-( The Maintenance War Newsletter )-
Feed Forward Publications
Volume 14
Web site www.feedforward.com.au


(Note: You will only receive this newsletter once a month or less
frequent, no other email.)

If you like what you read in this newsletter, please pass it onto
others inside and outside of your organization, whom you think will
find value in it. If you have any comments to make, please send them
to us. An easier to read version of this newsletter is online at
http://www.feedforward.com.au/free-email-newsletters.htm

You can publish anything that is in this newsletter. All I ask is
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article and include our website address www.feedforward.com.au

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
*** Topics from the front line. ***
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

1. Topic: "Lubrication and PLCs"

2. Featured Article: "OEE Analysis at Toyota Motor Manufacturing"
-
Reader Responds

3. Reader Feedback: "Downtime related to market and supplier
limitations."

4. Technical Help: "Automatic Lubricator"

5. Management Help: "OEE is a Benchmark Tool"

6. Human Resource: "What are SOP's, Procedures and Work Instructions?"

7. The World Wide Web: "What is a hot topic in our industry?"

8. World Industry News.

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************* RE: Lubrication and PLCs *****************
_________________________________________________

Welcome to the 14th issue of our Feed Forward Newsletter; "The
Maintenance War Newsletter". This first area of the newsletter is for
introductions and commentary. Remember, the website has many new
items added each month. So please browse around to find quality
maintenance and engineering information.
Online version at www.feedforward.com.au


In line with the theme of this issue, we are giving away a free
Bearing Lubrication Simulation Software CD with any CD order for the
entire month of July. (Limit one free CD per customer.)
http://www.feedforward.com.au/Bearing-Lubrication/index.html

We will also have 5 drawings for a free "Pocket Maintenance Advisor -
hard copy" at the end of July. To qualify you need only make a
purchase during the month of July.
http://www.feedforward.com.au/maintenance-reference-book.htm


Watch our site in July, as several new books will be released and
also three new troubleshooting CBTs that are not only educational,
but a lot of fun. (If you love to troubleshoot as I do.:>)

I would also like to take this opportunity to tell you about the
new 'Kaizen Corner' area of a website by Author - Larry Bush
www.reliability-consultant.com/Kaizen_Corner.htm

My personal favorite out of the 8 Kaizen listed so far, is the one
titled "THE NON-WRAPPING STRETCH WRAP MACHINE" . What an excellent
example of not only the cost of not updating your PLC equipment, but
also the cost of not training your people on the PLC equipment.
Working with a PLC without really understanding what you are doing
can cost much downtime. Also typical, the failure occurs on an off
shift, when the OEM is not available. (What really hurts is when you
find support is even more difficult to find because the OEM for the
outdated equipment, is out of business.)
http://www.reliability-consultant.com/Problem-stretch_wrap_machine.htm

Yes, another example too, the value of performing a plant wide PLC
assessment of your equipment. You can download this PLC assessment -
free spreadsheet we use to collect vital info on the PLCs in a
facility. (So why not take pro-active action today!)
http://www.bin95.com/Download/PLC-Audit.zip

__________________________________________

********** FEATURED ARTICLE **************
__________________________________________

"OEE Analysis at Toyota Motor Manufacturing" - Reader Responds
http://www.feedforward.com.au/OEE_Analysis.htm

"A reply to one readers inquiry for help doing an OEE analysis of a
well-established automotive industry automotive plant, Toyota Motor
Manufacturing."

This article is about measuring overall equipment effectiveness as a
basis for increasing the productivity of manufacturing process. It is
delivered as a reply to one of our readers. He was doing a three
month research at the Toyota Motor Manufacturing Indonesia and
focused on a production line of it's stamping plant.

The question was "where should I start to analyze the examined data
(OEE, availability, performance rate, and quality rate figures also
all the losses) and how to analyze them?"

Don's Reply:
First of all, the purpose of OEE is to benchmark either equipment
utilization or production efficiency or both.

