EOS standard material & processes → the EOS. Quality Triangle. EOS clearly takes the position that an operational availability is not a system feature, but a. on Value-Added Activities. Welding. Process. Data Box. C/T = 10 min. C/O = 60 min. Uptime = 95%. XYZ. Corporation. Outside. Source. Movement of. Material by . The maintenance strategies put in place drive profitability by driving uptime. maximizing uptime so that trucks re- .. presence of one material or another –.
|Language:||English, Spanish, French|
|ePub File Size:||19.83 MB|
|PDF File Size:||17.29 MB|
|Distribution:||Free* [*Sign up for free]|
containers, no matter what they are. It means more uptime and less downtime. It means more capacity and fewer risks. It means more efficiency, more throughput . Table 9: Summary of responsibilities for Uptime Monitoring. Table .. Administration of returned material claims against vendors (PDF) format. Purpose of the Uptime service description . Administration of returned material claims against vendors. /. /. management reports in electronic ( PDF).
Mitchell for his contribution to asset management philosophy; Robert J. Motylenski for the section on proven turnaround practices; Ben Stevens of OMDEC for defining the role of computerized maintenance management systems in achieving machinery uptime; Hussain Al-Mohssen of Aramco for his detailed description of a continuous improvement effort involving gas turbine flange bolting; Abdulaziz Al-Saeed, Aramco, for a contribution on efforts pertaining to turbomachinery train coupling guard design improvement; vii viii Acknowledgments and L. Peng for explaining the misunderstandings and pitfalls of some intuitive fixes to equipment-connected piping. Our special thanks go to Bill Moustakakis who agreed to compile both theory and case histories dealing with machinery piping. Preface The profitability of modern industrial and process plants is significantly influenced by uptime of the machines applied in their numerous manufacturing processes and support services.
There are seven steps to follow: 1 Inspect and Clean Clean grease and dirt. Reduce the time to clean and lubricate. Make a schedule for periodic tasks 4 Conduct General Inspection Training Conduct skills training with inspection manuals and use general inspections to find and correct slight abnormalities in equipment. Use visual gauges and if possible, those that give feedback signals such as an alarm.
Create visual work instructions for the steps above. Maintain reliable data and use it to continuously improve. Involve the operators in the development of the above steps, they will feel a higher degree of ownership in sustaining the program. In the long term, ensure the operators have a stake in the program with routine tasks and responsibilities. Some of the variables to iron out before applying is the definition for "uptime".
A machine running at a fraction of its intended performance is likely not acceptable to be considered "uptime". Whatever decision is made, that it is applied consistently across all pieces of equipment.
What exactly is a "failure"? A complete stoppage is one more obvious answer. Some may also consider a "failure" once the item or equipment experiences a slowdowns or reduced performance from an ideal level, but don't actually stop the machine.
Again, whatever the definition is for failure, it should be uniformly applied to all pieces of equipment. Such examples are light bulbs, switches, torn belts. There is also the debate of planned downtime. Robust TPM programs have planned downtime for maintenance and predictive tools may create planned replacements or repairs in effort to reduce unplanned downtime and variability in uptime performance.
Ideally, the higher the MTBF the better.
However, it is likely to plateau at a certain point due to planned downtime and intended maintenance. Then the challenge becomes how to reduce the planned outages and get better life out of the components or items involved so these planned intervals can be expanded. As above, it is important to clarify what exactly constitutes a failure and downtime vs uptime.
Allowing this to continue can show a better MTBF than the story in its entirety should show. Better preparation, spare parts programs, predictive analysis, are methods to reduce the MTTR. Not all repairs are equal. What constitutes an acceptable repair? All print and apply systems require normal downtime to change used label and ribbon rolls.
During the system selection process, be sure to evaluate the ease with which labels and ribbon can be changed. The label and ribbon path should be simple and intuitive for the operator.
Most label paths seem to follow this rule. Ribbon routing on the other hand is quite different among the various print engine manufacturers. If the ribbon routing is overly complex, the result is longer downtime while operators change the media as well as increased potential for unnecessary downtime due to incorrectly installed ribbon.
Always print at the lowest speed that allows the application throughput rates to be met, while at the same time setting the heat and pressure to the lowest levels that provide quality print at the set speed.
A heat setting too high can result in ribbon material burning to the print head elements, resulting in extra cleaning and premature print head failure. Excessive pressure against the print head will cause increased wear resulting in more downtime to replace worn out print heads and platen rollers.
Proper heat, pressure and print speed settings will result in longer component part life, lower cost of operation and increased uptime. Most system installations include some level of operator training. All operators on all shifts need to be trained in the basic operation of the system, proper media changing techniques, proper cleaning protocols and basic adjustment procedures. Maintenance personnel training should include the above items as well as detailed troubleshooting, adjustment and major component service information.
Well-trained personnel are critical to maximizing the performance of the system. There can never be too much hands-on training. Stock critical spare parts.
Even the most basic print and apply installations require a minimum level of spare parts on site. The thermal print head and platen roller are two print engine wear items that will get replaced most frequently. These parts should always be available on site. The mix of additional spare parts is determined by the number of systems installed, the environment, the system duty cycle, the service training level of onsite maintenance personnel as well as other factors.
Consider a spare print engine. Many companies choose to have a spare print engine on hand at all times.
The OEM print engine is designed for quick and simple replacement. In the event of a printer problem, the print engine can be quickly swapped out. This allows the production line to get up and running quickly while the original printer is serviced. Ensure proper material handling.
Print and apply systems often get blamed for downtime that has nothing to do with the printer applicator, but instead is the result of poor material handling. Material handling can make or break any application. Therefore, material handling considerations need to be clearly understood and properly employed to ensure effective system operation. Additionally, the material handling components need to be properly maintained and routinely inspected for proper operation. Something as simple as a broken or misaligned guide bar can result in severe print and apply operational issues.