Maintenance Theory

Dr. H. Yamashina
Professor Emeritus, Kyoto University
Fellow of RCA (The U.K.)
Member of Royal Swedish Academy
of Engineering Sciences

1
Contents :
1. Introduction
2. Why does equipment fail?
3. Mindset Change – Breakdown loss pyramid
4. The two types of breakdown
5. Principles of establishing an efficient and effective
maintenance ?
6. The aims of Autonomous Maintenance and
Professional Maintenance
7. Component Maintenance

2
1. Introduction
The purpose of maintenance is in short to
maximize OEE (in case of a single
machine) or OLE/OPE (in case of a
continuous flow line as is seen in process
industry).

3
The Calculation of O.E.E.
I. Automatic machines
Operator’s jobs : material supply, take out of the products,
material transport, product transfer, watching,
trouble shooting, setup operation, etc.
1) More than one machine / person
a) Calculation of the O.E.E. of each machine
b) Calculation of the standard cycle time
( = transfer time + machine time) of each machine
c) The O.E.E. of the machines is the weighted average
of the O.E.E.’s of the machines

A B C
2) Integrated manufacturing system
a) Calculation of the O.E.E. of the system
(i.e., the O.E.E. of the bottleneck machine)
b) Calculation of the standard cycle time of the bottleneck machine

A B C D E F

Note : For the sake of improvement, the O.E.E. of

each machine of the system should be checked.
II. Semi-automatic machines
Operator’s jobs : on top of the above jobs mentioned in I, loading,
and unloading operations

1) More than one machine / person

a) Calculation of the O.E.E. of each machine
b) Case (I) : bottleneck ⇒ machine
calculation of the standard cycle time
(handling time + machine time)
Case (II) : bottleneck ⇒ operator
calculation of the operator’s cycle time

Equipment A 1cycle
Process
1cycle

Equipmetnt A
Equipment B
Equipment B Operator
Operation ( Set/unset)
Automated
2) Integrated manufacturing system run by one operator

a) Calculation of the O.E.E. of the system

b) Calculation of the operator’s cycle time

Process 1cycle
Ｂ Ａ
Ａ
Ｂ
Ｃ
Ｄ
Ｃ Ｄ
walking operation automated
3) Integrated manufacturing system run by more than one
operators
a) Calculation of the O.E.E. of each machine
b) Case (I) : bottleneck ⇒ machine
calculation of the standard cycle time
(handling time + machine time)
Case (II) : bottleneck ⇒ operator
calculation of the operator’s cycle time

D C B A

E F G H
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.

Maintaining equipment in its desired state and continually
improving its productivity is the whole strategy behind WCM.

If we only fix breakdowns, the machine will soon break down
again.

We must put in place a system that maintains the desired
machine state.
 Old Culture New Culture Created with WCM
Activities

Only the top few Pareto problems All minor defects in a machine are
are resolved, using any means eliminated. Machine performance is
possible to make improvements. continually improved with the
methodical and repeated application
of WCM steps.
Improvements methods are Improvement methods are rigorously
implemented by individuals or defined and are expected to be
teams in any way that they see fit. implemented precisely.
Improvement in the Improvements in the organization’s
organization’s work methods and work methods and processes are
processes are localized by each coordinated by managers, so the
team as they desire. entire organization is learning and
benefiting from improved techniques.
Even improvement methods
themselves are continually being
improved.
 Old Culture New Culture Created with WCM
Activities

Machine problems are resolved A reliable and systematic

one at a time, reactively. Ultimately, improvement process is applied to
improvements only occur in a machine to address all
systems that have failed. productivity losses proactively.
breakdowns are prevented before
they occur.
Only results are measured by Both results and the process used
managers. to obtain the results are measured
by managers.
Improvement steps are taken Improvements steps are revisited
as absolute-once completed they as people’s skills improve, and
are not revisited. expectations for their performance
are raised.
 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
replacement of parts be 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 ・breakdowns 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 breakdown.
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
eliminate human errors to 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 ・One breakdown suggests there may be potential breakdowns in other similar areas. Speedy efforts must be
apply solutions horizontally made to find all similar areas, inspect them and address the problem with consistent measures.
6. Too much attention is paid to ・Although the most important thing is to take measures regarding the breakdowns which have occurred, most
the breakdowns which have breakdowns occur through deterioration.
already 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
 From traditional To intelligent
maintenance maintenance
An overwhelming A manageable
maintenance workload maintenance workload
Many equipment Very few equipment
breakdowns breakdowns
A marginally skilled A highly skilled
workforce that carries workforce engaged in
out its daily routines continuous
with little learning improvement activity
 Why Do breakdowns Occur?

The major problem of a plant is to utilize

equipment in an optimal way with well organized
maintenance.

Equipment is designed to be reliable, but still liable
to breakdown because it consists of many
components and only when one of the components
(A components) breaks down, it will break down.

