Planned Maitenance by NAKANO

Originally p u blis he das Kosho Zero wo Tasseisuru / Keikaku Hozen no
Susumekata copyright 01999 by Kinjiro Nakano & Japan Institute of

Plant Maintenance
Planned Maintenance Keikaku Hozen / Comprehensive approach to Zero

breakdown copyright 02003 by Kinjiro Nakano & Japan Institute of
Plant Maintenance
All right reserved. No part of this book may be reproduced or utilized

in any form or by any means, electronic or mechanical, including
photocopying, recording, or by any information storage and retrieval
system, without permission in writing from the publisher. Additional
copies of this book are available from the publisher. All inquiries to
Japan Institute of Plant Maintenance (JIPM)

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Edited by : Japan Institute of Plant Maintenance
ISBN4-88956-243-5
First edition March 2003
Second Print First edition October 2003
Revised edition April 2004
. . . . . . . . . . . . . . . . . . . . . . . . . ..~.......................~.. 7
1. Concept of Equipment Maintenance . . . . . . . . . . . . . . . . . . . . . . ..L...................8
2 . The Process of Equipment Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3. Basic concepts for implementing equipment maintenance.......... 13
3.1 Physical analysis of breakdowns 13
3.2 Factor analysis for achieving zero breakdowns 14

4. Approach to Zero Breakdowns . . . . . . . . . . . . . . . . . . . . . . . . . . ..,..,..,................. 18
4.1 Measures to achieve zero breakdowns 18
4.2 Practical activities to achieve zero breakdowns 19
5. Equipment Maintenance classification and task sharing . . . . . . . . . . . . . . 25

5.1 Classification 25
5.2 Roles and task sharing between the operation department and
the maintenance department 28
5.3 Types of maintenance organizations 32
chapter 2 : men . ..*............................*....... 3 7

1. ‘The Necessity of Keikaku Hozen ‘..........*.....*.,..,..,............ . . . . . . . . . . . 38
2 . The Purpose of Keikaku Hozen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
3. The Keikaku Hozen Way of Thinking . . . ...*.“...e....*....................... 39
3.1 Procedures of Promoting Keikaku Hozen 39
3.2 The Concept of Keikaku Hozen Activity 40

3.3 The Method of Keikaku Hozen (Maintenance method) 44
3.4 Periodic maintenance (TBM) and predictive maintenance (CBM) 47
4. Breakdown Reduction Activity (Zero Breakdown Activity). . . . . . . . . .50

4-1 Prerequisites 50
4.2 Approach to Achieving Zero Breakdowns 51
Contents ‘3
5. Equipment Ranking Based on Criticality . . . . . . . . . . . . . . . . . . . . . . . e. . . . . . . . . . . . 55
6. Selection of the parts of the equipment to be maintained and
selection of the maintenance method ~...~..~...~.~~..~...~....~.~.....~..f..~. 59
6 . 1 The parts to be maintained and the maintenance method 59
6.2 Flow table of the maintenance method selection procedure 60
7. Support activity for Jishu Hozen . . . . . . . . . . . . . . . . . . . . . . . ..I.............~.........64
7.1 The necessity of the support for Jishu Hozen 64
7.2 T h e S t e p s o f J i s h u Hozen and the contents of support 64
. . ..~....e.~~.o...~....***...
75
1. Basic Way of Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . s . . . . . . . . . . . . . 76

2. Selection of Model Line . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
3. Concrete Description of Step Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
3 . 1 Step 1: Analysis of present status 80
3.2 Step 2: Restoration and improvement of the deteriorated equipment 81
3.3 Step 3: Tentative standard maintenance procedure 82
3.4 Step 4: General Inspection of quality function 83
3.6 Step 5: Improvement of inspection and maintenance efficiency 84
3.7 Step 6: Execution of Predictive Maintenance 86

3.7 Step 7: Horizontal replication 87
~~...~...*......~..e~.*~..~...0..........
1. Maintenance Planning . . . . . . . . . . . . . . . . . . . . . . . ..I............................~........ 92

1 .l Objective of maintenance planning 92
1.2. Classification of maintenance planning 92
1.3 How to carry out maintenance planning 92
2. Maintenance Information Management . . . . ...*............I.......‘**....‘ 95
2.1 Types of maintenance records 95
3. Spare Parts Control . . . . . ...~...............~......................I...............~~.. 97
3.1 Approach to spare parts control 97
4 I Contents
3.2 Approach to stocked items (What should be stocked?) 98
3.3 Quantity of spare parts (How much is appropriate?) 100
3.4 Purchasing and storage (What control method?) 101
search . . . . . . . . . . . . . . . . ..a...................
1. Necessity of Predictive Maintenance... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
2. Predictive Maintenance and Equipment Diagnosis . ..* . . . . . . . . . . . . . . 108
2.1 Equipment diagnostic techniques 109
2.2 Simplified diagnosis and precise diagnosis 110
3. How to Advance Predictive Maintenance . . . . . . . . . . . ..*.................... 112

3.1 Prerequisites for Predictive Maintenance deployment 112
3.2 Development of equipment diagnostic techniques 113
3.3 Procedures for implementation of Predictive Maintenance 115
hapter 6 : Activity ( ontrol Activity) . . . . . . *.*. . . 13 1

1. What is MI? activity? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
2. MI? design . . . ...*.................**.....*................................................ 133
2.1 Aim of MP design 133
2.2 Important factors in MP information 133
3. Collection and Application of MI? Information . . . . . . . . . . . . . . . . . . . . . . . . 135

3.1 Collecting MP information 136
3.2 MP Design standard and checklist 136
4. Initial Flow Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..~..............................138

5. How to Advance MP Activity . . . . . . . . . . . . . . . . . ..~........L.....................~140
pendix : icators of
..,*.*.*.....*.......*...............s 143
Contents 5
~
Chapter 1 : Equipment Maintenance 7
r-
Have you ever thought of equipment maintenance as a car? Also let’s think
of specialized maintenance and operator maintenance as being two wheels
of this car. The car cannot run well unless both wheels are in good working
condition. Although maintenance activities are performed in many
companies, the complete idea of equipment maintenance is often not fully
understood.
In order to practice ideal equipment maintenance, you must know precisely

“what must be the most appropriate maintenance method for all types of
deterioration. You must understand the deterioration characteristics on
every section of every part and on every equipment function.” If you
know this, then you are in total control of the equipment. (
It is very important to understand the bottom line of equipment

maintenance. The purpose of equipment maintenance is to sustain
adequate equipment condition at all times in order to have uninterrupted
production,
As a matter of convenience, equipment maintenance is divided into two

types: operator maintenance and specialized maintenance. This separates
the tasks of equipment maintenance according to who will carry out the
work: the production department or the maintenance department.
Chapter 1 : Equipment Maintenance

quipment Maintenance
I..________-------.-------~-_ _- .
I We must know the most appropriate
j maintenance method for all types
j of deterioration. And we must
j understand the characteristic of I
j deterioration on every part of the ~
j equipment and equipment function j
L...--___________..---------------- -----1
Maintenance must be i
I utside I
performed with clear roles. / I
, contractor ,
We must decide who will F I maintenance I
maintain what parts of ~
equipment.
(Jishu Hozen) (Keikaku Hozen)
Who should take the initiative in implementing equipment maintenance?

It is the task of the maintenance department, The manager of the
maintenance department must play the leading role. It is useful for
maintenance managers and maintenance personnel to go back to the basics
and to deepen their understanding of equipment maintenance in order to
deploy successful maintenance activity company-wide.
In the next section we will discuss the process of equipment maintenance.

First of all, let us define the concept of equipment maintenance more
clearly. Equipment maintenance involves decisions about “what part or
section of what equipment requires what maintenance method.” Then it
is necessary to draft a standard maintenance procedure, a maintenance
calendar, and, based on this, carry out systematic maintenance which will
result in the prevention of breakdowns.”
Now, let us break this down into five different elements to understand the
process of equipment maintenance.
1.
2.
3. maintenance ~et~o~~
4. ~~~te~~ce proce
5. Carry out systematic maintenance.
1.
Ev lity of your equipment based on P,Q,C,D,S and M
criteria (productivity, quality, cost, delivery, safety, and morale). Based on
the evaluation scores, rank your equipment as Class AA, A, B and C. The
rank is generally determined by the company policy and would vary from
company to company. This is not really a difficult process.
2. merit?
This is a difficult decision. It is not easv to decide what nart of the
equipment should be maintained. In practice, the parts of the equipment

to be maintained are decided gradually through Jishu Hozen and Keikaku
Hozen implementation activities.
Logically speaking, during the stages of design and fabrication of the

equipment, the critical parts to be maintained should be identified through
application of techniques such as FMEA and FTA.
3. V&at maintenance method?

The maintenance method is usually determined by experience. There is
almost no logical or practical methodology that clearly indicates what
maintenance method must be applied on what part of the equipment.
There has been an overemphasis on empirical rules throughout the history

of equipment maintenance, which has resulted in the neglect of proper
research on deterioration patterns and the measurement of deterioration
parameters.
4. raft the st
The standard maintenance procedure specifies what maintenance method is
to be used on what part of the equipment. The 5W 1 H principle should be
used to draft the maintenance standard.
The maintenance department must have a good understanding of how all

parts of the equipment should be maintained. The sharing of maintenance
tasks should be thoroughly discussed with the Jishu Hozen practitioners.
5. Carry out systematic rn~~ten~ce

Keikaku Hozen means Planned maintenance. A necessary tool for the
implementation of Keikaku Hozen is the maintenance calendar. Other
maintenance activities such as spare parts management system are also

critical Tor implementation of Keikaku Hozen.
In nutshell, Keikaku Hozen is an activity that carries out five elements of

equipment maintenance and numerous factors (such as factory’s situation)
into consideration. Fi .I.2 shows the process of equipment maintenance.
Fig.12 The Process of Equipment ~aim~e~a~ce

- - _-__--_ _“-- -----_ --. -_ x
t
Evaluate the criticality of the equipment based on P,Q,C,D,S and M

criteria and classify the equipment
i- _ - ----- _ _ - - -- --
Practical decision making through step activity

of Jishu Hozen and Keikaku Hozen
Logical decision making through the application of
FMEA, FTA, PM analysis, RCM etc.
.--- --~-- x -
I
Select from the following maintenance

methods for each part. Selection BM (Breakdown maintenance)
depends on the criticality of the 1
equipment. TBM (Periodic maintenance)
1
I IR (Overhaul)
CBM (Predictive maintenance)

_--- - i
The 5Wl H method should be used to draft the standard

maintenance procedure
Maintenance tasks must be performed systematically based on the

maintenance calendar and standard maintenance procedure.
Remark : This figure explains the concept of equipment maintenance. Allotment of

tasks between the maintenance (Keikaku Hozen)and the production (Jishu Hozen) will be
decided separately.

estion can be answered by comparing
the stress applied to the equipment to the strength of the equipment.
Breakdown occurs when applied stress exceeds equipment strength.
All equipments are designed to withstand certain stress levels and operating
equipment is always under some type of stress. There is mechanical and
electrical stress necessary for equipment to function. Factors of the external
environment such as temperature, humidity, vibration, and dust could
contribute to stress as well.
Let us further analyze the causes of breakdown.
1. lecle
Deterioration can weaken equipment to the point where it can no longer
endure the stress of operation and subsequently breakdown occurs. The
causes of such breakdowns can be divided into two groups.
The first group includes cases where improper care and poor equipment
environment result in accelerated deterioration. In other words, inadequate
compliance with basic requirements of the equipment (lack in cleaning,
oiling, and tightening) cause accelerated deterioration.
The second group includes natural deterioration. This deterioration occurs

even with proper care and a good working environment. If no restorative
measures are taken, breakdown will result. shows how the strength

of the equipment weakens with time until it can no longer endure the stress
(See a, Fig. 1.3)
Even if the equipment has not deteriorated and still retains design strength,
breakdown can occur when more stress than anticipated at the design
stage is applied to the equipment. Whether intentional or unintentional, if
equipment is operated beyond its limits, breakdown will occur.
Maintenance specialists and operators must acquire knowledge of the

equipment, exercise care in operation, and comply with operating
limitations. b is the complement to a. It shows the situation where stress
displays a sudden increase and exceeds design strength (See b , Fi
This is attributable to the equipment designer’s inadequate skill or

carelessness that causes inherent weakness in some parts of equipment. In
this case, breakdown can occur under normal stress. .I .3 shows the case
where normal stress exceeds design strength (See c ,
So far, we have analyzed the relations between stress and strength and three
factors of breakdown from a physical standpoint. Now we will further break
down these three factors into five practical factors so that the production
and maintenance departments can facilitate practical countermeasures.
Each of five factors is related to the three factors of breakdown (neglected

deterioration, uncontrolled stress, insufficient strength) in one way or
.I 4) A detailed description of each factor is provided.
7
14 Chapter 1 : Equipment Maintenance
Fig.l.3 Analysis of Stress and Strength
0 inadequate compliance with basic requirements

1 Deterioration
Cleaning, oiling and tightening are not carried out
properly. Operators perform routine maintenance
improperly or not at all.
Srength analysis
\
Detection of natural and accelerated deterioration

and proper restoration are neglected. In other
words, inspection, examination and preventive
repair to correctly restore the equipment are not
carried out.
Indifferent / no aweareness to the stress.
Time+
Equipment and machinery possess operating

limitations based on design considerations.
Sometimes these are ignored.
Example : Current, Voltage, RPM, Velocity,
Temperature etc.
* Lack of skill
Repair equipment operation error by maintenance
personnel or operators. (Parts replacement error,
operation without license)
Time+
., Inherent design weaknesses

Insufficient strength can be inherent due to poor
design, fabrication and installation caused
by lack of engineering skills or error
Time+

Fig.1 A Su
0Inadequate compliance with

basic requirements
* Neglected deterioration
0Non-compliance with usage requirements
* Lack of skill
0 Design weaknesses
The operation department does not perform reliably the routine

maintenance or lacks a Jishu Hozen system necessary to comply with
basic requirements such as cleaning, oiling, tightening, and inspection.
Neglect of such tasks may aggravate equipment deterioration. (This is
accelerated deterioration.) Being unable to detect abnormalities caused
by stress on equipment leads to inadequate compliance with basic
requirements and breakdowns.
(2) ecte
This is the situation when equipment is still left unrestored even if it
has deteriorated to the extent that it can breakdown at any minute. The
maintenance and operation departments may lack skill or are incapable
of inspecting equipment properly, which results in being unable to
recognize either invisible or visible deterioration of equipment. This
condition allows breakdowns to occur.
ce wit uire tS
There are generally equipment operating requirements (usage conditions

such as power current, voltage, RPM, velocity, temperature, etc.)
that are specified for equipment to operate at. If usage requirements
are violated then stress applied to equipment will exceed the built in
1
stress limits. Non-compliance with usage requirements is sometimes
attributable to production engineers’ lack of careful consideration
during modification of equipment or conversion of equipment to a
different application.
Sometimes in equipment restorations a maintenance specialist cannot

realize the targeted life span of the equipment. Sometimes breakdowns
result from improper repairs. Also, operators may make mistakes
because they are not adequately skilled, resulting in generation of
extreme stress and subsequent equipment breakdown.
(5) ess
Lack of strength can result from design mistakes. These could be
careless mistakes or even mistakes attributable to equipment designers’
or manu~a~turers’ lack of knowledge, experience, or information.

