electronics

Article
The Change in Maintenance Strategy on the Efficiency and
Quality of the Production System
Miroslav Rakyta, Peter Bubenik, Vladimira Binasova * , Gabriela Gabajova and Katarina Staffenova

Department of Industrial Engineering, Faculty of Mechanical Engineering, University of Zilina, Univerzitna

8215/1, 010 26 Zilina, Slovakia; [email protected] (M.R.); [email protected] (P.B.);
[email protected] (G.G.); [email protected] (K.S.)
* Correspondence: [email protected]; Tel.: +421-041-513-2727

Abstract: The presented contribution deals with the research of the maintenance strategy and pro-
cedures for improving maintenance processes in order to increase the efficiency and quality of the
production system. It is based on a thorough analysis of the research of the available literary sources
published in foreign and domestic scientific journals. The subsequent proposal includes defining new
goals and maintenance performance indicators relevant to today’s production systems to track im-
provements in the sustainable development of the production system. There are also basic principles
of the maintenance strategy with links to the production system and the choice of strategy for the
organization. This paper emphasizes the audit of maintenance management and the implementation
of quality in maintenance. Next, a new procedure for changing the maintenance strategy is described.
This process includes reviewing the criticality of machines and equipment and their structural units,
then resource and capacity planning and inputs for maintenance management, and the impact of
maintenance on the operating costs of the production system. This was based on which partial
projects in companies were verified—automotive industry (spare parts, preventive maintenance,
planned maintenance, RCFA, TPM), rubber industry (quality, production efficiency), pharmaceutical
industry (preventive and predictive maintenance), engineering industry (TPM, LOTO, RCM). The
overall verification of the creation of the maintenance strategy and the proposed methodology was
carried out on the basis of the outputs of the sub-projects and overall projects in the following compa-
nies with positive results—glass industry, chemical industry, and operational research (research and
Citation: Rakyta, M.; Bubenik, P.;
development of equipment for non-reactor parts of nuclear power plants). Ten steps of the audit of
Binasova, V.; Gabajova, G.; Staffenova,
the current state of the management of maintenance processes were proposed, to ensure economic
K. The Change in Maintenance
improvements in the costs of maintenance processes and operating costs, ensuring competitiveness.
Strategy on the Efficiency and Quality
A methodology for changing the maintenance strategy focused on the efficiency, quality, and costs
of the Production System. Electronics
2024, 13, 3449. https://doi.org/
of the production system was proposed. The average benefits from the implementation of strategy
10.3390/electronics13173449 changes in organizations reached at least the following: (1) increase in production efficiency—OEE
(7%), (2) improvement in production quality (20%), (3) improvement in performance (15%), and
Academic Editor: Andrea Bonci
(4) reduction in maintenance process costs (10%) in implemented projects.
Received: 2 July 2024
Revised: 23 August 2024 Keywords: effectiveness; management; planning; organizational strategy; organizational challenges
Accepted: 28 August 2024
Published: 30 August 2024

1. Introduction
In recent years, we have experienced a tremendous boom in the digitalization of
Copyright: © 2024 by the authors.
Licensee MDPI, Basel, Switzerland.
processes that speed up decision-making processes in manufacturing companies. The use
This article is an open access article
of machine learning algorithms and artificial intelligence is gradually becoming a normal
distributed under the terms and
part of our lives. At the same time, newly designed production and assembly systems
conditions of the Creative Commons need maintenance systems for the maintenance management and diagnostics of produc-
Attribution (CC BY) license (https:// tion equipment. Enterprises [1] need to identify tools and technologies for maintenance
creativecommons.org/licenses/by/ planning and management in line with Industry 4.0 approaches. The focus is on the appli-
4.0/). cation of a maintenance prediction program, the implementation of technical diagnostics

Electronics 2024, 13, 3449. https://doi.org/10.3390/electronics13173449 https://www.mdpi.com/journal/electronics

 planning and management in line with Industry 4.0 approaches. The focus is on the ap-
plication of a maintenance prediction program, the implementation of technical diagnos-
tics equipment, the implementation of smart sensors, the interconnection of equipment
Electronics 2024, 13, 3449 using the Internet of Things, and the use of mobile applications in maintenance. 2 of 27
The concept of Industry 4.0 [2–5] helps industrial enterprises to achieve rapid adap-
tation of new production and enable timely response against occurring faults caused by
equipment,
new productionthe implementation
ramp-up andofemerging smart sensors, the interconnection
production equipment of equipment
failures usingan intel-
by using
the Internet of Things, and the use of mobile applications in maintenance.
ligent maintenance system integrated into a digital twin. The maintenance manager uses
The concept of Industry 4.0 [2–5] helps industrial enterprises to achieve rapid adap-
standard indicators such as OEE (overall equipment effectiveness), MTTR (Mean Time to
tation of new production and enable timely response against occurring faults caused by
Repair), MTBF ramp-up
new production (Mean Time Betweenproduction
and emerging Failure), Requipment
(t) (Probability
failuresofby trouble-free operation)
using an intelli-
F(t)
gent(Probability
maintenanceof Failure),
system A (Availability),
integrated into a digital λ (Intensity of disturbances),
twin. The maintenance manageranduses
availability
and
standard indicators such as OEE (overall equipment effectiveness), MTTR (Mean Timethe
reliability of machines and equipment. These indicators take a picture of to state of
operation
Repair), MTBF of the production
(Mean Time Betweenand assembly
Failure), Rlines in detail for
(t) (Probability decision making.
of trouble-free The above
operation),
F(t) (Probability
indicators of Failure),
are obtained A (Availability),
from data sensedλby (Intensity
sensorsofon disturbances),
the plant floor. and availability
and reliability
Maintenance of machines and equipment.
departments These indicators
are still “fighting take a picture
fires” instead of the their
of tackling state ofproblems
operation of the production and assembly lines in detail
systematically. Instead of waiting for problems to occur, prevention is a better for decision making. The above goal. Alt-
indicators are obtained from data sensed by sensors on the plant floor.
hough this strategy may be a bit costly initially, it is much less costly compared to waiting
Maintenance departments are still “fighting fires” instead of tackling their problems
for
systematically. [6,7].
problems InsteadMaintenance
of waiting for performance
problems to is concerned
occur, prevention withis four areas:
a better goal.maintaining
Al-
critical
though thissystems,
strategyfixing
may thebe aproblem
bit costly faster
initially,than
it isbefore,
much less determining
costly compared the causes of frequent
to waiting
failures,
for problems and,[6,7].
finally, identifying
Maintenance the 20% ofisfailures
performance concerned thatwith
occupy four80% areas:ofmaintain-
the available re-
sources.
ing critical systems, fixing the problem faster than before, determining the causes of
frequent
The failures,
most common and, finally, identifying theprocess
troubleshooting 20% of failures that occupy
in maintenance 80% of identifying
includes the
available resources.
faults and where machine failures occur, analyzing faults, defining cause relationships,
The most
defining goals, common troubleshooting
and planning resources process in maintenance
to eliminate includes
and prevent identifying
faults faults
[8]. Maintenance is
and where machine failures occur, analyzing faults, defining cause relationships, defining
the combination of all practical, managerial, and administrative activities throughout the
goals, and planning resources to eliminate and prevent faults [8]. Maintenance is the
life cycle of an installation to maintain or restore it to a state in which it can perform its
combination of all practical, managerial, and administrative activities throughout the life
required
cycle of anfunction.
installationIttoismaintain
also defined as italltothe
or restore necessary
a state in which andit canessential
perform its activities
required that are
required
function. It toismaintain
also defined a system throughout
as all the necessary its andlife cycle in
essential an operational
activities and functional
that are required
state or to restore
to maintain a systemitthroughout
to a state its in life
which
cycleitincan perform itsand
an operational intended
functional function
state or[9,10].
to The
restore it to a state in which it can perform its intended function
importance of the maintenance function has increased over time due to its role and impact [9,10]. The importance
of the
on themaintenance
rest of the function
workinghas increased over
environment intime
the due to its role and
organization, i.e.,impact on the restproduct
by improving
of the working
quality environment
and machine in the organization,
availability. i.e., by improving
Effective maintenance product to
contributes quality and value
increased
machine availability. Effective maintenance contributes to increased value through more
through more profitable use of resources, improved product quality, and reduced rework
profitable use of resources, improved product quality, and reduced rework and scrap [11].
and scrap [11]. The maintenance is categorized into two main areas, i.e., preventive
The maintenance is categorized into two main areas, i.e., preventive maintenance, which
maintenance,
includes all planned which includes all
maintenance planned
activities such maintenance
as conditionactivities
monitoring suchandas condition
periodic in- moni-
toring
spection,and periodic
while inspection,
corrective maintenance while hascorrective
to do withmaintenance
all unplannedhas to do with
maintenance all unplanned
activities
maintenance
to restore failure activities
(Figure 1). to restore failure (Figure 1).

