Value driven maintenance
Maintenance is crucial in any organization. Without proper maintenance, assets deteriorate over time causing a loss in quality of the output produced. More importantly, it can also impact the safety of the asset or the people that operate it. Traditionally, maintenance has been viewed as a cost center in an organization; it costs money to hire maintenance technicians and purchase the spare parts to keep systems running smoothly. Too often, senior executives ignore the added value maintenance can bring to an organization such as:
- A reduction in reactive maintenance costs
- Reducing costs to restart production after a breakdown
- Limiting production scrap
- Costs of downtime such as missed orders and lost revenue
- Customer perception/satisfaction
- Improved quality of products
- Reduced environmental impact
Not surprisingly, maintenance can add economic value to a business by delivering maximum availability at the lowest possible cost. To view maintenance as a value driver, senior executives must move from cost-based thinking to value-based thinking.
Value-driven maintenance® (VDM) is not a maintenance type, but rather a philosophy developed by the founders of Mainnovation, Mark Haarman and Guy Delahay, for optimizing the value derived from maintenance at any particular point in time. The decision to perform maintenance at any time is based on cost/benefit analysis. It requires a delicate balancing between the value that improved reliability can bring and the cost of maintenance. This is summed up in the four value drivers below.
An example implementation
The process that one semi-conductor manufacturing company underwent to implement TPM in their facility is described in Implementation of total productive maintenance: A case study.
Initially, the adoption of TPM failed for various reasons, including a lack of management support, a lack of resources, a lack of long-term vision and a lack of sustained momentum.
After the first failure, another attempt to implement TPM was made; this time with success. The main measurement for success was the number of units produced per stoppage. Using TPM this value increased from 500 units per stoppage to over 2000 units per stoppage.