DOCSLIB.ORG

Unit 10 Total Productive Maintenance and Benchmarking

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Unit 10 Total Productive Maintenance and Benchmarking Total Productive UNIT 10 TOTAL PRODUCTIVE Maintenance and MAINTENANCE AND Benchmarking BENCHMARKING Structure 10.1 Introduction Objectives 10.2 Evaluation of TPM 10.3 Relation between TPM, Logistics and Tero-technology 10.4 TPM : An Overview 10.4.1 Objectives or Goals of TPM 10.4.2 Concept of TPM 10.4.3 PM, CM and MP for Controlling Deterioration of Equipment 10.5 The Eight Pillars of TPM 10.6 TPM Template 10.7 Barriers to Implement TPM 10.8 Comparison between TPM and TQM 10.9 Zero Breakdown 10.9.1 Zero Defects and Zero Breakdowns 10.9.2 Five Counter Measures for Zero Breakdown 10.10 Expected Contribution by Application of TPM 10.11 Japanese Concepts : Kaizen 10.11.1 Definition and Meaning of Kaizen 10.11.2 Salient Features 10.12 Types of Kaizen 10.12.1 Standard Work Kaizen 10.12.2 Set-up Reduction Kaizen 10.12.3 TPM Focus Kaizen 10.12.4 Quality Focus Kaizen 10.12.5 Kanban Kaizen 10.12.6 5-S Kaizen 10.13 Expected Contributions by Application of Kaizen 10.14 Total Maintenance Planning 10.15 Summary 10.16 Key Words 10.17 Answers to SAQs 10.1 INTRODUCTION Seiichi Nakajima defined TPM an innovative approach to maintenance that optimizes equipment effectiveness, eliminates breakdowns, improves productivity and promotes autonomous maintenance by operators, through day-to-day activities involving total work force. TPM is a culture, a philosophy and a new attitude towards maintenance. The total effectiveness is an indicator that is derived though equipment availability, performance efficiency and the rate of quality product. An organisation that believes in total maintenance system should be able to set up activities directed towards maintenance prevention, maintainability improvement and preventive/predictive maintenance. TPM involves wide range of activities involving proper operation, failure analysis, design 71 Reliability Centered improvement, cost benefit analysis, participation of operators in maintenance, positive Maintenance attitude and culture across organisation and above all strong support and belief of Top management in TPM programme and the total participation of all employees in TPM. Objectives After studying this unit, you should be able to • explain what is Total Productive Maintenance(TPM), • relate TPM and TQM, • implement the philosophy of TPM, • explain the concept of Zero Defects, Zero Maintenance and Zero Accidents, and • understand and implement Kaizen with right outlook. 10.2 EVOLUTION OF TPM (The evolution of each of the maintenance philosophies is discussed at length in Unit 2. It is advised to go through those unit before reading this unit.) Total Productive Maintenance (TPM) is the Japanese approach to maximise the effectiveness of the facility we use in Industry. Total Productive Maintenance, an innovative and non traditional approach to plant maintenance that is complementary with Total Quality Management (TQM), Just In Time (JIT), Total Employee Involvement (TEI) and Continuous Performance Improvement (CPI) and other world fame strategies like terotechnology and logistics which lie in the pursuit of economic Life Cycle Cost (LCC). The concept of Preventive Maintenance (PM) gave way to new need of the industry maintainability and Method Improvement (MI). This is made possible by predictive maintenance philosophy with condition and instrumentation to predict failure and plan maintenance strategy. Latest is Maintenance Prevention (MP) which incorporates equipment design stage that results in equipment's easy maintenance. The new concept of total productive maintenance makes use of these techniques to achieve optimal condition for production, quality yield and safety and maintain them. TPM advocates Overall Effectiveness of Equipment (OEE) through availability, performance and quantity. TPM aims at reducing major losses in the system through zero defects, zero breakdowns and zero accidents. 