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Conference on
Best Practices in Maintenance
Management
May 11th & 12th 2010, Pune India
Speaker: Dinkar JoshiDesignation: Sr Manager ( HOD Maintenance)Organization: Endurance Technologies Pvt. Ltd.,
Aurangabad
Session Role Of Planned Maintenance In
Implementation Of TPM
May 11, 2010.“Best Practices in Maintenance Management”
Pune 2
Role Of Planned Maintenance In
Implementation Of TPM
May 11, 2010.“Best Practices in Maintenance Management”
Pune 3
What is TPM?
Total Profit Management
…………………Company Survives
Total Production Management
………………… ISO, TQM, JIT, Re-Engineering
Total Perfect Manufacturing
…………………. Loss Elimination
Total Productive Maintenance and Management
May 11, 2010.“Best Practices in Maintenance Management”
Pune 4
By implementing TPM, we get a proper image of
“manufacturing product” in the age of automation and
microelectronics, there by contributing to the
prosperity of enterprises and the happiness of
mankind.
TPM Principles
May 11, 2010.“Best Practices in Maintenance Management”
Pune 5
Through TPM ……
1. We pursue efficient production systems and accomplish the highest
customer satisfaction for quality, cost and delivery term.
2. We accomplish zero-disasters & accidents, zero-defects, and zero
breakdowns to build safe and cheerful workshops.
3. We accomplish zero-disasters and zero-pollution to make life safer and
more pleasant, not only for employees, but also for local residents.
4. We eliminate all losses in the resources and energy to conserve the Earth’s
environment.
May 11, 2010.“Best Practices in Maintenance Management”
Pune 6
CHANGE THE MACHINE.
CHANGE THE MAN.
Basic Concept Of TPM
May 11, 2010.“Best Practices in Maintenance Management”
Pune 7
Obtain Minimum 90% OEE
( Overall Equipment Effectiveness )
By Keeping Target For All Losses - ZERO
Operate in a manner, so that there are
no customer complaints.
By Keeping Target of Defects - ZERO
TPM Targets
May 11, 2010.“Best Practices in Maintenance Management”
Pune 8
TPM Targets
Reduce the manufacturing cost
By Keeping target of Losses - ZERO
Achieve 100% success in delivering the goods
as required by the customer.
By Targeting Losses -ZERO
May 11, 2010.“Best Practices in Maintenance Management”
Pune 9
TPM Targets
Maintain a accident free environment.
Target For Accidents - ZERO
Increase the suggestions by 3 times. Develop
Multi-skilled and flexible workers.
May 11, 2010.“Best Practices in Maintenance Management”
Pune 10
Accidents
Breakdown
Defect
Losses
ZERO
TPM Targets
May 11, 2010.“Best Practices in Maintenance Management”
Pune 11
ZERO MEANS ONLY ZERO !!!
ZERO HAS NO TOLERANCE
ZERO DEFECT
ZERO BREAKDOWN
ZERO ACCIDENT
What Is Zero…….
May 11, 2010.“Best Practices in Maintenance Management”
Pune 12
• Just Imagine that if 1% of all the flights crashed.
• Just Imagine that if 1% of all the heart surgeries
failed.
• Just Imagine that if 1% of the buildings collapsed
soon after construction.
Importance Of Zero…….
May 11, 2010.“Best Practices in Maintenance Management”
Pune 13
TPM
Indiv
idual Im
pro
vem
ent
Pla
nned
Main
tenance
Develo
pm
ent
managem
ent
Edu
ca
tion &
Tra
inin
g
Auto
nom
ous
Main
tenance
Qualit
y M
ain
tenance
TP
M in O
ffic
es
Safe
ty,
Health &
Enviro
nm
ent
5 S is The Base Of TPM
TPM Pillar Structure
May 11, 2010.“Best Practices in Maintenance Management”
Pune 14
Japanese
TermEnglish Translation Equivalent 'S' term
1S Seiri Organization Sort
2S Seiton Tidiness Systematic
3S Seiso Cleaning Sweep
4S Seiketsu Standardization Standardize
5S Shitsuke Discipline Self - Discipline
Concepts Of 5S
May 11, 2010.“Best Practices in Maintenance Management”
Pune 15
1S- PLASE FOR EVERYTHING, 2S EVERYTHING ON ITS OWN PLACE
BEFORE AFTER
NO FIX LOCATION FIX LOCATION
BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE
Example Of 2S
May 11, 2010.“Best Practices in Maintenance Management”
Pune 16
BEFORE AFTER
NO FIX LOCATION FIX LOCATION
BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE
1S- PLASE FOR EVERYTHING, 2S EVERYTHING ON ITS OWN PLACE
Example Of 2S
May 11, 2010.“Best Practices in Maintenance Management”
Pune 17
BEFORE AFTER
NO FIX LOCATION FIX LOCATION
BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE
1S- PLASE FOR EVERYTHING, 2S EVERYTHING ON ITS OWN PLACE
Example Of 2S
• Reviewing Business Objective
• Loss Structure
• Target setting for achieving Business
Objective
• KPI’s for measuring in KRA.
