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Overall Equipment Effectiveness by Bob Hansen (Excerpt Chapter 6)
Win-Win Maintenance/Equipment Shutdown Strategies (Page 14)
Because more work was performed by local resources, fewer outside resources were required. The annual strategy was again revised, this time to have four shutdowns and eight maintenance linestops. (Linestops were not needed in the same month as a shutdown.) As a result, one more day was now available for production, an increase of another 0.3 percent in productivity.

The other major result experience was that the equipment reliability and availability improved significantly over the following two years. The reduction of approximately 170 equipment downtime hours per year returned another 7 days for production per year, also reducing associated repair costs and delivery interruptions. Several factors led to this result: frequent access to the equipment, new technology projects, and implementation of predictive technologies into condition monitoring such as vibration monitoring, thermography, and motor surge testing.

This area also implemented a series of speed-up projects. These projects altered the base condition for comparing reliability improvements, however over four years, the amount of equipment downtime per thousand linear feet of manufactured product reduced by 41 percent.

As indicated earlier, the process in the example was a continuous discrete system with major changeovers, sometimes four days apart. Does this shutdown strategy also work for discrete manufacturing? Experience from another work center with a discrete process indicates that this strategy would indeed work.

The discrete process work center evolved to a plan of having 2-hour linestops every other week and a 36-hour shutdown every seven weeks, based on the overall equipment conditions of its system. Using the same process as described above, the key mechanic work ratio was approximately 65 percent. High equipment reliability was maintained. In this case, as before, the work communities proactively approached the shutdown strategy with an open mind to having short frequent shutdowns and maintenance linestops. In both cases, more effective work areas emerged.

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