Introduction to maintenance diagnosis
During the development of this work, what we try to apply are the tools seen in class, as well as the diagnostic questionnaire are important for the elaboration of the maintenance program and thus allow the use of resources in MGSA Marbles, to achieve a high degree of productivity.
diagnosis-for-the-maintenance-administration-in-a-marble-companyIn the particular case of this work, three tools were applied that served as the basis for proposing courses of action within the company, these tools were the Ishikawa Diagram, Pareto Diagram and the control charts, and as mentioned above complementing us with the questionnaire, which shows the results in the work development part.
The main objective of this work is not only the elaboration of the maintenance program but also its implementation within the company to improve the current situation, since nowadays any industry faces challenges, due to the Globalization and International Treaties that exist, reason why every company must bear in mind its growth to become competitive in its field and increase its productivity with the optimization of resources and cost reduction. To achieve this, it is important to have the company's resources in good condition and an important support is industrial maintenance.
Identification of the company
MGSA MARBLES
As everyone knows, the demand for marble and granite is more and more varied every day. Therefore, MGSA Mármoles, a Company with 35 years in the market, has carried out agreements and covenants with different National and Foreign Companies to unite their work capacity and technology in order to reach more points of our geography and even export both raw material and processed products. Our goal is to be able to attend to all the needs of our clients, from the most artisanal works, forms, moldings, textures and standardized materials such as tiles, platelets as well as the raw material of blocks or veneers, either of the most well-known materials or of our exclusivity.
It is a company that has come to develop and revolutionize the new world of the competitive market for marble, stone and granite, with a new mindset, a mindset of leadership, it has enough, trained workers, and with technology, appropriate machinery to provide customers, the most varied range of colors and natural designs provided by the texture of these stones, with a large stock of the highest quality material to satisfy the tastes of the most demanding. born from the work and enthusiasm of new people with unparalleled imagination for the decoration of all internal or external environments where our material is placed, this is the challenge that our company wants to achieve every day, to satisfy the needs of all our customers, it is for this and many other things,that we are at the forefront of the first sales sites, both for the quality of our material and the human quality of our staff who are at your service.
General organization chart of the marble company
Maintenance diagnosis objectives
The objectives for the diagnosis for the maintenance administration within the MGSA Mármoles company are the following:
- Determination of the type of maintenance to be carried out. Determination of the equipment to be subjected to maintenance, for which there must be a prior support that implies the importance and considerations taken into account in choosing such equipment. Problems that exist in the company regarding industrial maintenance. Apply the tools or techniques used within the Industrial Maintenance course to solve problems.
Delimitation of the object of study
The study will be applied at the marble plant located in Mexico City, Naucalpan Edo de Mexico (Rosas Moreno corner with Guillermo Prieto), this being the only plant of the company, that is, it does not have branches or any other facility. Below is a description of the facilities:
- WAREHOUSE: Entry and Exit of the raw material, the UEPS system is used for inventories. This has a crane that transports the blocks. CUTTING DEPARTMENT: Place where the lamination process is carried out, using Italian machines. POLISHING DEPARTMENT: Place where the application of solvents, abrasives and other types of solutions is carried out to the aluminum blocks.QUALITY AND MAINTENANCE DEPARTMENT: Place where quality tests are carried out, such as roughness, impact, hardness, where materials and equipment are also protected to calibrate the machines and provide preventive maintenance to all the machinery. OFFICES: Place where the administrative process of the company is carried out, from purchases to sales and direct distribution with consumers.
DISTRIBUTION PLANT
Identification of information sources
The First Level questionnaire will be applied to the following charges:
- Head of Maintenance Manager.
Ing. Avoid Dolores de la Concha
- Production manager.
Ing. Alma Marcela Ladez Mayo
Ing. Rolando Lozano Salazar
- Head of quality control.
Ing. Pilar Godoy
- Maintenance technician.
Mr. Chiquito Medals
Application of diagnostic instruments
The diagnostic instruments that we will apply are various questionnaires that include first level questions.
