MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING CAPSTONE PROJECT INDUSTRIAL MANAGEMENTHo Chi Minh City, Nove
Rationale
In an ever-changing and competitive world, companies are constantly challenged by shifts in the market, technology, environment, and economy To stay ahead, companies must adapt by adopting new strategies and being open to continuous learning Traditional maintenance, once seen as just a remedy for breakdowns, has evolved into a crucial strategy for improving company operations and competitiveness The Maintenance Function now focuses on ensuring efficient operations and collaboration between departments Within this context, Total Productive Maintenance (TPM) emerges as a method to enhance production efficiency and reduce issues TPM can help companies save costs, offer better pricing, and deliver faster to their customers, making them more competitive Meanwhile, in the Industry 4.0 era, focusing on data is essential This data guides company decisions and strategies Utilizing Industry 4.0 technologies allows companies to monitor their operations closely and eventually evolve into smart factories
For many years, Bosch Viet Nam has been recognized as a reputable manufacturer of CVT push belts This respect and trust come not only from their commitment to quality but also from their association with top automobile brands worldwide One of the major contributors to their consistent quality is the Total Productive Maintenance (TPM) approach What sets Bosch Viet Nam's TPM apart is their integration of advanced digital systems, elevating their productivity management to higher standards
The document management software from ManualMaster has smart features that help you keep track of everything and make sure that the right people can get the right information at the right time You make things more efficient, lower a lot of risks, and give people more freedom and responsibility A business has to deal with tens, hundreds, or even thousands of papers, process diagrams, and forms, so it's important to have good document management Even more so if standards for quality are also set for this information In addition to its significant
2 contribution to production and quality management, the Manual master system at Bosch assumes a crucial role by providing all associates with standardized digital work instructions for various tasks The utilization of this method has the potential to enhance productivity However, the current approach does not account for maintenance operations, which often contribute to breakdowns due to the operator's inability to promptly and accurately address basic machine damages These maintenance activities mostly rely on the expertise of maintenance engineers, Along with providing an operator who is able to repair certain typical machine damage, integrating the manual master system into documenting work instructions will make it easier for them to access any methods of fixing and will help them reply more quickly The author intends to conduct a project aimed at enhancing the Autonomous Maintenance pillar of Total Productive Maintenance (TPM) by the use of digitalization
Therefore the author has chosen the topic “Applying digitalization to enhance the effectiveness of Total Productive Maintenance (TPM): A case study of Bosch Vietnam” In order to enhance the occurrence of breakdowns resulting from common machine damage during operational activities, it is imperative to suggest suitable digitization strategies that can effectively enhance work efficiency and reduce the extent of excessive workload for maintenance engineers, that makes the TPM at Bosch more effective.
Objectives
- The author has raised concerns regarding maintenance activities, specifically pertaining to the preservation of crucial work instruction documents inside the TEF department of the TPM and Methods department at Bosch Vietnam Co., Ltd
- This proposal aims to address the need for digitization and the subsequent implementation of digitization solutions inside the document management system at the TEF department By doing so, it is anticipated that the efficiency of maintenance activities will be enhanced
- The objective is to create an accessible application that integrates all TPM informations, thereby establishing a centralized platform for all stakeholders to access, resulting in enhanced productivity
- Improve document control through the implementation of a centralized and standardized Manual master system, which will facilitate convenient access, improve organizational efficiency, and ensure the secure management of data
- The assessment of the efficacy of the implementation process and the outcomes attained.
Scope and object
Scope of space: TEF Department - Bosch Long Thanh Factory - Bosch Vietnam, Co., Ltd
Scope of time: Analyze the current situation of operations at the TEF department from 2022 to 2023
- Object: The Total productive maintenance in TEF department at the Bosch
Research methodology
Using secondary documents and reports from the TEF department during the years 2022 and 2023 to determine the reason that is affecting the rising amount of downtime and will contribute to strengthening the operator awareness skills of the organization in the future The strategy that makes use of secondary documents will make it much simpler to collect information, and the papers that are now available are saved in the document directory of the TEF department The data that was updated and recorded in the years 2022 and 2023 will accurately reflect the current situation regarding the productivity of equipment and production losses
In the meantime, make use of quality control tools like survey forms, fishbone diagrams, and Pareto charts to collect data in order to discover the primary source of the problem and, as a result, offer remedies that will help
4 increase the factory workers' ability to do autonomous maintenance In addition, the author incorporates both interviews and conversations with maintenance engineers into his discussion of the current state of training for rectifying typical faults in machine operation for manufacturing operators Consequently, this will lead to an improvement in the performance of maintenance at the Total Productive Maintenance and method department.
Structure of report
The report consists of four chapters, specifically:
- Chapter 1: Introduction about Bosch Vietnam Co., Ltd
- Chapter 3: Analysis of the status of maintenance at Total Productive maintenace and method department
- Chapter 4: Applying the digitalization into Autonomous maintenance pillar of TPM in TEF department
INTRODUCTION ABOUT BOSCH VIETNAM CO., LTD
Introduction about Bosch Vietnam Co., Ltd
The Bosch Group is a well-known provider of technology and services on a global scale It employs roughly 421,000 associates worldwide (as of December
31, 2022) Manufacturing and industrial technologies are at the core of the company's business
Figure 1.2: Factual information and statistics about Bosch in Vietnam in 2022
In 2022, the company's sales totaled 88.2 billion euros Four industry sectors that make up its operations include:
The strategic focus of the Bosch group can be identified as:
Outstanding point: As a leading IoT provider, Bosch Bosch provides cutting- edge options for smart homes, Industry 4.0, and connected mobility
Vision: To offer innovative, safe, and sustainable mobility solutions In order to provide linked, cross-domain solutions to its clients from a single source, Bosch makes use of its experience in sensor technology, software, and services as well as its own IoT cloud
Strategic objective: to facilitate connected living with products and solutions that either contain artificial intelligence (AI) or have been developed or manufactured with its help Bosch improves quality of life worldwide with products and services that are innovative and spark enthusiasm
The mission is based on seven central values, which shape the company's corporate culture – ranging from a focus on the future and earnings to cultural diversity Responsibility and sustainability are part of this set of values and thus of their actions
In short, Bosch creates technology that is “Invented for life”
In Vietnam, Bosch first began doing business as of 1994, and in 2008 it established a wholly-owned subsidiary there According to Bosch's business strategy in Vietnam, all companies united into Bosch Vietnam Co Ltd on July 1, 2014, with the company's headquarters located at the Ho Chi Minh City Plant (HcP) in Dong Nai Province
Additionally, in Ho Chi Minh City, Bosch has a software and engineering
R&D center as well as an automotive R&D center for mobility solutions In June
2022, the Bosch software and engineering R&D center expanded to Hanoi Bosch reported combined sales in Vietnam in the fiscal year 2021 of roughly 192 million euros At the end of the year 2021, Bosch has about 5,000 employees in Vietnam
In Vietnam, Bosch has a variety of enterprises, today, the country is home to
7 operations for each of the four Bosch business divisions: Mobility Solutions, Industrial Technology, Consumer Goods, and Energy and Building Technology
1.1.1 History of formation and development of the Bosch Group
In 1886, Robert Bosch founded the “Workshop for Precision Mechanics and Electrical Engineering” in Stuttgart This was the birth of today’s globally operating company Right from the start, it was characterized by innovative strength and social commitment
