implantation of total productive maintenance …€¦ · engineering and operations management...

IMPLANTATION OF TOTAL

PRODUCTIVE MAINTENANCE ON

FORKLIFT MACHINES: CASE STUDY

IN A STEEL INDUSTRY

MARJORIE MARIA BELINELLI (UTFPR)

[email protected]

Marcelo Rodrigues (UTFPR)

[email protected]

Jhon Jairo Ramirez Behainne (UTFPR)

[email protected]

RUI FRANCISCO MARTINS MARÇAL (UTFPR)

[email protected]

As one of globalization results, the market competitiveness motivates

the search for lower costs in production areas. Total Productive

Maintenance - TPM presents itself as a viable option for companies

seeking to reduce their costs of machiinery maintenance. This article

focuses on demonstrating the deployment of the Pillars of Total

Productive Maintenance in forklift machinery in an industrial area of

logistics, which belongs to a steel industry. During the development of

this work, well show the preventive maintenance plan and check list of

Autonomous Maintenance (this focused on the execution of forklift

operators) developed and implemented on these machines as well as

results obtained through this actions, such as an increased machine

availability, reducing maintenance costs and increasing self motivation

from forklift operators.

Palavras-chaves: Total Productive Maintenance, Reducing Costs,

Machine Availability

XVI INTERNATIONAL CONFERENCE ON INDUSTRIAL ENGINEERING AND OPERATIONS MANAGEMENT

Challenges and Maturity of Production Engineering: competitiveness of enterprises, working conditions, environment. São Carlos, SP, Brazil, 12 to 15 October – 2010.



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1. Introduction

Currently, to increase the levels of profitability on the investment, companies need to give

special focus to the maintenance of its equipment to ensure that the costs of maintenance do

not affect the planning and the progress of businesses. Many companies that adopted

methodologies such as TPM (Total Productive Maintenance) achieved significant gains in

competitiveness as a result of cost reduction.

The goal of TPM is to maximize the productive capacity of the company through training and

qualification of the workforce and improvements in industrial installations. With the

development of people, the quality of services performed increases, allowing for changes in

machinery and equipment, resulting in a successful outcome in the final overall (KARDEC;

NASCIF, 2009, p.195).

The quality of the equipment has an important impact on the cost of production of end

products. However, the cost of maintenance should be reduced as much as possible. Modern

industrial manufacturing processes that intend to be successful and achieve satisfactory

performance index should seek a level of global excellence in maintenance. A means of

improving the maintenance activities having effectiveness in them is through the

implementation of Total Productive Maintenance (AHUJA; KUMAR, p.242, 2009).

Autonomous maintenance, a pillar of Total Productive Maintenance, when properly

implemented, offers significant quality for the equipment, encouraging the increase of its

availability and resulting reduction of manufacturing costs and an increase in productivity and

product quality.

This article covers the implementation of Autonomous Maintenance Pillar in conjunction with

preventive maintenance on forklift machines used in a Logistic sector of a steel company.

Through this, it’s possible to demonstrate the effectiveness of this TPM Pillar on the increase

of machine availability, cost reduction, mostly in cultural change through workforce training.

2. Materials and Methods

From the viewpoint of the nature of technical procedures, this article is categorized as an

Applied Research and Case Study, for the generated knowledge generated can be applied in a

practical problem and it reports the context situation in which certain investigation is being

made, besides involving the study and detailing of knowledge of objects exploited in real life

situations (GIL, 2002).

In terms of technical procedures, this research can be classified as Action Research, for “it is

done in close association with an action or the resolution of a problem, in which researchers

and participants in the situation or problem are involved in a cooperative or participatory

way" (GIL, 2002, p. 55).

In terms of approach, this research is classified as qualitative and quantitative, as the

evaluations and discussions are analyzed in an inductive way; reported in a descriptive way;

and some information and conclusions are presented in numerical form (SILVA; MENEZES,

2005).

