Varroc Group Profile

Planned Maintenance
(Keikaku Hozen)
 PLANNED MAINTENANCE

OBJECTIVE:

To increase the Reliability of the Equipment.

 To improve the Maintainability MTTR & MTBF.
 To reduce the LCC of the equipment.

AIM :

To Eliminate the equipment Failures.

 To Reduce the maintenance cost.
 To reduce Power & Fuel cost.
To Support the Production personnel

Page 3
 PM – SHIFT IN FOCUS

BEFORE TPM TPM Phase 1 TPM Phase 2

Zero
Breakdown
Sustenance &
Cost Saving
Breakdown
Prevention
Pro-active
Breakdown
Maintenance
Re-active Focus on Machine
Quality & Improving
M/C Design

Focus on
Machine Availability &
Correcting M/C Weakness
PM Pillar : KMI/KPI/KAI
BM & Target - Planned Maintenance
 Planned Maintenance

APPROACH :

1.Maintenance activities
-To prevent failures
-To fix failures

2.Improvement activities
-To extend life span of parts
-To shorten maintenance time
- To avoid maintenance
MAINTAINANCE ATIVITIES & INFORMATION SYSTEM
 JIPM Planned Maintenance Approach

I Activities to Enhance Equipment Availability

* Activities to lengthen equipment MTBF
* Activities to shorten equipment MTTR

Maintenance work

2. Planned maintenance 7-step activities

Planning and management
II. Activities to efficiently Conduct

3. Corrective maintenance activities

1. Guidance and support for JH

5. Study of predictive maintenance

Input Reductions
Maintenance information
management
Maintenance

Maintenance spare part

management

4. MP activities
Maintenance cost
management

Output Improvement – Zero failures, Establish planned

defects and accidents maintenance
system
Support & Guidance of JH Activity
 Concept of Equipment Maintenance

We must know the most

appropriate maintenance
method for all types of Equipment
deterioration. And we must Maintenance
understand the characteristic
of deterioration on every part
of the equipment and
equipment function.

Maintenance must be Specialized

Maintenance
performed with clear roles. maintenance Outside
by the
We must decide who will by the contractor
production
maintain what parts of maintenance maintenance
department
equipment department

(Jishu Hozen) (Keikaku Hozen)

9 Page 11
Role of Operation and Maintenance Division

Discover latent Defects

Establish Keep Prevent Improve weak

basic operation machine from points in Improve skill
condition Conditions deteriorating design

Operation Maintenance
division division

JH PM

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 Deterioration

 The main reason for any functional failure of any Component is

because of Deterioration, what is commonly known as Wear out

Deterioration

Forced Natural
deterioration Deterioration

Owned by Owned by
JH PM

Maintenance
Page 13
 Equipment Deterioration

Natural Deterioration Forced Deterioration

Extend life time Eliminate causes

Corrective Maintenance Establish basic condition

Prevent errors by improving Cleaning: eliminate all dust &
operability. dirt.

Improve maintainability & Repair Lubricating: Keep lubricants

quality clean & replenished.

Improve safety & Reliability. Tightening :Keep nuts & bolts

secure.
 Classification of Maintenance activities

A ) Activities to prevent deterioration

By correct operation ,improvement of basic conditions &
adjustments to prevent quality defects.
B) Activities to measure deterioration
By senses (touch, see, hear, smell, taste )
C) Activities to rectify deterioration
By improving reliability & maintainability of machines .

Role of Production Role of Maintenance

• Play vital in A also records maintenance
data for prevention of recurrences of
problem .
• Play role in B by five senses.
• Play role in C by prompt reporting &
assisting.
• Play role in A as a guide & educationist &
providing help in identifying areas source
of problems & hard to clean.
• Play in role B by vibration & fluid
analysis.
• Play major role in C by improving MTBF,
MTTR.
• Besides that they maintain MIS ,work for
new equipment design & set up
maintenance standards
JH Steps Vs PM Support Activities
 Outline of JH and Support Activity by the
Maintenance Department

Hydraulics, pneumatics
electricity, lubrication Support of
Teach machinery elements quality
specialized maintenance
skills

Preliminary
Clear allotment of
training of
tasks between the
shop-floor
production and the
leaders in
Coaching on maintenance
General
hand-made departments
inspection
improvement Dealing
with red tags
by general;
Preparation inspection
of materials
and tools 5 Autonomous Inspection
Participate
in tagging • Draft the complete Jishu-Hozen
and removal standard maintenance procedure Perform total inspection to improve
of tags Removal maintenance skill to a higher level
of red tags
4 General Inspection
• Overhaul during production

Teach
operators
3 Tentative standard cleaning and oiling procedure
how to • Draft a feasible Jishu-Hozen Standard maintenance
look at
procedure
troubles Ensure adequate compliance
2 Countermeasures against source of problems and with basic requirements
(Cleaning, oiling, inspection)
difficult-to-access areas Identify control points And draft the Jishu Hozen
• Elimination of source of problems and incorporate them standard maintenance
Tagging and de-tagging
& improvement of difficulty in tasks. activity (Restoration in the tentative procedure in order to sustain
1 and improvement) Jishu Hozen standard the equipment condition.
Initial Cleaning
maintenance procedure
• Cleaning is inspection. Identify problems and perform
restoration and improvement.
 Support & Guidance of JH Activity
Support to JH Step 0 - Training to operators on Machine Mechanisms and machine
accessories like FRL unit, Lubrication Systems , settings and abnormalities.

