Tpm Reading Material

7/27/2019 Tpm Reading Material

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CHAPTER - 1

TOTAL PRODUCTIVE MAINTENANCE

INTRODUCTION:

1.0 Why maintenance education and TPM development are so important

Maintenance costs can account for 15 to 40 % of total

manufacturing costs. Upto 75 % of equipment or system life cycle

costs are attributable to maintenance and operational activities and

these affect product cost. The largest percentage of these costs are

determined by decisions made during the planning and early designstages. Now manufacturers are beginning to recognize that

maintenance organisation and management and design for reliability

and maintainability are strategic factors for success. Today's

increasingly competitive markets have exposed the need for much

more effective equipment management. Highly automated and

sophisticated manufacturing equipments require equipment that is

failure free and capable of producing zero defects. They also require

maintenance and operations personnel skilled in bringing equipment

to optimal performance levels and keeping it there.

To achieve the TQC goals of building in quality at each process

and planning for higher productivity, it would be necessary to

improve the equipment and raise overall equipment efficiency.

The development of TPM emphasize activities with several

imperatives. It is accompanied by a change in the way employees

think. The equipment workers learn to be equipment conscious. A

can-do attitude is cultivated in the workshops and the workshops are

vitalized overall. These are some of the important intangible resultsof TQC and TPM.

To mark further progress in TPM activities, wealth of TPM data

is thoroughly analyzed and this data is applied to Maintenance

Prevention (MP) design to improve the reliability, maintainability and


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operability of equipments. This will promote further progress in

automation and continuous improvements.

Even in advanced automated and computerized systems, we

cannot build completely workless systems. When any of these

systems break-down or operates abnormally or when their products

contain defects, they still require a trouble-shooter and repair person.

So called worker less system can run all day and all right only if they

can be trusted to operate trouble-free. This need for trouble-free

operation makes TPM all the more important.

2.0 FACTORY CONDITIONS BEFORE ADOPTING TPM

Prior to adopting TPM, normally, only a small part of the total

work force maintenance technicians and production Engineers areresponsible for the equipments' operating condition. The company is

continually plagued by a variety of chronic losses -- such as

breakdowns, retooling adjustments, blade replacements, idling and

minor stoppages, speed reductions and process defects.

2.1 Frequent Failures - Chronic equipment failures are common inevery work place and no one come up with any lasting solution.

In some workshops, costly overhauls seem to be the only

logical solution.

2.2 Lack of set up and changeover skills - Many workshopsencounter delays caused by retooling problems. For example,

extra workers are brought to run an idle line to meet sudden

increase in orders rather than able to get the working lines

boosted for required level of output.

2.3 Varying Machine Cycle Times - In same workshops, theoutput vary considerably according to the time of the day. One

normally relates the problem to varying machine cycle time, asfor example, lower output in the morning because of coolant

temperature and higher output at night because of better

hydraulic conditions.

2.4 Idling and Minor Stoppages - Automated lines experience lowproductivity as a result of chronic stops and idling.


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2.5 Defects - Chronic quality defects are a problem in manyworkshops. For instance, several defects occur in the morning,

similar machine in another area work without any problem, and

sometime, the problem is related to replacement need for the

problematic machines.

3.0 NEGLECT OF EQUIPMENT RELATED CHRONIC LOSS -

Examples of Bug - infested equipments

'Bugs' are slight defects whose individual effects are negligible but

whose cumulative or simultaneous effects reduce quality and machine

availability.

3.1 Dirt and grime accumulation in grinding machine gears --Particles from the machine's grinder when left to accumulate

where the gear teeth meet, causes excepts friction in their

operation, no matter, how well the lubricated gears are.

3.2 Piling up of shavings on the motor -- Such a pile of debris onthe motor may cause the motor to suffer gradually and also

deterioration of the cables and pipes where debris accumulates

3.3 Water is mixed in with the lubricant -- Besides discoloring thelubricant, the water can be expected to prevent proper

lubrication.

3.4 Oil supply port in hydraulic tank is left open -- The filteringfunction attached to the cap is also taken away (if the same is

provided ) and also the tank is soon contaminated with dirty oil,

which leads to poorer performance of the hydraulic device

causing overall deterioration of the equipment.

3.5 Wire connections are left loose -- Wire connections ofsolenoid valves, if loose can bend the wire due to vibration

making it increasingly brittle, until it eventually breaks.

3.6 Grime accumulation inside large equipment covers --Inevitable build-up of coolant on the limit switches can hasten

their deterioration. Deterioration can be accelerated when


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debris piles up on parts that work through friction or rotation.

When coolant is mixed in with this debris, it sleeps into the

machine and reduces lubrication efficiency, which in turn

speeds up deterioration of the equipment.

4.0 WHY ARE THE BUGS IGNORED ?

The reason for ignoring so many bugs can be found in the attitude

and actions of the equipment operators.

4.1 Operators accept chronic loss as inevitable in older equipment -- Because the equipment is old, the workers expect it to suffer

breakdowns and minor stoppages. They assume that when

using older equipments, for high precision processes, they need

to make constant adjustments to prevent chronic quality defects.They also believe the using older equipment without running

into difficulties require masterful skills.

4.2 Equipment operations suffer from an "I operate you fix"attitude toward equipment -- The workers think their work as

production - oriented rather than maintenance - oriented. They

have little concern for the details of the equipment's condition.

4.3 Relation between slight equipment defects and equipment

related chronic loss is not fully understood -- Because of this,

even when the operators find slight defects, they do not analyze

them as possible breakdown causes and often leave them

unattended.

4.4 Maintenance workers never investigate fully ways of correcting

slight equipment defects -- If equipment operators themselves

pinpoint and repair equipment defects before these defects lead

to breakdowns or faulty products, equipment related chronic

loss would be greatly reduced.

That is why every worker down to the last equipment operator

must become more equipment conscious and take personal

responsibility for the upkeep of the equipment he or she uses. This

requires a basic change in behavior. Operators must be constantly

alert to slight equipment defects and possible ways to fix them


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5.0 NEW CHALLENGES TO QUALITY CONTROL

In the face of ongoing trend towards automation and labour

savings, new quality issues are to be overcome. Conventional

statistics alone will be inadequate with variety of problems in the

processes. For example,

5.1 Quality problems lower equipment effectiveness -- Poorequipment efficiency causes losses due to breakdowns, minor

stoppages, long set up/adjustment times and longer cycle times

for machines to prevent defects.

5.2 Needs for new concepts for machine failure -- In the cause of

micron - level processing, even a slight deviation in precisionmeans the processing is to be stopped and adjusted. Therefore,

breakdowns include not only functions that stop but also

functions that perform poorly, or function - reduction failures.