See http://www.downtimecentral.com/oee_teep.htm

For OEE or any benchmark to be a tool, it must be acted on. I like to
use the terminology, `Closed Loop'. :>) You take the lines
first OEE
measurements, maybe several for accuracy. Either Daily, weekly or
monthly with the best being automated collection of data daily, then
averaged for weekly, monthly, annual.

The start of constant improvement:

Now for the acting on OEE information. You must first make the daily
or weekly OEE number know to all involved. Not just management, but
the operators too. A campaign to Improve (make the OEE percentage
higher) must be implemented from top management on down to line
supervisors.

What must be done:

You analyze each of the three OEE factors individually to see how to
improve the OEE. (Availability, Performance Rate, and Quality) This
should be done by a TEAM made up of operators, maintenance,
engineering and management.

For each of the three factors, the team brain storms one the most
cost effective ways to improve (Minimum cost with maximum gain in
percentage.) The you start with changes to which every factor
(Availability, Performance Rate, and Quality) has the greatest
opportunity for improvement and the lowest cost and work your way up
the list implementing the recommended changes and recalculating the
OEE after each change.

For example:

Before any change, you find 50% Availability (0.5) X 70% Performance
Rate (0.7) X 20% Quality Reject Rate (results in 80%(0.8) acceptable)
= 28%OEE

If you calculate Availability on a 24/7 time table (equipment
utilization method), increasing availability may be a simple as
increasing from a two shift operation to a 3 shift operation. Which
in the above example would result in about a 16% increase in
availability which would bring our OEE up to 37%

If you calculate Availability on a scheduled time table (operating
efficiency method), increases in percentage are smaller. It may be
reducing excessive downtime by increasing PMs or making parts more
available to feed the line or reducing change over time for products.
You may see only a 1% or 2% increase in availability.

Your team may decide that the operating seep of the machine is the
first factor to work on because it is the most cost effective. In the
above example the line is only running at 70% of it's designed
capacity. You may have the OEM come in and tune it up for free, and
see a 10% increase in the Performance Rate factor. There by
increasing the OEE from the first measured 28% to 32%.

After both the above factor changes where implemented, the total OEE
would be 42.2% OEE. That's a 14% increase on Return On Investment
(ROI) for company stock holders.

The same would be for the third factor, Quality. The team may find
adding an extra employee pre-inspecting raw material feed to the line
increases the quality factor of OEE by 7%. The increased company
profit amortized over a year, this may justify the additional quality
employee.

I could go on with hundreds of examples, but don't have the time.
Just remember, no body is perfect, so your should never reach 100%
OEE. The goal is through constant improvement to keep striving to get
close and closer to 100% OEE. The closer you get the smaller the
percentage gains will be.

Implementation should start with the machine, line, facility in a
company that measures the lowest OEE but shows the greatest
opportunity for improvement with the lowest cost to implement that
improvement. Until you have worked your way thru the entire company.
So the start is to measure all OEE for all equipment, Lines,
Facilities in the company so you can see the big picture as to where
the best place to focus improvement is.

When you are analyzing cost to implement improving OEE and savings
seen by improved OEE, TDC is a valuable tool to realize more accuracy
and reality in coast analysis.

www.DowntimeCentral.com

_____________________________________________

********* READER FEEDBACK ****************
_____________________________________________

Subject: Downtime related to market and supplier limitations.

Dear sir,
How do you consider equipment downtime due to market limitations in
downstream or supplier limitation in upstream?
Sanjeev, Senior Manager - Corporate Quality
__________________
Dear Sanjeev:
Those who read my works know I am a big advocate of asset utilization
(bottom line) focus as opposed to those who's primary focus is
production schedule (operating efficiency).
With the above in mind, my opinion if market limitation can not be
resolved by putting more into sales (product competitiveness and
marketing) then capital assets should be adjusted accordingly. Either
way reducing downtime due to market limitations.
As for supplier limitations, in most cases, it is possible to obtain
zero downtime due to lack of supply. Many lessons can be learned from
JIT management who require their suppliers to be JIT also (Like the
big three automotive manufacturers).
On a final note, even piece work manufacturers like machining
operations should strive for zero downtime on each machine. If you
have a machine down because you can not find enough customers to keep
production demand up, you have a machine not giving you the full
return on the capital investment. (Think diversification, outsourcing
and out of the box. :>)