3. TPM-Total Productive Maintenance



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Total Productive Maintenance originated in Japan and it comes from the union of

Preventative Maintenance with the participation of machinery operation labor in small

maintenance repairs, function already practiced in the early industrial revolution.

Mobley (2007) and Branco Filho (2004) define TPM as a maintenance philosophy that seeks

to increase the total availability of the facility, the product quality and resource utilization

through a cultural change in all company levels, from board to the factory floor.

TPM requires the company employees to understand the concept of team, for the achievement

of the result, the maximization of the production process, is only possible through a systemic

result of the company rather than individual results (BELINELLI et al., 2009).

A higher integration of man and machine raises the level of responsibility of operators and

maintenance men as to industrial machinery, not only to its repair but also in preventing its

degradation, it raises the level of reliability of the industrial system and improves industrial

productivity and industrial consequently brings increased profitability and competitiveness in

the industrial market.

To develop TPM with the organization, there are steps to overcome. It is true that details are

specific to each company, since the objectives and goals are also exclusive in each case. But

there are common foundations to all those which are called basic pillars of TPM support

(NAKAJIMA, 1989, p.79). Figure 1 shows the 8 pillars of TPM.

Figure 1 - Pillars of Total Productive Maintenance (TPM)

Source: Adapted from AHUJA; KUMAR, p.244, 2009.

The goal of TPM program is to steadily increase industrial production as much as the

increasing employee morale and satisfaction in the workplace. TPM has emerged as a

powerful means of improving overall performance of the company. The development and

implementation of a TPM program in a strategic way have shown a major impact on results

on the factory floor, along with substantial progress in training of the workforce and reduction

of maintenance costs and overall company operations. Moreover, successful implementations

of TPM result in the creation of safer workplaces and healthier for people (AHUJA; KUMAR,

p.242, 2009).



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4. The Pillar of Autonomous Maintenance

Autonomous maintenance must be understood as the most appropriate division of labor

between production and maintenance departments, without excluding the need for well

managed infrastructure maintenance. It’s based on "a lot of training, a lot of discipline, a lot of

cleaning and full participation of all the points to be pursued. The operator becomes the

operator-maintainer and his presence should be encouraged "(BRANCO FILHO, 2004).

Autonomous maintenance is a simple and practical strategy to involve the operators of the

equipment in the activities, especially cleaning, lubrication and visual inspections. The

implementation of autonomous maintenance motivates operators to report any anomalies,

acting before failures occur, as well as securing changes in their behavior, changing the

concept of only operating the machine and the maintenance staff fixing it, to the concept of

property, that is, taking full care of their equipment and/or work machine. (BELINELLI et al.,

2009).

Autonomous Maintenance is developed in the skills of operators in seven steps (KARDEC;

NASCIF, 2009):

Initial cleaning;

Elimination of dirt sources and hard-to-reach places;

Formulation of temporary cleaning standards of cleaning, inspection and lubrication;

General inspection;

Inspection unattended;

Standardization;

Autonomous management.

The execution of spontaneous maintenance by the operators themselves is a main

characteristic of TPM. Operators are responsible for the equipments they daily work with, so

they can act as sensors, predicting the vast majority of failures before they occur, and acting

to prevent them in simpler situations.

The act of cleaning, checking, lubricating and tightening nuts and bolts on a routine basis

prevents the development of equipment failures. These efforts assigned to operators make

maintenance men to keep focus on more specialized activities.

Many breaks and failures are the result of the handling imposed by the man himself, who

through his attitudes, actions and operations promotes the misuse or sets inappropriate

working conditions. "Machines change when people change" (NAKAJIMA, 1989, p.66).

The Pillar of Autonomous Maintenance has been an essential tool to speed up the results in

the production area, because it emerges a sense of responsibility about the machinery on the

operators, increases employee motivation (due to recognition through job training and

improved working environment) and encourages teamwork fortifying the Production-

Maintenance relationship, making tasks easier and improving the performance of the machine,

earning a consequent increase in productivity.

