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Copyright 2005, Industrial Press, Inc., New York, NY
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c. What is the correct number of spare parts to keep in stock to insure part availability when required? (the holding costs, storage costs, stores labor costs, compared to the downtime costs for the stock out) d. For the routine spare parts need for the service, what is the reorder level and reorder point? (holding costs, storage costs, stores labor costs, the discounted prices for quantity orders, compared to the downtime costs for the stock out) It is in these areas that the RCM tools fall short. These areas also highlight the reason why statistical financial optimization is implemented after TPM. The optimization takes data from all parts of the organization (RCM from maintenance and engineering, stores costs from inventory and procurement, downtime costs from operations, and overhead and labor costs from accounting). Unless the organization has progressed through the levels described in the decision tree, it is highly unlikely that it has the maturity and focus to utilize the optimization techniques. It is beyond the scope of this text to detail the various formulas utilized in the statistical optimization process; however, for reference, they are found in most of the maintainability, reliability, and operational engineering textbooks available in most technical book stores in major cities. There are also engineering software packages that perform the mathematical calculations for the statistical financial optimization. However, it would not be responsible for the author to recommend a specific package. What are some of the indicators used to evaluate the effectiveness of the statistical financial optimization process? The following are suggested.
Statistical Financial Optimization Number of Critical Equipment Maintenance Tasks Audited* Total Number of Critical Equipment Maintenance Tasks
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This indicator can be derived by dividing the total number of critical equipment maintenance tasks audited by the total number of critical equipment maintenance tasks. The result should be expressed as a percentage. This measure can be calculated annually and trended over a multi-year period. Strengths The indicator is useful for insuring that the statistical financial optimization program is closely monitored. Weaknesses The only major weakness is the availability of accurate data. The most devastating mistake would be to guess at any of these numbers. If the data is not available, it is best to consider an alternative technique.
2. Statistical Financial Optimization Implemented on what Percentage of Critical Equipment Major Spares Stocking Policies
This indicator examines the number of critical equipment major spare parts that are audited for financial effectiveness each year. It compares this number to the total number of critical equipment spare parts. This measure indicates the level of parts that are actually being financially optimized each year. It is important to review these decisions annually because cost data, such as downtime (due to market changes), can vary periodically. In addition, parts costs increase, lead times change and so forth. Annual analysis insures financial optimization. Number of Critical Equipment Major Spare Parts Audited* Total Number of Critical Equipment Major Spare Parts This indicator can be derived by dividing the total number of critical equipment maintenance tasks audited by the total number of critical equipment maintenance tasks. The result should be expressed as a percentage. This can be calculated annually and trended over a multi-year period.
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Strengths The indicator is useful for insuring that the statistical financial optimization program for critical equipment major spare parts is closely monitored.. Weaknesses The only major weakness is the availability of accurate data. The most devastating mistake would be to guess at any of these numbers. If the data is not available, it is best to consider an alternative technique.
3. Statistical Financial Optimization Implemented on Percentage of Critical Equipment Routine Spare Parts Stocking Policies
This indicator examines the number of critical equipment routine spare parts policies that are audited for financial effectiveness each year. It compares the number of critical equipment routine spare parts audited to the total number of critical equipment routine spare parts. This measure indicates the percentage of critical equipment routine spare parts that are actually being financially optimized each year. It is important to review these decisions annually because cost data, such as downtime (due to market changes), can vary periodically. In addition, parts costs increase, lead times change, and so forth. Annual analysis insures financial optimization. Number of Critical Equipment Routine Spare Parts Policies Audited* Total Number of Critical Equipment Routine Spare Parts This indicator can be derived by dividing the total number of critical equipment routine spare parts policies audited by the total number of critical equipment routine spare parts. The result should be expressed as a percentage. This measure can be calculated annually and trended over a multi-year period. Strengths The indicator is useful for insuring that the statistical financial optimization program is closely monitored. Weaknesses The only major weakness is the availability of accurate data. The most devastating mistake would be to guess at any of these numbers. If the data is not available, it is best to consider an alternative technique.
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4. Statistical Financial Optimization Savings Generated Through Changes in Equipment Management Policies
This indicator calculates the total savings from all statistical financial optimization studies. These savings will help an organization focus on continuously improving their equipment management policies, because the financial rewards are always highlighted. There is no real formula because the indicator merely totals all of the statistical financial optimization studies conducted throughout the company. The results should be calculated annually and trended over a multi-year period. Strengths The indicator is useful for insuring that the cost benefits of the statistical financial optimization program are closely monitored.. Weaknesses The only major weakness is the difficulty of collecting all of the data when multiple groups are performing the analysis.
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1. Lack of Production and Process Data
In many companies today, the production and process data are not kept in enough detail. Even companies that have extensive distributed process control systems in place find that data about flow rates, operating speeds, and operating efficiencies are not closely monitored and trended. In some cases, the actual sensors on the equipment are not working or even electrically connected. In these cases, the accurate data required to study the impact of falling flows and pressures on process is not available. If the problem of falling efficiencies over time compared to the cost of lost throughput was financially optimized, then the data would be invalid, as would any decision to repair, replace, or overhaul the equipment. The production data play a critical role in most calculations. Without this data, there is little chance of accurate results. The only solution is to dedicate the necessary resources to accurately monitor and record the production or process data.
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fairly calculate the cost of lost production. In these companies, the educational process needs to be developed to insure a clear understanding of the costs involved in equipment failures or inefficiencies. If a company is at a level of maturity that it is utilizing statistical financial optimization, then issues about not sharing data should never be a problem. If they are, the company is not ready to use the tools.
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7. Lack of Proper Communication Between Departments
This problem is related to the third issue, in that there is little communication between departments, whether it is financial data or routine operational data. This problem should not exist if an organization is at the level of maturity that a company is considering statistical financial optimization. In the chapter on Total Productive Maintenance, the diagram showing the focus on the equipment highlights the need for each department to communicate with the others to maximize the equipment effectiveness. If that level of understanding, commitment, and communication exists, then this problem should not exist.