Setting up a Tpm Based Maintenance Plan for Vdl-Etg Suzhou in Order to Improve the Machine Quality and Reduce Downtime of the Machine Park

Internship

report

VDL ETG

Jeroen van Aalst

S1016601

SETTING UP A TPM BASED MAINTENANCE PLAN FOR VDL-ETG SUZHOU IN ORDER TO IMPROVE THE MACHINE QUALITY AND REDUCE DOWNTIME OF THE MACHINE PARK.

VDL Enabling Technologies Group VDL ETG Suzhou

Technology Department

Abstract

VDL-ETG Suzhou was taken over from Philips in 2006. It was and still is a manufacturer of semi-finished goods. Nowadays the factory has around 300 employers and several 100 machines. These machines were bad maintained, and thus needed an up-date. This is done by one of my predecessors by

introducing a repair plan, Of course the machines also need a good maintenance plan. This was done by

another predecessor by introducing the first line maintenance and the second line maintenance. This

report will elaborate upon those projects and introduce new ones. in whole or in part is is prohibited part or in whole in

As mentioned above, the machine needed an up-date, while others are deemed unnecessary nowadays. That is the reason for the company to hand me the project to examine whether the machines are still being used and are still necessarily. Followed is advice on which machine can be disposed. Of course it is not necessarily to get an intern over for just this purpose. So that’s why a few semi-automatic programs are written to monitor the factory easier.

A program to report broken down machines with the help of Excel and VBA/VB6.0 is written. This

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without program is used nowadays to let operators or supervisors report machines to the department which is in charge of the maintenance/repair. This program allows machines to be reported and notified. The last data can be filled in by the department in charge of the maintenance.

Secondly a program is written to determine whether the planned maintenance, done by one of my predecessors, is planned correctly. This program can be used to determine which machine can be put up for maintenance in which week.

The main reason behind these programs is to calculate the utilization level and efficiency per machine. This is done with the help of so called OEE and TEEP calculations, which will be elaborated upon later in the theory of this report.

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(Signature)

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VDL Enabling Technologies Group VDL ETG Suzhou

Technology Department

Contents

Abstract...... 2

1 Preface ...... 5 2 Acknowledgement ...... 5

3 Introduction ...... 6

4 Predecessor ...... 6 in whole or in part is is prohibited part or in whole in 5 Assignment and project information ...... 6 5.1 Company vision ...... 7 5.2 Planning ...... 7 5.3 Project team...... 8 5.4 Review team ...... 8

5.5 Budget ...... 8

Reproduction reserved. are All rights owner. copyright the of consent written the without 6 Theory ...... 9 6.1 Maintenance ...... 9 6.2 Total Productive Maintenance (TPM) ...... 9

6.3 OEE (Overall Equipment Effectiveness) ...... 10 6.4 Total Effective Equipment Performance (TEEP) ...... 11 7 Current Situation ...... 12 7.1 First line maintenance ...... 12

7.2 Second line maintenance ...... 12

7.3 Repair plan ...... 12 8 New projects and continuing other projects ...... 13 8.1 Overview machine park ...... 13 8.2 First line maintenance ...... 13

8.7 Missing machines ...... 18

8.8 Advices PMD SMD ...... 18 8.9 New floor plan ...... 18 8.10 Spare parts ...... 20 8.10.1 Priority machines ...... 20 8.10.2 Down time priority machines ...... 21 8.11 Record of broke down machines ...... 22

8.12 Automatically getting the utilization level calculated TEEP/OEE ...... 27 9 Conclusion and recommendations ...... 29 10 Learning experiences ...... 30

ursrechthebbende. 11 References ...... 30

Alle rechten voorbehouden. Verveelvoudiging, geheel of gedeeltelijk of geheel Verveelvoudiging, voorbehouden. Alle rechten de van toestemming schriftelijke met dan toegestaan is niet aute 12 Appendix A; SMD Repair Actions ...... 31 13 Appendix B; PMD Repair Actions ...... 33 14 Appendix C; Operator feedback form ...... 37

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Technology Department

15 Appendix D; Repair Plan ...... 38

16 Appendix E; Maintenance record form (1st line Okuma MA-40H) as example ...... 39

17 Appendix F; Planned maintenance schedule (part of) PMD only ...... 40 18 Appendix G; Results utilization research ...... 41

19 Appendix H; Machine usage PMD ...... 43

20 Appendix I; Machine usage SMD ...... 44 in whole or in part is is prohibited part or in whole in 21 Appendix J; Advice PMD Get rid of: ...... 45 21.1 VERTICAL MILLING (in total 10)...... 45 21.2 HORIZIONTAL MILLING (in total 8) ...... 45 21.3 TURNING NC MACHINES (in total 2) ...... 46 21.4 TURNING CONVENTIONAL (in total 4) ...... 46

21.5 Advice PMD Invest in: ...... 47

Reproduction reserved. are All rights owner. copyright the of consent written the without 22 Appendix K; Advice SMD get rid of: ...... 48 22.1 Spot welding machine: ...... 48 22.2 Big milling machine: ...... 48

22.3 Milling machine ...... 49

22.4 Other machines ...... 50 22.5 Advice SMD invest in ...... 50 23 Appendix L; floor plan PMD ...... 51 24 Appendix M; Floor plan SMD...... 52

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VDL Enabling Technologies Group VDL ETG Suzhou

Technology Department

1 Preface

When I started to look for an internship I talked to Martin Nieuwerth. He advised me to have a talk with Ton de Haan. After calling him, I decided I wanted to go to China. I left on the 29th of March, for my big adventure in China. Looking back to these 3 months I can honestly say I really liked my time in China.

Working there is a great chance and opportunity to open up your eyes to meet a whole other culture. It’s not always easy because of the language barrier, but in the end the success of the project depends on

the people you work with and your commitment.

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2 Acknowledgement

I would like to thank the following persons:

Ton de Haan

General Manager at VLD-ETG Suzhou

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without For the chances and the opportunities you provided me by letting me do my internship at Suzhou and for the guidance during my internship.

Adrian Zhu Manager Technology department at VDL-ETG Suzhou

For supervising my internship and the conversations about this factory and the people I will not forget.

Gao Xiang Technologist at VDL-ETG Suzhou For the cooperation during my internship and for the conversations, jokes and talks we had. Whether it was about the culture differences or the people we are.

Menno in ‘t Veld Predecessor intern at VDL-ETG Suzhou For the take-over from your internship and the cooperation we had for a few days. You also helped me with a good start.

Niels van Noord and Martin Nieuwerth

Prof. Dr. Ir. André de Boer Department Mechanical Engineering University of Twente For the guidance and help from the university during my internship.

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VDL Enabling Technologies Group VDL ETG Suzhou

Technology Department

3 Introduction

VDL is a Dutch company established in 1953, by P. van der Leegte. Nowadays it’s still owned by the family van der Leegte. VDL is a high level factory for semi-finished goods. A part of VDL is the Enabling Technology Group. This group was taken over from Phillips in 2006. VDL-ETG Suzhou is also a supplier

for semi-finished goods and makes products for suppliers of windmills and does business with ASML for

example.

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VDL-ETG Suzhou exists of three main departments, namely the Parts Manufacturing Department (PMD), EMD and the Sheet Metal Department (SMD). PMD exist of 73 Milling or Turning machines. Most of them are conventional but there are also a few CNC controlled machines. SMD has 24 machines with mostly welding machine and some bending and laser cutting machines. EMD is the assembly department and is not considered for this report.

The department responsible for the maintenance and repair of the machine(s) is the General Service

Department (GSD) and consist of six people.

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4 Predecessor

This project was started by Niels van Noord, an intern at VDL ETG Suzhou. He started by getting an overview of the machinery, by making a question form and distributing it to the operators of the machinery. In this way he could easy see what the status was of all the machinery.

When he had the overview, he started with a project to get the machines to a so called zero level state. This is the state in which a machine, accordingly to VDL, can function without any defects or break downs. When this was finished he made an advice about which repairs had to be done for every machine to get all the machinery in the zero level state.

Then Menno in ‘t Veld came to China. He began making planned maintenance schedules and an autonomous maintenance schedule. The last one was called in the factory first line maintenance. This is the maintenance which had to be done by the operators. The first one

© VDL ENABLING ©VDL TECHNOLOGIES GROUP was called the second line maintenance or preventive maintenance, which had to be done by the GSD. They made a schedule for the second line. This maintenance was scheduled monthly, 3/4 monthly, half yearly and yearly and were to be executed every week by the GSD.