5.3 Need for improved set-up procedures -- The demand for

greater variety, smaller lots and shorter delivery periods put

tremendous pressure on line workers to retool both quickly and

precisely. Naturally, when workers concentrate on reducing

changeover time, there is a good chance the set up will not be

alone to specification, in which case the retooled line starts

producing defective goods. When this happens, the workers

stop the line, go back to where the defects were noticed, start

measuring and adjusting till they find the off-specification

process. Using this method, it is very difficult to ensure that

goods processed after changeover remain within specified

quality control limits.

5.4 Need for improving equipment related skills of operators --Equipment operators lack the knowledge and skills to maintaintheir equipment and to discover and to treat equipment

abnormalities. Many of them assume that the best way to repair

a micron - level precision processing machine is by trial and

error and make repeated attempts to manually repair a machine

suffering from accelerated or advanced deterioration. The


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workers consider such manual repairs as something requiring

great skill.

5.5 Obstacles to multi machine, multi process handling -- Themore mechanised and automated a production line is, the

greater the potential ratio of equipment units to operators.

When the equipment continually turns out flaw less products, a

single operator can easily handle dozens of machines. But if

the production line is beset with breakdowns, minor stoppages

and constant measurements and adjustments to prevent quality

defects, the number of machines an operator can handle

reduces. As long as such conditions persist, the operators are

not ready to handle equipment featuring even more advanced

automation functions.

5.6 Need for Better Cause Analysis -- Among the Five M's of

process performance control (Machine, Man, Material, Method

and Measurements), precision measurement is perhaps the most

important. However, the relation between product quality

characteristics and the precision or processing conditions of

equipment, jigs and tools is rarely clear. This knowledge would

have enabled equipment operators or technicians in knowing

exactly which machine is producing quality defects. However,

they have no precise idea of where or which machine is

producing bad quality and also how to fix the machine.

5.7 Need for promoting Total Quality Control -- Considering the

above needs, it is obvious that many issues are to be considered

in the area of production equipment - Such as quality, cost,

delivering schedules and productivity. It is clear that we do not

give enough consideration to the proper techniques for using

the equipment and the role of equipment operators. In other

words, we fail to see the need for a system to improve the

attitude and skills of our equipment operators.

The TPM programme becomes the means by which the new approach

to the above needs can be implemented. The TQC action of building-in

quality at each process is replaced with the notion of building-in quality at


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each equipment unit. In this manner, TPM form part of the company's

efforts to promote Total Quality Control.

*****


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CHAPTER - 2

OVERVIEW OF TPM IMPLEMENTATION

1.0 TPM BASIC POLICY AND OBJECTIVES

1.1 To maximize overall equipment effectiveness through totalemployee involvement. -- Hidden loss of equipment efficiency

generally ranges as high as 40 to 50%. To eliminate this loss

and maximize the equipments overall effectiveness requires the

efforts of all employees. In other words, everyone who plans,

uses or maintains the equipment must participate in

autonomous maintenance, equipment improvement, preventive

maintenance, MP ( Maintenance Prevention ) system building,

education and training.

1.2 To improve equipment reliability and maintainability ascontributors to quality, and to raise productivity .-- Preventive

maintenance includes quality maintenanceactivities that

establish and maintain the conditions for zero defects to help

equipment contribute to overall product quality.

1.3 To aim for maximum economy in equipment and managementfor the entire life of the equipment. -- The MP system

promoted shall aim at achieving the most economical life cycle

cost for the equipment. The life cycle cost is the sum of the

initial costs, operating costs and maintenance costs.

1.4 To cultivate equipment related expertise and skills amongoperators. -- Our operators must become capable of

recognizing abnormalities as such and handle them properly.

Equipment operators who lack such judgmental, technical and

maintenance skills will lose their value on the production line.

Towards this, we must not only promote autonomous

maintenance activities but also provide education and training

in the pertinent techniques and skills for everyone involved in a

leadership or support capacity.

1.5 To create a vigorous and enthusiastic work environment.


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This can be achieved through a three-step process.

(1) Changing equipment.(2) Changing attitudes(3) Revitalizing the workshop.The question of what must be done to change the workshop is

answered by a through implementation of management

objectives. (Fig.-1)

In practice, this means promoting autonomous

maintenance based on small group activities. Autonomous

maintenance is based in everyday work and is developed

through seven steps as a model for organizational leadership.

Since it is essential that circle leaders have strong equipment-

related skills, the same leader should remain with the circle for

the entire seven steps so as to gain the necessary experience andbecome an able, self-directed manager.

Fig (2) contains a list of companywide TPM goals.

Fig (1) Revitalizing the workplace through Autonomous Maintenance.

Step 1 - Initial Cleaning

Step 2 - Addressing the causes of

dirty equipmentsStep 3 - Improve areas that are hard

to clean

Step 4 - Standardise maintenanceactivities

Steps 5 - General

Inspection Skills

Step 6 - Autonomous

inspection

Steps 7 - Organizing and

setting priorities

Step 8 - Autonomous

management

Motivation

Autonomous maintenanceste s



Change

equipmentDefects &breakdowns

reduced

Change

thinkin Change

(Rev

alize

work

place


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Fig.( 2 )

Company TPM GoalsITEM FIRST YEAR END GOAL

Overall equipment effectiveness 85% or more

Failures 1/50 or less of 1990 outputDowntime due to failures 1/50 or less of 1990 downtime total

Quality defects Value of rejects - 1/4 or less of 1990 totalComplaints Nil

Worker accidents 0

2.0 TPM PROMOTION ORGANISATION AND MANAGEMENTTPM Promotion is rooted in the TQC Central committee and is carried out

by various overlapping groups, the smallest of which are PM circle meetings

- Model for

organizational

leadership- Desire to do

what isneeded

Effects

Change

how

peoplethink &

act

Defects &

breakdowns

embarrassthe

workshop

ChangeAction

Effects

Achieve

zero defects

&/or Zero

breakdowns

- Take Positivesteps towardsimprovement

- Thoroughlystandardize

maintenance

activities

- Restoration andimprovement lead to

good results.

- Good results makeeveryone happy

- Cleaning is inspection- Inspection reveals

abnormalities

- Abnormalities arerestored or improved


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Refer Fig (3)

Fig (3)TPM Promotion

Organisation.

2.1 TPM Committees

In Promoting TPM, the TPM Committee try to capitalize on

each plants particular strength while ensuring uniformity at the plant

wide level.

2.1.1 TPM Corporate Committee

It is the highest deliberative body for companywide TPMPromotion. The TPM Committee is administered at this level by TQC

Promotion office personnel. The committee meets once a month to

address topics related to the overall goal of raising the level of PM at

all plants. These topics include:

- The creation and achievement of a comprehensive TPMPromotion Program.

- The standardization of TPM activities throughout the company.-

PM consciousness-raising.The committee overseas the development of matters decided by

the committee, studies reports from Subordinate groups, and considers

any other matters that require the attention of the council chairman.

2.1.2 TPM Plant Committee

TQC Central Committee

TPM Committee Plant TPM

Committee

(Chair, Plant

Supt)

Dept.