Bosch established its first international office in England in 1898, the year their product was first used in automobiles
Bosch's first entry into the household appliance market started with the introduction of refrigerators in 1933, washing machines in 1958, and dishwashers in 1964
In 1978, Bosch successfully produced the ABS anti-lock system, which is used in many modern automobiles
A superior alternator was successfully developed by a branch of Bosch in Wales in 1991 In the year 2003, we continually saw the introduction of Bosch's LI-X alternator - an innovation of the old model
In 2004, A Bosch branch at Blaupunkt introduced the automotive radio, which helped the firm become the brand that dominated the market for safety and entertainment systems for vehicles
The Bosch Group currently includes more than 193 manufacturing facilities and
119 research centers around the world, together with roughly 440 branches and subsidiaries in 60 different countries
In 2021, Bosch had consolidated revenues of approximately €192 million in Vietnam As of December 31, 2021, Bosch employed more than 5,000 associates and had diversified business operations in Vietnam Until now, all four business areas of Bosch, including mobility, Industrial Technology, Consumer Goods and Energy and Building Technology have operations in Vietnam
Figure 1.3: Factual information and statistics about Bosch in Vietnam in 2021
Along with its production capacity, Bosch contributes significantly to the Vietnamese economy in accordance with its slogan, "Invented for life" by investing in the country's workforce, educational system, and efforts to combat climate change
Figure 1.4: Some of Bosch's brands
The Bosch Group consists of a number of distinct brands, each of which has goods and services that are geared toward meeting the needs of a particular market
1.1.3 Bosch Powertrain Solutions plant in Dong Nai
Figure 1.5: Bosch Long Thanh Plant
Bosch Powertrain Solutions plant in Dong Nai manufactures continuously variable transmission push belts (CVT push belt) In its first year of operation,
2008, Bosch produced 1.6 million CVT push belts in Dong Nai, Vietnam, where it began CVT push belt production The factory's manufacturing capacity has steadily increased during the last ten years 18 production lines were successfully running at the plant as of December 2017 in accordance with Bosch's global manufacturing and quality standards More than 25 million CVT push belts had been produced at the Bosch Powertrain Solutions facility in Dong Nai by the month of March 2018 Three facilities, including the Netherlands, Vietnam, and Mexico, produce Bosch CVT push belts for supplying clients all around the world but Vietnam is known to host Bosch's largest CVT pushbelt manufacturing facility
On August 1, 2008, HcP began assembling belts in a rented building as the assembly facility for Tilburg Plant (TbP) On April 14, 2011, HcP celebrated the
10 opening of a new plant (Lth101 with 17,000 sqm), which not only allowed for an increase in production depth but also made it easier to assemble this high-tech product using a push belt HcP reached a significant milestone on July 3, 2012, when it began manufacturing the second part (loop-set) of its push belt Since November 2012, HcP has successfully grown its production capacity and realized many new line SOPs It has also doubled the production floor area and raised the net total floor space up to 56,000 sqm
Proven as one of the biggest European investors in the nation, Bosch has made about 363 million euros (US$396 million) in the factory over the past 15 years These improvements are intended to increase the plant's production capacity and transform it into an Industry 4.0-enabled smart factory
Products and Services - Products at Bosch Powertrain Solutions Plant in Dong Nai (HcP)
Bosch’s products and services spread across many aspects of our life: in our house, car and office
Until now, Bosch Vietnam’s products and services can be listed down according to 3 significant groups:
- Mobility: Bosch brings together comprehensive expertise in vehicle technology with hardware, software, and services to offer complete mobility solutions
- At home: Bosch offers automatic home appliances, equipment to ease people’s life
- Industry and trades: Bosch offers innovative products and services for industry and trade
Figure 1.6: Products of the company (CVT Push Belt)
At Bosch Powertrain Solutions plant in Dong Nai, Bosch dedicates their production to manufacture the only product: Continuously variable transmission
(CVT): An automatic transmission without fixed shifting points It offers additional driving comfort because the transmission operates continuously instead of shifting between fixed gears Therefore, driving off, and driving characteristics in general, are particularly smooth with CVT With the right control, a CVT's flexibility may enable the engine to run continuously at a set RPM even while the vehicle's speed changes
Automobiles, tractors, side-by-side vehicles, motor scooters, snowmobiles, bicycles, and earthmoving machinery all employ CVTs There are various different CVT designs that have occasionally been used, but the most popular one uses two pulleys connected by a belt or chain.
Organization chart of HcP
At HcP, the Head of Commercial (HcP/PC) and the Head of Technical (HcP/PT) are the individuals who are responsible for making decisions, developing objectives, and determining the overall direction of the organization
There are additional divisions that the leadership of manufacturing has direct authority over, including the following:
- The HcP/CTG (Control Room) is in charge of monitoring the organization's budget and finances
- The HcP/ICO Department, which stands for the Information Coordination and Organization Department, is responsible for managing information security- related concerns and facilitating the installation of software on the company's system
- HcP/LOG (Logistics Management Department) is in charge of controlling inventory levels, as well as the amount of raw materials utilized for input and output, as well as the number of things that are sent out to customers for each order
- The Technical Training Center (HcP/TGA) provides a variety of technical training courses with the goal of cultivating young, dynamic, and imaginative internal resources
- HcP/HRL: accountable for hiring decisions, employee training, pay and benefits, and other HR-related responsibilities
- The HcP/FCM (Facilities Management Department) is in charge of ensuring that the facilities and the equipment are properly maintained so that they can cater to the requirements of the workforce
- The HcP/HSE Department, which stands for the Health, Safety and Environment Department, is responsible for ensuring the safety of workers in the industrial setting and provides safety instructions to employees before they enter the production lines
- HcP/MSE3 (Production Department): in charge of putting together finished goods by assembling components and loopsets
- PS/QMM (Department of Quality and Methodology): Maintains customer satisfaction through internal assessments and IATF certification, and ensures product quality by providing training on techniques such as SPC and FMEA
- PS CT/ETC (Engineering Technology Center): provides assistance for transmission technology used in Bosch's current products in Vietnam and globally
It is a partner in the creation of Test Technology and is responsible for developing testing strategies, putting those strategies into action, and assessing the results of those efforts A variety of tests, including evaluations of elements, product support belts, document control, risk assessment, technical changes, and 8D on current goods, are carried out
- HcP/MSE1, also known as the Production Department, which is in charge of making elements
- HcP/MSE2 (Production Department): in charge of the production of loopsets
- The HcP/TEF department is responsible for the maintenance of document systems and equipment Additionally, this department handles difficulties that arise when a failure in the manufacturing line affects the output of the line
- HcP/PRS (the Security Department) is responsible for overseeing the factory's general security, providing guidelines and registration papers to outside partners that come to the plant to film or take images, and providing support for relevant documentation
1.2.2 Organization chart of technical functions department
The Technical Function department (TEF) is in charge of the engineering aspects of the factory including researching to improve the production system (deploying lean, ergonomics), and ensuring machines operate effectively (maintenance, repairing, troubleshooting for preventing and eliminating technical issues that affect the production) In addition, the technical department is also responsible for inventory management and procurement of goods and spare parts used in manufacturing
HcP/TEF department structure comprises:
Figure 1.8: Organization chart of TEF department
Each group is accountable for a multitude of responsibilities in the following areas:
- TEF1: Responsible for problem-solving in order to troubleshoot and address production issues (Long-term or intermediate initiatives) In addition, their primary responsibility is to conduct research in order to standardize specifications for CVT components (element and loop set)
- COS: Researching and developing (R&D) novel types of CVT which is valuable to potential customers
