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Manufacturing Reliability – What Is It and Why Should I Care Aron Brall, CRE SRS Technologies.
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Transcript of Manufacturing Reliability – What Is It and Why Should I Care Aron Brall, CRE SRS Technologies.
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Manufacturing Reliability – What Is It and Why Should I Care
Aron Brall, CRE
SRS Technologies
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22006 RAMS –Tutorial – Brall
Tutorial Outline – Manufacturing Reliability
Introduction Why Manufacturing Reliability? Background Specification of Manufacturing Reliability Methodologies Reliability Improvement/Growth
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Introduction
Manufacturing Reliability is still in its youth Initial efforts in 1987 Broad based Industry effort started in 1993-94
NCMS/SAE R&M Guideline for Manufacturing Equipment published 1994, Second Edition published 1999
AMT Production Availability Guideline published in 1995, Second Edition published 2000
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Introduction - 2
Methodologies and results are mixed Desired performance does not generally meet
actual performance In some cases, actual performance is 50% of desired
performance or worse Good Problem Identification, Root Cause Analysis,
and Effective Corrective Action is a necessity
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Why Manufacturing Reliability?
Product Quality and Reliability are impacted by the performance of manufacturing equipment Failed machinery may hide failures until significant defective or
scrap material is produced Machines blocked or starved by down machines may need
significant warm-up time until capable of producing quality parts
Production Costs are significantly affected by Machinery unreliability Unless adequate “float” is provided in production line, 1 minute
of downtime in each machine is one minute of lost production for the entire line
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62006 RAMS –Tutorial – Brall
Specification of Manufacturing Reliability
MTBF/MTTR % Uptime Availability
Inherent Operational Equipment Technical
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MTBF/MTTR Not well understood by Manufacturing Personnel MTBF thought to be “Minimum” time between failures
Actually Mean Time Between Failures MTTR thought to be “Maximum” time to restore
Actually Mean Time to Restore Inappropriate for manufacturing equipment
Failure rate of machinery not exponential Two disparate distributions make up failure rate
Operational events – chip collecting, misloads, etc. High failure rate, low restore times
Hardware failures Low failure rate, long restore times
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% Uptime - 1 Concept is understood by most manufacturing
personnel Describes reliability performance as desired outcome Generally unambiguous
Administrative time may be an issue Administrative time includes meeting time, lunch
and break time Deals with disparate failure and repair distributions
Uptime is a direct measure of manufacturing time and is distribution independent
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% Uptime - 2 Issues with defining:
Scheduled time Unscheduled time Preventive maintenance time Uptime Downtime
Ambiguous or non-consensus definitions lead to conflict, confusion, and wasted efforts
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Production Availability Time - AMT
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Availability
Inherent Availability Not well understood by Manufacturing personnel
excludes all delay time & non-hardware failures Inappropriate to manufacturing
Manufacturing has large numbers of “Events” Academic exercise
Not a practical measure
Non-exponential MTBF results in availability dependent on operating time
MTTRMTBF
MTBFAi
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Availability - 2
Operational Availability Should be identical with % Uptime Difficulties in interpretation of scheduled time,
unscheduled time, administrative time, etc.
TimeScheduled
UptimeAo _
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Availability - 3
Equipment Availability Specified definitions for all time categories by AMT Guideline When all parties agree to use, reduces disagreements and confusion
TimeDelayDowntimeScheduledDownShutTimeTotal
TimeDelayTimepairReTimeOperatingScheduledtyAvailabiliEquipment
____
_____
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Availability - 4
Technical Availability Specified by some European companies Somewhere between inherent and operational Has ambiguities
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Reliability Improvement/Growth
Unless significant changes in Design and/or Process are implemented, Reliability Improvement in manufacturing equipment is due to removal of defective components, infant mortality, training inadequacies, and workmanship errors Incremental reductions in downtime (10% to 5%)
Major process and/or design changes can dramatically effect reliability Tenfold reduction in downtime (10% to 1%)
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162006 RAMS –Tutorial – Brall
Keys to High Manufacturing Reliability Understand the Process
Over 90% of Downtime can be due to process issues Simplify the Design
Fewer parts provide fewer items to fail Replace wear items with software
Derate Robust designs with large margins have significantly lower
failure rates Make it Maintainable
Easy maintenance can significantly reduce downtime Use Preventive and Predictive Maintenance
Planned Maintenance is less costly and more time effective than unscheduled corrective maintenance
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Summary Manufacturing reliability is still in development Manufacturing Reliability addresses lost time in
production The absence of rigorous guidelines produces conflicts
and confusion Simplicity in methods and terminology provides the
entry to improving manufacturing Reliability Robust designs, understanding processes, and
planned maintenance provide increased reliability