Figure 1.1.Overview
Figure Overviewofof
maintenance.
maintenance.

As always, the basic commitment of creation is to deliver the goods, but an effective
As always, the basic commitment of creation is to deliver the goods, but an effective
maintenance strategy affects the production capacity of the machines used to produce these
maintenance strategy affects the production capacity of the machines used to produce
products [12]. Therefore, maintenance can be considered as an organizational purpose
these products
that works [12].with
in concert Therefore, maintenance
production. When others can be considered
reiterate as anproduces
that production organizational
products, others also say that maintenance produces the capacity for production.
Electronics 2024, 13, x FOR PEER REVIEW 3 of 26

purpose that works in concert with production. When others reiterate that production
Electronics 2024, 13, 3449 3 of 27
produces products, others also say that maintenance produces the capacity for produc-
tion.
A company’s profitability and survival may not be sustained without maintaining
productA company’s
quality. High profitability
quality can and survival
serve may not
as a major edge betosustained without
a company’s maintaining
competitive ad-
product quality. High quality can serve as a major edge to a company’s
vantage and long-term profitability in the modern global economy. Normally, it is said competitive
advantage
that and long-term profitability
equipment/machines in the modern
that lack maintenance andglobal
break economy.
down oftenNormally, it is and
lose speed said
that equipment/machines that lack maintenance and break down often
therefore cause defects (breakdowns). This equipment usually out of control productionlose speed and
therefore cause defects (breakdowns). This equipment usually out of control
processes. Obviously, a process that is out of control leads to the production of defectiveproduction
processes.
products Obviously,
and increasesathe process
cost ofthat is out of control
production, leads to theprofit
which minimizes production
[13,14].of defective
products and increases
Profitability the cost
is the result of of production,
price which minimizes
and productivity recovery.profit [13,14]. produc-
Consequently,
Profitability is the result of price and productivity recovery. Consequently,
tivity determines the efficiency and effectiveness of the production process. According produc-to
tivity determines the efficiency and effectiveness of the production process. According
the APQC (American Productivity & Quality Center), cited by [15], when analyzing the
to the APQC (American Productivity & Quality Center), cited by [15], when analyzing
profitability of maintenance, the impact of the work area is also measured, for example,
the profitability of maintenance, the impact of the work area is also measured, for ex-
by guaranteeing the role of maintenance within the life cycle of the machine. In general,
ample, by guaranteeing the role of maintenance within the life cycle of the machine. In
maintenance improvement aims to reduce operating costs and increase product quality
general, maintenance improvement aims to reduce operating costs and increase product
[16,17].
quality [16,17].
Certainly, if there is a connection or rather a link between maintenance and profita-
Certainly, if there is a connection or rather a link between maintenance and profitability,
bility, the diagram in Figure 2 shows how these two objectives are linked together.
the diagram in Figure 2 shows how these two objectives are linked together.

Figure
Figure2.2.Connection
Connectionbetween
betweenmaintenance
maintenanceand
andprofitability.
profitability.

Maintenance strategy
Maintenance strategy and
and maintenance
maintenanceactivities
activitiesare
aremanaged
managed in in
accordance
accordance with the
with
established maintenance policy and with the intention of achieving the desired
the established maintenance policy and with the intention of achieving the desired objec- objectives.
The maintenance
tives. strategy
The maintenance for the
strategy forproduction support
the production process
support (as part
process (as of theofcompany’s
part the com-
strategy)
pany’s can be can
strategy) based
be on andon
based support the company’s
and support objectives
the company’s and strategy,
objectives perspectives,
and strategy, per-
and background.
spectives, and background.
Forthe
For the development
developmentof ofthe
the maintenance
maintenancestrategy,
strategy, the
the enterprise
enterprise strategy
strategy provides
provides
information on the expected production and product portfolio, expected
information on the expected production and product portfolio, expected production ex- production ex-
pansion and contraction programs, expected changes in production equipment
pansion and contraction programs, expected changes in production equipment and other and other
tangibleassets,
tangible assets,logistical
logisticalaspects
aspectsofofproduction
productionprocesses,
processes,expected
expectedfinancial
financialresources,
resources,
andthe
and theway
wayproduction
productionequipment
equipmentisisoperated
operatedand
andused
used(it
(itprovides
providesinformation
informationon onthe
the
expected variability in the use of production equipment and the resulting
expected variability in the use of production equipment and the resulting expected expected intensity
of use of the calendar time pool, the required times of use and operation, the consequent
required volumes of maintenance activities, etc.).
For the purposes of the maintenance strategy, these data are expanded into a more
detailed and specific form (e.g., the structure and number of production facilities, data on
Electronics 2024, 13, 3449 4 of 27

their reliability, in particular the requirements for the volume of preventive and corrective
maintenance in standard hours, possibly also in financial terms, the requirements for
mechanical, electrical, and other maintenance, the expected structure of internal and
external maintenance, outsourcing, serviceability, criticality of inclusion in production lines
and processes, the effects of downtime, etc.).
The results achieved in the medium and long term depend on the maintenance strategy.
It is mainly about efficiency, productivity, economic efficiency, and the fulfillment of basic
maintenance requirements, in particular, the following:
• Keeping assets in a serviceable and adequate condition;
• Preventing breakdowns;
• Operational troubleshooting;
• Reducing the environmental impact of the operation of the equipment;
• Ensuring operational safety;
• Incurring optimum maintenance costs;
• The objectives should be hierarchical, quantified, realistic, and mutually aligned. If a
company chooses a strategy, it must implement it consistently if it is to be successful.
Strategies can focus on, for example, the following:
• Seeking opportunities that make the most of strengths;
• Overcoming weaknesses to exploit opportunities;
• Using strengths to eliminate risks;
• Preventing weaknesses from being attacked, etc., [18,19].
The required level of maintenance of the long-term asset, the model of excellence, is
based on the following:
• “world-class” best practice maintenance experience, but for specific organizations, it
must be tailored to their internal and external conditions [20,21];
• From a methodological point of view, it is more efficient and practical to determine the
levels of excellence directly by individual audit criteria and for individual management
audit questions;
• This process is extremely difficult and objective information is often lacking, so it is
necessary to take an expert to intuitive approach to determining the level of excellence;
• Benchmarking can be a great help if the required data can be obtained.
The expected benefit, provided the organization’s strategy is properly integrated into
maintenance management, is a significant improvement in its performance, efficiency, and
overall economic effectiveness. If the implementation of the strategy is to be successful, it
must be known in the organization and supported by maintenance management [22,23].
It is about creating a sense of belonging amongst the workforce at the company and
the workplace. Motivation should be the feeling that their work is meaningful.
In the process of developing a strategy, a long-term program of improvement and
change is created, including a change in working style. In the long term, a flat organizational
structure and the use of small, autonomous, and flexible groups are best suited to achieving
this in a flexible way. It is common to see a change in organizational structure with a change
in management. Thus, if maintenance is centralized, it is changed to decentralized and vice
versa. Similarly, the trend in companies is to focus on the “core business” and to separate
other activities—in the case of maintenance, not to outsource them [24–27].
There is currently no coherent view of the different organizational structures and their
models for businesses, and, in principle, there should be no reason why. Each form of
maintenance organization has its pros and cons. Similarly, in-house maintenance is not
automatically better or worse than contractor maintenance. It is up to the management
of the enterprise to consider the specific conditions, make the most of the strengths, and
counteract the weaknesses of each system.
When designing the methodology for changing the maintenance strategy with an im-
pact on the efficiency and quality of the production system, there is analysis of the research
of the available literary sources published in scientific foreign and domestic journals.
Electronics 2024, 13, 3449 5 of 27