• Implementing Kobetsu Kaizen Themes.
Support PM Pillar
Improved System with
Improved Maintainability
Loss
Elimination
Key Activities
May 11, 2010.“Best Practices in Maintenance Management”
Pune 18
May 11, 2010.“Best Practices in Maintenance Management”
Pune 19
• Listing / Stratification of Defects.
• QA / 4M / QM / Q Components.
• CBM of Q Components.
• Defect Analysis using different tools.
• Implementing Defect Elimination Projects.
• Sustenance and Reliability Enhancement.
• Reduction of Inspection / Sampling Cost.
• Elimination of Customer Complaint
Support by PM Pillar
• QM Matrix
• Q Components.
• CBM of Q Components for easy
Inspection
Defect
Elimination
Key Activities
May 11, 2010.“Best Practices in Maintenance Management”
Pune 20
• Practicing CLIRT activities during all
steps.
• Practicing tentative standards
• Monitoring & recording abnormalities
using 5 senses
• Countermeasure against source of
contamination
• Reduction in CLIRT time
I Do, I Check,
I Maintain
Key Activities
Support by PM Pillar
deterioration
May 11, 2010.“Best Practices in Maintenance Management”
Pune 21
• Prevention of Occurrence & Recurrence
of accidents.
• Safety patrol for Identifying Unsafe
Condition & Acts.
• Health Hazard Elimination using tools
such as mapping etc.,
• Reducing Environmental Impacts
Support by PM PillarImproved & Safe
Working Atmosphere
Zero
Accident /
Health hazard
Key Activities
May 11, 2010.“Best Practices in Maintenance Management”
Pune 22
• Skill Assessment
• Identifying Training Needs for achieving
business objective.
• Imparting Training / OJT / External
happenings in the market.
• Review the skill level and if not okay
retrain.
• Continuous Monitoring.
Upgraded Skill level for
achieving Business Objective
Skill /
Knowledge
Improvement
Support by PM Pillar
Key Activities
May 11, 2010.“Best Practices in Maintenance Management”
Pune 23
• Elimination of Administrative Losses by
eliminating Waste activity & Reducing
Non value added activity
• Reducing the manufacturing Cost
through
cost loss approach with KK pillar.
Cost Awareness /
Cost Effective Programs.
OTPM Loss
Elimination
Key Activities
Support by PM Pillar
May 11, 2010.“Best Practices in Maintenance Management”
Pune 24
• Collection & utilization of feed back
Measuring needs for ease of
manufacturing
Developing new product with
minimum losses
Zero breakdown, zero defect, zero
accident by implementation of MP on
new machines/ equipements
Trouble free new
equipment from
day one
Key Activities
Support by PM Pillar
May 11, 2010.“Best Practices in Maintenance Management”
Pune 25
• Activities to prevent deterioration
• Activities to measure deterioration
• Restore deterioration .
•Support to JH
•Skill enhancement of Maintenance
staff.
•Input to DM for MP Kaizens
Zero Failure
Key Activities
May 11, 2010.“Best Practices in Maintenance Management”
Pune 26
Planned Maintenance
Aim : Enhance maintenance efficiency through
1. Accomplishing zero failures and zero defects byactivities to enhance maintenance technology andskills, to expand equipment MTBF and to shortenequipment MTTR.
2. Reducing input by activities to make equipmentmaintenance efficient.
Purpose :
Functions of equipment can bedemonstrated satisfactorily
whenever equipment needs them at minimum cost.