So far we have analyzed the factors of breakdowns (shown in
These were subsequently broken up into five factors in the p
section. Obviously, the elimination of these five factors would result in zero
The road to achieving zero breakdowns starts with the classification and
analysis of breakdown history. The better the classification and breakdown
analysis are, the better the understanding of the subsequent activities and
higher the level of thoroughness in your countermeasures to breakdowns.
We have been discussing so far the basic concept of zero breakdowns and
what must be done to eliminate breakdowns based on the analysis of “why
breakdowns occur. ”
Now I suggest five phases that will lead you to concrete actions against
breakdowns. Details of such phases will be provided in 4.2 of Chapter 2.
Fig.l.5 Five ~o~nter~eas~~es to Achieve Zero Failures
0 Inadequate compliance with basic 0 Adequate compliance with basic

requirements requirements
” 0 c omp I. lance with usage requirements
0 Non-compliance with usage
requirements j! 0 Restoration of deteriorated equipment
/
]/ conditon
0 Neglected deterioration
CO Improvement of design weaknesses
0 Inherent design weaknesses
0 Improvement of operation and
0 Lack of skill maintenance skills.

However, a brief description of each phase is given below.
ase 1: Change to natur y e~i~i~at~~g the factor of
Reduce the variance of breakdown intervals by restoring equipment and

eliminating the factors of accelerated deterioration.
(2) ase 2: Extend inherent service-life of the equi
Carry out Corrective Maintenance (CM) to extend service-life if short
service-life is a result of natural deterioration or, in other words, design
limitations.
eteriorat~Q~ pattern
Study how deterioration increases over time.
Decide which parameters should be measured.

mplement Predictive aintenance
Fig. 1.6 shows the summary of concepts, approaches, and practical

activities required to be undertaken for achieving zero breakdowns. In
addition, it also clarifies the way to achieve zero breakdowns. Firstly, five
countermeasures are found through the analysis of “why breakdowns
occur”. Then, as concrete activities, the seven-step activities of Jishu Hozen
and Keikaku Hozen are introduced.
In order to achieve zero breakdowns, practical activities must be easy to

understand. A brilliant concept alone does not eliminate breakdowns. It
requires concrete, realistic and effective actions.
In that sense, Jishu Hozen activities are excellent because what should be
done is clearly specified in each step. Generally, any work is begun after

I
Fig.l.6 Procedures to Achieve Zero Failure
Failure analysis of stress and str@ngt~
1 Abnormal stress that exceeds the equipment strength is applied (Uncontrolled stress)
2 The equipment strength weakens to the extent that it is unable to bear stress during
operation (Neglected Deterioration)
3 The equipment inherently possesses weaknesses created during design and fabrication of
the equipment (Insufficient strength) /
--I$
i \iY
Five countermeasure to achieve zero failure
1 Adequate Compliance with basic requirements

2 Compliance with usage requirements
3 Restoration of deteriorated equipment conditon
4 Improvement of design weaknesses
5 Improvement of operation and maintenance skills
\ I
_I;
i2
Five phases to achieve zero failures
i/ 1 Eliminate the causes of accelerated deterioration and carry out restoration \I

/ and improvement of equipment conditions
/ 2 Extend inherent service-life of the equipment
3 Research natural deterioration process
4 Search for deterioration parameters
5 Implement predictive maintenance
Seven steps to Jish~-Helen Seven steps to ~ei~a~u~~o~en

/
1 Initial cleaning 1 Analysis of present status
2 Countermeasures directed at the 2 Restoration and improvement of the
source of troubles and difficult-to- deteriorated equipment condition
access area 3 Tentative standard maintenance
3 Tentative cleaning and oiling standard procedure
procedure 4 General inspection of quality function
4 General inspection 5 Improvement of inspection and
5 Autonomous inspection maintenance efficiency
6 Standardization 6 Execution of predictive maintenance
7 Autonomous management 7 Horizontal replication

consideration of what is the goal or purpose, and then what is the method
that should be employed (what to do). Without these, it is difficult to
succeed.
Hence we must develop a clear understanding of both t h e goal and

when attempting to achieve zero breakdowns.
(0 even s to
A detailed description of the steps (Fig. 1.6 - Seven Steps to Jishu Hozen)
will be provided later. However, a brief explanation is given below.
Basic requirements are the routine maintenance tasks such as cleaning,

oiling, and tightening. Attending to basic requirements means building a
system in which routine maintenance tasks can be properly implemented.
In other words, this is a system to develop operators’ capabilities to
implement restorative improvements, draft tentative Jishu Hozen standard
maintenance procedures, and carry out maintenance tasks in accordance
with such standard procedures.
To be more concrete, in Step 1, initial cleaning is carried out with the

attitude that “Cleaning is inspection.” It starts with getting familiar with
equipment by placing tags on troubles (such as neglected deterioration)
detected through cleaning and inspection of every part of the equipment.
(Simple problems can be resolved, and tags removed, in Step 1.)
In Step 2 (Countermeasures directed at the source of troubles and difficult-

to-access areas) operators must carry out restorative and improvement
actions against latent factors of breakdowns. The trouble tags can then
be removed. By this process, equipment will improve steadily. Operators
Chapter 1 : Equipment Maintenance /

must perform improvement thoroughly against the sources of accelerated
deterioration. At the same time, it is necessary to find and prepare
cleaning, oiling and inspection items that will be incorporated into the Step
3’s tentative standard maintenance procedure. We also must make difficult
tasks easier. (An example would be to improve access to some equipment
for the purpose of cleaning, lubrication or tightening). In nutshell, Steps 1
- 3 are the processes of completing the Jishu Hozen standard procedure.
Why do operators need to go through three long steps to set out a

standard? Because, based on the spirit of “My machine, my concern,” they
are required to make their own standard maintenance procedure. In order
to make their own standard, they need to restore and improve their own
equipment so as to discover the areas of the equipment that need to be
maintained, and then standardize such maintenance tasks in a way that
they can be followed easily.
@ Phase 2 (Sre
The establishment of a maintenance system based on the tentative standard

procedure drafted in Step 3 is not sufficient to achieve zero breakdowns.
Steps 1 - 3 can only improve visible equipment problems. There are
still hidden or invisible problems yet to be identified and tackled with
improvement measures. These hidden or invisible problems can also cause
breakdowns.
At this point, operators still have a long way to go to reach the status of
“equipment experts”. Operators need to gain more knowledge and develop
their equipment maintenance skills.
‘Ihat is why, before doing General Inspection in Step 4, operators will learn

basic maintenance technology such as hydraulics, pneumatics, electricity,
lubrication, and mechanics. By doing General Inspection, all the hidden
troubles will be identified and restorative and improvement measures
against these can be taken. As a result, we will realize our goal of near-zero
breakdowns. Throughout this process, operators will have the satisfaction
of developing new skills and greater competence.
Based on the knowledge gained from Step 4, in Step 5 (autonomous

inspection), operators will revise the tentative standard procedure drafted in
Step 3 and establish a final standard procedure in order to develop the Jishu
Hozen system.
TPM activities can drastically improve equipment condition because

TPM promotes the zero breakdown concept even within the small group
activities called Jishu Hozen. TPM encourages everyone’s participation in
PM activities. Top management must keep firmly in mind that without
this participation, it will be impossible to achieve dramatic improvements.
The seven steps of Jishu Hozen are for equipment operators to develop
the routine maintenance system so that they can take care of their own
equipment by themselves. The seven steps of Keikaku Hozen are designed
for specialized maintenance personnel to develop a new maintenance
system.
We will discuss the details of each step in Chapter 3. The concept is similar
to the Jishu Hozen steps. In Jishu Hozen Steps 1-3, for the most part, we
must restore and improve the deteriorated parts of the equipment and then
draft a tentative standard procedure in Step 3. As a start to Keikaku Hozen
system development, we must sort, classify, and analyze the breakdown data
Chapter 1 : Equipment Maintenance 23

for the last three years. Then, through training on how to analyze logically,
we strive to understand why breakdowns occur.
There have been drastic equipment sophistication and its precision

improvement in recent years and needs to maintain zero defects have been
increasing. In Step 4 and 5, we must incorporate Hinshitsu Hozen (Quality
Maintenance) concept and transform the focus of the maintenance
function from function-stoppage type breakdowns to function-decline type
breakdowns. In other words, although the equipment is still running, it is
important to consider function decline or product decline as breakdowns.
‘Ihis means that we must also carry out maintenance to prevent (product)
quality defects.

r we have discussed primarily the concept of equipment maintenance.
In this section, we will classify maintenance tasks into three activiries. Also,
we will discuss who will carry out each task.
These three activities are:
The purpose of these tasks is to prevent breakdowns. Let us briefly discuss

the contents of these three tasks.
3 Restore detrioration
2 Measure deterioration
! Deterioration Limit

The purpose is to protect equipment from accelerated deterioration
through routine maintenance. Correct operation of equipment and
routine maintenance such as cleaning, oiling, and tightening will prevent
accelerated deterioration.
2 eterioration
Even if the equipment suffers only natural deterioration, the equipment
will eventually fail. In order to take some restorative actions beforehand, it
is necessary to measure the degree of deterioration.
We can measure deterioration through routine inspection, periodic

inspection, equipment adjustment, and testing. It requires a measuring
technique such as equipment diagnostic technique.
Based on the measurement data and information, we must select the

method of equipment restoration. These methods include regular
replacement, regular maintenance, and regular inspection and diagnosis.
These methods involve more time and a high skill level.
These three activities against deterioration are different from one another.
If we ignore any of them it becomes impossible to accomplish our
maintenance objectives.
shows the matrix of maintenance activity classification and role

sharing. We will discuss each of the items in Figure 1.8 in Chapter 2, in
our discussion of Keikaku Hozen.

Fig. 1.8 Classification and Allotment of Maintenance Tasks
- _I
0 0
L--i Periodic repair / 0

/--A
- Irregular repair 0
improvement
of strength 0
Load reduction 0
_ _ Im rovement
0 Paccuracy --I 0
0
r-- -- - - - -1
0 0
Early detection of problems and reliable and
speedy countermeasures and communication 0
unexpected repair 0 0
- -

Let us consider the roles of the operation department and the maintenance
department in implementing reliable and economical equipment
maintenance in order to improve overall equipment efficiency (OEE).
The role of the operation department

@ Ensure adequate compliance with basic requirements (cleaning, oiling
and tightening)
@ Comply with usage requirements (items that are visibly judged and
correct operation of equipment)
@ Try to detect, by means of the five human senses, any early indications
of abnormality during the operation of the equipment. During
equipment restoration and improvement, identify deterioration mainly
by visual inspection.
@ Improve operators’ skills of inspection, equipment operation, set-up,
and adjustment.
These activities by the operation department are collectively called
” Jishu Hozen activities”
The role of the maintenance department

0 Provide technical support to Jishu Hozen activities.
@ Restore equipment condition reliably, and leave no deterioration
unattended by inspection, examination, disassembly and repair.
@ Identify design weaknesses and clarify usage requirements. Then
perform proper equipment improvements.
@ Improve maintenance skills such as inspection, examination,
disassembly and repair.
These are nothing new. They have always been the essential tasks of
maintenance department. The bottom line is that we must re-evaluate our

roles and strive to perform these roles as thoroughly as possible.
Cooperation between the production department and the maintenance

department is imperative to carry out production smoothly. It is necessary
for the production department to share part of the maintenance function.
It is also necessary for the maintenance department to take up production
responsibilities in order to ensure the proper production maintenance.
The relationship between production and maintenance is exactly like two
wheels on a car. Both are essential.
The basic roles of the production department and the maintenance

department are shown in Maintenance personnel must stop
breakdown from happening by performing Keikaku Hozen, including
periodic maintenance, predictive maintenance, and corrective maintenance.
They must also perform breakdown maintenance as and when required.
The production department must perform Jishu Hozen in order to

prevent deterioration, Jishu Hozen activities involve correct operation
of equipment, cleaning, oiling, tightening, etc. In order to perform this,
the production department must carry out routine inspection to detect
troubles. Whenever possible, they must perform minor repairs. If the
problem is too difficult to handle, then they will request the maintenance
department to take care of the problem.
We should not be entirely satisfied unless every single operator understands

and practices these activities. The most effective way to successfully carry
out the activity is to adopt small group activities designed to facilitate
everyone’s participation.
These methods must be incorporated in the following activities that were

mentioned earlier.
0 Prevent deterioration
@ Measure deterioration
C!il Restore deterioration
Prevention of deterioration is the most fundamental activity, but it is

often neglected. If we over-emphasize periodic inspection or accuracy
measurement and fail to provide adequate prevention of deterioration, we
are getting our priorities wrong. That is not the way to perform efficient
maintenance.
The production department must focus on preventing and measuring

deterioration. At the same time, they are encouraged to upgrade their
skill in restoring equipment so that they will be able to perform simple
restoration. As for the maintenance department, it must focus on special
engineering, diagnosis (predictive maintenance and diagnostic techniques)
and restorations that demand high skill.
We are living in the age where automation of diagnosis and restoration is

possible. The maintenance department must also focus on developing new
maintenance techniques and skills in order to restore the equipment to
perfect condition.
In view of this, the maintenance department can be divided into two

squads. The expert squad plans and develops future maintenance techniques
and the execution squad specializes in executing maintenance tasks.
The management concept of each enterprise will be very much reflected

in how it regards equipment maintenance and in how it divides the
Chapter Equipment Maintenance

maintenance roles within the enterprise.
In particular, TPM’s Jishu Hozen can be a very new concept to many

companies. The operators’ main job is production. Hence, Jishu Hozen
must be carried out within the constraints of available time and skill. It is
useful to see how a particular automobile company determines the roles of
production and maintenance department. (See Fi
Fig.l.9 Allotment of Tasks between Production and Maintenance

ii_ -- - _- _-- -. - - - - - - -_--.I_._--I_ - - - - ----_* I *- -__---* - - - ~- __
les af Eat en2
1) Production department
@Routine control of the equipment is necessary to ensure production, quality and safety.
The production department must consider these as its essential tasks. (These tasks are
not transferred from the maintenance department to the production department)
0 Operators must also learn the skill of performing routine control of the equipment
(inspection, cleaning, oiling etc). They must also develop the ability to recognize an
abnormality as an abnormality.
2) maintenance department
0 Perform repair and maintenance regularly in order to restore equipment condition.
Carry out performance measurement, improve reliability and maintainability of the
equipment. Improve necessary maintenance skills and techniques.
0 Provide support to the production department’s education and training activities
to learn maintenance skills and knowledge in order perform routine control of the
equipment.
0 The maintenance department must continue to intensively implement their primary
maintenance tasks in order to sustain and improve their skill level and efficiency.
1) Necessary routine maintenance to sustain equipment operation

