Volvo Construction Equipment

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1 Volvo Construction Equipment SSG UNDERHÅLLSKONFERENS, Marcus Bengtsson Underhållsrelaterade slöserier Rapport från ett forskningsprojekt vid Mälardalens högskola

2 Volvo Group Volvo Group is one of the worlds leading supplier of trucks, buses, construction equipment also drive system for boats and industrie applications Offers complete solutions in financing and used equipment

3 The Volvo Group organization Group Trucks Sales & Marketing EMEA Group Trucks Sales & Marketing Americas Group Trucks Sales & Marketing and JVs APAC Group Trucks Operations Group Trucks Technology Construction Equipment Business Areas Finance & Business Support

4 A global producer Shippensburg, US Belley, France Braås, Sweden Hallsberg, Sweden Kaluga, Russia Arvika, Sweden Eskilstuna, Sweden Jinan, China Linyi, China Tultitlán,Mexico Pederneiras, Brazil Linyi, China Wroclaw, Poland Shanghai, China Pederneiras, Brazil Production starts 2013 Hameln, Germany Konz, Germany Bangalore, India Changwon, Korea R&D Fabrik

5 Operations Eskilstuna The plant was built in Hällby 1975 and was originally an assembly plant Number of employees: approximately 740 (600 blue collars, 140 white collars) Type of operations: machining, hardening, assembly and painting General Manager: Ivan Obrovac History: It all started in Eskilstuna as far back as 1832, when the city authorities gave Johan Theofron Munktell a commission to start a mechanical workshop. In 1950 AB Volvo acquired the company AB Bolinder Munktell (Volvo CE) with the aim of integrating the two companies tractor production. In the early 1980s Volvo BM (Volvo CE) started to focus on construction equipment instead of tractors and harvesters.

6 Today, we manufacture strategic drivline components, transmissions and axles Volvo has an unbeatable advantage with its own in-house developed drivetrains designed for optimal performance.

7 Processing of material Over 400 different machines performs processing of cast and forged material. For example: turning, milling, drilling and threading. The factory is built of separate departments called Cells where either processing or assembly takes place. The factory contains of 32 cells

8 Assembly of components The factory contains of 8 line assemblys - 4 where we manufacture axles - 3 where we manufacture transmissions - 1 where we manufacture PTO (Power Take Out) Line assembly contains of standard structure which provides a standard way of working Each line contains of different stations and a standard pace

9 Cell Cell Cell Finns ej C Cell 8D D Cell A C Cell Lågvol Område Cell 1. 4a,4b,14,18 20a,20b,21b,Lågvolym 2. 1,4c,6,8,9,10,12 13,QA a,23b,24,25,26,27,28 29,30,31,32 Härdverk,Höglager. 4: 2,3,7,11,15,16,17,19 Cell 21A Kent Johansson Leif Bast Marcus Widenström Mattias Andersson Peter Andersson 2. Andreas Karlsson Kenth Lundgren Oscar Hallberg Peter Ahlberg Rickard Prytz 3. Emil Wallman Nadheer Polus Stefan Andersson Stefan Hultmar Stefan Milby 4. Christer Nielsen Ingemar Andersson Nicklas Lernestål Per Persbrink Tomas Andersson

10 A completely new production set-up In 2009 CS09 Line assembly instead of static assembly One flow for axles and one for transmissions Extension from 55,000 m2 to 65,000 m2 Lean production will result in higher quality, less waste, more flexible production

11 A completely new production set-up In 2009 CS09

12 A Vinnova FFI-project Reducing maintenancerelated waste Increasing competitiveness in automotive manufacturing industries through reduction of maintenance-related waste

13 Research scope: Reduce maintenance-related waste An identified LEAN GAP with high impact on productivity and competitiveness The role of maintenance function Value chain support: Reduce waste in current production processes by effective maintenance Maintenancerelated waste created in the value chain Maintenancerelated waste caused by insufficient Specs Internal process development: Reduce waste created in own department by efficient maintenance Lean: value chain development Industrial & Scientific gap Lean: operational development

14 Lean Maintenance 1(2) A definition of Lean Maintenance: proactive maintenance operation employing planned and scheduled maintenance activities through total productive maintenance (TPM) practices using maintenance strategies developed through application of reliability centered maintenance (RCM) decision logic and practiced by empowered (self-directed) action teams using the 5S process, weekly Kaizen improvement events, and autonomous maintenance together with multi-skilled, maintenance technicianperformed maintenance through the committed use of their work order system and their computer managed maintenance system (CMMS) or enterprise asset management (EAM) system. They are supported by a distributed, lean maintenance/mro storeroom that provides parts and materials on a just-in-time (JIT) basis and backed by a maintenance and reliability engineering group that performs root cause failure analysis (RCFA), failed part analysis, maintenance procedure effectiveness analysis, predictive maintenance (PdM) analysis, and trending and analysis of condition monitoring results.

