EFFECTIVE MAINTENANCE TRAINING

PLANNED MAINTENANCE

JOYLAN Z. NADAL

AIMS AND OBJECTIVES

Purpose:
To understand and implement the techniques of effective maintenance and to minimize Life Cycle Cost

Aims and Objectives:

- Relate TPM/OEE/Maintenance for Operators and Technician - Planned Maintenance - Preventative Maintenance - Predictive Maintenance - Design of Effective Maintenance Strategy - Understand how to work with historical analysis

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EFFECTIVE MAINTENANCE

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EFFECTIVE MAINTENANCE
o IS NOT
REPAIRING EQUIPMENT AS QUICKLY AND EFFECIENTLY AS POSSIBLE WHEN IT BREKDOWNS

o IS
ZERO BREAKDOWN

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EFFECTIVE MAINTENANCE
o Introducing Effective Maintenance is not a QUICK FIX o Effective Maintenance should involve all areas of the organization ( Production, Maintenance, Equipment Development and Training) o Information is KEY o Operator and Maintainer Training
Up-skill Maintenance to be trainers and equipment improvers Up-skill Operators to be equipment maintainers
ACT PLAN

ACT
Customer Satisfaction

PLAN DO
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CHECK
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CHECK

DO

MAINTENANCE FOR PRODUCTION

o AUTONOMOUS MAINTENANCE
Operator skill development program Allow problems to be identified and solved quickly Stop accelerated deterioration of plant and equipment
i. Parts replacement, repair, early detection of abnormalities

An approach to stop deterioration related failures Stabilize equipment conditions ( standards )

i. Precision checking of their own equipment, carry out routine inspection

Develop training materials on how to run, operate & maintain equipment

The partnership of Production and Maintenance departments to accomplish a common goal, stabilizing equipment condition and halting further deterioration
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PLANNED MAINTENANCE
o Planned Maintenance is the system used to enhance equipment RELIABILITY, MAINTAINABILITY, and MAINTENANCE MANAGEMENT ACTIVITES o The goal is to achieve ZERO FAILURES of equipment while improving productivity by reducing total life-cycle costs of the equipment

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PLANNED MAINTENANCE
o Planned Maintenance as part of an Effective Maintenance system takes time and to be effective has to be a way of life o Planned Maintenance can make or break the relationship between production and maintenance functions o Partnership is the KEY o The schedule and time required should be both sympathetic to production needs and to be effective o Key elements should be Lubrication Control and Spare Parts Management
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PLANNED MAINTENANCE

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PLANNED MAINTENANCE
o Sharing Principals
Cooperation between production and maintenance organization is imperative

With the complexity of human-machine systems it requires the manufacturing group to share in maintaining operational efficiency
Manufacturing groups needs to focus in implementing autonomous maintenance activities
i. Correct operation ii. Oiling iii. Cleaning (inspection) iv. Tightening * Activities of maintenance for manufacturing will reduce deterioration of the equipment thereby increasing MTBF (MEANTIME BETWEEN FAILURES)

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PLANNED MAINTENANCE
o Sharing principals will allow the maintenance group to carry out

planned maintenance activities such as:

Periodic maintenance Corrective maintenance

Predictive maintenance
Breakdown maintenance

o Without the cooperation between maintenance and manufacturing this system will be unsuccessful.

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PRODUCTION AND MAINTENANCE are INSEPARABLE

Target Classification of Maintenance

Activities to be performed
Preventing deterioration Measuring deteriorartion

Sharing
Production Maintenance
v v v v v v v v v v v v v v v v v v v v v v

Rectifying deterioration

v
v v v

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PLANNED MAINTENANCE
o The purpose of planned maintenance is to realize corporate goals for productivity. o How is this accomplished: By maximizing performance of equipment at minimum cost. By maximizing productivity of maintenance with minimal means. o Activities of planned maintenance is broken up into sections:

Activities to increase MTBF (improve reliability).