TPM

Comm

(Chair

Dept.

Head )

TPM

Group

Meeting

(Chair

Group

Leader)

Circle

Meetin

TPM

Council

(TQC

Promotion

Office)

TPM Council

(PM-Prodn.Engg.

dept.)


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TPM Plant Committee is the deliberative body for plantwide

TPM Promotion and also meets once a month. The TPM Plant

Committee is administered by the PM department office or the

Production Engineering department office. The TPM Plant committee

concerns itself with topics similar to those considered by the

cooperate TPM Committee, expect on a Plantwide scale.

2.1.3 TPM Administration Liaison Committee

To reinforce and facilitate TPM activities, TPM committee

administration

sets up an administrative body at each plant and holds administration

liaison committee meetings two or three times a month. At these

meetings, discussions center on TPM progress, TPM development

efforts, and changes in the level of PM activities at the various plants-each characterised by its different products, production methods and

equipment.

In addition, the administration liaison committee analyse the

factors behind slower TPM progress in certain divisions and proposes

countermeasures to the TPM committee.

2.2 TPM DEVELOPMENT PROGRAM.

In developing program that translates TPM basic policies into

concrete objectives, one may establish the following four quality

objectives for the Production division.

- Eliminate accelerated deterioration.- Eliminate failures- Eliminate defects- Operate profitably

To build quality into production processes, it is not enoughsimply to eliminate defects. Even shops striving for zero defects can

suffer by ignoring accelerated deterioration which in turn can lead to

unstable equipment conditions that cause frequent failures.

Therefore, the first step is to create a workshop free of failures

and accelerated deterioration. To do this, operators must change how


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they think and act. Then, they are ready to take on the challenge of

zero defects.

3.0 THE FIVE FUNDAMENTAL TPM ACTIVITIES

To achieve the quality levels, employees in each division must

undertake the following activities.

THESE ARE KNOWN AS THE FIVE FUNDAMENTAL

TPM IMPROVEMNT ACTIVITIES

FIVE TPM

ACTIVITIES

GOALS DIVISIO

N

LEVEL

Autonomous

Maintenance

- Eliminate six major losses

and raise overall equipment

effectiveness through small

group activities.

- Educate workers in

equipment related knowledge

and skills.

- Improve equipment, changeworker's approaches and

revitalize the workshop

Productio

n

Operators

Equipment

Improvement

- Eliminate six major losses

and maximize overall

equipment effectiveness

- Master improvement methods

for maximizing equipment

effectiveness

Productio

n

Managers

Quality

Maintenance

- Ensure 100% product quality

by establishing andmaintaining conditions for zero

defects.

Productio

n

Managers &

operators

MP System

Building

- create a system ensuring that

information and techniques

gained through in-house TPM

activities are reflected in the

Productio

n

Production

Engg.


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design of machine

tools/services to outside the

company.

Education

and Training

- Educate workers in

equipment - related knowledgeand skills

- Improve and expand

maintenance skills

TQC

PromotionOffice

TPM

Administration

*****

CHAPTER - 3

AUTONOMOUS MAINTENANCE

1.0 PROBLEMS IN AN OPERATIONS DIVISION

1.1 Operators not trained to be equipment conscious; resulting in

following observed conditions in the plants.

- Dirty or neglected equipment- Missing bolts and nuts- Air filter drains needing removal and cleaning-

Dirty lubricant needing to be changed- Hydraulic, lubricating and cutting oil leaks- Measuring instruments too dirty to read- Abnormal noises in hydraulic pumps- Vibrations in machines- Dirty, uneven slide surfaces

1.2 Lack of basic workshop skills.

- Use of uncalibrated measuring instruments.- Rusty and dented measuring tables.- Micrometers having zero off the mark.- Pipes and wires lying around.- Jigs left on the floor after retooling.- Improper handling of equipments.

1.3 Inadequate Manufacturing Standards.


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- No standards for set up and change over- No specifications manual- Poor maintenance of air pressure- No standards for handling goods in process.

1.4 Poor treatment of processed goods

- Allowing Semi-finished goods for damage- Allowing work pieces getting damaged in the conveyor

chute.

- Dirty delivery boxes- Rusty processed goods

1.5 Poor Work Environment

- Floor covered with cutting/grinding oils- Lathe debris scattered around- Improper positioning of oil mist in take ducts- Abnormal heat and raise

2.0 WHY CERTAIN PROBLEMS ARE HIDDEN

2.1 .Under estimate an amount of equipment related loss.

Ignorance and under estimation of direct losses caused by

equipment problems such as break downs, adjustment, idling,

unplanned operation stops, decreased speed and poor quality -

and indirect losses by equipment problems - such as idle time

for workers, materials and machines at other processes.

Ignorance and under estimation of these problems keep the

workmen from taking these seriously.

2.2 Lack of engineering expertise can prevent the discovery of

hidden problem

2.3 No effective system for responding to abnormalities quickly.

2.4 Lack of problem consciousness


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People tend to tolerate slight defects even when there are

obvious figure of abnormalities.

2.5 Lack of skill in finding abnormalities.

Abnormalities are often overlooked because people fail to

understand the conditions that must be fulfilled if the equipment

is to operate at 100% of its performance potential.

2.6 Work Environment obscures abnormalities

Sometimes, problems are physically hidden by workshop

conditions.

3.0 AUTONOMOUS MAINTENANCE ACTIVITIES IN

OPERATIONS DIVISION

To foster the motivation, skills and environment necessary for

discovering abnormalities, the various steps of autonomous

maintenance must be firmly established, with definite goals for each

step. In addition, efforts must be made to gradually raise the skill and

performance levels of everyone working with the equipment. This

can be accomplished through focussed small group activities, within

the framework of the existing organisational structure.

As an example, the operations division can be divided into the

following three categories.

3.1 Discover and Measure deterioration

- Daily checks- Periodic checks (using the five senses to defect

problems)- Shall enable prompt discovery of abnormal conditions

and prompt, accurate reporting.

3.2 Correct deterioration

- Treat the abnormality


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- Replace simple parts or take other emergency measures- Help in emergency repairs3.3 Prevent Deterioration

- Maintain basic equipment conditions (cleaning,lubricating, bolt tightening etc.)

- Ensure the equipments correct operation.- Ensure correct operation and retooling of the machine- Record data an abnormality.

4.0 PRE-REQUISITES FOR EQUIPMENT CONSCIOUSNESS

There are four pre-requisites for equipment conscious operators.

4.1 Ability to discover abnormalities4.2 Ability to treat abnormalities4.3 Ability to set optimal equipment conditions4.4 Ability to maintain equipment conditions.

5.0 STAGES IN IMPROVING EQUIPMENT CONSCIOUSNESS

Towards mastering the four skills pre-requisite for equipment

consciousness, following operator skill levels are established.

Level - 1

- Recognize abnormalities as such- Become mentally and physically prepared to improve

equipment.

