This task will set the basis of the UPTIME project by analysing, on the basis of a structured methodology, a several number of solutions to perform Predictive Maintenance (PM), ranging from reactive maintenance to proactive maintenance, as well as currently available on both commercial and research level platforms implementing PM functionalities.
In particular this deliverable provides information regarding state of play in predictive maintenance covering a broad spectrum of platforms that involve several kind of PM models and techniques. D1.1 will be used as input by several tasks in WP1 and WP2. In particular Task 1.3 and Task 1.4 will examine the state-of-the-art of how to address the various phases of predictive maintenance standards such as ISO 13374-2:
• existing sensor and acquisition methods-> D1.1 provides input to Task 1.3;
• existing Algorithms/Software for Diagnosis/Prognosis-> D1.1 gives input to Task 1.4;
• existing Algorithms/Software for Decision Support-> D1.1 produces input to Task 1.4.
In addition, Task 2.1 will use the state of play to derive clusters of UPTIME requirements using the identified KPIs. Moreover Task 2.1 will benefit from the work done in this deliverable to confirm and to further address the innovation potential of UPTIME respect the state of the art. The broad spectrum approach used in this deliverable leaves Task 1.3, Task 1.4 and WP2 to extract, tailor or detail key aspects relevant from uptime stakeholder (e.g. on the basis of uptime business case requirements).
The analysis has been performed through Desktop Search, Analysis of previous FP7 and H2020 projects (from 2012 onwards) and with a massive Patents Analysis. The outcomes is the UPTIME catalogue of Models, Technologies and Platform categorized according to the field of applications, highlighting those which are relevant to the three project business cases.
“Predictive maintenance could reduce maintenance costs 10-40%, reduce downtime by 50%, and lower equipment and capital investment by 3-5% by extending machine life” – McKinsey
In general, taking care of maintenance means keeping the workplace, its facilities, its equipment, its machinery and its devices in safe operation, this practice ensures that workplace condition does not deteriorate during the activities. Periodic maintenance can help to prevent sudden and unexpected failures. Industrial maintenance is defined as the set of procedures and actions to be performed to repair faults, prevent them from appearing and restore an asset in a specified state. The maintenance function is, therefore, a necessary function for every type of production process, which is indispensable to ensure the availability of machinery and the safety of people and goods. In addition, proper and efficient maintenance management can be a means of reducing costs and enhancing product quality and thus the competitiveness of the company. For these reasons and with the introduction of Industry 4.0, maintenance today is experiencing a real change in both human and technological organizational level, taking on ever-increasing importance within corporate functions, ranging from simple production index with an unavoidable cost generation to a competitive tool, considered to be a profit centre in all respects. The close connection between quality and maintenance is alike unmistakable. It is, therefore, useful to highlight the importance of the efficiency and good organization of a maintenance service in the production context, especially where the production line is saturated (high production volumes in relation to machine capacity) or where high-quality products and highly efficient processes are required. In the past, quality control was carried out only on the final product, using often destructive statistical methodologies. In retrospect check on final products, based on probabilistic laws, was a costly effort because it required to definitively discard products that were considered no fitting of quality standards, and it was, however, not useful since it was difficult to apply adaptation measures during the production cycle of the products. It was only at the end of the 1950s that, in order to raise the quality of the productions, it was necessary to provide new tools for the skilled figures involved in quality control, so new production management methods were born (“Just in time”, “Computerization and robotization of production cycles “). They were designed to enhance not only the end product but also every stage of the process, proposing the concept that only with maximum commitment at each stage of the cycle it is possible to obtain a top quality service. Today, with the use of new technologies and in particular through informatics and technology deriving by Industry 4.0, maintenance is increasingly moving towards a well-prepared organization, deep in habits and methods. The new direction of maintenance is evidenced by the fact that it is no longer related to the faults. By contrast, maintenance is now integrated into the design from the concept stage, as well as quality. It is, therefore, necessary to foresee the failures so that the consequences can be minimized.