IMPLEMENTATION OF PLANNED MAINTENANCE … of Planned Maintenance Using TPM Methodology For A...

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International Journal of Mechanical Engineering and Technology (IJMET) Volume 7, Issue 6, November–December 2016, pp.253–270, Article ID: IJMET_07_06_026 Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=7&IType=6 ISSN Print: 0976-6340 and ISSN Online: 0976-6359 © IAEME Publication

IMPLEMENTATION OF PLANNED MAINTENANCE

USING TPM METHODOLOGY FOR A BI-CYCLE

MANUFACTURING INDUSTRY

Manoj Kumar Kar

Hyderabad Institute of Technology and Management, Hyderabad, Telangana, India

ABSTRACT

Total Productive Maintenance (TPM) is a proven methodology in manufacturing industries in

all sectors - process, and discrete. Objective of TPM is to ensure zero breakdowns and improve

overall equipment effectiveness (OEE). The method followed under TPM is called Planned

Maintenance (PM) system to achieve maximum availability of equipments minimize cost of

maintenance .Equipments deteriorate due to prolonged negligence, lack of understanding of

equipments functioning, lack of skill of repairing and no knowledge about the wear and tear of

parts so that the same need to be replaced before these fail.

The main aim of this work is to implement Planned Maintenance using TPM methodology for a

Bicycle Tyre manufacturing company. This will improve and sustain equipment availability and

reduce cost of manufacturing through reduction of unwanted and unwarranted break-down due to

lack of systematic approach. To achieve these goals, Planned Maintenance system is to be

implemented. The strategy adopted to develop a sustainable and cost effective maintenance system

by Ranking of equipments based on quality, yield, working status, maintainability, period interval

failure, delay factor/cost and safety through collection of past data of failures of equipments.

Equipments ranked-A are considered for Planned Maintenance system. Such ranked-equipments

are studied in detail and with reference to past failure data a preventive maintenance plan is

developed. The objective is to test out this maintenance plan and measure Mean Time Between

Failures (MTBF), Mean Time To Repair (MTTR), Availability, Cost of maintenance and

effectiveness of the maintenance plan.

Key words: Bi-Cycle, TPM Methodology, Manufacturing Industry,

Cite this Article: Manoj Kumar Kar, Implementation of Planned Maintenance Using TPM Methodology For A Bi-Cycle Manufacturing Industry. International Journal of Mechanical

Engineering and Technology, 7(6), 2016, pp. 253–270. http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=7&IType=6

Manoj Kumar Kar


1. INTRODUCTION

Rubber Industry is one of the basic core sectors of manufacturing and most of the companies are with old generation set-up. Equipments developed were less sophisticated. As the industries are old hence skill level of the personnel on equipment maintenance is low.

The performance of the company over last 3 years to understand the importance of Planned Maintenance, Cost of Maintenance is hovering around 12-14% of total Manufacturing cost. Industry standard is below 10%. Hence an opportunity to improve company's profitability, even if there is a reduction of 2%.

2. LITERATURE REVIEW

TPM was born in 1971 and many Japanese companies started practising it. The first PM award was given to Nippon Denso Ltd in the year 1971.For more than 20 years since the inception of TPM, only Japanese companies were practising TPM. However some overseas companies found the importance of TPM to their organisations and started following it. Indian companies initiated TPM since 1991, but the real burst came in 1998 when Japan Institute of Plant Management (JIPM) and Confederation of Indian Industry became partners for the promotion of TPM in India. Tokutara Suzuki [1] In his work, TPM is spreading spreading rapidly because its activities are highly attractive. The major reasons of attraction as per Suzuki are the following: Total employee involvement in the literal sense, Zero orientation,. Terry Wireman [2] In his work, good and sound maintenance practices are essential for effective TPM. The preventive maintenance programme is designed to eliminate all un-planned equipment failures, Evaluate the PM program, Less than 20% reactive work performed. R.H.Clifton [3] In his work, Planned Maintenance is not a specific type of maintenance but the application of maintenance tackled in a scientific manner. It is the comprehensive planning of the maintenance function. L.A.Doty [4] In his work, considering the importance of maintenance, it is imperative to optimize it -to minimize repair time and cost. Melesse Workneh Wakjira, Ajit Pal Singh [5]: In their work, TPM has been widely known in manufacturing environment. This proactive maintenance strategy contributed to manufacturing performance improvements are highlighted by various researchers Liu Yong and Zhu

Jiajia [6]: In their work, effective and efficient maintenance not only helps to keep equipment/facility in good condition but also extends its life and improves availability and capacity. Chandan Chowdhuri [7] In his work, plant and machinery can be maintained in various ways. In unprecedented system failure, mainly in large, complex systems, it is common to carry out preventive maintenance at predetermined intervals. N.Narayan [8]: In his work, the effectiveness of maintenance function in relation to how it serves and is served by other functions is considered in an integrative management. Kinjiro Nakano [9]:

In his work, it is useful for maintenance personnel to utilize TPM activity as an opportunity to perform Keikaku Hozen's step-up activity on their model line in order to establish a Keikaku Hozen system. It is essential for maintenance personnel to appreciate the necessity of Keikaku Hozen. Like Jishu Hozen, Keikaku Hozen starts with tagging and removal of tags to ensure compliance. L.S Srinath [10]: In his work, the increasing complexity of present day equipment has brought into focus two aspects Maintainability and Availability, both are closely related to reliability. If the reliability of a system is high, then obviously the breakdowns will be less frequent and the availability factor will be high. Hence Availability is closely related with Reliability and Maintainability. A.K.Gupta [11]: In his work, maintainability is characteristics of design and installation which is expressed as the probability that an item will be restored to specified conditions within a given period of time when maintenance action is performed in accordance with prescribed procedures and resources. Mikell.P.Groover [12]: In his work, availability is a common measure of reliability for equipment. It is especially appropriate for automated production equipment. Availability is defined by two other reliability terms, mean time between failures (MTBF) and mean time to repair (MTTR). M.Maran, G.Manikandan,

K.Thiagrajan [13] In their work, it is necessary to establish appropriate matrices for measurement

Implementation of Planned Maintenance Using

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purposes. S.N.Waghmare, D.N.Raut

design, from concept through development. Quality and reliability of products and processes are critical to the performance of the final products.

