Maintenance Management

Dr Osama Alkhawaldeh

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What is Maintenance?
• The maintenance department is one of the greatest levers of
profitability that any capital-intensive organization has.
• An average of 40 – 50% of a capital-intensive industry operating
budget is consumed by maintenance expenditure.
• With the advances today in technology affecting maintenance this
figure can be greatly reduced. As such maintenance is often an
organizations largest single controllable expense.

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Maintenance Definition

British Standard Glossary of terms (3811:1993) defined maintenance

as:
The combination of all technical and administrative actions, including
supervision actions, intended to retain an item in, or restore it to, a
state in which it can perform a required function.
Maintenance: a set of organized activities that are carried out in order
to keep an item in its best operational condition with minimum cost
acquired.

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Maintenance Activities
• Activities of maintenance function could be either repair or
replacement activities, which are necessary for an item to reach its
acceptable productivity condition and these activities should be
carried out with a minimum possible cost.

• All actions necessary for retaining an item, or restoring to it, a

serviceable condition, include servicing, repair, modification,
overhaul, inspection and condition verification.
• Increase availability of a system
• Keep system’s equipment in working order

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Maintenance History

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Maintenance History
The following figure summarized the evolution in maintenance strategy
and the growing expectation of maintenance.

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Maintenance History
• The differences between the Second and Third Generation’s
maintenance are;
• Focus is on availability and reliability.
• A push towards zero downtime or zero in-service breakdowns.
• Improved maintenance tools such as Reliability Centered
Maintenance (RCM), Total Productive Maintenance (TPM), Root Cause
Failure Analysis (RCFA), Failure Modes and Effects Analysis (FMEA) and
others are applied to achieve maintenance objectives.

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Maintenance History
Fourth Generation Maintenance?
The basic principles of the fourth generation of maintenance
will have some signified feature;-
• Definite deliberation of risk, notably at higher levels of
organizations, when dealing with equipment design and
maintenance strategies.
• Coherence between functional demand, equipment design
and maintenance will be greater than the currently existing
integration.

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Maintenance History
• There will be swift development in information technology
to detect, predict, diagnose and prevent equipment failures
will.
• With these changes, the focus of maintenance will change
and the new mission of maintenance department is more
towards providing an excellent support for their customers
by reducing the need for maintenance.

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Maintenance History
• Another influential factor in the Fourth Generation trend of
maintenance is the increasing usage of computer modeling
in maintenance strategy.
• With the rapid development of computer technology
especially in the area of artificial intelligent and expert
systems, computer simulations and modeling may provide
the predictive tools of the future.

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Maintenance Objectives

• Maintenance objectives should be consistent between top

management and subordinate to production goals.
• The relation between maintenance objectives and
production goals is reflected in the action of keeping
production machines and facilities in the best possible
condition.

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Maintenance Objectives
• Minimising energy usage.
• Optimising the useful life of equipment.
• Providing reliable cost and budgetary control.
• Identifying and implementing cost reductions.
• Satisfy rules and regulations set by authority.
• Fulfill the manufacturer’s requirement for warranty purpose.
• Increases resale value of the equipment.

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Maintenance Objectives (cont.)
• Maximising production or increasing facilities availability at the lowest
cost and at the highest quality and safety standards.
• Reducing breakdowns and emergency shutdowns.
• Optimising resources utilisation.
• Reducing downtime.
• Improving spares stock control.
• Save the users’ life

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Maintenance Objectives

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Why Maintaining Equipment?
• Why Maintaining Equipment?
Management wants it or you think it is an important activity.

• Group activity.
Lists five reasons why we need to maintain equipment

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Why Maintenance is important?
• Cost saving - Saves on the expenses that would be needed to buy new
devices.
• Efficiency - Equipment that functions efficiently to ensure the accuracy of
results and improve staff productivity.
• Time saving - As many of the vendors provide in-house services, we can
save time that would be needed for off-site repair.
• Accuracy - Serving by expert, factory-trained technicians ensure that the
job is done right. They can identify potential issues and take timely action
to prevent further damage.
• Warranty - If the equipment is refurbished and recertified, it is offered with
proper warranty

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Consequences for Not Maintaining
Equipment

• Unscheduled plant shutdown

• Usages are delayed.
• Overhead continues escalating.
• Cost per unit increases.
• Safety issues.
• Lost of reputation.

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Effective Maintenance

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Bottom Line

•Maintenance ensures equipment

reliability and reduces downtime and
costs.
• Prevention is better than cure.

