Graduate to Proactive Maintenance System from Reactive Achieving Maintenance Excellence by implementing TPM, RCM & CMMS To: TPM Action Committee By: Madan Karki, TPM Coordinator Sharpening the saw A saint met a peasant in the woods working hard in sawing down a tree. What are you doing buddy? the saint asked. Dont you see? Im sawing down this tree came the reply.You look tired! Since when are you on it? the saint asked. Over 5 hours, the man replied, & Im beat! Its hard work Well, the saw you are using seems to be blunt. Why dont you take a break for a few minutes & sharpen that saw? It would go a lot faster. the saint suggested. I dont have time to sharpen the the saw,the peasant relied emphatically. Im too busy sawing! Morale of the story: Practicing TPM is sharpening the saw. Why TPM?In traditional mfg system, high WIP were kept to ensure that the plant output is not affected if an equipment is down. The role of maintenance was to ensure an agreed availability, say 90%.The concept is a chain is as strong as its weakest link. Each eqpt is considered independent, so if the lowest eqpt availability is 90%, the process availability is 90%.Weakest Link Theory If the eqpt caused quality problems, these would be noticed in final inspection & the cause traced back to the culprit eqpt & corrected by maintenance.With TPS, WIP were reduced for shorter lead-times & improved quality.Why TPM?This made the eqpt interdependent; stopping an eqpt will result into stopping of whole process.Equipment Interdependency Now, process availability is the product of the individual availabilities; i.e. product law of series systems applies. For 4 eqpt process to achieve their original availability of 90%, the individual availabilities needed was 97.5%. Inventory reduction caused huge pressure on maintenance, in spite of their same performance. As per traditional concept (higher availability needs more resources), more resource were needed to increase the level of availability. The conflict between maint cost & availability is same to the old quality mind-set before TQC: higher quality required more resources for final inspection & rework. Product Law for Series System SPC, "Quality at Source, enabled highest quality at lowest cost with quick response & superior customer service. TQC emphasized "prevention at source" by controlling process variables. Instead of enlarging inspection team, all employee were trained to identify problems at source & reduce the costs so that QC Deptt can focus on variation reduction thru process improvement. TPM is "prevention at source" in maintenance- to identify & eliminate the source of eqpt deterioration.Result - higher availability & reliability, increase in capacity & reduction in costs. TPM vs. TQM - Similarities 1. Total commitment to the program by upper level management is required in both programs2. Employees must be empowered to initiate corrective action 3. A long range outlook must be accepted as TPM may take a year or more to implement and is an on-going process.4. Changes in employee mind-set toward their job responsibilities must take place as well.CategoryTQMTPM Object Quality (Output & effects )Equipment ( Input & cause)Mains of attaining goal Systematize the management. It is software orientedEmployees participation & it is hardware orientedTargetQuality for PPMElimination of losses & wastes.TPM vs. TQM - Differences Tool for RCF is 5 Whys one reaches at the root after asking Why 5 times.The graph shows life of a part with an avg life of 12-months. The part fails within the range of 6 18 months, 6 months variation on either side. If it isreplaced in 12-months there will be significant no. of failures. If it is replaced in 6-months, the cost will be huge.Root Cause of Failure Average Life 12 months Freq. Of failure Age Useful Life 6 months This is where TPM becomes important. The failures data of such components tend to congregate around some Avg life. Useful life is the age at which there is a rapid increase in the conditional probability of failure. TPM is based on the precepts of: understand cause of variation Reduce/minimize variation look for improvement. Studies show the 3 conditions that cause 80% of variation are: Looseness Contamination Lubrication Variation in Life Average Life 18 months Freq. Of failure Age Useful Life 16 months Eliminate above 3 conditions to "establish Basic Eqpt Conditions, which will squash up distribution curve by 80% & move to the right, thus increasing the life of the parts. Operating Agef0f1 f2f3 Stress Resistance Restore Resistance Reduce Rate ofDegradation Reduce stress: f0-f1 Restore resistance: f1-f2 Reduce degradation: f2-f3 Prevent Failure When applied stress exceeds resistance, the items fail. Life of an item can be extended by: TPM helps to ensure 'basic equipment conditions'. Remember Maintenance function alone cannot improve reliability. Eliminate Lack of care', Poor operating practices, Adverse equipment loading etc. through TPM involving everybody. Relationship between RCM & TPMIn 1950's, Science of Maintenance emerged with the name Reliability Centered Maintenance, which uses failure theory to improve Eqpt Reliability thru PM program. To implement the same, the eqpt must be in its Basic Eqpt Condition. In his book, TPM in Process Industries, Suzuki writes:"Implementing a PM program w/o restoring basic conditions leads to failures before next service is due, which will force to reduce service interval & defeat whole point of PM program. It is impossible to predict optimal service intervals if accelerated deterioration & operating errors exists."Traditional PM programs are based on the concept that every item has a life at which overhaul is necessary to ensure operating reliability. But, thru the years, it has been seen that many types of failures could not be prevented or reduced by such activities, no matter how intensively they were performed. Relationship between RCM & TPMProactive Maintenance CMMS Life Age Prob. of failure Wear-out zone Evolution of Maintenance Since 1930s, maintenance has evolved in 3 generations. In last 20 years, it has changed more than any other discipline. Failure is related to age was 1st generation belief - period up to World War II. Simple & over-designed equipment, hence reliable & easy to repair. The failure pattern shows slowly increasing conditional probability of failure, ending in wear-out zone. First Generation Second Generation AnawarenessofInfant Mortality led to 2ndGenerationbeliefin the bathtub curve. Prob. of failure Age Infant Mortality Wear-outzone Wartime pressure increased mechanization. Concept of Routine Preventive Maintenance & system for maintenance planning & control emerged.BathtubCurve:beginswithahighincidenceof failure(infantmortality)followedbyconstant conditional probability of failure & a wear-out zone. Failure Pattern A 3rd generation research revealed that 6 failure patterns exist in practice. If eqpt is complex, so will the failure patterns. Third Generation Pattern D: Pattern E: Pattern F: Pattern C: Pattern C: Slowly increasing failure probability of without any identifiable wear-out age. PatternD:Lowprobabilityoffailurewhentheitemis new, then a rapid increase to a constant level. Pattern E: a constant probability of failure at all ages (random failure). PatternF:startswithinfantmortality,then drops to a constant probability of failure. Studiesonaircraftshowedthat4%ofthe items conformed to pattern A, 2% to B, 5% to C, 7% to D, 14% to E & 68% to pattern F. As assets become complex, we see more and more of patterns E & F. A Brief History of RCM US Aviation, frustrated by failure rate of engines, formed a taskforcein1960toexplorecapabilitiesofPMprograms, which revealed 2 main discoveries: Scheduledoverhaulhasnoeffectonthereliabilityofa complex item unless it has age-related failure mode. Thereareitemsforwhichthereisnoeffectiveformof scheduled maintenance. In 1965, a technique was devised, which was refined later with the name MSG1, MSG2 & MSG3 (Maint steering group) MSG-1 used in Boeing, inspection hrs reduced to 66K from 4 Mn. MSG-2 was used in Lockheed, Airbus & Concorde. Items requiring scheduled overhaul was reduced to 7 from 339. Cost reductions were achieved thru understanding of the failure process & not decreasing the reliability.Age-related Failures Average Life 18 months Failure rate Age Useful Life Prob. Of failure Age Wear-out occurs if eqpt comes into contact with the product or if there is fatigue, oxidation or corrosion.Fatigue affects metallic items subjected to hi-frequency cyclic loads.Oxidation & corrosion depend upon chemical composition, protection & the working environment. Examples of eqpt in-contact with the product are pump impellers, valve seats, seals, screw conveyors, machine tools, crusher, hopper liners, furnace refractories, dies, inner surface of pipelines etc. Useful Life 12 months Know Failures: Not Related to Age Resistance to stress Applied stress Time Resistance to stress Time Fig. 1 Fig. 2 Applied stress Very few failures are age related due to variations in applied stress & complexity.Variable Stress: wear-out is not always proportional to the applied stress, which is never consistent. So, failures occur due to increase in applied stress caused by incorrect operation or assembly; e.g. starting a machine too quickly, over-torquing bolts, mis-fitting of parts etc.Here failure is not related to age (fig-1). In fig. 2, the stress peak reduces resistance to failure, not actually causing it to fail; e.g. an earthquake to a structure In fig. 3, the stress peak temporarily reduces resistance to failure, e.g. thermoplastic soften when temperature rises & harden again when it drop Resistance to stress Time Resistance to stress Time Fig. 3 Fig. 4 Applied stress Applied stress In fig.4, a stress peak accelerates the decline of failure resistance & shortens the life of the component.This may happen if a ball bearing is mis-aligned during installation or the bearing is damaged by dropping on the floor or dirt gets into the bearing while in service.Know Failures: Not Related to Age In all 4 cases, it is not possible to predict when the failures will occur, hence termed as random failures.Age-related failures apply to simple mechanisms. Complex items conform to random failures (failure pattern D, E & F). The wide variation in bearing life obtained by bearing life test machine precludes the use of any time based maintenance strategy.Bearings are the weakest components, only 10 - 20% of them achieve their design life due to dynamic load caused by misalignment & imbalance (due to poor installation, lubrication, handling & storage practices).Outer race of a ball bearing is the most heavily loaded part, which moves up & down as the bearing rotates, which cause subsurface fatigue cracks with symptoms of vibration, particles in lubricant, noise & overheating.Know Failures: Not Related to Age Failure Pattern B Resistance to stress, S AgeFreq. of failure No. of survivors FAILED NEW 111 1 1 11 3 14 34 34 14 3 100 98 84 50163 Due to linear deterioration, e.g. pump impeller. Out of 12, ten deteriorate at roughly the same rate & last between 11-16 periods. 