No. of operators
Division Line
trained

Lighting Metalizing
16
Lighting Assembly
26
Magneto Rotor line 1
8
Magneto Rotor line-2
8
Magneto Rotor line-3
12
Magneto W inding line
6
Magneto Reveting & Cnc cell
4
Magneto Impregnation area
4
TOTAL 84
 Support & Guidance of JH Activity
Support to JH Step 1 & 2 : Red tag removal & SOC/HTA kaizen execution

No provision to adjust & Inspection & cleaning Guard modified for

Flow indicator & time for belt & motor easy inspection &
inspect the flow of
regulator provided condition, was 15 min. cleaning ( No need
Lubrication oil
(Guard need to be to remove guard)
removed)
Support & Guidance of JH Activity

Support to JH Step 3 : Formation of

Tent Std

Support to JH Step 4 : Five axis

training to operator & know why manual
Preparation
 Support & Guidance of JH Activity
Support to JH Step-5 Revision Of JH Tentative Standard

PM Points Added In JH
CLEANING LUBRICATION INSPECTION RETIGHTENING
POINT ADDED
POINT POINT POINT POINT

NO OF NEW POINT ADDED IN JH AFTER

40 16 72 40
STEP-04 TRAINNING
PM Seven Steps & Four Phase
 Seven Steps of PM Vs Four Phase Matrix

Phase1 Phase2 Phase3 Phase4 Phase5

Eliminate the causes of
accelerated Research Search for
Extend inherent Implement
deterioration & carry natural deterioration
PM : service-life of the predictive
out restoration & deterioration indicator
Seven steps equipment maintenance
improvement of process parameter
equipment conditions

1.Analysis of present
status

2.Restoration &
improvement of the
deteriorated Equipment

3.Tentative Standard
maintenance procedure

4. General Inspection of
Quality function

5. Improvement of
inspection & maintenance
efficiency

6. Execution of predictive
Maintenance

7. Horizantal Replication Repeat process all the other necessary lines23

 PM Step 1- Analysis of present status
(Understand difference between basic condition and present status)

Phase 1: Eliminate the causes of accelerated deterioration & carry out restoration
& improvement of equipment conditions
 PM Step 1- Analysis of present status

PM Step Activity

a) Identify visible and latent troubles of the equipment and rectify the
visible troubles.

b) Place tags on troubles and remove tags following restoration or

improvement. ( Restore simple troubles at this step.)

c) Analyze each breakdown and classify the causative factors into

Step 1- Analysis of inadequate compliance with basic requirements of the equipment, non
present status compliance with usage requirements, insufficient restoration, neglected
(Understand difference deterioration, unexpected breakdown, design weakness
between basic condition
d) Monitor the number of tags placed and removed.
and present status)
e) Record the number of unexpected breakdowns, defect ratio, MTBF
(Mean time between failure) and MTTR (Mean time to repair) as
benchmark.
f) Make a map of breakdown.
g) Draft the improvement plan to deal with identified troubles in
preparation for step-2.
 PM
PM Step 1- Analysis of present status
Step 1

• Understand the current situation of equipments.

• Collect data (past breakdown history) of all failures / breakdowns

• Prepare Equipment control ledger

•Decide what are the equipments to be taken for PM activities using

evaluation of equipment ranking criteria.

•Understand the nature of loss and equipment importance, set target for
equipment failure / breakdown.
 PM
Step 1 Equipment Ranking Evaluation
 PM
Step 1 Equipment Ranking Evaluation
 PM
Step 1 Equipment Past Break down History data
 PM
Step 1 Equipment Past Break down History data

Equipment failure : Down Time in No of Occ. Equipment failure : Down Time in No of Hrs
OCCURANCES TREND DOWN TIME TREND
120 120
BM BM
Total Total
100 99 100 99.8

80 80
72.2
68.4
62.66
60 58 60

45
40 38 40
36 36 36 35.2 33.5 33.61
30

20 20
15.4

0 0
MONTH BM Fe b- M ar - Apr - M ay- Jun- Jul- Aug- MONTH BM Fe b- M ar - Apr - M ay- Jun- Jul- Aug-
08 08 08 08 08 08 08 08 08 08 08 08 08 08

GROUP BM APR MAY JUN JUL AUG GROUP BM APR MAY JUN 08 JUL AUG

TOTAL 99 36 30 45 38 36 TOTAL 99.8 35.2 15.4 33.5 33.61 62.66

SM 51 24 25 35 24 17 SM 41.5 11.4 9.3 28.0 21.25 43

FWM 35 7 4 7 13 12 FWM 46.9 6.8 5.7 3.7 11.61 8.08

WIPER 13 5 1 3 01 07 WIPER 11.4 17.0 0.5 1.8 0.75 11.58

 PM
Step 1 Understanding Equipment Breakdown

 Functional failure of any component is called Break down.