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Problems in Maintenance
• Lack of management attention to maintenance
• Little participation by accounting in analyzing and reporting
costs
• Difficulties in applying quantitative analysis
• Difficulties in obtaining time and cost estimates for
maintenance works
• Difficulties in measuring performance

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Causes of Problem
• Failure to develop written objectives and policy
• Inadequate budgetary control
• Inadequate control procedures for work order, service
requests etc.
• Infrequent use of standards to control maintenance work
• Absence of cost reports to aid maintenance planning and
control system

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Failures
• Failure – inability to produce work in appropriate manner
• Equipment / machine failure on production floor – worn out
bearing, pump, pressure leaks, broken shaft, overheated
machine etc.
• Equipment failure in office – failure of power supply, air-
conditioned system, computer network, photocopy machine
• Vehicle failure – brake, transmission, engine, cooling system

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TYPES OF
MAINTENANCE

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Unplanned Maintenance

•Repair will be conducted after the

equipment fails.
•Used when the equipment failure
does not considerably affect the
operations or generate any notable
loss other than the repair cost.

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Unplanned Maintenance

Advantages
•Low maintenance cost
•Low maintenance staff

Disadvantages
•High down time
•Lower operational efficiency
•Low quality outputs
•Impaired health & safety conditions

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Planned Maintenance
•Planned maintenance is organized and executed with
planning and control by utilizing the application of recorded
data.
• It encompasses condition based maintenance, which is
planned and progressed information received about a system
or company structure's condition.
•This information is gleaned from routine or continuous
monitoring processes and preventative maintenance.

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Advantages of Planned Maintenance

•Releases front-line foremen from major planning duties and allows

them more time to supervise their crews.
•Provides procedures to plan, execute, monitor and control
maintenance resources.
•Reduces delays in waiting for men, material, tools after a job is in
progress.
•Provides systematic collection of materials prior to planned jobs.
•Provides procedures to implement and continue a PM program.

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Types of Maintenance

•Run to Failure Maintenance (RTF)

•Preventive Maintenance (PM)
•Corrective Maintenance (CM)
•Improvement Maintenance (IM)
•Predictive Maintenance (PDM)
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Run to Failure Maintenance (RTF)

•The required repair, replacement, or restore

action performed on a machine or a facility after
the occurrence of a failure in order to bring this
machine or facility to at least its minimum
acceptable condition.
•It is the oldest type of maintenance.
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Run to Failure Maintenance (RTF)

It is subdivided into two types:

Emergency maintenance: it is carried out as fast as possible in order to
bring a failed machine or facility to a safe and operationally efficient
condition.
Breakdown maintenance: it is performed after the occurrence of an
advanced considered failure for which advanced provision has been
made in the form of repair method, spares, materials, labour and
equipment.

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Run to Failure Maintenance (RTF)

Disadvantages:
1.Its activities are expensive in terms of both direct and
indirect cost.
2.Using this type of maintenance, the occurrence of a failure
in a component can cause failures in other components in
the same equipment, which leads to low production
availability.
3.Its activities are very difficult to plan and schedule in
advance.

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Run to Failure Maintenance (RTF)

This type of maintenance is useful in the following situations:

1.The failure of a component in a system is unpredictable.
2.The cost of performing run to failure maintenance activities
is lower than performing other activities of other types of
maintenance.
3.The equipment failure priority is too low in order to include
the activities of preventing it within the planned maintenance
budget.

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Preventive Maintenance (PM)

•It is a set of activities that are performed on

plant equipment, machinery, and systems
BEFORE THE OCCURRENCE OF A FAILURE in
order to protect them and to prevent or
eliminate any degradation in their operating
conditions.

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Preventive Maintenance (PM)

British Standard 3811:1993 Glossary of terms defined

preventive maintenance as:
The maintenance carried out at predetermined
intervals or according to prescribed criteria and
intended to reduce the probability of failure or the
degradation of the functioning and the effects limited.

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Preventive Maintenance (PM)

The advantage of applying preventive

maintenance activities is to satisfy most of
maintenance objectives.

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Preventive Maintenance (PM)

•Principle :“Prevention is better than cure”

•Procedure : Stitch-in-time
•It ;
locates weak spots of machinery and equipment
provides them periodic/scheduled inspections and
minor repairs to reduce the danger of unanticipated
breakdowns
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Preventive Maintenance (PM)

Factors that affect the efficiency of this type of maintenance:

1.The need for an adequate number of staff in the maintenance department in
order to perform this type of maintenance.
2.The right choice of production equipment and machinery that is suitable for the
working environment and that can tolerate the workload of this environment.
3.The required staff qualifications and skills, which can be gained through training.
4.The support and commitment from executive management to the PM
programme.
5.The proper planning and scheduling of PM programme.
6.The ability to properly apply the PM programme.