Kudos:
Just a quick feedback on the site... Excellent. Easily navigated and
very informative. Covers many of the issues I face in my working
life. Had an informative and enjoyable visit. Thanks
Mark (Engineering Manager of a Packaging Plant)
__________________
Thanks for free subscription to such great newsletter. I really was
looking for such situation. And I've read the volume 13. It was good.
Sepideh (Senior of Industrial Engineering)
Thank you Mark and Sepideh, your comments inspire us to keep the
newsletters going. :>)

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************ TECHNICAL HELP ***************
____________________________________________

Automatic Lubricator Tip

Selecting Sprockets for Gearbox Design
Good practice is to always have your smallest sprocket with 19 teeth
or more to reduce wear rates (Use odd numbered teeth if possible as
it allows the chain to run better over the sprocket).
Mike Sondalini
www.lifetime-reliability.com

Automatic Lubricator
This reader having designed an automated lubricator that sprays a
constant mist instead of typical drops, has a maintenance tip for us.
Most equipment has an existing plc which this lubrication unit could
be interfaced with or a suitable control circuit can be built. This
would solve many existing real world obstacles to properly
lubricating machinery that use compressed air.

The reader highlights some of the major obstacles ...
Lubricators are often behind panels that seldom are opened.
Lubricators are seldom "set" to the proper drip rate. It can take
over 1/2 hour to adjust properly manually due to different machine
use, cyclic nature and dwell time. Sometimes the lubricators are
filled, turned off for various reasons.

With automatic lubricators interfaced to PLC, proper control can be
obtained quickly, be consistent and PLC can warn plant personnel when
not operating properly.

Thanks Bruce of www.autolubricator.com

Oil and Wear Particle Analysis

Both Oil and Wear Particle Analysis have the distinction of being
able to detect oncoming problems before any damage occurs. Early
warning signs of abnormalities will show up in oil long before the
equipment heats up or starts to vibrate.

To learn more visit ...
Lubrication-FluidPower.com

PLC Discussion Forum

I started up a PLC (Programmable Logic Controller) Forum. Please stop
by and help me out with a post of your own.

PLC Discussion Forum
http://www.idcon.com/toastforum6503/toast/toast.asp?
sub=show&action=topics&fid=10

Thanks, Don

Control System Design and Layout

Put a line filter in line with the 110v control voltage for PLCs. To
read more control system and layout tips, see our maintenance and
engineering articles article area.
http://www.feedforward.com.au/articles_maintenance_engineering.htm

__________________________________________________

*************** MANAGEMENT HELP ******************
__________________________________________________

OEE is a Benchmark Tool

One reader asks: "We have tube making lines running 24hrs a day, 5
days a week."
We work our OEE out by the simple formula
(Best Practical Speed per minutes) x 60min x 24hrs x 5days.
If we run nonstop at best speed all week (unlikely) then we get 100%
OEE
But we find that several factors impinge on our formula:-
1) Different jobs run at different speeds
2) Sometimes a line is planned to be off for a day
To keep things simple we continue to use our OEE formula but I do
wonder if we should be varying the parameters such as best line speed
and actual running days. The issue is with several lines this gets
very difficult to track. Any thoughts that might help. Regards, Dean"
Hi Dean:
Your answer is definitely, 'Yes'. The primary purpose of OEE is to be
a Benchmark tool to compare Apples to Oranges. :>) Now the above is a
general answer, to do the best you can, my answer would provide a
little more detail. :>)
The secondary goal of using OEE to is to drive one to get the most
value out of company equipment/facility as one can. To better reach
this goal, some of the fortune 500 companies have developed a second
benchmarking measurement tool daubed, 'TEEP'.
Please see http://www.downtimecentral.com/oee_teep.htm for more
detail.
If you have the same equipment running different products which each
product runs at different speed, you want to use OEE to show you what
is your most profitable product. (IE: if equipment is designed to run
30 pieces per minute, and one product requires you to slow equipment
to 15 pieces per minute to maintain quality, that product process
needs analyzed to improve speed.)
As a side note, maybe after much study, the speed for the slower
product could not be improved. Then that lower OEE may be a
consideration when pricing that more costly to produce product.
Where TEEP comes into play is that it uses scheduled production time
not 24/7.
I noticed you did not mention quality in your original question, but
you being Six sigma, I am sure you intended that quality being used
in the OEE was assumed. :>)
So in summary, I would recommend both OEE (24/7) for equipment
utilization (ROA) and TEEP for weekly benchmark (setting speed factor
by product) for operating efficiency.
My Quote "Nobody runs 100% OEE, because nobody is perfect. There is
always room for improvement."
Also see OEE analysis for more insight and read "What is the True
Downtime Cost (TDC)?" or download the book.
http://www.feedforward.com.au/OEE_Analysis.htm
http://www.feedforward.com.au/True_Downtime_Cost.htm
http://www.feedforward.com.au/lean-manufacturing.htm
Hope this helps