At this level, operators learn to treat their equipment as a friend

Level - 2

- Understand equipment functions and structure


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At this level, operators discover abnormalities that could lead to

breakdowns and shut down equipment for preventive repairs

before an actual breakdown could occur.

Level - 3

- Know relation between equipment precision and qualityAt this level, operators reach the level of identifying abnormalities

that might cause defects and stop equipment before it produces

defective products.

Level - 4

- Be able to make equipment repairsAt his level, operators learn simple disassembly and repair procedures

from the company's maintenance technicians.

6.0 DEVELOPING AUTONOMOUS MAINTENANCE IN 8 STEPS

STEP -1 Conduct Initial cleaning

Goals : 1 Get rid of all dirt and debris and prevent accelerated

deterioration

2. Identify hidden problems made apparent by cleaning andcorrect them

3. Became familiar with equipment and sensitive to its needs.4. Grapple with problems in a group sitting and learn leadership

skills.

Points of Emphasis " CLEANING IS INSPECTION"

STEP : 2 Address causes of Dirty Equipment.

Goals : 1 Eliminate causes of dirty equipment prevent scattering of dustand contaminants.

2. Improve equipment reliability by keeping dirt from adhering or

accumulating on equipment.

3. Broaden Scope of improvement efforts from individual to

group efforts.

4. Feel exhilaration of implementing improvements.


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Points of Emphasis "PREVENT SCATTLRING DEBRIS BY

LOCALIZING IT"

STEP : 3 Improve Areas that are Hard to clean.

Goals : 1 Shorten time needed for cleaning and lubricating.

2. Improve maintainability through improved cleaning and

lubricating .

3. Learn how to make management transparent through simplevisual controls.

4. Feel exhilaration of implementing improvements.Points of Emphasis "HARD-TO CLEAN MEANS HARD-TO

INSPECT"

STEP- 4 Standardize Maintenance Activities.

Goals: 1. Control the three factors in preventing deterioration

cleaning, lubricating

and tightening bolts.

2. Draft Provisional Procedural Standards on routine cleaning,

lubricating and inspecting.

3. Learn importance of maintaining quality through teamwork.4. Study basic function and structure of equipment.

Points of Emphasis: "FIRM DECISIONS AND STRICT

ADHERENCE"

STEPS-5 Develop General Inspection Skills. (Simple procedures for

inspecting lubrication, Motor, lubricant pressure, air pressure,

electrical systems)

Goals 1. Learn to identify equipments optimal performance conditions

and become

skilled in diagnosis.

2. Work with maintenance technicians to develop skill inmaintaining the three key factors for preventing deterioration.

3. Conduct general inspection of equipments major parts toreplace worn parts and improve reliability.

4. Modify equipment for easier inspection and maintenance.5. Cultivate a sense of leadership and membership by learning

from more experienced workers.


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Points of Emphasis : "BECOME EQUIPMENT CONSCIOUS

WORKERS WHO CAN

SET CONDITIONS"

STEPS-6 Conduct Autonomous Inspection

Goals 1 Use check lists and procedural standards effectively.

2. Improve operational reliability and clarify abnormal conditions.3. Recognize correct operation, abnormalities and appropriate

corrective actions

4. Cultivate autonomy by creating own check lists.

Points of Emphasis: "EDUCATE CIRCLE MEMBERS TO BE

EQUIPMENT CONSCIOUS AND TO MANAGE

CONDITIONS"

STEP-7 Organize and Manage the workplace

Goals 1 Ensure quality and safety by standardizing workshop,

housekeeping

procedures and improving productivity.

2. Standardize quantities and storage of work-in-process, raw

materials, products, spare parts, dies, jigs and tools.

3. Facilitate maintenance management by implementing visualcontrol system

4. Raise standards and ensure that the higher standards areadhered to.

Points of Emphasis: "WORKSHOP MANAGEMENT,

STANDARDIXATION AND

CONDITION MANAGEMENT".

STEP-8 Strive for Autonomous Management

Goals 1 Work together on improvements that will help achieve

company goals.2. Collect and analyse company data with a view toward

improving reliability, maintainability, and operability.

3. Strive for continuous improvement4. Learn to record and analyse equipment data and make simple

equipment repairs.


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Points of Emphasis: "CARRY OUT IMPROVEMENT ACTIVITIES

THAT

REINFORCE COMPANY POLICIES"

The 8-steps autonomous maintenance process teaches operators an

approach and skills that will enable them to take up maintaining their

equipment independently..

*****


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CHAPTER-4

THE MANAGER'S ROLE IN AUTONOMOUS MAINTENANCE

1.0 Active participation by managers is crucial to the success of

autonomous maintenance. The managers' activities include helping to

motivate workers, conducting inspections and evaluations, handing

down general inspection knowledge and conducting P-M analysis

studies.

2.0 THREE KEYS TO SUCCESSFUL TPM CIRCLES

- WILLINGNESS TO WORK FOR MOTIVATION;- APPROPRIATE SKILLS- SUPPORTIVE ENVIRONMENT

This means that every group member must be willing to work

hard to improve his motivation, knowledge and skills for autonomous

maintenance activities. The groups must also use the three essential

tools of small group activities.

3.0 THRE EESSENTIAL TOOLS OF SMALL GROUP ACTIVITIES

3.1 ACTIVITIES BULLETIN BOARD

It is a tool for developing plans and policies, for listing

and assigning priorities to problems and for generating and

documenting solution to them. It also helps establish a

common purpose and understanding among small group

members.

This group's policies and plans are bold by spelled out

across the top of the board. Below this are graphs and charts

describing the results of the activities to date. Thisinformation helps groups to clarify current problems as they

pursue corrective measures.

The bulletin board is used to document the progress of

such improvement measures, to help standardize procedures

based on those results, and to clarify any remaining problems.


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A well laid-out bulletin board shows at a glance the history as

well as the current status of circle activities.

3.2 FREQUENT MEETINGS

At meetings, circle members exercise and develop their

leadership and team skills. They collectively review their

activities bulletin board and reach a clear consensus on the

things to be done. They also reflect on the results of previous

activities and how they might to be improved in the future.

Meetings shall be a time to reflect and review, a time to make

improvements, a time to think about the relation between

abnormalities and the six major losses, a time to develop

observation and improvement skills a time to promote

adherence and a time to brainstorm and plan improvements.

3.3 ONE-POINT LESSONS

One additional key to successful TPM circle activities is

an awareness on the part of each circle member of his own skill

level, according to the levels shown in Table below :

Operator Skill Level Description

Doesn't know Has insufficient knowledge of the principles,standard procedures and equipments.

Knows only in Theory Understands concepts but does not know how

to apply them in the workshop

Know to same degree Can use the knowledge to same degree in the

workshop but not consistently

Knows with certainty Has learnt the skills thoroughly and can

practice it consistently in the workshop

When circle members take an honest look at themselves from the

perspective of these skill levels, they are likely to recognize areas in which

they lack certain skills. Circle members are then given skill-specific lessons,

each lasting no longer than 10 minutes


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One-point lessons are divided into three types as shown in Table

below. Among these, the Trouble shooting type is essential helpful in

teaching workers to discover abnormalities early on and respond

appropriate.

