maintenance and continuous improvement - 4FMA2142

Goal(s)

Learning outcomes:

• Present the role, organization and operation of the maintenance department of a company through a stay in the department ;
• Implement the deployment tool of the quality function;
• Use tools and techniques of problem solving;
• Work in groups on case studies in a limited time frame.

For the learning masters and their colleagues present during the "maintenance and continuous improvement" day):

• Address concrete problems (case studies) and obtain, if necessary, new avenues of investigation;
• Enrich the discussion with testimonials and additional technical details.

Content(s)

FOR ACCESS TO SUPPORT DOCUMENTS, SEE THE LINK TOWARD THE "CHAMILO" WEBSITE IN THE "BIBLIOGRAPHY" HEADING

Three independent parts:

1) Visit in the maintenance department:
Each apprentice has to schedule a visit in the maintenance department of his/her company (at the latest during the period of February-March) and write a report including the following points

• staffing levels
• activities
• hierarchical link, link with production
• planning and organization, formalized procedures
• indicators for the management and performance of the maintenance activity
• skills, security clearance, staff training
• subcontracting and warranty contracts
• tools available: workshop, measuring equipment, etc.

2) Individual QFD:
Taking into account the satisfaction of customers' needs is one of the necessary conditions to obtain an ISO 9001 certification. The QFD approach allows to convert these needs into technical specifications.

The work consists in building a QFD listing

• the hierarchical needs of the customers
• the technical specifications allowing to answer them,
• the correlations between these first two items,
• the technical difficulties associated with the specifications,
• the correlations between specifications, if any (roof of the house)
• the defects associated with the prioritized expectations (right side of the matrix).

This work is done individually within the company of each apprentice, in partnership with the tutor and/or the person in charge of quality. It requires a visit to the company's quality department, or in the company of the competent contacts on this subject if there is no such department. The visit must therefore be scheduled during the February-March period at the latest.)

All the information contained in the QFD will remain confidential and will not be distributed under any circumstances.

The apprentice will have to define the clients (who can be internal clients if the context and the criticality of their expectations lend themselves to it).
Their expectations and the importance of these expectations can be established from (validated) customer complaints, or from existing specifications.
The specifications to meet these expectations may already be in place, may be the result of group work on an improvement project, or may be the result of the apprentice's own thinking.

3) Maintenance and continuous improvement day:
The day addresses several concrete, documented problems. These problems may concern maintenance, product quality (anomalies, irregularities), or the implementation of a process. They can be of a technical or organizational nature but require technical knowledge. Each problem will be presented in its context, answering the questions Who, What, Where, When, How, How much, Why (5W2H)? The presentation can be based on samples and/or records (traces of measurements, controls, adjustments).

For this purpose, we call upon the apprentices and masters of apprenticeship who volunteer to share an experience of problems encountered (solved or not) in order, firstly, to lead a work group to establish a diagnosis (probable causes) and, secondly, to complete this diagnosis by testifying to the approach adopted internally and, if necessary, to the resolution of the problem.
Masters of apprenticeship and their colleagues present during the "maintenance and continuous improvement" day will thus be able to 1. discuss concrete problems (case studies) and obtain, if necessary, new axes of investigation; 2. enrich the debate with testimonies and additional technical details.

Based on the answers to the 5W2H questions, the search for causes and then solutions can be based on the 5 M method or any other diagnostic tool.
Each working group will present its conclusions, hypotheses and lines of investigation in a maximum of 6 slides.

If time allows, a half-day of practice in problem-solving tools (case study) will be offered in January or February (Thursday afternoon).

Course of the day (health constraints permitting):

8:30-8:45: welcome
8.45am-9.15am: presentation of the cases proposed by the companies
9:15-10:15: work sessions in small groups
10:15-10:30: break
10:30-11:30: working sessions
11h30-12h : informal presentation of the methodologies used by each group to the teachers in charge (in order to rectify the approach if necessary)
12h-13h : lunch
1pm-2:30pm : preparation of the presentations
2:30-4:30 pm: presentation of the results
4:30-5:00 pm: debriefing, assessment

The apprenticeship masters, or any person likely to bring clarifications on a given problem, will be able, if they cannot be present at this day, to connect by videoconference to work with the apprentices who deal with the problem.

Evaluation: the functioning of the group, the methodology used, the respect of the specifications, the quality of the presentation and the answers to the questions will allow the teachers in charge to give a grade to the members of each group.
Apprentices who have brought a problem to solve may, if the problem lends itself to it, also play the role of facilitator or expert: their evaluation will take this additional service into account.

The current health constraints will be applicable and may modify the format of this day. The problem-solving sequences can therefore be held at a distance if necessary.

Quality & management" course (4FMT1140).

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