Maintenance Workshop

Dr. H. Yamashina
Professor Emeritus, Kyoto University
Fellow of RCA (The U.K.)
Member of Royal Swedish Academy
of Engineering Sciences

1
 Why Do Failures Occur?

The major problem of a plant is to utilize

equipment in an optimal way with well organized
maintenance.
 Equipment is designed to be reliable, but still liable
to breakdown because it consists of many
components and only when one of the components
(A components) breaks down, it will break down.
 To eliminate breakdowns is technically possible,
but the problem is how to do it economically.

2
 Time

- New Component Components is OK

Wear and Tear

for good machine

operation
- Cosmetic Defects

- Acceptable Wear and Tear Acceptable deterioration limit

-Minor Defects

- Medium Defects Non-standard Technical people must

parts cause set standards for the
machine losses way machine
- Major Defects components “ought to
be”

Figure. Normal machine component deterioration

3
4
5
6
 Breakdown Causes

Downtime Stratification
Why Does Equipment Fail ? FAILURE TO
MAINTAIN BASIC
CONDITIONS
DETERIO-
RATION
FAILURE TO
OBSERVE
Ｔｈｅ ｄｅｇｒｅｅ ｏｆ ｄｅｔｅｒｉｏｒａｔｉｏｎ

OPERATING
CONDITIONS

Ｆｏｒｃｅｄ INCREASED
ｄｅｔｅｒｉｏｒａｔｉｏｎ
FAILURE STRESS FAILURE TO
Ｎａｔｕｒａｌ RESTORE
EQUIPMENT
ｄｅｔｅｒｉｏｒａｔｉｏｎ (ELIMINATE
DETERIORATION)

INSUFFICIENT
STRENGTH DESIGN
WEAKNESS

INSUFFICIENT
OPERATOR SKILLS
Ｔｉｍｅ
INSUFFICIENT
MAINTENANCE
SKILLS

7
① Failure to maintain basic conditions
Basic conditions
-- Clean
-- Lubrication
-- Tight and secure machines
② Failure to observe operating conditions
③ Failure to restore equipment. Equipment
deterioration is neglected.

8
 ④ Design weakness
Residual strength of the machine components and the
kinetics of the systems are less than the forces
applied.
Insufficient strength

⑤ Insufficient operator skills

⑥ Insufficient maintenance skills

⑦ Spare parts quality, etc.

9
 What is the Problem?

Equipment breakdown does not occur suddenly

except it is caused by a human error. Equipment
breaks down when a component breaks down.
There is a symptom before the breakdown takes
place. The problem to be addressed is how to detect
it economically.
 Identifying the component which will lead to a
breakdown before it breaks among many components
which constitute the equipment is a real issue.

10
 Identify !

 Problems to be addressed is how to detect the component

economically.
 This requires analyzing breakdown data in depth.

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A clever thief will find customers first
and then steal.
A poor thief will steal first and then look
for customers.

12
(1) Machine classification into AA, A, B and C.
Note : Classification of machine and/or areas into
AA, A, B and C differs depending on the
subject, i.e., AM, PM and QC and their
countermeasure level i.e., reactive,
preventive and proactive.

Reactive Preventive Proactive

Money (loosing) Risk (probability x possible loss in money)

13
(2) Machine ledger with component classification into
A, B and C.
A : When this component breaks down,
equipment breaks down.
B : Even if this component breaks down, its impact
is limited.
C : BM can be a good solution without problem.

14
(3) Measuring time between two consecutive
breakdowns
 Initial failure -- design weaknesses manufacturing
errors, installation errors, poor
maintenance
 Chance failure -- human errors
 Wear out failure -- professional maintenance

15
 Example

Contact with
Related 187 EWO
Specify the brands departments
standardization and
warehouse supply
BREAKDOWN ROOT CAUSE DISTRIBUTION
AM Standarts
30%
OPL

25% 28%
27%
Review
procedures
20%
for Preventive
Maintenance
15% Training 18%
Management
both AM+PM of “AM Team”
10% 13%

8%
5% 7%

0%
Exterior Effects Errors due to Project Insufficient Operations not Lack of Basic
Spare Part lack of Weakness Maintenance properly Conditions
Quality/Missing knowledge executed

16
What Should We Do after Breakdown Is Solved to
Prevent It from Re-occuring?

17
(4) Breakdown analysis to specify root cause(s)
-- Reactive : take countermeasures against the
recurrence of the same breakdown
-- Preventive : take countermeasures against
similar problems.

