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Planned Maintenance Technique

DOWNTIME. Planned Maintenance Technique. TRAINING OVERVIEW. PREPARATION ANNOUNCEMENT LAUNCH CREATE ORGANIZATIONAL STRUCTURE ESTABLISH POLICIES AND GOALS FORM A MASTER PLAN PRELIMINARY IMPLEMENTATION: KICK OFF. TPM PROCESS. IMPLEMENTATION IMPROVE CRITICAL EQUIPMENT EFFECTIVENESS

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Planned Maintenance Technique

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  1. DOWNTIME Planned MaintenanceTechnique

  2. TRAINING OVERVIEW

  3. PREPARATION ANNOUNCEMENT LAUNCH CREATE ORGANIZATIONAL STRUCTURE ESTABLISH POLICIES AND GOALS FORM A MASTER PLAN PRELIMINARY IMPLEMENTATION: KICK OFF TPM PROCESS

  4. IMPLEMENTATION IMPROVE CRITICAL EQUIPMENT EFFECTIVENESS SETUP AND IMPLEMENT AUTONOMOUS MAINTENANCE ESTABLISH PLANNED MAINTENANCE SYSTEM PROVIDE TRAINING DEVELOP EARLY EQUIPMENT MANAGEMENT STABILIZE RE-MEASURE START OVER - WORK TOWARD IDEAL STATE TPM PROCESS

  5. THIS PROCESS: A PLANT IMPROVEMENT METHODOLOGY - IMPROVE MANAGEMENT OF PLANT ASSETS ENABLES CONTINUOUS & RAPID IMPROVEMENT - SPEED OF THE RABBIT, PERSEVERANCE OFTHE TORTOISE PLANNED MAINTENANCETECHNIQUE

  6. REQUIRES EMPLOYEE INVOLVEMENT & EMPOWERMENT - MY PLANT THEME - INCREASE IN WORKERS’ ROLES - FAILURE DOES NOT DEPEND ON A UNION OR NON-UNION PLANT USES A CLOSED LOOP MEASUREMENT OF RESULTS - ELIMINATE INEFFECTIVE PERFORMANCE MEASURES - QUALITY, COST, PRODUCTIVITY DELIVERY, SAFETY Employee Involvement and Measurements

  7. BENEFITS • MAINTAIN THE QUALITY OF THE PRODUCT • INCREASE PRODUCTION UP-TIME • REDUCE COSTS OF OPERATIONS • REDUCE AMOUNT AND COMPLEXITY OF • MACHINERY REQUIRED • INSURE EQUIPMENT CAPABILITY

  8. TRAINING

  9. REQUIRES WORLD CLASS MAINTENANCE UP-TIMEQUALITY SAFETYPEOPLE INVOLVEMENT WORLD CLASS MAINTENANCE = PLANNED MAINTENANCE PREVENTION TOTAL COST PREVENTIVE METHODS & SYSTEMS PREDICTIVE TECHNOLOGIES WORLD CLASS ASSEMBLY AND MANUFACTURING

  10. TRAINING INTRODUCTIONS - NAME - CURRENT POSITION ADMINISTRATIVE DETAILS - RESTROOMS - MESSAGES - SAFETY ISSUES - LUNCH & BREAK PLANNED MAINTENANCETECHNIQUE

  11. INTRODUCTION & ADMINISTRATIVE DETAILS WHY WE ARE HERE TRAINING PROCESS MAINTENANCE VIDEO (Optional) WASTE TRAINING ANALYZE SUPPLIER VIDEO (Optional) DEFINE CURRENT STATE PLANNED MAINTENANCETECHNIQUE MEETING AGENDA

  12. IDENTIFY OPPORTUNITIES DEVELOP NEW PROCESS IMPLEMENT IMMEDIATE IDEAS EVALUATE NEW PROCESS VIDEOTAPE (Optional) & MEASURE COMPLETE SUMMARY OF RESULTS COMPLETE ACTION PLANS SHORT & LONG TERM WRAP UP PLANNED MAINTENANCETECHNIQUE MEETING AGENDA