Several maintenance methods emerged to cover needs in industrial processes: preven-

tive maintenance (periodic review and cleaning systems), predictive maintenance (analysis
of equipment using physical variables), and corrective maintenance [28–30].
Predictive maintenance has been extensively studied during the last thirty years by
academic researchers and industrial practitioners. The recent literature discusses several
designs for predictive maintenance based on Industry 4.0’s main technologies, such as
IIoT, Cloud Computing, and Big Data Analytics. This development offers an excellent
opportunity to use condition-monitoring data intelligently within predictive maintenance,
combining the ability to collect data with an effective and integrated analysis of them [31].
When the maintenance contribution in the production profit is more than its cost, it
is considered cost-effective, and the same thing can be said about any investment mainte-
nance [32–36].
The E-manufacturing paradigm was enabled by ubiquitous Internet and telecom-
munication facilities, which helped manufacturing operations to achieve a predictive
near-zero-downtime performance as well as to synchronize with the business systems [37].
The literature on maintenance strategy formulation and selection has so far been very
limited. Maintenance strategy selection is a critical decision-making problem for the main-
tenance managers working in the process plant, manufacturing companies, etc., [38–40].
In manufacturing, the goal of learning is not to obtain knowledge but to use it to make
decisions through reasoning. Compared with learning, reasoning focuses on making
decisions [41–43].
Most of the architectures in the literature were designed to address a specific aspect of
maintenance, rather than provide a comprehensive framework that incorporates all types
of maintenance. This lack of a conceptual framework makes it difficult for modern firms to
design and implement effective and efficient maintenance strategies [44–47].
Solutions for maintenance processes were found in the current literature, based on
which a new strategy change procedure was created, oriented to the area of the production
system (efficiency, quality, operational costs). The impact of maintenance represents a total
of 15 to 60% of the total costs of operating all manufacturing. The maintenance activity
requires strategies and planning to meet the needs of quality, safety, and productivity.
The growth of the concepts of Industry 4.0 brings new opportunities and challenges. We
performed a systematic literature review methodology that resulted in a total of 47 articles
on methods, architectures, and technologies aligned with the application of predictive
maintenance. This study critically analyzes the studies considering the main challenges of
the area, including the visualization of possible standardizations and difficulties in their
implementation [48].
The added value of the created proposal is precisely in the verification and fine-tuning
of the maintenance strategy change procedure with practical verification.
The translated contribution is based on publication sources that have been verified on
sub-projects. The added value and novelty in the research are the methodology of changing
the maintenance strategy, which focuses not only on reducing the costs of maintenance
processes, but also on improving the efficiency and quality and reducing the operating
costs of the production system. The overall proposal was verified on complex strategy
change projects with a positive result.

2. Methodology
The maintenance objectives and strategies are intended to guide maintenance man-
agement to achieve “excellence” in the maintenance of physical assets. The developed
maintenance strategy requires the development of support programs for its implementa-
tion. This output should take the form of proposals for improving maintenance with a
time horizon of solutions of usually up to one year (exceptionally longer), with defined
responsibilities for solvers and implementers, resources, and individual implementation
milestones. The same attention as when designing support programs must be paid to
their implementation.
Electronics 2024, 13, 3449 6 of 27

2.1. Maintenance Strategies for Long-Term Asset (LTA)

The marketing strategy is based on the organization’s municipal business strategy,
which describes the organization and the services provided, the key customers, and their
degree of satisfaction. It describes an analysis of financial performance and a survey of
the competitive and market environment plus strengths, weaknesses, and key business
competitive factors. The strategy of the organization provides the business vision of
the organization, the specifics of the mission, the main goals, and the business plan for
achieving them, as well as creating the required maintenance strategy. Characteristics of
production equipment and other fixed assets that result from the maintenance strategy are
the following:
• The structure and numbers of production facilities;
• Data on their reliability, durability, sustainability, maintenance, and availability, in
particular, the requirements for preventive maintenance and maintenance volume in
standard hours, post-failure maintenance, in standard hours, and, where appropriate,
in financial terms;
• Mechanical, electrical, and other maintenance requirements;
• The expected structure of internal and external maintenance service provision;
• Criticality of equipment to production lines and machines;
• The impact of downtime on production.
Areas for maintenance care for fixed assets are the following:
• Maintenance management encompasses all management activities that determine the
objectives, strategies, and responsibilities of maintenance and that management applies
by such means as planning, directing, and controlling maintenance and improving
methods in the organization, including economic considerations.
• Maintenance objectives represent the goals assigned and adopted for maintenance ac-
tivities; these objectives may include, for example, availability, cost reduction, product
quality, environmental protection, and safety.
• The maintenance plan is a structured set of tasks that includes the activities, procedures,
resources, and scheduling required to carry out maintenance.
• The development of a specific LTA maintenance strategy could be based on the pro-
posed corporate strategy development model. The basis for the design of the mainte-
nance strategy is the acquisition of correct and objective input data and information
and their transformation into the required maintenance strategy and subsequent
maintenance improvement projects based on them.

2.2. Algorithm Design for Development of Maintenance Strategy and Concept

The methodology for the development of the maintenance strategy and concept
defined the input data, information, and starting points. The development of the “Mainte-
nance Strategy” document can be based on team-work and in cooperation with the various
departments that are either directly or indirectly affected by the processes. Prior to release,
the document should be reviewed by the organization’s senior management, regarding
the feasibility and security of the required resources. It should be borne in mind that
this document is intended to set the guidelines for maintenance management to achieve
excellence in long-term asset maintenance. The final output must be the identification of
key tasks to bridge the gap between the current state and the target state of maintenance
management excellence in the organization. This output should take the form of mainte-
nance improvement in project themes with a time horizon for resolution of generally up to
one year and exceptionally longer, and with defined responsibilities for the developers and
implementers of these projects, resources, and individual milestones for implementation.
The output of the Figure 3 algorithm is a “Maintenance Strategy” document with a
time horizon of up to three years and a “Maintenance Concept Development” document
with a horizon of about 1 to 1.5 years and a “Maintenance Strategy” for 10 years. The
algorithm indicates the creation of a strategy that begins with the analysis of the basic
 generally up to one year and exceptionally longer, and with defined responsibilities for
the developers and implementers of these projects, resources, and individual milestones
for implementation.
The output of the Figure 3 algorithm is a “Maintenance Strategy” document with a
time horizon of up to three years and a “Maintenance Concept Development” document
Electronics 2024, 13, 3449 7 of 27
with a horizon of about 1 to 1.5 years and a “Maintenance Strategy” for 10 years. The
algorithm indicates the creation of a strategy that begins with the analysis of the basic
characteristics of production equipment and their maintenance requirements and the cur-
characteristics of production equipment and their maintenance requirements and the
rent results of maintenance audits. This strategy is based on the excellence model and the
current results of maintenance audits. This strategy is based on the excellence model and
maintenance audit. Subsequently, a maintenance strategy concept is created, which con-
the maintenance audit. Subsequently, a maintenance strategy concept is created, which
tains selected elements—areas of strategy excellence (graphically marked part—gray
contains selected elements—areas of strategy excellence (graphically marked part—gray
color). The output of the maintenance concept is a 3-year strategy proposal. Subsequently,
color). The output of the maintenance concept is a 3-year strategy proposal. Subsequently,
projects are proposed for implementation on an annual basis, which are then evaluated,
projects are proposed for implementation on an annual basis, which are then evaluated,
and the current maintenance strategy is updated.
and the current maintenance strategy is updated.

Figure 3. Algorithm for creating a maintenance strategy and concept.

Figure 3. Algorithm for creating a maintenance strategy and concept.
2.3. Maintenance Management Audit
2.3. Maintenance Management Audit
An audit is a systematic, independent, and documented process of obtaining objective
An audit
evidence is a systematic,
and evaluating independent,
it objectively and documented
to determine the extentprocess
to whichof the
obtaining objec-
audit criteria
tive evidence and evaluating it objectively to determine the extent
of the audit are being met (sometimes also called a status assessment of maintenance to which the audit cri-
teria of the audit are being met (sometimes also called a status assessment
processes). Audit criteria are a set of policies, procedures, or requirements that are used asof maintenance
processes). Auditwhich
evidence against criteria are a set
objective of policies,
evidence procedures,
is compared or requirements
[49,50]. Records, reports,thatstatements
are used
as
of evidence against
fact, or other which objective
information evidence
that relate is compared
to the [49,50].
audit criteria andRecords, reports,
are verifiable maystate-
be
ments of fact,
considered asor other
audit information
evidence. Auditthat relate to
findings arethe audit
then the criteria and
results of theare verifiableofmay
evaluation the
be considered
collected auditas audit evidence.
evidence against theAudit
auditfindings
criteria.are
Anthen
auditthefinding
resultsmay
of the evaluation
be the of
following:
the
• collected audit evidence against the audit criteria.
Compliance or non-compliance (with the audit criteria); An audit finding may be the follow-
ing:
• Compliance or non-compliance (with regulatory requirements or with regulatory
• Compliance or non-compliance (with the audit criteria);
requirements);
• An opportunity for improvement;
• A record of good practice [51–54].
Based on the above criteria for maintenance audits, a system of questions (indica-
tors) and their assessment should be designed to enable practical auditing of possession
management in organizations of different types and focuses.
The biggest challenge is evaluating the answers to these questions and quantifying the
level of fulfillment of the criteria and requirements contained therein. The evaluation should
consider the rating (1—low importance, 2—medium importance, 3—high importance). The
questions containing the criteria and the actual answer must be formulated not only in
qualitative terms, but also evaluated in terms of percentage points (0% is absolute non-
fulfillment of the criterion and 100% is absolute perfect fulfillment of the required criterion).
Electronics 2024, 13, 3449 8 of 27