0 Cleaning, inspection, oiling, tightening, worn out parts replacement etc.
0 Detection of abnormalities through tasks mentioned in 0 and restoration and
improvement.
0 Implement countermeasures against abnormalities to avoid minor stoppages.
@ Draft and revise the standard procedure that specifies the above tasks.
2) Operative requirements and quality control requirement
0 Robot teaching, welding condition control, replacement and grinding of welder tips.
0 Reliability control of gauges and clamps.
0 Cleaning of coating line (directly linked to quality improvement)
0 Condition control of guns and nozzles used for application of glue, paint etc.
0 Die condition control.
&v+,““‘,~x,2up,2, Ij <***_ *^>><* *

According to the survey conducted by JIPM, there are generally four
types of equipment maintenance organizations. These include centralized
maintenance, area maintenance, departmental maintenance and combined
maintenance.
These four types of maintenance organization can be summarized as

centralized and decentralized types. There are pros and cons in each type as
explained later. Generally one of them is selected, depending on the factory’s
maintenance history. The organizational structure usually gets changed
during the period between TPM promotion and final TPM deployment.
Now let us consider the four types of maintenance organization.
( ce
All the maintenance tasks and personnel are under one manager. All the
equipment maintenance, design, management, etc. is carried out in one
centralized location. (See >
e em
Fat er
er
Chapter I. : Equipment Maintenance

0 Advantages
- Better mobility
- Flexible manpower distribution
- Effective use of manpower
- Effective use of jig for equipment maintenance
- Advantageous in training maintenance engineers
- Effective training for maintenance technicians
- Certainty in maintenance cost control
- Clear responsibility in performing equipment maintenance.
@ Disadvantages
- Longer time to travel to and from shop floor
- Lack in sense of togetherness with operators
- Difficulty in shop floor supervision
- Difficulty in arranging maintenance schedule
- Difficulty in learning about a specific piece of equipment
(2) Area
Maintenance personnel are distributed area-wise, yet under one manager,

@ Advantages
- Sense of togetherness with operators
- Easier shop floor supervision
- Shorter time to travel to and from shop floor
- Easier arrangement of maintenance schedule
- Mastery of a specific piece of equipment
0 Disadvantages
- Difficulty in using manpower effectively
- Inflexible personnel distribution
- Double possession of maintenance facilities, jig, and tools.
Maintenance personnel are positioned in each department. There are

managers for each department. (See Fig. 1 .I 2)
0 Advantages
- Similar to area maintenance.
e~a~t~e~tal Maintenance
I nit)

0 Disadvantages (in addition to the disadvantages of area maintenance)
- Production is the priority over maintenance (Less emphasis on
maintenance)
- Difficulty in improving equipment maintenance techniques
- Decentralized equipment maintenance responsibilities
‘This is the combination of centralized, area, and departmental maintenance.

(Fig. 1 .I 3)
0 Advantages
- All the advantages of centralized, area, and departmental maintenance
- This type is adopted by many enterprises when their equipment
maintenance organization expands and becomes larger.
Maintenance Organization
Chapter 1 : Equipment Maintenance / 35

Chapter 2 : How to Develop Keikaku Hozen /37
In order to implement the equipment maintenance described in Chapter 1,
we need to adopt a systematic approach.
When we want to implement equipment maintenance in line with

the business objectives, factory-wide maintenance orientation must be
proactively changed from breakdown maintenance to preventive and
predictive maintenance. Factories need this because they aim to minimize
cost and maximize production.
The purpose of Keikaku Hozen is to ensure the equipment conditions at

their best with the minimum maintenance cost, enabling equipment to
function at an optimal level whenever operation is required.
In order to achieve this purpose, both the production department and

the maintenance department must carry out their roles of equipment
maintenance properly. In addition, other activities such as Kobetsu Kaizen
(Individual Improvement, Focused Improvement) and MP (maintenance
prevention) activities must be coordinated to realize the ultimate aim of
minimum cost production.
Chapter 2 : How to Develop Keikaku Hozen

Keikaku Hozen that is performed by the maintenance department is a
practical and concrete system. It requires the maintenance department to
“decide what maintenance method is to be applied on what part of what
equipment and to carry out maintenance systematically.”
Through TPM activity, a Keikaku Hozen system can be built by the
procedures shown in Fig. 2.1.
Fig.2.1 Concept of Keikaku Hozen
I Activities to perform
maintenance efficiently I
Activities to
increase overall
equipment
efficiency
-Elimination of
equipment seven
major losses-
I ( 5 Corrective maintenance
I( 6 MP activity I
Reduction of maintenance cost

~ ----Input r e d u c t i o n - ~

Fig.2.2 Keikaku Hozen Promotion Procedure
-- - *__ -----^--_l--__I_ __-_---_- -----_-_ - - - - - _*_ - - - - 7
Y\
/i
Rank equipment criticality
Select maintenance method
Draft standard equipment maintainance procedure

-.\i3! ,l/----------A
?- ------- -- /’
Practice preventive maintenance(PM)b on maintenance calendar
” .a
Each step shown in the Fig. 2.1 involves difficulties. However, we must get
rid of the attitude that “We do things if they are within our scope.” The
way of thinking on equipment maintenance held by the organizations must
be reformed into “We must maintain what is necessary. ” Based on that, we
must build the maintenance system through TPM activity. (Fi
Keikaku Hozen system building is broadly divided into two complimenting

activities.
1. In cooperation with Jishu Hozen, preventive measures must be taken
against recurrence of breakdowns. A preventive maintenance system
must be established based on the maintenance calendar.
2. Other maintenance management activities must be reinforced in order
to support the preventive maintenance system.
Keikaku Hozen must be the main responsibility of the maintenance

department but then why has it been insufficiently carried out?
1 Chapter 2 : How to Develop Keikaku Hozen

Keikaku Hozen System
---_-^- “_ l__l- ---.~
T -.-
r I
-- _- -
Support to Jishu iozen
Restoration and improvement
against visible deterioration
----- - \
Keikaku-hozen
step-by-step activity
Equipement weaknesses Extension of
ranking and inherent service-life
consideration of -I- ^x_xx_-- ~- _i”
maintenance i
method
Periodic Maintenance -
Maintenance planning
Maintenance records
(Information management)
Drawing control
Lubrication control
Spare parts control
Well, enterprises have grown through economic booms. During these

economic booms, it was apparently very difficult for the maintenance
department alone to carry out every aspect of preventive maintenance.
But there is an opportunity through the implementation of TPM because

Jishu Hozen is a core activity in TPM. It is impossible to build the
preventive maintenance system without Jishu Hozen activities.
,223 shows the stages of preventive maintenance system building.

1. Start with thorough reduction of breakdowns together with Jishu

Figure 2.2 : A Model of deployment Plan for Keikak~ ozen System Building
Kick-off in April of 1st year. Audit is planned in September of 4th year.
Main activity and aims Problems
Jishu Hozen’s Steps (Typical model line)
3Suppot-t activity for the production

department
. Early start-up of Jishu Hozen * “You produce, I fix”
activity mentality
* Support to improve Jishu Hozen
skills
OZero breakdown activity

. Breakdown maintenance
* Achieve one tenth no. of is widespread
breakdowns . Breakdown repair is the
. Build the foundatrons for primarylob
preventive maintenance
* Many think zero
* Reform awareness of maintenance breakdowns is impossible
personnel
@Establish maintenance planning
management
* Delay in building system
. Establish Kerkaku Hozen
management . Lack of proper planning
. Classify equipment based on . Breakdown maintenance
criticality and draft the
maintenance standard
- Only data collectron IS

done
* Information is not used.
@Spare parts control

. Lack of control or no
+Control to support preventive control at all.
maintenance
. Response is given only
* Reduce the cost of retrievlna. when emergency
replenrshment and administration
@Predictive maintenance system

* Incapable of
development
implementing predictive
0 Research the optimal maintenance. Only
maintenance time. simplified diagnosis is
. Strive to minimize maintenance implemented.
cost
@Lubrication management * Throwing responsibiktres

* Eliminate failures caused by to the shop floor
defective lubricant or working oil * Only the total usage is
* Reduce management cost controlled
@Maintenance skill education * Education is focused

* Improve farlure prediction mainlyon repair skill
capabilities * Insufficient knowledge o
. Establish maintenance system run dragnosis
by selected elite . Low awareness

-“-
C o n t r o l t h e p o l l u t i o n lewl o f w o r k i n g o i l a n d l u b r i c a n t 1
-- -~- I
e in seminar organiz !
Plan and I evduation a n d edii
_-____-- -~__~ -_ .---- .--.
-7-- - - i
Chapter 2 : How to Develop Keikaku Hozen 4

Hozen teams.
2. At the same time, breakdown analysis must be done to develop
countermeasures and avoid their recurrence.
3. Once manpower requirements have been reduced by the reduction of
unexpected breakdowns, preventive maintenance can be initiated on
selected critical equipment.
4. Finally, there should be a shift from periodic maintenance to predictive
maintenance.
Generally, the Keikaku Hozen system becomes established as the TPM

activity progresses. However, it is desirable to stimulate its progress through
model activity as conscientiously as possible. (Fi
PM (preventive maintenance) was introduced from America in the 1950’s.

Since then, it has evolved into TBM (periodic maintenance) and then
CBM (predictive maintenance). Current mainstream practice is said to
be CBM. However, it is not necessarily applied on all equipment. Rather,
different maintenance methods are used in different situations.
There are typically four maintenance methods in Keikaku Hozen. One of

them is PM. PM is divided into three groups, so let us consider the six
maintenance methods. The characteristics of each method are as follows:
Preventive maintenance can be likened to preventive medical science on

equipment. It maintains the equipment’s healthy condition. It prevents
deterioration by carrying out routine maintenance, periodic inspection,
equipment diagnosis, and repairs to restore equipment condition. There are

three methods of PM, as described below.
a.
The period of repair is chosen based on the parameter (production volume,
pieces, or number of operating days) most proportional to the deterioration
of the equipment. After the equipment has been run to the end of the cycle,
we repair unconditionally.
Advantages: It does not take manpower or time for inspection.

Fewer breakdowns occur.
Disadvantages: Repair costs are high because of over-maintenance
rediclive ainten >

Monitor and analyze the deterioration data regularly and constantly. Repair
if the deterioration parameter reaches a pre-determined critical value.
Advantages: CBM can prevent over-maintenance, which is a problem with

TBM.
Disadvantages: equipment diagnosis and monitoring systems can be
costly.
C. e&m an
Disassemble and inspect the equipment regularly and judge its condition.
Replace defective parts if found.
Characteristics: The characteristics of IR can be placed between CBM

and TBM, because IR is something of a hybrid between TBM and CBM.
Production schedules need to be adjusted. There needs to be spare
equipment.

(2) owl-l
No regular inspection and replacement are carried out. Equipment is
restored after breakdowns (functional stoppages.) This method can best be
used if breakdown of the equipment is predictable.
Advantage: Extracts the maximum service life from a given piece of

equipment. This is most economical if breakdown does not affect other
equipment.
Disadvantage: If there are numerous pieces of equipment, there may be

numerous breakdowns, which can affect production quantity and quality.
.2.5 Types of ~ai~~e~a~c~
Make the best use of the following methods in order to perform maintenance systematically
, PM; Preventive Maintenance

I Equipment health control. Fix before failure
I -
erio~i~ TBM; Time-Based Maintenance

~~e~~~ce Replace based on pre-determined schedule
, CBM; Condition-Based Maintenance

e~a~~~ Replace based on diagnosis of condition
1IR; Inspection a n d Repair

_’ Periodic disassembly, inspection and maintenance
BM; Breakdown Maintenance

I Apply this if fixing after failure is more economical
i CM; Corrective Maintenance

’ Activites of maintenance rationalization and improvement
/ MP; Maintenance Prevention

1 Feedback of information and new equipment development based on the feedback

(3) Corrective
Corrective maintenance involves equipment improvements that result in
maintainability and reliability improvements, prevention of breakdown
recurrence, service-life extension, maintenance time reduction, productivity
improvement, etc.
(4) >
Maintenance Prevention incorporates maintainability and Jishu Hozen
ability, etc. in new equipment design. Corrective maintenance information
provides input to MP. MP activity can be proactively implemented
not only during the new equipment design stage but also in existing
equipment modification.
.2.5 is the summary.
The difference between TBM and CBM is the standard that decides when
parts of the equipment should be restored.
2.6-Q, in TBM, the time to perform maintenance is

decided based on the time taken to touch the limit line. TBM is generally
applied to equipment with a relatively stable service-life. If the service-
life fluctuates, premature replacement of the part that can be still used or
breakdowns could occur before the scheduled maintenance time.
Because TBM is generally performed in order to prevent breakdowns,

deterioration parameter limit values tend to be set on the safe side, and
there is a tendency towards over-maintenance. Parts that are still usable
tend to be replaced.

~ Parts are replaced though still useful
Parts are replaced although wear was severe
ore failure
\\ Time
ldard wear
Limit Line

To solve this problem, replacement of parts based on the degree of wear
was considered. (Fi 2.6) This initiative triggered research and practice
on theoretical and economical maintenance methods. This involves
replacement of parts when they have worn out or reached functional
limitations.
This maintenance method requires the equipment diagnostic techniques to

measure the degree of deterioration. If this maintenance method is carried
out without proper diagnostic techniques, it will result in misdiagnosis and
unreliable maintenance.
Yet, there is no doubt that CBM is the most advanced maintenance

technique. In recent years, research has advanced with a focus on vibration
analysis to detect abnormal vibration in attempts to use equipment to the
extreme limit of its service-life.
In addition, sophisticated CBM applies many diverse sensing techniques
such as equipment with built-in self-diagnosis devices (constant
monitoring). This type of devices is actively used and is certainly a
promising field.
However, many CBM projects are still in the research phase. We will
discuss the CBM approach later.

As discussed in Chapter 1, Keikaku Hozen must be carried out firstly by
breakdown reduction activity and then gradually through the establishment
of a preventive maintenance system. Let us discuss further how to carry
out breakdown reduction, equipment ranking, and selection of the
maintenance method.
rer es
The first thing we have to do in making a Keikaku Hozen system is to
eliminate unexpected equipment breakdowns by thorough restoration
and improvement activities. To do this, the following activities must
be implemented through the cooperation of the production and the
maintenance teams.
1. Implement thorough restoration and improvement of equipment
through Jishu Hozen.
2. Develop competent operators to strengthen routine management of
equipment.
The specialized maintenance department realizes zero breakdowns by the

following steps:
1. Identify accelerated deterioration factors and carry out restoration and

improvement of equipment condition (Service Life Extension 1)
2. On top of this, extend inherent service-life of important parts by
corrective maintenance. (Service Life Extension 2)
3. Identify & research the natural deterioration pattern of equipment
parts.