  13. BE ON TIME EVERYONE PARTICIPATES/ EQUAL VOICE ONE SPEAKER AT A TIME HANDLE OTHER BUSINESS ON BREAKS MAKE PAGERS SILENT FUNCTION AS A TEAM SPEAK LOUDLY AND CLEARLY NO ONE LEAVES UNTIL THE NEW PROCESS WORKS! HAVE FUN PLANNED MAINTENANCETECHNIQUE OPERATING GUIDELINES

  14. WHAT IS THE EFFECT OF POOR MAINTENANCE ACTIVITIES? PLANNED MAINTENANCETECHNIQUE • INVENTORY > MORE THAN IS NEEDED • LEAD TIME > SLOWER THAN NECESSARY • QUALITY > NOT AS GOOD AS IT COULD BE • COST > HIGHER THAN YOUR COMPETITORS • CAPACITY > LOWER THAN IT COULD BE • NEW BUSINESS > MAY NOT BE ABLE TO CAPTURE

  15. PLANNED MAINTENANCETECHNIQUE - Safety SAFETY WILL NOT BE COMPROMISED !!!

  16. PLANNED MAINTENANCETECHNIQUE - Definition DEFINITION System of Activities in Which All Employees Work to Improve Up-Time, Quality of Output and Reduce Maintenance Costs Through the Continuous Improvement of Equipment Operation. Includes Preventative and Predictive Scheduled Maintenance Programs.

  17. PLANNED MAINTENANCETECHNIQUE - Goal THE GOAL IS TO ACHIEVE THE ABSOLUTE MINIMUM AMOUNT OF TIME NEEDED FOR EFFECTIVE MAINTENANCE.

  18. PLANNED MAINTENANCETECHNIQUE - Waste Elimination WASTE ELIMINATION • ANYTHING THAT DOES NOT ADD • VALUE TO THE MAINTENANCE • ACTIVITY. • WORKPLACE ORGANIZATION • VISUAL CONTROLS

  19. PLANNED MAINTENANCETECHNIQUE - More Waste • WASTE OF: • INVENTORY • OVERPRODUCTION • CORRECTION • MATERIAL & INFORMATION MOVEMENT • PROCESSING • WAITING • MOTION

  20. PLANNED MAINTENANCETECHNIQUE - Activity Model MAINTENANCE ACTIVITY MODEL NON-DISCRETIONARYDISCRETIONARY - REARRANGEMENTS - MODIFICATIONS - CONSTRUCTION PROACTIVEREACTIVE (SCHEDULED)(UNSCHEDULED) - BREAKDOWNS - REPAIR - EMERGENCIES PREDICTIVEPREVENTIVE - VIBRATION ANALYSIS - VISUAL INSPECTION - INFRARED - TIME SCHEDULING - FIBER OPTICS - HOURS OF USAGE - ULTRASONIC - MINOR REPAIR - MACHINE HISTORIES

  21. Types of Maintenance FOUR TYPES OF MAINTENANCE REACTIVE PREVENTIVE PREDICTIVE PREVENTION

  22. Reactive Maintenance SYSTEM: RESPONSE TO EQUIPMENT MALFUNCTIONS CHARACTERISTICS: - INEFFICIENT MAINTENANCE DEPARTMENT - UNPREDICTABLE EQUIPMENT OPERATION - ALL MAINTENANCE WORK UNPLANNED EXAMPLE: LIGHT BULB REPLACEMENT RESULTS: STEADY DEGRADATION OF EQUIPMENT PERFORMANCE MAINTENANCE DEPARTMENT RESPONSIBILITY: - RESPOND TO EMERGENCIES - GET PRODUCTION BACK ON LINE