To eliminate breakdowns is technically possible,
but the problem is how to do it economically.
2 Why does equipment fail?

1. Deterioration

16
 Normal machine component deterioration

Time
Wear and Tear

Components
- New Component OK for good
machine
- Cosmetic Defects operation

- Acceptable Wear and Tear Acceptable deterioration limit

- Minor Defects
Technical
- Medium Defects people
must set
- Major Defects standards for
the way machine
Non-standard parts components
cause machine “ought to be”
losses
Machine fails

Troubleshoot the machine-

discover what has failed

Breakdown
Repair the machine
restoration

Perform a breakdown
analysis-discover the root Breakdown
cause of the breakdown prevention

Design and implement

countermeasures to prevent
the breakdown from recurring

Figure : The breakdown analysis process

2. Increased stress applied to machine system

19
3. Insufficient strength within the machine system

20
 Breakdown Causes

Downtime Stratification
Why Does Equipment Fail ? breakdown TO
MAINTAIN BASIC
CONDITIONS
DETERIO-
RATION
breakdown TO
OBSERVE
Ｔｈｅ ｄｅｇｒｅｅ ｏｆ ｄｅｔｅｒｉｏｒａｔｉｏｎ

OPERATING
CONDITIONS

Ｆｏｒｃｅｄ INCREASED
ｄｅｔｅｒｉｏｒａｔｉｏｎ
breakdow STRESS breakdown TO
Ｎａｔｕｒａｌ n RESTORE
EQUIPMENT
ｄｅｔｅｒｉｏｒａｔｉｏｎ (ELIMINATE
DETERIORATION)

INSUFFICIENT
STRENGTH DESIGN
WEAKNESS

INSUFFICIENT
OPERATOR SKILLS
Ｔｉｍｅ
INSUFFICIENT
MAINTENANCE
SKILLS

21
3. Mindset change - Breakdown loss pyramid

Breakdown
(function loss) １ Motor burns out

Minor Stoppage Motor overheating

(function reduction)
10

Minor breakdowns Vibration causes

(no function bearing
30
reduction) deterioration

Hidden breakdowns Loose nuts and

(no function Hundreds bolts
reduction)
22
Figure The Machine Loss Pyramid
Breakdown loss pyramid
 Equipment
fails Most organizations react here and
only restore equipment to the point of
Equipment runs, getting the machine running again.
is troublesome,
and produces However, permanent improvement is only
quality defects attained when conditions at the base of
the pyramid which cause the breakdown are
improved.
•Equipment runs
•Quality is OK Remaining chronic conditions will simply
•Productivity is low combine in new ways to cause new machine
Causes and •Breakdowns are imminentbreakdowns.
Potential
Improvement

•Basic conditions are neglected

•Deterioration is unchecked
•Inherent design weakness exist
•Workers have inadequate skills
•Operating standards are not followed

By not attacking the root cause of equipment breakdowns, reactive

organizations are doomed to a cycle of permanent breakdown maintenance.

Figure Continually reacting to equipment breakdowns by restoring machine operation

does nothing to eliminate the root cause of machine breakdowns
 Equipment
fails For every
machine
Equipment runs, breakdown there
is troublesome, are many
and produces underlying
quality defects chronic
conditions
as causes
• Equipment runs
• Quality is OK
• Productivity is low
• breakdowns are imminent

• Basic conditions are neglected

• Deterioration is unchecked
• Inherent design weakness exist
• Workers have inadequate skills
• Operating standards are not followed

Figure Minor machine defects are the true root cause of all machine breakdowns
 Equipment
fails

Equipment runs,
is troublesome,
and produces
quality defects

•Equipment runs
•Quality is OK
•Productivity is low
Analyze •Breakdowns are imminent

•Basic conditions are neglected

•Deterioration is unchecked
•Inherent design weakness exist
•Workers have inadequate skills
•Operating standards are not followed

WCM activities focus on elimination of the root causes of equipment breakdown.

Without this foundation of machine weaknesses, equipment breakdown will not occur.

Figure Without a foundation of eliminating minor defects, equipment breakdowns occur

 Minor defects cause machine breakdowns

1.Minor defects hurt machine productivity by continuing to

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

Note: Here you can see a clear limitation of

available CMMS’s.

One of the principal goals of all maintenance
work is to keep every part in a machine “as it
should be― free of any minor defects.”

Conditions that are not “as they should be” often
cause accelerated deterioration in other parts.
This increases machine downtime and the cost of
replacement parts, and wastes technician time.

Machine deterioration, inadequate machine
design,or misuse of the machine can cause
abnormalities.
 Analyze

The lack of knowledge of a thousand

seemingly insignificant details
contributes in a huge way to many
equipment losses. This is the reason
why most of CMMS’s do not work for
eliminating breakdowns
 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 breakdowns 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 technicians.
 Mindset Change ２

Creating and using a maintenance plan effectively requires

using detailed checklists to carry out scheduled maintenance
work.