 Break down is for the components and not for the entire machine

1. Equipment
failure

1 a) Replacement 1 b) Adjustment
of Spare of Spare

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 PM
Break down Elimination Approach
Step 1

REACTIVE APPROACH PROACTIVE APPROACH

Collect Daily Breakdown Study the past data

Do Why Why analysis Identify the Failing parts

Arrive at the Root cause Identify the failure pattern

Take Counter measures Analyse the Optimal conditions

Review Effectiveness Identify the Variations

Plan Horizontal deployment Bring back the Optimal

Conditions

Page 32
 PM Step 2 : Restoration and Improvement of the
Deteriorated Equipment.
(Reduce difference between basic condition & present status)
 PM Restoration and Improvement of the
Step 2
Deteriorated Equipment.
PM Steps Activity

 Eliminate accelerated (forced) deterioration and restore the deteriorated

equipment condition. (Consider restoration before improvement)

 Thoroughly investigate the cause of breakdowns. (Apply why why

analysis, FTA, FMEA, PM analysis etc.)

Step 2 - Restoration  Thoroughly prevent the recurrence of breakdowns.

and Improvement of
the Deteriorated  Perform corrective maintenance to extend the service-life of parts with
Equipment. short service-life.
(Reduce difference
between basic  Consider transferring some inspection items to JH
condition & present
status)  Classify cases of restoration and improvement. Monitor the plan and
actual performance of restoration and improvement activity.

 Improve the skills of the maintenance department.

 Identify the parts to be maintained in preparation for drafting the

standard maintenance procedures. (Preparation for step-3)
 PM Restoration and Improvement of the
Step 2 Deteriorated Equipment.

Restore deterioration & establish basic conditions 1 2 3 1) Structural & functional diagram

2) Maint work std sheet

Abolish environment causing forced deterioration 3) Break down analysis sheet

4 5 4) Sudden break down reports

Take measures to prevent similar identical break down
5) Analysis sheet for fuction of parts
Correct weakness & lengthen 6 7 8 9
Equipment life ( Corrective maint)
10 6) PM analysis sheet

7) QM analysis sheet

8) Improvement sheet

9) MP improvement sheet

10) Improvement sheet

Clearly forecast the problems ( FMEA) 11

11) FMEA chart

Maint & control 12 12) OPL sheet

Step 4
 PM
Step 2 10 Points for Break Down Analysis
Item
Not to throw parts that are
1.
damaged or replaced
Start analysis from the facts
2. obtained by final verification
done on the shop floor
Study at work-shop with
existing item by analyzing
3.
reason for breakdown or
what is the normal form
Check whether basic
4. condition is being followed
exactly?
Know the condition in which
the parts are being made.
5.
Moreover check that your
knowledge is authentic
Details
Damaged or replaced parts are directly visible. By observing the condition of
these parts the cause automatically becomes clear and thus more fundamental
control can be exercised.
Understand at what stage of processing within the shop floor is the irregularity
or the direct cause created. It is futile if no analysis is done for the actual root
cause obtained through facts.
It is possible to say that this is irregular by beginning to compare the existing
with the standard by observing as to what is the normal form. Further learning
of the normal form is extremely important.
First check whether cleaning has been done (functionally) or whether
lubrication is complete or whether bolts or nuts are not loose? More than the
specialised job whether the basic things have been attended to or not?
Record the condition in which the part is required to be used to correctly
demonstrate the function of the part. The performance of the part drops
immediately if it is used in conditions that exceed the usage limit of heat
(temp). Humidity, dust, vibration, gas, degree of cleanliness etc.
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 PM
10 Points for Break Down Analysis (Contd)
Step 2

Item Details
The principles of so called fitment conditions are responsible for deceleration of
Verify whether the basic sensor, sprocket, pulley, motor are horizontality, verticality, parallelity,
6. principle of keeping or perpendicularity, concentricity etc. Subsequently there is some specific reason if it
using is maintained? deviates from the above said parameters. Anything apart from this is to be
considered as a abnormality.
Not just focussing on the The break down in a particular area is due to the addition of some stress, or, this
location of the breakdown particular area is weak strength wise as compared to other areas so it has broken
7.
but also seeing the down. Thus it is imperative to ascertain the location from where this stress has
surroundings come.
The basic of maintenance is periodic check. Break down will not occur if periodic
What has happened to
checks are established. In case of break down consider whether there is any
normal periodic check
8. laxity in the periodic maintenance, or whether periodic maintenance has not been
and review the existing
thoroughly followed or why periodic maintenance has not been carried out or are
practice?
the points mentioned in periodic maintenance insignificant etc.
There is no way out once breakdown has occurred, so review the awareness
before the break down took place, I.e. the mind set and the behavior
Review whether the
9. •It is definitely a break down if a abnormality brought to ones notice is neglected.
symptoms existed earlier
•Review later by thinking that if this had been said and ignored, then, it was
definitely an abnormality
This in particular is the
Be conscious that some cause definitely exists if there is some break down
reason responsible for
10. available. The level of knowledge for that particular equipment is low if the cause
this phenomenon (result)
is not understood.
taking place
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 PM B/D Analysis of Stress and Strength &
Step 2 Cause Factors
Three major causes
of failure Factors
1 Deterioration • Inadequate compliance with basic requirements
Strength analysis Cleaning, Oiling and tightening are not carried out properly.
Operators perform routine maintenance improperly or not at all.
Stress and strength

• Neglected deterioration
Safety margin
Failure : a 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.
Time
Indifferent / no awareness to the stress

2 Uncontrolled stress • Non-compliance with usage requirements

Equipment and machinery posses operating limitations based on design
Stress and strength

Failure : b considerations. Sometimes these are ignored.