10.3 RELATIONSHIP BETWEEN TPM, TERO-TECHNOLOGY AND LOGISTICS Terotechnology (developed in UK), logistics (in USA) and TPM (in Japan) have the same goals. Terotechnology as per BSI is a combination of management, financial, engineering and other practices applied to physical assets in pursuit of economic life cycle costs (LCC). Its practice is concerned with the specification and design for reliability and maintainability of plant and machinery, equipment, buildings and structures with their installation, commissioning, maintenance modification and replacement with feed back of information on design performance and costs. TPM aims to maximise equipment effectiveness. In fact this is same as terotechnology’s goal of attaining an economic life cycle cost. Logistics is an old military term referring to support to front line through procurement, storage, transportation and maintenance of manufactured goods and systems. In current methods, logistics consists of LCC, reliability engineering and maintenance engineering. Thus the goal of TPM, tero-technology and logistics is same as goal of LCC and they differ in terms of pre-use target location and responsibility. SAQ 1 72 (a) What do you understand by TPM? Explain the concept. (b) Explain the relation between TPM, Tero-technology and Logistics? Total Productive Maintenance and Benchmarking Activity 1 What do you understand by the terms TPM, Tero-technology and Logistics? Distinguish. ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… 10.4 TPM : AN OVERVIEW If you are asked a question, “What is Total Productive Maintenance (TPM)?”, and if you are asked to answer in one or two words, then what will be your answer? (a) Is it a maintenance technique? (b) Is it a method of maintenance? (c) Is it a set of principles? (d) Is it standard norm? (e) Is it a theory? (f) Are there any hard and fast rules to follow? No none of these are right ways to answer. (a) Then what is TPM? (b) Well, TPM is a culture. (c) TPM is a philosophy. (d) TPM stands on the pillars of belief. (e) TPM works out by respecting the promises. The production manager blames the machines are not good due to which he could not reach the target. The plant engineer blames the purchase department for bringing the spurious spares. The purchaser blames the designer for not specifying correctly. And this goes on. Now, you might have understood the need for trouble-free and defect-free work- atmosphere where there will be introspection in every person about his work for others and to the organisation rather than blaming somebody. If we can imagine an environment where everybody’s motto is to get the targeted production for which the machinery is to be thoroughly maintained for their full length of life right from design to discard, and there are no blaming of one over the other, such a workers’ paradise is said to have a culture of TPM. TPM takes into account of the design, manufacture, performance, life, cost, quality of output of the machine and even up to discard as shown in the Figure 10.1. Production Quality Cost Delivery Safety Morale Overall Operation Improvement 73 Zero Losses Overall Equipment Effectiveness Effectiveness Just in Time and Stock Reductions Zero Defects Techniques ds o s Zero Breakdown Reliability Centered Maintenance Figure 10.1 : Management by TPM 10.4.1 Objectives or Goals of TPM (a) To maximise overall plant efficiency. (b) To maximise overall equipment effectiveness (OEE), i.e. availability, performance and output. (c) To achieve zero defect. (d) To achieve zero breakdown. (e) To achieve total involvement, i.e. participation of all departments and sections, including planning, purchase and user of the equipment (i.e. the production department). (f) To improve the overall general environment and working conditions of the plant. (g) To boost the morale of the employees by inculcating the sense of pride in them. 10.4.2 Concept of Total Productive Maintenance (TPM) This TPM philosophy is the brain child of Dr. SUJUKI (Japan), which deals with maintenance management. TOTAL PRODUCTIVITY MAINTENANCE Total Total Effectiveness Total Plant Maintenance Participation Means Deals with Through Striving for Improving Small-group Economic Maintainability Activity, and Efficiency, i.e. Autonomous Profitability Maintenance by Operators Maintenance, Prevention and Preventive Maintenance Figure 10.2 : Implications of ‘Totality’ in TPM 74 10.4.3 Preventive, Corrective Maintenance and Maintenance Total Productive Maintenance and Prevention for Controlling Deterioration of Equipment Benchmarking The significance of preventive maintenance in controlling deterioration and enhancing the