It also requires adhering in a disciplined way to checklist
criteria during PMs.

This is different from allowing individual technicians to decide
what any given PM should consist of and how it should be
performed.

Equipment breakdowns can be prevented, despite many
maintenance technician’s belief that machines will always
break down, no matter what maintenance is performed.

This self-fulfilling prophecy has kept most maintenance
organizations locked into breakdown maintenance
Examples of minor defects that can be detected by human
senses include :

•Dirt of contamination
•Liquid or air leaks
•Loose or missing bolts and fasteners
•Gauges not reading in their “standard” range
•Worn wiring insulation
•Wear in plastic tubing or similar parts
•Loose or deteriorated connectors
•Machine motions that are not smooth or accurate
• Switches that are not set in the correct positions
• Sensors that are not aligned or working correctly
• Fluid reservoirs that are not filled to the correct level
• Locking pins and devices that are missing or loose
• Safety guards that are not in place
• Surfaces showing signs of wear (detectable by the
repeated appearance of contamination)
• Machines that sound abnormal
• Machines with unfamiliar odors
• Machines with unfamiliar vibrations
4. The two kinds of breakdowns

35
 The two types of breakdown

Breakdown of function stopping type

( This is likely to be caused by the growth of a minor defect )

● Breakdown which will cause the stoppage
of all the function of equipment
● Breakdown which is caused by a partial
function stopping and will eventually lead to
the stoppage of all the function of equipment
Breakdown

Breakdown of function deteriorating type

( This loss is liable to be bigger than the first type )

● Breakdown which is caused by the
deterioration of a partial function of equipment,
will not lead to the stoppage of all the function
of equipment, but will generate various losses
such as defectives, yield loss, minor stoppage
loss, idle loss, etc.
 Hidden defects
Hidden defects are the ones which will eventually cause a breakdown but which have not
yet taken place detected.
There are 3 types of hidden defects.
①①Physically
Physicallyhidden
hiddendefects:
defects: Defects which have not been attended due to the physical
structures of the equipment
・ Internal defects which go undetected by not being carried out overhaul.
・ Defects which can not be detected because of the shape and / or position of the part
(e.g. level gauge)
・ Defect which cannot be detected by dust, dirt, etc (such as a crack in the Banbury
mixer)

②②Psychologically
Psychologicallyhidden
hiddendefects:
defects Defects which are overlooked due to the low level of
awareness or skills among those in charge of the equipment
・ Defects which are actually visible, but have been neglected
・ Small defects which are ignored or not being dealt with because they are not
considered as important (minor defects)
・ Defects which are not noticed even though there are clear signs of abnormality.
(Importance of distinction between normal and abnormal)

③③Technically
Technicallyhidden defects:
hidden defects Defects which have been unattended as design
weaknesses caused by insufficient technical checking
・ Strain inside the shaft (catastrophic breakdown)
・ These breakdowns rarely take place and must be addressed by involving technical
staff
 Identifying hidden defects

Clean / touch
① Maintain basic equipment conditions Tighten bolts and nuts
Identify physically
Enforce the three basic conditions of hidden defects
being clean, lubricated and tightened
Five issues for identifying hidden defects

② Comply with conditions of use

Enforce conditions required for equipment to
function correctly
Clarify and adhere to operation, control and
loading conditions for each piece of equipment Identify
psychologically
③ Restore deterioration
hidden defects
Identify deterioration and restore them to their
original state
④ Correct design weakness
Clarify design weaknesses and implement
countermeasures
⑤ Improve operating and maintenance skills Identify technically
Clarify skills needed by people operating and hidden defects
maintaining the machine, and raise technical
skills through education and training
5. Principles of establishing an efficient
and effective maintenance

The major problem of a plant is to utilize

equipment in an optimal way with well organized
maintenance.

Equipment is designed to be reliable, but still liable
to breakdown because it consists of many
components and only when one of the
components (A components) breaks down, it
will break down.

To eliminate breakdowns is technically possible,
but the problem is how to do it economically.
39
Attempting to develop a maintenance
plan for each component is always
our first choice.
Machine redesign occurs only if an
acceptable maintenance plan cannot
be developed.
 What is the Problem?

Equipment breakdown does not occur suddenly

except it is caused by a human error. Equipment
breaks down when a component breaks down.

There is a symptom before the breakdown takes
place. The problem to be addressed is how to detect
it economically.

Identifying the component which will lead to a
breakdown before it breaks among many components
which constitute the equipment is a real issue.

41
The problems :

1.Few people understand the entire

process and the three elements (tooling,
process, layout) of production engineering
well.

2.Unless having experienced production on

the shop floor, the actual situations of
production cannot be understood.

3.Equipment is normally purchased. Few

engineers and technicians understand the
structure and mechanism of the equipment.
Structural drawing of
the cylindrical
grinder

Equipment is
normally
purchased.
Few engineers,
technicians and
operators
understand the
structure and
mechanism of
the equipment.
 Identify !