Example: Current, Voltage,RPM, Velocity, Temperature etc.
• Lack of skill
Repair error by maintenance personnel or operators. Equipment
Time
operation error (Parts replacement error, operation without license)
3 Insufficient Strength
• Inherent design weaknesses
Stress and strength

Insufficient strength can be inherent due to poor design, fabrication

and installation caused by lack of engineering skills or error.
Failure : c

Time

Page 38
 PM
Step 2 Procedures to Achieve Zero Failure
1.Abnormal stress that exceeds the equipment strength is applied (Uncontrolled stress)
2.The equipment strength weakness to the extent that it is unable to bear stress during operation (Deterioration)
3.The equipment inherently possesses weaknesses created during design and fabrication of the equipment

analysis
Failure
(insufficient strength)

Five countermeasure to achieve zero failure

1.Adequate compliance with basic requirements

Concept level
2.Compliance with usage requirements

analysis
3.Restoration of deteriorated equipment condition

Factor
4.Rectification of design weakness
5.Improvement of operation and maintenance skills

Five phases to achieve zero failures

Approach
1. Eliminate the causes of accelerated deterioration and carry out restoration and improvement of equipment conditions

analysis
2. Extend inherent service-life of the equipment
3. Research natural deterioration process
4. Search for deterioration indicators
5. Implement predictive maintenance

Build the Jishu-Hozen system Build the maintenance system

Concrete zero failure

Seven Steps to Jishu-Hozen Seven steps to Keikaku-Hozen

Activity level
activities
1.Initial cleaning 1.Analysis of present status
2.Countermeasures against contamination 2.Restoration and improvement of the
sources and areas with difficult access deteriorated equipment condition
3. Tentative cleaning and oiling standard 3. Tentative standard maintenance procedure
procedure 4. Overall inspection of quality function
4. Total inspection 5. Improvement of inspection and
5. Autonomous inspection maintenance efficiency
6. Standardisation 6. Execution of predictive maintenance
7. Autonomous management 7. Horizontal replication
 PM
Step 2 Break Down Analysis & Kaizen
 PM Break Down Cause Classification &
Step 2 Countermeasure
 PM
Step 2 Types of Maintenance

Planned Maintenance
Keikaku-
Make the best use of the following methods in order to perform
Hozen maintenance systematically

PM; Preventive Maintenance

PM Equipment health control. Fix before failure

TBM : Part level time-Based Inspection ( PM CLIRT)

Periodic Maintenance Part Replace based on pre-determined schedule
CBM; Condition-Based Maintenance
Predictive Maintenance Replace based on diagnosis of condition
IR: Inspection and Repair
Overhaul
Periodic disassembly, inspection and maintenance
BM BM : Breakdown Maintenance
Apply this if fixing after failure is more economical
CM : Corrective Maintenance
CM Activities of maintenance rationalization and improvement

MP MP : Maintenance Prevention
Feedback of information and new equipment development based on the
feedback
46 Page 42
 PM
Step 3

Step 3 - Tentative Standard Maintenance Procedure

(Introduce standards for basic condition)
 PM
Step 3 PM Step 3 – Steps Vs Activity

PM Steps Activity

 For each piece of equipment , identify the parts to be inspected for

preventive maintenance

 Identify routine maintenance items, such as cleaning and oiling.

 For each piece of equipment, draft a standard maintenance procedure

Step 3 - Tentative
that is primarily for periodic maintenance, aiming at preventive
Standard Maintenance
maintenance.
Procedure
(Introduce standards  Clarify the task allotment between the production department and the
for basic condition) maintenance department.

 For a time being, implement inspection and a parts replacement cycle,

based on the tentative standards.

 Draft the maintenance calendar. Start performing maintenance properly

on the items decided.
 PM
Flow chart selection of Maintenance Methods
Step 3

Selected parts to be maintained

1 Is service-life guaranteed between the time of overhaul to the next overhaul?

1
No
2. Is there
2 Is there accelerated deterioration?
Accelerated Yes
Deterioration? 2 Yes
3 Is the service-life of the equipment reasonable?
No
2 3 Yes
No 4 Is the service-life stable?
Yes
Restoration and 4
improvement
Yes 5 Do we understand the deterioration process?
No 5 Yes
Restoration Extension of
service-life No 6 Do we have deterioration indicators?
and (Corrective
improvement IR Maintenance) 6 Yes

Research on No
deterioration
process CBM

TBM Search for

deterioration
indicators

Routine Maintenance (Jishu Hozen)

 PM
Flow chart selection of Maintenance Methods
Step 3
 PM
Step 3 TBM ( TIME BASED MAINTENANCE)

• It is also called a Periodic Maintenance coming under the

Preventive Maintenance.
• The period of repair is chosen based on the parameter
Production volume, pieces, or number of operating days.

Advantages :
It does not take manpower or time for inspection.

Disadvantages :
Repair cost are high because of over- maintenance.
 PM
Step 3 TBM ( TIME BASED MAINTENANCE)
Time Based Maintenance activities are selected on the basis of Equipment Supplier’s recommendation
and past performance of the Equipment.
Periodic Inspection, cleaning, servicing, part replacement, lubrication and oil replacement activities are
carried out at predetermined intervals to restore the Equipment deterioration.

Time Based Maintenance and

Identification of TBM activities
Lubrication activities and
and intervals
Quality Plan

Time Based Maintenance and

Preparation of TBM Calendar Lubrication yearly activity
schedule

Time Based Maintenance and

Perform TBM activities
Lubrication work order.

