Performance indicators for measuring the effects of Smart Maintenance

Lundgren, Camilla; Bokrantz, Jon; Skoogh, Anders

doi:10.1108/ijppm-03-2019-0129

Cited by 18 publications

(14 citation statements)

References 59 publications

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“…The data written on the pieces of paper were also transcribed and then divided into different categories of stakeholders and impacted factors. The various categories used were pre-defined, taking into account the different levels of the firm adapted and inspired from Kirwan (2000) and Lundgren et al (2020).…”

Section: Methodsmentioning

confidence: 99%

Prioritisation of root cause analysis in production disturbance management

Ito

Ylipää

Gullander

et al. 2021

IJQRM

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PurposeManufacturing companies struggle to manage production disturbances. One step of such management deals with prioritising those disturbances which should undergo root cause analysis. The focus of this work is on two areas. First, investigating current challenges faced by manufacturing companies when prioritising root cause analysis of production disturbances. Second, identifying the stakeholders and factors impacted by production disturbances. Understanding the current challenges and identifying impacted stakeholders and factors allows the development of more efficient prioritisation strategies and, thus, contributes to the reduction of frequency and impact of disturbances.Design/methodology/approachTo achieve the intended purpose of this research, a qualitative approach was chosen. A series of interviews was conducted with practitioners, to identify current challenges. A series of focus groups was also held, to identify the impacted stakeholders and factors by disturbances.FindingsVarious challenges were identified. These are faced by manufacturing companies in their prioritisation of production disturbances and relate to the time needed, criteria used, centralisation of the process, perspective considered and data support. It was also found that a wide range of stakeholders is impacted by production disturbances, surpassing the limits of production and maintenance departments. Furthermore, the most critical factors impacted are quality, work environment, safety, time, company results, customer satisfaction, productivity, deliverability, resource utilisation, profit, process flow, plannability, machine health and reputation.Originality/valueThe current situation regarding root cause analysis prioritisation has not been identified in previous works. Moreover, there has been no prior systematic identification of the various stakeholders and factors impacted by production disturbances.

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Section: Methodsmentioning

confidence: 99%

Prioritisation of root cause analysis in production disturbance management

Ito

Ylipää

Gullander

et al. 2021

IJQRM

Self Cite

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“…To sustain employee engagement, it is important to conduct follow-up, provide information on progress (Boer and During, 2001) and report any contributions made to the company's overall goals. There are maintenance performance indicators (PIs) available for measuring various aspects, such as financial performance on a company level and job satisfaction on an employee level (Lundgren et al, 2020). Despite this, the use of PIs within maintenance is often limited to technical aspects such as technical availability and the failure rate of equipment (Salonen and Bengtsson, 2011).…”

Section: Strategy Development and Roadmappingmentioning

confidence: 99%

“…This was considered difficult and can be partly explained by the technical focus of maintenance PIs (Salonen and Bengtsson, 2011). In the same way that strategic change requires modifying pre-existing PIs (Braz et al, 2011;Simões et al, 2016), a smart maintenance strategy requires a set of PIs that are appropriate and aligned with smart maintenance (Lundgren et al, 2020).…”

Section: Findingmentioning

confidence: 99%

“…PIs within the maintenance organization should not be limited to technical aspects, such as technical availability and equipment failure rates. Rather, they must consider aspects such as financial performance on a company level and job satisfaction on an employee level (Lundgren et al, 2020). Changes in strategy require changed PIs (Braz et al, 2011;Simões et al, 2016); succeeding with a smart maintenance strategy means updating the set of PIs.…”

Section: A Strategy Development Process For Smart Maintenancementioning

confidence: 99%

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A strategy development process for Smart Maintenance implementation

Lundgren

Bokrantz

Skoogh

2021

JMTM

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PurposeTechnological advancements are reshaping the manufacturing industry toward digitalized manufacturing. Despite the importance of top-class maintenance in such systems, many industrial companies lack a clear strategy for maintenance in digitalized manufacturing. The purpose of this paper is to facilitate the implementation of maintenance in digitalized manufacturing by proposing a strategy development process for the Smart Maintenance concept.Design/methodology/approachThis study is designed as a multiple-case study, where the strategy development in three industrial cases is analyzed. Several methods were used to collect data on the case companies' development of smart maintenance strategies. The data were analyzed with an inductive approach.FindingsA process of strategy development for smart maintenance is proposed, including six steps: benchmarking, setting clear goals, setting strategic priority, planning key activities, elevating implementation and follow-up.Practical implicationsThe proposed process provides industry practitioners with a step-by-step guide for the development of a clear smart maintenance strategy, based on the current state of their maintenance organization. This creates employee engagement and is a new way of developing maintenance strategies.Originality/valueMaintenance strategies are traditionally regarded as a selection of corrective/reactive and preventive maintenance actions using a top-down approach. By contrast, the proposed process is starting from the current state of the maintenance organization and allows a mixture of top-down and bottom-up approaches, supporting organizational development. This is a rare perspective of maintenance strategies and will make maintenance organizations ready for the demands of digitalized manufacturing.

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“…Gopalakrishnan (2019) improved efficiency by incorporating performance as one of the maintenance organization's priorities by intelligent maintenance scheduling. Lundgren et al (2021) intended to help industry professionals in the selection of success indicators in evaluating the impacts of intelligent maintenance. To identify significant issues of manufacture processes that are needed to increase operating capability and maintenance performance, Tsarouhas (2018a, b) studied RAM analytics in various sectors of the food industry.…”

Section: Literature Reviewmentioning

confidence: 99%

Maintenance scheduling of a cheddar cheese manufacturing plant based on RAM analysis

Tsarouhas

2021

IJPPM

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PurposeThe purpose of this research is to calculate and enhance the cheese cheddar manufacturing plant efficiency under actual workplace conditions by measuring reliability, availability and maintainability (RAM) indices. The authors highlight how RAM analysis is important in determining periodic maintenance and in scheduling and managing the appropriate maintenance policy.Design/methodology/approachThe current work is conducted using statistical approaches to evaluate failure and repair statistics. The RAM estimation was calculated on the basis of quantitative data obtained over a span of 32 months. Descriptive statistics, Pareto analysis, as well as the presumption of independence were ensured through trend and serial correlation tests. In addition, the reliability and maintainability of the cheddar cheese processing plant and its machines were calculated at various mission periods.FindingsThe primary goal of the implementation approach is to understand the fault patterns and the accurate quantitative assessment of the reliability and maintainability of the cheddar production plant. The findings revealed the essential aspects of the line, which need improvement by an appropriate maintenance program.Originality/valueThis study is intended to serve to highlight the RAM assessment and its impact on the performance of the real-time system. The benefit of the technique is the continual control of the manufacturing process by means of acceptable indexes, whose use corresponds to a continuous improvement process.

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Performance indicators for measuring the effects of Smart Maintenance

Cited by 18 publications

References 59 publications

Prioritisation of root cause analysis in production disturbance management

Prioritisation of root cause analysis in production disturbance management

A strategy development process for Smart Maintenance implementation

Maintenance scheduling of a cheddar cheese manufacturing plant based on RAM analysis

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