1. Machine Maintenance
Schedule Optimization
Final Presentation
Team 5
Bradley Harris, Nathan Accornero, Pablo Herrera, Hans
Meixelsperger
With Fiat Chrysler’s Kokomo Transmission Plant

2. Agenda
1. Project Background
2. Approach Used
3. Project Results & Recommendations
4. Project Management
5. Q&A
2

3. Project Background
•Fiat Chrysler’s Kokomo
Transmission Plant
•Department 9400 –
Production of 9 Speed
Transmissions
•231 NTC Machines
•138 Material Handling
Machines
3

4. Project Background
• 2 Technical Pillars:
Autonomous & Professional
Maintenance
• Evaluate and Redefine
Scheduling Techniques
• Minimize NTC Machine
Downtime
4

5. Approach Used
1. Defining Problem & Project Scope
• Narrowed Focus to PM Schedule
• PM’s 54 hr/day vs. AM’s 3 hr/day
• Identified Inefficiencies in PM Schedule
• Defined Downtime & Maintenance
Assumptions
5

6. Model Area Layout
Example (9430 Ph. 1)
6

7. Approach Used
2. Improving Usability of Chrysler’s
Maintenance/Scheduling Files
• Made Schedule Easier to Interpret via
Machine Renaming
• Organized Standard Maintenance
Procedures to Develop Reference Sheet of
“Ideal” Maintenance Plan
7

8. Schedule Usability
8
Monday 1
M30B-4A-A T/M 1.00 11645 I
M30B-4A-A T/M 0.50 11676 I
M30B-4A-A T/M 0.50 11677 I
M30B-4A-A M/R 1.00 11633 A
M40A-1A-A T/M 1.00 11645 I
M40A-1A-A T/M 0.50 11676 I
M40A-1A-A T/M 0.50 11677 I
M40A-1A-A M/R 1.00 11633 A
M10A-1B-A Elect 0.50 538 I
M10A-1B-A Elect 0.16 539 I
M10A-1B-A Vibr 0.08 11647 I
M10A-2A-C T/M 1.00 11645 I
M10A-2A-C M/R 1.00 11633 A
M10A-2A-C M/R 0.66 11634 A
M10A-2A-C M/R 0.58 11635 A
Monday 1
AAA354818 T/M 1.00 11645 I
AAA354818 T/M 0.50 11676 I
AAA354818 T/M 0.50 11677 I
AAA354818 M/R 1.00 11633 A
AAA353598 T/M 1.00 11645 I
AAA353598 T/M 0.50 11676 I
AAA353598 T/M 0.50 11677 I
AAA353598 M/R 1.00 11633 A
AAA373187 Elect 0.50 538 I
AAA373187 Elect 0.16 539 I
AAA373187 Vibr 0.08 11647 I
AAA354715 T/M 1.00 11645 I
AAA354715 M/R 1.00 11633 A
AAA354715 M/R 0.66 11634 A
AAA354715 M/R 0.58 11635 A
Original Schedule
Original Schedule
with Renaming
*Artificially Made Day for Display Purposes

9. Machine Renaming
Example – Dept. 9450
9
M50A-#X-XX
1A 3B
A
C
B
A
R
B
r
R
r
Example Shown of Machine Naming for 9 Machines
Circled in Department 9450 - Block
M50A-1A-A
M50A-1A-B
M50A-1A-C
M50A-1A-r
M50A-1A-R
M50A-3B-A
M50A-3B-B
M50A-3B-r
M50A-3B-R

10. Approach Used
3.Evaluating NTC Downtime & Labor
Efficiency
• Calculated Service Time & Downtime for
Each Machine with Current Schedule
• Calculated Theoretical Service Times for
Each Machine According to SMP’s
• Recognized Inefficiencies in Task
Frequencies and Robot/NTC Interaction
10

11. Approach Used
4. Building Schedule
• Challenges & Complexities in Developing
Mathematical Program
• Utilized Inventory Management “Power of 2”
Concept in Scheduling Application
• Focused on Concurrent Scheduling of Material
Handling Equipment and Connected NTC’s
11

12. New Schedule Example
12
TM Elect
MR PF
MW Activity Duration Trade Concurrent
12125 120 MW
12126 240 MW
538 30 Elect
539 10 Elect
11652 30 Elect
11654 60 Elect
11683 15 TM
11652 30 Elect
11653 30 Elect
11655 30 Elect
12142A 240 MR X
11723 15 PF
12160 60 PF X
12168 5 PF X
11676 30 TM X
11723 15 PF
12160 60 PF X
12168 5 PF X
11676 30 TM X
11723 15 PF
12160 60 PF X
12168 5 PF X
11676 30 TM X
AAA369408 M10A-FULL-R
M10A-1A-rAAA366646
AAA366647 M10A-1A-R
AAA354670 M10A-1A-A
AAA354672 M10A-1A-B
AAA354671 M10A-1A-C
1/1/16
Friday

13. Identified Original
Schedule Inefficiencies
13
Original
Schedule
SMP “Ideal”
Requirements
All Machines’
Time in Service
34,480 16,800
All Machines’
Downtime
71,560 26,850
Available Yearly
Labor Hours
126,880

14. Concurrent Scheduling
Improvements
• Utilized Current Labor Levels
• Additional NTC Downtime Reduction of
3,500 hrs
• Scheduled Maintenance Activities Can Be
Completed in First 10 hr Shift Every Day
14