Type Description

Basic Knowledge Fill in gaps and confirm fundamental

knowledge

Trouble shooting

Examples

Strengthen specific skills or areas of knowledge

needed to prevent recurrence of problems.

Improvement Examples Teach people how to take effective counter

measures against abnormalities through actual

case studies.

4.0 ROLES OF MANAGERS AND SUPERVISIORThe requirements for effective TPM leadership by managers and

supervisors include:

(1) Consciously assuming leadership(2) Showing concern and assuming responsibility for circle

activities

(3)

Leading practice sessions(4) Actively observing and supporting circle activities(5) Encouraging circle members to keep their fresh and vigorous.To help the leaders learn and practice these requirements, five types of

can be implemented for managers and supervisors, which are run parallel to

those undertaken by the TPM circles autonomous maintenance activities.

These are-

4.1 Motivating Workers

Poor development of autonomous maintenance activities can

generally be traced to managers or supervisors who have failed to

promote the circle members understanding and acceptance of the

importance of these activities.


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4.2 Autonomous Maintenance Inspection/Evaluations

Autonomous Maintenance Inspection teams generally consist of

four to five people, including section manager, team leader and TPM

office staff. After each inspection, the team meets with the particular

team leader to determine the next step. Thus the meetings constitute

on-the-job-training for everyone involved. Slowly and steadily, these

meetings help circle members understand the goals of autonomous

maintenance and strengthen their activities.

4.3 Providing on-the-job-training during general inspection

One of the first steps in developing general inspection skills is a

single training course of say, 4 hrs. duration, in general inspection.

4.4 P-M Analysis

These activities relate to any process defects caused by

equipments and sharpen the powers for equipment observation and

lead to refinements in the procedural manuals for autonomous

maintenance.

4.5 Learning for Breakdowns

Autonomous maintenance efforts to enforce cleaning and

preventing accelerated deterioration significantly reduce equipment

breakdowns.

However, breakdowns can be reduced even more if the analysis

of breakdowns is taken up by team leaders and circle leaders. To do

this, breakdowns are analyzed case-by-case with questions like, 'what

weakness in autonomous maintenance activities led to this breakdown

and how to prevent it form recurring'. Incorporating answers to these

questions into the autonomous maintenance procedural manuals canproduce remarkable results.

5.0 IMPLEMENTING CORRECT BREAKDOWN ANALYSISSuccessful breakdown analysis can be accomplished through the

following steps.


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5.1 Prepare a separate breakdown record sheet for each breakdown.

5.2 Hold breakdown counter measure meetings everyday.

5.3 Begin making breakdown analyses at the right time.

The first step of Initial cleaning is not the best time to start

breakdown analysis. It is best to begin making breakdown analyses

concurrent with efforts to take measures against hard-to-clean areas.

*****


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Set Up/Adjustment

Blade Adjustment

Av

lab

ty

CHAPTER - 5

EQUIPMENT IMPROVEMENT

1.0 EQUIPMENT IMPROVEMENT OBJECTIVESIn today's highly automated manufacturing, important production

factors such as quality, cost and delivery schedules are almost entirely

determined by equipment effectiveness. It involves monitoring of both

production time, quality and efforts to eliminate loss due to downtime and

defective products. Another aim is to learn how to conduct P-M analysis and

apply basic improvement methods. The team leaders learn how to take the

initiative in making improvements and how to become equipment-

Conscious.

2.0 PROMOTING SUCCESSFUL EQUIPMENT IMPROVEMENTS(ANALYSIS RATIOS)

Overall equipment effectiveness rate, as a measure of promoting

equipment improving activities, is the ratio of loading time to the valuable

operating time (in which no defective parts are produced).

The formulas used to calculate the overall equipment effectiveness

rate and its relation to the six major types of chronic loss are shown in fig.

(1)

Fig (1)

MAJOR CHRONIC LOSSES

Running Time 330 hrs

Loading Time Planned downtime 284 hrs

Operating Time Down time loss 240 hrs

Net operating Time Speed loss 194

hrs

Overall Equipment Effectiveness Rate = Availability X Performance Rate X Quality Rate

Breakdowns


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Idling and Minor Stops

Valuable Operating

Time

Quality Loss 188

hrs

CALCULATION FOR EACH RATIO

Availability = Loading time - downtime X 100

Loading time= 240 X 100

284

= 84.5%

Performance Rate = Operating Speed Rate X Net Operating Rate

= Ideal Cycle Time X Actual Cycle Time X OutputX 100

Actual Cycle Time Operating Time

= 194 X 100

240

= 80.8%

Quality (Non Defective ) Rate = Output - Number of Defects X 100

Output

= 188 X 100

194

= 96.9%

Overall Equipment Effectiveness Rate = Availability X Performance X Quality

= 0.845 X 0.808 X 0.969 X 100

= 66.2%

In the Fig (1), downtime loss includes loss due to breakdowns,

retooling, adjusting equipment, replacing blades etc. The amount of such

Speed Loss

Process Defects

Perf-

orma

nce

Qualit


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loss is expressed as AVAILABILITY. Production speed loss includes idle

running, Short Stops, and slowdowns and is expressed as the

PERFORMANCE RATE. The amount of defect related loss is expressed as

the QUALITY RATE. To find out which of the six major types of chronic

loss is most in need of treatment, first determine availability, performance

rate and quality rate, and then compare them to see which is the largest.

3.0 BASIC CONCEPTS

The four basic concepts behind the equipment improvement approach

are:-

3.1 Restoring the Equipment:-

When the equipment is fully restored to its original condition,the result often achieved is zero breakdown and a drastic reduction in

process defects.

The Steps involved in the restoration are:-

- Identify equipments state of deterioration. (Inspect throughcleaning and discover abnormalities)

- Eliminate accelerated deterioration (Establish basic equipmentconditions by cleaning, lubricating and tightening)

- Restore equipment (Check restoration results)- Maintain and Manage results (Inspect daily)3.2 Identify Equipment's Optimal Operating Conditions:-

Equipment is in optimal condition when its functions and

performance are at their peak. The steps involved in this are,

- Identify outbreak mechanisms (Phenomena)- Study relationship between phenomena and equipment.- Understand operating Principles of the equipment (mechanisms,

component parts and functions)

- Check equipment in stable and dynamic conditions.- Determine equipment's optimal Defects.3.3 Eliminate Slight Equipment Defects:-


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Slight defects are machine abnormalities that have negligible

effects individually but collectively can reduce quality and machine

availability. Such defects include small accumulations of dirt and

grime and parts with ten micron tolerances that rub slightly when they

are off by only two microns. If left alone, slight abnormalities can

deteriorate into more serious equipment defects, which can lead to

breakdowns or produce defects.