3. TOTAL PRODUCTIVE

Methodology to implement Planned Maintenance step by step under TPM is as followsStep-1: Evaluation of Equipment failure/breakdown status and understand situationStep-2: Reverse deterioration and correct weaknessStep-3: Build an information Management systemStep-4: Build a Periodic Maintenance systemStep-5: Build a Predictive Maintenance systemStep- 6: Evaluate the Planned Maintenance systemThe details of the Steps are as follows:Step-1: Evaluation of Equipment failure/breakdown Collection of data on all the failures /breakdowns, which caused production loss and the equipments to be taken for PMTable-3.1).Based on the Ranking Maintenance system.

Step-2: Reverse deterioration and correct weaknessIn respect of restoring deterioration/Autonomous maintenance implementation. The roles of Operations team are:

• Cleaning, Inspection, Lubrication, Re

• Keep operating condition through correct operation handling

• Restoration of forced deterioration. Mainlysymptoms.

• Operation skill including inspection

On the other hand roles of Maintenance personnel • Jishu Hozen activities to be technically supported

• Ensuring restoration of deterioration through check sheet

Maintenance Using TPM Methodology For A Bi-Cycle Manufacturing Industry

IJMET/index.asp 255

, D.N.Raut et al [14]: In their work present, FMEAdesign, from concept through development. Quality and reliability of products and

are critical to the performance of the final products.

MAINTENANCE METHODOLOGY

Methodology to implement Planned Maintenance step by step under TPM is as follows: Evaluation of Equipment failure/breakdown status and understand situation

deterioration and correct weakness ion Management system

a Periodic Maintenance system a Predictive Maintenance system

the Planned Maintenance system The details of the Steps are as follows:

Evaluation of Equipment failure/breakdown status and understand situationfailures /breakdowns, which caused production loss and

the equipments to be taken for PM, is activities using criteria for evaluation of Based on the Ranking - A, B, C Equipment’s Ranked - A are considered for Planned

Table 3.1 Equipment ranking criteria

Reverse deterioration and correct weakness: deterioration the participation of Operations is available through Jishu Hozen

/Autonomous maintenance implementation.

Cleaning, Inspection, Lubrication, Re-tightening to bring back the basic condition of the

operating condition through correct operation handling

deterioration. Mainly by an inspection for deteriorating parts and discovering irregular

Operation skill including inspection techniques, set up and adjustment of equipments to be improved.

On the other hand roles of Maintenance personnel are as follows: Hozen activities to be technically supported

restoration of deterioration through check sheet

Cycle Manufacturing Industry

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FMEA is an essential function in design, from concept through development. Quality and reliability of products and manufacturing

METHODOLOGY

Methodology to implement Planned Maintenance step by step under TPM is as follows: : Evaluation of Equipment failure/breakdown status and understand situation

status and understand situation: failures /breakdowns, which caused production loss and analyse. Decide what

r evaluation of Equipment’s Rank (refer A are considered for Planned

the participation of Operations is available through Jishu Hozen

tightening to bring back the basic condition of the equipment,

for deteriorating parts and discovering irregular

up and adjustment of equipments to be improved.

Manoj Kumar Kar


• Weak points of Design and defects to be found out using WHY-WHY analysis.

• Skill of maintenance to improve

Step-3: Build an information Management system: To start with, prepare equipment ledger. Obtain equipment data like specifications, capacity, manufacturer’s recommendation, equipment history from installation, break-down maintenance report etc. Step-4: Build a Periodic Maintenance system This is Time based maintenance of Equipment. From the Equipment database, machine manufacturer's recommendation, past experience, life span of parts and operators information, arrive at Planned Maintenance calendar. Step-5: Build a Predictive Maintenance system: Introduce Equipment Diagnostic Technology, Train Maintenance personnel in handling Diagnostic Instruments/Devices. Diagnostic Technology like Temperature, Vibration analysis, oil Analysis, Liquid penetration method, Electric resistance method etc. Select area and implement Equipment Diagnostic system .Evaluate Time based Maintenance parts into Condition Based Maintenance (CBM) and consolidate the plan. Step- 6: Evaluate the Planned Maintenance system: By following step 1 to step-5, improvement in Reliability and Maintainability of Equipments can be achieved. Compare the current results on Breakdown rate, MTTR, MTBF, Maintenance cost etc. with target .After comparison, revisit the total system and strengthen the weak point. Finally, consolidate the Planned Maintenance. The main focus on building a Planned Maintenance system is on the following:

• MTBF -Mean time between failures

• MTTR -Mean time to repair

• Cost of Maintenance

• Availability of Equipment

MTBF will show the vulnerability of Equipment in terms of its failure occurrence and also the reasons for its failures.

MTTR will show the capability of people doing repairing, availability of the spares and also criticality of repairing techniques.

Cost of Maintenance is a fall out of both MTBF and MTTR. Due to under stocking of spares, MTTR increases and also due to compromise on planned maintenance MTBF increases.

4. PROBLEM DEFINITION

The aim of the project is to study the most critical equipment controlling the productivity, quality, cost and availability causing a significant part of manufacturing cost in a Bicycle Tyre manufacturing industry. Application of TPM methodology to reduce Maintenance cost, Improve critical equipment availability and improve Quality and Yield.

The project work is to design a Planned Maintenance system through TPM methodology and the following are the objectives:

• To rank the equipments into A,B,C class based on criticality of quality,yield,maintainability,working status,delay factor, cast, safety.

• Availability of the Class –A equipment (Banbury ) above 98%

• MTBF (Mean Time Between Failure) and MTTR (Mean Time To Repair) improvement

• Skill improvement of Maintenance and Operation personnel through intensive and detail knowledge improvement on Equipments and Maintenence techniques to reflect on MTTR(Mean time to Repair).Correlation between MTTR and Availability =1.0



• Establish optimum Preventive Maintenance planrepairing and Availibility to be less or equal to

• Initiate Condition Based Maintenance failures.