life of the equipment has already been explained in Unit 2. However, it is viewed through a different angle in this unit. Preventive maintenance (PM) is comparable to preventive medicine; Figure 10.3 shows the relationship. Daily equipment maintenance serves the same purpose. By diligently lubrication, cleaning and performing adjustments and conducting inspection deterioration can be prevented and potential equipment failures (disease) averted. Thus PM decreases number of breakdowns and inevitably increases life span. Preventive Medicine Daily Early Health Prevention Treatment Diagnosis Measures Repair Deterioration Deterioration Daily Maintenance Inspection Diagnosis Make Preventive Repairs Advance Preventive Maintenance Replacements Figure 10.3 : Comparison between Preventive Maintenance and Preventive Medicine Wear Out Start up Failure Failure Chance Period Period Failure Period Specified Breakdown Range Reduction of Failures through Maintenance Category Start Up Fail Chance Failure
Load more

Recommended publications
  • Application of Wcm Methodologies for First Time Quality Improvement
    POLITECNICO DI TORINO COLLEGE OF ENGINEERING DEPARTMENT OF MECHANICAL AND AEROSPACE ENGINEERING MASTER OF SCIENCE IN AUTOMOTIVE ENGINEERING Final Project APPLICATION OF WCM METHODOLOGIES FOR FIRST TIME QUALITY IMPROVEMENT University Supervisor: Company Supervisor: Prof. Marco Gobetto Ing. Matteo D’Antino Prof. Paolo De Blasi Gerardo Rosa Candidate: Luca Gironda S241491 academic year: 2017 – 2018 2 Table of Contents Chapter 1 Introduction ............................................................................................................... 8 Chapter 2 WCM ........................................................................................................................ 10 2.1 Origins ................................................................................................................................ 10 2.2 Mission ............................................................................................................................... 11 2.3 Structure ............................................................................................................................. 12 2.3.1 Technical Pillars ....................................................................................................................... 13 2.3.2 Managerial Pillars .................................................................................................................... 25 Chapter 3 QC Quality Control ............................................................................................... 28 3.1 QC Indicators
    [Show full text]
  • Ewellix Zero Defect for Suppliers
    Authorised for external communication Valid from 2018 | Updated 2018-12-01 Ewellix Zero Defect For Suppliers "Somewhere in this world there is a company who can get SMT products and services with no problems in them. We sure would like that company to be yours …” Philip B. Crosby Compiled by: Chris Knight, Stephane Moriniere, Eric Deffarge, Pietro Maurizio Fino. Copyright: 2018 Ewellix Introduction Foreword To grow or even sustain the business in today’s extremely competitive market is to continuously produce and deliver fault free products, i.e. those containing Zero Defects (ZD). To achieve ZD in manufacturing, you must have: • the right sourcing interfaces • the right process and technology • the right service and support systems • the right organisation and methods • the right people The continuous strive to achieve ZD in production is based on the following assumption: That by fulfilling the requirements in these five areas, no defect is produced and as a result no Non-Conformance Complaints (NCC) are received or generated. In theory, this is the description of an ideal state. In reality, we are constantly confronted with different kinds of disturbances that dramatically increase the risk of creating a defect (or a defect escaping) in manufactured products. The Zero Defect handbook This handbook is divided into seven chapters and all these contribute to explain how a journey into ZD should look like. The five pillars of the house each deserve a special mention as they are the cornerstones to building a system whereby quality becomes the fabric of the organisation, rather than a part of the fabric.
