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19.2
Reliability
Measures the probability of a system, product or service
to perform as expected over time.
Values between 0 and 1 (0 to 100% reliability)
Used to relate parts of the system to the system.
If components in a system are all interdependent, a
failure in any individual component will cause the
whole system to fail.
Hence, reliability of the whole system, Rs,
Rs = R1 R2 R3 Rn
Where:
R1 = reliability of component 1
R2 = reliability of component 2
R3 = reliability of component 3
Etc
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
19.3
Worked Example
An automated pizza-making machine in a food manufacturers factory
has five major components, with individual reliabilities (the probability
of the component not failing) as follows:
Dough mixer
Reliability = 0.95
Dough roller and cutter
Reliability = 0.99
Tomato paste applicator
Reliability = 0.97
Cheese applicator
Reliability = 0.90
Oven
Reliability = 0.98
If one of these parts of the production system fails, the whole system
will stop working. Thus the reliability of the whole system is:
Rs = 0.95 0.99 0.97 0.90 0.98
= 0.805
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
19.4
Worked Example
Notes:
The reliability of the whole system is 0.8 even though the
reliability of the individual components was higher.
If the system had more components, its reliability would be
lower.
E.g. for a system with 10 components having reliability of
0.99 each, the reliability of the system is 0.9 BUT if the
system has 50 components having reliability of 0.99 each,
the reliability of the system reduces to 0.8.
Reliability chart given on page 687 of recommended text.
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
19.5
Availability
Availability is the degree to which the operation is
ready to work.
An operation is not available if it has either failed or is
being repaired following a failure.
Availabili ty A
MTBF
MTBF MTTR
Where
MTBF mean time between failures
MTTR mean time to repair
MTBF
operating hours
number of failures
19.6
Improving system
reliability
Stopping things going
wrong
Recovery
Coping when things do
go wrong
19.7
19.8
19.9
19.10
Failure analysis:
1. Accident investigation
Trained staff analyse the cause of the accident.
Make recommendations to minimize or eradicate of
the failure happening again.
Specialized investigation technique suited to the type
of accident
2. Product liability
Ensures all products are traceable.
Traced back to the process, the components from
which they were produced and the supplier who
supplied them.
Goods can be recalled if necessary.
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
19.11
3. Complaint analysis
Complaints and compliments are recorded and taken
seriously.
Cheap and easily available source of information
about errors.
Involves tracking number of complaints over time.
4. Critical incident analysis
Requires customers to identify the elements of
products or services they found either satisfying or
not satisfying.
Especially used in service operations.
19.12
19.13
6.
Fault-tree analysis
This is a logical procedure that starts with a failure
or potential failure and works backwards to identify
all the possible causes and therefore the origins of
that failure.
Made up of branches connected by AND nodes and
OR nodes.
Branches below AND node all need to occur for the
event above the node to occur.
Only one of the branches below an OR node needs to
occur for the event above the node to occur
19.14
Food served to
customer is below
temperature
Plate
is cold
AND node
OR node
Food
is cold
Plate warmer
malfunction
Oven
malfunction
Plate taken
too early
from warmer
Timing error
by chef
Cold plate
used
Ingredients
not
defrosted
19.15
To be continued
19.16
19.17
19.18
Fail-safeing
Called poka-yoke in Japan.
Based on the principle that human mistakes are to some
extent inevitable.
The objective is to prevent them from becoming a
defect.
Poka-yokes are simple (preferably inexpensive) devices
of systems which are incorporated into a process to
prevent inadvertent operator mistakes resulting in a
defect.
19.19
Maintenance
Maintenance is the method used by organizations to
avoid failure by taking care of their physical activities
Important to organizations whose physical activities
play a central role in creating their goods and service.
Benefits of maintenance:
Enhanced safety
Increased reliability
Higher quality
Lower operating costs
Longer life span
Higher end value
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
19.20
Benefits of Maintenance
19.21
Benefits of Maintenance
Lower operating costs Many pieces of process
technology run more efficiently when regularly
serviced.
Longer life span Regular care prolong the effective
life of facilities by reducing the problems in operation
whose cumulative effect causes deterioration.
Higher end value Well maintained facilities are
generally easier to dispose of into the second-hand
market.
19.22
Approaches to maintenance
19.23
2.
Approaches to maintenance
Preventive maintenance (PM)
Attempts to eliminate or reduce the chances of
failure by servicing the facilities at pre-planned
intervals.
Used when the consequence of failure is
considerably more serious.
Can be used to detect impending failures.
Remedial actions can be planned for, thus
improving overall efficiency.
The useful life of certain components can be
increase beyond their recommended life span.
19.24
Approaches to maintenance
19.25
Approaches to maintenance
Use ???
Use ???
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
19.26
Approaches to maintenance
Costs of PM
19.27
19.28
Costs of
breakdown
Cost of Breakdown
19.29
Costs
Total cost
Cost of providing
preventive
Cost of
maintenance
breakdowns
Optimum level of
preventive
maintenance
Amount of preventive maintenance
19.30
Costs
19.31
Costs
Actual cost of
breakdowns
19.32
Costs
Total cost
Cost of breakdowns
19.33
Notes:
In actuality the cost of PM does not increase as steeply as
indicated in Model 1.
Model 1 assumes that all maintenance jobs must be
carried out by a specialist maintenance team but Model
2 recognizes that operators themselves can carry out
simple, in process maintenance. Etc
The cost of breakdown could be higher than indicated in
Model 1.
A breakdown may cost more than the cost of repair
and the cost of the stoppage itself a stoppage can
take away the stability in the operation.
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
19.34
19.35
6. Failure distributions
The shape of the failure probability distribution of a
facility can determine if it benefits from preventive
maintenance.
Probability of failure
Machine A
Machine B
x
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Time
y
Operations Management, 4E: Chapter 19
19.36
Notes:
Machine A
The probability that it will break down before time x is
relatively low.
It has high probability of breaking down between
times x and y.
If preventive maintenance was carried out just before
point x, the chances of breakdown can be reduced.
19.37
Notes:
Machine B
It has a relatively high probability of breaking down at
any time.
Its failure probability increases gradually as it passes
through time x.
Carrying out preventive maintenance at point x or any
other cannot dramatically reduce the probability of
failure.
19.38
19.39
19.40
19.41
Example:
Suppose the screws on a machine become loose. Each week
it jams up and is passed to maintenance to be fixed.
A repair level maintenance engineer will simply
repair it and hand it back to production.
19.42
19.43
To develop:
Preventive actions
Breakdown services
Operating staff
To take on:
Ownership of
facilities
Care of facilities
Correct operation
Routine preventive
maintenance
Routine conditionbased maintenance
Problem detection
Operations Management, 4E: Chapter 19
19.44
19.45
19.46
Example:
Take the process illustrated in Slide 19.59. This is a simple
shredding process which prepares the vegetables prior to
freezing. The most significant part of the process which
requires the most maintenance attention is the cutter subassembly. However, there are several modes of failure.
1) They require changing because they have worn out
through usage
2) They have been damaged by small stones entering the
process
3) They have shaken loose because they were not fitter
correctly.
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
19.47
Solution
Preventive maintenance
before end of useful life
Time
Failures
Cutters
Solution
Preventive damage, fix
stone screen
Cutter damage
failure pattern
Time
Failures
Solution
Ensure correct fitting
through training
Time