2 impellers failed prematurely, 1st due to poor case hardening & the 2nd due to change of liquid properties for a while. The analysis here applies to impellers failing due to wear only.Typical of reciprocating engines. Frequency & conditional probability of failure curves show 2 lives. The Avg life is same as MTBF. Useful life pertains to rapid increase in the conditional probability of failure - used to establish the frequency of scheduled tasks. Failure Pattern E Freq. of failure AgeCond. Prob. % No. of survivors 10 10 101010 101010 90 8173 66595348 43 10987 7655 Rolling Bearings conform to this pattern failure probability is const, i.e. 10% in each period. A sample of 100 bearings, a decay of 10% per period means unity is reached after 43 periods. Survival distribution & frequency curve decline exponentially & cond. probability curve remains flat indefinitely- at no stage scheduled task can be contemplated. MTBF for random failure is given by the point at which 63% of items fail. But, these items do not have a useful life. Failure Pattern F Freq. of failure Most interesting one - only pattern where the probability of failure declines with age (except pattern A, which is a special case). A typical of electronic equipment. Most common patterns(68%). Highest probability of failure occurs when the eqpt is new or just overhauled, known as Infant Mortality due to below causes : Poor Design: If an item is incapable of delivering the desired performance, & tends to fail soon after being put into service. solved by redesign /use of proven technology. Bad workmanship: If something is badly put together, it will fall apart quickly. Will be avoided if the task is done by trained personnel only.Failure Pattern F Incorrect commissioning: It occurs if the equipment is set up incorrectly. Poor mfg & installation: It occurs if equipment manufacturers quality standards are too loose or if the parts are badly installed. The problem is solved by either rebuilding the affected assembliesor replacing the affected parts. Routine maintenance: Infant mortality is caused by routine maintenance tasks which are invasive as they disturb the eqpt & upset a stable system.Infant mortality problems are solved by once-off actions & not by Scheduled Maintenance (except few on-condition tasks to anticipate failures).S N Cyclic stress No. of cycles, NStress S will cause the item to fail after N cycles.Pattern C shows a steadily increasing probability of failure, but at no point we can say thats where it wears out. The possible cause of pattern C is fatigue, which is caused by cyclic stress, & the relation between cyclic stress & failure is governed by S-N curve. Pattern C is also associated with insulation failure of alternator windings. Not all fatigue failures conform to pattern C. Typical of turbine engines. Failure Pattern C Failure Pattern A It is accepted now that failure pattern A the bathtub curve is a combination of two or more different failure patterns, infant mortality & age-related failure.For random failure, an item with higher MTBF will have a lower failure rate in any given period. For age-related failures, a more reliable component will have a longer useful life.Hence, a reliable pattern B component lasts longer, while a reliable pattern E component fails less often than the other. Reliability of bearings is measured by B10 life - the life below which no more than 10% of the bearings will fail under given load & speed. If bearings of brand Y is twice as reliable as brand X, B10 life of brand Y will be twice as that of brand X. Here, MTBF will be about 9.5 times the B10 life.Unless there is a dominant age-related failure mode, age do notaffectreliabilityoftheitems.Actually,scheduled overhaulsincreaseoverallfailureratesbyintroducinginfant mortality into a stable system. Failure Patterns & Reliability Evolution of TPM 1st Gen had 5 TPM Activities, focused on improving equipment effectiveness only. In 80's, 2nd Gen (Total Process Mgmt) included losses of line imbalances & schedule interruptions due to poor production scheduling . Recognizing need of involving whole company, 3rd Gen TPM (Tot Productive Mfg) consists 8 Pillars, 16 Losses &4Ms (Man, Mc, Method & Material). TPM is a company wide initiative involving all employees, & cannot be implemented by the maintenance team alone.History & Background of TPM A concept to increase eqpt productivity thru changes in employee attitude toward their job responsibilities by employee empowerment. TPM brings maintenance into focus as a vital part of the business & no longer a non-profit activity. Maintenance is scheduled as a part of the working day & an integral part of the mfg. process & not simply squeezed in whenever there is a break. TPM Ref Std - Japan Institute of Plant Maintenance From Japanese Industrial Excellence to achieve More with Less, Main mfg excellence approach of Toyota. Goals, Objectives & Targets 1. Achieve Zero Defects/BD/Short Stoppages 2. Achieve 85% OEE3. Reduce the manufacturing cost by 30% 4. Changeover/Setup in single digit minutes 5. Increase in suggestions by 3 fold. 6. Multi-skilled operatives 7. Customer satisfaction - OTIF with required quality8. Favorable change in employee attitude9. Feeling of owning the machine among employee 10. Clean & tidy work place 11. Employee Involvement & Teamwork Are Zeroes Possible? Hoechst: NIL breakdown of tableting m/c for 6 months Morarjee Mills: Blow Room uptime raised from 65% to 93% Milton Plastics: 21 m/cs uptime raised from 60% to 75% What is Possible Depends Upon: Commitment appraisal linked by TPM? How much hands-on are managers? TPS & New insights of TPMHarvard researchers identified 4 rules that govern TPS: Rule 1: All work is specified, All improvement are documented in procedures Planned schedules govern all maintenance work Daily/weekly joint prod/maint planning & status meetings keep efforts focused & aligned.Rule 2: Communication mode are direct & clear - to send requests & receive responses; e.g. Maint requests are sent & acknowledged promptly with visual cues or signals. When repairs are made, the requestors sign off Rule 3: pathway to every service must be direct, e.g. Every operator knows where to go for help with maint problems, directly to the maintainers. Rule 4: improvement are done thru scientific methods, at the lowest possible level in the organization; Root cause analysis are applied to eliminate chronic & sporadic equipment-related problems. Small x-functional groups close to the problem find solutions & conduct trial to check whether it works Experienced/trained people lead improvement efforts. TPS & New insights of TPMThe Discipline & the Culture As we explore TPS/TPM success stories, we see that it takes discipline in the workplace. 4 rules define the basic structure of workplace discipline. Many people still regard maint as "fixing things" & a non-value adding support to the business. Learn TPM in true sense & dont take any shortcuts, it works, if properly implemented.The reasons could be: Lack of understanding in the total effort required, Lack of management support, Lack of TPM staff, Union resistance, Inadequate training, Changed priorities, Lack of persistence, Failure to develop a good implementation strategy Choosing the wrong approach. Why every second attempt of TPM fails? Implementation of TPM1. Obtain commitment of upper level management. 2. Appoint a TPM coordinator & an Action Team.3. Action Team understands TPM thoroughly 4. Action Team assess currentsituation (OEE, eqpt, skill, plant orderliness, attitude, motivation & mgmt style) & works out detailed implementation plan 5. In-plant TPM training O Dissemination of TPM Concept to the work force. O Form section-wise teams headed by Action Team members till team leaders emerge. O Pinpoint problems, find solution & take corrective action.O Provide exposure to other plants to observe TPM methods/techniques& establish "benchmarks". 6. Pilot Plan Implementation In Sewing 7. Plant-wide Implementation 8. Introduction audit - checks if the TPM fundamentals are done correctly & on schedule. Done after 6-12 months. 9. Progress audit - after 18-30 months to determine if: PM is carried out by the TPM teams, OEE >85%, ratio of proactive vs. reactive maint is 80:20 10. Certification & award eqpt & product quality are at the highest levels. the plant is world-class: highly productive, top quality product, equipment in top shape. Implementation of TPMPRODUCTION PYRAMID PROFIT PROFIT QUALITY COST DELIVERY MAN MACHINEMATERIALMETHOD IMPROVEMENTS MURAMURIMUDA5 S HABIT TPM Structure TPM Action Team SK, SC, AKJ, RM, TS, AT Niche 1 Cell 1,2 & 3 Cell 4,5 & 6 Prep1Prep 2 Niche1 S Kumar Manoj S Jit N Kamal Bhima Ravindra Operatives Cell 1,2&3 Prabin Amarendra BinodSuman B Ganesh Lal Karna Operatives Cell 4,5&6 AKJ Saroj Amarendra BinodMDM Samjhana Sudhir Operatives Prep1 A Thakur Munna Amrita Shambhu BinodSarita Ek Bdr Operatives Prep2 RM S Jha Shambhu Jit N Chandan Omkar Operatives Fusing Tara S JhaManoj S Jit N Mahesh J Prakash Operatives Morning Evening Niche1 S Kumar Raj Kr Rai Santosh S Uttam Champa US Thakur Operatives Cell 1,2&3 Prabin Sachin K New Elec S. Thapa Anju Sant Thakur Operatives Cell 4,5&6 AKJ Saroj Sachin K New Elec Karna Sumodh Operatives Prep1 A Thakur Munna Mukesh New Elec D Bhandari RK Dev Operatives Prep2 RM MU Mukesh Santosh S Kmuddin Usman Operatives Fusing Tara MURaj Kr Rai Santosh S Shushan J Prakash Operatives Pillar 1: Autonomous Maintenance 1. Initial cleaning * Ability to determine machine abnormalities* Ability to design & make improvements Develop the skill to spot abnormalities & it 2. Eliminate sources of contamination and Operators determine by themselves what they have to do 3. Convert inaccessible areas into accessible 4. Make checklist for cleaning & lubrication stds 5. General inspection Understanding operation principles of machine & its systems More skilled operators & techs. teach the least experienced 6. Autonomous Inspection Understand relationship between eqpt conditions & product quality Data organization to describe optimal conditions & how to maintain them 7. Organization & housekeeping Full Implementation Continuity! Pillar 1: Autonomous Maintenance 1. Cleaning & Restoration Thoroughly restore & clean. Motivation through participation. 