FIRST LEVEL QUESTIONNAIRE
Evaluate by assigning a whole score from 1 to 4 to each of the following items. Give yourself a maximum score of four for the most convenient or desirable or desirable situation for your company and a minimum score of 1 for the worst situation.
| 1. Personal | |
| 1.1 The activities carried out by maintenance personnel are in accordance with their potential. | |
| 1.2 Maintenance personnel perceive that it is taken into account for decision-making in the company. | |
| 1.3 The staff knows the norms and policies that relate to their activities. | |
| 1.4 The level of perceptions for salaries, benefits and incentives for maintenance personnel is competitive with respect to similar companies. | |
| 1.5 Methods and procedures are in place to evaluate the performance of maintenance personnel and are followed. | |
| 1.6 The system for hiring and recruiting maintenance personnel corresponds to the needs of the area and not to any other criteria. | |
| 1.7 The rotation of personnel is always carried out according to the needs of the maintenance area. | |
| 1.8 The personnel with maintenance at the supervision or coordination level is adequate. | |
| 1.9 Personnel with maintenance at the operational level. | |
| 1.10 There are programs or means for staff to improve their personal relationships both within the group and with other areas that use their services. |
| 2. Administration | |
| 2.1 The objectives of the maintenance area are well defined. | |
| 2.2 The functions of the maintenance area are well defined. | |
| 2.3 The organizational structure of the company facilitates the good performance of maintenance | |
| 2.4 The maintenance area has well defined positions and they are respected. | |
| 2.5 Procedures exist and are known to all for the execution of maintenance work. | |
| 2.6 There is compatibility between production and maintenance decision making. | |
| 2.7 Planning for maintenance activities is a permanent and controlled activity. | |
| 2.8 Maintenance is planned in the short, medium and long term. | |
| 2.9 Maintenance personnel always know what to do, how to do it and when to do it. | |
| 2.10 Sufficient and adequate equipment and tools are available to carry out maintenance. | |
| 2.11 Users of the maintenance service know and respect its procedures. | |
| 2.12 There are updating, training and training programs for maintenance personnel. | |
| 2.13 When external maintenance support is contracted, it is timely, effective and affordable. | |
| 2.14 Counseling is provided and timely from suppliers of equipment and machinery. | |
| 2.15 The maintainability of the selected equipment is an aspect taken into account for the acquisition of new equipment. |
| 3. Conservation programs | |
| 3.1 There is a complete inventory of everything that will require the attention of the maintenance area | |
| 3.2 There is some criteria to prioritize the work according to the importance of the equipment. | |
| 3.3 The physical location of everything contained in the conservation inventory is known. | |
| 3.4 Normally, the parts with the highest demand and with adequate quality are available. | |
| 3.5 The raw materials consumed in maintenance are those specified by the manufacturer or are at least equivalent in quality. | |
| 3.6 There are guiding programs for maintenance activities. | |
| 3.7 The programs obey a previous analysis of the needs of the users of the equipment and facilities. | |
| 3.8 The programs are supported by clear procedures known by those involved. | |
| 3.9 The programs clearly describe the execution times of each job. | |
| 3.10 Work orders are rigorously followed up. | |
| 3.11 The programs allow a satisfactory response to service requests. | |
| 3.12 The information system (paperwork and work orders) facilitate the execution of the work. | |
| 3.13 It is supported by a computer package for maintenance coordination. | |
| 3.14 Sufficient technical information is available to carry out the work | |
| 3.15 There are extraordinary measures to respond quickly to contingencies that require maintenance intervention. |
| 4. Control | |
| 4.1 The evaluation in maintenance is a norm and is respected by all the members of the maintenance group. | |
| 4.2 The allocation of the budget to maintain is due to an analysis of its needs. | |
| 4.3 There are reliable parameters to control the costs of carrying out maintenance work. | |
| 4.4 There are reliable parameters to measure the work done by maintenance. | |
| 4.5 The relationship between available resources to produce and the contribution made by the maintenance group is reliably known. | |
| 4.6 There is information about the costs caused by poor maintenance. | |
| 4.7 There are reliability studies of the behavior of the most important teams. | |
| 4.8 There is a reliable follow-up of the information reported in maintenance. | |
| 4.9 There is an efficient management of the resources assigned to maintenance. | |
| 4.10 The entire company clearly and reliably acknowledges the contribution made by the maintenance group |
Results of the first level questionnaires
Based on the averages that each person indicated and graphically they turn out to be like this.
