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Chapter 6 PM Pillar

6-1.2 Background

6-1.3 Aims & Policy of PM Pillar

We all at PM pillar are committed for retarding the natural deterioration of machines, maintaining machines with optimum cost through deployment of TBM/CBM practices, Continuous improvement & skill up gradation of maintenance personnel.

6-2.1 PM Pillar Sub-Committee

Pillar head

Navneet Sharma Head Mech

S. K. Pandey Mech WRM

S Bubber Mech Wire Mill

R.K.Sharma Mech Jemco

Members

Mr.Indrajit Nandi General Manager Shared Services & Projects

R. Sharma Head Electrical

N Mishra Mech Wire Mill

S.Bhattacharya Elec Jemco

W. Singh Utilities

6-2.2 PM Pillar Approach


PLANNED MAINTENANCE
JISHU HOZEN PREVENTIVE MAINTENANCE FINDING ABNORMALITY TIME BASED MAINTENANCE & INSPECTIONS SHUTDOWN MAINTENANCE CLEANING,LUBRICATION, INSPECTION, TIGHTENING BREAKDOWN MAINTENANCE EQUIPMENT FAILURE COST MANAGEMENT

SPARES MANAGEMENT

LUBRICATION MANAGEMENT

CORRECT ABNORMALITY ROOT CAUSE ANALYSIS

CONDITION BASED MAINTENANCE

CORRECTIVE ACTIONS

MAINTENANCE SKILL UPGRADATION

ZERO FAILURE MAINTENANCE COST REDUCTION

6-2.3 PM Pillar KPI & KAI


Apex Pillar Pillar KPI KPI KPI No. No. Pillar KAIs UOM Supporting JH PM No of Optimize Standardize MP sheet lubricant spares generation Red training kaizen failures and consumption tag root closure cause analysis done Nos Good KPI deployment level Dept Section Circle

1.1

Breakdown in A category equipments 1.1.2 Breakdown in B category equipments 4.2 4.2.1 Maintenance cost KAI department level Dept. Section Circle Better Unit of measure Nos

1.1.1

Nos

Nos

Liters

Nos Nos

Rs./MT

Nos

6-2.4 PM Pillar Master Plan


Sl.No 1 2 3 4 Activity Description Carrying 1S 2S activities and establish & maintain Manager Model Machine Establish PM pillar sub committee Support to Jishu Hozen Evaluate and Data collection understand current Classification of equipment equipment conditions Restore deterioration Failure analysis Weak component eradication Develop maintenance management system Build information management system Build spare management system Build lubrication management system Build periodic Prepare and improve TBM maintenance system calendar Build predictive Introduce and develop maintenance system equipment diagnosis technology Maintenance skill education FY10 FY 11 FY 12 FY 13 FY 14 FY 15 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2

5 6

7 8

TPM Kick Off

6-2.5 PM Pillar KPI and KAI ( Rod Mill)


KPI No 1.1.1 1.1.2 4.2.1 KAI No 1 2 3 4 5 6 KPI No 1.1.1 1.1.2 4.2.1 KAI No 1 2 3 4 5 6
Pillar KPI Breakdown in A category equipments Breakdown in B category equipments Maintenance cost UOM

Good

FY10 BM 250 50 415

FY 11

Nos Nos Rs./MT

FY 12 Benchmark Targets 200 100 35 385 15 350

FY 13 50 5 300

FY14 0 5 270

Pillar KAI
Red tag closure PM kaizen No of failures Vs RCA done Optimize lubricant consumption Standardize spares MP sheet generation

Cum Nos Cum Nos % Liters Cum Nos Cum Nos


UOM

436 24 25 4550 NT NT FY10 BM 2935 1467 811

2000 50 50 4000 NT NT FY 11

5000 100 75 3800 NT NT

8000 200 100 3600 20 5 FY 13 750 500 550

12000 300 100 3500 50 10 FY14 0 147 450

6-2.5.1 PM Pillar KPI and KAI ( Wire Mill)


Pillar KPI

Good

Breakdown in A category equipments Breakdown in B category equipments Maintenance cost

