Professional Maintenance

Professional Maintenance
Dr. Hajime Yamashina

Professor Emeritus, Kyoto University
Member of RSA (U.K.)
Member of Royal Swedish Academy of
Engineering Sciences (Sweden)
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
About half of all equipment abnormalities

are manmade and not caused by machine
deterioration, as most people suppose!
Professional Maintenance
1. Introduction
2. Tools, Methods and Organization to Eliminate
Machine Breakdowns
3. Step by Step Approach to Establish a Planned
Maintenance System
4. Shutdown Maintenance
5. Establishment of CBM
6. Spare Parts Management
7. Maintenance Cost Management and
Maintenance Management System
1. Introduction
1.1 Apt Analogy between Human Body and Equipment
1.2 Why do Failures Occur?
1.3 What is the Problem?
1.4 Aims and Objectives of PM
1.5 Better understanding of the Maintenance Issues
1.6 Various Maintenance Activities
1.7 BM, TBM and CBM
1.8 Production Department Activities
1.9 Maintenance Department Activities
1.10 Professional Maintenance Activities
1.11 Structure of Planned Maintenance
1.12 How to Select a Proper Maintenance Method
(1) Flow Chart Based on Production Output, etc.
(2) Based on a Technical Viewpoint
1.13 Planned Maintenance System Showing the Contents of
Work
1.14 Classification and Allocation of Maintenance Tasks
1.15 Economic Justification of PM System
Apt Analogy between Human Body and Equipment
4
16
11
1 1
1
13
6
5
7
Similarities between Man and Equipment
No Man Equipment No Man Equipment
１ Heart Motor, Power 10 Pulse Vibration

source
2 Valves of the Main valve 11 Blood Pressure
heart pressure
3 Bones Main body, 12 Joints Bearings
Base, Axis
4 Brain Control function 13 Stomach Tank, Reactor
5 Muscle, tendon Connecting 14 Lung Fuel, Pump, Fan

function
6 Artery Main pipes, 15 Other organs Important parts
Power lines
7 Vein Return pipes, 16 Eyes Instrument
Branch lines
8 Kidney Filters, 17 Arm Handle, Lever,
Strainers Connecting rod
9 Blood Fuel,
Lubrication oil
Similar phenomena between man and equipment
No. Man Equipment
1 Heterogametic anti body Faulty material combinations
2 Nervous anaphylaxis Stress concentration
3 Intoxication Impurities
4 Gastec ulcer Corrosion
5 Vomiting of blood, Hematemesis Leakage through a crack
6 Bleeding, Hemorrhage Oil leakage
7 Cerebral bleeding Leakage from the main pipe
8 Ectoparasite Dirt
9 High blood pressure Clogged, Abnormal pressure
10 Arrhythmia Unbalance, vibration
11 Lack of appetite, Anorexia Insufficient quantity of flow
12 Heart failure Snapping of a wire, Explosion
13 Blow Dent, Deformation
14 Fracture of a bone Broken shaft
15 Suffocation Overcharging
16 Neuralgia Uneven ground subsidence
17 Loss of eyesight Instrumental damage
18 Fever Seize, Expansion
19 Weakening, Asthenia Overall deterioration
Preventive measures against breakdown
1. High blood pressure Cerebral bleeding

[Preventive measures] Reduce cholesterol
Clean, eliminate foreign body
2. Fracture of a bone Cripple

[Preventive measures] Give a treatment as early as possible
Insufficient fastening
3. Arrhythmia Sudden death

[Preventive measures] Do not be overloaded.
Proper countermeasures against vibration
We need to care for our equipment as we do for our body.

Why Do Failures Occur?
The major problem of a plant is to utilize

equipment in an optimal way with well organized
maintenance.
Equipment is designed to be reliable, but still liable
to breakdown because it consists of many
components and only when one of the components
(A components) breaks down, it will break down.
To eliminate breakdowns is technically possible,
but the problem is how to do it economically.
Figure Normal machine component deterioration
Time
Wear and Tear
Components
- New Component
OK for good
machine
- Cosmetic Defects operation
- Acceptable Wear and Tear Acceptable deterioration limit
- 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
Minor defects cause machine failures
1.Minor defects hurt machine productivity by continuing to

deteriorate and growing into medium and major defects.
After all, every medium and major defect was once a minor
defect or resulted from minor defects. Left unattended,
minor defects only become worse. It is better to nip them
in the bud instead of letting them go until larger, more
difficult, more expensive repairs are required.
2.Minor defects impair equipment performance by causing
accelerated deterioration in other parts. Even though a
machine is running fine today with minor defects, these
defects often cause a faster rate of deterioration in
surrounding parts.
3. Minor defects hurt machine performance by interacting
with one another while they are all still minor in random
ways that, together, cause machine failures. These
kinds of problems are notoriously difficult for technicians
to repair because they most often happen intermittently
– only when certain minor defects interact in just the
right way.
4. A single minor machine defect may, all by itself, cause a
variety of machine failures to occur without any
interaction with other minor defects. This is not a
frequent occurrence, and not every minor defect will
cause equipment failure or productivity loss all by itself.
Still, no one can tell which minor defects will cause such
performance problems; therefore, all minor defects
must be eliminated.
Most minor defects are detectable by our
human senses. We see them, hear them,
smell them, and feel them.
With experience, people performing these
inspections develop a “good eye” for the
types of minor defects that can occur in their
equipment and learn to spot them with ease.
Note: Here you can see a clear limitation of

available CMMS’s.
One of the principal goals of all maintenance work
is to keep every part in a machine “as it should
be― free of any minor defects.”
Conditions that are not “as they should be” often
cause accelerated deterioration in other parts.
This increases machine downtime and the cost of
replacement parts, and wastes technician time.
Machine deterioration, inadequate machine design,
or misuse of the machine can cause abnormalities.
Example
Breakdown
(function loss) Motor burns out
１
Minor Stoppage Motor overheating
(function reduction)
10
Minor Failures Vibration causes

(no function bearing
reduction) 30 deterioration
Hidden Failures Loose nuts and

(no function Hundreds bolts
reduction)
19
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
Most organizations react here and

Equipment
fails only restore equipment to the point of
getting the machine running again.
Equipment runs, However, permanent improvement is only
is troublesome, attained when conditions at the base of
and produces
quality defects the pyramid which cause the failure are
improved.
Remaining chronic conditions will simply
•Equipment runs combine in new ways to cause new machine
•Quality is OK
•Productivity is low failures.
•Failures are imminent
•Basic conditions are neglected

•Deterioration is unchecked
•Inherent design weakness exist
•Workers have inadequate skills
•Operating standards are not followed
By not attacking the root cause of equipment failures, reactive organizations

are doomed to a cycle of permanent breakdown maintenance.
Figure Minor machine defects are the true root cause of all machine failures
For every machine

failure there are
many underlying
chronic conditions
Equipment
as causes
fails
Equipment runs,
is troublesome,
and produces
quality defects
• Equipment runs
• Quality is OK
• Productivity is low
• Failures are imminent
• Basic conditions are neglected

• Deterioration is unchecked
• Inherent design weakness exist
• Workers have inadequate skills
• Operating standards are not followed
Figure Without a foundation of eliminating minor defects, equipment failures occur
Equipment
fails
Equipment runs,
is troublesome,
and produces
quality defects
•Equipment runs
•Quality is OK
•Productivity is low
•Failures are imminent
•Basic conditions are neglected

•Deterioration is unchecked
•Inherent design weakness exist
•Workers have inadequate skills
•Operating standards are not followed
WCM activities focus on elimination of the root causes of equipment failure. Without this foundation of
machine weaknesses, equipment failure will not occur.
The lack of knowledge of a
thousand seemingly insignificant
details contributes in a huge way
to many equipment losses.
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.
What is the Problem?
Equipment breakdown does not occur suddenly

except by human errors. Equipment breaks down
when a component breaks down. There is a
symptom before the breakdown takes place. The
problem to be addressed is how to detect it econo-
mically.
Identifying a component which will lead to a
breakdown before it breaks among many components
which constitute the equipment is a real issue.
Without analyzing breakdown data in depth, this
problem cannot be managed.
Aims of PM (Preventive Maintenance)
1. To maximize equipment reliability and availability at

an economical cost
2. To eliminate unplanned maintenance activities
3. To achieve zero breakdowns and process failure
losses with the cooperation of production people
(AM) and quality people(QC).
28
MINDSET CHANGE 1
Minor equipment defects― once thought to be of no
importance to machine maintenance― are now
considered to be the root cause of almost all machine
failures and are meticulously kept out of factory
equipment.
This requires operator involvement in machine cleaning
and inspection, once thought to be the sole province of
maintenance technicians. It also requires technician
involvement in keeping minor defects out of equipment
areas not accessible to operators― a task not previously
performed by most equipment techs.
MINDSET CHANGE 2
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.
MINDSET CHANGE 3
Equipment failures can be prevented, despite

many maintenance technician’s belief that
machines will always break down, no matter what
maintenance is performed. This self-fulfilling
prophecy has kept most maintenance organizations
locked into breakdown maintenance.
Better Understanding of the Maintenance Issues
• In general, one third of breakdown

Total number of breakdowns
PM comes from lack of basic conditions.

Including
Human
• Another one third of them can be
avoided if AM step 1 – step 3 are
errors
AM carried out rigorously with well
organized inspection of natural
deterioration.
Lack of the basic • The rest can be tackled by PM step 1

conditions – step 3. Once we establish a PM
calendar, we understand what we have
to do with the equipment.
To manage these three issues economically, we must be smart enough,

which requires the followings :
Structural drawing of
the cylindrical
grinder
Equipment is
normally
purchased.
Few
engineers
,technicians
and
operators
understand
the structure
and
mechanism
of the
equipment.
The operators should know the function and structure of equipment.
Really know the functions and

structure of your equipment.
A clever thief will find customers first
and then steal.
A poor thief will steal first and then look
for customers.
(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.
Reactive Preventive Proactive
Money (loosing) Risk (probability x possible loss in money)

Link to cost deployment
Transmission plant - Losses 2007
5.961
6.000
5.000 4.613
K€/anno
4.000
2.828
3.000
2.000
1.416 1.333
892
1.000 689 687
220
0
S
PS
ES
N
T.
TM
A
IO
W
VA
SA
A
G
W
T-
O
TA
PT
R
A
N
IS
O
SE
D
SC
PP
M
D
EL
/D
T
K
SU
U
G
D
EA
SH
ST
IN
N
R
C
O
P/
O
B
N
C
R
U
LA
R
IC
T-
VE
M
R
A
A
B
O
N
ST
U
900
800
C matrix:
C matrix: K€ guasti / UTE
breakdowns losses/ute
700
600
k€/anno
500
400
300
200
100
0
208 222 203 207 205 202 204 201 223 221
Losses stratification up to machine level
D matrix, fonte EWO:
900
800
D matrix(EWO data source):
imputazione breakdowns
guasti-pilastro losses/pillar
di competenza D matrix
PM €/PD
700 €/FI
€/PM
600
€/AM
k€/anno
500
400
300
200
100
0
208 222 203 207 205 202 204 201 223 221
Ute 201 machine: breakdowns losses / PM pillar

MODEL
30 Ute 202 machines: breakdowns losses / PM pillar
30
10
K€/ anno
AREA
20 20
Ute 203 machines: breakdowns losses / PM pillar
/ anno
25
60 Ute205
Ute 204machines:
machines:breakdowns
breakdowns losses / PM
PM pillar
pillar
150 3020
/ anno
10 50 5
Ute 208 op: breakdown analisis / PM pillar
15 D matrix(EWO data source):breakdowns losses / PM pillar
K€ K€
15
anno
k€/anno
40
K€/anno
K€/ /anno
0 2010
100 10
30 AA
210
170
200
130
180
05
K€
20
1050
50
10
20 100 120 10 Machine
50 level
000 10 60 70 80 20
97carico
06.0
02.0
16
11
09.0
15
03.0
13
07.0
14
98
08.0
97
0.1
04.0
05.0
10
12
17
18
0 110 150 120 130 50

70 110 100 30 120
20 40 30 50 10
900
Link to cost deployment
800
C matrix:
C matrix: K€ guasti / losses/ute
breakdowns UTE
700
600 D matrix
k€/anno
500
400
300
200
100
0
208 222 203 207 205 202 204 201 223 221
D matrix, fonte EWO:

900
imputazione
D matrix(EWO data guasti-pilastro di competenza
source): breakdowns losses/pillar
800
€/PD
700 €/FI
PM €/PM
600
€/AM
k€/anno
500
400
300
200
100
0
208 222 203 207 205 202 204 201 223 221
(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.
Component Classification Criteria
COMPONENT CLASS“A”
COMPONENT “A”
WHEN THIS COMPONENT BREAKS DOWN, EQUIPMENT BREAKS DOWN
COMPONENT CLASS“B”
COMPONENT “B”
EVEN IF THIS COMPONENT BREAKS DOWN, ITS IMPACT IS LIMITED.
COMPONENT CLASS
COMPONENT “C”
“C”
BM CAN BE A GOOD SOLUTION WITHOUT PROBLEM.
(3) Measuring time between two consecutive
breakdowns
Initial failure -- design weaknesses manufacturing
errors, installation errors, poor
maintenance
Chance failure -- human errors
Wear out failure – lack of professional
maintenance
Example : A slit valve assembly
Vacuum seals Cam followers must be

must be leak-free adjusted to a specific
clearance
Yoke must be installed on One specific shim
cylinder rod thread with must be placed on
specified thread locker each side of the yoke
Sensors should be on Each sensor located at a

left side specified location
Piston seals must be

leak-free and tight
Bolts must be properly

Speed controls installed correctly to installed, torqued, and
regulate pneumatic cylinder exhaust locked
46
Example : A slit valve assembly
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
(4) Breakdown analysis
-- Reactive
-- Preventive : take countermeasures against
similar problems.
Number of breakdowns does not decrease
Visible
breakdowns
Potential defects
Prevention of
breakdowns at the
similar process through
horizontal expansion Potential defects have been revealed
Revealing potential defects

Figure ：The failure analysis process
Machine fails
Troubleshoot the machine-

discover what has failed
Repair the machine Failure

Restoration
Perform a failure analysis-

Failure
discover the root cause
Prevention
of the failure
Design and implement

countermeasures to prevent
the failure from recurring
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 party when it is approaching the end of its
useful, but before it fails.
Flow Diagram for Preventing Recurrence of Unexpected Failures
Unexpected
Trouble input card
Failure
CMMS Relevant workplace
NO
Daily/monthly Maintenance
failure reports Dealt with locally
department
YES
Restorative action Emergency action Emergency action Restorative action
Action to
restore operation
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
(5) Easy C I L
C : Eliminate contamination
I : Quick inspection
L : Central lubrication system
54
The Importance of Cleaning
Why clean ?
• Dust damages machines.
Detailed cleaning to remove all contamination ensures

that all parts of equipment is touched. Only in this
way can we find hidden defects.
55
The Importance of Inspection
Why inspect ?
• Inspection traces the conditions of areas known to be prone

to defect.
• Inspection leads to understanding and ownership of what and
how to control conditions and make the job easy.
56
The Importance of Lubrication
Why lubricate ?
• Reduce friction and wear
• Dampen shock
• Cool moving elements
• Prevent corrosion
• Seal out dirt
Poor lubrication destroys machines !

Leaking oil, poor greasing, no lubrication regime creates
massively accelerated wear and tear.
57
Damages and Countermeasures
Damage of bearings
Wear on the outer rim

Condition of wear Cause Countermeasures
Wear occurred on the sliding Inappropriate or insufficient • Review lubrication method or

surface lubrication oil lubrication oil
(collar surface, roller surface or
pocket surface of a retainer)
Wear occurred on the rim or • Invasion of foreign body •Improve sealing devices
rolling surface • Inappropriate of insufficient • Thoroughly clean around the
lubrication oil bearing
59
Damage of bearings
Satin finished surface of the outer rim

Damage of bearings
Satin finish surface of the inner rim

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
62
(6) Visual control
“In a world class plant, there is a system which

makes it possible to highlight any abnormality
visually in such a way that anybody can recognize
it as a problem.”
63
Definition of Visual Control
Visual control means that the equipment itself informs the

operator of its abnormality.
Abnormal !
64
The five requirements for the object
of visualization to make it work
1. Clear understanding of what function/operation it should
have
2. Its position
We must be able to see it easily and clearly (neither too high,
nor for low, nor too much in the depths.)
3. Its direction
(The object must show its face from the point where the
operator can see.)
4. What message it wants to convey, exhibiting by quantifying
it as OK or not OK as much as possible.
5. Distinction by color so that the operator can see at a
glance by image without reading.
The four phases of establishing the visual management system
1.Phase 1
Identification of the object to be managed visually
Step 1 : arranging conditions in such a way that abnormality can be seen
(initial cleaning, etc. is just the starting point).
Air
Filter Filter Air
Regulator Regulator
Lubricator Lubricator
Visual Rubber
indication ring
Visual control
Comparison between Visual Indication and Visual Control

2.Phase 2
Visualization of the object to be managed
Step 2 : Visualization of potential defect
* It cannot be seen unless dismantled reveal it
Easy to
inspect
It takes too much

time 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
red (safety limit)
Interior
Step 3 : Establishment of tentative standards to prevent abnormality to

take place.
68
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
Install in pumps, valves,

bearings, motors, etc.
4. Phase 4 Leveling up the visual control system
Step 6 : Establishment of standards to prevent abnormality to take

place considering the above points of step 4, 5 on top of 3.
[ Before ] [ After ]
Water supply
display lamp
OK !
Washing Scale
booth
Tank of washing
liquid Cover Float
• Paint defects due to shortage • Noticeable in case of shortage

of washing liquid of washing water
• Unnatural posture when to • Safe inspection
inspect liquid level • Early confirmation of
• No scale on tank replenishment of washing liquid
• Automatic signal when
washing liquid is full
Step 7 : Enrich visual control of the system
-- long life
-- intensive
-- simplified
-- from visual control to non visual control which does
not require watching
Level 5 No need to check

( If something goes wrong, immediate alarm by light and sound)
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
2.Pursuit of easy understanding

* Quantify normal and abnormal conditions
* Make easy to see it
* Make easy to understand and judge by image
The flower
withers when oil
3.Conspicuousness has been run out
* 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
1.Timing : Early discovery of abnormality

(Prevention of possible losses/happenings of
troubles)
2.Accuracy : Prevention of forgetfulness, lack of attention,

wrong judgment, wrong action)
3. Pace : Quick and efficient checking and inspection

When some part, if it breaks, has a
risk of creating a huge damage, then
it must be placed to expose it to
human eyes such that its anomaly
can be detected quickly enough
even if such placement looks ugly.
(eg. The rupture of hoses,
breakdowns of cables)
74
Shop floor is a mirror.
Simplification
30 min.
Level 1 ( Checking by the check list )
Level 2 ( Visual management ) 10 min.
Level 3 Concentration ( no need to walk ) 2 min.
Level 4 Easy recognition ( no need to have a check list )
30 sec.
Level 5 No need to check Instantly
( If something goes wrong, immediate alarm by light and sound )
Visualization for the checking route
81
(7) From BM, TBM (AM & PM calendars) to the intelligent
maintenance (combination of BM, TBM and CBM)
82
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
Step 1 (breakdown analysis)
Elimination of forced deterioration

and prevention of accelerated deterioration

An approach to achieving zero-breakdown operation
Phase 1 Phase 2 Phase 3 Phase 4