5 Assignment and project information

In the first week the assignment was given to continue with the TPM project. So the 3 things to take care of were: 1. First Line maintenance. Check every day whether the machines were cleaned by the different shifts. This was to make sure that the first line maintenance was done. Most of the time the cleaning was checked because that was the easiest and important one of all. 2. 2nd Line maintenance. Check every week whether the planned maintenances were done. This took place on the Monday mornings. 3. Repair plan. Keep track of the schedule of the repair plan.

Those were all the projects for which continuation was required. Also it was asked if an advice could be given about the machinery. The question was if it was necessarily to keep the amount of machinery or if it was possible to dispose some of those machines. That was the first assignment given. Later on it can be read that more assignments were given.

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Technology Department

5.1 Company vision

Of course it is important for a new employee/intern to understand how a company works and what is deemed important. Menno in ‘t Veld already examined this and he got the following points according to the general manager:

- Adding value. It’s important that at all time, VDL ETG Suzhou keeps adding value to

their customers; in whole or in part is is prohibited part or in whole in - Ownership. The operators need to experience a certain ownership of the machine they are working with. They should feel more responsible for their own machine; - Root cause analysis. It’s important to know the exact root cause of (for instance) a break down; - Safety. Approximately 1 year ago, an accident occurred on the shop floor. An operator got stuck into a milling machine. This was his own fault. However, the safety of the

machine park can, and should, be better. Operators should not make mistakes which

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without can have major consequences. 5.2 Planning

The aim was to have a clear vision of the current situation of the machine park and to have a definition of the zero-level of each machine by the end of quarter 4 (Q4) 2013.

Major milestones in this project were: - Overview of the current status of the machine park (Q4 2013); - Analysis of the current maintenance procedures and forms (Q4 2013); - Definition of the zero-level of each machine, and cost-estimation for repair (Q4 2013); - Repair plan of the machine park to set them back to the ‘zero-level’ (Q1 2014); - Maintenance plan for every machine particularly (Q1 2014); - First version of the Planned Maintenance Schedule (Q1 2014), including milestones: o Data analysis of machine history; o Analysis of the machine supplier maintenance specifications; st nd

ursrechthebbende. Figure 1 Planning made in the beginning of the project

This planning was made at the beginning of the project. Due to some reasons there was already a delay in the project. The decision was also made to include other issues to the project.

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5.3 Project team

This project is carried out by a project team, involving the following members: Name Function Department Hrs/week Niels van Noord / Project manager/ Technology 35 Menno in ’t Veld / chairman

Jeroen van Aalst in whole or in part is is prohibited part or in whole in

Sun Jing Facility & GSD 5 maintenance manager Adrian Zhu Technology Technology 4 Manager Kevin Yu Technology of Technology 16

machining

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without Gao Xiang Member of Technology 35 technology Gao Haifeng PMD Manager Parts 5 Super Yang SMD Manager Parts 5 Jack Huang Welding expert Technology 5

Table 1 Project team

During the implementation phase, more people will be involved, because probably more experience and expertise will be needed in order to repair and maintain the machines. Also, a different point of view for the project could help us develop the maintenance plan even further.

The project team will have a weekly meeting on Tuesdays.

5.4 Review team

The chairman of the review team will be Adrian Zhu. The team will consist of the following

Name Function Department Hrs/week Jeroen van Aalst Project manager Technology 1 Adrian Zhu Technology Technology 1 manager

Table 2 review team

5.5 Budget

A budget has been set however, due to company policy; the budget cannot be stated in this report.

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VDL Enabling Technologies Group VDL ETG Suzhou

Technology Department

6 Theory

In this part the theory of this internship is stated. Firstly on maintenance, followed by the total productive maintenance and ending with the overall equipment effectiveness and total effective equipment performance

6.1 Maintenance

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Maintenance is defined as the actions for machines to keep running or to obtain a certain level so that the machine is able to run again. So basically every action you take to repair the machine or to prevent the machine from breaking down is a kind of maintenance. In the end you can make the following separation in kind of most often occurring maintenances:

1. Breakdown maintenance This maintenance comes after a machine break down. So the

machine can’t operate anymore and has to be repaired first. So this is basically known as “repair”.

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 2. Preventive maintenance This is the maintenance done to prevent machinery to break down. a. Planned maintenance Planned maintenance is as it said scheduled maintenance. It’s done to make sure that the machines do have as less as possible breakdown time. It’s for example lubricating the bearings weekly. b. Predictive maintenance Is the manner in which an up-to-date record is made of every

machine to get a good overview of its status, in that way it can be predict when a machine needs maintenance. For example recording the spindle hours and after a certain amount of hours checking/replacing equipment. 3. Corrective maintenance This is the maintenance where the machinery is improved with better equipment. For example one of the bearings is a weakness in the design. Redesigning and replacing this bearing with a better one is an example of this maintenance. 4. Maintenance prevention This is designing new machinery, where the new design is improved in such a way that the most common breakdowns of the previous versions are excluded. In that way maintenance is prevented.

6.2 Total Productive Maintenance (TPM)

© VDL ENABLING ©VDL TECHNOLOGIES GROUP The origin of the program TPM can be traced back to Japan, 1951. This program keeps the maintenance as one of the most important features in a factory. The first company which started TPM was Nippondenso. It was a fast growing company which had difficulties with maintenance. The problem was that it needed more and more maintenance people due to the automation. That’s when they decided to do something about it. They come up with 2 things namely: 1. Preventive maintenance (in the theory about maintenance called planned maintenance).

Maintenance in order to prevent machines from breaking down. It was easier for the maintenance group to plan people instead of just waiting for machines to break down. 2. Autonomous maintenance. The maintenance groups only need to do the most essential maintenance. The maintenance which can be done by the operators themselves, such as lubricating the bearings etcetera, had to be done by the operators.

In the end the TPM program is adjust a little more and nowadays can roughly be depictured by the

following figure:

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Figure 2 the TPM-concept

In this picture it can clearly be seen that the foundations of TPM are cleanliness, order and discipline, teamwork and continuous improvement process. When those fundaments are implemented in the factory, one can continue with the pillars. The different pillars are:

1. Elimination of main problems. Get the factory to a standard level. 2. Autonomous Maintenance. Get the operators to do the easy maintenances.

3. Planned Maintenance. Plan the maintenances instead of just waiting for the machine to break down. 4. Early management of new equipment. Get new equipment on time into the factory 5. Education & training on the job Prepare your people for the job.

When that’s finished, the factory can work on the top; the Target Tracking System. This system is very

To calculate how effective the equipment is, an OEE can be calculated. The definition of the OEE is:

To better pinpoint out problems it is divided in 3 different rates, which are important for machines namely:

Whereby:

ursrechthebbende. For example:

Alle rechten voorbehouden. Verveelvoudiging, geheel of gedeeltelijk of geheel Verveelvoudiging, voorbehouden. Alle rechten de van toestemming schriftelijke met dan toegestaan is niet aute A machine is scheduled to be in production 16 hours a day for 5 days (80 hours) and is scheduled 1 hour in maintenance, with no start up time. Due to an unseen reason there were 7 hours spend on unplanned maintenance. So the availability is now:

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In this same company this machine production time per product was 2.16 second and in 1 week 100.000 products were made. In total 100.000*2.16=216.000 sec=60 hours were used to produce the products. Making the performance rate:

In that company the quality control disapproves 10.000 products of this machine, in this way the quality in whole or in part is is prohibited part or in whole in rate is:

The total OEE is in this way:

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Now for this particular machine the performance rate is the lowest of all 3 rates. So that’s the biggest problem for this particular machine. This rating gave an estimation of how well machinery is used.

6.4 Total Effective Equipment Performance (TEEP)

Where the OEE uses the scheduled hours for its calculation, the TEEP is defined as the total hours a machine is running for good quality product divided by the total hours of the week. So in the case of the example above instead of the scheduled 80 hours it’s (7*24) 168 hours. This way the TEEP and availability are:

The TEEP indicates the utilization level of the machine. With this definition the OEE will always be higher or the same as the TEEP.

