Reliability Beta team struture

Reliability Beta team struture

1. Decrease SDO3 / 4

   • Defining the asset breakdown structure (= installation tree = functional location tree)
     • The reliability team has a consistent master asset breakdown structure for all the equipment. The team reviews the structure regularly and when equipment changes occur. The structure is sufficiently detailed to manage work, report costs and monitor asset condition. Also switching items for safety isolation are in the asset tree
   • Budgeting maintenance activities
     • In the department, the reliability engineer has the delegated responsibility of the maintenance budget. The budget takes into account MYP objectives and is primarily based on the Asset Reliability Plan (often called maintenance plan). It is adapted to the budgeted production volumes aiming at a fully variable maintenance cost in relation to tons produced (zero-based maintenance budget), and then adjusted taking also in account the results of the past years (history based adjustment) and the foreseen extra-ordinary maintenance, improvements and investments. The budget proposal is made following the cost centres. The budget is split in an Opex and a Capex part, aligned with controlling department
   • Degree of definition of criticality following well developed methodology
     • A well defined methodology exists to define asset criticality. Criticality is defined for complete installations in relation to the required product flow. In each installation, criticality of equipment and of parts of equipment are defined. Elements taken into account are safety, environment, production, quality, cost, lead time. Criticality is a common understanding between maintenance, production, quality teams, supply chain etc. Criticality is on-line linked to the asset breakdown structure
   • Detail of work packages used in preventive maintenance
     • Formal review methodologies are used to develop and justify asset reliability plan (ARP)s. Maintenance tasks are selected to maintain functional performance levels (functions and performance standards) by addressing the causes of failure (failure modes). Maintenance tasks are evaluated to determine if they worth doing based upon the operational consequences of failure. An optimum blend of condition monitoring, preventative maintenance, failure finding tasks, and run to failure exist. Maintenance plans are formally reviewed following a well-defined time schedule
   • Existence of standards
     • Maintenance best practices are highly standardized and continuously improved

2. Decrease FFT

   • Targeting critical assets performance
     • Critical asset performance targets are established relative to the level of performance required to achieve business goals
   • Definition of maintenance plans, and use of FMEA (failure mode and effect analysis) methodology where needed
     • Maintenance plans exist consistently throughout the installations. They are sufficiently detailed and time and condition based. FMEA is applied where needed in order to define possible functional failures and appropriate preventive actions. Failure modes are defined on maintainable unit level. The analysis is linked permanently to asset breakdown structure and Asset Reliability plans (ARP=Maintenance Plan) in CMMS. Appropriate indicators (measuring points) are defined and used in maintenance plans and inspection routes
   • Using ratio preventive to corrective work (%preventive -%Corrective -%Improvement -%modification)
     • Proactive work accounts for at least 75% of all the maintenance work performed. Reactive work accounts for 15% or less. The balance of the work performed is directed at modification or redesign
   • Repairable sets well-defined
     • Repairable sets are well-defined by reliability engineering. A detailed refurbishment process is set up, enabling a complete follow-up of different steps in the repair process and related costs. Repairable sets are defined as equipment and a complete detailed history of failure causes, lifetime performance etc is available in the CMMS system. Life time is subject to strict objectives. These objectives are applicable for external workshops as well as internal workshops
   • Spare parts storage, condition of spare parts
     • Spare parts are stored in properly designed and managed warehouses. Policies are in place to maintain the integrity of spare parts and assemblies such as "first in, first out", lubrication/protection of new assemblies such as gearboxes, manual rotation of rotating assemblies to maintain lubricant film, etc
   • % spare parts availability
     • >90% of required parts available in storeroom on first try
   • Reliability result of the previous year based on Reliability Index
     • Reliability Index Result is benchmark in the Segment (for Flat Europe use the CRI)
   • Unplanned and planned Maintenance Ratio

3. R&M costs

   • R&M costs are fully under control. An analyse is done to understand the causes of evolution and an action plan is in place to improve the costs. R&M costs are known at the level of asset. All costs are booked on work orders. Costs are known per type of expenses spares, internal manpower, external services. Costs are known per type of maintenance. Refurbishment costs are known for each repair