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Mälardalen University Press Dissertations
Mälardalen University
No. 99Press Dissertations
No. 99
STRATEGIC MAINTENANCE DEVELOPMENT
STRATEGIC MAINTENANCEINDUSTRY
IN MANUFACTURING DEVELOPMENT
IN MANUFACTURING INDUSTRY
Antti Salonen
Antti Salonen
2011
2011
School of Innovation, Design and Engineering
School of Innovation, Design and Engineering
Copyright © Antti Salonen, 2011
ISBN 978-91-7485-010-9
ISSN 1651-4238
Printed by Mälardalen University, Västerås, Sweden
Mälardalen University Press Dissertations
No. 99
Mälardalen University Press Dissertations
No. 99
STRATEGIC MAINTENANCE DEVELOPMENT IN MANUFACTURING INDUSTRY
Antti Salonen
STRATEGIC MAINTENANCE DEVELOPMENT IN MANUFACTURING INDUSTRY
Antti Salonen
Akademisk avhandling
som för avläggande av teknologie doktorsexamen i innovation och design
vid Akademin för innovation, design och teknik kommer att offentligen
försvaras onsdagen den 1 juni 2011, 10.00 i Filen, Smedjegatan 37, Eskilstuna.
Akademisk avhandling
Fakultetsopponent: Professor Pra Murthy, The University of
som förQueensland, School
avläggande av of mechanical
teknologie and mining
doktorsexamen engineering
i innovation och design
vid Akademin för innovation, design och teknik kommer att offentligen
försvaras onsdagen den 1 juni 2011, 10.00 i Filen, Smedjegatan 37, Eskilstuna.
Fakultetsopponent: Professor Pra Murthy, The University of
Queensland, School of mechanical and mining engineering
Akademin för innovation, design och teknik
Akademin för innovation, design och teknik
Abstract
Industrial maintenance is a substantial financial post. The total value of maintenance budgets in Europe
has been estimated to be approximately 1500 billion € per year. At the same time, there are indications
that about a third of these costs are wasted due to poor planning, overtime costs, inferior use of
preventive maintenance and so forth. However, the diversity between different types of industry is
substantial.
While the process industry, which is rather vulnerable to disturbances, has a tradition of viewing
its maintenance as a strategic resource, the picture is quite different in discrete item manufacturing
industry. Historically, manufacturing industry has had a surplus of finished goods and Work-In-
Progress buffers between machinery. Therefore, the manufacturing industry has been able to fulfil
its production demand despite unreliable production equipment. In the last few decades, the concept
of lean production has started to spread within the manufacturing industry as a means to improve
competitiveness. Manufacturing companies apply lean tools such as flow oriented production layout,
Just-In-Time production and Demand-Flow-Technology. As a consequence, the vulnerability to system
disturbances increases and hence, the demand for dependable production equipment increases. Despite
this increasing demand on reliable production equipment, few manufacturing companies work with
strategic maintenance development. One reason for this may be that the existing methods and concepts
for maintenance development are quite resource demanding.
The main objective with this research is to develop a simple and cost effective approach aimed to
formulate, implement, and evaluate maintenance strategies for the manufacturing industry. In five case
studies the following has been studied: (1) The industry’s view on strategic maintenance development,
(2) Formulation of maintenance strategies, (3) Implementation of maintenance strategies, (4) Cost of Poor
Maintenance, and (5) Results from strategic maintenance development.
As a result from this research, a process for the formulation of maintenance strategies has been
developed. Further, a number of driving forces and obstacles, that influence the implementation of
maintenance strategies, have been identified. The concept of Cost of Poor Maintenance has been
introduced as a means for evaluating the financial contribution of maintenance. Finally, three years of
studies in three companies has shown substantial benefits from strategic maintenance development.
