le10 concepts for maintenance management · connect the tpm policy to the overall vision and...

Maintenance concepts

Antti [email protected]

OEE in Swedish industry (2002)

10

20

30

40

50

% OEE Interval

35-45 45-55 55-65 65-75 75-85 85-95 %OEE

Electronics PowerChemical

P & P

SteelMining

Manufacturing industry

60%Average

80%

88%Improvement potential

Practically achievable

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Characteristics of JIT/Lean Production

• Consistently high quality• Small lot sizes• Short setup times• Uniform workstation loads• Standardized components and work

methods• Close supplier ties• Flexible work force• Product focus• Automated production• Preventive maintenance

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Traditional process orientation

Discrete item manufacturing; the traditional setup

Lathe Lathe

LatheLathe

Milling Milling

MillingMilling

Drill Drill

DrillDrill

WIP WIP

WIP WIP WIP WIP

Rawmaterial

Finnishedproducts

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Production in lean environments

Product line 3

Product line 4

Product line 2

Product line 1

Discrete item manufacturing; Flow oriented; JIT

Lathe

Lathe

Lathe

Lathe

Raw-material

Finnishedproducts

Milling

Milling

Milling

Milling

Drill

Drill

Drill

Drill

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Product line 3

Product line 4

Product line 2

Product line 1

Lathe

Lathe

Lathe

Lathe

Raw-material

Finnishedproducts

Milling

Milling

Milling

Milling

Drill

Drill

Drill

Drill

What happens if one machine breaks down?

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Product line 3

Product line 4

Product line 2

Product line 1

Lathe

Lathe

Lathe

Lathe

Raw-material

Finnishedproducts

Milling

Milling

Milling

Milling

Drill

Drill

Drill

Drill

Concepts for increasing the dependability of productionequipment

TPM; Total Productive Maintenance

RCM; Reliability Centered Maintenance

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Total Productive MaintenanceSeiichi Nakajima

Developed Total ProductiveMaintenance, TPM, based on American preventivemaintenance practices.

Total Productive Maintenance, TPM● focuses on daily maintenance in manufacturing industries● is built on total employee involvement● born in the Japanese automobile industry.

TPM - definition

“TPM can be defined as a systematic work method aiming to develop disturbance free processes at lowest possible cost through the commitment of all co-workers” (LCP-Consultants)

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Why TPM?

● Replace routine with development● Increased commitment from all co-workers● Continuous improvements● Foreseeable operations● Improved safety and environment

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TPM Structure

EffectivenessContinuous improvements

Autonomous maintenance

Planned maintenance

Early

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Education

Organisation and pilot

Policy and goals

Develop a master plan

Management’s decision

Evaluation and new goals

Preparation Implementation

Education and training

Kick-off

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TPM Structure



Planned maintenance

Early

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Education


Policy and goals






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The management’s decision

• It is essential that company management understand, and believe in the concept – management should lead the way.

• Assign time – a new work concept is definately a management issue.• Find good raw models for inspiration and advice• Start informing the company staff• Start discussing choice of pilot area.

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Training and information

● Explain the meaning of the concept and what results to expect – start softening the resistance

● Don’t under estimate the need for methods knowledge

● Training and good raw models – use consultants as well as freelyavailable knowledge.

● Open discussions on problems as well as possibilities

● Respect, but process the resistance

● Connect training with applications

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Organization and pilot areas

● Assign qualified co-workers

● Supporting organization, typically, one full time person per 100 employees, representing in the management group.

● A development organization, involving consultants when needed.

● Implementation is the responsibility of every manager.

● Create a steering group

● Assign resourses for group work and assign time for preventive work

● Test in pilot areas

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Policy and goals

● Connect the TPM policy to the overall vision and strategic reasoning of the company

● Develop a few balanced overall KPIs – management goals will thenbe further broken down within the organization

● Create a slogan-like goal, e.g. ”Challenge 4 zero” to inspire the staff.

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Plan for further proliferation● Describes how all activities will be implemented into the whole

organization

● Is based on the experiences from the pilot areas.

