UNIT 3 Reliability Maintenance

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Notes

Unit 3 Total Maintenance Benchmarking

Objectives

Productive and

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After completion of this unit, the students will be aware of the following topics:

Evaluation of TPM
Relation between TPM, Logistics and Tero-technology Japanese Concepts: Kaizen Types of Kaizen

Introduction
Seiichi Nakajima termed total productive management an innovative approach to maintenance that optimizes equipment effectiveness, eliminates breakdowns, enhances productivity and promotes autonomous maintenance by operators, by daily activities involving total manpower. Total productive management is a culture, a philosophy and a new attitude towards maintenance. The total effectiveness is an indicator that is derived although performance efficiency equipment availability, and the rate of quality product. An organisation that believes in total maintenance system should be able to set up activities directed towards maintenance prevention, maintainability enhancement and preventive/predictive maintenance. Total productive management involves wide range of activities involving failure analysis, proper operation, design enhancement, positive attitude and culture across organisation, cost benefit analysis and participation of operators in maintenance, and above all strong belief and support of top management in total productive management programme and the total

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participation of management.

all

employees

in

total

productive

3.1 Evolution of Total Productive Management

Total Productive is the Japanese strategy to maximize the effectiveness of the facility we use in Industry. TPM, an innovative and non traditional approach to plant maintenance I.E. complementary with Total Quality Management (TQM), Total Employee Involvement (TEI), Just in Time (JIT), and Continuous Performance Improvement (CPI) and other world fame strategies such as logistics and Terotechnology and which consist of the pursuit of economic Life Cycle Cost. The concept of Preventive Maintenance gave way to new requirement of the Method Improvement and industry maintainability. This is made possible by predictive maintenance philosophy with instrumentation and condition to plan maintenance and predict failure and approach. Latest is Maintenance Prevention which contains equipment design stage that leads to equipments easy maintenance. The new concept of total productive maintenance makes use of these techniques to accomplish optimal condition for production, quality safety and yield and maintain them. Total productive management advocates Overall Effectiveness of Equipment by availability, quantity and performance. Total productive management targets at minimising major losses in the system by zero defects, zero breakdowns and zero accidents.

3.2 Relationship between Total Productive Management, Tero-technology and logistics

Tero-technology (developed in United Kingdom), logistics (in United States of America) and total productive management (in Japan) have the same goals. Tero-technology as per BSI is a combination of financial, management, engineering and other practices applied to physical assets in pursuit of economic life cycle costs. Its practice is related with the design and specification for maintainability and reliability of plant and machinery, buildings and structures, equipment, with their commissioning, installation, maintenance

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modification and replacement with feed back of information on design cost and performance and. Total productive management targets to maximise equipment effectiveness. In fact this is same as terotechnologys goal of achieving an economic life cycle cost. Logistics is an old military term referring to support to front line by procurement, transportation, storage and maintenance of manufactured goods and systems. Hence the goal of total productive management, Tero-technology and logistics is same as goal of LCC and they differ in terms of pre-use target location and responsibility.

3.3 Zero breakdowns

Physical condition of equipment deteriorates because of many reasons, one of them is usage. The deterioration could be external or internal. If the worsening or defects or decay are not observed in right time, the equipment breaks down. Therefore, the plant engineer is needed to go on keen observation of the equipment conditions regularly so as to forestall the happening of any breakdown. To accomplish zero breakdowns (that is no breakdown) the significant steps are listed below: (a) (b) (c) (d) (e) Stick to optimum operating conditions prescribed by OEM in the manual). (as

Correct design deficiency (as early as it is distinguished). Correct the worsening so as to bring the condition nearest to its original state. Enhance maintaining and operating skills. Maintain the basic equipment conditions (by proper and timely cleaning, lubricating, bolt tightening, etc.).

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Notes ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ FIGURE 3.1: ROLE OF MAINTENANCE AND OPERATIONS DEPARTMENTS IN MATERIALISING ZERO BREAKDOWNS

The Figure 3.1 depicts the role of operation and maintenance departments in achieving zero breakdowns. Although, it is considered that the zero breakdowns can be accomplished by 2 facet approach that is a part of the job by maintenance and another part by production. The maintenance personnel should execute the following functions: (a) Give optimum operating parameters and clear instructions to the production department for safe and clean functioning of the machinery. For instance

Give the information regarding the maximum pressure that a compressor should develop. The maximum temperature of cooling water. Instruct that if the temperature exceeds a given value, the machine should be put off. (b) (c) Enhance maintenance skills for routine check-up and minor maintenance and repair work. Give technical department for activities. support to the production its autonomous maintenance

(d)

Predict status of the physical condition by condition monitoring techniques and take

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preventive steps if there are any symptoms of happening of breakdown or faulty production. (e) Restore deteriorated condition to normal condition, using inspection, overhauling and replacement. Correct minor design defects if possible, otherwise warn the production manager of the fault so that the machine may not be operated, otherwise defective product will come out.