Fig. 2.7 Concept of Zero breakdown
+ *
Degree of Periodic maintenance
deterioration (Periodic replacement)
4. Initiate preventive maintenance by periodic maintenance in order to

find the deterioration parameters.
5. Implement predictive maintenance on parts with fluctuating service-
life, and sustain zero breakdowns by controlling deterioration within
control limit.
Fig. 2.7 shows the overall idea.
The idea of achieving zero breakdowns consists of “maintenance” and

“prevention”. As discussed earlier, there are many approaches to achieving
zero breakdowns.

The following procedure supplements the conventional concept of how to
monitor deterioration and what parameters should be measured.
Phase 1: Identify accelerated ~eteriQ~ati~~ factors an

ent of equipment con
Establish equipment operating conditions that allow only natural
deterioration. In other words, eliminate causes of accelerated deterioration,
restore equipment condition, and eliminate uncontrolled deterioration.
(Fig. 2.8)
Fig. 2.8 Illustration of Phase 1
Point
I, Detect and correct abnormalities by
cleaning
2. Take actions against sources of problems.
3. Detect and correct minor defects
4. Establish basic operating conditions.
5. Clarify and adhere to usage requirements
of the equipment
inherent service-life oft

Even if equipment condition has been restored and improved, if there
are design flaws we need to conduct corrective maintenance. Decisions
regarding corrective maintenance can be made based on maintenance
frequency and variance of life span. (Fi
52 / Chapter 2 : How to Develop Keikaku Hozen

‘;i’ Quip
1. Correct design weakness.
2. Secure high performance on wear-
resistance, strength, tenacity etc.
Time-t 3. Reduce movement stress
base 3:
Maintenance must be carried out only on the parts that deteriorate.
Every part that is under stress changes with time. How
technology cannot perfectly detect such changes. (Fi
Fig. 2.10 lll~s~ra~io~ of Phase 3

r----
oinl
1. Investigate relationship of deterioration
process and time
2. Analyze physical process of deterioration.
;(: 3. Investigate the relationship between
deterioration and product quality by
Time+ measuring the degree of deterioration.
eter
After understanding the deterioration pattern, the next step is to find

out which deterioration parameter or physical quantities can be used

to measure the progress of deterioration. This step requires diagnostic
techniques, Various sensors and diagnostic devices play an active role in
this. (Fig. 2.11)
hase 5: implement ictive maintenance

It is possible to sustain zero breakdowns by TBM. However, if you intend
to pursue a maintenance policy that maximizes equipment life span,
predictive maintenance (Fi .2.12) would become a major contributor.
Fig. 2.11 Points of Phase 4
uct trend monitoring by simplified

diagnosis
. Perform precise diagnosis to capture the
change point
* Apply and develop appropriate
diagnostic techniques
Time+ - Restore and maintain systematically

The equipment criticality must be decided by considering how and how
much the equipment affects the production volume and quality. The
scale of damage incurred by breakdowns of the equipment should also be
considered. Each enterprise should decide this for itself.
Generally, ranking is done based on six factors. Each fa

with scores based on the evaluation points described in Ta
criticality of the equipment is ranked as S, A, B or C class depending on
the total score of the evaluation.
Table 2.1 Concept of Critical ~~uip~e~t

---~ - - - . . -.
----- 7------ -- - - --- !
1 8
---~_- - .--- .----b .-.- - ~. -- .- _ --.---;
- Equipment without replacement spare
* Equipment with many failures
P (Production) * Equipment that may cause substantial loss of production if failure occur
- Equipment of lower productivity compared with competitors’ equipment 1
- Equipment with highly variable production output I
* Equipment that substantially affects product quality
Q (Quality) - Equipment with highly variable effect on product quality
* Equipment with highly variable effect on product quality if failure occurs
+ Equipment that involves high-value raw materials

* Equipment with large manpower requirements
c (Cost)
- Equipment that uses large amounts of energy
* Equipment that incurrs large cost if failure occurs
* Equipment that requires many change overs

+Equipment that is used near the end of the production process
D (Delivery)
+Equipment that is needed on an urgent basis for processing
+Equipment that causes production delays if failure occurs
; (Sa$;;;nd
1 E n v i r o n m e* n Air-conditioning
t ) 1 safe,ty equipment
Equipment
+Equipment related to pollutron
+ Equipment that harms environment

Table 2.2 Example of ~q~i~rnent Criticality evaluation to Select Maintenance Method
Entire plant will stop if the equipment stops

Entire plant will produce less if the equipment stops
Production will not be affected even if the equipment stops
Quality will be affected by the equipment problems
Large repair cost will be incurred by unexpected failure

Moderate repair costs will be incurred
Repair cost will not be an issue
Equipment failure can result in an accident

No danger and no secondary troubles possible
CBM no susumekata : Toshio Toyota, JIPM
The appropriate maintenance method for the equipment depends on its

criticality class.
The six factors are the following:
1. Production volume (Utilization status of the equipment and availability

of an alternative equipment.)
2. Effect on quality
3. Effect on cost
4. Effect on product delivery
5. Effect on safety
6. Effect on morale
1Chapter 2 : How to Develop Keikaku Hozen

For example, we can select maintenance methods as follows.
0 S Class + High level CBM (Install constant monitoring device) system
0 A Class + Medium IevelCBM (Regular simplified diagnosis + precise diagnosis) system
0 B Class + (Time Based) Preventive maintenance (TBM) system
0 C Class + Breakdown maintenance (BM) system
Many companies select maintenance methods through this kind of procedure
CBM no susumekata : Toshio Toyota, JIPM
/
2 1 1 1M o r e t h a n 8 0 % : 4, Lessthan 60% : 1
2 Not available or switch-over takes many hours: 4

Available and switch-over is easy : 1
Average less than 2 hours per one time repair : 1
More than 100,000 yen : 4,

2 ’ 1Less than 10,000 yen : 1
Monthly average of more than 400,000 yen:4

~~
(Remark) l.Score each Item based on evaluation crltena

2.Use o n l y t h e s p e c i f i e d s c o r e s
3.Total s c o r e i s t h e y a r d s t i c k f o r o v e r a l l e v a l u a t i o n (AK)
4.A class is critical equipment, B class is semi-critical equipment and C class is non-critical equipment

There are number of evaluation methods and some are shown in Ta
and 3 and .I 3. Ultimately, however, it is quite meaningless to forcibly
evaluate the equipment by these rules. Management decisions have to take
all relevant factors into consideration. The recommended percentage of
each class is 57% for class S, 25% for class A, 60% for class B, and 8-10%
for Class C.

As discussed, equipment is ranked in terms of criticality and based on
that, the appropriate maintenance method is selected. Before selecting the
maintenance method, the parts / the components of the equipment need
to be identified.
The parts to be maintained should be identified during equipment design

and fabrication by applying methods such as FMEA or FTA. However, for
production equipment, the parts to be maintained usually are identified
only after experiencing many breakdowns in the production phase.
Once the parts to be maintained have been decided, it is necessary to decide

what maintenance method should be used.
There are two essential factors in selecting the maintenance method:
It is important to check if the deterioration factors or the rate of

deterioration are proportional to operational parameters such as the
equipment’s elapsed usage time, the production volume, or the number of
times the equipment has been operated.
If it is proportional, TBM (periodic maintenance) is selected. If not, CBM
(predictive maintenance) or IR (overhaul) is selected.

This method of selection requires considerable experience and knowledge
about the equipment. Other decision-making methods have been developed
through research and practice. An example of a more detailed selection
procedure is described below.
.I4 shows the method of maintenance selection I created, I will

explain each step. First, we start with the equipment parts to be maintained
having already been selected by empirical rule, FMEA, FTA etc.
If yes, use the equipment without accelerated deterioration and perform

IR whenever it is appropriate. If no, go to the next step.
2.
This step verifies whether routine management of the equipment is
carried out properly.
If not, go back to the basics and eliminate the accelerated deterioration
ctors. If yes, go to
the service life of k?
This step is to check if is any design problem that affects the
service life. If yes, go to the next step. If no, implement corrective
maintenance to extend the service life.
4. Hs the service life stable?
Investigate past performance of the parts to see if the service life of the
parts varies. If it does not vary, select TBM. If it varies, go to the next
step.
5 . Can we miter t
Chapter 2 : IIow to Develop Keikaku Hozen

This step is to check whether we know the deterioration pattern for the
parts. If not, research is needed. If yes, go to the next step.
6. 0 we
easer em?
If not, more research into this area is needed. If yes, select CBM.
I would like to emphasize here again that routine maintenance (Jishu

Hozen) is the foundation of all these maintenance m
Fig.2.14 Flow chart Selection of maintenance
( ’ / Selected parts to be maintained
4 0 Is service-life guaranteed between the time of overhaul to

(:,)Enext overhaul?
0 Is there
accelerated
v
+
0 Is there accelerated deterioration?
deterioration? Yes
$2 Is the service-life of the equipment reasonable?
Restoration
and
improvement
Restoration
and
(Corrective
maintenance)
Search for
deterioration
indicators

Two examples of flowcharts showing maintenance method selection are
. 2.15 and 2.16. The summary of the relationship between
equipment criticality and the selection of the maintenance method is
shown in Table 2.4.
2.15 Selection Selection (No.!)
Unknown -
Known - Variance of
service-life is smal
Yes Yes Big j
Small
Table 2.4 Equipment Criticality banking and Maintenance Method

Fig.2.16 Flowchart Selection (
Small
Production process Immediate repair

I Repair can be
:Quality is necessary done anytime
I
/Repair can be
0 It will cause other

factory to stop / - Main line stoppage
1 less than X hours
C
0
Idone on the next
maintenance day _
Cl D
6 Main line stoppage
exceeds X hours - Complete stoppage >Possible to wait till delivery
of sub-lines’
* Big quality problem
1 Impossible to wait till delivery

D
7 ,
Equipment Criticality Evaluation Method
Relationship between equipment criticality and maintenance method,

maintenance task implementation
CRemark)O:Task to be performed
Chapter 2 : How LO Develop Keikaku Hozen

Jishu Hozen and Keikaku Hozen are like two wheels on a car. Keikaku
Hozen, which is centered on preventive maintenance, can be promoted only
when the routine maintenance of Jishu Hozen is properly implemented.
Active support must be rendered in building the system that helps

operators to maintain their equipment by themselves. The support can be
rendered through breakdown reduction activity or through restoration and
improvements to remove factors resulting in accelerated deterioration and
neglected deterioration.
The maintenance department tends to be negative in their attitude towards

providing support to Jishu Hozen. They may feel that “Jishu Hozen is
the job of the production department” However, if we really look at it,
Jishu Hozen system building is extra work for the operators on top of
production, so the maintenance department should actively provide
support.
It depends on the size or the organizational structure of a factory but

operators are generally not proficient in handling equipment. So it is very
difficult for them to carry out Jishu Hozen alone. As specialists in the
equipment maintenance field, the maintenance department must actively
provide support to the Jishu Hozen effort.

Let us consider the seven steps of Jishu Hozen and the necessary support
at each step.
tep I : initial cleaning (Cfeaning is ~~s~ecti~n)

Eliminate unnecessary things and dirt from the equipment at once.
Carry out oiling and tightening. Detect equipment troubles and restore
the equipment by eliminating such troubles.
Operators with little knowledge of their equipment start with the total
cleaning of the equipment for ,the first time. After their struggle, by their
own eyes and hands they will eventually confirm the troubles such as parts
with neglected deterioration and sources of dirt.
This is what is meant by “Cleaning is inspection and inspection is the

detection of troubles” Operators gradually adapt to their equipment and
learn how to look at troubles (fuguai). Contents of support: Work with the
production department as one.
TPM activity begins with cleaning. It is not so enjoyable. It is a tough task.
So it is important for the maintenance department to actively participate in
this activity and “share the pains and sufferings”.
The maintenance department must take the initiative in the activity or

support operators indirectly if they have become capable of performing
tasks by themselves. The way of giving support needs to vary from
situation to situation.
During the early stage, it is important to teach operators properly what

trouble is, based on the concept of “cleaning is inspection”. However, rather
than teaching just from the technical point of view, it is better to teach

them more about the troubles that they are able to fix. It is important to
foster pride in restoration and improvement activities.
(2) Step 2: ~o~nter~e~s~res a ainst co~ta~i~ati~~ sources an

with di t access
Eliminate sources of contamination and scattering. Improve access to
areas that are difficult to clean, oil, tighten and inspect, and reduce the
time taken for these tasks.
Step 2 focuses on carrying out improvement to eliminate the sources of

dirt (accelerated deterioration factors) found during Step 1 and to improve
access for cleaning, inspection, oiling, etc. in order to ensure continuous
compliance with the basic requirements of the equipment. It also aims at
developing operator’s improvement ability.
orough e~i~i~at~o~ of trounces (

The preparation of estimates of manpower and budget requirements must
be made as promptly as possible after operators have discovered troubles
that should be handled by the maintenance department. However, it is
necessary to train operators to handle as much as they can.
Typically, “white tags” and “red tags” are placed on the equipment as a
trouble control method. “White tags” identify the troubles to be handled by
operators. “Red tags” identify the troubles that need to be handled by the
maintenance department. In my consultation, I recommend to target 70
percent white tags out of total number of tags. Although it is not possible
to reach 70 percent immediately, a bit of training will enable operators to

solve many troubles.
arat~s, materials, an tsols necessary for carrying out
Apparatus necessary especially for Step 2 improvement activities must be

well prepared. However, it is important not to force operators to use them.
It is good to provide the apparatus when small groups really want and
need them. These tools include arc welders, electric welders, electric drills,
simplified benders, piping tools, steel plating apparatus, and acrylic sheet.
lement s cation
General manufacturing skills such as steel plating, welding, piping, and use
of power tools must be taught to operators. These are the knowledge and
skills necessary for odd jobs.
During this period, it is important to provide operators with a

improvement corner or workshop, perhaps one for each production area,
where they can actually perform handcrafting. Providing a place to work is
a very important factor.
stan
Draft a tentative, feasible standard that calls for quick and practical but
adequate cleaning, oiling, tightening, and inspection. It is necessary that
the typical time requirements for the different tasks enable them to be
done routinely and regularly. If the task requirements are too arduous
or burdensome then the operators will be resistant to performing them.
One valid reason for the standard maintenance procedure being drafted
in Step 3 is that in Steps 1 and 2, the equipment was made worthy
of maintenance and through the experience gained in these steps, the

operators have learned to “decide and maintain” (specify and adhere to) the
standard maintenance procedure by themselves. Jishu Hozen can be done
only when operators identify oiling and inspection points and carry out
improvements by themselves.
Contents of support at Ste

operators’ self-identity
- Support to draft the cleaning, oiling, and inspection stadar
The cleaning, oiling, and inspection standard is a product of the operators’
promises and behavioral standard. Operators are more likely to comply
with the standard because they make it by themselves.
From the viewpoint of the maintenance department, there may be many

unnecessary items specified in the standard drafted by the operators.
Nevertheless, it is the operators themselves who carry out these tasks. The
maintenance department should not be intrusive in the drafting of the
standard and must be careful not to make the standard look as though it
has been made by the maintenance department.
(4) Step 4: Gener ection

Improve inspection skills through development of an inspection
manual. Detect minor defects and restore equipment condition.
- It is difficult to understand this step just by reading its name. This step
requires high-level maintenance skills as well as lots of time.
Steps l-3 can be considered to be exterior restoration and improvements.

