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MINISTRY OF EDUCATION AND TRAINING

<b>HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING </b>

<b> CAPSTONE PROJECT INDUSTRIAL MANAGEMENT</b>

<b>Ho Chi Minh City, November 2023</b>

<b>APPLYING DIGITALIZATION TO ENHANCE THE EFFECTIVENESS OF TOTAL </b>

<b>PRODUCTIVE MAINTENANCE (TPM): A CASE STUDY OF BOSCH VIET NAM </b>

<b>LECTURER: HUYNH ANH TUAN, MA. STUDENT: NGUYEN THANH TRUONG</b>

<small>S K L 0 1 2 0 5 2 </small>

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<b>MINISTRY OF EDUCATION & TRAINING </b>

<b>HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY OF ECONOMICS </b>

<b>THESIS </b>

<i><b>Ho Chi Minh City, November 2023 </b></i>

<b>APPLYING DIGITALIZATION TO ENHANCE THE EFFECTIVENESS OF TOTAL PRODUCTIVE </b>

<b>MAINTENANCE (TPM): A CASE STUDY OF BOSCH VIET NAM </b>

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<b>ACKNOWLEDGEMENTS </b>

The author would like to convey my heartfelt gratitude to the teachers at the Faculty of Economics, Ho Chi Minh City University of Technology and Education. Your teachings during my years at the university have bestowed invaluable knowledge upon me. The learnings acquired are not only foundational for my research but also significant as The author ventures into new professional environments and the whole career path.

The author extends my deepest and most sincere thanks to Dr. Huynh Anh Tuan, whose love, support, and guidance have been unwavering and instrumental in the completion of my Graduation Thesis.

The author is also grateful to the Board of Directors of Bosch Vietnam Co., Ltd. for granting me the opportunity and conducive environment to gain practical experience at the company. A special thanks to Mr. Tran Anh Khoa and Mr. Nguyen Thanh Trung from the TEF 3.1.3 department – your support and facilitation have been crucial in enabling the completion of my graduation thesis during my internship.

Recognizing the inevitable limitations in my thesis work, The author deeply values constructive feedback from my teachers, which has been essential in refining my essay with my best effort.

Sincere appreciation from the author.

<i>HCMC, …./…./………. </i>

<b>Student name Nguyen Thanh Truong </b>

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<b>LIST OF ABBREVIATION </b>

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<b>LIST OF TABLE </b>

<i>Table 2.1: Classification of Losses ... 27</i>

<i>Table 3.1: OEE index of MSE1, MSE2, and MSE3 in 2022 ... 35</i>

<i>Table 3.2: MTBF in 2022 ... 37</i>

<i>Table 3.3: Top 20 of Repeated Machine Failures ... 39</i>

<i>Table 3.4: Top 10 Name of machine failures ... 40</i>

<i>Table 4.1: Project role of members ... 43</i>

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<b>LIST OF FIGURES </b>

<i>Figure 1.1: Logo of Bosch Vietnam Co., Ltd ... 5</i>

<i>Figure 1.2: Factual information and statistics about Bosch in Vietnam in 2022 ... 5</i>

<i>Figure 1.3: Factual information and statistics about Bosch in Vietnam in 2021 ... 8</i>

<i>Figure 1.4: Some of Bosch's brands ... 8</i>

<i>Figure 1.5: Bosch Long Thanh Plant ... 9</i>

<i>Figure 1.6: Products of the company (CVT Push Belt) ... 11</i>

<i>Figure 1.7: Organizational chart ... 12</i>

<i>Figure 1.8: Organization chart of TEF department ... 14</i>

<i>Figure 2.1: Eight-pillar approach for TPM implementation ... 23</i>

<i>Figure 2.2: 7 steps in autonomous maintenance ... 24</i>

<i>Figure 2.3: 16 losses in TPM ... 26</i>

<i>Figure 2.4: 6 steps of planned maintenace implementation ... 28</i>

<i>Figure 3.1: Maintenance method in 2022 ... 33</i>

<i>Figure 4.1: Detailed implementation plan ... 46</i>

<i>Figure 4.2: Gantt chart ... 46</i>

<i>Figure 4.3: AM standard creating and removing procedure ... 47</i>

<i>Figure 4.4: Main items in Manual Master software ... 49</i>

<i>Figure 4.5: Bosch Tube display ... 50</i>

<i>Figure 4.6: AM document storing before and after applying digitalization ... 51</i>

<i>Figure 4.7: Webform of PM – AM Work instructions ... 53</i>

<i>Figure 4.8: Webform of CM – AM Work instructions ... 54</i>

<i>Figure 4.9: Operators are trained in preventive maintenance practice at Element </i>Hardening line 4 ... 57