● Provides structure and signals the need for resources

● Is composed by the plans for each area.

● Provides material for follow up in the management group

● Don’t under estimate the time consumption

TPM Structure



Planned maintenance

Early

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mai

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Effe

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Education


Policy and goals






Kick-off

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TPM Structure



Planned maintenance

Early

equ

ipm

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anag

emen

t

Qua

lity

mai

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Effe

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Safe

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Education


Policy and goals






Kick-off

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Continuous improvements

Cross functional improvement group

Autonomous maintenance group

Target oriented cross functional group

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Improvement tools

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FTA

Identify and assess all possible

flawsAim

Identify causee offaailures anf´d

their logicalrelations

Identify, prioritize and

analyze failures

Reduce all chronical loss

7QC/QM PM-analysis

Design- and process

improvementsFocus area Identify causes of

complex problemsAll kinds ofproblems

Few, well definedremaining loss

Cross functionalgroup use

brainstorming to identify possible

flaws

MethodA group structure

problems in relation to a main

event, throughbrainstorming

A group workswith brainstorming

And data structuring to reach the goal

A highly skilledgroup work

systematicallythrough eight

steps

HighResourcedemand

High Small Very high

FMEA

TPM Structure



Planned maintenance

Early

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mai

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Education


Policy and goals






Kick-off

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● Teach the operators to react on cause instead of result● By increased kompetence and understanding the operators may:● Eliminate minor stoppages● Prevent break-downs● Secure implemented improvements● Improve quality, safety, and environment

● In the long run operators start to perform maintenance tasks● Daliy inspections replaces repair and low frequent controls● Implemented through seven well-defined steps ● Takes long time to implement, often years

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1. Basic cleaning and order

2. Counter meassures at the problem source

3. Standards for cleaning and lubrication

4. General inspection training

5. Autonomous inspection

6. Organize the work environment

7. Autonomous maintenance

Equipment focusing step.Secures the basic condition of the equipment

Focuses the operators.They learn advancedinspection and maintenance techniques

Factory focusing step.From maintenance to control.

Description CompetenceRepair skills

Understands the relation between

maintenance and product quality

Understands the functions and structure

of the machines

Can find defects and understand the principles for improvements of the equipment

The seven-step ladder

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Step 1: Basic cleaning and order

Aim and goal:● The ability to discover, correct, and

prevent abnormal conditions● Make improvements in the area.● Göra förbättringar inom området

Tasks:● Sort out the necessary material

and tools.● Remove anything unnecessary● Clean the workspace● Make inspections and document

flaws● Initial training in inspection● Document - photograph

before/after● Labels● Set up rules for order and

cleanliness in the area

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Cleaning facilitates inspection

Improved effficiency and work environmentLearn to

understand the equipment

Reduces short stops and

qualityproblems

Decreased risk of injuries

Autonomous maintenanceStep 1

Detects actualand potential

faults

Cleaning

Preventsacceleratedwear/tear

Inspection

Less breakdownsand spares

May preventfailures

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AM and increased effectiveness

Less breakdownsand spares

Increasedeffectiveness

Learn how to inspect

May predictpotential loss

Eliminate short stops and defects

Increased wellbeing

Decreased risk of injuries

Autonomousmaintenance

Increaseknowledge and understanding

of the equipment

Identify flaws

Cleaning

Prevents fast deterioration

Better workenvironment

Inspection

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Step 2: Counter measures at the problem source

Aim and goal● Reduce the time for cleaning

Tasks:● Map the pollution● Map the disorder● Analyze the cause of pollution● Analyze the cause of disorder● Design out the sources● Measure time consumption before

and after the improvements

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Step 3: Set standards and norms

Aim and goal● Set norms and standards that

maintain and improve the achievedresults

● Minimize time for cleaning and lubrication

Tasks:● Create common routines● Clarify responsibilities● Modify covers● Relocate points of inspection and

lubrication

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AM instructions● Document and utilize the knowledge from steps 1 and 2● Dveloped by the group that will use the instruction● Four parts● Exchange of worn consumption parts● Cleaning● Inspection● lubrication

