CHAPTER - 1

TOTAL PRODUCTIVE MAINTENANCE

INTRODUCTION:

1.0 Why maintenance education and TPM development are so important

Maintenance costs can account for 15 to 40 % of total

manufacturing costs. Upto 75 % of equipment or system life cycle
costs are attributable to maintenance and operational activities and
these affect product cost. The largest percentage of these costs are
determined by decisions made during the planning and early design
stages. Now manufacturers are beginning to recognize that
maintenance organisation and management and design for reliability
and maintainability are strategic factors for success. Today's
increasingly competitive markets have exposed the need for much
more effective equipment management. Highly automated and
sophisticated manufacturing equipments require equipment that is
failure free and capable of producing zero defects. They also require
maintenance and operations personnel skilled in bringing equipment
to optimal performance levels and keeping it there.

To achieve the TQC goals of building in quality at each process

and planning for higher productivity, it would be necessary to
improve the equipment and raise overall equipment efficiency.

The development of TPM emphasize activities with several

imperatives. It is accompanied by a change in the way employees
think. The equipment workers learn to be equipment conscious. A
can-do attitude is cultivated in the workshops and the workshops are
vitalized overall. These are some of the important intangible results
of TQC and TPM.

To mark further progress in TPM activities, wealth of TPM data

is thoroughly analyzed and this data is applied to Maintenance
Prevention (MP) design to improve the reliability, maintainability and

4
 operability of equipments. This will promote further progress in
automation and continuous improvements.

Even in advanced automated and computerized systems, we

cannot build completely workless systems. When any of these
systems break-down or operates abnormally or when their products
contain defects, they still require a trouble-shooter and repair person.
So called worker less system can run all day and all right only if they
can be trusted to operate trouble-free. This need for trouble-free
operation makes TPM all the more important.

2.0 FACTORY CONDITIONS BEFORE ADOPTING TPM

Prior to adopting TPM, normally, only a small part of the total

work force maintenance technicians and production Engineers are
responsible for the equipments' operating condition. The company is
continually plagued by a variety of chronic losses -- such as
breakdowns, retooling adjustments, blade replacements, idling and
minor stoppages, speed reductions and process defects.

2.1 Frequent Failures - Chronic equipment failures are common in

every work place and no one come up with any lasting solution.
In some workshops, costly overhauls seem to be the only
logical solution.

2.2 Lack of set up and changeover skills - Many workshops

encounter delays caused by retooling problems. For example,
extra workers are brought to run an idle line to meet sudden
increase in orders rather than able to get the working lines
boosted for required level of output.

2.3 Varying Machine Cycle Times - In same workshops, the

output vary considerably according to the time of the day. One
normally relates the problem to varying machine cycle time, as
for example, lower output in the morning because of coolant
temperature and higher output at night because of better
hydraulic conditions.

2.4 Idling and Minor Stoppages - Automated lines experience low

productivity as a result of chronic stops and idling.

5
 2.5 Defects - Chronic quality defects are a problem in many
workshops. For instance, several defects occur in the morning,
similar machine in another area work without any problem, and
sometime, the problem is related to replacement need for the
problematic machines.

3.0 NEGLECT OF EQUIPMENT RELATED CHRONIC LOSS -

Examples of Bug - infested equipments

'Bugs' are slight defects whose individual effects are negligible but
whose cumulative or simultaneous effects reduce quality and machine
availability.

3.1 Dirt and grime accumulation in grinding machine gears --

Particles from the machine's grinder when left to accumulate
where the gear teeth meet, causes excepts friction in their
operation, no matter, how well the lubricated gears are.

3.2 Piling up of shavings on the motor -- Such a pile of debris on

the motor may cause the motor to suffer gradually and also
deterioration of the cables and pipes where debris accumulates

3.3 Water is mixed in with the lubricant -- Besides discoloring the

lubricant, the water can be expected to prevent proper
lubrication.

3.4 Oil supply port in hydraulic tank is left open -- The filtering
function attached to the cap is also taken away (if the same is
provided ) and also the tank is soon contaminated with dirty oil,
which leads to poorer performance of the hydraulic device
causing overall deterioration of the equipment.

3.5 Wire connections are left loose -- Wire connections of

solenoid valves, if loose can bend the wire due to vibration
making it increasingly brittle, until it eventually breaks.

3.6 Grime accumulation inside large equipment covers --

Inevitable build-up of coolant on the limit switches can hasten
their deterioration. Deterioration can be accelerated when

6
 debris piles up on parts that work through friction or rotation.
When coolant is mixed in with this debris, it sleeps into the
machine and reduces lubrication efficiency, which in turn
speeds up deterioration of the equipment.

4.0 WHY ARE THE BUGS IGNORED ?

The reason for ignoring so many bugs can be found in the attitude
and actions of the equipment operators.

4.1 Operators accept chronic loss as inevitable in older equipment -

- Because the equipment is old, the workers expect it to suffer
breakdowns and minor stoppages. They assume that when
using older equipments, for high precision processes, they need
to make constant adjustments to prevent chronic quality defects.
They also believe the using older equipment without running
into difficulties require masterful skills.

4.2 Equipment operations suffer from an "I operate you fix"

attitude toward equipment -- The workers think their work as
production - oriented rather than maintenance - oriented. They
have little concern for the details of the equipment's condition.

4.3 Relation between slight equipment defects and equipment

related chronic loss is not fully understood -- Because of this,
even when the operators find slight defects, they do not analyze
them as possible breakdown causes and often leave them
unattended.

4.4 Maintenance workers never investigate fully ways of correcting

slight equipment defects -- If equipment operators themselves
pinpoint and repair equipment defects before these defects lead
to breakdowns or faulty products, equipment related chronic
loss would be greatly reduced.

That is why every worker down to the last equipment operator

must become more equipment conscious and take personal
responsibility for the upkeep of the equipment he or she uses. This
requires a basic change in behavior. Operators must be constantly
alert to slight equipment defects and possible ways to fix them

7
5.0 NEW CHALLENGES TO QUALITY CONTROL

In the face of ongoing trend towards automation and labour

savings, new quality issues are to be overcome. Conventional
statistics alone will be inadequate with variety of problems in the
processes. For example,

5.1 Quality problems lower equipment effectiveness -- Poor

equipment efficiency causes losses due to breakdowns, minor
stoppages, long set up/adjustment times and longer cycle times
for machines to prevent defects.

5.2 Needs for new concepts for machine failure -- In the cause of
micron - level processing, even a slight deviation in precision
means the processing is to be stopped and adjusted. Therefore,
breakdowns include not only functions that stop but also
functions that perform poorly, or function - reduction failures.

5.3 Need for improved set-up procedures -- The demand for

greater variety, smaller lots and shorter delivery periods put
tremendous pressure on line workers to retool both quickly and
precisely. Naturally, when workers concentrate on reducing
changeover time, there is a good chance the set up will not be
alone to specification, in which case the retooled line starts
producing defective goods. When this happens, the workers
stop the line, go back to where the defects were noticed, start
measuring and adjusting till they find the off-specification
process. Using this method, it is very difficult to ensure that
goods processed after changeover remain within specified
quality control limits.