Step 4 can be considered to be inspection of the interior parts of the
equipment as well. Step 4 is like “overhaul during operation” of the
equipment, so to speak.

Carrying out General Inspection. inspection requires maintenance skills
and knowledge of maintenance-related technology such as hydraulics,
pneumatics, electricity, lubrication, and driving system or mechanics. With
this knowledge, the operators will get better and better at operating and
maintaining the equipment.
Ihe contents of support at Step 4: Support to achieve higher ~~ntenance

skills
- Skill education for General Inspection
Step 4 requires thorough maintenance skill education in order to raise the

operators’ skills to a higher level. Firstly, the maintenance department
implements 4- to 5day education programs for a small group of leaders in
the production department. Then the leaders will transfer the knowledge to
ordinary operators - cascading the knowledge.
The contents of the training should include each production area’s unique
skill requirements together with subjects such as hydraulics, pneumatics,
electricity, lubrication, fasteners, transmissions, etc. We should exercise
our ingenuity in developing education materials and we should take
more time for practical training (approximately 70 percent) than for
theoretical training. We must help operators to understand what parts of
the equipment must be inspected, how to inspect them, and with what
frequency.
port for General Inspection and removal of red tags
General Inspection is performed on each piece of equipment. It is
69
something like an overhaul. Operators stop the equipment and carry out
inspection and repair little by little. They will place many “red tags” during
the overall inspection so it is necessary for the maintenance department to
respond to them promptly.
Draft a cleaning, oiling and inspection standard that will ensure

efficient and reliable execution. Make the autonomous inspection check
sheet, and based on this, perform inspection activities.
As Jishu Hozen on the equipment, this is the final step. Step 5 is to draft
the formal Jishu Hozen standard by taking Step 4’s General Inspection
results into consideration and, based on that, revise the tentative standard
drafted during Step 3. One of the other aims is to establish the system
enabling Jishu Hozen tasks to be properly carried out within the time
allowed.
ort
Jishu Hozen’s essential items are the standard maintenance procedure,

the autonomous inspection check sheet (monthly calendar form), and the
abnormality removal record (removal record for troubles found during
inspection). Jishu Hozen’s system is to use these three items to implement
routine inspection.
een t ction
The autonomous inspection standard in Step 5 is the final standard drafted

during the Jishu Hozen system development. When drafting this standard,

we must clarify the allotment of tasks between the production department
and the maintenance department by comparing both departments’
standard maintenance procedures.
ozen
By this stage, the maintenance department must have standardized their
tasks on each piece of equipment as well. In order to have equipment that
does not produce defects, the production department must work together
with the maintenance department in finding the relationship between
processing defects and deterioration in the parts of the equipment to be
maintained.
In order to implement Hinshitsu Hozen, it is necessary to monitor

deterioration of the equipment by measuring alternative characteristics.
Therefore, we must develop operators who can perform equipment
diagnosis by using simplified vibration monitors such as machine checkers,
etc.
Develop standards for production control items. Implement perfect

systemization of maintenance control.
(7)
Perform company policy and target deployment and improvement
activity as an established activities Perform MTBF analysis and record
reliably. Carry out equipment improvement through analysis
Both Steps 6 and 7 are needed to do 2s (seiri-seiton) and standardize tasks.

In the final step, we aim at establishing small group management so that

each production group can manage itself. Both Steps 6 and 7 are beyond
the scope of this book so the details will be omitted.
The steps to the development of the Jishu Hozen system cleverly interweave
five countermeasures to achieve zero breakdowns. The Jishu Hozen system
also encourages operators, with initiative from group leaders, to perform
restoration and improvement on the equipment in a way that no one could
ever imagine previously. The Jishu Hozen system is tremendously helpful to
us in our quest to achieve zero breakdowns. (Fig. 2.17)
Another important aspect of the Jishu Hozen system is that it develops

operators’ competency in operating equipment and self-sufficiency in
equipment maintenance.
However, in some cases, Jishu Hozen becomes a mere facade. This

might be because of a basic lack of understanding of the steps (or a
misunderstanding of equipment maintenance) by the managers who
are in a position to give directions. We must be extremely careful of this
situation.
However, Jishu-hozen is a typical TPM activity, and it contributes the most

to the achievement of zero breakdowns.

Fig.2.17 Outline of Jishu Hozen and Support Activity by the maintenance department
Ensure adequate compliance

with basic requirements
(cieaning,oiling, inspection)
and draft the Jishu hozen
standard maintenance
procedure in order to sustain
the equipment condition.
Chapter 3 : Seven Step Procedure of Keikaku Hozen 7
Depending on company size and policy, in the machinery and assembly
industry there are various concepts of equipment maintenance. Even
a factory with one thousand employees mainly repairs unexpected
breakdowns as their primary method of maintenance.
Hence it is useful for maintenance personnel to utilize TPM activity as

an opportunity to perform Keikaku Hozen’s step-up activity on their
model line in order to establish a Keikaku Hozen system. It is essential for
maintenance personnel to appreciate the necessity of Keikaku Hozen.
Like Jshu Hozen, Keikaku Hozen starts with tagging and removal of tags
to ensure compliance with basic operating requirements of the equipment.
Then functional parts of the equipment that are associated with breakdowns
and product defects are identified. These parts are incorporated in
the standard maintenance procedures. Using the standard maintenance
procedures, maintenance methods such as periodic maintenance or
predictive maintenance are applied and personnel learn step-by-step how to
practice PM activities based on the maintenance calendar.
Chapter 3 : Seven Step Procedure of Keikaku Hozen

The situation surrounding Keikaku Hozen varies from company to
company. The way to develop Keikaku Hozen for a company with an
excellent maintenance system differs from the approach used by a company
that has not been able to build a maintenance system because it has been
too busy with production during a period of high economic growth.
The latter may be confused about where to start. I would strongly

recommend model line activity under such circumstances.
Here are the aims of model line activity.
It is practically impossible for everyone in the maintenance department

to be completely devoted to the model line. So we should organize a team
with a feasible number of people.
Keeping these three aims of model line activity in mind, the model line
should be selected based on the following considerations:
Chapter 3 : Seven Step Procedure of Keikaku Hozen / 77

When maintenance personnel work on a model line, we must ensure that,
as part of their duties, they thoroughly experience the model line activities.
It is crucial that the maintenance personnel recognize model line activities
as their essential tasks. When we select personnel for the model line we
must carefully scrutinize each maintenance worker’s role and workload.
even Step Procedure of Keikaku Hozen

Breakdown reduction activity is performed by five countermeasures along
five phases, as we discussed earlier. They are divided into seven steps in
Each step involves hands-on activity. Knowing “what to do” is importan
I I / n I n

but abstract concepts alone will not make any progress.
This step is the initial cleaning performed by maintenance personnel.

By cleaning they will thoroughly identify troubles that are factors in
breakdowns. As they analyze breakdowns they will realize that breakdowns
do not happen without cause - there are reasons for them. They also will
come to understand the equipment functions and mechanisms better.
1. Identify visible and latent troubles of the equipment and rectify the
visible troubles.
2. Place tags on troubles and remove tags following restoration or
improvement. (Restore simple troubles at this step.)
3. Analyze breakdown. (It is especially important to classify breakdown
factors)
Analyze each breakdown and classify the causative factors into
inadequate compliance with basic requirements of the equipment, non-
compliance with usage requirements, insufficient restoration, neglected
deterioration, unexpected breakdown, design weakness, maintenance
error, operator error, etc.
4. Monitor the number of tags placed and removed,
5. Record the number of unexpected breakdowns, defect ratio, MTBF
(Mean Time Between Failuve) and MTTR (Mean Time To Repair) as
benchmarks.
6. Make a map of breakdown.
7. Draft the improvement plan to deal with identified troubles in
preparation for Step 2.

Through identification of visible and latent troubles and breakdown
analysis, we will come to know which parts of the equipment fail many
times. We will also learn that the equipment has been operated with
severely accelerated deterioration.
Drafting the improvement plan to deal with identified troubles will lead to
the next step.
eriora~e
(I)Aim
Restore and improve the equipment whose troubles were identified in Step
1. In order to ensure prevention of the recurrence of breakdowns, we must
carefully perform our breakdown analysis and thoroughly investigate the
causes of breakdowns.
We must perform corrective maintenance on the parts with short

service-life to extend its service life. Simultaneously, we aim to improve
maintenance skill.
1. Eliminate accelerated deterioration and restore the deteriorated

equipment condition. Consider restoration before improvement.
2. Thoroughly investigate the cause of breakdowns. (Apply why-why
analysis, FTA, FMEA, PM analysis, etc)
3. Thoroughly prevent the recurrence of breakdowns.
4. Perform corrective maintenance to extend the service-life of parts with
short service-life.
5. Consider transferring some inspection items to Jishu Hozen.
6. Classify cases of restoration and improvement. Monitor the plan and

actual performance of restoration and improvement activity.
7. Improve the skills of the maintenance department.
8. Identify the parts to be maintained in preparation for drafting the
standard maintenance procedures. (Preparation for Step 3)
(3) Summary
In this step, breakdown and defects are substantially reduced by restoration
and improvement of the equipment, Also, corrective maintenance is
performed to extend the inherent service-life of the parts with short service-
life due to design problems.
The parts to be maintained are also identified properly in preparation for

the standard maintenance procedure in Step 3.
(1) Aim
In order to sustain the improved conditions of the equipment, draft the
standard maintenance procedure for performing maintenance tasks. Based
on that, we start preventive maintenance. Firstly, we start with periodic
maintenance.
1. For each piece of equipment, identify the parts to be inspected for

preventive maintenance.
2. Identify routine maintenance items, such as cleaning and oiling, as
well.
3. For each piece of equipment, draft a standard maintenance procedure
that is primarily for periodic maintenance, aiming at preventive
maintenance.
4. Clarify the task allotment between the production department and the
2 / Chapter 3 : Seven Step Procedure of Keikaku Hozen

maintenance department.
5. For the time being, implement inspection and a parts replacement
cycle, based on the tentative standards.
6. Draft the maintenance calendar. Start performing maintenance
properly on the items decided.
(3) §umma~
Keikaku Hozen’s main job is to perform maintenance tasks based on
inspection and examination of the equipment and causal investigation of
equipment breakdown. First, identify the routine maintenance jobs such
as cleaning and oiling and clarify the allotment of the jobs in the standard
maintenance procedure.
When we start preventive maintenance, we should begin with periodic

maintenance (Time-Based maintenance). In other words, proceed first with
periodic parts replacement.
ec
(1) Aim
Transform the focus of the maintenance function from function-stoppage
type breakdowns to function-decline type breakdowns. Although the
equipment is still running, it is important to consider function decline or
product decline as breakdowns. This means that we must also carry out
maintenance to prevent product quality defects.
Find the relationship between quality defects and equipment parts.

Thoroughly perform overall inspection on such equipment parts and
restore them perfectly. (Hinshitsu Hozen or Quality maintenance activity)

1. Understand the functional mechanisms of the equipment more
thoroughly.
2. Understand the manufacturing process and machining principles.
3. Perform General Inspection on jigs, cutting tools, tool holders, etc. in
order to identify minor troubles.
4. Understand the quality characteristics of the products.
5. Discover the equipment components (parts to be maintained) that
determine the product quality.
6. Use PM analysis to find Q-M components.
(3) Summary
If we consider the fact that the equipment manufactures products, we
can understand that equipment maintenance has vast influence over
product quality. In this step, it is important to clarify how the parts of the
equipment and product quality characteristics are related.
Hinshitsu Hozen must be considered in maintenance activities from

now on. In particular, the proper use of PM analysis will help clarify
the relationships between equipment condition and product quality
characteristics.
(1) Aim
After adding the quality functional parts of the equipment identified
during Step 4 to the standard maintenance procedures drafted during Step
3, ensure reliable execution of preventive maintenance (mainly periodic
maintenance) and reduction of maintenance man-hours. These goals can
be achieved by making maintenance tasks easier to perform and improving
efficiency.
4 Chapter 3 : Seven Step Procedure of Keikaku Hozen

1. Make a Q-M matrix. (Correlation chart of product quality defects and
equipment defects.)
2. Incorporate items that require maintenance into the standard
maintenance procedure or standard Jishu Hozen procedure and
maintain such items properly.
3. Take actions to deal with difficult-to-inspect areas.
4. Review and modify the maintenance calendar, consolidate inspection
items and extend the maintenance cycle.
5. Increase equipment reliability by increasing the number of periodic
maintenance items based on deterioration measurement data.
6. Maintain each part of the equipment and replace only the deteriorated
parts in order to reduce maintenance cost.
Reduce maintenance time and cost by using IE analysis and
standardizing maintenance tasks.
Start researching and using commercially available equipment
diagnostic devices.
Promote other maintenance activities. (Spare parts control,
maintenance planning, maintenance information management, planned
and actual maintenance expenditure control, etc.)
This step is the improvement process to build and streamline a system

of maintenance tasks. We carry out maintenance activity based on a
monthly or weekly maintenance plan that has been specified in the yearly
maintenance calendar.
In order to promote Keikaku Hozen, we need to carry out spare

parts management, maintenance planning, maintenance information
management, planned and actual maintenance expenditure control, etc.

We also need to start researching predictive maintenance so that we can
learn to avoid the weaknesses of periodic maintenance - TBM
3.7 xec ce
(1) Aim
Predictive maintenance aims to optimize the maintenance period by
monitoring the trend of the equipment deterioration status using
equipment diagnostic techniques.
Predictive maintenance is targeted at parts that have had serious breakdown

in the past or parts that cause costly when damage they fail.
1. Identify the parts that have had serious breakdown in the past and that
cause critical damage when they fail.
2. For each piece of equipment, select the parts to receive predictive
maintenance.
3. Research and use commercially available equipment diagnostic devices.
4. Research the deterioration pattern and select the deterioration
parameters to measure.
5. Implement trend monitoring by simplified diagnosis and periodic
precise diagnosis. Manage the data.
6. Challenge in-house development of equipment diagnostic devices. (Use
various types of sensors.)
7. Begin with diagnosis of abnormal vibration. (Vibration diagnostic
techniques.)
8. Develop an equipment diagnosis specialist,
9. Implement education and training for all the maintenance personnel.
6 / Chapter 3 : Seven Step Procedure of Keikaku Hozen

(3) Summary
The crux of predictive maintenance is the forecasting of remaining
equipment service-life. We must develop this ability utilizing hands-on
activities and strive to realize the in-house development and application of
optimal diagnostic techniques.
Apply the results and experiences acquired so far to the other necessary
equipment. To be effective, we replicate only the essential points. In
other words, we assess the level of restoration and improvement done
on the equipment, and based on that, draft the standard inspection and
maintenance procedures and implement periodic or predictive maintenance
on the necessary parts.
1. Draft the standard inspection and maintenance procedures to

be followed by the maintenance department on all the necessary
equipment.
2. Here are the procedures for horizontal replication:
(1) Assess the level of restoration and improvement done on the equipment.
(2) Thoroughly improve the parts for which restoration and improvement
have not been completed or done at all.
(3) Identify all the inspection items including quality-related items.
(4) Draft the standard inspection and maintenance procedures.
(5) Make the maintenance calendar and implement preventive
maintenance.
3. Carry out until standard maintenance procedures have been developed

for all necessary equipment.