2. Eliminate sources of contamination and Study root causes of dirt, loss, damage & take actions. 3. Convert inaccessible areas into accessible Achieve 1 minute accessibility time for doc + parts. Implement stock mgmt at 1 glance. 4. Standardization & Control of Work Achieve a problem free work flow in stock inventory & data availability. 5. Self ManagementSelf Managed Teams General Maintenance SOP before switching on the machine. General cleaning - feed dog, to check the needle broken by sliding on finger nail, checking of oil sump. SOP before leaving the machine like cleaning, to put cloth under pressure foot with needle down position etc.Steps1. Cleaning & Restoration 2. Counter the Contamination 3. Improve eqpt accessibility 4. Set initial maintenance standards 5. Establish general inspection skills (Maint & Process) 6. Establish Autonomous Inspection 7. Organize & Manage workplace Pillar 1: Autonomous Maintenance Operator-involved maintenance Eqpt "ownership"by operators: Autonomous maintenance: Achieve highest OEE. 7 Types of Abnormalities 1. Minor flaws - Eliminate 2. Contamination sources Provide Countermeasures 3. Unfulfilled basic conditions Set it right 4. Inaccessible places Make it accessible 5. Quality defect sources - Eliminate 6. Unnecessary & non-urgent items Remove from machine & store at right place 7. Unsafe places Eliminate Step 1: Cleaning & Restoration Establish Basic Conditions Oil Clean Tighten Basic Paradigm: COT & F Cleaning Oiling Tightening Filing Restoration sequence: Machine Materials Method Man (people) Restore Your Machine First Step 1: Cleaning & Restoration Autonomous maintenance is based on raising the operators awareness in understanding their machines & how to perform Daily checks, Lubrication, Part Replacement, Minor Repairs, Precision checks & Early detection of abnormal conditions. To that purpose we will help them develop 3 skills: 1. Ability to determine & judge if operating conditions are abnormal 2. Ability to preserve normal conditions 3. Respond quickly to abnormalities by repairing or calling a technician Step 1: Cleaning & Restoration 1. Set a date, obtain tools & cleaning materials. 2. On the date, employee clean the eqpt with the help of maintenance crew3. While cleaning, inspection shall be done looking for potential defects. Cleaning is Inspection Inspection means identifying abnormalities Cleaning is a Health Check 4. Open previously Unseen covers & clean including electrical boxes & oil tanks. 5. Correct oil leakage, loose wires, loose nuts/ bolts & worn out parts. Step 1: Cleaning & Restoration 6. Simplify eqpt by eliminating Unnecessary items7. Expose abnormalities. 8. Stimulate curiosity & develop a sense of ownership.9. Refer the check points for Nuts, Bolts, Lubrication, Transmission, Electrical & Pneumatic. 10. List down the Abnormalities in the given format. 11. Attach Abnormality tags: White tags for problems, to be solved by operators, Red tag means help of maintenance is needed. 12. Refer to history records of the machine. 13. Record cleaning time What state should the machine be in? Schedule of cleaning, inspection & lubrication with details like when, what & how shall be made & followed strictly. Study the existing M/C check sheet & analyze why is it not maintained & used effectively. Set Goal time for all activities put together-Cleaning, Lubrication, Inspection & Retightening, separately for D,W,M & Y activities Clarify place, method, std, period, tool, frequency etc, so that no ambiguity & subjectivity remains while taking decision. Unfulfilled Basic Conditions Lubrication Gauges Tightening Insufficient, Dirty, Unidentified or unsuitableDirty, Damaged, leaking, No indication of Oil level, incorrect level Loose Nuts & Bolts, Missing, Cross-threaded, Too long, Crushed, Corroded, Unsuitable washersUnsafe Places Dim, out of position, dirty or broken covers. Broken covers, no emergency stop. Lights Rotating MINOR FLAWS Stand by equipmentPiping accessories Electrical accessoriesJigs & Tools Spares/auxiliary materialsMakeshift repair items Contamination Play/Slackness Abnormality Adhesion Dust, Dirt, Oil , Grease, Rust, Paint Shaking, tilting, eccentricity, wear, distortion, corrosion, slack belts/chains Unusual noise, heat, vibration, smell, discolor, incorrect pressure/current Block, stick, jam etcUnnecessary & Non-urgent Items Cleanliness Control inLubrication Systems What is Cleanliness? Cleanliness is a term which is used to describe the relative quantity of contaminant particles in any given system. There are a number of Internationally agreed standards to which one can refer if attempting to measure the cleanliness of a fluid. Each machine system will have an optimum cleanliness level which will be a balance between the maintenance of machine efficiency and the cost to maintain cleanliness Section 6 Relative Size Comparisons 100 Micrometers - Salt Crystal 70 Micrometers - Human Hair 40 Micrometers - Limit of visibility 25 Micrometers - White Blood Cell 8 Micrometers Red Blood Cell 2 Micrometers - Bacteria Section 6 Examples of Typical Clearances Between Components Gear Pump- 0.5 - 5micron Vane Pump - Tip 1micron - Side5 - 13micron Piston Pump - Piston to Bore 5 - 40micron - Port Plate to body 0.5 - 5micron Control Valves - Servo 1 - 4micron - Proportional11- 6micron - Directional2 - 8micron Rolling element Bearing 0.1 - 1micron Journal Bearings 0.5 100 micron Hydrostatic 1 - 25micron Section 6 How is Cleanliness Measured? Section 6 From To8,000,000 16,000,000 244,000,000 8,000,000 232,000,000 4,000,000 221,000,000 2,000,000 21500,000 1,000,000 20250,000 500,000 19130,000 250,000 1864,000 130,000 1732,000 64,000 1616,000 32,000 154,000 8,000 132,000 4,000 121,000 2,000 11500 1,000 10250 500 9130 250 864 130 732 64 616 32 5ISO Range NumberNumber ofPart iclesISO 4406 is the most commonly used cleanliness rating. The adjacent table shows the codes used to represent the number of particles in 100 ml of oil. This code is applied to the number of particles >4, >6 and >14 micron in size, e.g. 20/18/16 NAS Equated to ISO 4406 ISO 4406 Code NAS 1638 Class13/ 11/ 08 214/ 12/ 09 315/ 13/ 10 416/ 14/ 11 517/ 15/ 12 618/ 16/ 13 719/ 17/ 14 820/ 18/ 15 921/ 19/ 16 1022/ 20/ 17 11Typical System Cleanliness Syst em Type ISO 4406 CODEGear Pump 19/ 17/ 14Piston Pump 18/ 16/ 13Vane Pump 19/ 17/ 14Proportional Control 18/ 16/ 13Servo Valve 16/ 14/ 11Inj. Moulding Machine 18/ 16/ 11Unused Hyd. Oil 18/ 16/ 13General Lubricants 23/ 21/ 17What Effects can Poor Cleanliness Create Damage interacting components - abrasion. Reduce component life - erosion. Obstruct critical flow paths. Damage servo/ proportional valves. Increase quality problems. Increases customer dissatisfaction. Reduce market perception. Damage business opportunities. Raise costs. Step2: Counter the Contamination In-Built Generated Added Lubricants Gases Liquids Leaks, Spills, Seepage etc. Leaking comp. air, steam etc. Leaking water, Leaking supply lines etc Sources: Main Sources of Contamination. Where does Dirt Come From? Build debris from fabrication, machining and casting. Lubricant, as new Wear debris Corrosion particles Fatigue spalls Airborne contaminants Sealing damage Poor assembly techniques Environmental factors What Failures are Likely? Sudden or Catastrophic - This is caused when a small number of particles invade a critical space and create a torque reaction large enough to cause a seizure or fracture which is irreversible. Intermittent -Similar to that above but usually caused by smallersize structures. These types of event will eventually lead to a catastrophic failure. Typical examples are temporarily blocked or un-seated spool/poppet valves. Degradation- Typically characterised by Flow erosion, abrasion, polishing and general wear. Section 6 Implement Countermeasures against sources of dust & dirt, splashing & leaks of oil etc. Shorten the time for Cleaning, Lubricating & servicing & rank the priority places for daily inspection. Use of concepts like Localized Guards Grow BUDS OF KAIZEN in the Operators mind. Countermeasures How Can We Manage Cleanliness? Purchase lubricants of a known quality and cleanliness Store lubricants properly Dispense lubricants properly Flush all new systems to remove build debris Use oil/air filtration systems which will remove particles larger than the critical clearances Change filters at an appropriate frequency Ensure that all assembly techniques are adhered to Check regularly the cleanliness of lubricants in use to verify that other procedures are being effectiveSection 6 Countermeasures to Contamination Example1:The return oil flow used to splash & spread around causing contamination. Channelized return oil flow to the lubrication tank. Example 2 Problem: Limit switch fixed near the bottom bolster Soap oil spills over the limit switch, while spraying Cleaning is not done often due to more cleaning time. Solution:1. Localized acrylic cover provided for limit switch. 2. Soap oil will not spills over the limit switch3. Cleaning time is reduced Cleaning time : Reduced from 5 minutes to 2 minutes. Countermeasures 1. Bearing Worn Out Play in theshaft 2. Oil Stain Excess supply of Lube oil Adjust Oil Amount 3. Filter choked Dirt in the Oil Tank 4. Coolant Splashing Limit the volume of Coolant used Localized Guards 5. More Chips Excessive Stock in forged component Lessen stock to be machined Localized Guards for Chips 6. Grinding of V Belt (Belt Manufacturing) Rubber Powder Duct from Suction Pump at the Grinding location. Why-Why Analysis for problems shall be done. Countermeasures Before Burr deposits on motor from the Swarf conveyor. After Localized Guard provided nearer to the source (swarf conveyor) to prevent burr to fall on motor O Before - The limit switch fixed on a moving member of the m/c, resulting cable rubbing on the m/c. O After Limit Switch shifted to non moving member of the m/c. Prevents Break Down. Step 3: Improve eqpt accessibility Difficult to clean/Inspect/Lubricate/Tighten/Operate/Adjust Due to: M/c/ construction, covers, height,Layout, position, orientation Position of lubricant inlet/outlets, valves, switches, gauges etc. a. Inaccessible regions made accessible; e.g. if many screw to open, provide hinge door or inspection window of acrylic sheets. b. Shorten the time for COT. Examples: Eqpt accessibility 1. V Belt Inspection Difficult Covers to Remove Make Inspection Window 2. Inspection of pressure Gauge not possible Pressure gauge at top Bring it down 3. Forging m/c was fully covered making it difficult to clean & inspect the motor & fly wheel area. A see through sheet was provided on the side cover making cleaning & inspection easy. 4. Impeller cleaning difficult. To remove motor, end cover to be removed. Motor end cover made split type, cleaning time reduced from 4 hrs to 5 min. Examples: Eqpt accessibility 1. Draining and Oiler Checking Difficult Oiler, Air Filter installed near floor. 