The first problem is to know the structure and mechanism of

the equipment.

Problems to be addressed is how to detect the component
which will lead to a breakdown economically.

This requires analyzing breakdown data in depth.

44
The first
problem is to
know the
structure
and
mechanism
of the
equipment.
A clever thief will find customers first
and then steal.
A poor thief will steal first and then look
for customers.

Causes and
Potential
Improvement

46
1. Attempting to develop a maintenance plan for each
component is always our first choice.
2. Machine redesign occurs only if an acceptable
maintenance plan cannot be developed.
3. Replacing failed parts on a machine does nothing to
prevent the machine from failing again.
4. Machine repair without breakdown analysis simply
maintains the vicious cycle of breakdown
maintenance.
5. 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.”
6. 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.
7. Machine deterioration, inadequate machine design, or
misuse of the machine can cause abnormalities.
(1) Machine classification into AA, A, B and C.
Note : Classification of machine and/or areas into
AA, A, B and C differs depending on the subject, i.e.,
AM, PM and QC and their countermeasure level i.e.,
reactive, preventive and proactive.

Reactive Preventive Proactive

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

49

Machine capacity data should be plotted
over a length of time that is significant for
production needs.

Long-term averaging is of little use, because it
masks reliability problems that have significant
negative impacts on manufacturing productivity.
(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.

51
 Machine Ledger
Machine  Sub
Sub--assembly

80Robot1 Controller Robot Gripper

Component Classification A B C
Batteria per RPU

Scheda DEVICENET
6) Motore Asse 6
DNP

Collare STC0002
C 16% Auxiliary Power Supply 7) Riduttore Asse 1

Modulo Input/Out
Scheda RSM TURK

8) Riduttore Asse 2
Braccio d'estremità
300mm STB0300

B 19% Cavetto comando

elettrovalvola

A 65%
 STEP 3
MACHINE LEDGERMachine ledger

23
If you cannot see your entire
maintenance plan clearly and plainly
for every machine, you need to
improve the organization and visibility
of your machine maintenance
scheduling plans.
(3) Measuring time between two consecutive breakdowns

Initial breakdown -- design weaknesses, manufacturing
errors, installation errors, poor
maintenance

Chance breakdown -- human errors

Wear out breakdown -- professional maintenance

55
(4) Breakdown analysis to specify root cause(s)
-- Reactive : take countermeasures against the
recurrence of the same breakdown
-- Preventive : take countermeasures against
similar problems.

56
What Should We Do after Breakdown Is Solved to
Prevent It from Re-occuring?

57
① breakdown to maintain basic conditions
Basic conditions
-- Clean
-- Lubrication
-- Tight and secure machines
② breakdown to observe operating conditions
③ breakdown to restore equipment. Equipment
deterioration is neglected.

58
 ④ Design weakness
Residual strength of the machine components and the
kinetics of the systems are less than the forces applied.
Insufficient strength

⑤ Insufficient operator skills

⑥ Insufficient maintenance skills

⑦ External reasons such as spare parts quality, etc.

59
 Example

Contact with
Related 187 EWO
Specify the brands departments
standardization and
warehouse supply
BREAKDOWN ROOT CAUSE DISTRIBUTION
AM Standarts
30%
OPL

25% 28%
27%
Review
procedures
20%
for Preventive
Maintenance
15% Training 18%
Management
both AM+PM of “AM Team”
10% 13%

8%
5% 7%

0%
Exterior Effects Errors due to Project Insufficient Operations not Lack of Basic
Spare Part lack of Weakness Maintenance properly Conditions
Quality/Missing knowledge executed

60
 Machine Ledger
EWO
- EWO for all
breakdowns
- All EWO in CMMS

- Measurement between
PM to the breakdown
CMMS - SAP
or between the two breakdowns

- components
replaced

- time spent
 EWO

action description - steps taken

- difficulties
- sketches
- components replaced

- safety issues

- spare parts problems

- ‘logistics problems’
 EWO

using N
potential
5W + 1H causes
list

cause
verification

Broken component tag

Broken components area

TBF for components

expressed in:
Prof. Yamashina:
- # working cycles
However well in details the report is written it does not give the
- working hours real information unless the person who receives the report
sees the actual broken machine/ component.
 - Is there PM and/or AM standard for this defect?
EWO - Was it possible to identify defect before it occurred?

- Does the standard cover the identified defect?

- When recently the standard was planned?

- When recently the standard was performed?

- For when the next standard is planned?

