Example of Summary Report on Equipment Management from 2017 to 2018

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　　As the year comes to an end, equipment managers in industrial enterprises once again face the challenge of writing summary reports. Reports are written every year, and they vary from one year to another. Especially in the past two years, as the real economy has shifted from rapid growth to moderate growth, companies have increasingly higher demands regarding equipment management. Improving efficiency, reducing the need for human labor, saving energy, and cutting costs have become the new norm in equipment management. Equipment managers and their teams face various challenges and difficulties in this area. 　　However, plans and summaries still need to be written; they must be done in a competent, insightful manner with notable highlights. Next, the editor from DeviceBang will show you how to prepare a qualified plan and summary report for equipment management. 　　【2017 Annual Summary】 Summary of equipment management, focusing on performance, highlights, and shortcomings; try to avoid matters that cannot be quantified, and do not describe the efforts put in. 　　1. Key performance indicators for equipment management Equipment management serves production, and production serves the company’s profit goals; ultimately, equipment management is aimed at helping the company achieve its profit objectives. The performance metrics related to equipment management should reflect these profit-related goals. Presenting them in the following manner can better demonstrate the value of equipment management, including: (1) Safety and environmental protection. Safety and the environment are the foundation of production and also a key focus for enterprises. First, a comparison is presented of equipment-related safety and environmental accidents on a year-on-year basis with the previous year, followed by data on the identification and resolution of potential safety and environmental accident risks. 　　(2) Production efficiency. Efficiency is a key indicator for measuring production capacity, typically expressed as OEE (Overall Equipment Effectiveness) and OPE (Overall Process Efficiency). In discrete manufacturing industries where it is difficult to calculate efficiency, the on-time delivery rate can be used as an alternative. In addition to showing the comparison with the previous year, comparative values for different months, as well as different workshops and departments, should also be presented. 　　(3) Availability. Availability is a measure of a device’s ability to meet production requirements, and it is determined by MTBF and MTTR (Availability A = MTBF/(MTTR + MTBF)). Availability reflects the level of equipment management; it can be used for annual comparisons across an entire factory, as well as for comparisons between different workshops/departments. 　　Note: Since the measurement of availability needs to be carried out under digital operation and maintenance conditions, in the absence of such digital capabilities, MTTR (that is, the ratio of the time lost due to failures to the number of failures) and the number of failures can be used as alternatives for comparison. MTTR can serve as an indicator of a repair organization’s capabilities, while the number of failures can reflect the reliability of the equipment and the level of maintenance support. 　　(4) Maintenance costs. Maintenance costs are the second most important indicator after efficiency. First, the overall maintenance costs and their year-on-year changes are presented, followed by a comparison across different workshops/departments to identify their ability to control maintenance costs. Note: The costs of spare parts required for technical upgrades and improvements are not included in the maintenance costs; when performing specific calculations, it is also possible to determine the maintenance cost per unit of output. 　　(5) Spare parts inventory. Inventory affects a company’s cash flow. For inventory control, depending on the local supply chain conditions, methods such as using third-party suppliers and increasing the frequency of purchases can help reduce spare parts inventory. 　　The key performance indicators are listed one by one in order; when the indicators at a higher level do not perform well, emphasis should be placed on the indicators at the lower level, in order to identify the role that equipment management plays in supporting the company’s profit goals. 　　2. Equipment management performance 　Proactive preventive and predictive maintenance contribute to enhancing equipment management capabilities. This section focuses on the specific measures and achievements in equipment management, including: 　(1) The proportion of different types of maintenance. The number of repairs carried out after problems arise decreases, while preventive maintenance (regular replacement of wear-prone parts and lubricants) also decreases. On the other hand, the amount of predictive maintenance – which involves identifying potential faults and defects through routine inspections, instrumental testing, and the Internet of Things, as well as addressing those issues – increases. 　　(2) Handling of bottleneck faults identified through data analysis. Through data analysis, the faults that occur most frequently, those that cause the longest downtime, and those with the highest repair costs are identified, and measures to permanently eliminate or reduce them are analyzed and determined. 　　(3) Talent development and skill improvement. By what methods was the responsibility and awareness of maintenance personnel stimulated? What training measures and mechanisms were used to improve the skill levels of maintenance personnel? Through what mechanism was the reduction in maintenance staff achieved, and what were the results? 　　(4) If digital operation and maintenance is adopted, it is possible to present annual comparisons of the equipment availability across the whole organization as well as in each workshop/department, and to explain the maintenance strategies implemented for those bottleneck devices with low availability. 　　