Tube Light Production Line

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Tube Light Production Line Efficiency

Situation

25 production machines were connected in series to produce 3600 lamps/hour. Production and maintenance workers worked in three shifts. The process was completely new for all workers, so lots of infant mortality occurred (failure pattern F). Workers were struggling with the new working procedures, so many failures were seemingly due to a of lack of knowledge

Objectives

  • Reduce infant mortality rates.
  • Increase production rates.
  • Increase knowledge of reliability centred maintenance among the workers.
  • Increase process knowledge among the workforce.
  • Create a more confident and informed workforce.

Action

  • All personnel were trained in our process driven DORA RCM methodology and DORA software.
  • DORA was connected to PLC data from the production line.
  • All manual and automatic failure report data sets were entered into DORA.
  • The whole production line was analysed using DORA RCM.
  • Each failure mode was connected to a function, functional failure and all relevant processes.
  • For each failure report, a RPN (Risk Priority Numbering) was created and used to create criticality numbers.
  • These were added together to form Paretos as per the diagram below:

 

 

 

 

 

 

 

 

 

 

 

 

 

The failure modes (storingsvorm) above show ALL the factors that influence efficiency, like human error, mechanical issues, logistical causes, potential failures, etc. By zooming out to the level of Functional Failures it is easy to see where the issues are. Even when zoomed out to Functions or Process levels, this overview is maintained.

Continuous Improvement Teams focused on the 3 highest processes and their 3 highest functions. They analysed the existing data in DORA. Better procedures were created. Better training was undertaken. Better test protocols were written. Better maintenance tasks were conducted. This allowed them to ‘Become Better Each Day’.

All of these actions were supported by the whole of the workforce, so that in the next reporting period the Pareto figures were better than previously. Improvement had taken place!

Reporting and trending was done in a public area where all personnel can see the progress – feedback – which helped to create a more engaged workforce.

Results

  • Within 4 months the process became profitable.
  • Production increased, waste reduced.
  • The workforce became more knowledgeable, more engaged and took ownership of the continuous improvement activities.
  • A knowledge base was created and added to daily.
  • DORA helped people, processes, procedures and assets.

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