4. Continue to enhance maintenance through hands-on activity.
(3) Summary
A necessary equipment refers to all the equipment that have been chosen
to receive preventive maintenance, based on equipment criticality ranking.
Not only the model line, but all necessary equipment now have standard
maintenance procedures, and preventive maintenance is carried out based
on the maintenance calendar.
Through the experiences of the seven-step activities, we learn that Keikaku

Hozen is a systematic implementation of preventive maintenance.
Keikaku Hozen activity is generally considered to be maintenance

department activity per se. But in reality, the maintenance department may
be busy handling unexpected breakdowns, The operators in the production
department carry out Jishu Hozen activity on top of their routine work.
Likewise the maintenance personnel carry out Keikaku Hozen activity in
addition to their other work, which is to handle unexpected breakdown.
The matrix in Ta le 3.2 views equipment maintenance and quality

maintenance as equipment control and quality control, and it shows the
control objects and control methods.
Both are control systems but the control objects are different. They are
equipment and quality respectively. The following points are used for
2. Control points
3. Control method

Table 3.2 ~~ui~~ent Control and Quality Control
0 What is to be controlled - Mainly production 0Product quality

by what method? equipment * Evaluation of quality criticality
* Criticality control
(Equipment ranking)
0 What is the focus of e Parts to be maintained 0Confirmation and selection of

control? * Selection of equipment correlation between defect
parts to be maintained mode and processing
condition as well as equipmen
functional parts
0 What are the control * Preventive maintenance 0 Preventive maintenance
methods for (TBM, CBM or BM) (TBM, CBM but BM not
maintenance? to prevent failures. accepted) to prevent
quality defects.
<-----~ -,7-
r”*-)
\J/
Quality ~aifltena~ce
le 3.2 shows the comparison between equipment control and quality

control based on these three points.
From the matrix, we can understand that the goal of quality maintenance is
to achieve zero defects.
Hinshitsu Hozen is the application of preventive maintenance to quality
control. It investigates how defects occur, identifies the relationship
between equipment parts and defects, and applies preventive maintenance
to control and sustain quality.
Chapter 3 : Seven Step Procedure of Keikaku Hozen /

Chapter 4 : Other Keikaku Hozen Activities
Keikaku Hozen involves the scheduling of maintenance. Proper
maintenance planning and coordination of maintenance with the
production plan are necessary to perform the following maintenance
activities economically and smoothly:
1. The maintenance plan’s routine items such as cleaning, inspection,
oiling, tightening, parts replacement, set-up, and adjustment
2. Periodic inspection and repair
3. Restorative repair required as a result of inspection
4. Corrective maintenance to improve the quality, operability,
maintainability, safety, and economic efficiency of the equipment
5. Restoration of failed equipment and improvement activities to prevent
recurrence of breakdowns
The maintenance plan an be divided into two phases: planning and

implementation. (See Fi
needed to carry out proper

maintenance planning. At the same time, the abilities of the maintenance
department will be put to the test. Let us consider the following points to
successfully carry out maintenance planning.
(1) Preparation oft aintenance
1. Maintenance planning should be carried out by the maintenance
department with the active participation of the production department.
2 Chapter 4 : Other Keikaku Hozen Activities

* Propose maintenance budget, prepare parts,
plan manpower.
- Include each improvement plan in 1 .I of Chapter 6.
- Include unimplemented activities of the previous month
plan for monthly planning.
* Yearly, monthly, weekly and daily project plans.

* Adjust each of the above plans.
* Adjust and decide tasks on weekends or holidays.
0Adjust and decide the division between internal and
external projects.
* Individual project plan such as production increase plan,

modification plan etc.
2. In order to carry out effective maintenance within limited resources

such as the maintenance budget and manpower, select the most
important equipment in the yearly maintenance plan.
3. When preparing the maintenance plan, we must always strive to
reduce the maintenance expenditure by setting the appropriate
maintenance cycle based on the results of periodic inspection or repair.
When possible, the maintenance cycle should be extended through
improvements.
4. Because of various factors, the maintenance plan may have to be
changed. The maintenance department should be flexible enough to
respond well to such changes.
5. Particularly for the monthly maintenance plan, it is important to do
“visual control”.

1. Parts control must be done carefully. It is important to purchase and
arrange the necessary parts in time for maintenance. It is also essential
to do genbutsu (physical control of parts).
2. Careful manpower management is necessary in order to prevent project
delay caused by manpower shortages.
3. Periodic repair and breakdown repair can be the opportunity to
carry out corrective maintenance to extend service-life, improve
maintainability, shorten repair time, etc.
4. Maintenance work involves lots of transportation. Apply IE (industrial
engineering) to reduce the time needed to complete the project.
5. Analyze the gap between projected and actual project expenses in order
to improve performance of the next project.

Maintenance information referring to management and engineering on
the production site is plentiful and varied. Collecting and recording all the
information is neither easy nor worthwhile.
Information is valuable only if it is used. Let us ask ourselves why we

collect information, how it should be used, and what we are trying to
manage. Let us clarify the purpose of our information and manage it in a
way that suits our company’s own situation.
rds varies from company to company.

shows the minimum requirements for maintenance records.

Person in charge : Operator
. Carry out daily appearance inspection essential for operation to check if

there is an abnormality in equipment
-
ent Person in charge : Operator
II * Record oiling and replacement of oil that takes place as a result of above
routine inspection.
F~r~~~~c Person in charge:Maintenance personnel

- - _.- ~~a~i~a~~o~
-_-~~. - rem
. . /
:’
- Record wear and tear condition of the equipment.
+Record equipment diagnosis on regular or irregular basis.
Person in charge:Maintenance personnel
* Record detailed contents of repair of unexpected failures,

scheduled maintenance, corrective maintenance.
Person in charge:Maintenance personnel /
repare maintenance record ledger for each equipment.

/
i Person in charge:Maintenance personnel
ense record for maintenance expense control.
96 1Chapter 4 : Other Keikaku Hozen Activities

Keikaku Elozen implementation we
need to decide how many of what parts need to be stocked and what
control method to use. a 4.3) It is not the true essence of spare
parts control simply to centralize dispersed spare parts, or to keep a
large stock of the parts that frequently break to cope with unexpected
breakdowns.
In TPM activities, spare parts control is exercised more thoroughly in the

latter half of TPM activity. Ideally, it should be done in order to support
preventive maintenance when the equipment has been maintained to the
extent that almost no breakdowns occur.
QUIPS in order to carry out
* Decide what items to be stocked.
I .--i
* Decide maximum stock levels.
Purchasing-Order point, order quantity.
Storage - “Visual control”

Items used for maintenance are broadly classified into two groups. One
group consists of dies, cutting tools, and tools that are used for production
operations. The other group consists of mechanical parts used purely for
se of an algorithm to decide what
Fig.4.4 Example of Classi
Analytical instrument - filler etc
II--- -- --
eon-stocked items
Spare ~q~i~rn~~t ----------- Change gear, reduction gear, pump, fan, motor
etc.
Equi~rn~ff~ parts I- ---:--- Pulley gear, impellers etc.

I IL--- ----- Guide roller, special oven, heating element etc.
Bolt, nut, belt, chain, sealing component,

pneumatic and hydraulic devices and component,
: piping component, wiring component, electrical
wire, oven materials, welding
fatty oils, paint etc

Spanner, file, cutting tip, jig etc.
Waste cloth, paper, washing oil etc
8 Chapter 4 Other Keikaku Hozen Activities

items should be stocked. Firstly, we must check if the items’ use can
be scheduled. In other words, we must judge if the time of the items’
replacement can be predicted by checking deterioration indicators such as
the degree of wear and tear.
If the consumption of the items can be scheduled then, in principle, such
items should not be stocked. However, it can be costly if we have to
purchase a spare part every time we need it. Generally if the frequency of
use exceeds 3 - 5 times, then the items should be stocked.
On the other hand, if spare parts use is difficult to schedule due to
ems Should Be Stocked
* Check past usage records

* Check if there will be future equipment
material chages in equipment or parts
* Check if there are unexpeted failures
/ - Check level of repair and maintenance techniques. /
/ * Others
I
* Possible to forecast replacement

period by monitoring wear and tear
I-Others
&ems - _iq
--I ___- Stock-out loss is bigger
/Stock-out
loss is smaller
i

unanticipated breakdowns, the parts should be stocked. If the unit cost of
the spare parts is high, then we must conduct a trade-off analysis between
stock-out losses and spare parts control cost such as inventory cost,
administration cost etc.
Spare parts inventory control’s main issue may be the decision about how
much inventory should be maintained. It is necessary to know when the
purchase order should be issued and how much should be purchased. In
other words, knowing the appropriate order period and order quantity is
important.
Applying just one inventory control method to all kinds of spare parts
will result in an inventory glut in many cases. So, depending on the usage
pattern, it is advisable to divide spare parts into two groups, based on
inventory .I):
(1) Fixed
This type of inventory ntrol system applies to a spare part that has a
high frequency of use and for which inventory level diminishes gradually.
The order point (P) and standard order quantity (Q) are fixed. A fixed
quantity (Q) is replenished when the inventory level becomes lower than
the standard order point. This type of inventory control should be applied
rts with high annual consumption.
With this type of inventory control system, inventory is replenished upon

usage to constantly maintain a certain level of inventory. This type of
inventory control can be costly because purchase orders must be placed
many times. This method is generally applied to expensive spare parts such
as specialized parts that require individualized drawings.

.
Table 4.1 Type and Characteristic of Consumption
Or
Inventory level decreases OFCW&?rdpoint (P) shows order

gradually.This type applies
to relatively cheaper 0 Standard order quantity (Q)
materials for which yearly shows order quantity.
number of orders is 0 Exceeding maximum inventory
high.(Example:bolts, leve (M) is abnormal
nutpacking etc. (M=Q+2 m)
Inventory level decreases by 0 Order point (P) is zero.

the same trend as above. 0 Standard order quantity (Q)
However, this type applies to shows order quantity.
the materials for which stock-
out can be no problems
during purchase lead
time.(Example: Some valves)
Stock quantity is low and (i) Fix maximum inventory level (M)
stock decreases sharply.This
type applies to expensive
materials for which the
yearly number of orders is
low. (Example:shaft, high
value metal etc.)
P : Order point IVI : Maximum inventory level D : Purchase lead time Q : Standard order quantity
m : Minimum inventory level
There are specialized books about inventory control that can explain how
to decide the order point (P) or the standard order quantity (Q). But these
topics are beyond the scope of our dicussion.
We must consider how we should purchase spare parts when necessary. We

must also consider how to carry out genbutsu control (physical control) on
spare parts once they are received in the storehouse.
There are two types of replenishment methods. One is the individual-

purchase method. It applies to non-stocked items that are purchased on

Fig.4.6 Spare Parts Replenishment Method
(Purchase separately on an as-needed basis)

OPlanned purchase
I
j @Purchase on an as-needed basis
~~--. -
(Fixed order quantity, variable order period)
OOrder point method (Basic form of replenishment)

@Double-bin method
(Order point and order quantity are equal)
@Packaging method (Simplification of office work)
@Lump sum order method
(Lump sum order and storage in shop-floor)
(Check inventory level at fixed internal and order.

Variable order quantity)
~---
Fixed lnvento~
-1 j
(Order only the quantity used. Fixed inventory level)
an as-needed basis. The other replenishment method is the stocked-item

purchase method. This has three types: the fixed order-quantity method,
the periodic order method, and the fixed inventory-level method. The fixed
order-quantity method and the fixed inventory-level method are shown in
Table 4.1.
2. Storage anagement ods
Fixed order-quantity method includes the order-point method, the double-
bin method, and the packaging method. Each of these techniques is
unique, but all are designed to facilitate visual control on when to order
and what quantity to order. (Table 4.2)
3. Storage Location and Storage
Storage locations can be either distributed or centralized. Multipurpose
and common parts are usually stored centrally. Specialized parts are
generally stored at each user’s department. We must practice visual control
in the storage areas in order to prevent searching (loss) spare parts.
Let us consider the following important points:
1 Chapter 4 : Other Keikaku Hozen Activities

Table 4.2 Storage Control Method
Order Point and

er Q~a~t~t~
3Order Point Method Order Point Basic form of fixed
When inventory level When inventory order quantity
levelreaches P method.This method
reaches the pre- can be applied to the
determined level(Order
parts of small articles
point P),order pre- for which quantity of
determined quantity.
Plan to receive ordered Order Quantity consumption is
M Sy;Idard order quantity relatively stable.
materials when it reaches y
minimum inventory levejm. 3
6
E
2
f
El
3Double-Bin Method Order Point This is a very popular

When one bin has control method. Almost
Place two bins become empty. all the companies
(Containers).When one implement it.This
bin has become empty, method is suitable if we
Start= I&
order the same quantity Order Quantity store large quantities of
as in other bin. Same quantity as in low cost materials such
other bin. as bolts and nuts.
l-lalfway& &
Order point& &

Empty Order
quantity
aPackaging Method Order Point This is the most
When all loose inventory economical method&
Package order point quantity of inventory and hasbeenconsumed. can be applied to low-
store it with loose inventory.
Consume all loose inventory first till packaged value materials that
have small ratio in total
Inventory has to be opened to
be consumed.Place Order Quantity maintenance expenses.
Same quantity as in the
an order upon Loose
opening the package.
inventory
package. Start o 0 0,”
0 OoOo
i +
Order card
Order Point This method is to keep
When inventory has certain quantity of
been consumed. inventory at all times. It
Order the consumed
quantity whenever is not economical due
to frequent ordering
inventory is consumed. but it ensures certain
Order Quantity inventory level. It can
Consumed quantity only. be applied to machines
jigs etc that involves
drawings.
Consumptio< ‘Order 1 piece
P : Order point M : Maximum inventory level D : Purchase lead time Q : Standard order quantity
m : Minimum inventory level

1. Ensure that anyone can see w
location.
* Indicate lot numbers clearly.

* Clearly indicate the part name, size, applications, control method,
order point, and order quantity.
* Keep an up-to-date warehouse layout map.
2. Ensure that anyone c see the inventory ¶uaut~~ an

incorrect items.
* Use inventory containers that can contain only the right size of the
spare parts.
* Lay out spare parts in a way that the quantity can be easily determined
* Gather ideas to avoid the inclusion of incorrect spare parts, and to
ensure that the inclusion of incorrect spare parts can be promptly
detected.
3. Ensure first-In first-out inventory usage.
4. Ensure that we 0 not forget to place

inventory.
* Introduce a tag card system on stocked items.
kKX.
* Fix the procedures for purchase order issue and stock replenishment.
* For contract items (vendor managed items), the user’s department
should issue purchase orders directly to suppliers
* For contract items (vendor managed items), If suppliers make routine
visits to replenish inventory, ensure that they are able to replenish
inventory by looking at the parts, rack and cards.
* Drawings can be kept beside the inventory items requiring drawings.