    [Show full text]
  • Review Paper on “Poka Yoke: the Revolutionary Idea in Total Productive Management” 1,Mr
    Research Inventy: International Journal Of Engineering And Science Issn: 2278-4721, Vol. 2, Issue 4 (February 2013), Pp 19-24 Www.Researchinventy.Com Review Paper On “Poka Yoke: The Revolutionary Idea In Total Productive Management” 1,Mr. Parikshit S. Patil, 2,Mr. Sangappa P. Parit, 3,Mr. Y.N. Burali 1,Final Year U.G. Students, Mechanical Engg. Department,Rajarambapu Institute of Technology Islampur (Sangli),Shivaji University, Kolhapur (India) 2,P.G. Student, Electronics Engg. Department, Rajarambapu Institute of Technology Islampur (Sangli), Shivaji University, Kolhapur (India) Abstract: Poka-yoke is a concept in total quality management which is related to restricting errors at source itself. It deals with "fail-safing" or "mistake-proofing". A poka-yoke is any idea generation or mechanism development in a total productive management process that helps operator to avoid (yokeru) mistakes (poka). The concept was generated, and developed by Shigeo Shingo for the Toyota Production System. Keywords— Mistake-proofing, Total quality management, Total productive management. I INTRODUCTION In today’s competitive world any organisation has to manufacture high quality, defect free products at optimum cost. The new culture of total quality management, total productive management in the manufacturing as well as service sector gave birth to new ways to improve quality of products. By using various tools of TQM like KAIZEN, 6 sigma, JIT, JIDCO, POKA YOKE, FMS etc. organisation is intended to develop quality culture.[2,6] The paper is intended to focus basic concept of poka yoke, types of poka yoke system, ways to achieve simple poka yoke mechanism. It also covers practical study work done by various researchers .
    [Show full text]
  • Six Sigma for Sustainability in Multinational Organizations Abdullah Alsagheer, Hamdan Bin Mohammed E-University, Dubai UAE
    Journal of Business Case Studies – May/June 2011 Volume 7, Number 3 Six Sigma For Sustainability In Multinational Organizations Abdullah AlSagheer, Hamdan Bin Mohammed e-University, Dubai UAE ABSTRACT The Six Sigma model provides various kinds of sustainability to companies in terms of quality enhancement, zero defect level, market share enhancement, optimal production level and financial returns. Multinational companies are more orientated toward implementation of Six Sigma than small scale locally held companies. Numerous larger companies have so far implemented Six Sigma including 3M, Caterpillar, Merrill Lynch, Bank of America, Amazon.com, DHL, SGL group, Dell, Ford Motor Company, DuPont, McGraw Hill Companies and HSBC group. Implementation of Six Sigma requires considerable cost and effort in terms of human resource training and reformulation of business processes. This study is an attempt to find what kind of sustainability motivates multinational companies to invest in Six Sigma. Sustainability identified includes social sustainability, environmental sustainability, and economic sustainability. With the aid of interviews, a constant comparison study is conducted in order to find the most prevalent type of sustainability offered by Six Sigma. A sample is drawn from multinational companies which have already implemented Six Sigma in their operations. The findings suggest that multinational companies implement Six Sigma in order to attain economic sustainability through various means such as market share, customer base, and social sustainability. Keywords: Six Sigma; sustainability; multinationals; economic sustainability; zero defect level; financial sustainability INTRODUCTION he world is witnessing a reformed shape of business, an approach more focused on quality and customer care. The traditional concept of supplier orientation has shifted to customer orientation and T traditional meaning of quality has also changed.
    [Show full text]
  • Cost of Poor Quality Evaluation of the Effectiveness of “Zero Defects” Goal in Quality Management
    International Journal of Innovation and Research in Educational Sciences Volume 3, Issue 5, ISSN (Online): 2349–5219 Cost of Poor Quality Evaluation of the Effectiveness of “Zero defects” Goal in Quality Management Rajaa TAIDI Mohamed Amine Mbarki National school of management. Tangier, Morocco National school of management Tangier, Morocco Abstract – “This paper is aiming to study a debatable issue perspectives regarding “zero defects” using the approaches in quality management which is “zero defects”. The main of some quality gurus. In fact, the differences are not intention is to know how it was exactly approached by technical but rather philosophical in nature and the paper quality gurus and different researchers, and how other is going to focus on the paradigms and the subsequent methodologies like Six Sigma have the same defect oriented intent that are imbedded in these approaches. My views. The findings of this paper will provide arguments that will prove that “zero defects” should never be a motivational contribution will be to assess these differences and how tool and that all the defect oriented methodologies lack some Six Sigma with all the tangible benefits that benefited big points to reach a better “quality”. companies like Motorola could be even improved if it is to take in consideration some issues that Deming had Keywords – Zero Defect, Lean Manufacturing, Lean Six proposed in his philosophy; and how the assumptions that Sigma, Motivational Tool, Quality Management. the “zero defects” have could be challenged to contribute better to the improvement of quality overall. This paper I. INTRODUCTION will contain a literature review that will explain thoroughly the different technical quality terms that will Quality model is a strategy that tackles the quality issue be in use, and it going to provide a fair explanation of the that the companies have.