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Preventive Maintenance (PM)

•It is good for those machines and facilities which

their failure would cause serious production
losses.
•Its aim is to maintain machines and facilities in
such a condition that breakdowns and emergency
repairs are minimised.
•Its activities include replacements, adjustments,
major overhauls, inspections and lubrications.
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Preventive Maintenance (PM)
Researchers subdivided preventive maintenance into different
kinds according to the nature of its activities:
• Routine maintenance (Schedule Maintenance) which includes
those maintenance activities that are repetitive and periodic in
nature such as lubrication, cleaning, and small adjustment.
• Running maintenance which includes those maintenance
activities that are carried out while the machine or equipment is
running and they represent those activities that are performed
before the actual preventive maintenance activities take place.

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Preventive Maintenance (PM)
• Opportunity maintenance which is a set of maintenance activities
that are performed on a machine or a facility when an unplanned
opportunity exists during the period of performing planned
maintenance activities to other machines or facilities.
• Window maintenance which is a set of activities that are carried out
when a machine or equipment is not required for a definite period of
time.
• Shutdown preventive maintenance, which is a set of preventive
maintenance activities that are carried out when the production line
is in total stoppage situation.

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Opportunistic Maintenance
• Reparation of the components which are
found to be defective or needs
replacement in the immediate future
• The components will be identified during
the maintenance of a sub-system or a
module

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Routine Maintenance
•Includes activities which are
perform in a planned basis to
maintain and protect the
conditions of
equipment/processes
•Most simplest type of planned
maintenance

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Design Out Maintenance
•Design modifications
to stop the failure from
occurring
•Usually conducted
based on the past
experiences

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Scheduled Maintenance
•Scheduled maintenance is a stitch-in-time procedure and incorporates
inspection
lubrication
repair and overhaul of equipment
•If neglected can result in breakdown
• Generally followed for:
overhauling of machines
changing of heavy equipment oils
cleaning of water and other tanks etc.
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Advantages of PM
Advantages:
• Reduces breakdown and thereby downtime
• Less odd-time repair and reduces over time of crews
• Greater safety of workers
• Lower maintenance and repair costs
• Less standby equipment and spare parts
• Better product quality and fewer reworks and scraps
• Increases plant life
• Increases chances to get production incentive bonus

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Corrective Maintenance (CM)
In this type, actions such as repair, replacement, or restore will
be carried out after the occurrence of a failure in order to
eliminate the source of this failure or reduce the frequency of
its occurrence.
In the British Standard 3811:1993 Glossary of terms,
corrective maintenance is defined as:
the maintenance carried out after recognition and intended
to put an item into a state in which it can perform a required
function.
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Corrective Maintenance (CM)
•This type of maintenance is subdivided into three types:
•Remedial maintenance: a set of activities that are performed
to eliminate the source of failure without interrupting the
continuity of the production process.
The way to carry out this type of corrective maintenance is by
taking the item to be corrected out of the production line and
replacing it with reconditioned item or transferring its
workload to its redundancy.

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Corrective Maintenance (CM)
•Deferred maintenance, which is a set of corrective
maintenance activities that are not immediately
initiated after the occurrence of a failure but are
delayed in such a way that will not affect the
production process.
•Shutdown corrective maintenance, which is a set of
corrective maintenance activities that are performed
when the production line is in total stoppage situation.
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Corrective Maintenance (CM)
•The main objectives of corrective maintenance are the
maximization of the effectiveness of all critical plant systems, the
elimination of breakdowns, the elimination of unnecessary repair,
and the reduction of the deviations from optimum operating
conditions.
•The difference between corrective maintenance and preventive
maintenance is that for the corrective maintenance, the failure
should occur before any corrective action is taken.
•Corrective maintenance is different from run to failure
maintenance in that its activities are planned and regularly taken
out to keep plant’s machines and equipment in optimum
operating condition.
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Corrective Maintenance (CM)
The way to perform corrective maintenance activities is by
conducting four important steps:
1. Fault detection
2. Fault isolation
3. Fault elimination
4. Verification of fault elimination
In the fault elimination step, several actions could be taken
such as adjusting, aligning, calibrating, reworking, removing,
replacing or renovation.
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Corrective Maintenance (CM)
Corrective maintenance has several prerequisites in order to be carried
out effectively:
1.Accurate identification of incipient problems.
2.Effective planning which depends on the skills of the planners, the
availability of well developed maintenance database about standard
time to repair, a complete repair procedures, and the required labour
skills, specific tools, parts and equipment.
3.Proper repair procedures.
4.Adequate time to repair.
5.Verification of repair.

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Disadvantages of Corrective Maintenance
•Breakdown generally occurs inappropriate times leading to poor and
hurried maintenance
•Excessive delay in production & reduces output
•Faster plant deterioration
•Increases chances of accidents and less safety for both workers and
machines
•More spoilt materials
•Direct loss of profit
•Can not be employed for equipment regulated by statutory provisions e.g.
cranes, lift and hoists etc.

