Professional Documents
Culture Documents
CBM Sethiya
CBM Sethiya
Elimination of
Target Quality for PPM
losses & wastes.
Root Cause of Failure
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 is
replaced in 12-months there will be significant no. of
failures. If it is replaced in 6-months, the cost will be huge.
Average Life
Freq. Of failure
Freq. Of failure
18 months
• Looseness
Useful Life
• Contamination 16 months
• Lubrication Age
Proactive
Maintenance
CMMS
Evolution of Maintenance
• Since 1930s, maintenance
Prob. of failure
Wear-
Life out has evolved in 3 generations.
zone
Age
• In last 20 years, it has
changed more than any
First Generation other discipline.
Useful Life
12 months into contact with the product or
if there is fatigue, oxidation or
Age
corrosion.
Prob. Of failure
Time
Time
Know Failures: Not Related to Age
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 Resistance to stress
Fig. 4
Fig. 3
Applied stress Applied stress
Time Time
100 98 84 50 16 3
here applies to impellers failing due
to wear only. Typical of
reciprocating engines.
S
a combination of two or more
N
different failure patterns, infant
No. of cycles, N mortality & age-related failure.
Failure Patterns & Reliability
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
not affect reliability of the items. Actually, scheduled
overhauls increase overall failure rates by introducing infant
mortality into a stable system.
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% OEE
3. 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 quality
8. Favorable change in employee attitude
9. 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%
PROFIT
PROFIT
IMPROVEMENTS
MURA MURI MUDA
5 S HABIT
TPM Structure
TPM Action Team
SK, SC, AKJ, RM, TS, AT
Prep1 Prep 2
Morning
Cell 1,2&3 Cell 4,5&6 Prep1 Prep2 Fusing Niche1
Prabin AKJ A Thakur RM Tara S Kumar
Amarendra Saroj Munna S Jha S Jha Manoj S
Binod Amarendra Amrita Shambhu Manoj S Jit N
Suman B Binod Shambhu Jit N Jit N Kamal
Ganesh MDM Binod Chandan Mahesh Bhima
Lal Karna Samjhana Sarita J Prakash Ravindra
Omkar
Operatives Sudhir Operatives Operatives
Operatives
Ek Bdr Operatives
Operatives
Evening
Cell 1,2&3 Cell 4,5&6 Prep1 Prep2 Fusing Niche1
Prabin AKJ A Thakur RM Tara S Kumar
Sachin K Saroj Munna MU MU Raj Kr Rai
New Elec Sachin K Mukesh Mukesh Raj Kr Rai Santosh S
S. Thapa New Elec New Elec Santosh S Santosh S Uttam
Anju Karna D Bhandari K‟muddin Shushan Champa
Sant Thakur Sumodh RK Dev Usman J Prakash US Thakur
Operatives Operatives Operatives Operatives Operatives
Operatives
Pillar 1: Autonomous Maintenance
1. Initial cleaning Develop the skill to spot
* Ability to determine abnormalities & it
2. Eliminate sources of machine abnormalities
contamination and * Ability to design & make Operators determine by
3. Convert inaccessible improvements themselves what they
areas into accessible have to do
6. Autonomous Inspection
Data organization to
7. Organization & Understand relationship
describe optimal
housekeeping between eqpt conditions
conditions & how to
& product quality
Full Implementation maintain them
Continuity!
Pillar 1: Autonomous Maintenance
Thoroughly restore & clean. Motivation
1. Cleaning & Restoration
through participation.
2. Eliminate sources of Study root causes of dirt, loss, damage & take
contamination and actions.
3. Convert inaccessible areas Achieve 1 minute accessibility time for doc +
into accessible parts. Implement stock mgmt at 1 glance.
Operator-
involved
maintenance
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
Cleaning
Oiling Basic Paradigm: COT & F
Tightening
Filing Restore Your Machine First
Clean
Oil
Tighten Restoration sequence:
– Machine
Establish – Materials
Basic – Method
Conditions – Man (people)
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 crew
3. 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” items
7. 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 Insufficient, Dirty, Unidentified or unsuitable
Gauges Dirty, Damaged, leaking, No indication of
Oil level, incorrect level
Loose Nuts & Bolts, Missing, Cross-threaded,
Tightening
Too long, Crushed, Corroded, Unsuitable
washers
Unsafe Places
Lights Dim, out of position, dirty or broken covers.