2. V Belt Inspection Difficult Covers to Remove Make Inspection Window 3. Electrical Wires at the back of M/C making cleaning impossible Take to Z Axis or flush it to the ground to clear up XY Axis. 4. Operator has to stretch his hand to operate the switch. Switch shifted to convenient location.Design for Maintainability FeaturesBenefits Easy access to serviceable items Maintenance time reduced Technician fatigue reducedNo/minimal adjustmentLess problem, lesser downtime Maint training curve reduced Components/modules quick & easy to replace Technician fatigue reducedProblem diagnosis improves Mistake proofing part installs one way only Chances of error reduced Maint training curve reduced Self-diagnosticsMaintenance time reduced No/few special toolsTool inventory reduced Std fasteners/ partsSpare inventory reduced Less components in assembly Spare inventory reduced Reliability improves Visual Factory 1. Visual Factory", deals with workplace orderliness to eliminate waste & error. 2. Reduces eqpt-specific training time by conveying specific information at the point of use as below:ActivitySymbolTools Clean Lub e Insp On the equipmentIn the spares storeNear the equipmentVisual SOP/Work instructions Visual Systems - On the EquipmentFIG # 1 GAUGES WITH OPERATING RANGES FIG # 2 PROBLEM TAG FIG # 3 WHAT ARE WE READING? IN WHAT ORDER?FIG # 4 CLEAR MARKINGS ELIMINATE ERRORS Visual Systems - near the EquipmentMANUFACTURER'S DIAGRAM WITH INDICATIONSVisual - On the Equipment Mark operating ranges on gauges Label eqpt parts to standardize nomenclature Maintain accurate eqpt repair history. Label lubrication & fluid fill points Mark directions of flow, rotation to prevent errors. Use color-coded grease fitting caps to protect & designate lubrication types & frequency. Label part nos. on the eqpt to save time Color-code changeover parts Use tags to pinpoint the problem areas & request maintenance help Visual - On the EquipmentUse visual "action board" Label pneumatic/electricallines & devices to aid troubleshootingMark matching nuts/bolts to indicate tightening torque Label Insp points/gauge reading sequence nos Make Lub System Diagram marking oil spot, Oil type & Frequency (Oil Jockeys & Grease Guns) with time required (for Hard to Oil Areas). Create Visualization of Oil Level Marks. Color-code pipelines Visual - near the EquipmentEqpt action boards for performance trends & improvementsVisual PM schedules showing when PMs are due, past due, & completed - for the year Visual Procedures & Work InstructionsPhoto & drawings to show important points in proceduresPhotographs to show where to inspect or adjustPhotographs to show where to get equipment readings for a shift inspection log sheet Train people to enable them to use inspection manuals.Step 5: General Inspection Skills Lubrication Tightening Pneumatics Hydraulics Electrical Drives Prepare schedules & checklists Provide Training Implement Audit Manuals Checklists Cutaway Models Checkpoints for Nuts & Bolts Are any nuts/ bolts loose? Are any nuts/bolts missing? Do all bolts protrude from nuts by 2-3 thread lengths? Washers E Are flat washers used on long holes? E Are tapered washers used on angle bars/channels? E Are spring washers used in vibration area? E Are identical washers used on identical parts? Attachment of Nuts/BoltsE Are bolts inserted from below & nuts visible from outside? E Are devices secured by at least 2 bolts? E Are wing nuts on the right way around? Lubrication Checkpoints Lubricant Storage Are lube stores clean, tidy & well-organized by the application of 5S principles? Are lube containers capped? Are lube types indicated & stock control practiced? Lubricant Inlets OAre grease nipples, lube ports/ inlets kept clean? OAre lube inlets dust proofed? OAre lube inlets labeled with type & qty of lube? Lubricant Checkpoints Oil-Level Gauges Are oil-level gauges & lubricators clean & oil levels easy to see? Is the correct oil level clearly marked? Is eqpt free of oil leaks & oil pipes/breathers unobstructed? Automatic Lubricating Devices Are automatic lube devices operating correctly & supplying the right amount of lube? Are any oil/grease pipes blocked, crushed or split? Lubrication Condition Are rotating/sliding parts & transmissions (e.g.chains) clean & well-oiled? Are the surroundings free of contamination by excess lube? Transmission Checkpoints V-belts and Pulleys Are any belts cracked/swollen/worn or contaminated by oil/ grease? Are any belts twisted or missing? Are any belts stretched or slack? Are multiple belts under uniform tension & all of the same type? Are top surfaces of belts protruding above the pulley rims? Are the bottoms of any pulley grooves shiny (indicting a worn belt or pulley)? Are pulleys correctly aligned? Roller Chains Are any chins stretched (indicating worn pins or bushings)? Are any sprocket teeth worn, missing, or damaged? Is lubrication between pins and bushing sufficient? Are sprockets correctly aligned? Transmission Checkpoints Shafts/Bearings Is there any overheating, vibration, or abnormal noise due to excessive play or poor lubricant? Are any keys or set bolts loose or missing? Couplings Are any couplings misaligned or wobbly? Are any coupling seals worm? Are any bolts slack? Gears Are gears lubricated with the right amount of lubricant? Are the surroundings clean? Are any teeth worn, missing, damaged or jammed? Is there any unusual noise or vibration? Hydraulic Units s there correct qty of fluid in hydraulic reservoirs & correct level indicated? Is fluid at the correct temperature? Are the max & min permissible temp indicated? Is fluid cloudy (indicating air entrapment)? Are all fluid inlets and strainers clean? Are any suction filters blocked? Are any fluid reservoir breather filters blocked? Are pumps operating normally w/o unusual noise & vibration? Are hydraulic pressures correct & operating range displayed? Hydraulic Checkpoints Hydraulic Equipment Are there any fluid leaks? Are hydraulic devices properly secured w/o any makeshift fastenings? Are hydraulic devices operating correctly without speed losses or breathing? Are hydraulic pressures correct, and are all pressure gauges working correctly (zero points, deflection)? Piping and Wiring Are all pipes and hoses securely attached? Are there any fluid leaks? Are any hoses cracked/damaged? Are all valves operating correctly? It is easy to see whether valves are open or shut? Are any pipes, wires, or valves unnecessary? Pneumatic Checkpoints FRLS Are FRLs clean? Is it easy to see inside them? Are they fitted the right way around? Is there sufficient oil, and are the drains clear? Is the oil drip rate correct (approx 1 drop/10 strokes)? Are FRLs installed < 3 m from the pneumatic equipment? Are pressures adjusted to the correct value & operating ranges clearly indicated? Pneumatic Equipment Is compressed air leaking from cylinders/solenoids? Are cylinders & solenoid valves firmly attached? Are any makeshift fixings in use (wire/adhesive tape)?Pneumatic Checkpoints Are any pistons dirty, worn, or damaged? Are speed controllers installed the right way around? Is there any abnormal noise or overheating of solenoid valves, and are any lead wires chafed or trailing? Piping and Wiring Are there any places in pneumatic pipes or hoses where fluid is liable to collect? Are all pipes and hoses clipped firmly into place? Are there any compressed-air leaks? Are any hoses cracked or damaged? Are all valves operating correctly? Is it easy to see whether valves are open or closed? Are any pipes, wires, or valves unnecessary? Electrical Checkpoints - Control Panels Are the interiors of DBs, switchboards & control panels kept clean & tidy by the application of the 5S principles? Any extraneous objects /flammable materials left inside? Is the wiring inside control panels in good condition? Are any wires coiled or trailing? Are all ammeters/voltmeters operating correctly & marked? Are any instruments or display lamps broken? Are any bulbs faulty? Are any switches broken? Do all switches work correctly? Are control panel doors in good condition? Do they open & close easily? Are there any unused holes? Are control panels water proof and dustproof? Electrical Checkpoints Electrical Equipment Are all motors free of overheating, vibration, and unusual noise and smells? Are all motor cooling fans and fins clean? Are any attachment bolts loose? Are pedestals free of cracks/damage? Sensors Are all limit switches clean and free of excessive play? Are the interiors of all limit switches clean? Are any wires trailing? Are all covers in good condition? Are any limit switches incorrectly installed? Are any limit switch dogs worn, deformed, or the wrong shape? Are all photoelectric switches and proximity switches clean and free of excessive play? Are any sensors out of position? Are correct positions clearly indicated? Are all lead wires unchated, and is insulation intact at entry points. Electrical Checkpoints Switches Are all switches clean, undamaged & free of play? Are all switches installed in the correct position? Are emergency stop switches installed in appropriate locations, and are they working correctly. Piping and Wiring Are any pipes, wires, or power leads looser or unsecured? Are any ground wires damaged or disconnected? Are any pipes corroded or damaged? Are there any bare wires or wires with damaged insulation? Are any wires coiled on the floor or dangling overhead? General - Purpose Equipment: Pumps Are pumps & their stands free of unusual noise, vibration & play? Are pedestal bolts tight, corrosion-free, and undamaged? Are stands/pedestals free of corrosion, cracking & other damage? Is any liquid leaking or spraying from gland packings? Is any liquid leaking or spraying from pipes or valves? Are any pipes or valves blocked? Are all meters (flow/temp) & gauges(Pr, Vac.) working properly & marked with the correct operating ranges? Are starting current & operating current valves correct? Are these clearly indicated? Are all valves operating correctly? Is it easy to see whether valves are