<i>Figure 4.10: Trainer instructs repairs at Fine Blanking line 7 ... 57</i>

<i>Figure 4.11: OEE Before and After applying digitalization in AM ... 62</i>

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TABLE OF CONTENTS ... vii

INTRODUCTION TO THE REPORT ... 1

CHAPTER 1: INTRODUCTION ABOUT BOSCH VIETNAM CO., LTD ... 5

1.1 Introduction about Bosch Vietnam Co., Ltd ... 5

1.1.1 History of formation and development of the Bosch Group ... 7

1.1.2 About Bosch Brand ... 8

1.1.3 Bosch Powertrain Solutions plant in Dong Nai ... 9

1.2 Organization chart of HcP ... 11

1.2.1 Overview HcP’s Department ... 11

1.2.2 Organization chart of technical functions department ... 14

CHAPTER 2: LITERATURE REVIEW... 16

2.1 Literature review of digitalization ... 16

2.1.1 The concept of digitalization ... 16

2.1.2 The need for digitalization in maintenance ... 17

2.2 Literature review Total productive maintenance ... 22

CHAPTER 3: ANALYSIS OF THE STATUS OF TOTAL PRODUCTIVE MAINTENANCE IMPLEMENTATION AT BOSCH VIET NAM ... 31

3.1 Introduction ... 31

3.2 Overview Bosch’s Maintenance Methods ... 32

3.3 Overview the current status of TPM at Bosch Viet Nam ... 34

3.3.1 Overall Equipment Effectiveness ... 34

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3.3.2 Mean time between failure (MTBF) ... 36

3.3.3 Frequency of machine breakdowns and repeated failures ... 38

3.4. Assess the current status of TPM Effectiveness ... 41

3.4.1 Strength of current TPM ... 41

3.4.2 Limitations of current TPM ... 42

CHAPTER 4: APPLY THE DIGITALIZATION INTO AUTONOMOUS MAINTENANCE IMPLEMENTING TO ENHANCE THE TOTAL PRODUCTIVE MAINTENANCE EFFECTIVENESS: A CASE OF BOSCH VIET NAM ... 43

4.1 Project Initiation and Planning ... 43

4.1.1 Role of members ... 43

4.1.2 Objective ... 44

4.1.3 Scope ... 45

4.1.4 Timeline ... 46

4.2 AM procedure to add-in or remove AM standard: ... 47

4.3 Introduction AM controlling on Manual Master Software ... 49

4.3.1 Manual Master Main Page Introduction ... 49

4.3.2 AM Work Instruction Webform Format ... 52

4.3.3 Training Operator for doing Autonomous Maintenance activities ... 54

4.3.3 Benefits of the project ... 58

4.4 Future Opportunites... 62

4.4.1 Develop a application for the TPM Management ... 62

CONCLUSION ... 64

REFERENCES ... 66

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<b>INTRODUCTION TO THE REPORT </b>

<b>1. Rationale </b>

In an ever-changing and competitive world, companies are constantly challenged by shifts in the market, technology, environment, and economy. To stay ahead, companies must adapt by adopting new strategies and being open to continuous learning. Traditional maintenance, once seen as just a remedy for breakdowns, has evolved into a crucial strategy for improving company operations and competitiveness. The Maintenance Function now focuses on ensuring efficient operations and collaboration between departments. Within this context, Total Productive Maintenance (TPM) emerges as a method to enhance production efficiency and reduce issues. TPM can help companies save costs, offer better pricing, and deliver faster to their customers, making them more competitive. Meanwhile, in the Industry 4.0 era, focusing on data is essential. This data guides company decisions and strategies. Utilizing Industry 4.0 technologies allows companies to monitor their operations closely and eventually evolve into smart factories.

For many years, Bosch Viet Nam has been recognized as a reputable manufacturer of CVT push belts. This respect and trust come not only from their commitment to quality but also from their association with top automobile brands worldwide. One of the major contributors to their consistent quality is the Total Productive Maintenance (TPM) approach. What sets Bosch Viet Nam's TPM apart is their integration of advanced digital systems, elevating their productivity management to higher standards.

The document management software from ManualMaster has smart features that help you keep track of everything and make sure that the right people can get the right information at the right time. You make things more efficient, lower a lot of risks, and give people more freedom and responsibility. A business has to deal with tens, hundreds, or even thousands of papers, process diagrams, and forms, so it's important to have good document management. Even more so if standards for quality are also set for this information. In addition to its significant

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contribution to production and quality management, the Manual master system at Bosch assumes a crucial role by providing all associates with standardized digital work instructions for various tasks. The utilization of this method has the potential to enhance productivity. However, the current approach does not account for maintenance operations, which often contribute to breakdowns due to the operator's inability to promptly and accurately address basic machine damages. These maintenance activities mostly rely on the expertise of maintenance engineers, Along with providing an operator who is able to repair certain typical machine damage, integrating the manual master system into documenting work instructions will make it easier for them to access any methods of fixing and will help them reply more quickly. The author intends to conduct a project aimed at enhancing the Autonomous Maintenance pillar of Total Productive Maintenance (TPM) by the use of digitalization.

<b>Therefore. the author has chosen the topic “Applying digitalization to </b>

<b>enhance the effectiveness of Total Productive Maintenance (TPM): A case study of Bosch Vietnam” In order to enhance the occurrence of breakdowns </b>

resulting from common machine damage during operational activities, it is imperative to suggest suitable digitization strategies that can effectively enhance work efficiency and reduce the extent of excessive workload for maintenance engineers, that makes the TPM at Bosch more effective.