5.4 Need for improving equipment related skills of operators --

Equipment operators lack the knowledge and skills to maintain
their equipment and to discover and to treat equipment
abnormalities. Many of them assume that the best way to repair
a micron - level precision processing machine is by trial and
error and make repeated attempts to manually repair a machine
suffering from accelerated or advanced deterioration. The

8
 workers consider such manual repairs as something requiring
great skill.

5.5 Obstacles to multi machine, multi process handling -- The

more mechanised and automated a production line is, the
greater the potential ratio of equipment units to operators.
When the equipment continually turns out flaw less products, a
single operator can easily handle dozens of machines. But if
the production line is beset with breakdowns, minor stoppages
and constant measurements and adjustments to prevent quality
defects, the number of machines an operator can handle
reduces. As long as such conditions persist, the operators are
not ready to handle equipment featuring even more advanced
automation functions.

5.6 Need for Better Cause Analysis -- Among the Five M's of
process performance control (Machine, Man, Material, Method
and Measurements), precision measurement is perhaps the most
important. However, the relation between product quality
characteristics and the precision or processing conditions of
equipment, jigs and tools is rarely clear. This knowledge would
have enabled equipment operators or technicians in knowing
exactly which machine is producing quality defects. However,
they have no precise idea of where or which machine is
producing bad quality and also how to fix the machine.

5.7 Need for promoting Total Quality Control -- Considering the

above needs, it is obvious that many issues are to be considered
in the area of production equipment - Such as quality, cost,
delivering schedules and productivity. It is clear that we do not
give enough consideration to the proper techniques for using
the equipment and the role of equipment operators. In other
words, we fail to see the need for a system to improve the
attitude and skills of our equipment operators.

The TPM programme becomes the means by which the new approach
to the above needs can be implemented. The TQC action of building-in
quality at each process is replaced with the notion of building-in quality at

9
each equipment unit. In this manner, TPM form part of the company's
efforts to promote Total Quality Control.

*****

10
 CHAPTER - 2

OVERVIEW OF TPM IMPLEMENTATION

1.0 TPM BASIC POLICY AND OBJECTIVES

1.1 To maximize overall equipment effectiveness through total

employee involvement. -- Hidden loss of equipment efficiency
generally ranges as high as 40 to 50%. To eliminate this loss
and maximize the equipments overall effectiveness requires the
efforts of all employees. In other words, everyone who plans,
uses or maintains the equipment must participate in
autonomous maintenance, equipment improvement, preventive
maintenance, MP ( Maintenance Prevention ) system building,
education and training.

1.2 To improve equipment reliability and maintainability as

contributors to quality, and to raise productivity .-- Preventive
maintenance includes quality maintenance- activities that
establish and maintain the conditions for zero defects to help
equipment contribute to overall product quality.

1.3 To aim for maximum economy in equipment and management

for the entire life of the equipment. -- The MP system
promoted shall aim at achieving the most economical life cycle
cost for the equipment. The life cycle cost is the sum of the
initial costs, operating costs and maintenance costs.

1.4 To cultivate equipment related expertise and skills among

operators. -- Our operators must become capable of
recognizing abnormalities as such and handle them properly.
Equipment operators who lack such judgmental, technical and
maintenance skills will lose their value on the production line.

Towards this, we must not only promote autonomous

maintenance activities but also provide education and training
in the pertinent techniques and skills for everyone involved in a
leadership or support capacity.

1.5 To create a vigorous and enthusiastic work environment.

11
 This can be achieved through a three-step process.
(1) Changing equipment.
(2) Changing attitudes
(3) Revitalizing the workshop.

The question of what must be done to change the workshop is

answered by a through implementation of management
objectives. (Fig.-1)
In practice, this means promoting autonomous
maintenance based on small group activities. Autonomous
maintenance is based in everyday work and is developed
through seven steps as a model for organizational leadership.
Since it is essential that circle leaders have strong equipment-
related skills, the same leader should remain with the circle for
the entire seven steps so as to gain the necessary experience and
become an able, self-directed manager.

Fig (2) contains a list of companywide TPM goals.

Fig (1) Revitalizing the workplace through Autonomous Maintenance.

Autonomous maintenance Autonomous maintenance Autonomous maintenance

steps steps steps

Step 1 - Initial Cleaning Steps 5 - General Steps 7 - Organizing and

Step 2 - Addressing the causes of Inspection Skills setting priorities
dirty equipments Step 6 - Autonomous Step 8 - Autonomous
Step 3 - Improve areas that are hard inspection management
to clean
Step 4 - Standardise maintenance
activities
Change
thinking Chan-
Change ge
Motivation Defects & (Revit
equipment breakdowns alize )
reduced work-
place

12
 Fig.( 2 )
Company TPM Goals
ITEM FIRST YEAR END GOAL
Overall equipment effectiveness 85% or more

Effects
Defects &
Change Effects
breakdowns
how
- Model for embarrass Achieve
people zero defects
organizational the
think & &/or Zero
leadership workshop
act breakdowns
- Desire to do
what is
needed Change
Action
- Take Positive
steps towards
- Cleaning is inspection - Restoration and
improvement
- Inspection reveals improvement lead to
- Thoroughly
abnormalities good results.
standardize
- Abnormalities are - Good results make
maintenance
restored or improved everyone happy
activities
Failures 1/50 or less of 1990 output
Downtime due to failures 1/50 or less of 1990 downtime total
Quality defects Value of rejects - 1/4 or less of 1990 total
Complaints – Nil
Worker accidents 0

2.0 TPM PROMOTION ORGANISATION AND MANAGEMENT

TPM Promotion is rooted in the TQC Central committee and is carried out
by various overlapping groups, the smallest of which are PM circle meetings

13
 Refer Fig (3)
TQC Central Committee

TPM Committee Plant TPM Dept. TPM Circle

Committee TPM Group Meeting
(Chair, Plant Comm Meeting
Supt) (Chair (Chair
Dept. Group
TPM Head ) Leader)
Council
(TQC
TPM Council
Promotion
(PM-Prodn.Engg.
Office)
dept.)

Fig (3)
TPM Promotion
Organisation.

2.1 TPM Committees

In Promoting TPM, the TPM Committee try to capitalize on

each plants particular strength while ensuring uniformity at the plant
wide level.

2.1.1 TPM Corporate Committee

It is the highest deliberative body for companywide TPM

Promotion. The TPM Committee is administered at this level by TQC
Promotion office personnel. The committee meets once a month to
address topics related to the overall goal of raising the level of PM at
all plants. These topics include:

- The creation and achievement of a comprehensive TPM

Promotion Program.
- The standardization of TPM activities throughout the company.
- PM consciousness-raising.
The committee overseas the development of matters decided by
the committee, studies reports from Subordinate groups, and considers
any other matters that require the attention of the council chairman.