    [Show full text]
  • DELIVERABLE D5.4 Industrial Pilots Set-Up and Demonstration
    Ref. Ares(2017)3300320 - 30/06/2017 Project Acronym: SatisFactory Project Full Title: A collaborative and augmented-enabled ecosystem for increasing satisfaction and working experience in smart factory environments Grant Agreement: 636302 Project Duration: 36 months (01/01/2015 – 31/12/2017) DELIVERABLE D5.4 Industrial Pilots Set-Up and Demonstration Deliverable Status: Final File Name: SatisFactory-D5.4-v1.pdf Due Date: February 2017 (M26) Submission Date: June 2017 (M30) Task Leader: COMAU Dissemination level Public X Confidential, only for members of the Consortium (including the Commission Services) This project has received funding from the European Union’s Horizon 2020 Research and innovation programme under Grant Agreement n°636302 The SatisFactory project consortium is composed of: CERTH1 Centre for Research and Technology Hellas Greece SIGMA2 Sigma Orionis SA France Fraunhofer-Gesellschaft zur Foerderung der Angewandten FIT Germany Forschung E.V COMAU Comau SPA Italy EPFL École Polytechnique Fédérale de Lausanne Switzerland Istituto Superiore Mario Boella sulle tecnologie dell’informazione e ISMB Italy delle telecomunicazioni ABE Atlantis Engineering AE Greece REGOLA Regola srl Italy Systems Sunlight Industrial & Commercial Company of Defensive, SUNLIGHT Greece Energy, Electronic and Telecommunication Systems S.A. GlassUP GlassUp srl Italy QPLAN Q-PLAN International Advisors LTD Greece Disclaimer This document reflects only authors’ views and the European Union is not liable for any use that may be made of the information contained
    [Show full text]
  • Equipment Maintenance Policies from Two Different Perspectives. Haileluel
    Vol 8, no 1, (2016): pp(38 -58) Equipment maintenance policies from two different perspectives. Haileluel Mamo School of Mechanical and Industrial Engineering, Addis Ababa Institute of Technology, Addis Ababa University. Mammo Muchie DST/NRS Research Professor of Innovation Studies, Tshwane University of Technology. 1 Abstract The evolution of maintenance management has been changing with time starting from the concept of Breakdown maintenance, Preventive maintenance, Condition Based Maintenance, the recent, Total Productive Maintenance (TPM) and Reliability Centered Maintenance (RCM). In today’s competitive market, many industries are enhancing their competitive advantage by adopting new operating and maintenance philosophies to reduce their operation and maintenance costs. Maintenance has evolved from a non-issue into an essential strategic element to accomplish business objectives because machine breakdown due to unplanned maintenance will increase the repair cost and machine downtime. Total Productive Maintenance and Reliability Centered Maintenance have been implemented at different industries to enhance the competitiveness. There are success and failure histories in each of the maintenance systems. The objective of this paper is to review the two approaches of maintenance system, identify the weakness of the systems using literature and propose a solution for improving the maintenance system. Finally it is found that RCM is machine oriented while TPM is management system and human oriented; and by taking some of the elements from both systems, a new approach can be achieved which fills the gap of individual maintenance system. Key Words: - Maintenance, Reliability Centered Maintenance, Total Productive Maintenance, Failure Mode and Effect Analysis. 2. Introduction Equipment and machinery maintenance evolved from traditional breakdown maintenance practice to planned preventive maintenance around 1960s and then to condition-based maintenance in 1970s.