An even more challenging problem is the determination of the ideal value of the ideal
quality criterion of maintenance management. This involves knowing such ideal values
as the optimal proportion of preventive maintenance, the optimal proportion of external
(outsourced) maintenance, the optimal size of maintenance resources, the optimal ratio of
the number of managers and technicians to the number of manual maintainers, etc. An
important aid in this area is the benchmarking of maintenance management, carried out at
the level of plants in one organization, then between organizations of the same production
focus at the national level, and, where appropriate, at the international level. Work of this
type is currently in its infancy.
A team-based way of handling responses is preferable to a single worker’s solution.
Each question represents one quality indicator of maintenance management, and in addition
to the qualitative answer, the quality level Q in percentage is to be assigned based on expert
judgement of the level achieved for that indicator (question). The average quality level of
the indicator for each area of maintenance management shall be determined by a weighted
average (1) as follows:
n
∑ j=i 1 wij Qij
Qi = n (1)
∑ j=i 1 wij
where (Q—the average quality level of indicator i in that area of maintenance management),
W (i—the value of the j-th indicator (question) in the i-th maintenance manage-
ment area).
Qij —the quality level of the j-th indicator (answer to the question) in the i-th main-
tenance management area and not the number of indicators (questions) set in the i-th
maintenance management area. For example
Qi = (2 × 95 + 3 × 85 + 3W + 3 × 70 + 3 × 65 + 2 × 78 + 3 × 90)/(2 + 3 + 3 + 3 + 3 + 2 + 3) = 1565/19 ≈ 81%
The calculation is performed by averaging the quality level of the indicators of the
first maintenance management area.
Electronics 2024, 13, x FOR PEER REVIEW 9 of 26
The basis for the evaluation of the maintenance audit is the qualitative and quantitative
written responses (Figure 4) and external benchmarking shown in Table 1.

1. Characteristics of business activities and production facilities in the organization.

2. Maintenance strategy and systems in the organization.

3. Organization and management of maintenance staff.

4. Maintenance administration.

5. Preventive maintenance.

6. Planning, scheduling and work orders in maintenance.

7. Implementation of maintenance processes.

8. Maintenance history records for production equipment.

9. Purchasing, storage and inventory management of materials.

10. Measuring maintenance efficiency and evaluating customer satisfaction.

11. Computer support for maintenance management.

Figure 4. Internal audit.

Figure 4. Internal audit.
Table 1. External benchmarking [51].
In the analyzed state of external benchmarking, Nordic countries had lower targets
than world-class enterprises based on the literature research
Nordic and publications [55–58].
Benchmarking World What
Indicator we wanted to draw attention to this to the professional and scientific community.
Analysis Class
Overall equipment efficiency (OEE) These quantitative results give an immediate 76.4insight into the weaknesses of mainte-
>90%
nance management.
Actual running time as % of planned running timeThe most important part 88.1
(emergency) of the audit is the qualitative answers to
>90–95%
the individual questions and their thorough evaluation. The set of questions (indicators)
Maintenance costs as % of company turnover 4.1 <3
Maintenance costs as % of the replacement value of fixed assets 3.0 <1.8%
Inventory of spare parts and materials as % of man-hours for maintenance 0.8 <0.25%
Man-hours for preventive maintenance as % of man-hours for maintenance 38.4 40%
Maintenance man-hours after failure as % of maintenance man-hours 29.8 5%
Man-hours planned and scheduled as % of man-hours for maintenance 63.0 >90–95%
Electronics 2024, 13, 3449 9 of 27

presented is certainly not definitive and exhaustive. It should be considered as an open

system that can be further expanded and refined based on experience. [59–63]

Table 1. External benchmarking [51].

Indicator Nordic Benchmarking Analysis World Class

Overall equipment efficiency (OEE) 76.4 >90%
Actual running time as % of planned running time (emergency) 88.1 >90–95%
Maintenance costs as % of company turnover 4.1 <3
Maintenance costs as % of the replacement value of fixed assets 3.0 <1.8%
Inventory of spare parts and materials as % of man-hours for
0.8 <0.25%
maintenance
Man-hours for preventive maintenance as % of man-hours for
38.4 40%
maintenance
Maintenance man-hours after failure as % of maintenance man-hours 29.8 5%
Man-hours planned and scheduled as % of man-hours for maintenance 63.0 >90–95%

The result of this maintenance audit must be a proposal for corrective action to
eliminate the causes of the identified deficiencies and to prevent their recurrence. To
ensure competent and reliable production facilities while eliminating material and human
factors, to maintain absolute quality (100% excellent product condition), it is necessary to
implement quality maintenance [64–67] for which it is necessary to determine the following:
• Conditions for lining up and setting up for the first time;
• Conditions for preventive maintenance to achieve a state of zero defects;
• Determine the causes and consequences that affect the magnitude of deviation from
the nominal value;
• Determine the control and measurement of defined operating and technical conditions
of the equipment at time intervals;
• Based on the magnitude of the deviations, a maintenance plan for the machinery and
equipment. [68–73]

3. Results
The proposed strategy change procedure was based on current audits. The research in
maintenance strategy and the procedure of improving maintenance processes to increase the
efficiency and quality of the production system is based on the audits carried out in Slovak
companies, where the projects of maintenance strategy development were implemented.
At the same time, knowledge from the APVV (Slovak research and development agency),
for example, project Integrated Modular System of a Factory Twin and VEGA grant projects
(The Ministry of Education, Research, Development, and Youth of the Slovak Republic is the
central body of the state administration of the Slovak Republic for elementary, secondary
and higher education, educational facilities, lifelong learning, and for the state’s support for
research, development, and youth), for example, VEGA 1/0524/22: Research of a proactive
approach to the sustainability of production systems in crisis conditions in the context of
the green economy, and VEGA 1/0633/2024: Research and support of the synergistic effect
of optimization of assembly processes was applied [74–79].
On the basis of which partial projects in companies were verified (Continental—
automotive industry (areas: spare parts, preventive maintenance, planned maintenance,
FCA, TPM), Continental Tires Slovakia—rubber industry (areas: quality, production effi-
ciency), Zentiva—pharmaceutical industry (solved areas: preventive and predictive main-
tenance), PSL—engineering industry (areas: TPM, LOTO, RCM)), the overall verification
of the creation of the maintenance strategy and the proposed methodology was carried
out on the basis of the outputs of the sub-projects and overall projects in the following
companies with a positive result (Johns Manville—glass industry (glass and mineral fibers),
RONA—glass industry, Fortischem—chemical industry, VÚEZ—operational research (re-
search and development of equipment for non-reactor parts of nuclear power plants)).
Electronics 2024, 13, 3449 10 of 27

Potential areas of improvement and maintenance issues have been identified based on
sub-projects as follows:
• Lack of planning of maintenance activities, weaker planning (lack of planning).
• Informal communication of the work to be performed with maintenance (flow of
requirements).
• Lack of leadership of maintenance staff on afternoon and night shifts. Most work
performed ad-hoc, without work orders.
• Working independently, without collaboration.
• Lack of a plan for work to be performed outside of breakdowns.
• Insufficient, weak reporting.
• Lack of autonomous maintenance.
• Duplicated work, many things are controlled by the supervisor and by the mainte-
nance person.
• No defined standards for specific work.
• Lack of motivation of shift maintenance for performing the work. It could perform
it faster.
• Lack of criteria for evaluating the productivity of the maintenance worker. (What he
wrote down did not correspond with what he performed.)
• Work by individuals or small groups without collaboration.
• Multi-level hierarchical structure of maintenance.
• Inappropriate ratio of maintenance worker’s activities, inappropriate organization of
work (Figures 5 and 6).
• Lack of planning worker.
• Failure to carry out preventive maintenance and planned repairs due to the following:
Electronics 2024, 13, x FOR PEER REVIEW
• planned preventive maintenance and planned repairs—production does not11make of 26

equipment available.
• production puts equipment on standby—no maintenance capacity.
•• Planned repairs—maintenancecapacity
planned repairs—maintenance capacityis is available;
available; production
production makes
makes the the equip-
equipment
ment available—spare
available—spare partaccording
part (SP) (SP) according to EN13306
to EN13306 is not is
innot in stock.
stock.

5. Daily
Figure 5. Dailysnapshot of of
snapshot a Measurement and Regulatory
a Measurement Technology
and Regulatory (MART)
Technology maintenance
(MART) worker.
maintenance
worker.

Searching (s)
Travel (tr) Preparation /
0%
28% Finishing work
(p)
9%

Administrative
(ad)
16%
Electronics 2024, 13, 3449 11 of 27
Figure 5. Daily snapshot of a Measurement and Regulatory Technology (MART) maintenance
worker.

Searching (s)
Travel (tr) Preparation /
0%
28% Finishing work
(p)
9%

Administrative
(ad)
16%

Available / Idle
(av)
5%

Hourly Work
(w)
42%

Figure 6.
Figure 6. Daily
Daily snapshot
snapshot of
of aa shift
shift maintenance
maintenance worker.
worker.

