CONTENTS

1. ABSTRACT

2. INTRODUCTION

3. MAINTENANCE

4 . T O T A L P R O D U C T I V E M A I N T E N A N C E ( TP M )

5. PILLARS OF TPM

6 . J I S H U H O Z E N ( A M)

7. THREE SKILLS

8. IMPLIMENTATION OF AM

9. GOALS AND OBJECTIVES OF AM

10. CASE STUDY OF AM

11. CONCLUSION

1
2. INTRODUCTION

2.1 MAINTENANCE

Maintenance is defined as activities intended to preserve or

promptly restore the safety, performance, reliability, and
availability of plant structures, systems, and components to
ensure superior performance of their intended function when
required. Levitt defines maintenance as acting in the act of
holding or keeping in a preserved state of the asset to avoid the
failure. Maintenance also can be define as the combination of
activities by which equipment or a system is kept in, or restored
to, a state in which it can perform its designated function.
Willmott and McCarthy state that the definition of maintenance of
a Japanese person from a world class manufacturing company as
maintenance means maintaining and improving the integrity of
our production and quality system through the machine,
processes, equipment and people who add value to the products
and services, that is the operators and maintenance of the
equipment.

Whereas, the maintenancedefinition to a typical Western

manufacturing company as carry out planned servicing atfix
intervals or fix it when it break down. According to Wireman
maintenance is aunique business process. It requires an approach
that is different from other business processes if it is to be
successfully managed. Levitt define maintenance is war. The
enemies are breakdown, deterioration, and the consequence of all
types of unplanned event. Drury describe maintenance is a
complex part of the lifetime of a dependable embedded system.
Design and maintenance must be simultaneously planned in order
to ensure an efficient and cost-effective outcome over the life of
the product.

2
3. TOTAL PRODUCTIVE MAINTENANCE

Total productive maintenance (TPM) is a new way of looking at

maintenance, or conversely, a reversion to old ways but on a mass
scale. In TPM the machine operator performs much, and
sometimes all, of the routine maintenance tasks themselves. This
auto-maintenance ensures appropriate and effective efforts are
expended since the machine is wholly the domain of one person
or team. TPM is a critical adjunct to lean manufacturing.
If machine uptime is not predictable and ifprocess capability is
not sustained, the process must keep extra stocks to buffer
against this uncertainty and flow through the process will be
interrupted.. One way to think of TPM is "deterioration
prevention" and "maintenance reduction", not fixing machines.
For this reason many people refer to TPM as "total productive
manufacturing" or "total process management". TPM is
a proactive approach that essentially aims to prevent any kind of
slack before occurrence. Its motto is "zero error, zero work-
related accident, and zero loss".

3
4. PILLARS OF TPM

4
5
5. JISHU HOZEN
(AUTONOMOUSMAINTENANCE)

The principal way in which the production department

participates in TPM is through autonomous maintenance-
cleaning, inspection, and simple adjustments performed by
operators systematically trained through a step-by-step
programme.

The purpose of an autonomous maintenance program is threefold.

First, it brings production and maintenance people together to
accomplish a common goal – to stabilize equipment conditions
and halt accelerated deterioration. Operators learn to carry out
important daily tasks that maintenance personnel rarely have time
for. These tasks include cleaning and inspection, lubrication,
precision checks, and other light maintenance tasks, including
simple replacements and repairs in some environments.

Second, an autonomous maintenance program is designed to help

operators learn more about how their equipment functions, what
common problems can occur and why, and how those problems
can be prevented by the early detection and treatment of abnormal
conditions. Third, the program prepares operators to be active
partners with maintenance and engineering personnel in
improving the overall performance and reliability of equipment.

Traditionally, the general attitude on the shop floor has been “I

run it, you fix it”. Operators were responsible only for setting up
workplaces, operating the equipment, and checking the quality of
processed work. All management of the equipment’s condition
was the responsibility of maintenance staff. By now it should be

6
clear that this way of thinking does not promote optimal
equipment performance.