Rotating Broken covers, no emergency stop.
MINOR FLAWS
Contamination Dust, Dirt, Oil , Grease, Rust, Paint
Play/Slackness Shaking, tilting, eccentricity, wear,
distortion, corrosion, slack belts/chains
Abnormality Unusual noise, heat, vibration, smell,
discolor, incorrect pressure/current
Adhesion Block, stick, jam etc
100 Micrometers -
Salt Crystal
2 Micrometers - Bacteria
Section 6
Examples of Typical Clearances
Between Components
Gear Pump - 0.5 - 5 micron
Vane Pump - Tip 1 micron
- Side 5 - 13 micron
Piston Pump - Piston to Bore 5 - 40 micron
- Port Plate to body 0.5 - 5 micron
Control Valves - Servo 1 - 4 micron
- Proportional 11- 6 micron
- Directional 2 - 8 micron
Rolling element Bearing 0.1 - 1 micron
Journal Bearings 0.5 – 100 micron
Hydrostatic 1 - 25 micron
Section 6
How is Cleanliness Measured?
Num ber of Part icles ISO
ISO 4406 is the most commonly Range
used cleanliness rating. From To Num ber
8,000,000 16,000,000 24
4,000,000 8,000,000 23
The adjacent table shows the 2,000,000 4,000,000 22
1,000,000 2,000,000 21
codes used to represent the 500,000 1,000,000 20
250,000 500,000 19
number of particles in 100 ml of 130,000 250,000 18
64,000 130,000 17
oil. 32,000 64,000 16
16,000 32,000 15
4,000 8,000 13
This code is applied to the 2,000 4,000 12
1,000 2,000 11
number of particles >4, >6 and 500 1,000 10
250 500 9
>14 micron in size, e.g. 20/18/16 130 250 8
64 130 7
32 64 6
16 32 5
Section 6
NAS Equated to ISO 4406
ISO 4406 Code NAS 1638 Class
13/ 11/ 08 2
14/ 12/ 09 3
15/ 13/ 10 4
16/ 14/ 11 5
17/ 15/ 12 6
18/ 16/ 13 7
19/ 17/ 14 8
20/ 18/ 15 9
21/ 19/ 16 10
22/ 20/ 17 11
Typical System Cleanliness
Sources:
Lubricants Leaks, Spills, Seepage etc.
Gases Leaking comp. air, steam etc.
Liquids Leaking water, Leaking supply lines etc
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
smaller size 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,
Section 6
abrasion, polishing and general wear.
Countermeasures
• Implement Countermeasures against sources of dust
& dirt, splashing & leaks of oil etc.
Section 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 switch
3. Cleaning time is reduced
Cleaning time : Reduced from 5 minutes to 2 minutes.
Countermeasures
1. Bearing Worn Out→ Play in the shaft
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
On the equipment
Activity Symbol Tools
In the spares store
Clean Δ
Near the equipment
Lub ⃝
Visual SOP/Work instructions
Insp ⃞
Visual Systems - On the Equipment
FIG # 3 WHAT ARE WE READING? IN WHAT ORDER? FIG # 4 CLEAR MARKINGS ELIMINATE ERRORS
Visual Systems - near the Equipment
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.
Step-7: Organize & Manage Workplace
EQUIPMENT PRECISION
INSPECTION ITEMS
OEE , continuous
STANDARDS FOR improvement thru
INDIVIDUAL WORK Kaizen. PDCA (Plan,
RESPONSIBILITIES Do, Check & Act)
cycle implemented.
Kaizen Tools:
1. PM analysis
3. Summary of losses
4. Kaizen register
Loss Category
9. Management loss
10.Operating loss Losses that impede
human work
11.Line organisation loss efficiency
12.Measurement & adjustment loss
13.Energy loss
Losses that impede
14.Die/jig & tool breakage loss effective use of
production resource
15.Yield loss
Classification of losses
Aspect Sporadic Loss Chronic Loss
Cause-effect Not easily identifiable, even
Causation relationship simple to with several counter
trace. measures
Easy to establish a Due to hidden defects in
Remedy
remedial measure m/c, eqpt & methods
A single cause is rare - a
Impact / A single loss can be
combination of causes
Loss costly
trends to be a rule
Freq. of
occasional Frequent
occurrence
Only line personnel in Specialists in process engg,
Corrective
the production can quality assurance & maint
action
attend to this problem people are required
Why-Why & P-M Analysis
for Sporadic & Chronic Problems
Equipment Improvement
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.