5. Situation of the company prior to deployment of the pillars of TPM

Previously, it was believed that it would be difficult to measure the costs applied to

maintenance. In companies, maintenance was counted only as a cost of production because

there were no technical managerial indicators for a more thorough examination, and so there

was no investment in this area. With globalization, the domestic industry has changed its



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point of view regarding maintenance, because it faced a challenging external market and "was

compelled to find the overall quality of its products and services, combined to an operational

cost capable of allowing a greater competitive power of the national product" (VIANA, 2002,

p.2).

Basically, maintenance costs may be of direct order, indirect order or by loss of production.

Direct order costs are those necessary to keep equipments in operation, as in the example of

corrective maintenance on forklift machines (KARDEC; NASCIF, 2009).

The company, with the controlling department, noticed that, in mid-2005, the direct cost of

forklift machine maintenance came to exceed the monthly budget (R$ 15,500.00) pre-defined

in its strategic planning. Figure 2 shows the monitoring of costs regarding forklifts.

Figure 2 - Monitoring Indicator Maintenance Costs with Forklifts

Because the cost was exceeding that budgeted for maintenance, the board asked the

maintenance department to perform actions that lowered the maintenance cost of these

machines, in addition to improving availability, for the downtime was impacting on customer

service, since these are used for loading transport trucks with finished products.

So, the maintenance sector with the logistics (supervisor and forklift operators) made an

appointment to see the major failures. Eventually, they came to realize the need to implement

Total Productive Maintenance, for the cause of most flaws came from human error (bad

conduction) and lack of commitment to the equipment by users, the operators of forklifts.

The main faults, defects and their causes were:

Fuel (gas) spending and breaks, grooves on the floor - cause: operation of the truck at high

speed, there are reports of competitive run at night.

Leak of hydraulic, brake and engine oil - cause: overloaded operation and lack of

verification of the cooling system causing machine heating, then deteriorating seals.

Break failure, pad wear - bad conduction, high speed operation and often hard braking.



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Deterioration of solid tires - operators drove over cutting metal structures causing cracks

and cuts in the tires. Each pair of front and rear tires costs on average from R$6,000.00 to

R$8,000.00 for the model is imported.

No monitoring of third party services during the execution of the forklift maintenance -

neither maintenance nor traders followed the forklift technical expert during his work, they

only signed the work order to release the machine, not inspecting if the service was done or

not and whether it was done with quality.

6. Implementation of Total Productive Maintenance - Training of Operators

One way to achieve success in the implementation of the autonomous maintenance step is to

enable operators to detect, even at an early stage, the equipment deficiencies. This can be

detected by human senses or with the use of more sensitive inspection instruments. The rapid

detection and reporting of equipment deficiencies are key points of the autonomous

maintenance (XENOS, 1998, p.201).

Enabling operators to maintain their own machines increases their confidence and

appreciation of their ability to contribute to optimization of the production system. Operators

are motivated to present and welcome suggestions from the working group, as they perceive,

among other benefits, an improving of their environment and working conditions

(GHINATO, 1996, p.77).

A training plan was set up, in which all content was taught. The training was conducted inside

the companies in appropriate training rooms, the same given to forklift machine operators,

having as instructors the Maintenance Planner, a Mechanical Technician and a Specialist

Technician in forklift machinery training of the hired company, which was already providing

services to the company under study.

Within the training, the following topics were covered:

Safety Standards for the forklift operator, regarding the use of the machine;

Safety applied to machinery;

Basic Mechanics applied to Forklift Machines;

Current machine faults, as well as their causes;

Maintenance of Forklifts, on the job presentation and training of how to perform the check

list of the machine;

Preventive Maintenance Plan to be performed by internal maintenance personnel.

7. Preventive Maintenance Plan

With the high number of corrective pointed out in the existing history (Outsourced Service

Report) of forklifts, it was necessary to implement preventive maintenance in a well

elaborated weekly preventive plan, which contains inspection and lubrication concurrently.

Kardec & Nascif (2009), Mobley (2007) and Xenos (1998, p.24) confirm that preventive

maintenance is the work done to reduce or avoid failure or drop in performance, following a

previously elaborated plan, based on defined time intervals, thus becoming the impeller body

of maintenance activities.