18
 Revealing potential defects

Number of breakdowns does not decrease

Visible
breakdowns

Potential defects

Prevention of
breakdowns at the
similar process through
horizontal expansion Potential defects have been revealed

19
Flow Diagram for Preventing Recurrence of Unexpected Failures

Unexpected
Trouble input card
Failure

CMMS Relevant workplace

Daily/monthly NO
Maintenance
failure reports Dealt with locally
department
YES

Restorative action Emergency action Emergency action Restorative action

Action to
restore operation

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Flow Diagram for Preventing Recurrence of Unexpected Failures

Prepare quick
Service input card failure report
Unexpected failure
report form
CMMS
Machine history Section
ledger responsible

Maintenance
Regular maintenance meeting
calendar
(investigate recurrence-
prevention measures)

NO Equipment budget
Budget action
appropriation
YES
Instigate recurrence- Instigate recurrence-prevention
prevention measures measures of the similar failure
of the failure in other areas

Prepare
action report
Recurrence-
Service input card prevention Filing
action report form
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(5) Easy C I L

C : Eliminate contamination
I : Quick inspection
L : Central lubrication system

22
 The Importance of Cleaning

Why clean ?
• Dust damages machines.

Detailed cleaning to remove all contamination ensures

that all parts of equipment is touched. Only in this
way can we find hidden defects.

23
 The Importance of Inspection

Why inspect ?

• Inspection traces the conditions of areas known to be prone

to defect.
• Inspection leads to understanding and ownership of what and
how to control conditions and make the job easy.

24
 The Importance of Lubrication

Why lubricate ?
• Reduce friction and wear
• Dampen shock
• Cool moving elements
• Prevent corrosion
• Seal out dirt

Poor lubrication destroys machines !

Leaking oil, poor greasing, no lubrication regime creates
massively accelerated wear and tear.

25
 Eliminate contamination

Damage of bearings

Wear on the outer rim

26
Condition of wear Cause Countermeasures

Wear occurred on the sliding Inappropriate or insufficient • Review lubrication method or

surface
(collar surface, roller surface or
pocket surface of a retainer)
Wear occurred on the rim or
rolling surface
lubrication oil
• Invasion of foreign body
• Inappropriate of insufficient
lubrication oil
lubrication oil
• Improve sealing devices
• Thoroughly clean around the
bearing

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Damage of bearings

Satin finished surface of the outer rim

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Damage of bearings

Satin finish surface of the inner rim

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Condition of wear Cause Countermeasures

Impression like satin finish
surface occurred on the rim or
rolling surface
Main minute foreign body get in
• Thoroughly wash around the
bearing
• Improve the sealing devices
and prevent foreign body from
invasion

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32
 factor
y
Trouble due to
foreign matter, dust,
dirt, etc. water- Dust falling from
soaked beams, crane hoists,
The floor must be
mat vent pipes, etc.
cleaned until no dirt sweat
can be detected on from
stroking with the palm hands, Splattering and
of the hand or a white wat etc.
er dropping of oil, water,
glove dirt, etc.
tray

Dust and dirt brought in by
trolleys, movement of pallets,
packing materials and
machines, movement of
people, ingress of outside air
Scattering of sawdust,
paper fibers, etc.
Floor dust and dirt raised
by cleaning, movement of
people, and placing wire
slings, containers, etc. on
floor
Contamination brought in
on the work itself
Contamination created by
processing the work

Fig.