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Disadvantages of Corrective Maintenance
•Breakdown generally occurs inappropriate times leading to poor and
hurried maintenance
•Excessive delay in production & reduces output
•Faster plant deterioration
•Increases chances of accidents and less safety for both workers and
machines
•More spoilt materials
•Direct loss of profit
•Can not be employed for equipments regulated by statutory
provisions e.g. cranes, lift and hoists etc
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Improvement Maintenance (IM)
•It aims at reducing or eliminating entirely the need for maintenance.
•This type of maintenance is subdivided into three types as follows:
1. Design-out maintenance : a set of activities that are used to
eliminate the cause of maintenance, simplify maintenance tasks, or
raise machine performance from the maintenance point of view by
redesigning those machines and facilities which are vulnerable to
frequent occurrence of failure and their long term repair or
replacement cost is very expensive.

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Improvement Maintenance (IM)
2. Engineering services: includes construction and
construction modification, removal and installation,
and rearrangement of facilities.
3. Shutdown improvement maintenance: a set of
improvement maintenance activities that are
performed while the production line is in a complete
stoppage situation.

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Predictive Maintenance (PDM)
•Predictive maintenance is a set of activities that detect changes in the
physical condition of equipment (signs of failure) in order to carry out
the appropriate maintenance work for maximising the service life of
equipment without increasing the risk of failure.
•It is classified into two kinds according to the methods of detecting
the signs of failure:
–Condition-based predictive maintenance
–Statistical-based predictive maintenance

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Improvement Maintenance (IM)
•Condition-based predictive maintenance (CBM) depends on
continuous or periodic condition monitoring equipment to
detect the signs of failure.
•Statistical-based predictive maintenance depends on
statistical data from the meticulous recording of the stoppages
of the in-plant items and components in order to develop
models for predicting failures.
Improvement Maintenance (IM

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Predictive (Condition-based) Maintenance
•In predictive maintenance, machinery conditions are
periodically monitored and this enables the maintenance
crews to take timely actions, such as machine adjustment,
repair or overhaul
•It makes use of human sense and other sensitive
instruments, such as
audio gauge, vibration analyzer, amplitude meter, pressure,
temperature and resistance strain gauges etc.

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Predictive (Condition-based) Maintenance
•The drawback of predictive maintenance is that it depends heavily on
information and the correct interpretation of the information.
•Some researchers classified predictive maintenance as a type of
preventive maintenance.
•The main difference between preventive maintenance and predictive
maintenance is that predictive maintenance uses monitoring the
condition of machines or equipment to determine the actual mean
time to failure whereas preventive maintenance depends on industrial
average life statistics.

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Maintenance Decision Diagram
5S IN MAINTENANCE

• What is 5S and why do we want to do it?

• THE SECRET TO JAPANESE SUCCESS

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IDEA BEHIND 5S
In order to achieve high levels of quality, safety and
productivity, workers must have a conducive working
environment

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WHAT IS 5S?
•Developed by the Japanese
•Housekeeping System
•Helps Create a Better Working Environment and
a Consistently High-Quality Process

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DISCOVERY OF 5S
•30 years ago researchers started studying the secret of success
of Japanese manufacturing companies
•5S turned out to be the most impressive "secret"
•The factories were so well organized that abnormal situations
were readily apparent
•Equipment were so clean and well maintained that any
problem such as a loose bolt or leaking oil could be easily seen
•This passion of cleanliness and orderliness became a hallmark
of Japanese organizations

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ADVANTAGES OF 5S
If tools and materials are conveniently located in
uncluttered work areas
•Operators spend less time looking for items
•This leads to higher workstation efficiency, a
fundamental goal in mass production

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ADVANTAGES OF 5S
•Health and Safety is ensured
•Machine maintenance
•Quality
•Productivity
•Lean Manufacturing

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ADVANTAGES OF 5S
•results in a place easier to manage
•smooth working no obstruction
•no deviation, no problems
because everyone knows where the things are
supposed to be

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ADVANTAGES OF 5S
•TIME SAVING
•QUICK RETRIEVAL
•ACCIDENTS & MISTAKES MINIMIZED
•INCREASES SPACE
•CREATES WORKPLACE OWNERSHIP

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ADVANTAGES OF 5S
FOUNDATION OF ALL QC TOOLS

•CONTINUOUS QUALITY IMPROVEMENT

•LEAN MANUFACTURING
•KINDERGARTEN OF QUALITY TOOLS & TECHNIQUES

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ADVANTAGES OF 5S
visual management system