____________________________________________________

************** HUMAN RESOURCE **********************
____________________________________________________

What are SOP's, Procedures and Work Instructions?
Reader Kon S. ask "What are the differences between SOP's,
Procedures and Work Instructions?"
Don's Reply:
SOP's are Standard Operating Procedures. Which are procedures
(written work instructions) that all follow to give more consistency
and control to the process.
Kon elaborates...
"I have seen companies call there documentation work instructions,
other companies call them procedures and other companies call them
SOP's."
Don further replies ...
I believe I will stick with my first opinion. They are all basically
the same and left up to the interpretation of the one's requesting
them to be written.
In many cases, "work instructions" may be just a 'How to' with less
focus on standardization by the author. A less formal version of the
SOP. The use of just the word "procedures" being somewhere in the
middle, with "SOP" being the most detailed version with the most
focus on standardization.
You will probably find the more formal (and descriptive)
terminology "SOP" used more in cases where ISO certification and
Corporate guidelines are involved.
Hope this helps
Don

Employee Training and Development with SOP eBook By Mike Sondalini -
Discover how to realize and release the continuous improvement power
of a Standard Operating Procedure (SOP).
http://www.feedforward.com.au/sop_training.htm

___________________________________________________

************** THE WORLD WIDE WEB *****************
____________________________________________________

You can pick up the news paper or a trade magazine and read the front
page news or cover story of what that establishment feels is a hot
topic. The truth is you may get an impression of what is a hot topic
in our industry, but in actually, the topic decision was biased, paid
for, or just one editor's opinion.
The internet has some excellent tools for finding out what is truly
the hot topic of focus for our industry, and it will be completely
unbiased. Take for example Overture's "What's most search for" tool.
Below are fairly new topics that are being most searched for by
individuals from around the world in our industry. You might find
them informative and interesting.
shanghai automotive industry corp
automotive closing general motor plant
industrial air compressor
And it is always interesting to know what topic (relevant to our
industry) is the 'most search for' in the basic categories of
industrial, engineering and maintenance. This gives you a sense of
what relevant topic mater has the most internet presence. (law of
supply and demand.)
Overture Google (will have "xx.x mil")
36275 industrial supply
14788 industrial equipment
11346 telegraph service commercial industrial
21.2mil industrial design
19 mil industrial engineering
11346 industrial alliance
23004 engineering services
21276 civil engineering
19932 mechanical engineering
22.4 mil engineering companies
15 mil engineering projects
11.8 mil engineering council
14793 maintenance software
12174 maintenance management
10479 aircraft maintenance
21.7 mil maintenance management
19.1 mil maintenance software
14.2 mil maintenance manager
____________________________________________________

************** WORLD INDUSTRY NEWS *****************
____________________________________________________


ARCwire for the Week Ending June 10,2005 reaching over 60,000
professionals worldwide.