ISBN 978-91-7485-010-9
ISSN 1651-4238
I
II
III
IV
V
VI
VII
VIII
IX
X
XI
XII
1.1
1
2
1.1.1
1.2
1.2.1
3
1.2.2
1.3
4
1.4
5
6
2.1
7
(1) The analytical approach
(2) The systems approach
(3) The actors’ approach
Explanatory Knowledge Understanding Knowledge
(Explanatics) (Hermeneutics)
The approach of the researcher
Figure 1: The researcher's approach, compared with the approaches presented by Arbnor and
Bjerke (1994). The figure shows how the different approaches relate to the scientific views of
knowledge as being either explanatory- or understanding- focused.
8
2.2
•
•
•
•
•
9
2.3
Basic means Stages Main outcomes
Literature The need for strategic
analysis
Research clarification
maintenance development
Empirical data
analysis
Descriptive study I The industry’s view on strategic
maintenance development
Assumption Formulation of
Experience
Prescriptive study I maintenance strategies
Synthesis
Empirical data Implementation of
analysis
Descriptive study II maintenance strategies
Assumption The Cost of Poor
Experience
Prescriptive study II Maintenance
Synthesis
Results from strategic
Empirical data Descriptive study III maintenance development
analysis
Figure 2: The performed research, structured in accordance with the Design Research
Methodology framework, adapted from Blessing and Chakrabarti (2009).
10
Research Descriptive Prescriptive Prescriptive Descriptive Prescriptive Descriptive
clarification study 1 study 1a study 1b study 2 study 2 study 3
RQ 1
RQ 2
RQ 3
Paper I Paper III Paper IV
Paper II
Paper V
Figure 3: Design research methodology in relation to research questions and included papers.
11
Table 1: Research structure
Stage Company Focus of the study Data sources RQ Paper
RC N/A The need for strategic Literature
maintenance development I
II
1, 2, 3 III
IV
V
DS 1 A View on strategic Interviews
B maintenance Direct observations
C Factors, strategically Documents
D important for maintenance 1 I
E The use of maintenance
F performance indicators
Sourcing of maintenance
PS 1a C Usability of consensus Interviews
method for the identification Participant observations 1 II
of maintenance performance
measures
PS 1b A Development and test of the Participant observations
B process for the formulation of Documents 1 II
C maintenance strategies Workshop
DS 2 A Driving forces for strategy Interviews
B implementation Survey 2 III
C Obstacles for strategy
implementation
PS 2 A Usability of the concept Cost Participant observations
B of Poor Maintenance Workshop 3 IV
C
DS 3 A Overall KPI-development Interviews
B during the project Documents
C Experiences from working 1,2,3 V
with structured maintenance
development
12
2.3.1
2
2.3.2
13
14
15
16
2.3.3
2.3.4
17
2.3.5
2.3.6
18
2.4
2.4.1
•
•
•
•
•
19
•
2.4.2
20
2.4.3
21
22
RQ 1
Formulation of Maintenance
maintenance strategies
Strategy
RQ 2
Implementation of
maintenance strategies
Strategy implementation
RQ 3
Financial contribution of Performance measurement
maintenance strategies
Figure 4: The main areas of literature studies in relation to the research questions.
23
3.1
3.1.1
Primary
production Primary
input Production production
output
Potential Maintenance
production demand
capacity
Maintenance
Figure 5: The relationship between Production and Maintenance (Gits, 1994).
24
3.1.2
Before a detected fault Maintenance After a detected fault
Preventive Corrective
Maintenance Maintenance
Condition based Predetermined
Maintenance Maintenance
Scheduled,
continuous, or Scheduled Deferred Immediate
on request
Figure 6: Overview of different maintenance approaches (SS-EN 13306, 2001).
25
•
•
•
•
•
•
3.1.3
•
•
•
•
26
•
•
•
4
The original reference (Japan Institute of Plant Maintenance, 1996) has not been available for review.
27
Establish
Design Procure Operate and
technical Install Commission Replace
equipment Equipment Maintain
specification
Feedback installation and commissioning experiences
Feedback operating and maintenance experiences
Figure 7: Terotechnology model, from Coetzee (2004).