15 Lean Maintenance 2(2) From one Lean Maintenance -book Production levels are also high on the list of important manufacturing goals. Unfortunately, the trend in goal setting is towards maximizing production. This often results in excess product inventory from overproduction. / /. Production goals should be to match production to sales. When increased sales goals are met, production levels must be capable of rising to the increased level. Thus a plant s capacity muct have the ability to deal with fluctating production demands.

16 Lean Maintenance 2(2) Expected to see in the same Lean Maintenance -book (but not found) Maintenance levels are also high on the list of important manufacturing goals. Unfortunately, the trend in goal setting is towards maximizing availability. This often results in excess maintenance activities and overmaintenance. / /. Maintenance goals should be to match production to sales. When increased sales goals are met, production levels must be capable of rising to the increased level and thus also maintenance. Thus a plant s capacity muct have the ability to deal with fluctating production demands as well as maintenance support.

17 Problem area: Maintenance-related waste

18 Problem area: Maintenance-related waste Existing theory of today (Source: Davies & Greenough, 2003) The 7 original waste (Ohno, 1985) The 7 new waste (Bicheno, 2000) Waste of overproduction Excessive WIP Too much PM Waste of human potential Poor worker creativity Lack of training Waste of waiting Non moving materials Waiting for resources Inappropriate systems Poor record keeping Poor information Waste of transporting Movement is waste Centralized maintenance Energy and water Energy management Energy management Waste of processing Too much variation Non-standard PM Waste materials Material conservation Too much PM Waste of inventory Excessive stock Excessive stock Service and office waste Data legacy Poor service operations Waste of motions Double handling Double handling Customer time Customer inconvenience Production inconvenience Waste of defects Scrap, re-work Poor maintenance Defecting customers Poor quality goods Poor maintenance Waste type Production waste example Maintenance waste example

19 Reducing maintenancerelated waste Customer (product) demand Effectiveness Indirect maintenance costs Input Maintenance process Output Direct maintenance costs Resorces Efficiency

20 Classification Efficiency, focus on activities High Doing things correct Doing correct things correctly Low Doing wrong things incorrectly Doing correct things Low High Effectiveness, focus on results

21 Project vision and scientific challenges: Reducing maintenancerelated waste Sources: Hans Ahlmann LTH

22 Project plan: Work packages WP1 Identification and classification of maintenancerelated waste AWERENESS WP2 Quantification of maintenancerelated waste WP3 Pilot cases of reduction of maintenancerelated waste WP4 Development of generic methodology SYSTEMATIC WORK WP5 Test and evaluation of generic methodology WP6 Communication and dissemination of results COMPETITIVENESS

23 Reducing Maintenance-related Waste INDUSTRIAL HANDBOOK AWERENESS SYSTEMATIC WORK COMPETITIVENESS

24 Ongoing and future studies Workshop study on identifying and classifying maintenance-related waste, participating companies (under analysis) Case studies LCC-analysis Analysis of breakdown statistics (general, failure sources, cost) Requirement specification (to be started) Competence and experience exchange (to be started) Visualization of maintenance KPIs and planning Master theses (finished during june) OEE-analysis of general OEE-data, OEE system provider Renovation vs new aquisition Different views of machine life lenght Quantifying waste (to be started)

25 Theoretical model CAPEX Capital cost OPEX Operational cost Development cost Design Investment cost Acquisition Operations + planed maintenance Operations cost Scrapping Investigation Corrective maintenance + Safety + Environment + Production loss = Non-reliability cost = Risk Construction Time (years) Source: Márquez et.al. (2009)

26 Theoretical model 100% 95% 85% 65% 50% Tied up cost in future LCC Cost outcome 20% 5% 10% Planning/ concept design System design Detailed design Manufacturing Use Tid

27 Theoretical model SEK OEE Maximum income Maximum resource utilization 100% Life cycle loss Losses Life Cycle Profit 90% 80% 70% Increase life lenght Life cycle cost Life Support Cost Life Operation Cost Aquisition cost Time Sources: Hans Ahlmann LTH, Per-Erik Johansson DIS

28 LCC model Project cost Machine/equipment Expected cost per cost allocation and year are entered into the document. Account is taken to: - Aquisition cost (incl project cost) - Maintenance cost - Operations cost - (Down time cost) Tools Spare parts Installation Renovation Education/training Maintenance - personnel cost - external services - spare parts Rent/space Energy Media/emulsions Personnel - operators - measuring technicians - prod. eng

29 LCC-test, machining center Machining center, todays production volume Washing fluid vs Energy Maintenance vs Tools Personnel vs Machine Rent vs Project MSEK 15 year horizon

30 LCC testing of the model Machining center, projected production volume Project Personnel Machine Maintenance Washing fluid Tools MSEK 15 year horizon Energy Rent

31 LCC Stable market, stable Income/cost OEE Booming maket, 1 Income/cost OEE volumes 2 increasing volumes Life Cycle Loss Life Cycle Loss Life Cycle Profit Life Cycle Profit Life Cycle Cost Life Cycle Cost 3 Income/cost Time Recession, decreasing volume OEE Time Life Cycle Loss Life Cycle Profit Life Cycle Cost Time Source: Hans Ahlmann LTH