According to Viana (2002, p.97), "A preventive maintenance plan consists of a set of

activities (tasks), regularly performed in order to keep the equipment operating at its best."



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The Preventive Plan was initially done as requested in the manuals of forklifts, later adapted

to the reality of the machines and experience of the maintenance personnel.

The plan issued by the Maintenance Planning and Control through the maintenance module of

the SAP System has weekly periodicity, in which module was duly recorded. The plan should

be implemented by the Outsourced Mechanic expert in forklifts with a Mechanical Technician

of the company with the purpose of monitoring services and to acquire knowledge needed so

that in the future all activities of the plan by domestic labor, creating independence from third

party companies, focusing on reducing costs. Frame 1 illustrates the Preventive inspection

plan and weekly lubrication of the forklift.

COMPANY

ENSIGN

PREVENTIVE MAINTENANCE PLAN: FORKLIFTS

FORKLIFTER: _______________________________

Code Operations Periodicity Time

Assigned

Time

Taken

Num.

People

10 Check Conservation Status of

Cushions Weekly 10 min

1

20 Check Conservation Status of

Stands Weekly 10 min

1

30 Check wear and alignment of

pulleys Weekly 10 min

1

40 Check for abnormal noise and /

or leak in water pump Weekly 10 min

1

50 Check wear (possible cuts) in

the tires Weekly 10 min

1

60 Check bearing clearances -

adjust if necessary Weekly 10 min

1

70

Check for possible wear on the

chains and voltage control

(adjust if necessary)

Weekly 10 min

1

80 Check the direction cylinder

leak Weekly 10 min

1

90 Check clearance in the axis

direction - adjust if necessary Weekly 10 min

1

100 Check wear on the hydraulic

pump coupling Weekly 10 min

1

110 Check battery water level (ideal:

1 cm above the plates) Weekly 10 min

1

120 Check for rust on the cables Weekly 10 min 1

130 Check operation of lights Weekly 10 min 1

140 Check operation of horn Weekly 10 min 1



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150 Check operation of fuse boxes Weekly 10 min 1

160 Check engine operation and leak

in it Weekly 10 min

1

170 Check ignition system operation Weekly 05 min 1

180 Check Status of Conservation of

Grid Protection Weekly 05 min

1

190

Check the radiator water level

(ideal: between maximum and

minimum)

Weekly 05 min

1

200 Check operation of the propeller

(Cooling System) Weekly 05 min

1

COMPANY

ENSIGN

PREVENTIVE MAINTENANCE PLAN: FORKLIFTS

FORKLIFTER: _______________________________

Code Operations Periodicity Time

Assigned

Time

Taken

Num.

People

210

Check Differential Oil Level -

gearbox (ideal: between maximum

and minimum)

Weekly 05 min

1

220 Check approach pedal clearance -

adjust if necessary Weekly 05 min

1

230 Check brake fluid level (ideal:

between maximum and minimum) Weekly 05 min

1

240 Check operation of Brake System Weekly 05 min 1

250

Check Hydraulic and Motor Oil

Level (ideal: between maximum and

minimum)

Weekly 05 min

1

260 Check transmission oil level (ideal:

between maximum and minimum) Weekly 05 min

1

270

Check Status of Conservation and

Operation of Forklift Tower and

forks

Weekly 05 min

1

280 Check for leaks in Gas Power

System Weekly 05 min

1

290

Check Electrical System Operation

(Highlights, Flashlights, Electrical

Whips.)

Weekly 05 min

1

300 Perform air filter cleaning Weekly 05 min 1

301 Perform general in machine (wash) Biweekly 60 min 1

302

Perform Machine Lubrication

(elevation cables / axis / elevation

tower rails)

Weekly 120 min

1



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Responsible company xxx: _______________________________

Responsible technician: ___________________________________

Client signature: _______________________________________________

Frame 1 – Forklift Weekly Prevention Plan of Inspection and Lubrication

8. Daily Check List - Autonomous Maintenance

Daily, all operators of forklift machines, in their respective shifts, should fill out the daily

checklist of forklifts. They should verify each item in this document carefully and record their

situation in the check-list. The operators were instructed not to drive the machine if they

found a serious damage on it, immediately calling maintenance to fix it. The unchecked boxes

of the checklist would be in a Management Framework in sight.

