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A New Manufacturing Improvement Model Based on Overall Equipment Effectiveness and Lean Maintenance

Received: 16 April 2018     Accepted: 3 May 2018     Published: 29 May 2018
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Abstract

This paper proposes a new model for manufacturing effectiveness measurement and improvement basing on the TPM principles and lean maintenance improvement actions. Its methodology is founded on four main pillars. The first one deals with the maintenance process mapping. This part recaps previous published research on maintenance process optimization. The second pillar, the main Total Productive Maintenance (TPM) indicator Overall Equipment Effectiveness (OEE) is developed to include other parameters. The third part presents the core of this methodology. In this phase, principal wastes are considered and related to both lean tools and improvement actions. The last pillar concerns an industrial application of the proposed model. The paper presents two major contributions: designing a practical tool to understand the impact of improvement actions on industrial system’s effectiveness and proposing a set of unavoidable actions and methods which adhere to their relative impact on the OEE rate. The proposed approach suggests to small organizations a new way to implement Lean methodology faster than usual by using directly appropriate tools to identify and kill waste sources. Further research could improve the proposed tool and thus reach a proposed study with other industrial application.

Published in International Journal of Engineering Management (Volume 2, Issue 2)
DOI 10.11648/j.ijem.20180202.11
Page(s) 15-28
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2018. Published by Science Publishing Group

Keywords

Lean Maintenance, Overall Equipment Effectiveness, Process Approach, Maintenance Cost

References
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[2] Atkinson, A. (2007) ‘Fixed factor fine tuning’, CMA Management, Vol. 81 Issue 7, p42-46.
[3] Badiger, A. S. and Gandhinathan, R. (2008) ‘A proposal: evaluation of OEE and impact of six big losses on equipment earning capacity’, Int. J. Process Management and Benchmarking, Vol. 2, No. 3, pp. 234–248.
[4] Basirat, P., Fazlollahtabar, H. and Mahdavi, I. (2013) ‘System dynamics meta-modelling for reliability considerations in maintenance’, Int. J. Process Management and Benchmarking, Vol. 3, No. 2, pp. 136–153.
[5] Bicheno, J. (2000) 'The lean tool box 2nd edition', Piscie books.
[6] DAVIES. C., (2003) ‘thesis: The contribution of lean thinking to the maintenance of manufacturing systems’, school of industrial and manufacturing science.
[7] Ennhaili, A. Meddaoui, A, Bouami, D. (2014) ‘Vers un outil innovant de mesure de performance de la maintenance à l'aide du Value Stream Mapping & Le Time-Driven Activity Based Costing’, Colloque International sur le Monitoring des Systèmes Industriels 25-26 décembre 2014, École Nationale des Sciences Appliquées, Marrakech – Maroc, pp. 2-5.
[8] Elaoufir H., and Bouami D. (2005), ‘Les coûts directs de la maintenance: De la comptabilité analytique vers la gestion par les activités’, CPI’2005, pp. 1-22. Casablanca, Morocco.
[9] Husby, P and Swartwood. D., (2012) ‘Lean: Strengths and Limitations’, Encyclopedia of Supply Chain Management. Taylor and Francis, pp. 567-568. New York.
[10] Kaplan, A. and Anderson, S. R. (2006) ‘Time-driven activity based costing’, Harvard Business Review, pp. 54–68, Boston.
[11] Mabry, B. G. and Morrison, K. R. (1996) ‘Transformation to lean manufacturing by an automotive component supplier’, Computers and Industrial Engineering, Vol. 31, Nos. 1–2, pp. 95–98.
[12] Mathaisel, D. F. X. (2005) ‘A lean architecture for transforming the aerospace maintenance, repair and overhaul (MRO) enterprise’, International Journal of Productivity and Performance Management, Vol. 54, No. 8, pp. 623–644.
[13] Meddaoui, A. and Bouami, D. (2013) ‘Cost modelling in maintenance using time-driven activity-based costing’, Int. J. Productivity and Quality Management, Vol. 12, No. 3, pp. 247–270.
[14] Meddaoui, A. and Bouami, D. (2014) ‘Decision making in maintenance using analytical hierarchy process and time driven activity based costing’, Int. J. Productivity and Quality Management, Vol. 13, No. 4 pp. 450-470.
[15] Nakajima, S. (1988) ‘introduction to TPM total productive maintenance’, productivity press.
[16] Ohno, T. (1985)'Kanban: Just in time at Toyota', productivity press.
[17] Saleem, M., Khan, N., Hameed, S. M. and Abbas, M. (2012) ‘An analysis of relationship between total quality management and Kaizen’, Life Science Journal, Vol. 9, No. 3, pp. 31–40.
[18] Sawhney, R. and Subburaman. K., (2009) ‘A modified FMEA approach to enhance reliability of lean systems’Int. J. Quality & Reliability Management, Vol. 27, No. 7, pp. 832-855.
[19] Salonen, A. and Deleryd, M. (2011) ‘Cost of poor maintenance – a concept for maintenance performance improvement’, Journal of Quality in Maintenance Engineering, Vol. 17, No. 1, pp. 63–73.
[20] Sawhney, R. Kannan, S. and Xueping Li, (2009) ‘Developing a value stream map to evaluate breakdown maintenance operations’Int. J. Industrial and Systems Engineering, Vol. 4, No. 3, pp. 229-240.
[21] Singh, J. and Singh, H. (2014) ‘Performance enhancement of a manufacturing industry by using continuous improvement strategies – a case study’, Int. J. Productivity and Quality Management, Vol. 14, No. 1, pp. 36–65.
[22] Womack, J. P., Jones, D. T. and Roos, D. (1990) ‘The Machine That Changed The World’; The Story of Lean Production, Rawson Associates, New York.
[23] Wu, S. and Wee, H. M. (2009) ‘How lean supply chain effects product cost and quality – a case study of the Ford Motor Company’, 6th International Conference on Service Systems and Service management, 8–10 June, Xiamen University, Fac Management, Xiamen, IEEE, Vols. 1 and 2, pp. 271–276.
[24] Womack, P. J. and Daniel, T. J. (1996) Lean Thinking: Banish Waste and Create Wealth in Your Corporation, pp. 29–90, Simon & Schuster, UK.
Cite This Article
  • APA Style