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Countermeasures:

1. Wax or paint floors

2. Keep ceiling beams and cranes clean
3. Provide wet mats at entrances
4. Fit wheels with brushes or rags brush attach brush or rag
5. Ensure that interior of workshop is not at
negative pressure
6. Do not install large-capacity ventilation grime collector grime collector
equipment unless absolutely necessary

Fig. (Cont’d) Measures against sources of contamination in

precision machine shops

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 How to reduce time required for inspection

1. Make the hidden inspection spot Transparent

acrylic board
revealed.
* Number of
belts
* Wear, dust
and dirt
* Tension

2. Place the
inspection spot
*Vibra-
at the height of tion
*tempera-
operator's eyes. ture

3. Make the
hidden parts
visible.

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 Easy to
inspect

It takes too much

time to inspect

strainer

strainer

36
Quick inspection
30 min.
Level 1 ( Checking by the check list )

37
Level 2 ( Visual management ) 10 min.

38
Level 3 Concentration ( no need to walk ) 2 min.

39
Level 4 Easy recognition ( no need to have a check list )
30 sec.

40
Level 5 No need to check Instantly
( If something goes wrong, immediate alarm by light and sound )

41
Central Lubrication

There are Automatic

too many lubricating system
lubrication
spots.

To each
lubrication spot

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 Centralized oil charging

Two centralized lubrication systems which do not require to

stop the machine.

Carrier guide

Distribution pipe

Main pipe

Greasing pump

Distribution valve

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 Oil Charge-less
From gear driven mechanism
which requires lubrication To belt driven mechanism
which does not lubrication

Paper

Gear Timing belt

Automation for oil charging

Oil charge Automatic

by hand lubrication

44
 Greasing bearings from outside

Machine

Driving side frame

Operation side
frame

* Bearing
Greasing thru cupper pipes

45
(6) Visual control

“In a world class plant, there is a system which

makes it possible to highlight any abnormality
visually in such a way that anybody can recognize
it as a problem.”

46
 Example:The overall check sections of an oil lubrication
system and check items;
①Oil leakage in the pipe or at the joint
①Oil leakage at the pipe connections
distribution valve
①Pulsation of the
②Checking of discharged oil
pump ②Crush and scratch on the pipe
②Abnormal noise joint pipe Distribution valve
of the motor
<Check items of the
③Temperature of Pressure control valve sliding section>
the motor Pump unit ①Pressure gauge
①Lack of oil film
②Refastening of the
pipe connections Rotating section ②Damage of dust removal
wiper
③Checking operation
of pressure control <Check items of the
valve rotating section>
①Lack of oil film
①Checking of oil type Oil tank ②Deterioration and
②Change of oil color Lubrication oil ①Oil level gauge damage of the oil seal

③Mixing of dust and alien obstacles ②Damage of tank ③Wear metal

④Mixing of water ③Seal on the upper lid of the tank

⑤Mixing of air bubbles ④Oil inlet and oil charge filter
⑥Checking of viscosity ⑤Line filter
⑦Checking of oil temperature ⑥Dust, dirt at the bottom of the inside of the tank 47
Checking methods and know-why (1)
Section
Upper limit
Oil tank line

Checking items

(1) Check the level of

Lower
the oil level gauge limit line

Checking methods and evaluation criteria

•By cleaning the oil level gauge, check if the oil level gauge is broken or not, if the
upper and lower limit lines have disappeared or not and if the oil level is appropriate or
not.

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Improvement directions in the case of “no”
•Change the oil level gauge.
•Draw the upper and lower limit lines of the oil level gauge.
•Supply lubrication oil up to the upper limit line.

Know-why (Why is this improvement required?)

・ Breakage of oil level gauge → Dust will be mixed in lubrication oil.
・ Dirty oil level gauge, disappeared upper and lower limit lines
→Impossible to read the gauge
→Overflow takes place at the time of oil supply
→ Waste of oil
→ Make the machine and the floor dirty
→Insufficient oil quantity
→Induction of air
→ Abnormal wear of the pump
→Lower air pressure
→ Oil film of the lubrication required section being cut
→Unstable transfer of the processing point
→Defecting quality
→Lowered speed
→Stoppages by breakdown
→ Oil film of the lubrication required section being cut

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Checking methods and know-why (2)
Section

Oil tank

Checking items

Oil filter
(4) Check the oil inlet
and the filter

Checking methods and evaluation criteria

•Remove the oil inlet cap and clean the inlet
•Check if there is oil filter installed
•Remove the oil filter and check if there is dirt, clogging or damage on the filter
•Check the mash of the filter
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Improvement directions in the case of “no”
•Install the oil filter
•Clean the oil filter
•Exchange the oil filter with a new one

Know-why (Why is this improvement required?)