•visual control to see the abnormalities

•simple signals that provide an understanding of the
condition( normal/ abnormal)
•a look at the process reveals its direction
(right/wrong)
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THE 5S PRINCIPLES

•SEIRI – Organisation/Sort out

•SEITON – Orderliness/Systemize
•SEISO – The Cleaning/Shining
•SEIKETSU – STANDARDIZE
•SHITSUKE - Sustain/Discipline

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5S

1. Sort - All unneeded tools, parts and supplies are removed from the
area
2. Set in Order - A place for everything and everything is in its place
3. Shine - The area is cleaned as the work is performed
4. Standardize - Cleaning and identification methods are consistently
applied
5. Sustain - 5S is a habit and is continually improved
Also - Work areas are safe and free of hazardous or dangerous
conditions
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Total Productive Maintenance

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Total Productive Maintenance
T: TOTAL
•Participation of all Employees.
•Includes all departments, operation, equipment and process.

P: PRODUCTIVE
•Pursue the maximization of efficiency of the production system by making all loses zero.
•Zero accidents; Zero defects; Zero breakdowns.

M: MAINTENANCE
• To improve the efficiency of the equipment.
• Maintenance means the entire life cycle of the production system.
• Maintenance is not only to repair and maintain the machines.

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History of TPM
•TPM evolved from TQM, which evolved as a direct result of
Dr. W. Edwards Deming's influence on Japanese industry.
•Dr. Deming began his work as a statistician in Japan shortly
after World War II.
•He initially began to show the Japanese how to use
statistical analysis in manufacturing and how to use the
resulting data to control quality during manufacturing.
•The initial statistical procedures and the resulting quality
control concepts fueled by the Japanese work ethic soon
became a way of life for Japanese industry.

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Background of TPM
•Main manufacturing excellence approach of Toyota
and other excellent Japanese companies since the 70’s
•TPM is the foundation for JIT, Poke Yoke, Lean
Manufacturing and Zero Defects
•Comes from the best of Japanese Industrial Excellence
and evolved from the heat of the continuing Energy
Crisis and Globalization Challenges to achieve More
with Less
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Background of TPM - continue
•TPM brings maintenance into focus as a necessary and vitally
important part of the business which was regarded as a non-profit
activity.
•Down time for maintenance is scheduled as a part of the
manufacturing day and, in some cases, as an integral part of the
manufacturing process.
•It is no longer simply squeezed in whenever there is a break in
material flow.
•The goal is to hold emergency and unscheduled maintenance to a
minimum.
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 When to use TPM

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TPM Objectives
1.Increase production while, at the same time, increasing employee morale and
job satisfaction.
2.Hold emergency & unscheduled maintenance to a minimum.
3.To provide the safe and good working environment to the worker.
4.Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas
of the organization.
5.Involve people in all levels of organization.
6.Form different teams to reduce defects and Self Maintenance.
7.To maintain the HSE conditions of plant and equipment.
8.To fulfill regulatory compliances.

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Benefit of TPM
Direct benefits of TPM:
1.Increase in productivity and OEE (Overall Equipment
Efficiency)
2.Reduction in customer complaints.
3.Reduction in the manufacturing cost.
4.Satisfying the customers needs by delivering the right
quantity at the right time, in the required quality.
5.Reduced or eliminate accident at workplace.
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Benefit of TPM
Indirect benefits of TPM:
1.Higher confidence level among the employees.
2.A clean, neat and attractive work place.
3.Favourable change in the attitude of the operators.
4.Achieve goals by working as team.
5.Horizontal deployment of a new concept in all areas of the
organization.
6.Sharing knowledge and experience.
7.The workers get a feeling of owning the machine.
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TPM Targets
1.PRODUCTION
•Obtain Minimum 80% Overall Production Efficiency
•Obtain Minimum 90% Overall Equipment Effectiveness
•Machines run 24/7

2.QUALITY
•Operate in a manner, so that there are no customer complaint.

3.COST
•Reduce the manufacturing cost as much as possible.

4.DELIVERY
•Achieve 100% success in delivering the goods as required by the customer.
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 Components of TPM

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 84
Total Productive Maintenance
TPM Base
TPM starts with 5S.
•One can’t see problems clearly when the workplace is in
disarray.
•Cleaning and organizing the workplace helps the team to
uncover problems.
•Making problems visible is the first step of improvement.
•Clean machines and workplace create pride & safety

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TPM Base
SEIRI – SORTOUT
Keep only essential items and eliminate what is not required, prioritizing things as
per requirements and keeping them in approachable places. Everything else is
stored or discarded.
SEITON – ORGANIZE
There should be a place for everything and everything should be in its place. Each
tool, part, supply, or piece of equipment should be kept close to where it will be
used – in other words, straightening the flow path.
SEISO – SHINE THE WORKPLACE
Keep the workplace tidy and organized. At the end of each shift, clean the work
area and be sure everything is restored to its place.
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TPM Base
SEIKETSU – STANDARDIZATION
Work practices should be consistent and standardized. Everyone should
know exactly what his or her responsibilities are for adhering to the
first 3 S's.
SHITSUKE – SELF DISCIPLINE
When an issue arises such as a suggested improvement, a new way of
working, a new tool or a new output requirement, review the first 4 S's
and make changes as appropriate.