May 11, 2010.“Best Practices in Maintenance Management”
Pune 27
Activity UOM BMCurrent Status End Target
Dec..09 Jan.10 Feb.10
PBreakdown hrs. Hrs 0
Breakdown Occurrences Nos. 0
Q
Defect due to PM No. of
Phenomenon
0
C
Maintenance Cost Rs./Piece X
Energy Cost
Electricity / Fuel / Water
Rs /piece Y
Spare part Inventory Cost Rs. In Lac Z
S Accident due to weak PM Nos. 0
M
Kaizens No of kaizen /
employee / month
Nos B
Training PM Training Hrs/emp/month V
Planned Maintenance - Targets
May 11, 2010.“Best Practices in Maintenance Management”
Pune 28
Basic Philosophy of Zero Failure
• Men make equipment fail.
• Equipment can be set for zero-failures provided the thinking
of men change.
• Conventional view of “all equipment can fail” should be
changed to “don’t let equipment fail.”
“failures can be reduced to zero.”
May 11, 2010.“Best Practices in Maintenance Management”
Pune 29
Rules for Zero Failure
Discover latent defects to prevent failures.
Failure
• Dust, Soiling, adhesion of raw
materials.
• Abrasion, backlash, looseness, leaks
• Corrosion, deformation, flaws, cracks
• Temperature, vibration, sound and other
errors
“Failure” is only the tip of the iceberg.
Latent defects
May 11, 2010.“Best Practices in Maintenance Management”
Pune 30
Study of past Equipment History
Ranking of Equipment
Support to JH
Preparation of JH3 tent. Stds. and TBM
Equip. Failure Analysis to identify Root Cause
Counter Measures and Kaizens
Sustenance Activities
Predictive Maintenance (CBM)Periodic Maintenance (TBM)
Lubrication & Spare Parts Management
Enhancement of Knowledge & Skill of Maintenance Operators
PM Pillar Methodology
Equipment Ranking
A : High Priority Equipment or M/C
Most Critical m/c
B : Medium Priority Equipment or M/C
C : Least Priority Equipment or M/C
Ranking of m/c sub parts are done in the same
way.
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Equipment Rating
AREA ITEM Evaluation Evaluation Standard
1. How often is the Equipment used? 4 2 1 80%or above : 4
60 to 79 % : 2
59% or below : 1
2. Is there backup equipment? 5 4 2 1 No (or) Yes, but it takes too many manhours: 5
Available at other plants : 4
Covered by stock : 2
Backup Equipment exists : 1
3. How high is the dedication?
(Proportion of products of a similar type produced by the
equipment)
4 2 1 100 ~75% : 4
35 ~ 75% : 2
0 ~ 35% : 1
Production
4. To what extend will a failure effect other processes? 5 4 2 1 Affects the entire plant : 5
Affects other processes : 4
Only affects to this m/c : 1
5. Value of monthly scrap losses
(Burned rubber, wasted cloth, wasted production etc)
4 2 1 (Wasted production) (Wasted Cloth)
Over Rs. 50000 : 4 Over 2.5 Lakhs : 4
25000 ~ 50000 : 2 1 Lakh ~ 2.5lakh : 2
Under 25000 : 1 Under 1 Lakh : 1
Quality
6. How will the process run on this equipment affect the
Quality of the finished product?
5 4 2 1 Decisively : 5, 4
Somewhat : 2 Not Significantly : 1
7. Frequency of failures in terms of cost of monthly repairs? 4 2 1 Over Rs. 5000 : 4 Under Rs. 3000 : 1
Rs. 3000 ~ 5000 : 2
Maintenanc
e Cost
8. Mean Time To Repair? (MTTR) 4 2 1 Over 3 Hours : 4 Under 1 Hour : 1
1 ~ 3 Hours : 2
Safety 9. To what extent does a failure affect the work environment?
(like noise, fumes, dust etc)
5 4 2 1 Can be life threatening : 5
Stops work : 4 No Significant effect: 1
A: Priority Ranked : > 30 points B: Semi ranked : 20 ~30 points C (Least Significant ) : <19 points
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Machine Ranking
TOTAL MACHINE STRATIFICATION
34%
13%
53%
A
B
C
Sr. Cat Specification % contribution Nos.
1 A Critical 34% 27
2 B Moderate 53% 42
3 C Non critical 13% 10
Total machines 79
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Support & Guidance to JH Activity
JH - Step 1
JH Step 2
JH Step 3
JH Step 4
JH Step 5
JH Step 6
JH Step 7
RED TAG STRATEGY SUPPORT (1, 2)
COUNTER MEASURES AGAINST SOURCES
Ex-terminate 4 vices (DIRT, RUST, HEAT, VIB)
SUPPORT FOR MAKING STANDARDS OF
CLEANING, LUBRICATION & INSPECTION
EDUCATION OF OVERALL INSPECTION
FOR LEADER
TRAINING TO IMPROVE MAINT RELATED
TECHNICAL ABILITY
STANDARDIZATION
Autonomous PDCA (CAPD)
1. RED Tag summary sheet and
RED Tag plan
2. RED Tag improvement plan
Maintaining visuals
controls and displaying
labels, Types of oils etc.