Please forward this to a colleague. Anyone can sign up for a free
subscription on their Web site at http://www.ARCweb.com

Wireless Devices in Process Manufacturing
Pressure Transmitter Market in China to Grow 11% Annually
Invensys Process Systems Opens Technology Center in Beijing
Business Industrial Network Offers New Training Solution in Most
Major US Cities
Schneider Electric to Acquire Invensys Advanced Building Systems in
EMEA

===== ARC BENCHMARKING SURVEYS =====
>> Wireless Devices in Process Manufacturing
Wireless devices are of interest to many process manufacturers,
because they offer the ability to easily add remote or incremental
functionality to existing installations without significant
installation cost. However, growth in this area is thwarted by
numerous detractors, including concerns over susceptibility to
interference and security issues.

This survey is designed to gauge current and future acceptance of
wireless devices in process manufacturing in light of these issues,
as well as manufacturer perspectives on applications,
standardization, and other market dynamics.

All responses will remain confidential, and a free Executive Brief
summarizing the results will be sent to all participants. To take the
survey, please go to: www.arcweb.com/ss2/wsb.dll/ARC/wirelessproc.htm

===== INDUSTRY TRENDS =====
>> Pressure Transmitter Market in China to Grow 11% Annually
The demand for pressure transmitters in China remains strong as
efforts to build infrastructure and a manufacturing base continue.
This growth is expected to be strongest early in the outlook period
as the government feverishly prepares to host the 2008 Olympic Games.
The product mix of pressure transmitters is changing as conventional
transmitters slowly give way to more intelligent devices. This trend
is expected to continue as China transforms itself from a big
manufacturing country to a strong one.

===== COMPANY NEWS & BRIEFINGS =====

>> Invensys Process Systems Opens Technology Center in Beijing
Invensys Process Systems announced the opening of a new technology
center in Beijing, People's Republic of China. The new facility
includes well-equipped technology demonstration, customer training,
and technical support areas, as well as offices for local sales and
engineering staffs.

Staffed by approximately 15 full-time specialists, the new Beijing
technology center complements Invensys' existing presence in China,
which includes the Shanghai-Foxboro Company Limited facility in
Shanghai, with its manufacturing, sales, customer support, training,
and engineering capabilities.

Houghton LeRoy, ARC Advisory Group, commented, "Major companies such
as Invensys are focusing on improving customer value in China and
other Asia Pacific countries. Expect Invensys to focus on plant to
business interoperability with strong asset performance management
capabilities."

>> Business Industrial Network Offers New Training Solution in Most
Major US Cities
Business Industrial Network announces they now offer over 150
training locations in most major US cities to hold their customized
industrial training classes at . The New Service will be launched at
the St. Louis location ("The Microsoft Building"), with the
June PLC
Training Seminar.

http://www.prweb.com/releases/2005/4/prweb232964.htm


===== ACQUISITIONS & PARTNERING NEWS =====
>> Schneider Electric to Acquire Invensys Advanced Building Systems
in EMEA
Schneider Electric announced that it will acquire Invensys Advanced
Building Systems operations in Europe and Middle East (ABS EMEA). ABS
EMEA, owned by Invensys plc, is a provider of building automation
solutions and services (regulation, monitoring and control of all
technical equipment in buildings) in the UK under the Satchwell brand
name and has a strong presence across the rest of Europe and in the
Middle East. The company generated revenues of $168 million for the
fiscal year ended March 31, 2005, with a restated operating profit of
$12.3 million. The acquisition is subject to regulatory approvals.

Dave Clayton, ARC Advisory Group, commented, "Schneider Electric's
acquisition of Invensys ABS EMEA will significantly strengthen the
company's offerings for Building Automation equipment. Previous
Schneider Electric acquisitions in the BAS market have focused mainly
on intelligent Building Automation System controllers and
workstations. The acquisition of Invensys ABS EMEA will allow
Schneider Electric to offer customers more complete building
automation solutions, especially in the HVAC market."


Best regards and thanks for being a subscriber to this newsletter.


Don Fitchett
Managing Editor

Feed Forward Publications
http://www.feedforward.com.au

www.feedforward.com.au teaches your maintenance crew engineering and
asset care knowledge so that they can solve more problems, become
more knowledgeable, make better decisions and your plant runs more
reliably!