2.1.2 TPM Plant Committee

14
 TPM Plant Committee is the deliberative body for plantwide
TPM Promotion and also meets once a month. The TPM Plant
Committee is administered by the PM department office or the
Production Engineering department office. The TPM Plant committee
concerns itself with topics similar to those considered by the
cooperate TPM Committee, expect on a Plantwide scale.

2.1.3 TPM Administration Liaison Committee

To reinforce and facilitate TPM activities, TPM committee

administration
sets up an administrative body at each plant and holds administration
liaison committee meetings two or three times a month. At these
meetings, discussions center on TPM progress, TPM development
efforts, and changes in the level of PM activities at the various plants-
each characterised by its different products, production methods and
equipment.

In addition, the administration liaison committee analyse the

factors behind slower TPM progress in certain divisions and proposes
countermeasures to the TPM committee.

2.2 TPM DEVELOPMENT PROGRAM.

In developing program that translates TPM basic policies into

concrete objectives, one may establish the following four quality
objectives for the Production division.

- Eliminate accelerated deterioration.

- Eliminate failures
- Eliminate defects
- Operate profitably

To build quality into production processes, it is not enough

simply to eliminate defects. Even shops striving for zero defects can
suffer by ignoring accelerated deterioration which in turn can lead to
unstable equipment conditions that cause frequent failures.

Therefore, the first step is to create a workshop free of failures

and accelerated deterioration. To do this, operators must change how

15
 they think and act. Then, they are ready to take on the challenge of
zero defects.

3.0 THE FIVE FUNDAMENTAL TPM ACTIVITIES

To achieve the quality levels, employees in each division must

undertake the following activities.

THESE ARE KNOWN AS THE FIVE FUNDAMENTAL

TPM IMPROVEMNT ACTIVITIES

FIVE TPM GOALS DIVISIO LEVEL

ACTIVITIE N
S
Autonomous - Eliminate six major losses Productio Operators
Maintenance and raise overall equipment n
effectiveness through small
group activities.
- Educate workers in
equipment related knowledge
and skills.
- Improve equipment, change
worker's approaches and
revitalize the workshop
Equipment - Eliminate six major losses Productio Managers
Improvement and maximize overall n
equipment effectiveness
- Master improvement methods
for maximizing equipment
effectiveness
Quality - Ensure 100% product quality Productio Managers &
Maintenance by establishing and n operators
maintaining conditions for zero
defects.
MP System - create a system ensuring that Productio Production
Building information and techniques n Engg.
gained through in-house TPM
activities are reflected in the

16
 design of machine
tools/services to outside the
company.
Education - Educate workers in TQC TPM
and Training equipment - related knowledge Promotion Administrati
and skills Office on
- Improve and expand
maintenance skills

*****
CHAPTER - 3

AUTONOMOUS MAINTENANCE

1.0 PROBLEMS IN AN OPERATIONS DIVISION

1.1 Operators not trained to be equipment conscious; resulting in

following observed conditions in the plants.

- Dirty or neglected equipment

- Missing bolts and nuts
- Air filter drains needing removal and cleaning
- Dirty lubricant needing to be changed
- Hydraulic, lubricating and cutting oil leaks
- Measuring instruments too dirty to read
- Abnormal noises in hydraulic pumps
- Vibrations in machines
- Dirty, uneven slide surfaces

1.2 Lack of basic workshop skills.

- Use of uncalibrated measuring instruments.

- Rusty and dented measuring tables.
- Micrometers having zero off the mark.
- Pipes and wires lying around.
- Jigs left on the floor after retooling.
- Improper handling of equipments.

1.3 Inadequate Manufacturing Standards.

17
 - No standards for set up and change over
- No specifications manual
- Poor maintenance of air pressure
- No standards for handling goods in process.

1.4 Poor treatment of processed goods

- Allowing Semi-finished goods for damage

- Allowing work pieces getting damaged in the conveyor
chute.
- Dirty delivery boxes
- Rusty processed goods

1.5 Poor Work Environment

- Floor covered with cutting/grinding oils

- Lathe debris scattered around
- Improper positioning of oil mist in take ducts
- Abnormal heat and raise

2.0 WHY CERTAIN PROBLEMS ARE HIDDEN

2.1 .Under estimate an amount of equipment related loss.

Ignorance and under estimation of direct losses caused by

equipment problems such as break downs, adjustment, idling,
unplanned operation stops, decreased speed and poor quality -
and indirect losses by equipment problems - such as idle time
for workers, materials and machines at other processes.

Ignorance and under estimation of these problems keep the

workmen from taking these seriously.

2.2 Lack of engineering expertise can prevent the discovery of

hidden problem

2.3 No effective system for responding to abnormalities quickly.

2.4 Lack of problem consciousness

18
 People tend to tolerate slight defects even when there are
obvious figure of abnormalities.

2.5 Lack of skill in finding abnormalities.

Abnormalities are often overlooked because people fail to

understand the conditions that must be fulfilled if the equipment
is to operate at 100% of its performance potential.

2.6 Work Environment obscures abnormalities

Sometimes, problems are physically hidden by workshop

conditions.

3.0 AUTONOMOUS MAINTENANCE ACTIVITIES IN

OPERATIONS DIVISION

To foster the motivation, skills and environment necessary for

discovering abnormalities, the various steps of autonomous
maintenance must be firmly established, with definite goals for each
step. In addition, efforts must be made to gradually raise the skill and
performance levels of everyone working with the equipment. This
can be accomplished through focussed small group activities, within
the framework of the existing organisational structure.

As an example, the operations division can be divided into the

following three categories.

3.1 Discover and Measure deterioration

- Daily checks
- Periodic checks (using the five senses to defect
problems)
- Shall enable prompt discovery of abnormal conditions
and prompt, accurate reporting.

3.2 Correct deterioration

- Treat the abnormality

19
 - Replace simple parts or take other emergency measures
- Help in emergency repairs

3.3 Prevent Deterioration

- Maintain basic equipment conditions (cleaning,

lubricating, bolt tightening etc.)
- Ensure the equipments correct operation.
- Ensure correct operation and retooling of the machine
- Record data an abnormality.

4.0 PRE-REQUISITES FOR EQUIPMENT CONSCIOUSNESS

There are four pre-requisites for equipment conscious operators.

4.1 Ability to discover abnormalities

4.2 Ability to treat abnormalities

4.3 Ability to set optimal equipment conditions

4.4 Ability to maintain equipment conditions.

5.0 STAGES IN IMPROVING EQUIPMENT CONSCIOUSNESS

Towards mastering the four skills pre-requisite for equipment

consciousness, following operator skill levels are established.

Level - 1

- Recognize abnormalities as such

- Become mentally and physically prepared to improve
equipment.