Use WHY-WHY-WHY
From WHY WHY to
SO WHAT - SO WHAT
M
A
I
N
T
H
E
L
P
PRODUCTION
SHOULD BE
ABLE TO DO THESE
ACTIVITIES
WITHOUT HELP
OF MAINT, PM
GROUP
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Inadequate basic
conditions
Lack of skills
Design
shortcomings
Leaving
deterioration
unrepaired
Non-observance
of usage conditions
Combination of Failure Factors
Failure analysis
May 11, 2010. “Best Practices in Maintenance Management”
Pune
Countermeasures for Zero Failures
1. Establish basic conditions. Kobetsu Kaizen
2. Keep operating conditions. Jishu Hozen
3. Restore the deterioration. Planned Maintenance
4. Improve weak points in design. Education & Training
5. Improve the skill level. Development Mgmt.
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Data collection for breakdowns
May 11, 2010.“Best Practices in Maintenance Management”
Pune
WHY - WHY Analysis
Oil leaks from cylinder rod each time it operates
Question
ANSWER ACTIONWHY
O-ring changed
What is your final action ?
Answer
Replacing the O-ring
After replacing O-ring, is it OK Yes
Why did you replace O-
ringO-ring cut
Scratch removedWhy O-ring out Rod has scratch
Measures taken to prevent chips
from scattering
Why rod has scratch Chips were scattered and
attached to rod
Cylinder’s position changed and
cover fixed
Why chips were
attached to rod
Cylinder located within scattering
range of chips and rod cover is
not placed
Standardise design and installationWhy cylinder located
within scattering range of
chips and rod cover not
replaced
Defective design and installation
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Mechanical,
55
Electrical, 25
Electronics,
14
Mechanical Electrical Electronics
Area wise Stratification of Phenomena's
Total Phenomenon:94
May 11, 2010.“Best Practices in Maintenance Management”
Pune
51
32
18
72
3641
63
19
20
121018
22
Fixture and seat check
High Pressure coolant System
Hydraulic System
Auto Tool Changer
Axis
Rubber sheet
Coolant
Spindle
Table
Lubrication
Air leakage
Burr
Door
Mechanical Area wise Occurrences
Total : 414 Nos.
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Kaizen, 39Training, 17
CBM, 1
Preventive
Maintenance,
46
No root
cause, 8
Countermeasure for Zero breakdown (Mechanical)
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Development of PM module
Step1
2
3
4
5
6
7
Support & Guidance to JH Activities
Evaluate Equipment and
Understand Current Condition
Restore forced & natural deterioration
and Correct weaknesses
Build an Information management System
Maintain flow of breakdown Analysis
Build a Periodic Maintenance System
Build a Predictive Maintenance System
Evaluate the Planned Maintenance System
MP
CM
PM
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Normal Operation
Preventive
Maintenance
Proper Operation
Set-up and adjustment
Daily Maintenance
Lubrication
Retightening
Cleaning, Address Latent Defects
Operation Condition, Daily Inspection for Deterioration
Minor Check
Time – based Inspection
Time – based Check
Time – based Inspection
Trend Check
Unscheduled Check
Corrective
Maintenance
(Reliability)
Corrective
Maintenance
(Maintain-ability)
Others
Strength KAIZEN
Lightening of Loading
Accuracy Improvement
Conditions Monitoring
MP Activities
Planned Breakdown Maintenance
Emergency Maintenance
Maintenance
Prevention
Breakdown
Maintenance
Sporadic Repair
Earlier discovery of interior situation and
positive and rapid report/remedy
Corrective
Maintenance
Maintena
nceOperati
onRestorationMeasurementPrevention
AssignedImplementation
Classification
KAIZEN Of Check Operation
Check Quality KAIZEN
Productive
Maintenance
Time based
Maintenance
Predictive
Maintenance
KAIZEN of Check Operation
Roles of PM and JH
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Spares Parts management
A. Inventory Reduction
1) 1S and 2S Activities
2) TBM based procurement
B. Cost Saving Activities
1) Develop alternative source
2) In house manufacturing & repairs
3) Re use after modification
4) Life enhancement
3) Procurement Lead time reduction
4) Procurement of consumable spare
through schedule agreement route
Machinery spares parts management
6-26May 11, 2010.