3.1.
3.1. Proposed
Proposed Change
Change to
to the
the Maintenance
Maintenance Strategy
Strategy
By
By analyzing
analyzing the
the potential
potential for
for improvement
improvement and and by
by analyzing
analyzing the
the processes
processes carried
carried
out by which the company organizes its activities and resources to achieve its
out by which the company organizes its activities and resources to achieve its long-term long-term
goals,
goals, to
to ensure
ensure the
the competitiveness
competitiveness and and profit
profit of
of the
the company,
company, the
the steps
steps to
to change
change the
the
strategy have been proposed in Figure 7. The strategy change steps are as follows:
strategy have been proposed in Figure 7. The strategy change steps are as follows:
• Analysis of the current situation, maintenance audit.
• Analysis of the current situation, maintenance audit.
• Benchmarking.
• Benchmarking.
• Criticality assessment of machinery and equipment.
• Criticality assessment of machinery and equipment.
• Evaluation of current maintenance processes.
• Evaluation of current maintenance processes.
• Selection of a new maintenance strategy.
• Selection of a new maintenance strategy.
• Comparison of the existing maintenance system and the proposed maintenance system.
• Implementation of a new maintenance strategy.
Before choosing a strategy, it is necessary to familiarize yourself with the individual
concepts of maintenance strategies.
Based on familiarization with the individual strategies, we proposed 10 areas of im-
provement in the audit of the maintenance strategy (in Slovak understanding, management
assessment of the status of maintenance processes):
1. Management strategy, goals, and indicators
Analysis of the maintenance strategy for +3 years and more, breakdown of the strat-
egy into activities, what results are achieved in fulfilling the strategy and goals of the
maintenance department, and what KPIs in maintenance are monitored.
2. Preparation and approval of the maintenance budget
How is the maintenance budget defined, breakdown analysis into items, evaluation of
budget utilization and trend, and budget controlling.
3. Organizational structure of maintenance, competence, and responsibility
Evaluation of the organizational structure, assessment of the number of maintenance
workers and determination of the number of maintenance workers, matrix of competences,
and responsibilities of maintenance workers.
 • Comparison of the existing maintenance system and the proposed maintenance sys-
Electronics 2024, 13, 3449 tem.
12 of 27
• Implementation of a new maintenance strategy.

Figure
Figure 7. Maintenance
7. Maintenance strategy
strategy change
change algorithm.
algorithm.

4. Before for
Strategy choosing
carryinga strategy, it is necessary
out maintenance to familiarize yourself with the individual
activities
concepts of maintenance strategies.
Categorization of technological units, evaluation of the methodology for machine
Based on familiarization with the individual strategies, we proposed 10 areas of im-
categorization (critical machine), choice of maintenance strategy for individual categories,
provement in the audit
and ratio of corrective of the
versus maintenance
preventive strategyand
maintenance (in trend.
Slovak understanding, manage-
ment assessment of the status of maintenance processes):
5. Reactive maintenance
1. Management system—after
strategy, goals, andfailure
indicators
HowAnalysis of the maintenance
is maintenance strategy for +3 years
after a failure—reporting, and more,
start-up, breakdown
progress, of results,
statistics, the strat-
egy into activities, what results are achieved
production feedback, and optimization of interventions. in fulfilling the strategy and goals of the
maintenance department, and what KPIs in maintenance are monitored.
6. Preventive maintenance system
2. Preparation and approval of the maintenance budget
HowHow and whomaintenance
is the creates preventive
budget maintenance plans, the
defined, breakdown content
analysis and
into scope
items, of the
evaluation
introduction of the PU concept, the content of individual
of budget utilization and trend, and budget controlling. PU performances, intervals, and
their setting, and the calendar
3. Organizational of preventive
structure activities.
of maintenance, competence, and responsibility
7. Evaluation of
Autonomous the organizational
maintenance system structure, assessment of the number of maintenance
workers and determination of the number of maintenance workers, matrix of compe-
Content and scope of introduction, content and form of AU standards, comprehensi-
tences, and responsibilities of maintenance workers.
bility for operators, and spot check of compliance directly in production.
4. Strategy for carrying out maintenance activities—categorization of technological
8. units,
Safety of workof
evaluation onthe
machines and equipment
methodology for machine categorization (critical machine), choice
of Analysis
maintenance of thestrategy
approachfortoindividual
occupationalcategories,
safety in and ratio of corrective
the framework versus preven-
of repairs—establish-
tive maintenance
ment—planned and trend.interventions, risk assessment system associated with the
maintenance
safety of5. the
Reactive
work maintenance
of maintenance system—after
workers, and failure
results and trends in the development of
injuries and near-accidents.
9. Management of administration and management of spare parts
Objectives and strategy in the area of ND management, analysis of inventory structure
(quantity, value, storage time), ND selection methodology for storage, determination of
Electronics 2024, 13, 3449 13 of 27

level height (min., max.) for stored parts, optimization of inventory height, location of ND
warehouses and records, and arrangement and organization of ND warehouses.
10. Knowledge management and development of maintenance workers
Maintenance qualification requirements, development plan, form of development,
and planned and drawn investments for development.
The area of the maintenance strategy change algorithm is summarized in 10 steps,
where we focused on all maintenance processes as follows:
• FFM: Failure-Finding Maintenance, i.e., a functional test or inspection of a hidden
failure of the equipment. Depending on the results, repairs are carried out.
• CBM: Condition-Based Maintenance, i.e., the maintenance activities consist of period-
ical inspections or online measurement of the technical condition of the equipment.
Depending on the measured condition, repairs are planned or carried out.
• TBM: Time-Based Maintenance, i.e., this means regular periodic maintenance.
• SM: Scheduled Maintenance, i.e., the maintenance activities are carried out based on
the use of the equipment (i.e., time, hours, operations etc.). It is independent of the
condition of the equipment.
• MOD: Modification, i.e., it must be changed. This does not mean it has to be technical—
it can be a change of spare parts or instruction.
• RTF: Run to Failure, i.e., the failure will be solved when it occurs. No preventive
maintenance.
Based on the benefits of and reduction in maintenance costs, a suitable strategy concept
is selected. As a result of analyses of studies from past periods and current experience, a
recommended annual plan for changing the maintenance strategy was proposed (Figure 8).
Control milestones are defined to verify the task performance of the strategy development
project, as shown in Figure 9. In designing the schedule, we focused on the maintenance
system, the maintenance processes, and the maintenance staff, who are scheduled to
perform each task on a week-by-week basis.
It is necessary to develop an RACI matrix (Responsible, Accountable, Consulted,
Informed) for the different maintenance processes and responsibilities for activities within
the maintenance management system. The sequence of steps begins with the indicator
design system.
Current maintenance management indicators need to be reviewed. Table 2 presents a
proposal of maintenance indicators to meet the milestones of the new strategy development
project. To effectively commission the system and maintain it at the optimum life-cycle
cost in the long term, maintenance and provisioning activities need to be planned and the
necessary resources procured.
These activities start early in the conception and development phase and continue
throughout the subsequent stages of the life cycle. The objectives of maintenance activity
planning and maintenance assurance are as follows:
• Develop a maintenance concept and add maintenance and maintenance assurance
requirements to the system requirements;
• To determine the effect of system maintainability design in the form of maintenance
requirements and to optimize the maintenance concept;
• Define the maintenance provisioning requirements and the maintenance plan;
• Specify the resources required.
Electronics 2024,
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Electronics 13,
2024,13, xx FOR
13,3449FOR PEER
PEER REVIEW
REVIEW 14
14 of
14 of 26
of 26
27

Figure
Figure 8.
8. RACI
RACI matrix.
matrix.
Figure 8. RACI matrix.

Figure
Figure 9.
Figure 9. Maintenance
9. Maintenance strategy
Maintenance strategy change
strategy change plan.
change plan.
plan.

These activities start early in the conception and development phase and continue
throughout the subsequent stages of the life cycle. The objectives of maintenance activity
planning and maintenance assurance are as follows:
• Develop a maintenance concept and add maintenance and maintenance assurance
requirements to the system requirements;
• To determine the effect of system maintainability design in the form of maintenance
requirements and to optimize the maintenance concept;
• Define the maintenance provisioning requirements and the maintenance plan;
• Specify the resources required.
Electronics 2024, 13, 3449 15 of 27

Table 2. KPI indicators for management (BSC maintenance).