Forklift spare parts and spare materials were placed in stock, such as bulbs, fuses, motor oil,

brake, hydraulic, oil filters, highlights, cables, seals and hoses. Anomalies that needed small

repairs, found by operators during the inspection, were immediately executed by internal

maintenance personnel of the factory, eliminating the cost of calling a third technician. With

this, anomalies such as leaks or low oil level, cooling difficulties, missing or broken

emergency lighting have been resolved at the same time of inspection. Frame 2 shows the

used and deployed checklist.

____________ SHIFT

AUTONOMOUS MAINTENANCE

DESCRIPTION: PREVENTIVE LINDE FORKLIFTS AI 502 - 4.5 TON

PLACE OF INSTALLATION: BR01-MVCA HANDLING OF LOADS

EQUIPMENT: 467 LINDE FORKLIFT AI 502 - 4,5 TON

WORK CENTER: LOGIS - BR01

OPERATIONS

001 CHECK LEAK IN GAS SUPPLY SYSTEM ( ) OK ( ) NOT OK

002 CHECK STATE OF CONSERVATION OF PROTECTIVE GAS GRIDS

( ) OK ( ) NOT OK

003 CHECK CONSERVATION STATE AND OPERATION OF STORAGE AND

OPERATION OF THE HIGH LOAD TOWER ( ) OK ( ) NOT OK

004 CHECK OIL LEVEL: HYDRAULIC, MOTOR AND BRAKE ( ) OK ( ) NOT

OK

005 CHECK CLEARANCE OF APPROACH PEDAL ( ) OK ( ) NOT OK

006 CHECK THE SHIFTING GEAR AND LEVER – OPERATION ( ) OK ( ) NOT

OK

007 CHECK OPERATION OF IGNITION SYSTEM ( ) OK ( ) NOT OK



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008 CHECK OPERATION OF MOTOR (UNUSUAL NOISE, VIBRATION, START UP)

( ) OK ( ) NOT OK

009 CHECK OPERATION OF BRAKE SYSTEM (BRAKING) ( ) OK ( ) NOT OK

010 CHECK OPERATION AND STATE OF CONSERVATION OF REFRIGERATION

PROPELLER ( ) OK ( ) NOT OK

011

CHECK OPERATION AND STATE OF CONSERVATION OF ELECTRICAL

SYSTEM(BATTERY, SAFETY LIGHTS, HEADLIGHTS, HIGHLIGHTS) ( ) OK

( ) NOT OK

HOURMETER: ____________________

NOTES (FOUND FAULTS):_______________________________________________________

_____________________________________________________________________________

OPERATOR: _________________________________

DATE: _______/______/______

Frame 2 – Check List Autonomous Maintenance

9. Achieved Results

With the Forklift Operators of Maintenance Men teams motivated with the project,

compromise and a greater commitment from all were achieved, which resulted in reduced

downtime and increased time gap between the occurrence of those, resulting in higher

machine availability. In some forklifts, according to table 1, “break zero” was reached in a

few months.

FORKLIFT MONTH MTBF (Mean Time

Between Failures)-h

MTTR (Mean Time

Between to Repair )-h

Machine

Availability (%)