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Technology Department

7 Current situation

As said in the introduction the preventive maintenance and the first line maintenance, as well as the repair plan, were already introduced in the factory by my predecessors.

7.1 First line maintenance in whole or in part is is prohibited part or in whole in Different forms for each machine (Appendix E) were made in the first line maintenance, the so called preventive/autonomous maintenance. On those forms there were items the operators had to check every day, like the lubrication, air pressure, etc. This also comprehended the cleaning part. This is done to prevent the machine from shutting down. This was checked every day by my successor and an employee from the technology department.

7.2 Second line maintenance

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This is the so called planned maintenance. GSD got a schedule from my predecessor with all the machines on it and when the monthly, 3/4 monthly, half yearly or yearly maintenance had to be done (Appendix F). Furthermore, they got different forms for each machine with a list of things they had to do for this maintenance. This was weekly checked by my predecessor and an employee from the technology

department.

7.3 Repair plan

In the beginning of this project Niels started with getting data of the status of each machine

(Appendix C). This was done with the use of a survey which had to be filled in by the operators prior. Then he had a discussion with GSD which is responsible for the machine status. Out of those two information sources he made a report about how each machine was to get to the so called ‘zero level’. Then he and GSD contacted the supplier of each machine to get an invoice of how much money it will cost to get to zero level. The total of this was estimated on 1,2 million RMB (around the 150.000 euro) (Appendix A and Appendix B). This was too expensive for this © VDL ENABLING ©VDL TECHNOLOGIES GROUP company because most of the machines already were old. That was when a second plan was made namely the priority repair plan. As can be guessed this plan only exists out of the things which really needed to be repaired. The total cost of this plan was estimated on 700,000.00 RMB (around the 100.000 euro). This plan still needed to be implemented (Appendix D).

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Technology Department

8 New projects and continuing other projects

At the start of my internship I had to continue previous projects, but also start a new one. This project was to investigate the utilization level of the machines.

8.1 Overview Machine Park

First an overview of the machine park had to be made, which one of my predecessors already did. The in whole or in part is is prohibited part or in whole in factory is divided in 3 big departments as can be seen in Figure 3. In this section it’s only necessarily to look at PMD and SMD. This because EMD is the assembly department. Over there no mentionable machines are standing. For the other 2 departments a list is made of the machines which stand over at those departments. This is done by checking the floor.

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Figure 3 Overview machine park © VDL ENABLING ©VDL TECHNOLOGIES GROUP 8.2 First line maintenance

My predecessor had made the first line maintenance plan for each machine. My job then was to see if the maintenance plan was upheld. This was checked twice a day, namely at 08:00 to see whether the night

shift had cleaned and also at 16:30 to see whether the day shift had done it. In my first weeks I already got some issues:

1. Over time. There were big problems for the afternoon checking. This because some of the machines couldn’t be checked due to the overtime. Some of the machines had to make overtime to finish all the products. At the factory in Suzhou there where machines used which were in overtime almost every day. 2. The time given for the cleaning was not enough for some of the CNC machines accordingly to the operators. This was verified by standing behind some of the operators while they were cleaning. On that moment the cleaning time was 15 min. per operator per shift. This couldn’t be any higher due to the fact that otherwise the efficiency of the factory would get lower. So a new idea had to be implemented.

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How many times a Cleaning time: (min) Total time: (min) Done by: week:

5 15 75 Night shift 5 15 75 Day shift Table 3 cleaning before Total: 150 min

In total the cleaning was around 15min/day*5 days/week=75 min/week for the machines with only the dayshift and 15min/shift*5days/week*2shift/day=150 min/week for the machines with both shifts see

Table 3. A discussion with the PMD manager gave a better proposal for the cleaning, namely every day a in whole or in part is is prohibited part or in whole in ‘roughly’ cleaning and once every week a full cleaning (called big cleaning). The time estimated for the cleaning was as follows for the CNC day and nightshift machines:

How many times a Cleaning time: (min) Total time: (min) Done by: week: 4 15 60 Night shift

5 5 25 Day shift

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 1 60 60 Night shift Table 4 Cleaning with nightshift after Total: 145 min

For the machines with only a dayshift the following schedule was made:

How many times a Cleaning time: (min) Total time: (min) Done by: week: 4 10 40 Night shift 1 30 35 Day shift Table 5 Cleaning without nightshift after Total: 75 min

The implementation was done halfway the internship. When it was done there were some difficulties. First of all it was sometimes difficult to check the operators, due to the fact that this big cleaning was planned on the Friday evening. The first check could not take place until Monday morning. The problem with this was that some of the machines were also in overtime during the weekends. So they were also running on Saturday and maybe even on the Sundays. The big cleaning could

© VDL ENABLING ©VDL TECHNOLOGIES GROUP therefore not be checked carefully. That’s why we came up with the idea to schedule the cleanings on Friday in the afternoon. In this way it could be more convenient to check the big cleaning. The machines could improve to a so called standard state. In that way it will be easier to keep the machinery at that particular state. In the end some progress was made but still has to be continued.

8.3 Second line maintenance

The second line maintenance, the so called planned maintenance already had a schedule. The problem here lied between the connection between planning and the loading, resulting in maintenance and high loading being sometimes planned at the same time. So that’s when we came up with the plan to make a program in which it could be checked whether the maintenance could be done that week, or if it would be better due to the loading to shift the maintenance.

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The following information was important to gather:

1. Capacity of the machine group without maintenance. This was done by counting the amount of machine per machine group and multiplies that with 40 hours/week or 80 hours/week, depending on the nightshift. With that information the maximum capacity without over time is calculated.

2. The planning. The planning is of course necessary to see what the loading on the machine group is per week. This information was already available.

3. The estimated time per maintenance per machine. This is the time that GSD estimated to fulfill in whole or in part is is prohibited part or in whole in the maintenance that had to be done. 4. Capacity with maintenance. This was calculated by subtracting the maintenance time from the normal capacity. So:

With that information the following graphs could be made per machine group:

Reproduction reserved. are All rights owner. copyright the of consent written the without Horizontal machine centre 2 500 10

450 9

400 8

350 7

300 6 Amount of machines in

250 5 maintenance Hours

200 4 Amounts Planning 150 3 100 2 capacity 50 1

0 0

201450 201426 201429 201432 201435 201438 201441 201444 201447 201501 201504 201507 201510 201513 201516 201519 201522 201525 Weeknumber

Figure 4 Planned maintenance graph

In those graphs it’s easy to see whether it’s convenient to do the maintenance of the machine in that particular week.

Of course the planning is changing every week so in the end an Excel sheet with Macro’s was made to automatically update the data. This resulted in a better check between planning and capacity. For example this maintenance, see Figure 5, will be a problem in the end, due to the fact that the planning is quite high and the capacity is lowered with almost 20%. Therefore, planning that maintenance would be more beneficial around week 42. Of course this is not done nowadays because the planning is changing every week so a forecast for more than 6 weeks is not accurate enough to reschedule everything. It can however be used on the short term, as it is more accurate and therefore applicable.

Figure 5 Example for badly planned

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8.4 Repair plan

The repair plan didn’t change at all. The only thing what was done was its execution and make sure that

everybody followed the planning. This is how it is nowadays:

in whole or in part is is prohibited part or in whole in

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Figure 6 Repair plan status

8.5 Utilization level measured

In the start of the internship, determining the utilization levels was necessary. After some discussion the plan was made to just stand behind operators randomly and measure how much time they were adding value to products with the machine. Normally the amount of product has to be taken but because VDL- ETG makes really different products every time, this was not convenient. For that reason the time of adding value to a product was taken, to come up with a roughly idea of the utilization level.

© VDL ENABLING ©VDL TECHNOLOGIES GROUP When this measuring was done, it was concluded that the utilization level for most of the conventional machines would be tending to 20%. This can be explained with the usage of the 6 big losses of TPM.

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Six Big Losses OEE Examples Comments Category

Breakdowns Down Time . Tooling Failure There is flexibility on where to set the Loss . Unplanned threshold between a Breakdown (Down Maintenance Time Loss) and a Small Stop (Speed

. Overheated Loss). in whole or in part is is prohibited part or in whole in Bearing . Motor Failure

Setup and Down Time . Setup/Changeover This loss is often addressed through Adjustments Loss . Material Shortage setup time reduction programs such . Operator Shortage as SMED (Single-Minute Exchange of . Major Adjustment Die).