The alternatives are sad indeed, because as operators you can

easily prevent many breakdowns and quality problems by learning
how to recognize abnormal conditions. A great deal of this
learning can come about simply through your physical contact
with the equipment – by taking a little time to tighten loose bolts,
lubricating dry parts and cleaning away dirt, and by noticing dirt
or grime on friction surfaces and switches – conditions that can
shorten equipment life.

While these tasks are easy enough to do, in very few factories are
they done well. Often you can find clogged drains, empty oil
supply equipment, and other results of neglect.

Autonomous maintenance teaches you, the equipment operator, to

understand your equipment. Equipment knowledge is no longer
limited to operation; now it also includes a lot of things
traditionally regarded as maintenance work. This approach is
becoming increasingly important as factories introduce more
robots and automated systems. Most important, you need the
ability to look at the quality of the products and the performance
of the equipment and notice when something is not right.

5.1 THREE SKILLS

AM depends on the following three skills:

1. Knowing how to distinguish between normal and abnormal

conditions (the ability to establish equipment conditions).

2. Knowing how to ensure that normal equipment conditions are

met (the ability to maintain equipment conditions).

3. Knowing how to respond quickly to abnormalities (the ability

to restore equipment conditions).

7
When you have mastered all three skills, you will understand the
equipment well enough to recognize the causes of future
problems. You will realise when the machine is about to produce
defects or break down. You will also be able to respond quickly.
The following list describes some of the skills operators' need.

The ability to detect, correct, and prevent equipment

abnormalities and make improvements. This includes
understanding the important of

1. Proper lubrication, including correct lubrication methods and

methods for checking lubrication.

2. Cleaning (inspection) and proper cleaning methods.

3. Improving equipment to reduce the amount of debris and

prevent its accumulation and spread.

4. Improving operation and maintenance procedures to prevent

abnormalities and facilitate their prompt detection.

The ability to understand equipment functions and

mechanisms, and the ability to detect causes of abnormalities.

1. Knowing what to look for when checking mechanisms.

2. Applying the proper criteria for judging abnormalities

3. Understanding the relations between specific causes and

abnormalities.

4. Knowing with confidence when the equipment needs to be shut

off.

5. Being able to diagnose the causes of some types of failures.

8
The ability to understand the relationship between equipment
and quality, and the ability to predict problems in quality and
detect their causes

1. Knowing how to conduct a physical analysis of the problem.

2. Understanding the relationship between product quality

characteristics and equipment mechanisms and functions.

3. Understanding tolerance ranges for static and dynamic

precision, and how to measure such precision.

4. Understanding the causes of quality defects.

5.2 The need for autonomy

The need for enhancing operator's competencies soon raised, as

the sophistication and complexity of the equipement to use
raised. Not only the proper use of the resources require a higher
grade of knowledge, but also the way to maintain them in an
operational state, to take care about a costly equipment, through
proper and regular tending.

Additionally, production stoppage have growing economical and

logistic impacts, as more firms go the just-in-time way and
becoming sensitive links in a global supply chain, which
performance is more than often related to the upstream suppliers'.
A production stop is not only impacting the unit itself, but may
expose it to additional penalties from customers.

In order to reduce indirect costs, many firms farmed out all or

part of maintenance, loosing great share of know-how and
becoming dependent upon their subcontractor.
Transfering simple tasks from the maintenance team to production
operators themselves allows keeping expertise required tasks or
high added value tasks for maintenance experts, reviewing the
maintenance staff number, hence optimizing costs.

Taking into account oerators' motivation, skills and points of

interest is an important factor for developing autonomy, as well
as understanding that performance of a machine is in fact the
result of a man-machine combination. To make this combination
efficient, man has to be motivated, involved et able, aware of the
stakes and encouraged to take initiatives to keep and improve
performance.

