Abstract
The automotive industry in South Africa is characterised by a competitive rivalry amongst vehicle manufacturers. Most manufacturers change vehicle models within a short 5-year period to keep up with the requirements of consumers. This fast change brings change to the whole supply chain of automotive manufacturers and their respective suppliers. Automotive suppliers must adopt world class manufacturing systems of maintenance, managing resources and human capital to remain profitable while still satisfying their customers in competitive environments. The purpose of this study was to evaluate the current maintenance strategies used by the exhaust automotive manufacturer in Port Elizabeth, in the Eastern Cape province of South Africa, to improve its productivity. Literature in the field of maintenance, quality and production processes was used as a point of reference for this study. The pillars of total productive maintenance (TPM) were analysed to discover how successfully and effectively they have been employed. The six big losses – breakdowns, changeover, machine speed, minor stops, rework, and rejects – coupled with other sources of non-value adding business activities were analysed in detail to determine how they affect the productivity and overall performance of the exhaust supply company, herein named Company X. This mixed research method employed the use of interviews, surveys, and historic data of the company. Statistical methods of analysis such as EFA, Kaiser-Meyer- Olkin (KMO), Bartlett’s Test of Sphericity (BTS), correlations coefficients and the Cronbach’s alpha were applied to ensure the reliability and validity of the obtained data. The research indicated that breakdowns, long changeover times and time waiting for parts in workstations are some of the major problems experienced by Company X. Observed data for the month of January 2020 revealed that approximately 31 changeovers can be done in a month at one bending machine, and an estimated total downtime of 1525 minutes per month goes to changeover. A significant 80% of downtime at the bending process was a result of breakdowns and long set up or changeover time. The use of RCM principles and planned maintenance were proposed to improve the breakdown frequency at Company X. The 4IR technologies to be employed within processes were outlined in this study. Application of technologies like Andon systems to improve communication about the required materials or parts within warehouses and assembly lines were proposed for Company X.
M.Eng. (Industrial Engineering)