The key to eliminating slight abnormalities is to study their

relation to the equipment's operating principles and laws.

3.4 Stream Line Adjustments

Typically, adjustments are repeated trial - and - error efforts to

obtain some optimal setting. Adjustments are needed to correct,

- Accumulation of Small errors

- Lack of standards (eg. no reference marks)

- Lack of rigidity

- Equipment not functioning properly.

4.0 TECHNIQUES FOR EQUIPMENT IMPROVEMENTEquipment Improvement techniques used for restoring

equipment and determining optimal performance conditions include

P-M analysis, Adjustment effectiveness analysis and Bottleneck

analysis OF these, P - M analysis is most essential

4.1 P -M Analysis:-

The phenomena associated with a failure are thoroughly

analyzed in terms of the actual physical flaws in them. This analytical

process embodies the basic TPM philosophy.Any factors found to be off - Specification are restored, and

control Specifications are established and maintained for factors that

lack such Specifications. Only such thorough maintenance control can

completely eliminate chronic loss, because it clarifies the relation

between quality characteristics and equipment Parts.


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The key to success in P - M analysis is to correctly analyze the

abnormal phenomena in terms of the physical principles behind them.

The following steps may be generally followed for P - M analysis

Step - 1 : Clarify Problem

Step - 2 : Understand equipment mechanisms and structure.

Step - 3 : Conduct Physical analysis by considering natural

laws behind phenomena observed.

Step - 4 : Identify all factors. List all conditions that must be

present

to produce a particular phenomenon.

Step - 5 : Study Possible relevance of equipment, People,

materials and methods (4 Ms). Investigate each

condition in relation to factors such as jigs, tools,

materials and work procedures. List all factorsthat might influence the contributing conditions.

Step - 6 : Plan investigation. Decide what to measure and

how to measure it .

Step - 7 : Investigate suspect items. List all slight defects and

other suspect conditions that are not consistent

equipment's optimal functioning .

Step - 8 : Carry out improvements. Draw up improvement

plan for each abnormally and implement.

4.2 Bottleneck Analysis:-

Generally, Production Bottlenecks are caused by discrepancies

between machine cycle times and capacities between various

processes. To find the true bottlenecks, MACHINING INTENSITY

TIME must be calculated for each process.

MACHINING INTENSITY TIME =IDEAL MACHINE CYCLE TIME

OVERALL EQUIPMENT EFFECTIVENESS.

Basically, it refers to the amount of time required to produce a single

non - defective product.

Following table shows an example of this type of bottleneck analysis for

four processes A,B,C,D.


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Process A B C D

Quality rate (%) 92.9 93.0 97.7 99.8

Performance rate (%) 82.4 72.4 78.6 76.0

Availability (%) 94.5 74.5 89.2 80.0Overall equipment effectiveness

(%)

72.3 50.0 68.5 60.7

Ideal machine cycle time 14.5 12.6 14.6 13.7

Processing intensity time

(Seconds)

20.1 25.2 21.3 22.6

Bottleneck priority 4 1 3 2

Process B has the shortest cycle time and the longest process intensity

time, which means it takes longer than the other processes do to produce a

non defective product. Thus, B is the process most urgently in need ofimprovement.

*****


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CHAPTER - 6

QUALITY MAINTENANCE

1.0 INTRODUCTION

Quality Maintenance (QM) means 100% defect-free equipment to

maintain 100% defect-free products. It includes the following

activities :

- Establishing the equipment conditions for zero defects and then

checking and measuring these conditions on a scheduled basis.

- Preventing quality defects by checking that the measured valuesare within the rated values.

- Anticipating possible quality defects by monitoring variationsin measured values, and taking pre-emptive action.

2.0 NEED FOR QUALITY MAINTENANCE

To reach the zero-defects goal, quality must be built into the

system. This requires adoption of a new approach that addresses the

equipment itself by assuring that every part of each machine, jig, and

tool is in proper condition.

Whereas autonomous maintenance is intended to eliminate

accelerated deterioration, quality maintenance is intended to identify,

implement and maintain the conditions necessary for equipment to

produce zero defects. The approach is to take preventive measures

against breakdowns that originate from functional deterioration and

thereby preventively eliminate the possibility of defects.

3.0 CONCEPTUAL APPROACH TO QUALITY MAINTENANCE

To prevent quality defects that arise from abnormalities in

equipment or processes, quality assurance activities are combined

with equipment management activities so as to determine the

relationship between quality characteristics on the one hand and

processing conditions and equipment precision on the other. Only

when this relationship has been determined, can the conditions for


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defect-free equipment be established. Setting such conditions means

clarifying the casual networks producing defects and establishing a

range of equipment precision within which the casual network

produces only non-defective products. The basic conceptual approach

to quality maintenance presupposes a work-force of equipment

conscious operators, all of whom are taking part in autonomous

maintenance activities, are trained in the necessary skills, and are

managing established equipment conditions with a goal of achieving

and maintaining zero defects.

An important part of quality maintenance is the abandoning the

convention of discovering defects during product inspection in favour

of scheduled measurement of every equipment and process condition

that can affect product quality. This practice is followed by corrective

measures against deviations in measured values before the deviationexceeds the established tolerance range.

4.0 PRECONDITIONS FOR PROMOTING QUALITY MAINTENANCE

To realize the concept of building quality into equipment, all

equipments must be restored to a stable condition in which accelerated

deterioration has been eliminated and only natural deterioration

remains. Everyone - from Managers to Equipment operators - must

be equipment conscious and skilled in quality maintenance.

4.1 Eliminating Accelerated DeteriorationIf equipment is suffering from accelerated deterioration,

it will be difficult to control equipment precision. Since the

mechanical parts on which precision depends have an uncertain

life span, inspection procedures are difficult and unreliable.

On the other hand, when autonomous maintenance

activities have succeeded in eliminating accelerateddeterioration, there will be much less variation in the durability

of parts, and the life spans of parts can be extended.

4.2 Training people to be equipment conscious


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Maintenance Management Skills and Sensitivity to

equipment conditions must be mastered not only by managers

but also by the equipment operators themselves. If zero defects

is to be realized, all production work should reflect a balanced

system of people and machines. This means training equipment

operators to recognize abnormalities that can lead to defects and

to respond quickly and appropriately.

5.0 TECHNIQUES FOR DEVELOPING QUALITY MAINTENANCEThe following table lists the methods used in extending quality

maintenance throughout the company. Principal among these are,

techniques for recognizing quality defect phenomena, P-M analysis

and identification and treatment of abnormalities, organizing defectcauses, setting standards for development items and checking the

results, consolidation of inspection items and shortening the

inspection time required, drafting quality maintenance matrices,

updating the standards manual, and monitoring statistical trends.

Sl.

N

o

Development Technique Comments

1. Confirm quality standards andquality characteristics Clarify quality characteristics values to bemaintained.

2. Confirm quality defect

phenomena

Identify conditions under which quality

defect occurs.