  23. Preventive Maintenance SYSTEM: - PERIODIC ADJUSTMENTS & CHECKS - PERIODIC REPLACEMENT OF WORN PARTS - PERIODIC OVERHAUL CHARACTERISTICS: - MORE PREDICTABLE - MORE EFFICIENT EXAMPLE: CHANGING OIL & FILTERS RESULTS: MAINTAIN LEVEL OF EQUIPMENT MAINTENANCE DEPARTMENT RESPONSIBILITY: - CHECKING, REPLACING & OVERHAULING - PERFORM CHECKS DURING MAINTENANCE

  24. Predictive Maintenance SYSTEM: PERIODIC MEASUREMENT & TRENDING OF EQUIPMENT PROCESS CHARACTERISTICS: - PREDICTABLE MAINTENANCE REQUIREMENTS - PLANNED & SCHEDULED EQUIPMENT REPAIRS EXAMPLE: VIBRATION ANALYSIS RESULTS: MAINTAIN EQUIPMENT PERFORMANCE WITH MINIMAL DISRUPTION TO PRODUCTION MAINTENANCE DEPARTMENT RESPONSIBILITY: - LOG EQUIPMENT REPAIRS - TREND DATA - PREDICT EQUIPMENT REPAIR CYCLES

  25. Prevention Maintenance SYSTEM: EQUIPMENT DESIGN IS BASED ON MINIMAL MAINTENANCE REQUIREMENTS CHARACTERISTICS: - CLOSE RELATIONSHIP WITH EQUIPMENT SUPPLIERS EXAMPLE: SEALED BEARINGS IN SMALL ELECTRONIC MOTORS RESULTS: CONTINUALLY IMPROVING EQUIPMENT MAINTENANCE DEPARTMENT RESPONSIBILITY: - INPUT TO EQUIPMENT DESIGN - MINIMIZE & ELIMINATE MAINTENANCE REQUIREMENTS

  26. The Six Big Losses DOWNTIME: 1.BREAKDOWNS DUE TO EQUIPMENT FAILURE 2. SET-UP AND ADJUSTMENT SPEED LOSSES: 3. IDLING AND MINOR STOPPAGES 4. REDUCED SPEED DEFECTS: 5. SCRAP AND QUALITY DEFECTS 6. REDUCED YIELD

  27. Breakdown Causes • BASIC CONDITIONS NEGLECTED • INADEQUATE SKILLS • OPERATING STANDARDS NOT FOLLOWED • DETERIORATION UNCHECKED • INHERENT DESIGN WEAKNESS

  28. Idling and Minor Stoppages CHARACTERISTICS: - EASY TO RESTORE - THEREFORE - EASILY IGNORED - CONDITIONS OF OCCURRENCE VARY - LOCATION CHANGES CONSTANTLY - SCOPE OF LOSS (COST) UNCLEAR STRATEGIES TO REDUCE: - CORRECT SLIGHT DEFECTS IN PARTS AND JIGS - ENSURE BASIC EQUIPMENT CONDITIONS ARE MAINTAINED - REVIEW BASIC OPERATIONS - CONDUCT PHYSICAL ANALYSIS - ADOPT AN ANALYTICAL APPROACH

  29. Reduced Speed (Speed Loss) WHAT IS A SPEED LOSS? THE DIFFERENCE BETWEEN DESIGNED SPEED AND ACTUAL SPEED. CHARACTERISTICS: - VAGUE EQUIPMENT SPECIFICATIONS - SPECIFIED SPEEDS ARE ATTAINABLE, BUT NOT ACHIEVED - INADEQUATE INVESTIGATION OF PROBLEMS UNRESOLVED DEFECT DO TO INSUFFICIENT CORRECTION IN ENGINEERING STAGE - DEFECTS IN EQUIPMENT MECHANISMS OR SYSTEMS - INADEQUATE DAILY MAINTENANCE STRATEGIES: - ACHIEVE AND INCREASE STANDARD SPEED FOR EACH PRODUCT - ACHIEVE AND SURPASS DESIGN SPEED