- TEF3: Including TEF3.1 (responsible for Maintenance (PM/CM) and handling ad hoc-issues), TEF3.2 (Spare part inventory management and procurement), TEF3.3 (planning for PM), and TEF3.4 (planning for CM)
- TEF4: Industry 4.0 deployment in HcP
- TEF6: Implementing and ensuring manufacturing actions comply with BPS and ergonomics standards, as well as managing the HcP documentation system
LITERATURE REVIEW
Literature review of digitalization
In a study conducted by Galindo-Martín, M N., in 2023 defined that Digitalization refers to the heightened utilization of digital technology and its incorporation and mutual influence in the organization's goods and inbound and outbound operations This phenomenon can lead to significant alterations, particularly in the manner in which companies generate and acquire value Digitalization can be conceptualized as the amplified production, examination, and utilization of data with the dual objective of enhancing the internal operational effectiveness of a firm and augmenting its growth potential by delivering enhanced value to clients through the transition from analog to digital formats The impacts of digitalization on corporate leaders and politics have been significant, encompassing a range of difficulties, opportunities, and outcomes The concept of digitalization has been widely recognized as the fourth industrial revolution, following the historical advancements of the steam engine and mechanization, electricity, and mass production, and computerization and automation (Bjửrkdahl, J., 2020, May 5)
The impact of digitalization on the expansion of production across many sectors of the economy and the enhancement of industrial processes' efficiency is significant Consequently, the allocation of resources towards the digitalization of productive activities is a crucial element linked to economic growth Furthermore, the process of digitalization enhances labor efficiency and minimizes information costs, thereby enhancing competitiveness Hence, the prioritization of digitalization in economic contexts is vital for fostering innovative processes, as it effectively safeguards national and economic competitiveness
However, the process of digitalization has facilitated the widespread implementation of novel organizational innovations, aimed at facilitating the exploration of potential business prospects These innovations include e- commerce, alternative methods of financing such as venture capital and
17 crowdfunding, the establishment of coworking spaces, and the expansion of teleworking These transformative developments have fostered the emergence of entrepreneurial individuals who seek to capitalize on the newfound business opportunities that arise from the ongoing digital transformation (Galindo-Martín,
In a study by Jeske, T in 2021, The concept of digitalization has garnered heightened interest since the introduction of the term "Industry 4.0" in 2011 The word refers to the concept of an industrial sector that has undergone digital transformation Therefore, it designates the objective of a progression that had already commenced several years prior and gradually gained momentum and prominence The term "digital transformation" is used to describe the comprehensive impact of digitalization on industry, encompassing processes, products, and business models As a result, numerous expectations emerged concurrently with the concept of "Industry 4.0," giving rise to diverse and, in some cases, extensive ideas of the future trajectory of the manufacturing industry and its subsequent outcomes These encompass significant anticipations regarding productivity and the acquisition of flexibility, bolstered by artificial intelligence, a collaboration between humans and robots, smart watches, and data glasses Additionally, there are altered qualification prerequisites and entirely novel job descriptions, as well as the automation of production and the potential for employment reductions
2.1.2 The need for digitalization in maintenance
The process of digitalization is seen as a crucial aspect in the context of Industry 4.0 and Maintenance 4.0, as highlighted by Cachada et al (2018) It entails the transformation of analog procedures into digital ones within companies The phenomenon under consideration has the capacity to significantly alter various aspects of society, including work, leisure, behavior, education, and government Moreover, it has been observed to yield favorable outcomes in terms of labor, energy, resources, and carbon productivity Additionally, it has the potential to lower production costs, enhance accessibility to services, and reduce the material
18 requirements of production In organizational contexts, the primary drivers for action often stem from the desire to achieve cost savings, enhance operational efficiency, foster agility and flexibility, and pursue global expansion, among other factors Digitalization offers a competitive edge through its ability to execute tasks with enhanced efficiency, speed, and cost-effectiveness relative to rival entities The digital transition in maintenance services is driven by a multitude of constraints and formidable sustainability obstacles
Throughout the progressive development of maintenance services, numerous constraints have been effectively addressed Nevertheless, it is important to acknowledge that certain limits persist The maintenance services sectors have always had challenges in delivering timely and efficient services to assets situated in geographically distant areas, despite their global presence Delivering maintenance services in geographically isolated regions posed significant time and financial burdens for both the service provider and the client The reliability and effectiveness of maintenance services rely heavily on the continuous accessibility of asset information, which is conventionally obtained through manual and periodic on-site visits and servicing (Johansson et al., 2019) This hinders the ability to fully understand and analyze the performance of the asset in a detailed and sophisticated manner Repairs are commonly required due to equipment failures, which in turn lead to unpredictable periods of inactivity that hinder operational efficiency and productivity, resulting in substantial financial consequences This economic loss is further exacerbated when there is limited or no prior information available about the assets in question The many limitations outlined above play a significant role in the sustainability issues encountered by maintenance services, hence posing a substantial apprehension for the service industry as a whole Furthermore, the scope of maintenance services has evolved beyond mere repair and overhaul, encompassing a role as a significant contributor to the overall operational effectiveness of a corporation The assessment of maintenance service's influence on the overall business involves the examination of significant key performance indicators (KPIs) such as worldwide reach, cost savings, time savings, business growth, and sustainability impact The digital
19 transformation of maintenance services was influenced by a combination of these reasons
According to Jain et al (2014), in the context of contemporary globalization and the need for global competitiveness, it is imperative for all industries to advance in all dimensions, including maintenance, in order to stay relevant The digitization of maintenance services enables a broadened scope of operation, transcending geographical limitations and facilitating global and remote accessibility Digitalization is a highly efficacious approach to the modernization of maintenance practices, as it facilitates the creation of novel instruments that enhance the competitiveness, efficiency, and sustainability of enterprises operating in the maintenance domain In the past, the availability of asset information was limited However, the emergence of modern digital tools and technology has made it possible to constantly access real-time asset data, encompassing aspects such as asset health, operation, maintenance, and production Furthermore, it assists in the accumulation, storage, and analysis of asset data, while also facilitating asset monitoring, diagnosis, troubleshooting, prediction, and optimization The efficient utilization of time is of great significance, and the utilization of real-time and historical asset data can aid in the anticipation of failures well in advance, hence mitigating the incidence of any potential downtimes and minimizing economic losses (Jantunen et al., 2010) Furthermore, digital maintenance serves the purpose of not only addressing limitations but also offering decision support for operation and maintenance It facilitates the identification of strategies to minimize repairs and proactively prevent failures, resulting in time and cost savings Additionally, digital maintenance plays a pivotal role in fostering long-term and secure social transformations, as highlighted by Johansson et al (2019) Hence, the process of digitizing maintenance services not only serves to update and modernize maintenance practices but also yields significant advantages for both consumers and service providers Moreover, it has a profound impact on the sustainability of maintenance services, generating positive outcomes across all aspects of sustainability
