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(Maintenance)
Kouichi Ueda
February, 2001
Motomachi Plant General Manager of Machinery Division
Contents
This concept has been a creed of Sakichi Toyoda since he invented an automatic loom in the early 1900.
Moreover in 1930s when Toyoda group stated automotive operation, this concept was firmly established by
Kichiro Toyoda from what he learned from the US automotive industry and still has been passed on to the
present day as an unbroken tradition.
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2. TPS vs. TPM
1) Toyota Production System (TPS)
TPS is a system created in order to embody our mission as a manufacture and to deliver good products to
customers in an effective and timely manner and the foundation of the system is visual control and the pillar
is Just in time. It is one of the philosophies of Toyota (Toyota Way) to expose any muda (waste) and to
continuously challenge to achieve the most effective production activity.
JIT can be realized only when the equipment functions properly at time whenever needed to be operated. That
is to say, in order to prove TPS to be effective, it is necessary for production, maintenance, engineering and
production engineering division to unite as a team in order to achieve the 100% operational availability.
As stated above, TPM is an activity to tackle on a method to conduct jobs and structural reform from both sides of
a man and equipment. TPM is also positioned as Total Production Management.
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II. The Concept of TPM
1. The definition of TPM
Note) TPM is an activity to tackle on a method to conduct jobs and structural reform from both sides of a man
and equipment. TPM is also positioned as Total Production Management nowadays.
(2) To plan and implement maintenance countermeasures at minimum cost in order to achieve and
maintain high operational availability (for the existing equipment.)
(Production and Maintenance division)
The target
(1) Improvements on safety, quality and productivity and reduction of manufacturing cost by
reducing equipment downtime.
Loss of equipment downtime: equipment failures, set up /adjustment, idling and stoppage,
reduced speed operation, start up and defect.
6 major losses
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3. The importance of TPM
deterioration
Quality issue raise
Quality
Downtime Process
Energy increase
losses defect
Increase in spare
*functional parts
decline
Decline in safety
Increase in
troubleshooting
Other
losses
Disturbance of
Deterioration
Standardized work
environment
of working
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III. The Mainstay of TPM Activity
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IV. Fabrication of the Good Equipment
1. Manufacturing of the simple and low-maintenance equipment
1) Objective
In a planning and fabricating phase, in order for manufacturing side to avoid cleaning up the badly designed
equipment, it is important to make the equipment with a good design.
*It is critical for manufacturing side to participate from equipment planning phase.
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B. Deliver specific information to Production Engineering
to a plant
[Investigate problems]
defects
Failure location (assumption) Production division will
New equipment
analyze
Investigate the same model t volume) maintenance
other vendors. Kaizen
[Investigate failures in the past]
, and
Frequent breakdowns / long down
classify
decide
and
o
time.
decide
and
Maintenance file
Equipment to be
Organize,
Investigate
Major breakdown reports Supplier
/diverted
Investigate
Specifications meeting
[Investigate problems] Narrow down Kaizen items
Root cause/location of long
downtime
modified
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The role of CL, GL and EX in making the good equipment
<< Maintenance division /manufacturing division >>
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V. Preventive Maintenance
<< The activity to prevent equipment from breaking >>
[Major Steps]
Responsibility
Key points of Maintenance
Definition Production Maintenance
activity Category
division division
Full compliance with basic condition (cleaning,
Preventive Maintenance
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2. Autonomous maintenance
(Check, care, simple part replacement and repair done by manufacturing division)
Deterioration
Repair
zone
Breakdown
Breakdown
Time
2) If the equipment is used correctly and cared 3) It is possible to prevent equipment breakdown
properly, it may deteriorate as natural by grasping symptoms of abnormality with
phenomena, it will live out its natural service daily checks and implementing
life. (Natural deterioration) countermeasure accordingly.
4) In production activity, it is critical to always maintain the equipment in the best condition by eliminating forced
deterioration under autonomous maintenance and performing repairs in a timely manner, that is to say, this is
the foundation of TPM, activity to prevent breakdown as preventive maintenance.
(2) Benefits and the significance of autonomous maintenance executed by manufacturing division.
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(3) The objective of autonomous maintenance
In order to consistently maintain the equipment in the best condition, it is necessary to control the
equipment with a strong interest in a daily condition of the equipment. By checking, exchanging and
cleaning locations at the fixed frequency, factors for possible breakdowns can be eliminated; abnormality of
equipment can be detected fast in an effort to prevent breakdown of the equipment.
1) Grasp the normal condition of the equipment. (sound, heat, cycle time etc)
2)Master correct methods to operate the equipment.
3)Catch any symptom of abnormality and provide right information to the maintenance group.