    Anwar Meddaoui, Ahmed En-nhaili. (2018). A New Manufacturing Improvement Model Based on Overall Equipment Effectiveness and Lean Maintenance. International Journal of Engineering Management, 2(2), 15-28. https://doi.org/10.11648/j.ijem.20180202.11

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    ACS Style

    Anwar Meddaoui; Ahmed En-nhaili. A New Manufacturing Improvement Model Based on Overall Equipment Effectiveness and Lean Maintenance. Int. J. Eng. Manag. 2018, 2(2), 15-28. doi: 10.11648/j.ijem.20180202.11

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    AMA Style

    Anwar Meddaoui, Ahmed En-nhaili. A New Manufacturing Improvement Model Based on Overall Equipment Effectiveness and Lean Maintenance. Int J Eng Manag. 2018;2(2):15-28. doi: 10.11648/j.ijem.20180202.11

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  • @article{10.11648/j.ijem.20180202.11,
      author = {Anwar Meddaoui and Ahmed En-nhaili},
      title = {A New Manufacturing Improvement Model Based on Overall Equipment Effectiveness and Lean Maintenance},
      journal = {International Journal of Engineering Management},
      volume = {2},
      number = {2},
      pages = {15-28},
      doi = {10.11648/j.ijem.20180202.11},
      url = {https://doi.org/10.11648/j.ijem.20180202.11},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijem.20180202.11},
      abstract = {This paper proposes a new model for manufacturing effectiveness measurement and improvement basing on the TPM principles and lean maintenance improvement actions. Its methodology is founded on four main pillars. The first one deals with the maintenance process mapping. This part recaps previous published research on maintenance process optimization. The second pillar, the main Total Productive Maintenance (TPM) indicator Overall Equipment Effectiveness (OEE) is developed to include other parameters. The third part presents the core of this methodology. In this phase, principal wastes are considered and related to both lean tools and improvement actions. The last pillar concerns an industrial application of the proposed model. The paper presents two major contributions: designing a practical tool to understand the impact of improvement actions on industrial system’s effectiveness and proposing a set of unavoidable actions and methods which adhere to their relative impact on the OEE rate. The proposed approach suggests to small organizations a new way to implement Lean methodology faster than usual by using directly appropriate tools to identify and kill waste sources. Further research could improve the proposed tool and thus reach a proposed study with other industrial application.},
     year = {2018}
    }
    

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    AB  - This paper proposes a new model for manufacturing effectiveness measurement and improvement basing on the TPM principles and lean maintenance improvement actions. Its methodology is founded on four main pillars. The first one deals with the maintenance process mapping. This part recaps previous published research on maintenance process optimization. The second pillar, the main Total Productive Maintenance (TPM) indicator Overall Equipment Effectiveness (OEE) is developed to include other parameters. The third part presents the core of this methodology. In this phase, principal wastes are considered and related to both lean tools and improvement actions. The last pillar concerns an industrial application of the proposed model. The paper presents two major contributions: designing a practical tool to understand the impact of improvement actions on industrial system’s effectiveness and proposing a set of unavoidable actions and methods which adhere to their relative impact on the OEE rate. The proposed approach suggests to small organizations a new way to implement Lean methodology faster than usual by using directly appropriate tools to identify and kill waste sources. Further research could improve the proposed tool and thus reach a proposed study with other industrial application.
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Author Information
  • Department of Industrial Engineering école Nationale Supérieure d’Arts et Métiers, University of Hassan II, Casablanca, Morocco

  • Department of Mechanical Engineering école Mohammadia d’Ingénieurs, University of Mohammed V, Rabat, Morocco

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