As can be seen, regarding personnel, the graphs indicate that only 10% of activities are in the worst situation, indicating a deficiency in the existence of programs or means for personnel to improve their personal relationships both within the group as with the other user areas of its services.
With the results of the administration questions, what you get is that there are deficiencies in the organizational structure of the company, which when improved would facilitate good maintenance performance. There are also deficiencies in that the procedures and methods for carrying out maintenance work are not known. Likewise, there are deficiencies with the amount of equipment and tools necessary and adequate for maintenance.
For conservation programs, we observe that there is no inventory of the material required by the maintenance area, and that the programs do not clearly describe the execution times of each job. There is also an absence of extraordinary measures to respond quickly to contingencies that require maintenance intervention.
Regarding control, deficiencies were found in which the relationship between the resources available to produce and the contribution made by the maintenance group is not known, and there is no reliable maintenance of the information reported in maintenance..
Defining the problems
For our study we will use several techniques, the first one is Pareto, since we need to discover the small percentage that causes problems.
Pareto diagram applied
By means of the Pareto Diagram, the most relevant problems can be detected by applying the Pareto principle (few vital, many trivial), which says that there are many minor problems versus only serious ones. Since in general, 80% of the total results originate in 20% of the elements.
The Pareto Diagram is a graph in which various data classifications are arranged in descending order, from left to right by means of simple bars after the data has been collected to classify the causes. So that an order of priorities can be assigned.
At MGSA Mármoles you want to analyze which are the most frequent defects that appear in the units when they leave the production line. For this, he began by classifying all possible defects into their various types:
| Type of deffect | Problem Detail |
| Cutter motor does not stop | Does not stop the motor when it reaches temperature |
| Motor | The engine starts but does not cool |
| Oil | It cannot lubricate the cutting machine |
| Water | The water does not come out with enough pressure to cut |
| Stripes | Scratches on the external surfaces of the marble |
| Motor | Plugging in does not start mower motor |
| Pulley disc | Does not hold the bands properly |
| Drawers | Interior cracks with cracks when applying force |
| Saws | Poor Leveling |
Subsequently, an inspector reviews each machine as it leaves production, recording its defects according to these types. AFTER INSPECTING THE COMPANY'S MACHINES IN MGSA, a table like this was obtained:
| Type of deffect | Problem Detail | Freq. |
| Oil | It cannot lubricate the cutting machine | 9 |
| Water | The water does not come out with enough pressure to cut | 5 |
| Drawers | Interior cracks with cracks when applying force | one |
| Saws | Poor Leveling | one |
| Pulley disc | Does not hold the bands properly | one |
| Motor does not stop | Does not stop the motor when it reaches temperature | 36 |
| Does not cool | The engine starts but does not cool | 27 |
| Motor | Plugging in does not start mower motor | 4 |
| Stripes | Scratches on the external surfaces of the marble | 4 |
| Total: | 88 |
The last column shows the number of machines that presented each type of defect, that is, the frequency with which each defect occurs. Instead of the numerical frequency we can use the percentage frequency, that is, the percentage of machines in each type of defect:
| Type of deffect | Problem Detail | Freq. | Freq. % |
| Oil | It cannot lubricate the cutting machine | 9 | 10.2 |
| Water | The water does not come out with enough pressure to cut | 5 | 5.7 |
| Drawers | Interior cracks with cracks when applying force | one | 1.1 |
| Saws | Poor Leveling | one | 1.1 |
| Pulley disc | Does not hold the bands properly | one | 1.1 |
| Motor does not stop | Does not stop the motor when it reaches temperature | 36 | 40.9 |
| Does not cool | The engine starts but does not cool | 27 | 30.7 |
| Motor | Plugging in does not start mower motor | 4 | 4.5 |
| Stripes | Scratches on the external surfaces of the marble | 4 | 4.5 |
| Total: | 88 | 100 |
We can now represent the data in a histogram like the following:
But what are the defects that appear most frequently? To make it more evident, before graphing we can order the data in the table in decreasing order of frequency:
| Type of deffect | Problem Detail | Freq. | Freq. % |
| Motor does not stop | Does not stop the motor when it reaches temperature | 36 | 40.9 |
| Does not cool | The engine starts but does not cool | 27 | 30.7 |
| Oil | It cannot lubricate the cutting machine | 9 | 10.2 |
| Water | The water does not come out with enough pressure to cut | 5 | 5.7 |
| Motor | Plugging in does not start mower motor | 4 | 4.5 |
| Stripes | Scratches on the external surfaces of the marble | 4 | 4.5 |
| Drawers | Interior cracks with cracks when applying force | one | 1.1 |
| Saws | Poor Leveling | one | 1.1 |
| Pulley disc | Does not hold the bands properly | one | 1.1 |
| Total: | 88 | 100 |
We see that the category "others" should always go to the end, regardless of its value. This way, if it had had a higher value, it should still have been in the last row.