9
From the traditional organization split between users (production)
and tenders (maintenance), the new thinking way is focusing on
polyvalent teams made of users and tenders, skills idealy found in
the same persons.

Obviously, anyone who masters all these skills has achieved a very
high level indeed, and no one is expected to do hat quickly. Instead,
each skill should be studied and practiced for whatever time it takes
to acquire proficiency.

5.3 Policy:

1. Uninterrupted operation of equipments.

2. Flexible operators to operate and maintain other equipments.

3. Eliminating the defects at source through active employee

participation.

10
6 IMPLEMENTATION OF AUTONOMOUS
MAINTENANCE

These stages or steps are based on the experiences of many

companies that have successfully implemented TPM They represent
an optimal division of responsibilities between production and
maintenance departments in carrying out maintenance and
improvement activities.

A Step -by -Step Approach

It is very difficult to do several things at the same time. That’s why
autonomous maintenance training takes a step-by-step approach,
making sure each key skill is thoroughly learned before going on to
the next. Autonomous maintenance is implemented in seven steps:

11
 Seven Steps for Developing Autonomous
Maintenance

Step Activity Goals for Goals for Group

Equipment Members
(workplace (TPM group
diagnosis) diagnosis
1.Conduct initial Thoroughly Eliminate Develop curiosity,
cleaning remove debris environmental interest, pride and
and causes of care for equipment
contaminants deterioration such through frequent
from equipment as dust and dirt; contact
(remove unused prevent accelerated Develop
equipment parts) deterioration leadership skills
Eliminate dust and through small
dirt; improve group activities
quality of
inspection and
repairs and reduce
time required
Discover and treat
hidden defects

12
2.Eliminate Eliminate the Increase inherent learn equipment
sources of sources of dirt reliability of improvement
contamination and debris; equipment by concepts and
and inaccessible improve preventing dust and techniques, while
areas accessibility of other contaminants implementing
areas that are from adhering and small-scale
hard to clean accumulating improvements
and lubricate; Enhance Learn to
reduce time maintainability by participate in
required for improving cleaning improvement
lubrication and and lubricating through small
cleaning group activity
Experience the
satisfaction of
successful
improvements
3.Develop Set clear Maintain basic Understand the
cleaning and cleaning, equipment meaning and
lubrication lubrication and conditions(deterior importance of
inspection ation- preventing maintenance by
standards that activities) cleaning, setting
can be easily lubrication, and maintaining our
maintained over inspection own standards
short intervals; (What is
the time allowed equipment
for control?)
daily/periodic Become better
work must be team members by
clearly specified taking on more
responsibility
individually.
4.Conduct general Conduct training Visually inspect Learn equipment
inspection skills on inspection major parts of the mechanisms,
training skills in equipment; restore functions, and
accordance with deterioration;enhan inspection criteria
inspection ce reliability through inspection
manuals; find Facilitate training, master
and correct inspection through inspection skills
minor defects innovative Learn to perform
through general methods, such as simple repairs
inspections;modi serial number Leaders enhance
fy equipment to plates, colored leadership skill
facilitate instruction labels, through teaching
inspection thermotape gauges group members
and indicators see learn through
through covers etc. participation
Sort out and study
general inspection
data;
Understand the

13
 importance of
analyzed data.

5.Conduct Develop and use Maintain optimal Draw up

inspection autonomous equipment individual daily
autonomously maintenance conditions once and periodic check
check sheet deterioration is sheets based on
(standardize restored through general inspection
cleaning, general inspection manual and
lubrication, and Use innovative equipment data
inspection visual control and develop
standards for systems to make autonomous
ease of cleaning management skills
application) lubrication/inspecti Learn importance
on more effective of basic data-
Review equipment recording
and human factors; Learn proper
clarify abnormal operating methods,
conditions signs of
Implement abnormality, and
improvement to appropriate
make operation corrective actions.
easier.