. Warm-Up Time

Reproduction reserved. are All rights owner. copyright the of consent written the without Small Stops Speed Loss . Component Jam Typically only includes stops that are less . Minor Adjustment than five minutes and that do not require . Sensor Blocked maintenance personnel. . Delivery Blocked

. Cleaning/Checking

Slow Running Speed Loss . Incorrect Setting Anything that keeps the equipment from . Equipment Wear running at its theoretical maximum . Alignment speed. Problems

Startup Quality . Scrap Rejects during warm-up, startup or other Defects Loss . Rework early production.

Production Quality . Scrap Rejects during steady-state production. Defects Loss . Rework Table 6 Six big losses according TPM

The results out of this research can be found in Appendix G: the setup time (time machine is not running) for the conventional machines is much higher comparing to the CNC machine. It was decided to check the utilization level further.

8.6 Utilization machines calculated

The purpose of this section is to come up with a utilization calculation. The problem faced after analyzing the floor shop was that most machines were not used at all. This called for a calculation of the utilization rate, as can be seen below.

The planning was only known for the operators instead of the machines. So only the hours of the operators were known, but for conventional machines the hours of the machine is approximately the

ursrechthebbende. same as the operator who’s using it multiplying with its efficiency. For a CNC machine this is not

Alle rechten voorbehouden. Verveelvoudiging, geheel of gedeeltelijk of geheel Verveelvoudiging, voorbehouden. Alle rechten de van toestemming schriftelijke met dan toegestaan is niet aute necessarily the case, because 1 operator sometimes operates 2 machines. In that case the hours of the machine will be higher than the hours of the operator. This was not a big issue, as this project is mostly about the conventional machines

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This planning is divided by 172. 172 hours is the mean hours per month of an operator who is working in this factory. This will result in a good estimation of the amount of machines necessary to have for the

conventional machine. This was done for 3 time periods, namely mean value per month; last year, last month and for the prognoses for this year.

The operators then were asked to give a rating between 1 and 5 of the machinery use for every machine,

where:

1= 1 day a month; in whole or in part is is prohibited part or in whole in 2= 1 day a week ; 3=2 days a week; 4=3days a week; 5=4 or more days a week.

One day is quantified as 8 hours. This was both done for SMD and PMD. Also the manager had to give his advice about the amount of machines he thinks is necessarily to have in the future. Those results can

be found in Appendix H and Appendix I. The amount of manpower they have on a normal basis and some

Reproduction reserved. are All rights owner. copyright the of consent written the without additional information from repair plans live time can also be found in these appendices. Advice can be withdrawn from this document. 8.7 Missing machines

In the beginning of the project, a list of the machines which were standing on the shop floor was given, but after a few walks around the factory, some other not listed machines were found. After asking if the machines where still used and what their status is, it could be concluded that they only functioned as backup. Basically the machines weren’t used at all and couldn’t be repaired. So the question arranged how many of these machines were there. This was done by using the financial report: a list of every machine, accessories etc. what should be in the factory. First the accessories were scraped, the

machines which already were identified and also the not important things like small measuring devices. By doing so, a list could be made with the missing machines.

Then the managers/supervisors were asked where those machines were standing and what their status was. Some of those machines could then be put on the list of getting rid of.

8.8 Advices PMD and SMD © VDL ENABLING ©VDL TECHNOLOGIES GROUP

First of all the advices about getting rid of some machines could be given. From the forecast and history it could be seen which machine groups did not have enough machinery. From those 2 data a total advice could be made for both SMD as PMD, both of which can be found in Appendix K and Appendix J, in which also the total amount of net value can be seen as well as the lifetime of the machines.

8.9 New floor plan

The fact that some of the machines could be removed was drawn in the nowadays floor plan, as can be seen in Appendix L and Appendix M. Now a few things could be done. Firstly the machines needed to be removed. Then a new floor plan could be made, as the current one was not thought out. The machine groups were just put together and the flow of products in this factory was not taken into account. First it is important to know how the material flow is. For SMD this was a fixed order as can seen in Figure 7

ursrechthebbende.

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in whole or in part is is prohibited part or in whole in

Reproduction reserved. are All rights owner. copyright the of consent written the without

Figure 7 product flow SMD

For PMD this was more difficult because it wasn’t fixed at all, as can be seen in Figure 8

ursrechthebbende.

Figure 8 Product flow PMD

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In the end there was not enough time to design a whole new floor plan, so this was continued by the company itself.

8.10 Spare parts

In the history of VDL-ETG Suzhou there were some problems with the downtime of the machinery. That was of course the reason for starting this project, but to get a better solution for the future it was decided

that some spare parts in storage have to be introduced in this company. This was decided as some

in whole or in part is is prohibited part or in whole in

machines had been broke for a long time and only due to the fact that their parts had not been ordered yet. After some brainstorming we came up with the following steps:

1. It is important to know which machines are important in this factory (the so-called priority machines); 2. Diving in the history of the break-down time of those machines;

3. Deciding on whether or not to buy spare parts;

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 4. Implement the spare parts;

8.10.1 Priority machines In this part the decision has to be made which machines were the most important in the factory. This

required a look at the planning. For all the machine groups the following graphs were made.

Figure 9 Graph used to determine priority machines ursrechthebbende.

Alle rechten voorbehouden. Verveelvoudiging, geheel of gedeeltelijk of geheel Verveelvoudiging, voorbehouden. Alle rechten de van toestemming schriftelijke met dan toegestaan is niet aute In these graphs the following data was plotted:  OT (over time) total: This was the amount of time the machine group maximum could be reached. The operator maximum could make 60 hours/week (not including breaks etc.). So the machine

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also could make a maximum of 60 hours/week. Multiplying this with the amount of shift and the amount of machines gives the maximum capacity, for this example:

 Planning: This was the planning for next year for each week. The amount of hours is the total amount of hours for that week.  Standard time: This was the amount of hours the machines would normally make, so 40 hours/week.

 OT total 1 machine broke down: This was the capacity when one machine had broken down. So in whole or in part is is prohibited part or in whole in for this particular machine group

 Average planning: This was the average from the planning for next year, compared with the average from the history, as comparison.

With this data a conclusion can be made on whether a problem will occur in the future when one of the

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without machines breaks down. This can be done by comparing the planning with the capacity when one machine breaks down / OT total 1 machine broke down. When the planning does not cross the ‘OT total 1 machine broke down’, this would not result in a big problem. When this is the case the machine group is not a priority machine group. Concluding from this data the following machine groups were given the status priority machines:

1. Laser Cutting SMD; 2. Bending SMD; 3. Horizontal Machine Centre 2 PMD; 4. Vertical Machine Centre 6 PMD; 5. Quick Wire Cutting PMD.

8.10.2 Downtime priority machines Now the downtimes and the reasons for the downtime had to be determined. This was done from the information from previous year, which was given by GSD. They kept a record with downtime, machine and reason. Now a graph could be made for every priority machine in the factory.

MAZAK Total hours downtime: 32 © VDL ENABLING ©VDL TECHNOLOGIES GROUP

3% 16% z axis overload cutting torch broken 25%

Chiller failure

12% dust collector pipe broken Replace the ground base Countertops failure 13% Routine maintenance 25%

alarm

3% 3%

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Figure 10 Chart for spare parts

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8.11 Record of broke down machines

After the calculations of the downtime for the priority machines, there were some doubts at the MT about the amount of hours of downtime for the machines. They believed that it was more than what was represented in those pie charts. After checking again all the data from GSD and double checking

everything, it was decided that the forms from GSD where not accurate and that not all the problems were involved. The decision that followed was to make a new kind of reports for GSD so they can use those

forms to report the broken machines, but first we needed to know why those records didn’t qualify. in whole or in part is is prohibited part or in whole in

After some talks with GSD the reasons were found: 1. There were 2 kinds of reports. When a machine was broken down the supervisor had to fill in a form with the machine number etc. on it. This paper went to GSD, so that they received the notification. Then GSD planned/decided when they would repair the machine and afterwards make a report in an Excel sheet. Those sheets where saved, but the notifications of PMD/SMD were not. So in the end these notifications could not be found anywhere.

