Improve OEE and reducie failure rates? Ask yourself 10 simple questions and learn from the last failure.
Have there been failures in the past that had the same root cause as the analyzed failure?
Does the machine require additional work from the maintenance department?
Should other machines be checked with regards to this failure?
Are the parts replaced during a breakdown subjected to preventive replacement?
- If the replacement of parts or elements was scheduled for preventive replacement – the current time period should be verified in relation to a given failure. Perhaps the replacement period has not been properly and accurately estimated, perhaps the replacement has not been performed, or perhaps the machine’s operating conditions have changed and the previous assumptions no longer apply.
- If there are no plans for preventive replacement – it may be worth considering implementing preventive actions for the future. If we are talking about downtime, the time or effect of which is not acceptable – counteract it. Without an answer to this question, we will miss the opportunity to improve our maintenance processes.
Are TPM actions defined for a given part or subcomponents? How to improve OEE.
Is it possible to upgrade damaged components to prevent failure in the future?
Can the failure result from previous maintenance activities?
Can the failure result from the earlier actions of other departments?
Is it necessary to introduce spare parts to the warehouse of the maintenance department?
Do you propose any actions to be conducted by other (post-emergency) departments, e.g.: TPM/PROD/PE/QA?
I was lucky that everything I learned about Lean, Kaizen, or production optimization started in a Japanese company. There, under the supervision of Japanese staff and during training in Japan, I learned how to approach the Continuous Improvement process. Over time, I also learned about other practices in other companies.