・ Damage of the oil supply filter or no filter

→Invasion of dust and dirt
→Clogging of the suction filter element
→Occurrence of cavitations
→Unstable supply of oil to the lubrication required section
→Oil film of the lubrication required section being cut
→Abnormal wear of the lubrication required section
→Unstable transfer of the processing point
→Defecting quality
→Lowered speed
→Stoppages by breakdown
→Induction of dust and dirt
→ Abnormal wear of the pump and the valve
→Lower pressure
→ Unstable oil supply to the lubrication required section
→ Abnormal wear of the lubrication required section
→ Forced deterioration of lubrication oil

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Checking methods and know-why (3)
Section

Oil tank

Checking items Rust, alien Rust, alien

substance substance

(5) Check dust and dirt

on the inner bottom of
the tank Dirt, alien substance Magnetic bar

Checking methods and evaluation criteria

•By putting a magnet bar from the oil inlet and checking the bottom of the tank by the
magnet, check if there is any metal or alien substance stuck to the tank.

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Improvement directions in the case of “no”
•Wash the tank
•Apply the rust inhibitor, which does not influence oil, on the inside wall of the tank
•Remove the source of rust
・ Deterioration of the seals on the upper board of the tank and/or the piping section.
・ Clogging of the element in the air breezier
・ Oil pot

Know-why (Why is this improvement required?)

・ Abnormalities within the tank

→Alien metal substance (mainly rust)
→Occurrence of seizing in the pump, valve and lubrication required section
→Unstable transfer of the processing point
→Deterioration of quality
→Lowered speed
→Stoppages by breakdown
→Dust and dirt
→ Deterioration of lubrication oil
→ Clogging of the suction filter element

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 Definition of Visual Control

Visual control means that the equipment itself informs the

operator of its abnormality.

Abnormal !

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 Comparison between Visual Indication and Visual Control

Filter Filter Air

Air Regulator
Regulator

Lubricator Lubricator

Rubber
ring

Visual
indication

Visual control

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 [ Before ] [ After ]
Water supply
display lamp
OK !
Scale
Washing
booth

Tank of washing liquid

Cover Float

• Paint defects due to shortage of • Noticeable in case of shortage

washing liquid of washing water

• Unnatural posture when to • Safe inspection

inspect liquid level • Early confirmation of
• No scale on tank replenishment of washing liquid
• Automatic signal when washing
liquid is full 56
When some part, if it breaks, has a
risk of creating a huge damage, then
it must be placed to expose it to
human eyes such that its anomaly
can be detected quickly enough
even if such placement looks ugly.
(eg. The rupture of hoses,
breakdowns of cables)

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Shop floor is a mirror.
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Visualization for the checking route

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(7) From BM, TBM (AM & PM calendars) to the optimum
maintenance (combination of BM, TBM and CBM)

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 Problems in dealing with breakdowns in the factory
1. Superficial fixing, simple
replacement of parts
2. Causes of breakdown not
examined in sufficient depth
3. Ignoring minor breakdowns
4. No measures are being taken to
eliminate human errors
5. Not making enough effort to apply
solutions horizontally
6. Too much attention is paid to the
breakdowns which have already
occurred
7. Repair errors and the quality of
repair are not clear
8. Not enough efforts are paid to
chronic losses
・ Merely repeating these measures will not lead to breakdown reduction. In particular, this tendency appears to be
prevalent in middle-ranking maintenance personnel.
・ The real purpose of maintenance is to prevent reoccurrence.
・ The most important method for reducing breakdowns and improving engineering and technical skills is to
persistently try to find root causes, and find comprehensive measures to deal with each individual incident.
・ Are we neglecting to confirm what happened and why, due to the need of restarting production as quickly as
possible.
・ It is important to develop the habit of a thorough examination of causes, with the cooperation of the production
department
・ Failures should not be ignored even if they only occur for a few minutes. If small incidents occur repeatedly, they
results in a big loss. Furthermore, minor breakdowns can be a precursor to a large failure.
・ Just because a fault is due to a human error does not mean that the fault will be solved simply by passing it on to
the production department. Measure to make sure the human errors do not occur and are not possible to occur must
be taken with the cooperation of the production department.
・ One breakdown suggests there may be potential failures in other similar areas. Speedy efforts must be made to find
all similar areas, inspect them and address the problem with consistent measures.
・ Although the most important thing is to take measures regarding the breakdowns which have occurred, most
breakdowns occur through deterioration.
・ Be fully aware that fundamental measures to prevent breakdowns consist of the following two measures:
1) Clarification of operating conditions and compliance to conditions in use to prevent forced deterioration.
2) Clarification of the gap between the current state of the equipment and its desired state in order to identify and
resolve hidden defects.
・ Maintenance operators must be maintenance professionals.
・ Clarify responsibilities for repair errors and preventing their reoccurrence. Taking countermeasures will improve
engineering and technical ability.
It is necessary to confirm the quality after repair.
・ Attention must be paid to the finest details to such a level as, the tightening of each single bolt, the arrangement of
every wire and the bending of each cotter pin. ( Confirm the number of repair errors )
61
 The roles of autonomous maintenance