Nos Nos Rs./MT

FY 12 Benchmark Targets 2200 1500 1200 750 1000 650

Pillar KAI
Red tag closure PM kaizen No of failures Vs RCA done Optimize lubricant consumption Standardize spares

MP sheet generation

Cum Nos Cum Nos % Liters Cum Nos Cum Nos

0 0 20 1056 NT NT

500 25 50 700 NT NT

1500 50 75 600 NT NT

2500 100 100 600 10 2

4000 150 100 400 20 5

6-2.6 PM Pillar KPI and KAI ( Jemco)


KPI No 1.1.1
1.1.2
Pillar KPI UOM

Good

FY10 BM 389
308

FY 11 350
305

FY 12
Benchmark Targets

FY 13 250
250

FY14 230
250

Breakdown in A category equipments


Breakdown in B category equipments

Nos
Nos

250
260

4.2.1
KAI No 1

Maintenance cost

Rs./MT

1226

35.00

28.00

50.00

50

Pillar KAI
Red tag closure

Cum Nos

108

300

500

700

1100

2
3 4 5 6

PM kaizen
No of failures Vs RCA done Optimize lubricant consumption Standardize spares MP sheet generation

Cum Nos
% Liters Cum Nos Cum Nos

3
10 7776 NT NT

10
50 7500 NT 10

12
70 7300 NT 15

15
90 7100 5 25

12
100 7000 20 30

6-2.7 Activities of PM Pillar

1. Support to Jishu Hozen. (Autonomous Maintenance) 2. Zero Breakdown activities (Analysis and counter measure) 3. Maintenance Information System 4. Establishing Planned Maintenance System 5. Predictive Maintenance activity 6. Lubrication Management System 7. Spare Parts management 8. Maintenance Skill enhancement

6-4 Support to Autonomous Maintenance


6-4.1 JH Step- 0 & JH Step-1

Imparting Basic Knowledge

Support in Initial Cleaning

Identification of Fugais

6-4.2 JH Step 2 : Hard to access areas located by Jishu Hozen team are rectified made easy. These Areas are further classified in to following categories. a) Hard to Clean, b) Hard to inspect, c) Hard to Lubricate, d) Hard to re tight, e) Hard to operate, f) Hard to adjust. Kaizens were done to remove hard to access, Hard to clean & hard to lubricate areas. Some examples are attached below :

KAIZEN IMPLEMENTATION SHEET


Kaizen Implementation Loss No. / Step sheet Impact on
PLANT - GF 5 Activity JH P KK Q PM C QM ISWP/WM/K/046 D S M

MACHINE - Pay off wire separator


Bench Mark

High scale cleaning time To reduce the cleaning time by

Theme :- To reduce the breakdown of chain in pay off basket of M/c 140.

Idea - Material handing sling for lifting the load..


Target Kaizen Start Kaizen Finish Leader

1/10

th

BEFORE

AFTER

01 /03/13 10 /04/13
TEAM MEMBERS S ray Abhishek kumar Niranjan singh Amrendra singh Abdul sattar

Member

No tray arrangement in wire seperator stand ANALYSIS:1. Why scale scattering on floor ? WHY 2. Due to no any arrangement for collect the scale WHY 3 Design weakness .

To be shown Tray arrangement in wire seperator stand during schedule P = ( Before cleaning Time = 63min) (After cleaning Time =28 min) RESULTS:B presentation
1) Reduction in the cleaning time by 35 min
C = Rs 50000 / Year S = No any chance of incident . 2) In house Design Modifiction of the tray M = High moral ( No any wire breakage due to entanglement)

BENEFIT:-

To make tray type arrangement to collect the scale

Scope and Plan for Horizontal deployment


Machine Target date Responsibility Status

KAIZEN IMPLEMENTATION SHEET


Kaizen Implementation Activity Loss No. / Step sheet Impact on
PLANT - WIRE DRAWING JH P KK PM QM ISWP/WM/K/026 Q C D S MACHINE - Wire Drawing Die box unit
Bench Mark

M
Consumption of the soap is 2.85 Kg / MT Redction in consumption of the soap from 2.85 Kg / MT to 1.90 Kg/MT 26 /05/12 24/06/12 TEAM MEMBERS Abhishek Kumar Rakesh kr singh Abdul Sattar Hardeep singh Sc mahto Gopal Guha

Theme :- To Reduce the Scattering of the burnt soap from the Die Box.

Idea - Sealed type container for the chemicals.


Target Kaizen Start Kaizen Finish Leader Member Member Member Member Member

BEFORE

AFTER

BENEFIT:-

No any arrangement of cover for the die box. ANALYSIS:1. Why scattering of soap in the working enviroment ? WHY 2. Due to passing of wires in the die box cause the scattering of soap WHY 3. Due to No Any arrangement of Cover in the die box WHY 4. To make arrangement of covering the die box

To be shown Arrangement of cover for the die box. during schedule RESULTS:B presentation Reduction in cleaning time.
1.Total Arresting of the scattering of soap

2. Neat & clean Work area

3. Saving about .02 kg/MT of Unburnt soap

Scope and Plan for Horizontal deployment


Machine All M/cs Target date FY 13 Res. RKS /AK Status Done

6-4.3 JH Step-3:
i) Preparation of Composite check sheet to clarify the JH and PM activities ii) PM to helped in preparation of tentative CLITA standards. iii) Assisting JH team on making visual inspections.

VISUAL INSPECTION

6-4.4 JH Step- 4 :
General training imparted to JH circles on following topics : Basics of pneumatics Electrical basics Basics of drives & transmission Basics of lubrication Basics of hydraulics Basics of fasteners

6 AXIS TRAINING

Cross-section of different types of Cables

VARIOUS MODELS & CUT MODELS MADE FOR TRAINING

VARIOUS MODELS & CUT MODELS MADE FOR TRAINING

6-5 Zero Breakdown Approach & Activities :


3 Causes & 5 Factors Approach Uncontrolled stress Neglected deterioration Insufficient Strength

Inadequate compliance with basic requirement

Non compliance with Usage requirement

Lack of skill

Neglected deterioration

Design Weaknesses

6-5.1 Process of ZERO break-down is as shown in the figure below:


Breakdown Occurs Restoration By Shift-In-Charge Collect the data & Investigate the Equipment/Process Why-Why analysis by Shift-In-Charge Preparation of MP Sheet

Horizontal Deployment NO Res ults YES Documentation

Why-Why analysis by Department head with Team


Identifying Root Cause

Update the maintenance procedure

Identify the counter measure Kaizen Implement counter measure


Monitor the results

6-5.2 Example of Why-Why Analysis

After analysis the root cause was found as design weakness hence design modification was done & kaizen sheet was made for the same as shown below :

To be shown during schedule B presentation

Story Line Kaizen

6-5.3 Sample summary sheet of why-why analysis done


Resource Required Month Equipment Nos Rank of Failure Failure Detail Root Cause Action Identified Qty Cost Resp Target date Status

1) One time cleaning of 2) 3 nos Reservoir. 3) 1 nos


APR 2011 Hyd P/P 5 A 1

2) 30000 3) 190000 30000 190000

DST 10.04.11 AD AD
31.10.11

DONE

APR 2011

Roller Table # 13

APR 2011

Roller Table # 0

Hydraulic pump # 2 Violation of 2) Fitting suction 3 nos failure basic condition filters in line. 3) fitting new high capactity heat 1 nos exchanger. Gearbox jam due to coil end piece Deliberate stucked in between violation gears. Replace the Universal spindle's connecting flange and connecting flange Improper key. 1 set rotating free due to Inspection Inspection point to be key failure. included in check sheet
UP-DOWN hyd cylinder's clevis pin sheared Gearbox to motor gear coupling's key got damaged. Cobble due to tail end entered in the housing gap between roll No. 5 & 6. Design weakness Improper Maintenance Skill Inherent design weakness Replace the pin with a higher diameter pin by 1 set modifying the clevis and bracker arrangement. Training to be imparted "How to fit Keys in power transmission" Welding done of the gap.

Dropped

31.10.11

Done

7000

DST

30.06.11

dONE

AD

01.05.11

done

MAY 2011

Coil Upender

AD + DST

15.06.2011

done

JUN 2011

Roller Table # 17

AD

15.07.2011

Done

JUN 2011

Roller Table # 12

Done

With the aforesaid zero failure methodology & activities there is a marked reduction in equipment breakdowns. Following is the status of zero failure equipment in respective plants:
Total No. Of Equipments
WRM Wire Mill Jemco 136 23 Zero Breakdown Equipments 69 6

67

13

Utilities

128

102

6-6 Establishment of PM Structure :


PM structure was established at ISWPL which consists of the following : 1. Preventive Maintenance 2. Predictive Maintenance 3. Breakdown Maintenance 4. Maintenance Prevention

6-6.1 Equipment Ranking :


Criticality rating of equipments done based on following criteria :

Production (P) Effect on product Quality(Q) Cost of maintenance(C) Frequency of failure & time required for repairs(D) Effect on safety & environment(S)
Rank
A B C

Score (P+Q+C+D+S)
> 28 More than 20 less than 28 Less than 20

The above is a sample sheet of rod mill equipments criticality rating. Similarly criticality of all machines in wire & Jemco was also established. No. of Equipments No. of Equipments A -Category B -Category 116 19 29 66 Utilities 7 4 21 2 No. of Equipments C -Category 13 0 16 60

WRM
Wire Mill Jemco

6-6.2 Maintenance Management Information Structure:


MAINTENANCE MANAGEMENT INFORMATION SYSTEM

Keeping Records Routine Inspection Check sheet & Maintenance Schedule (TBM)

To Prevent deterioration

Equipment diagnosis record (CBM)

To measure deterioration

Maintenance Activity Failure Analysis History Book Standard maintenance/ Operating procedure (SMP) Training Manual

Failure Data Record

Restoration

Collection of data From Operator

Eliminate Breakdown

From Logbook
From KPI(Key Performance Indicator) tracking system

A maintenance management information system was evolved for streamlining all the maintenance activities. It involves collection of breakdown & abnormalities data, keeping records of TBM & CBM activities, failure analysis, equipment history, SOPs ,training manuals. The management information system helps in keeping track of key performance indicators. An example of a typical maintenance calendar :

A Typical Equipment Service Sheet (ESS)

Example of Equipment History Register

6-7 Predictive Maintenance Activities:

Wire Rod Mill Vibration analysis Oil analysis Illumination monitoring Ultrasonic thickness checking Bearing noise analysis Thermography Earth resistance monitoring

Wire Mill

Jemco

6-8 Lubrication Management Activities

Inspection of equipment to find out hard to lubricate areas. Kaizens to eliminate hard to lubricate areas Lubrication schedule preparation and implementation Lubrication Visual Control Separate cans for different oils Operators trained on lubricants Recording of lubrication consumption Eliminate leakage to reduce the frequency of lubrication Improvement in lubricant type to increase lubricant life

To be shown during schedule B presentation

35 30 25 20 15 10 5 0 FY10 FY11 FY12


16 10 25 22 20 19

35

26

Approx Rs.25 Lakh saving 25lubricant in cost


21

Identified Arrested

FY13

FY14

PROPER STORAGE OF LUBRICANTS

LUBRICANT LEAKAGES IDENTIFIED VS ARRESTED

Lubrication Cost in Laks.


6 5 5.67 5.23 4.55 4.47 3.21 43% SAVING IN LUB COST PER ANNUM AT JEMCO FY-10 FY-11 FY-12 FY-13 FY-14 (Ti l l Nov' 13)
G O O D

Cost in Laks

4 3 2 1 0

Financial Year

6-9 Spares Management:


In order to achieve zero downtime, timely availability of reliable spares play a vital role. To develop spares management system the following steps were initiated which are various stages of implementation:

Equipment wise listing of spares Deciding criticality of spares Analysis of consumption patterns Determination of life cycle of critical spares Raising of purchase requisitions as per lead time, spare parts life & criticality was initiated. Periodic stock review system was started. Disposal of obsolete & non usable spares was decided. Development of imported spares indigenously was started.

An example sheet for listing of equipment wise spares :


S.No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Guide Type RE 45 Stand no. Components Morgan Part Qty / Material Code No./ Drawing No. Assembly 10316549 10033037 10033038 M435231A 10212782 10032269 10032270 M432822A 10031819 M432814A M432816A 112507057 112507056 112507055 112052061 112052066 112052063 112052064 112507054 112507053 112052065 112052067 112052062 112507052 102070075 M432813D GRP 012/65 R 10030136 M4157168 10280786 10068902 M437076B 10357771 10087242AT 10087242AU 10316553AC 10316553Z 10316553AA 10316553AB 10316553 U 112052060 135008040 112507058 112507051 112507120 112507119 112507127 112507059 112052057 112052059 112507116 112052053 112507115 112052055 112507117 1 1 1 2 4 1 1 2 2 4 4 2 2 4 4 2 2 4 2 8 2 2 2 2 2 2 2 2 2 2 Total For 6 sets 6 6 6 12 24 6 6 12 12 24 24 12 12 24 24 12 12 24 12 48 12 12 12 12 12 12 12 12 12 12 100 20 100 100 100 10 10 24 10 24 10 50 10 50 50 50 6 6 12 6 12 6 Guide shop stock Green 4 3 3 20 24 10 10 10 20 30 30 50 100 24 30 Yellow 3 1 1 12 12 5 5 5 10 20 20 20 50 18 20

13,15 Guide Box RE-45 AS ( without ac cessories) Roller Holder RE-45 AS/2 Assembly Roller Holder RE-45 AS/2 Assembly Roll shaft Pivot Pin Adjusting sc rew RH (to move the roller holder) Adjusting sc rew LH (to move the roller holder) Cover ( for spring assembly) Button ( in front of Adjusting sc rew) Set sc rew M 24 X 3 X15 ( to move the roller holder UP/DOWN) Thrust Plate ( below the pivot pin)

Roller shaft spacer(in between the bearing and housing) M432819A Spacer ( to tighten the nut of roll shaft) Tapered roller bearing 32004X Tapered roller bearing 32004X DIE DIECO Spring( for roller holder) (Same as RE-115 & RE-45) spring Seal Nilos Ring Eye bolt with shoulder M 16 Soc ket head c ap screw M 6 x 25 full thread (spring cover) Soc ket set cup sc rew M16 X 25 (to tighten the insert) Hex Nyloc k nut M 16 X 2 ( for roll shaft) Assy.Adapter Plate (RE 45 FSA-2) Rollers (for stand 13) Rollers (for stand 15) Insert ( for stand 13) 5.5 mm [ 54.1 x 20.4 ] Insert ( for stand 13) 8 mm [ 54.5 x 23 ] Insert ( for stand 15) 5.5 mm [ 41.6 x 16 ] Insert ( for stand 15) 8 mm [ 45.4 x 19.8 ] Insert ( for stand 15) 5.5 mm modified [ 39.2 x 16 ] M432820AA M432805B

Import Substitution

Cost Reduction due to import substitution


Value in Rs.Lacs
80 60 40 20 0 30 75
G O O D

Water Box Nozzles Developed in India

Before

After

VISUAL UPKEEP OF SPARES

6-10 Maintenance Skill Upgradation :


Listing of all maintenance activities. Preparation of SOPs of all maintenance activities. Classroom & on the job training on maintenance SOPs
200 150 100 50 0 Mechanical Electircal 172

70
164
ROD MILL

60 50 40 30 20 10 0

59

59
WIRE MILL

84

76

No. of SOP Made Training Provided

26

26

No. of SOP Made Training Provided

Mechanical

Electircal

CLASSROOM TRAINING

ON THE JOB TRAINING

WRM/Mech/fce/WI/06 Issue Date : Revision No. & Date:

Job : Fixing and Allignment of Hot Pusher roll


S.No
1 2

Check Point/Activity

Standard

Status

Remarks

5 6 7

8 9 10

Take power cutting from the authorized person with help of power ensure cutting format, Fix suitable selling in the Cardon shaft and lift be EOT crane and Sling size 1/2" the remove all the flange bolts of the cardon shaft at roll end , and keep on the floor. loose the tension spring , lift the top roll and fix adequate packing Sling size 1/2" and hoist of 1 with frame to top roll with help of selling. ton Push the pill up bar towards qa side to remove the roll with help of bar. Open the base bolts of roll , and remove the roll from its place,with Bolt size 20 m.m. help of suitable size of slings. After removal of roll, clean the surface of the plumber block. And re fixed the new/oh roll at its place. Fixed the plumber block bolts with base frame and also fixed the check nut on the same. Check the level of the bottom roll with respect of idle roll as the roll at hot pusher tray. It must be not more then + or - 2 m.m. from the consecutive roll. Fixed the spindle bolts with help of EOT crane and proper size of selling. Fill fresh grease in to the roll Check the roll for its free movement, with help of manual movement through gear box.

6-11 Maintenance Cost Control :

8. Maintenance Cost Management


Maintenance Cost

Cost of Spares

Cost of Lubricant

Contract Labour Cost

Generation of Spare consumption Data

Maintenance Cost Statement

Analysis of Data

Priortisation of Potential Svaing Area a) b) c) Spare Parts By stopping forced deterioration By increasing life span By developing Import substitute By standardisation Lubricant consumption By arresting Leakage By reducing spillage during Handling By using correct qulity of lubricant Contract Labour By developing in house repair of items

Planning of Corrective Action & Kaizen Themes

Coorective Action & Kaizen Implementation

Kaizen Sheet

6-12.1 Targets versus Actuals (Rod Mill)


KPI No
Pillar KPI UOM

Good

FY10 BM

FY 11

FY 12

FY 13

FY14

Targets /Actual
1.1.1
Breakdown in A category equipments

Nos

1.1.2
4.2.1

Breakdown in B category equipments


Maintenance cost

Nos
Rs./MT

250

50
415

200 195 35 47 385 465

100 120 15 16 350 415

50 110 5 10 300 408

0 78 5 6 270 396

KAI No 1

Pillar KAI
Red tag closure

Cum Nos

436

2000 1130

5000 4621 100 102 75 80 3800 3910 NT NT NT NT

8000 7566 200 185 100 100 3600 3800 20 20 5 2

12000 11590 300 215 100 100 3500 3550 50 50 10 5

PM kaizen

Cum Nos

24

50 64

No of failures Vs Root Cause Analysis done

25

50 50

Optimize lubricant consumption

Liters

4550

4000 4200

5 6

Standardize spares MP sheet generation

Cum Nos Cum Nos

NT NT

NT NT NT NT

6-12.2 Targets Versus Actual Wire Mill


KPI No
Pillar KPI UOM

Good

FY10 BM
2935 1467

FY 11
2200 2183 1200 1310

FY 12
1500 1286 1000 965 650 518

FY 13
750 119 500 257 550 553

FY14
0 35 147 135 450 441

Targets /Actual 1.1.1 1.1.2 4.2.1


KAI No
Breakdown in A category equipments Breakdown in B category equipments Maintenance cost

Nos Nos Rs./MT

811

750 669

Pillar KAI
Red tag closure

1 2 3 4 5 6

Cum Nos Cum Nos % Liters Cum Nos Cum Nos

500 534

1500 1448 50 59 50 85 600 668 NT NT NT NT

2500 3375 100 121 100 100 600 668 10 8 2 1

4000 3879 150 178 100 100 400 320 20 15 5 3

PM kaizen

25 9

No of failures Vs Root Cause Analysis done Optimize lubricant consumption Standardize spares MP sheet generation