(f)

The production personnel have to execute the following functions: (a) Maintain operating conditions as specified in equipment manual given by OEM or as suggested by department of maintenance. Improve technical skill for set-up, adjustments and visual inspection. operation,

(b) (c)

Basic maintenance functions like cleaning, checking of lubricant, water, grease, tightness of nut, screw, etc. Detect deterioration in functional performances by wear debris size and/or size distribution, product quality, noise level, smoke level, temperature of cooling water, consumption of lubricating oil, grease, etc.

(d)

Zero Defects (ZD) and Zero Break Downs (ZBD)

Philip Crosby the creator of ZD, termed quality as conformity to necessities and called for the company wide implementation of ZD or quality evaluation. His four principles of quality management are given below: a) The goal of zero defects is to create a means of promoting perception on important elements in the pursuit of quality. of quality is confirmation to

b) The definition necessities.

c) The performance standard is zero defects. d) The system of defect prevention.

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e) The evaluation of quality is the price of nonconformance. Productive maintenance and ZD have a common philosophy. Productive maintenance has emphasized the importance of preventing breakdowns while zero defects strive to prevent defects. Thus equipment failure is a type of defect, both zero defect and productive maintenance, in effect are preventive systems aimed in removing defects. In total productive management operators themselves are the inspectors responsible for quality assurance. Zero defects are considered an important element in the success of just in time production system as well.

Five Counter Measures for Zero Break Down

Ideally, breakdowns can be removed by maintenance prevention (MP) or adoption of maintenance free design. Defects that go untreated and undetected are known as hidden defects. To remove failures, we must disclose hidden defects and treat equipment before it breaks down. The following five steps help remove failures: (a) (b) (c) (d) (e) Improving operation and maintenance skills. Improving weaken in design. Adhering to proper operating procedures. Maintaining well regulated basic (cleaning, lubricating and bolting). Restoring deterioration. conditions

The inter relationship between the breakdown counter evaluations is shown in the Figure 3.2.

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FIGURE 3.2: RELATIONSHIP BETWEEN BREAKDOWN COUNTER MEASURES

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3.4 JAPANESE CONCEPTS: KAIZEN

Some areas consume a lot of operator's time in shop floor. In fact these times can be avoided or minimised. A few fields are distinguished and desirable questions are framed for applying Kaizen. Kaizen can give rise the best possible outcomes if these questions are answered satisfactorily: a) b) c) d) e) f) g) h) i) j) Can the arrangement be made for easily filling up, topping up and drainage of coolant? Can we make some arrangement so as to pick up parts easily? Can chips removal and handling be made easy? Can we process or inspect piece/job/equipment while transporting? the work

Can we modernize or mechanise the operation instead of carrying out manually? Can we avoid lifting or carrying heavy loads? Can multiple handling be avoided? Can setting time be minimised? Can we combine two or more tools/operations in to a single tool/operation? Can the control switches and emergency stops be provided nearest to the operator?

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k) l) m) n)

Can all the metal guards and covers be replaced by transparent one? Can suitable handles or lifting arrangement provided on Jigs and fixtures to handle easily? Can we minimise an transportation of material? operator's to and be fro

Can we avoid the movement needed for nonproductive elements like looking, selecting or searching? Can we arrange material and tools in front of the operator (Shadow box) in the sequence of work? Can we reduce an operator's waiting time (or improve machine availability) by line balancing, supplying spares just in time, minimising machine down time?

o) p)

Definition or Meaning of KAIZEN

KAI means CHANGE; ZEN means GOOD. Hence KAIZEN means Change for Good or a Good Change.

Salient Features
a) It co-ordinates between various functions on/off the shop floor. b) It is done by a team (team-approach). The team members belong to the same organisation and even to the same section or department where the issue exists. c) It is a continuous enhancement tool but not a singletime job. d) It targets excellence. e) Its outlook is global production system. f) It is Bottom-up-Approach. g) It does not need substantial investment. h) It is a step-by-step enhancement or change for betterment involving employees at grass-root level. i) The enhancement is experienced in a very short span of time.