It is of utmost importance to promptly ascertain the root causes of defects and carry out proactive maintenance measures Simultaneously, the potential for subjective evaluations that may develop during the manual data collection process by multiple employees can be mitigated This process is facilitated as it is imperative to establish an accurate diagnostic, rather than a mere diagnosis, during the maintenance phase, with the aim of optimizing time and financial resources eMaintenance offers more effective and better maintenance work, as it can reduce corrective maintenance, which in turn leads to reduced costs, as unanticipated errors might result in increased downtime The implementation of preventive maintenance practices, involving the periodic replacement of parts, poses potential dangers during the process of changing functional units However, these risks can be mitigated by transitioning from traditional preventive maintenance to state- based maintenance, which facilitates the adoption of eMaintenance
The significance of education and training inside an organization is paramount in the pursuit of an effective eMaintenance system, as knowledge and capacity represent the most valuable assets of a corporation The discourse also encompasses an examination of the considerable resource demands and intricate nature of this particular component The preparatory phase for initiating eMaintenance work and the training phase are aimed at equipping the appropriate individuals with the necessary information Moreover, it is imperative to address inquiries pertaining to the appropriate individuals to get training, the specific areas in which they should be trained, and the intended objectives of such training Additionally, it is crucial to determine the sequence in which individuals should be trained, taking into consideration factors such as priority and prerequisites Emphasizing the significance of aligning with the advantages offered by the implementation in order to effectively motivate organizational change
Tortorella, G L., in 2022 stated that The implementation of digitalization in maintenance practices facilitates a transition from reactive and breakdown repair strategies to proactive and predictive maintenance plans This move brings about several advantages in terms of financial, technical, and social aspects Industry 4.0 technologies serve as the foundation for the digitization of
21 maintenance processes and the enhancement of current practices and plans For instance, it has been suggested that the utilization of big data has the potential to improve the accuracy of predicting common lifespan stages Additionally, augmented reality has been identified as a technology that can assist in the process of diagnosing and inspecting equipment failures In addition, the integration of Internet-of-Things (IoT) and cloud computing facilitates the effective management and surveillance of operational parameters, hence minimizing inefficiencies and facilitating informed decision-making Various terminologies have been employed to denote the process of digitizing maintenance operations, including Maintenance 4.0, Smart Maintenance, and E-maintenance
In another study conducted by Karki, B R., & Porras, J 2021 assumed that Technology is improving every day and it has substantial advances on maintenance services The transition of maintenance practices from a reactive approach to a preventative one, and subsequently to a proactive approach, serves as an illustrative instance of technological advancements in this field In contemporary times, numerous equipment and their corresponding components possess the capability to gather operational data throughout a specific duration Subsequently, this data may be subjected to analysis, leading to the identification of various intriguing insights The current period is characterized by the widespread adoption of digital technology, which has led to a transformation in the way organizations operate This transformation involves the utilization of digital technologies and data to enhance and optimize various processes and practices The process of digitalization has the potential to enhance maintenance services through the utilization of gathered data and advanced technologies This enables the monitoring of equipment health, the diagnosis of faults, the prediction and troubleshooting of failures, and the optimization of performance The potential of digitalization as a sustainable solution to maintenance services yet to be fully comprehended
Literature review Total productive maintenance
Total Productive Maintenance (TPM) is a comprehensive methodology for equipment maintenance that aims to attain optimal production processes with minimal disruptions Autonomous maintenance refers to a systematic approach wherein operators actively participate in the maintenance of their assigned equipment, with a primary focus on proactive and preventative maintenance measures Enhanced operational procedures and the ongoing pursuit of excellence are basic principles within the framework of Total Productive Maintenance The TPM approach aims to minimize the occurrence of breakdowns, stops, and defects, hence reducing costs and fostering employee engagement The implementation of effective communication tactics, coupled with strong support from senior management, plays a crucial role in enhancing the functionality of TPM TPM is a methodology that enhances the operational conditions of equipment, facilitating the attainment of Takt time with maximum machine efficiency, and maintaining equipment at an optimal level of performance and dependability (Agustiady, T K., & Cudney, E A., 2018, February 15) According to Ahuja, I., et al in (2009), OEE serves as an objective and unbiased method for assessing equipment performance on a daily basis It facilitates the transparent exchange of information and encourages a non-judgmental approach to addressing equipment-related concerns The fundamental principles of TPM are commonly referred to as the
"pillars" or "elements" of TPM The foundation of TPM is constructed and remains supported by eight fundamental principles The TPM methodology facilitates the implementation of effective planning, organizing, monitoring, and controlling activities by employing a distinctive eight-pillar approach:
Figure 2.1: Eight-pillar approach for TPM implementation
Autonomous maintenance helps to develop the capabilities of operators most effectively operators are capable of performing basic maintenance and repair tasks, have a deep understanding of technical parameters as well as the principles and processes of equipment operation, and participate in repairing and improving technical characteristics Operators are responsible for preventing equipment degradation, reducing repair costs, and production costs on the equipment cluster they are managing
● The machine operates continuously without abrupt stops
● The versatility of operators: In terms of skills in operation and equipment maintenance
● Eliminate sources of loss with the participation of 100% of employees
● Step-by-step implementation of the autonomous maintenance program
Develop techniques, and production capabilities, and establish the best conditions for the equipment This helps to combine human resources and equipment always in a ready state, making: Work the most efficient (no loss) and the highest performance (effort is minimal) Summary of the 7 steps to implement autonomous maintenance as shown in the figure 2.2:
Figure 2.2: 7 steps in autonomous maintenance
In actual production, each unit always encounters various issues, such as those related to quality, cost, productivity, and labor safety Depending on the specific moment and the critical significance of the events at that time, managers will select and identify problems and establish teams or committees for improvement All these activities help maximize equipment performance and processes by eliminating losses and improving equipment, processes, methods, and developing human resources
● Practical activities reduce losses to zero
● Strictly achieve the loss reduction targets set by the plant in all departments
● Strictly carry out performance improvements across all equipment
● Use supportive tools to thoroughly eliminate losses
● Focus on making control easy for operating staff
The focal process for implementing improvements includes:
Step 2: Expose and eliminate abnormalities
Step 3: Analyze the main causes
The essential goal of TPM (Total Productive Maintenance) is to maximize the performance of the equipment, using the equipment most efficiently, with the lowest cost Focused improvement is a pillar of the TPM system, and the activities of focused improvement can eliminate 16 losses in TPM the figure 2.3:
Criteria Infrequent Losses Recurring Losses
The cause of this type of breakdown is usually very easy to find The cause-effect relationship is easily recognizable
The cause of this type of loss is difficult to identify and hard to find solutions for
Solution Easy to establish inspection conditions
This type of loss has underlying causes hidden in equipment defects, and methods
Impact/Loss Single losses, where costs and losses can be accurately calculated
Rarely a single cause, impacts have a chain characteristic
Occurrence Occurs infrequently Occurs very frequently
Use related resources in the chain to address this issue
Requires support from process engineering, quality assurance, and experienced maintenance staff
Source: Total Productive Maintenance (TPM)