Plant Engineering
Maintenance Balance Score Card Plant Operation Review Engineering Tires Maintenance Manager Maintenance Area Leader
Manager
Machine Group average Plant total (Nm3 /ton) Area total (Nm3 /ton) Machine Group average
Compressed air consumption
(Nm3 /ton) per month per month per month (Nm3 /ton) per day
Overtime maintenance staff Plant status (%) Area status (%)
Shift status (%) each day
(var+fix) each month each month
Mean Time Between Failure Plant average (h) per month Machine Group Plant average (h) per Machine Group Machine Group
(MTBF) for all machineries Average (h) per month month for all machineries Average (h) per month Average (h) per month
Plant average (h) per month Machine Group Average Plant average (h) per Machine Group Average Machine Group Average
Mean Time To Repair (MTTR)
for all machineries (h) per month month for all machineries (h) per month (h) per month
“A machine” total (LTB) “A machine” total (LTB) “A machine” total (LTB)
Long Time Breakdown (LTB)
per month per month per day
Average Waiting Time
Effectiveness

Area Total (h) per month Area Total (h) per month
for Craftsman
Plant average (%) per month Machine Group average Plant average (%) per Machine Group average Machine Gropu average
Maintenance Maturity Ratio
for all machineries (%) per month month for all machineries (%) per month (%) per mount
Plant Total (Local currency Machine Group average Plant Total (Local currency Area Total (Local Machine Gropu average
Manhour cost
& €) per month (€ per StdT) per year & €) per month currency) per month (Hours) per day

Plant Total (Local currency Machine Group average Plant Total (Local currency Area Total (Local Machine Group Average
Spare parts cost
& €) per month (€ per StdT) per year & €) per month currency) per month (Local currency) per day

Plant Total (Local currency Machine Group average Plant Total (Local currency Area Total (Local Machine Group Average
Externam services cost
& €) per month (€ per StdT) per year & €) per month currency) per month (Local currency) per day

Machine Group Average

Machine Group average Plant Total (Localcurrency Area Total (Local
Major Repair (Local currency) per
(€ per StdT) per year & €) per month currency) per month
month
Non Productive Material Machine Group Status Plant status (Localcurrency Area status (Local Machine Gropu Status (€)
stock value (€) each year & €) each month currency) per month each month
Electronics 2024, 13, 3449 16 of 27

Table 2. Cont.

Plant Engineering
Maintenance Balance Score Card Plant Operation Review Engineering Tires Maintenance Manager Maintenance Area Leader
Manager
Machine Tolerance Check Machine Group Status Area Status (%) Area Status (%) Machine Gropu Status (€)
(MTC) Fulfillment (€) each month each month each month each month
Process

Planned Maintenance Fulfillment Machine Group Status Area Status (%) Area Status (%) Machine Gropu Status (€)
(excluding MTC) (€) each month each month each month each month

Training & development Plant Status (%) Area Status (%) Shift Status (%)
measures fulfillment each month each month each month
Machine Group Status “A machine” TEEP “A machine” OEE “A machine” OEE average
Influence

TEEP/OEE
Indirect

TEEP (%) each month average (%) per month average (%) per month (%) per day
Plant Status Area Status Shift Status
Accident Rate (Plant) (Accident/1mio. Hours) (Accident/1mio. Hours) (Accident/1mio. Hours)
per month per month per month
Machine availability rate for Area Status (%) Area Status (%) Machine Gropu Status (%)
Suppliers
Internal

Planned Maintenance each month each month each month

Critical Spare parts Plant Status (%) Plant Status (%) Area Status (%)
availability rate each mount each mount each month
Electronics 2024, 13, 3449 17 of 27

3.2. Evaluation of Maintenance System Selection Alternatives and Optimization Procedure

Analysis Steps
The objective of the evaluation of alternatives is to select a maintenance assurance
system. The analysis of the optimization procedure for operation and maintenance provi-
sioning is part of the inherent development system. Optimal benefits are obtained when
these analyses consider all system factors (cost, schedule, operational characteristics, and
maintenance provisioning) before system development is completed. The following steps
are to be performed in the evaluation and analysis of the optimization procedure:
• Identify criteria that are related to maintenance provisioning requirements, cost,
and availability;
• Select or develop models or analytical relationships between the maintenance provi-
sioning design and the operational or any other identified evaluation criteria;
• Perform an optimization procedure or evaluation that uses the developed relationships
or models, and select the best alternative(s) based on the developed criteria;
• Perform sensitivity analyses of those variables that have a high degree of risk or a
significant impact on the maintenance provision, cost, or availability of the new system;
• Document the results of the optimization procedure and evaluation, including any
risks and assumptions involved.

4. Discussion
Following research into a maintenance strategy and maintenance process improvement
procedure to increase the efficiency and quality of the production system through the
application of the proposed methodology/algorithm for changing the maintenance strategy,
results were achieved, which showed a positive impact on the production efficiency and
quality. As part of the project solution, control meetings between the project team and
company management took place on a regular basis, where the results achieved during the
change in the maintenance strategy were positively evaluated and further improvements
were proposed.

4.1. Achieved Impact of Maintenance Strategy Change on Production Efficiency

The overall equipment effectiveness (OEE) rating is a function of losses due to faults
(interruptions), power losses due to reduced speeds and queuing times, and low quality of
the products produced (Figure 10).
Maximizing the efficiency of equipment operations and minimizing costs over its
life cycle could be ensured by eliminating the “six major losses” that significantly affect
the efficiency of equipment on schedule. It was mainly about reducing failures resulting
from equipment defects, rearranging, and setting up (changing jig, tool, etc.), eliminating
inactivity, idling and small breaks, process errors and repairs (screw-ups and quality
defects in need of correction), and reduction in time between machine start-up and stable
operation. The determined critical OEE value of 72% was reached at the level of 82% during
the project solution.
 efficiency of equipment on schedule. It was mainly about reducing failures resulting from
equipment defects, rearranging, and setting up (changing jig, tool, etc.), eliminating inac-
tivity, idling and small breaks, process errors and repairs (screw-ups and quality defects
in need of correction), and reduction in time between machine start-up and stable opera-
Electronics 2024, 13, 3449 tion. The determined critical OEE value of 72% was reached at the level of 82% during 18 of
the27
project solution.

Figure 10.
Figure Graph OEE.
10. Graph OEE.

4.2. Impact of a Change in Maintenance Strategy on Production Quality

4.2. Impact of a Change in Maintenance Strategy on Production Quality
Through the new designs and the entire methodology of PPM (preventive planned
Through the new designs and the entire methodology of PPM (preventive planned
maintenance), as well as all other supporting processes, detailed analysis of line object
maintenance), as well as all other supporting processes, detailed analysis of line object
failures has been enabled. New possibilities have been opened for more efficient and faster
failures has been enabled. New possibilities have been opened for more efficient and faster
problem analysis and corrective action to improve and stabilize the process, especially the
problem analysis and corrective action to improve and stabilize the process, especially the
production quality process.
production quality process.
However, due to the implementation of the so-called zero interval, improvements can
However, due to the implementation of the so-called zero interval, improvements
already be seen in some indicators after a shorter period. Other important indicators can be
can already be seen in some indicators after a shorter period. Other important indicators
estimated, or the expected improvement can be determined, but only after a certain period.
can be estimated, or the expected improvement can be determined, but only after a certain
The indicators that can be realistically assessed now relate to the number of materials
period.
discarded Theinindicators
the six-hourthatinterval
can be realistically assessed
before the failure now relate
occurred. Asto
canthebenumber
seen inofTable
mate- 3,
rials discarded in the six-hour interval before the failure occurred. As can
the improvement in this indicator is approximately 24% compared to the initial situation.be seen in Table
3, themeans
This improvement in this
that 23.76% indicator
more blanksiswere
approximately
discarded in 24%
thecompared to the initial
six-hour interval beforesitua-
the
tion. This means that 23.76% more blanks were discarded in the six-hour
failure than before the introduction of the new preventive planned maintenance. This is interval before
the
alsofailure
becausethanitsbefore the introduction
introduction of the
has reduced thenew preventive
frequency planned
of failures. maintenance.
The This
new preventive
is also because its introduction has reduced the frequency of failures. The
maintenance has thus had a positive impact on both factors, resulting in the improvement new preventive
in the indicator.

Table 3. Comparison of discarded materials after the introduction of the new PPM.

Discarded Material before Failure

Original state (%) Status (%) Improvement (%)
29.84 22.75 23.76

A follow-up indicator that can also be measured in a shorter period after the introduc-
tion of PPM is the number of meters of semi-finished products discarded due to machinery.
The improvement in the two-week interval can be seen in Table 4. After the introduc-
tion of the proposals, the incidence of semi-finished products scrapped due to machinery
decreased by 23.01% and the number of all semi-finished products scrapped, irrespective
of the reason for scrapping, decreased by about 16%. These are significant improvements,
which may be slightly distorted by the shortness of the monitoring interval, but the im-
proving trend is evident. Talking not only about semi-finished products discarded due to
machines is important because machines can still have an impact on other cases as well.
Electronics 2024, 13, 3449 19 of 27

Table 4. Comparison of the number of rejected semi-finished products.