20

25 35

1056

700 634

NT NT

NT NT NT NT

6-12.3 Targets Versus Actual Jemco


KPI No
Pillar KPI UOM

Good

FY10 BM

FY 11

FY 12

FY 13

FY14

Targets /Actual
1.1.1
Breakdown in A category equipments

Nos

389

350 378

250 269 260 265 28.00 49.78

250 231 250 251 50.00 49.98

230 184 250 204 50 24.63

1.1.2

Breakdown in B category equipments

Nos

308

305 287

4.2.1

Maintenance cost

Rs./MT

39.05

35.00 29.88

KAI No
1

Pillar KAI
Red tag closure

Cum Nos

108

300 226

500 435 12 10 70 40 7300 6245 NT NT 20 16

700 646 15 12 90 80 7100 6136 5 4 25 20

1100 845 12 7 100 90 7000 4410 20 12 25 28

2 3 4

PM kaizen No of failures Vs Root Cause Analysis done Optimize lubricant consumption

Cum Nos % Liters

3 10

10 8 50 32 7500 7176

7776

5 6

Standardize spares MP sheet generation

Cum Nos Cum Nos

NT NT

NT NT 10 8

6-13 KPI RESULTS :


Number of Breakdowns Rod Mill
Numbers
GOOD

350

300
300 250 200 150 100 50 0 10-11 11-12

72% Reduction 242

136

120
84

12-13

Base Level 2009-10

13-14

Number of Breakdowns Wire Mill


GOOD

Numbers 6000 5000 4000 3000 2000

4892

4367
3217

92% Reduction

1000
0

571
383

10-11

11-12

12-13

Numbers

Number of Breakdowns JEMCO


697
44% Reduction

13-14

Base Level 200910

GOOD

800 700 600 500 400 300 200 100 0

665 534 482

388

Base Level 2009-10

13-14

10-11

11-12

12-13

Root Cause Analysis Compliance Rod Mill


%

100
Root cause analysis of all failures.

100.00 90.00 80.00 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00

100

80

50.00 25.00

10-11

11-12

12-13

Base Level 2009-10

Root Cause Analysis Compliance Wire Mill


100
Root cause analysis of all failures.
100.00 90.00 80.00 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00

100

85

35.00 20.00

10-11

11-12

12-13

Base Level 2009-10

13-14

GOOD

13-14

GOOD

Root Cause Analysis Compliance Jemco


100.00 90.00 80.00 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00

Increase in Root cause analysis of failures.

90 80.00 40.00

32.00 10.00

11-12

10-11

Base Level 2009-10

12-13

Litres of Lub

Lubricant Consumption Rod Mill


4550.00 4200.00
22% Reduction in Consumption

13-14

GOOD GOOD

5000.00 4500.00 4000.00 3500.00 3000.00 2500.00 2000.00 1500.00 1000.00 500.00 0.00

3910

3800

3550

10-11

11-12

12-13

Base Level 2009-10

13-14

12100 10100 8100 6100 4100 4621 27 times Increase 7566

11590

2100
100

436 Base Level 200910

1130
11-12

10-11

3600 3100 2600 2100 1600 1100 600 100

3375
Increase in red tag removals

1448 534
Cum 10-11 Cum 11-12 Cum 12-13 Base Level 2009-10 Cum 13-14

GOOD

Cumulative Numbers 4100

Red Tag Removal Wire Mill

12-13

3879

13-14

GOOD

Cumulative Numbers 14100

Red Tag Removal Rod Mill

Cumulative Numbers 900 850 800 750 700 650 600 550 500 450 400 350 300 250 200 150 100 50 0

Red Tag Removal JEMCO


8 times Increase

845 646

435 226

108

10-11

11-12

Base Level 2009-10

12-13

13-14

6-14 Future Plan


S.No. What 1 Implementation of computerized maintenance management system Why Better compliance of maintenance activities to achieve zero failure Where Across all 3 plants How SAP PM module implementation Who Shared Services Deptt. When May14

Commissioning of Improve work JEMCO flue exhaust environment & comply system pollution norms Automation of furnace combustion system Reduction in fuel consumption & better heating characterstics WRM ReHeat Furnace

Repairing & recommissioning of existing system

Mechanical Deptt

Mar14

Installation of Electrical servo controlled Deptt valves & PLC

Apr14