Record of TBM
Review of TBM
activities
Condition Based Maintenance
-JH Activities
-Equipment failure
countermeasure
 PM
Step 3 TBM ( TIME BASED MAINTENANCE)

Periodic Maintenance ( TBM )

Time
Rectify weaknesses by
improvement (
Corrective
Maintenance)

Natural Parts are replaced through still useful

deterioration Parts are replaced although wear was severe

Accelerated
deterioration Parts are not replaced before failure

Limit Line
Replace parts on
schedule
Periodic Maintenance

Tendency to replace at greater frequency is expensive accelerated wear may

result in failures
 PM
Step 3 TBM ( CLIRt PM Std.)

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 PM
Step 3 TBM ( Part Replacement Std. )

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Step 4 - General Inspection of Quality Function
(Enhance Service Life of parts)

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 PM Step 4 – Steps Vs Activity

PM Steps Activity

a) Understand the functional mechanisms of the equipment more thoroughly.

b) Understand the manufacturing process and machining principles.

Step 4 - General c) Perform general inspection of jigs, cutting tools, tool holders etc.in order to
Inspection of Quality identify minor troubles.
Function
(Enhance Service Life
d) Understand the quality characteristics of the products.
of parts)

e) Discover the equipment components (parts to be maintained) that determine

the product quality.

f) Use PM analysis to find Q-M components.

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Step-4 – Build an Information Management System

• Feed the equipment history i.e. the breakdown

maintenance report, failure analysis report, preventive
maintenance report etc.

• Using equipment data and history, arrive at monthly /

yearly preventive maintenance plan

•Spares inventory control

Step-4 – Build an Information Management System
PM Step 5 - Improvement of Inspection and
Maintenance Efficiency
(Improve maintenance and equipment efficiency)

56
 PM Step 5 – Steps Vs Activity

PM Steps Activity
a) Make a Q-M matrix. (Correlation chart of product quality defects and equipment
defects.)

b) Incorporate items that require maintenance into the standard maintenance procedure or
standard Jishu Hozen procedure and maintain such items properly.

c) Take actions to deal with difficult-to-inspect areas.

Step 5 -
Improvement of d) Review and modify the maintenance calendar, consolidate inspection items and extend
Inspection and the maintenance cycle.
Maintenance e) Increase equipment reliability by increasing the number of periodic maintenance items
Efficiency based on deterioration measurement data.
(Improve
maintenance and f) Maintain each part of the equipment and replace only the deteriorated parts in order to
equipment reduce maintenance cost.
efficiency) g) Reduce maintenance time and cost by using IE analysis and standardizing maintenance
tasks.
h) Start researching and using commercially available equipment diagnostic devices.

i) Promote other maintenance activities. (Spare parts control, maintenance planning,

maintenance information management, planned and actual maintenance expenditure
control etc.)

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• Prepare time based work system flow to carry out the
activities. The efficiency of time based maintenance could
felt in reality of equipment and cost.

• The Kaizens related to life span improvement of parts,

easy maintainability of parts are to be arrived at.

•Revisit optimal condition check sheet and correct

wherever necessary based on experience.
PM Step 6 - Execution of Predictive Maintenance
(Overall Equipment Diagnostics)

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 PM Step 6 – Steps Vs Activity

PM Steps Activity

a) Identify the parts that have had serious breakdown in the past and that cause
critical damage when they fail.

b) For each piece of equipment , select the parts to receive predictive maintenance.

c) Research and use commercially available equipment diagnostic devices.

d) Research the deterioration pattern and select the deterioration parameters to

Step 6 - Execution measure.
of Predictive
Maintenance e) Implement trend monitoring by simplified diagnosis and periodic precise
(Overall Equipment diagnosis. Manage the data.
Diagnostics)
f) Challenge in-house development of equipment diagnostic devices. (Use various
types of sensors)

g) Begin with diagnosis of abnormal vibration. (Vibration diagnostic techniques)

h) Develop an equipment diagnosis specialist.

i) Implement education and training for all the maintenance personnel.

61
 Step-6 – Build an Predictive Maintenance
System

Introduce Equipment Diagnostic Technology. Train Maintenance

personnel in handling Diagnostic Instruments / Devices

The following are the various diagnosis method

• Temperature Method
• Vibration Method
• Oil Analysis Method
• Liquid Penetrant Method
• Dimension Measuring Method
•Electric Resistance Method

Prepare Diagnostic Maintenance Work system flow.

Select area and implement Equipment Diagnostic System in to
practice.
Develop Equipment Diagnosis skill and change TBM parts into CBM
parts. Finally consolidate CBM.
Step-6 – Build an Predictive Maintenance
System
CBM (CONDITION BASED MAINTENANCE)

• Monitor and analyze the deterioration data regularly and

constantly.
• Repair if the deterioration parameter reaches a predetermined
critical value.

Advantages :
CBM can prevent over – maintenance, which is a problem with
TBM.