14
6.Organize and Standardize Review and Broaden the scope
manage the various improve plant of autonomous
workplace workplace layout etc. maintenance by
regulations;impr Standardize control standardizing
ove work of work-in-process various
effectiveness,pro defective products, management and
duct quality, and dies, jigs, tools control items
the safety of the measuring Be conscious of
environment instruments, the need to
Reduce setup material handling improve standards
and adjustment equipment, aisles, and procedures
time; eliminate etc. continuously,
work-in-prices Implement visual based on a
Material control systems standardization
handling throughout the practice and actual
standards on the workplace data analysis
shop floor Managers and
Collecting and supervisors are
recording data: primarily
standardization responsible for
Control continuously
standards and improving
procedures for standards and
raw materials, procedures and
work-in-process, promoting them on
products, spare the shop floor
parts, dies, jigs,
and tools
7.Carry out Develop Collect and analyze Gain heightened
ongoing company goals; various types of awareness of
autonomous engage in data; improve company goals and
maintenance and continuous equipment to costs (especially
advanced improvement increase reliability, maintenance costs)
improvement activities;improv maintainability and Learn to perform
activities e equipment ease of operation simple repairs
based on careful Pinpoint through training
recording and weaknesses in on repair
regular analysis equipment based on techniques
of MTBF analysis of data, Learn data
implement collection and
improvement plans analysis and
to lengthen improvement
equipment life span techniques
and inspection
cycles

15
GOALS AND OBJECTIVES OF AUTONOMOUS
MAINTENANCE

•Stabilize, control or prevent deterioration of production

equipment

•Prevent degradation related failures

•Increase access and ease of inspection and maintenance

•Improve skill levels & personal growth throughout the Company

•Improve predictability through data analysis & improved

communication

16
CASE STUDY OF AUTONOMOUS
MAINTENANCE

ABSTRACT

This paper discusses the implementation of Autonomous

Maintenance (AM) program for job base in order to sustain the
machine efficiency in Technical University (TU). Grinding
machine was selected for case study. In TU, all engineering
students especially will use grinding machine for producing very
fine finishes or making very light cuts, using an abrasive wheel
as the cutting device.

As compared with other machining processes, grinding is a

costly operation that should be utilised under optimal conditions.
The result shows that the AM program had improved
responsibility and alertness of the machine users on the machine
condition as the standard. In addition, it reduced the total of the

17
problems occurred on the machine and indirectly reduced the cost
of breakdown maintenance.

INTRODUCTION

TPM involves a restructuring of work relating to equipment

maintenance. Being relieved of such routine tasks, the expertise
in the maintenance unit can now be deployed to focus on more
specialized activities such as major repairs, overhauls, tracking
and improve ment of equipment performance, and replacement or
acquisition of physical assets .

Instead of having to continuously fire-fight and attend to

numerous minor chores, it can now devote its resources to address
strategic issues such as formulation of maintenance strategies,
establishment of maintenance management information systems,
tracking and introduction of new maintenance technologies,
training and development of production and maintenance workers.

Total employee involvements, autonomous maintenance, small

group activities to improve equipment reliability, maintainability
and productivity, and continuous improvement, or kaizen are the
principles embraced by TPM. One of the main arms of TPM is

18
Autonomous Maintenance (AM), called as Jitshu Hozen in
Japanese. The success of TPM, to a large extent, depends upon
the success of AM. Grinding machine is extensively used in the
Machine Shop Laboratory (MSL), Universiti Teknikal Malaysia
Melaka (UTeM) to perform the task given especially in
manufacturing practice subject. The machine is exposed to the
breakdown as it is not well maintained.

Maintenance and machine could not be separate to each other.

Machine needs maintenance like human needs water. Daily
maintenance, although it is simple but still could improve the
effectiveness and expand the life time of the machine. Currently,
UTeM had bought 5 machines which used by students in MSL.
Unfortunately, after 5 years operation, only 2 can be used. 3 out
of total 5 cannot be used due to maintenance problems.