This content focuses on the planning of preventive maintenance based on the operating time of machines and their working conditions, as well as the manufacturer's recommendations It also involves planning for spare parts, supplies, manpower, and time to avoid impacting production More importantly, maintenance needs to be planned Good planned maintenance will reduce unexpected downtime, increase machine lifespan, decrease repair time, and reduce maintenance costs It closely ties with autonomous maintenance
The goal is to keep equipment always ready, produce defect-free products, and achieve customer satisfaction Progressive Maintenance is divided into four stages:
Stage 1: Restore deterioration and improve poor designs
Stage 4: Predictive maintenance with Progressive Maintenance
We apply the most standard knowledge, techniques, abilities, and methods in training and supporting operational staff in their tasks
6 steps to implement planned maintenance:
Figure 2.4: 6 steps of planned maintenace implementation
The goal is customer satisfaction through high-quality products using a strong quality management system, and keeping equipment in good condition Focus on eliminating defects, improving equipment and procedures, and deeply understanding which equipment details are related to specific product defects to eliminate and prevent potential risks Quality management activities install equipment capable of preventing quality defects, essentially based on the best equipment conditions, maintaining the best product quality Conditions are always measured and tested frequently to ensure that the necessary parameters have not exceeded the allowed limits Convert values and standards that need to be tested so they can be displayed, predictive, and preventative before defects occur
● No defect condition and equipment control
● Quality management activities support QA
● Focus on preventing defect sources
● Focus on anti-error activities (Poka-yoke)
● Detect defects in the production line and categorize them
● Required data: Classified quality defects: Market defects and Factory defects
● Market defects are collected from customer rejections and complaints In the factory, it includes data related to products and processes
Step 1: Review the Product Defect Matrix and supporting data
Step 2: Predict and test various defects
Step 3: Identify defects that need elimination
Step 4: Assess the source of the problem
Step 5: Use self-maintenance analysis tools to track problem causes
Step 6: Estimate the impact of proposed solutions
TPM is a continuous learning process Without appropriate and standardized training, TPM, and the maintenance system in general, will not become a reality Training must ensure quality and effectiveness The program must include topics such as management skills, teamwork, problem-solving, quality management, etc This content positively supports the above, especially autonomous maintenance Conversely, the above helps guide the company's training work
The goal is no accidents, no occupational diseases, no fires, or explosions
In terms of safety, no environmental or human damage occurs in the production area or within the company's management scope due to our procedures This pillar will provide safety knowledge and behavior to others
TPM activities in indirect departments support administration, supply, sales, and after-sales are very important because their task is to collect, process, provide information, and serve other production needs
Review all production stages from start to finish and seek to improve weaknesses from the outset Establish a data system for evaluating and learning from past experiences when preparing to invest in new equipment or developing new products New equipment must be more advantageous than the old, easy to operate, clean, reliable, less energy-consuming, longer-lasting, etc This content closely integrates with planned maintenance
ANALYSIS OF THE STATUS OF TOTAL PRODUCTIVE
Introduction
The primary objective of this chapter is to provide an in-depth analysis of the current condition of Total Productive Maintenance within Bosch Vietnam To facilitate clarity and a systematic understanding of this subject, the chapter has been divided into two main sections:
Maintenance Methods Overview: Initially, an overview of the common maintenance methodologies employed by the organization is presented By analyzing data from 2022 to 2023, this chapter reveals the predominant maintenance methods and their associated cost implications The objective is to determine which methods are the most costly and then provide recommendations to maintain the quality of implementation and potentially reduce costs
Evaluating Total Productive Maintenance effectiveness through OEE metrix and OEE is an essential metric for determining the efficacy of TPM in a manufacturing environment This chapter will go deeply into the OEE statistics for the whole manufacturing process at Bosch Vietnam By understanding the OEE status, readers can gain insight into the efficacy of current maintenance practices as well as areas where TPM could be optimized for improved results
Machine Failure and Repair Metrics: a detailed summary of the frequency of machine failures, MTBF, the number of repair orders generated, and the frequency of overtime due to emergency situations are provided These metrics are essential for identifying constraints and problem areas in the maintenance activities, particularly within the MSE3 division With this information, strategic planning can be conducted to swiftly initiate projects aimed at enhancing the overall maintenance efficiency and reducing unplanned production process interruptions
Overview Bosch’s Maintenance Methods
The majority of HcP's manufacturing procedures for making Push belts involve the use of advanced automated technology and are equipped with the most recent and newest equipment from all over the world As an obvious result of this, the quality of the push belt products is consistently held in extremely high respect by consumers all over the world Maintenance tasks in the factory are always given top priority, and each technique of maintenance needs to be examined in a standardized manner This is specifically due to the fact that the factory is equipped with high-tech machinery
In recent years, the HcP factory has not only worked toward the goal of enhancing product quality and the performance of machinery to create a larger amount in order to satisfy the needs of customers, but it is also striving toward the goal of reducing the costs of maintenance and repairing any damages that have occurred
Corrective maintenance and preventive maintenance are the two methods of current maintenance approaches that are used at HcP After a problem has been identified, the next step is to undertake corrective maintenance, often known as
CM The goal of CM is to restore the faulty part to a working condition so that it can carry out its original purpose PM is performed at regular intervals or in accordance with a set of specified criteria, and its primary objective is to lessen the likelihood of an item failing or deteriorating over time According to Huang et al (2003), the purpose of PM is to deliver the highest possible level of system reliability and safety while utilizing the fewest possible maintenance resources
On the other hand, PM necessitates that the objects in issue either have a predicted lifespan or a rate of deterioration that can be measured
The choice of a maintenance approach is determined by a variety of different elements, some of which are the cost of downtime redundancy, and the characteristics of the items' reliability As a result of this, the optimal ratio of preventative maintenance to corrective maintenance for the purpose of reducing costs differs amongst organizations and assets According to a typical rule of
33 thumb for performance evaluation, one should aim for a PM to CM share of 80/20 in general (Wireman, 2003) This rule of thumb is based on the Pareto principle, which states that 80 percent of results come from 20 percent of causes
The following is a percentage breakdown, taken on data collected over an interval of one year between 2022 and 2023:
According to the statistics, preventive maintenance accounts for 64% of all work performed, while corrective maintenance accounts for just 36% This indicates that the HcP plant has been responding to maintenance operations over the period of the past year mostly by performing preventive maintenance, which brings the indicator up to roughly 28% Although the factory has only been operating in Vietnam since 2007, the Bosch brand is one of the longest-standing multinational enterprises in Europe, so the management and control of maintenance, and repair of machinery are excellent This is one of the reasons why the maintenance engineers team at Bosch Vietnam are well trained in the knowledge and expertise that contributed to the success of the implementation It is easy to see that through the figure 3.1 percentage corrective maintenance higher than the standard is 16%, and with the HcP plant's goal of maximizing maintenance and repair costs, it is necessary to concentrate more on improving preventive maintenance
However, according to the theory that was mentioned earlier, the implementation of both of these methods in repair and maintenance operations needs to be demonstrated at an 80/20 ratio to generate maximum maintenance cost optimization.
