DT023_4 Industry Information Interview and Status & Improvement Opportunity Report– 2Vt Mar 201 Ms F. Farrell, School Mechanical & Design(QJLQHHULQJ, DIT Bolton Street 3age 1 COLLEGE OF ENGINEERING AND THE BUILT ENVIRONMENT SCHOOL OF MECHANICAL AND DESIGN DT023_4 Manufacturing &Design Engineering Manufacturing Operations Management ASSIGNMENT  Industry Information Interview & Opportunities Report DUE DATE: Friday, 2QG 0A< 201. 20% OF OVERALL MODULE MARKDT023_4 Industry Information Interview and Status & Improvement Opportunity Report– VW0DU Ms F. Farrell, School Mechanical & Design(QJLQHHULQJ, DIT Bolton Street Page 2 INDUSTRY INFORMATION INTERVIEW: OPERATIONS MAINTENANCE DEPARTMENT:  Each individual must make contact directly and set-up information interviews with representative(s) from the Maintenance department of a suitable manufacturing facility.  The target length of information interview is a minimum of 30 minutes to maximum 1 hour.  Further information can be obtained outside this interview time via site tour and/or supplemented company documentation. Note all company information should be treated with the strictest confidentially.  Tips on making appropriate contact with Industry is provided on webcourses, information obtained from consultation with DIT’s Careers Service and from their website.  A suggested discussion guide is provided on page 3 of this brief, you are free to use your own but ensure it is captured in the report appendix. REPORT:  Each individual must prepare a short report targeted at the Head of Maintenance of your selected company providing a status of their maintenance operations and making improvement recommendations based on the findings from the information interview conducted with representative(s) of the Maintenance Department and the learning gathered from module content (not restricted to this module) and supporting theoretical research.  The report must be typed and is limited to 10 pages of Font 12 size, 1.15 spaced text. Work exceeding this limit will not be marked. Additional supporting documentation may be supplemented in appendices outside this 10page limit. (Cover page, TOC and Bibliography are excluded from page limit)  Any other author’s work must be properly cited in the report using the IEEE or Harvard Referencing system (be consistent throughout the report)  It is important to include in your report an Executive Summary capturing your key findings and recommendations as typically in industry this is the main focus for managers. It is also very important to include 'Company Confidential' in header/footer of your submission.DT023_4 Industry Information Interview and Status & Improvement Opportunity Report– VW0DU Ms F. Farrell, School Mechanical & Design(QJLQHHULQJ, DIT Bolton Street Page 3 DISCUSSION GUIDE: Dear Maintenance Manager, thank you for giving me some of your valued time today. I am studying for a Degree in Manufacturing & Design Engineering at Dublin Institute of Technology (DIT) and for one of my courses which focuses on Maintenance Management, we’ve been asked to find and meet a Maintenance Manager “face to face” and to discover the reality of contemporary Maintenance Management practices and to write up what we find and identify any potential improvement(s). 1. How many maintenance staff are you responsible for? 2. Describe any Key Maintenance Performance Indicators your company uses & the methodology for assembling the KPI data. In particular, focus on two areas a. OEE and Equipment Reliability b. Inventory & Stores Management 3. For one piece of equipment, can you show me how an individual maintenance problem is gathered/logged for that machine and what systems are then used to summarise the Maintenance problems for that machine over a period e.g. By week/month etc. an the type of outputs typically available 4. Explain in general terms the structure of the Maintenance crews i.e. team structures (by activity type (e.g. planning, scheduling & execution, by shift etc., what happens on off-shifts versus on day shift). If this is quite complex, it is sufficient to give an example of the shift patterns associated with one process or piece of equipment 5. Describe the methodology your organisation uses for Maintenance Planning i.e. ensuring all the parts are available for a particular, the description of the required activity is clear and the appropriate time is allocated 6. Are Maintenance Planning resources separately organised to the rest of the Maintenance crew i.e. to those who execute the plans? 7. Are there any metrics used in this department to measure the efficiency of the Maintenance crews who execute maintenance plans e.g. No of jobs actually completed versus number of scheduled etc. Please explain. 8. Describe the methodology your organisation uses to schedule Maintenance work i.e. to allocate and agree the windows of time which will be used for the execution of Maintenance work including PM’s 9. Has your organisation ever undertaken formal SMED analysis i.e. set-up reduction activity. If yes, can you share one example of the motivation for same, the overall methodology used and the benefits achieved 10. Has your organisation formally embraced the philosophy/techniques of Total Productive Maintenance (TPM)? Is yes, explain with an example. 11. Does your organisation regularly uses Predictive Maintenance Techniques e.g. Oil Analysis, Vibration Analysis, Ultrasound, Acoustic Emissions and if so, can you give specific examples of how they are used and what benefits you have found?DT023_4 Industry Information Interview and Status & Improvement Opportunity Report– VW0DU Ms F. Farrell, School Mechanical & Design(QJLQHHULQJ, DIT Bolton Street 3age 4 12. Describe the sequence of activities that typically are used to create the preventative maintenance activities & the schedule associated with a new piece of production equipment. 13. Are PM’s ever revised and if so, typically what is the motivation to revise the PM activities? 14. Does the Maintenance Department actively use the FMEA/FMECA methodologies? If yes, explain the typical circumstances where these techniques would be used. 15. Are there any programs in your company where maintenance have formally focused on reducing the energy consumption costs associated with existing production equipment. If yes, can you give one example of the type of counter-measures undertaken. 16. We learn in college the importance of fixing problems to “root cause” as opposed to just “bandaiding” them. In a busy work environment, does your organisation encourage real “root cause analysis” of problems by maintenance crews and if so, can you explain how this is encouraged 17. What is the name of the Computerised Maintenance Management System you use? 18. For a typical new piece of equipment that consists of sub-systems and components, explain the activity typically undertaken to ensure the relevant data is available to the 19. Availability of parts is a critical element to Maintenance Management.  Do you use consignment stocking of parts? i.e. parts available locally but only “paid for” on usage.  How typically are “minimum inventory levels” for spares determined?  What typically generates the orders for “spares items” i.e. is it done manually OR using physical kanbans or via computer analysis of stock and automatic generation of work orders?  Are “inventory turns” of spares formally measured?  Can you share with us a “ballpark figure” of the annual spend on spare parts in this facility? 20. In your opinion what is the most important skill you need to do your job well? Thank you for your time and for sharing all that detail with me. I am most appreciative and it has helped show me the practical realities to the theories I’ve been learning in college.DT023_4 Industry Information Interview and Status & Improvement Opportunity Report– VW0DU Ms F. Farrell, School Mechanical & Design(QJLQHHULQJ, DIT Bolton Street 3age 5 GUIDANCE ON MARKING OF ASSIGNMENT: 100 MARKS AVAILABLE Assessment Criteria Allocation of marks Interview 30 marks Overall  Interview set-up (ability to make contact with industry and setup interview at appropriate time) 10 marks  Interview Execution (success in attaining answers to identified questions within given timeframe; additional information obtained) 20 marks Report 70 Marks Overall  Format, layout, indexing, references and length of document 10 marks  Executive Summary - ability to concisely summarize status and articulate recommendations 20 marks  Introduction - purpose of interview and feedback on interview success from your perspective 5 marks  Analysis of responses to your discussion guide - practical application v’s theoretical best practice; new areas not yet discussed in class? 15 marks  Recommendations - justification for recommendations 15 marks  Conclusion - learning’s captured from process and brief consideration on implementation of recommendations – potential challenges/concerns why might not be adopted 5 marks .