Now it is evident which are the most frequent types of defects. We can see that the first 3 types of defects appear in 82% of the machines, approximately. By the Pareto Principle, we conclude that: Most of the defects found in the lot belong to only 3 types of defects, so that if the causes that cause them are eliminated, most of the defects would disappear, as shown in the following graph.
Diagram Cause - effect applied to maintenance
The cause-effect diagram is a way of organizing and representing the different theories proposed about the causes of a problem. It is also known as the Ishikawa diagram or fishbone diagram and is used in the Diagnosis and Solution phases of the cause. The cause-effect diagram is a vehicle to order, in a very concentrated way, all the causes that can supposedly contribute to a certain effect. Therefore, it allows us to achieve a common knowledge of a complex problem, without ever being a substitute for data. It is important to be aware that cause-effect diagrams present and organize theories. Only when these theories are contrasted with data can we prove the causes of observable phenomena.
Next we will see how the value of a maintenance characteristic depends on a combination of variables and factors that condition the production process (among other processes).
The variability of quality characteristics is an observed effect that has multiple causes. When a problem occurs with the quality of the product, we must investigate to identify the causes of it. To make a Cause-Effect Diagram we follow these steps: We indicate the most important and general causal factors that can generate the fluctuation of the quality characteristic, drawing secondary arrows towards the main one. For example, Raw Materials, Equipment, Operators, Measurement Method, etc.:
We incorporate in each branch more detailed factors that can be considered causes of fluctuation. To do this, we can ask ourselves these questions:
Why is there fluctuation or dispersion in the quality characteristic values? Due to the fluctuation of Raw Materials. Raw Materials are listed as one of the main branches.
Which Raw Materials produce fluctuation or dispersion in the quality characteristic values?
Why does the balance work irregularly? Because it needs maintenance. In the Balance branch we place the Maintenance branch.
Finally we verify that all the factors that may cause dispersion have been incorporated into the diagram. The Cause-Effect relationships must be clearly established and in that case, the diagram is finished.
For the company MGSA Mármoles we consider these causes that affect production
WORKFORCE
- Constant staff turnover because the contract is drawn up for a month and at the end of this period rests three days before renewing his contract, this gives the operator the opportunity to look for another job. Absenteeism of workers in the area of production. Lack of training of at least 3 days for the worker to become familiar with the work he is going to do.
MACHINERY
- Lack of cleanliness of the machinery.
- Absence of spare parts to repair some machinery, since the parts of other machines are used to repair what is needed, this implies time and delays production.
RAW MATERIAL
- The first thing that is done to obtain the raw material of a product is that the Sales area informs Production of the batch to be manufactured and, subsequently, Production passes the production order to the Warehouse, which takes approximately 48 hours. (A) Next, the Warehouse makes the purchase of the raw material with which the order is made, the previous requires a time of between 24 and 48 hours. (B) Once the order is made to the supplier, it takes an average of 5 days to deliver it, but sometimes it takes between 10 and 15 days. (C)
ABC is to identify the proposals that will be given in the courses of action.
MEASUREMENT
As for the measurement, the biggest problems arise from the calibration of the equipment and the capacity of the operators, which becomes deficient due to lack of training and skill.
All of these causes cause maintenance problems that must be addressed in order to improve the quality of the product delivered to customers, improve delivery times and meet quality standards.