open or closed? Checkpoints for Fans Are fans and their stands free of unusual noise, vibration & play? Are all pedestal bolts, light, corrosion-free, and undamaged? Are all stands & pedestals free of corrosion, cracking & other damaged? Are any gland packings leaking air or gas? Are any ducts or dampers leaking air or gas? Are any ducts blocked or clogged? Are all gauges & meters working properly & marked with the correct operating ranges? Are starting current and operating current values correct? Are these clearly indicated? Are all dampers operating correctly? Is it easy to see whether dampers are opened or closed? V-belt Drives Main cause of V-belt failure is under-tensioning, which allow a belt to slip. The resulting friction gives the belts sidewalls a shiny or glazed appearance. If not unattended, this slippage creates heat that hardens the belts rubber compound. The consequent flexing required of the belt & this new hardened condition causes cracks on the belt surface. A slipping belt is identified by squealing on startup, excessive heat at the driver/driven sheave, black carbon dust below the drive & glazed belt sidewalls. The ideal tension for a belt is the least amount required to prevent it from slipping under peak load conditions, is specified by belt manufacturer as the force required to deflect a belt 1/64 in./in. of belt center distance. Re-tension V-Belt Drives The typical mistake is that the tension of a newly installed belt is not rechecked & adjusted after 1 hr of operation, which is needed as the belts have a tendency to seat or find their home. Paint removed from the grooves of new sheaves after only a few minutes of operation shortens the center distance slightly. Some belts have "flashing" or excess material at certain spots which wears off & allows the belt to ride deeper in the groove, resulting in under-tensioning. As the belt warms up, it flexes easier leaving more slack in the drive. If belts are not re-tensioned, slippage is imminent & premature failure is likely. Reliability increase thru 6 Sigma?Cause (x)Effect Result (Y) Bad SolenoidNo CoolantDowntime Bad EncoderPositioning ErrorsScrap, Rework, DT 6 Sigma is a methodology for variation analysis. If history of failures is examined, we find great commonality in RESULT. The EFFECT of dissimilar CAUSES is often similar. 6 Sigma methods express these as Y = f(x). If we analyze root causes of every cause, we arrive at 6 basic stresses, (other than poor design, operator abuse/inadequate ratings, programming error) which is a true x. Stress CausedEffect Result Contamination Solenoid failNo Coolant DT Power Surges SCR failZ axis runaway DT Vibration Encoder failPositioning ErrorsScrap/DT 6 Sigma - Problem & Cause 1. Vibration2. Dirt build-up 3. Heat: over-temp problems of electronic cabinet, motors. 4. Hydraulic/Pneumatic Contamination:5. Oxidation/Corrosion:ageingcable&circuitboard connectors. 6. Current/VoltageTransients:Lighteningstorms,crippling effect of power outage & Eqpt generated transients (>65% transientsareself-generated).Aprotectivedevice,TVSS (Transient Voltage Surge Suppressor)is recommended. Prevent "x," or chronic stress, thus preventing downtime, Y. Eliminating a stress, or hardening equipment against stress will result in drastic increase in MTBF. Six Sigma Solution DMAIC model of Six Sigma: Define the problem, Measure the problem Analyze(byPareto,scatter,runchart,boxplotsetc)to see trends, find root causes & cost effective solutions. Implement the solution (an action plan & FMEA analysis) Control for continuous improvement (kaizen).There are 3 categories of downtime: 1. Due to Operator/ Programmer Error2. Due to inadequate PM procedure or performance3. Downtime by chronic stresses ISO-9001 & TPM deal with first 2 issues.The common misconception is that if the coupling halves fasten together, it is OK, which is not true. It works for rigid couplings but not for the flexible types. The misaligned shaft result into breakdowns. In fact, the bearing settings alone limit the amount of misalignment that most equipment can tolerate. Proper shaft alignment will save many hours of downtime & labor & equipment costs. Aligning drives to coupling capabilities rather than equipment capabilities often results in bending failure of the shaft. Preliminary indications of misaligned shafts are excessive heat at the face of the driver /driven equipment, oil seal leakage, and/or vibration. The shafts shall be aligned to within the eqpt specifications rather than the coupling capabilities, as near perfect angular & parallel alignment as possible within reason. Dial indicators are used for aligning shafts & are adequate for most applications. Some precision applications require sophisticated tools like laser alignment. If proper alignment is not achieved, it is the equipment that suffers rather than the coupling.Gearbox Failure Unpredictable overloading, worn components & changes in the application may harm gear drives. The weak link of a gearbox is the gears, bearings & shaft. It is the gear that fails in most cases. If a gearbox fails with damaged gear or broken teeth, then it means the unit was subjected to overload, provided it was properly lubricated. Replacement by another identical gearbox is likely to produce similar results if the load on the drive is not lessened to the load limit of the gearbox. Follow proper installation & maintenance techniques, analyze failures before replacing it. Reliability of Rotating MachineriesShaft misalignment is known to be responsible for up to 50% of breakdowns in rotating machinery. Shaft alignment tools (pictured) offer simplicity with a high degree of accuracy.Misalignment can be offset (top), angular (bottom), or a combination ofboth. Bearing life varies inversely with misalignment.Any misalignment between the eqpt joined with a flexible coupling will result in vibration, resulting into premature failure of bearings, seals, couplings & other components.Higher the misalignment, greater the rate of wear, likelihood of premature failure & loss of efficiency of the machine. Misaligned machines consume more power. Temp Monitoring - Key to Motor ReliabilityHeat kills motors, exceeding the rated operating temperature by 10 C, can shorten the life of a 3-phase induction motor by half. Fig. - Hot spot temperature vs. ambient & rise for Class B insulation system. Note that at 40 C ambient (horizontal axis), the rise is 90 C (vertical axis). The sum ofthe ambient and temperature rise will always be 130 C for a Class B insulation system. The temperature rise is measured directly using sensors or an infrared temperature detector, or indirectly using the resistance method. Employee prepare their own schedule consulting supervisor.Frequency of cleanup/inspection is changed based on experience. Machine Adjustments Equipment have a range of adjustments: 1. Adjustments related to size & configuration changes 2. Adjustments related to wear of the machine 3. Adjustments required for assembly & installation At Rheem Australia, unnecessary adjustments were eliminated by half to ensure that machine is not put out of spec, albeit with good intention.The process is described in following steps: Find, Eliminate & Simplify.1.Find a. Locate all Points of Adjustments b. Begin from a logical starting point & work systematically thru the machine; e.g. a Cig Pack Wrapper has Infeed & Out-feed Conveyor. c. On the infeed, there are adjustments on guide rail, pack height, proximity sensors, sprockets, chain tensioners, slot on the motor-gearbox etc.d. Someone may say, Dont worry, no one will change this!. Such thoughts should not be allowed. e. When all POAs are listed, mark it physically on the machine as well. Machine Adjustments IDSectionDescriptionFunctionCategory I1InfeedGuide Rail Height Adjust for pack heights I2InfeedPack sensorCheck the presence of packs I3InfeedChain tensioner Adjust for wear in drive chain Maint. I4InfeedSlotted motor mount bolts During installation of motor Fixed 2. Eliminate, Eliminate, Eliminatea. Involve experts to identify which POAs can be eliminated. b. Review each POA & try to fix as many as possible. Generally, 50% of POAs are not needed.c. Lock up identified POAs with suitable means. Never leave open holes where screws/bolts resided once, fill & grind flush to eliminate doubt.d. Some POAs are maintenance related & should be identified with appropriately on the machine (e.g. M). These should have properly documented procedures. 3. Simplifya. There should be no private information; i.e. not readily available to all employees who need it. b. Everybody is not comfortable with numbers, drawings, graphs, charts etc. For the remaining POAs, Simplify step classifies POAs on a scale of 1-7 in ascending order (1 is the least ideal stage & 7 is the ideal stage): A. Setting by feel, judgement, eye: This is the worst kind of setting having infinite no. of variations as it has no science associated with it. This class of POA must be eliminated. Machine Adjustments B. Setting by memory or information kept on bits of paper: This is an example of private information & better than previous one. C. Setting from manuals with measuring devices: It is an improvement, however the errors of measurement has to be kept in mind. But, all are not used to drawings, graphs, charts, tables etc. D. Setting with graduated device : They allow inspection w/o stopping the m/c. These avail information to all. But, these can be rendered useless by lack of maintenance & calibration. E. Setting using Jigs/templates: This is an improvement as it overcome numeracy & literacy issues. Machine Adjustments F. Color coded setting points: Different colors for different product group/size - most effective. Literacy & private information are overcome, can be inspected while the m/c is running. G.Singe Minute Exchange of Die (SMED) Approach: Fear of Change There can be enormous resistance to such projects in some organizations, because some people use such private information as currency. Some people might feel that they are no longer able to fine tune the equipment any more. OEE , continuous improvement thru Kaizen. PDCA (Plan, Do, Check & Act) cycle implemented. Step-7: Organize & Manage Workplace Organize & set standards for: EQUIPMENT PRECISION INSPECTION ITEMS STANDARDS FOR INDIVIDUAL WORK RESPONSIBILITIES TOOLS & MATERIALS FLOW & STORAGE Seiri (Sort out) Seiton (put in order) Seiso (Sparkle) Seiketsu (Standardise) Shitsuke (Self discipline) 5S: Foundation of TPM Japanese EnglishMeaningTypical Example SeiriSort Organize the workplace Keep away unwanted & not frequently used items SeitonSystemizeNeatly arrange materials, tools A place to everything & everything in its place. Fast retrieval of doc, tool SeisoSanitizeClean, oil, maintainDaily cleaning SeiketsuStandardizeStd methods for everyone to use. Transparency of storage, Easy access, Clear notice, indications ShitsukeSelf-discipline Practice in a disciplined mannerDo daily 5-S What is 5 S 1. Prepare red tags & attach to unneeded items 2. Remove red-tagged items to dinosaur burial ground 3. Seiri means sorting unnecessary items from ones workplace & removal. 4. Removal means returning things to owners, moving to more distant & cheaper storage areas, selling/donating them, or simply throwing away. 5. In essence, it is removing workplace clutter & freeing up valuable space, in preparation for the next step. 1 - Seiri (Sort out) ABC CLASSIFICATION IN SEIRI GroupFrequncy of Usage(Degree of necessity)Storage place AHighArticles to be used all the time Every hour Every day Every week Within the operational area BNormalArticles used sometimes Once a month Once in 3 months Somewhere near the work place CLowArticles seldom used Once in 6 months Once in a year Outside the work place EXAMPLES OF STORAGE PLACE