“Best Practices in Maintenance Management”
Pune
Mp Sheet Generation System
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Break Down Hrs Status (Press shop)
1200
0
904
723
660
622
611
540
425
552
300
305
284
244
210
112
425
0
300
600
900
1200
1500
1800
B.M. Apr-
07
May-
07
Jun-
07
Jul-07 Aug-
07
Sep-
07
Oct-
07
Nov-
07
Dec-
07
Jan-
08
Feb-
08
Mar-
08
Apr-
08
May-
08
Jun-
08
Tgt
Nos
of
Hours
BETTER
( Oct-06 to Mar-07 )
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Break Down Occurrence (Press Shop)
333
0
205
155
145
114 12
011
4
145
125
102
99
85
6555
12
125
0
100
200
300
400
B.M. Apr-
07
May-
07
Jun-07 Jul-07 Aug-
07
Sep-
07
Oct-07 Nov-
07
Dec-
07
Jan-08 Feb-
08
Mar-
08
Apr-
08
May-
08
Jun-08 Tgt
Occ
. In
Nos
BETTER
( Oct-06 to Mar-07 )
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Maintenance Cost
2.1
1.6
1.2
0
1
2
3
4
B.M. Tgt Actual Jun 08
Perc
enta
ge o
f sa
les
BETTER
Maintenance Cost Loss reduction Kaizen done 132 Nos
33 % DOWN
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Defects classification
A - Type defect B - Type defect C - Type defect
OK
OK
NOT OK
Action
taken by
operator
OK
OK
NOT OK
No action
by operator
LSL USLLSL USL
OK
OK
NOT OK
Action
taken by
operator
LSL USL
• The output is (OK) initially
• Becomes (NG)
• Corrective action is taken
by operator
• Becomes (OK)
• Use Why – Why Analysis
• The output is (OK) initially
• Becomes (NG)
• No action taken by
operator
• Becomes (OK)
• Use PM Analysis
• The output is (NG) initially
• Action taken by operator
• Becomes (OK)
(setting scrap)
May 11, 2010.“Best Practices in Maintenance Management”
Pune
KAIZEN EYE
7. Short
8. Can detect
9. Easy
4. Less Bolts
5. No coolant
6. Small
7. Long
8. Cannot detect
9. Difficult
4. Many Bolts
5. Coolant
6. Big
INCREASE PRODUCTION REDUCE COSTBENEFIT
REDUCE REDUCE ELIMINATE PREVENT INCREASE LIFE
TIME FREQUENCY
RESULT
PROVIDING / CHANGINGCOUNTERMEASURE
(Kaizen)
1. Poka Yoke
2. More Friction
3. Partly
IDEA
(OPPOSITE OF ROOT
CAUSE)
1. Poka
2. Less Friction
3. Fully
ANALYSIS (ROOT
CAUSE)
CORRECT OBSERVATIONPROBLEM (PRESENT
STATUS)
REDUCE / ELIMINATE / INCREASE / PREVENTTHEME
WHEN Trend Continuous, discontinuous, very rare
Time, period Start-up, season, (summer, winter, rainy season), setup
WHO Men Day shift, night shift, new employees, temporary help
WHAT Materials Lots, type No.
WHERE Location Part, range, process, equipment
WHICH Trend Direction (+, -, fore, rear, left and right), increase, reduction
HOW Status Equipment, jigs,tools, accuracy (dynamic, stationary), machining conditions
Ph
en
om
en
a
str
ati
fie
d
by
5W
an
d 1
H
May 11, 2010. “Best Practices in Maintenance Management”
Pune
Activity KK JH QM PM SH OTPM DM ET
Result Area P Q C D S M
Defect Type
Shop: M/C: Reg. No: 2
Kaizen Theme:To reduce setting time for door speed .
Kaizen Idea: Easy to Access
Problem/Present Status: On FRD machine for door speed setting time is more
Bench Mark 30 Min
Target 5 Min
Kaizen Start 2/11/09
Kaizen Finish 3/11/09
Team Members: 1)Mr.K.O.Zanwar.
2)Mr.A.S.Joshi.
3)Mr.B.k.kachke
Benefits:
1)Machine availability improved.Analysis: Result: Door speed setting time
reduced
Root cause : Hard to access
Kaizen Idea Sheet
Why1: Door speed Setting time more
Why2: Guard has to removed for setting.