• Reduce cost of maintenanceoptimum stock of spares.

5. RESEARCH METHODOLOGY

Planned Maintenance set-up being established by following the systematic six step TPM methodology as per JIPM (Japanese Institute of Plant Maintenance)5.1).

Fig

Based on the Process flow chart, allRanking being analysed against all the per Table-5.1.


IJMET/index.asp 257

Establish optimum Preventive Maintenance plan to improve equipment availability .to be less or equal to Rs.6000 per % availability

Initiate Condition Based Maintenance /CMMS (Computerised Maintenance Mangement System) to forecast

to 10 % of manufacturing cost through optimum Maintenance and keeping

RESEARCH METHODOLOGY

up being established by following the systematic six step TPM methodology as (Japanese Institute of Plant Maintenance) and being depicted in the following

Figure 5.1 Flow chart of Research Methodology

chart, all the Manufacturing Equipments are listed and the Criterion of Ranking being analysed against all the parameters. Data collected for all equipments and


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to improve equipment availability . Ratio of Cost of

/CMMS (Computerised Maintenance Mangement System) to forecast

through optimum Maintenance and keeping

up being established by following the systematic six step TPM methodology as and being depicted in the following flow-chart (Figure-

the Manufacturing Equipments are listed and the Criterion of collected for all equipments and are tabulated as

Manoj Kumar Kar


Table 5.1 Manufacturing Equipment status -2013/2014

As per the Equipment Ranking criterion, Weightage of various parameters evaluation criterion matrix prepared as per Table-5.2.

Average

failure

Failure

rate

Average

Down Time

Average

Repairing Time

Repairing

Cost

Repairing

Cost/failure Quality & Yield

Working

status

Delay factor/

Opportunity cost Safety

Nos.

per

month Hours Hours Rs. Rs./failure Hours Nos.

DESCRIPTION

Banbury Mixer 102 4.25 451.25 4.42 3788396 37141 Quality & Yield 24 hours Shut down 2

22" x 60 " Mixing mill 1 0.04 16 16.00 180000 180000 Quality & Yield 16 hours Shut down 0

16"x 42" Mixing mill 1 0.04 24 24.00 175000 175000 Quality & Yield 16 hours Shut down 0

Profile Calander 1 0.04 48 48.00 140000 140000 Quality & Yield 16 hours Shut down 0

Cord Calander 1 0.04 72 72.00 150000 150000 Quality & Yield 24 hours Shut down 0

Bias Cutter 20 0.83 46 2.30 96000 4800 Quality & Yield 24 hours Shut down 4

Tyre Building 40 1.67 36 0.90 58000 1450 Quality & Yield 24 hours Shut down 6

Bead Gromet 20 0.83 36 1.80 60000 3000 Quality & Yield 24 hours Shut down 6

MonoBand 36 1.5 30 0.83 40000 1111 Quality & Yield 24 hours Stand by available 6

Tyre Curing Press 80 3 86 1.08 128000 1600 Quality & Yield 24 hours Stand by available 8

Bead Wire 20 1 26 1.30 30000 1500 Moderate 24 hours Stand by available 2

Pricking Machine 10 0.4 15 1.50 5000 500 Moderate 24 hours Stand by available 0

Bundle Press 5 0.2 5 1.00 4000 800 Niether yield 24 hours Stand by available 0

Tyre Wrapping 6 0.25 14 2.33 15000 2500 Niether yield 24 hours Stand by available 1

Hand MonoBand 2 0.1 4 2.00 500 250 Niether yield 8 hours Stand by available 0

Fabric Winding Machine 4 0.2 9 2.25 4000 1000 Niether yield 16 Hours Stand by available 1

Buffing Machine 2 0.1 2 1.00 500 250 Niether yield 16 Hours Economical to wait 0

Colour Machine 2 0.1 2 1.00 300 150 Niether yield 24 hours Economical to wait 0

Vent Trimming Machine 2 0.1 5 2.50 1000 500 Niether yield 24 hours Stand by available 0

Extruder 4 1/2" ( Airbag) 4 0.2 14 3.50 14000 3500 Quality & Yield 8 hours Shut down 0

12"x 30" Mixng mill (Airbag) 2 0.1 28 14.00 28000 14000 Quality & Yield 8 hours Shut down 0

8" x 18" Mixing mill (Airbag) 2 0.1 16 8.00 24000 12000 Quality & Yield 8 hours Shut down 0

Curing press ( Airbag) 4 0.2 13 3.25 4000 1000 Quality & Yield 8 hours Shut down 2

Mini press ( Airbag) 2 0.1 8 4.00 12000 6000 Quality & Yield 8 hours Shut down 1

Beaddip stirrer 4 0.2 6 1.50 600 150 Quality & Yield 8 hours Economical to wait 0

Manufacturing Equipment Status -2013/14

Implementation of Planned Maintenance Using TPM Methodology For A Bi-Cycle Manufacturing Industry


Table 5.2 Equipment evaluation criterion matrix

Based on the evaluation criterion , the final evaluated equipments along with their weighted percentage on every criterion of Q, P, W, D, S, C, M being tabulated .Equipments are ranked as per the Weighted points and the equipments crossing 80% points are classified as A- class equipments, equipments crossing 60% are classified as B-class equipment and balance are C-class equipments. A-class equipments are those equipments whose non-availability will lead to plant shut down or major quality issue, Cost of repairing is high, Periodicity of failures are high, Time to repair is high, Operates more than 16 hours a day and high number of accidents. Table-5.3 shows the classification of equipments based on Ranking.

