tpm reading material
TRANSCRIPT
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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 maintenance- activities 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
Autonomous maintenanceste s
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.
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