Control charts applied to Maintenance
Within this context, it will be necessary to assume a statistician or estimator as a random variable with a certain distribution, and which will be the key piece in the two broad categories of statistical inference: estimation and hypothesis testing. The concept of estimator, as a fundamental tool, is characterized by a series of properties that will help us to choose the "best" for a given parameter of a population, as well as some methods to obtain them, both in point estimation and by intervals.
How to deduce the probability law on a certain character of a population when we only know a sample? This is a problem that we face when, for example, we try to study the relationship between smoking and lung cancer and try to extend the conclusions obtained on a sample to the rest of the population. The fundamental task of inferential statistics is to make inferences about the population from a sample drawn from it. Applying the work sampling for our example would be as follows:
or
Sp = Production standard error, p = percentage of idle time, q = percentage of running time, n = number of observations or sample size to determine
LC = Control Limits, p = Probability of the Activity to be studied and n = Size of the subsample
Now, in the company we apply the sampling for the application of solvents, which are necessary and sufficient, because by observing the times and by direct observation it was determined that for the work sampling we have:
| WORK SAMPLING | ||||||||||||
| Operations | I | II | III | IV | V | SAW | VII | VIII | IX | X | Total | |
| one | Inactivity | 3 | 3 | 4 | 3 | one | two | 3 | one | two | 3 | 25 |
| two | Subsample | 12 | 12 | 12 | 12 | 12 | 12 | 12 | 12 | 12 | 12 | 120 |
| 3 | Partial Proportion | 0.25 | 0.25 | 0.3 | 0.25 | 0.08 | 0.16 | 0.25 | 0.08 | 0.16 | 0.25 | 0.208 |
Knowing that if we have a 90% confidence level, we proceed to determine “S” by means of the expression:
Thus
In this way the charge will be determined by means of the P ± S formula, the famous interval of inactivity;
P + S = 0.208 + = 0.2562 ≈ 25.62%
P - S = 0.208 - = 0.1597≈ 15.97%
Therefore the interval of inactivity is set as:
25.62% ≤ inactivity ≤ 15.97%
If each work day is 8 hours, it is also known that the Polishing area has 2 people
For the polishing area we have:
10 days = 80 hours x 2 people = 160 Man-Hours
(15.97%) (160 HH) ≤ Inactivity ≤ (25.62%) (160 HH)
25,552 hr-H ≤ Inactivity ≤ 40,992 hr-H
Now, the Cost of Hours - Idle Man will be determined, if the salary is $ 200/8 hrs;
(25,552 hr-H) ($ 25 / hr) ≤ INACTIVITY ≤ (40,992 hr-H) ($ 25 / hr)
$ 638.6 ≤ Inactivity <$ 1024.8
CONTROL LIMITS
In the work, the control limits are used as tools, which are determined by the following formula:
Calculation of upper control limit and lower control limit:
Observing the graph and taking into account the values of the limits that we obtained, we observe that there is behavior within the limits, that is, it does not affect much the inactivity of the application of solvents of our defined task, now, if we look at the graph and have Taking into account our parameters, there are no losses but no gains, due to the existing inactivity, we made an important approach, where inactivity in 10 days of work there is an interval $ 180.75 ≤ Inactivity <$ 254.25, there are no losses so great that it affects The economy of the company for this activity, although it influences because many times there are performance standards for labor, machinery and equipment and this affects in a way that as an industrial engineer we must take into account for any element or defined task.
Approach to courses of action
Once the problems are hierarchized, it is necessary to dialogue with the staff, in order to analyze the viability that it has to solve them, for this it will be necessary to propose alternative solutions to each identified problem. In the company Corrective Maintenance is applied, which is incorrect since until the machines are not completely broken down they do not fix them, so this can be avoided by applying Preventive Maintenance, which will be shown in the following table.
| EXERCISE | ACTIONS |
| Verifications
daily |
The operators will be in charge of verifying that the equipment has the adequate conditions to be able to work. |
| Lubrication | It is important that operators do this operation when they deem it necessary in order to avoid wear on the equipment; as well as variations in the process that result in non-compliance with the specifications. |
| Replacement
of parts |
This activity will be carried out when any component of the aforementioned equipment suffers breakdowns. |
| check
precision |
Operators must verify that the equipment does not suffer from mismatches. |
| Early detection
abnormal conditions |
The operator is trained to diagnose failures caused by abnormal conditions since he is the specialist and knows his machine perfectly.