Chapter 5 : Predictive Maintenance Research
During the high economic growth period in the machine and assembly
industry, securing production was the top priority. Because of this, time
based maintenance (TBM) was the most widely accepted maintenance
method for critical equipment.
For complex equipment, even TBM was neglected and breakdown

maintenance (BM) was the way of dealing with the equipment.
In the past decade, however, the application of microelectronics

technologies to equipment in the machine and assembly industry has
significantly progressed, and the equipment has become highly automated
and precise. Because of this, the loss incurred by equipment abnormalities
can affect company revenue substantially.
Also, unconditional repair and replacement of parts have been performed

at fixed cycles determined by parameters (time, production volume, etc)
proportional to equipment deterioration. This method is simple and
reliable. However, it may result in costly over maintenance.
Companies started demanding more economical and cost effective

maintenance methods as business environment had changed. More
attention was paid to predictive maintenance, in which the repair and
replacement period is decided based on the result of equipment deterioration
measurements.
drastic maintenance cost reduction and establishment of a Keikaku Hozen

system can be achieved by increasing the scope of predictive maintenance.
Chapter 5 : Predictive Maintenance Research 1

Predictive maintenance involves carrying out trend monitoring by
simplified diagnosis on deterioration and, based on the information
provided by simplified diagnosis, performing precise diagnosis to describe
the deterioration quantitatively. Repair is based on data provided by
precise diagnosis. This maintenance method is also called condition-based
maintenance (CBM). .I shows the concept.
This figure describes the general equipment deterioration pattern.

Generally, equipment diagnosis is carried out through deterioration
trend monitoring. When processing quality and equipment performance
deteriorate into the detectable range, available diagnostic techniques on the
State quantity
Functional
quantity
Time

shop floor will be used.
There are two main types of techniques involved. One is to understand

deterioration qualitatively and quantitatively at the time of diagnosis, The
other is to quantitatively predict future deterioration based on the past
performance and experiments data of the equipment.
These two types of techniques are called equipment diagnostic techniques.

For a specialist they are essential. Let us briefly consider each of them.
Monitor the deterioration trend and, when accurate diagnosis is required,

measure the damage and wear on the equipment quantitatively.
Diagnosis via vibration value or vibration frequency monitored by FFT

analysis is in widespread use. Methods such as diagnosis through electric
current measurement, electric power value monitoring, ultrasonic wave
monitoring, and oil analysis are also available.
(2) TX ail e ent

faillure
These techniques are to forecast the remaining service-life. Based on the
diagnosis result of (l), past performance data and experiment data must be
analyzed in order to estimate the time until functional stoppage. And then,
parts must be replaced at the most appropriate time.
Ability to judge the remaining service-life enables systematic maintenance

to be performed. In some cases, it is even possible to keep no spare parts
inventory.

The mission of the maintenance department is to realize the most cost-
effective or minimum cost maintenance activity by judging the remaining
service-life of parts through diagnosis.
It goes without saying, however, that these equipment diagnostic techniques

are absolutely essential when employing predictive maintenance.
The definition of an equipment diagnostic technique is “A technique to

understand quantitatively the stress applied on the equipment, failure,
deterioration, strength, performance etc, and then see if there is an
abnormality that affects the reliability or performance of the equipment.
Based on that, predict the future and decide what is the optimal
maintenance action.”
There are many important equipment diagnostic techniques from various

fields. The most important ones are as follows.
@ Sensing techniques to determine the deterioration status.

@ Techniques to see if there is an abnormality based on data analysis.
@ Techniques to decide the optimal maintenance action,
The equipment diagnosis technigues are not only for the breakdown
detection but also the tools of the predictive maintenance.
equipment diagnosis generally consists of simplified diagnosis conducted

by personnel in the factory (maintenance personnel or operators) and
precise diagnosis conducted by the specialized maintenance staff.
Simplified diagnosis is similar to nursing. It involves evaluation of the
1
patient condition (equipment condition) quickly and efficiently. It is
done on a regular basis, mainly to allow early detection of equipment
deterioration and prediction of failures.
Precise diagnosis is the role of a specialist. It is performed on equipment

that has been diagnosed by simplified diagnosis as “apparently abnormal”.
The function of the precise diagnosis is to search for the abnormality causes
and predict the deterioration’s future progress. The precise diagnosis is used
to choose the required maintenance action.
~@~~ diagnosis Process
--v
I I’ -Simplified
Re-inspection
\’
/
’ Precise -7
~lagn~sls /
I
i-- - -_I_---
_ -_ --- 5

Predictive maintenance is the final level activity in the series of Keikaku
Hozen system development activities. Hence we must develop prerequisites
such as equipment condition, skill levels of maintenance personnel, and
a favorable operating environment before we can roll out the predictive
maintenance system. Here are some prerequisites:
0 The equipment deteriorates only naturally. Accelerated deterioration

has been eliminated through the establishment of Jishu Hozen and
focused improvement activities.
0 Unexpected failures have been reduced. Maintenance personnel
have learnt equipment diagnostic techniques and are provided with
opportunities to use them. (tools, time, etc. are available)
If we consider the above prerequisites, we will come to understand

that predictive maintenance cannot be established simply by rushing
to introduce diagnostic tools. It is important to know “what must be
measured” in order to sustain and control the best equipment condition
that has been achieved gradually by changing equipment and people.
When selecting the equipment for which to apply predictive maintenance,

it is necessary to consider the points in Fi in terms of equipment
criticality evaluation based on P, Q, C, D, S and M (production, quality,
cost, delivery, safety and moral) factors.
It is also important to know the affected parts of the body (parts to be
1Chapter 5 : Predictive Maintenance Research

Fig. 5.3 Points to consider when selecting equipment for diagnosis
_______- --
- Production may be seriously impaired if the equipment fails
- Sporadic failure occurs frequently
- Failure is not prevented by ordinary inspection and repair
- Interval between failures may be relatively long
-There is failure based on deterioration
- Deterioration speed is relatively slow
diagnosed) of the patient (equipment). Based on the failure history of the

equipment, we must identify the parts (affected parts of the body) that
would receive heavy damage if failure were to occur.
Full-fledged predictive maintenance activity starts from this point. (Refer

to Section 3.3 for the predictive maintenance activity procedures.) We will
consider how to develop predictive techniques in the following sections.
This is considered to be the most difficult task.
Predictive maintenance requires the ability to measure equipment

deterioration. Such techniques are generally called equipment diagnostic
techniques and considered to be a specialized field.
I would like to generalize my discussion of the predictive techniques in the

following explanation so that anyone who aspires can take up predictive
maintenance.
Each procedure is provided with simple explanation. (See Fig.5.4)
(1) entify t arts to be diagnose

Check the record of serious failures in the past three years or more and

Fig. 5.4 Steps to Development of Diagnostic Techniques
* Identify the parts based on serious failures in the past.
. Does the parts deteriorate gradually with time?

c~a~acte~~st~cs of the parts
* What are the deterioration parameters?
lacement or velocity or
* Are there commercially available measurement

devices that are reliable for vibration measurement
etc
identify all the parts that could potentially fail again in the future. Select
the parts to be diagnosed among them. The important point here is
that this involves managerial judgement. It requires strong will on the
management side to break away from breakdown maintenance and to
progress to preventive maintenance in order to prevent the recurrence of
serious failures.
(2) eteriQratio~ characteristics oft

Research the deterioration pattern in order to understand the deterioration
characteristics. Identify what changes occur with time.
Let us illustrate the investigation of deterioration characteristics with a

simple example, that of a relay. Repetitive switching on and off causes
deterioration of relay contact points, leading to increased electrical
resistance. The relay will fail if electrical resistance increases sufficiently. In
this case, the deterioration characteristic is that the resistance of the relay
contact points increases as a result of deterioration.
4 Chapter 5 : Predictive Maintenance Research

(3) Fin ysical quantity to measure the eterioration characteristics.
After knowing what changes occur, we must know “what physical quantity
can measure the changes ” It is necessary to measure the changes by
physical quantity (deterioration parameter)
Part of the previous Section (2) reads “Identify what changes occur.”
“What” in this sentence refers to a physical quantity such as length, mass,
time, area, volume, density, velocity, force, workload, temperature, calories,
electrical current, resistance, voltage, power, etc.
In the relay example, electrical resistance is the physical quantity we use as

deterioration parameter.
e availability of measurement techniques to measure the

changes (deterioration)
A measurement instrument is necessary to measure the deterioration.
Commercially available measurement instruments can be picked, but many
of them are expensive. It is recommended that we apply basic principles
and encourage the in-house development of a measurement instrument by
making good use of sensors.
Very few measuring instruments available in the market can be directly

useful. In many cases, modifications are necessary. In the example of relay
deterioration diagnosis, the extremely low electrical resistance cannot be
measured. In such case, it is necessary to have a built in milli-ohmmeter,
and develop the instrument to match several types of relay sockets.
In order to implement predictive maintenance in a factory, it is essential

to take the issues of equipment maintenance seriously. Implementation

must be in line with reality. Fi we 5.5 shows the steps in implementing
predictive maintenance. The point is to check whether the existing
diagnostic techniques, particularly vibration diagnosis, can be used and
decide the appropriate course of action. Let us consider each step in Fi
5.5 as follows:
(Start)
(1) Analyze serious failures
Select the equipment that is necessary to receive predictive maintenance
by analyzing serious failure data from the past few years. Selection is made
based on equipment criticality classification, as explained earlier.
o r parts s u c h as motor or bearing are usually selected

but in some cases, electrical parts or equipment are chosen. (these are the
affected parts of the patient)
(3) Carry out diagnostic technique e

Maintenance staff must take the lead in providing education on equipment
diagnostic techniques, mainly focusing on vibration diagnosis. This
education aims at teaching the needs and practical skills of predictive
maintenance.
(4) Check whether existing ues in your factory c

used.
We must judge the applicability of the existing diagnostic techniques
(including instruments). We do not need to be too strict in the judgment
of applicability right now as we are assuming the scenario of a factory
where the Keikaku Hozen system is still inadequate.

Fig. 5.5 Flow of Predictive maintenance Implementation
(I) ( Analyze serious failure
Register a theme of diagnostic

techniques development
Draft the shedule and appoint

j Yes responsible personnel I
value(control limit)
and confirm the effect

(If existing didgnostic techniques can be used)
Start by collecting data using simple meters (e.g., machine checkers).

Select parts that will likely manifest changes in deterioration and catch the
symptoms of abnormalities.
y precise diagnosis
Maintenance personnel gather to exchange their data and analyze them on
a regular or irregular basis. If the symptoms of abnormalities are found,
implement precise diagnosis. For vibration diagnosis, the relationship of
raw waveform or frequency analysis and the level of simplified diagnosis is
checked.
(7) Determine the control limit an check the effectiveness of t

limit
As a result of the precise diagnosis mentioned in (6), determine the limit
control value or threshold value based on the comparison of precise
diagnosis data with the actual condition of equipment and parts. Continue
to carry out predictive maintenance through trend monitoring and check
the effect.
(If existing diugnostic techniques cannot be used)
Select a necessary theme of diagnostic technique development for the parts

that were selected to receive diagnosis during Steps (1) and (2). Draft the
development schedule and appoint full-time personnel to complete the
project as quickly as possible. (l-2 years)
(6) iagnostic instruments

Develop the instruments needed for measuring deterioration by applying

any existing sensors and measuring instruments in your factory. W e must
exercise our ingenuity to select the proper measurement method.
check the eEectiveness of the control limit

Judge the performance, usability, and economic factors such as
development costs of the developed instruments. Also, consider the
feasibility of expanding the scope of application.
(Conclusions)
(8) ractice on a maintenance calendar.
Incorporate predictive maintenance into the yearly and monthly
maintenance calendars in order to get predictive maintenance established as
a component of Keikaku Hozen activity.
(91 easures to esta a ictive maintenance culture

continuously caryy out activities such as case presentations or consider
publishing a diagnosis-related newsletter.
iagnosis
Depending on the level of Jishu Hozen, provide education and training to
operators on simplified diagnosis so that they can be assigned to take part
in predictive maintenance as well.
The key success factor is to practice these ten procedures step-by-step.

Equipment diagnosis is unspectacular and quick results cannot be expected.
Therefore it is critical that personnel receive both material and mental
support.

Table5.1 :Casel
x- _ _ I - - _“l_-_-~--l- - --- -x --1--- - I -__--_
Jse illustrations to make it easy to understand how to perform diagnosis

etween belt and pulley ?It
conveyor is used. Ait h load status, environment (moisture
and belt tension ctors, basically the decrease in _ le S
to the slippage.
hanges?)
veyor motor decreases whel n
the slippage is occurring. The produced torque of the t-not
(motor load current) is the fumction. Hence we will measure the
load current.
current that t-hay cha y the belt conveyor load and durin
motor start-up.
(Difkulties faced during the development of this diagnosis)

During the diagnosis, a large amount of field data was collect
mine the difference between the current that change
the variation of conveying volume on the belt conveyor
thro~gb the belt slippage.
Chapter Predictive Maintenance Research

Table 5.2 : Case 2
Detection method of wire deterioration
notion principle
if the condition of the wire were normal, the detection dock and plate would not move at
all, even if the hoist wire were moving up and down.
When the wire starts developing burr on it, the burr on the wire catches the detection
dock and lifts it up. Subsequently, the detection dock will lift the detection plate until it
touches the proximity switch to turn on. When the proximity switch is turned on, burr on
the wire is detected.
Detected The detection dock and plate are

lifted by burr on the wire. The
detection dock and plate will go
down to the original position as wire
burr pass through.
Normal position
Detection dock moves within this range
------ ---~

(What changes with time?)
The wire develops burr as it deteriorates
(What parameter should be selected to measure the changes?)

Let the burr on wire lift up the detection dock and plate
at and how to diagnose)
detection dock is moved upwards.
(Difficulties faced during the development of this diagnosis)

- It was difficult to generate an idea of what to use
detection of wire burr.
- It was difficult to select the dock material.
- It took a long tit-me to fabricate a bracket because wire position
rnovetment.