The Number of Rejected Semi-Finished Products

A Type of Elimination Original State (%) Status (%) Improvement (%)
As a result of machinery
804 619 23.01%
and equipment
All the reasons 5821 4887 16.05%

The previous indicators and improvements were expressed only for the produc-
tion line whose winding station design was the subject of a pilot verification of the
proposed methodology.
The financial evaluation of the design solutions and estimates of improvements have
already been calculated for all five extrusion lines. This is because most of the quality
indicators are related to the whole process and the new PPM plan will be gradually
introduced on the other lines as well.
This financial assessment and the estimate of expected savings can be seen in Table 5.
Three basic indicators (Scrap I, WOT—work off, downtime/faults) have been selected. For
all indicators, improvements were estimated based on the changes made, experience, and
especially in view of the improving indicators interpreted above. For Scrap I, the expected
improvement after a certain period is at the level of four to seven percent. In this case, this
is a lower expectation percentage because only tread and sidewall wastes do not enter Scrap
I. The price saving is thus at a level of around €20,000 per month on average. For WOT,
based on the intermediate results, improvements of up to 13 to 17 percent are expected.
This amounts to an average of around €16,500 per month for both semi-finished products
together with rework costs. A final indicator that directly reflects potential savings is the
duration of downtime caused by failures. Here again, according to the assumptions and
intermediate results, a reduction of 10 to 15 per cent in the duration of breakdowns is
expected. In financial terms, this translates to an average of around €1150.

Table 5. Table of economic evaluation of proposals.

Economic Evaluation of Design Solutions

Expected Savings (€)
Indicator Expected Improvement (%) Average (€)
Min. Max.
Scrap I 4–7% 14,566.39 € 25,491.19 € 20,028.79 €
WOT 13–17% 14,244.82 € 18,627.84 € 16,436.33 €
Downtime/disruptions 10–15% 921.32 € 1381.99 € 1151.66 €
Cost 1100.00 € 1100.00 € 1100.00 €
Monthly saving 28,632.53 € 44,401.01 € 36,516.77 €
Annual saving 343,590.40 € 532,812.14 € 438,201.27 €

The cost of implementing design solutions is minimal. There is no need to purchase

new equipment, software, or external help. Everything will be performed within the
shutdown lines as before, with the same number of internal staff, etc. The only cost has
been the salaries of the staff in setting up the PPM plan and training them. This cost was
estimated at approximately €1100.
As a result, an average monthly saving of €36,500 is expected after the implementa-
tion of the proposed solutions on all lines. This represents an average annual saving of
€438,200. It can be argued that this is a significant cost saving, which is mainly due to the
improvement in the quality of the production process by using the newly designed PPM
plan in the context of quality. It should be noted that everything so far only applies to the
single most critical design unit within all five production lines of the production system.
Once the PPM plan is extended to the whole lines, even greater savings and improve-
ments in the quality of the production process can be expected, as shown in Figure 11.
 €438,200. It can be argued that this is a significant cost saving, which is mainly due to the
improvement in the quality of the production process by using the newly designed PPM
plan in the context of quality. It should be noted that everything so far only applies to the
single most critical design unit within all five production lines of the production system.
Electronics 2024, 13, 3449 20 of 27
Once the PPM plan is extended to the whole lines, even greater savings and improve-
ments in the quality of the production process can be expected, as shown in Figure 11.

Figure 11.
Figure 11. The
The impact
impact of
ofaachange
changeininmaintenance
maintenancestrategy onon
strategy the production
the quality
production of aofproduction
quality a produc-
system.
tion system.

4.3.
4.3. Impact
Impact of
of the
the Strategy
Strategy Change
Changeon
onSpare
SpareParts
Parts
Electronics 2024, 13, x FOR PEER REVIEW 20 of 26
As
As wewe found fromfrom thethe analysis
analysisofofthe thecurrent
currentsituation
situation ininthethe enterprises,
enterprises, mostmost of
of the
the interviewed
interviewed enterprises
enterprises determine
determine the sizethe of
sizetheofinsurance
the insurance
stockstock
and the and the associated
associated signal
signal levelbyonly
level only by estimation,
estimation, which iswhich is not supported
not supported either byeither by calculation
calculation or by
or by statistical
The
statistical
methods. following
methods. algorithm will be used for the calculations, for which data such as his-
torical consumption
Therefore, data, the criticality of the ND SP, and the delivery
Therefore, for a more objective and professional determination of the basic data for
for a more objective and professional determination of time
the from
basic the
data sup-
for
ND
ND inventory
plierinventory management,
are important. we
we recommend
The algorithm
management, can be seen
recommend their
indetermination
their Figure 12. In Table
determination by
by calculation.
6, we can However,
calculation. see based
However,
the
on value
the valuedetermined
which criteria we by
determined bycalculation
divide the items
calculation may
may into not be
befinal
groups
not A,but
final may
B, and
but mayC.still
still be
be adjusted
adjusted as as necessary
necessary
by
bythe responsible
The
the ABCX spare
responsible staff but
butbased
staffparts on
onthe
categorization
based theunderlying calculations.
is a comprehensive
underlying calculations. SP analysis where various
dataInIn the
arethe enterprise
examined
enterprise under
such under analysis,
as how it itdetermines
the part
analysis, affects thesignal
determines levels
functionality
signal levels andof
andorder
theordersizes
machine, bythe
sizes estima-
by lead
esti-
tion,
time which
of the is not
part, very
the accurate,
failure rate and
of thesome values
part, whether may be
thereincorrect.
is a
mation, which is not very accurate, and some values may be incorrect. Therefore, we want Therefore,
replacement forwethe want
part,
to use
usecalculations
whether
to it is usedto
calculations indetermine
to the
thesafety
critical machines,
determine safety stock,
stock,signal
whether it canlevels,
signal etc.,
etc., and
be manufactured
levels, and then orcompare
then refurbished,
compare the
the
two options.
and options.
two whether it is a standard standardized part or a consumable part.
The following
In Table algorithm
6, we see will beAused
that category has theformost
the calculations,
critical parts and for which
category data such
X the as
least.
historical
The overall consumption
criticality ofdata,
sparethe criticality
parts of the on
(SP) is based NDseveral
SP, and the delivery
criteria, which time frominput
are then the
supplier are important.
into a matrix to determineThe the
algorithm
resulting canSP becriticality
seen in Figurevalue.12. In Table 6, we can see based
on which criteria we divide the items into groups A, B, and C.

Figure12.
Figure 12.Parameter
Parameterdetermination
determinationalgorithm
algorithmfor
forSP
SPinventory
inventorymanagement.
management.

Table 6. Criteria for determining the overall criticality of SP.

Category Description
A spare part without which a machine cannot function, with a high failure rate, with a long procurement
A
time, without replacement, used in critical machines.
A spare part without which the machine can run (at least suboptimal), which has high reliability, which can
B
be manufactured/purchased/repaired in a short time, and which has a replacement.
C Consumables, wear parts (filters, bits, belts).
Electronics 2024, 13, 3449 21 of 27

Table 6. Criteria for determining the overall criticality of SP.

Category Description
A spare part without which a machine cannot function, with a high failure rate, with a long procurement time,
A
without replacement, used in critical machines.
A spare part without which the machine can run (at least suboptimal), which has high reliability, which can be
B
manufactured/purchased/repaired
Figure 12. Parameter indetermination
a short time, and which has
algorithm for aSPreplacement.
inventory management.
C Consumables, wear parts (filters, bits, belts).
X Obsolete or neverTable
used6.
spare parts.
Criteria for determining the overall criticality of SP.

Category Description
The ABCX spare parts categorization is a comprehensive SP analysis where various
A spare part without which a machine cannot function, with a high failure rate, with a long procurement
A data are examined such as how the part affects the functionality of the machine, the lead
time, without replacement, used in critical machines.
time of the part, the failure rate of the part, whether there is a replacement for the part,
A spare part without which the machine can run (at least suboptimal), which has high reliability, which can
B whether it is used in critical machines, whether it can be manufactured or refurbished, and
be manufactured/purchased/repaired
whether it is a standardin a short time, andpart
standardized whichor ahas a replacement.
consumable part.
C Consumables, wear partsIn(filters,
Table 6,bits,
we belts).
see that category A has the most critical parts and category X the least.
X Obsolete or never used
The spare
overallparts.
criticality of spare parts (SP) is based on several criteria, which are then input
into a matrix to determine the resulting SP criticality value.
After evaluating
After evaluating these
these sub-criteria,
sub-criteria,we
we develop
develop aa matrix
matrix that
that shows
shows thethe real
real criticality
criticality
of the work. The
of Thematrix
matrixis is
shown
shownin in
Figure 13. 13.
Figure We also call the
We also callcriticality of theof
the criticality SPthe
deter-
SP
mined in this
determined in way the safety
this way factor,
the safety which
factor, we then
which use to
we then usecalculate the safety
to calculate margins
the safety and
margins
signal
and levels.
signal levels.

Figure 13. Proposed spare parts criticality matrix.