Activities to decrease MTTR (improve maintainability). Activities to conduct maintenance efficiencies (systems, process, spare and cost).

o In the establishment of these activities it is important not to just create work and cost (we must work smart).
o To deal with such issues it is necessary grasp the condition of the equipment and to develop diagnostic techniques.
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PLANNED MAINTENANCE SYSTEM

o Comprised of several parts Activities to enhance reliability and maintainability

Management activities
o Linkage of Planned Maintenance to Autonomous Maintenance

o Maintenance will provide guidance to production

7 Steps Maintenance Model o Overall goal is to achieve ZERO FAILURES

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PLANNED MAINTENANCE SYSTEM

o Activities to enhance availability and maintainability: Stopping failures Preventing failures Promptly rectifying failures Preventive maintenance Predictive maintenance Corrective Maintenance Prevention Breakdown maintenance

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MODEL OF PLANNED MAINTENANCE

o This model represents the nine means of an established planned Maintenance system. the vertical axis shows maximization of equipment o the horizontal axis shows methods to improve efficiencies and reduce costs.

The five vertical activities of equipment improvement can be broken into two sections: 1) Guidance and support activities for autonomous maintenance. 2) 7 step activities for planned maintenance.

o These activities focus on the coordination between autonomous maintenance and planned maintenance.

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MODEL OF PLANNED MAINTENANCE

o The four horizontal activities to conduct maintenance efficiently are: Maintenance work planning and Management - Master Plan, PM scheduling, Standardization, and Methods Maintenance information management - Equipment states, Equipment/Parts failure data base Maintenance cost management - Departmental, Part level, Tool level Management of maintenance related spare parts - Stocking location, Personnel, System

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PLANNED MAINTENANCE SYSTEM

I Activities to enhance equipment availability Activities to increase MTBF of equipment Activities to curtail MTTR of equipment

4. MP Maintenance prevention activities

2. 7- step activities for planned maintenance

II Activities to conduct maintenance efficiently

3. Corrective maintenance activities

5. Research on predictive maintenance

1. Guidance and activities for Autonomous Maint.

1. Training
2. Maintenance work planning and management 3. Maintenance information management 4. Management of maintenance-use spare parts 5. Maintenance cost management Input reduction

Improvements of output: Zero failures, Zero defects, and Zero accidents

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Establishment of a planned maintenance system

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Sample of PM Process flow

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PLANNED MAINTENANCE STEPS

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7-STEPS ACTIVITIES OF PLANNED MAINTENANCE o The implementation of the 4 phases is expanded into 7 steps

o The 7 step process was develop after years of evaluation of TPM data gained from factories that have implemented planned maintenance
Key to achieving ZERO FAILURES Process most effective when implemented by small groups 2 models developed
i. Equipment based

ii.

Parts based

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COMPARISON OF PLANED MAINTENANCE AND AUTONOMOUS MAINTENANCE

Step 1 2 3 4 Priority Parts Model Selection of priority parts Improve current state maint. method Prepare Maintenance stds. Measures to extend service life Equipment Model Analyze gap-basic vs. present Measures to deal with the gap Prepare basic conditions stds. Extension of service life Autonomous Maintenance Initial Clean Countermeasures Prepare tentative standards Overall inspection

5 6 7

Improve inspection Improve inspection /diagno. And maintenance Overall equipment Overall equipment Diagnosis Diagnosis Use equipment to Use equipment to it's it's limit limit

Autonomous Inspection Standardization Implement Autonomous management

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PLANNED MAINTENANCE STEPS

Step-1 Analysis of the difference between the basic and use condition Understand the issues (Pareto Analysis, 5W-1H, 5 why Analysis,) Step-2 Improvement of the difference between the basic and use condition Maintain basic equipment condition (Clean, Replace panels, mounting hardware) Step-3 Preparation of standards for basic and use condition Maintenance schedules, Inspection Checklist, Trouble shooting guides Step-4 Extension of service life Execute corrective maintenance (Improve, Redesign, Use higher technologies) Step-5 Improvement of inspection and maintenance efficiency Research of deterioration, Detection of internal deterioration, Activities to reduce breakdown maintenance Step-6 Overall equipment diagnosis Revise maintenance standards and enhance maintenance skills and technologies Step-7 Use of equipment to its limits Develop diagnostic techniques (Predictive maintenance)

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STEP 0: SUPPORT AND GUIDANCE TO PRODUCTION

o Development of Job Hazard Analysis Mapping of Safety pinch points on work area and machine Conduct Training to production o Learning Function, structures and principles of equipment o Preparation of BASIC EQUIPMENT CONDITION CLEANING OF EQUIPMENT

i.
ii.

