Analysis and quality improvement of a maintenance process

dc.contributor.authorNilsson, Johannes
dc.contributor.authorNilsson, Oscar
dc.contributor.departmentChalmers tekniska högskola / Institutionen för material- och tillverkningstekniksv
dc.contributor.departmentChalmers University of Technology / Department of Materials and Manufacturing Technologyen
dc.description.abstractThis study covers the maintenance department at SKF in Gothenburg, which is divided in two units, namely preventive maintenance and urgent maintenance. SKF is currently applying individual, and self-organized production channels in order to enhance the productivity. This way of working has proven to be efficient regarding production output and quality, but the maintenance department’s work across production channels has been hampered. SKF was noticing a large variation in the key performance indicators (KPIs), which the maintenance groups are measured by. Why it was necessary to investigate how different areas influence the performance that results in the large variation in KPI’s between the production channels. And by this locate where changes and standardizations can be made in order to improve their current maintenance approach. The purpose of this study was to reveal what aspects that influence the variation in maintenance KPI’s between the production channels, and to locate key aspects in order to enhance the overall maintenance work at SKF Gothenburg. By applying a Six Sigma structure to the study, the initial problem regarding variation between, and within, the different production channels was systematically investigated. The DMAIC structure supported the interventional study that was used. In order to capture influencing parameters, the study was divided into three major areas; with a qualitative perspective, a quantitative perspective, and a theoretical perspective. These three areas were then combined into a matrix in order to map their correlations and find patterns of synergies. The outcome of this study was four major areas of improvement to lower both the internal and external variation between production channels. The four areas comprise; ways of working, knowledge transfer and creation, interactive operator driven reliability, and use of key performance indicators. The order of implementation is depending on the organizations’ current situation and the size of each initiative. Improved ways of working refers to an enhanced planning of work tasks, improvement of maintenance analysis, efficient allocation of resources, and clarification of authorities and responsibilities. Knowledge transfer and creation concerns a guide to improve the way that knowledge is created and diffused into the organization. It is constructed to spread the ways of working between the individual production channels, and to reduce the variation between the channels. Interactive Operator Driven Reliability, iODR, is a conceptual solution to improve the use, and updating, of maintenance instructions through the implementation of a mobile solution. Key Performance Indicators, KPIs, can’t be used to their full extent due to a lack of reporting. After being improved, the KPIs shall be divided into leading and lagging measures, i.e. predetermined maintenance and condition based maintenance, in order to control the maintenance activities and enhance the motivation for using performance measures.
dc.relation.ispartofseriesDiploma work - Department of Materials and Manufacturing Technology, Chalmers University of Technology
dc.subjectIndustriell organisation, administration och ekonomi
dc.subjectInnovation och entreprenörskap (nyttiggörande)
dc.subjectIndustrial organisation, administration and economics
dc.subjectInnovation & Entrepreneurship
dc.titleAnalysis and quality improvement of a maintenance process
dc.type.degreeExamensarbete för masterexamensv
dc.type.degreeMaster Thesisen
local.programmeQuality and operations management (MPQOM), MSc
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