Evaluation Criterion Weightage

Serious

Quality/Yield

Quality

variation/moderate

affect yield Neither quality/yield

Q Quality and Yield 30% 100% 80% 0%

Repair time>1.5 Hr Repair time>1.0 Hr Repair time<1.0 Hr

M Mainatainability 20% 100% 60% 30%

Cost >Rs.10000 Cost >Rs. 5000 Cost < Rs.5000

C Repairing Cost/failure 15% 100% 60% 20%

Shut down of Shop Shut down of Equip. Standby/Economical to wait

D Delay factor/Opportunity cost 10% 100% 60% 10%

Every 1 months Every 3 months More than 6 months

P Period of failure interval 10% 100% 80% 20%

16 hours operation 8-16 hours 8 hours

W Working status 10% 100% 60% 20%

> 5 accidents > 2 Accidents < 2 Accidents

S Safety/Accidents 5% 100% 50% 20%

Evaluation Matrix

Manoj Kumar Kar


Table 5.3 Ranking of equipments as per weighted points

We noted that total A- Class equipments constitute 24% of all Equipments-Class constitute 28% of all equipments and C-Class equipments constitute 48% of equipments. Figure -5.3 shows the pie-chart of equipment distribution.

Ranking Manufacturing Equipments Q M C D P W S Total

Banbury Mixer 30% 20% 15% 10% 10% 10% 0% 95.0%

22" x 60 " Mixing mill 30% 20% 15% 10% 0% 10% 0% 85.0%

A 16"x 42" Mixing mill 30% 20% 15% 10% 0% 10% 0% 85.0%

Profile Calander 30% 20% 15% 10% 0% 10% 0% 85.0%

Cord Calander 30% 20% 15% 10% 0% 10% 0% 85.0%

Bead Gromet 30% 20% 0% 10% 8% 10% 5% 83.0%

Bias Cutter 30% 20% 3% 10% 0% 10% 4% 77.0%

12"x 30" Mixng mill (Airbag) 30% 20% 15% 6% 0% 0% 0% 71.0%

B 8" x 18" Mixing mill (Airbag) 30% 20% 15% 6% 0% 0% 0% 71.0%

Mini press ( Airbag) 30% 20% 9% 8% 0% 0% 0% 67.0%

Tyre Building 30% 0% 0% 10% 10% 10% 5% 65.0%

Tyre Curing Press 24% 12% 0% 0% 10% 10% 5% 61.0%

Curing press ( Airbag) 30% 20% 3% 6% 0% 0% 1% 60.0%

Extruder 4 1/2" ( Airbag) 30% 20% 3% 6% 0% 0% 0% 59.0%

Bead Wire 24% 12% 0% 0% 10% 10% 1% 57.0%

Vent Trimming Machine 24% 20% 0% 0% 0% 10% 0% 54.0%

C Fabric Winding Machine 24% 20% 0% 0% 2% 6% 0% 52.0%

MonoBand 24% 0% 0% 0% 8% 10% 5% 47.0%

Hand MonoBand 24% 20% 0% 0% 0% 0% 0% 44.0%

Pricking Machine 0% 20% 0% 0% 8% 10% 0% 38.0%

Colour Machine 24% 0% 0% 0% 0% 10% 0% 34.0%

Tyre Wrapping 0% 20% 0% 0% 2% 10% 0% 32.0%

Buffing Machine 24% 0% 0% 0% 0% 6% 0% 30.0%

Beaddip stirrer 0% 20% 0% 0% 0% 0% 0% 20.0%

Bundle Press 0% 0% 0% 0% 2% 10% 0% 12.0%

Ranking of Equipments



Figure 5.

On analysing we found among Ahence it is decided to focus our work of implementation of PM plan in Banbury Equipment to test the effectiveness of the TPM methodology.5.2 Data Collection of past failures of Afor last 2 years being collected for analysis of Table-5.4, 5.5, 5.6 provides the data collected on

Table

Banbury-4

January

February

March

April

May

June

July

August

September

October

November

December


IJMET/index.asp 261

Figure 5.3 Equipment classification distributions

On analysing we found among A-class equipment, Banbury is the top most with 95% weightage and hence it is decided to focus our work of implementation of PM plan in Banbury Equipment to test the effectiveness of the TPM methodology.

Data Collection of past failures of A-class equipment. The details of Break down time of Banbury for last 2 years being collected for analysis of availability, types of failures, and the reasons for failures.

the data collected on Failures, Down time and Breakdown history.

Table 5.4 Failure and Downtime data of Banbury-4

2013 2014 2013

2

0

3

2 2 30

2 1 30

1 5 180

8 3 400

1 2 90

0 2

2 0 120

6 2 1190

3 2 1170

Failures-(Nos.) Downtime- (Minutes)


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is the top most with 95% weightage and hence it is decided to focus our work of implementation of PM plan in Banbury Equipment to test the

details of Break down time of Banbury -4 types of failures, and the reasons for failures.

time and Breakdown history.

2013 2014

8660

0

195

30 195

30 85

180 230

400 2510

90 105

8670

120 0

1190 120

1170 140

Downtime- (Minutes)

Manoj Kumar Kar


Table 5.5 Breakdown History –Banbury 4 (2013)

Table 5.6 Breakdown History Banbury 4(2014)

5.3 Restoration of Deterioration by involving all the Operation and Maintenance personnel in initial cleaning and inspection activities leading to identification of all deviations like leakages, looseness,vibration,sound etc. and subsequently closing all the deviations.

The following tools and templates are used in developing countermeasures for Deterioration, improving the condition of equipment and reducing breakdowns, Failures.