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PILLAR 1: JISHU HOZEN
Jishu Hozen = Autonomous Maintenance
Policy
1.Uninterrupted operation of equipment
2.Flexible operators to operate & maintain other equipment
3.Eliminating the defects at source through active employee participation
4.Stepwise implementation of JISHU HOZEN activities.

Jishu Hozen Targets

1.Reduce process time by predicted values.
2.Reduce oil/ lubricants consumption by predicted values.
3.Increase use of Jishu Hozen

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Pillar 1: JISHU HOZEN
Jishu Hozen Steps:
1.Preparation of employees
2.Initial cleanup of machines
3.Take counter measures
4.Fix tentative Jishu Hozen standards
5.General inspection
6.Autonomous inspection
7.Standardization
8.Autonomous management
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Pillar 1: JISHU HOZEN
1.Train the Employees:
•Educate the employees about TPM, Its advantages, JH
advantages and Steps in JH.
•Educate the employees about the equipment they use, the
frequency of oiling, day-to-day maintenance activities
required and the abnormalities that could occur in the
machine and way to find out the abnormalities.

90
Pillar 1: JISHU HOZEN
2. Initial cleanup of machines:
•Arrange all items needed for cleaning.
•On the arranged date, employees clean the equipment with the help of maintenance department.
•Dust, stains, oils and grease has to be removed.
•When cleaning oil leakage, loose wires, unfastened nuts and bolts and worn out parts must be
taken care.
•After clean up, problems are categorized and suitably tagged. White tags are place where
operators can solve problems. Pink tag is placed where the aid of maintenance department is
needed.
•Contents of tag are transferred to a register.
•Make note of area, which were inaccessible.
•Open parts of the machine are closed, and the machine is run.
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Pillar 1: JISHU HOZEN
3. Counter Measures:
•Inaccessible regions had to be reached easily. E.g. If there are many screw to open
a flywheel door, hinge door can be used. Instead of opening a door for inspecting
the machine, acrylic sheets can be used.
•To prevent work out of machine parts necessary action must be taken.
•Machine parts should be modified to prevent accumulation of dirt and dust.

4. Tentative Standard:
•JH schedule has to be made and followed strictly.
•Schedule should be made regarding cleaning, inspection and lubrication and it
also should include details like when, what and how.
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Pillar 1: JISHU HOZEN
5. General Inspection:
•The employees are trained in disciplines like pneumatics, electrical, hydraulics, lubricant and
coolant, fasteners and Safety.
•This is necessary to improve the technical skills of employees and to use inspection manuals
correctly.
•The employees should share this with others.
•By acquiring this new technical knowledge, the operators are now well aware of machine parts.

6. Autonomous Inspection:
•Each employee prepares his own autonomous chart / schedule in consultation with supervisor.
•Parts, which have never given any problem, or part, which don’t need any inspection, are removed
from list permanently based on experience.
•Inspection that is made in preventive maintenance is included in JH.
•The frequency of cleanup and inspection is reduced based on experience. 93
Pillar 1: JISHU HOZEN
7. Standardization:
•The surroundings of machinery are organized. Necessary items should
be organized, such that there is no searching and searching time is
reduced.
•Work environment is modified such that there is no difficulty in
getting any item.
•Everybody should follow the work instructions strictly.
•Necessary spares for equipment is planned and procured.

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Pillar 2: KOBETSU KAIZEN (CQI)
•KAI + ZEN = KAI means change or improvement and ZEN means good
(for the better). Kobetsu means focus.
•Basically Kobetsu Kaizen is for small adjustments and corrections but
effects the whole process and carried out on a continual basis and
involves all people in the organization.
•The principal behind is that “a very large number of small
improvements are more effective in an organizational environment
than a few improvements of large value”.
•This pillar is aimed at;
–Reducing losses in the work place that affect our efficiencies.
–losses in a systematic method using various Kaizen Tools.

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Pillar 3: Planned Maintenance
•With planned maintenance, we evolve an effort from a reactive to a
proactive method and use trained maintenance staff to help train the
operators to better maintain their equipment.