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Types of kaizen
KAIZEN can be applied with different focus at different circumstances. Although, this tool is more relevant to plant engineering and maintenance, especially to those who are on the way for executing the total productive management culture. Whatsoever the form and outlook of application of kaizen may be, it becomes inherently or apparently the part and parcel of job of the department of maintenance. Various types of KAIZEN are: a) Standard work Kaizen b) Set-up Reduction Kaizen c) total productive management Focus Kaizen d) Quality Focus Kaizen e) Kanban Kaizen f) 5-S-Kaizen.

Standard Work Kaizen

The Standard Work Kaizen does not mean to be applied on a shop-floor only. It can be applied to any area. Although it is more relevant to department of maintenance since it is not only applicable to the operations and processes but also to layout or equipment. Hence suitably it can be applied in department of maintenance also for its operations. Standard work Kaizen consists components (Acronym POLE):

of

the

following

four

Equipment Kaizen Operation Kaizen Process Kaizen Layout Kaizen

These are explained in the following paragraphs. Process Kaizen

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Enhancements done to eliminate the waste in processing, inadequate technology or design can be divided under the process Kaizen. Following are the few instances to attempt for the process Kaizen : Change the machining sequence to minimise cutting time or machining cycle time. Reduction of unnecessary over machining by better planning. Optimisation of tool-life. Removing or minimising an unproductive time of stroke of the hammer or press or tool for instance by Quick Return Mechanism (QRM).

Operation Kaizen In this philosophy efforts are made to minimise cycle time. Following are the few instances to attempt for the Operation Kaizen:

Combining or overlapping more than one operation. Modification of materials handling system. Change/improving work procedures. Better management of tools inventory. Change in the object position vis--vis operator or processing equipment.

Layout Kaizen Design a layout so that it is flexible and can be modified to respond to modifications in process flow. Layout that can make the job safer and easier for the worker removes drudgery from operators job and makes more fertile. Layout Kaizen should focus to assure ease and safety in Flow of objects Flow of information. Flow of people

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How to do? After a decision is taken to change the layout, a full scale card-board cut out has to be made for each machine/equipment. As per changed layout, these cut outs can be laid out in a vacant space so that any interference to man or material besides maintainability can be foreseen. Layout can be changed in any idle shift or off days without hampering production. Attention must be paid to following points while conducting Layout Kaizen:

Safety and hygiene of operators. Prevent flying of chips using chips guards. Delays in flow and counter flow of material. Flexible work force planning. Possibility of standardizing operations. Built in process quality. Maintainability of machines and equipment. Use of single piece conveyors between the machines, wherever needed and no trolleys, tables, etc. for keeping Work in Process (WIP). Flexible hydraulic hoses and electrical cables between machine and panels. No bottlenecks to house keeping, proper collection of chips and their disposals. Equipment Kaizen

Under equipment kaizen following points need to be considered : Is the cycle time to machines/equipment in a given line matching to facilitate one piece flow? Can we replace all metal guards by transparent one? Can we minimise cost or miniaturize to suit production volume with in the target time. Can we minimise the set up change time? Are the oil filling or checking points easily visible and approachable?

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Can we install one touch clamps to replace manual clamping or automatic ejection device? Can coolant be easily topped up/filled/drained? Can machine controls and emergency stops be placed nearest to operator? Can we enhance quality of tools to increase intervals between tool changes?

Set up Reduction Kaizen

Set up time is the total length of time between the last good part of previous run to the 1st good part of the next run during this time a machine or equipment is down and not producing parts. This can be divided into two parts : External Set up

Parts of the set up that can be performed while the machine is producing the parts. Internal Set up

The portion of the set up that can only be done while the machine is shut down Steps for Set Up Reduction Kaizen

Review targets with Team and keep team members communicated of all the activities for which their support and cooperation is required. Video tape the subsisting set up and defines each component. Separate the external and internal factors of the set-up. Post a set-up time bar chart with target time pointed. Convert inner set up to external set-up. Enhance all the elementary operations, starting with internal. Develop and train manipulators in new work sequence.

