXAMPLES
Quality improvement in the automotive industry
Competition like in the Bundesliga: A leading global automobile manufacturer wanted to mobilize and accelerate its entire network of nine factories in terms of costs and quality. With ROI-EFESO, the group established a completely new, soccer-inspired practice of competing for a championship lead. The project team thus dynamized rigid factory structures and work routines.
Cost reduction/restructuring due to market changes
A plant and mechanical engineering company had to ensure its competitiveness. ROI-EFESO identified all the adjustment screws for the necessary changes at a production site in Germany and got the turnaround going with a multi-layered restructuring approach.
Factory of the Future
Special plant construction is a volatile project business with the smallest batch sizes, individual customer requirements and high complexity. Conflicting entrepreneurial goals of those involved make it difficult for companies to plan. In this complex market, ROI-EFESO developed a tailor-made factory of the future for a manufacturing company in order to increase the quality of the products, reduce costs and make projects more plannable.
Lean Training / Shop Floor Management
Lean practice on the hall floor. With the ROI-EFESO lean training program, an industrial group improved its value-added processes at over ten locations. The program not only brought the different levels of knowledge of the managers in Lean Thinking down to a common denominator. With a multiplier approach, it also transferred the theory directly into work practice on the hall floor - from the first day of training.
Quality in production
The highest quality standards are an indispensable part of day-to-day business in the pharmaceutical and life sciences industry. A medical technology company wanted to reduce the number of errors in the production line of one of its top products by a factor of 10. Together with ROI-EFESO, the company identified the right starting points and ensured quality increases that can also be scaled to other product lines.
Lean Transformation: Premium processes instead of fire fighting
In the lean production system of an automobile manufacturer, a premium model with a wide range of variants and vertical integration rolled off the assembly line. But then the new head of production set the goal of introducing two additional series on the same line within just five months. The company used this challenge to realign its production, increasing the volume of manufactured cars by 85%.
Digital transformation in the food industry
The ROI-EFESO case study describes how a confectionery manufacturer is expanding its competitive position with a comprehensive digitalization initiative. With ROI-EFESO, it is expanding the successes already achieved by its WCOM (*World Class Operations Management) program in the direction of highly digitalized production.
OPEX / WCOM for brewery group
An international brewery group achieved significant OEE improvements in a WCOM pilot project with ROI-EFESO. ROI-EFESO's case study describes how this success was continued throughout the company's global value network, leading to improvements and savings.
OPEX / WCOM program at a market leader in the packaging industry
A packaging manufacturer is strengthening its competitiveness against new market players. In doing so, the group is focusing on economically and ecologically profitable management in line with the “zero-loss” philosophy. With ROI-EFESO's WCOM™ approach, the company improved the detection, elimination and prevention of losses in 24 plants. At the same time, it empowered thousands of employees to pursue and realize Operational Excellence (OPEX).
On the road to digital excellenz
The ROI-EFESO case study describes how a chocolate manufacturer started its digital transformation with ROI-EFESO. The goal: to activate potential in production and logistics to increase efficiency. The project team laid the foundations for this with a group-wide digitalization strategy and a roadmap for its implementation in several plants around the world.