32 Medvetenhet

33 Medvetenhet

34 Medvetenhet

35 Medvetenhet

36 Medvetenhet Underhållsystemet tankades på samtliga driftstopp som inträffat under 2013 (ca 3900 driftstopp) I fabriken finns ca 1000 utrustningar som det bedrivs underhåll på: 20% av entiterna står för 80% av antalet driftstopp (3183st/3960st) 5% av entiterna står för 40% av antalet driftstopp (1566st/3960st) 20% av arbetsordrarna står för 80% av öppen AO-tid (25000h/32000h) 5% av arbetsordrarna står för 55% av öppen AO-tid (17945h/32000h) 20% av arbetsordrarna står för 65% av stämplad tid på tidkort (12490/19026) 5% av arbetsordrarna står för 37% av stämplad tid på tidkort (7082/19026)

37 Möjlighet att prioritera Listor på top 100 i följande kategorier: Antal driftstopp Kostnad för Direktköp Reservdelar Kostnad för Direktköp Underhållstjänster Kostnad för Förråd Reservdelar Öppen AO-tid driftstopp Stämplade timmar på tidkort driftstopp Antal övriga arbeten (driftstörningar, FU-anmälda fel etc.) Stämplade timmar på tidkort övriga arbeten Dessa kategorier kan vi sedan räkna samman till ett risktal/störningstal för att kunna prioritera förbättringsarbete Lägsta totalsumma innebär störst eventuella förbättringpotential

38 Möjlighet att prioritera Mätetal Sämsta listan, tre månaders historik Sämsta 10 totalt, enligt filter. Max Provrigg AAA Poäng Antal driftstopp 15 st 22 Direktköp reservdelar Oplacerad 101 Direktköp underhållstjänster kr 11 Förråd - reservdelar kr 17 Öppen AO-tid driftstopp 186 h 21 Stämplade timmar driftstopp (tidkort) 116 h 11 Antal övriga jobb 46 st 4 Stämplade timmar övriga jobb 328 h p Svarv AA Poäng Antal driftstopp 27 st 2 Direktköp reservdelar kr 16 Direktköp underhållstjänster 2955 kr 86 Förråd - reservdelar 1306 kr 76 Öppen AO-tid driftstopp 589 h 1 Stämplade timmar driftstopp (tidkort) 105 h 18 Antal övriga jobb 28 st 13 Stämplade timmar övriga jobb 546 h p Möjlighet finns att filtrera: - Kostnadsställen/område - Maskinklassificering - Entitetstyp - Total effektivitet - Yttre effektivitet* - Inre effektivitet** *de parametrar som stör produktion **de parametrar som underhåll (internt) kan effektivisera Slipmask AA Poäng Antal driftstopp 20 st 11 Direktköp reservdelar kr 3 Direktköp underhållstjänster kr 5 Förråd - reservdelar Oplacerad 101 Öppen AO-tid driftstopp 364 h 5 Stämplade timmar driftstopp (tidkort) 130 h 7 Antal övriga jobb 19 st 26 Stämplade timmar övriga jobb 90 h p Flerop A Poäng Antal driftstopp 25 st 4 Direktköp reservdelar 2592 kr 44 Direktköp underhållstjänster 3000 kr 79 Förråd - reservdelar kr 4 Öppen AO-tid driftstopp 398 h 2 Stämplade timmar driftstopp (tidkort) 246 h 2 Antal övriga jobb 15 st 49 Stämplade timmar övriga jobb Oplacerad p Gradmask AAA Poäng Antal driftstopp 20 st 11 Direktköp reservdelar Oplacerad 101 Direktköp underhållstjänster kr 8 Förråd - reservdelar kr 28 Öppen AO-tid driftstopp 133 h 45 Stämplade timmar driftstopp (tidkort) 85 h 24 Antal övriga jobb 30 st 12 Stämplade timmar övriga jobb 101 h p

39 Möjlighet att prioritera Produktens behov måste styra prioriteringen Det är viktigt att skilja på på önskemål och behov Det är också viktigt att skilja på möjligheter och behov

40 Pick chart Liten insats (kostnad) Behov Volymmässig upgång gör att produktionscell planeringsmässigt måste gå från 1,8 till 2,3 skift Möjlighet 3-skift Reducera OEE-förluster Reducera cykeltid Outsourca Investera i ny utrustning Liten effekt Möjligt Lägg ner Implementera Utmana Stor effekt Övertid Stor insats (kostnad)

41 Ongoing and future studies Workshop study on identifying and classifying maintenance-related waste, participating companies (under analysis) Case studies LCC-analysis Analysis of breakdown statistics (general, failure sources, cost) Requirement specification (to be started) Competence and experience exchange (to be started) Visualization of maintenance KPIs and planning Master theses (finished during june) OEE-analysis of general OEE-data, OEE system provider Renovation vs new aquisition Different views of machine life lenght Quantifying waste (to be started)

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