• A machine breakdown does not occur suddenly. There

is a symptom of the breakdown before it takes place.
That is, it is the result of the growth of a minor defect.
• To eliminate breakdowns, it is necessary to check
equipment for detecting a symptom of a breakdown.
• Maintenance crew cannot detect and cover all the
symptoms of breakdown.
• It is the operators of machines and processes who can
catch the information on the status quo of an item of
1

plant and prevent it from breaking down.

62
• Unless the operators know how to maintain equipment,
they cannot help having equipment breakdowns.
• AM is powerful in case where there are operators and
where breakdowns, defectives and minor stoppages take
place due to lack of maintaining the basic condition of
equipment and when they inspect their equipment.

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 Seven steps of autonomous maintenance
Step 7

Step 6 Fully
implemented
Step 5 autonomous
Workplace management
organization
Autonomous and
Step 4 inspection housekeeping
General Challenge this step
Step 3 inspection
and find benefits.

Tentative
Step 2 standards

Countermeasures
Step 1 against sources

Initial cleaning

Reactive Preventive Proactive

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 Promote Autonomous Maintenance Step by Step

Step Activities
• Eliminate dust ant dirt from main body of equipment
• Expose irregularities such as slight defects, contamination
1. Perform Initial
sources, inaccessible places, and sources of quality defects
cleaning
• Eliminate unnecessary and seldom-used items, and simplify
equipment
2. Address • Reduce housekeeping time by eliminating sources of dust and
contamination
dirt, preventing scatter, and improving parts that are hard to
sources and
clean, check, lubricate, tighten, or manipulate
inaccessible places
• Formulate work standards that help maintain cleaning,
3. Establish leaning and lubricating, and tightening levels within minimal time and effort
checking standards • Improve the efficiency of checking work introducing visual
controls

• Provide inspection skills training based on inspection manuals

• Get individual equipment items into peak condition by
4. Conduct general
subjecting them to general inspection
equipment inspection
• Modify equipment to facilitate checking. Make extensive use of
visual controls

65
 Promote Autonomous Maintenance Step by Step

Step Activities

• Provide instruction in process performance, operation, and

adjustment and in methods of handing abnormalities in order
to improve operational reliability by developing process-
5. Perform general competent operators
process inspection • Prevent inspection duplications and omissions by incorporating
provisional cleaning and inspection standards for individual
equipment items into periodic inspection and replacement
standards for entire processes or areas

• Achieve quality maintenance and safety by establishing clear

procedures and standards for dependable autonomous
6. Systematize maintenance
autonomous • Improve setup procedures and reduce work-in-process
maintenance
• Establish a system of self-management for work place flow,
spares, tools, work-in-process, final products, data, etc.

