A Business problem that we are currently experiencing is that we must p.a. as teams perform an ?Equipment approach Project?. The purpose of these teams is twofold. The premiere purpose of the Equipment expediency Project is to refresher fostering to fortify Total Process Reliability philosophies, techniques and practices. The second purpose of the Equipment Improvement Project is to follow prescribed serve in reversive the equipment to like new condition and maintaining it in that manner.
No issuance which piece of equipment is giveed, we are able to accomplish the conceptual training portion of our Projects. However, the second portion of our projects do non unendingly meet their desired intent if the equipment selected is something that is easy to do quite than the piece of equipment that would add the just about apprize back to our process if returned to a like new state. An example of this is the choice of equipment that is not critical to the process and a new unit could be purchased for less than what it costs to bring it to like new condition. Additionally, we sport from experience lay out that selecting the best vista purifyd incorrupt within the group of personnel that operate and maintain the equipment, as well as, improved dependableness and cling to added to the process.
The need to improve the choice process drove us come up with a pickaxe process to invest the best Equipment Improvement Project Candidate. The first thing change that took place was to accord works people input into the selection process. Typically, charge would select the candidates without input form operations and maintenance personnel. Personnel would consequently bring their list of candidates to the process team for review utilize criteria that would identify the best candidate.
The next step was to follow a triage process similar to many risk management processes. We found that by assigning a figure associated to the four categories of safety, environmental, value and resources that we expected to measure. It was very easy to select the best candidate.
afterward implementing the use of this selection method, we stool had many successful projects that have brought our operations personnel to buy-in to the process, as well as, increase equipment reliability and environmental regulation compliance related to equipment breakdowns.
Figure 1The side by side(p) questionnaire (figure 2) was created, and the data gathered used to measure the implementation and identify areas for improvements.
Figure 2Equipment Improvement Team Equipment Selection Questionnaire1.Does the triage of equipment add value to the selection of equipment for improvement?a.Yesb.No2.Was the triage selection process better than selecting equipment without a triage process?a.Yesb.No3.Do you belief more candidate equipment where considered than in the bygone?a.More Than beforeb.About the samec.Less than before4.Do you feel that safety concerns should be a primary favor when selecting equipment?a.Yesb.No5.Do you feel that environmental concerns should be a secondary friendship in selection of equipment?a.Yesb.No6.Do you feel that improvements, which provide great improvements in overall operating costs, should be considered before safety or environmental concerns?a.Yesb.No7.If you were to reorganize the priority of our triage, what priority would you consider for the side by side(p)? Assign a number of 1-4 from highest to lowesta.Safety __________b.Environmental __________c.Value __________d.Resources __________Figure 3 (cont.)8.Which of the following factors were most influential in your decision to provide a candidate for consideration?a.Personal preferenceb.Economic benefitsc.Equipment reliability benefits to the process teamd.Compliance with regulatory agency requirements9.Do you feel that management will support your team?s equipment selection?a.Yesb.No10.
After initial Equipment selection process changes have uncovered what you suppose is a better candidate would you be more or less likely to bring this to the attention of your team and management?a.More Than beforeb.About the samec.Less than beforeAnalysis of the survey provided some very interesting information. The biggest discovery was that most of the operations people felt that they where not consulted in the selection of equipment for improvements previous to the triage selection process. Secondly, most of felt that equipment improvement efforts did not have much value since the best candidates where not perpetually selected.
Other points of interest where identified through measures implemented on equipment reliability after selection process included: misbegotten time between failure (MTBF), Overall Equipment Effectiveness (OEE), the number of defects and counter measures completed on time and follow-up audits results.
The great improvement and probably the hardest to measure the intangible reward that the operation personnel received when pieces of process equipment within their sphere where passably selected and improvements made. We have seen a dramatic increase in willpower and pride concerning process equipment reliability within our operations personnelReferencesTPM: An a lot Misunderstood Equipment Improvement Strategy MaintenanceTechnology (2004, March), Retrieved on February 10, 2005 from the WorldWide clear: http://www.mt-online.com/articles/04-00tpm2.cfmHow to Address Selection, Graduate Opportunities (2005, January), Retrieved onFebruary 10, 2005 from the World Wide nett:http://www.gradlink.edu.au/content/view/full/131Continuous Improvement, Sustainable free energy (2005, January), Retrieved onFebruary 10, 2005 from the World Wide Web: http://www.seav.vic.gov.au/advice/business/energy_management/continuous_improvement.asp
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