2. GSD didn’t put all the notifications from PMD/SMD into the Excel sheet. The correct downtimes

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without for all the machines as well as the loading on GSD could thus not be found.

To solve the first problem we decided to make a system in which PMD/SMD have to make a notification, which of course saved all the data. Then GSD could plan/decide when they will fix the machine. Of course in the end GSD could finish the report about the notifications.

So an overview of the system would be as follow:

Figure 11 Overview programme for break down reports

The system will be explained more in detail later on. First we decided which information needs to be saved in the system:

1. Date machine was broken down: The date when the machine broke down. 2. Machine number: The number of the machine. 3. Group: The group in which the machine stands. 4. Machine specification: Brand and type of machine.

ursrechthebbende. 5. Reason by PMD/SMD: Reason for notification.

is niet toegestaan dan met schriftelijke toestemming van de van toestemming schriftelijke met dan toegestaan is niet aute Alle rechten voorbehouden. Verveelvoudiging, geheel of gedeeltelijk of geheel Verveelvoudiging, voorbehouden. Alle rechten 6. Still in use: If the machine is still in operation, or has stopped 7. Often occur problems: To determine if the machine could have a structural problem. 8. Manager agrees PMD/SMD: The manager has to (dis)agree with the notification, also ensuring he gets a notification. 9. Finish date: The date the machine was fixed

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10. Downtime: The amount of hours production laid still. 11. Repair time: The hours necessarily to repair the machine.

12. Cost: the cost of spare parts etc. which where spend (not including the man-hour costs). 13. Repair person: The person who fixed the machine. 14. Remarks: Any remarks. 15. Additional downtime: Downtime of machine whilst being repaired.

16. Manager agrees GSD: The manager has to (dis)agree with the notification, also ensuring he gets a notification.

17. Priority: Prioritize notifications, as to give a priority by the manager of PMD/SMD. in whole or in part is is prohibited part or in whole in 18. Present Date: The time and date the machine was reported in the system.

Now the system could be programmed, it was decided to do this in Excel in combination with Visual Basic. Excel was here used as the programme where all the information per notification was to be saved and could be read out. Visual Basic was used to programme some user forms so that a notification could be made by SMD/PMD and could be finished by GSD. Now it was important to know what has to be filled in by those forms and by whom. It was decided that:

Reproduction reserved. are All rights owner. copyright the of consent written the without PMD/SMD supervisors 1 Present date 2 Machine number. 5 Reason by PMD/SMD 6 Still in use PMD/SMD Manager 8 Manager agrees PMD/SMD

17 Priority GSD worker 9 Finish date 11 Repair time 12 Cost 13 Repair person 14 Remarks

15 Additional downtime GSD manager 16 Manager agrees GSD Table 7 Program break down information overview

With this information the following things van be calculated/found out by the system itself: 1. Group 2. Machine specification © VDL ENABLING ©VDL TECHNOLOGIES GROUP 9. Downtime

Downtime in this case could exist of 2 parts namely downtime as the machine is broken and downtime when the machine is fixed. If the machine can’t produce anymore, when it’s broken down, the downtime is the difference between the present date and the finish date. If the machine still can produce but is only switched off during the repair then the downtime only exists out of the additional downtime.

So basically the total looked as follows:

ursrechthebbende.

Figure 12 Calculate downtime

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So now the forms had to be made. In the end the following forms where made with Visual Basic 6.0:

SMD/PMD supervisors.

in whole or in part is is prohibited part or in whole in

Reproduction reserved. are All rights owner. copyright the of consent written the without

Figure 13 User form for supervisors

In this form the following had to be done. 1. Open the Excel sheet with the Excel button in the top. This is done to let the programme write the

© VDL ENABLING ©VDL TECHNOLOGIES GROUP data in the excel sheet. 2. Input a new broken down machine by its machine number or modify an existing report. 3. Check the machine for more specifications, such as its type and group. 4. Fill in the date the machine broke down. This can be done by filling in the hours and adjust the day with the help of the calendar. 5. Situation, so what occurred, like for example the spindle broke down. 6. Fill in if the machine is still operating or not, in this way the broken down time per machine can be calculated.

7. Finally click the command button for input, so that this report is saved in the excel sheet or

modified in the excel sheet.

Next the SMD/PMD manager has to put in some things and the GSD employee can start fixing the machine.

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SMD/PMD manager

in whole or in part is is prohibited part or in whole in

Reproduction reserved. are All rights owner. copyright the of consent written the without

Figure 14 User form for Manager PMD/SMD © VDL ENABLING ©VDL TECHNOLOGIES GROUP In this form the following had to be done:

1. Open the Excel sheet with the Excel button in the top. This is done to let the program write in the excel sheet. 2. Click the “input & check” button. Now the programme will find every report the manager hasn’t

agreed upon yet. Now he has to select one of them. 3. Option to fink the priority button. This is done in case the broken down machine is very important. 4. If he agrees with the report or not. If not, the report will be put in the Excel sheet in that way both GSD and all can see he does not agree. Then they can have contact between each other to come up with a plan. 5. Click the input button to save the information to the Excel sheet.

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GSD workers

in whole or in part is is prohibited part or in whole in

Reproduction reserved. are All rights owner. copyright the of consent written the without

Figure 15 User form for GSD

1. Open the Excel sheet with the excel button in the top same reason as mentioned before. 2. Click the check button. Now the user sees the list of machinery which still has to be fixed or unfinished reports for machines. They also got to see the priority machines as a rule with

exclamation marks in front of the line.

ursrechthebbende. Figure 16 Example of priority machine

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In those lines the user can see the row number of the Excel sheet, the machine number, the date of which the machine was broken down and the description of the machine. Then they can select

one, which the user wants to finish. 3. Option to make a remark. 4. Finish time. Here they can adjust the day by the calendar and the time they can fill in by themselves.

5. Fink the option for often occurring problems. This can be done for a particular machine which often has the same problems, so that management is aware of ill-functioning machines.

6. Repair time. The time in which the machine is fixed. in whole or in part is is prohibited part or in whole in 7. Option to fink the button for stopped during repaid. This is used for the fact that if a machine is broken down and was still operating but during repair it was shut down, it can calculate the down time as the time for repair. 8. The cost. Additional costs for spare parts, etc. 9. The person who fixed it. 10. Input and submit.

Reproduction reserved. are All rights owner. copyright the of consent written the without In the end all the data was saved to 1 Excel sheet. This was a read-only form, as all could access the information but only a few could alter it.

Figure 17 Excel sheet for saving data

8.12 Automatically getting the utilization level calculated TEEP/OEE

For the factory it’s important to know how much machines are used and what their efficiency is. A program was therefore written to easily calculate the TEEP and OEE per machine. An overview of this programme is depictured underneath:

ursrechthebbende.

In order to calculate the OEE and TEEP the following 3 things had to be calculated namely:

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1. The availability; 2. The performance rate;

3. The quality rate.

The availability can be gathered out of the Excel sheet for the broken down machine and the maintenance hours scheduled. Only the following 2 things had to be calculated namely: quality control

and the performance rate. First a system has been made to find out how the performance rate can be determined, as it’s important to know how the running time is per machine.

The running time for conventional machines is difficult to determine, because there is no computer to in whole or in part is is prohibited part or in whole in monitor it. For CNC machines it’s a bit easier because they are capable of keeping track of the running time of the spindle. That information can be gathered in the factory, only a program has to be made to easy fill it in, in the Excel sheet.

Secondly the quality rate has to be determined and that’s the point that my airplane almost left China. So I couldn’t finish the whole program. This is handled over to one of the employees in the technology department. When this date is also filled in it’s quite easy to monitor the whole factory. At the end of my

internship the OEE/TEEP calculations started to be programmed, but the debug and implementation still

Reproduction reserved. are All rights owner. copyright the of consent written the without needs to be done.

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9 Conclusion and recommendations

At the end of the internship the following conclusions can be made:

1. The factory has too many machines standing and it’s not necessarily to have that amount of

machines. The conclusion is that the machines standing in Appendix J and Appendix K can be

removed.