  30. Defects WHAT IS A DEFECT? A DEFECT IS AN ERROR THAT WAS NOT STOPPED AT POINT OF OCCURRENCE. HOW CAN A DEFECT BE PREVENTED? DEFECT PREVENTION CAN BE ACCOMPLISHED THROUGH THE USE OF ERROR PROOFING TECHNIQUES AND STRATEGIES. CHARACTERISTICS: - IMPROVEMENT EFFORTS HAVE BEEN UNSUCCESSFUL - PROBLEM IS APPROACHED IN THE WRONG WAY - CHRONIC DEFECT SOLUTIONS LIMITED TO SPECIFIC FIELDS

  31. Defects - Strategies • STRATEGIES: • OBSERVE AND STUDY • - ACTUAL FLOOR OPERATIONS • - SETUP ADJUSTMENT OPERATIONS • - THE EQUIPMENT ITSELF • BREAKTHROUGH THINKING • - CHANGE THE STATUS QUO • - RESPONSIBILITY ON THE PART OF ALL EMPLOYEES • STABILIZE BASIC FACTORS • - PROCESS PRINCIPLES • - MECHANISMS • - OPERATION & ADJUSTMENT • - PRECISION OF EQUIPMENT, JIGS AND TOOLS • - WORK METHODS • PERFORM COMPARATIVE STUDIES

  32. Autonomous Maintenance INITIAL BARRIERS TO AUTONOMOUS MAINTENANCE - PERCEPTION OF WORK RULE VIOLATIONS - “MANAGEMENT'S'’ UNWILLINGNESS TO INVEST - PERCEPTION OF HEAD COUNT REDUCTION - BELIEF THAT CLEANING EQUIPMENT IS USELESS EXERCISE - PERCEPTION THAT HOUSEKEEPING IS FOR DIGNITARY VISITS BARRIERS

  33. 7 Levels of Autonomous Maintenance SEVEN LEVELS OF AUTONOMOUS MAINTENANCE 1. INITIAL CLEANING 2. PREVENTIVE CLEANING MEASURE 3. DEVELOPMENT OF LUBRICATION & CLEANING STANDARDS 4. GENERAL INSPECTION 5. AUTONOMOUS INSPECTION 6. PROCESS DISCIPLINE 7. INDEPENDENT AUTONOMOUS MAINTENANCE BARRIERS

  34. Autonomous Maintenance • INITIAL CLEANING • ACTIVITY: • THOROUGHLY REMOVE DUST AND CONTAMINANTS • FROM EQUIPMENT • - INCLUDE DISCARD OF OLD EQUIPMENT AND PARTS • GOALS: • PREVENT DETERIORATION • ELIMINATE DUST AND DIRT • IMPROVE QUALITY OF INSPECTION AND REPAIRS • REDUCE FUTURE TIME REQUIREMENTS • DISCOVER AND TREAT HIDDEN DEFECTS

  35. Autonomous Maintenance - Cleaning • PREVENTIVE CLEANING MEASURES • ACTIVITY: • ELIMINATE SOURCES OF DUST AND DIRT • IMPROVE ACCESSIBILITY • REDUCE LUBE AND CLEANING TIME • GOALS: • INCREASE RELIABILITY OF EQUIPMENT • IMPROVE MAINTAINABILITY OF CLEANING & LUBE 01/03/96

  36. Lubrication and Cleaning Standards AUTONOMOUS MAINTENANCE-CONT’D • DEVELOPMENT OF LUBRICATION AND • CLEANING STANDARDS • ACTIVITY: • SET CLEAR STANDARDS • - CLEANING • - LUBRICATION • - BOLTING • GOALS: • MAINTAIN EQUIPMENT CONDITIONS

  37. General Inspection AUTONOMOUS MAINTENANCE-CONT’D • GENERAL INSPECTION • ACTIVITY: • CONDUCT TRAINING ON REQUIRED SKILLS • FIND AND CORRECT MINOR DEFECTS • MODIFY EQUIPMENT TO AID INSPECTION • GOALS: • VISUALLY INSPECT MAJOR PARTS • RESTORE DETERIORATION • ENHANCE RELIABILITY • FACILITATE INSPECTION TROUGH INNOVATIVE METHODS