Month Failure Type

Jan-13

Feb-13

Mar-13

Apr-13 Flaot weight solenoid valve changed , 24/4, 30 minutes

May-13 Water problem, 2/5, 30 minutes

Jun-13 Rotor leakage , 17/6 ,3 hrs

Jul-13 Hopper door problem ,3/7 ,15 minutes

Conveyor Breakdown ,5/7 ,1hr 30 minutes

Outlet pump problem ,6/7 ,30 minutes

Stariner locking plate problem, 10/7 ,50minutes

Conveyor Breakdown ,22/7 ,1hr 15 minutes

Conveyor Breakdown ,25/7 ,2hrs

Air problem ,31/7,20 minutes

Outlet pump problem ,19/7 ,30 minutes

Aug-13 Hopper door problem ,3/8, 1hr 30minutes

Sep-13 Nil Breakdown

Oct-13 Outlet pump problem , 11/10, 1 hr 30 minutes

Outlet pump problem , 12/10, 30 minutes

Nov-13 Rotor leakage 10/11, 12 hrs

Drop door problem , 22/11, 45 minutes

Hopper door problem ,23/11 , 1hr 30 minutes

Water pump problem , 27/11 ,30 minutes

Cooling tower pump problem , 28/11 ,5hrs

Conveyor breakdown , 30/11 ,5 minutes

Dec-13 Rotac replaced , 1/12, 2hrs

Dust ring serviced , 16/01 ,24 hrs

Float weight problem , 18/12, 2 hrs 30 minutes

Month Failure Type

Jan-14 Conveyor Breakdown , 15/01 ,20minutes

Banbury No-4 Chamber with rotors replaced with serviced

and new rotors Banbury No-5 ( 24-01-2014 to 30-01-2014)

Feb-14

Mar-14 Banbury Water line pipe leakage , 14/3 , 1 hr 15 minutes

Mill Water line pipe leakage , 19/3 , 1 hr 30 minutes

Conveyor Breakdown ,23/03, 30 minutes

Apr-14 Conveyor Breakdown ,20/04, 45 minutes

Process oil pump problem , 23/04 , 2hr 30minutes

May-14 Water circulation problem , 2/5 , 1 hr 25 minutes

Jun-14 Conveyor Breakdown ,15/06, 30 minutes

Drop door problem ,13/06 ,40 minutes



Process oil pump problem ,30/6 , 50 minutes

Jul-14 Mill coupling problem -20/7 ,50 minutes

Mill coupling problem -21/7 ,1 hr

Mill coupling replaced from banbury no-2mill ,40 hrs

Aug-14 Conveyor Breakdown ,03/07, 30 minutes

Conveyor breakdown ,11/08 , 1 hr 15 minutes

Sep-14 Banbury No-4 motor replaced with new one

19/09 to 24/09

Conveyor breakdown , 26/09 , 30 minutes

Oct-14 nil breakdown

Nov-14 Conveyor problem ,7/11 , 1hr 30 minutes

Process oil pump problem , 14/11 , 30 minutes

Dec-14 Conveyor problem ,5/12 , 1hr 30 minutes

Conveyor breakdown , 17/12 , 50 minutes



Why-why analysis:

The why-why analysis is used to determine the root cause of a breakdown, as well as that of defects, equipment deterioration and weak points of equipment design. Countermeasures for the causes and source of the failure are to be brainstormed and the most effective solution implemented. Improvements can be made to strengthen the design of equipment, or its reliability and maintainability. The why-why analysis is constructed by maintenance personnel and can include support from the focused improvement team, to determine the root cause of the Problem.

Kaizens for reliability and maintainability:

Improvements in the reliability and maintainability of equipment, increases the uptime of the machine and thereby reduces losses. All floor personnel were encouraged and engaged in solving small problems through Kaizen principle and it helped in restoration of equipment to its basic condition. 5.4 Skill Development of Maintenance personnel by understanding the details of construction of the equipment and its functioning of all components .Massive training programme for Officers and Maintenance technicians being carried out. There are total 72 Operation and Maintenance Technicians .In total each one of them received on-the job as well as off the job training of 16 hours. While, 6 Maintenance Officers received 24 hours of training each. 5.5 Develop Preventive Maintenance Plan based on Manufacturers Table-5.7 shows the Preventive Maintenance plan developed.

Table5.7 Preventive Plan prepared based on Manual and failure data

S.No. Description of Maintenance for Banbury Frequency

1 Internal clearance measurment/monitor 3M

2 Rotor Lift 6M

3 Rotor Axial Float 3M

4 Bearing Radial Clearance checking 3M

5 Y-Clearance checking 6M

6 Float Weight to chamber (throat) clearances 6M

7 Ram Neutral float Checking W

8 Latch reserve Stroke Checking M

9 Connecting Gear Wear Checking 3M

10 Ram Snubbing W

11 Drop Door Snubbing/Decceleration W

12 Long rotor Connecting Gear Key Extension into sleeve Y

13 Teltale Rod Condition W

14 Ramfloat safety Stopper Pin Condition M

15 Body Lube Flow Rate Checking M

16 Dust Lube Flow Rate Checking M

17 Dust Stop Spring Retainer Tensioning to a preset / practice figure M

18 Ram gland Bush Clearance checking 6M

19 Ram Gland Packing (shaft Stuffing) checking/replacement 3M

20 Motor Current Checking 2W

21 Motor Intertia of Motion (time to stop after switched off) M

22 Motor Megger Value Checking M

23 Motor Contactor Checking 2M

24 Banbury, Gearbox & Motor Vibration Analysis 3M

25 Gearbox Oil Analysis 3M

26 Motor Contactor Di-electric Oil Analysis 6M

27 D.door thermocouple check/replacement 2M

28 Hopper shaft seal correction 2M

29 Hopper Door Side seal check/replacement 2M

30 Rotor, Chamber, D.Door Cooling water ∆T Checking M

Tentative PM Jobs for Banbury

Manoj Kumar Kar


5.6 Implement the tentative Preventive Plan and followed the calendar as per plan. Collect the new failure data and reasons for breakdown and measured the effectiveness of Preventive maintenance on Availability, MTBF and MTTR. Mean time between failures, Mean time to repair and Availability. The mean time between failures measures the reliability of the equipment, by determining how long a machine runs for, before a breakdown or failure occurs. The longer the period between failures, the longer the machine is running for. This provides higher machine reliability and availability. MTBF = (Average Time run between breakdowns) / Total no. failures.

MTTR = Average time required to service the equipment and put it back in operation /total number of failures.

Availability is defined as, A= (MTBF-MTTR)/MTBF

The following Table - 5.8 depicts the Data on Failures. MTBF, MTTR, Availability being calculated based on the past history and present data after implementation of the revised PM plan along with Training programme for Skill up gradation and people involvement through Kaizen activities.