    [Show full text]
  • Total Productive Maintenance: Maintenance Literature Review and Directions I.P.S
    The current issue and full text archive of this journal is available at www.emeraldinsight.com/0265-671X.htm Total productive Total productive maintenance: maintenance literature review and directions I.P.S. Ahuja and J.S. Khamba Punjabi University, Patiala, India 709 Abstract Received September 2007 Revised April 2008 Purpose – The purpose of this paper is to review the literature on Total Productive Maintenance Accepted April 2008 (TPM) and to present an overview of TPM implementation practices adopted by the manufacturing organizations. It also seeks to highlight appropriate enablers and success factors for eliminating barriers in successful TPM implementation. Design/methodology/approach – The paper systematically categorizes the published literature and then analyzes and reviews it methodically. Findings – The paper reveals the important issues in Total Productive Maintenance ranging from maintenance techniques, framework of TPM, overall equipment effectiveness (OEE), TPM implementation practices, barriers and success factors in TPM implementation, etc. The contributions of strategic TPM programmes towards improving manufacturing competencies of the organizations have also been highlighted here. Practical implications – The literature on classification of Total Productive Maintenance has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various TPM implementation practices demonstrated by manufacturing organizations globally. It also highlights the approaches suggested by various researchers and practitioners and critically evaluates the reasons behind failure of TPM programmes in the organizations. Further, the enablers and success factors for TPM implementation have also been highlighted for ensuring smooth and effective TPM implementation in the organizations. Originality/value – The paper contains a comprehensive listing of publications on the field in question and their classification according to various attributes.
    [Show full text]
  • D9.4 Data Management Plan (DMP)
    Ref. Ares(2017)2503178 - 17/05/2017 PROJECT DELIVERABLE REPORT Project Title: Zero-defect manufacturing strategies towards on-line production management for European FACTORies FOF-03-2016 - Zero-defect strategies at system level for multi-stage manufacturing in production lines Deliverable number D9.4 Deliverable title Data Management Plan (DMP) Submission month of deliverable M6 Issuing partner 7- DATAPIXEL Contributing partners All partners Dissemination Level (PU/PP/RE/CO): PU Project coordinator Dr Dionysis Bochtis Tel: +302421096740 Email: [email protected] Project web site address http://www.z-fact0r.eu/ Document Information “This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 723906” FOF-03-2016 Z-Fact0r - 723906 Filename(s) Z-Fact0r_D9.4 Owner Z-Fact0r Consortium Distribution/Access Z-Fact0r Consortium Quality check EPFL, ATLANTIS, CETRI, CERTH, DATAPIXEL Report Status Final Revision History Version Date Responsible Description/Remarks/Reason for changes 1.0 10.03.17 DATAPIXEL Report draft write-up 1.1 15.03.17 ALL PARTNERS Inclusion of partners’ contributions 1.2 21.03.17 DATAPIXEL Second revised draft 1.3 27.03.17 DATAPIXEL Inclusion of ATLANTIS contribution 1.4 31.03.17 ALL PARTNERS Inclusion of partner´s contribution 2 1.5 31.03.17 DATAPIXEL Internal Review Contribution of the Dissemination and 1.6 13.04.17 CETRI Exploitation Manager and WP9 leader 1.7 24.04.17 DATAPIXEL Third revised draft 1.8 03.05.17 DATAPIXEL Inclusion of final contribution of the partner´s 1.9 09.05.17 DATAPIXEL Final version for peer-review process 1.91 10.05.17 EPFL Peer Review ATLANTIS, Final version for technical manager & 1.99 11.05.17 CERTH coordinator review 2.0 16.05.17 DATAPIXEL Final Review ready for submission to the EC 2 FOF-03-2016 Z-Fact0r - 723906 Contents 1 Summary ..............................................................................................................................................................