Attack individual losses
Availability Performance
•Breakdown Loss •Short Stoppage Loss
•Changeover/setup Loss •Machine speed Loss
Quality
•Defects Loss
•Warm-up & Shutdown Loss
Focused Improvement
Improvement
C
B Identify
A & attack
bottleneck
UTILITY COST
100.0%
8% OTHERS
POWER
80.0% 20% Shop C
C
O
S 72%
60.0%
T 30%
Shop B
I 40.0%
N
C D
A S A P
C D C D
S: Standardize
Speak with Data D: Do
Gather data using all five senses C:Check
Go to gemba for data A:Act
Analyze data - “When you see data, doubt it” P: Plan
Make decisions with data D: Do
Take action based on data C:Check
Check results - “When you see data, doubt it” A:Act
KI Methodology
Review & AS A P
Standardise Gemba
CD C D Kaizen
Review & Workshop
Standardize AS A P Gemba
CD C D Kaizen
Workshop
A P GembaKaizen
C D Workshop
Initial Diagnosis & Roadmap
Theme & Principles of Lean Concept
Concept of lean thinking originated from Toyota
Production Systems (TPS) developed in 1950s Japan
through lean principles described by Womack (1990).
Central theme of lean thinking
Eliminate Waste
Excessive WIP
Lean
Muda of over-production Too Invasive PM
production
Non moving materials
wastes
Muda of waiting Waiting for resources
& analogous
Movement is waste
wastes
Muda of transport Centralized maintenance within
Too much variation maintenance
Muda of processing
Non-standard PM
Excessive stock
Muda of inventory
Excessive spares stock
Double handling
Muda of motion
Double handling Production example
Scrap, rework
Muda of repair/rejects Maintenance example
Poor maintenance work
The 7 original wastes (Ohno, 1985)
1. Muda of over-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 of Waiting
• 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 of transport - "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 of time walking; without adding value
to the process.
4. Muda of processing
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 of inventory
• spares store contains obsolete items in significant
proportion.
• informal parallel inventory to ensure availability when
needed.
• too much backlog maintenance work inventory means
slow response and a high reactive labor percentage.
6. Muda of motion : PM tasks that do not add value
7. Muda of defects / rejects
Job recurrence because of improperly performed repair
work. Root cause analysis can ensure that the proper action
is taken to eliminate the source of the defect.
The 7 new wastes (Bicheno, 2000)
Equipment Total
Maintenance standards
Target
1. Zero equipment failure & break down
2. Improve reliability & maintainability by 50 %
3. Reduce maintenance cost by 20 %
4. Ensure availability of spares all the time
Formulating Maintenance Strategy
Maintenance
system to ensure
that jobs get
done as desired.
Identify resource
requirement to fulfill
maintenance requirement
Identify Maintenance Requirements
(so that assets continue to fulfill their
functions to the desired
performance standard)
The “Plan Do Check Act” Process
The PDCA
Process
The Good AM Process - improved
through Culture and Leadership
Culture Leadership
The Four Key Principles
Output
Focus
Learning Capabili
Organisa ties
tion
Level of
Assuran
ce
What is Asset Management?
The PDCA
Process
Good AM
Processes
The Four
Key
Principles
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
hidden functions need special handling. It is
associated with protective devices - not fail safe.
Functions & Performance Standards
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.
Initial Capability
Maintenance ensures that the
Performance
Maintenance
Performance
Performance
Desired Performance
C. Lubrication failures
D. Disassembly Capability drops after
E. Human errors it is put into service
Performance
materials. These are not the capability from the outset.
failure of the asset, but effect of
the failure elsewhere in the INITIAL CAPABILITY
system
Failure Effects
Answers Q4 - “what happens when each failure
mode occurs”. It describes how & whether the
failure will become evident to the crew (noise,
odor, smoke, leakage) & other information as
below:
How it affects operation & poses threat to safety?
What damage is caused by failure?
What should be done to repair the failure?
FAILURE MODE FAILURE EFFECT
1 Gearbox Motor trips and alarm sounds in Powerhouse.
bearings 3 hrs downtime to replace gearbox with
seize spare. New bearings fitted in workshop.