However, it is important to train operators so that they can determine what conditions are abnormal and repair them if they are within their capabilities. If you cannot correct the fault, speak to the maintenance manager. |
It was also noted that within the company there is a lack of organization regarding the production area, this can be corrected by applying the 5's tool that consists of:
- Seiri - «When less is more»
Executing seiri means differences between the necessary elements of those that are not, proceeding to discard the latter.
This implies a classification of the elements existing in the workplace between necessary and unnecessary. For this, a limit is established to what is necessary. A practical method of doing this is to remove anything that will not be used in the next thirty days.
- Seiton - "A place for everything and everything in its place"
Seiton implies arranging in an orderly manner all the essential elements that remain after practicing seiri, so that they are easily accessible. It also means providing a convenient, safe and orderly place for everything and keeping everything there.
Sorting the various items by use and arranging them accordingly to minimize search time and effort requires each item to have a designated location, name, and volume.
- Six
Seiso means cleaning the work environment, including machines and tools, as well as floors, walls, and other areas of the workplace. It is also considered as a fundamental activity for the purposes of verification. An operator cleaning a machine can discover many malfunctions; for this reason seiso is essential for the purposes of machine and facility maintenance. When the machine is covered in oil, soot and dust, it is difficult to identify any problems that may be forming. So while cleaning the machine we can easily detect the oil leak, a crack that is forming in the cover, or loose nuts and bolts. Once these problems are recognized, they can be easily fixed.
- Seiketsu
Seiketsu means maintaining the cleanliness of the person through the use of appropriate work clothes, glasses, gloves, helmets, masks and safety shoes, as well as maintaining a healthy and clean work environment. This is directly related to the previous point about the Three K.
Regarding eye protection, it is currently possible to have lenses for each type of possible risk; But the biggest problem is that many operators do not always accept to use safety equipment to protect their eyes. It is here where the discipline takes fundamental importance, providing the information so that the employee is at all times aware of the risks, and mentalizing him to act in accordance with the company's safety regulations.
- Shitsuke
Shitsuke implies self-discipline. The 5 S can be considered as a philosophy, a way of life in our daily work. The essence of 5 S is to follow what has been agreed. At this point comes the issue of how easy it is to implement the 5 S in an organization. Implementing it implies breaking the tendency to accumulate unnecessary elements, by not performing a continuous cleaning and not keeping the elements and components in their proper order. It also implies complying with the principles of hygiene and personal care. Once resistance to change has been overcome, through information, training and providing the necessary elements, self-discipline is essential to maintain and improve the new established order day by day.
Action plans for the cause and effect diagram
WORKFORCE
Proposals:
- Assistance bonus for $ 200 for those workers who do not accumulate any lack during the month. According to Fordist theory, provide a minimum training of three days to newly recruited workers to carry out their work with confidence. Proposals for the motivation of the worker: Motivate the worker giving rest on holidays of extreme importance to them such as December 12 (Virgin's Day); Let the worker know how important their participation is for the company so that the products are delivered on time and thereby maintain the prestige of the company and the jobs of its workers.
MACHINERY
Proposals:
- Implement a preventive maintenance program; Have the necessary basic spare parts, thus avoiding the dismantling of other machines.
RAW MATERIAL
Proposals:
- Minimize point (A) in the proposed time of 5 hours. Reduce point (B) as much as possible in no more than 2 hours. Look for serious suppliers that are penalized when they do not deliver orders on time.