Disadvantages :
Equipment diagnosis and monitoring system can be costly.
CBM (CONDITION BASED MAINTENANCE)
Quality Plan of CBM measuring point
having -
CBM Process 1. Standard vibration limit Report 1
2. Standard bearing temp. limit
3. Frequency of measuring point
4. Input from failure assessment

CBM measuring point monthly schedule Report 2

Weekly reschedule of
1.Backlog points Condition Value with limit
2.Points where corrective
action taken
Checking

Computerized analysis
Report 3 Value beyond limit
Overall Vibration
Report 4
Fault predicted
Frequency spectra
Equipment status.
Feedback from Dept.
Condition trend chart with Report 5
action required

Weekly statement of
abnormal condition and M/C condition trend data
Corrective Maintenance fed in computer

Report 6
 CBM (CONDITION BASED MAINTENANCE)

Periodic Maintenance ( CBM )

Time
Rectify weaknesses by
improvement (
Corrective
Maintenance)

Diagnosis
Natural Standard
deterioration Value
Prediction
Accelerated
deterioration

Replace parts when they reach standard wear

Limit Line

If Diagnosis is reliable, standard value can be set near the limit line.
This is the most economical method.
Predictive Maintenance highly depends on level of diagnostic techniques.
Wrong diagnosis is dangerous.
PM Step 7 - Horizontal Replication
(Utilization of maximum life of equipment)

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 PM Step 7 – Steps Vs Activity

PM Steps Activity

a) Draft the standard inspection and maintenance procedures to be followed

by the maintenance department on all the necessary equipment.

b) Procedure for horizontal replication are as follows.

1) Assess the level of restoration and improvement done on the equipment.
Step 7 - Horizontal
2) Thoroughly improve the parts for which restoration and improvement
Replication (Utilization
have not been completed or done at all.
of maximum life of
3) Identify all parts
equipment)

c) Carry out until standard maintenance procedures have been developed for
all necessary equipment.

d) Continue to enhance maintenance through hands-on activity.

Compare the current results on breakdown rate, MTTR, MTBF, Preventive Maintenance rate,
Maintenance cost, etc with the target. After comparison, revisit the total system and
strengthen the weak point.

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 MTBF and MTTR

DEFINITION

l MTBF - Mean Time Between Failure

l MTTR - Mean Time To Repair

A a B b C c D

Run MTBF = A+B+C+D / 4

Repaired MTTR = a+b+c / 3

Spare Parts Management &
Control
 Concept of Spare Parts Control

What Items? ● Decide what items to be stocked.

What Quality? ● Decide maximum stock levels

Purchasing- Order point, order quantity

What control method?
Storage- “ Visual Control’
 Example of Classification of Materials Used
for Maintenance
Die,roll,jigs
Items used for
Cutting tip, tool
Production

Others Analytical instrument, filler etc

Non-stocked items
Change gear, reduction gear, pump, fan, motor etc
Spare equipment
Items used for

Pulley gear, impellers etc.

maintenance

Equipment parts
Guide roller, special Oven, heating element etc.
Commercially available Bolt, nut, belt, chain, sealing component,
common parts pneumatic& hydraulic devices & component,
Piping component, wiring component, electrical
parts etc
Commercially available
Stocked Items

Steel pipe, electrical wire, oven materials,

common materials welding materials
Fatty oils, paints etc
Tools Spanner, file, cutting tip, jig etc

Consumables Waste cloth, paper, washing oil etc

 How to Determine What Items Should be Stocked
Check Items
• Check past usage records
• Check if their will be future equipment material changes in equipment or parts
• Check if there are unexpected failures
• Check level of repair & maintenance techniques.
• Others

Possible to schedule consumption Impossible to schedule consumption

•Possible to forecast replacement •Impossible to schedule consumption
•Period by monitoring wear & tear due to sporadic failure or other reasons
•Others

Annual Usages Unit price is Unit price is

Cheap expensive
Less than More than
Consider
X times X times Stock out loss Stock-out
Stocked is bigger loss
Items
Non-Stocked Stock out loss
Non-stock
Items is smaller
Items
 Spare parts Replenishment Method

( Purchase separately on an as-needed basis)

Individual Order 1) Planned Purchase
Method
2) Purchase on an as-needed basis

Stocked-Item
Method

Fixed Order (Fixed order quantity, variable order period )

Quantity Method

1) Order point method ( basic from of replenishment )

2) Double-bin method
(Order point & order quantity are equal )
3) Packaging method (Simplification of office work )
4) Lump sum order method
( Lump sum order & storage in shop floor )
Fixed Order
Interval Method ( Check inventory level at fixed internal & order.
variable order quantity )

Fixed Inventory ( Order only the quantity used. Fixed inventory level)
Level Method
 Storage Control Method
Control Method and Description Order Point and Order Quantity Characteristics

Inventory Level
1.Order Point Method M Order Point Basic form of fixed order
When inventory level reaches When inventory level reaches P quantity method. This method
the predetermined level (order D can be applied to the parts of

Q
small articles for which quantity
point P), order pre-determined P
of consumption is relatively
quantity. Plan to receive Order Quantity

mm
stable.
ordered materials when it reaches Standard order quantity (Q)
minimum inventory level m.
2. Double-Bin Method
Time Order Point This is a very popular control
Place two bins (Containers). When Start When one bin has become method. Almost all the
one bin has become empty, order empty. companies implement it. This
Halfway method is suitable if we store
the same quantity as in other bin. large quantities of low cost
Order point Order quantity materials such as bolts and
Order quantity Same quantity as in other bin
Empty nuts.
Loose
3. Packaging Method Order Point This is the most economical
inventory
Package order point quantity of inventory When all loose inventory has method. It can be applied to
and store it with loose inventory. Start been consumed low-value materials that have
Consume all loose inventory first till small ratio in total maintenance
packaged inventory has to be opened expenses.
to be consumed. Place an order Order Quantity
Order point
upon opening the package. Same quantity as in the
OPEN
Order card package
4. Fixed inventory level method Order Point This method is to keep certain
Fixed quantity of inventory at all
Order the consumed quantity 1 2 3 inventory
When inventory has been
whenever inventory is consumed level consumed. times. It is not economical due
is 3 pieces Order Quantity to frequent ordering but it
Out of storage ensures certain inventory level.
Consumed quantity only It can be applied to machines,
Consumption Order 1 piece jigs etc that involves drawings.

