Professional Maintenance
Professional Maintenance
Professional Maintenance
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
16
11
1 1
1
13
6
5
7
Similarities between Man and Equipment
Insufficient fastening
Time
Wear and Tear
Components
- New Component
OK for good
machine
- Cosmetic Defects operation
- Minor Defects
Technical
- Medium Defects people
must set
- Major Defects standards for
the way machine
Non-standard parts components
cause machine “ought to be”
losses
Minor defects cause machine failures
Breakdown
(function loss) Motor burns out
1
Minor Stoppage Motor overheating
(function reduction)
10
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
Equipment runs,
is troublesome,
and produces
quality defects
• Equipment runs
• Quality is OK
• Productivity is low
• Failures are imminent
Equipment
fails
Equipment runs,
is troublesome,
and produces
quality defects
•Equipment runs
•Quality is OK
•Productivity is low
•Failures are imminent
WCM activities focus on elimination of the root causes of equipment failure. Without this foundation of
machine weaknesses, equipment failure will not occur.
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?
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
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.
5.000 4.613
K€/anno
4.000
2.828
3.000
2.000
1.416 1.333
892
1.000 689 687
220
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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
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
700
600 D matrix
k€/anno
500
400
300
200
100
0
208 222 203 207 205 202 204 201 223 221
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”
COMPONENT CLASS“B”
COMPONENT “B”
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
46
Example : A slit valve assembly
Visible
breakdowns
Potential defects
Prevention of
breakdowns at the
similar process through
horizontal expansion Potential defects have been revealed
Machine fails
Unexpected
Trouble input card
Failure
NO
Daily/monthly Maintenance
failure reports Dealt with locally
department
YES
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.
55
The Importance of Inspection
Why inspect ?
56
The Importance of Lubrication
Why lubricate ?
• Reduce friction and wear
• Dampen shock
• Cool moving elements
• Prevent corrosion
• Seal out dirt
57
Damages and Countermeasures
Damage of bearings
59
Damages and Countermeasures
Damage of bearings
Damage of bearings
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
63
Definition of Visual Control
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
Easy to
inspect
strainer
strainer
* It cannot be seen due to its position
Make it easy to
tell whether the
thermocouple is green (normal value)
fully inserted
Interior
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
[ Before ] [ After ]
Water supply
display lamp
OK !
Washing Scale
booth
Tank of washing
liquid Cover Float
Instantly
Three key words for visualization
1.Easiness of watching
* Make the face of the object visual
* Make it visible
* Requires no labor nor time
* Attract attention
When a right amount
* Make it non-ordinary of oil is fed, the
flower becomes
* Make it striking open by the move-
By looking at the ment of the float.
flower, we can
observe anomaly
of the oil quantity
The buoyancy of
the float
The three major effects we can expect by visualization
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)
Exchange cycle 1
Restoring deterioration of parts Extending individual product life Estimation of product life and Predict faults through
which have been left unattended regular restoration of technological and assessment
・Improve weak points regarding
deterioration skill
・Dealing with hidden faults individual product life
・Improve weak points regarding ・Improve maintenance (Increase ・Methods of reducing maintenance
overloading efficiency) costs
Eliminate forced deterioration ・Select parts appropriate to the
Use the five senses to grasp Estimate and lengthen remaining
situation
・Establish basic conditions signs life through technical analysis of
・Preserve order for operation Eliminate random breakdown Indicating internal deterioration faults due to physical damage
conditions
・Dealing with operational errors ・Distinguish faults which show ・Technical analysis of cause
(Think of failsafe devices) signs of damage from those Fractured cross section, material
・Dealing with repair errors which don’t fatigue, concentrated stress
(Improve procedures, tools) ・Investigate how to recognize
early signs
Restore external deterioration
・Operator education
・Repair all deterioration in external
appearance
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
Forced deterioration
Time
Replaced before a
breakdown occurs
The degree of
deterioration Forced
deterioration Too early replacement
Natural
deterioration • Loss is liable to take
place since replacement
cycle is determined from
Time the safety side.
Replacement period ( I )
Replacement period ( II )
CBM CBM
Replacement period ( III)
Replacement period ( II )
Replacement period ( I )
Breakdown
Restore
Predict
Natural
Forced deterio- Established standard value
Check
The degree of
deterio- ration
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
1.Preventing deterioration:
3.Predicting deterioration:
• Minor servicing ― emergency measures when abnormal conditions arise
and simple parts replacement
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
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.
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
Proper operation
Normal ◎
Scheduling / Adjustment
operation ◎
Cleaning, identification of hidden defects, response
◎
Maintenance
Lubrication
◎
Tightening
activities
Daily ◎
Conditions of use, daily inspection for deterioration
maintenance ◎
Minor maintenance
Regular inspection
◎
Regular Regular check ○ ◎
operation over
Test tendencies ◎
(assessment technology)
Advance ○ ◎
Irregular maintenance
maintenance
facility
◎
85%
◎ ○
Improvement Improve precision ○ ◎
activities
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
Cash
outflow
($)
(-ve)
Increasing consumption
of fuel, spares, etc.