Reduce variation in time Increase average Regularly restore Predict breakdown
between breakdown remaining life deterioration
Increase strength
Individual product life (Improvement)
Faults occur
in this range
Exchange cycle 1
Exchange cycle 1 Exchange cycle 1 Exchange cycle 2
Only this range

Exchange cycle 3
Exchange cycle 2 does not fail Exchange cycle 2 Regular
maintenance Irregular replacement from prediction of
Exchange cycle 3 remaining life
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
Various Maintenance Activities
Periodic Periodic replacement
inspection and lubrication
AM : Daily cleaning
Production and inspection Action
Autonomous
Prompt abnormality
maintenance
detection
Patrol checking Request
BM :
Recurrence Regular maintenance
Breakdown Action
prevention meetings
maintenance
Year-round servicing
(maintenance calendar)
Maintenance TBM :
Planned
Mid-term/long-term planned
maintenance
maintenance (equipment renewal)
CBM :
Predictive Condition, monitoring of
maintenance vibration, corrosion, etc.
MP design
Planning/ MP :
Design Maintenance
prevention Early management
Figure : Maintenance system

B M, TBM and CBM
BM Replacement after a certain period
The degree of deterioration
Limit
Ｆｏｒｃｅｄｄｅｔｅｒｉｏｒａｔｉｏｎ
Figures show a short life span

spread over a wide range
characteristic of accelerated
deterioration. If periodic
maintenance is applied under
Time these circumstances,
Many breakdowns occur as
shown in this area. maintenance cycles will be
short and probably ineffective.
p.d.f.
Time
Replacement period ( I ) Figure : Reduction of the range of equipment lifespan by phase 1

Components Lifetime
22 analyzed machines
Before restoration After restoration
Replaced parts Replaced parts
12 Frequency distribution Frequency distribution
12
10 10
8 8
6 6
4 4
2 2
0 month 0 month
Accumulated failures Accumulated failures
1.0 1.0
0.8 0.8
0.6 0.6
0.4 0.4
0.2 0.2
0.0 0.0
%
Over-lifetime probability
Over-lifetime probability %
100 100
80
60 80 Specified for
40 60 replacement
20 40
0 20
0
11 2 23 3 4 4 55 66 77 88 99101011
11 121213
13 1 2 3 4 5 6 7 8 9 10 11 12 13
1 2 3 4 5 6 7 8 9 10 11 12 13
TBM
TBM
Breakdown
occurs !
Replaced before a
breakdown occurs
Ｔｈｅｄｅｇｒｅｅｏｆ
ｄｅｔｅｒｉｏｒａｔｉｏｎＦｏｒｃｅｄ
ｄｅｔｅｒｉｏｒａｔｉｏｎ Too early replacement
Ｎａｔｕｒａｌ
ｄｅｔｅｒｉｏｒａｔｉｏｎ • Loss is liable to take
place since replacement
cycle is determined from
Ｔｉｍｅ the safety side.
Few bｒｅａｋｄｏｗｎｓ • Danger of abnormal

ｏｃｃｕｒａｓｓｈｏｗｎ wear takes place.
ｉｎｔｈｉｓａｒｅａ．
Ｒｅｐｌａｃｅｍｅｎｔ period ( I )
Replacement period ( II )
CBM CBM
Replacement period ( III)
Replacement period ( I )
Breakdown
Restore
Predict
Natural
Forced deterio- Established standard value
Check
The degree of
deterioration
deterioration
ration Check
Predictive
maintenance
• Most economical
because the part
can be utilized up to
Time almost the wear limit.
• Depending on the
diagnosis technique,
there is a risk of
making a diagnosis
p.d.f.
error.
Time
Replacement period ( I ) Predictive
Periodic maintenance
Replacement period ( II ) maintenance
Replacement period ( III )

Non-periodic replacement based on predicted life
Production Department Activities
1.Preventing deterioration:
• Correct operation ― preventing human errors
• Correct adjustment ― preventing process defect (quality defects)
• Basic housekeeping (establishing basic equipment conditions) ― cleaning,

lubricating, and tightening
• Early prediction and prompt detection of abnormalities ― forestalling failures

and accidents
• Keeping maintenance records ― feeding back information for recurrence

prevention and maintenance–prevention design
2.Measuring deterioration:
• Daily inspection ― patrol checks and five-senses checks during operation
• Periodic inspection ― part of overhaul inspection during plant shutdown or

shutdown maintenance
3.Predicting deterioration:
• Minor servicing ― emergency measures when abnormal conditions arise
and simple parts replacement
• Prompt, accurate reporting of failure and problems
• Assistance with repairing unexpected failures

Maintenance Department Activities
(1)The key player in equipment maintenance

(2)Support for autonomous maintenance
(3)Research and develop new maintenance technologies
(4)Prepare maintenance standards manuals
(5)Build systems for keeping maintenance records, handling
maintenance data, and measuring results
(6)Develop and use failure-analysis techniques and implement
measures to prevent the recurrence of serious failures
(7)Assist equipment design and development departments
(participate in MP design and early equipment management
activities)
(8)Control spares, jigs, tools and technical data
Professional Maintenance Activities
Professional maintenance activities
Improving maintenance
Improving equipment
technology and skills
• Professional maintenance skills • Autonomous maintenance
support
• Equipment repair skills
• Planned maintenance (7 steps)
• Inspection and measurement
skills • Corrective maintenance
• Equipment diagnostic • Maintenance prevention
techniques and skills • Predictive maintenance
• New maintenance technology
Figure : The twin activities of professional maintenance

Structure of Planned Maintenance
What equipment?
Classify machines into different categories based on priority
from the viewpoints of P, Q, C, D, S and M.
What part?
Practical approach : Step by step approach by A.M. and P.M.
Theoretical approach : FMEA, FTA, PPA, RCM, etc.
What type of maintenance ?
BM, TBM, CBM?
Make maintenance standard
Make maintenance standards based 5W1H questions.
Maintain equipment in a planned way

Maintain equipment based on maintenance standards
with the maintenance calendar.
HowtotoSelect
How Selecta Proper
a Proper Maintenance
Maintenance Method
Method
Flow Chart Based on Production Output etc.
Unknown and life Not
variation is big possible Big
Deteriorated part and Trend Influence of
deterioration speed management production output
Known and life Possible NO

variation is small
Small
NO Influence of
NO
Influence of production
production output Equipment
output damage
YES YES Big
Big Small Big

Equipment Equipment Equipment
damage damage damage
Small Big Small
TBM BM CBM IR BM TBM IR

Based on a Technical Viewpoint
Selected part
Is life guaranteed until the next overhaul?
①
NO
Is there any Is there any source of forced deterioration left?
source of forced YES
deterioration? ②
YES NO
②
Is life reasonably long?
YE NO
S ③
Restoration NO YE
& S Is life stable?
Improvement
Restoration &
④ YES Is the deterioration pattern recognizable?
Improvement Life extension NO
(corrective maintenance) Are there measuring methods of
⑤ YES the selected parameters of the
NO deterioration?
⑥ YES
NO
Study of the
IR TBM deterioration
CBM
pattern Searching
parameters
Daily maintenance
Planned Maintenance System Showing the Contents of Work
Planned servicing Complete shutdown

Professional Periodic servicing maintenance
maintenance Periodic inspection
Periodic checking Partial
PM TBM shutdown
maintenance
Autonomous Periodical checking
maintenance Daily checking and servicing
Alarm
Opportunity maintenance Trend
Professional monitoring
maintenance Continuous monitoring
Planned Periodic diagnosis Interlocks
Maintenance CBM
Autonomous Daily checking and diagnosis OSI

maintenance Detecting signs of abnormality SDI
OSI: On-stream inspection

Professional
(non-destructive inspection
maintenance
BM during operation)
SDI: Shut Down Inspection
Autonomous (inspection during shutdown)
maintenance
CM
Works planning and schedule control (WSB, PERT/CPM, maintenance
calendar, shutdown maintenance plan)
Change control for equipment and processes
Drawings and documentation control
Maintenance cost control system
Maintenance information management system
Maintenance standards
Project management, works quality management, safety management
Lubrication control
Support system
Support technology Spare parts control
Fixed-assets control
Measurement technology
Non-destructive test technology
Equipment diagnostics
Materials deterioration control technology
Erosion control technology
Corrosion control technology
Material damage analysis technology
Material skills training
Servicing standards
Specific engineering
technology Professional maintenance standards
Autonomous maintenance standards
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
maintenance Regular maintenance ◎

Efficiency of
Test tendencies ◎
(assessment technology)
Advance ○ ◎
Irregular maintenance
maintenance
facility
◎
85%
Early discovery and confirmation of ◎

circumstances, rapid response
Follow-up ◎
maintenance Sudden, irregular repairs
Improve strength ○ ◎
Reliability Reduce load
Improvement
◎ ○
Improvement Improve precision ○ ◎
activities
maintenance Condition monitoring ◎ ○

Improve inspection procedures ◎
Maintainability
Improve maintenance
Maintenance and operations
◎
improvement Improve quality of equipment
◎
Activities to prevent deterioration
Normal operation
Preventive M.
Autonomous
Cleaning
maintenance
Lubrication Techniques
Number The main role of for
Tightening the production prolonging
of
department equipment
incident Temperature control
s life
Vibration and sound (precision,
control reliability)
Minor repairs
Minor improvements Techniques

Activities to measure deterioration for
Operational inspection predicting
Planned equipment
Predictive M.
maintenance Equipment diagnosis life
• Condition-based M. Disassembly inspection
• Time-based M.
Predictive maintenance
Activities to restore and improve Restoration
equipment Maintenance prevention The main role of and cost-
the maintenance
Preventive repairs reduction
department
Servicing, repair, techniques
improvement Sporadic repairs
Improvement maintenance
Figure. Share of Maintenance Tasks Between Production and Maintenance

Economic Justification of PM System
(-ve) Aggregated cost
Cash
outflow
($)
Heavy cash outflow

during downtime
and repair
Costs of single Breakdowns

Continuing cash outflow
during recovery
0
0
Time/usage (hours)
Typical cash flow diagram illustrating the cost of lost production.

Typical cost of deterioration in plant condition
(-ve)
Increasing consumption
of fuel, spares, etc.
Cash
outflow
($) Extra cost due to
knock-on effect
Steady cost of fuel,

spares, etc.
0 Plant in good condition Condition deteriorating
0
Time/usage (hours)
Typical cost of a preventive maintenance strategy
Increasing cost as
(-ve) major components
begin to fail
Cash
outflow
($)
Cost of routine planned preventive
maintenance
Increasing wear on
moving parts
0 Plant‘as new’
0
Time/usage (hours)
Typical potential savings produced by use of PM monitoring
(-ve)
Potential
Cash saving
outflow
($) Aggregated running costs
Likely running cost if PM

eliminates stoppages
0
0
Time/usage (hours)
Typical Cost of Implementation
(-ve)
Installation of PM
Cash system
outflow
($)
Pay off cost of PM

implementation
Routine operation of PM system
0
0
Time (hours)
Typical overall cash flow from an investment in PM.
(-ve)
Cost of Installing PM
Cash
outflow
($)
Break even point
0 Net cash flow
Cash
saving Potential savings from PM
(＋ve)
Time/usage (hours)
2. Tools, Methods and Organization to Eliminate
Machine Breakdowns
2.1 Breakdown Causes
2.2 Difference between Repair and Fix
2.3 How to Handle Information of Machine Breakdowns
2.4 Following 5G Principle
2.5 Breakdown Analysis
2.6 What Should We Do after Breakdown Is Solved to
Prevent It from Re-
Re-occurring
2.7 Organization
Breakdown Causes
2.1 Breakdown Causes
Downtime Stratification
Why Does Equipment Fail ? FAILURE TO
MAINTAIN BASIC
CONDITIONS
DETERIO-
RATION
FAILURE TO
OBSERVE
Ｔｈｅｄｅｇｒｅｅｏｆｄｅｔｅｒｉｏｒａｔｉｏｎ
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
Problems in dealing with breakdowns in the factory
1. Superficial fixing, simple ・Merely repeating these measures will not lead to breakdown reduction. In particular, this tendency appears to be
replacement of parts prevalent in middle-ranking maintenance personnel.
2. Causes of breakdown not ・The real purpose of maintenance is to prevent reoccurrence.
examined in sufficient depth ・The most important method for reducing breakdowns and improving engineering and technical skills is to
persistently try to find root causes, and find comprehensive measures to deal with each individual incident.
・Are we neglecting to confirm what happened and why, due to the need of restarting production as quickly as
possible.
・It is important to develop the habit of a thorough examination of causes, with the cooperation of the production
department
3. Ignoring minor breakdowns ・Failures should not be ignored even if they only occur for a few minutes. If small incidents occur repeatedly, they
results in a big loss. Furthermore, minor breakdowns can be a precursor to a large failure.
4. No measures are being taken to ・Just because a fault is due to a human error does not mean that the fault will be solved simply by passing it on to
eliminate human errors the production department. Measure to make sure the human errors do not occur and are not possible to occur must
be taken with the cooperation of the production department.
5. Not making enough effort to apply ・One breakdown suggests there may be potential failures in other similar areas. Speedy efforts must be made to find
solutions horizontally all similar areas, inspect them and address the problem with consistent measures.
6. Too much attention is paid to the ・Although the most important thing is to take measures regarding the breakdowns which have occurred, most
breakdowns which have already breakdowns occur through deterioration.
occurred ・Be fully aware that fundamental measures to prevent breakdowns consist of the following two measures:
1) Clarification of operating conditions and compliance to conditions in use to prevent forced deterioration.
2) Clarification of the gap between the current state of the equipment and its desired state in order to identify and
resolve hidden defects.
7. Repair errors and the quality of ・Maintenance operators must be maintenance professionals.
repair are not clear ・Clarify responsibilities for repair errors and preventing their reoccurrence. Taking countermeasures will improve
engineering and technical ability.
It is necessary to confirm the quality after repair.
・Attention must be paid to the finest details to such a level as, the tightening of each single bolt, the arrangement of
every wire and the bending of each cotter pin. ( Confirm the number of repair errors )
8. Not enough efforts are paid to
chronic losses
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.
④ Design weakness
Residual strength of the machine components and the
kinetics of the systems are less than the forces applied.
Insufficient strength
⑤ Insufficient operator skills
⑥ Insufficient maintenance skills
⑦ Spare parts quality, etc.

Example : Breakdown typology analysis
Difference between Repair and Fix
2.2 Difference between Repair and Fix

* “Repair” means to mend in such a way as to eliminate the
cause of any trouble and to prevent the recurrence. On the
other hand, “fix” means to mend in such a way as to
replace the part without pursuing the cause of the trouble.
It is often found out that fixing is done in the name of
repairing.
* If some part is only fixed, it might cause the same trouble

again. So it is important for any worker who is in charge of
not only maintenance but also operating the machine, to be
aware of the difference between repair and fix.
How to Handle Information of Machine Breakdowns
2.3 How to Handle Information of Machine Breakdowns
It is necessary to keep records of the actual results of breakdowns and of the
countermeasures. But actually, in spite of the fact that this kind of a job needs much
labor, these pieces of information are not being used efficiently.
1 Information on breakdowns must collected just in time

* If the chief of a manufacturing section gets the information on machine
breakdowns and the countermeasures for the whole month at one time, it is
impossible to expect his machines to operate properly.
* The supervisor must collect information every day, or even every minute in
order to take proper measures to prevent machine breakdowns from reoccurring
.
2 The reports on breakdowns and the preventive measures for recurrence
must not be received “on the desk”.
* Supervisors should receive the information on breakdowns not only by written
reports but also by going over to the machine in question and observing the
breakdown phenomenon himself.
* However well in details the report is written it does not give the real information
unless the person who receives the report sees the actual broken machine.
Following 5G Principle
2.4 Following 5G Principle
5 Key Points to Solve the Problems

GEMBA Go to the spot
GEMBUTSU Examine the object
GENGITSU Check facts and figures
GENRI Refer to the theory
GENSOKU Follow the operating standard
CONGRATULATE
GOOD BEHAVIOR
Breakdown Analysis
2.5 Breakdown Analysis
2.5.1 Searching true causes

2.5.2 Development of 5 why’s analysis
2.5.3 Development of 5 why’s analysis systematically
2.5.4 5 WHY analysis
2.5.5 Two good examples of 5 why’s analysis
2.5.6 Two bad example of 5 why’s analysis
2.5.7 Perfect breakdown analysis
2.5.8 5 Why analysis with a sketch
Searching true causes
*The following preventive measures are often taken:
・When the connecting shaft of a machine is broken, the diameter of

the shaft is made 30 % larger than the original one.
・The motor was overheated, then its capacity is increased.
⇒These kinds of preventive measures are based on the
improper pursuit of causes.
*While other machines are operating with the shaft with 20 mm diameter to
increase the diameter to 25 mm only because the shaft started breaking
down frequently four or five years after its use is nothing but the result of
the lack of investigation.
*It is very important especially for pursuing causes that the fact is
investigated from the viewpoint of what has been changed and what has
gone off the regular operation.
Development of 5 why’s analysis (1)
Phenomenon (result)
By repeating “why” search for the real

1st cause cause (try to find logically by following
principles)
2nd cause
If countermeasures are 3rd cause The real causes become

taken at this stage, the apparent around this stage
phenomenon will recur
because the real cause has 4th cause
not been eliminated
5th cause
Repeat 5 times Why

Development of 5 why’s analysis (2)
Pheno- Influence Evaluation of countermeasures
Item mena Cause Countermeasures rate of Efficiency Degree of Rapidness
causes difficulty
Abstract development Problems If there are

in several
connection causes, it is
with the required to
system consider the
contribution
rate of each
cause
Concrete Operationa are liable
development l problems to be
highlighte
d
If there are several
countermeasures,
evaluate all of them
May come out properly
with many
branches
Development of 5 why’s
why s analysis systematically
(1)-1-1
Why does (1)-1 occur?
(1)-1
(1) Why does (1) occur? (1)-1-1
(1)-2 (1)-2-1
Phenomenon Why does the phenomenon occur?
Why does (1)-2 occur?
(2)-1 (1)-2-2
(2) Why does (2) occur?
Final “Why”
(2)-2 (the cause of the
phenomenon)
5 WHY analysis
1. Grasp the fact Follow 5G principle
1) In case of equipment
Draw a sketch of the phenomenon
2. Understand structure and 2) In case of operations
function Check the sequence of the operations and
points to pay attention and the role of each
operation
3-1) Accidental trouble

Approach for the viewpoint of “optimal
3. Decide a proper approach condition”
of 5 WHY 3-2) Chronicle trouble
Approach based on the principle and its
operating standard
4-1) Approach for the viewpoint of the optimal condition
Imagine required conditions and list up the conditions as
4. Implementation of investigation subjects.
5 WHY analysis Investigate the listed items with the real objects and analyze
only the objects which do not meet required conditions.
4-2) Approach from the viewpoints of the principle and its
operating standard
Pay attention to the point which caused the problem and
grasp it from the viewpoint of the principle and its operating
standard.
Take this problem as first WHY and continue to ask WHY
with the object.
5. Checking the Against the last cause of “WHY-WHY”, decide a

investigation method method for investigation and measurement.
6. Evaluate YES or NO Evaluate YES or NO by comparing the last cause

of “WHY-WHY” and its optimal condition.
7. Establish
a viewpoint plan For those of NO, establish improvement plans.
and implement
Two good examples of 5 why’s analysis (1)
Phenomenon Why①
① Why②
② Why③
③ Why④
④ Why⑤
⑤ Why⑥
⑥ Why⑦
⑦
The roller The roller Some foreign
The chain Some force The cover The Vibration
bearing bearing body got into
cover was was contacted fastening took place.
was was worn the bearing.
broken. imposed the chain. bolt of
loosened. out.
from inside. the cover
was
loosened. The bearing
The fastening oil has run out.
bolt of the cover
was not fastened
tight enough after
repairing the Uneven
chain. weight has
been imposed
The chain on the
contracted The chain bearing.
the cover. was The chain was
loosened. stretched.
The sprocket The sprocket

was loose. was worn out.
Some force Fork lift hit The operator

was imposed the chain
was careless.
from outside. cover.
The fork lift

couldn’t avoid
the cover.
Two good examples of 5 why’s analysis (2)
Can wear not be detected earlier by
Why was an oil- Breakdown due to big vibration using a vibration gauge?
free bearing not
used? Can’t shortage of liquid be
A bearing has been worn out. detected immediately by any
device?
Can the clog not be
Why was such a bearing used? Lubrication liquid was not sufficient. detected immediately?
The circulation pipe was clogged with dust.
At the time of scheduled maintenance,

Why did such dust come in? the cleaning of the circulation pipe
The section area of the circulation was not carried out.
pipe was too small.
At the time of scheduled maintenance,

When the pipe was exchanged last time, a substitute the maintenance div. did not place
was used because no proper pipe was available. Washing order to the shop.
Normally, washing is carried out every year.