Table 5.8 Data on Failures, Down Time for 2013/2014/2015/2016

MTBF, MTTR, Availability along with Standard Deviation being calculated and the sample calculation for each being shown in Table-5.9, 5.10.Complete data on MTBF, MTTR, Availability, Standard Deviation for 2013,2014,2015,2016 in Table-5.11.

Table 5.9 Sample calculation of MTBF, MTTR, Availability

Scheduled Time

Hours 2013 2014 2015 2016 2013 2014 2015 2016

572 January 0 2 1 2 0 8660 60 120

572 February 0 0 2 1 0 0 60 240

572 March 0 3 0 3 0 195 0 300

572 April 2 2 0 30 195 0

572 May 2 1 3 30 85 95

572 June 1 5 5 180 230 3235

572 July 8 3 5 400 2510 485

572 August 1 2 8 90 105 430

572 September 0 2 5 0 8670 145

572 October 2 0 4 120 0 190

572 November 6 2 4 1190 120 290

572 December 3 2 8 1170 140 405

Banbury-4

Downtime- (Minutes)Failures-(Nos.)

Banbury-4

MTBF (Scheduled time-Down time)/No. Of failures

MTTR (Down Time)/No. Of failures

Availability (MTBF-MTTR)/MTBF

Sample calculation for MTBF ,January 2015 Scheduled time= 572 hours

Down Time =1 hour

Failures=1 number

MTBF= (572-1)/1 =572 Hours

Sample calculation for MTTR ,January 2015 Down Time=1 hour

Failures=1 number

MTTR =1/1=1 hour

Sample calculation for Availability ,January 2015 Availability=(572-1)/572=0.998



Table 5.10 Sample calculation of Standard Deviation

Table 5.11 MTBF, MTTR, Availability data for 2013/2014/2015/2016

Standard Statistical Formula in Excel being used to calculate Correlation between MTTR and Availability and being found -0.99 for 2015 and 0.86 for 2013.

Standard Deviation of MTBF increased from 150 hours in 2014 to 197 hours in 2016, MTTR improved from 27.51 hours in 2014 to 1.58 hours in 2016.

Regression Analysis of the Data-MTTR and Availability being made and the Best-Fit Equation being derived. In order to test the effectiveness of the Best-Fit Equation for Forecasting, Availability data based on Best Fit Equation and Actual calculated Data being compared and found satisfactory. With this Equation, it will be possible to forecast Availability provided the MTTR can be predicted. MTTR is a function of Repairing Skill, Quality of Spares and Condition of Equipment.

The sample calculation of Pearson Co-efficient for Regression Analysis of MTTR and Availability are shown in Table-5.12.

MTBF-13

Y Y-X (Y-X)^2

January 0 -195.22 38111.8

February 0 -195.22 38111.8

March 0 -195.22 38111.8

April 285.75 90.53 8195.2

May 285.75 90.53 8195.2

June 569 373.78 139709.6

July 70.67 -124.56 15514.2

August 570.5 375.28 140833.2

September 0 -195.22 38111.8

October 285 89.78 8060.0

November 92.0 -103.19 10649.2

December 184.2 -11.06 122.2

Mean=X 195.22 483726.1

Z=Sum (Y-X)^2/(N-1) 43975.10

Standard Deviation =Sqrt Z 209.70

Sample calculation of Standard Deviation of MTBF-2013

MTBF-13 MTBF-14 MTBF-15 MTBF-16 MTTR-13 MTTR-14 MTTR-15 MTTR-16 Avl-13 Avl-14 Avl-15 Avl-16

January 0.00 213.8 571.0 285.0 0 72.17 1 1 1 0.66 0.998 0.9965

February 0.00 0.0 285.5 568.0 0 0 0.5 4 1 1.0 0.998 0.9930

March 0.00 189.6 0.0 189.0 0 1.1 0 1.7 1 0.994 1.000 0.9912

April 285.8 284.4 0.0 0.25 1.6 0 0.999 0.994 1.000

May 285.8 570.6 190.1 0.25 1.4 0.53 0.999 0.998 0.997

June 569.0 113.6 103.6 3 0.8 10.78 0.995 0.993 0.896

July 70.7 176.7 112.8 0.83 13.9 1.62 0.988 0.921 0.986

August 570.5 285.1 70.6 1.5 0.9 0.90 0.997 0.997 0.987

September 0.0 213.8 113.9 0 72.3 0.48 1.000 0.66 0.996

October 285.0 0.0 142.2 1 0.0 0.79 0.996 1.000 0.994

November 92.0 285.0 141.8 3.31 1.0 1.21 0.964 0.996 0.991

December 184.2 284.8 70.7 6.5 1.2 0.84 0.965 0.996 0.988

Mean 195.24 218.12 150.18 347.33 1.39 13.86 1.55 2.22 0.99 0.93 0.99 0.99

Standard Deviation 209.70 150.96 153.68 197.04 1.98 27.51 2.94 1.58 0.01 0.13 0.03 0.00

Correlation(R) -MTTR vs Availability -0.86 -1.00 -0.99

MTBF,MTTR,Availability for 2013,2014,2015,2016


Table 5.12 Sample calculation of Regression Analysis Co

Based on the Regression Analysis, forecasting of Availability against actually calculated Availabilitybeing tested and is as Table-5.13

Table 5.13

The Failure Trends and Availability Trends are as shown in Figures

January

February

March

April

May

June

July

August

September

October

November

December

Total

Mean=X',Y'

Sample(n)

Regression Coefficient (b):

n*sum(XY)-sum(x)*sum(y)

n*sum(x^2)-(sum(x))^2

Regression Coefficient(a):

(sum(Y))*(sum(x^2))-(sum(X))*(sum(XY))

N*(sum(X^2))-(sum(X))^2

Best Fit Line Equation:

Y=bx+a

Sample calculation for Regression Analysis

MTTR=X

Jan-16

Feb-16

Mar-16

Forecast based on Regression best fit equation

Manoj Kumar Kar

IJMET/index.asp 266

Sample calculation of Regression Analysis Co-efficient

Based on the Regression Analysis, forecasting of Availability against actually calculated Availability

Forecast of Availability based on Regression Analysis

The Failure Trends and Availability Trends are as shown in Figures-5.12 and 5.