Cash
outflow
($) Extra cost due to
knock-on effect
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
0
0
Time/usage (hours)
Typical Cost of Implementation
(-ve)
Installation of PM
Cash system
outflow
($)
0
0
Time (hours)
Typical overall cash flow from an investment in PM.
(-ve)
Cost of Installing PM
Cash
outflow
($)
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
The degree of deterioration
OPERATING
CONDITIONS
INCREASED
Forced
deterioration
FAILURE STRESS FAILURE TO
Natural RESTORE
EQUIPMENT
deterioration (ELIMINATE
DETERIORATION)
INSUFFICIENT
STRENGTH DESIGN
WEAKNESS
INSUFFICIENT
OPERATOR SKILLS
Time
INSUFFICIENT
MAINTENANCE
SKILLS
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
*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)
2nd cause
5th cause
(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) 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
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.
Method Materials
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
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
Operations Maintenance
Classification of Equipment into AA, A, B and C
The degree
of AA A B C
criticality
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
implemented Successful result
Expansion
File
Breakdown Repair Direct Going Rate (Example)
3. Step by Step Approach to Establish a Planned
Maintenance System
Exchange cycle 1
Restoring deterioration of parts Extending individual product life Estimation of product life and Predict faults through
which have been left unattended regular restoration of technological and assessment
・Improve weak points regarding
deterioration skill
・Dealing with hidden faults individual product life
・Improve weak points regarding ・Improve maintenance (Increase ・Methods of reducing maintenance
overloading efficiency) costs
Eliminate forced deterioration ・Select parts appropriate to the
Use the five senses to grasp Estimate and lengthen remaining
situation
・Establish basic conditions signs life through technical analysis of
・Preserve order for operation Eliminate random breakdown Indicating internal deterioration faults due to physical damage
conditions
・Dealing with operational errors ・Distinguish faults which show ・Technical analysis of cause
(Think of failsafe devices) signs of damage from those Fractured cross section, material
・Dealing with repair errors which don’t fatigue, concentrated stress
(Improve procedures, tools) ・Investigate how to recognize
early signs
Restore external deterioration
・Operator education
・Repair all deterioration in external
appearance
Phase 1 Phase 2 Phase 3 Phase 4
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 breakdowns occur likelihood of breakdowns.
as shown in this area.
p.d.f.
Time
Replacement period ( I )
Replacement period ( II )
Points :
• Detection of abnormalities by
The degree of deterioration
cleaning
Forced • Countermeasures against the
deterioration
Natural sources of dust and dirt
deterioration
• Detection of minute defect and its
improvement
Time
The importance of maintenance information
Abnormality
・ Visual management in the effect
Detect
abnormalities
・ Fool proof Abnormality
in causes Prevention ZERO
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.
( III ) Points :
( II ) • Improvement of design
weaknesses
(I)
The degree of deterioration
• 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.
Replacement period ( I )
Proper replacement period by
phase 3
Replacement period ( II )
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
Figure shows that predictive maintenance is the ideal, and potentially most
profitable type of maintenance.
Phase 4 : Predict breakdowns
The degree of deterioration
Points :
• Investigation of the deterioration
pattern with the progress of time
Time
• Physical analysis of deterioration
• Relationship between
measurable deterioration and
quality
Phase 4 : Predict breakdowns
Points :
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.
• Development of a proper
diagnosis technique
• Scheduled restoration
Concept of zero equipment breakdown
Replacement period ( II )
Breakdown !
Replacement period ( I )
Restore
Predict
The degree of deterioration
Periodic
maintenance
Time
Phase 4 ( Reducing the number of breakdowns to zero)
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
Phase 1
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
- time spent
EWO
- safety issues
using …
potential
5W + 1H causes
list
cause
verification
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)
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
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
Step Activities
Data:
Nome:
CARTELLINO P.M.
Decide timing
Fonte di sporco
Perdita di olio
Perdita di acqua
Pressione alta/bassa
Temperatura alta/bassa
Parte difettosa
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
Intervento eseguito il / /
Tag solved
Lunch Time
Daily Meetings at
the AM Board
AM Yard
ESTABILISHMENT OF MAINTENANCE STANDARD
Reverse
Deterioration
MODEL AREA PROFESSIONAL MAINTENANCE SETTING
Data:
Nome:
CARTELLINO P.M.