Improve the spare But this year, just before scheduled maintenance,
parts management the pipe was replaced with the new one because
method. Why wasn't a spare pipe available? of a breakdown and thus, washing was omitted
at the time of scheduled maintenance.
Two bad examples of 5 why’s analysis (1)
Why ① Breakdown due to big vibration
Why ② A bearing has been worn out.
Why ③ Lubrication liquid was not sufficient.
Why ④ The circulation pipe was clogged with dust.
The section area of the circulation

Why ⑤
pipe was too small.
When the pipe was exchanged last time,

Why ⑥ a substitute was used because no proper
pipe was available.
Why ⑦ Why was a spare pipe not available?

Two bad examples of 5 why’s analysis (2)
*When causes are studied in depth, a mistake is liable to take place.

For instance,
Trouble: -The motor is overheated.
Causes -
1st cause - Oil run out. Why-
2nd cause - The worker forgot to charge oil. Why-
3rd cause - The supervisor did not train
the worker well enough. Why-
4th cause - The supervisor lacked in his
consciousness as a supervisor. Why-
5th cause - The supervisor had not been
trained enough. Why-
6th cause - The training policy of the company
was not clear. Why-
・This kind of pursuit of causes only abstracts and expands the range of the
problem and forgets about the reality. Anyone may fall into the same kind
of a mistake if he does not grasp the real problem by proper observation.
Perfect breakdown analysis (1)
1.Why did the equipment 7. Were there any symptoms

break down? before the failure occurred?
2.Why did that very part of 8. Does the failure show
the equipment break down? visible symptoms?
3.What stress was applied to 9. What symptoms may
the part? anticipate the failure?
4.Why was that stress applied 10. Can the failure be prevented
to the part? by analyzing its symptoms?
5.What is required to prevent 11. How can the symptoms be
the failure? detected?
6.Who should take care of 12. What type of expertise and
preventing failure recurrence? skills should the operator
When? How? have to detect the failure?
Perfect breakdown analysis (2)
1 Which part of the machine broke down?

Machine Man Sketch of the
2 How did it break down?
machine/part
3 Why did that very part of the machine break down?
Method Materials
4.1 Why 4.2 Why 4.3 Why ··· ·····
What symptom may

5 anticipate the breakdown?
Actions to eliminate the

6 breakdown
Actions to
Skills
7.1 prevent the 7.2 Why 7.3 When 7.4 How 7.5
required
break down
Phenomenon Why① Why② Why③ Why④ Judgment Countermeasures
Pellet is blocked The power of The weight of
and does not fall pellet to fall pellet is too light OK
from the outlet is small
Pellet is pushed Too much

hard by its own material is put OK
weight in the tank
The power to Friction power The shape of

prevent pellet of pellet against pellet is not OK
from falling is big another pellet is uniform There was a
big mistake in The problem of the
Pellet itself making mixing diameter of the inner
does not fall wall and the friction
easily The temperature
was too high OK resistance of the
Material surface of the tank
The inner wall Coating comes are not the same
off OK problem
of the tank does
tank Friction power not ensure
of pellet Alien body
smooth falling adheres to the
against OK
pellet the tank is big tank
The inner
diameter of the
outlet tank outlet is small NG Make the diameter
of the outlet bigger
does not fall The inclination
naturally of the tank is NG Make the tank incline
small
What Should We Do after Breakdown Is Solved to
Prevent It from Re-occuring?
2.6 What Should We Do after Breakdown Is Solved to Prevent
It from Re-
Re-occurring
Organization
2.7 Organization
2.7.1. Four types of maintenance organization
2.7.2 Five zero-
zero-breakdown measures
2.7.3 Classification of equipment into AA, A, B and C
2.7.4 Choosing a maintenance method
2.7.5 Breakdown map
2.7.6 Organization for breakdown analysis
2.7.7 Daily breakdown meeting
2.7.8 Daily breakdown control
2.7.9 Machine’s
Machine s sponsorship program
2.7.10 Breakdown repair overall flow
2.7.11 Breakdown repair direct going rate (example)
Four types of maintenance organization
Five zero-breakdown measures
Expose Hidden Defects
Maintain Maintain Improve Increase

basic operating Restore design technical
equipment standards deterioration weaknesses skills
conditions
Operations Maintenance
Classification of Equipment into AA, A, B and C
(1) Classification of equipment from the viewpoints of

P, Q, C, D, S & M
(2) How to evaluate equipment
This must be made based
on cost deployment.
Money (loosing) Risk (probability x possible loss in money)

(3) General guidance of AA, A, B and C machine classification
Very critical Critical Critical Low priority

equipment equipment after A class equipment
The degree
of AA A B C
criticality
% 5 ～ 7% 7, 8 ～ 20% 35% 40%
PM special PM 1st PM 2nd BM

Classification
Class Class Class Class
AA : Sophisticated CBM (Continuously monitored) + TBM

A : Normal CBM (Periodic diagnosis) + TBM
B : TBM + BM
C : Mainly BM
Choosing a maintenance method
Maintenance method AA A B C
Rank Preventive BM
maintenance
Maintenance schedule ○ ○
Inspection Precise ○
Simple ○ ○
Spare parts ○ ○ ○
Lubrication ○ ○ ○ ○
Breakdown Map
St St
Organization for Breakdown Analysis
Daily Breakdown Meetings
Daily Breakdown Control
Machine’s Sponsorship Program
Breakdown Repair Overall Flow
Breakdown and
repair
description
Received
Analyzed
Countermeasures Poor result

found
Countermeasures
implemented Successful result
Expansion
File
Breakdown Repair Direct Going Rate (Example)
3. Step by Step Approach to Establish a Planned
Maintenance System
3.1 Route Map to Zero Breakdown

3.2 From Phase 1 to Phase 4
3.3 Zero Breakdowns in Four Phases
3.4 Seven Steps of Establishing a Professional
Maintenance System
3.5 Contents of Step-by-Step Activities
3.6 Checking the Progress of Professional
Maintenance
3.7 Seven Steps of Establishing Professional
Maintenance (Component Level)
3.8 Planned Maintenance Master Plan
3.9 Transition of Contents of Maintenance Work
3.10 Importance of Auditing
Route Map to Zero B/D
From Phase 1 to Phase 4
An approach to achieving zero-breakdown operation

Reduce variation in time Increase average Regularly restore Predict breakdown
between breakdown remaining life deterioration
Increase strength
Individual product life (Improvement)
Faults occur
in this range
Exchange cycle 1
Exchange cycle 1 Exchange cycle 1 Exchange cycle 2
Only this range

Exchange cycle 3
Exchange cycle 2 does not fail Exchange cycle 2 Regular
maintenance Irregular replacement from prediction of
Exchange cycle 3 remaining life
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
Stabilize Mean Lengthen Periodically Predict
Time Between Equipment Restore Equipment
Failures (MBTF) Life Deterioration Life
Restore unchecked Correct design Restore deterioration Predict equipment life
determination weakness at regular intervals using diagnostic
・ Deal with visible defects ・ Correct weaknesses in ・ Estimate life span of techniques
strength and precision equipment ・ Clarify and adhere to
Prevent accelerated ・ Select parts conform- ・ Set standards for perio- operating standards
determination able to operating dic inspection and
・ Set basic equipment conditions testing Perform technical
conditions ・ Correct weaknesses to ・ Set standards for perio- analysis of catas-
prevent overloading dic parts-replacement trophic failures
・ Improve maintainability ・ Analyze repture faces
Eliminate sporadic ・ Analyze material
breakdowns Use the senses to fatigue
・ Improve operating and detect internal ・ Analyze gear tooth
maintenance skills deterioration flanks, etc.
・ Prevent misoperation ・ Identify deterioration ・ Take measures to ex-
・ Prevent repair errors that gives warning tend equipment life
signs ・ Conduct periodic res-
Restore external ・ Identify types of warn- toration based on
appearance of ing signs given predicted life
equipment ・ Learn to detect warning
signs
Phase 1 : Stabilize MTBF
Figure illustrates the effect of phase
1:
When life spans are stabilized and
lengthened through the elimination of
accelerated deterioration, it lengthens
maintenance cycles and reduces the
Few bｒｅａｋｄｏｗｎｓｏｃｃｕｒ likelihood of breakdowns.
ａｓｓｈｏｗｎｉｎｔｈｉｓａｒｅａ．
p.d.f.
Time
Ｒｅｐｌａｃｅｍｅｎｔ period ( I )
Figure : Lengthened equipment life span by phase 1

Phase 1 : Stabilize MTBF
Points :
• Detection of abnormalities by
Ｔｈｅｄｅｇｒｅｅｏｆｄｅｔｅｒｉｏｒａｔｉｏｎ
cleaning
Ｆｏｒｃｅｄ • Countermeasures against the
Ｎａｔｕｒａｌ sources of dust and dirt
• Detection of minute defect and its
improvement
• Maintaining of the basic conditions
• Clarification of the use condition

and its observance
Ｔｉｍｅ
The importance of maintenance information
Creating the shop where abnormality can be detected

audibly and visually upon its happening
Operators who know

the equipment well Skills “ Human ” sensor
Abnormality
・ Visual management in the effect
Detect
abnormalities
・ Fool proof Abnormality
in causes Prevention ZERO
Image of ideal process 5S Zero defects shop

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.
・ Being left in use.

・ Being left loose
・ Being left out of position Make a list → Take countermeasure
・ Being left out of order
② Eliminate forced deterioration

Abnormal deterioration caused by excessive stress above the designed
level → Forced deterioration
(1) Maintain basic conditions – cleaning, lubricating, retightening
(2) Comply with conditions of use
・ Prevention against external disturbances, such as vibration, noises, etc.
・ Conditions appropriate for the specification of a unit of part
environmental conditions, appropriate load, method of attachment
・ Loading conditions appropriate for the equipment’s capability
Phase 2 : Lengthen equipment life span
Lengthened equipment life Lengthened equipment
span by phase 1 life span by phase 2
Reduction of the range

of equipment life span by
phase 1
p.d.f.
Figure shows that taking action against

Replacement period (( I ) specific design weaknesses narrows the
variation and extends life still further
provided that :
Replacement
period ( II ) 1) There exists an equipment ledger
measuring MTBF
and
2) There exists an engineering support to
Figure : Lengthened equipment life span by phase 2 correct design weaknesses.
( III ) Points :
( II ) • Improvement of design
weaknesses
(I)
• Assurance of higher
performance against wear,
stress and tenacity
• Countermeasures against
operational stresses
Time
Phase 2 ( Reduce the number of breakdown 1/5)
Lengthen equipment lifespan
① Lengthen part lifespan
Where remaining life is short even where forced deterioration is excluded, an
analysis of weak points can help prolong life
(1) Improve design weaknesses
・ Lack of strength
・ imperfections in installation.
・ imperfections in processing
(2) Improve weaknesses against overloading
If the amount of load on the equipment cannot be reduced, strengthen
the weakest point
(3) Select components appropriate for the conditions of use
② Eliminate chance failures
(1) Countermeasures against repair misses ・ Acquire basic repair skills
・ Improve repair methods, etc.
(2) Countermeasures against human errors ・ Standardize methods of operation
・ Attaching fool proof device, failsafe
device, etc.
③ Restore external deterioration
General external inspection of hydraulic and pneumatic units, driving systems,
electrical systems, etc. and restoration of deterioration
Phase 3 : Periodically restore deterioration
Figure shows importance of
accurately forecasting the equip-
ment life spans that results from
the phase 2 improvement.
p.d.f.
Proper replacement period by
phase 3
Figure : Proper replacement period by phase 3 of

periodically restoring deterioration
Phase 3 : Periodically restore deterioration
Points :
• Performing periodic reviewing and
inspection
• Determining optimal reviewing and
inspection intervals despite of
significantly longer life
Breakdown !
Time
Phase 3 ( Reduce the number of breakdown 1/10)
Periodic restoration of deteriorated parts
① Estimating MTBF and periodic restoration of deterioration
The first and second phases will extend MTBF and stabilize MTBF.
Therefore, the validity of periodic restoration will increase from the viewpoints of
reliability and cost.
(1) Improve maintainability (2) Standardization and execution of
Add structural improvements to periodic maintenance
equipment easier to maintain ・ Periodic inspection
・ Use common parts ・ Periodic checks
・ Exchange blocks ・ Periodic servicing
・ Simplify assembly and disassembly
・ Improve jigs and tools and make them specialized
・ Standardize spare parts
② Use five senses to grasp abnormalities indicating deterioration
If you have difficulty in determining the remaining life, or cannot eliminate a wide
variation of the part lifespan, the only method is to detect early sign of failures
1) Before the breakdown occurred, were there any symptoms of any abnormalities?
2) Does this breakdown produce any early warning signs or not?
3) What early symptoms can lead to the discovery of this breakdown?
4) Why were we unable to detect the early symptoms of this breakdown?
5) What can we do to detect the early symptoms of the breakdown?
6) What knowledge and skills are necessary for the operator or notice the symptoms
of the breakdown?
Phase 4 : Predict breakdowns
p.d.f.
Time
Replacement period ( I ) Periodic maintenance

Predictive
maintenance
Non-periodic replacement based on

predicted life
Figure : Non-periodic replacement based on predicted life by phase 4
Figure shows that predictive maintenance is the ideal, and potentially most
profitable type of maintenance.
Points :
• Investigation of the deterioration
pattern with the progress of time
Time
• Physical analysis of deterioration
• Relationship between
measurable deterioration and
quality
Points :
• Detection of parameters out of

the deterioration pattern
Restore
• Selection of measuring
methods from the chosen
Predict
parameters
Diagnose
Diagnose • Check how deterioration will
appear in physical units such as
dimension change, vibration by
movement, consumed power,
temperature rise, pressure
change, magnet effect, etc.
• Trend management by a simple

diagnosis technique
Time
• Precision diagnosis after a
turning point
• Development of a proper
diagnosis technique
• Scheduled restoration
Concept of zero equipment breakdown
Breakdown !
Restore
Predict
Forced Established standard value

deterioration Check
Improvement
Natural of weakness Check Ｐｒｅｄｉｃｔｉｖｅ maintenance
deterioration (Corrective (Diagnosis by measurement of the
maintenance) degree of deterioration)
Periodic
maintenance
Time
Phase 4 ( Reducing the number of breakdowns to zero)
Predict and extend equipment life times

①Prediction of breakdowns by applying equipment diagnoses techniques.
Deterioration pattern: Measurement tool:
・Leaks ・Shock pulse meter
・Breakages ・Vibration measurement
・Corrosion ･Measurement by ultrasonic sounds (AE method)
・Abnormal sounds ･Magnetic, X ray search
・Abnormal temperature ・Spectrographic analysis (SOAP method)
・Abnormal vibration ・Insulation measurement
・Material degradation
・Oil degradation
・Looseness
･Abnormalities in the electrical system
②Catastrophic breakdown – Estimation and lengthening of the remaining life
using technical analysis
(1) Analysis of a fractured cross section

Concentrated stress
(2) Analysis of material fatigue
Repetitive load
Alternating load …SN curve analysis
(3) Analysis of the gear tooth surface
Supporting techniques of CBM
Detecting method of By active method Check by passive method
Judgment 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 1 23 4 5 6 7 8 9 10 11 12 13
si ed dn de tn eu er no do do ar do lio se yh do es no hg cir do tn do ev do li ・ ni do ID cir es do tn no ec sis eg yti / st nio do
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o uo ep qr ht la pa ht ae ir tc ht rer ht aw ht m ht tc ah ht ec na yl de tn ra tc h
parameters
la m us as re ni sit ts N
fo ai
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yti c alt us ita se o m ts aw py is ru oc ff en X ir icr
et i n
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no sn ser
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C hT raf nA D
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tS re aV F a
vn M M eic it ar sp
nI E pu I ta ce T et
S tS te S
Equipment to check D
Bearings, reduction gears, ○ ○○ ○ ○
tn Slow rotation bearings ○ ○ ○
gn
tia
e Transmission
m ○ ○ ○○ △○ △
to pi Pumps, blowers,
uq ○ ○○○ △ ○ ○
R e
la tn
Rolling mill, cargo handling
machine,
○ ○ △ ○ ○○ ○
ru e Pipes, pressure containers, ○ ○ ○○ ○ ○
tc
rut
m
pi
uq
Trestles ・ frames △ ○ ○ ○ ○ ○
Refractory bodies, chimneys
S e △ ○ △ △
no tn Hydraulic apparatus, ○ ○ ○ △△ △
tia e Sliding bearing apparatus, ○ ○○ ○○ ○ △
ci m
rb ipu Lubrication oil ・ grease
uL qe ○ ○○ ○ ○
tn AC, DC motors. ○ ○ ○ ○ △ ○ ○ ○ △ ○○ ○
e
m Oil transformers ○ ○ ○ △ △ ○
pi
uq Electric power cables ○ △ ○ ○ ○ ○
/ el Electric power condensers ○ ○ ○○
cri
tc or
tn High pressure distributors △ △ ○
el oc Automatic control systems ○ ○ ○
E
Zero Breakdowns in Four Phases
Ｐｈａｓｅ１
Ｓｔａｂｉｌｉｚｅｍｅａｎｔｉｍｅｂｅｔｗｅｅｎｆａｉｌｕｒｅｓ (MTBF)
Restore unchecked deterioration

1. Establish basic conditions by cleaning, lubricating, and tightening.
2. Expose abnormalities and restore deterioration.
3. Clarify operating conditions and comply with conditions of use.
Prevent accelerated deterioration

4. Abolish environments causing accelerated deterioration (eliminate or control major
contamination sources).
5. Establish daily checking and lubricating standards.
6. Introduce extensive visual controls.
Ｐｈａｓｅ 2
Lengthen equipment life
Eliminate sporadic breakdowns

1. Evaluate equipment to select PM items
(prioritize maintenance tasks).
2. Rank failures according to seriousness.
3. Prevent major breakdowns from recurring.
4. Eliminate unexpected failures by preventing operating and repair errors.
5. Upgrade adjustment and setting skills.
Correct design weaknesses
6. Correct weaknesses in strength and precision.
7. Select parts conformable to operating conditions.
8. Correct weaknesses to prevent overloading.
Ｐｈａｓｅ 3
Periodically restore deterioration
Build a periodic maintenance system

1. Perform periodic servicing.
2. Perform periodic inspection.
3. Establish work standards.
4. Control spares.
5. Control data.
6. Improve maintainability.
Recognize process abnormality signs and detect abnormalities
7. Identify deterioration that gives warning signs.
8. Identify types of warning signs given.
9. Learn to detect warning signs.
Deal with abnormalities correctly
Ｐｈａｓｅ 4
Predict equipment life
Build a predictive maintenance system
1. Clarify and adhere to operating standards.
2. Train equipment diagnosticians.
3. Introduce equipment diagnostic techniques.
4. Perform condition monitoring.
Consolidate improvement activities

5. Perform sophisticated failure analysis using specific engineering techniques.
* Analyze rapture faces
* Analyze material fatigue
* Analyze gear tooth flanks, etc.
6. Extend equipment life by developing new materials and technology.