Preventing contamination sources (ANALYSIS)

Inspection

Tightening and preventing loosening of bolts and nuts i. Maintenance to develop OPL and conduct to production

Identification of Servicing points/critical points

Preparation of cleaning/lubrication standards o Conduct training on the standards develop

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Step 1: Evaluation of Equipment and Understanding Current Condition

o Identify Critical Machines? o Existing Machine Maintenance Records?

o Combine standard with autonomous maintenance activities

CRITICALITY ASSESSMENT / EVALUATION STANDARD INITIAL EQUIPMENT SURVEY / DEFECT MAP

EXISTING OVERALL EQUIPMENT EFFECTIVENESS (OEE) DATA

CREATE PM MAP

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EQUIPMENT EVALUATION STANDARD

Classification
Production/Delivery

No
1
2 3 4 5

Evaluation Item
Availability
Depth of Tool Set Influence on other tool sets. Frequency of failure. Down time for repair/QCO Degree of quality impact Amount of loss per failure. Amount of loss in power, labor, etc.

Points
5
5

Standard for Evaluation

More 90%(1); Less than 70%(5)
No redundancy or takes long to switch (5); Back-ups (1) Many tools, 10 or more (5); Less than 5 tools (1). 1

3
3

5 5 5 5 5 5

3 3 3 3 3 3 5 5 5 3 3

1 1 1 1 1 1 3 1 1

More than 20/period (5); Less than 5 /period (1).

More than 24 hrs (5); Less than 2 hrs (1) Serious Influence (5); Almost no influence (1) More than 50K (5); Less than 5K (1) More than 50K (5); Less than 5K (1) 1 More than 250K/yr (5); Less than 50K/yr (1) Serious Harm (5); Almost no Harm (1) Serious Harm (5); Almost no Harm (1)

Quality 7 8 Cost

9 Safety 10 11

Total cost of all Repairs. Harm that failure bring humans Harm that failure brings pollution

AA - Rank should be Top 5-7% AA and A - Should be a combined 30%. B - Should be ~60%. C - Should be ~10%.

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CRITICALITY ASSESSMENT

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INITIAL EQUIPMENT SURVEY/DEFECT MAP

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INITIAL EQUIPMENT SURVEY/DEFECT MAP

CLEAN, CHECK AND TAG
o PRODUCTION INVOLVEMENT WITH MAINTENANCE o PRODUCTION TO TAG ALL ELEMENTS OF THE EQUIPMENT THAT THEY BELIEVE REQUIRE IMPROVEMENT o DESCRIPTION OF FAULT AND EFFECT ON EACH TAG (CAN BE USED IN CONJUNCTION WITH A MACHINE MAP) o MAINTENANCE TO LIST AND ANSWER ALL TAGS
I.E. COUNTERMEASURES AND TIME SCALES OR REASON FOR NOT UNDERTAKING

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INITIAL EQUIPMENT SURVEY/DEFECT MAP

MACHINE MAPPING
Product Critical Safety Critical

Red F-Tags
Failures

Tool A Set

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LOSS STRUCTURE IN PRODUCTION EFFICIENCY

Manpower Efficiency
5 major losses that can impede human work efficiency
Excluding manhours ( Supported by other Departments )

< Human > Worker-hours

Operating worker-hours Loading worker-hours Actual working worker-hours Effective worker-hours Value-added worker-hours ( output Worker-hours )

< Equipment > Hours worked

Operating hours Loading hours Utilization hours Net Utilization hours Scheduled downtime Downtime loss Performance loss Defects Quality loss

Equipment Efficiency
Scheduled downtime

Shutdown losses 8 major losses that can impede equipment efficiency Failure losses Setup and Adjustment losses Cutting-blade losses Start-up losses Other stoppage losses Minor stoppage/ Idling losses Speed losses
Checking Cleaning Awaiting instruction Awaiting material Awaiting Personnel distribution Quality Confirmation (adjustment Of measure.)

Awaiting instruction loss Awaiting material loss

Equipment Downtime loss Equipment Performance loss Method/ Procedure loss Skill & Morale loss
Line org. loss Automatization Failure loss

Management losses operating Motion losses

Line organization losses Losses resulting From failure To automate Measuring and Adjustment losses

Production Manhour loss Line organization Man-hour loss Defects in Man-hour loss

Valueadded Hours

< Energy > Start-up loss Overload loss Temperature loss Input Energy

< Materials > Input Materials ( Number , weight ) No. Of qualified products Weight of Qualified prod.