Costs and pending
In this step, the costs of each activity carried out in standard time and in optimal time will be requested. Both costs must be provided by the persons responsible for the execution, in accordance with the budgets already provided by them. These costs must be noted in the information matrix.
| Activities | Normal | Limit | |
| A. From the Plant Engineer | |||
| 1. Project | 600.00 | 800.00 | |
| 2. Cost | 100.00 | 100.00 | |
| 3. Approval | - | - | |
| 4. Unpacking | 200.00 | 200.00 | |
| 5. Placement | 600.00 | 800.00 | |
| 6. Installation | 1,400.00 | 2,800.00 | |
| 7. Evidence | 6,100.00 | 6,300.00 | |
| 8. Start | - | - | |
| 9. Review | 2,100.00 | 2,800.00 | |
| 10. Machine Painting | 960.00 | 960.00 | |
| 11. Building Paint | 3,160.00 | 3,520.00 | |
| 15,220.00 | 18,280.00 | ||
| B. Of the Engineer | |||
| 12. Project | 6,000.00 | 6,500.00 | |
| 13. Cost | 100.00 | 100.00 | |
| 14. Approval | - | - | |
| 15. Transformer | 18,600.00 | 19,000.00 | |
| 16. Lighting | 8,900.00 | 9,300.00 | |
| 17. Switches | 4,100.00 | 4,400.00 | |
| 37,700.00 | 39,300.00 | ||
| C. Of the Contractor Engineer | |||
| 18. Project | 4,000.00 | 4,600.00 | |
| 19. Cost | 100.00 | 100.00 | |
| 20. Approval | - | - | |
| 21. Foundation | 3,400.00 | 3,800.00 | |
| 22. Floors | 2,800.00 | 3,200.00 | |
| 23. Windows | 1,900.00 | 2,200.00 | |
| 12,200.00 | 13,900.00 | ||
| Total of the Three Budgets | 65,120.00 | 71,480.00 | |
| Buy New Machinery | 80,000.00 | 80,000.00 | |
| Totals …………………………. | 145,120.00 | 151,480.00 | |
In the previous table we see the budgets with the normal cost for activities carried out in standard time and the limit cost for activities carried out in optimal time. The totals in the normal cost column indicate the direct costs of the project executed in standard times, however, the limit cost totals do not indicate a real cost, since it will not be necessary for all activities to be carried out in optimal time, but rather just some of them.
Conclusions of the upiicsiano study
After the diagnosis, the team makes the following recommendations that will help to keep the machinery in the best possible condition:
- It is recommended to invest in issues that do not involve a large outlay such as preventive maintenance. Corrective maintenance is highly necessary due to the conditions in which the machinery is located. Autonomous maintenance is also recommended to avoid unnecessary expenses as much as possible. 5's will be of vital help to improve the conditions in which workers operate within the work area.
The 5 S are not a fad, nor the program of the month, but a behavior of daily life. As kaizen copes with people's resistance to change, the first step is to mentally prepare employees to accept the 5S before starting the campaign. As a preliminary aspect to the 5S effort, time should be allotted to analyze the philosophy implicit in the 5S and its benefits:
- Creating clean, hygienic, pleasant and safe work environments. Revitalizing and substantially improving the mood, morale and motivation of employees. Eliminating the various kinds of changes (waste), minimizing the need to search for tools, making it easier operator work, reducing physically demanding work and freeing up space.
So if the company decided to take these alternatives, it would greatly improve its production.
Bibliography
- Handley William - Industrial Safety Manual - McGraw Hill - 1977Imai Masaaki - How to implement Kaizen in the workplace - McGraw Hill - 1988ELWOOD, S. Buffa, “Administration and technical direction of Production”, Fourth Edition, Editorial: Limusa, México, DF, 1982, Pp 672GONZÁLEZ, Ruiz Lucinda, ESPRIU, Torres José, “Theoretical-Practical Instruction of Systematic Analysis of Production II” México DF, January 2001, Pp 60KRICK, Edward V. “Method Engineering” Editorial: Limusa, México DF 1961MAYNARD, Harold B. "Manual of Engineering and Industrial Organization" Third Edition, Editorial: Reverté, SA, Spain, 1987NIEBEL Benjamín, FREIVALDS Andris, "Industrial Engineering: Methods, Standards and Work Design" Tenth edition, Editorial: Alfa omega Grupo Editor, SA de CV, México DF, 2001. INTERNATIONAL LABOR OFFICE,"Introduction to the Study of Work", Fourth Edition, Editorial: Limusa, México DF 2001M. Curie, “Analysis and measurement of work”, Editorial: Diana, México DF 1972, P: 152 - 154, 163 - 164.