Motor does not trip, but machine stops. 3 hrs
2 Gear teeth
downtime to replace gearbox with spare.
stripped.
New gears fitted in workshop.
Sub-system: Exhaust System: DG Info Worksheet
FUNC FAILURE FAILURE MODE FAILURE EFFECT
FUNCTION (Loss of function) (Cause of failure) (What happens when it fails)
A Unable to Silencer assembly collapses & falls to
1 To channel all 1 Silencer
bottom of stack. Back pressure causes
the hot flue gas channel the mountings
the engine to surge violently & shut
without gas at all. corroded.
down on high exhaust gas temperature.
restriction to a
Time to replace silencer -1 week
point 10 m
above the roof Gas escapes into DG room & ambient
B Fails to 1 Ducting
of Power house temperature rises. No ventilation, so
contain the gasket fitted
concentration will reach noxious levels.
gas improperly.
Leaking sound not audible due to noise.
Repair time – 2 days
2 Upper bellows The upper bellows are outside the DG
holed by room, so the leak will discharge to
corrosion atmosphere. Repair time – 4 days.
2 To reduce A Noise level Most material would be blown out &
1 Silencer
noise level exceeds 80 some will fall to bottom of stack causing
material
below 80 dB (A). obstruction to outlet leading to increase
retaining mesh
dB(A). in gas temp & shutdown of engine.
corroded.
Repair time – 5 days.
Failure Consequences
Answers Q5, ‗In what ways, does each failure matter?‘
Failures having serious consequences shall be
prevented. Focus of RCM is not to avoid failures per se,
but to avoid/reduce the consequences of the failure.
While evaluating the failure consequence, identify the
hidden functions so that they are dealt with
appropriately.
Evident failures are classified into 3 categories in
descending order of importance as below:
1. Safety & environmental consequences - A failure has
safety consequences if it can hurt/kill somebody or
cause a breach of any corporate or statutory norms.
2. Operational consequences – Affects production e.g.
output or quality in addition to repair cost.
3. Non-Operational consequences – Involve only the cost
of repair.
RCM uses these categories in maintenance decision-
making.
Evident 2: Operational Consequences
Failures of primary function of an equipment will entail
operational consequences in 4 ways:
1. Affect Total Output:
2. Affect product quality: resulting in either rejection or rework.
3. Affect customer service: Late delivery or order cancellation
4. Increased operating costs: due to use of alternative process
or equipment which is costlier.
The economic impact of a failure depends 2 factors:
1. Failure cost each time it occurs on operational capability &
repair
2. How often it happens (Failure rate)
For failure modes with operational consequences, a
proactive task is justified if it costs less than the cost of the
operational consequences plus the repair cost.
Evident 3: Non-Operational Consequences
N Y Y N
Do proactive Do proactive
Do proactive Do proactive
maintenance if maintenance if
maintenance maintenance cost effective wrt cost effective
if it reduces repair cost & wrt repair cost
the risk operational losses
If not… If not..
If not.. If not..
Cond. Prob. of
Useful Life
Useful Life Few premature
failure
12 months failures
failure
Age
Frequency of failure Age
Cond. Prob. Of
Economic-life limits: Based on Safe
Failures
age – reliability relationship. Often Life
start
Limit
SD is justifiable on economic
grounds; I.e. secondary damage failure
of costly components. 1 2 3 4 5 6 7 8 9
Age
New techniques & Potential Failures
New techniques to detect potential failures rely on the fact
that most failures give some warning that it is failing. Potential
Failure is a physical condition that indicate a functional failure
is about to occur. They are called On-Condition Tasks.
P-F curve shows how a failure starts, deteriorates to the point
„P‟, and if not corrected, continues to the point of „F‟.
The P-F interval is the period between P & F, also known as
„warning period‟, „lead time to failure‟ or „failure dev. period‟.
On-condition tasks must be done at intervals less than P-F
interval, otherwise the failure may be missed out.
failure starts (age related
& random both)
P “Potential failure”
The P-F Curve
Functional failure
Time F
Potential Failures
Too high a task frequency is a waste of resources. A task frequency
equal to half the P-F interval is optimum.