Human
Error
weaknes
Design
Operating No PM
conditions

No AM
Basic condition

quality
Spare
parts
Human error – in
usage
 Actions taken to:
EWO

-reveal potential defects

(PM / AM)

-improve and
extend solutions to other
similar components (FI)

-extend created
knowledge (PD)

- improve future
machines (EEM)

- contact with parts

supplier
External factor
EWO Energy
Lack of knowledge of factors supply
Maintenance worker

Direct material
Human Error problems
Lack of
knowledge of
Operator Design
Design weakness
weakness Step 3 EEM
Error of
Lack of / Maintenance
ineffective worker root cause
prevention Human error
Assembly Step
Lack of control 4 EEM
Error of
of operating
Operator
conditions
Human error
Installation
Lack of basic Step 5 EEM
conditions
PM Calender

Prepared by the
evaluation of
“Machine Ledger”

67
 ALL AA MACHINES
ARE COVERED BY
100% TBM
ACTIVITIES BASED ON
SMP

68
69
70
 Example : A slit valve assembly

Vacuum seals Cam followers must be

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

Sensors should be on Each sensor located at a

left side specified location

Piston seals must be

leak-free and tight

Bolts must be properly

Speed controls installed correctly to installed, torqued, and
regulate pneumatic cylinder exhaust locked

71
Item Required Condition Actual Condition Found
1 Speed controls installed correctly to Speed control valves installed backward
regulate pneumatic cylinder exhaust
2 Each sensor located at a specified Piston location sensors installed in wrong
location position
3 Piston seals must be leak-free and Cylinder piston seals leaky and loose
tight
4 Bolts must be properly installed, Loose or missing bolts
torqued, and locked
5 One specific shim must be placed on Center shim missing-cylinder not
each side of the yoke perpendicular to yoke
6 Yoke must be installed on cylinder Yoke unthreading from cylinder and
rod thread with specified thread striking machine surfaces
locker
7 Vacuum seals must be leak-free Vacuum seals leaking
8 Cam followers must be adjusted to a Cam followers misadjusted
specific clearance
9 Sensors should be on left side Cylinder 90°out of rotation
 Analyze

About half of all equipment

abnormalities are manmade and not
caused by machine deterioration, as
most people suppose!
 Human Error - assembly

Damaged component
Root causes
Pareto strat z tytułu awarii dla op. 30 Podłogi przedniej z
podziałem na przyczynę źródłową

14 000
12 000
Brak/nieef ektyw ność
10 000 prew encji

[PLN]
8 000
Niedoskonałość projektu
6 000 maszyny
4 000
Brak/nieef ektyw ność
2 000 prew encji
0 Czynnik zew nętrzny,

Robot NH3
OP030R01

OP030 PC1

OP030R01
PXR00948
Robot 30

Transporter
Station op.

Kleszcze
części zamienne, detal

220-2.7
R3

palet
do produkcji

20
Błąd pracow nika UR

Maszyna
Machines

Modified by the supplier

0 breakdowns

B/C = 6

PM
EEM
BEFORE AFTER BEFORE AFTER
 Human Error - installation

simulation sessions in Damaged component

suppliers laboratories

No material problem;

ROOT CAUSE: MP Info

• installation error

0 breakdowns
 Maintenance Analysis
Maintenance analysis is not a short form of 5-why analysis,
even though it might appear so at first glance. Rather, it is
a simple approach to designing a maintenance solution to a
machine breakdown. Two simple “whys” are asked and
answered:
1. Why did we not see this breakdown coming?

Many breakdowns provide early warning signs, some of
which may appear weeks or months ahead of the
breakdown. Others may appear only hours or days ahead.

No matter the time frame, these warning signs are often
detectable by human senses― perhaps as much as 90
percent of the time, and three-quarters of these are
detectable visually.

Other breakdowns occur at predictable intervals of part age
or use. What PMs might be put into place to catch the
warning signs of this breakdown?
2. Why did our maintenance plan not prevent this
breakdown from occurring altogether?

Did the part die earlier than its expected life because of
accelerated deterioration? If so, why are we not
maintaining the proper conditions-of-use for this part?

Did the part reach its natural life expectancy? If the
breakdown was a true end-of-life breakdown, and the life
expectancy is predictable, a PM could be created to
replace the part when it is approaching the end of its
useful, but before it fails.

Precision maintenance is 100 percent complete
maintenance carried out on time and executed precisely
according to the prescribed procedures. It is achieved
when “the machine does not know the difference” as to
who is performing the maintenance work.

Maintenance must be carried out precisely to be
effective and to be effectively improved.

Precision maintenance requires a great deal of
preparation and support that most maintenance
departments lack. If precision is not achieved, further
improvements to the equipment maintenance plan will
not be effective.
 Required detailed checklists

Creating and using a maintenance plan effectively
requires using detailed checklists to carry out scheduled
maintenance work.

It also requires adhering in a disciplined way to checklist
criteria during PMs.This is different from allowing
individual technicians to decide what any given PM
should consist of and how it should be performed.

