Integrating Reliability Centered Maintenance and Spare Parts Stock Control
AbstractIn the classical approach to determine how many spare parts tostock, the spare parts shortage costs or the minimum fill rate area key factor. A difficulty with this approach lies in theestimation of these shortage costs or the determination ofappropriate minimum fill rates. In an attempt to overcome thisproblem, we propose to use the data gathered in reliabilitycentered maintenance studies to determine shortage costs. Wediscuss benefits of this approach. At the same time, the approachgives rise to complications, as the RCM study determines downtimecosts of the underlying equipment, which have a complex relationwith the shortage cost for spare parts in case multiple pieces ofequipment have different downtime costs. A further complication isredundancy in the equipment. We develop a framework that enablesthe modelling of these more complicated systems. We propose anapproximative, analytic method based on the model that can be usedto determine minimum stock quantities in case of redundancy andmultiple systems. In a quantitative study we show that the methodperforms well. Moreover, we show that including redundancyinformation in the stocking decision gives significant costbenefits.
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Bibliographic InfoPaper provided by Erasmus University Rotterdam, Econometric Institute in its series Econometric Institute Report with number EI 2010-16.
Date of creation: 29 Mar 2010
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inventory control; stock control;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2010-04-17 (All new papers)
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- Trimp, M.E. & Sinnema, S.M. & Dekker, R. & Teunter, R.H., 2004. "Optimise initial spare parts inventories: an analysis and improvement of an electronic decision tool," Econometric Institute Report EI 2004-52, Erasmus University Rotterdam, Econometric Institute.
- Kleijn, M.J. & Dekker, R., 1998. "An overview of inventory systems with several demand classes," Econometric Institute Report EI 9838, Erasmus University Rotterdam, Econometric Institute.
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