The authors considered that the problem occurred because of

improper maintenance program on the machine. In addition, the
machine always be second priority compared to others machine.
This paper discusses the initial step of AM implementation on the
grinding machine towards machine zero breakdown and TPM for
base in education practice.

GRINDING MACHINE

Grinding is a chip removal process that uses an individual

abrasive grains as the cutting tool.A grinding machine is a
machine tool used for producing very fine finishes or making very
light cuts, using an abrasive wheel as the cutting device. Malkin
and Guo define that grinding is an essential process for final
machining of components requiring smooth surfaces and precise
tolerances. As compared with other machining processes, grinding
is a costly operation that should be utilized under optimal
conditions.

For this paper, grinding machine (Model: BO 300A) was selected

for case study (see appendix (figure 5) for orthographic drawing).
The grinding machine (Model: BO 300 A) is double wheeled,
single speed, circumferential, designed for manual grinding of
metal parts. Its spindle is seated in two double-row swivel
bearings, clamped in screw bodies, driven by electric motor over
two pair V-belts. Starting and stopping follows through push
buttons. The grinding machine is equipped with adjustable rests,
regulator and safety glass plates. It has suction plant, putting off
surface and anchoring and is delivered with standard accessories.

19
The technical data of Grinding Machine BO 300 A is shown in
Table 1.

Table 1: Technical Data of Grinding Machine

Specifications
External and internal diameter and width of 300 / 76 - 40 mm
grinding wheels
Wheel spindle speeds 1600 Rev / min

Outputs and revolutions of the main driver motor 2.2, 1440 kW, rev /
min

Max. noisiness of the machine 78 dB

Weight of the machine 130 kg

Weight of the machine with standard equipment and 160 kg

packing

DATA COLLECTION

For data collection, fuguai (abnormality) mapping is performed

to differentiate abnormalities focus areaon the machine which
normally covered the front of the machine, right view, left view,
over view, back view, and base. However, this study only
focussed on three main areas of grinding machine. There are
front, right and left view (see appendix (figure 6) for details).

To perform fuguai identifications (data collection), fuguai tag

(F-Tag) was used. Patra et. al.stated that employees have the
ability to “detect abnormality” with regard to services and
equipment, based on a feeling that “there is something wrong” on
work. This is a continuous cycle and F-tags were used for
abnormality identification.

This step is absolutely vital for proper improvement of

productivity. F-tag is used to represent the big eyes. There are
two types of F-tag, red tag and yellow tag. Red tag used to
represent fuguai which required highly technical knowledge while

20
yellow tag used for simple fuguai which not required highly
technical knowledge. Figure 1a and 1b are the example of fuguai
tag which used for data collection. The following are the
descriptions of the items on the fuguai tag.

1. Physical: abnormalities on the machine that can be seen by

naked eyes, not hazardous but important to pay attention to.

2. Function: abnormalities on the part of the machine that could

lead to the machine / the part of the machine not perform it
function.

3. Safety: abnormalities on the machine that could lead to hazard

and danger to the user.

4. Contents: the detail explanation about the fuguai.

5. Date: the date of the fuguai happened must be stated in this

column for analysis purpose.

6. Machine: by stating the machine name, the analysis or

maintenance is easier to detect which machine is in fuguai.

21
Inspection checklist was applied. Table 2 describe the inspection
checklist for data collection.

Table 2: Inspection checklist for Grinding Machine (Model:

BO 300A)

No Inspection Description
Remark
1 Look:
� Have chips or coolant contaminates the motor?
Yes

2 Listen:
� Are there any strange noises (whining? groaning?
sound or slippage?) from the motor brake, or belts?
No

3 Touch while in operation:

� Is there any hear or vibration from motor or brake?
No

4 Turn off the machine, then touch again:

� Are safety guards fastened securely?;
Yes
� Are the motor and brake mounting bolts tight?
Yes

5 Remove cover and verify:

� Are belt tensions satisfactory?
Yes
� Are belts or pulleys worn?
No
� Is there any play in the pulley set bolts or keys?
No

RESULT & DISCUSSION

The result is based on 7 weeks observations that have been

performed on the selected grinding machine and only focus on
three main machine area (front view; right view; left view) based
on fuguai mapping. The following sub-titles will describe the
analysis of fuguai.