Preventive maintenance routines not only must be
carried out with precision discipline, they also must be
improved continually. Creative improvements are best
captured each time that a PM is executed.
 Link to cost deployment
Transmission plant - Losses 2007
5.961
6.000

5.000 4.613
K€/anno

4.000
2.828
3.000

2.000
1.416 1.333
892
1.000 689 687
220
0
S

PS

ES
N

T.
TM
A

IO
W
VA

SA
A

G
W

T-

O
TA

PT
R

A
N

IS
O

SE

D
SC

PP

M
D

EL

/D
T
K

SU
U

G
D
EA

SH

ST

IN
N
R

C
O
P/

O
B

N
C
R
U

LA
R
IC
T-

VE
M
R

A
A

B
O

N
ST

U
900

800
C matrix:
C matrix: K€ guasti / UTE
breakdowns losses/ute
700

600
k€/anno

500

400

300

200

100

0
208 222 203 207 205 202 204 201 223 221
 Losses stratification up to machine level
D matrix, fonte EWO:
900

800
D matrix(EWO data source):
imputazione breakdowns
guasti-pilastro losses/pillar
di competenza D matrix
PM €/PD
700 €/FI
€/PM
600
€/AM
k€/anno

500

400

300

200

100

0
208 222 203 207 205 202 204 201 223 221

Ute 201 machine: breakdowns losses / PM pillar

MODEL
30 Ute 202 machines: breakdowns losses / PM pillar
30
10
K€/ anno

AREA
20 20
Ute 203 machines: breakdowns losses / PM pillar
/ anno

25
60 Ute205
Ute 204machines:
machines:breakdowns
breakdowns losses / PM
PM pillar
pillar
150 3020
/ anno

10 50 5
Ute 208 op: breakdown analisis / PM pillar
15 D matrix(EWO data source):breakdowns losses / PM pillar
K€ K€
anno

15
k€/anno

40
K€/anno

K€/ /anno

0 2010
100 10
30 AA
210

170

200

130

180
05
K€

20
1050
50
10
20 100 120 10 Machine
50 level
000 10 60 70 80 20
97carico
06.0
02.0
16
11
09.0
15
03.0
13
07.0
14
98
08.0
97

0.1
04.0
05.0
10
12
17
18
0 110 150 120 130 50
70 110 100 30 120
20 40 30 50 10
 900
Link to cost deployment
800
C matrix:
C matrix: K€ guasti / losses/ute
breakdowns UTE

700

600 D matrix
k€/anno

500

400

300

200

100

0
208 222 203 207 205 202 204 201 223 221

D matrix, fonte EWO:

900
imputazione
D matrix(EWO data guasti-pilastro di competenza
source): breakdowns losses/pillar
800
€/PD
700 €/FI
PM €/PM
600
€/AM
k€/anno

500

400

300

200

100

0
208 222 203 207 205 202 204 201 223 221
(4) Breakdown analysis to specify root cause(s)
-- Reactive : take countermeasures against the
recurrence of the same breakdown
-- Preventive : take countermeasures against
similar problems.

83
 Revealing potential defects

Number of breakdowns does not decrease

Visible
breakdowns

Potential defects

Prevention of
breakdowns at the
similar process through
horizontal expansion Potential defects have been revealed

84
 The importance of maintenance information

A shop-floor where abnormalities can be detected

Operators who know

the equipment well Skills “ Human ” sensor

Abnormality
in the effect
・ Visual management Detect
abnormalities
・ Fool proof Abnormality
in causes Prevention ZERO

Image of ideal process 5S Zero defects shop

 Flow Diagram for Preventing Recurrence of Unexpected
breakdowns
Unexpected
Trouble input card
breakdown

CMMS Relevant workplace

NO
Daily/monthly Maintenance
breakdown reports Dealt with locally
department
YES

Restorative action Emergency action Emergency action Restorative action

Action to
restore operation

86
 Flow Diagram for Preventing Recurrence of Unexpected
breakdowns
Prepare quick
Service input card breakdown report
Unexpected breakdown
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 breakdown
of the breakdown in other areas

Prepare
action report
Recurrence-
Service input card prevention Filing
action report form
87
(5) Easy C I LR

C: Eliminate contamination
I : Quick inspection
L : Central lubrication system
R: Refastening (marking, various methods not to
loose)

88
 The Importance of Cleaning

Why clean ?
• Dust damages machines.

Detailed cleaning to remove all contamination ensures

that all parts of equipment is touched. Only in this
way can we find hidden defects.