The net P-F interval is 5 weeks if the inspection interval is 1 week, but
the net P-F interval will be only 2 weeks if inspection interval is 4
weeks. The net P-F interval is the time available to take corrective
actions to reduce the consequences of the failure in following ways:
• Downtime: Corrective action is planned when it does not disrupt
operations. The repair time will be less due to planning.
• Repair Cost: Can be reduced by taking action before a
secondary damage takes place; e.g. switch a machine off before a
collapsing bearing allows a rotor to touch the stator.
Inspection P-F interval
The net P-F interval is the time interval 4 week 6 weeks
Net P-F
between the discovery of a P interval
2 weeks
potential failure & the
functional failure.
Time F
Potential Failures
Longer P-F intervals are desired for two reasons:
• The time required to take any sensible action to avoid or
reduce the consequences of the failure will be available &
hence an on-condition task will become technically feasible.
• Fewer on-condition inspection will be required.
In some cases, the P-F intervals vary widely. In such cases,
task intervals shall be substantially less than shortest of the
likely P-F intervals. If the P-F interval is wildly inconsistent, then
a meaningful task interval is not feasible & some other
means of dealing with the failure shall be explored.
Longest P-F
P-F curve suggests that interval
deterioration accelerates in the Shortest
intrvl
final stages, the phenomenon is
explained in the example of P
ball bearing failure due to
normal wear & tear. Time F
Linear P-F Curves: Determining P-F Interval
Deterioration accelerates at the final stages of most failures; e.g.
when bolts loosen, filters get blinded, V-belts slacken & slip, elec
contactors overheat, seals fail, rotors get unbalanced & so on. If
an item deteriorates in a linear fashion over its entire life, then final
stages of deterioration (between P & F) will also be linear, for age-
related failures (except fatigue, which is a complex case).
Tread depth
P-F interval, 10000 km (say) Like tyre example,
new = 12 mm
P finding P-F interval
PF = 3 mm
for age-related
F. Failure = 2 mm F failures with linear
deterioration is fairly
Tyre Tread X-section 0 10 20 30 40 50 simple.
Operating age (in 1000 km)
Infrared Thermography
Airborne Ultrasonics
Oil Analyses
Spectrometric – wear particle analysis
Ferrography
Vibration Analyses
Laser Alignment
Precision Balancing
Selecting Right Proactive Tasks
In the example of tyre, it was seen that all tyres last 50000-80000
km. If a scheduled restoration is adopted, all the tyres would
be retreaded at 50000 km, which is „useful life‟. But, many
tyres will be retreaded before it is needed - those which will
last 80000 km, losing 30000 km of life.
If we adopt on condition task by checking tread depth at the
interval of 2500 km, an average of 65000 km will be achieved
with an increase in useful life of 30%. So, on-condition tasks
are cost effective over scheduled restoration.
The order of selecting proactive tasks are as follows:
1. On-condition tasks shall be considered first, because:
They can be performed while the eqpt is in operation.
realizes almost all of its useful life (example of tyre).
Knowing PF, the corrective action can be planned well.
Selecting Right Proactive Tasks
2. Scheduled restoration tasks: next choice, if technically
feasible, i.e. failures congregate around an average age.
For economic consequences, cost effectiveness must be
assessed. Scheduled restoration is more conservative than
discard, as it involves restoring things instead of throwing
away. It involves shop work & hence higher work load. The
demerits are:
They can be done usually when the equipment is stopped.
Age limit applies to all items, hence those, which would
have lasted longer will also be removed (example of tyre).
3. Scheduled discard tasks: Least cost-effective of all
proactive tasks, but it bears few desirable features. Safe-life
limit may prevent certain critical failures, while an
economic life limit will optimize cost-effectiveness. They
bear all the demerits of scheduled restoration tasks.
Task Selection Process
Is an on-condition task technically feasible and worth doing?
Yes No
1 A 1
RCM Decision Worksheet & RCM Info Worksheet are 2 key documents
used in RCM. The decision worksheet is divided into 15 columns.
RCM Decision Worksheet Failure Consequences – A summary
Information Consequence H1 H2 H3 Default Proposed Initial By
Reference Evaluation S1 S2 S3 Action
O1 O2 O3 Task Interval
F FF FM H S O N1 N2 N3 H4 H5 S4
3 A 1 N A hidden failure
2 C 4 Y Y Safety & environment consequences
1 A 3 Y N Y Operational consequences
1 B 2 Y N N Non-Operational consequences
The columns F, FF & FM identify the failure mode & next 9 columns refer
to the questions on the RCM Decision Diagram as below:
• Col H, S & O record the answers on consequences of failure mode.