● Should be clear, easy to understand, follow, and update● Shall encourage continuous improvements● Eliminate, reduce, simplify● Allways ask how an inspection could have prevented breakdown

● Attach a check sheet

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Step 4: General training in inspection

Aim and goal● To map, and increase the

maintenance knowledge and competence within the group

Tasks:● Create a kompetence matrix● Perform training and education

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Training and education

Theoretical education:● Maintenance economy● Preventive maintenance● Handling of waste material● Operator safety● Daily maintenance

Practical training:● Hydraulics● Lubrication● Mechanics● Electrical components● Pneumatics

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Step 5: Autonomous inspections

Aim and goal§ Work methods, are standardized

according to new knowledge

Tasks:● Mark, and label critical components

in the equipment● Update the responsibilities● Update the task distribution

between operators and maintenance staff

● Set new standards● Continue the improvement work

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Step 6: Organize the workplaceAim and goal:● Increase the opportunities for

operators to get involved in creative improvement work.

● Improved work environment● Improved ergonomy● Work places adapted to the

processes

Tasks:● Survey the environment and

ergonomy at the workplace● Educate the operators in basic

ergonomy, production engineering, and problem solving techniques

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Step 7: Autonomous maintenanceAim and goal:● Secure that the improvement work

continues in the future● The ability to make some repai

work● Change components● Assess the component’s expected life

length● Take active part in more advanced

maintenance tasks● Perform necessary corrective actions

Tasks:● Develop plans for future work● Continue developing standards● Reduce loss and implement

improvements

TPM Structure



Planned maintenance

Early

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Education


Policy and goals






Kick-off

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Planned maintenance

Maintenance planning

Maintenance control

Spare part control

Economy control

Implementation of planned maintenance leads to:-Increased MTBF and MTBM-Decreased MTTR, MWT and M-Closer to 0-faults, 0-stops and 0-accidents

Information feedback

Act

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r im

prov

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effe

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s

Cor

rect

ive

Mai

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Prev

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aint

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Res

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aint

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Impr

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aint

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Con

ditio

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Activities for improved OEE

39© Antti Salonen

TPM Structure



Planned maintenance

Early

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Qua

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Effe

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Education


Policy and goals






Kick-off

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Early equipment management

LCC

Early detection of problems

Experience developmentMP-design

Basic properties

Acquisition process

Project

Goal and requirements

Structure and process thinking

The included activities are aiming for new equipment to be:•Reliable and producing non defective products.•Easy to mend and set up, and fast to start after set-up changes.•Easy to maintain, and fast to localize faults and repair.•Easy to clean, lubricate and inspect.•Resource efficient and safe.

The process has to goals:•To reach stable, full speed production at start-up.•To, as far as possible, meet the detailed requirements for the equipment.

41© Antti Salonen

TPM Structure



Planned maintenance

Early

equ

ipm

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Qua

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Effe

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Education


Policy and goals






Kick-off

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Quality maintenance1. Control of quality standards and quality parameters2. Map the origins of quality flaws3. Choice of pilot equipment and defect for implementation of quality maintenance4. Control of functions and running state of the equipmentand the methods used for

change over5. Examine and restore the equipment condition6. Perform PM-analysis7. Eliminate all defect causing factors8. Define a desired state and optimize the driving conditions and method for change over9. Expose the defects10. Restore or improve11. Evaluate the standard values and components that are inspected12. Determine in what condition the equipment produces products, free from defects13. Reduce the number of inspection points14. Define standard values for the inspection points15. Make a draft of a quality matrix 16. Re-assess the content of the inspection standard 17. Evaluate and, if needed, change standards and inspection points by trend-analysis

