Various losses in

maintenance
Presented by
Rutik Patel
PRN : 8021072651
ME-PART2 (Production Engineering)
 INTRODUCTION

 Losses in the product process mean the top most recourses

are wasted in your industries.
 These Losses in Total Productive maintenance (TPM) impact
on Product Quality, productivity, and profitability of the
company. So we need to identify and remove these major
losses from the company.
 Manufacturers are expected to achieve increasingly short
production time frames, while still meeting quality, safety and
compliance standards .

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 The key to achieving this goal lies in understanding the Six Big Losses:
the fundamental causes of production loss in manufacturing.
 Paying attention to the Six Big Losses will:
help you more accurately identify the causes of production loss;
give you the information required to make the right decisions; and
allow you to increase production time with minimal impact on quality
 The goal is to eliminate what we are called the Six Big Losses. Let’s
take a look at these Six Big Losses, how to eliminate them, and why it
is important to do so.

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 ORIGIN OF THE SIX LOSSES

 The Six Big Losses were developed along with the Total
Productive Maintenance (TPM) approach by the Japan Institute
of Plant Maintenance in the 1970s.
 TPM aims to achieve near-perfect production through proactive
and preventative maintenance and employee empowerment.
The Six Big Losses are a continuation of this approach.
 The losses are also directly tied to Overall Equipment
Effectiveness (OEE) - the benchmark rating for measuring
manufacturing productivity. OEE is calculated using three main
causes for productivity loss: Availability loss, Performance loss,
and Quality loss 4
 THE SIX BIG LOSSES

 These are the Six Big Losses under their corresponding OEE
categories
a) Availability losses:
1) Equipment failure, and unplanned downtime
2) Setup and adjustments, or planned downtime
b) Performance losses:
3) Idling and minor stops
4) Reduced speed
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 THE SIX BIG LOSSES

c) Quality losses:
5) Process defects and rework
6) Start-up losses
 Reducing any one of these will help
increase output capability and even
product quality.

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A. Availability losses
 It is the time when your machine should run but stands still. In
other words, it is production downtime.
1) Unplanned downtime or equipment failure
 Unplanned Stops are significant periods of time in which
equipment is scheduled for production but is not running due to an
unplanned event.
 It is largely due to equipment failure or breakdown. Breakdowns
are most often caused by operator error; poor maintenance; and
hardware, electrical or software error.
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2) Planned downtime or setup and adjustment
 Planned Stops are periods of time in which the equipment is scheduled
for production but is not running due to a planned event.
 Even though this type of downtime is “planned”, it still counts as a
production loss because it is something that you can work on.
 Examples:
 This is the period where all Cleaning procedures, major adjustments or
materials changes take place to meet production requirements for the
new batch.
 It also includes planned maintenance, quality inspections.
 Many companies also categorize breaks and meetings as Planned Stops.
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 b) PERFORMANCE LOSSES

B. Performance losses
 It is time lost because machines are not running at their maximum
designed speed. Performance losses occur either because of short
and frequent interruptions (micro stops) or because machines run
slowly.
3) Idling and minor stops
 At first glance, idling and minor stops looks exactly like equipment
failure.
 However, there is a difference between the two. As the name
suggests, Idling & minor stops are when pieces of equipment stop
for only a short time. 9
 This loss is typically resolved by the operator.
 These include things like jams, incorrect settings, quick
cleaning actions, and misfeeds.
4) Reduced speed
 Reduced Speed Losses occur when equipment runs slower than
the Ideal Cycle Time(the standard fastest time to manufacture
one piece) mean cannot produce the material as per the
theoretical cycle time.

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 Both minor stops and reduced speed lead to performance
losses, but the difference between the two is that in the case of
micro stops the equipment is actually stopping, whereas in the
case of slow cycles it is still running, but slowly.
 Common causes of reduced speed are incorrect lubrication,
inefficient or incorrect start-up and shut-down procedures, worn
equipment, dirty machines, operator inexperience and/or
environmental conditions, such as extreme heat or dust.

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C. Quality losses
 It is the proportion of products that don’t meet the specified quality
requirements.
5) Process defects and rework
 Production defects are defective parts produced during stable
production cycle or production running smoothly.
 These can be products that don’t meet quality standards, are
damaged or are scrap.
 Example includes incorrect equipment settings , Operator or
equipment handling errors.

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6) Start–up losses
 Startup Rejects or Startup Loss are defective parts produced from
startup until stable production is reached.
 They can occur after any equipment startup, however, are most
commonly tracked after changeovers
 Examples:
 Equipment that needs “warm up” cycles, like moulding,
Lamination and die casting etc.
 Equipment that inherently creates waste after start up, like
press machines, Fasteners ( Cold forging) etc.
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REFRENCE

 https://www.sageautomation.com/blog/why-
the-six-big-losses-are-crucial-to-your-
preventative-maintenance-regime
 https://leanfactories.com/six-big-losses/
 https://www.zaptic.com/insights/what-are-
the-six-big-losses-in-manufacturing
 https://youtu.be/92pMuBU7D8A
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THANK YOU

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