2. The product flows are only roughly. Better data is needed to come up with a better product flow in whole or in part is is prohibited part or in whole in

For example the percentage of the amount of product which flows in a particular way has to be added. In that way a better overview is created and thus a better conclusion/floor plan can be made. 3. The short cleaning was not successful enough so it was decided to come up with a big cleaning. The implementation is done, but still can be improved with checking. A recommendation would be to keep track on the progress per machine and to involve the supervisors more in the checking. 4. Planned maintenance has to be checked within a particular week. This can easily be done by the

written program; of course a recommendation would be to check it every week/month.

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 5. To improve the reports for broken down machines, a program is written for every department in the company. The program was just released in the end of the internship thus the recommendation here is to find problems with this problem and update it when deemed necessary. 6. The most important advice is that the factory really has to keep track of the OEE and TEEP, because the factory is not monitored at all. Personally I think that’s a very serious issue, as new machines investments etc are done without numbers. Only with the feeling that they need a new machine or that a machine is not necessarily anymore. Also I personally think that the utilization of some of the machines is low.

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10 Learning experiences

Looking back after the 3 months, I can say I learned some really important things and had a lot of situations I could learn from. Of course there are the obvious ones which have to do with the fact of being placed in a country with many cultural differences. Furthermore, I was made chairman of a project in a

multinational company and this certainly gave me a learning experience.

The most difficult thing I had to handle with is the language barrier. To not directly speak to someone but in whole or in part is is prohibited part or in whole in

the use of a translator is very difficult. This resulted in miscommunication sometimes and you have to be really clear on what you perceive as important. I have learned that the easiest way to do this is to just communicate really clearly.

Cultural differences also play a role of course, as hierarchy is very important in China. Where you could easily go to your boss to complain in the Netherlands, you will not see that in China. You really have to talk to people to gather as much information as necessarily.

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without My predecessor mentioned that it takes a lot of time to get anything “done” in a big company. I did not mention this, due to the fact that I already have some experience working in factories. From that experience I already know that it takes time to get change in a factory, because most of the people work already a long time in factories, and some of those people don’t want to change anymore. They’re like I’m working in this way already multiply years, so why would I change.

In the end the strangest thing I noticed was the different ways Chinese and Western people are looking at companies. Chinese people use their feeling more to analyze problems and Western people calculate more and use more logic. This is of course due to the difference in culture. I think in the end you can write whole books about the difference between Chinese and Western people, but the most important thing is that we in the end are all people so we should cooperate with each other.

11 References

http://www.leanproduction.com/tpm.html http://www.plant-maintenance.com/articles/tpm_intro.shtml https://assist.daps.dla.mil/quicksearch/basic_profile.cfm?ident_number=277649 http://seminarprojects.com/Thread-overall-equipment-effectiveness-oee © VDL ENABLING ©VDL TECHNOLOGIES GROUP http://wenku.baidu.com/view/43b4a55e804d2b160b4ec098.html http://www.cmmspro.com/types-of-maintenance.asp

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12 Appendix A; SMD Repair Actions

ETG Suzhou Machines and Equipment List 钣金部 SMD Machines List

固定资 machine Cost priority parts

产编号型号数量 Supplier/GSD in whole or in part is is prohibited part or in whole in

priority usage 机器描述 Description Age Repair actions (discussed during Manual Specification Qty /not necessary WM) Num SUPER TURBO- no repair, just 'regular 激光切割机 CNC Laser Cutting X510 MK maintenance' not defined A <90% 040280 1 2001 supplier 100000 Center Ⅱ2500W（MAZAK yet. Just to keep the ） machine running

激光切割机 CNC Laser Cutting

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without A 100% 080201 TruLaser 3030 1 2008 - n.a. Center

oil leakage, upper mold is A 100% 040251 TrumaBend V130 1 2004 supplier 34162 deformed 折弯机 Trumpf CNC Bending

Machine A 100% 070205 TrumaBend V130 1 2004 supplier oil leakage 190

A 100% 1004411 TrumaBend 5085 1 2010 - n.a. 机器人焊机 Robot Welding A <20% 100511 ABB six axis robot 1 - n.a. Machine Akyapak base will be made by B <5% 卷管机 Plate rolling machine 040258 1 2004 GSD n.a. AS1050*80-10/2.0 ourselves will be checked and B <5% 开角机 Notching machine 040266 Euromac AF200/6 1 2004 GSD n.a. regrinded

校直压力机(整形机) OMCN s.p.a ART. B <5% 040267 1 2004 GSD rope will be replaced n.a.

Straightener press 157 © VDL ENABLING ©VDL TECHNOLOGIES GROUP

B <50% 060202 Soyer BMS-8N 1 - n.a. 螺栓焊机 Stud welding machine SMD资 B ?? Soyer BMS-8N 1 - n.a. 产

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B 0% 折边机 Cramp folding machine 040271 Nerthands CEM LT 1 - n.a.

B <80% 100538 Panasonic TDB-160 1 2009 - n.a.

点焊机 Spot welding machine 松下点焊机

B ?? 40273 Panasonic YR- 1 - n.a. A05S

all repairs can be done in whole or in part is is prohibited part or in whole in 江苏亚威 QC 12Y- B 0% 剪板机 Shear machine 040275 1 2004 GSD inhouse, except for n.a. GSD 6*2500 grinding the knife

B <30% 台式钻床 Table drilling machine 040277 黄山 ZS4019 1 2003 - n.a.

中捷友谊 230 B <80% 摇臂钻床 Radial drilling machine 040278 1 2004 - n.a. 40*13/2

B <80% 050213 Tox CEC 08 1 2009 - n.a.

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 压铆机 Tox press machine B <80% 100202 Tox CEC 04 1 2010 - n.a. 车床 Conventional Turning wtihin GSD budget C <10% 040241 ALLATHS A1-DRIS 1 1977 GSD n.a. GSD machine already within GSD budget C <30% 040235 1 1977 GSD n.a. GSD

钻镗床 Boring machine Aciera 22 STA already

C >80% 040237 1 1974 - n.a. C 0% 040221 1 1985 - n.a.

铣床 Milling Machine Schaublin 13 within GSD budget C <30% 040222 1 1983 GSD n.a. GSD already

<80% C 040204 1 2003 - n.a. 大铣床 Big Milling Machine Seiki SHCM-97VS C <10% 040217 1 2004 - n.a. 等离子切割机 Plasma Cutting Cutmaster 20mm B <5% 100525 1 - n.a. machine 6.1m SL60 ¥134,352.00 rmb

€ 16,794.00 euro ( rmb / 8 ) © VDL ENABLING ©VDL TECHNOLOGIES GROUP

PRIO ¥134,352.00 rmb

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13 Appendix B; PMD Repair Actions

ETG Suzhou Machines and Equipment List

精密零件部 PMD Machines List

固定资 Supplier Cost priority parts

machine 数量 priority 机器描述 Description 产编号型号 Specification Age /GSD/no Repair actions Total cost extra (discussed during usage Qty Manual t WM)

D 1 980209Num 1979 not - n.a.

in whole or in part is is prohibited part or in whole in

D 1 000216 1984 not - n.a. D 1 000217 1986 not - n.a.

D 1 钻床 Vertical milling 000218 1986 GSD replace the brake stop 5000 machine (Co-ordinates Aciera 22 STA E 9 boring)

D 1 050219 1982 not - n.a.

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without D 1 0302102 1982 not - n.a. D 1 0302103 1985 not - n.a. D 1 040231 1988 not - n.a. D 1 040232 1973 not - n.a. D 1 040236 1985 not - n.a. 钻床 Vertical milling Aciera 22 STA E 2 D 1 040234 1985 not - n.a.

machine (NC-boring) D 1 040214 Aciera STA TNC 125 1 1984 not - n.a. 钻床 Vertical milling D 2 050207 Yasda YBM 55 Jigmaster 1 1996 - n.a. machine (JIG-boring) D 1 100462 Sodick DK7732 1 2011 - n.a.

C 1 980222 Sodick DK7725E 1 1998 not - n.a.