At this level, operators learn to treat their equipment as a friend

Level - 2

- Understand equipment functions and structure

20
 At this level, operators discover abnormalities that could lead to
breakdowns and shut down equipment for preventive repairs
before an actual breakdown could occur.
Level - 3

- Know relation between equipment precision and quality

At this level, operators reach the level of identifying abnormalities

that might cause defects and stop equipment before it produces
defective products.

Level - 4

- Be able to make equipment repairs

At his level, operators learn simple disassembly and repair procedures

from the company's maintenance technicians.

6.0 DEVELOPING AUTONOMOUS MAINTENANCE IN 8 STEPS

STEP -1 Conduct Initial cleaning

Goals : 1 Get rid of all dirt and debris and prevent accelerated
deterioration
2. Identify hidden problems made apparent by cleaning and
correct them
3. Became familiar with equipment and sensitive to its needs.
4. Grapple with problems in a group sitting and learn leadership
skills.

Points of Emphasis " CLEANING IS INSPECTION"

STEP : 2 Address causes of Dirty Equipment.

Goals : 1 Eliminate causes of dirty equipment prevent scattering of dust
and contaminants.
2. Improve equipment reliability by keeping dirt from adhering or
accumulating on equipment.
3. Broaden Scope of improvement efforts from individual to
group efforts.
4. Feel exhilaration of implementing improvements.

21
Points of Emphasis "PREVENT SCATTLRING DEBRIS BY
LOCALIZING IT"

STEP : 3 Improve Areas that are Hard to clean.

Goals : 1 Shorten time needed for cleaning and lubricating.
2. Improve maintainability through improved cleaning and
lubricating .
3. Learn how to make management transparent through simple
visual controls.
4. Feel exhilaration of implementing improvements.

Points of Emphasis "HARD-TO CLEAN MEANS HARD-TO

INSPECT"

STEP- 4 Standardize Maintenance Activities.

Goals: 1. Control the three factors in preventing deterioration
cleaning, lubricating
and tightening bolts.
2. Draft Provisional Procedural Standards on routine cleaning,
lubricating and inspecting.
3. Learn importance of maintaining quality through teamwork.
4. Study basic function and structure of equipment.

Points of Emphasis: "FIRM DECISIONS AND STRICT

ADHERENCE"

STEPS-5 Develop General Inspection Skills. (Simple procedures for

inspecting lubrication, Motor, lubricant pressure, air pressure,
electrical systems)
Goals 1. Learn to identify equipments optimal performance conditions
and become
skilled in diagnosis.
2. Work with maintenance technicians to develop skill in
maintaining the three key factors for preventing deterioration.
3. Conduct general inspection of equipments major parts to
replace worn parts and improve reliability.
4. Modify equipment for easier inspection and maintenance.
5. Cultivate a sense of leadership and membership by learning
from more experienced workers.

22
Points of Emphasis : "BECOME EQUIPMENT CONSCIOUS
WORKERS WHO CAN
SET CONDITIONS"

STEPS-6 Conduct Autonomous Inspection

Goals 1 Use check lists and procedural standards effectively.
2. Improve operational reliability and clarify abnormal conditions.
3. Recognize correct operation, abnormalities and appropriate
corrective actions
4. Cultivate autonomy by creating own check lists.

Points of Emphasis: "EDUCATE CIRCLE MEMBERS TO BE

EQUIPMENT CONSCIOUS AND TO MANAGE
CONDITIONS"

STEP-7 Organize and Manage the workplace

Goals 1 Ensure quality and safety by standardizing workshop,
housekeeping
procedures and improving productivity.
2. Standardize quantities and storage of work-in-process, raw
materials, products, spare parts, dies, jigs and tools.
3. Facilitate maintenance management by implementing visual
control system
4. Raise standards and ensure that the higher standards are
adhered to.

Points of Emphasis: "WORKSHOP MANAGEMENT,

STANDARDIXATION AND
CONDITION MANAGEMENT".

STEP-8 Strive for Autonomous Management

Goals 1 Work together on improvements that will help achieve
company goals.
2. Collect and analyse company data with a view toward
improving reliability, maintainability, and operability.
3. Strive for continuous improvement
4. Learn to record and analyse equipment data and make simple
equipment repairs.

23
Points of Emphasis: "CARRY OUT IMPROVEMENT ACTIVITIES
THAT
REINFORCE COMPANY POLICIES"

The 8-steps autonomous maintenance process teaches operators an

approach and skills that will enable them to take up maintaining their
equipment independently..

*****

24
 CHAPTER-4

THE MANAGER'S ROLE IN AUTONOMOUS MAINTENANCE

1.0 Active participation by managers is crucial to the success of

autonomous maintenance. The managers' activities include helping to
motivate workers, conducting inspections and evaluations, handing
down general inspection knowledge and conducting P-M analysis
studies.

2.0 THREE KEYS TO SUCCESSFUL TPM CIRCLES

- WILLINGNESS TO WORK FOR MOTIVATION;

- APPROPRIATE SKILLS
- SUPPORTIVE ENVIRONMENT

This means that every group member must be willing to work

hard to improve his motivation, knowledge and skills for autonomous
maintenance activities. The groups must also use the three essential
tools of small group activities.

3.0 THRE EESSENTIAL TOOLS OF SMALL GROUP ACTIVITIES

3.1 ACTIVITIES BULLETIN BOARD

It is a tool for developing plans and policies, for listing

and assigning priorities to problems and for generating and
documenting solution to them. It also helps establish a
common purpose and understanding among small group
members.

This group's policies and plans are bold by spelled out

across the top of the board. Below this are graphs and charts
describing the results of the activities to date. This
information helps groups to clarify current problems as they
pursue corrective measures.

The bulletin board is used to document the progress of

such improvement measures, to help standardize procedures
based on those results, and to clarify any remaining problems.

25
 A well laid-out bulletin board shows at a glance the history as
well as the current status of circle activities.

3.2 FREQUENT MEETINGS

At meetings, circle members exercise and develop their

leadership and team skills. They collectively review their
activities bulletin board and reach a clear consensus on the
things to be done. They also reflect on the results of previous
activities and how they might to be improved in the future.
Meetings shall be a time to reflect and review, a time to make
improvements, a time to think about the relation between
abnormalities and the six major losses, a time to develop
observation and improvement skills a time to promote
adherence and a time to brainstorm and plan improvements.

3.3 ONE-POINT LESSONS

One additional key to successful TPM circle activities is

an awareness on the part of each circle member of his own skill
level, according to the levels shown in Table below :

Operator Skill Level Description

Doesn't know Has insufficient knowledge of the principles,
standard procedures and equipments.
Knows only in Theory Understands concepts but does not know how
to apply them in the workshop
Know to same degree Can use the knowledge to same degree in the
workshop but not consistently
Knows with certainty Has learnt the skills thoroughly and can
practice it consistently in the workshop

When circle members take an honest look at themselves from the

perspective of these skill levels, they are likely to recognize areas in which
they lack certain skills. Circle members are then given skill-specific lessons,
each lasting no longer than 10 minutes

26
 One-point lessons are divided into three types as shown in Table
below. Among these, the Trouble shooting type is essential helpful in
teaching workers to discover abnormalities early on and respond
appropriate.