Overview the current status of TPM at Bosch Viet Nam
The authors examined measures such as overall equipment effectiveness (OEE), mean time between failures (MTBF) The author himself collects the data for these indicators from the necessary departments, and the TEF 3 department at the Bosch plant in Vietnam is responsible for overseeing all of the machinery maintenance activities there The fact that HcP is outfitted with cutting-edge machining lines means that its maintenance engineers receive extensive education, making it one of the most productive machinery management plants in all of Vietnam The author has to use the aforementioned indications in order to conduct an evaluation that is both objective and complete This will allow the author to determine what aspects of the factory need to be improved and what aspects reflect the current state of the house
In General, the Equipment Evaluation of effectiveness: Overall equipment effectiveness is an incredibly significant indicator in monitoring and evaluating the efficacy of total productive maintenance The perspectives included in the OEE tool are the effectiveness of maintenance, efficiency in output, and efficiency in quality The author gathered information on the % OEE of the three important production departments: MSE1, MSE2, and MSE3 during the period between
Table 3.1: OEE index of MSE1, MSE2, and MSE3 in 2022
Figure 3.2 : OEE index of MSE1, MSE2, and MSE3 in 2022
When looking at the Figure 3.2, one can see that the %OEE measurements for all three production lines at HcP are constantly well-maintained, averaging about 80.7% This is the case since the metrics are being tracked and monitored
The overall equipment effectiveness score for MSE2 is the highest among them at
81.5%, followed by MSE1 at 80.5% and MSE2 at 80.2% respectively When the statistics are analyzed, it is clear that the performance of OEE in March and
December stands out as particularly noteworthy, with MSE3 reaching its highest point of 87.9% in December
This data analysis allows for an objective assessment to be made regarding whether or not the HcP plant is getting closer to the world-class level of 85% for
OEE This standard was suggested by Nguyen Phuong Quang OEE rating for enterprises in Vietnam is typically somewhere around 60% Because of this, HcP is exhibiting a respectable and durable control over OEE The pursuit of excellence continues to be one of the most important factors that play into deciding how
2022 (%) Jan.22 Feb.22 Mar.22 Apr.22 May.22 Jun.22 Jul.22 Aug.22 Sep.22 Oct.22 Nov.22 Dec.22
36 competitive a firm is in the global market through its many different facets Therefore, in order for HcP to achieve the highest possible levels of OEE, the company needs to establish loftier objectives and make more concerted efforts
In conclusion, the OEE data for 2022 shows that HcP's manufacturing lines are functioning exceptionally well, constantly maintaining an OEE of roughly 80.7% throughout the year This performance is strikingly close to the benchmark for world-class performance, which is 85% March and December are the only months that stand out as having high OEE values, with December hitting a peak of 87.9% for MSE3 production The facts presented here demonstrate that HcP is dedicated to preserving a high level of OEE, which is an essential component of global competitiveness HcP should maintain its pursuit of excellence and aim to achieve lofty targets in order to further improve its OEE index
3.3.2 Mean time between failure (MTBF)
Mean Time Between Failures (MTBF) is a reliability metric that is used in a variety of industries to quantify the average length of time that a system, component, or device is expected to function without encountering a failure MTBF measures the amount of time in years that a system, component, or device is expected to operate without experiencing a failure The mean time between failures, or MTBF, is computed by dividing the total operational time by the number of failures that occur within that time frame MTBF is commonly represented in hours, although it can also be expressed in other units of time A lower MTBF value signifies a less dependable system that is more prone to failures, whereas a higher MTBF value shows greater reliability and a longer expected operational life A higher MTBF value also indicates a longer predicted operational life The mean time before failure (MTBF) is an essential metric for determining the reliability of products and systems and for making improvements to that reliability, particularly in industries such as engineering, manufacturing, and technology It is the responsibility of the TEF3.1 department at HcP to manage and improve this indicator, the figure data 3.2 statistically in 2022
This improvement will be based on an analysis of the production activities at the factory and the number of machine faults that occur while the machinery is in operation MSE1 has an MTBF score of 17.63, MSE2 is 18.71, and MSE3 is 22.86 With an outstanding MTBF score of 22.86, MSE3 is performing exceptionally well and reaching the HcPs target of roughly 4.06 However, the overall MTBF index of the entire plant is not good because MSE1 and MSE2 have not reached HcP's expectations, particularly MSE1, which is lower than the target of 1.17 As a result, more projects will need to be opened in the upcoming period in order to make improvements to the MTBF, in addition to helping to reduce the cost of repair maintenance and production losses in the stop line due to machine failure
3.3.3 Frequency of machine breakdowns and repeated failures
Machine breakdown is a waste of time that no manufacturing company ever wants to have, but it's an obvious factor that factories have to accept and learn to live with Even if factories are unable to completely eliminate these wasteful activities from their production processes, they must always have preventive methods to deal with and prevent them Although the overall productivity evaluation indicators are operating at a very high level for HcP, the harsh reality is that the majority of plants, even those that have made significant investments in contemporary automation equipment lines, continue to struggle with a large number of repeated and severe issues
Table 3.3: Top 20 of Repeated Machine Failures
According to the information collected by TEF 3.1 maintenance in the year
2022, HcP has reported 10,529 machine failures out of the total number of machines that are now operating on the production lines of the three MSE1, MSE2, and MSE3 manufacturing divisions This is projected to have resulted in 516,532 minutes of downtime for the factory Take a look at the statistics in the table titled
"Top 20 of Repeated Machine Failures" below for a more in-depth comprehension of the factory's maintenance status Listed below are the 20 machines that have experienced the highest number of failures across the entirety of the factory The majority of these machines are FineBlanking machines that are used for the MSE1 component, with the number of machine failures ranging from 90 to 183
The table 3.3, on the other hand, makes the problem very clear and easy to spot, approximately half of the number of machines that have a lot of errors but little downtime on the machine, according to the statistics and analysis of the author through the fishbone model, most of these machines errors are small errors like stuck element when the machine is running however the operator does not have the historical knowledge to cause the machine error and stop the machine, these errors often occur on the computer and have to wait for engineers to fix also lead to the machine stop, causing the downtime
No Name Numbers of happening
1 Element dropped/stuck at the feed-in table 379
2 HMI reports a reject sensor error 350
5 HMI screen of the AOI machine sensor error 178
7 Element stuck at the pusher 152
9 Loose screws holding the guide rail 129
10 Camera screen is white, elements are all kicked down into the reject tube
Table 3.4: Top 10 Name of machine failures
It is very clear that the 10 most common problems that occur with machines are typically related to the machine not being set up correctly, having calibration problems, or things getting stuck while it is being used According to the Bosch specialists, the issues may be resolved quite quickly if the individual operating the equipment is knowledgeable about what they are doing and has been instructed on how to identify the issues
It is of the utmost importance to provide adequate training to the machine operators They are often able to predict when something is about to go wrong with their machines and correct it before it even becomes a significant issue if they have a good working knowledge of those machines
It's also a smart idea to make sure the operators never stop learning new things They need to be up to date on the newest tips and techniques, as well as
Assess the current status of TPM Effectiveness
Following an analysis of the details described above, the author has come to the conclusion that the HcP plant is doing an excellent job of managing OEE
42 and Maintenance principles throughout all three of its manufacturing departments (MSE1, MSE2, and MSE3) We have established a rock-solid foundation for the machining maintenance facilities at HcP, thanks in large part to the experienced technical team at Bosch as well as the large quantity of organizational knowledge in product and machinery quality control that has been accumulated over the course of hundreds of years The Bosch plant in Vietnam is highly competitive to major manufacturing enterprises in the world and in the same business area, which indicates that the company's brand has always been a top-ranking customer in terms of quality and reliability in quickly responding to customer needs