3.1.4
28
Policy
Procedures
Objectives
Business plan
Management planning
Maintenance Maintenance
plan operations
Operational
Short term information
operational
Long term management
strategic
management Maintenance
history
Management Measurement
Maintenance audit
Performance measurement
Figure 8: The maintenance cycle (Coetzee, 1999).
29
•
•
•
3.1.5
5
5
The original reference (Altmannshoffer, 2006) has not been available for review.
30
•
o
o
o
o
•
o
o
o
o
•
•
31
The economic significance of maintenance in Sweden
Influence on the
Cost Revenue losses
environment
Direct Indirect Direct Indirect Damage cost
Maintenance Running-in Production losses Quality drawback Unstable purifying filtering
Repair Reduced life cycle Sales losses Delivery delay devices, unreliable process
Service Reject due to poor Loss of market Loss of Good will control, automatic control and
CBM maintenance share insufficient safety devices due
Break down Inferior capability to poor maintenance
Inspection etc.
Can be calculated Can be estimated to about Currently unknown but
to 114 billion 62 billion Swedish krona increasingly growing costs
Swedish krona estimated to 15-25 billion
Swedish krona
The current total economic significance of maintenance
in Sweden = 190 – 200 billion Swedish krona/year
Figure 9: The economic significance of maintenance in Sweden (Ahlmann, 2002).
•
•
•
32
33
3.2
•
•
•
•
•
•
•
•
34
3.2.1
3.2.2
•
•
•
•
35
•
•
•
•
•
o
o
o
o
36
•
o
o
o
o
o
o
3.2.3
Function
Business objective
Production objective
Correct as Maintenance
necessary objective
Failure characteristics
Safety requirements
Maintenance
control Longevity requirements
Life plans asset aquisition policy
The strategic
Personnel thought process
policy Administrative Plant structure
structure
Preventive
schedule
Stores Work Production
policy Planning system requirements
Workload
Resource
structure Budget forecast
Plant layout
Unions
Contract labor availability
Figure 10: A Business-centered maintenance methodology (Kelly, 2006).
37
•
•
•
Corporate objective
Plant output factors
Desired plant-operating pattern
Desired output
(availability; tons of product per
period, etc.)
Desired product quality
Maintenance resources
(men, spares, tools,
inf ormation)
Maintenance
Plant safety factors
objective
Plant life factors
(longevity)
Other plant factors
Plant energy usage
Plant ‘shine’
(cleanliness and tidiness)
Figure 11: Factors influencing maintenance objective setting (Kelly, 2006).
38
Life-cycle Criticality
SYSTEMS Audits of Design out
ORGANIZATION
performance Activities
and strategy CBM
Roles
Life cycle
Team working Skills
Asset People
RCM
management documentation development
Flexibility
support
TPM
Change Asset strategy
Aims & Objectives Targets
Maintenance
Policies
strategy
Benchmarking Practices
E-collaboration
Planning
Condition
based
Computer (expert) Provisioning
Planning
systems Shutdowns
Work Planning
Asset
Budgeting
maintenance
management
Condition Control Environment
Contracting Structure
monitoring
Spares Quality
Employment
Figure 12: The range of maintenance policy sectors and their practices (Wilson, 1999)
39
3.3
3.3.1
40
3.3.2
3.3.3
The original reference (Geraerds, 1990)has not been available for review
6
41
42
•
•
•
•
•
•
•
•
•
43
3.4
3.4.1
3.4.2
44
•
•
•
•
•
•
•
•
•
•
•
•
•
45
•
•
•
•
•
•
•
•
•
•
•
•
•
•
46
3.5
47
48
CHAPTER 4
4.1
4.1.1
49
4.1.2
4.1.3
4.1.4
50
4.2
51
4.3
Strategic goals
of production
Company Strategic Strategic
Company’s
vision and goals of performance
strategic goals
mission maintenance indicators
Strategic
Overall Maintenance
S.W.O.T. development
Gap-analysis strategy
plan
Figure 13: A schematic view of the maintenance strategy formulation work-process,
Appended Paper II, Salonen (2010).