    [Show full text]
  • Process Improvement by Poka-Yoke : a Tool for Zero Defects
    Biz and Bytes (Vol. 9. Issue: 1, March 2018) E-ISSN: 0976 0458, Print ISSN: 2320 897X Process Improvement by Poka-Yoke : A Tool for Zero Defects Yuvika Singh Rupinder Kaur Tiwana Assistant Professor Assistant Professor CBSA, CGC Landran, Mohali CBSA, CGC Landran, Mohali Abstract Every Organization aims to the "zero defects" philosophy which establishes zero error as a goal. This cannot be achieved overnight but can be approached over time by continuosly striving for the increased quality by reducing the errors. So it remains a question in our minds that what kind of techniques are to be adopted to assure zero defects? Poka-Yoke, is one of tool that can be used to achieve manufacturing with zero defects and it has the potential to support the implementation of DMAIC phases of Six Sigma. DMAIC stands for define, measure, analyse, improve and control phases. Several survey & researches were studied by referring to the relevant research papers on applying Poka-Yoke concept in DMAIC phases. It has been pointed out that the Poka- Yoke solutions suggested in these research papers were not actually implemented in real-time scenario. Hence, our research paper is concluded with a suggestion that prospective researchers in several areas can make more efforts to actually implement Poka-Yoke technique in DMAIC phases for achieving the goals of Six Sigma. Keywords: Six Sigma, Poka yoke, Zero defects, Quality control & DMAIC. Introduction The concept of six sigma has s faced a fair degree of criticism, with some arguing that a state of zero defects simply cannot exist. Others have worked hard to prove that “zero defects” in quality management doesn't literally mean perfection, but rather refers to a state where waste is eliminated and defects are reduced.
    [Show full text]
  • An Initial Model for Zero Defect Manufacturing
    applied sciences Article An Initial Model for Zero Defect Manufacturing John Lindström 1,*,†, Petter Kyösti 2,† , Wolfgang Birk 2,3,† and Erik Lejon 4,† 1 Combitech AB, Varvsgatan 31 7tr, 972 36 Luleå, Sweden 2 Luleå University of Technology, 971 87 Luleå, Sweden; [email protected] (P.K.); [email protected] or [email protected] (W.B.) 3 Predge AB, Varvsgatan 11, 972 36 Luleå, Sweden 4 Gestamp HardTech AB, 972 45 Luleå, Sweden; [email protected] * Correspondence: [email protected]; Tel.: +46-73-4375776 † These authors contributed equally to this work. Received: 9 June 2020; Accepted: 25 June 2020; Published: 1 July 2020 Abstract: This paper investigates an initial model for Zero Defect Manufacturing (ZDM) using a cost function where the operation and condition of a production process are reflected, and the quality of the output/product and the production process (as well as safety aspects) can be considered. The outset of the study is based on empirical data collected from five manufacturing companies, and proposes an initial model for ZDM with an Industry 4.0 perspective. The initial ZDM model has a generic setup for a real-life system and its replication as a digital twin using system models based on a representation of a generic production process with its connected control system, and potential interconnections between unit processes. It is based on concepts from system theory of dynamic systems and principles from condition monitoring and fault detection. In that way the model is deemed as highly generalizable for manufacturing and process industry companies as well as for some critical infrastructures with production and distribution systems.
    [Show full text]
  • Methods and Tools for Performance Assurance of Smart Manufacturing Systems
    Volume 121 (2016) http://dx.doi.org/10.6028/jres.121.013 Journal of Research of the National Institute of Standards and Technology Methods and Tools for Performance Assurance of Smart Manufacturing Systems Deogratias Kibira,1 KC Morris,2 and Senthilkumaran Kumaraguru3 1Morgan State University, Baltimore, MD 21251 2National Institute of Standards and Technology, Gaithersburg, MD 20899 3Indian Institute of Information Technology, Design and Manufacture, Chennai, Tamil Nadu 60012, India [email protected] [email protected] [email protected] The emerging concept of smart manufacturing systems is defined in part by the introduction of new technologies that are promoting rapid and widespread information flow within the manufacturing system and surrounding its control. These systems can deliver unprecedented awareness, agility, productivity, and resilience within the production process by exploiting the ever-increasing availability of real-time manufacturing data. Optimized collection and analysis of this voluminous data to guide decision-making is, however, a complex and dynamic process. To establish and maintain confidence that smart manufacturing systems function as intended, performance assurance measures will be vital. The activities for performance assurance span manufacturing system design, operation, performance assessment, evaluation, analysis, decision making, and control. Changes may be needed for traditional approaches in these activities to address smart manufacturing systems. This paper reviews the current methods and
    [Show full text]