•Policy:
–Achieve and sustains availability of machines
–Optimum maintenance cost.
–Reduce spares inventory.
–Improve reliability and maintainability of machines.
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Pillar 3: Planned Maintenance
•Steps and Target:
1.Equipment evaluation and recording present status.
2.Restore deterioration and improve weakness.
3.Building up information management system.
4.Prepare time based information system, select equipment, parts and
members and map on the plan.
5.Prepare predictive maintenance system by introducing equipment
diagnostic techniques and
6.Evaluation of planned maintenance.
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Pillar 3: Planned Maintenance

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Pillar 4: Quality Maintenance
•It is aimed towards customer delight through highest quality
and defect free manufacturing. Focus is on eliminating non-
conformances in a systematic manner.
•Quality defects are classified as “CUSTOMER END DATA” and
“IN HOUSE defects”.
•For customer-end data, we have to get data on Customer-
end line rejection and field complaints. In-house data include
data related to products and data related to process.

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Pillar 4: Quality Maintenance
Policy:
•Defect free conditions and control of equipment
•QM activities to support quality assurances.
•Focus of prevention of defects at source
•Focus on precaution (Pokayoke) system.
•In-line detection and segregation of defects.
•Effective implementation of operator quality assurance.

Target:
•Achieve and sustain customer complaints at zero.
•Reduce in-process defects.
•Reduce cost of quality.
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7 Tools to Measure Quality
Pillar 5: Training
•It is aimed to have multi-skilled revitalized employees whose moral is
high and who has eager to come to work and perform all required
functions effectively and independently. Education is given to operators
to upgrade their skill.
•The employees should be trained to achieve the form phase of skill
which are as under:
PHASE 1: Do not know.
PHASE 2: Know the theory but cannot do.
PHASE 3: Can do but cannot teach.
PHASE 4: Can do and also teach.
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Pillar 5: Training

Policy:
1. Focus on improvement of knowledge, skills and techniques.
2. Creating a training environment for self-learning based on felt needs.
3. Training curriculum / tools /assessment etc conductive to employee revitalization
4. Training to remove employee fatigue and make, work enjoyable.
Target:
1. Achieve and sustain downtime due to want men at zero on critical machines.
2. Achieve and sustain zero losses due to lack of knowledge / skills / techniques
3. Aim for 100 % participation in suggestion scheme.

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Pillar 5: Training
Steps in training activities:
1.Setting policies and priorities and checking present status of
education and training.
2.Establish of training system for operations and maintenance
skill up gradation.
3.Training the employees for up gradation the operation and
maintenance skills.
4.Preparation of training calendar.
5.Evaluation of activities and study of future approach
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Pillar 6: Office TPM
•Office TPM should be started after activating four
other pillars of TPM (JH, Kaizen, QM, PM).
•Office TPM must be followed to improve productivity,
efficiency in the administrative functions and identify
and eliminate losses.
•This includes analyzing processes and procedures
towards increased office automation.

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Pillar 6: Office TPM
•Office TPM addresses twelve major losses. They are:
1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories
3. Communication loss
4. Idle loss
5. Set-up loss
6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone and fax lines
9. Time spent on retrieval of information
10. Non availability of correct on line stock status
11. Customer complaints due to logistics
12. Expenses on emergency dispatches/purchases.

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Pillar 6: Office TPM
Office TPM and its Benefits:
1. Involvement of all people in support functions for focusing on better plant performance
2. Better utilized work area
3. Reduce repetitive work
4. Reduced administrative costs
5. Reduced inventory carrying cost
6. Reduction in number of files
7. Productivity of people in support functions
8. Reduction in breakdown of office equipment
9. Reduction of customer complaints due to logistics
10. Reduction in expenses due to emergency dispatches/purchases
11. Reduced manpower
12. Clean and pleasant work environment.

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Pillar 6: Office TPM
How to start office TPM?
•A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase etc should
be heading the sub-committee.
•Members representing all support functions and people from Production & Quality should be
included in sub committee. TPM co-ordinate plans and guides the sub committee.
1.Providing awareness about office TPM to all support departments
2.Identify the scope for improvement in each function
3.Collect relevant data
4.Help them to solve problems in their circles
5.Make up an activity board where progress is monitored on both sides - results and actions along
with Kaizens.
6.Fan out to cover all employees and circles in all functions.

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Pillar 7: Safety, Health and Environment
Target:
1. Zero accident,
2. Zero health damage
3. Zero fires.
•It focus on how to create a safe workplace and a surrounding area that is not
damaged by the process or procedures. This pillar will play an active role in each of
the other pillars on a regular basis.
•A committee is constituted for this pillar, which comprises representative of
officers as well as workers. Manager (Safety) is looking after functions related to
safety.
•To create awareness among employees various competitions like safety slogans,
quiz, brochures, posters, etc. related to safety can be organized at regular intervals.