15. Labor Level
Improvements
15
ELECT MR MW PF TM
Current
Level
Day
Shift
8 3.67 3 3 3
Night
Shift
8 3 3 3 3
Proposed
Level
Day
Shift
4 3 3 3 3
Night
Shift
1 1 1 1 1

16. Monetary Value of
Improvements
16
Original Schedule New Schedule
Savings
Hours Cost Hours Cost
Downtime 71,563 $12,795,464 23,350 $4,174,980 $8,620,484
Labor 126,880 $6,100,010 65,520 $3,150,005 $2,950,005
Pricing Notes:
NTC Downtime = $2.98/min
Craft Labor = $100,000/yr = $48.08/hr

17. Recommendations
• Option #1:
• Use Current Labor Staffing Levels, Implement
New Concurrent Schedule
• Savings: $8,620,000/yr (Downtime Reduction)
• Option #2:
• Implement New Concurrent Schedule,
Implement New Labor Policy
• Savings: $11,570,000/yr (Downtime & Labor
Reductions)
17

18. Recommendations
• Option #3 (Theoretical):
• Reduce Labor Levels to Match Targeted 60%
Worker Utilization
• Savings: (At Least) $12,144,691
18
ELECT MR MW PF TM
Day
Shift
1 2 1 1 2
Night
Shift
1 2 1 1 1

19. Cost-to-Date
19
Week 1 Jan 25th Hours Cost Per Hour Total Cost Week 6 Mar 1st Hours Cost Per Hour Total Cost Week 11 Apr 5th Hours Cost Per Hour Total Cost
Total Individual Hours 0 $100 $0 Total Individual Hours 8 $100 $800 Total Individual Hours 19.5 $100 $1,950
Total Team Meeting Hours 8 $100 $800 Total Team Meeting Hours 6 $100 $600 Total Team Meeting Hours 18.5 $100 $1,850
Total Plant Visit Hours 0 $100 $0 Total Plant Visit Hours 0 $100 $0 Total Plant Visit Hours 0 $100 $0
Account Executive Hours 0 $200 $0 Account Executive Hours 0 $200 $0 Account Executive Hours 0 $200 $0
Total $800 Total $1,400 Total $3,800
Week 2 Feb 1st Hours Cost Per Hour Total Cost Week 7 Mar 8th Hours Cost Per Hour Total Cost Week 12 Apr 12th Hours Cost Per Hour Total Cost
Total Individual Hours 0 $100 $0 Total Individual Hours 10.5 $100 $1,050 Total Individual Hours 21.5 $100 $2,150
Total Team Meeting Hours 0 $100 $0 Total Team Meeting Hours 16 $100 $1,600 Total Team Meeting Hours 44.5 $100 $4,450
Total Plant Visit Hours 16 $100 $1,600 Total Plant Visit Hours 0 $100 $0 Total Plant Visit Hours 0 $100 $0
Account Executive Hours 0 $200 $0 Account Executive Hours 0 $200 $0 Account Executive Hours 0 $200 $0
Total $1,600 Total $2,650 Total $6,600
Week 3 Feb 8th Hours Cost Per Hour Total Cost Week 8 Mar 15th Hours Cost Per Hour Total Cost Week 13 Apr 19th Hours Cost Per Hour Total Cost
Total Individual Hours 0 $100 $0 Total Individual Hours 0 $100 $0 Total Individual Hours 4 $100 $400
Total Team Meeting Hours 24.5 $100 $2,450 Total Team Meeting Hours 0 $100 $0 Total Team Meeting Hours 38.5 $100 $3,850
Total Plant Visit Hours 0 $100 $0 Total Plant Visit Hours 0 $100 $0 Total Plant Visit Hours 0 $100 $0
Account Executive Hours 0 $200 $0 Account Executive Hours 0 $200 $0 Account Executive Hours 0 $200 $0
Total $2,450 Total $0 Total $4,250
Week 4 Feb 15th Hours Cost Per Hour Total Cost Week 9 Mar 22nd Hours Cost Per Hour Total Cost Week 14 Apr 26th Hours Cost Per Hour Total Cost
Total Individual Hours 7.5 $100 $750 Total Individual Hours 1 $100 $100 Total Individual Hours 17.5 $100 $1,750
Total Team Meeting Hours 10 $100 $1,000 Total Team Meeting Hours 11 $100 $1,100 Total Team Meeting Hours 46.5 $100 $4,650
Total Plant Visit Hours 0 $100 $0 Total Plant Visit Hours 0 $100 $0 Total Plant Visit Hours 0 $100 $0
Account Executive Hours 0 $200 $0 Account Executive Hours 1 $200 $200 Account Executive Hours 0 $200 $0
Total $1,750 Total $1,400 Total $6,400
Week 5 Feb 22nd Hours Cost Per Hour Total Cost Week 10 Mar 29th Hours Cost Per Hour Total Cost
Total Individual Hours 0 $100 $0 Total Individual Hours 1 $100 $100
Total Team Meeting Hours 10 $100 $1,000 Total Team Meeting Hours 7 $100 $700
Total Plant Visit Hours 16 $100 $1,600 Total Plant Visit Hours 6 $100 $600
Account Executive Hours 0.5 $200 $100 Account Executive Hours 0 $200 $0
Total $2,700 Total $1,400
Team Time
Consultant Time
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Consultant Time Consultant Time
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Project Costs
$37,200Total Project Cost To Date
Team Time
Consultant Time
Team Time
Consultant Time
Team Time
Consultant Time
Consultant Time
Team Time

20. Project Cost
20
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Total Project Cost

21. Gantt Chart
21

22. Questions?
22