103 Page 75
Maintenance Cost Reduction
 Spare Parts Cost Reduction

Spare Parts Cost

Reduction

Spares Parts Spares Inventory

Consumption Reduction Control

Analysis thro’ • Reduction in Inventory

• Month wise, Material Code wise Carrying cost
Consumption,
• Part wise consumption • Reduction in MTTR for
• MTBF of Parts want of Spares

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 Maintenance Cost Reduction

Maintenance Spare Cost (Consumption)Tree

Spare Cost Reduction Out Sourcing Cost Reduction Labor Cost Reduction

Activity Method Alternate MTTR Standardization Skill

Inside Change Source Kaizens Of Activity Improvement

In-house Alternate Import Reuse After Full Life Life Enhancement

Manufacturing Source Substitute Repairs CBM MTBF

Design
Change
 Spares inventory Reduction

Maintenance Spares Inventory

IS 2S Activity Time Based Procurement Lead Procurement Through

Procurement Time Reduction Schedule Agreement
 Spares inventory Reduction

Bench Mark ( Sep’98 ): Rs. 60 Lakhs

Spares Inventory: 60 Lakhs
Present Status (Dec’2K1 ): Rs. 41 Lakhs
Target: Rs. 36 Lakhs

Non Moving Inventory : 15 Lakhs

Moving Inventory :45 Lakhs
( For more than 3 years )
Present status : 30.1 Lakhs
Present Status: 11.9 Lakhs

1A Spares 1B Spares Excess Stock

( Consumables ) ( Time Based Replacement ( Slow Moving ) Excess Stock
Spares ) 10 Lakhs Obsolete Spares
19 Lakhs ( Can be Used in
16 Lakhs Present Status 11 Lakhs
Present Status Future )
Present status 7.8 Lakhs Present Status
14.3 Lakhs 4 Lakhs
8.0 Lakhs 9.5 Lakhs
Present Status
2.4 Lakhs

Feed claws,
transfer
arms, Hoses, Mesh belts, Belts, Electrical Spares, Proprietary Machined
Electrical Bearings, Heating Contactor kits, Spares Spares Proprietary Machined
Fuses, etc., elements Carbon brushes, ( Belts, Specially Spares Spares
6.2 Lakhs cam switches Bearings, made for our ( Belts, Specially
1.8 Lakhs Bushes, etc.,) M/cs Bearings, made for our
1.2 Lakhs 8.3 Lakhs Bushes, etc., ) M/cs
1.1 Lakhs 1.3 Lakhs

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 Energy Cost Reduction

Energy Cost Loss Tree

Electrical energy Compressed air LPG Water

Street light power loss Air loss due Heat loss through Water loss due
( Lumens /watt) to leakages furnace /oven skin to leakages

Unwanted Illumination Air loss due to Water loss due

excess length & Heat loss through
power loss to excess length
diameters of air Hot flue gases
& diameters of
headers water headers
Compressed air
energy loss (CFM/Kw) Fuel burning
Separation of loss
High /low reduction –
Water waste
Inefficient equipment pressure Burner
elimination
loss Application tuning

Power loss due to

over rated equipments
 ENERGY COST REDUCTION

Electrical Power Cost Loss Tree

Non Non Under Transmission Over Alternate

Upgraded Optimized Utilization of Loss Capacity Low Cost
Technology Process Capacity Equipments Process
Parameters

No Man No Material Machine Idle No Pull from Low Power

Running Assembly Factor
Lubrication management
 Lubrication management

• Decrease of friction  Reduction of power loss

• Prevention of abrasion
• Prevention of heat generation
• Smoothness of parts movement for operation
• Cooling action
• Cleaning of dirt and foreign matter from the friction
surface
• Rust and corrosion proofing
• Prevention of vibration and other
• others

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 Lubrication management

SELECTION OF LUBRICANT

• Types
– Liquid lubricant
– Grease
– Solid lubricant
• Selection
– Characteristics of lubricant
– The conditions of place of application
– Actual condition of lubricant
• Shape-load-speed-viscosity coefficient

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 Lubrication inspection standard
No Inspection Contents Judgment Criteria Method Classification
1 Heat generation There should be no abnormal heat generated at lubrication locations Touching Daily
2 Vibration There should be no abnormal vibration Touching Daily
3 Noise There should be no abnormal noise generated at lubrication locations Listening Daily
4 Name Plate There should be an oil name indicator plate Visual Daily
5 L/G mount opening color There should be a color indicator (yellow) on the oiler, L/G and mount opening Visual Daily
indicator
6 Oil Level Line There should be an oil level line (yellow) Visual Daily
7 Oil leakage from oiler There should be no leakage from the element, cover or oil seal Visual Daily