Table 5.3 : Case 3
Use illustrations to make it easy to understand how to perform diagnosis
A and B signals are entered into the sequencer. The chain passing time between A and B
(which are 1 meter apart) and the chain passing time from one pusher to the next pusher
are measured. The sequencer automatically calculates the distance between each pusher.
Then each pusher distance is input into memory to diagnose chain elongation on the
circumference of chain.
124 Chapter 5 : Predictive Maintenance Research

(What changes with time?)
The distance between two pushers and t e total distance increase
with wear and tear on the plain pin, center link, and side link.
(What and how to diagnose)

Internal timer in sequencer measures passing time from one limit
e other and passing time from one pusher to next
calculates the distance between pushers in order to
diagnose the wear.
(Difficulties faced during the devel

- It was difficult to se
(After attempting to
that a location with constantly taut chain was best for accurate
measurement)
Chapter 5 : Predictive Maintenance Research /

Gunma Plant
_- _-__ __I -ll-lx x-I- _Ix-~I - --_x I --_ -- ~- _-^x I __-- -_

f?t=“s
- _ - -----------^-_----~--~~
se illustrations to make it easy to understand how to perform diagnosis
Brake shoe Stroke changes with wear

_)A_)
//I r-
Detect this point
Photo cell sensor

The cylinder stroke increases with increased wear
Measure the stroke fluctuation by sensor and soun
(What and how to diagnose)
photocell sensor (reflective type) is used to measure and detect
It was difficult to a sensor that was capa le of detecting mino

~uctuations, It was also dif~cult to decide where to install the
sensor.
Chapter 5 : Predictive Maintenance Research ’ 127

Table 5.5 : Case 5
r-
--~
F U J I O~ZX
- -~- - - - *----___. - .--- - -
Laser sensor amplifier

Digital display
Lubrication pump
~- --- ~.

(What parameter should be selected to measure the changes?)
A ~~~~li~~~ emits infrare
light detector measures t
(Difficulties faced during the development of this diagnosis)
teat some locations.
Chapter 5 : Predictive Maintenance Research /

Chapter 6 : MP Activity (Equipment Initial Control Activity) i
MP stands for “Maintenance Prevention.” MP activity refers to
consideration of maintenance information and new technologies during
planning and construction of new equipment, design of equipment with
high reliability, maintainability, economics, operability, safety etc., and
reduction of maintenance cost and losses incurred by deterioration.
MP has been commonly known as specialized maintenance method.

However, in TPM, the production engineering department is in charge of
equipment introduction and takes the initiative with the cooperation of the
production department as well as the maintenance department.
MP activity can be broadly divided into two parts. As Fi .6.1 shows, one is
MP design that flows from planning to manufacture and evaluation session.
The other is the initial flow control that is initiated from installation and
trial run at site and initial flow.
Design * installation -
Plan
- - _-__-_____- - Fabrication
Check on design
-7------- - and joint evaluation Trial run Initial flow
1
I i
- - - -1 - - --I__
/ Chapter 6 : MI? Activity (Equipment Initial Control Activity)

MP design is intended to ensure that equipment will not fail or produce
defects during the introduction of new equipment. MP design studies the
weaknesses of the present equipment and uses this feedback to improve the
design in order to increase the reliability of the equipment. Ultimately it
aims at achieving maintenance-free (zero-maintenance) equipment design.
It is important for the maintenance department to offer information

about corrective maintenance or request changes in the design in order to
incorporate improvements into new equipment. This type of information
must be always gathered and used as MP information for the equipment
design department.
It is necessary to consider carefully what equipment, what materials, what

kind of operators, and what equipment operation will produce the targeted
products. In other words, MP design aims at building trouble-free and
easy QA (quality assurance) equipment by breaking away from equipment-
centered design and view designing from a man-machine perspective.
MP information containing the items mentioned in the 2.1 above is

provided to the equipment design department by all the other departments.
It is usually written in a standardized format.
The contents of MP information generally consist of feedback concerning

reliability, maintainability, Jishu Hozen capability, operability, resource-
Chapter 6 : MP Activity (Equipment Initial Control Activity)

saving capability and safety.
Let us consider the summary of “MP Information Elements” in Ta
P Information Elements
__--I -_.--~-__l--l~~----~-- -_----_ - -_--- -- --
Low frequency of j-Small number of

breakdown occurrence j adjustments
Low frequency of minor j-Machine cycle time
stoppage occurrence j stability
Low frequency of defects !-Ease of static and
generation j dynamic accuracy
j measurements
.Ease of failed part !-Ease of finding
detection i deteriorated parts
.Ease of part replacement :-Ease of oil supply and
-Speed of functional ~ replacement
recovery confirmation I-Ease of overhaul
!Capability of quickly -Ease of receiving cleaning, ,-Ease of oiling cheak-
: receiving maintenance inspection, oiling UP
-Ease of chip collection -Ease of quality
-Level of containment maintenance (Ease
of problem sources and of yielding precision
scattering koizumi??what measurements)
does it mean????
+ -Ease of performing -Ease of operating
changeover and button (height,
adjustment location, quantity,
-Ease of replacing and shape, color etc)
adjusting cutting tools and -Ease of transportation
grindstone and installation of
equipment
-Low cost of resources and -Level of resource
energy recycling
-Optimal cutting condition -Energy saving design
implemented. implemented?
t -Low frequency of tasks such:-Few protruding or
as treatment of breakdown, \ hooking parts.
minor stoppages, quality /-Easy to dodge safety
defects / hazard
-Low exposure of rotating /
parts and drive parts /

The basics of MP activities are to consider how to collect and apply MP
information and to design. (See Fi
There is plenty of MP information at the manufacturing site. As Jishu

Hozen becomes more and more active, shortcomings in the equipment
will surface and people naturally start demanding some changes in the
equipment.
However, it can be just one-sided information if there is no system for

collecting useful information.
When designers actually try to use the collected information, the
~~IicatiQ~ of MP I~~Qrrnation

information must be in a format that is easy for designers to understand
and use. Otherwise, it will not be used properly.
Generally, MP information is collected through an MP information

sheet. Sheet format, data entry method, and collection method must be
agreed unanimously by the participating departments. It is necessary for
management to thoroughly enforce the implementation of this system. (
All the participating departments perform their jobs in different fields,

so we may face difficulties running this system. The information will
eventually be gathered, sorted, and classified into basic categories by the
equipment design department.
Plenty of MP information can be useless if it is not applied in equipment

design. Therefore, it is necessary to make a user-friendly design standard
based on the MP information. An MP design standard can be made
according to the existing equipment design standard in your company. The
most important factor is its content.
The checklist is designed to carry out MP check at the end of each job. It
is made based on the design standard.

Circulation route of original copy : Issuing department + Promotion office + Investigating department -+
xomotion office + Feasibility meeting + Manager + Photocopy to be stored by the promotion office
Chapter 6 : MP Activity (Equipment Initial Control Activity) /

Initial flow control starts at the time of equipment installation at the
production site following the completion of a test run at either the maker’s
site or the equipment manufacturing department.
All the MP information should be incorporated during the design stage and
the start-up after the installation should be naturally smooth and without
any problems. However, start-up time would be spent aimlessly, and it
becomes slow and delayed if no proper control is exercised.
Hence the following is important to be implemented.

- Build initial flow control system and clarify the allotment of tasks among
each department
- Set the equipment hand-over criteria and implement clear designation
and release of initial flow control
- In the equipment hand-over criteria, specify the release items such
as cycle time, overall equipment efficiency, stoppage frequency rate,
stoppage severity rate, defect rate, etc. at the time of initial flow control
designation.
These are the initial flow control activities. . 6.4 illustrates initial flow
control.

.6.4 lll~stration of Initial Flow Control
Initial flow
1
Parget he equi rcrency,
_ _

As we discussed earlier, there are many departments participating in MP
activities and the needs of each department may not be the same. Hence it
is important to ensure that all the participating departments will appreciate
the necessity of MP activities through model activity.
In many cases, we are so busy with routine jobs that MP activity does
not progress smoothly. It is better to form a project team consisting of
members from the production engineering department, the maintenance
department and the production department. The following items should
be carried out.
(1) ati~~ fee syste
1, Standardize the “MP information sheet”
2. Circulation route and its rule of “MP information Sheet”
3. Decide how to file the “MP information Sheet”
(2) em el line activi

1. Try to implement MP activity on a model line that can be selected
immediately.
2. We start with collection of MP information. In the model line activity,
we can collect MP information via an MP information sheet, or a
meeting, or by making inquiries and invite feedback from people in the
factory.
3. Carry out equipment design based on the collected MP information
and introduce equipment.
4. The MP design that is made of MP information should be accompanied
by clear illustrations for easy understanding.

5. Data must be collected during start-up as initial flow control in order
to compare to the previous performance, and then strive to achieve a
drastic reduction in start-up time.
(3 evelo S
1. MP design standard
2. MP design checklist
3. Equipment initial flow control system
4. Equipment hand-over criteria, etc.
Chapter 6 : MP Activity (Equipment Initial Control Activity) 1

Appendix : Performance Indicators of Equipment Maintenance Activity
Overall equipment efficiency =
Availability x Performance rate x Quality products rate
(Loading time - Down time) x ,00
Availability =
Loading time
Performance rate = Net operating rate x Speed operating rate
= Output x Actual cycle time
Loading time - downtime
x Standard cycle time
Actual cycle time
Quality products quantity
Quality products rate =
Input quantity
L=T Input quantity - (Defective products quantity t Reworked products quantity)
Input quantity
Total failure downtime x , 00
Failure severity rate =
Loading time
Number of shutdowns x , 00
Failure frequency rate =
Loading time
Mean Time Between Failure (MTBF) = ?!?@op%@?gx xl00

Number of shutdowns
Number of unexpected
---~ failures x I o.
Emergency maintenance rate =
Total number of repairs
Time and number of unexpected shutdowns
Stipulated by length of downtime. Generally, it is more than 10
minutes for machining, more than 3 - 5 minutes for unit assembly,

more than 1 minute for vehicle assembly etc.
@I Time and number of serious failures
Critical equipment failures and long downtime failures are the two
categories of serious failure. Long downtime means more than four
I
or eight hours.
@ Ratio of total maintenance cost to equipment assets

I = Total maintenance cost
Total fixed assets
The appraised value of fixed assets depreciates every year.
Therefore, current replacement value or procurement cost x yearly
inflation rate coefficient are used for calculations.
@ Maintenance cost per basic unit = ‘Otal maintenance ‘Ost

assets of one million yen
= Total maintenance cost
Total electricity consumption
_ Total maintenance cost
Direct profit
0 Ratio of load to maintenance personnel

= Appraised value of factory equipment
Number of maintenance personnel
0 Pieces of equipment per person = ~Total pieces of factory equipment

number of maintenance personnel
0 Maintenance task rate = Actual maintenance

---. time
Total working hours

@ PM application rate = PM aPPlied equiPment
Total pieces of equipment
PM task time
@ PM task rate =
Total maintenance time
@I Mean Time To Repair (Ml7R) = Tot~~~~~[~ri~~~uG
@I Keikaku tiozen implementation rate

= Time or number of Keikaku liozen implementations
Total time or number of maintenance workers
@ Predictive maintenance rate = Pieces Of PM equipment

Pieces of CBM Equipment
@ Number of MP suggestions
0 MP suggestion application rate
=I Number of MP suggestions implemented
Total number of MP suggestions
@ Number of corrective maintenance suggestions

@I Number of patents
@ Number of personnel qualified by the public body
@ Number of safety measures
(Completed and uncompleted measures)
/ Appendix : Performance Indicators of Equipment Maintenance Activity

Planned Maitenance by NAKANO

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Originally p u blis he das Kosho Zero wo Tasseisuru / Keikaku Hozen no

Susumekata copyright 01999 by Kinjiro Nakano & Japan Institute of

Planned Maintenance Keikaku Hozen / Comprehensive approach to Zero

All right reserved. No part of this book may be reproduced or utilized

Japan Institute of Plant Maintenance (JIPM)

Edited by : Japan Institute of Plant Maintenance

3.2 Factor analysis for achieving zero breakdowns 14

4.2 Practical activities to achieve zero breakdowns 19

5. Equipment Maintenance classification and task sharing . . . . . . . . . . . . . . 25

chapter 2 : men . ..*............................*....... 3 7

3.2 The Concept of Keikaku Hozen Activity 40

4. Breakdown Reduction Activity (Zero Breakdown Activity). . . . . . . . . .50

4.2 Approach to Achieving Zero Breakdowns 51

1. Basic Way of Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . s . . . . . . . . . . . . . 76

3.7 Step 6: Execution of Predictive Maintenance 86

1. Maintenance Planning . . . . . . . . . . . . . . . . . . . . . . . ..I............................~........ 92

3.3 Quantity of spare parts (How much is appropriate?) 100

3.4 Purchasing and storage (What control method?) 101

2.2 Simplified diagnosis and precise diagnosis 110

3. How to Advance Predictive Maintenance . . . . . . . . . . . ..*.................... 112

3.2 Development of equipment diagnostic techniques 113

3.3 Procedures for implementation of Predictive Maintenance 115

hapter 6 : Activity ( ontrol Activity) . . . . . . *.*. . . 13 1

2.2 Important factors in MP information 133

3. Collection and Application of MI? Information . . . . . . . . . . . . . . . . . . . . . . . . 135

3.2 MP Design standard and checklist 136

4. Initial Flow Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..~..............................138

In order to practice ideal equipment maintenance, you must know precisely

It is very important to understand the bottom line of equipment

As a matter of convenience, equipment maintenance is divided into two

Chapter 1 : Equipment Maintenance

Who should take the initiative in implementing equipment maintenance?

In the next section we will discuss the process of equipment maintenance.

Chapter 1 : Equipment Maintenance

Chapter 1 : Equipment Maintenance

Logically speaking, during the stages of design and fabrication of the

3. V&at maintenance method?

There has been an overemphasis on empirical rules throughout the history

The maintenance department must have a good understanding of how all

5. Carry out systematic rn~~ten~ce

Chapter 1 : Equipment Maintenance

In nutshell, Keikaku Hozen is an activity that carries out five elements of

Fig.12 The Process of Equipment ~aim~e~a~ce

Evaluate the criticality of the equipment based on P,Q,C,D,S and M

Practical decision making through step activity

Select from the following maintenance

CBM (Predictive maintenance)

The 5Wl H method should be used to draft the standard

Maintenance tasks must be performed systematically based on the

Remark : This figure explains the concept of equipment maintenance. Allotment of

Chapter 1 : Equipment Maintenance

Let us further analyze the causes of breakdown.

The second group includes natural deterioration. This deterioration occurs

Chapter 1 : Equipment Maintenance

Maintenance specialists and operators must acquire knowledge of the

This is attributable to the equipment designer’s inadequate skill or

Each of five factors is related to the three factors of breakdown (neglected

0 inadequate compliance with basic requirements

Detection of natural and accelerated deterioration

Equipment and machinery possess operating

., Inherent design weaknesses

Chapter 1 : Equipment Maintenance

0Inadequate compliance with

0Non-compliance with usage requirements

chapter 2 : men . ..................................... 3 7

hapter 6 : Activity ( ontrol Activity) . . . . . . .. . . 13 1