22
FUGUAI CHARACTERISTIC

There are eight fuguai that have been identified on the Grinding
Machine (Model: BO 300A) including dust, coolant spill,
corrosion, cobweb, scratches, broken hose, misspelled label and
misplace items (see table 3 for details). The declaration of
criteria for each fuguai is important because when one fuguai is
found, due to its characteristics, the fuguai could be classified to
its class / type.

Table 3: The Standard type of Fuguai

Type of fuguai Description

1. Dust : Minute solid particles with diameters less

than 500 micrometers.Dry ferrous dust
generated from grinding process.

2. Coolant spill: A coolant, or heat transfer fluid, is a fluid which

flows through a device in order to prevent its
overheating, transferring the heat produced.
Coolants can quickly become contaminated with
foreign materials, causing coolants to lose
effectiveness and develop foul odours and
colours.

3. Corrosion: Also known as rust.Breaking down of essential

properties in a material due to reactions with its
surroundings (a loss of an electron of metals
reacting with water and oxygen). Affects
metallic materials.

4. Cobweb : "Cobweb" is referred to a web inside a house,

where dust has gathered on the sticky silk,
forming long, hanging streamers.

5. Scratches : A thin shallow cut or mark on (a surface) with a

sharp instrument.

6. Broken Hose: The condition of the hose is not in shape, broken

at the end of the hose therefore the dust
scattered around the dust collector

23
7. Misspelling: LabelExample: the spelling of “PEDELSTAL” is
wrong. It should be spelled as “PEDESTAL”.

8. Misplace item: The item that should not place on the area.

FUGUAI ANALYSIS

For analysis purpose, bar chart and trend chart were used. The
charts are used to summarise the result in proper way for
comparison and similarity analysis. Figure 2 represent the data
collection for front view, Figure 3 for right view meanwhile
Figure 4 represent left view.

The fuguais have been divided into three categories; safety,

physical and function. These categories are considered to clarify
the fuguai status. Safety is considered the high risk fuguai which
can affect the machine user. In addition, the safety fuguai may
cause hazardous factor which is opposite with laboratory rule and
regulation. One of the prominent fuguais for safety is coolant
spill. A few of coolant spill is considered physical fuguai,
besides when it become more serious, the coolant spill will be
considered safety fuguai which may cause an accident and
mistake on the machine. The other point is that, the coolant spill
may cause functional fuguai when the liquid enter the wrong
place on the machine.

According to Figure 2a, misplace item and mislabelling are two

types of major fuguai that identified on the front of the machine.
The result is similar for the right view and left view which stated
that misplace and mislabelling are considered major fuguai
(please see figure 3a and figure 4a). Through fuguai mapping, it
can be seen that front view is the critical part should be focussed.
The result is expected since the machine users have to face the
front of the machine and always be used for finishing purpose
after performing other machining process.

Figure 2b, 3b and 4b shows the result of overall fuguai /

category. Base on the figures, it shown that physical fuguai is
major category of fuguai on the machine especially on the front
side which contributed 55 fuguais out of total 77 fuguais,
followed by safety and functional.

24
Figure 2c, 3c and 4c shows the trend analysis on 7 weeks fuguai
observation on the machine. For the knowledge, through this
study every identified fuguai on the previous week will be
eliminated before proceed to the next observation except red tag
fuguai which required highly skill and knowledge. This is very
crucial to analyse the trend of the fuguai towards autonomous
maintenance programme. The trend charts show that most fuguai
are found on week 1 for all areas. Without machine user
awareness on the machine maintenance and the fuguai, the
physical fuguai was dramatically rising until week 5.