89
 Exposing seven types of abnormality

Abnormality Examples
1.Minor Flaws
• Contamination Dust, dirt, powder, oil, grease, rust, paint
• Damage Cracking, crushing, deformation, chipping, bending
• Play Shaking, failing out, titling, eccentricity, wear, distortion, corrosion
• Slackness Belts, chains
• Abnormal phenomena Unusual noise, overheating, vibration, strange smells, discoloration, incorrect
pressure
• Adhesion or current
Blocking, hardening, accumulation of debris, peeling, malfunction
2.Unfulfilled Basic
Conditions Insufficient, dirty, unidentified, unsuitable, or leaking lubricant
• Lubrication Dirty, damaged, or deformed lubricant inlets, faulty lubricant pipes
• Lubricant supply Dirty, damaged, leaking; no indication of correct level
• Oil level gauges Nuts and bolts: slackness, missing, cross-threaded, too long, crushed, corrected,
• Tightening washer unsuitable, wing nuts on backward
3.Inaccessible Places
• Cleaning Machine construction, covers, layout, foothold, space
• Checking Covers, construction, layout, instrument position and orientation, operating-range
• Lubricating display
• Tightening Position of lubricant inlet, construction, height, footholds, lubricant outlet, space
• Operation Covers, construction, layout, size, footholds, space
• Adjustment Machine layout; position of valves, switches, and levers; footholds
Position of pressure gauges, thermometers, flow meters, moisture gauges,
vacuum gauges,etc.
 Exposing seven types of abnormality

Abnormality Examples
4.Contamination Sources
• Product Leaks, spills, spurts, scatter, overflow
• Raw materials Leaks, spills, spurts, scatter, overflow
• Lubricants Leaking, spill, and seeping lubricating oils, hydraulic fluids, fuel oil, etc.
• Gases Leaking compressed air, gases, steam, vapors, exhaust fumes, etc.
• Liquids Leaking, spilt and spurting cold water, hot water, half-finished products, cooling
water,
• Scrap waste water, etc.
• Other Flashes, cuttings, packaging materials, and nonconforming product
Contaminants brought in by people, fork-lift trucks, etc. and infiltrating through
cracks
in building
5.Quality Defect Sources
• Foreign matter Inclusion, infiltration, and entrainment of rust, chips, wire scraps, insects, etc.
• Shock Dropping, jolting, collision, vibration
• Moisture Too much, too little, infiltration, defective elimination
• Grain size Abnormalities in screens, centrifugal separators, compressed-air separators, etc.
• Concentration Inadequate warming, heating, compounding, mixing, evaporation, stirring, etc.
• Viscosity Inadequate warming, heating, compounding, mixing, evaporation, stirring, etc
 Exposing seven types of abnormality

Abnormality Examples
6.Unnecessary and Non-urgent
items Pumps, fans, compressors, columns, tanks, etc.
• Machinery Pipes, hoses, duct, valves, dampers, etc.
• Piping equipment Temperatures, pressure gauges, vacuum gauges, ammeters, etc.
• Measuring instruments Wiring, piping, power lead, switches, plugs, etc.
• Electrical equipment General tools, cutting tools, jigs, molds, dies, frames, etc.
• Jigs and tools Standby equipment, spares, permanent stocks, auxiliary materials, etc.
• Spare parts Tape, string, wire, metal plates, etc.
• Makeshift repairs
7.Unsafe places
• Floors Unevenness, tramps, projections, cracking, peeling, wear (steel deck
• Steps plates)
• Lights Too steep, irregular, peeling anti-slip covering, corrosion, missing handrails
• Rotating machinery Dim, out of position, dirty or broken covers, not properly explosion-proofed
• Lifting gear Displaces, fallen off or broken covers, no safety or emergency stop devices
• Other Wires, hooks, brakes, and other parts of cranes and hoists
Special substance, solvents, toxic gases, insulating materials, danger signs
protective clothing, etc.
 The Importance of Inspection

Why inspect ?

• Inspection traces the conditions of areas known to be prone

to defect.
• Inspection leads to understanding and ownership of what and
how to control conditions and make the job easy.

93
 The Importance of Lubrication

Why lubricate ?
• Reduce friction and wear
• Dampen shock
• Cool moving elements
• Prevent corrosion
• Seal out dirt

Poor lubrication destroys machines !

Leaking oil, poor greasing, no lubrication regime creates
massively accelerated wear and tear.

94
 Damages and Countermeasures

Damage of bearings

Wear on the outer rim

Condition of wear Cause Countermeasures

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

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

96
 Damages and Countermeasures
Damage of bearings

Satin finished surface of the outer rim

 Damages and Countermeasures

Damage of bearings

Satin finish surface of the inner rim

Condition of wear Cause Countermeasures

Impression like satin finish Main minute foreign body get in • Thoroughly wash around the
surface occurred on the rim or bearing
rolling surface • Improve the sealing devices
and prevent foreign body from
invasion

99
 Damages and countermeasures
Damage of toothed gears

Excessive Wear
 Damages and countermeasures

Classification Phenomenon Cause

Deterioration of tooth Although wear does (1) In spite of the load

surface wear not look serious from imposed on the tooth
outside, actually the and the roughness of
tooth surface is the tooth surface, oil
chipped away film is very thin. Thus
the effect of
lubrication is almost
none, which causes
severe metal contact
repeatedly.
(2) The existence of
minute abrasive
foreign body may also
be the cause of the
wear.
 Damages and countermeasures
Damage of toothed gears