52
COMPANY
Mission
Vision
Goals
PRODUCTION MAINTENANCE
Goals that affect Goals, relating to Goals, relating to
maintenance production management
Reliability Ef f ectiveness Ef f iciency
Measures that affect Measures of Measures of
maintenance effectiveness efficiency
Figure 14: The relationship between goals and measures, used by the maintenance and
production departments, and the company’s overall goals, adapted from Salonen and
Bengtsson (2008).
7
The concept of MTO originates in the Swedish nuclear power industry and is the Swedish equivalent to the
English term “Human factors.” Its aim is to include human and organizational aspects within the technological
aspects of safety (Rollenhagen, 1997).
53
Man Technology Organization
Competence Information systems Sourcing
Specialists Maintenance technology Organization
Material resources Work force
Maintenance policies Work hours
Maintenance concepts Culture
Spare parts handling
Financial considerations
Maintenance related measures
Communication
Figure 15: Factors identified as strategic for maintenance, mapped according to Man,
Technology, Organization, MTO, adapted from Paper II, Salonen (2010).
•
o
o
o
•
o
o
o
o
•
o
o
o
54
4.4
Table 2: Driving forces and obstacles, identified in Descriptive study 2. DF indicates a Driving
Force, while Ob indicates an Obstacle.
Factor Company A Company B Company C
1. Vision and goal setting DF DF DF
2. Leadership Ob/DF DF DF
3. Planning the implementation Ob Ob Ob
4. Resource assignment Ob Ob Ob
5. Training and Education Ob DF Ob/DF
6. Communication Ob/DF DF Ob/DF
7. Culture Ob Ob Ob
8. Outsourced maintenance*
DF N/A N/A
(Business relationship)
9. New business strategy* N/A DF N/A
10. New production concept* N/A N/A DF
11. Lack of stakeholder awareness* Ob Ob Ob
* Factors not found in literature study.
55
4.5
56
Corrective maintenance Preventive maintenance
Indispensable corrective Valid preventive maintenance:
maintenance:
Preventive Maintenance, necessary to
Corrective Maintenance due to: uphold necessary dependability.
Cost of -Failures with random distribution and no Improvements intended to increase the
Conformance measurable deterioration. reliability of equipment.
-Failures which are not financially justified to
prevent.
Non-accepted corrective Poor preventive maintenance:
maintenance:
Unnecessary Preventive Maintenance
Corrective Maintenance due to: Poorly performed Preventive Maintenance
Cost of Non- -Lack of preventive maintenance
conformance -Poorly performed preventive maintenance
-Poor equipment reliability
Figure 16: The proposed Cost of Poor Maintenance model, in which corrective and preventive
maintenance are divided into cost of conformance and cost of non-conformance, from
Appended Paper IV, Salonen and Deleryd (2011).
57
Table 3: Categories of costs related to CoPM (Appended Paper IV, Salonen and Deleryd, 2011).
Cost of conformance Cost of non-conformance
Costs for Costs for valid Costs for non- Costs for poor
indispensable preventive accepted preventive
corrective maintenance corrective maintenance
maintenance maintenance
Man-hours for maintenance
(including administration) X X X X
Exchange parts X X X X
Lubricants X X X X
Other material for
maintenance, e.g., rags, X X X X
cleaning solvents, etc.
Lost production time X X X X
Logistics, e.g., for spare
parts or entrepreneurs X
Breakdown-related scrap
and/or re-work X X
Scrap and/or re-work due
to poor maintenance X
Breakdown-related over-
time for recovery X X
production
Speed losses due to poor
maintenance
X
58
Cost
Cost of non- Cost of non-
conformance conformance
Cost of conformance
Cost of conformance
Time
Figure 17: The expected outcome of structured use of the concept of CoPM, from Appended
Paper IV, Salonen and Deleryd (2011).