Seven Steps of Establishing a Professional Maintenance System
Phase 4
Step 7
Phase 3
Maintenance
cost
Step 6 management
establishment of
Phase 2 Build a a planned
predictive maintenance
Step 5 maintenance system
system (trend
Build a management)
periodic
Phase 1 Step 4 maintenance
system
Countermeasures
against weak points
Step 3 of the machine and
lengthened
Establishment equipment life
Step 2 of maintenance
standards
Reverse deterioration
Step 1 (breakdown analysis)
Elimination of forced
deterioration and
prevention of accelerated
deterioration
APPROACH 7 STEPS & SAVING
Machine Ledger
EWO
- EWO for all

breakdowns
- all EWO in CMMS

CMMS - SAP
- components
replaced
- time spent
EWO
action description - steps taken

- difficulties
- sketches
- components replaced
- safety issues
- spare parts problems

- ‘logistics problems’
EWO
using …
potential
5W + 1H causes
list
cause
verification
Broken component tag

Broken components area
TBF for components

expressed in:
Prof. Yamashina:
- # working cycles
However well in details the report is written it does not give the
- working hours real information unless the person who receives the report
sees the actual broken machine/ component.
- Is there PM and/or AM standard for this defect?
EWO - Was it possible to identify defect before it occurred?
- Does the standard cover the identified defect?
- When recently the standard was planned?
- When recently the standard was performed?
- For when the next standard is planned?
Human
Error
weaknes
Design
Operating No PM
conditions
No AM
Basic condition
quality
Spare
parts Human error – in
usage
Actions taken to:
EWO
-reveal potential defects
(PM / AM)
-improve and
extend solutions to other
similar components (FI)
-extend created
knowledge (PD)
- improve future
machines (EEM)
- contact with parts

supplier
External factor
EWO Energy
Lack of knowledge of factors supply
Maintenance worker
Direct material
Human Error problems
Lack of
knowledge of
Operator Design
Design weakness
weakness Step 3 EEM
Error of
Lack of / Maintenance
ineffective worker root cause
prevention Human error
Assembly Step
Lack of control 4 EEM
Error of
of operating
Operator
conditions
Human error
Installation
Lack of basic Step 5 EEM
conditions
Step 0 PRELIMINARY ACTIVITIES
1 Maintenance Typology 2 SAP Application 3 Spare Parts Warehouse SDE
UNPLANNED MAINTENANCE PLANNED MAINTENANCE
BD - BREAKDOWN PM - PREVENTIVE CM - CORRECTIVE

MAINTENANCE MAINTENANCE MAINTENANCE
TBM - TIME BASED MAINTENANCE
CBM - CONDITION BASED MAINTENANCE
AM - AUTONOMUS MAINTENANCE MTTF < 3 minutes
6 5S Maintenance
4 Oil Management 5 Lubrication Management
•Pre-fixed locations for Lubricants Workshop
and tools needed. 5S
1S - Seiri (separation)
2S - Seiton (ordering)
3S - Seiso (cleaning)
4S - Shitsuke (standardization)
5S - Seiketsu (improvement)
Engine Sector
Monthly Lubrication shop report May 2009
B- R - Refill C-
Cost Hydraulic oil consumption
TEAM
N center R - refill
Operation Agent Quantity [ l ]
o 0 100 200 300
160/2 1311 2 HIDROBAK 32 S7 160,00

30/2 1312 3 HIDROBAK 32 S7 160,00
40 1311 1 HIDROBAK 32 S7 150,00
178/2 1311 2 HIDROBAK 46 100,00
60 1311 1 HIDROBAK 32 S7 90,00
10/1 1311 1 HIDROBAK 32 S7 80,00
150/1 1311 2 HIDROBAK 32 S7 80,00
10/2 1311 1 HIDROBAK 32 S7 70,00
150/2 1311 2 HIDROBAK 32 S7 70,00
90 1311 1 HIDROBAK 32 S7 70,00
70 1311 1 HIDROBAK 32 S7 60,00
WCM – Professional Maintenance 189

Contents of Step-by-Step Activities
Step Activities
Step 1 1. Review prioritization of equipment of AA, A, B or

C priority.
Elimination of forced
deterioration and 2. Understand/evalulate selected equipment
prevention of performance :
accelerated -- Breakdown rates, maintenance costs,
deterioration current maintenance practices.
3. Prepare equipment ledger in proority.
4. Set maintenance goals.
5. Restore deterioration, maintain basic conditions
and eliminate forced deterioration environment.
-- Support AM and attack chronic
contamination problems.
IVECO N°
Stab.di Brescia
Data:
Nome:
WCM Tag planning

Tag Issue Impianto:
Zona:
Leader:
CARTELLINO P.M.
Decide timing
Fonte di sporco
Perdita di olio
Perdita di acqua
Pressione alta/bassa
Temperatura alta/bassa
Parte difettosa
AM Operators Perdita di aria
for
Perdita di grasso
Polvere
Funzionamento anomalo
Protezione rotta/mancante
Vite/bullone mancante
Manca range di lavoro Guaina sfilata
Difficoltà di lubrificazione Vibrazione
Difficile da pulire Rumore
Parte migliorabile
PM Maintenance
Altre anomalie:
“RED Tag”
DESCRIZIONE SEGNALAZIONE/SUGGERIMENTI
operators DESCRIZIONE INTERVENTO:
Intervento eseguito il / /
Tempo impiegato (min) FIRMA

M229.91294
Tag solved
Lunch Time
Daily Meetings at
the AM Board
AM Yard
ESTABILISHMENT OF MAINTENANCE STANDARD
Reverse
Deterioration
MODEL AREA PROFESSIONAL MAINTENANCE SETTING
1) COST MODEL 2) EQUIPMENT

DEPLOYMENT
AREA CLASSIFICATION
‘AA’ CLASS EQUIPMENT

WITH MAJOR LOSSES DUE ON COST DEPLOYMENT
IVECO N°
Stab.di Brescia
Data:
Nome:
WCM Tag planning

Tag Issue Impianto:
Zona:
Leader:
CARTELLINO P.M.
Decide timing
Fonte di sporco
Perdita di olio
Perdita di acqua
Pressione alta/bassa
Temperatura alta/bassa
Parte difettosa
AM Operators Perdita di aria
for
Perdita di grasso
Polvere
Funzionamento anomalo
Protezione rotta/mancante
Vite/bullone mancante
Manca range di lavoro Guaina sfilata
Difficoltà di lubrificazione Vibrazione
Difficile da pulire Rumore
Parte migliorabile
PM Maintenance
Altre anomalie:
“RED Tag”
DESCRIZIONE SEGNALAZIONE/SUGGERIMENTI
operators DESCRIZIONE INTERVENTO:
Intervento eseguito il / /
Tempo impiegato (min) FIRMA

M229.91294
Tag solved
Lunch Time
Daily Meetings at
the AM Board
AM Yard
ESTABILISHMENT OF MAINTENANCE STANDARD
Reverse
Deterioration
WEEK
MONTH
78
COMPONENT CLASSIFICATION
247
250
200
WE HAVE 19 MACHINE LEDGER IN OUR 3 MODEL
154 AREAS WHICH COMPILE 848 COMPONENTS
150
124
92 94
100 79
50 32
19
5
0
TOTAL OP20A TOTAL ABB ROBOTS TOTAL CONVEYORS
EXT LINE
A B C
STEP 1: Machine Ledger
September- 10
MACHINE COMPONENTS
LEDGERS COMPILED
ABOUT
310
12,500
STEP 1: Machine Ledger
The Machine Ledger is the coordinator of all PM activities by thinking at the component level.
COMPONENT
MACHINE DECOMPOSITION
CLASSIFICATION
BREAKDOWNS A, B, C All components

TBF per component
- Breakdown number
- Time to repair
- EWO number
- Root cause
MACHINE LEDGER MTBF per component
QUALITY PROBLEMS
MTTR per component
MAINTENANCE STRATEGY
MINOR STOPPAGES
AM / TBM / CBM
PREVENTIVE
MAINTENANCE
ACTIVITIES
SPARE PARTS
MANAGEMENT
AM and PM CALENDAR
WCM – Professional 199
Maintenance
Importance of making an equipment ledger
Equipment Ledger
Section A component 1
Section A component 1
Over
all
Influence Evaluation of breakdown
evaluati
Part Part Func- De- on
num- name tion fect
ber mode
Sub- Sys Occurr The de- The A×B×
sys tem ence gree of easi- C
tem probabi influ- ness of
lity ence detec-
tion
A B C
1 ○ 0.0007/ 5 2 0.001
2 H
3
Classific
ation of
part
Part history of breakdowns and replacement
Time Initial Chance Wear MTBF MTTR Type of Cycle of

between failure failure out and and mainte- replacement
two failure devia- devia- nance or inspec-
consecu tion tion tion
tive
failures
A 1378H, 0 0 3 1500H/ 1H/10M TBM 1200H

1622H, 100H
1500H
Maintenance Spare part
When Who How Address of Number of Replenish- Supplier

the pieces left ing method
warehouse
Tel:
History of component 1
Describe all events which happened to the component 1 in the

chronological order.
Design stage RAM assembly
Teach Pendant - Reset
stage
problem
We get to
this level
of detail Temperature sensor 11 CHIPS WITH DEFECT
assembly stage 4 CHIPS ON EVERY BOARD
Human
1200 error
BOARDS - assembly
IN THE stage:
BATCH -> 4800
CHIPS wrong pin type
11 / 4800 = 0,22%
ONLY 0,22% OF MEMORIES

POPULATION
NO CHIP DESIGN PROBLEM BUT

Wrong soldering ‘CHIP ASSEMBLY PROBLEM’ –
NO REPETITIVE POSITION
Examples of planned maintenance goals
Indicator Improvement goal
Failures by equipment ranking • AA equipment 0
• A equipment 0
• B equipment 1/2 of baseline 1/2
• C equipment
Failures by failure ranking • Major failures 0
• Intermediate failures 1/10 of baseline 1/10
• Minor failures 1/2 of baseline 1/2
Process failures • Leaks, contamination, and blocks 0

• Abnormal pressures, temperatures, and flow rates due to
complex causes 1/2 of baseline
Equipment failure severity Failure downtime (AA equipment : 0)

Operating time
x 100 (A equipment : 0.15 or less)
Equipment failure frequency Failure stops (AA equipment : 0)

Operating time x 100 (A equipment : 0.1 or less)
PM achievement rate PM jobs completed

x 100 (90% or more)
Total planned maintenance
Jobs scheduled
Concept of Step-by-Step Activities (2)
Step Activities
Step 2 1. Control re-occurrence of serious failures and
Reverse prevention of similar defects and trouble.
deterioration 2. Reduce and improve process (yield) failures
(breakdown due to breakdowns.
analysis) Implementation steps
• Align with system to record details of and
investigate breakdowns.
• Align with system to gather and tag damaged
parts for breakdown analysis.
• Align with system to manage breakdowns (and
avoid similar) and equipment performance
(yield included).
• Problem solving techniques and root cause
analysis techniques.
Step 2 BREAKDOWN ANALYSIS - EXAMPLE
Root Causes 2009

OP10/2 on 2 station – breakdown of bottom centering. Both levers steering
part centering have broken.
Number of breakdown
250
211
193
200 178
150
100
58
47
50 29
0
conditions
condition
equipment
maitain basic
Failure to
operating
maintenance
Exsternal
Failure to
weakness
observe
Insufficent
impact
Disign
restore
condition
Failure to
skills or
operator
EWO - ROOT CAUSE

Insufficient strength within the
Exceeded stresses in levers were caused by faulty
Pogorszenie / Zwiększone Niedostateczna machine systems
Degradacja naprężenia wytrzymałość hydraulic system design. Pressure reduction was
possible only during the clamping
Brak Niewystarczające Czynniki zewnętrzne:

Brak obserwacji
utrzymania Niewystarczające Słabość kompetencje temperatura, wilgoć,
warunków przez operatora lub jakość części
podstawowych Utrzymanie Ruchu projektu
operatora utrzymania ruchu zamienne
warunków
As a result, stresses were reduced and Instead of DGMX2-5-PA-BW-B-30 regulator, the

„“0” safety margin was achieved. DGMX2-5-PP-AW-B-30 regulator was used.
BREAKDOWNS Pressure reduction is now possible in both
directions.
B/C= 7.5

Step Activities
Step 3 1. Align with systems for preparation and
management of Periodic, Time Based
Establishment of
Maintenance .
maintenance
standards 2. Rank components. Build the content of the
Periodic Maintenance Standard and prepare
maintenance instruction.
3. Implement Periodic Maintenance, work order
system, monitor results and review.
Periodic maintenance flow diagram
Ｓｅｌｅｃｔｅｑｕｉｐｍｅｎｔｆｏｒ periodic maintenance
Prepare periodic maintenance manuals and

checking/inspection check sheets
Determine maintenance work and interval
Prepare for periodic maintenance
Perform periodic maintenance Breakdowns
NO
Was the maintenance interval appropriate? Analyze failure
NO Revise maintenance
Was the maintenance work appropriate?
work/spares
Prepare report
Add to equipment history, and file

Determination of replacement period (example)
Introduction of
equipment Replacement standards
Grasp the optimal

conditions of
Determination
equipment from past
of period for
experiences,
replacement
estimation, similarity
of equipment data,
etc.
Sporadic
Implementatio accident Maintenance record
n
Maintenance data
７．３６８H
Analysis
Improvement of problems
(Corrective maintenance)
Group activities
Determination
of the period
８，０００H
Consideratio
n of costs for
different
cycles of
parts
Extension of
the period
(Corrective maintenance)
Determination
of the review
period
Preventive maintenance tasks in TBM
Planning and scheduling
Time-based preventive
maintenance tasks
• Checking and cleaning • Maintenance
• Inspecting Require technology
• Parts replacement and and
serving • Maintenance skills
• Repair
• Improvement
Lead to
Action
• Maintenance reliability
• Design reliability
• Reliability of function/
performance evaluation
3.3
3.3
TYPE OF MAINTENANCE TBM, CBM, BM, ELECTRICAL,
MECHANICAL, ETC.. COMPONETS UNDER THIS CYCLE
FRECUENCY TIME
CYCLE DESCRIPTION
RESPONSIBLE TO MAKE THIS

WHERE CYCLE
LAY-OUT
INTERVENTIONS POINTS
PM Calender
Prepared by the
evaluation of
“Machine Ledger”
PM Calendar
ALL AA MACHINES
ARE COVERED BY
100% TBM
ACTIVITIES BASED ON
SMP
One of the principal goals of all maintenance work
is to keep every part in a machine “as it should
be― free of any minor defects.” Conditions that
are not “as they should be” often cause
accelerated deterioration in other parts. This
increases machine downtime and the cost of
replacement parts, and wastes technician time.
machine deterioration, inadequate machine design,
or misuse of the machine can cause abnormalities.
NEW MACHINE LEDGER
Automatic PM Calendar from SAP
Before:
Motor as a spare
part
Quality issues included After:

Minor stoppages included Shaft
Plug
Wire
Bearing
….
Vague notions about a machine’s normal operation
are not sufficient to help technicians prevent
machine failures.
If you cannot see your entire
maintenance plan clearly and plainly
for the major machine, you need to
improve the organization and visibility
of your machine maintenance
scheduling plans.
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.
Preventive maintenance routines not only must be
carried out with precision discipline, they also
must be improved continually. Creative improve
ments are best captured each time that a
PM is executed.
Maintenance Activities
Maintenance Type
Frequency improvements Improvement
Maintenance Contents
Improvements (SMP)
Die Ledgers & PM Calender
PM Calender
Die Ledgers
Documentation that is created but not used is a waste of
resources. Useable documentation, on the other hand,
helps technicians successfully carry out precision
maintenance work. Visual documentation of SMP
(Standard Maintenance Procedure) is often far more
useful in describing maintenance procedures than text
documentation.
STEP 3: Creating Maintenance Standards
MAINTENANCE STANDARS AT COMPONENT LEVEL

BM / TBM
COMPONENTS CBM COMPONENTS
COVER WITH COVER WITH
S.M.P. STANDARD CICLES
Lubrication Exchanges Inspection Repairs Testing Control / Measurements
Periodical PM Standard SMP

CBM
PM TBM
TBM/CBM/BM
Continous
PLANNING P.M. REVISION
AM Standard
TYPE AM (CILR)
Stand. Stand. Done by

Breakdown
Planned
Stand. Extr. Stand. Done
STEP 1-2-3 MODEL MACHINE SUMMARY
CRANKSHAFT MODEL MACHINE OP.140 NTC
20 5000
4000
15
Nº Breakdowns
MTBF (Hs)
3000
MTTR (h)
10
9
8
2000
5
5
1000
3 3
2,5
2 2 2,1 1,9 1,9
1,8 1,7 2
1,4 1,4 1,2 1,4 1,2 1,2 1,2 1,2 1,2 1,2
1 1 1 1 1
0 0 0
0 0 0 0 0 0 0
Jun-07
Nov-07
Jun-08
Jan-07
Jul-07
Aug-07
Jan-08
Jul-08
Feb-07
Mar-07
Apr-07
May-07
Sep-07
Oct-07
Dec-07
Feb-08
Mar-08
Apr-08
May-08
BREAKDOWNS MTTR monthly MTBF (step by step, step 3 - acumulated)
Breakdown Losses Maintenance Cost Total Cost Benefit