• Evolve activities and standardize improvements in line with

company and plant policies and objectives, and reduce costs
7. Practice full self- by eliminating work place waste
management
• Improve equipment further by keeping accurate maintenance
records (e.g., MTBF) and analyzing the data in them
66
 Four steps to capable operators

Practice Production Recognizes signs of abnormality;

full self- based on the deals with abnormalities
managem given schedule correctly; performs periodic 4
7 ent (focus : overhaul checking and parts
production) replacement correctly
Systematic Quality Detects abnormalities promptly;
6 autonomous assurance takes emergency action against 3
maintenance (focus : process) abnormalities
5 Perform general Management of Understands properties of materials
process inspection deterioration being handled; performs correct
4 Conduct general
and restoration adjustment and setting 2
(focus :
equipment inspection
machine to
3 process)
Establish cleaning and Basic conditions Understands process performance and
2 checking standards to prevent functions; operates process correctly 1
deterioration
Address contamination sources
(focus :
and inaccessible places
1 machine)
Perform initial cleaning 67
 Five Levels of Operators

Operation
Operation only
only
Multi-operations
Multi-operations
22 ++ QC
QC ++ AM
AM
33 ++ Improvement
Improvement
44 ++ Engineering
Engineering

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 • In general, one third of breakdown
Total number of breakdowns

PM comes from lack of basic

Including
conditions.
Human
• Another one third of them can be
errors
avoided if the competence of AM
PM(AM) people can be raised and AM step 1
– step 7 are carried out rigorously
with well organized inspection of
Lack of the basic natural deterioration, but this costs
conditions
much money.
• The rest can be tackled by PM step 1
– step 3. Once we establish a PM
calendar, we understand what we have
to do with the equipment.

69
Autonomous maintenance
 When equipment does not have the basic condition to be operated and
there are many possible causes which may lead to breakdowns, a collective
approach by AM without persistently asking why, why, - - - to identify root
causes, can work well. But when there are few breakdowns, AM can be
very costly.
 Step 2 is the key to get the benefits of AM.
 Applying AM Step 1 – 3 is the key to establish the basic condition of the
equipment.
 The major economic benefit of AM can be gained by AM Step 1 – 3.
 Step 4 costs time and money.
 Depending on the breakdown situation of the equipment applying Step 4
cannot be economically justified.
 We need to add something extra activities on Step 4 to get benefits out of
it.

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 Developing an autonomous maintenance program

Two characteristic keys to developing a successful

autonomous maintenance program are :
• thoroughness
• continuity

Actual decisive factor is smooth integration with the following

two WCM fundamental activities :
• focused improvement to create know-how to attack
waste and losses systematically
• education and training to horizontally expand the know-
how created by focused improvement

71
 The goals of AM

• Prevent equipment deterioration through correct

operation and daily checks

• Bring equipment to its ideal state through

restoration and proper management

• Establish the basic conditions needed to keep

equipment well-maintained

72
Criteria to Evaluate Achievement Level – Autonomous Maintenance

Autonomous Maintenance Evaluation Levels

0. There are no activities to involve operators in daily
maintenance and improvement.
１． Model machines for AM from the AA machines of which
breakdown losses are the major ones due to the lack of basic
conditions, have been chosen and Step 1 ~ Step 3 have been
implemented to correct standards. Visual management is
introduced (e.g. safety, tools, manuals, oil levels, gauges, …).
Visual CIL schedule displayed at the machine and followed.
Regular step audits conducted, visualized and followed up.
2. If economically justified, Step 4 for model machines. Step 1
~ Step 3 for all top 50% of AA class machines have been
completed. KPI being regularly measured by operators. Training
room available. Cost and benefit analysis proves benefit of AM.

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 Criteria to Evaluate Achievement Level – Autonomous Maintenance

3. If economically justified. Step 5 for the model machines.

Step 1 ~ Step 3 (4) to all AA class machines. Step 1 ~ Step 3 to
A class machines.
4 If economically justified, Step 6 for model machines. Step 5
for AA class machines. Step 1 ~ Step 3 (4) to ( AA + A) class
machines.
5. If economically justified, Step 7 for model machines. Step 6
for AA class machines. Step 1 ~ Step 3 (4, 5) for ( AA + A )
class machines. Autonomy starts to take place from model
machines, gradually A class machines and then up to B class
machines with economical justification.