Results of TPM at Volvo

Productivity Breakdowns reduced with 90%

OEE increased from 50% to 90%

MTBF increased from 30 minutes to 8 hours

Quality Scrap reduced with 90%

Cost of quality control reduced with 67%

Customer complaints reduced with 75%

Costs Production cost reduced with 30%

Delivery precision Capital bound in WIP and finished goods decreased with 50%

Fulfillment actual/desired delivery time increased to 90%

Delivery precision actual/promised time increased to 100%

Safety Accidents resulting in personal injuries reduced to 0

Accidents resulting in pollution reduced to 0

Commitment Ten times as many suggested improvements

Time for education and training increased with 100%

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RCM has been defined as…

Reliability Centered Maintenance: “a process used to determine what must be done to ensure that any physical asset continues to do what its users want it to do in its present operating context.” (Moubray, 1997, p.7)

Reliability centered maintenance, RCM

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RCM

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John MoubreyAdapted the RCM concept by Nowlan and Heap, to industry.(RCM II)

Reliability Centered Maintenance, RCM● focuses on design and development of products and manufacturing systems maintainability● Strives to develop an affective and resource parsimonious PM before the system is up and running● born in the aircraft industry.

RCM

● RCM is sprung from MSG (Maintenance Steering Group) that has been developed since the 1960s’, for the purposeof the aircraft industry.

● RCM have since also been developed to be used in e.g. the power industry, energy industry, and in some cases also the manufacturing industry.

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RCM

● With RCM methodology one handle the maintenanceobjectives as early as in the development phase on a consciously, rationally, and planned base.

● One analyses potential failure that can occur on the developed systems, structures, or components.

● Faults can be classified as obvious or hidden, safetycritical or of considerable financial character.

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RCM is basically about answering…● …what are the functions and associated performance standards of

the asset in its present operating context?

● …in what ways does it fail to fulfill its functions?

● …what causes each functional failure?

● …what happens when each failure occurs?

● …in what way does each failure matter?

● …what can be done to predict or prevent each failure?

● …what should be done if a suitable proactive task cannot be found?

RCM

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This can be performed through e.g. FMEA and FTA

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Failure classificationIs the occurence of a failure evident to the operating

crew during performance of normal duties?

Does the failure cause a loss of function or secondary damage that could have a direct

adverse effect on operating safety?

Does the failure have a direct adverseeffect on operational capability?

Impact immediate Impact delayed

Hidden-failureconsequences

Non-operationalConsequences(economic)

OperationalConsequences(economic)

Safetyconsequences

YES NO

YES NO

YES NO

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Maintenance approach Is a condition monitoring task to detect potential

failures both applicable and effective?

Is a predetermined task to reduce the failure rate both applicable and effective?

Is a modifying task to avoid failures or reducethe failure rate both applicable and effective?

Condition Based Maintenance

Breakdown maintenanceModify

Predetermined, preventive maintenance

YES NO

YES NO

YES NO

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World Class Maintenance

The 5 S philosophy – Work place organization & Visual control

Education – Training – Management support - Culturization

Work order system

Real timecontrol ofparts and labor cost

CMMS Implementation:Implies thorough training

of everyone in maintenance

Professionaldevelopment ofmaintenance

force

Aunonomousmaintenance

Trainingand cross training

Optimized preventive maintenance

Structure for best maintenance practices

implementation

Best

Mai

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Prac

tices

Infra

-stru

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Futureevolution

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Value Driven Maintenance, VDM

Asset utilization

Costcontrol

Safety, Health & Environment management

Equipment performance planning

Maintenancebudgeting

Reliability engineering

Planning & Preparation

Maintenance execution

MRO Supply chain management

Service Supply chain management

Skill & Tool management

Equipment knowledge management

Loss analysis

Costanalysis

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Other maintenancemanagement concepts:

Next lecture:

56© Antti Salonen

Prepare for the lecture:Literature:Archenti A., Nicolescu C.M., (2013), Accuracy analysis of machine tools usingElastically Linked Systems, CIRP Annals, Vol 62(1): 503-506

Schwenke et al, (2008), Geometic error measurement and compensation ofmachines – an update, CIRP Annals - Manufacturing Technology No.57, pp.660–675

Introduction to machine tools, configurations and accuracy

Capability assessments and their link to maintenance

Guest lecturer: Andreas Archenti; Researcher, KTH

le10 concepts for maintenance management · connect the tpm policy to the overall vision and...

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