  38. Autonomous Inspection AUTONOMOUS MAINTENANCE-CONT’D • ACTIVITY: • DEVELOP AND USE AUTONOMOUS CHECKLIST • STANDARDIZE • - CLEANING, LUBRICATION AND INSPECTION STANDARDS • GOALS: • MAINTAIN OPTIMAL EQUIPMENT CONDITIONS • USE VISUAL CONTROL SYSTEMS • REVIEW EQUIPMENT AND HUMAN FACTORS • - FIX PROBLEMS AND SAFETY FACTORS - • IMPLEMENT IMPROVEMENTS FOR EASIER OPERATIONS

  39. PLANNED MAINTENANCETECHNIQUE AUTONOMOUS MAINTENANCE-CONT’D • PROCESS DISCIPLINE • ACTIVITY: • IMPROVE WORK EFFECTIVENESS, PRODUCT QUALITY • AND SAFETY THROUGH WORKPLACE ORGANIZATION • AND HOUSEKEEPING • REDUCE SET-UP AND ADJUSTMENT TIME • ELIMINATE WORK IN PROCESS • INSTITUTE MATERIAL HANDLING STANDARDS • COLLECT AND RECORD AND USE DATA • CONTROL STANDARDS FOR: • RAW MATERIAL, WIP, PRODUCTS, SPARE PARTS, DIES, • JIGS AND TOOLS

  40. Process Discipline AUTONOMOUS MAINTENANCE-CONT’D • GOALS: • REVIEW AND IMPROVE PLANT LAYOUT • STANDARDIZE CONTROLS • IMPLEMENT VISUAL CONTROL SYSTEMS

  41. PLANNED MAINTENANCETECHNIQUE AUTONOMOUS MAINTENANCE-CONT’D • INDEPENDENT AUTONOMOUS MAINTENANCE • ACTIVITY: • DEVELOP COMPANY GOALS • ENGAGE IN CONTINUOUS IMPROVEMENT ACTIVITIES • IMPROVE EQUIPMENT • GOALS: • COLLECT AND ANALYZE DATA • IMPROVE EQUIPMENT TO: • - INCREASE RELIABILITY • - SIMPLIFY OPERATION • PINPOINT WEAKNESSES IN EQUIPMENT • IMPLEMENT IMPROVEMENT PLANS TO: • - LENGTHEN EQUIPMENT LIFESPAN & INSPECTION CYCLES

  42. Discover & Predict Deterioration Establish Repair Methods Prevent Operation Errors Prevent Repair Errors COUNTERMEASURES FOR BREAKDOWNS The Five Types of Breakdown Countermeasures Maintain Basic Conditions Adhere to Operating Procedures Restore Deterioration Correct Defects in Design Prevent Human Errors Improve Operation Skills Improve Maintenance Skills

  43. Prevents Deterioration Measures Deterioration Repairs Deterioration Daily Maintenance (Lubricate, Clean, Adjust, Inspect) Inspection (Diagnosis) Make Preventive Repairs (Advance Replacements) TOTAL MAINTENANCE INLEAN MANUFACTURING CONCEPT Startup Failure Period Chance Failure Period Wear-Out Failure Period Preventive Medicine Failure Rate Daily Prevention Health Checkups (Diagnosis) Early Treatment Specified Breakdown Rate Reduction of Failure Through Maintenance Useful Life STARTUP FAILURE CHANCE FAILURE WEAR-OUT FAILURE CATEGORY Decision/ Manufacturing Errors Operational Errors CAUSE Wear-Out Preventative & Maintainability Improvement Trial runs at Acceptance & Start-up Control Proper Operation Preventive Maintenance COUNTER MEASURES Maintenance Prevention

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