140
70
120
60 B/C 1.5
100
50
B/C 3.4
kPLN
80 kPLN
40
60
30 B/C 3.5
40
20
20
0 10
Start Step 1 Step 2 Step 3 0
point Step 1 Step 2 Step 3

Questions :
1. Explain the differences among initial failures, chance failures and

wear out failures and their root causes.
2. Explain the differences between reliability, availability, performance
loss due to minor stoppages, performance loss due to speed loss
and OEE loss due to production of defects.
3. What are the 3 fundamental understandings to establish a well
established PM?
4. Why is it so important to measure time from PM activity to breakdown or
between 2 consecutive breakdowns?
5. Why is it important to calculate the rest of the losses on top of OEE?
Questions :
5. When we have a machine ledger with a PM calendar, should we

include minor stoppages and defects caused by anomaly of the
condition of a component? Whichever the case, explain why.
Step Activities
Step 4 1. Conduct focused improvement activities to
correct weaknesses and extend life times.
Countermeasures
against weak points
of the machine and
length-ended
equipment life
COUNTERMEASURES for COMPONENT LIFE IMPROVEMENT
Over maintenance loss by operation

標準
/
標準
/
標準
/
標準
/
標準
/
標準
/
標準
/
Over maintenance losses by components in:

Machining OP90 Cylinder Head
450
400
350
Labor Cos t
300
Material Cos t
250
200
150
100
50
deviceATEQ
Ball ScrewaxisY
Ball ScrewaxisZ
Bearing
ripperturn
Coverletschip
clutch
lubricationguide
beltchange
otorCurrent
Belt
easuringunit
Gear
G
M
M
STEP 4 : MTTR Study
IN ORDEN TO OBTAIN A FURTHER REDUCTION OF THOSE COSTS WE STUDIED
MTTR BECAUSE IT INFLUENCE MAINTENANCE COST AND LINE AVAILABILITY. WE
STRATIFICATION
WILL INCLUDE ADDITIONAL OFON
INFORMATION TIMES FROM
REPAIR EWO
PHASES IN OUR2010
EWO
6,14% 4,18%
FORMAT 6,68% MAIN CAUSES
MAINTENANCE PRODUCTION
BREAKDOWN CRAFTSMAN 29,54% RESTART
39,03%
ARRIVE •
CRITICAL ADJUSTMENT
48,12%
/ ASSEMBLY PROCESS
•NO SPARE PARTS
25,84%
• CRITICAL
21,14% DISSASEMBLY TIME
13,66%
PROCESS
•TRAINING
27,31% 35,52%
• VISUAL STATUS 32,51%
CALL AND DIAGNOSTICS DISASSEMBLY COMPONENT RESTART
WAITING FOR •AREA IS A LONG WAY REPAIR /
5,85%
MAINTENANCE AWAY 2,96% REPLACEMENT 1,53%
CRAFTSMAN
BODY SHOP PAINT SHOP ASSEMBLY SHOP
Time from Crasftsman´s call to intervention´s start Time from intervention´s start to diagnosis end
TIME
Time from diagnosis TO
end to REPAIR
disassembly Time from disassembly end to repair / replacement
Time from repair / replacement to restart production
MTTr REDUCTION
COSTMaintenance = COSTsp x Nr + COSTｌｂ x H x Nｒ BEFORE
Activity time= 120 min

100
450 90
400 80
350 70
Labor Cos t
300 60
Material Cos t
250 50
90
200 40
150 30
100 20
10
50
3 10 12 5
0 0
deviceATEQ
Ball ScrewaxisY
Ball ScrewaxisZ
Bearing
ripperturn
Coverletschip
clutch
lubricationguide
belt change
otor Current
ear
Belt
easuringunit
rt y rt
G
y ed
pa bl bl ta
m m s
G
to e m
M
e m e
M
s ss ss ra R
es
is
a A og Programmed device ATEQ F580 – the
cc D Pr device with uploaded program is always
A
ready to be replaced
Maintenance Cost Activity time= 30 AFTER

STEP 3 (PLN) STEP 4 (PLN) min
97 000 28 000
100
90 MTTr
80
SAVING + 72 000 PLN

70
60
- 75%
50
90
40
Cost of improvement – 5400 PLN 30
20
10
3 10 12 5
0
rt y y ed rt
pa bl bl ta Reduced by 75% MTTr during:
m m s
B/C= 13 to
ss
e em
am R
e
ss a ss gr planned exchange of ATEQ F580 unit
e is A o
cc D Pr
A
COUNTERMEASUREMENT ON THE MACHINE WEAK POINTS
EXAMPLE
Machine Center - Screw axis Z and axis Y
COSTMaintenance = COSTsp x Nr + COSTLB x H x Nｒ Problem: On the machining centers
1gXL the bold screws – axis Y – MTBr
Asse Y
450
400 12 000 h
350
Labor Cos t
300
Material Cos t
250
200
150 Asse Z
100
50
0
deviceATEQ
Ball ScrewaxisY
Ball ScrewaxisZ
Bearing
ripperturn
Coverletschip
clutch
lubricationguide
belt change
otorCurrent
Belt
easuringunit
ear
Work condition:
G
G
M
• 40 cycles per minute

M
• acceleration 10 m/s2
Root causes:
Premature wear of bearing
reverse raceway
EXAMPLE
Detailed analysis: 3D microscope analyse
1096 µm
EXAMPLE
Solution:
COMPONENT
Circulation of balls was changed to adapt the solution to high speed of movement with oposite directions
Result:
Estimate MTBr = 20 000 (+40%)
Lesson Learned:
Extension to 92 machines
Maintenance Cost
STEP 3 (PLN) STEP 4 (PLN)
740 000 620 000
MP-Info Centralized Data Base MP- INFO
SAVING + 125 000
Cost of improvement – 25 500 PLN

EEM
PM
B/C= 5
COSTMaintenance = COSTsp x Nr + COSTLB x H x NR BEFORE
450
400
350
Labor Cos t
300
Material Cos t
250
200
150
100
50
0
deviceATEQ
Ball ScrewaxisY
Ball ScrewaxisZ
Bearing
ripperturn
Coverletschip
clutch
lubricationguide
belt change
otorCurrent
Belt
easuringunit
Gear
G
broken
M
enlarged holes
LIFE TIME =2 years
for pins flange
AFTER
3 x 4°
1 ° - 2° 3 °
Steps Step Step
TBF- 2 TBF- 6
years years
2- hardened 2- excisions
LIFE TIME = 6 years inserts in shaft flange
COUNTERMEASURES for COMPONENT LIFE IMPROVEMENT : LESSON LEARNED
COMPONENT LESSON LEARNED

Addition of 2 hardened inserts
Extension to
18 machines
3 x 4°
° - 2°
1 3°
Steps Step Step
LIFE TIME= 6 years
TBF- 2 TBF- 6
years years
EEM
Maintenance Cost
PM STEP 3 (PLN) STEP 4 (PLN)
MP-Info Centralized Data Base
MP- INFO 186 000 124 000
SAVING + 42 000
B/C= 5,6
COSTMaintenance = COSTsp x Nr + COSTLB x H x NR Cover deformation

BEFORE
450 LIFE TIME= 1 year
400
350
Labor Cos t
300
250
Material Cos t
Deformation of
200
150 the cover lets

100
50
chip into the
0
restricted area of
deviceATEQ
Ball ScrewaxisY
Ball ScrewaxisZ
Bearing
ripperturn
Coverletschip
clutch
lubricationguide
belt change
otorCurrent
Belt
easuringunit
Gear
the support of Y
G
M
axis (X46Cr13
AISI 420)
Standard KAIZEN
AFTER
3 x 4° Cover material was

1 ° - 2° 3°
Steps Step Step changed into
X10CrNi18-8 = AISI
301 more elastic
(more C,Mn and Si)
TBF- 1 TBF- 2
years years LIFE TIME= 3 years
COSTMaintenance = COSTsp x Nr + COSTLB x H x NR
Toothed belt: BEFORE
450
400
CDH10030
350
Labor Cos t
300
Material Cos t
250
200
150
0 STI
100
50
0
deviceATEQ
Ball ScrewaxisY
Ball ScrewaxisZ
Bearing
ripperturn
Coverletschip
clutch
lubricationguide
belt change
otorCurrent
Belt
easuringunit
Gear
Toothed belt of the coolant

G
LIFE TIME= 1 year

M
pomp was replacement after

1 year of working
AFTER Standard KAIZEN
3x
1 - ° 3° 4 °
2 ° Step Step
Steps
25.4T1/2/762 PAZ Belt was
TBF- 1 TBF- 4
Q110 changed into
years years
new type 25.
4T1/2/762 PAZ
LIFE TIME= 3 years
Q110 122669. "
BRECOFLEX”
Measuring unit BEFORE Standard KAIZEN
Sensor cable
450 cutting in
400 measurement unit
350
300
Labor Cos t for pin diameter
Material Cos t
250
200
150
100
50
0
deviceATEQ
Ball ScrewaxisY
Ball ScrewaxisZ
Bearing
ripperturn
Coverletschip
clutch
lubricationguide
belt change
otorCurrent
Belt
easuringunit
Gear
G
M
LIFE TIME= 1 year

AFTER
On measurement unit
Maintenance Cost
support profile milling was
STEP 3 (PLN) STEP 4 (PLN) Extension to made changing leading of
the cables, additional
27 000 17 000 3 machines holders was attached
SAVING + 10 000
Cost of improvement – 2 200 PLN 4x

°
1 - 3 ° 4 ° LIFE TIME= 4 years
2° Step Step
Steps
B/C= 4,5
TBF- 1 TBF- 4
years years
Toothead gear BEFORE
Standard
450
KAIZEN
400
350
Excessive
Labor Cos t
300
250
Material Cos t clearance on
200
150
the tooth gear
100
50 was caused by
abrasive
0
deviceATEQ
Ball ScrewaxisY
Ball ScrewaxisZ
Bearing
ripperturn
Coverletschip
clutch
lubricationguide
belt change
otorCurrent
Belt
easuringunit
Gear
LIFE TIME= 1 year penetration

G
M
into the cover

AFTER
A cover was
Maintenance Cost
made of tarnamit,
STEP 3 (PLN) STEP 4 (PLN) reducing abrasive
26 000 7 000 Extension to penetration into
SAVING + 19 000 2 machines the gear
Cost of improvement – 1 200 PLN 3x

°
1 - 3 ° 4 °
°
2 Step Step
Steps
B/C= 16
TBF- 1 TBF- 3
LIFE TIME= 3 years
year years
0
50
100
150
200
250
300
350
400
450
Ball Screw axis Y
Ball Screw axis Z
Motor Current
Bearing
Gripper turn
Cover lets chip
device ATEQ
Belt
clutch
BEFORE STEP 4
Measuring unit
lubrication guide
belt change
Labor Cost
Gear
Cost
Material Cost
0
50
100
150
200
250
300
350
400
450
Ball Screw axis Y
Ball Screw axis Z
Bearing
Motor Current
Gripper turn
Cover lets chip
Measuring unit
Belt
belt change
AFTER STEP 4
D
C
lubrication guide
device ATEQ
P
M
clutch
Labor Cost
Material Cost
Gear
Step Activities
Step 5
1. Build failure data management system.
Build a periodic
maintenance system 2. Build equipment maintenance management
system.
3. Prepare periodic maintenance calendar.
4. Build systems for controlling standby units and
spares.
TBM FREQUENCY REDUCTION
Machine Center – Ball Screw axis Y

F = m*a Number 0f
COSTMaintenance = COSTSP • N R + COSTLB • H • N R Lossi of
OP cycles axis
cycles
a= Y
GD 10 28 500 000 0
450
400
10m/sec2 GD. 40 23 800 000 4 700 000
350
300
Labor Cost Ti
m= 130kg
GG.10 21 500 000 7 000 000
Material Cost GD. 20 20 600 000 7 900 000
250
me GD. 80 20 000 000 8 500 000
200
150
GD. 30 19 600 000 8 900 000
100
GD. 90 18 200 000 10 300 000
50
0
1 cycle
device ATEQ
Motor Current
Gripper turn
Cover lets chip
Measuring unit
Bearing
belt change
lubrication guide
clutch
Gear
Belt
Ball Screw axis Z
Ball Screw axis Y
Asse „Y” step Axsis Y - Number of cycles

5 Work cycles Loss cycles
40,000,000
Step 5 TBM - 28 000 000 Cycles
35,000,000
30,000,000
Number of cycles
25,000,000
20,000,000
Maintenance Cost
15,000,000
STEP 4 (PLN) STEP 5 (PLN) 10,000,000
5,000,000
290 000 195 000
0
SAVING + 95 000 0 0
10 40 .1 20 80 30 90 .2
B/C= 20 G
D
G
D. G
G
G
D.
G
D.
G
D.
G
D. G
G
PEVENTIVE MAINTENANCE IMPROVEMENT
EXAMPLE - MAINTENANCE CALENDAR – 5 STEP
3 ZACISK MOCUJĄCY BALLUFF BES18-KH-2L B 90 34 PM
Frequency
4 PASEK ZĘBATY FLENDER(z=120) HTD960-8M-30 A 180 10 PM
improvements
5 ŁOŻYSKO KULKOWE 6002 2RS1 A 180 74 PM
6 WRZECIENNIK TBTZ D140042 (4451.431) B 180 74 PM
WCM – Professional 254

Maintenance
Motor lubrification
Before
Calendar time
12 actions/year
After
Working cycles 7 actions / year

0
50
100
150
200
250
300
350
400
450
Ball Screw axis Y
Ball Screw axis Z
Bearing
Motor Current
Gripper turn
Cover lets chip
Measuring unit
Belt
belt change
BEFORE STEP 5
lubrication guide
device ATEQ
clutch
Labor Cost
Material Cost
Gear
0
50
100
150
200
250
300
350
400
450
Bearing
Motor Current
Ball Screw axis Y
Ball Screw axis Z
Gripper turn
OVERMAINTENANCE REDUCTION
Cover lets chip
Measuring unit
Belt
belt change
lubrication guide
AFTER STEP 5
D
C
device ATEQ
Labor Cost
clutch
Material Cost
P
M
Gear
Step Activities
Step 6 1. Introduce equipment diagnostics (train
diagnosticians, and purchase diagnostic
Build a predictive
equipment, etc.)
maintenance system
2. Prepare predictive maintenance system flow
(trend management)
diagram ．
3. Select equipment and components for predictive
maintenance, and extend gradually.
4. Develop diagnostic equipment and technology.
CBM IMPLEMENTATION
258
CREATION OF A PREDICTIVE MAINTENANCE SYSTEM
CBM SYSTEM APPROACH

4
1
RECORDING THE TRENDS
FOR MONITORING THE
DEFINITION OF THE MOST PHENOMENON AND ITS
EXPENSIVE COMPONENT STRESSORS
PREVENTIVE ACTIVITIES
(SPARE PART + LABOUR)
YES
2 NORMAL
B/C YES TRENDS ?
IDENTIFICATION OF THE
PHENOMENON AND ITS
STRESSORS
? 5 NO
ROOT CAUSE ANALISYS

NO
3
6 7
CBM PARAMETERS AND RESTORATION REVIEW PM
TBM OF ORIGINAL OR ACTIVITIES
MEASUREMENT
TECHNIQUES DEFINITION CONDITIONS
DEVELOPMENT OF A PREDICTIVE MAINTENANCE SYSTEM
Development of a predictive maintenance system
Contact-free
temperature
measurement
Measurement of
spindle vibrations HSC
Endoscope
High-speed camera
Thermo vision camera
POWER QUALITY ANALYZER

Industrial electronic
Diagnosing KEW 6310 BY KYORITSU
stethoscope
measurement probes JAPAN
DEVELOPMENT OF PREDICTIVE MAINTENANCE ON COMPONENTS
450
400
CBM 1
350
Labor Cost
300 Material Cost
250
200
150
100
50
Measurement
Ball Screw axis Y
Ball Screw axis Z
Cover lets chip
device ATEQ
Gripper turn
clutch
Motor Current
Belt
Gear
Bearing
belt change
lubrication guide
Measuring unit
vibration of spindle –
change bearings
CBM 2
TBM
24 months
CBM
~ 36 months
DEVELOPMENT OF PREDICTIVE MAINTENANCE ON COMPONENTS
450
400
Motor current measurement

350
Labor Cost CBM 1
300 Material Cost
250
200
150
100
50
0
Ball Screw axis Y
Ball Screw axis Z
Cover lets chip
device ATEQ
Gripper turn
clutch
Motor Current
Belt
Gear
Bearing
belt change
lubrication guide
Measuring unit
CBM 2
TBM
24 months
CBM
~ 33 months
RESULTS OF STEPS 1 – 6
16 MODEL MACHINE 25000
21 204
14 MTBF (acumulated) - yers 2007 - 2011
MODEL MACHINA
20000
12
Nº Breakdowns
MTTR (Hs)
10
15000
9
8 8
MTBF
(Hs)
10000
6
5
4
2,50 5000
2,00 3
2,00 3
2,10 2,00
2 1,50
1,70
2
1,40 1,40
1,20
1,40
1,20
1,53 1,45 1,40 1,33 1,30 1,27 1,30 1,33 1,28 1,28 1,28 1,28
1,03 1,03 1,03 1,03 1,03 1,03 1,03 1,03 1,03 1,03 1,03 1,08 1,08 1,08 1,08 1,08 1,08 1,08 1,08 1,08 1,08 1,08 1,08 1,05 1,05 1,05 1,05 1,05
1,03
1 1 0 1 1 1
0 0
May-07
May-08
May-09
May-10
May-11
Nov-07
Nov-08
Nov-09
Nov-10
Jan-07
Feb-07
Mar-07
Jul-07
Jul-07
Sep-07
Dec-07
Jan-08
Feb-08
Mar-08
Jul-08
Sep-08
Dec-08
Jan-09
Feb-09
Mar-09
Jul-09
Sep-09
Dec-09
Jan-10
Feb-10
Mar-10
Jul-10
Sep-10
Dec-10
Jan-11
Feb-11
Mar-11
Apr-07
Jun-07
Oct-07
Apr-08
Jun-08
Aug-08
Oct-08
Apr-09
Jun-09
Aug-09
Oct-09
Apr-10
Jun-10
Aug-10
Oct-10
Apr-11
BREAKDOWNS MTTR monthly MTBF ( - acumulated)
450
400
MODEL MACHINE
350
Labor Cost
300 Material Cost
14 Losses 250
12 Cost
10
Total - 49% 200
150
8
kP L N
100
6
7.3
50
4
0
2 3.68
Motor Current
device ATEQ
Gripper turn
Cover lets chip
Measuring unit
Gear
Bearing
belt change
lubrication guide
clutch
Belt
Ball Screw axis Z
Ball Screw axis Y
0
Start point Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Results of steps 1 – 6 on the Model Machine
CRANKSHAFT MODEL MACHINE OP.140 NTC

20 20000
18000
16000
15
14000
Nº B reakdowns
12000
M TTR (h)
10 9
10000
8
M TB F
(Hs)
8000
5
6000
5
3 3
4000
2,5
2 2 2,1 1,9 1,9
1,8 1,7 2 1,2
1,4 1,4 1,2 1,4 1,2 1,2 1,2 1,21,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2
1 1 1 1 1 1,2 2000
0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0
Jun-07
Nov-07
Jun-08
Nov-08
Jun-09
Nov-09
Jun-10
Nov-10
Jan-07
Jul-07
Aug-07
Jan-08
Jul-08
Aug-08
Jan-09
Jul-09
Aug-09
Jan-10
Jul-10
Aug-10
Feb-07
M ar-07
Apr-07
M ay-07
Sep-07
O ct-07
Dec-07
Feb-08
M ar-08
Apr-08
M ay-08
Sep-08
O ct-08
Dec-08
Feb-09
M ar-09
Apr-09
M ay-09
Sep-09
O ct-09
Dec-09
Feb-10
M ar-10
Apr-10
M ay-10
Sep-10
O ct-10
Dec-10
BREAKDOWNS MTTR monthly MTBF (step by step, step 7 - acumulated)
Breakdown Losses Maintenance Cost Overmaintenance Total Cost Benefit

80
140
B/C 1.5
120
60
100 - 51% B/C 3.4
kPLN
80 kPLN
40 B/C 2.4
60
B/C 2.1
40 B/C 3.5 B/C 4
20
20
0
Start Step Step Step Step Step Step 0
point 1 2 3 4 5 6 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

OVERMAINTENANCE REDUCTION
SDE – Overmaintenance loss evolution throughout step 4, 5 & 6

C
D
P
High frequency component M
Short replacement
component life Insufficient
5000 expansion of
417
CBM
479
4000 585
-30% Restrictive CBM limit
3000
5006
2000
3525
1000
0
2010 Reduction Reduction Reduction 2011
Step4 step 5 step6
Step Activities
Step 7 1. Build an equipment budget management system.