Decide timing
Fonte di sporco
Perdita di olio
Perdita di acqua
Pressione alta/bassa
Temperatura alta/bassa
Parte difettosa
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
Intervento eseguito il / /
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
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
Tel:
History of component 1
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%
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
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
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
Select equipment for periodic maintenance
NO
Was the maintenance interval appropriate? Analyze failure
NO Revise maintenance
Was the maintenance work appropriate?
work/spares
Prepare report
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
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
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
Before:
Motor as a spare
part
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
AM Standard
TYPE AM (CILR)
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)
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
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
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
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
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
• acceleration 10 m/s2
Root causes:
Premature wear of bearing
reverse raceway
COUNTERMEASUREMENT ON THE MACHINE WEAK POINTS
EXAMPLE
1096 µm
COUNTERMEASUREMENT ON THE MACHINE WEAK POINTS
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
B/C= 5
COUNTERMEASURES for COMPONENT LIFE IMPROVEMENT
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
3 x 4°
° - 2°
1 3°
Steps Step Step
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
COUNTERMEASURES for COMPONENT LIFE IMPROVEMENT
350
Labor Cos t
300
250
Material Cos t
Deformation of
200
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
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
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”
COUNTERMEASURES for COMPONENT LIFE IMPROVEMENT
COSTMaintenance = COSTsp x Nr + COSTLB x H x NR
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
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
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
Motor Current
Bearing
Gripper turn
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
Bearing
Motor Current
Gripper turn
Measuring unit
Belt
belt change
AFTER STEP 4
D
C
lubrication guide
device ATEQ
P
M
clutch
Labor Cost
Material Cost
Gear
Concept of Step-by-Step Activities (5)
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
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
Measuring unit
Bearing
belt change
lubrication guide
clutch
Gear
Belt
Ball Screw axis Z
Ball Screw axis Y
30,000,000
Number of cycles
25,000,000
20,000,000
Maintenance Cost
15,000,000
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
Cost of improvement – 4 500 PLN
PEVENTIVE MAINTENANCE IMPROVEMENT
Frequency
4 PASEK ZĘBATY FLENDER(z=120) HTD960-8M-30 A 180 10 PM
improvements
5 ŁOŻYSKO KULKOWE 6002 2RS1 A 180 74 PM
Calendar time
12 actions/year
After
Bearing
Motor Current
Gripper turn
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
Gripper turn
OVERMAINTENANCE REDUCTION
Measuring unit
Belt
belt change
lubrication guide
AFTER STEP 5
D
C
device ATEQ
Labor Cost
clutch
Material Cost
P
M
Gear
Concept of Step-by-Step Activities (5)
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
YES
2 NORMAL
B/C YES TRENDS ?
IDENTIFICATION OF THE
PHENOMENON AND ITS
STRESSORS
? 5 NO
Measurement of
spindle vibrations HSC
Endoscope
High-speed camera
Thermo vision camera
450
400
CBM 1
350
Labor Cost
300 Material Cost
250
200
150
100
50
Measurement
Ball Screw axis Y
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
250
200
150
100
50
0
Ball Screw axis Y
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
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
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
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)
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
1000
0
2010 Reduction Reduction Reduction 2011
Step4 step 5 step6
Concept of Step-by-Step Activities (6)
Step Activities
1.Using the following equation, explain the roles of PM Step 4 and Step 5.
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
Activities to eliminate forced deterioration are taking place together with AM teams. Good results in
reducing forced deterioration.
Level3
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.
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
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
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.
The time spent on BM is still bigger than the one spent on Preventive Maintenance.
Level 2
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
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.
Level 1
Level 2
More than 30% weaknesses of equipment and components weaknesses have been corrected effectively.
Level 3
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
Level 2
Frequently revised periodic maintenance and shutdown maintenance with tasks clearly defined for PM and
AM. Operators can cover more maintenance activities.
Level 3
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
Parameters to measure component conditions are well known and all applicable tools are identified and
mastered.
Level 3
Effective analysis of results with continuous improvement of plan. Used to control spare parts.
Level 5
Level 2
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
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
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
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.
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)
3rd step
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
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)
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
Step Activity Prepa- Introduction Implementation Consolidation
ration
3 6 9 12 3 6 9 12 3 6 9 12 3 6
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
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
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
WSB
Heating pipes,
Work group Work group Work group Work group burners, etc. Level 4
WP WP WP WP WP Level 5
[5]
[7] Various maintenance activities ( 1 )
Safety [9]
planning Work
[6] planning
Shutdown maintenance planning
[13]
Right-first-time startup Test
[11]
operation
Operation
control
[12]
Shutdown maintenance review
[14]
Various maintenance
Activities ( 2 )
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
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
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
Medium Content
Category
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
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
Equipment diagnosis
Element to be diagnosed • Degree of performance
• Degree of deterioration (Pursuit of the causes of
abnormal phenomena)
Statistical method
Check operating
Internal Corrosion, abnormal Radioscope, operating
conditions, analyze
contamination internal fluids records
discharge
Visual inspection,
Abnormal supports vibration Vibration meter
measurement
Major Category
Major Category
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.
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.
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.
Designated
diagnosis Special important equipment is
designated and periodical
diagnosis is implemented.
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
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
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
YES NO
Fill out supply card
Place on pegs
Store wire First-in,
slings fully first-out
extended
Indicate
Easily order point in
removed and red
replaced
Take out
packing
No bumping
Costs of oils
and fats
Costs of jig
& tools
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
management construction
execution
Restoration
/
improveme
nt
arrangemen
t
(-Continued)
Trace
Compilation of
budget
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?