Elimination of waiting times, efficient operating instructions, job redistribution, etc.

Definition of the OEE (Overall Equipment Effectiveness) goals:

• Definition of Productivity (P) (output versus input, different depending on the company process). 

• Utilisation of the machine (U) -> number of hours that the machines are running at standard level.

• Quality (Q) -> good pieces versus total number of produced pieces.

• OEE = P * U * Q

Productivity improvement obtained: + 10.4%, measured in pieces / hour, Kgs / FTE, etc.

Same production with 161 less FTEs.

Reduction of downtime through fewer tool changes, change times, stops, with predictive-preventive maintenance vs. reactive, increased production speed,etc.

Depending on the type of process, it will be necessary to have a MES (Manufacturing Execution System). This is more typical of continuous production processes, or where the risk of the process is high. it is less common in batch or discontinuous processes.

Implementation of an automatic SFDC (Shop Floor Data Collection) system in the plant, which allows a PDCA (Plan, Do, Check, Act) cycle as quickly as possible.

Application of Lean principles:

• SMED (Single Minute Exchange Die) -> quick changes in critical stop points.

• VSM (Value Stream Mapping) for redefining critical factory processes.

• Kanban on tools, consumables and spare parts.

• 5Ss(Organisation, Order, Cleaning, Standardisation, Discipline and Habit) in workshop and offices, etc.

• Scrum for projects and initiatives adapted to that methodology.

Reduction of machine downtime hours by applying high standard maintenance, through:

• Computer-assisted Maintenance Management (CMMS) to obtain time and cost data by Homogeneous Functional Group (HFG), machine and / or element.

• Standardization of maintenance management indexes that allow us to determine the availability of machines through:

  • The mean time between failures (MTBF).

  • The Mean Time to Repair (MTTR).

  • Average cost of maintenance with respect to the invoicing of the company, HFG, equipment or element.

• Creation of an office for the Planning and Scheduling of maintenance tasks, based on a general system of maintenance work orders (WOs), with the following main attributions (as in all cases, it can be given others):

  • Planning of the maintenance work indicated in the WOs created by the client departments (mainly Production) or by the department itself (in the case of preventive WOs, for example).

  • For each of the tasks defined in the WOs:

    • Allocation of necessary resources.

    • Creation and maintenance of the necessary procedures.

    • Coordination with the Technical Office of the drawings and the precise technical documentation.

  • Collection of the data used to calculate the costs of each OT:

    • Materials.

    • Company workforce.

    • Subcontracted labor.

  • Maintenance of maintenance contracts with subcontracted companies, in any of the modalities that may occur, especially ensuring that no contracts are given for administration, under any circumstances, as this contractual modality is subject to the labor loan. Therefore, the contracts may be:

    • To budget.

    • Unit rate.

    • By goals.

    • Per unit of production.

    • Others that may occur in the company.

  • Management of the budgets of the maintenance works that are the object of this modality, in any of the ways that we have indicated in the previous point.

  • Be a key part of the maintenance budget preparation, providing all the necessary data, ratios and statistics to make a precise and cost-conscious maintenance budget.

Implementation of a Predictive-Preventive Maintenance (PPM) system that allows us to reach optimal Preventive versus Corrective Maintenance ratios. All based on some or all of these techniques:

• Vibration analysis. Data collector. Creation of a minimum level II inspector.

• Tribology -> oil analysis.

•  Thermography

• Ultrasonic for dynamic equipment.

• Specific analysis of problems in three-phase CA motors.

• Other sophisticated systems of movement of structures by augmented vision.

• Preventive Maintenance Inspection Techniques:

  • Ultrasonic thickness measurement.

  • Detection of cracks and fissures by penetrating liquids.

  • Legal maintenance.

20% increase in OEE.

Increase in productive hours obtained: + 12% on average.

Reduction of tool and tool change times: -13%.

Mission:

• Guarantee that the most modern technologies for work organization and continuous improvement are applied in the factories, in accordance with the principles of lean management, in such a way that maximization of output is combined with minimization of input, ensuring quality and in a safe environment.

Creation of a team of technicians (2-3 people) with factory and maintenance training.

They will be responsible for implementing and spreading the culture of continuous improvement. Consolidate the improvements, turn them into new standards in the organization, and start with the next improvement action. PDCA cycle.

Research and bring to the company the most advanced techniques in the field of competitiveness:

• Augmented reality.

• Visual factory -> information screens system.

• Lean Management -> the different techniques have been indicated above.

Preparation of control guidelines, procedures, instructions, standards, in accordance with the productive structure of the company.

Application of the principle of the four eyes, etc.

Investments in control elements.

Reduction of 15% on average.