MATERIAL FLOW often parts have been replaced or unplanned repairs were made, from which conclusions can be drawn regarding service life (Image 02). The market must also be continuously monitored for discontinuations, to be able to adapt planning promptly. The plan must also show costs staggered over time for measures that are anticipated. This part of the plan must also be continuously monitored and if necessary adjusted. Setting priorities correctly and planning capital expenditures when they will be Lifecycle plans serve to preserve long-term functional safety needed help in budget applications and prevent surprises in the form of unplanned but necessary capital expenditures which cannot be undertaken or are delayed because the money is not on hand. A good lifecycle plan should extend over a period of five years and should also include the required capital expenditures over that period. Potential for savings should be tapped wherever possible while planning for implementation. For example, if a component that is no longer available on the market needs to be replaced because replacement parts are no longer available, the replacement can be extended over a period of time to achieve a more evenly distributed budget. Replacing components while they are still functioning in some cases creates a pool of replacement parts which can restore availability of parts for a time. Managing business processes Beyond the goals of a lifecycle plan described here, working with the system in a STATEMENT Tjarko Bouman, Global Director Services Material handling systems and solutions become a differentiator for many companies, for example in e-commerce the swift delivery times can only be met by using automated material handling solutions. The services business is rapidly developing as a result of these developments. In addition, business changes more swiftly nowadays, for example as a result of a changing business model e. g. the shift towards e-commerce, and because of growth in upcoming regions. Secondly, solutions are becoming more complex with an increase software component and use of technologies like robotics. These two developments lead to a shift from traditional maintenance and repair towards integrated services solutions requiring excellent performance of the systems and a high level of flexibility and adaptability. Life cycle management supports that flexibility and adaptability by continuously balancing the business requirements with the systems status and development; preparing a multi-year plan from both a business point of view – outlook on volume, flow and type of activities – and a technical point of view, for example IT upgrades and replacement of critical parts. consistent, goal-oriented way offers additional opportunities. In addition to simply maintaining the functionality of a system, some attention should also be paid to business processes. If they no longer meet current requirements or if possibilities for optimization are evident, the necessary measures should be considered in the lifecycle plan. Often synergies arise that can save time and money if the measures are performed at the same time with other steps. The system integrator is undoubtedly an ideal partner for creating a lifecycle plan. The system integrator is intimately familiar with the fundamental design of the components and operating conditions and is therefore best able to give a service life forecast. Generally the system integrator is also closely connected with the suppliers to monitor the lifecycles of supplied components. That allows him to function as a central link between manufacturer and system operator. Vanderlande offers its customers this service as part of its service portfolio. Together with other services, this creates a long-term partnership with the goal of continuously ensuring optimum availability for the systems. The operating company has a central contact person for all system needs and can then concentrate on its core business. 02 Trend of service expense due to continuous maintenance Photos: Vanderlande www.vanderlande.com 24 f+h Intralogistics 4/2015
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