4) Plan and implement autonomous maintenance based on items to be checked (autonomous
maintenance control board)
a) It is desirable to set up basic items first and then expand activities as the skill level of a responsible
individual improves.
Item Example of basic items Example of extended items (depends on skill level)
Inspection Standard pin, wear/chip of standard surface. Abnormal noise, generation of heat, abnormal
Retightening Inspect function of safety devices. vibration. (pump, motor, fan, top shaft, oil)
Tightening (bolts/nuts jig, bolts/nuts of Tightening (standard metal bolt, hydraulic pneumatic
clamp) pressure joint of coolant pipe)
Cleaning Items to maintain quality Strainer, hydraulic pneumatic system & coolant filter
(standard surface, standard pin, jigs) Detection devices such as Limit switch, proximity
Cooling filter for control panel, motor switch.
Machining unit, wheel head slide table
Lubrication Oil level check/supply Lubrication (Area that can be lubricated from
(Concentrated lubricant oil mist system,) outside).
(Clamp area, sliding chucks)
Parts Wear parts to maintain quality General wear parts (V belts, filter), lights
replacement (Standard pin, center, drill bush) Limit switch Welding cable
[Implementation window]
Utilize 10-minute maintenance time (10 minutes before afternoon shift start-up).
In our division, 10-minute maintenance time is secured and autonomous maintenance activity is executed
during the time.
[Points to remember]
Fully and effectively utilize 10 minutes.
Though it is only 10 minutes, ensure to take 10 minutes each time.
Ensure to coordinate in advance. For CL and GL (SX), provide time and responsibility for members.
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The role of CL, GL, SX and EX in implementing autonomous maintenance
(Manufacturing division)
CL
Provide suggestions after visually checking how the activity is coming along.
* Plan a schedule for autonomous maintenance and check subordinates for
implementation status and necessary items.
(1) Plan a specific schedule including who, when , what and how.
GL (2) in correct information on troubleshooting procedures and reoccurrence prevention
from an individual who is assigned for and request the maintenance group and
follow up the results.
(3) Coordinate with the maintenance group for construction schedule and cooperation.
* Ensure to implement self-maintenance and accurately report information of equipment
to Maintenance division.
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3. Periodic/fixed-volume maintenance activity (maintenance and manufacturing divisions)
By checking and controlling a condition of the equipment at the fixed period and volume, with
early detection of problems and countermeasures, periodic /scheduled-volume maintenance
targets to prevent breakdown and support smooth production activity guaranteeing equipment
availability.
Definition
Terminology Definition
Advantage Disadvantage
Periodic Maintenance activity implemented Easy to plan since implementation Unless a plan is changed
Maintenance at the fixed period. cycle is constant. immediately as a response to
Ex. 1 /year production volume fluctuation, it
1 /month etc will turn out to be too much /too
little maintenance.
Periodic Maintenance activity implemented Production volume= number of Hard to plan a schedule since
Maintenance at the fixed production volume. times equipment operated maintenance cycle changes with
Ex. 1 /2000 times enabling to prevent too much/too production volume fluctuation.
1 / 10000 times etc little maintenance.
Tool (counter) needs to be installed in order to count production volume
or number of times equipment operated.
Periodic/fixed-volume maintenance is a very effective tool to prevent breakdowns from wear of mechanical
parts and deterioration of electric equipment, thus it is the maintenance activity that Maintenance group should
put its most effort into.
* Manufacturing group should work on items that they could in an effort to expand maintenance skill.
Planned implementation can
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(5) The scope of application for predictive maintenance
Periodic/fixed-volume maintenance should be applied for all equipment, however in order to achieve
maximum return at a minimal const it is wise to apply for the equipment with higher priority such as a critical
line and the critical equipment.
In this way, after determining scope of application, Maintenance group should organize the system to
implement periodic/scheduled-volume maintenance and make the best effort to always achieve 100% of
executing rate.
2) Create the periodic/fixed-volume maintenance system that would achieve the same result no matter who
implements.
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The role of CL, GL, SX and EX in implementing periodic/fixed-volume maintenance
(Manufacturing division)
(1) Direct member to register items for periodic/fixed volume maintenance as needed.
(2) Based on a list of periodic/fixed-volume maintenance for the month, plan a implementation
GL schedule and select members.
SX (3) Grasp work progress of each member and follow up if there is work delay.
(4) Based on information from members, as for the equipment with problems, discuss with
related members (CL, staff) and plan preventive maintenance.
* SX plans and manages items requested by GL.
* Execute jobs, grasp the work progress, support GL and SX, and digest planned works.
(1) Brainstorm items for periodic/fixed-volume maintenance and study work sequence.
EX (2) Report equipment condition, with a supervisor, discuss and plan countermeasure if problems
are detected.
(3) Review the inspection cycle and work methods, and investigate effective work methods.