GroupIn case of production areaIn case of office ANear the operatorInside the table BCommon rack or working tableCommon cabinet CStoreStore Make it obvious where things belong Lines Divider lines Outlines Limit lines (height, min./max.) Arrows show direction Labels Color coding Item location Signs Equipment related information Show location, type, quantity, etc. 2 - Seiton (put things in order ) Places should be thoroughly cleaned, from floor, wall to lighting equipments, as well as machines, shelves & lockers. Cleaning up everyday makes it possible to detect subtle abnormality. 1. While cleaning, repair the malfunctioning spot found during clean-up2. Identify what caused stains/dirt & eradicate the causes3. Setup "cleaning standard" & carry out involving everybody 3 - "Seiso" (Cleaning) 1. After the first 3Ss are implemented, the last two are applied to maintain the new set-up. 2. Seiketsu means standardizing, or setting procedures for all employees to follow and comply with; i.e. setting rules on what, when & how to dispose while doing Seiri. 3. It sets rules on where & how to store or file items, how to borrow or retrieve them & how to return them to their proper places.It specifies how & when to clean the workplace & who will do these chores, usually from among the employees themselves. The 5th step is Shitsuke (training & discipline). Employees are trained on 5-S principles, such that they do not revert to the old ways & habits. Determine the methods to maintain the standards: 5-S concept training 5-S communication board Before & after photos One point lesson Visual standards & procedures Daily 5-minute 5-S activities Weekly 5-S application 5 - ShitsukePillar 2: Kobetsu Kaizen Target: Achieve & sustain zero losses with respect to minor stops, measurement & adjustments, defects & unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction. Kaizen Tools: 1. PM analysis2. Why - Why analysis3. Summary of losses4. Kaizen register5. Kaizen summary sheet. LossCategory 1. Failure losses breakdown loss 2. Setup/adjustment losses 3. Cutting blade loss 4. Start up loss 5. Minor stoppage/idling loss 6. Speed loss operating at low speed 7. Defect/rework loss 8. Scheduled downtime loss Losses that impede equipment efficiency 16 Major Losses in Organization16 Major Losses in OrganizationLossCategory 9. Management loss 10.Operating loss 11.Line organisation loss 12.Measurement & adjustment loss Losses that impede human work efficiency 13.Energy loss 14.Die/jig & tool breakage loss 15.Yield loss Losses that impede effective use of production resource Classification of losses Aspect Sporadic LossChronic Loss Causation Cause-effectrelationship simple to trace.Not easily identifiable, even with several counter measures RemedyEasy to establish a remedial measureDue to hidden defects in m/c, eqpt & methodsImpact / LossA single loss can be costlyA single cause is rare - a combination of causes trends to be a ruleFreq. of occurrenceoccasional Frequent Corrective actionOnly line personnel in the production can attend to this problemSpecialists in process engg, quality assurance & maint people are required Used with other data analysis or collection tools. Emphasis on logical reasoning to understand the chain of cause-effects & devise holistic multiple solutions. All defects, breakdowns, accidents & work problems are result of an error by Man which is the Root Cause. Problems are traced to all the 4Ms Solution Sustained by linked to the TPM systems. Why-Why Analysis: For problems with clear & assignable causes P-M Analysis: For problems with clear causes & no effective counter-measures Why-Why & P-M Analysisfor Sporadic & Chronic Problems Kaizen PolicyPractice concepts of zero losses in all activity.relentless pursuit to cost reduction & improve OEEUse of PM analysis as a tool for eliminating losses.Focus on easy handling of operators. Achieve systematic breakthroughs in equipments 6 BIG LOSSES & establish Standards for Basic Machine Conditions. The Basic Machine Conditions are: 1. Cleaning Standards. 2. Lubrication Standards. 3. Bolt-tightening Standards. Equipment Improvement Attack individual losses Availability Breakdown Loss Changeover/setup Loss Performance Short Stoppage Loss Machine speed Loss Quality Defects Loss Warm-up & Shutdown Loss Overall Equipment Effectiveness is reduced by these 6 Big Losses Tracking TPM Progress thru OEE Identify & eliminate wastes to reduce cost. Delays, downtime, inefficiencies & scrap are main wastes.An asset shall fulfill 3 performance standards: Availability- eqpt shall be operational Efficiency - it should work at right speed Yield - it should produce right quality The composite measure of effectiveness is determined by multiplying all three variables: Overall effectiveness = availability x efficiency x yield Also known as Primary Functional Effectiveness (PFE)Tracking TPM Progress thru OEE Downtime losses: eqpt failure, setups & changeovers, tooling or part changes, start-up & adjustment Performance efficiency losses: minor stops or delays, reduced speed or cycle time Quality losses: scrap product/output, defects or rework, yield or process transition losses All the TPM key elements are measured by the first element metrics; i.e. OEE, which is the measure of TPM initiative effectiveness & contributes to the identification & elimination of waste to reduce manufacturing cost, the foundation of the TPS. Provides a long-term baseline of equipment condition for improvement measurement. When an OEE analysis chart is plotted,the exact reasons in terms of the 6 Big Losses are clearly understood. Suitable tools can be used to address specific selected Losses. TPM activities should address problem areas in the plant, poor-performing equipment & high maintenance cost areas of the facility. USEFULNESS OF OEE Available Time = Total Time - (Time lost in BD & changeovers) EAvailability = Available Time / Total Time (>= 90%) Performing Time = Available Time - Time lost due to short stoppages & lower speeds EPerformance = Performing Time/Available Time (>= 95%) Good pieces produced = Nos. expected in performing time - defectives produced EQuality = Good pieces/Nos. expected in perf time (>= 99.9% )OEE >= 90% X 95% X 99.9% >= 85% 6 Big Losses: Focus On Bottleneck All the TPM key elements are measured by the first element metrics; i.e. OEE, which also measures the effectiveness of the TPM initiatives. It contributes to the identification & elimination of waste to reduce manufacturing cost, the foundation of the TPS. OEE provides a long-term baseline of equipment condition for improvement measurement. Speed Improvement Six standards static conditions were checked and identified areas need to be restored. .Indexer clamps parallelism was out. .The index clamper and back rail gap were out of the required spec. .Output index clamper position not parallel when a lead frame is clamped. .One hot plate screw was missing. Summary of Static Restoration Activities (1st Part) Improving Performance Rate through Improving the Equipment MTBA Losses. KAIZENis:FocusedImprovement.Paper does notburn in sunlight Paper burns Improvement Focused Improvement Improvement is like sunlight: Lot of energy, but dispersed (wasted) Small improvements Slow progress. Focused improvement concentrates the energy: Little energy, but concentrated and aligned Enables significant (large) improvements Small time required Rapid progress Process Improvement in Strategically Important Areas Significant (Large) Improvements (& small ones that go with it)Sustainable Improvements Speedily Executed Improvements 30 sec 60 sec40 sec Now20 sec30 sec60 sec Busy person no time for kaizen Are they KAIZEN? No What KAIZEN is Not! Any improvement done by anybody is not KAIZEN They are improvements, but not KAIZEN Dont study only machine Study the entire process A- B - C A B C Identify& attackbottleneck If B is slow, no point in speeding up C. Here, KAIZEN means speeding up B. Speeding up C & A is not KAIZEN. KAIZENis:studyingentireprocessUTILITY COST 42%30%13%72%1.5%4.5%9%20%8%0.0%20.0%40.0%60.0%80.0%100.0%COST IN %OTHERS Shop C Shop B Shop A POWER FUEL AIR STEAM WATER KAIZEN should focus here KAIZENis:IdentifyingStrategicallyimportantarea&improvingthere.KAIZEN Journey S DC A S: Standardize D: Do C:Check A:Act P DC A S DC A P: PlanD: Do C:Check A:Act Speak with Data Gather data using all five senses Go to gemba for data Analyze data - When you see data, doubt it Make decisions with data Take action based on data Check results - When you see data, doubt it KI Methodology A CD P A C D S A CD P A C D S A CD P Review & Standardise Gemba Kaizen Workshop Initial Diagnosis & Roadmap Gemba Kaizen Workshop GembaKaizen Workshop Review & Standardize Theme & Principles of Lean Concept Eliminate Waste Specify Value Identify the value stream Make value flow Pull Perfection Only make as needed. Suit the needs from customer viewpoint. Identify process sequence -concept to market Single piece flow. Never delay a value adding step by non-value adding one. The five lean principles Central theme oflean thinking What customer wants, at the right time, quality, price & without waste. Concept of lean thinking originated from Toyota Production Systems (TPS) developed in 1950s Japan through lean principles described by Womack (1990). PartnershipGembaVariationParticipation Seek to build trust, with supplier & customerInnovation in the workplace, not in the office Seek to reduce. Understand the limits. Everybody takes responsibility! Everything shared CustomerSimplicityVisibilityPullRegularity Work at customers rate ofdemand. Understand the true demand In operation, technology & process Operational visibility & transparency. 