Maintenance cost 2. Evaluate cost savings : decrease in maintenance
management expenditures and improvement in distribution
of maintenance costs.
Establishment of a
3. Evaluate the planned maintenance system.
planned
maintenance
4. Evaluate reliability improvement ;
system
number of failures and minor stoppages,
MTBF,
failure frequency, etc.
5. Evaluate maintainability improvement :

Periodic maintenance ratio, predictive mainte-
nance ratio, MTTR, etc.
SPARE PARTS MANAGEMENT
PROFESSIONAL MAINTENANCE OLD PROCESS FROM WAREHOUSE POINT OF VIEW
Maintenance order in SAP

Start of PM activity Realization of
and material call from
according to need and plan PM activity
warehouse
SAP Automatically order

material to fill up stock to
minimum level
Do we need this material or it is

better have JIT delivery or
supplier consignment stock?
SPARE PARTS MANAGEMENT
PROFESSIONAL MAINTENANCE NEW PROCESS FROM WAREHOUSE POINT OF VIEW
Maintenance order in SAP

Start of PM activity and material call from
Realization of
according to need and plan warehouse PM activity
Basing on PM calendar and components average Result:

consumption + components MTBr for plant we check which
rule should be used for components supply: Stock reduction for AA, AB and
JIT, Supplier Consignment Stock or Plant Stock AC components.
After verification minimum level of this stock in SAP is
updated or is reduced to zero and replaced with other
contracts with suppliers.
Seven steps of establishing a professional maintenance system ( human side )
Phase Step Title Objectives

1 1 Elimination of forced ・ Let the operators learn the aims, structure and function of
Stabilize MTBF deterioration and prevention of the equipment and recognize the importance of keeping of basic
accelerated deterioration conditions of use.
・ Make them realize that letting the apparent deterioration to
take place is the proof of their inability as maintenance men.
2 Reverse deterioration ・ Apply what was learned in 1 to other machines and overall
7 Steps of Planned Maintenance
(breakdown analysis) improvement methods.

・ Educate them to carry out autonomous maintenance by giving
them knowledge on lubrication and fastening, and by raising
their skills.
3 Establishment of maintenance ・ Make out the maintenance standards and identify their roles
standards by themselves, review the problems and learn the improvement
steps.
2 4 Countermeasures against weak ・ Change the way to observe phenomena and learn the steps of
Lengthen equipment points of the machine and improvement through their own analysis.
life span lengthened equipment life ・ Search for the true causes by utilizing MTBF analysis.
3 5 Build a periodic maintenance ・ Change the way of observing things and learn the
Periodically restore system improvement of operation procedures, tools and cost.
deterioration ・ Learn about the accuracy and efficiency of visual control.
・ Learn the usage of indicators.
4 6 Build a predictive maintenance ・ Learn the method and application of MQ analysis and
Predict breakdowns system (trend management) reliability analysis.
・ Learn the quality characteristics determined by the
equipment and their correlation.
・ Learn machine diagnosis techniques.
7 Maintenance cost management. ・Learn to predict component's lifetime through data analysis.
Establishment of a planned
maintenance system
Questions :
1.Using the following equation, explain the roles of PM Step 4 and Step 5.
COSTMaintenance = COSTsp x Nr + COSTlb x H x Nr

where,
COSTMaintenance : spare part cost of the component
Nr : number of replacement
COSTlb : labor cost of maintenance crew
H : mean time to replace
2. Explain how we can establish a well organized CMMS (computerized

Maintenance Management System). Why in WCM, CMMS is positioned
at step 7? In other words, why doesn’t available CMMS’s help to
eradicate breakdown? Explain the limitation of current CMMS.
3. Explain how should carry out financial risk deployment of PM

Checking the Progress of Professional Maintenance
Step 1 :Evaluate equipment, understand situation and eliminate forced deterioration
Equipment evaluation standards are not available. Machine ledgers are not available. Lack of
understanding situations (OEE, the number of failures, failure severity rate, etc.) Needs of training of
Level 1 maintenance not identified. No control of spare parts stores, obsolete spare parts.
Model machines are selected. The equipment situation (OEE, etc.) is well known. Maintenance goals are
clearly set. Shutdown maintenance is still carried out ad hoc. 5S in the spare parts stores.
Level 2
10% 30% 50% 70% 90%
Activities to eliminate forced deterioration are taking place together with AM teams. Good results in
reducing forced deterioration.
Level3
10% 30% 50% 70% 90%

Activities to prevent, measure, restore and improve equipment for major machines are
carried out with substantial results in reducing failures caused by forced deterioration.
Level 4
10% 30% 50% 70% 90%
Machine ledgers for major equipment are available. Whether breakdowns come from initial failure, chance
failure and wear out failures are well known. MTTR’s are known and stable. Needs of training on
maintenance have been identified.
Level 5 Definition of EOQ and ROP based on consumption and spares are stored in defined areas.
10% 30% 50% 70% 90%

Step 2 : Conduct breakdown analysis and reverse deterioration
No breakdown analysis.
Level 1
No lubrication plan.
Breakdown analyses have been carried out, but still lack in illustrating breakdown phenomena with proper
sketches. Lubrication is carried out on points already known. Training on maintenance is carried out, but
still lack of analysis of the results.
Level 2
10% 30% 50% 70% 90%
A lot of breakdown analysis with 5W1H plus sketches of breakdown phenomena have been made for
major breakdowns and effective countermeasures have been found and implemented with good results.
Level3
10% 30% 50% 70% 90%

Lubrication is carried out following the lubrication standards.
More than 90% of major breakdowns were analyzed and countermeasures for more than
Level 4 80% of the analyses were identified. More than 80% of the countermeasures were
implemented and more than 50% have been effective.
10% 30% 50% 70% 90%
Effective breakdown analyses for all major machines have been carried out and substantial reduction of
machine breakdowns has been achieved. Almost no repetitive breakdowns take place. Training on
maintenance is well established and the analysis of the effect is made. The contents of shutdown
Level 5 maintenance is well planned and it works in substantially reducing unexpected breakdowns.
10% 30% 50% 70% 90%

Step 3 :Establish maintenance standards and introduce periodic maintenance
No periodic maintenance schedule is defined.

Level 1
The time spent on BM is still bigger than the one spent on Preventive Maintenance.
Level 2
10% 30% 50% 70% 90%
Tasks are clearly defined for PM and AM. Advanced lubrication system is used.
Breakdowns caused by poor maintenance is almost nil.
BM = PM
Level 3
10% 30% 50% 70% 90%

BM PM
Level 4 The planned maintenance covers more than 70% of the possible breakdowns.
10% 30% 50% 70% 90%
Maintenance calendars for major machines have been established and more than 90% of the planned
maintenance work is carried out as planned with a good result. The maintenance plans are frequently
revised based on results giving continual improvement with maximum involvement of production.
Level 5 Shutdown maintenance is efficient and effective. Spare parts management is well made.
10% 30% 50% 70% 90%

Step 4 : Countermeasures against design weaknesses
No activity of corrective maintenance is carried out.
Level 1
Design weaknesses of equipment and components weaknesses have been recognized.
Level 2
10% 30% 50% 70% 90%
More than 30% weaknesses of equipment and components weaknesses have been corrected effectively.
Level 3
10% 30% 50% 70% 90%

More than 50% weaknesses of equipment and components weaknesses have been
Level 4 corrected effectively.
10% 30% 50% 70% 90%
For major machines and major components, their MTBF’s are known and their weaknesses are constantly
corrected for longer life times, easiness of measuring deterioration and shorter MTTR by the cooperation
with their suppliers. Cleaning, inspection and lubrication times have been minimized.
Level 5
10% 30% 50% 70% 90%

Step 5 : Build a periodic maintenance system
No adjustment of periodic maintenance and shutdown maintenance are made yet.

Level 1
Revised periodic maintenance and shutdown maintenance based on corrective maintenance.
Level 2
10% 30% 50% 70% 90%
Frequently revised periodic maintenance and shutdown maintenance with tasks clearly defined for PM and
AM. Operators can cover more maintenance activities.
Level 3
10% 30% 50% 70% 90%

Periodic maintenance and shutdown maintenance based totally on countermeasures for
Level 4 FMECA/RCM. Periodically updated.
10% 30% 50% 70% 90%
Well established periodic maintenance and shutdown maintenance (ca. : twice a year). Spare parts
management is well established but not yet involved EEM to standardize spare parts.
Level 5
10% 30% 50% 70% 90%

Step 6 : Build predictive maintenance system (trend management)
No Predictive Maintenance is carried out.

Level 1
Training of CBM is available and studied.

Major tools applied with limited results.
Level 2
10% 30% 50% 70% 90%
Parameters to measure component conditions are well known and all applicable tools are identified and
mastered.
Level 3
10% 30% 50% 70% 90%

Plan followed and cost effective but results not utilized effectively.
Level 4
10% 30% 50% 70% 90%
Effective analysis of results with continuous improvement of plan. Used to control spare parts.
Level 5
10% 30% 50% 70% 90%

Step 7 : Establishment of planned maintenance and maintenance cost
management systems
CMMS is not available.

Level 1
CMMS exists, but lack of information in detail. Only basic information.
Level 2
10% 30% 50% 70% 90%
Good detail for all maintenance parameters with archives. Supports breakdown analysis. Detail and
information sufficient but only split into labor, materials and contractors but not used effectively.
Level 3
10% 30% 50% 70% 90%

Information used effectively with a complete cost analysis by component, resulting in
reducing maintenance intervention time. Information split by maintenance type with
Level 4 material consumption, labor, cost of contractors. Periodically updated.
10% 30% 50% 70% 90%
Machine breakdowns are almost nil. Purchase of spare parts is made based on the planned maintenance
and shutdown maintenance. MP information is available to be fed back to EEM.
Level 5
10% 30% 50% 70% 90%

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
Investigation of gaps between

designated usage conditions and
current conditions of use
Planned Maintenance of Components

Stabilize Mean Time between Lengthen Equipment Periodically Restore Predict Equipment
Failures (MBTF) Life Deterioration Life
1st step
Establishment of Selection of important components
preventive 2nd step
maintenance Improvement of current maintenance
system system
3rd step P. M. 7 steps
establishment of maintenance
standards
4th step
Corrective Take measures to extend
maintenance equipment life.
Correct weaknesses.
Predictive 5th step

maintenance efficient inspection
Quality 6th step

maintenance Machine overall diagnosis
Planned
maintenance 7th step
system Ultimate utiligation of the machine
Development of professional maintenance (component level)
Focused Improvement Daily measures Deployment by part (1st ~ 4th step)
Serious breakdowns Focus on frequency

Important equipment Red cards Focus on the number of
PM cards breakdown
Focus on time ―― ――
Focus on the possibility
of producing a massive
volume of detectives Reply 1st step
Check all
the reports 2nd step
3rd step
Study the focused How to deal with PM Information on autonomous

Personnel in charge
breakdown for the cards maintenance

day
List of horizontal expansion

Through recording Checklist of other machines
4th step Measures to extend the lifetime
Continued themes 5th step Efficient inspection

and
Countermeasure 6th step MQ maintenance
themes (Equipment Diagnosis)
7th step Full utilization of equipment
Spare parts management Standardization Assistance to autonomous maintenance

Pareto diagram of broken components (example)
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
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
Model equiment? Model comonents?

Model machine? Model component?
Number of Forced Number of Maintenance Autonomous

machines deterioration maintenance skills Mainte-
people Nance Level
Inter Inter
Many Medi Few B M S Many Medi Few High
medi
Low High
medi
Low
-um -um
ate ate
Equip-
ment
Parts
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)
・ Clarification of designated usage conditions.

between ・ Investigation of gaps between designated usage conditions and
failures current conditions of use.
( MTBF )
2 Countermeasures against the ・ Elimination of the gaps and improvement of the reliability of the
gaps equipment.
3 Establishment of maintenance ・ Setting tentative maintenance standards, especially for cleaning ,

standards lubricating and retightening.
・ Clarification of roles of maintenance for production and maintenance.
2 4 Measures to extend ・ Definition and improvement of conditions of use.
Lengthen component life ・ Extension of the lifetime by corrective maintenance.
component’s ・ Elimination of chance failures caused by human errors and repair
life errors.
3 5 Establishment of a periodic ・ Setting maintenance standards and improvement of maintanability,
Periodically replacement cycle and operationability, and safety.
restore improvement of inspection ・ Investigation of abnormal symptoms indicating deterioration.
deterioration efficiency ・ Execution of countermeasures against weak points in carrying out
inspection.
4 6 MQ analysis, trend ・ Establishment of CBM and Quality maintenance by MQ analysis.
Predict management and checking ・ Clarifications of the relationships between the equipment and the
component’s product quality, and maintenance of product quality by PM.
life
7 Component cost management ・ Determination of the limit point of the component.
・ Technical analysis of catastrophic breakdowns.
・ Utilization of equipment diagnosis techniques.
Planned Maintenance Master Plan
Step Activity Prepa- Introduction Implementation Consolidation
ration
3 6 9 12 3 6 9 12 3 6 9 12 3 6
Prepare or update equipment

logs
Formulate and implement

equipment evaluation standards
Define failure ranks

1
Understand situation (number of
failures, etc.)
Set maintenance goals
Establish basic conditions and

reverse deterioration
Support autonomous
maintenance
Abolish environments causing
accelerated deterioration Deal with major
contamination sources
ration
3 6 9 12 3 6 9 12 3 6 9 12 3 6
Take measures to prevent Build

identical or similar major failures systems
from occurring.
Evolve
activities
2
Introduce improvements to reduce
process failures.
ration
3 6 9 12 3 6 9 12 3 6 9 12 3 6

Lubricants, spare parts,
drawings, etc.

worksheets Design,
work flow
Perform periodic
maintenance
Select equipment and components
3 for periodic maintenance
Reinforce work management

(prepare standards)
Improve shutdown maintenance

efficiency
Strengthen control of
subcontracted work
ration
3 6 9 12 3 6 9 12 3 6 9 12 3 6
4 Lengthen equipment lifetimes by Corrective mainte-

Nance work
correcting weaknesses
ration
3 6 9 12 3 6 9 12 3 6 9 12 3 6
Build failure data management Construct CMMS
system
System
startup
Build equipment maintenance Construct CMMS
management system
5
Prepare periodic maintenance
Perform periodic
calendar maintenance
System
Build systems for controlling startup
standby units and spares Construct
CMMS
ration
3 6 9 12 3 6 9 12 3 6 9 12 3 6
Introduce equipment diagnostics

Train diagnosticians, introduce
equipment
Prepare predictive maintenance

flow diagram Design
work flow Perform
predic-
6 tive
mainte-
Select equipment, components for nance
predictive maintenance ; extend Select

gradually equipment
Develop diagnostic equipment and

technology
ration
3 6 9 12 3 6 9 12 3 6 9 12 3 6
Build equipment budget System

management system Construct
startup
CMMS
Evaluate cost reduction
Evaluate planned maintenance

7 system
Evaluate reliability Evaluate Evaluate Perform com-

recurrence periodic prehensive
prevention maintenanc evaluation
e
Evaluate maintainability Evaluate

Evaluate Perform
periodic
recurrence com-
maintenance
prevention prehensiv
e
evaluation
Seven steps for Seven steps for
Seven steps for
planned maintenance autonomous maintenance
quality maintenance
Step 1 Step 1
Elimination of forced determination and Initial cleaning Step 1
prevention of accelerated deterioration Definition of current conditions
Step 2 Step 2
Step 2
Breakdown analysis Countermeasures against sources
first restoring of the abnormal conditions
Step 3 Step 3
Establishment of maintenance Tentative standards Step 3
standards Cause and effect analysis of chronic defects
P.M. standard check sheet Integration A.M. standard check sheet
Introduction of maintenance calendar for preventing recurrence of breakdowns
Step 4 Step 4
Countermeasures against weak points of Step 4 Attack against the main causes
the machine and lengthened equipment life General inspection of chronic defects
Step 5
Step 5 Step 5
Definition of zero scrap condition
Periodic maintenance Autonomous inspection
maintenance calendar
Step 6 Step 6 Step 6

Improvement of the
Predictive maintenance Workplace organization and house keeping Check conditions for zero scraps
+ quality assurance
improvement and
Integration of A.M., P.M. and QM standard check sheets
Continuous
revision
Step 7 Step 7
Step 7 Fully implemented autonomous Improvement of zero scrap
Establishment of maintenance system management conditions
Establishment of efficient maintenance system

No. Quality component Phenomenon Preventive measure Method of checking
(Direct-type)
1 Rollers scratches, rust, wear, adhesion of foreign matter, clean by touch
soiling
2 Spools scratches, soiling, deformation, off-centering handle with care measure using gauges
3 Bearings play, wear lubricate by stethoscope
4 Locators displacement, slackness tighten matchmarks
5 Dies and molds wear, corrosion, inaccuracy accuracy control dimensional measurement
6 Heaters cutout clean measure current