Figure 5.12 Failures trend

MTTR-15 Avl-15

X Y X^2

1 0.998

0.5 0.998 0.25

0 1.000

0 1.000

0.53 0.997 0.279

10.78 0.896 116.280

1.62 0.986 2.614

0.90 0.987 0.803

0.48 0.996 0.234

0.79 0.994 0.627

1.21 0.991 1.460

0.84 0.988 0.712

18.65 11.83 124.26

1.55 0.99

12

-0.010

-11.110

1143.30

1.001

(sum(Y))*(sum(x^2))-(sum(X))*(sum(XY)) 1144.367

1143.298

0.01*X+1.001

Sample calculation for Regression Analysis

MTTR=X Availability=YActual-Y

1 0.991 0.996

4 0.961 0.993

1.7 0.984 0.991


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efficient

Based on the Regression Analysis, forecasting of Availability against actually calculated Availability

Forecast of Availability based on Regression Analysis

and 5.13

X^2 Y^2 XY

1 0 1.00

0.25 0 0.50

0 0 0.00

0 0 0.00

0.279 0 0.53

116.280 0 9.66

2.614 0 1.59

0.803 0 0.88

0.234 0 0.48

0.627 0 0.79

1.460 0 1.20

0.712 0 0.83

124.26 0.00 17.46

Actual-Y

0.996

0.993

0.991




Figure

5.7 Initiation of Computerised Maintenance Management System along with Condition based CMMS will provide data integrity,

6. RESULTS AND DISCUSSI

Adopting the Planned Maintenance system by following systematic approach of TPM methodology ensured restoration of basic condition of equipment, Skill sustainable improvements through Kaizens and mind set of following Main aim of the study was to achieve the (1) Improvement of Availability of equipmentthe implementation of TPM methodology,

• Skill/Knowledge up gradation

• Preventive Maintenance programme

• Spare parts Management

The effect of these programmes can be seen in the Supply effectiveness, down time and Availability of the Equipment improv

However the failure rates in the initial stage increased although the MTTR improvement of Skill exists. (2) Improve MTBF and MTTR. MTBF 14 hours to 4 hours. The reason being, major breakdown could be minimised, while small failures are cropping up. These failures can be controlled through Kaizens and also better skill.(3) Cost reduction impact due to prevention of unexpected failures requiring emergency repairincost.The method of calculation of MTBFMTBF = (Scheduled Time-Down Time)/MTTR= (Down Time)/No. of FailuresAvailability = (MTBF-MTTR)/MTBF

Table 6.1 and 6.2 depicts the Failure and computed MTBF, MTTR, Availability, and Cost


IJMET/index.asp 267

Figure-5.13 Availability trend of Banbury -4

Computerised Maintenance Management System along with Condition based integrity, Preventive Plan monitoring and proper spare planning.

RESULTS AND DISCUSSIONS

Adopting the Planned Maintenance system by following systematic approach of TPM methodology of basic condition of equipment, Skill improvement of Maintenance mechanics,

through Kaizens and mind set of following a Preventive Maintenance plan.to achieve the following:

of Availability of equipment - Banbury-4 Availability increased from 95% to 98%.methodology, three things addressed are:

up gradation

Preventive Maintenance programme

The effect of these programmes can be seen in the results. With improvement of Administrative and time and Availability of the Equipment improved.

However the failure rates in the initial stage increased although the MTTR

. MTBF decreased from 268 hours to 150 hours while MTTR reduced from reason being, major breakdown could be minimised, while small failures are

failures can be controlled through Kaizens and also better skill.3) Cost reduction impact due to prevention of unexpected failures requiring emergency repairin

The method of calculation of MTBF, MTTR, and Availability are as follows:Down Time)/No. of Failures

Failures MTTR)/MTBF depicts the Failure and down time data for last 3 years as well as summary of

, MTTR, Availability, and Cost of Maintenance.


[email protected]

Computerised Maintenance Management System along with Condition based Monitoring. Preventive Plan monitoring and proper spare planning.

Adopting the Planned Maintenance system by following systematic approach of TPM methodology of Maintenance mechanics,

a Preventive Maintenance plan.

4 Availability increased from 95% to 98%.Since

improvement of Administrative and

However the failure rates in the initial stage increased although the MTTR improved. Enough scope of

hours while MTTR reduced from reason being, major breakdown could be minimised, while small failures are

failures can be controlled through Kaizens and also better skill. 3) Cost reduction impact due to prevention of unexpected failures requiring emergency repairing at any

are as follows:

data for last 3 years as well as summary of


Table 6.1

Table 6.2 MTBF, MTTR, Availability and Cost of Maintenance of Banbury

Figure 6.1, 6.2, 6.3.6.4, 6.5 shows the trend of Availability, Cost/Availability, MTTR, MTBF and Cost of Maintenance for Banbury-4.

Figure

Banbury-4

2013

January

February

March

April 2

May 2

June 1

July 8

August 1

September 0

October 2

November 6

December 3

25

Failures-(Nos.)