<b>2. Objectives </b>

- The author has raised concerns regarding maintenance activities, specifically pertaining to the preservation of crucial work instruction documents inside the TEF department of the TPM and Methods department at Bosch Vietnam Co., Ltd.

- This proposal aims to address the need for digitization and the subsequent implementation of digitization solutions inside the document management system at the TEF department. By doing so, it is anticipated that the efficiency of maintenance activities will be enhanced.

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- The objective is to create an accessible application that integrates all TPM informations, thereby establishing a centralized platform for all stakeholders to access, resulting in enhanced productivity.

- Improve document control through the implementation of a centralized and standardized Manual master system, which will facilitate convenient access, improve organizational efficiency, and ensure the secure management of data.

- The assessment of the efficacy of the implementation process and the outcomes attained.

<b>3. Scope and object </b>

In the meantime, make use of quality control tools like survey forms, fishbone diagrams, and Pareto charts to collect data in order to discover the primary source of the problem and, as a result, offer remedies that will help

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increase the factory workers' ability to do autonomous maintenance. In addition, the author incorporates both interviews and conversations with maintenance engineers into his discussion of the current state of training for rectifying typical faults in machine operation for manufacturing operators. Consequently, this will lead to an improvement in the performance of maintenance at the Total Productive Maintenance and method department.

<b>5. Structure of report </b>

The report consists of four chapters, specifically:

<b>- Chapter 1: Introduction about Bosch Vietnam Co., Ltd. - Chapter 2: Literature review. </b>

<b>- Chapter 3: Analysis of the status of maintenance at Total Productive </b>

maintenace and method department.

<b>- Chapter 4: Applying the digitalization into Autonomous maintenance </b>

pillar of TPM in TEF department.

<b>- Conclusion </b>

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<b>CHAPTER 1: INTRODUCTION ABOUT BOSCH VIETNAM CO., LTD </b>

<i> Figure 1.1:Logo of Bosch Vietnam Co., Ltd </i>

<i>Source: Company Website </i>

<b>1.1 Introduction about Bosch Vietnam Co., Ltd </b>

The Bosch Group is a well-known provider of technology and services on a global scale. It employs roughly 421,000 associates worldwide (as of December 31, 2022). Manufacturing and industrial technologies are at the core of the company's business.

<i>Figure 1.2: Factual information and statistics about Bosch in Vietnam in 2022 </i>

<i>Source: Company Website </i>

In 2022, the company's sales totaled 88.2 billion euros. Four industry sectors that make up its operations include:

- Mobility

- Industrial Technology

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- Consumer Goods

- Energy and Building Technology

The strategic focus of the Bosch group can be identified as:

<b>Outstanding point: As a leading IoT provider, Bosch Bosch provides </b>

cutting-edge options for smart homes, Industry 4.0, and connected mobility.

<b>Vision: To offer innovative, safe, and sustainable mobility solutions. In order to </b>

provide linked, cross-domain solutions to its clients from a single source, Bosch makes use of its experience in sensor technology, software, and services as well as its own IoT cloud.

<b>Strategic objective: to facilitate connected living with products and solutions that </b>

either contain artificial intelligence (AI) or have been developed or manufactured with its help. Bosch improves quality of life worldwide with products and services that are innovative and spark enthusiasm.

<b>The mission is based on seven central values, which shape the company's </b>

corporate culture – ranging from a focus on the future and earnings to cultural diversity. Responsibility and sustainability are part of this set of values and thus of their actions.

<b>In short, Bosch creates technology that is “Invented for life”. </b>

In Vietnam, Bosch first began doing business as of 1994, and in 2008 it established a wholly-owned subsidiary there. According to Bosch's business strategy in Vietnam, all companies united into Bosch Vietnam Co. Ltd. on July 1, 2014, with the company's headquarters located at the Ho Chi Minh City Plant (HcP) in Dong Nai Province.

<b>Additionally, in Ho Chi Minh City, Bosch has a software and engineering </b>

<b>R&D center as well as an automotive R&D center for mobility solutions. In June </b>

2022, the Bosch software and engineering R&D center expanded to Hanoi. Bosch reported combined sales in Vietnam in the fiscal year 2021 of roughly 192 million euros. At the end of the year 2021, Bosch has about 5,000 employees in Vietnam. In Vietnam, Bosch has a variety of enterprises, today, the country is home to

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operations for each of the four Bosch business divisions: Mobility Solutions, Industrial Technology, Consumer Goods, and Energy and Building Technology.

<b>1.1.1 History of formation and development of the Bosch Group </b>

In 1886, Robert Bosch founded the “Workshop for Precision Mechanics and Electrical Engineering” in Stuttgart. This was the birth of today’s globally operating company. Right from the start, it was characterized by innovative strength and social commitment.

Bosch established its first international office in England in 1898, the year their product was first used in automobiles.

Bosch's first entry into the household appliance market started with the introduction of refrigerators in 1933, washing machines in 1958, and dishwashers in 1964.

In 1978, Bosch successfully produced the ABS anti-lock system, which is used in many modern automobiles.

A superior alternator was successfully developed by a branch of Bosch in Wales in 1991. In the year 2003, we continually saw the introduction of Bosch's LI-X alternator - an innovation of the old model.