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Difficulties faced in TPM implementation
•Typically people show strong resistance to change.
•Many people treat it just another “Program of the month ” without
paying any focus and also doubt about the effectiveness.
•Not sufficient resources (people, money, time, etc.) and assistance
provided
•Insufficient understanding of the methodology and philosophy by
middle management
•TPM is not a “quick fix ” approach, it involve cultural change to the
ways we do things
•Departmental barrier existing within Business Unit
•Many people considered TPM activities as additional work/threat.
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ELIMINATE WASTE & OVERALL EQUIPMENT
EFFICIENCY (OEE)

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What Exactly is Waste?
• The simplest way to describe waste is as “Something that adds NO
Value.” Our customers would not be happy to pay for any action that
we take that does not add value to what they actually want and nor
should we be.
• These wastes are included within the cost of our products, either
inflating the price we pay or reducing the profit of the company.

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Why Remove Waste?
• Waste increase products and services PRICE due to unnecessary
costs.
• Removing all elements of waste from processes reduce cost and
increase profit.
• Waste has a major impact on customer’s satisfaction with ones
products and services. Customers want on time delivery, perfect quality
and at the right price.

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Major Losses in Production Line and
Organization
• Failure losses – Breakdown losses • Operating motion loss
• Setup / adjustment losses • Line organization loss
• Cutting blade loss • Logistic loss
• Start up loss • Measurement and adjustment loss
• Minor stoppage / Idling loss. • Energy loss
• Speed loss - operating at low speed • Die, jig and tool breakage loss
• Defect / rework loss • Yield loss
• Management loss • Scheduled downtime loss

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7 Wastes of Lean Manufacturing
•The seven wastes (Muda) of Lean Manufacturing are what a company
should aim to remove from its processes by removing the causes of Mura
(unevenness) and Muri (overburden)as well as tackling Muda directly.
•The Seven Wastes of Lean Manufacturing are;
a.Transport
b.Inventory
c.Motion
d.Waiting
e.Over-Processing
f.Overproduction
g.Defects

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 7 Wastes of Lean Manufacturing

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Measuring Overall Equipment Effectiveness
(OEE)

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Introduction to OEE
•Overall Equipment Effectiveness (OEE) is a quantitative way of
measuring how well a standalone or a flow-line production system
operates in making good product relative to what the system could
make if it operated perfectly, 100% of the scheduled time based on
specific products and processes.
•OEE is a Key Benchmarking metric used to define the Throughput Gap
between Current State and ‘World Class’ for your system.
–“World Class” is considered to be 85%.
–Good companies run in the 95% range.
–Many manufacturers run in the 35% to 45% range.

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Introduction
•The OEE Industry Standard gives a guideline in order to find ALL potential
losses in effectiveness.
•An average machine in an average factory runs about 35 to 45% OEE.
•So it is losing 55 to 65% capacity while
- not running,
- running at reduced speed or
- producing parts out of spec.
•How come then, that the average reported numbers are way over 80%?
•To really reveal the hidden machines in your factory, ALL Losses need to be
defined and visualized.

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Why use OEE?
•Reduce Unplanned Downtime
•Reduce Setup and Changeover Times
•Better Management of Resource Allocation, Planning and Scheduling
•Operator Productivity Increases
•Efficiency with Automated Data Collection
•Better Root Cause Analysis
•Improve Quality, Minimize Rejects
•Identify Bottlenecks and Constraints
•Improve On-Time Delivery
•Manage Operations Pre-emptively & Proactively
•Measurably Improve Profitability
•OEE is the visual metric of Total Productive Manufacturing

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What are the benefits of OEE?
FOCUS
Highlight priorities for change.

SIMPLICITY
Even complex processes can be measured.

FEEDBACK
Before and after change.

BENCHMARKING
Objective comparisons.

TARGET SETTING
Setting achievable goals.

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OEE Formula
•OVERALL EQUIPMENT EFFECTIVENESS % =
AVAILABILITY x PERFORMANCE x QUALITY

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OEE Formula

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What does that mean?

•OEE is a Key Performance Indicator (KPI) that can measure the impact
of change on a process caused by eliminating process, or equipment
losses
•OEE is used to measure the performance of equipment and the
process - not the operator.
•Make visible specific machine status for everyone.

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OEE and the Six Big Losses

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Availability

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Planned vs. Unplanned Downtime

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Productivity

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Operating Speed vs. Productivity

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Quality

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Processed vs. Defect Quantity

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Data Collection for OEE

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Data Collection
Data Analysis

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Example 1

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Example 1 - continue

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Example 2

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Example 2 - continue

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