Scheduled Time Down Time

Hours

A

2013 6864

2014 6864

2015 6864

2016 1716

Manoj Kumar Kar

IJMET/index.asp 268

Table 6.1 Data of down time and Failure for last 3 years

MTBF, MTTR, Availability and Cost of Maintenance of Banbury

shows the trend of Availability, Cost/Availability, MTTR, MTBF and Cost of

Figure 6.1 Availability improvement trend

Figure 6.2 Cost per Availability %

2014 2015 2013

2 1 January

0 2 February

3 0 March

2 0 April 30

1 3 May 30

5 5 June 180

3 5 July 400

2 8 August 90

2 5 September

0 4 October 120

2 4 November 1190

2 8 December 1170

24 45 3210

Failures-(Nos.) Downtime- (Minutes)

Down Time Operating Time Failures MTBF MTTR Availability

Hours Hours Nos. Hours Hours %

B C=A-B D E=(A-B)/D F=B/D G=(E-F)/E

53.5 6810.5 25 272.4 2.14 99.2

348.5 6515.5 24 271.5 14.52 94.65

89.92 6774 45 150.5 1.99 98.67

11 1705 6 284.2 1.83 99.35

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Data of down time and Failure for last 3 years

MTBF, MTTR, Availability and Cost of Maintenance of Banbury-4

shows the trend of Availability, Cost/Availability, MTTR, MTBF and Cost of

2014 2015

8660 60

0 60

195 0

195 0

85 95

230 3235

2510 485

105 430

8670 145

0 190

120 290

140 405

20910 5395

Downtime- (Minutes)

Cost Cost/Availability

Rs. Rs./% availability

928528 9360

891387 9412

757679 7676

178276 7174



Figure 6.5 Cost of Maintenance as % of Manufacturing

7. CONCLUSIONS

Total Productive Maintenance (TPM)

involved in the operation. Planned Maintenance system break down in TPM can be achieved. The systematic procedure along with involvement of people to inculcate a sense of ownership and improvement of machine knowledge and important benefits to get a sustained effect. From this study following conclusion

• Correlation between MTTR and Availability of Equipment = skill but requires further fine tunin

• Regression Analysis Best Fit Equation Y=0.01X+found satisfactory for forecasting Availability if MTTR can be predicted.

• Optimal Maintenance can be observed as Cost of Repairing per % of Equipment Availability.


IJMET/index.asp 269

Figure 6.3 MTTR improvement trend

Figure 6.4 MTBF trend

Cost of Maintenance as % of Manufacturing Cost trend

TPM) methodology ensures systematic approach by involving all people Planned Maintenance system is the strategy through which the goal of Zero

break down in TPM can be achieved. The systematic procedure along with involvement of people to inculcate a sense of ownership and improvement of machine knowledge and

to get a sustained effect. conclusion can be made:

Correlation between MTTR and Availability of Equipment = -0.99 from -0.98 indicating improvement in fine tuning of Skill improvement.

Analysis Best Fit Equation Y=0.01X+1.001, where Y=Availability and X=MTTR have been found satisfactory for forecasting Availability if MTTR can be predicted.

Optimal Maintenance can be observed as Cost of Repairing vs. Availability improved by per % of Equipment Availability.


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Cost trend

methodology ensures systematic approach by involving all people is the strategy through which the goal of Zero

break down in TPM can be achieved. The systematic procedure along with involvement of people to inculcate a sense of ownership and improvement of machine knowledge and skill are the two most

0.98 indicating improvement in

Y=Availability and X=MTTR have been

Availability improved by 24% i.e. Rs.7174

Manoj Kumar Kar


7.1. Future scope of work

Further improvement in Cost /Availability can be achieved with full implementation of Condition based Monitoring and Computerised Maintenance Management System. Although ,only one cycle data after implementation of Planned Maintenance available, but all the parameters of Availability, MTBF, MTTR and Cost of Repairing vs. Availability shows improvement. Sustainable improvement can be only achieved through Vibration and Condition Based monitoring.

REFERENCES

[1] Tokutaro Suzuki -TPM Gallops across Globe, 1st Edition 2008; TPM Club of India, CII, Bangalore.

[2] Terry Wireman, Total Productive Maintenance, 2nd edition, Industrial Press Inc, New York

[3] R.H.Clifton, Principles of Planned Maintenance, 1974

[4] L.A.Doty, Reliability for the Technologies, Industrial Press Inc., 1984, New York

[5] Melesse Workneh Wakjira, Ajit Pal Singh, A Dama Science & T technology University; Global Journal of researches in engineering, Industrial engineering, 12 (1) Version 1.0 February 2012

[6] Liu Yong /Zhu Jiajia, School of Innovation, Design and Engineering MÄLARDALENS University, SE-721 23 VÄSTERÅS/ESKILSTUNA, Sweden

[7] Chandan Chowdhury, Growing need for Condition Based Maintenance -paper presented in the XIXth National Convention of IIPE on "Strategies for Plant Management and Engineering in the coming decade.

[8] N.Narayanan, Paper presented at XIX National Convention on Strategies for Plant Management and Engg. In the coming decade, 28/29 January, 1989, Organised by Indian Institute of Plant Engineers, at Bombay.

[9] Kinijiro Nakono, Comprehensive approach to Zero breakdown -Planned Maintenance Keikaku Hozen -Chapter-3,Page-76.JIPM Solutions, Tokyp, Japan

[10] L.S.Srinath, Reliability engineering (4th edition) affiliated East-West Press Private ltd., New Delhi

[11] A.K.Gupta, Reliability, Maintenance and Safety Engineering, University Science Press, New Delhi

[12] Mikell P.Groover, Automation, Production Systems and Computer Integrated Manufacturing, 3rd Edition, Pearson Prentice Hall

[13] M.Maran/G.Manikandan/K.Thiagrajan, Proceedings of the International Multi conference of Engineers and Computer Scientists 2012 Vol. II IMECS 2012,March 14-16,2012,Hong Kong.

[14] Prof. Dr. Pankaj Sharma and Dr.M.P.Singh, Effect of Hand ARM Vibration Exposure In Manufacturing Industry. International Journal of Mechanical Engineering and Technology, 7(3), 2016, pp. 112–118.

[15] U. D. Gulhane, C.A.Nalawade, K.P.Sohani, V.S.Shirodkar, Six Sigma Implementation Model for File Manufacturing Industry. International Journal of Mechanical Engineering and Technology, 7(3), 2016, pp. 112–118.

[16] S.N.Waghmare/D.N.Raut/S.K.Mahajan/S.S.Bhamare, International Journal of Innovative Research in Advanced Engineering (IJIRAE) Volume I Issue 6 (July 2014) Failure Mode Effect Analysis and TPM: A review.

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