7 Thermocouples disconnection, removal fix in position visual check
8 Hoses and pipes blockage, cracking clean measure flow rate
9 Couplings play tighten check dimensions
10 Belts slackness, wear clean measure slack
11 Chains slackness, stretching clean measure tension
12 Brake shoes wear regular inspection check dimensions
13 Chutes blockage regular inspection visual check
14 Filters, strainers blockage regular inspection pressure measurement
15 Presses and other machines misalignment accuracy control measurement
16 Traversers inaccurate movement accuracy control measurement
(Indirect type) → cutting oil, coolant, air, and other fluids
1 Dirt and foreign matter blockage, surface damage anti-source measures check for dirty filters
2 Temperature dispersion, temperature drop between inlet and regular inspection measurement
outlet
3 Flow rate blockage regular inspection visual check
4 Pressure pumping-system abnormalities regular inspection visual check
5 Voltage, current faulty contacts regular inspection visual check
6 Noise disturbance install shields measure
7 Poles, slip rings wear regular inspection measure
Figure. Direct and Indirect Quality Components

Transition of Contents of Maintenance Work
Maintenance work load
Time
Change of maintenance
Importance of Auditing
4. Shutdown Maintenance
4.1 The Feature of Shutdown Maintenance
4.2 Work Breakdown Structure for Shutdown
Maintenance
4.3 Work Breakdown Structure (WBS)
4.4 Shutdown Maintenance Management (Example)
4.5 Enhanced Planning of Shutdown Maintenance
4.6 Equipment Diagnosis During Plant Operation and Shut-
down
4.7 Concluding Shutdown Maintenance
4.8 Items Recorded on Shutdown Maintenance Report
4.9 Weekly Shutdown Maintenance Report (Sample)
4.10 Maintenance Standards
The Features of Shutdown Maintenance
Building a planned maintenance system should be done

systematically, one step at a time.
•Planned maintenance activities emphasize monitoring
mean times between failures (MTBF).
• The analysis should be used to specify the intervals for
tasks in annual, monthly and weekly maintenance
calendars.
• A typical example of planned maintenance activity is
shutdown maintenance.
• The goal is to lay out reliable plans before the job begins.
• Because the tasks performed during shutdown
maintenance follow a set pattern, it is helpful to base the
work plan on a work breakdown structure (WBS) diagram.
• This diagram facilitates accurate estimation of the tasks
to be performed during shutdown maintenance, along with
their sizes.
• It can be used to gauge the staff and materials needed for
the job and to monitor the budget and the achievement of
the objectives.
Work Breakdown Structure for Shutdown Maintenance
1. Omission-free, error-free shut down maintenance is impossible

unless the entire process is carefully planned
2. List every single maintenance task, regardless of size, and relate
each to the each others by means of a work breakdown structure
(WBS) Diagram
The WBS method includes the following activities:
• Prepare an on-site work operation sheet in network from that clearly
shows the relationship among different tasks.
• Prepare a network diagram. Shorten the process and Highlight the
bottleneck process.
• Reduce shutdown maintenance costs.
• Make effective use of subcontract work normally employed on daily
maintenance.
• Select subcontractors by competitive tendering based on shutdown
maintenance work standards.
Work Breakdown Structure (WBS)
WSB
Total Plant XX Oil Refinery Level 1
Crude oil fraction plant, Level 2

System System cracking plant, etc
Subsystem Subsystem Subsystem Fractionating columns, Level 3

heating furnaces, etc
Heating pipes,
Work group Work group Work group Work group burners, etc. Level 4
WP WP WP WP WP Level 5
WP: work package Disassembly,

washing, etc.
Shutdown Maintenance Management (Example)
No matter how skill-fully personnel carry out the work, the

result cannot be fully effective from the maintenance viewpoint,
unless information gathered during operation and relevant to
the work is taken into consideration in the plans
Enhanced Planning of Shutdown Maintenance
[1] [2] [3] [4]

Zero trouble (ZT) Maintenance Focused Investment
meeting calendar improvement planning
[5]
[7] Various maintenance activities ( 1 )
Safety [9]
planning Work
[6] planning
Shutdown maintenance planning
[8] Shutdown maintenance work [10]

Safety Daily meetings Work
training management
[13]
Right-first-time startup Test
[11]
operation
Operation
control
[12]
Shutdown maintenance review
[14]
Various maintenance
Activities ( 2 )
[15] Shutdown time reduction

[1] Zero trouble (ZT) meeting
• Outstanding trouble cards
[2] Maintenance calendar

• Overhaul inspection
• Inspection and service
• Functional check
[3] Focused improvement

• Equipment improvement
[4] Investment planning
• Replacement of obsolete equipment
• Production increases, labor-saving, energy-saving
[5] Various maintenance activities (1)

• Utilization of MP information
• Improvement of equipment diagnostics
• More promotion of reliability and maintainability improvement
• Enhanced early management
[6] Shutdown maintenance planning

• Identification of items, discussion of contents, overall schedule coordination,
budget control
Shutdown Maintenance Liaison Committee (meets monthly)

[7] Safety planning
• Equipment modification permit application
• Repair work permit application
• Safety certificate
• Flammable materials use permit application
• Immersion work permit application
• Safety discussions
• General accident prevention conference
[8] Safety training
• Preparation for shutdown
• Work safety measures
• Witnessed inspection of work
• Daily meetings
• Safety patrols
• One-point safety bulletins
[9] Work planning
• MP meeting
- Work specifications
- Schedule coordination
- Raw materials purchase
• Daily handling of problems
• Shutdown maintenance work summary
• Revising inspection intervals and methods
• Improving work execution methods
• Strengthening negotiations with government agencies
• Establishing schedule control
[10] Work Management
Work quality
Schedule control Startup management
Acceptance
• Defect follow-up system (problems remaining after inspection)
• Campaign to eliminate waste, variability and strain
[11] Operation control

• Test operation planning
• Preparation for startup
• Operator training
[12] Shutdown maintenance review
• Inspection and servicing records
• Preparation for next year’s shutdown maintenance
[13] Test operation

• Rotation direction check
• Vibration check
• Startup management
[14] Various maintenance activities (2)

• Modification of maintenance calendar
• Obsolete equipment replacement plans
• Equipment improvement plans
• Specialized maintenance education
[15] Shutdown time reduction
Plant A : 44 days -- 35 days ($160,000/day)

Plant B : 27 days -- 20 days ($160,000/day)
Shutdown maintenance cost reduction
Plant A : $3.44 mill./year -- $2.96 mill./year

Equipment Diagnosis During Plant Operation and Shutdown
Diagnosis during Operation Diagnosis during Shutdown
Principally rotating machinery and static Principally of static equipment. Includes long-
equipment abnormalities diagnosed from process term diagnosis of material deterioration
abnormalities.Usually done by operators (hydrogen attack, creep, carburization, stress
monitoring the process or performing roving corrosion cracking, fatigue). Types of inspection
checks. Factors analyzed include: include:
• Equipment abnormality • Overhaul of static equipment
(from instrument panel readings) • Overhaul of large rotating machines not
• vibration in rotating machinery and other provided
equipment with backup
• Leaks • Materials of large in static equipment (hydrogen
• Abnormal sound attack, creep, carburization, stress corrosion
• Abnormal temperature cracking, fatigue, etc.)
• Lubricant • Welds
• Odor • Wall thickness in high-temperature piping
• Blocks
Concluding Shutdown Maintenance
１. At the conclusion of shut down maintenance, prepare a

report that details the work accomplished, the progress
made, the organization used, the budget, and so on.
2. Be careful to report all problems that concern safety,

progress, and budget, and use this information in planning
the next shutdown maintenance project
1. Shutdown maintenance • Planned (network diagram) ― indicate critical path
schedule • Actual (network diagram) ― indicate actual critical path,
with reasons
• Planned (calendar) ― daily worker numbers, cranes, heavy
machinery, government inspections
• Actual (calendar) ― actual daily worker numbers, cranes, heavy
machinery, government inspections, weather
2. Shutdown and startup • stop operation
schedule • commence work
• planned and actual
• problems
Work completion
• normal operation
• scheduled and actual
• problems
3. Organization for shutdown • Actual organization employed
maintenance • Points to incorporate in next shutdown maintenance plan
4. Description of principal work performed
5. Safety and environmental problems
6. Work problem, improvement measures adopted
7. Budgeted and actual expenditure • materials cost
• subcontracting cost
8. Subcontracted work • work undertaken by each

subcontractor
• planned and actual numbers of works
entering site
9. Government inspections
10.Shutdown maintenance inspection • problems (attach separate inspection
report)
11.Shutdown maintenance debriefing (SDM) • schedule for next SDM
in principle:
SDM debriefing for next SDM • within two months after completion
Scheduling meeting for next SDM • three months before date
Planning meeting for next SDM • within four month after completion
Work meeting for next SDM • two months before date
12.Other items to note in planning and
implementing next SDM
Weekly Shutdown Maintenance Report (Sample)
GENERAL
• No injures to company or subcontractors’ employees
• Progress of shutdown maintenance work: 97-98%
SHUTDOWN MAINTENANCE
Plant C: A tube leak test revealed leaks in the ends of three reactor discharge oil/free heat exchangers.
One was due to a leak in the sealing weld of a tube plug. The other two were due to cracked tube
ends.
All have been repaired. Reactor catalyst charging has been completed.
Plant B: Based on the results of γ-radiation inspection of heating furnace tubes after decoking, the
decoking
operation was repeated.
Plant A: Tray leak test satisfactory; inspection cover replacement commenced.
None of the above problems has affected overall progress.
NET WORK
Plant B: Testing revealed that several of the 32 tray-washing spray nozzles were blocked.
A 10-mesh strainer will be attached to the pump outlet, and the line scoured by air jet.
The work is on schedule.
GOVERNMENT INSPECTIONS
Plant C: 8/22 fire safety
Plant D and E: 8/25 fire safety, high-pressure gas
Plant B: 8/26 fire safety
Plant A: 8/29 fire safety
SPECIAL ITEMS
None
Maintenance Standards
Major Category
1. Maintenance management standards
Medium Content
Category
1. An organization to implement equipment maintenance management
Manageme smoothly; an activity structure; the basic items of management such as
nt standards evaluation of equipment effectiveness, etc; spare parts management,
lubricant management, equipment clarification criteria, maintenance
budget management, maintenance information management,
maintenance administration, maintenance procedures, etc. which are
necessary for the execution of effective maintenance and technical
information. The responsibilities of each staff of the maintenance division,
etc.The procedure of establishing and revising the maintenance
standards.
2.
Maintenance
Common maintenance techniques should be made available.
technique
standards
Major Category
2. Equipment maintenance standards
Medium Content
Category
1. These are the standards for inspection of equipment, in other words,

Equipment inspection and measurement methods to check the degree of equipment
deterioration. The contents are parts to be inspected, inspection points,
inspection
items, cycles, inspection methods, measuring apparatus, judgment
standards criteria, etc. Depending on the necessity, charts and pictures should be
(For attached. Depending on the types of inspection, there are daily
measuring inspection standards (The cycle is within 1 month) and periodic
the inspection standards (The cycle is more than 1 month) by cycle; there
deterioration are performance inspection standards and accuracy inspection standards
of by item; machine equipment inspection standards, electric equipment
equipment) inspection standards, piping inspection standards, instrumental
equipment inspection standards by object.
2. Servicing These are the standards for the conditions and methods of daily
standards maintenance such as cleaning, oil change, inspection, adjustments and
(For parts replacement. Depending on the types of servicing standards,
cleaning standards, oil changing standards, the adjustment standards of
preventing
the cleaning, oil charging, inspection standards should be set.
the
deterioration As for the oil charging standards, oil charging method, oil types, the
of charging amount of oil and cycles should be specified.
equipment)
3. Repair These are the standards for conditions and methods of repair
standards concerning specific equipment or equipment parts.
(For The repair standards are often specified as maintenance operation
restoring the standards, including operation method and operation time.
deterioration
of
equipment)
Major Category
3. Maintenance operation standards
Medium Contents
Category
(for indicating This is created for operation which has a high frequency of occurrence.
the This is useful for the measurement of work group efficiency or
estimation of maintenance work time and man power management, and
maintenance schedule planning as well as education and training of new employees.
operation,
procedures
and timing)
5. Establishment of CBM
5.1 Points of Choosing CBM

5.2 Procedure of Developing an Equipment Diagnosis
Technique
5.3 How to Advance Predictive Maintenance
5.4 Transfer to Equipment Diagnosis Techniques
5.5 Methods and Their Contents of Predictive Diagnosis
5.6 Measurement Units and Measuring Devices
5.7 Diagnosis Techniques for Static Equipment
5.8 Diagnostic Equipment for Rotating Equipment
5.9 Major Equipment Diagnosis Technologies and Their
Overview Functions
5.10 Execution Structure of Equipment Diagnosis Operation
5.11 Introducing Vibration Diagnosis for Rotating Machinery
5.12 Develop Predictive Maintenance
Points of Choosing CBM
1. When a breakdown takes place, it will influence

production output substantially.
2. Sporadic breakdowns often take place.
3. Breakdowns cannot be prevented by a normal
inspection and servicing.
4. The period between two consecutive breakdowns are
relatively long.
5. Because of deterioration, breakdowns often take place.
6. The progress of deterioration is relatively slow.
Procedure of Developing an Equipment Diagnosis Technique
• Specify a part requiring diagnosis based on the past

experiences of serious failures.
• Investigate what kind of deterioration pattern the part has.
Does deterioration gradually takes place as time passes?
• Try to grasp the deterioration characteristics by an alternative
physical quantity.
What parameters (physical units)?
Vibration? Displacement, speed or acceleration speed?
• Establish a technique to measure deterioration.
Try to use available techniques such as vibration measurement, etc.
from the shelf.
How to Advance Predictive Maintenance
Backgrounds :
Predictive maintenance
* Over-maintenance in the past
* Sporadic failures
What for? (purpose) Let’s make it cost effective!
* Security and expansion of Quality, yield
profit * Maintenance of trust Opportunity loss
Cost of repair
Maintenance cost
What? And how much?
(Determination of the targeted
equipment)
Determination factors? Laws and regulations
* Constraints Safety and prevention of accidents
Production loss
* From the economic Decline of production efficiency
viewpoint Quality loss
Maintenance cost
Inspection/test cost (including device
cost)
* From the technical viewpoint Part life span (average, shortest)
Performance deterioration characteristics
(Propor-tional type, initial rapid deterioration
type…．) Deterioration phenomenon
(wear, corrosion…．)
* Feasibility of checking fixed Feasibility of diagnosis by checking/inspection
quantity inspection
Probability of detecting defects
Evaluation logic Analyses of past maintenance data and

production technique management data
Equipment diagnosis techniques
Execution of predictive maintenance

Transfer to Equipment Diagnosis Techniques
What is diagnosis?
Grasp conditions quantitatively
Possible to grasp at a Possible to grasp at

unit level equipment level
Equipment diagnosis
Element to be diagnosed • Degree of performance
• Degree of deterioration (Pursuit of the causes of
abnormal phenomena)
Statistical method
Life anticipation Implementation of

countermeasures
• Determination of the most appropriate timing and cycle of

maintenance
• Reduction of sporadic failures
• Improvement of efficiency, quality and yield
Methods and Their Contents of Predictive Diagnosis
Diagnosis method Diagnosis contents
Temperature method This is the method to conduct equipment diagnosis by measuring the
temperature and to know the irregularities of the equipment from clues
of temperature.
Pressure method This is the method to conduct equipment diagnosis by measuring the
pressure and to know the irregularities of the equipment from clues of
pressure loss and lost pressure.
Vibration method This is the method to conduct equipment diagnosis by measuring the
vibration and to do equipment diagnosis by the detection of the amount
of displacement and/or the change of acceleration speed.
Oil analysis method This is the method to conduct diagnosis by analyzing the operation oil,
lubricant, insulation oil, etc. which are used for the equipment.
Liquid penetrant This is the method to test for material surface opening defects by dying
method penetrant or fluorescence penetrant, etc.
Dimension This is the method to conduct equipment diagnosis by measuring the

measuring method dimensions of machinery and to know any irregularity of the equipment
by a change of the dimensions.
Insulation measuring This is the method to know the irregularities of the machinery by
method measuring the insulation resistance value for electric equipment or
electric wiring.
Electric resistance This is the method to know the irregularities of the machinery by
method measuring the electric resistance value for electric equipment.
Measurement Units and Measuring Devices
No. Item measured Measurement tool

1 Axle looseness Dial gauge, small test
2 Edge wobble Dial gauge, small test
3 Linearity Autocollimator
4 Flatness Autocollimator, laser-mediated
flatness gauge
5 Orthogonality Laser coordinate measuring
machine
6 Cycle line drawing Visigraph
7 Belt tension Tension meter
8 Looseness Dial gauge, spring balance
9 Vibration Vibration analyzer, FFT
10 RPM Tachometer, vibrotester
11 Rotational Vibrotester
abnormalities
12 Grindstone balance Vibrotester
No. Item measured Measurement tool
13 Frequency Oscilloscope
14 Load current Ammeter, pen recorder
15 Power Wattmeter
16 Resistance Insulation tester
17 Temperature Thermometer
18 Temperature Radiation thermometer
distribution (thermotracer)
19 Warping Warp meter
20 Bolt fastening strength Torque wrench
21 Torque Torque meter
22 Force Load scale, spring force meter
23 Pressure Pressure gauge,
micro pressure gauge
24 Outside(major) Micrometer, dial gauge
diameter
No. Item Measured Measurement tool
25 Inner diameter Cylinder gauge, air micrometer
measurement
26 Roundness Roundness meter
27 Cylindricality Length measuring machine
28 Surface roughness Surface roughness gauge
29 Cut surface chatter High-resolution roughness
gauge
30 Abrasion Dimension gauge
31 Hardness Hardness gauge
32 Surface hardness Superficial hardness gauge
(for thin items)
33 Fit Blue
34 Residual X-ray residual stress meter
stress
35 Residual Gaussometer
magnetism
36 Grinding crack Acid bath test, hydrochloric
acid
macro test
37 Backlash Thickness gauge
38 Gear mesh Gear mesh tester
39 Angle Angle gauge, autocollimator,
rotary encoder
40 Hydraulic fluid Automatic microscopic particle
contamination counter
41 Coolant Millipore
contamination
42 pH pH meter, chemical analysis
43 Air cleanliness Particle counter
44 Sound Noise meter, FFT
45 Brightness Illumination meter
46 Flow rate Flow meter
47 Horizontal level Level gauge
48 Line centering Piano wire
49 Ingredients, X-ray micro analyzer,
composition electron microscope
Diagnostic Techniques for Static Equipment
Abnormality Cause Diagnostic Equipment

technique
Color-forming or
Visual inspection,
foaming liquids,
soapy-water test,
COLUMNS/TANK Corrosion, cracking, magnetic-powder flaw
leaky packing
gas detection,
S Leak detectors, ultrasonic
wall-thickness
thickness gauges, gas
measurement
detectors
Transmission from Vibration
Vibration meter
outside measurement
Vibration
Abnormal gas/liquid Analysis of operation Frequency analyzer,
flow conditions operating records
Check operating
Internal Corrosion, abnormal Radioscope, operating
conditions, analyze
contamination internal fluids records
discharge
Visual inspection gas Gas detector, magnetic-

Corrosion erosion,
detection, foaming powder flow detector,
PIPING perforation
liquid test ultrasonic thickness gauge
Leaks
Leaky packing and Thickness
gaskets measurement
Abnormality Cause Diagnostic Equipment
technique
Stuck valves, foreign Pressure-drop

