Professional Documents
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PM Training
PM Training
Planned Maintenance
(Keikaku Hozen)
PLANNED MAINTENANCE
OBJECTIVE:
AIM :
Page 3
PM – SHIFT IN FOCUS
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
Maintenance work
Input Reductions
Maintenance information
management
Maintenance
4. MP activities
Maintenance cost
management
9 Page 11
Role of Operation and Maintenance Division
Operation Maintenance
division division
JH PM
Page 12
Deterioration
Deterioration
Forced Natural
deterioration Deterioration
Owned by Owned by
JH PM
Maintenance
Page 13
Equipment Deterioration
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
PM Points Added In JH
CLEANING LUBRICATION INSPECTION RETIGHTENING
POINT ADDED
POINT POINT POINT POINT
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
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.
•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
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
Page 31
PM
Break down Elimination Approach
Step 1
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
Restore deterioration & establish basic conditions 1 2 3 1) Structural & functional diagram
7) QM analysis sheet
8) Improvement sheet
9) MP improvement sheet
Step 4
PM
Step 2 10 Points for Break Down Analysis
Item Details
Start analysis from the facts Understand at what stage of processing within the shop floor is the irregularity
2. obtained by final verification or the direct cause created. It is futile if no analysis is done for the actual root
done on the shop floor cause obtained through facts.
Study at work-shop with It is possible to say that this is irregular by beginning to compare the existing
existing item by analyzing with the standard by observing as to what is the normal form. Further learning
3. of the normal form is extremely important.
reason for breakdown or
what is the normal form
Check whether basic First check whether cleaning has been done (functionally) or whether
4. condition is being followed lubrication is complete or whether bolts or nuts are not loose? More than the
exactly? specialised job whether the basic things have been attended to or not?
Know the condition in which Record the condition in which the part is required to be used to correctly
the parts are being made. demonstrate the function of the part. The performance of the part drops
5.
Moreover check that your immediately if it is used in conditions that exceed the usage limit of heat
knowledge is authentic (temp). Humidity, dust, vibration, gas, degree of cleanliness etc.
Page 36
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
Page 37
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
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)
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
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
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
MP MP : Maintenance Prevention
Feedback of information and new equipment development based on the
feedback
46 Page 42
PM
Step 3
PM Steps Activity
Research on No
deterioration
process CBM
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.
Record of TBM
Review of TBM
activities
Condition Based Maintenance
-JH Activities
-Equipment failure
countermeasure
PM
Step 3 TBM ( TIME BASED MAINTENANCE)
Accelerated
deterioration Parts are not replaced before failure
Limit Line
Replace parts on
schedule
Periodic Maintenance
Varroc Confidential 50
PM
Step 3 TBM ( Part Replacement Std. )
Varroc Confidential 51
Step 4 - General Inspection of Quality Function
(Enhance Service Life of parts)
Varroc Confidential 52
PM Step 4 – Steps Vs Activity
PM Steps Activity
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)
Varroc Confidential 53
Step-4 – Build an Information Management System
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.
Varroc Confidential 57
• 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.
Varroc Confidential 60
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.
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
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)
Diagnosis
Natural Standard
deterioration Value
Prediction
Accelerated
deterioration
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)
Varroc Confidential 67
PM Step 7 – Steps Vs Activity
PM Steps Activity
c) Carry out until standard maintenance procedures have been developed for
all necessary equipment.
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.
Varroc Confidential 68
MTBF and MTTR
DEFINITION
A a B b C c D
Non-stocked items
Change gear, reduction gear, pump, fan, motor etc
Spare equipment
Items used for
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
Stocked-Item
Method
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
Page 77
Maintenance Cost Reduction
Spare Cost Reduction Out Sourcing Cost Reduction Labor Cost Reduction
Design
Change
Spares inventory Reduction
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
Page 80
Energy Cost Reduction
Street light power loss Air loss due Heat loss through Water loss due
( Lumens /watt) to leakages furnace /oven skin to leakages
Page 84
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
Page 85
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
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 Activity 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 standard
MP checklist
MP Information
Page 92
Key Elements:
Page 93
Benefits
Page 94
PM Matrix
Page 95
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.
Page 96