•Next 3 columns record whether a proactive task has been selected.
•Next 3 columns H4, H5 & S4 answer default questions, if necessary.
•Each failure mode is dealt with one category of consequences only. If
„Y‟ is recorded in column S, nothing is recorded in column O.
RCM Decision Worksheet Technical feasibility criteria
Information Consequence H1 H2 H3 Default Initial By
Reference Evaluation S1 S2 S3 Action Proposed task Interval
O1 O2 O3
F FF FM H S O N1 N2 N3 H4 H5 S4
Preventive & Predictive maintenance task intervals are governed by one variable each,
useful life & P-F interval. But, two variables – availability & reliability of the protective
device – are used to set failure-finding intervals.
RCM Decision Worksheet The Default Questions
Information Consequence H1 H2 H3 Default Initial By
Reference Evaluation S1 S2 S3 Action Proposed task Interval
O1 O2 O3
F FF FM H S O N1 N2 N3 H4 H5 S4
Is failure-finding task technically
3 A 1 N N N N Y feasible & worth doing?
Can the multiple failure affect safety
3 A 1 N N N N N Y or environment? This is only asked if
3 A 1 N N N N N N H4 is NO. If H5 is Y, redesign is
compulsory; if N, then Run-to-Failure.
The first 2 pumps could suffer from many more failure modes. Each of
these failures would be listed & analyzed on its own merits. A number of
other preventive tasks could have been chosen to anticipate the failure
of the bearing. The stand-by pump is treated as „black-box‟. If it suffers
from some failure modes, they shall be analyzed individually.
Implementing RCM 1
Audit Decision
Proposed Task Interval Done By Worksheet
Check coupling bolts Monthly Tech
No scheduled maintenance
Redesign guard 2 3
Check gearbox oil level Weekly Optr Detail Out Identify
Calibrate gauge Annually E&I tech
Task Once-Off
Check tension of drive chain Monthly Tech
Instruction Changes
Counting Method
Used when a fixed number of operations are required within
a process, or when a product has a fixed number of parts
that are attached to it.
A sensor counts the number of times a part is used or a
process is completed and releases the part only when the
right count is reached.
Contact Methods
Do not have to be high tech!
Passive devices are sometimes the best method.
These can be as simple as guide pins or blocks
that do not allow parts to be seated in the wrong
position prior to processing.
Take advantage of parts designed with an uneven
shape!
A work piece with a hole a bump or an uneven
end is a perfect candidate for a passive jig. This
method signals to the operator right away that the
part is not in proper position.
3 Rules of POKA-YOKE
• Don‟t wait for the perfect POKA YOKE. Do it now!
• If your POKA YOKE idea has better than 50%
chance to succeed…Do it!
• Do it now….improve later!
• Best is the enemy of the good. When we find the
perfection, we do not try further.
Pillar – 5: Training
It is aimed to have multi-skilled revitalized employees whose
morale is high and who has eager to come to work and
perform all required functions effectively and independently
Education is given to operators to upgrade their skill. It is not
sufficient to know only "Know-How" by they should also learn
"Know-why".
It become necessary to train the operators on knowing "Know-
why".
The employees should be trained to achieve the four phases
of skill. The goal is to create a factory full of experts. The
different phase of skills are
Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach
Policy - Training
1. Focus on improvement of knowledge, skills and techniques
2. Creating a training environment for self learning based on felt
needs
3. Training curriculum / tools /assessment etc conductive to
employee revitalization
4. Training to remove employee fatigue & make work enjoyable
Target - Training
1. Achieve and sustain downtime due to want men at zero
on critical machines
2. Achieve and sustain zero losses due to lack of knowledge
/ skills / techniques
3. Aim for 100 % participation in suggestion scheme
Steps in
Educating & Training activities
1. Setting policies and priorities and checking
present status of education and training
2. Establish of training system for operation &
maintenance skill up gradation
3. Training the employees for upgrading the
operation & maintenance skills
4. Preparation of training calendar
5. Kick-off of the system for training
6. Evaluation of activities & study of future
approach
Pillar – 6: Office TPM
Office TPM should be started after activating four
other pillars of TPM (JH, KK, QM, PM).