74
 Seven steps of professional Phase 4 Step 7
maintenance
Step 6 Maintenance
Phase 3 cost
Build a predic- management
Step 5 tive mainte- Establishmen
Phase 2 nance system t of
Build a (trend a planned
Step 4 periodic management) maintenance
maintenance system
Phase 1 Countermeasures system
Step 3 against weak
points
Establishment of the machine and
of lengthened equip-
Step 2 maintenance ment life
Reverse standards
deterioration
Step 1 (breakdown analysis)

Elimination of forced deterioration

and prevention of accelerated
deterioration

Reactive Preventive Proactive

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 The roles of professional maintenance

 To maximize equipment reliability and availability at an

economical cost.
 To eliminate unplanned maintenance activities.
 To achieve zero breakdowns and process failure
losses with the cooperation of production people (AM)
and quality people (QC).

76
 Seven steps of professional Phase 4 Step 7
maintenance
Step 6 Maintenance
Phase 3 cost
Build a predic- management
Step 5 tive mainte- Establishmen
Phase 2 nance system t of
Build a (trend a planned
Step 4 periodic management) maintenance
maintenance system
Phase 1 Countermeasures system
Step 3 against weak
points
Establishment of the machine and
of lengthened equip-
Step 2 maintenance ment life
Reverse standards
deterioration Applying PM Step 1 – 3 with rigor is the
Step 1 (breakdown analysis)
key to eliminate breakdowns. The rest is
Elimination of forced deterioration the refining PM activities.
and prevention of accelerated
deterioration

Reactive Preventive Proactive

77
 Ｐｒｏｆｅｓｓｉｏｎａｌ maintenance

•In general, one third of breakdown

Total number of breakdowns

PM comes from lack of basic

Including
conditions.
Human
•Another one third of them can be
errors
avoided if the competence of AM
PM(AM)
people can be raised and AM step 1
– step 7 are carried out rigorously
with well organized inspection of
Lack of the basic natural deterioration, but this costs
conditions
much money.
•The rest can be tackled by PM step
1 – step 3. Once we establish a PM
calendar, we understand what we
have to do with the equipment.

78
Criteria to Evaluate Achievement Level – Professional Maintenance

Professional Maintenance Evaluation Levels

0. Mainly Breakdown Maintenance is practiced. No
measurement of MTBF and MTTR of the major machines

1. All factory equipment prioritized AA, A, B and C. Model

machines for Professional Maintenance have been chosen and
Step 1 ~ Step 3 have been implemented. Breakdown maps
used visibly showing downtime and number of breakdowns per
process area by defect type (e.g. mechanical, electrical,
process, etc.). Machine ledger available at machine and
updated with breakdowns/problems. MTBF and MTTR of the major
components of the machines are measured. PM schedule
(maintenance calendar) available at machines and followed
(compliance at least 80%, i.e., scheduled but not completed).
Machine functionality restored to original condition.
Contamination eliminated/ controlled/contained (greater than
90% reduction against base line). Steps 1 ~ 3 must be fully
implemented to correct standards. Regular step audits
79
conducted, visualized and followed up. Sound 5S in maintenance
 Criteria to Evaluate Achievement Level – Professional Maintenance

2. Step 4 ~ Step 5 to model machines. Step 1 ~ Step 3 to AA

class machines. From broken components, the lessons
learned are horizontally applied to the similar components
under the similar condition. Parts can be found within 3
minutes in stores.
3. There is a clear logical linkage between AM and PM
activities and shutdown maintenance. For those AA machines
which are not covered by AM and /or PM, component
maintenance is practiced. Trend management system in place
for applicable components in project areas. MTTR stratified.
4. Step 6 for model machines. From Time Based Maintenance
to Condition Based Monitoring. Step 5 for AA class machines.
Step 1 ~ Step 4 for A class machines. 99% reliability.
5. Step 7 for model machines. Step 6 for AA class machines.
Step 1 ~ Step 5 to A class machines. 99.9% reliability.
Integrated CMSS for stores, work orders, equipment history,
PM tasking and reporting.
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 Seven Steps of Establishing Professional Maintenance ( component level )

Phase 4
Step 7
Phase 3
Component
cost
Step 6 management

Phase 2 MQ analysis,
Step 5 trend management
and checking

Establishment
Phase 1 Step 4 of a periodic
replacement
cycle
Measures to
extend
Step 3 component life

