Quality Function Deployment in Maintenance Work

Planning

by

S.O.Duffuaa, A.H.Al-Ghamdi, A.Al-Amer

Presentation Plan Introduction Literature review Paper objectives Problem statement Approach for the problem : Quality

Function Deployment Application of QFD in planning

maintenance work Planning Conclusion and further research

Introduction Maintenance systems contribute to

organizations’ objectives, Specifically maintenance contributes through: reducing cost minimizing equipment down time improving quality Increasing equipment reliability Improving safety

Quality of Maintenance

Quality of maintenance work has been controlled by the following factors in the past

Lining up the best qualified crafts and trades. Inspection of performed jobs Continuous training of maintenance personnel

Literature [Ben Daya and Duffuaa, 1995] proposed several

ways to link quality and Maintenance.

[Duffuaa and Ben Daya, 1995] has shown how the seven quality tools can be used to improve maintenance work .

[Kelly, 1989] has outlined means and ways to treat and manage maintenance as a business function

Literature Treating maintenance as a business function has

directed the attention to maintenance planning and the effective utilization of resources.

[Kutucuoglu et al, 2001] utilized the matrix structure of QFD to develop performance measurement systems in maintenance

QFD has been used in designing manufacturing and production areas.

QFD has been applied for curriculum design and other areas

Problem Statement

Planning critical jobs has a tremendous impact on plant availability.

Planning reduces downtime and improves quality of maintenance.

Planning improves crafts utilization. Planning improves safety. Therefore it is essential to develop a

standard plan for critical jobs.

Objectives

Enhance the process for planning critical maintenance jobs. To meet Operations requirements To meet maintenance technical staff

requirements

Approach

Customize and use the methodology of quality function deployment (QFD) to design and plan critical maintenance jobs.

QFD is a planning technique that is born in Japan as a strategy for assuring that quality is built into new processes. It helps organization to take the voice of the customer and factor their wants and needs into organization product and process planning

Quality Function Deployment

QFD is a TQM tool. It is a planning technique that was borne in Japan as a strategy for assuring that quality is built into new processes.

The QFD process uses matrices (sometimes called quality tables) to help organizations to satisfy their customer requirements, e.g. HOQ.

These matrices are developed to generate design concepts, evaluate them and propose process parameters to deliver or produce the best design concept that meets customer requirements

QFD Process Analysis

Customer Requiremnts

Ratin

g

Row

#

Tech. R

eq. 1

Tech. R

eq2

Tech. R

eq. 3

Tech. R

eq. 4

Tech. R

eq. 5

Tech. R

eq. 6

Poor

Good

Excelle

nt

1. Requirement 1 8 1 Å O D O O Å2. Requirement 2 9 2 D Å Å O D D3. Requirement 3 9 3 D Å Å O D D4. Requirement 4 8 4 O O D D Å Å5. Requirement 5 9 5 D Å Å O D D6. Requirement 6 8 6 Å O D D O Å7. Requirement 7 7 7 D D Å O D D

1. Requirement 1 9 8 D D Å D D Å2. Requirement 2 7 9 D D D D Å D3. Requiremnt 3 8 10 D Å D D D D

9 9 8 7 7 8

Technical requirementsCurrent practice

Exte

rnal C

usto

mer

requirem

ent

Å Strong, O Moderate and D Weak

* ICR stands for internal customer requirements

Targets

* IC

R

Job, External and Internal Customers Valve overhaul.

• Valves are important, they controls the flow of fluids --- block flow, throttle flow.

Operations Engineers are the external customer.

Maintenance crafts as internal customers.

External Customer requirements The requirements identified by the

operations engineers (external customers) are

Quick response to the job. Reliability of the valve for the process. Good flow rate of the valve. Timely overhaul (least duration). Durability of the overhauled valve. Minimal shut down. Resistance to corrosion.