Office TPM must be followed to improve
productivity, efficiency in the administrative
functions and identify and eliminate losses
This includes analyzing processes & procedures
towards increased office automation
Office TPM Addresses 12 Major Losses:
1. Processing loss
2. Cost loss including in areas such as procurement,
accounts, marketing, sales leading to high
inventories
3. Communication loss
4. Idle loss
5. Set-up loss
6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone
and fax lines
9. Time spent on retrieval of information
10.Non availability of correct on line stock status
11.Customer complaints due to logistics
12.Expenses on emergency dispatches/purchases
How to start office TPM
1. A senior person should head the sub-committee
2. Cross-functional members should be included in sub
committee
3. TPM co-ordinate plans & guides the sub committee
4. Provide awareness about office TPM to all support
departments
5. Help them to identify P, Q, C, D, S, M in each function in
relation to plant performance
6. Identify the scope for improvement in each function
7. Collect relevant data
8. Help them to solve problems in their circles
9. Make up an activity board where progress is monitored on
both sides – results & actions along with Kaizens
10. Fan out to cover all employees & circles in all functions
Kobetsu Kaizen for Office TPM
Inventory reduction
Lead time reduction of critical processes
Motion & space losses
Retrieval time reduction
Equalizing the work load
Improving the office efficiency by eliminating the
time loss on retrieval of information, by achieving
zero breakdown of office equipment like
telephone and fax lines
Office TPM & its Benefits
Involvement of all people in support functions for focusing on better
plant performance
Better utilized work area
Reduce repetitive work
Reduced inventory levels in all parts of the supply chain
Reduced administrative costs
Reduced inventory carrying cost
Reduction in number of files
Reduction of overhead costs (to include cost of non-production/non
capital equipment)
Productivity of people in support functions
Reduction in breakdown of office equipment
Reduction of customer complaints due to logistics
Reduction in expenses due to emergency dispatches/purchases
Reduced manpower
Clean and pleasant work environment
P Q C D S M in Office TPM
P – Production loss due to want of material, Manpower
productivity, Production output lost due to want of tools.
Q – Mistakes in cheques, bills, invoices, payroll, Customer
returns/warranty attributable to BOPs, Rejection/rework in
BOP‟s/job work, Office area rework.
C – Buying cost/unit produced, logistics Cost – inbound/
outbound, inventory carrying Cost, communication Cost,
Demurrage costs.
D – Logistics losses (Delay in loading/unloading)
Delay in delivery due to any of the support functions
Delay in payments to suppliers
Delay in information
S – Safety in material handling/stores/logistics, soft & hard
data.
M – Number of kaizens in office areas
How Office TPM supports Plant TPM
1. Office TPM supports the plant, initially in doing Jishu
Hozen of the machines (after getting training of
Jishu Hozen), as in Jishu Hozen at the
2. Initial stages machines are more and manpower is
less, so the help of commercial departments can
be taken, for this
3. Office TPM can eliminate the lodes on line for no
material and logistics
Pillar – 7: Safety, Health & Environment
Area focus is on to create a safe workplace and a
surrounding area that is not damaged by our process or
procedures
This pillar will play an active role in each of the other pillars
on a regular basis
A committee constitutes which comprises of representative
of officers as well as workers
Utmost importance to Safety is given in the plant.
Manager (Safety) is looking after functions related to safety
To create awareness among employees various
competitions like safety slogans, Quiz, Drama, Posters, etc.
related to safety can be organized at regular intervals
1. Zero accident
Target 2. Zero health damage
3. Zero fires
Today, with competition in industry at an all time high, TPM
may be the only thing that stands between success and
total failure for some companies.
It has been proven to be a program that works
Employees must be educated and convinced that TPM is
not just another "program of the month" and that
management is totally committed to the program and the
extended time frame necessary for full implementation
If everyone involved in a TPM program does his or her part,
an unusually high rate of return compared to resources
invested may be expected.
Resources Required
to
implement TPM
Budget for:
Initial familiarization & training
Equipment restoration
Upgraded toolkits
Time of managers & other employees
Maintenance System
Reliability CMMS
RCM
Engineering
Implement maint mgmt systems to manage the
resources.
WO system, Visual Control & CMMS.