3. Key Projects 　 Focusing on the company’s profit goals, this section details the various improvements, measures, and activities implemented in equipment management, including but not limited to the following areas: 　 (1) The company’s established major innovations and technological upgrades. For technological upgrades related to the industrial Internet of Things, energy savings, labor reduction, and efficiency improvement, it is necessary to include basic elements such as data comparisons before and after the improvements, visual comparisons, and verification of the benefits, all presented concisely on one page of PowerPoint ； 　　(2) Basic equipment management. Standardization of inspection and maintenance tasks, standardization of lubrication, autonomous maintenance involving all employees, and visual management for equipment management. 　　(3) Activities related to talent development. Related activities such as skill competitions, skill training, skill dojos, skill assessments, and group activities. …… 　　4. Shortcomings Equipment management is the foundation for ensuring production efficiency. As manufacturing moves toward intelligence and digital transformation, manufacturing systems under strict constraints require even higher levels of reliability and stability. This demands systematic equipment management, proactive maintenance, involvement from all employees, as well as more professional and comprehensive maintenance skills. The shortcomings are often reflected in: (1) the effectiveness of routine inspections needs to be improved, and the consistency and frequency with which potential problems and defects are identified and addressed require enhancement ； 　　(2) Equipment management lacks effective data and knowledge accumulation, as well as the support of an effective digital system for equipment management ； 　　(3) The equipment management indicators need to be rebuilt to better reflect the primary responsibility of maintenance management. 　　(4) The sense of responsibility among the maintenance staff in the production department needs to be strengthened ； 　　(5) The enthusiasm of the maintenance team needs to be improved ； 　　(6) The skills of maintenance personnel need to be improved ； 　　…… 　　【2018 Plan Section】 In summary, it was a relief that nothing serious happened; 2017 has finally come to an end. In 2018, equipment managers and their maintenance teams continued to face more severe challenges, as companies kept striving to improve efficiency, reduce costs, optimize the organizational structure, and build stronger organizational capabilities. 　　1. Setting targets 　　Performance targets are, of course, a key topic; in line with the summary structure, equipment management goals are typically set within the range of 10％–30％. 　　2. Setting tasks Tasks often arise from the shortcomings in the plans from the previous year. Unlike in past years, businesses now require lower inputs while expecting higher outputs; therefore, these tasks are essentially work plans that are aligned with established targets and serve to support them more efficiently. This includes: (1) Improving the efficiency of routine inspections (predictive maintenance), thereby increasing the number, accuracy, consistency, and resolution rate of fault diagnoses, as well as enhancing the planning aspect of maintenance activities. 　　(2) Pay attention to basic tasks such as the completeness of maintenance records and the refinement of maintenance standards; focus on ensuring the quality control in the procurement of equipment and materials; introduce reliability and maintainability assessments; and emphasize procurement management. 　　(3) Establish a data analysis system for equipment management to enable data-driven decision-making, thereby more accurately identifying the bottlenecks that affect key performance indicators; this allows limited resources to be focused on those constraints in order to achieve maximum value. 　　(4) Optimize the performance evaluation system for equipment maintenance staff to enhance their responsibilities, awareness, and capabilities, by adopting measures such as a responsibility-based system for production lines, as well as performance evaluations that include assessments of work output and skills. 　　(5) Implement an equipment management evaluation mechanism at the factory/workshop/production line level, in order to establish a system-wide/employee-based assessment system based on goals/indicators, thereby fostering the development of a comprehensive operation and maintenance management system. 　　(6) Plans and budgets for other major technical upgrades, maintenance, digital operation and maintenance, industrial Internet of Things, and related projects. 　　…… 　　3. Embracing the transformation in equipment management in the era of digital operations and maintenance. Metrics and tasks represent a pit that equipment managers create for themselves; in the context of the severe transformations taking place in the manufacturing industry, such pits must be created, but the real challenge lies in knowing how to fill them properly. Fortunately, the era of the industrial Internet centered on digital operation and maintenance has arrived, and companies should proactively embrace the benefits brought about by these changes. 　　Unlike traditional equipment management software, which focuses on process management, digital operation and maintenance systems emphasize simple interaction applications between production staff and maintenance personnel. They prioritize the implementation of predictive and preventive maintenance, and use data-driven approaches to enhance decision-making at the senior level. Additionally, they shift the focus of management to business units such as equipment and production departments, while also strengthening the sense of responsibility and improving the capabilities of those responsible for carrying out tasks. ​