The key points to establish periodic/fixed-volume maintenance are to select items that are truly necessary and to
execute jobs for 100%.
In addition, Kaizen activities for work methods are necessary to produce consistent results no matter who would
work on.
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4. Predictive maintenance
Predictive maintenance applies a method to detect function deterioration of equipment by monitoring symptoms
of deterioration and it is also called as condition monitoring maintenance. By using the five senses of human
body and measurement devices, Simplified diagnostic method can be performed simply and Precision diagnostic
method uses advance techniques.
(1) Objective
It is possible to use equipment (parts) until right before its life span and the following results can be expected.
1) Breakdown prevention and extension of equipment life.
2) Decision of adequate maintenance period (disassemble maintenance, repair, parts replacement).
3) Inventory reduction (for maintenance spare parts) with JIT ordering system.
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The role of CL, GL, SX and EX in implementing predictive maintenance
(Maintenance and manufacturing divisions)
(1) Investigate and plan a specific strategy to surely execute instructions above, guide and follow
up.
(2) Understand a history of daily failures or collect information on emergency breakdown on-
site, investigate predictable items and implement or make suggestions.
GL
(3) In order to avoid an increase in the amount of periodic and fixed volume work, together with
SX
subordinates, brainstorm methods that are easy and fast to predict.
EX (1) After a repair, investigate countermeasures for predictable failure by repeating why, and
report them to a supervisor.
The first step of predictive maintenance is to grasp the normal condition of the equipment.
Always pay attention to (have interest in) the equipment, linking to predictive maintenance.
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VI. The activity to repair failures fast and correctly
In case when failure or defects occur, the next two points are important.
How quickly one can repair and restart the smooth production activity.
How to analyze a root cause and plan countermeasure in order to prevent recurrence of equipment failure.
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2. Select countermeasures to achieve total optimization
It is critical for both Manufacturing group and Maintenance group to jointly discuss response methods with a
perspective of what is total optimization?
Accurate estimation of
time for recovery Timely adjustment
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The role of CL, GL, SX and EX to repair failures immediately and correctly
(Maintenance and Production division)
To obtain accurate information and to grasp a current condition are the first step to repair the equipment fast.
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VII. The activity to improve the equipment for the better
<< The activity to prevent recurring failure >>
1. Failure analysis and recurrence prevention
Planning of
Occurrence of failure
countermeasures for
recurrence prevention
Investigation of
occurrence condition Recurrence prevention
planning
NG
Failure analysis and Evaluation of
investigation of the root countermeasures
cause
OK
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b) Factor analysis for the root cause and countermeasures / factor analysis for the root cause of the failure
The results of factor analysis for the root cause of the failure or the defect are classified and listed by division
and countermeasures corresponding to factors are suggested.
A) Production Division Operation error C) Production Engineering Plan and design fault
Division (Supplier)
Factor category Countermeasure Factor category Countermeasure
1. Operational defect a. Training to improve 1. Equipment planning defect a. Clarify planning defect.
2. Cleaning defect operational skills. 2. Design defect Request PE for
3. Lubrication defect b. Standardize daily 3. Parts selection defect countermeasure
4. Check /adjustment defect maintenance 4. Material/ heat treatment b. Change design
5. Setting defect Clarify maintenance defect Review design layout,
6. Front process defect standard 5. Manufacturing defect standard
7. Other Train knowledge/skills 6. Installation defect c. Standardize work
c. Improve skills and 7. Other d. Check quality, reinforce
standardization control
d. Process check, reinforce e. Other
control
e. Other
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The role of CL, GL, SX and EX to improve the equipment for the better
(Maintenance division)
In order not to repeat the same failure, a thorough analysis on the failure (investigation of the root cause) is the
most important. Without a thorough failure analysis, there is no reoccurrence prevention!
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VIII. Visual control
In a nutshell, a visibility of inside of the equipment will positively impact on any activity. Therefore this group is
aggressively promoting visual control.
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IX. Spare parts control
(1) The definition of spare parts
Spare parts are parts to be carried for equipment repairs in order to avoid long downtime of the equipment
when components/parts of the equipment experience breakdown or performance deterioration for some reason.
What is required for spar parts is to recover function or performance of the equipment after exchanged and to
guarantee quality (reliability).
Execute maintenance activities on soft and tools for hard, create an environment that replacement and
fabrication of spare parts can be effectively executed, and reduce loss of equipment downtime.
(4) Drawings for a control circuit and a hydraulic and pneumatic system for equipment on site must be available
and maintained. (Program list, parameter table or table for other parameters).
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Case example
Have you experienced long down time or had experience that you had to look for spare parts really hard because
you could not find spare parts that were supposed to be available?