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Total productive management Focus Kaizen

Equipment down time is important area to control if any firm is thinking of progress. Such relevant issues are addressed by total productive management, whose objectives are : To enhance the equipment reliability, availability and maintainability. The following are the steps in total productive management focus Kaizen : To maximise overall equipment effectiveness (OEE) by intensive effort to remove hidden causes. Lay down the basis like MTBF. Advice team of what to look for during initial cleaning. Distinguish record and repair minor defects such as oil leaks, choked orifices, worn guides/gears, missing guards/covers, etc. Before beginning the job; maintenance and plant safety is notified to assure that equipment is safely put off. Record and tag defects that will need maintenance assistance to repair. Give maintenance by skilled group. Mark lubrication and inspection points, prepare and display standard work for daily inspection and maintenance. Collect data for calculation of MTBF and post results.

Quality Focus Kaizen

Following are the steps for quality focus Kaizen : List out the presumed levels of quality for the items under kaizen and examine the defects/failures keenly and define the effect or symptoms of quality issues. Discuss the issues with operators concerned on site where the quality issue exists by performing 5W + 1 H (What, When, Where, Why, Who and How).

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Conclude a statement (Cause and Effect) that exactly defines the issues and construct a cause and Effect diagram, after brainstorming and reaching a consensus. Look for the signals or physical conditions in the processes that could cause these quality issues. Introduction and review of members and study the data. objectives with Team

Execute the solution, monitor and document the results and follow up to assure permanent implementation of solution. Collect data on distinguished causes and select the best solution after brainstorming for possible solutions.

Kanban Kaizen

A Kanban system uses Kanbans as the principal source of information which travels backwards as the material travels forwards. Kanban systems is the basis of Just-intime or pull system production as it assures that the exact type, quantity and quality of material and at the time needed at the point of use. A Kanban is a tag or card attached to a product to facilitate its proper movement. It is used as an authority to supply material or start production. A Kanban System Therefore, Assures

Quality (No defects are sent to following process). Controlled Inventory only specified quantity as per the Bin Size will be supplied at termed intervals. Levelled production. Pull production (No production or conveyance is done until the next process needs the material).

5S Kaizen
The 5S steps of housekeeping, with the Japanese names and their meanings are as follows: SEIRI (Sort-Clear Out)

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Under this principle 1st we divide all items into in two categories in terms of necessary and unnecessary. And then the latter is removed or discarded. Generally, a roof on the number of essential items should be laid down otherwise everything may look such as essential in one manner or the other. In common circumstances, the department is found with full of idle machines, jigs, rejects, work in process, dies and tools, used/unused materials, sleeves, containers, supplies and spare parts, desks, work benches, carts, racks, files of documents, pallets and many more other materials. A rule of thumb can be carried as to take out anything that will not be used within next thirty days. How to do?

Team members go to the site with a handful of red tags and place them on the item they believe are unnecessary. . Select an area for SEIEI, The specific material that is not needed in the next thirty days but may be needed in the near future, are moved to their appropriate places like the warehouses. If red tags are found on items actually needed by the site managers, they must demonstrate the requirement for such items. Designate appropriate 5-S team and delegate suitable authority. SEIEI begins with a red tag campaign SEITON (Straighten-Configure) SEITON intends setting up the items marked as useful and arranging them so as to reduce search effort and time. The minimal number of required item can be of no use, if they are put in too far from the work station or in a place where they can not be detected. How to do?

The gang ways should be marked clearly.

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In nut shell, each item should have its own address and conversely each space should have its designated address. Each wall can be numbered. Each item must have a designated address, name and volume. Maximum allowable number is indicated clearly. Floor space for bins containing WIP or supplies must be marked by painting. SEISO (Scrub-Clean and Check) SEISO is cleaning and also checking. Clean the working environment, including, floors, machines and tools, walls and other areas of the shop floor, as when the machine is covered with soot and dirt, oil; it is problematic to distinguish any issue that may be developing. It is empathized that most machines go under breakdown because of vibration, introduction of foreign particles or wear debris or because of unequal lubrication. SEISO is a great determining experience for the operators of the machine, later they can make many practicable innovations considering the cleaning of the machines. Naked electrical wires may be covered safely when cleaning the machine. SEIKETSU (Systematize Conform and Continue) SEIKETSU is understood in 2 ways. 1. One is that to keep each individual clean, safe, tidy and neat by wearing safe and proper working dresses, using gloves and shoes, safety glasses, as well as maintaining a healthy and clean working environment. 2. Another interpretation is to bind to work on SEIRI, SEIRON and SEISO everyday and continually, that is consistently remark the above 3 as a part of the job in the system.