15 Characteristics ofLean Concept No surprise operations, time pacing Synchronzn Keep it moving. Seek flow. WasteProcessPreventionTimeRegularity Simultaneous & parallel operations. Time as a measureLearn to recognize, then reduce Think horizontal & map the process Shift emphasis from failure to prevention Beyond waste reduction, to include innovation Mura - Inconsistencies Happens only sometimes?Mura! Happens to only some people?Mura! Happens only some places? Mura! Bend to work? Muri! Large batch? Muri Avoidable movements? Muri! Do not reduce walking by making big batches Standing at work is healthier & more efficient than sitting Muri - Physical Strain Muda - how to see it? What should flow Material in a factory document in an office Is it stopping?Muda! Is it retracting?Muda! Is it piling up?Muda! Reprocessing?Muda! Muda = Waste with a special meaning The 7 original wastes (Ohno, 1985) Muda of over-production Muda of transport Muda of waiting Muda of processing Muda of inventory Muda of motion Muda of repair/rejects Excessive WIP Too Invasive PM Non moving materials Waiting for resources Movement is waste Centralized maintenance Too much variation Non-standard PM Excessive stock Excessive spares stock Double handling Double handling Scrap, rework Poor maintenance work Production example Maintenance example Lean production wastes& analogous wastes within maintenance 1. Muda ofover-production Overhauling an assembly, which do not have age-related failure mode Performing excessively invasive routine maintenance tasks, which might upset an otherwise stable system by introducing infant mortality. 2. Muda ofWaiting Waiting for maintenance personnel to perform a service. Waiting for tools, parts documentation, transportation, & other items. Move the parts and documents closer to the job, and buy extra tools and store them near the job location where they will be used. The 7 original wastes (Ohno, 1985) 3. Muda oftransport - "walking around." due to Tools that are stored a long way from the job, Commonly used parts that have not been pre-assembled or kitted, Documentation that must be hunted down, and Work orders that are not available, all cause excess transportation.Maintenance people spend a lot oftime walking; without adding value to the process.4. Muda ofprocessing In reactive maintenance, repairs are conducted to resume operation ASAP, sometimes eliminating an opportunity to perform a higher quality repair. Maintenance planning is key to eliminate process waste. The 7 original wastes (Ohno, 1985) 5. Muda ofinventory sparesstorecontainsobsoleteitemsinsignificant proportion. informalparallelinventorytoensureavailabilitywhen needed. toomuchbacklogmaintenanceworkinventorymeans slow response and a high reactive labor percentage.6. Muda ofmotion : PM tasks that do not add value 7. Muda ofdefects / rejects Jobrecurrencebecauseof improperlyperformedrepair work. Root cause analysis can ensure that the proper action is taken to eliminate the source ofthe defect. The 7 original wastes (Ohno, 1985) The 7 new wastes (Bicheno, 2000) Waste of HumanPotential Energy & Water Inappropriate System Wasted materials Service & Office Wastes Customer time Defecting customers Poor creativity &Lack of training Poor record keeping &Information System Energy management Over-maintenance Poor service operations Customer inconvenience Poor maintenance P.M. standards General Inspection Stds + Annual Maintenance Plans Equipment Total Maintenance standards Autonomous Maintenance System Achieve ZERO BREAKDOWNS by implementing systems of parts replacement before failure through CBM. Pillar 3: Planned Maintenance Strategy 1. Achieve & sustain availability of machines2. Optimum maintenance cost3. Reduces spares inventory4. Improve reliability & maintainability of machines1. Zero equipment failure & break down2. Improve reliability & maintainability by 50 %3. Reduce maintenance cost by 20 %4. Ensure availability of spares all the time Target Formulating Maintenance Strategy Identify resource requirement to fulfill maintenance requirement Identify Maintenance Requirements (so that assets continue to fulfill their functions to the desired performance standard) Maintenance system to ensure that jobs get done as desired. The Plan Do Check Act Process The PDCA Process The Good AM Process - improved through Culture and Leadership The PDCA Process Leadership Culture Good AssetManagement Output Focus Capabilities Level of Assurance Learning Organisation The Four Key Principles What is Asset Management? The Four Key Principles The PDCA Process Good AM Processes RCM Starts with 7 Basic Questions 1. Define the functions & performance standard - What are the functions & performance standard of the asset in its present operating context? 2. Define functional failure - In what ways does it fail to fulfill its functions? 3. Identify Failure Modes - What causes each functional failure? 4. Identify Failure Effect - What happens when each failure occurs? 5. Identify Failure Consequences - In what ways, does each failure matter? 6. Identify Failure Management techniques - What can be done to predict or prevent each failure? 7. Identify Failure Finding Tasks - What should be done if a suitable proactive task cannot be found? Functions & Performance Standards Answers 1st question, What are the functions & performance std of the asset in the operating context? RCM is regarded as TQM applied to physical asset Primary functions, reason of acquiring the asset - speed, capacity, product quality & customer service. Secondary functions - safety, comfort, control, economy, protection, efficiency, ease of operation, compliance with regulations, structural integrity etc. Every asset has more than one functions. If failure is evident to the crew, then it is an evident function; else a hidden function. Segregate hidden functions from evident functions as hiddenfunctionsneedspecialhandling.Itis associated with protective devices - not fail safe. Initial Capability Desired Performance Margin for deterioration Performance Performance can be defined in two ways: Desired performance (what the user want the asset to do) Built-in capability (what it can do) If an asset delivers the min. performance without deteriorating, then there will be no need of maintenance. But any organized system exposed to the real world will deteriorate; so, it should be allowed for.Initial capability (inherent reliability) of any asset is governed by its design & manufacturing. Maintenance can not yield reliability beyond that inherent in the design.Maintenance ensures that the capability remains above the minimum std.Functions & Performance Standards Initial Capability Desired Performance Performance Maintenance cant raise the capability above this level.maintenance ensures that the capability stays above this level. Maintenance maintains the capability in this zone. Maintainability Maintainability - characteristic of design & installation. If desired performance exceeds initial capability, then no amount of maintenance can deliver it. If so, either modify the equipment (change in process or change in SOP) or lower our expectations & decide to live with the problem. FAILEDsays Prod manager Equipment stops working FAILED says Maint manager High consumption of oil FAILEDsays safety manager Pool of oil (safety hazard) Leak starts Standard Setting Time Condition Functional Failures Answers Q2, In what ways does it fail to fulfill its functions? Failed states are known as functional failures as it happens when the asset is unable to fulfill a function to a performance standard acceptable to the user. The performance std of functional failure will define the level of proactive maint required. RCM Information Worksheet Function System: Cigarette packing machine 1 To pack 20 sticks into a pack at a minimum rate of300 packs/minute. A B C D It stops altogether. It packs more than 20 sticks. It packs less than 20 sticks. It packs at a rate less than 300 packs/min Functional Failure Function System: Crankshaft Grinding machine 1 To finish grind main bearing journals in a cycle time of3.000.03 minutes to a diameter of750.1 mm with a surface finish ofRa 0.2 A B C D E F Completely unable to grind work piece. Grinds work piece in a cycle time >3.03 mins Grinds work piece in a cycle time 2-3 Training of maintenance crew > 80 hrs/yr Maintenance BenchmarkingBest Maintenance Practices 100% of a maintenance persons time is covered by a work order. 90% of work orders are generated by PdM inspections. 30% of all work is preventive maintenance. 90% compliance of planned/scheduled work. 100% of the required reliability level is reached 100% of the time. Spare parts stock-outs are rare (< 1 per month). Overtime < 2% of total maintenance time. Maintenance costs are within 2% of budget.Attributes - Proactive Maintenance Maintenance skills training Work flow analysis & required changes (organizational) Work order system Planned preventive maintenance tasks/procedures Maintenance engineering development Establishment & training of planner-scheduler Maintenance inventory & purchasing integration Computerized maintenance management system Mgmt reporting/performance measurement & tracking Return on investment (ROI) analysis Evaluate and integrate use of contractors Unpredictable & chaotic (Firefighting) Ad Hoc Stable & repeatable level of performance & reliability Well defined process, formalized framework with RCM & TPM Reliability Measurement & Analysis Repeatable Consistent Measured Optimized Maintenance Process Maturity Levels Lean features implemented Cost of Maintenance Maintenance Cost Ad HocRepeatable Consistent MeasuredAdvanced & Optimized Operational Reliability Improvement (ORI) generates changes in the organization culture turning it into a different organization with a wide productivity sense, with a clear business vision & fact driven.OPERATIONAL RELIABILITY EQUIPMENT MAINTAINABILITY Design-phasebuilt-in reliability Multi-skilling Shortening MTTR HUMAN RELIABILITY Involvement Ownership Interfaces PROCESS RELIABILITY Operating within design envelope Process & Procedure understanding EQUIPMENT RELIABILITY Maintenance Strategy Maint Effectiveness - Extending MTBF Operational Reliability Roadmap to Maintenance Excellence Maintenance basics phase (red rungs)- Maintenance basics are the support structure