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CAP Glacier Fabricant study materials
CAP Glacier Fabricant study resources

CAP Glacier Fabricant: Operation, Maintenance, and Continuous Improvement

CAP Glacier Fabricant · Work through your exam, one topic at a time.

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Operation, Maintenance, and Continuous Improvement

What this domain tests

Operation, Maintenance, and Continuous Improvement tests the running phase: SOPs and training, maintenance strategy, spares, calibration, backup/restore, performance measurement, root-cause analysis, management of change, and incremental improvement.

Core rules and concepts

  • Define planned production time before calculating OEE. OEE = Availability x Performance x Quality, where availability uses planned time, performance uses ideal cycle time and actual run time, and quality uses good units over total units.
  • Choose maintenance tactics by failure consequence: reactive for non-critical, preventive for age-related, predictive/condition-based for random or hidden failures, and design-out where recurring.
  • Maintain critical spares based on lead time, failure rate, and production impact, not on shelf appeal.
  • Calibration, backup/restore, and patch management are control-system maintenance, not IT afterthoughts.
  • Use management of change (MOC) for any change to software, setpoints, recipes, or hardware. Update drawings, SOPs, training, and spare parts.
  • Use 5 Whys, fishbone, and Pareto for root cause; verify the fix with data.

Worked example

Planned production time = 480 min/shift. Downtime = 48 min. Ideal cycle = 30 s/unit. Total count = 800; good count = 760. Run time = 480 - 48 = 432 min. Availability = 432/480 = 90.0%. Performance = (0.5 min/unit x 800 units) / 432 min = 400/432 = 92.6%. Quality = 760/800 = 95.0%. OEE = 0.90 x 0.926 x 0.95 = 0.792 = 79.2%. Reasoning: do not use 480 min as the performance denominator; use actual run time. The biggest loss here is quality (5%) followed by performance (7.4%), so investigate rejects before buying a faster filler.

Traps that cost marks

  • Using calendar time in availability and inflating or deflating OEE.
  • Counting planned changeover as downtime without agreeing the definition.
  • Treating OEE as a target without a loss tree; it is a diagnostic, not a strategy.
  • Doing maintenance without MOC, so the backup and drawings no longer match the plant.
  • Fixing symptoms without verifying root cause with data.
  • Ignoring operator training and SOP updates after a change.