For example, it is easy to go by the process of SEIRI once a while and make some enhancements, but without an effort to continue like these activities, the

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circumstance will soon be back to where it was commenced. SHITSUKE (Standardize - Custom and Practice) Plant managers must find out who should be involved and the frequency, that is how frequently the 5S team should visit the whole factory. These should take place in such a manner that the 5S programme should not cost in terms of money and time and disturb the regular work. Hence, a standard frequency, procedure, duration, authorised and responsible persons, etc. for this objective are to be looked at. The people related should be trained in a right way about the implication of cleanliness, housekeeping, orderliness and traceability of the items and about the 5S system 3.5 Student Activities 1. Evaluate the possibility of application of Kaizen in your organisation? 2. What do you understand by the terms TPM, Terotechnology and Logistics? Distinguish. 3.6 Summary The increased use of TPM and condition monitoring techniques like online and real data collection systems will mean that the nature of management information systems will change. It is necessary to collect information about equipment performance, convert information through analysis needed for people concerned for decision making at different levels of management. It can be finally stated that organizations adopting high level of mechanization and automation of production processes should adopt a maintenance strategy that takes into account technical characteristics of system (such as the Reliability Centered Maintenance-RCM studied in previous unit) and the related human aspects (TPM) and integrate them to achieve best economic results in maintenance. At closure look at the industry indicates predictive maintenance strategy in replacing concept of failure based and time based maintenance philosophies. On line monitoring systems have proved their utility in case of large capacity complex machines and they are found to be cost effective. While TPM

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is a proven system for high productivity, cost effectiveness and defect free culture. In addition, the Japanese concepts such as JIT, Kaizen, 5S Approach, etc. if blended with the system, enhance the magnificence of the TPM culture. TPM is a culture, a philosophy and a new attitude towards the maintenance in the plant. It involves wide range of activities in proper operation, failure analysis, design improvement, cost benefit analysis, etc. TPM aims to maximise the equipment effectiveness like terotechnology. It is discussed about the eight pillars of Total Productive Maintenance and equipment effectiveness in maintenance. This unit also covered the TPM template, expected contributions by application of TPM and the barriers to adopting the TPM in the organisation. The Predictive and Productive maintenance and TPM and TQM are differentiated with good clarity. Zero defects and Zero breakdowns of maintenance and applications in reality in the plant are also dealt. The Japanese concept Kaizen in its various focuses of applications (Standard Work Kaizen, TPM focus, Quality Focus, 5S Focus, etc.) are explained because of its more relevance to Total Productive Maintenance. 3.7 Keywords TPM: The maintenance philosophy to maintaining the equipment design to discard considering all the factors Just in Time (JIT): This technique is developed by Japanese that means to act in time when problem arises. KAIZEN: KAIZEN means Change for Good or a Good Change (Continuous Improvement). SEIRI (Sort-Clear Out): Classify items into in two Necessary and Unnecessary discard or remove the latter. Quality Focus Kaizen: Define the problems and construct a cause and effect diagram; after brainstorming and reach a consensus, select the best solution. Operation Kaizen: In this philosophy efforts are made to reduce cycle time. Adopting the scientific approach in maintenance of the plant. 3.8 Review Questions 1. Define and explain the concept of Kaizen.

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2. Discuss the application of Kaizen Operation, Layout and Equipment. 3. Write short notes on : a) Standard Work Kaizen b) TPM Focus Kaizen c) Quality Focus Kaizen d) Kanban Kaizen e) 5S Kaizen 4. Write short notes on : a) SEIRI b) SEITON c) SEISO d) SEIKETSU e) SHITSUKE

on

Process,

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5. Explain the role and focus of Kaizen on 5S. 6. Explain the role and focus of Kaizen on TPM. 7. Explain the role and focus of Kaizen on Quality. 8. Enumerate the contributions of application of Kaizen. 9. What are the roles and responsibilities of Kaizen team? 10.Kaizen and TPM are part and parcel to each other. Discuss your views onthe statement with some practical examples. 3.9 Further Readings Nakajima Seiichi, (1988), Introduction to TPM, Productivity Press (UK). D. V. Ramireddy, (1996), Total Productive Maintenance Seminar Report, Department of Reliability Engineering, IIT, Bombay. Nanda Majumdar, (1998), TPM The Zero Sum Technique , Business Today. Saliho. Duffuaa, A. Raouf and John Dixon Campbell (1999), Planning and Control of Maintenance Systems, John Wiley and Sons, USA.

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Anthony Kelly, Strategic Maintenance Planning , Elsevier, New York. B. S. Dhillon (2002), Engineering and Technology Management Tools and Applications, Artech House, Boston.