In 2004, A Bosch branch at Blaupunkt introduced the automotive radio, which helped the firm become the brand that dominated the market for safety and entertainment systems for vehicles.

The Bosch Group currently includes more than 193 manufacturing facilities and 119 research centers around the world, together with roughly 440 branches and subsidiaries in 60 different countries.

In 2021, Bosch had consolidated revenues of approximately €192 million in Vietnam. As of December 31, 2021, Bosch employed more than 5,000 associates and had diversified business operations in Vietnam. Until now, all four business areas of Bosch, including mobility, Industrial Technology, Consumer Goods and Energy and Building Technology have operations in Vietnam.

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<i>Figure 1.3: Factual information and statistics about Bosch in Vietnam in 2021 Source: Company Website </i>

Along with its production capacity, Bosch contributes significantly to the

<b>Vietnamese economy in accordance with its slogan, "Invented for life" by </b>

investing in the country's workforce, educational system, and efforts to combat climate change.

<b>1.1.2 About Bosch Brand </b>

<i>Figure 1.4: Some of Bosch's brands </i>

<i>Source: Company website </i>

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The Bosch Group consists of a number of distinct brands, each of which has goods and services that are geared toward meeting the needs of a particular market.

<b>1.1.3 Bosch Powertrain Solutions plant in Dong Nai </b>

<i>Figure 1.5: Bosch Long Thanh Plant </i>

<i>Source: Company Website </i>

<b>Bosch Powertrain Solutions plant in Dong Nai manufactures continuously </b>

<b>variable transmission push belts (CVT push belt). In its first year of operation, </b>

2008, Bosch produced 1.6 million CVT push belts in Dong Nai, Vietnam, where it began CVT push belt production. The factory's manufacturing capacity has steadily increased during the last ten years. 18 production lines were successfully running at the plant as of December 2017 in accordance with Bosch's global manufacturing and quality standards. More than 25 million CVT push belts had been produced at the Bosch Powertrain Solutions facility in Dong Nai by the month of March 2018. Three facilities, including the Netherlands, Vietnam, and Mexico, produce Bosch CVT push belts for supplying clients all around the world but Vietnam is known to host Bosch's largest CVT pushbelt manufacturing facility.

On August 1, 2008, HcP began assembling belts in a rented building as the assembly facility for Tilburg Plant (TbP). On April 14, 2011, HcP celebrated the

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opening of a new plant (Lth101 with 17,000 sqm), which not only allowed for an increase in production depth but also made it easier to assemble this high-tech product using a push belt. HcP reached a significant milestone on July 3, 2012, when it began manufacturing the second part (loop-set) of its push belt. Since November 2012, HcP has successfully grown its production capacity and realized many new line SOPs. It has also doubled the production floor area and raised the net total floor space up to 56,000 sqm.

Proven as one of the biggest European investors in the nation, Bosch has made about 363 million euros (US$396 million) in the factory over the past 15 years. These improvements are intended to increase the plant's production capacity and transform it into an Industry 4.0-enabled smart factory.

<b>Products and Services - Products at Bosch Powertrain Solutions Plant in Dong Nai (HcP) </b>

Bosch’s products and services spread across many aspects of our life: in our house, car and office.

Until now, Bosch Vietnam’s products and services can be listed down according to 3 significant groups:

- Mobility: Bosch brings together comprehensive expertise in vehicle technology with hardware, software, and services to offer complete mobility solutions.

- At home: Bosch offers automatic home appliances, equipment to ease people’s life.

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- Industry and trades: Bosch offers innovative products and services for industry and trade.

<i>Figure 1.6</i>: Products of the company (CVT Push Belt)

<i>Source: Company Website </i>

At Bosch Powertrain Solutions plant in Dong Nai, Bosch dedicates their

<b>production to manufacture the only product: Continuously variable transmission </b>

<b>(CVT): An automatic transmission without fixed shifting points. It offers </b>

additional driving comfort because the transmission operates continuously instead of shifting between fixed gears. Therefore, driving off, and driving characteristics in general, are particularly smooth with CVT. With the right control, a CVT's flexibility may enable the engine to run continuously at a set RPM even while the vehicle's speed changes.

Automobiles, tractors, side-by-side vehicles, motor scooters, snowmobiles, bicycles, and earthmoving machinery all employ CVTs. There are various different CVT designs that have occasionally been used, but the most popular one uses two pulleys connected by a belt or chain.

<b>1.2 Organization chart of HcP </b>

<b>1.2.1 Overview HcP’s Department </b>

At HcP, the Head of Commercial (HcP/PC) and the Head of Technical (HcP/PT) are the individuals who are responsible for making decisions, developing objectives, and determining the overall direction of the organization.

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<i>Figure 1.7</i>: Organizational chart

<i>Source: Human Resources Department </i>

There are additional divisions that the leadership of manufacturing has direct authority over, including the following:

- The HcP/CTG (Control Room) is in charge of monitoring the organization's budget and finances.

- The HcP/ICO Department, which stands for the Information Coordination and Organization Department, is responsible for managing information security-related concerns and facilitating the installation of software on the company's system.