upon which the advanced practices rest, benefits of which is derived only if basic infrastructure in place & in use. Computer & reliability phase (yellow rungs): Prerequisite - set of performance metrics, eqpt histories & a failure analysis discipline. Here, organizations usually acquire a powerful CMMS but use only a fraction of its potential due to lack of maintenance basics, failure to establish disciplines in computer use,inadequate hands-on training, & the assumption that CMMS is a panacea (& nothing else is required which results into gradual disuse of CMMS). TPM is the vital step here. Advanced reliability technology phase - shift from reactive to proactive maintenance with a reduction in the overall amount of maintenance to be done (pie chart). The pie gets larger here due to high levels of engineering.Lean Storeroom 1. Improve tool storage using strong visual cues such as painted outlines or foam cut outs to show where tools should be stored.2. Improveddocumentationstorage.Makesureitis neat, organized & accessible by those who need it.3. Have a system that clearly shows when a file is out or missing.4. Usevisualcuestoshowhowthingsshouldbein normal state.5. Carry out ABC & XYZ analysis to spare parts 6. Define Max, Min & Reorder Level & Reorder Quantity TPM & Autonomous Maintenance 1. Adopt TPM philosophy & Autonomous maintenance practices. Use TPM concept for continuous improvement & to eliminate all wastes 2.Involve total employee through self managed groups to maintain basic equipment conditions3. Use visual cues to indicate status, inspection due date, etc.4. Createasimple&uniformworkrequestsystemthat provides visual cues for operators & supervisors.5. Modify the equipment for improved maintainability 6. Develop multi-skilled technicians 7. Train operators on basic maintenance skill > 80 hrs/yr 8. Eliminate machine adjustments which is not required. Simplify & upgrade other adjustments. 1. Use Six-Sigma principles & Root Cause Failure Analysis tools to prevent the problems at source. 2. Use of technologies like Vibration Analysis, Oil Analysis in eqpt condition monitoring. Acquire basic instruments for predictive inspection. 3. Implement Work order system to plan, assign & schedule all maintenance work & acquire data to develop equipment histories. Use it as primary tool to manage resources & measure deptt effectiveness.4. Implement CMMS (ERP Maintenance module) 5. Integrate Maintenance module with Inventory & Purchase module - for automatic replenishment & reduction of inventory 6. Draw out annual maintenance schedule through RCM Analysis. RCM & CMMS Rolly Angeles Introduction to Condition-Based Maintenance Maintenance Excellence RSA 2003 WHOLISTIC & WORLD CLASS MAINTENANCE APPROACH : CMMS Computerized Maintenance Management Software Precision of Gauges Spare Parts Management Just In Time (JIT) Inventory ControlLubrication Management Contamination Control Oil Recycling and Filtration Wear Debris Analysis Condition-Based Maintenance Oil Analysis Program Infra-Red Thermography Vibration Analysis Leak Detection Reliability & Continuous Improvement Activities Reliability-Centred Maintenance Addressing Design Weaknesses Root Cause and Failure Analysis Zero Breakdown Strategies 4 Phases of Planned Maintenance Address Basic Equipment Condition Restoration Activities Activities to reduce MTBF Activities to improve MTTR Preventive and Periodic Maintenance Maintenance Cost Control RNM Cost Reduction Spare Parts Reduction Maintenance Skills Enhancement Specialization Training Multi-skills programs Guidance to Jishu-Hozen Expert System Instrumentation & Calibration How a CMMS works Equipment Assets Work Orders Purchasing Maintenance Procedures Work or Service RequestPreventive Maintenance Job Planning Schedluling Predictive Maintenance History Labor Resources Material Resources Maintenance Overview World Class Maintenance CMMS is just one part Reactive to Proactive Culture change required Evolution is gradual Methods need to be conveyed and understood Department needs to be fluid and dynamic Overview Best practices Clean slate approach Work flows Understand every transaction Work order MRO/Inventory control Purchasing KPIs Quantifiable metrics Work order type Scheduled vs. unscheduled PM compliance report Self Audit Honest evaluation Identify Changes Required Assign Roles & Responsibilities Pre CMMS Department Staff Work Order Flow Radio calls Trouble reports Reactive scheduling Log book No visibility to system Equipment No central files PMs tracked by spreadsheet No failure analysis No cost history Pre CMMS Inventory 5000 items $2mil valuation 8 storerooms Issues tracked by sign out sheet No integration to equipment Limited database access Manual reorder requisition generated by cycle counts and stock out reports Preparation Audited All Work Flows Defined what the system required Assigned system roles and responsibilities Training Specific to function Set up Training system Multiple Plant Terminal Sites All craft, maintenance and production supervision access Equipment Hierarchy Cost centers Naming Convention Component Inventory Electronic import Min/Max levels Preventive Maintenance Describe routines Attach frequencies Benefits Work Order User Access Throughout Facility Visible work order system 25000 Work orders processed Work status in process - completion Backlog Priorities Assists troubleshooting search functionality Benefits Preventive Maintenance Automatic scheduling based on due dates, date last performed or cycle counts Delinquency reports Routes Previous PM = 10% Repair = 90% Emergency = 65% Year 1 post Implmntn PM = 25% Repair = 75% Emergency = 50% Benefits Material Issues & Direct Purchases Work order acts as business document Planning Problem description Detailed instructions Material and tool requirements Training tool for JA/SOP KPIs Work order type Equipment Complete Work History Problem description Activities Cost Outside services PMs Attached To Equipment Frequency Completion Manuals And Schematics Saved To Database BOM Benefits Inventory Automatic Reorder System Generated Requisition Electronic approval Purchasing Paperless system System tracks all stock and non-stock purchases Reports Memo entry Inventory Craft Access Improved search functionality Reduction of supervision time required Min/Max Levels/QOH System generated part number Multiple locations Reduction Of duplications Order reduction Issues To Work Order Or Department Auto BOM Future Goals and Objectives Work Orders Introduce failure and cause codes to work orders Root cause analysis training Reduce unscheduled work Shift repair to non production time Schedule Priority Visible backlog Planning Maintenance Team Increase wrench time Establish procedures Improve training and knowledge sharing Create culture of continuous improvement Future Goals and Objectives Equipment Improve uptime Analyze failure rates and MTBF Adjust PM if required Evaluate operating procedures Modifications, upgrade or replacement Force field intiative Inventory Centralize storeroom Improved control Eliminates need for duplication Parts staging for scheduled work Reduce need for craft access Reduction of craft data input Reduction of idle inventory Steps Toward Reliability1. A vibration analysis program to reduce vibration level focus on alignment precision & balancing.2. Providing jack-bolts to eqpt bases.3. All rotating equipment to be dynamically balanced.4. Use of laser system for shaft alignment. 5. Bearing condition monitoring by lubricant analysis. 6. Lubricant - better filtration & water removal, better oil seals, oil testing. It will reduce lubrication cost.7. Planned maintenance to exceed 85%. A clearly outspoken partnership between operations & engineering.8. Motor condition monitoring- Temp rating is given on the nameplate. Exceeding the rated temp by 10 C can shorten the motor life by half, temp is measured by sensors/IR temp detector/resistance method. Threebasicbusinessoperationalscenariosimpactthe focus and strategies of maintenance. They are: 1. Excess operations capacity cost constrained2.Constrainedbyoperationscapacityproduction constrained 1. Ifthebusinesswouldbeabletosellmoreproductsor servicesiftheirpriceswerelowered,thenthebusiness issaidtobecost-constrained.Underthese circumstances,themaximumpayoffislikelytocome fromconcentratingoncontrollinginputsi.e.labor, materials, contractor costs, and overheads.Here, the most important maint measures would be: Maintenanceexpenditures,relativetooutput(e.g. maintenance costs per production unit);Performance Measures2. If the business can profitably sell all it produces, then it is called production constrained, & is likely to achieve maximum payoff from focusing on maximizing outputs through reliability, availability & maintainability of the assets. Typical maintenance productivity or output measures include: a) Overall equipment effectiveness & each equipments availability, production rate, & quality rate, as primary measures; b) MTBF & MTTR, as secondary measures used to analyze problems with respect to availability. Performance Measures 1. A maintenance mission statement is prominently displayed. 2. A master plan for maintenance improvement exists. 3. A fully functional CMMS is in place.4. Critical maintenance measures are defined.5. Weekly schedules are in place & used.6. Equipment uptime is improving due to PM program. 7. Equipment history is meaningful & effectively used.8. Effective control of the maintenance budget is evident.9. An effective maintenance skills training program is in place.10. Production, maintenance & quality Improvement processes are integrated. 11. Work order system: 100% of a maintenance persons time is covered by a work order.12. 90% of work orders are generated by predictive inspections.13. 90% compliance of planned/scheduled work.14. Maintenance inventory and purchasing integration 15. Spare parts stock-outs are rare (< 1 per month).16. Trend charts of progress relative to goals & targets are in place: Maintenance costs (labor & material) Schedule compliance, performance & effectiveness PM schedule compliance Planned maintenance shall be scheduled as a part of the manufacturing day & an integral part of the manufacturing process rather than simply squeezed in between whenever there is a break in production schedule. Plant Availability> 97%Total Maint Cost/Total Manufac Cost< 15% Maint Cost/ Asset Value of the Plant < 3% Maintenance Workers - % of Total 80 hrs/yr Planned Maint/Total Maint > 85% Unplanned Down Time ~0% Reactive Maintenance < 15% Tot PdM Hrs/Tot Maintenance Hrs ~50% Maintenance BenchmarkingThank You