FORKLIFT

YALE 1333

April 53.5 7.0 13.08%

May 89.8 4.9 5.50%

June 100.0 0.9 0.88%

July 176.0 1.0 0.57%

August 339.0 1.5 0.44%

September 325.0 1.3 0.38%

October 276.0 1.0 0.36%

FORKLIFT

HYSTER 1555

April 41.2 5.9 85.72%

May 126.0 17.5 86.11%

June 128.4 15.0 88.31%

July 230.0 25.0 89.13%

August 230.0 22.0 90.43%

September 212.0 15.0 92.92%



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October 191.0 12.0 93.72%

FORKLIFT

MITSUBISHI

FG 70K

April 40.2 4.0 90.05%

May 42.5 3.5 91.76%

June 52.0 3.5 93.27%

July 147.5 7.5 94.92%

August 89.0 4.5 94.94%

September 219.0 10.0 95.43%

October 56.0 2.0 96.43%

FORKLIFT

CLARK

April 74.7 38.0 49.11%

May 85.0 36.7 56.86%

June 106.0 34.0 67.92%

July 272.8 62.5 77.09%

August 396.0 85.0 78.54%

September 289.0 60.0 79.24%

October 243.0 50.0 79.42%

FORKLIFT MONTH MTBF (Mean Time

Between Failures)-h

MTTR (Mean Time

Between to Repair )-h

Machine

Availability (%)

FORKLIFT

LINDE AI500

April 82.0 4.8 94.36%

May 18.0 3.5 97.03%

June 227.7 5.0 97.80%

July 283.0 5.0 98.23%

August 257.0 4.0 98.44%

September 223.0 2.0 99.10%

October * * 100.00%

FORKLIFT

LINDE AI501

April 176.0 7.0 96.02%

May 185.0 7.0 96.22%

June * * 100.00%

July * * 100.00%

August 225.0 3.0 98.67%

September 174.0 2.0 98.85%

October * * 100.00%

FORKLIFT

LINDE AI502

April 80.0 1.5 98.12%

May 131.0 1.5 98.85%

June 286.0 2.5 99.13%



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July * * 100.00%

August 279.0 2.0 99.28%

September 258.0 1.5 99.42*

October * * 100.00%

* It didn't happen machine breakdown.

Table 1- MTBF, MTTR and Availability of the Forklift Machines.

Other benefits, besides those already mentioned were: increased motivation, greater

responsibility of the operator with his machine, improving its conservation status, small

repairs being performed by internal maintenance, decreasing the dependence on third party

labor. Therefore, with the introduction of TPM, the company achieved its main goal: the

reduction of forklift maintenance costs. Figure 4 shows the comparison between forklift

monthly costs for the years 2005 and 2006.

Figure 3 - Forklift Monthly Cost Years 2005 and 2006

It’s noticed that in April, in the first month of project implementation, the amount spent on

maintenance of forklifts was 28.44% lower compared to April last year (2005).

The average monthly expenses for maintenance from April to October of 2005 was R$

21,886.75, while in the same period of 2006 it was R$ 13,227.98, that is, a monthly

reduction average of R$ 8,658.77, equivalent to 39.56% of the amount spent before the

project.



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These data show that besides the reduction of forklift maintenance costs, the values achieved

with the maintenance have always been below the target value of R$ 15,500.00, providing a

higher profit to the final product of the company.

10. Conclusion

The cost history of forklifts and corrective maintenances made it possible to identify the

highest spending and causes, eliminating or reducing them with the implementation of Total

Productive Maintenance.

The implementation of Total Productive Maintenance resulted in a the change of behavior in

the studied company and made the environment more attractive to work, where every forklift

operator and maintenance man has a fundamental role in the body of the Company, this role,

when well performed, led to the obtained results in the organization.

The results were: an increase in the reduction of forklift machine availability, thereby

reducing downtime and corrective maintenance on them. As a consequence, the maintenance

cost decreased by 39.56% of the monthly cost from April to October 2005 (period analyzed

before the implementation of the Program).

However, the Total Productive Maintenance maximizes the company's earnings because it

reduces costs and increases productivity of machines and of their employees, because it

improves their state of preservation and maintenance, and increases the satisfaction with their

work environment.

References

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Paulo: IMC Internacional Sistemas Educativos, 1989. 105 p.

SILVA, Edna L. MENEZES,Estera Muszkat. Metodologia da Pesquisa e Elaboração de Dissertação, UFSC-

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