线切割 EDM

waiting for electronics to D 1 0302120 Sodick DK7732 1 2003 not n.a. fail

D 1 020215 Jung JF520 1 1979 not - n.a. 平面磨 surface grinding

© VDL ENABLING ©VDL TECHNOLOGIES GROUP D 1 040244 MSG-250H-2AH 1 1996 - n.a. D 1 030234 Studer RHU 400 1 1976 - n.a. 外圆磨 round grinding the encoder will be D 1 990204-1 Kellenber 600U 1 1975 GSD n.a. checked and cleaned

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Replace coolant distribute

cap; spindle and bearing. C 1 010204 2000 supplier Replace Y-axis motor, the 212820.51 253992.26 hose (hydraulic tubes)

and coolant nozzles

Okuma MA 40A 3 waiting for result of repair C 1 010211 1999 supplier 287179.49 235103.37

in whole or in part is is prohibited part or in whole in first machine

waiting for result of repair A 1 010212 1999 supplier 250591.22 235103.37 first machine

Replace the travel length, B 1 040201 2003 supplier 88000 x-axis. Supermax YCM-FV125A 2 Replace the travel length,

B 1 040282 2004 supplier 88000

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without x-axis. Replace the travel length, B 1 000226 2000 supplier 133803.6 x-axis. 加工中心 CNC milling Replace the travel length, A 1 040249 2004 supplier 47803.6 Machines x-axis.

Replace the travel length, B 1 040250 2004 supplier 70353.6

x-axis.

Supermax YCM-FV102A 6 Replace the travel length, B 1 040281 2004 supplier 47803.6 x-axis. Replace the travel length, A 1 040283 2004 supplier x-axis. Spare part already 47803.6 ordered

Replace the travel length, B 1 040202 2003 supplier 95353.6

x-axis.

B 1 040279 Supermax YCM-2110B 1 2004 GSD repair coolant leakage 250

C 1 080202 WIA VM560M 1 2008 supplier separate project n.a.

© VDL ENABLING ©VDL TECHNOLOGIES GROUP adding high pressure gun C 1 100509 2012 suplier 36706.98 and oil seperator system Okuma MA-600HBA 2 adding high pressure gun C 1 100510 2012 supplier 36706.98 and oil seperator system

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backplate will be

D 1 040206 2003 GSD replaced, spare part n.a.

already bought backplate will be

D 1 040207 2003 GSD replaced, spare part n.a.

already bought

backplate will be in whole or in part is is prohibited part or in whole in D 1 2003 GSD replaced, waiting to buy 13333 数控铣床 Nc machines Makino KE55 6 040208 spare part backplate will be D 1 2003 GSD replaced, waiting to buy 13333 040209 spare part backplate will be

D 1 2003 GSD replaced, waiting to buy 13333

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 040247 spare part D 1 040248 2003 GSD backplate is replaced n.a. D 2 000222 1978 - n.a. D 2 000223 1978 - n.a.

D 1 020210 1982 - n.a.

D 1 030297 1980 - n.a. 铣床 Milling Schaublin 13N 8 D 2 1975 not - n.a. 030298 D 2 0302100 1982 - n.a. D 1 040219 1978 - n.a.

D 1 040221 1975 - n.a. D 3 050227 DMU 60 1 1972 - n.a. D 1 040216 2004 - n.a. D 1 040205 2004 - n.a. 铣床 Milling 新虎将 4 D 1 2004 GSD check and repair n.a.

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coolant leakage can’t be

A 1 1 1987 not solved, waiting for n.a. 020216 Okuma LB 15II CNC electronics to fail D 1 100480 Okuma space turm LB3000 EX-R 1 - n.a. 数控车床 Turning NC machines

waiting for electronics to A 1 Schaublin 110 CNC 1 1990 not n.a. fail 050204

D 1 100564 Cutex 160A 1 - n.a.

in whole or in part is is prohibited part or in whole in

D 2 1963 not - n.a. 980224 Cazeneuve HB 575 *750 D 2 000205 1989 - n.a. 大车床 Turning 5 D 1 020213 Cazeneuve HB 575 *1000 1983 - n.a. D 1 000206 - n.a. D 3 020214 1963 - n.a. D 2 980218 Schaublin 102 VM 1 1975 GSD already fixed n.a. GSD

D 3 960207 GSD already fixed n.a. GSD

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D 1 小车床 Turning 040238 GSD already fixed n.a. GSD AL Hembrug DR 1S 4 D 1 040239 GSD already fixed n.a. GSD D 2 040240 GSD already fixed n.a. GSD D 1 压机 Punch 040215 Y41-25 1 2004 - n.a. spare parts are already D 1 9060 A GSD n.a. GSD 喷砂机 SAND blast 990212 1 2004 bought Total extra ¥750,591.22 ￥1,461,783.56 rmb € 93,823.90 € 182,723 euro ( rmb / 8 )

Total ¥2,212,374.78 rmb

€ 276,546.85 euro (rmb / 8)

Prio: ¥581,301.79 rmb € 72,662.72 euro (rmb / 8)

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14 Appendix C; Operator feedback form

in whole or in part is is prohibited part or in whole in

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15 Appendix D; Repair Plan

Overall Repair Plan

in whole or in part is is prohibited part or in whole in Month: 1 2 3 4 5 6 7 8 9 10 11 12 Priority Repair Plan Duration order Machine: What to repair: Duration repairs: Costs: spare parts: Trumpf TRB V130X 10 days 34,542.21 MAZAK 40 days 16,945 YCM 125 Travel Length 50 workdays 3 week 42270

YCM 125 Travel Length 50 workdays 3 week 42270

Reproduction reserved. are All rights owner. copyright the of consent written the without YCM 102 Travel Length 50 workdays 3 week 25406 Okuma 40H (010204) Spindle 150,720.00 Okuma 40H (010211) Spindle 150,720.00 110 days Okuma 40H (010212) B-axis 74,358.97 Okuma 40H (010212) Travel length Okuma 600H Oil-coolant seperator Okuma 600H Oil-coolant seperator 65 days 74,400.00 Okuma 600H High pressure gun Okuma 600H High pressure gun YCM 2110 Spindle 15 days 61,300

Total costs: ¥672,932.18

Repair Plan (continued) Aciera 22 STAE Replace Brake Stop Trumpf CNC bending machine Oil Leakage Trumpf CNC bending machine Upper mold deformed © VDL ENABLING ©VDL TECHNOLOGIES GROUP Makino KE55 Replace Backplate

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16 Appendix E; Maintenance record form (1st line Okuma MA-40H) as example

日期(周)：保养记录单 Week: 员工名称员工名称员工名称员工名称员工名称员工名称员工名称

OK40 Maintenance record ：Name ：Name ：Name ：Name ：Name ：Name ：Name 设备型号/规格：固定资产编号：

Model/Spec code in whole or in part is is prohibited part or in whole in 维护保养时效保养项目和内容 check point and content 周一周二周三周四周五周六周日 frequency Machine cleaned + spindle 清洗机床及主轴每天daily spindle warm up procedure主轴需要预热

check operating system检查操作系统是否正常

Check incoming air pressure确认输出气压

Reproduction reserved. are All rights owner. copyright the of consent written the without Check oil level and pressure in centralized lubrication GSD unit在集中润滑油箱中确认油位及油压 Lubrication: GSD 加润滑油 check oil level in lubricator unit确认润滑油的油位

签名signature

check oil level in hydraulic unit检查液压机构的油位

check oil level in spindle head cooling tank检查主轴头冷却箱的油位每周weekly check oil level in table rotation drive gear box 检查台面转动机构的油位

clean coolant filter清洁冷却液滤网

clean air filter清洁空气滤网

月Monthly clean discarded oil tank 倾倒废油容器

GSD replenish lubricating oil to the lubricating unit补充润滑油箱的润滑油 Lubrication:

签名 Signature

备注：已做过保养及符合要求的请打 ; '√' 不然打 ; 'X'

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17 Appendix F; Planned maintenance schedule (part of) PMD only

first version, half yearly is at the seventh block (6+1 because of chinese new year) monthly 3 monthly 4 monthly half yearly yearly number name 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

only every 3 years PMD-CNC 100509 Okuma MA-600HBA

100510 Okuma MA-600HBA in whole or in part is is prohibited part or in whole in 010204 Okuma MA 40A 010211 Okuma MA 40A 010212 Okuma MA 40A 040201 Supermax YCM-FV125A 040282 Supermax YCM-FV125A 000226 Supermax YCM-FV102A 040249 Supermax YCM-FV102A 040250 Supermax YCM-FV102A 040281 Supermax YCM-FV102A 040283 Supermax YCM-FV102A

040202 Supermax YCM-FV102A

Reproduction reserved. are All rights owner. copyright the of consent written the without 040279 Supermax YCM-2110B