3. Select equipment unit to be

used.

Clarify defect phenomena in terms of their

form and location (machine part). Then

select equipment to be used for quality

maintenance model project.

4. Confirm equipment function,

structure, processing

conditions and retoolingmethods.

Unless P-M analysis begins with clarification

of the equipment system (processing

principles, mechanisms, functions etc.), a fullanalysis cannot be made.


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5. Investigate and restore

original equipment

conditions.

Autonomous maintenance activities include

confirming maintenance status, investigating

processing conditions and retooling methods

and restoring abnormal conditions.

6. Carry out P-M analysis Keeping in mind the basic principles and

requirements of the process in question, this

analysis requires exhaustive clarification of

the relations between quality characteristics

and equipment processing conditions andprecision.

7. Organise defects causes If an equipment unit has several problematic

quality characteristics, sort the data by the

parts affecting each quality characteristic.

8. Establish basic equipment

conditions; optimise

processing conditions and

retooling methods

Determine provisional tolerance for

equipment precision and quality

characteristic.

9. Make hidden defects apparent Add them to P-M analysis items; inspect and

adjust the equipment.10

.

Restore or Improve Identify abnormalities and take restorative

or improvement measures.

11

.

Review Standard values and

Review Inspection items.

Check the results.

If all inspection items are within provisional

tolerances, confirm whether or not quality

characteristics meet standards.

12

.

Set conditions for 100%

nondefective products

13

.

Organise inspection methods. Consolidate inspection items into categories

such as Static Precision, dynamic Precisionand Processing conditions. At the same time,

simplify and streamline inspection

procedures.


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14

.

Determine inspection

Standards

Keep quality characteristic values within

rated ranges by setting equipment precision

tolerances (standards) using substitute

characteristics from vibration measurements.

15. Draft a quality maintenancematrix This matrix should consist of productiondivision inspection items, excluding those

that require special measuring methods,

analytical skills, or lengthy checking

16

.

Incorporate changes in

inspection standards manual

Managers should train circle members by

asking why such inspection is necessary and

by discussing the mechanisms, structure, and

function of equipment concerned. Circle

members themselves update standards

manual

17.

Review Standards and ReviewInspection Procedures.

Monitor Statistical trends and

check results.

Monitoring statistical trends permitscorrective responses before deviation from

standards occurs. If abnormal quality occurs

even when quality characteristic values are

within specified tolerances, tolerance values

must be reviewed along with inspection

items and procedures.

*****


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CHAPTER 7

MP SYSTEM (MAINTENANCE PREVENTION)

1.0 GOAL

The goal of MP design is equipment that will not breakdown or

produce defective products. Its purpose is to take whatever steps are

necessary at the design stage to create maintenance-free equipment.

2.0 WHY MP DESIGN ?

In the past, equipment design had always emphasized

equipment performance and functions. Factors such as operability

and maintainability (i.e. ease of cleaning, lubricating and checking byoperators) ranked as secondary considerations.

Many of the factors that weigh against reliability are equipment

design aspects that do not address autonomous maintenance or

operability. These include oil supply ports that are difficult to see or

reach (making equipment operators reluctant to use them). The

absence of measures to prevent flying chips and coolant allows these

to enter rotating parts and cause accelerated deterioration.

Lack of MP design seriously hampers equipment improvement

projects aimed at easing cleaning, lubricating and checking, reducing

breakdowns and raising productivity. Much work could be avoided if

these reliability concerns were adequately considered at the equipment

design stage.

3.0 BUILDING AN MP SYSTEM

For any manufacturing company, production equipment is a key

determinant of the quality, delivery and cost of the companysproducts. As we move towards increased automation and high-

precision, these equipments must be even more reliable, easy to

operate and safe.

Thus MP design system seeks to produce equipment that is,


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- Highly reliable (seldom breakdowns or producesdefective parts)

- Is easy to operate (quick retooling and 100% non-defective products even after retooling).

- Is conducive to autonomous maintenance(can be easilycleaned, oiled and checked.

- Is highly resource efficient and safe.Thus MP system design aims to produce equipment that

operates at an optimal level of efficiency and can be maintained at that

level, which means that its total cost and Life Cycle Costs (LCC) shall

be minimized. Before design of an equipment, information on

expenses versus benefits for each proposed design improvement is

analyzed and design target values determined. Setting design target

values and evaluation of equipment Life Cycle Cost is, thus,incorporated into the design process.

3.1 Setting design Target Values

Several factors are considered in calculating LCC as part

of the process for determining MP design target values. These

include factors that influence initial costs, operating costs, and

maintenance costs, as well as factors that relate to safety. Each

of these factors must be spelled out in detail and specific target

values set for them.

For example, operating costs include equipment

effectiveness loss, labour-hours spent in autonomous

maintenance, resource expenses etc. Within these, equipment

effectiveness loss is further broken into loss due to planned

production stops, speed loss, and defect loss. Loss due to

planned production stops can be divided further into retooling

time, replacement time, adjustment time, MTBF (Mean time

between failures) and MTTR (Mean time to repair).

Likewise, labour-hours spent on autonomous

maintenance can be divided into cleaning time, lubricating time

and inspection time to help improve the equipments

maintainability. Specific design target values must be set for as

many items as feasible for each piece of equipment.


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3.2 LCC Evaluation

Evaluation considers not just the initial acquisition costs,

but also the operation costs after installation. The aim is to

design or improvise design to provide the most economical

LCC.

While doing LCC evaluation, we first determine the

constituent elements of the LCC, then develop a formula by

which we estimate the LCC. We then carry out LCC evaluation

by calculating the trade-offs between specific elements such as

higher initial costs and lower running costs, with a view toward

achieving the TPM design goal-creating at the design, stage

equipment with the most economical life cycle cost.

4.0 MP SYSTEM BUILDING ACTIVITIES

MP activities include compiling complete histories of existing

equipment with particular emphasis on maintainability and reliability

improvements carried out through TPM activities. Also collected are

current data relevant to design on equipment problems related to

maintainability, reliability, operability, energy conservation, and

safety. Another important activity is the early warning system

debugging to minimize the period from design through stable

operation.

4.1 Gathering MP information and Feedback

MP information is gathered from various sources,

including reports on market trends and new technologies as

well as feedback from division using the equipments. It

includes quality reports on rejects and repairs and maintenance

related information such as responses to breakdowns, dailyinspection reports and repair records. Special emphasis is given

to include constructive feedback such as reports from various

improvement projects in autonomous maintenance, equipment

improvements and quality maintenance.

4.2 Points for Studying Equipment Weaknesses


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To gain feedback information an current equipment

weaknesses, key questions from the following perspectives is

sought.

a) Autonomous Maintenance- Have measures taken to prevent scattering of debris and

coolant ?