There are many cases that could have been able to re-start production sooner if spare parts were available.
Regardless of the group, many have experienced this. At the time, everyone thought that spare parts must be
properly controlled, however, as the old saying goes, The danger past and God forgotten, unfortunately in
many cases, nothing is done about unavailability of spare parts and the same thing will happen later on. Let us not
repeat the same failure.
[Points to remember]
It is important to always control spare parts in an orderly manner.
First of all,
(1) Review and organize spare parts all together with everyone involved when physical inventory is taken.
(2) Confirm the importance of spare parts, understand and execute the rules of each system.
(3) When problems are detected, take actions or make suggestions before forgetting problems. (Before the
danger passes)
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The role of CL, GL, SX and EX in spare parts control
(Production and maintenance divisions)
(1) Understand and have subordinates understand the importance and system of spare parts
control and give instructions and follow up. * As for problems, implement Kaizen activities
at the same time make suggestions to CL or related groups.
(2) After relocation, changeovers, design change and modification, check and execute
maintenance.
GL (3) In changing data, execute maintenance immediately complying with the rules. (Especially
SX Maintenance group)
(4) Periodically check spare parts control status and improve problems. Give instructions and
follow up
(1) When problems are detected, improve items that can be worked on individually,
immediately report to GL and request for actions.
EX (2) Implement 4S such as spare parts rack.
* If it is confusing to me, it is confusing to others.
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Supplementary provision
Glossary
Dept.Maintenance
Responsible dept.
Dept.Production
PE division
Focus of Maintenance
Definition
activity category
preventionMaintenance
breakdown.
Repair after Function recovery and repair work
breakdown implemented with a schedule and outside
of production time for
emergency/temporary repair explained
above.
improvementEquipment
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Glossary
3) Load time
Total operating time- (Kanban waiting time, work full and no work time (idle time))
Work full and no work time Idling: capability is higher than front/back processes
Down time: due to troubles at front/back processes
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Glossary
Total output
Good
Value operating time
output
Operating time=load time-stop time
Good output=total output-defects
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Glossary
Fixing It is just to fix up the equipment operation and it is the undesirable method.
Without investigating the root cause, it is to replace a broken part, potentially
causing the failure at the same area.
Repair It is to logically repair the failure.
It is the repair that would not repeat the same failure by grasping the true cause of
the failure.
Maintenance It is the method to maintain what it needs to be by maintaining equipment and to
avoid the failure.
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Glossary
Category Contents
Outsourcing cost It is the cost to pay for work ordered to outside suppliers and the actual
is reported when invoices are collected.
Material cost It is the cost of parts shipped from a warehouse to execute maintenance
or repair, including shipping slip barcode, specific work material
shipping note, order request, purchase invoice, (Sample parts given to
outsourcing companies are included)
Manufacturing cost It is the labor cost for in-house maintenance activities and it is reported
with weekly reports (or the plant OA system). (The labor cost of
specialized maintenance and autonomous maintenance activities is
applied)
6. Intrinsic safety
The policy of intrinsic safety and steps to study intrinsic safety are listed below.
Since disaster happens when equipment, man and relation between equipment and man meet, it is the
approach to eliminate dangerous elements at source and to establish the essentially safe production system
(equipment and production line).
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Glossary
7. MTBF, MTTR
Ex.
8. MP Design
During the planning phase of the equipment design or introduction, with the consideration of maintainability,
reliability and operational and safety, it is the system to design the equipment, which is less expensive and low-
maintenance.
(Maintenance Prevention)
Production division Manufacturing division: the division (man) mainly manufactures products.
Maintenance division: the division (man) mainly maintain the equipment.
(Including maintenance sub-section located at the manufacturing
section.)
Production engineering division The division (man) mainly plans a process and equipment.
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Glossary
11. 5S
Shifting (Seiri) Sorting what is needed and what is not needed and eliminating whats
not needed.
Sorting (Seiton) The items should be placed in the right place so that they can be
easily found whenever needed.
Sweeping and washing Maintaining a clean environment at all times by sweeping and
(Seiso) eliminating garbage, dirt and foreign objects.
Spick and Span Maintaining a clean and orderly condition at all time by repeating
(Seiketsu) Seiri, Seton and Seiso.
Discipline (Shitsuke) Learning, keeping and having others keep the rules of the workplace
and the right work
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Glossary
The maintenance activity to be implemented at the certain cycle such as every year, every month, every
week.
Cycle Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Location A 1/2M
Location B 1/6M
Location C 1/Y
Maintenance activity to be implemented at the fixed production volume (or number of times equipment is
operated).
(Note) As for a counter, it is possible to use a built-in sequencer, however the external counter is more
desirable for reasons such as the set-up value per location is visible or it is easy to change parameters.
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