080202 HYUNDAI KIA WIA VM560M

050207 Yasda YBM 55 Jigmaster

PMD-QSG 040206 Makino KE55

040207 Makino KE55 040208 Makino KE55 040209 Makino KE55 040247 Makino KE55 040248 Makino KE55 100462 Sodick DK7732 980222 Sodick DK7725E 0302120 Sodick DK7732 040216 新虎将 seiki SHCM-97VS 040205 新虎将 seiki SHCM-97VS 040203 新虎将 seiki SHCM-97VS 040218 新虎将 seiki SHCM-97VS 980209 Aciera 22 STA E 000216 Aciera 22 STA E 000217 Aciera 22 STA E 000218 Aciera 22 STA E 0302101 Aciera 22 STA E

0302102 Aciera 22 STA E © VDL ENABLING ©VDL TECHNOLOGIES GROUP 0302103 Aciera 22 STA E 040231 Aciera 22 STA E 040232 Aciera 22 STA E 040233 Aciera 22 STA E 040234 Aciera 22 STA E

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18 Appendix G; Results utilization research

固定资产

操作代码 Setup 编号 Ideal Time 机器描述 Description Operation Time Manual (min/hour) Code (min/hour)

in whole or in part is is prohibited part or in whole in Num

980209 16.51 43.09 000216 59.6 000217 59.6 000218 钻床 Vertical milling 59.6 machine (Co-ordinates VM1 050219

boring)

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 0302102 15.36 44.24 0302103 59.6 040231 59.6 040232 59.6

040233 59.6 040234 59.6 钻床 Vertical milling VM2 040235 machine (NC-boring) 59.6 040214 59.6 040236 59.6 钻床 Horizontal boring machine HB 050207 (JIG-boring) 59.6 100462 13.06 46.54 线切割 EDM QWEDM 980222 59.6

0302120 44.29 15.31 © VDL ENABLING ©VDL TECHNOLOGIES GROUP 020215 59.6 平面磨 surface grinding SG1 040244 59.6 030234 59.6 外圆磨 round grinding RG 990204-1 59.6

010204 59.6

010211 59.6 010212 59.6 040201 59.6 040282 21.33 38.27

加工中心 CNC milling 000226 59.6 CNC Machines 040249 59.6 040250 59.6 040281 59.6

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040202 59.6 040279 59.6

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080202 59.6

100509 52.27 7.33

100510 59.6 040206 37.51 22.09

040207 59.6 040208 59.6

in whole or in part is is prohibited part or in whole in 数控铣床 Nc machines NC1 040209 59.6 040247 37.01 22.59 040248 59.6 000222 59.6

000223 59.6

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 020210 59.6 030297 6.21 53.39 铣床 Milling ML1 030298 59.6 0302100 59.6

040219 59.6 040227 59.6 050227 59.6 040216 59.6 铣床 Milling ML2 040205 36.01 16.99 040203 59.6 040218 44.54 15.06 020216 59.6 CNCL2 数控车床 Turning NC 100480 52.32 7.28

000206 59.6 980218 59.6 960207 59.6 小车床 Turning TU1 040238 21 39 040239 19.36 40.24

040240 59.6

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19 Appendix H; Machine usage PMD

in whole or in part is is prohibited part or in whole in

Reproduction reserved. are All rights owner. copyright the of consent written the without

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20 Appendix I; Machine usage SMD

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21 Appendix J; Advice PMD machines that can be removed:

21.1 VERTICAL MILLING (in total 10)

Machine Machine Standing Start date Net value Status

number description in whole or in part is is prohibited part or in whole in

980209 Aciera 22 STA PMD-VM 98/10 5,935.21 Not used, bad performance E 000216 Aciera 22 STA PMD-VM 00/7 5,659.09 Not used, bad performance E 040232 Aciera 22 STA PMD-VM 04/7 10,457.83 Not used, bad performance E 040214 Aciera STA TNC PMD-VM 04/5 13,613.49 Not used, bad performance

125

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 040233 Aciera 22 STA SMD-Corner 04/7 10,457.83 Not used, bad performance E 0302102 Aciera 22 STA PMD-VM 03/7 2,671.72 Bad performance E 0302101 Aciera 22 STA SMD-corner 03/7 2,671.72 Not used, bad performance

0302103 Aciera 22 STA PMD-VM 03/7 2,671.72 Not used E 040231 Aciera 22 STA PMD-VM 04/7 10,457.83 Not used E 000217 Aciera 22 STA PMD-VM 00/7 5,659.08 Not used, bad perfromance E In total: 70,255.52 21.2 HORIZIONTAL MILLING (in total 8)

Machine number Machine description Standing Start date Net value Status 00/7 © VDL ENABLING ©VDL TECHNOLOGIES GROUP 000222 Schaublin 13N ML1 2414.38 Bad performance, not used 000223 Schaublin 13N ML1 00/7 2414.38 Bad performance, not used 020210 Schaublin 13N ML1 02/6 4,307.06 Bad performance, not used

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030298 Schaublin 13N ML1 03/7 3,840.11 Bad performance, not used 040219 Schaublin 13N ML1 04/7 11,059.02 Bad performance, not used 050227 铣床 39544 ML2 05/10 10,913.10 Bad performance, not used, Accident 040216 Seiki SHCM-97VS ML2 04/5 16,105.49 Not often used 040203 Seiki SHCM-97VS ML2 04/2 12,699.57 Not often used

In total: 63,753.11 in whole or in part is is prohibited part or in whole in 21.3 TURNING NC MACHINES (in total 2)

Machine number Machine Standing Start Net value Status description date 050203 Schaublin 110 SMD- 05/4 33,449.28 Not used, can’t be repaired only used as backup. CNC Lathe corner

050205 Schaublin 110 SMD- 05/4 29,993.02 Not used, can’t be repaired only used as backup.

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without CNC Lathe corner In total: 63,442.30

21.4 TURNING CONVENTIONAL (in total 4)

Machine number Machine Standing Start date Net value Status description 000206 Cazeneuve HB TU2 00? 11,691.82? Not used, bad performance 575x(750 1000) 960207 ALLATHS A1-DRIS TU1 96/3 14,245.75 Not used, bad performance

980224 CATENEUVE TU2 98/12 8,661.05 Not used, bad performance HB575X750 980218 SCHAUBIN 102VM TU1 98/10 5,935.21 Not used, bad performance In total: 40,533.83

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21.5 Advice PMD Invest in:

Machine group QTY Description QWEDM 1 Quick wire cutting device

in whole or in part is is prohibited part or in whole in

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22 Appendix K; Advice SMD machines that can be removed:

22.1 Spot welding machine:

Machine number Machine Standing Start date Net value Status

in whole or in part is is prohibited part or in whole in description

040217 Seiki SHCM- SMD- 04/5 16,105.50 Not used, but good performance Advice: keep

97VS SMW

All rights are reserved. Reproduction reserved. are All rights owner. copyright the of consent written the without 22.2 Big milling machine:

Machine number Machine Standing Start date Net value Status

description

040221 Schaublin 13 SMD – 04/7 11,059.02 Not used, bad performance SMW

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22.3 Milling machine

Machine number Machine Standing Start date Net value Status description

in whole or in part is is prohibited part or in whole in

040275 剪板机 SMD- 04/8 11,412.50 Shear Not used, bad performance machine SMW

江苏亚威 QC 12Y-6*2500

Reproduction reserved. are All rights owner. copyright the of consent written the without 040277 台式钻床 Table SMD- 04/11 N ot used, bad performance drilling SMW 456.00 machine

黄山 ZS4019

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22.4 Other machines

Machine number Machine Standing Start date Net value Status description

in whole or in part is is prohibited part or in whole in 040271 折边机 Cramp SMD – 04/8 Not used, bad performance

folding Corner 1,211.11 machine

040270 Small punch SMD – 04/8 2,517.474 Not used, bad performance machine Corner

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22.5 Advice SMD invest in

1. Bending machine

2. Welding machine

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23 Appendix L; Nowadays floor plan PMD

in whole or in part is is prohibited part or in whole in

Can get rid of

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24 Appendix M; Floor plan nowadays SMD

in whole or in part is is prohibited part or in whole in

Can get rid of

Reproduction reserved. are All rights owner. copyright the of consent written the without

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