Type Description
Basic Knowledge Fill in gaps and confirm fundamental
knowledge
Trouble shooting Strengthen specific skills or areas of knowledge
Examples needed to prevent recurrence of problems.
Improvement Examples Teach people how to take effective counter
measures against abnormalities through actual
case studies.

4.0 ROLES OF MANAGERS AND SUPERVISIOR

The requirements for effective TPM leadership by managers and

supervisors include:
(1) Consciously assuming leadership
(2) Showing concern and assuming responsibility for circle
activities
(3) Leading practice sessions
(4) Actively observing and supporting circle activities
(5) Encouraging circle members to keep their fresh and vigorous.

To help the leaders learn and practice these requirements, five types of
can be implemented for managers and supervisors, which are run parallel to
those undertaken by the TPM circles autonomous maintenance activities.
These are-

4.1 Motivating Workers

Poor development of autonomous maintenance activities can

generally be traced to managers or supervisors who have failed to
promote the circle members understanding and acceptance of the
importance of these activities.

27
4.2 Autonomous Maintenance Inspection/Evaluations

Autonomous Maintenance Inspection teams generally consist of

four to five people, including section manager, team leader and TPM
office staff. After each inspection, the team meets with the particular
team leader to determine the next step. Thus the meetings constitute
on-the-job-training for everyone involved. Slowly and steadily, these
meetings help circle members understand the goals of autonomous
maintenance and strengthen their activities.

4.3 Providing on-the-job-training during general inspection

One of the first steps in developing general inspection skills is a

single training course of say, 4 hrs. duration, in general inspection.

4.4 P-M Analysis

These activities relate to any process defects caused by

equipments and sharpen the powers for equipment observation and
lead to refinements in the procedural manuals for autonomous
maintenance.

4.5 Learning for Breakdowns

Autonomous maintenance efforts to enforce cleaning and

preventing accelerated deterioration significantly reduce equipment
breakdowns.

However, breakdowns can be reduced even more if the analysis

of breakdowns is taken up by team leaders and circle leaders. To do
this, breakdowns are analyzed case-by-case with questions like, 'what
weakness in autonomous maintenance activities led to this breakdown
and how to prevent it form recurring'. Incorporating answers to these
questions into the autonomous maintenance procedural manuals can
produce remarkable results.

5.0 IMPLEMENTING CORRECT BREAKDOWN ANALYSIS

Successful breakdown analysis can be accomplished through the

following steps.

28
5.1 Prepare a separate breakdown record sheet for each breakdown.

5.2 Hold breakdown counter measure meetings everyday.

5.3 Begin making breakdown analyses at the right time.

The first step of Initial cleaning is not the best time to start
breakdown analysis. It is best to begin making breakdown analyses
concurrent with efforts to take measures against hard-to-clean areas.

*****

29
 CHAPTER - 5

EQUIPMENT IMPROVEMENT

1.0 EQUIPMENT IMPROVEMENT OBJECTIVES

In today's highly automated manufacturing, important production

factors such as quality, cost and delivery schedules are almost entirely
determined by equipment effectiveness. It involves monitoring of both
production time, quality and efforts to eliminate loss due to downtime and
defective products. Another aim is to learn how to conduct P-M analysis and
apply basic improvement methods. The team leaders learn how to take the
initiative in making improvements and how to become equipment-
Conscious.

2.0 PROMOTING SUCCESSFUL EQUIPMENT IMPROVEMENTS

(ANALYSIS RATIOS)

Overall equipment effectiveness rate, as a measure of promoting

equipment improving activities, is the ratio of loading time to the valuable
operating time (in which no defective parts are produced).
The formulas used to calculate the overall equipment effectiveness
rate and its relation to the six major types of chronic loss are shown in fig.
(1)

Fig (1)

Overall Equipment Effectiveness Rate = Availability X Performance Rate X Quality Rate

MAJOR CHRONIC LOSSES

Running Time 330 hrs
Breakdowns
Loading Time Planned downtime 284 hrs Avai
labili
Operating Time Down time loss 240 hrs Set Up/Adjustment ty

Net operating Time Speed loss 194

Blade Adjustment
hrs

30
Valuable Operating Quality Loss 188
Time hrs Idling and Minor Stops
Perf-
orma
Speed Loss nce

Process Defects
Quality

CALCULATION FOR EACH RATIO

Availability = Loading time - downtime X 100

Loading time
= 240 X 100

284

= 84.5%

Performance Rate = Operating Speed Rate X Net Operating Rate

= Ideal Cycle Time X Actual Cycle Time X OutputX 100

Actual Cycle Time Operating Time

= 194 X 100
240

= 80.8%

Quality (Non Defective ) Rate = Output - Number of Defects X 100

Output

= 188 X 100
194

= 96.9%

Overall Equipment Effectiveness Rate = Availability X Performance X Quality

= 0.845 X 0.808 X 0.969 X 100

= 66.2%

In the Fig (1), downtime loss includes loss due to breakdowns,

retooling, adjusting equipment, replacing blades etc. The amount of such

31
loss is expressed as AVAILABILITY. Production speed loss includes idle
running, Short Stops, and slowdowns and is expressed as the
PERFORMANCE RATE. The amount of defect related loss is expressed as
the QUALITY RATE. To find out which of the six major types of chronic
loss is most in need of treatment, first determine availability, performance
rate and quality rate, and then compare them to see which is the largest.

3.0 BASIC CONCEPTS

The four basic concepts behind the equipment improvement approach

are:-

3.1 Restoring the Equipment:-

When the equipment is fully restored to its original condition,

the result often achieved is zero breakdown and a drastic reduction in
process defects.

The Steps involved in the restoration are:-

- Identify equipments state of deterioration. (Inspect through

cleaning and discover abnormalities)
- Eliminate accelerated deterioration (Establish basic equipment
conditions by cleaning, lubricating and tightening)
- Restore equipment (Check restoration results)
- Maintain and Manage results (Inspect daily)

3.2 Identify Equipment's Optimal Operating Conditions:-

Equipment is in optimal condition when its functions and

performance are at their peak. The steps involved in this are,

- Identify outbreak mechanisms (Phenomena)

- Study relationship between phenomena and equipment.
- Understand operating Principles of the equipment (mechanisms,
component parts and functions)
- Check equipment in stable and dynamic conditions.
- Determine equipment's optimal Defects.

3.3 Eliminate Slight Equipment Defects:-

32
 Slight defects are machine abnormalities that have negligible
effects individually but collectively can reduce quality and machine
availability. Such defects include small accumulations of dirt and
grime and parts with ten micron tolerances that rub slightly when they
are off by only two microns. If left alone, slight abnormalities can
deteriorate into more serious equipment defects, which can lead to
breakdowns or produce defects.
The key to eliminating slight abnormalities is to study their
relation to the equipment's operating principles and laws.