In addition, HcP has specific policies aimed at focusing on factory maintenance issues, and the performance assessment indicators are close to the world's theoretical standards
- Firstly Uncontrolled AM, issues like machine shutdowns brought on by repeated machine failures caused by inexperience, operator ignorance of machine maintenance, and untrained repair of routine mistakes
- Secondly, Due to manual WI storage procedures that are not carefully categorized and stored on AM shelves close to the production site, access to the AM work manuals is not readily optimized As a result, when executing AM operations, you must view the instructions that unintentionally dirty and even damage these WIs It is absolutely necessary to implement digitization in the process of storing AM knowledge and educating the operator at the HcP
APPLY THE DIGITALIZATION INTO AUTONOMOUS
Project Initiation and Planning
Nguyen Quoc Quan HcP/TEF 6 Sponsor
Tran Anh Khoa HcP/TEF 3.1.3 Project Leader
Nguyen Thanh Truong HcP/TEF 3.1.3 Proxy Project Leader
Vo Ngoc Tuan HcP/TEF 3.1.3 Project member
Tran Thanh Hai HcP/TEF 3.1.2 Project member
Hoang Minh Vi HcP/TEF 3.1.1 Project member
Nguyen Hoang Y HcP/MFE 1.2 Project member
Pham Tien Manh HcP/TEF 6.2 Project member
As Ha ri HcP/TEF 4 Technical Support
Table 4.1: Project role of members
Author’s role in the project:
The author was involved in a number of projects during the author’s internship at the Bosch plant in Vietnam However, this is the biggest project that The author has followed from the beginning to the end of the author’s career with buddy, and is also The Project Leader in this AM enhancement project During the course of the implementation of the project, the author served as a Proxy Project Leader, which required him to provide assistance to the project's primary leader in the analysis of Initial Material stages as well as the collecting of statistical data on the indicators of the machines that were used in the AM project In addition, the author is accountable for developing the project's timeline and actively scheduling the meetings associated with the endeavor
Concurrently, it is the author's responsibility to keep the engineers working on the project as well as any stakeholders informed on the development of the project Additionally, a flexible training program should be proactively organized for Engineers and Operators, and the Instruction films should be edited The AM work instructions structure should also be built on the Manual Master system When manipulations can access knowledge quickly and frequently, the productivity of the machines is operated in a maximum way, in addition to significantly reduced costs for HcP maintenance As a result, the author has earned a lot of his own effort to optimize the access to knowledge of AM Work instructions in a quick and efficient way
The purpose of the project is to improve HcP's AM activities throughout the period of the project's duration and to increase the operator's expertise in the areas of the repair of repeated failures and the ways in which to do preventative maintenance at a level of machine hygiene that is more exacting The author has implemented digitalization into document deployments and standardized archiving ways to allow access to documents in order to facilitate gaining
45 knowledge in the best conditions and master machine failure repair actions This is also an important improvement to avoid losing and destroying the AM instructions by normal paper Moreover, this was done in order to facilitate document retrieval The primary goal of this project is to integrate digitalization into each and every one of the procedures involved in TPM's other innovation projects for the other Pillars
The project was carried out on the top 20 machines in each of the three manufacturing areas that experienced frequent failures Participants in the initiative include maintenance engineers who are responsible for the three key manufacturing areas labeled MSE1, MSE2, and MSE3 With the assistance of the TEF4 technical support team and the Bosch Production System, TEF 6 that makes the project achieved a greater level of reliability, and its deployment has become both precise and timely In conjunction with that is the necessity of maintaining close coordination with the Operators in the production areas
AM procedure to add-in or remove AM standard
The AM activities of the project will be extensively standardized in order to improve the efficiency of many indicators including quality, OEE, and safety
As a result, it is of the greatest significance to construct an AM Work instruction flowchart that is exhaustive in its coverage of all relevant details—figure brought presented a method for the addition and deletion of standard AM standards
Figure 4.3: AM standard creating and removing procedure
Step 1: The owner of the Autonomous Maintenance (AM) task aims to align the task with at least one of three specified KPIs below:
1 KPI OEE Goal: TPM – AM task to reduce machine breakdown:
- To reduce MTTR (mean time to repair)
- To reduce MTBF (mean time to failure)
2 KPI Quality Goal: TPM – AM task to ensure failure-free performance:
3.KPI Safety Goal: TPM – AM task to avoid machine malfunction with safety risks: - To avoid safety risks for humans but caused by machine malfunction
Step 2: The initiator of the AM task will take responsibility for preparing the necessary data or information This is done to articulate the logic behind the benefits of the AM task as it aligns with value stream KPIs, encompassing OEE, quality, and safety Additionally, the initiator is tasked with notifying the supervisor of the production line to arrange a meeting regarding these matters
Step 3: Supervisor set up the meeting include TEF3 engineer, process engineer, TPM coordinator, MFO operator, (HSE) at shopfloor (MAE) to consolidate:
- Operator perform AM task under instructing by owner of AM task
- Record the actual downtime for performing AM task if yes
Consolidate team will find the other solution
- Supervisor send the MoM to team
- Line engineer involve incase planned downtime
- HSE involve incase safety risk
Introduction AM controlling on Manual Master Software
4.3.1 Manual Master Main Page Introduction
The Manual master software at Bosch is available in two different versions: the Web version and the Application version The Application version is used for the primary purpose of uploading, updating versions, and accessing all of the documents at Bosch The Manual web master version is used to access the webforms, the system of dashboards of all activities at HcP, and at the same time it serves as the home of the Power Apps that were built by the team responsible for the digital transformation of TEF 4
Figure 4.4: Main items in Manual Master software
Figure 4.4, this is the main interface of the Manual Master software, since it is a software that holds a lot of HcP's critical and classified data and is therefore much more modified than the original version that fits the purpose of the Bosch Global Group Because of this, the Manual Master software is considerably more changed than the original version that fits the purpose of the Bosch Global Group Within this primary user interface, the author intends to make use of the four primary functionalities in order to digitalize the project in a way that is both straightforward and easily approachable for Operators
(1) This is the primary folder that houses the AM Work instruction for the project In order to optimize and 5S these papers in a systematic manner, the team established a folder named Autonomous Maintenance as the sub- folder of the Maintenace folder This folder can be found in the huge HcP directory with the number 206: Prepare the series production, before this document project was stored in the folders of the machines maintained by the TEF 3.1 teams, which resulted in mixing with other usage documents and creating trouble for TEF 6.1 while assessing the document update
(2) Search: quickly filter the machine malfunctions WI, as well as quickly search by either inputting the malfunction name or the machine name
(3) Video: This is an additional built-in function of the project, and it runs in parallel with the common offline training classes for the operators at the respective machines This is done to respond to the original purpose of how the knowledge approach and how the operator's implementation must take place continuously through e-Learning As a result, each of the instructions for the AM Work correlates to an electronic document, which will also be accompanied with a video instruction
The video link found on the Manual Master will take users to the Bosch Tube This is the location where the Bosch Global video documentation
51 system can be found, as well as the location where AM Work instructions films can be found and viewed
(4) Form: When the Autonomous Maintenance folder is selected, the Manual Master's function Form switches to the Web and displays two types of forms corresponding to the two maintenance techniques in AM These forms are for preventative maintenance and corrective maintenance, respectively The engineer will then create the AM Instructions and select the appropriate type of form
Before using the storage system the AM Work instructions cards are stored in the containers and are placed in the area of the Shift Leader, when making access and taking the AM cards to view the instructions, it is difficult to retrieve correctly the specific hygiene instructions of the machine, even causing damage and loss of
AM cards during the implementation of 5S or preventive maintenance on the machine After digitalizing the AM Work instruction storage on the Manual Master, problems with storage and access are thoroughly resolved and access frequency increases to read the AM work intruction regularly, which completely minimizes the problem of AM card corruption or loss
