Maintenance Management Resources Six sigma and lean manufacturing, it's all about money:
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This category is a one time entry of a constant, updated annually, exported from your existing computer systems. Your existing method of calculation need only meet the TDC recommendations below.
Possibly the most deceptive category of all when it comes to downtime. We have to completely change our way of thinking to realize the full potential savings, and make wise asset management decisions. The current view is "we need X amount of production to fulfill our current sales orders".
The new view in line with TDC method should be one of "we have to maintain a 100% capacity readiness". The other TDC categories need to be calculated to determine what is the "True" capacity of our facility. This new way of thinking has two major differences.
1. It all starts out on the shop floor, making known to all, the manufacture's specified speed of each machine. (Yes, back to OEE)
2. Sales expectation should be calculated with the goal of 24/7/365 to get the most value out of your assets.
More saleable products out the door. (increased capacity)
In addition to lost sales, loss of market share is even more threatening.
After visiting 100s of paper plants, I have seen the same misconception. It is well known that the corrugator is a bottleneck, because the entire facility is it’s downstream. So much so, they will run at top speed (not necessarily most efficient speed), with speed indicator in the production manager’s office.
In many of those facilities, all material will flow through a single strapper, or conveyor, but these do not get a tenth of the investments of resources that the corrugator does. With this example the facility becomes a push production process, with storage, scrap, multiple handling, labor, etc., being the buffer and profit loss. With TDC, the question would no longer be "how can we have record production rates off of the corrugator while having reduced sales, quality, safety, and profits?"
The other bottleneck examples above, like an air compressor, are not realized in the day to day management decisions, until the unrecognized bottleneck shuts down the facility, or a large portion thereof.
As time goes by after a bottleneck makes itself know, it once again drops out of the spotlight in the daily decisions. Actually a bottleneck should be identified and classified, hopefully before a failure, but a least afterwards. This is one of the key advantages of the TDC method, and one of the greatest cost savings too.
Ironically, TDC represents the final bottlenecks to a fully integrated and auditable approach to maintenance strategy development / justification
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