Identify resources •Condition •Involve all
reqd. to fulfill Monitoring employee thru‟
those maint. Tools TPM for
requirements „prevention at
(people & skill, •Multi-skilled source‟
spares, tools & technicians
•Establish „Basic
instruments) Eqpt Conditions‟
thru‟ JH
HUMAN RELIABILITY
Involvement
Ownership
Interfaces
PROCESS EQUIPMENT
RELIABILITY MAINTAINABILITY
Operating within OPERATIONAL Design-phase
design envelope RELIABILITY ‗built-in‘ reliability
Process & Procedure Multi-skilling
understanding Shortening MTTR
EQUIPMENT RELIABILITY
Maintenance Strategy
Maint Effectiveness - Extending MTBF
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.
Instrumentation
Condition-Based & Calibration Maintenance
Maintenance • Precision of Gauges
Skills Enhancement
• Specialization Training
• Oil Analysis Program
• Multi-skills programs
• Infra-Red Thermography
• Guidance to Jishu-Hozen
• Vibration Analysis
• Expert System
• Leak Detection
Job Planning
Schedluling
Equipment
Assets
History
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 • KPI’s
Clean slate approach – Quantifiable metrics
Work flows • Work order type
Understand every transaction • Scheduled vs.
Work order
unscheduled
MRO/Inventory control
• PM compliance report
Purchasing • Self Audit
– Honest evaluation
• Identify Changes
Required
– Assign Roles &
Responsibilities
Pre CMMS
Department Staff • Equipment
Work Order Flow – No central files
Radio calls
– PM’s tracked by
Trouble reports
spreadsheet
Reactive scheduling
Log book – No failure analysis
No visibility to system – 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 Equipment
Defined what the system Hierarchy
required Cost centers
Assigned system roles and Naming Convention
responsibilities Component
Training Inventory
Specific to function Electronic import
Set up Training system Min/Max levels
Multiple Plant Terminal Preventive
Sites Maintenance
All craft, maintenance and Describe routines
production supervision Attach frequencies
access
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
• Inventory Inventory
– Craft Access Automatic Reorder
System Generated Requisition
• Improved search
Electronic approval
functionality
• Reduction of supervision Purchasing
time required Paperless system
System tracks all stock and
– Min/Max Levels/QOH non-stock purchases
• System generated part Reports
number Memo entry
• Multiple locations
• Reduction Of duplications
• Order reduction
– Issues To Work Order Or
Department
• Auto BOM
Future Goals and Objectives
Work Orders Maintenance Team
Introduce failure and Increase wrench time
cause codes to work Establish procedures
orders Improve training and
Root cause analysis knowledge sharing
training Create culture of
Reduce unscheduled
continuous
work
improvement
Shift repair to non
production time
Schedule
Priority
Visible backlog
Future Goals and Objectives
Equipment Inventory
Improve uptime Centralize storeroom
Analyze failure rates and Improved control
MTBF Eliminates need for
Adjust PM if required duplication
Evaluate operating Parts staging for
procedures
scheduled work
Modifications, upgrade or
Reduce need for craft
replacement
access
Force field intiative
Reduction of craft data
input
Reduction of idle
inventory
Steps Toward Reliability
1. 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.
Performance Measures
Three basic business operational scenarios impact the
focus and strategies of maintenance. They are:
1. Excess operations capacity – ―cost constrained‖
2. Constrained by operations capacity – ―production
constrained‖
1. If the business would be able to sell more products or
services if their prices were lowered, then the business
is said to be ―cost-constrained.‖ Under these
circumstances, the maximum payoff is likely to come
from concentrating on controlling inputs — i.e. labor,
materials, contractor costs, and overheads.
Here, the most important maint measures would be:
Maintenance expenditures, relative to output (e.g.
maintenance costs per production unit);
Performance Measures
2. 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 equipment’s
availability, production rate, & quality rate, as primary
measures;
b) MTBF & MTTR, as secondary measures used to analyze
problems with respect to availability.
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 person‘s
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.
Maintenance Benchmarking
Plant Availability > 97%
Total Maint Cost/Total Manufac Cost < 15%
Maint Cost/ Asset Value of the Plant < 3%
Maintenance Workers - % of Total <15%
Training hours / year > 80 hrs/yr
Planned Maint/Total Maint > 85%
Unplanned Down Time ~0%
Reactive Maintenance < 15%
Tot PdM Hrs/Tot Maintenance Hrs ~50%
Thank You