- Are any areas difficult to clean, lubricate or check ?- Are efforts made to consolidate the number of check sites

such as FRLP (Filter, Regulator, Lubricator Points) and

pressure gauges ?

- Can debris in cutter/grinder be cleaned out easily ?- Does the equipment structure permit thorough lubrication

?

b) Maintainability- Are areas that require precision inspection easily

understood ? Can they be checked easily and quickly ?

- Are any routine inspection points difficult to perform ?- Have any self-diagnostic functions been built-in ?- Is the di-assembly and storage system organized to

facilitate unit replacements ?

- Can parts be replaced easily ?- Does the equipment structure facilitate overhauling ?c) Reliability- After treatment of an equipment, are measures taken

regarding failure sites, abnormal phenomena and failure

rates in similar models of equipment ?

- Have any electrical parts such as limit switches beeninstalled in areas exposed to cutter/grinder debris or

coolant ?

- Have equipment precision maintenance procedures (e.g.measurement items, measuring methods and precision

tolerances) been established to attain the desired quality ?


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- Can measurements of both static and dynamic precisionbe done quickly and easily ?

- Are there any variations or decline in machine cycletimes ?

- Do work pieces ever get stuck in equipment ?- Is there any chance of loose nuts or bolts in equipment ?- Have thermal warping effects been taken into

consideration ?

d) Ease of operation- Can retooling be done quickly and easily ?- Do any areas or mechanisms need adjusting ?- Can blades, grindstones and other often related parts be

replaced quickly and easily ?- Does the arrangement of the operation panel buttons (e.g.

their relative positions, height, alignment, quantity,

shape, colour etc.) contribute to operator errors ?

- Are any handles or knobs difficult to operate ?- Does the equipment structure facilitate shipment and

installation ?

e) Resource Conservation- Is an excessive amount of electricity, air, water, gas or

other energy being consumed ? Is there a mechanism to

automatically shut off power resources when they are not

needed ?

- Are any energy efficient machines being used ?f) Safety- Are interlocks being used wherever needed ?- Are any hazardous processes being used to treat

breakdowns, sudden stops and quality defects ?

- Are there any hazardous areas in the rotating parts orother moving parts of the equipment ? Does the layout

pose a risk of accidents ?

4.3 Early warning system


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The purpose of early warning system activities is to

minimize the time required from fabrication of a new

equipment product to trial production, installation, ordinary

operation and finally stable operation with low level of

breakdowns and defects. Debugging procedures at every

previous level-from design to drafting, fabrication, trial

operation and installation is carried out to identify all

potential problems, and other abnormalities and take effective

counter measures.

4.4 Debugging

Debugging is the process of identifying hidden defects or

bugs. A thorough debugging at each stage is done using a pre-drafted debugging sheet.

At the design stage, it is made sure that all the design

concepts are actually incorporated into the design drawings,

that those drawings are conducive to achieving the design target

values, that the manufacturing and assembly processes are

sufficiently simple, that no mistakes were made in selecting

materials, that the materials are sufficiently durable and that

there are no other design/drafting errors.

At the trial operation stage, check on factors such as

operating functions, processing precision, retooling times, post-

tooling operation precision-all based on design specifications-

are made. It is important to debug carefully and thoroughly at

the trial operation stage, to catch any defects that slipped past

the design stage debugging.

5.0 BUILDING UP MP DESIGN SKILLS

The most important ingredient in an MP system is the skill of

the designers. Most designers have little work experience in

equipment operation and maintenance. So, they do not think in terms

of autonomous maintenance and maintainability. However, they can

overcome this and build MP design skills by,


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- Visiting shop floors and hearing what equipmentoperators and maintenance staff have to say.

- Studying equipment that has been improved as a result ofautonomous maintenance or quality maintenance

activities and listening to project result announcements

made by TPM circles.

- Getting hands on experience in cleaning, lubricating andinspecting equipment.

- Conducting several MP analyses based on check lists.Such experience in MP design is the means by which the

minimum LCC objective can be realised at the design stage.

*****


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CHAPTER 8

EDUCATION AND TRAINING

1.0 INTRODUCTION

Today, companies must modernize their operations, explore

new fields and develop new technologies in order to build a corporate

fabric durable enough to weather and survive the harsh economic

climate. These tasks can be carried out only by people. This is

especially true in TPM, where cultivating equipment conscious

workers is the base upon which every other feature of the programme

rests.

Education and Training is the central pillar that supports the

other four TPM activities Autonomous Maintenance, Equipment

improvement, Quality Maintenance and MP design. TPM Education

and Training programme orient towards the following three goals.

a) Managers will learn to plan for higher equipment effectivenessand implement improvements aimed at achieving zero

breakdowns and zero defects.

b) Maintenance staff will study the basic principles and techniquesof maintenance and develop specialised skills concerning the

companys equipment. In addition, they will learn how to

guide and support equipment operators taking part in

autonomous maintenance activities.

c) Circle leaders and equipment operators will learn how torecognize equipment abnormalities as such during their daily

and periodic inspection activities. They will also learn how totreat and repair abnormalities.

2.0 EDUCATION AND TRAINING SYSTEM

2.1 Introductory Education


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This is given prior to the official start of TPM

development programme. The TPM promotional staff, who are

already trained, become instructors for the in-house TPM

introductory courses. In this, participants visit plants and gain

hands on experience in learning the goal of the first step of

autonomous maintenance cleaning is inspection. They

practice tagging and un-tagging equipment abnormalities and

attend presentations that review the activities, which confirm

the nature of accelerated deterioration in equipments.

2.2 General Inspection Studies

General inspection is taught to equipment operators

exclusively through one-point lessons. After the team leadersand floor managers receive general inspection education, they

pass this knowledge on to their foremen, who normally act as

circle leaders. The circle leaders in turn conduct on-the-job

training tailored to the individual needs of their circle members.

2.3 Studies in P-M Analysis

P-M analysis is an indispensable tool in preventing

quality defects. Each TPM office develop course related to its

own quality defects and TPM development. TPM leaders

carryout P-M analyses and report results of their workshop

survey at group meetings. P-M analyses are repeated when the

investigation uncovers a large number of quality defects in the

same machine.

2.4 Cultivating In-house Maintenance Technicians

Student learn a wide range of maintenance related skills

during this course extended to cultivate equipment consciousworkers. Those who complete and pass the course become

accredited in-house maintenance technicians.

Equipment operators and other employees of production

department learn the proper attitude and skills needed to take

care of their own equipment. Maintenance staff learn


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specialised maintenance techniques and skills related to the

companys equipment.

2.5 Training on Equipment Diagnostic Techniques

In the area of dynamic precision in equipment, vibration

measurements are useful for promoting quality maintenance

and streamlining inspection. For these reasons, teaching

operators the techniques, skills and knowledge needed to

conduct vibration measurements in their own workshops can be

established as an important educational goal. Similar

diagnostic techniques, depending on application fields are

derived for breakdown and quality defect predictions.

*****

Tpm Reading Material

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