Figure 4.6: AM document storing before and after applying digitalization
4.3.2 AM Work Instruction Webform Format
Work instructions will be designed based on the layout of the standard AM work instruction for preventive maintenance and corrective maintenance as follows: after selecting the form of the AM Work instruction in the main interface of the Manual master, a Webform corresponding to the type of AM will be displayed:
The following is the layout for the Webform that is used for corrective maintenance:
(2) Error Name: After defining the corrections, the engineer needs to standardize the error name according to the unified errors that are easily accessible by the Operator
(4) Prepared tools: the tools used to fix Machine Malfunction and the list of necessary tools will be listed in Webform
(5) SAP code : when selected, the corresponding SAP code will be automatically linked
(6) Time needed to complete: (enough time to complete the rewrite but not yet required per the HcP/TEF3.1 technical report)
(7) Image: The picture in all of steps
(8) Action: Principle; Cause; Remedies Note (Safety; Operation): Operations and ways to repair machinery failures while in operation
Figure 4.7: Webform of PM – AM Work instructions
The following is the layout for the Webform that is used for preventive maintenance:
(1) Information: Authors; Supporter; Department; Creating Date; version (2) Area: Machine type
(3) Required Action: actions to check and recognize the state of the machine after time of operation
(4) Standard: is the benchmark of the machine's initial design, as well as the machine's optimal state of operation at the time of its creation
(5) Picture: Place the image you want to examine
(6) Reason: Reasons why preventive maintenance is needed in this area or part of the machine
(7) Method: The procedure for performing preventive maintenance
(8) Safety: when carrying out maintenance in the area, there are certain activities and working circumstances that must be taken into consideration
(9) Tool: The tools that are used for maintenance as well as in Webform will be listed, and after selecting the appropriate SAP code, the tools will instantly be linked
(10) Duration (Mins): Minimum amount of time needed to complete
(11) Remark: Important note based on experience during maintenance
(12) Interval: is the frequency of time to perform this preventive maintenance action
Figure 4.8: Webform of CM – AM Work instructions
4.3.3 Training Operator for doing Autonomous Maintenance activities
The digitalization of AM Work Instructions and the subsequent training program designed for Operators are central to enhancing the maintenance efficiency and effectiveness at Bosch Vietnam Here's an expansion of the proposed training program that will leverage the digital infrastructure to its fullest potential:
1 Curriculum Development: Engineers will curate a comprehensive curriculum that encompasses fundamental maintenance theories and procedures tailored to the HcP’s operational standards This
55 curriculum will serve as the bedrock of knowledge for all Operators, ensuring that every individual has a solid understanding of the core principles before moving on to practical applications
2 Maintenance Significance Education: The training will emphasize the critical role of maintenance in the production process, highlighting how effective maintenance is integral to operational continuity and quality assurance Special emphasis will be placed on preventive measures, utilizing the principles of the 5S system to instill discipline and organization in machinery upkeep
3 Comprehensive machine malfunctions Handling: A significant portion of the theoretical training will be dedicated to troubleshooting Operators will learn to identify and categorize common machine errors and will be equipped with solution protocols for each problem type, utilizing the AM Work Instruction as a reference point
4 Training Scheduling: The proxy leader, acting as the training coordinator, will arrange the necessary logistics, including scheduling, booking primary rooms on the Shopfloor, and ensuring all required digital and physical resources are available to the engineers and operators for an effective learning environment
Phase 2: Practical Training on Critical Machines
1 Hands-on Sessions: Engineers and technicians will conduct practical, hands-on training sessions specifically on machines known to cause production line stops These sessions will commence once Operators are thoroughly versed in theoretical knowledge, ensuring they can apply their understanding to practical scenarios
2 Customized Training Groups: The proxy leader will organize Operators into specialized groups targeting the specific issues they encounter or the particular machines they manage This focused approach allows for a more concentrated learning experience and
56 enables direct application of problem-solving skills to the machines they work with regularly
3 Integration of Work Instruction Videos: During these hands-on training sessions, Work Instruction videos from Bosch Tube will be utilized These videos provide step-by-step visual guidance, helping Operators to see the exact procedures and techniques that need to be applied This method supports different learning styles and helps in bridging the gap between theory and practice
Future Opportunites
4.4.1 Develop a application for the TPM Management
The current project is being carried out on a scale that places an emphasis on the enhancement of TPM's AM pillars, and all digitalization efforts are required to be based on the Manual master, which serves as the primary basis for the
63 organization The author lays out a long-term plan for the project to build a dedicated management application for TPM that includes management of 8 pillars from good support of storage and visualize the data of the system to assist the BPS team and the Bosch maintenance engineer team in developing future plant development strategies in the Bosch era, which is moving towards new industries that require equipment and use of more and more innovative and detailed machinery
With the desire and objective to further strengthen the firm management of TPM at Bosch, the author sets out a long-term plan for the project to build the application The TPM application project is currently in the first three months At the present, considering that the AM digitization project is functioning well, the team has had a discussion with TEF 4 on the evaluation of the risk and feasibility of the system The duration of the project is anticipated to be one year, beginning in November 2023 and ending in October 2024
In conclusion, the implementation of digitalization into AM has helped to bring tremendous fruit in improving HcP's TPM management This has not only provided benefits in terms of data system management, but it has also helped to increase Operators' awareness of maintenance issues and the relevance these issues have to an organization that is equipped with modern machinery like Bosch Vietnam The organization has established a path for the project, and it is progressing in that direction both now and in the past The goal at the Plan level is to completely revamp all of the factory's activities during the next five years The following are some of the advantages that the organization will gain from the Digitalization AM project:
- Using Manual master Software to carefully organize the archiving of AM work instructions for PM and CM maintenance activities, allowing for quick access to data and ensuring the systematic preservation of documents - Assisting engineers in the production of AM Work instructions standards quickly and easily with the use of a webform on Manual Master, which are then recorded mechanically in each AM directory
- Providing the operator with machine repair instructions in the form of videos that correspond to each AM Work instruction by integrating the Bosch Tube system into the Manualmaster software;
- Improving the operator's knowledge and skills to deal with unexpected computer failures during the operator's operations by providing the operator with regular access to instruction videos, ensuring that the operator is always in the state of having the best possible skills, maintaining the best possible skill level, deploying machine repair instructions
- Decreased rates of machine failure, which resulted in machine shutdowns and line stops, leading to an improvement in factory improvements and the delivery of strategies to deliver commitments to partners in the most effective and credible manner possible
In addition to the benefits listed above, the project will serve as the foundation for the development of applications for the overall management of
TPM, with the goals of boosting machine productivity and lowering the costs of
HcP's maintenance Furthermore, HcP is in the process of implementing a large number of digitalization projects for all of its parts, which is in line with the goal of transfer that Bosch Vietnam has set for the next five years
In summary, the digitalization of AM at Bosch Vietnam is not just an isolated enhancement but a strategic overhaul of the maintenance management system It has provided immediate operational benefits and has set the stage for a more ambitious digital transformation that promises to revolutionize the organization's productivity, cost-effectiveness, and overall competitiveness in the industry Bosch Vietnam is positioned to not just keep pace with the evolving technological landscape but to lead by example in its adoption and integration
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