The part located at position A1D shows the highest criticality and the part located at
position C3F shows the lowest criticality. The overall criticality of the parts is more complex
and is recommended for implementation in the SP Logistics Procurement and Management
System. However, it can also be combined with other methods. The individual criteria are
also assigned a score; after summing, the most critical part has a score of 4 and conversely,
the least critical part has a score of −1.
Having made calculations based on the criticality of the SP, past consumption, and
lead times to determine the new safety stock, signal levels, batch sizes, and minimum and
maximum stock, we can say that for several items, the values were unreasonably high. The
total value of the stock items decreased from €62,258.70 to €38,684.78 for the new variant,
which is a reduction of €23,573.92. The comparison can be seen in Table 7 and Figure 14.
 conversely, the least critical part has a score of −1.
Having made calculations based on the criticality of the SP, past consumption, and
lead times to determine the new safety stock, signal levels, batch sizes, and minimum and
maximum stock, we can say that for several items, the values were unreasonably high.
Electronics 2024, 13, 3449
The total value of the stock items decreased from €62,258.70 to €38,684.78 for the new var-
22 of 27
iant, which is a reduction of €23,573.92. The comparison can be seen in Table 7 and Figure
14.
Table 7. Comparison of the current situation with the new situation.
Table 7. Comparison of the current situation with the new situation.
Original Values New Values
Original Values New Values
Total value
Totalofvalue
stock of
items in €items in €
stock 62,258.70 € 62,258.70 € 38,684.78 €
38,684.78 €
Total number of stock items 31,401 6998
Total number of stock items 31,401 6998

Figure14.
Figure 14.Comparison
Comparisonofofinventory
inventoryvalues.
values.
Electronics 2024, 13, x FOR PEER REVIEW 22 of 26
4.4.
4.4.Impact
Impactofofthe
theChange
ChangeininStrategy
Strategyon
onthe
theNew
NewMaintenance
MaintenanceOrganization
Organization
The proposed phased sequence of planned maintenance
The proposed phased sequence of planned maintenance change changesteps,
steps,the
thechange
change in
MaRT shift 12 in staffing
8
staffing levels, is
levels, is per per Figure 12. This results in a reduction
8 Figure 12. This 8results in a reduction8 in maintenance
in maintenance 8 staff fromstaff4from
77 to
Daily locksmith 27 77 toThe
53.24 53.above
The above 23 change
change followedfollowed
23 the
the plan plan tothe
to change change
18 the maintenance
maintenance 19
strategy bystrategy
8 by
milestones
Shift locksmith 12 milestones
12
(Figure 9).(Figure 9).
12 Thewas
The change change was 8implemented
implemented by 8reducing
by reducing shift maintenance
4
shift maintenance workers
workers8 and
Electrician 7 and sending
sending
7 workers to preventive maintenance
workers to6 preventive maintenance
6 tasks, as shown
tasks, as6 shown in Figuresin Figures 15
6 15 and 16. and 16.
1 This
Cleaner 1 This achieves
achieves
1 the same production and
the same 1production and quality1 quality efficiency (or higher) with fewer
efficiency 1(or higher) with1fewer workers, workers,
0 re-
reduction
duction inindirect
directmaintenance
maintenancecosts,
costs,and
and reduction
reduction in in the need for SP. The reduction in
Total 77 73 67 62 57 the need for SP. 53 The reduction
24 in
maintenance
maintenancecapacities
capacitiesduring
duringthe
thestrategy
strategyplanplanchange
changeisisshown
shownininTable
Table8.8.

Table 8. Reduction in maintenance capacities during the strategy plan change.

Current Pre-Post
Profession M1 (PW 1–8) M2 (PW 9–16) M3 (PW 17–24) M4 (PW 25–32) M5 (PW 33–40)
Status Period
Planner 3 3 3 2 2 2 1
MaRT daily 15 18 14 14 14 13 2

Figure 15. Procedure for reducing maintenance capacity.

Figure 15. Procedure for reducing maintenance capacity.
Electronics 2024, 13, 3449 23 of 27

Figure 16. Reduction in maintenance capacities by profession.

Table 8. Reduction in maintenance capacities during the strategy plan change.

Pre-Post
Profession Current Status M1 (PW 1–8) M2 (PW 9–16) M3 (PW 17–24) M4 (PW 25–32) M5 (PW 33–40)
Period
Planner 3 3 3 2 2 2 1
MaRT daily 15 18 14 14 14 13 2
MaRT shift 12 8 8 8 8 8 4
Daily locksmith 27 24 23 23 18 19 8
Shift locksmith 12 12 12 8 8 4 8
Electrician 7 7 6 6 6 6 1
Cleaner 1 1 1 1 1 1 0
Total 77 73 67 62 57 53 24

At the end of this contribution, the achieved impacts of the implemented changes
in the maintenance strategy on one project implemented in a manufacturing company
are presented.

5. Conclusions
The benefits of the proposal were presented in the Discussion, which are presented in
Chapter 4. This change in strategy determines the complex functioning of the emergency
strategy (Table 9) during which the achieved goals must be reassessed and the schedule
for the next two years determined. This change in strategy determines the comprehensive
operation of the emergency strategy, as shown in Table 9. Through the method of imple-
mentation, the measures, and the distribution of responsibilities in accordance with the
requirements of the current internal and external environment, the aim is to provide the
necessary resources for the different facilities to make the production process work and to
ensure competitiveness.
Due to the current economic problems with the emergence of COVID, the energy
crisis, and the war, every company should re-evaluate its maintenance strategy to update
its maintenance processes and to determine a so-called emergency maintenance strategy to
remain competitive. It is necessary to focus on the data that provide us with the required
information. At the same time, we will prepare for the implementation of an intelligent
maintenance system. For the suitability of the methodology for changing the maintenance
strategy, we verified it in various areas of the industry. Regarding whether it has general
application, we conclude that it does.
Electronics 2024, 13, 3449 24 of 27

Table 9. Description of emergency strategy.

Description Approves Frequency Document

1. Risk factors influencing the emergency maintenance
strategy are defined for lines, machines and MC/MM 1 × a year List of risk factors, processes.
equipment, maintenance processes.
2. Elaboration of a matrix of responsibility and Matrix of responsibilities for handling
MM 1 × a year
authority in the event of a maintenance emergency. a maintenance emergency.
3. Elaboration of the categorization of critical lines of
MT/MM 1 × a year List of machines by priority.
machines and equipment in lines (A, B, C).
4. Declaring the maintenance system for individual Maintenance concept for machines
MC/MM 1 × a year
categories of machines. and equipment.
5. For critical machines of category A, development of Continuous process diagram of the
a flow chart of duties and responsibilities for MC/MM 1 × a year realization of the created emergency
emergency removal. state.
6. On category A machinery and equipment,
MT/MM 1 × a year List of critical structural units.
development of a list of critical structural units.
7. Develop a list of risky spare parts for category A
MT/MM 1 × a year List of critical spare parts.
machines and critical structural units.

Author Contributions: Conceptualization, M.R. and P.B.; methodology, M.R.; software, P.B.; valida-
tion, M.R. and P.B.; formal analysis, K.S.; investigation, V.B.; resources, M.R.; data curation, M.R.;
writing—original draft preparation, V.B.; writing—review and editing, V.B.; visualization, K.S.; super-
vision, G.G.; project administration, V.B.; funding acquisition, V.B. All authors have read and agreed
to the published version of the manuscript.
Funding: This work was supported by the VEGA 1/0524/22 and VEGA 1/0633/24.
Data Availability Statement: Data are contained within the article.
Conflicts of Interest: The authors declare no conflicts of interest.

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74. VEGA Project no. 1/0480/03: Draft Methodology for the Assessment and Correction of Risks Caused by Equipment Failure in
Production. The Ministry of Education, Research, Development and Youth of the Slovak Republic. Responsible investigator: doc.
Ing. Miroslav Rakyta, PhD. Project. 2003.
75. VEGA Project no. 1/2065/05: A Model for Rapid Diagnostics and Increasing the Partial and Total Availability of the Production
System Using Elements of Virtual Reality and Simulation. The Ministry of Education, Research, Development and Youth of the
Slovak Republic. Responsible Investigator: doc. Ing. Miroslav Rakyta, PhD. Project. 2005.
76. KEGA Project no. 3-1163-03: Visualization Models for the Group of Subjects Design of Production Processes and Systems,
Operational Management with a Connection to the Economic Management of Production Processes and Systems. The Slovak
Research and Development Agency doc. Ing. Miroslav Rakyta, PhD. Project. 2003.
77. VEGA 1/0524/22: Research of a Proactive Approach to the Sustainability of Production Systems in Crisis Conditions in the
Context of the Green Economy. The Ministry of Education, Research, Development and Youth of the Slovak Republic. Responsible
Investigator: Ing. Vladimira Binasova, PhD. Project. 2022.
78. VEGA 1/0633/2024: Research and Support of the Synergistic Effect of Optimization of Assembly Processes. The Ministry of
Education, Research, Development and Youth of the Slovak Republic. Responsible Investigator: prof. Ing. Branislav Mičieta,
PhD. Project. 2024.
79. APVV-19-0305: Integrated Modular System of a Factory Twin. The Slovak Research and Development Agency. Responsible
Investigator: prof. Ing. Branislav Mičieta, PhD. Project. 2019.

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