- HcP/LOG (Logistics Management Department) is in charge of controlling inventory levels, as well as the amount of raw materials utilized for input and output, as well as the number of things that are sent out to customers for each order. - The Technical Training Center (HcP/TGA) provides a variety of technical training courses with the goal of cultivating young, dynamic, and imaginative internal resources.

- HcP/HRL: accountable for hiring decisions, employee training, pay and benefits, and other HR-related responsibilities.

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- The HcP/FCM (Facilities Management Department) is in charge of ensuring that the facilities and the equipment are properly maintained so that they can cater to the requirements of the workforce.

- The HcP/HSE Department, which stands for the Health, Safety and Environment Department, is responsible for ensuring the safety of workers in the industrial setting and provides safety instructions to employees before they enter the production lines.

- HcP/MSE3 (Production Department): in charge of putting together finished goods by assembling components and loopsets.

- PS/QMM (Department of Quality and Methodology): Maintains customer satisfaction through internal assessments and IATF certification, and ensures product quality by providing training on techniques such as SPC and FMEA. - PS CT/ETC (Engineering Technology Center): provides assistance for transmission technology used in Bosch's current products in Vietnam and globally. It is a partner in the creation of Test Technology and is responsible for developing testing strategies, putting those strategies into action, and assessing the results of those efforts. A variety of tests, including evaluations of elements, product support belts, document control, risk assessment, technical changes, and 8D on current goods, are carried out.

- HcP/MSE1, also known as the Production Department, which is in charge of making elements

- HcP/MSE2 (Production Department): in charge of the production of loopsets. - The HcP/TEF department is responsible for the maintenance of document systems and equipment. Additionally, this department handles difficulties that arise when a failure in the manufacturing line affects the output of the line.

- HcP/PRS (the Security Department) is responsible for overseeing the factory's general security, providing guidelines and registration papers to outside partners that come to the plant to film or take images, and providing support for relevant documentation.

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<b>1.2.2 Organization chart of technical functions department </b>

The Technical Function department (TEF) is in charge of the engineering aspects of the factory including researching to improve the production system (deploying lean, ergonomics), and ensuring machines operate effectively (maintenance, repairing, troubleshooting for preventing and eliminating technical issues that affect the production). In addition, the technical department is also responsible for inventory management and procurement of goods and spare parts used in manufacturing.

HcP/TEF department structure comprises:

<i>Figure 1.8: Organization chart of TEF department </i>

<i>Source: TEF department </i>

Each group is accountable for a multitude of responsibilities in the following areas:

- TEF1: Responsible for problem-solving in order to troubleshoot and address production issues (Long-term or intermediate initiatives). In addition, their primary responsibility is to conduct research in order to standardize specifications for CVT components (element and loop set).

- COS: Researching and developing (R&D) novel types of CVT which is valuable to potential customers.

- TEF3: Including TEF3.1 (responsible for Maintenance (PM/CM) and handling ad hoc-issues), TEF3.2 (Spare part inventory management and procurement), TEF3.3 (planning for PM), and TEF3.4 (planning for CM).

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- TEF4: Industry 4.0 deployment in HcP.

- TEF6: Implementing and ensuring manufacturing actions comply with BPS and ergonomics standards, as well as managing the HcP documentation system.

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<b>CHAPTER 2: LITERATURE REVIEW </b>

<b>2.1 Literature review of digitalization </b>

<b>2.1.1 The concept of digitalization </b>

In a study conducted by Galindo-Martín, M. N., in 2023 defined that Digitalization refers to the heightened utilization of digital technology and its incorporation and mutual influence in the organization's goods and inbound and outbound operations. This phenomenon can lead to significant alterations, particularly in the manner in which companies generate and acquire value. Digitalization can be conceptualized as the amplified production, examination, and utilization of data with the dual objective of enhancing the internal operational effectiveness of a firm and augmenting its growth potential by delivering enhanced value to clients through the transition from analog to digital formats. The impacts of digitalization on corporate leaders and politics have been significant, encompassing a range of difficulties, opportunities, and outcomes. The concept of digitalization has been widely recognized as the fourth industrial revolution, following the historical advancements of the steam engine and mechanization, electricity, and mass production, and computerization and automation (Björkdahl, J., 2020, May 5).

The impact of digitalization on the expansion of production across many sectors of the economy and the enhancement of industrial processes' efficiency is significant. Consequently, the allocation of resources towards the digitalization of productive activities is a crucial element linked to economic growth. Furthermore, the process of digitalization enhances labor efficiency and minimizes information costs, thereby enhancing competitiveness. Hence, the prioritization of digitalization in economic contexts is vital for fostering innovative processes, as it effectively safeguards national and economic competitiveness.

However, the process of digitalization has facilitated the widespread implementation of novel organizational innovations, aimed at facilitating the exploration of potential business prospects. These innovations include e-commerce, alternative methods of financing such as venture capital and

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crowdfunding, the establishment of coworking spaces, and the expansion of teleworking. These transformative developments have fostered the emergence of entrepreneurial individuals who seek to capitalize on the newfound business opportunities that arise from the ongoing digital transformation (Galindo-Martín, M. N.,2023, March 16).