Scratching
 Damages and countermeasures

Classification Phenomenon Cause

Deterioration of tooth Deep and linear (1) Solid foreign body

surface : wear scratches appear with the diameter
parallel to the sliding bigger than the
direction of tooth thickness of the oil
surface. film between two
tooth surfaces gets in.
(2) The surface of a
tooth is scratched
against its opposite
tooth surface with a
built in foreign body.
 Damages and countermeasures
Damages of the chains

Insufficient oiling
 Damages and countermeasures

Damages of the chains

Insufficient oiling
 Damages and countermeasures

Symptoms/conditions Anticipated cause Countermeasures

of damages

The wear takes place Insufficient oiling and Periodically supply

at a part of the chain. uneven oiling the lubrication oil with
The chain is condition proper viscosity.
elongated and thus
that part does not
bend smoothly.
The pin with
lubrication oil is worn
out, and the one
without lubrication oil
shows adhesion wear.
 Functional elements and their troubles
Functional element Functional part Trouble Cause

1. Lubrication Lubrication oil, grease Seize Lack of lubrication oil,

Improper oil
2. Bearing Ball, Roller, Plain bearing Seize, Vibration Lack of lubrication oil,
Overload, Eccentricity
3. Body of rotation Impeller, Rotor Shaft seize, Vibration Unbalance

4. Connection Coupling, Gear, Key Breakage, Vibration Eccentricity, neglected

wear
5. Transmission V belt, Chain, Clutch Sliding, Heat Neglected wear

6. Sealing Packing, Sealing Leakage, Explosion, Fire Neglected wear,

mechanism insufficient fastening
7. Dust protection Filter strainer Blocking Lack of cleaning, Damaged
element
8. Fluid control Pipe, Valve, Orifice Abnormal pressure, Neglected foreign body
Clogging, Abnormal
quantity of flow, Leakage
9. Fastening Bolt, Nut, Flange, Pin, Vibration Insufficient fastening
Rotor
10. Indication Pressure gauge, Temperature, pressure, Clogged, Insufficient
Instrument Abnormal quality of flow checking
11. Main body Pump, Compressor Vibration, Leakage Damage, Insufficient
fastening
108
109
 factory

Trouble due to
foreign matter, dust,
dirt, etc. water- Dust falling from
soaked beams, crane hoists,
The floor must be
mat vent pipes, etc.
cleaned until no dirt sweat
can be detected on from
stroking with the palm hands, Splattering and
of the hand or a white wat etc.
er dropping of oil, water,
glove dirt, etc.
tray

Dust and dirt brought in by Floor dust and dirt raised Contamination brought in
trolleys, movement of pallets, by cleaning, movement of on the work itself
packing materials and people, and placing wire
machines, movement of slings, containers, etc. on Contamination created by
people, ingress of outside air floor processing the work
Scattering of sawdust, paper
fibers, etc.

Fig.

110
Countermeasures:

1. Wax or paint floors

2. Keep ceiling beams and cranes clean
3. Provide wet mats at entrances
4. Fit wheels with brushes or rags brush attach brush or rag
5. Ensure that interior of workshop is not at
negative pressure
6. Do not install large-capacity ventilation grime collector grime collector
equipment unless absolutely necessary

Fig. (Cont’d) Measures against sources of contamination in

precision machine shops

111
 How to reduce time required for inspection

1. Make the hidden inspection spot Transparent

acrylic board
revealed.
* Number of
belts
* Wear, dust
and dirt
* Tension

2. Place the
inspection spot
*Vibra-
at the height of tion
*tempera-
operator's eyes. ture

3. Make the
hidden parts
visible.

112
 Easy to
inspect

It takes too much

time to inspect

strainer

strainer

113
Quick inspection
30 min.
Level 1 ( Checking by the check list )

114
Level 2 ( Visual management ) 10 min.

115
Level 3 Concentration ( no need to walk ) 2 min.

116
Level 4 Easy recognition ( no need to have a check list )
30 sec.

117
Level 5 No need to check Instantly
( If something goes wrong, immediate alarm by light and
sound )

cf.：The four phases of establishing

the visual management system118
Central Lubrication

There are Automatic

too many lubricating system
lubrication
spots.

To each
lubrication spot

119
 Centralized oil charging

Two centralized lubrication systems which do not require

to stop the machine.

Carrier guide

Distribution pipe

Main pipe

Greasing pump

Distribution valve

120
 Oil Charge-less
From gear driven mechanism
which requires lubrication To belt driven mechanism
which does not lubrication

Paper

Gear Timing belt

Automation for oil charging

Oil charge Automatic

by hand lubrication

121
 Greasing bearings from outside

Machine

Driving side frame

Operation side
frame

* Bearing
Greasing thru cupper pipes

122
(6) