Maintenance Theory PDF
Maintenance Theory PDF
Maintenance Theory PDF
Dr. H. Yamashina
Professor Emeritus, Kyoto University
Fellow of RCA (The U.K.)
Member of Royal Swedish Academy
of Engineering Sciences
1
The purpose of maintenance is in short to
maximize OEE (in case of a single
machine) or OPE (in case of a continuous
flow line as is seen in process industry).
2
If breakdown (reactive) maintenance is more
than 40 percent of your maintenance
department’s activities, you are not in the
maintenance business ― you are in the
machine repair business.
Analyze
Only the top few Pareto problems All minor defects in a machine are
are resolved, using any means eliminated. Machine performance is
possible to make improvements. continually improved with the
methodical and repeated application
of WCM steps.
Improvements methods are Improvement methods are rigorously
implemented by individuals or defined and are expected to be
teams in any way that they see fit. implemented precisely.
Improvement in the Improvements in the organization’s
organization’s work methods and work methods and processes are
processes are localized by each coordinated by managers, so the
team as they desire. entire organization is learning and
benefiting from improved techniques.
Even improvement methods
themselves are continually being
improved.
Old Culture New Culture Created with WCM
Activities
②②Psychologically
Psychologicallyhidden
hiddendefects:
defects Defects which are overlooked due to the low level of
awareness or skills among those in charge of the equipment
・ Defects which are actually visible, but have been neglected
・ Small defects which are ignored or not being dealt with because they are not
considered as important (minor defects)
・ Defects which are not noticed even though there are clear signs of abnormality.
(Importance of distinction between normal and abnormal)
③③Technically
Technicallyhidden defects:
hidden defects Defects which have been unattended as design
weaknesses caused by insufficient technical checking
・ Strain inside the shaft (catastrophic breakdown)
・ These failures rarely take place and must be addressed by involving technical staff
Identifying hidden defects
Clean / touch
① Maintain basic equipment conditions Tighten bolts and nuts
Identify physically
Enforce the three basic conditions of hidden defects
being clean, lubricated and tightened
Five issues for identifying hidden defects
13
(3) Set-up & adjustment loss
Most machine changeovers require some period of shutdown so
that internal components can be exchanged or adjusted. The
time between the end of the last good product produced and the
first good product produced of the following production run is
downtime. This downtime loss often includes substantial time
spent making adjustments until the machine gives acceptable
quality on the required product.
14
Other downtime
15
2) Equipment performance loss
18
Terminology : A comparison between efficiency
and effectiveness
Output (constant)
Efficiency =
Input Minimize
Excess amount of input = waste
Output Maximize
Effectiveness =
Input (constant) Not effectively used input= losses
19
Relationship between 7 Major Losses on Equipment and
Overall Equipment Effectiveness
Equipment 7 major losses
rate
Net
operating (Example) 0.5 mins./ 400
time
(6) Speed Performance = units × units
×100=50%
loss
(Example)
Quality = 400 units - 8
×100=98%
products rate units 400 units
24
The structure of losses
Calendar time
Calendar time is the number of hours on the calendar :
365 x 24 = 8,760 hours in a year
30 x 24 = 720 hours in a 30-day month.
Working time
Working time is the actual number of hours that a plant is
expected to operate in a year or month. To calculate
working time, subtract from the calendar time the time lost
as a result of closing the plant for production adjustment or
for periodic servicing such as shutdown maintenance.
25
Operating time
Operating time is the time during which a plant actually
operates. To calculate operating time, subtract from the
working time the time a plant loses when it shuts down as a
result of equipment and process failures.
Net operating time
Net operating time is the time during which a plant is
producing at the standard production rate. To calculate net
operating time, subtract performance time losses from the
operating time.
26
Availability
Availability is the operating time expressed as a percentage of
the calendar time.
27
Performance rate
A plant’s performance rate expresses the actual production rate
as a percentage of the standard production rate.
The standard production rate is equivalent to a plant’s design
capacity and is the intrinsic capacity of a particular plant.
(D)
= x 100(%)
(C)
28
Quality rate
The quality rate expresses the amount of acceptable
product (total production less downgraded product,
scrap, and reprocessed product as a percentage of
total production.
(E)
x 100 (%)
(D)
29
Overall plant effectiveness
Overall plant effectiveness is the product of the availability,
performance rate, and quality rate.
30
31
Theoretical example of OPE :
32
33
Machine capacity data should be plotted
over a length of time that is significant for
production needs. Long-term averaging is of
little use, because it masks reliability
problems that have significant negative
impacts on manufacturing productivity.
Figure : Normal machine component deterioration
Time
Wear and Tear
Components
- New Component
OK for good
machine
- Cosmetic Defects operation
- Minor Defects
Technical
- Medium Defects people
must set
- Major Defects standards for
the way machine
Non-standard parts components
cause machine “ought to be”
losses
Example
Breakdown
(function loss) Motor burns out
1
Minor Stoppage Motor overheating
(function reduction)
10
36
Figure The Machine Loss Pyramid
Figure Continually reacting to equipment failures by restoring machine operation does
nothing to eliminate the root cause of
machine failures
Equipment runs,
is troublesome,
and produces
quality defects
• Equipment runs
• Quality is OK
• Productivity is low
• Failures are imminent
Equipment
fails
Equipment runs,
is troublesome,
and produces
quality defects
•Equipment runs
•Quality is OK
•Productivity is low
Analyze •Failures are imminent
WCM activities focus on elimination of the root causes of equipment failure. Without this foundation of
machine weaknesses, equipment failure will not occur.
Minor defects cause machine failures
•Dirt of contamination
•Liquid or air leaks
•Loose or missing bolts and fasteners
•Gauges not reading in their “standard” range
•Worn wiring insulation
•Wear in plastic tubing or similar parts
•Loose or deteriorated connectors
•Machine motions that are not smooth or accurate
• Switches that are not set in the correct positions
• Sensors that are not aligned or working correctly
• Fluid reservoirs that are not filled to the correct level
• Locking pins and devices that are missing or loose
• Safety guards that are not in place
• Surfaces showing signs of wear (detectable by the
repeated appearance of contamination)
• Machines that sound abnormal
• Machines with unfamiliar odors
• Machines with unfamiliar vibrations
The major problem maintenance has to handle is failures
48
Maintenance Analysis
Maintenance analysis is not a short form of 5-why analysis,
even though it might appear so at first glance. Rather, it is
a simple approach to designing a maintenance solution to a
machine failure. Two simple “whys” are asked and
answered:
1. Why did we not see this failure coming?
Many failures provide early warning signs, some of which may
appear weeks or months ahead of the failure. Others may
appear only hours or days ahead. No matter the time frame,
these warning signs are often detectable by human senses―
perhaps as much as 90 percent of the time, and three-
quarters of these are detectable visually. Other failures occur
at predictable intervals of part age or use. What PMs might be
put into place to catch the warning signs of this failure?
2. Why did our maintenance plan not prevent this failure
from occurring altogether?
Did the part die earlier than its expected life because of
accelerated deterioration? If so, why are we not maintaining
the proper conditions-of-use for this part?
Did the part reach its natural life expectancy? If the failure was a
true end-of-life failure, and the life expectancy is predictable,
a PM could be created to replace the part when it is
approaching the end of its useful, but before it fails.
51
52
53
Aims of AM (Autonomous Maintenance)
54
Aims of PM (Preventive Maintenance)
55
Breakdown Causes
Downtime Stratification
Why Does Equipment Fail ? FAILURE TO
MAINTAIN BASIC
CONDITIONS
DETERIO-
RATION
FAILURE TO
OBSERVE
The degree of deterioration
OPERATING
CONDITIONS
INCREASED
Forced
deterioration
FAILURE STRESS FAILURE TO
Natural RESTORE
EQUIPMENT
deterioration (ELIMINATE
DETERIORATION)
INSUFFICIENT
STRENGTH DESIGN
WEAKNESS
INSUFFICIENT
OPERATOR SKILLS
Time
INSUFFICIENT
MAINTENANCE
SKILLS
56
① Failure to maintain basic conditions
Basic conditions
-- Clean
-- Lubrication
-- Tight and secure machines
② Failure to observe operating conditions
③ Failure to restore equipment. Equipment
deterioration is neglected.
57
④ Design weakness
Residual strength of the machine components and the
kinetics of the systems are less than the forces applied.
Insufficient strength
58
What is the Problem?
59
Attempting to develop a maintenance
plan for each component is always
our first choice.
Machine redesign occurs only if an
acceptable maintenance plan cannot
be developed.
Replacing failed parts on a machine does nothing
to prevent the machine from failing again.
Machine repair without failure analysis simply
maintains the vicious cycle of breakdown
maintenance.