Pressure gauge,
Blocks matter, accumulated measurement,
sludge radioscope
radioscopy
Resonance with
Vibration
rotating machinery Vibration meter
measurement
vibration
Vibration Investigate operating
Abnormal fluids flow Operating records
conditions
Visual inspection,
Abnormal supports vibration Vibration meter
measurement
Abnormal hangers and Displacement Scale, level gauge, transit

supports measurement theodolite
Deformation,
bending Check external
Abnormal external force,
forces and Operating records
thermal stress
temperatures
Diagnosis Technique for Rotating Equipment
Equipment Parts Diagnosis item Diagnosis method
Fan Impeller Unbalance Vibration method
blower
Coupling Core slippage Vibration method
pump
motor Bearing Abrasion Vibration method
Flaking Temperature method
Foundation Backlash/looseness Vibration method
Reduction Bearing Abrasion Vibration method

gears Flaking Vibration method
Gear Pitching Oil analysis method
Temperature method
Coupling Core slippage Vibration method
Foundation Backlash/looseness Vibration method
Hydraulic Bearing Abrasion Vibration method
equipment Flaking Oil analysis method
Vane Abrasion Vibration method
Plunger Chipping Oil analysis method
Packing Abrasion Pressure method
Extruder Bearing Abrasion Temperature method
Flaking Oil analysis method
Gear Pitching Oil analysis method
Mechanical Tank Corrosion Dimension measuring method

equipment
Abrasion Dimension measuring method
Foundation Cracking Liquid penetrant method
Wire Abrasion Dimension measuring method
Chain Abrasion Dimension measuring method
Electric equipment Transmission Insulation deterioration Oil analysis method
Cable Insulation deterioration Insulation measuring method
Heater Life span Electric resistance method

Major Equipment Diagnosis Technologies and Their Overview Functions
Major Category
Mechanical equipment of diagnosis

Simple / Diagnosis
Categories Diagnosis Precision equipment Outline
Rotating Diagnosis of Simple Machine From the amount of vibration generated by

machine bearings, gears diagnosis checker the machine, the imbalance of gears,
diagnosis and rotary bearings and rotors are diagnosed as good or
technique mechanisms bad.
Bearing diagnosis Precision Rotary By the analysis of vibration waveform or

technique diagnosis machine vibration modes, the degree, position and
diagnosis causes of deterioration of the gears, bearings
Gear diagnosis device and rotary mechanisms should be judged.
technique Machine
signal Signals of vibration, pressure, etc. are
Rotary mechanism processed and disposed for easy analysis.
measureme
diagnosis nt device
technique
Since frequency resolution power is very
Field balance Universal strong, the vibration waveform can be
technique signal analyzed for the ultra precision diagnosis. The
analysis conditions of bearings and gears can be
device diagnosed.
Crack Acoustic emission Precision Crack By detecting the sound generated at the time
method diagnosis monitor of crack development, the degree and the
diagnosis level of danger of crack development can be
technique diagnosed.
Lubrication Ferrography Precision Ferrography By the shapes or sizes of abrasive chips in

diagnosis diagnosis analysis lubricant, the condition of the sliding surface
techniques abrasive chips in oil device
analysis method can be judged.
Major Category
Electric equipment diagnosis
Categories Simple / Diagnosis

Diagnosis Precision equipment Outline
Rotating Insulation Simple Super mega By the changes of insulation resistance over
electric diagnosis diagnosis (DC high the time, the humidity and damage of the
machine technique voltage insulation can be judged.
diagnosis method)
Precision Automatic
diagnosis insulation By the size, phase, degree of changes of the
diagnosis leakage current (current in the ground wire)
device (AC
high voltage when AC high voltage is imposed, the degree
method) of deterioration of insulation can be judged.
Coil diagnosis Precision Electric coil By the size, duration, changes of vibration
technique diagnosis diagnosis frequency when big current surge is imposed
device on the coil and vibrated, the loosening of the
coil due to the deterioration of insulation can
be judged.
Rectification Rectification By measuring the rectification flux distribution

Precision characteristic at the neutral point and contact
diagnosis diagnosis measurement characteristics of brushes, the causes of
device rectification defects can be analyzed by the
comparison with the normal situation.
Control Precision Frequency A signal which does not affect the product
Dynamic characteristics
system diagnosis quality is imposed on the operating control
characteristics measurement
diagnosis diagnosis unit, and the frequency characteristics
technique device including electric and mechanical
characteristics can be measured.
Precision Thyristor fail The waveform at each part during the

diagnosis tracer abnormal period of thyristor control unit
(mainly gate pulse) can be automatically
recorded and played back.
High voltage High voltage Based on the magnitude and time change of
cable Insulation Precision cable current leakage by imposing high DC current,
diagnosis diagnosis diagnosis insulation deterioration can be judged.
diagnosis
device
Transformer Gas in oil analysis Precision Analyzer of By analyzing quantity of flammable gas in oil,
diagnosis (Gas analysis gas in oil the destruction of insulation or local heat can
technique chromatograph) be judged.
Execution Structure of Equipment Diagnosis Operation
Equipment Simple Equipment • By machine checker, etc., deterioration or
diagnosis diagnosis maintenance irregularity is diagnosed effectively and broadly.
operation operation plan/execution • Promote installation of fixed sensors for simple
group diagnosis.
Precision Precision Request • When irregularity is discovered by the

diagnosis diagnosis for above simple diagnosis opera-tion.
operation execution diagnosis
• When equipment irregularity must be
special group
grasped accurately,
• When equipment conditions must be
grasped accurately.
Designated
diagnosis Special important equipment is
designated and periodical
diagnosis is implemented.
Equipment Staff in charge • Introduction, development and materialization of

diagnosis of equipment equipment diagnosis techniques
staff diagnosis
• Education and guidance of equipment diagnosis
operation
techniques.
Introducing Vibration Diagnostics for Rotating Machinery
Step 1: Establish a core team by training people likely to make good

vibration diagnosticians.
Step 2: Designate certain items of equipment as models for practicing

vibration diagnostics. Core team members practice their skills on
this equipment and then pass on their knowledge to others.
Step 3: Designate certain items of equipment within each workplace as

models for implementing vibration diagnostics. In process
industries, feed pumps or gas compressors are probably the most
suitable types of equipment for this, as their operating conditions
and the properties if the materials they handle are fairly stable.
Step 4: Set provisional periods and criteria for measuring the vibration of
the model equipment. To begin with, set periods of approximately
one month, two months, or three months.
step 5: Monitor the model equipment intensively for the set period. When
a large degree of dispersion occurs in the measurements, check
the state or the measuring surface to find out whether the
measuring point moved or the attachment pressure of the
measuring instrument changed. Also check whether the machine’s
load has changed, the machine’s rotation rate has varied, or the
machine is resonating. Then repeat the measurements.
Step 6: Have the core team meet to discuss the diagnostic techniques and
results. Prepare case-study materials and use these for training.
Step 7: Establish a comprehensive diagnostic system, perform diagnostic

measurements, analyze and collate the results, and disseminate
the technique throughout the organization.
Develop Predictive Maintenance
Machines are inspected for Machine inspected by
demerits to predict when items machinery maintenance
will fail. auditor
Items are found to be

incorrect and recorded on If demerits are for safety or
demerit sheet quality, machine is stopped
until repaired
Management checks for

Copy of demerit sheet is given
frequently occurring items
to technician, management and
maintenance people
Maintenance technicians repair
broken parts and worn parts
Recurring items become targets Production technician
for focused improvement projects repairs condition items
(loose, dirty, incorrectly set
Frequently occurring items

Recurring items become targets become zero failure projects
Worn items are noted, and for A.M. countermeasures
estimated life is used to predict
failure, so parts can be ordered
Once items are completed, demerit sheet is

returned to auditor with corrections noted
Infrared analysis
- Once a year, conduct an infrared analysis scan of all the major electrical equipment.
- Many of the circuits cannot be checked safely.
- Problems were only discovered after failure.
- Infrared allows failures to be avoided.
- Infrared allows for the safe inspection of circuits.
Predictive maintenance can be addressed by the
purchase of vibration monitoring equipment.
- Training is needed as to the use of the monitor and

what to do with the results.
- Infrared temperature monitoring and video imaging
should be in place.
- Ultrasonic detection is used as needed, but cycles
need to be developed.
- Oil analysis schedules to insure gearbox quality should
be introduced, improved and amended as needed.
6. Spare Parts Management
6.1 Concept of Spare Parts Management
6.2 Seven Steps for Spare Parts Management
6.3 Spare Parts Management
Concept of Spare Parts Management
In order to help P.M.,

* What spare parts to store?
* How much?
* What control?
** Purchasing --- reordering point, EOQ, period,
replenishing point
** Warehouse --- visual management
Seven Steps for Spare Parts Management
Step 7
Step 6 Standardize
spare parts
as much as
possible with
Step 5 Establish a
EEM
computerized
spare parts
Establish a management
Step 4 visual system
manageme synchronizing
Determine nt system it with TBM &
at the spare CBM
Step 3 quantity of
each spare parts
part to keep warehouse
Step 2 Put spare parts in
order
Establish spare
Step 1 parts
management
Sort out policy
1. Sort out the necessary and the unnecessary
Step 1 2. Keep the warehouse dust free
1. Establish a policy for spare parts management

Step 2 and classify them into different classes
1. Determine places to store spare parts

Step 3 2. Determine the layout of the shelves for spare
parts
1. Determine those spare parts to keep and

replenishing methods
Step 4 2. Determine quantity of each spare part to keep
1. A drawing of the layout is affixed to make
understandable at sight the localization of parts and
contents of shelves.
2. To understand at sight which parts are out of
Step 5 stock, which ones have been ordered.
3. To avoid mixing up of parts : pictures, drawings,
etc.
4. Set the reordering point so everybody can see.
1. Purchase spare parts when needed by
Step 6
synchronizing with TBM & CBM.
Step 7 1. At the time of equipment design
Recyclable : 2. At the time of equipment installation
motors, gear boxes, . . . 3. At the time of corrective maintenance
Consumable :
oil, grease, seals, . . .
Available in the market :
sensors, limit switches,
...
Name V-belt Number B-80
Order Order
Two Four
point quantity
Power
Webster Storage
Supplier Unit price JY 588 maintenance
toolshop location
spare-part store
Procure- A1-8
Average Place of
6/month ment lead 1 day
demand use D1-5
time
Past problems
Stretching occurs if stored for too long
Also describe past quality problems so anyone can see them at a

glance
Figure. Spare-Part Kanban

Spare Parts Management
Establish spare parts criteria

Obtain part number
Check with supply clerk

for bin number
If not in stock If in stock
Does part come from

approved vendor? Go to bin and get part
YES NO
Fill out supply card
Fill out purchase order and

Fill out purchase order get authorized by plant MGT.
and get authorized by Turn supply card
plant MGT. to clerk to enter into
Get approval number computer
Turn purchase order into

supply clerk to order in Turn purchase order into
computer supply clerk to call in order
Select needed and not needed parts
- Stock high wear items, such as belts, bearings, pulleys and

shafts in the supply room.
- When an item is checked out of the supply room, a laser
scanner reads a barcode with the part information on it.
- The barcode is scanned.
- The quantity is entered.
- The information is downloaded into a supply computer
system once per day.
If a part goes past a 3 months period without being
checked out, the computer flags the item for review.
The item is then reviewed to see if it is still necessary to
stock this part in the supply room.
This ensures that surplus inventory of unused or

unnecessary parts is removed on a periodic basis.
Decide storage places and quantities
Store high use parts in the supply room.

Let the computer automatically order items when the
reorder point is reached.
Store common bolts and nuts in cabinets.

Inspect these on a regular interval and refill as needed.
Store change parts like belts on the walls.

Wire slings Examples of ideas for placing things
Place on pegs
Store wire First-in,
slings fully first-out
extended
Indicate
Easily order point in
removed and red
replaced
Take out
packing
steel sheet, etc.
No bumping
For small objects, use corrugated plastic sheet

Figure
7. Maintenance Cost Management and
Maintenance Management System
7.1 Various Maintenance Costs (Example)

7.2 Maintenance Cost Reduction
7.3 Maintenance Management System (Example)
Various Maintenance Costs (Example)
Daily maintenance cost Operator labor

Preventive cost
Inspection cost
maintenance
costs
Periodical repair cost
Scheduled repair cost

Breakdown
maintenance Failure repair cost
cost
General Maintenance improvement cost

equipment
maintenanc Cost of improvement Divided into
Corrective
e costs quality, external
maintenance
Output and operationability
expenditures and
costs
internal labor cost
Costs of improving safety,
environment and pollution
problems
(-Continued)
Spare part costs for each specific
Spare part equipment
costs
Common expenditures
Costs of oils
and fats
Costs of jig
& tools
Costs of maintenance, buildings,

structures, main piping and main wiring
Supplemental (Costs incurred from the time of after

equipment costs starting the operation of equipment to
stabilization of the equipment)
Costs of tools and
The rests jigs for
maintenance work
General
maintenance External
expenditures expenditures
Maintenance Cost Reduction
1) Review of periodic inspection / check checking

cycles
- Reduction of maintenance activities
• Extension of cycles by lengthening the life
spans of parts
• Extension of overhaul cycles which are
determined by the shortest life part of
equipment - local maintenance
• From time based maintenance to condition
based maintenance
2) Is too much money spent on lubricant management? -
Note that if equipment is in a normal condition,
deterioration and consumption of oil are small.
3) Changes of outsourced maintenance to internal one

- Accumulation of PM technology and technique
4) Reduction of downtime loss caused by inappropriate repair
and spare parts management
5) Efficiency improvement of non-standardized restoration
- Standardization of parts, establishment of the accurate
datum line of parts and parts replacement system
6) Review of spare parts – Reduction of spare parts and
spare parts warehouse management
(-Continued)
7) There are some parts which can be replaced by

cheaper ones.
8) Effective use of unused equipment and parts
- Internal exchange of information
9) Reduction of energy loss - Prevention of leakage and

material overflow. Prevention of idling.
10) Removal of equipment loss
Repair of sporadic failures, reduction of yield loss
- Reduction of quality defectives by performance
deterioration-type failure
Maintenance Management System (Example)
Equipment management
standards Equipment maintenance
standards
Equipment maintenance
management standards
Maintenance standard
Equipment
maintenance
Mainte classification Cleaning, Periodic Perform- Lubrica- Periodical
Equipment inspection test ance test tion oil repair
-nance standards standard
effectiveness and standards test standards
policy management lubrication standard /
Equipment standards exchange
standards
maintenance budget oil
management standards
standards
Lubrication
management
standards
Spare parts
management
standards
Maintenance
techniques standards Construc- Mainte-
tion nance
execution work
standard standar
s ds
(-Continued)
Yearly Yearly
Maintenance plan / budget
maintenance construction
calendar plan
Space parts
replenishment
plan
Monthly Monthly
Mainte- maintenance construction
nance calendar plan
goal
Maintenance
budget (half term) Weekly
construction
plan
Daily
construction
plan
Failure
(-Continued)
Failure
Spare Daily Check,

Inspection service ,
Expenditure replenishme maintenanc execution
nt e execution repair,
s
Maintenance execution
management construction
execution
Expenditur Check list

e statistics Performance Failure
• Production / sheet Record
defective report /
information record
• Operating
hours
Restoration
/
improveme
nt
arrangemen
t
(-Continued)
・Maintenance ・Equipment Equipment ledger ・Construction

budget effectiveness, efficiency
Evaluation / Utilization
expenditure failure ・Improvement management

management statistics,etc. plan
・Personnel
・Standards plan survey
review
・Maintenance ・Maintenance
cost reduction efficiency
plan analysis
Trace
Maintenance budget reduction, Equipment effectiveness

improvement, Maintenance and construction work effectiveness
improvement, Organization structure efficiency improvement,
Maintenance standards revision, Feedback to initial equipment
management
(-Continued)
Management policy
Management plan
Compilation
of budget
Maintenance policy policy
Production plan Annual maintenance Maintenance

calendar purchasing cost
Compilation of
budget
Budget table Budget request

sheet
Budget discussion Maintenance

Production
Accounting
Request for
discussion making
(-Continued)
Decision Billing
Decision making Expenditure
No.
Orders
Implementation
Internal labor Receipt of
cost goods
Inspection
Budget expenditure Detailed file Internal
statistics
labor
cost Receipt
Payment
Result of budget
Classification by purpose used at each
division
Classification by function
Cost management
(Individual division cost management)
PM : key questions
1. Why does equipment fail?
2. What is the difference between reactive and preventive?
3. What are the differences among BM, TBM and CBM? If CBM is the
best solution for maintenance, why can’t we start CBM immediately?
4. What is the difference between repair and fix?
5. Why is it so important to identify root causes?
6. What should we do after breakdown is solved to prevent it from re-
ocurring?
7. What is the best way to classify equipment into AA, A, B and C?
8. What does component maintenance mean?
9. Why is auditing so important?
10. How can you relate AM and PM to shutdown maintenance?

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Professional Maintenance

Dr. Hajime Yamashina

About half of all equipment abnormalities

No Man Equipment No Man Equipment

１ Heart Motor, Power 10 Pulse Vibration

5 Muscle, tendon Connecting 14 Lung Fuel, Pump, Fan

1. High blood pressure Cerebral bleeding

Clean, eliminate foreign body

2. Fracture of a bone Cripple

3. Arrhythmia Sudden death

Proper countermeasures against vibration

We need to care for our equipment as we do for our body.

The major problem of a plant is to utilize

- Acceptable Wear and Tear Acceptable deterioration limit

1.Minor defects hurt machine productivity by continuing to

Note: Here you can see a clear limitation of

Minor Failures Vibration causes

Hidden Failures Loose nuts and

Most organizations react here and

•Basic conditions are neglected

By not attacking the root cause of equipment failures, reactive organizations

For every machine

• Basic conditions are neglected

•Basic conditions are neglected

Equipment breakdown does not occur suddenly

1. To maximize equipment reliability and availability at

Creating and using a maintenance plan effectively

Equipment failures can be prevented, despite

• In general, one third of breakdown

PM comes from lack of basic conditions.

Lack of the basic • The rest can be tackled by PM step 1

To manage these three issues economically, we must be smart enough,

Really know the functions and

Reactive Preventive Proactive

Money (loosing) Risk (probability x possible loss in money)

Ute 201 machine: breakdowns losses / PM pillar

0 110 150 120 130 50

D matrix, fonte EWO:

WHEN THIS COMPONENT BREAKS DOWN, EQUIPMENT BREAKS DOWN

EVEN IF THIS COMPONENT BREAKS DOWN, ITS IMPACT IS LIMITED.

Vacuum seals Cam followers must be

Sensors should be on Each sensor located at a

Piston seals must be

Bolts must be properly

Item Required Condition Actual Condition Found

Number of breakdowns does not decrease

Revealing potential defects

Troubleshoot the machine-

Repair the machine Failure

Perform a failure analysis-

Design and implement

CMMS Relevant workplace

Restorative action Emergency action Emergency action Restorative action

Detailed cleaning to remove all contamination ensures

• Inspection traces the conditions of areas known to be prone

Poor lubrication destroys machines !

Wear on the outer rim

Wear occurred on the sliding Inappropriate or insufficient • Review lubrication method or

Satin finished surface of the outer rim