Internal Customers Requirements

The requirements identified by the

maintenance staff (internal customers) are

• Availability of spare parts

• Availability of support equipment• Proper job standards

Technical Requirements

The technical requirements for the maintenance job given by the maintenance technical staff are:

• Priority• Skill Level• Material quality• Inspection • Support Equipment• Kit availability

Technical Requirements Level

Priority: Two level 1 ( jobs are attended immediately) and 2. (jobs can be delayed up to two days).

Manpower Skill level: Three skill levels, specialist, foreman and craft.

Material type: Three levels depending on manufactures and composition

Technical Requirements Level

Inspection: Three levels depending on the inspector. These are specialist, foreman and craft.

Support equipment: Two levels depending on availability.

Kit availability: Two levels depending if kit is available or not.

QFD Process Analysis

Customer Requirements

Rating

Row

#

Priority

Skill L

evel

Mate

rial Q

ualit

y

Inspection

Support

Equip

ment

Kit A

vaila

bility

Poor

Good

Excelle

nt

1. Quick response to the job 8 1 Å O D O O Å2. Reliability of the valve 9 2 D Å Å O D D3. Good flow rate 9 3 D Å Å O D D4. Timely overhaul 8 4 O O D D Å Å5. Durability of the overhaul 9 5 D Å Å O D D6. Minimal shutdow n 8 6 Å O D D O Å7. Resistance to corrosion 7 7 D D Å O D D

1. Availability of the spare parts 9 8 D D Å D D Å2. Availability of support equipment 7 9 D D D D Å D3.  Proper job standard 8 10 D Å D D D D

9 9 8 7 7 8

Technical requirementsCurrent practice

Opera

tions E

ngin

eers

requirem

ents

Å Strong, O Moderate and D Weak

* MSTR stands for maintenance staff technical requirements

Targets

*MS

TR

Design Concepts

A design concept is a selection of a level from the technical requirements to come up with a design that best satisfies operation and maintenance staff’s requirements. As an example, a design concept 2 assigns level 1 priority, level 2 manpower, level 1 material, level 2 inspection, level 1 support equipment and level 1 for kit availability.

Summary of Design Concepts

Requirements 1 2 3 4 5 6 7 *

Priority 1 1 1 2 1 1 1

Manpower Skill 1 2 3 1 3 2 2

Materials 1 1 3 3 2 2 2

Inspection 1 2 3 2 3 2 2

Support Equipment 1 1 2 2 1 1 2

Kit availability 1 1 1 1 2 1 2

Design Concept

Table 2 Course Design Concepts

Numbers in the cells represent the level of each requirement.Numbers in first row are the design concept number.

* concept 7 represent current practice.

Concept Concept Concept Concept Concept Concept

1 2 3 4 5 6

Concepts requirements

Priority S S S - S S

Skill Level + S - + - S

Material Quality + + - - S S

Inspection + S - S - S

Support Equipment + + S S + +

Kit Availability + + + + S +

+ 5 3 1 2 1 2

- 0 0 3 2 2 0

S 1 3 2 2 3 4

Design Concept Current Practice

Totals

Table 3 Design Concept Evaluation

Results

The results indicate a room for improvement exist. Design concepts 1, 2 and 6 are better than the current practice.

Design concept # 1 is the best but could be infeasible.

Design concept # 2 is recommended

Conclusion and Further Research

QFD is an effective tool for improving maintenance jobs planning

It matches customer requirements with technical requirements.

The use of QFD provides a better understanding of the planning process.

The job design will be more effective.

More work could be done to identify more design concepts for evaluation.

AHP or a more sophisticated evaluation process can be used to evaluate resulting design concepts.

An awareness program must be launched before applying QFD in process, product or service design.

Conclusion and Further Research

Acknowledgement

The authors acknowledge the support provided by the Department of Systems Engineering, King Fahd University of Petroleum and Minerals, Dhahran, Saudi Arabia for conducting this research. The efforts of Sarah Duffuaa in typing this paper is highly appreciated.

Thank you.

Any Questions or Comments?