3.4 Stream Line Adjustments

Typically, adjustments are repeated trial - and - error efforts to

obtain some optimal setting. Adjustments are needed to correct,

- Accumulation of Small errors

- Lack of standards (eg. no reference marks)
- Lack of rigidity
- Equipment not functioning properly.

4.0 TECHNIQUES FOR EQUIPMENT IMPROVEMENT

Equipment Improvement techniques used for restoring

equipment and determining optimal performance conditions include
P-M analysis, Adjustment effectiveness analysis and Bottleneck
analysis OF these, P - M analysis is most essential

4.1 P -M Analysis:-

The phenomena associated with a failure are thoroughly

analyzed in terms of the actual physical flaws in them. This analytical
process embodies the basic TPM philosophy.
Any factors found to be off - Specification are restored, and
control Specifications are established and maintained for factors that
lack such Specifications. Only such thorough maintenance control can
completely eliminate chronic loss, because it clarifies the relation
between quality characteristics and equipment Parts.

33
 The key to success in P - M analysis is to correctly analyze the
abnormal phenomena in terms of the physical principles behind them.
The following steps may be generally followed for P - M analysis

Step - 1 : Clarify Problem

Step - 2 : Understand equipment mechanisms and structure.
Step - 3 : Conduct Physical analysis by considering natural
laws behind phenomena observed.
Step - 4 : Identify all factors. List all conditions that must be
present
to produce a particular phenomenon.
Step - 5 : Study Possible relevance of equipment, People,
materials and methods (4 Ms). Investigate each
condition in relation to factors such as jigs, tools,
materials and work procedures. List all factors
that might influence the contributing conditions.
Step - 6 : Plan investigation. Decide what to measure and
how to measure it .
Step - 7 : Investigate suspect items. List all slight defects and
other suspect conditions that are not consistent
equipment's optimal functioning .
Step - 8 : Carry out improvements. Draw up improvement
plan for each abnormally and implement.

4.2 Bottleneck Analysis:-

Generally, Production Bottlenecks are caused by discrepancies

between machine cycle times and capacities between various
processes. To find the true bottlenecks, MACHINING INTENSITY
TIME must be calculated for each process.

IDEAL MACHINE CYCLE TIME

MACHINING INTENSITY TIME =
OVERALL EQUIPMENT EFFECTIVENESS.

Basically, it refers to the amount of time required to produce a single

non - defective product.
Following table shows an example of this type of bottleneck analysis for
four processes A,B,C,D.

34
 Process A B C D
Quality rate (%) 92.9 93.0 97.7 99.8
Performance rate (%) 82.4 72.4 78.6 76.0
Availability (%) 94.5 74.5 89.2 80.0
Overall equipment effectiveness 72.3 50.0 68.5 60.7
(%)
Ideal machine cycle time 14.5 12.6 14.6 13.7
Processing intensity time 20.1 25.2 21.3 22.6
(Seconds)
Bottleneck priority 4 1 3 2

Process B has the shortest cycle time and the longest process intensity
time, which means it takes longer than the other processes do to produce a
non defective product. Thus, B is the process most urgently in need of
improvement.

*****

35
 CHAPTER - 6

QUALITY MAINTENANCE

1.0 INTRODUCTION

Quality Maintenance (QM) means 100% defect-free equipment to

maintain 100% defect-free products. It includes the following
activities :

- Establishing the equipment conditions for zero defects and then

checking and measuring these conditions on a scheduled basis.

- Preventing quality defects by checking that the measured values

are within the rated values.
- Anticipating possible quality defects by monitoring variations
in measured values, and taking pre-emptive action.

2.0 NEED FOR QUALITY MAINTENANCE

To reach the zero-defects goal, quality must be built into the

system. This requires adoption of a new approach that addresses the
equipment itself by assuring that every part of each machine, jig, and
tool is in proper condition.

Whereas autonomous maintenance is intended to eliminate

accelerated deterioration, quality maintenance is intended to identify,
implement and maintain the conditions necessary for equipment to
produce zero defects. The approach is to take preventive measures
against breakdowns that originate from functional deterioration and
thereby preventively eliminate the possibility of defects.

3.0 CONCEPTUAL APPROACH TO QUALITY MAINTENANCE

To prevent quality defects that arise from abnormalities in

equipment or processes, quality assurance activities are combined
with equipment management activities so as to determine the
relationship between quality characteristics on the one hand and
processing conditions and equipment precision on the other. Only
when this relationship has been determined, can the conditions for

36
 defect-free equipment be established. Setting such conditions means
clarifying the casual networks producing defects and establishing a
range of equipment precision within which the casual network
produces only non-defective products. The basic conceptual approach
to quality maintenance presupposes a work-force of equipment
conscious operators, all of whom are taking part in autonomous
maintenance activities, are trained in the necessary skills, and are
managing established equipment conditions with a goal of achieving
and maintaining zero defects.

An important part of quality maintenance is the abandoning the

convention of discovering defects during product inspection in favour
of scheduled measurement of every equipment and process condition
that can affect product quality. This practice is followed by corrective
measures against deviations in measured values before the deviation
exceeds the established tolerance range.

4.0 PRECONDITIONS FOR PROMOTING QUALITY MAINTENANCE

To realize the concept of building quality into equipment, all

equipments must be restored to a stable condition in which accelerated
deterioration has been eliminated and only natural deterioration
remains. Everyone - from Managers to Equipment operators - must
be equipment conscious and skilled in quality maintenance.

4.1 Eliminating Accelerated Deterioration

If equipment is suffering from accelerated deterioration,

it will be difficult to control equipment precision. Since the
mechanical parts on which precision depends have an uncertain
life span, inspection procedures are difficult and unreliable.

On the other hand, when autonomous maintenance

activities have succeeded in eliminating accelerated
deterioration, there will be much less variation in the durability
of parts, and the life spans of parts can be extended.

4.2 Training people to be equipment conscious

37
 Maintenance Management Skills and Sensitivity to
equipment conditions must be mastered not only by managers
but also by the equipment operators themselves. If zero defects
is to be realized, all production work should reflect a balanced
system of people and machines. This means training equipment
operators to recognize abnormalities that can lead to defects and
to respond quickly and appropriately.

5.0 TECHNIQUES FOR DEVELOPING QUALITY MAINTENANCE

The following table lists the methods used in extending quality

maintenance throughout the company. Principal among these are,
techniques for recognizing quality defect phenomena, P-M analysis
and identification and treatment of abnormalities, organizing defect
causes, setting standards for development items and checking the
results, consolidation of inspection items and shortening the
inspection time required, drafting quality maintenance matrices,
updating the standards manual, and monitoring statistical trends.