In a study by Jeske, T. in 2021, The concept of digitalization has garnered heightened interest since the introduction of the term "Industry 4.0" in 2011. The word refers to the concept of an industrial sector that has undergone digital transformation. Therefore, it designates the objective of a progression that had already commenced several years prior and gradually gained momentum and prominence. The term "digital transformation" is used to describe the comprehensive impact of digitalization on industry, encompassing processes, products, and business models. As a result, numerous expectations emerged concurrently with the concept of "Industry 4.0," giving rise to diverse and, in some cases, extensive ideas of the future trajectory of the manufacturing industry and its subsequent outcomes. These encompass significant anticipations regarding productivity and the acquisition of flexibility, bolstered by artificial intelligence, a collaboration between humans and robots, smart watches, and data glasses. Additionally, there are altered qualification prerequisites and entirely novel job descriptions, as well as the automation of production and the potential for employment reductions.

<b>2.1.2 The need for digitalization in maintenance </b>

The process of digitalization is seen as a crucial aspect in the context of Industry 4.0 and Maintenance 4.0, as highlighted by Cachada et al. (2018). It entails the transformation of analog procedures into digital ones within companies. The phenomenon under consideration has the capacity to significantly alter various aspects of society, including work, leisure, behavior, education, and government. Moreover, it has been observed to yield favorable outcomes in terms of labor, energy, resources, and carbon productivity. Additionally, it has the potential to lower production costs, enhance accessibility to services, and reduce the material

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requirements of production. In organizational contexts, the primary drivers for action often stem from the desire to achieve cost savings, enhance operational efficiency, foster agility and flexibility, and pursue global expansion, among other factors. Digitalization offers a competitive edge through its ability to execute tasks with enhanced efficiency, speed, and cost-effectiveness relative to rival entities. The digital transition in maintenance services is driven by a multitude of constraints and formidable sustainability obstacles.

Throughout the progressive development of maintenance services, numerous constraints have been effectively addressed. Nevertheless, it is important to acknowledge that certain limits persist. The maintenance services sectors have always had challenges in delivering timely and efficient services to assets situated in geographically distant areas, despite their global presence. Delivering maintenance services in geographically isolated regions posed significant time and financial burdens for both the service provider and the client. The reliability and effectiveness of maintenance services rely heavily on the continuous accessibility of asset information, which is conventionally obtained through manual and periodic on-site visits and servicing (Johansson et al., 2019). This hinders the ability to fully understand and analyze the performance of the asset in a detailed and sophisticated manner. Repairs are commonly required due to equipment failures, which in turn lead to unpredictable periods of inactivity that hinder operational efficiency and productivity, resulting in substantial financial consequences. This economic loss is further exacerbated when there is limited or no prior information available about the assets in question. The many limitations outlined above play a significant role in the sustainability issues encountered by maintenance services, hence posing a substantial apprehension for the service industry as a whole. Furthermore, the scope of maintenance services has evolved beyond mere repair and overhaul, encompassing a role as a significant contributor to the overall operational effectiveness of a corporation. The assessment of maintenance service's influence on the overall business involves the examination of significant key performance indicators (KPIs) such as worldwide reach, cost savings, time savings, business growth, and sustainability impact. The digital

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transformation of maintenance services was influenced by a combination of these reasons.

According to Jain et al. (2014), in the context of contemporary globalization and the need for global competitiveness, it is imperative for all industries to advance in all dimensions, including maintenance, in order to stay relevant. The digitization of maintenance services enables a broadened scope of operation, transcending geographical limitations and facilitating global and remote accessibility. Digitalization is a highly efficacious approach to the modernization of maintenance practices, as it facilitates the creation of novel instruments that enhance the competitiveness, efficiency, and sustainability of enterprises operating in the maintenance domain. In the past, the availability of asset information was limited. However, the emergence of modern digital tools and technology has made it possible to constantly access real-time asset data, encompassing aspects such as asset health, operation, maintenance, and production. Furthermore, it assists in the accumulation, storage, and analysis of asset data, while also facilitating asset monitoring, diagnosis, troubleshooting, prediction, and optimization. The efficient utilization of time is of great significance, and the utilization of real-time and historical asset data can aid in the anticipation of failures well in advance, hence mitigating the incidence of any potential downtimes and minimizing economic losses (Jantunen et al., 2010). Furthermore, digital maintenance serves the purpose of not only addressing limitations but also offering decision support for operation and maintenance. It facilitates the identification of strategies to minimize repairs and proactively prevent failures, resulting in time and cost savings. Additionally, digital maintenance plays a pivotal role in fostering long-term and secure social transformations, as highlighted by Johansson et al. (2019). Hence, the process of digitizing maintenance services not only serves to update and modernize maintenance practices but also yields significant advantages for both consumers and service providers. Moreover, it has a profound impact on the sustainability of maintenance services, generating positive outcomes across all aspects of sustainability.

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It is of utmost importance to promptly ascertain the root causes of defects and carry out proactive maintenance measures. Simultaneously, the potential for subjective evaluations that may develop during the manual data collection process by multiple employees can be mitigated. This process is facilitated as it is imperative to establish an accurate diagnostic, rather than a mere diagnosis, during the maintenance phase, with the aim of optimizing time and financial resources. eMaintenance offers more effective and better maintenance work, as it can reduce corrective maintenance, which in turn leads to reduced costs, as unanticipated errors might result in increased downtime . The implementation of preventive maintenance practices, involving the periodic replacement of parts, poses potential dangers during the process of changing functional units. However, these risks can be mitigated by transitioning from traditional preventive maintenance to state-based maintenance, which facilitates the adoption of eMaintenance.

The significance of education and training inside an organization is paramount in the pursuit of an effective eMaintenance system, as knowledge and capacity represent the most valuable assets of a corporation. The discourse also encompasses an examination of the considerable resource demands and intricate nature of this particular component. The preparatory phase for initiating eMaintenance work and the training phase are aimed at equipping the appropriate individuals with the necessary information. Moreover, it is imperative to address inquiries pertaining to the appropriate individuals to get training, the specific areas in which they should be trained, and the intended objectives of such training. Additionally, it is crucial to determine the sequence in which individuals should be trained, taking into consideration factors such as priority and prerequisites. Emphasizing the significance of aligning with the advantages offered by the implementation in order to effectively motivate organizational change .

Tortorella, G. L., in 2022 stated that The implementation of digitalization in maintenance practices facilitates a transition from reactive and breakdown repair strategies to proactive and predictive maintenance plans. This move brings about several advantages in terms of financial, technical, and social aspects. Industry 4.0 technologies serve as the foundation for the digitization of

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maintenance processes and the enhancement of current practices and plans. For instance, it has been suggested that the utilization of big data has the potential to improve the accuracy of predicting common lifespan stages. Additionally, augmented reality has been identified as a technology that can assist in the process of diagnosing and inspecting equipment failures. In addition, the integration of Internet-of-Things (IoT) and cloud computing facilitates the effective management and surveillance of operational parameters, hence minimizing inefficiencies and facilitating informed decision-making. Various terminologies have been employed to denote the process of digitizing maintenance operations, including Maintenance 4.0, Smart Maintenance, and E-maintenance .

In another study conducted by Karki, B. R., & Porras, J. 2021 assumed that Technology is improving every day and it has substantial advances on maintenance services. The transition of maintenance practices from a reactive approach to a preventative one, and subsequently to a proactive approach, serves as an illustrative instance of technological advancements in this field. In contemporary times, numerous equipment and their corresponding components possess the capability to gather operational data throughout a specific duration. Subsequently, this data may be subjected to analysis, leading to the identification of various intriguing insights. The current period is characterized by the widespread adoption of digital technology, which has led to a transformation in the way organizations operate. This transformation involves the utilization of digital technologies and data to enhance and optimize various processes and practices. The process of digitalization has the potential to enhance maintenance services through the utilization of gathered data and advanced technologies. This enables the monitoring of equipment health, the diagnosis of faults, the prediction and troubleshooting of failures, and the optimization of performance. The potential of digitalization as a sustainable solution to maintenance services yet to be fully comprehended.

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<b>2.2 Literature review Total productive maintenance </b>

Total Productive Maintenance (TPM) is a comprehensive methodology for equipment maintenance that aims to attain optimal production processes with minimal disruptions. Autonomous maintenance refers to a systematic approach wherein operators actively participate in the maintenance of their assigned equipment, with a primary focus on proactive and preventative maintenance measures. Enhanced operational procedures and the ongoing pursuit of excellence are basic principles within the framework of Total Productive Maintenance. The TPM approach aims to minimize the occurrence of breakdowns, stops, and defects, hence reducing costs and fostering employee engagement. The implementation of effective communication tactics, coupled with strong support from senior management, plays a crucial role in enhancing the functionality of TPM. TPM is a methodology that enhances the operational conditions of equipment, facilitating the attainment of Takt time with maximum machine efficiency, and maintaining equipment at an optimal level of performance and dependability (Agustiady, T. K., & Cudney, E. A., 2018, February 15). According to Ahuja, I., et al. in (2009), OEE serves as an objective and unbiased method for assessing equipment performance on a daily basis. It facilitates the transparent exchange of information and encourages a non-judgmental approach to addressing equipment-related concerns. The fundamental principles of TPM are commonly referred to as the "pillars" or "elements" of TPM. The foundation of TPM is constructed and remains supported by eight fundamental principles. The TPM methodology facilitates the implementation of effective planning, organizing, monitoring, and controlling activities by employing a distinctive eight-pillar approach:

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<i>Figure 2.1: Eight-pillar approach for TPM implementation </i>

<i>Source: Lamyaa Dawood (2018) </i>

<b>(1) Autonomous maintenance: </b>

Autonomous maintenance helps to develop the capabilities of operators most effectively. operators are capable of performing basic maintenance and repair tasks, have a deep understanding of technical parameters as well as the principles and processes of equipment operation, and participate in repairing and improving technical characteristics. Operators are responsible for preventing equipment degradation, reducing repair costs, and production costs on the equipment cluster they are managing.

Principles:

● The machine operates continuously without abrupt stops.

● The versatility of operators: In terms of skills in operation and equipment maintenance.

● Eliminate sources of loss with the participation of 100% of employees. ● Step-by-step implementation of the autonomous maintenance program.