Why3: Hard to access
Countermeasure: Provided the window cut out on guard for air flow setting.
How to Sustain : Irreversible
No M/C
T/date Res. Status
1 6 12.11.09
ASJ Comp.
Scope and Plan for HD30
5
0
50
100
,Nov 09 ' Dec-09
Tim
e i
n M
in.
Window for air flow setting
Door cylinder
Door cylinder
No window cut out
Case study
HOLIDAYOEE
INVENTORY
NO ORDER
DESPATCH
PRODUCTION
AVAILABILITY PERFORMANCE QUALITY
B/D SET
UP
TOOL
CHANGE
START
UP
ADJUST-
MENTPM REDUCED
SPEED
MINOR
STOPSSCRAP R/W
JH
PMKK KK KK KK QM QM
GAP GAP GAP GAP GAP GAP
May 11, 2010. “Best Practices in Maintenance Management”
Pune
Loss Tree
REPAIR & MAINTLABOUR
VARIABLE
MFG SUPPORT
MANUFACTURING COST
FIXED
PERSONEL WELFARE ADMIN COST&
PROF FEE
LOL OMLR/W
HRS
B/DCONS
UM
KK KK QMPM PM
GAP GAP GAP
RATE, TAXES,
INSURANCE
BUILDING SPARES DEPRECIA-TION
May 11, 2010. “Best Practices in Maintenance Management”
Pune
Cost Loss Tree
TPM One Point Lesson No.
Date of
preparation.
Engr. Mgr. Prepared By
Theme
Classification Basic
KnowledgeImprovement
classes
Trouble
class
DATE EXECUTED
TEACHER
STUDENT
Related to CLEAN LUBRICATE INSPECT RETIGHTEN P.M.
METHOD OF USING ALLEN KEY
MK PV Patil MKP
23-July-08
METHOD OF USING ALLEN KEY
Correct method -
Allen key is fully inserted in the socket before
tighten or loosen the bolt.
Wrong method -
Allen key is partially inserted in the socket
before tighten or loosen the bolt.
Allen keyAllen key
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Planned MaintenanceKey Activities
Life Extension 1
JH
DETERIORATION
FORCED
DETERIORATION
LIMITING
CONDITION
C
B
M
TIME
J. HOZEN
STEP(4) (6)
ELIMINATION
OF FORCED
DETERIORATION
RESTORATION OF
BASIC CONDITION
REDUCTION
IN SPORADIC
FAILURES
RELIABILITY
BASED
MAINT.
DIAGNOSTIC
TECHNIQUE
+ SERVICE LIFE
PREDICTION
J. HOZENEXTENTION OF WORKING LIFE
(IMP.OF WK.PTS OF DESIGN)& ELIMI-
NATION OF CHRONIC PROBLEMS
MP DESIGN + INITIAL CONTROL Q.M
PM
KAIZEN KOBETSU KAIZENEDUCATION + TRAINING
SHE
Life Extension 2
[CM]T
B
M
1
T
B
M
2
May 11, 2010. “Best Practices in Maintenance Management”
Pune
Role of Pillars- TPM
Activity WHAT
Quality Maintenance Physical phenomenon of Defect
• Customer Complaint In-house Rejection & Rework
Kobetsu Kaizen
(Focussed Improvement)
LOSS
• Set-up, Tool change, minor stop, Motion loss, Start-up etc.
Planned Maintenance TBM
• Replacement, Inspection, Lubrication, Cleaning, Overhaul
• JH Kaizen (request) Kaizen ( MTBF, MTTR, Cost)
• Additional Countermeasure, After Inspection
Jishu – Hozen
(Autonomous
Maintenance)
• Stepwise ( Abnormalities List is separated)
• Audit ( Self, Section, Top management)
• Jishu Hozen Meeting
Education and Training • Program (Subject)
Safety, Health &
Environment
• Patrol Restoration of unsafe action & place
• Education Additional Restoration after patrol
• Kaizen ( Countermeasure)
Development Management • Design Review Meeting
Office TPM • Cost, Lead time reduction, Quality
• Purchasing department – Advising to supplier ( Quality, TPM)
May 11, 2010.“Best Practices in Maintenance Management”
Pune
May 11, 2010.“Best Practices in Maintenance Management”
Pune
Planned Maintenance
May 11, 2010.“Best Practices in Maintenance Management”
Pune 68
Thank You