Sl. Development Technique Comments

N
o
1. Confirm quality standards and Clarify quality characteristics values to be
quality characteristics maintained.
2. Confirm quality defectIdentify conditions under which quality
phenomena defect occurs.
3. Select equipment unit to be Clarify defect phenomena in terms of their
used. form and location (machine part). Then
select equipment to be used for quality
maintenance model project.
4. Confirm equipment function, Unless P-M analysis begins with clarification
structure, processing of the equipment system (processing
conditions and retooling principles, mechanisms, functions etc.), a full
methods. analysis cannot be made.

38
5. Investigate and restore Autonomous maintenance activities include
original equipment confirming maintenance status, investigating
conditions. processing conditions and retooling methods
and restoring abnormal conditions.

6. Carry out P-M analysis Keeping in mind the basic principles and
requirements of the process in question, this
analysis requires exhaustive clarification of
the relations between quality characteristics
and equipment processing conditions and
precision.
7. Organise defects causes If an equipment unit has several problematic
quality characteristics, sort the data by the
parts affecting each quality characteristic.
8. Establish basic equipment Determine provisional tolerance for
conditions; optimise equipment precision and quality
processing conditions and characteristic.
retooling methods
9. Make hidden defects apparent Add them to P-M analysis items; inspect and
adjust the equipment.
10 Restore or Improve Identify abnormalities and take restorative
. or improvement measures.
11 Review Standard values and If all inspection items are within provisional
. Review Inspection items. tolerances, confirm whether or not quality
Check the results. characteristics meet standards.
12 Set conditions for 100%
. nondefective products
13 Organise inspection methods. Consolidate inspection items into categories
. such as Static Precision, dynamic Precision
and Processing conditions. At the same time,
simplify and streamline inspection
procedures.

39
14 Determine inspection Keep quality characteristic values within
. Standards rated ranges by setting equipment precision
tolerances (standards) using substitute
characteristics from vibration measurements.
15 Draft a quality maintenance This matrix should consist of production
. matrix division inspection items, excluding those
that require special measuring methods,
analytical skills, or lengthy checking
16 Incorporate changes in Managers should train circle members by
. inspection standards manual asking why such inspection is necessary and
by discussing the mechanisms, structure, and
function of equipment concerned. Circle
members themselves update standards
manual
17 Review Standards and Review Monitoring statistical trends permits
. Inspection Procedures. corrective responses before deviation from
Monitor Statistical trends and standards occurs. If abnormal quality occurs
check results. even when quality characteristic values are
within specified tolerances, tolerance values
must be reviewed along with inspection
items and procedures.

*****

40
 CHAPTER – 7

MP SYSTEM (MAINTENANCE PREVENTION)

1.0 GOAL

The goal of MP design is equipment that will not breakdown or

produce defective products. Its purpose is to take whatever steps are
necessary at the design stage to create maintenance-free equipment.

2.0 WHY MP DESIGN ?

In the past, equipment design had always emphasized

equipment performance and functions. Factors such as operability
and maintainability (i.e. ease of cleaning, lubricating and checking by
operators) ranked as secondary considerations.

Many of the factors that weigh against reliability are equipment

design aspects that do not address autonomous maintenance or
operability. These include oil supply ports that are difficult to see or
reach (making equipment operators reluctant to use them). The
absence of measures to prevent flying chips and coolant allows these
to enter rotating parts and cause accelerated deterioration.

Lack of MP design seriously hampers equipment improvement

projects aimed at easing cleaning, lubricating and checking, reducing
breakdowns and raising productivity. Much work could be avoided if
these reliability concerns were adequately considered at the equipment
design stage.

3.0 BUILDING AN MP SYSTEM

For any manufacturing company, production equipment is a key

determinant of the quality, delivery and cost of the company’s
products. As we move towards increased automation and high-
precision, these equipments must be even more reliable, easy to
operate and safe.

Thus MP design system seeks to produce equipment that is,

41
 - Highly reliable (seldom breakdowns or produces
defective parts)
- Is easy to operate (quick retooling and 100% non-
defective products even after retooling).
- Is conducive to autonomous maintenance(can be easily
cleaned, oiled and checked.
- Is highly resource efficient and safe.

Thus MP system design aims to produce equipment that

operates at an optimal level of efficiency and can be maintained at that
level, which means that its total cost and Life Cycle Costs (LCC) shall
be minimized. Before design of an equipment, information on
expenses versus benefits for each proposed design improvement is
analyzed and design target values determined. Setting design target
values and evaluation of equipment Life Cycle Cost is, thus,
incorporated into the design process.

3.1 Setting design Target Values

Several factors are considered in calculating LCC as part

of the process for determining MP design target values. These
include factors that influence initial costs, operating costs, and
maintenance costs, as well as factors that relate to safety. Each
of these factors must be spelled out in detail and specific target
values set for them.

For example, operating costs include equipment

effectiveness loss, labour-hours spent in autonomous
maintenance, resource expenses etc. Within these, equipment
effectiveness loss is further broken into loss due to planned
production stops, speed loss, and defect loss. Loss due to
planned production stops can be divided further into retooling
time, replacement time, adjustment time, MTBF (Mean time
between failures) and MTTR (Mean time to repair).

Likewise, labour-hours spent on autonomous

maintenance can be divided into cleaning time, lubricating time
and inspection time to help improve the equipments
maintainability. Specific design target values must be set for as
many items as feasible for each piece of equipment.

42
 3.2 LCC Evaluation

Evaluation considers not just the initial acquisition costs,

but also the operation costs after installation. The aim is to
design or improvise design to provide the most economical
LCC.

While doing LCC evaluation, we first determine the

constituent elements of the LCC, then develop a formula by
which we estimate the LCC. We then carry out LCC evaluation
by calculating the trade-offs between specific elements such as
higher initial costs and lower running costs, with a view toward
achieving the TPM design goal-creating at the design, stage
equipment with the most economical life cycle cost.

4.0 MP SYSTEM BUILDING ACTIVITIES

MP activities include compiling complete histories of existing

equipment with particular emphasis on maintainability and reliability
improvements carried out through TPM activities. Also collected are
current data relevant to design on equipment problems related to
maintainability, reliability, operability, energy conservation, and
safety. Another important activity is the early warning system –
debugging to minimize the period from design through stable
operation.

4.1 Gathering MP information and Feedback

MP information is gathered from various sources,

including reports on market trends and new technologies as
well as feedback from division using the equipments. It
includes quality reports on rejects and repairs and maintenance
– related information such as responses to breakdowns, daily
inspection reports and repair records. Special emphasis is given
to include constructive feedback such as reports from various
improvement projects in autonomous maintenance, equipment
improvements and quality maintenance.