Establishment
of maintenance
Step 2 standards

Countermeasures
Step 1 against the gaps

Investigation of gaps between

designated usage conditions and
current conditions of use

81
Development of professional maintenance (component level)
Focused Improvement Daily measures Deployment by part (1st ~ 4th step)

Serious breakdowns Focus on frequency

Important equipment Red cards Focus on the number of
PM cards breakdown
Focus on time ―― ――
Focus on the possibility
of producing a massive
volume of detectives Reply 1st step
Check all
the reports 2nd step

3rd step
Study the focused How to deal with PM Information on autonomous
Personnel in charge

breakdown for the cards maintenance

day

List of horizontal expansion

Through recording Checklist of other machines
4th step Measures to extend the
lifetime

Continued themes 5th step Efficient inspection

and
Countermeasure 6th step MQ maintenance
themes (Equipment Diagnosis)

7th step Full utilization of equipment

Spare parts management Standardization Assistance to autonomous maintenance

82
Pareto diagram of broken components (example)

83
 Cause classification of bearing breakdowns

Outflow of grease 3
Excessive tightening of distribution valve 3
Loosened copper pipe 2
Classification
Carbonized grease 2
Number of Defective distribution valve 1
breakdowns Leakage from pipe flange 1
Insufficient grease change at the installation stage 1

wn e t r r
te l er l el g
as
e ad o t im n e e n e e in
lo k n oni c e a
a in m e in ox h e w h d
re Un f e t a e t a e n b
er
a
g i ve Li i ca dj ar Re di wh ve ing rw tl
o
of s s b r
e
a
n e r
t te r n e r n e i n n
u s
ck ce lu th ow o u ou u ea in e hr
La Ex a d in d e h e b
th
e t h T
B cy e ak t h t he t o t t he n of
a r n f f o e
cu
r B o o
s ce ue r o ing e ev
c e r d t e p s l
a h a
of a tc urf ea ame ree e d
r s W di C n
ck Sc se
La o
Lo

84
 Type of
equipment A B D Number of
Name of breakdowns
component
2 4 1 3 5 1 5 3 4 2 2 1 5 3 4 6
1

2
Common component

10
Number of breakdowns

Model components

Model equipment

Model equipment? Model components?

85
Model machine? Model component?

Number of Forced Number of Maintenance Autonomous

machines deterioration maintenance skills Mainte-
people Nance Level

Inter Inter
Many Medi Few B M S Many Medi Few High medi Low High medi Low
-um -um ate ate

Equip-
ment

Parts

86
 Seven steps of establishing professional maintenance ( component level )
Phase Step Title Objectives
1 1 Investigation of gaps between ・ Selection of important components.
Stabilize designated usage conditions ・ Restoration of the apparently deteriorated parts.
mean time and current conditions of use
・ Clarification of designated usage conditions.
7 Steps of Professional Maintenance (component level)

between
・ Investigation of gaps between designated usage conditions and
failures
current conditions of use.
( MTBF )
2 Countermeasures against the ・ Elimination of the gaps and improvement of the reliability of the
gaps equipment.
3 Establishment of maintenance ・ Setting tentative maintenance standards, especially for cleaning ,
standards lubricating and retightening.
・ Clarification of roles of maintenance for production and
maintenance.
2 4 Measures to extend ・ Definition and improvement of conditions of use.
Lengthen component life ・ Extension of the lifetime by corrective maintenance.
component’s ・ Elimination of chance failures caused by human errors and repair
life errors.
3 5 Establishment of a periodic ・ Setting maintenance standards and improvement of maintanability,
Periodically replacement cycle and operationability, and safety.
restore improvement of inspection ・ Investigation of abnormal symptoms indicating deterioration.
deterioration efficiency
・ Execution of countermeasures against weak points in carrying out
inspection.
4 6 MQ analysis, trend ・ Establishment of CBM and Quality maintenance by MQ analysis.
Predict management and checking ・ Clarifications of the relationships between the equipment and the
component’s product quality, and maintenance of product quality by PM.
life
7 Component cost management ・ Determination of the limit point of the component.
・ Technical analysis of catastrophic breakdowns.
・ Utilization of equipment diagnosis techniques.

87