8 Oiler operation The oiler should operate normally Visual Daily

9 Dirty sighting glass There should be no breakage or dirtiness of the level guage or bull’s eye guage Visual Daily
10 Oil seal leakage There should be no leakage from the oil seal Visual Daily
11 Gasket leakage There should be no leakage from the gasket (mating face) Visual Daily
12 Dispersion of grease There should be no dispersion of the coupling grease Visual Daily
13 Filter clogging There should no abnormal clogging of the filter Visual Daily
14 Oil depletion The level guage and the oil surface of the oiler should be visible Visual Daily
15 Below MIN level The indicator should be above the MIN level Visual daily

16 Above MAX level The indicator should be below the MAX level Visual Daily
17 Contamination of oil in use There should be no drain oil abnormalities, such as discoloration, moisture or Sampling Periodic
metal filings
18 Emulsification of oil in use The drain oil should not be opaque or cloudy Sampling Periodic
19 Rust in oil There should be no rust in the drain oil Sampling Periodic
20 Metal powder in oil There should be no rust in the drain oil Sampling Periodic
21 Contamination of foreign There should be no dust or dirt in the drain oil Sampling Periodic
matter in oil
22 Water in drain oil There should be no apparent discoloration of the oil in use Sampling Periodic

23 Discoloration of oil in use There should be no apparent discoloration of the oil in use Sampling Periodic

24 Foaming of the oil in use When the foaming in the drain oil does not disappear immediately, there should Sampling Periodic
be no abnormal foam inside the guage
25 Drip-type oiler Oil should drip every 30 seconds Sampling Periodic
26 Clogging of oiler conduit There should be no clogging Sampling Periodic
27 Oiler ventilation condition Ensure that the ventilation opening (hole or cutout) is open Sampling Periodic
 MP Activity
(Maintenance Prevention Activity)
 MP Activity

MP stands for “Maintenance prevention.” MP activity refers to consideration

of maintenance information & new technologies during planning &
construction of new equipment, design of equipment with
high reliability, maintainability, economics, operability, safety etc., &
reduction of maintenance cost & losses incurred by deterioration.

MP Activity Flow

Design Installation. Initial

Plan
Check on design Fabrication & joint evaluation Trial run flow

MP design Initial
Flow control
MP activity
Equipment MP Attribute definition
MP (Maintenance Prevention) sheet
 Collection & Application of MP information

MP Activity

MP Design Initial control activity

MP Design standard

MP checklist

MP Information

Jishu Maintenance Corrective External Comments during Information

Hozen record Maintenance information Joint confirmation from
information record of technology session Manufacturing
site
One point
lesson Legwork
information
 PM Matrix
 PM Matrix is used to find out each component’s MTTR, MTBF,
component cost, Labour cost, functions & failure modes of each
component, classification of each failure
 Used to categorize MTTR & MTBF and prioritize the high MTTR &
Low MTBF components for countermeasures
 The key feature in the PM matrix is PM Index, which has been
prepared by multiplying the MTTR, MTBF, Cost of component and
Labour cost
 With the help of PM indices, the high MTTR & Low MTBF
components can be taken for improvement, and in turn
categorization of MTTR & MTBF can be brought from Silver to
Platinum.

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 Key Elements:

 MTBF Details for

 M/C wise ,
 System wise ,
 Sub system wise ,
 Sub assembly wise ,
 Component wise
 Category of MTBF
 Component wise details
 Qty of each component in the sub assembly
 Cost of the component
 Downtime to change the component ( MTTR )
 Category of MTTR
 No.of labors required to carry out the job, Total component and
Labour cost and the PM Index

Page 93
 Benefits

 Helps to assess the level of MTTR /MTBF of each component

 Provide information regarding the Machine life, maintenance
cost, manpower details, no.of components in each system etc.
 Provides a guide line to focus on areas of improvement whether
MTTR or MTBF or Comp.cost, Labour cost etc.
 Useful to identify the Kaizen area for implementation
 There by we can bring the component category from silver to
platinum by doing kaizens.
 Also , the potential failures & root cause for failures and in
which pillar it will be addressed etc., can be identified quickly.

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PM Matrix

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 Planned maintenance activities linkage
With other pillars

Pillar Link
PM-JH • Supporting function elaborated in PM Step - 1.
PM-QM • Listing out the parts, which affect quality of the products. Concentrate on them to maintain an
ideal state.
PM-DM • Listing out the design weaknesses and the Kaizens done to overcome them can be applied
horizontally to the newly bought out machineries.
PM-KK • Kaizens to minimize failure losses, energy losses, MTTR, improve equipment reliability.

PM-E&T • Relay teaching methodology. One point lessons/on the job training. Cut out section models.

PM-SHE • To explore the possibilities of getting injured due to the individual machines and Kaizens for
their rectification.
• Periodical inspection of the condition of pressure vessels, lifting tackles, dust collectors and
general electrical inspection.
• To monitor and control the ambient air quality inside and outside the factory premises.
• To monitor and control l the water, noise pollutions and stack emissions.
PM- • Control of maintenance spares inventory
OTPM • Computerised maintenance management system for recording maintenance activities.
• Feedback to OTPM for converting the losses into cost.
• Maintenance back on expenses.
• Budget forecast, monitor and control. Feedback on expenses.
• To avoid management losses, procure spare parts and consumables in time. Transport
arrangements in time.
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