4.2 Points for Studying Equipment Weaknesses

43
 To gain feedback information an current equipment
weaknesses, key questions from the following perspectives is
sought.

a) Autonomous Maintenance

- Have measures taken to prevent scattering of debris and

coolant ?
- Are any areas difficult to clean, lubricate or check ?
- Are efforts made to consolidate the number of check sites
such as FRLP (Filter, Regulator, Lubricator Points) and
pressure gauges ?
- Can debris in cutter/grinder be cleaned out easily ?
- Does the equipment structure permit thorough lubrication
?

b) Maintainability

- Are areas that require precision inspection easily

understood ? Can they be checked easily and quickly ?
- Are any routine inspection points difficult to perform ?
- Have any self-diagnostic functions been built-in ?
- Is the di-assembly and storage system organized to
facilitate unit replacements ?
- Can parts be replaced easily ?
- Does the equipment structure facilitate overhauling ?

c) Reliability

- After treatment of an equipment, are measures taken

regarding failure sites, abnormal phenomena and failure
rates in similar models of equipment ?
- Have any electrical parts such as limit switches been
installed in areas exposed to cutter/grinder debris or
coolant ?
- Have equipment precision maintenance procedures (e.g.
measurement items, measuring methods and precision
tolerances) been established to attain the desired quality ?

44
 - Can measurements of both static and dynamic precision
be done quickly and easily ?
- Are there any variations or decline in machine cycle
times ?
- Do work pieces ever get stuck in equipment ?
- Is there any chance of loose nuts or bolts in equipment ?
- Have thermal warping effects been taken into
consideration ?

d) Ease of operation

- Can retooling be done quickly and easily ?

- Do any areas or mechanisms need adjusting ?
- Can blades, grindstones and other often related parts be
replaced quickly and easily ?
- Does the arrangement of the operation panel buttons (e.g.
their relative positions, height, alignment, quantity,
shape, colour etc.) contribute to operator errors ?
- Are any handles or knobs difficult to operate ?
- Does the equipment structure facilitate shipment and
installation ?

e) Resource Conservation

- Is an excessive amount of electricity, air, water, gas or

other energy being consumed ? Is there a mechanism to
automatically shut off power resources when they are not
needed ?
- Are any energy efficient machines being used ?

f) Safety

- Are interlocks being used wherever needed ?

- Are any hazardous processes being used to treat
breakdowns, sudden stops and quality defects ?
- Are there any hazardous areas in the rotating parts or
other moving parts of the equipment ? Does the layout
pose a risk of accidents ?

4.3 Early warning system

45
 The purpose of early warning system activities is to
minimize the time required from fabrication of a new
equipment product to trial production, installation, ordinary
operation and finally stable operation with low level of
breakdowns and defects. Debugging procedures at every
previous level-from design to drafting, fabrication, trial
operation and installation – is carried out to identify all
potential problems, and other abnormalities and take effective
counter measures.

4.4 Debugging

Debugging is the process of identifying hidden defects or

‘bugs’. A thorough debugging at each stage is done using a pre-
drafted debugging sheet.

At the design stage, it is made sure that all the design

concepts are actually incorporated into the design drawings,
that those drawings are conducive to achieving the design target
values, that the manufacturing and assembly processes are
sufficiently simple, that no mistakes were made in selecting
materials, that the materials are sufficiently durable and that
there are no other design/drafting errors.

At the trial operation stage, check on factors such as

operating functions, processing precision, retooling times, post-
tooling operation precision-all based on design specifications-
are made. It is important to debug carefully and thoroughly at
the trial operation stage, to catch any defects that slipped past
the design stage debugging.

5.0 BUILDING UP MP DESIGN SKILLS

The most important ingredient in an MP system is the skill of

the designers. Most designers have little work experience in
equipment operation and maintenance. So, they do not think in terms
of autonomous maintenance and maintainability. However, they can
overcome this and build MP design skills by,

46
 - Visiting shop floors and hearing what equipment
operators and maintenance staff have to say.
- Studying equipment that has been improved as a result of
autonomous maintenance or quality maintenance
activities and listening to project result announcements
made by TPM circles.
- Getting hands on experience in cleaning, lubricating and
inspecting equipment.
- Conducting several MP analyses based on check lists.

Such experience in MP design is the means by which the

minimum LCC objective can be realised at the design stage.

*****

47
 CHAPTER – 8

EDUCATION AND TRAINING

1.0 INTRODUCTION

Today, companies must modernize their operations, explore

new fields and develop new technologies in order to build a corporate
fabric durable enough to weather and survive the harsh economic
climate. These tasks can be carried out only by people. This is
especially true in TPM, where cultivating equipment conscious
workers is the base upon which every other feature of the programme
rests.

Education and Training is the central pillar that supports the

other four TPM activities – Autonomous Maintenance, Equipment
improvement, Quality Maintenance and MP design. TPM Education
and Training programme orient towards the following three goals.

a) Managers will learn to plan for higher equipment effectiveness

and implement improvements aimed at achieving zero
breakdowns and zero defects.

b) Maintenance staff will study the basic principles and techniques

of maintenance and develop specialised skills concerning the
company’s equipment. In addition, they will learn how to
guide and support equipment operators taking part in
autonomous maintenance activities.

c) Circle leaders and equipment operators will learn how to

recognize equipment abnormalities as such during their daily
and periodic inspection activities. They will also learn how to
treat and repair abnormalities.

2.0 EDUCATION AND TRAINING SYSTEM

2.1 Introductory Education

48
 This is given prior to the official start of TPM
development programme. The TPM promotional staff, who are
already trained, become instructors for the in-house TPM
introductory courses. In this, participants visit plants and gain
hands on experience in learning the goal of the first step of
autonomous maintenance – “cleaning is inspection”. They
practice tagging and un-tagging equipment abnormalities and
attend presentations that review the activities, which confirm
the nature of accelerated deterioration in equipments.

2.2 General Inspection Studies

General inspection is taught to equipment operators

exclusively through one-point lessons. After the team leaders
and floor managers receive general inspection education, they
pass this knowledge on to their foremen, who normally act as
circle leaders. The circle leaders in turn conduct on-the-job
training tailored to the individual needs of their circle members.

2.3 Studies in P-M Analysis

P-M analysis is an indispensable tool in preventing

quality defects. Each TPM office develop course related to its
own quality defects and TPM development. TPM leaders
carryout P-M analyses and report results of their workshop
survey at group meetings. P-M analyses are repeated when the
investigation uncovers a large number of quality defects in the
same machine.

2.4 Cultivating In-house Maintenance Technicians

Student learn a wide range of maintenance related skills

during this course extended to cultivate equipment conscious
workers. Those who complete and pass the course become
accredited in-house maintenance technicians.

Equipment operators and other employees of production

department learn the proper attitude and skills needed to take
care of their own equipment. Maintenance staff learn

49
 specialised maintenance techniques and skills related to the
company’s equipment.

2.5 Training on Equipment Diagnostic Techniques

In the area of dynamic precision in equipment, vibration

measurements are useful for promoting quality maintenance
and streamlining inspection. For these reasons, teaching
operators the techniques, skills and knowledge needed to
conduct vibration measurements in their own workshops can be
established as an important educational goal. Similar
diagnostic techniques, depending on application fields are
derived for breakdown and quality defect predictions.

*****

50