Defect/rework losses
Defect quality loss

Energy Loss

Effective Energy

Die , tool & jig losses

(Efficiency of material, die, jig, tool and energy requirement per product unit )

Start-up loss Cutting loss Losses in weight Losses in overages increased commission)

Yield Loss

3 Major losses that can impede Efficiency of Material, Die, Jig, ,tool and energy requirement per product unit
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OVERALL EQUIPMENT EFFECTIVENESS

1. Equipment Failures

Loading time

2. Set-up & adjustment 3. Cutting blade change

Availability=

Loading time - Downtime

Loading time

X 100

Operating time
Performance loss

Downtime loss

4. Start-up 5. Minor stoppages & idling 6. Speed

Standard Cycle time X Performance= Product units processed Rate

Net operating time

Value operating time Defect loss

Operating Time

7. Defect & rework

Quality = Rate Products units processed Defect units Products units processed

Overall Equipment Effectiveness

= Availability x Performance Rate x 32 Quality Rate

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OVERALL EQUIPMENT EFFECTIVENESS

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OVERALL EQUIPMENT EFFECTIVENESS

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OVERALL EQUIPMENT EFFECTIVENESS

1. Shutdown Loss
- Time lost when production stops for planned annual shutdown. Example: - Shutdown work, periodic servicing, statutary inspections, autonomous inspections, general repair work, etc.

2. Breakdown/equipment failure loss

- Largest factor which obstructs efficiency. Failure can be classified in two types: one is the function-stoppage type and the other is the function-deterioration type. Example: - Failed pumps, burned-out motors, damaged bearings, broken shafts.

3. Set-up and adjustment loss

- Time lost when changes in supply and demand require adjustments to production plans. Example: - conversion, change capillary, change screws and nuts

4. Cutting blade and jig change loss

- Time lost in shutdown due to external factors such as changes in chemical or physical properties of materials being processed, defective raw materials, broken or worn-out due to long service, etc. Example: - Changing molds, dies, grinding wheel, cutter, bit and targets.

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OVERALL EQUIPMENT EFFECTIVENESS

5. Start-up loss
- Rate and time losses at plant start-up, shutdown, or changeover. Example: - Production rate reductions during warm-up period after start-up cool-down period before shutdown, and product changeover.

6. Idling and minor stoppages loss

- Temporary trouble causes the equipment to stop or idle. Machine has no operator available. It might be called a minor trouble. Example: - Machine jamming on feeder, not having material in front of the machine.

7. Speed loss
- Rate loss occurring when equipment under performs due to malfunctions and abnormalities. This can also be a loss caused by the difference between the designated speed and the actual working speed. Example : - Parameter optimization, low- load operation, low-speed operation, operation at below standard production.
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OVERALL EQUIPMENT EFFECTIVENESS

8. Quality defects & rework
- Losses due to producing rejectable product, physical loss of rejected product, financial loss due to product downgrading. Example : - Physical and time losses due to losses making products that fail to meet quality standards.

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STEP 2: RESTORATION OF DETERIORATION AND IMPROVEMENT OF WEAK POINTS

o Through the evaluation of the equipment, initial survey and tagging exercise , return equipment to an improved standard o Define standard and maintain it o Focus elimination of repeat problems o Transfer cleaning and oiling to production personnel o Number of maintenance action cases transferred to production personnel o Document the details of each individual improvement case and the number of cases o Document the number of ONE POINT LESSON cases generated o Track the number of failures for basic use condition. Track for improvement

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STEP 3: CREATION OF INFORMATION MANAGEMENT SYSTEM o Without information an effective maintenance system cannot function o Data is gathered to measure and improve performance o OEE is the key performance indicator for Effective Maintenance o Information should be gathered from:
OEE data collection (OPERATORS) Autonomous Maintenance Activities (OPERATORS) Planned Maintenance Activities (MAINTENANCE) Preventative Maintenance (MAINTENANCE)

Predictive Maintenance (MAINTENANCE)

Breakdowns (MAINTENANCE)

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