4.6
59
60
CHAPTER 5
5.1
5.1.1
61
1: Evaluation 2: Strategy formulation
Overall •KPI •Aim
business •Benchmarking •Goal
strategy
•Audit •Components
Production •Etc. •Responsibilities
strategy •Etc.
4: Control 3: Implementation
•Aim •Tactical/Operational level
•Measures •Aim
•Knowledge feedback •Action plan
•Re-use of experiences •Organization - roles
•Etc. •Contracts
•Etc.
Figure 18: The strategic maintenance development loop, consisting of a main loop from Steps
1 to 4, and feedback loops from Steps 4 to 3, and from Steps 2 to 1, from Appended Paper II,
Salonen (2010)
62
5.1.2
5.1.3
63
5.1.4
64
5.2
5.2.1
65
5.2.2
5.3
66
5.4
67
5.5
5.5.1
5.5.2
5.5.3
5.5.4
68
69
70
71
72
73
74
75
76
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Check the best alternative in the following questions:
1. Which part of maintenance do you belong to? PM CM Team-tech.
2. Do you know the strategic goals of your maintenance? Yes No
3. One goal is to reach a distribution between PM/CM = 80/20.
Does it make sense (On a scale from 1 – 5).
No sense Much sense
1 2 3 4 5 Don’t know
4. The distribution 80/20 should be reached by the end of 2010.
Is this achievable?
Yes No Don’t know
5. One of your goals is to decrease the stop time for breakdowns (CM).
Does it make sense (On a scale from 1 – 5).
No sense Much sense
1 2 3 4 5 Don’t know
6. What is a reasonable goal for maximum stop time for CM?
(Please try to set a reasonable goal) h
7. One of your goals is to reach e level of maximum 15 stops per week.
Does it make sense (On a scale from 1 – 5).
No sense Much sense
1 2 3 4 5 Don’t know
8. The goal of 15 stops per week should be reached by the end of 2010.
Is this achievable?
Yes No Don’t know
9. Is it good to let the operators perform some of the routine PM?
(On a scale from 1 – 5).
Not good Very good
1 2 3 4 5 Don’t know
10. Operators can perform more PM than today?
Agree (on a scale from 1 – 5).
Don’t agree Fully agree
1 2 3 4 5 Don’t know
11. How well functioning is your operator maintenance today?
(on a scale from 1 – 5).
Not well Very well
1 2 3 4 5 Don’t know
12. What do you think about the concept of team-technicians?
(on a scale from 1 – 5).
Not good Very good
1 2 3 4 5 Don’t know
13How well functioning do you think the concept of team-technicians is today?
(on a scale from 1 – 5).
Not well Very well
1 2 3 4 5 Don’t know
14. What do you think of the idea of an order-desk?
(on a scale from 1 – 5).
Not good Very good
1 2 3 4 5 Don’t know
15. How well functioning is the order-desk today?
(on a scale from 1 – 5).
Not well Very well
1 2 3 4 5 Don’t know
16. How good is the cooperation with maintenance engineering today?
(on a scale from 1 – 5).
Not good Very good
1 2 3 4 5 Don’t know
17. Please rank the three areas that you consider most important for the maintenance
organization to focus on in order to achieve the goals (1= most important, 2 = second
most important, 3 = third most important). Leave the other areas blank.
Methods and tools for diagnostics
Extended PM-program
Extended or improved PM-instructions
Extended operator maintenance
Increased number of team-technicians
Extended spare parts storage
Root cause analysis
CBM
Training of maintenance personnel
Training of operators
Extended service agreements with experts
Guarantee handling
Continuous improvements
Internal knowledge distribution
Other (specify)
18. If you have any other remarks or notions on the subject of maintenance
improvements, please specify here.
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