Figure : The failure analysis process
Machine fails
Failure
Repair the machine
Restoration
65
A clever thief will find customers first
and then steal.
A poor thief will steal first and then look
for customers.
Causes and
Potential
Improvement
66
(1) Machine classification into AA, A, B and C.
Note : Classification of machine and/or areas into
AA, A, B and C differs depending on the
subject, i.e., AM, PM and QC and their
countermeasure level i.e., reactive,
preventive and proactive.
67
(2) Machine ledger with component classification into
A, B and C.
A : When this component breaks down,
equipment breaks down.
B : Even if this component breaks down, its impact
is limited.
C : BM can be a good solution without problem.
68
If you cannot see your entire
maintenance plan clearly and plainly
for every machine, you need to
improve the organization and visibility
of your machine maintenance
scheduling plans.
Critical component
Turck I/O module
TBF distribution
3 0,05 Initial status Cleaning Restoration
MTBF = 20 days 0,04
σ = 9,8 days 0,04
2 0,03
events
0,03
0,02
1 2 0,02
0,01
1 1 1
0,01
0 -
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 days
70
PM Calender
Prepared by the
evaluation of
“Machine Ledger”
71
Precision maintenance is 100 percent complete
maintenance carried out on time and executed precisely
according to the prescribed procedures.
It is achieved when “the machine does not know the
difference” as to who is performing the maintenance
work.
Maintenance must be carried out precisely to be
effective and to be effectively improved.
Precision maintenance requires a great deal of
preparation and support that most maintenance
departments lack.
If precision is not achieved, further improvements to the
equipment maintenance plan will not be effective.
MINDSET CHANGE
Creating and using a maintenance plan effectively requires
using detailed checklists to carry out scheduled
maintenance work.
It also requires adhering in a disciplined way to checklist
criteria during PMs.
This is different from allowing individual technicians to
decide what any given PM should consist of and how it
should be performed.
Preventive maintenance routines not only must be carried
out with precision discipline, they also must be improved
continually. Creative improvements are best captured each
time that a PM is executed.
(3) Measuring time between two consecutive breakdowns
Initial failure -- design weaknesses, manufacturing
errors, installation errors, poor
maintenance
Chance failure -- human errors
Wear out failure -- professional maintenance
74
ALL AA MACHINES
ARE COVERED BY
100% TBM
ACTIVITIES BASED ON
SMP
75
76
77
Example : A slit valve assembly
78
Item Required Condition Actual Condition Found
1 Speed controls installed correctly to Speed control valves installed backward
regulate pneumatic cylinder exhaust
2 Each sensor located at a specified Piston location sensors installed in wrong
location position
3 Piston seals must be leak-free and Cylinder piston seals leaky and loose
tight
4 Bolts must be properly installed, Loose or missing bolts
torqued, and locked
5 One specific shim must be placed on Center shim missing-cylinder not
each side of the yoke perpendicular to yoke
6 Yoke must be installed on cylinder Yoke unthreading from cylinder and
rod thread with specified thread striking machine surfaces
locker
7 Vacuum seals must be leak-free Vacuum seals leaking
8 Cam followers must be adjusted to a Cam followers misadjusted
specific clearance
9 Sensors should be on left side Cylinder 90°out of rotation
Human Error - assembly
Damaged component
Root causes
Pareto strat z tytułu awarii dla op. 30 Podłogi przedniej z
podziałem na przyczynę źródłową
14 000
12 000
Brak/nieef ektyw ność
10 000 prew encji
[PLN]
8 000
Niedoskonałość projektu
6 000 maszyny
4 000
Brak/nieef ektyw ność
2 000 prew encji
0 Czynnik zew nętrzny,
Robot NH3
OP030R01
OP030R01
OP030 PC1
PXR00948
Robot 30
Transporter
Station op.
Kleszcze
części zamienne, detal
220-2.7
R3
palet
do produkcji
20
Błąd pracow nika UR
Maszyna
Machines
0 breakdowns
B/C = 6
PM
EEM
BEFORE AFTER BEFORE AFTER
Human Error - installation
No material problem;
0 breakdowns
Example
Contact with
Related 187 EWO
Specify the brands departments
standardization and
warehouse supply
BREAKDOWN ROOT CAUSE DISTRIBUTION
AM Standarts
30%
OPL
25% 28%
27%
Review
procedures
20%
for Preventive
Maintenance
15% Training 18%
Management
both AM+PM of “AM Team”
10% 13%
8%
5% 7%
0%
Exterior Effects Errors due to Project Insufficient Operations not Lack of Basic
Spare Part lack of Weakness Maintenance properly Conditions
Quality/Missing knowledge executed
82
What Should We Do after Breakdown Is Solved to
Prevent It from Re-occuring?
83
(4) Breakdown analysis to specify root cause(s)
-- Reactive : take countermeasures against the
recurrence of the same breakdown
-- Preventive : take countermeasures against
similar problems.
84
Revealing potential defects
Visible
breakdowns
Potential defects
Prevention of
breakdowns at the
similar process through
horizontal expansion Potential defects have been revealed
85
Case – 1
Trends in reduction of equipment breakdown
( No. of breakdowns )
1200
The basic rules for reducing breakdowns to
1000 zero are countermeasures based on the
identification of hidden breakdowns and
autonomous maintenance by production
800 department. Tokai Rubber carried out these
measures and was able to significantly
reduce breakdowns in just over 2 years. In
600 some factories they achieved zero
breakdowns.
400
20
0 Phase Phase 2 Phase 3 Phase 4
0 1
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 ・ ・ ・ ・ ・
( month )
Case – 2
Number of breakdown
( Incidents / months )
Abnormality
in the effect
・ Visual management Detect
abnormalities
・ Fool proof Abnormality
in causes Prevention ZERO
Unexpected
Trouble input card
Failure
NO
Daily/monthly Maintenance
failure reports Dealt with locally
department
YES
Action to
restore operation
89
Flow Diagram for Preventing Recurrence of Unexpected Failures
Prepare quick
Service input card failure report
Unexpected failure
report form
CMMS
Machine history Section
ledger responsible
Maintenance
Regular maintenance meeting
calendar
(investigate recurrence-
prevention measures)
NO Equipment budget
Budget action
appropriation
YES
Instigate recurrence- Instigate recurrence-prevention
prevention measures measures of the similar failure
of the failure in other areas
Prepare
action report
Recurrence-
Service input card prevention Filing
action report form
90
(5) Easy C I L
C : Eliminate contamination
I : Quick inspection
L : Central lubrication system
91
The Importance of Cleaning
Why clean ?
• Dust damages machines.
92
The Importance of Inspection
Why inspect ?
93
The Importance of Lubrication
Why lubricate ?
• Reduce friction and wear
• Dampen shock
• Cool moving elements
• Prevent corrosion
• Seal out dirt
94
Eliminate contamination
Damage of bearings
95
Condition of wear Cause Countermeasures
96
Damage of bearings
97
Damage of bearings
98
Condition of wear Cause Countermeasures
Impression like satin finish Main minute foreign body get in • Thoroughly wash around the
surface occurred on the rim or bearing
rolling surface • Improve the sealing devices
and prevent foreign body from
invasion
99
100
101
factory
Trouble due to
foreign matter, dust,
dirt, etc. water- Dust falling from
soaked beams, crane hoists,
The floor must be
mat vent pipes, etc.
cleaned until no dirt sweat
can be detected on from
stroking with the palm hands, Splattering and
of the hand or a white wat etc.
er dropping of oil, water,
glove dirt, etc.
tray
Dust and dirt brought in by Floor dust and dirt raised Contamination brought in
trolleys, movement of pallets, by cleaning, movement of on the work itself
packing materials and people, and placing wire
machines, movement of slings, containers, etc. on Contamination created by
people, ingress of outside air floor processing the work
Scattering of sawdust, paper
fibers, etc.
Fig.
102
Countermeasures:
103
How to reduce time required for inspection
2. Place the
inspection spot
*Vibra-
at the height of tion
*tempera-
operator's eyes. ture
3. Make the
hidden parts
visible.
104
Easy to
inspect
strainer
strainer
105
Quick inspection
30 min.
Level 1 ( Checking by the check list )
106
Level 2 ( Visual management ) 10 min.
107
Level 3 Concentration ( no need to walk ) 2 min.
108
Level 4 Easy recognition ( no need to have a check list )
30 sec.
109
Level 5 No need to check Instantly
( If something goes wrong, immediate alarm by light and sound )
110
Central Lubrication
To each
lubrication spot
111
Centralized oil charging
Carrier guide
Distribution pipe
Main pipe
Greasing pump
Distribution valve
112
Oil Charge-
Charge-less
From gear driven mechanism
which requires lubrication To belt driven mechanism
which does not lubrication
Paper
113
Greasing bearings from outside
Machine
* Bearing
Greasing thru cupper pipes
114
(6) Visual control
115
Example:The overall check sections of an oil lubrication
system and check items;
①Oil leakage in the pipe or at the joint
①Oil leakage at the pipe connections
distribution valve
①Pulsation of the
②Checking of discharged oil
pump ②Crush and scratch on the pipe
②Abnormal noise joint pipe Distribution valve
of the motor
<Check items of the
③Temperature of Pressure control valve sliding section>
the motor Pump unit ①Pressure gauge
①Lack of oil film
②Refastening of the
pipe connections Rotating section ②Damage of dust removal
wiper
③Checking operation
of pressure control <Check items of the
valve rotating section>
①Lack of oil film
①Checking of oil type Oil tank ②Deterioration and
Lubrication oil ①Oil level gauge damage of the oil seal
②Change of oil color
②Damage of tank ③Wear metal
③Mixing of dust and alien obstacles
④Mixing of water ③Seal on the upper lid of the tank
⑤Mixing of air bubbles ④Oil inlet and oil charge filter
⑥Checking of viscosity ⑤Line filter
⑦Checking of oil temperature ⑥Dust, dirt at the bottom of the inside of the tank 116
Checking methods and know-why (1)
Section
Upper limit
Oil tank line
Checking items
•By cleaning the oil level gauge, check if the oil level gauge is broken or not, if the
upper and lower limit lines have disappeared or not and if the oil level is appropriate or
not.
117
Improvement directions in the case of “no”
•Change the oil level gauge.
•Draw the upper and lower limit lines of the oil level gauge.
•Supply lubrication oil up to the upper limit line.
118
Checking methods and know-why (2)
Section
Oil tank
Checking items
Oil filter
(4) Check the oil inlet
and the filter
120
Checking methods and know-why (3)
Section
Oil tank
•By putting a magnet bar from the oil inlet and checking the bottom of the tank by the
magnet, check if there is any metal or alien substance stuck to the tank.
121
Improvement directions in the case of “no”
•Wash the tank
•Apply the rust inhibitor, which does not influence oil, on the inside wall of the tank
•Remove the source of rust
・Deterioration of the seals on the upper board of the tank and/or the piping section.
・Clogging of the element in the air breezier
・Oil pot
122
Definition of Visual Control
Abnormal !
123
The five requirements for the object of
visualization to make it work
Air
Filter Filter Air
Regulator Regulator
Lubricator Lubricator
Visual Rubber
indication ring
Visual control
Easy to
inspect
strainer
strainer
* It cannot be seen due to its position
Make it easy to
tell whether the
thermocouple is green (normal value)
fully inserted
Interior
127
3. Phase 3 Coloration of the object to be controlled
Step 4 : Destination between normal and abnormal
-- Basic conditions : no looseness, no oil deterioration
-- Processing conditions : right current, right voltage, no vibration,
accuracy of jigs, etc.
Step 5 : Coloration of the criteria, whether it is normal or not normal
Green : normal
Yellow : abnormal
Red : risky
[ Before ] [ After ]
Water supply
display lamp
OK !
Washing Scale
booth
Tank of washing
liquid Cover Float
Instantly
Three key words for visualization
1.Easiness of watching
* Make the face of the object visual
* Make it visible
* Requires no labor nor time
* Attract attention
When a right amount
* Make it non-ordinary of oil is fed, the
flower becomes
* Make it striking open by the move-
By looking at the ment of the float.
flower, we can
observe anomaly
of the oil quantity
The buoyancy of
the float
The three major effects we can expect by visualization
133
Shop floor is a mirror.
134
Visualization for the checking route
135
(7) From BM, TBM (AM & PM calendars) to the intelligent
maintenance (combination of BM, TBM and CBM)
136
PLANNING P.M. REVISION
Root Cause
Defined
FREQUENCY CYCLE
MODIFIED
Implementation Countermeasure
Plan defined
137
TYPE OF MAINTENANCE TBM, CBM, BM, ELECTRICAL,
MECHANICAL, ETC.. COMPONETS UNDER THIS CYCLE
FRECUENCY TIME
CYCLE DESCRIPTION
LAY-OUT
INTERVENTIONS POINTS
138
WE COVER 234 COMPONENTS IN OP20A WITH:
• 5 CBM CYCLES
• 4 TBM CYCLES
AND WE COVER 258 COMPONENTS IN LACAS2 WITH:
• 2 CBM CYCLES
• 4 TBM CYCLES
WHICH CONTAIN THOSE COMPONENTS.
139
The roles of autonomous maintenance
140
Divisions of functions between operational and maintenance departments
Activities carried out Categorization
Type of
Aim method Prevent Measure Restore Oper Mainte
deterioration deterioration deteriorated part ation nance
Proper operation
Normal ◎
Scheduling / Adjustment
operation ◎
Cleaning, identification of hidden defects, response
◎
Maintenance
Lubrication
◎
Tightening
activities
Daily ◎
Conditions of use, daily inspection for deterioration
maintenance ◎
Minor maintenance
Regular inspection
◎
Regular Regular check ○ ◎
operation over
Test tendencies ◎
(assessment technology)
Advance ○ ◎
Irregular maintenance
maintenance
facility
◎
85%
◎ ○
Improvement Improve precision ○ ◎
activities
Easy to
inspect
strainer
142
strainer
Aims of AM (Autonomous Maintenance)
143
Seven steps of autonomous maintenance
Step 7
Step 6 Fully
implemented
Step 5 autonomous
Workplace management
organization
Autonomous and
Step 4 inspection housekeeping
General Challenge this step
Step 3 inspection
and find benefits.
Tentative
Step 2 standards
Countermeasures
Step 1 against sources
Initial cleaning
144
Promote Autonomous Maintenance Step by Step
Step Activities
• Eliminate dust ant dirt from main body of equipment
• Expose irregularities such as slight defects, contamination
1. Perform Initial
sources, inaccessible places, and sources of quality defects
cleaning
• Eliminate unnecessary and seldom-used items, and simplify
equipment
2. Address
• Reduce housekeeping time by eliminating sources of dust and
contamination
dirt, preventing scatter, and improving parts that are hard to
sources and
clean, check, lubricate, tighten, or manipulate
inaccessible places
• Formulate work standards that help maintain cleaning,
3. Establish leaning and lubricating, and tightening levels within minimal time and effort
checking standards • Improve the efficiency of checking work introducing visual
controls
145
Promote Autonomous Maintenance Step by Step
Step Activities
Teach Teach
Pilot Team
Manager’s Equipment
Model Teams Action Teams
Five Levels of Operators
Operation only
Multi-operations
2 + QC + AM
3 + Improvement
4 + Engineering
151
• In general, one third of breakdown
Total number of breakdowns
152
Autonomous maintenance
When equipment does not have the basic condition to be operated and
there are many possible causes which may lead to breakdowns, a
collective approach by AM without persistently asking why, why, - - - to
identify root causes, can work well. But when there are few breakdowns,
AM can be very costly.
Step 2 is the key to get the benefits of AM.
Applying AM Step 1 – 3 is the key to establish the basic condition of the
equipment.
The major economic benefit of AM can be gained by AM Step 1 – 3.
Step 4 costs time and money.
Depending on the breakdown situation of the equipment applying Step 4
cannot be economically justified.
We need to add something extra activities on Step 4 to get benefits out of
it.
153
Developing an autonomous maintenance program
154
Evaluation Grid: Score 1– Autonomous Maintenance
157
Evaluation Grid: Score 3– Autonomous Maintenance
1. Pillar and activities boards are up to date and how results have been
achieved at each step.
2. Operator involvement in inputting data to calculate OEE and OLE.
3. Continuous improvement in CILR time reduction.
4. (Model machines) How AM step 5 has been applied.
5. (All top of 50% of AA machines) Completion of AM step 4.
6. (The rest of 50% of AA machines) AM step 1 – 3.
7. Reclassification of machines into A, B and C as a result of moving from
the reactive to the preventive stage based on cost deployment + [P, Q, C,
D, S and M]. Breakdown loss due to the lack of basic condition is not any
more a major loss.
8. Logical linkage between AM, PM and shutdown maintenance.
9. The increased number of suggestions and quick kaizen as step activities
move on.