However, it was steady decreased on week 6 and week 7.

Furthermore, safety fuguai for the front of the machine was
reduced. For functional fuguai, only 1 fuguai was found on the
front and 1 on the right side. Unfortunately, the fuguai on the
right side cannot be eliminated due to highly technical problem.

The number of fuguai identified in first week is 22. The fuguai

reduced to 19 on the following week and reduced significantly on
week 3 to 13 fuguai. Nevertheless, the number of fuguai increased
a little to 15 fuguai in week 4 and week 5. In week 6, the numbers
of fuguai is climb to 22 fuguai and then decrease to 15 fuguai on
week 7.

The inconsistent changes of fuguai frequency are closely related

to the frequent use of the machine, and the student who use the
machine. From the observation, during week 3, the numbers of
students who use the grinding machine are modest compare to the
other week. Besides, the students who use the machine are the
final year students and second year students. These students are
more likely know how to use the machine and habitually to clean
the area of the machine before leave the lab.

The higher frequency of fuguai is dust, 61, followed by coolant

spill, 31, scratches, 14, broken hose, 7, corrosion and misplace
item both 4, and misspelling label and cobweb both 2. The dust is
the most critical fuguai and appropriate solution should be
planned to eliminate the fuguai. Although through weekly Initial
Cleaning, the dust is really hard to eliminate. Coolant Spill also
needs to pay attention as this fuguai is also likely to repeat on
the next week. The non-critical fuguai include misspelling label
and cobweb.

25
26
27
CONCLUSION

The objective behind this project was to perform an AM

programme on the grinding machine (Model: BO 300 A). The
study gives an insight into identifying and analyzing the
abnormalities on the grinding machine (Model: BO 300 A). The
findings were based on analysis of data collected after execute
the first step of AM on the machine for seven weeks period of
time. It was found that some of fuguai were cannot be eliminated
however they were possible to be reduced.

The most critical fuguai occurs on grinding machine was dust.

This was brought about by the grinding process that produces
ferrous dust as chips. The fuguai can be reduced by performing
final clean before leave the lab and after use the machine.
Meanwhile, the crucial area was the front of the machine. Itcould
be due to the front was the work centre for grinding process and
consists of many parts compared to right side and left side of the
machine.

In addition one of the significant findings in project was the

physical is a very chronic type of fuguai that dominate each and
every area of the machine. Some of physical fuguai were possible
to eliminate by carry out the cleaning on the machine from time
to time, but some were hard to be get rid of. On the other hand
safety and function only rule tiny parts of the machine but these
types of fuguai were acute therefore required high attention.

These types of fuguai usually need high technical knowledge to

be dealt with. The operators of the machine UTeM’s students and
they are different students who operate the machine in every
week. Therefore, it was so challenging to build a solid AM
programme on the machine. That was the main reason why the
fuguai could not be eliminated completely.

Furthermore, the fuguai that occurred on the machine were

repeated each week. It is undeniable that the implications of the
findings are constrained by the period to perform AM program on
the grinding machine (Model: BO 300 A). The seven weeks period
is apparently insufficient to carry out a complete AM program on
the machine. Moreover, the data was taken once a week, therefore
it may have a small error and imprecise to the data.

28
Furthermore this project is not applicable for other types of
grinding machine. When performing AM on the machine, the
importance of AM have become more apparent and radiance.
Performing AM on the machine has built the awareness that even
a tiny abnormalities on the machine could lead to the large impact
on machine performance. Moreover, after performing Initial
Cleaning on the machine, the workplace area became clean,
uncontaminated, organized, and user-friendly.

29
30
31
 Conclusion

In today’s world of full competition AM is a strategy of success .

it is a program having applications in a varity of fields such as
manufacturing ,building maintenance, transportation and other
service sectors. Every one in an organisation from top to bottom
must be involved in this program. This may help to get a high
rate of return on investment than the expected.

32