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Objectives of autonomous maintenance:

Develop techniques, and production capabilities, and establish the best conditions for the equipment. This helps to combine human resources and equipment always in a ready state, making: Work the most efficient (no loss) and the highest performance (effort is minimal). Summary of the 7 steps to implement autonomous maintenance as shown in the figure 2.2:

<i>Figure 2.2: 7 steps in autonomous maintenance </i>

<i>Source: collidu.com </i>

<b>(2) Focused improvement: </b>

In actual production, each unit always encounters various issues, such as those related to quality, cost, productivity, and labor safety. Depending on the specific moment and the critical significance of the events at that time, managers will select and identify problems and establish teams or committees for improvement. All these activities help maximize equipment performance and processes by eliminating losses and improving equipment, processes, methods, and developing human resources.

Principles:

● Practical activities reduce losses to zero.

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● Strictly achieve the loss reduction targets set by the plant in all departments. ● Strictly carry out performance improvements across all equipment.

● Use supportive tools to thoroughly eliminate losses. ● Focus on making control easy for operating staff. The focal process for implementing improvements includes:

 Step 0: Preparation

 Step 1: Understand the situation

 Step 2: Expose and eliminate abnormalities  Step 3: Analyze the main causes

 Step 4: Plan improvements  Step 5: Implement improvements  Step 6: Check the results

 Step 7: Standardize/reapply

The essential goal of TPM (Total Productive Maintenance) is to maximize the performance of the equipment, using the equipment most efficiently, with the lowest cost. Focused improvement is a pillar of the TPM system, and the activities of focused improvement can eliminate 16 losses in TPM the figure 2.3:

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The cause of this type of breakdown is usually very easy to find. The cause-effect relationship is easily recognizable.

The cause of this type of loss is difficult to identify and hard to find solutions for.

conditions

This type of loss has underlying causes hidden in equipment defects, and methods.

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Impact/Loss ^{Single losses, where costs and losses}can be accurately calculated

Rarely a single cause, impacts have a chain characteristic

Frequency of

Remedial Action

Use related resources in the chain to address this issue.

Requires support from process engineering, quality assurance, and experienced maintenance staff

<i>Table 2.1: Classification of Losses </i>

<i>Source: Total Productive Maintenance (TPM) </i>

<b>(3) Planned maintenance: </b>

This content focuses on the planning of preventive maintenance based on the operating time of machines and their working conditions, as well as the manufacturer's recommendations. It also involves planning for spare parts, supplies, manpower, and time to avoid impacting production. More importantly, maintenance needs to be planned. Good planned maintenance will reduce unexpected downtime, increase machine lifespan, decrease repair time, and reduce maintenance costs. It closely ties with autonomous maintenance.

The goal is to keep equipment always ready, produce defect-free products, and achieve customer satisfaction. Progressive Maintenance is divided into four stages:

 Stage 1: Restore deterioration and improve poor designs.  Stage 2: Proper maintenance.

 Stage 3: Scheduled maintenance.

 Stage 4: Predictive maintenance with Progressive Maintenance.

We apply the most standard knowledge, techniques, abilities, and methods in training and supporting operational staff in their tasks.

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Principles:

● Equipment is always ready. ● Lowest maintenance cost. ● Reduced spare parts inventory. ● Increased equipment reliability.

<b>6 steps to implement planned maintenance: </b>

<i>Figure 2.4: </i>6 steps of planned maintenace implementation

<i>Source: kaizen.com </i>

<b>(4) Quality maintenance: </b>

The goal is customer satisfaction through high-quality products using a strong quality management system, and keeping equipment in good condition. Focus on eliminating defects, improving equipment and procedures, and deeply understanding which equipment details are related to specific product defects to eliminate and prevent potential risks. Quality management activities install equipment capable of preventing quality defects, essentially based on the best equipment conditions, maintaining the best product quality. Conditions are always measured and tested frequently to ensure that the necessary parameters have not exceeded the allowed limits. Convert values and standards that need to be tested so they can be displayed, predictive, and preventative before defects occur.

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Principles:

● No defect condition and equipment control. ● Quality management activities support QA. ● Focus on preventing defect sources.

● Focus on anti-error activities (Poka-yoke).

● Detect defects in the production line and categorize them. ● Efficiently implement QA.

● Required data: Classified quality defects: Market defects and Factory defects.

● Market defects are collected from customer rejections and complaints. In the factory, it includes data related to products and processes.

Quality management process:  Step 0: Preparation.

 Step 1: Review the Product Defect Matrix and supporting data.  Step 2: Predict and test various defects.

 Step 3: Identify defects that need elimination.  Step 4: Assess the source of the problem.

 Step 5: Use self-maintenance analysis tools to track problem causes.  Step 6: Estimate the impact of proposed solutions.

 Step 7: Implement improvements.

<b>(5) Education and training: </b>

TPM is a continuous learning process. Without appropriate and standardized training, TPM, and the maintenance system in general, will not become a reality. Training must ensure quality and effectiveness. The program must include topics such as management skills, teamwork, problem-solving, quality management, etc. This content positively supports the above, especially autonomous maintenance. Conversely, the above helps guide the company's training work.

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