10. Careful evaluation of B/C ratio.
158
Evaluation Grid: Score 4– Autonomous Maintenance
159
Evaluation Grid: Score 5– Autonomous Maintenance
160
Aims of PM (Preventive Maintenance)
161
Seven steps of professional Phase 4 Step 7
maintenance
Step 6 Maintenance
Phase 3 cost
Build a predic- management
Step 5 tive mainte- Establishmen
Phase 2 nance system t of
Build a (trend a planned
Step 4 periodic management) maintenance
maintenance system
Phase 1 Countermeasures system
Step 3 against weak
points
Establishment of the machine and
of lengthened equip-
Step 2 maintenance ment life
Reverse standards
deterioration Applying PM Step 1 – 3 with rigor is the
Step 1 (breakdown analysis)
key to eliminate breakdowns. The rest is
Elimination of forced deterioration the refining PM activities.
and prevention of accelerated deterioration
Exchange cycle 1
Restoring deterioration of parts Extending individual product life Estimation of product life and Predict faults through
which have been left unattended regular restoration of technological and assessment
・Improve weak points regarding
deterioration skill
・Dealing with hidden faults individual product life
・Improve weak points regarding ・Improve maintenance (Increase ・Methods of reducing maintenance
overloading efficiency) costs
Eliminate forced deterioration ・Select parts appropriate to the
Use the five senses to grasp Estimate and lengthen remaining
situation
・Establish basic conditions signs life through technical analysis of
・Preserve order for operation Eliminate random breakdown Indicating internal deterioration faults due to physical damage
conditions
・Dealing with operational errors ・Distinguish faults which show ・Technical analysis of cause
(Think of failsafe devices) signs of damage from those Fractured cross section, material
・Dealing with repair errors which don’t fatigue, concentrated stress
(Improve procedures, tools) ・Investigate how to recognize
early signs
Restore external deterioration
・Operator education
・Repair all deterioration in external
appearance
Phase 1 ( Reduce the number of breakdowns to half) ― Step 1 to Step 2
Stabilize the interval between one breakdown and the next one
① Restore deterioration which has been left unattended
Priority must be given to addressing defects which are apparent but are not
attended due to either a tight budget or the lack of motivation.
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Evaluation Grid: Score 2– Professional Maintenance
1. Pillar and activity boards are up to date and show how results have been
achieved at each step.
2. Computerized OEE and OLE measurement.
3. (Model machines) MTBF of the model machine is approaching ca. 5,000
hrs.
4. (All the major machines) MTBF of all the major machines is approaching
ca. 2,000 hrs.
5. (All the major machines) A clear logical linkage between AM and PM
activities and shutdown maintenance
6. The loss due to breakdowns is not any more a major loss.
7. The classification of machines into AA, A, B and C as a result of moving
from proactive to preventive stage based on cost deployment + [P, Q, C,
D, S and M].
8. Component maintenance if applicable for those machines which are not
covered by AM and/or PM.
9. Maintenance crew’s time breakdown is available.
10. Maintenance time spent mainly for PM step 3 (Initial TBM), PM step 4
(CM) and PM step 5 (refined TBM).
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Evaluation Grid: Score 4– Professional Maintenance
173
Evaluation Grid: Score 5– Professional Maintenance
174
Seven Steps of Establishing Professional Maintenance ( component level )
Phase 4
Step 7
Phase 3
Component
cost
Step 6 management
Phase 2 MQ analysis,
Step 5 trend management
and checking
Establishment
Phase 1 Step 4 of a periodic
replacement
cycle
Measures to
extend
Step 3 component life
Establishment
of maintenance
Step 2 standards
Countermeasures
Step 1 against the gaps
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Seven steps of establishing professional maintenance ( component level )
Phase Step Title Objectives
1 1 Investigation of gaps between ・ Selection of important components.
Stabilize designated usage conditions ・ Restoration of the apparently deteriorated parts.
mean time and current conditions of use
7 Steps of Professional Maintenance (component level)
176
Development of professional maintenance (component level)
Focused Improvement Daily measures Deployment by part (1st ~ 4th step)
3rd step
177
Pareto diagram of broken components (example)
178
Cause classification of bearing breakdowns
Outflow of grease 3
Excessive tightening of distribution valve 3
Loosened copper pipe 2
Classification Carbonized grease 2
Defective distribution valve 1
Number of
Leakage from pipe flange 1
breakdowns
Insufficient grease change at the installation stage 1
179
Type of
equipment A B D Number of
Name of breakdowns
component
2 4 1 3 5 1 5 3 4 2 2 1 5 3 4 6
1
2
Common component
10
Number of breakdowns
Model components
Model equipment
Inter Inter
Many Medi Few B M S Many Medi Few High
medi
Low High
medi
Low
-um -um
ate ate
Equip-
ment
Parts
181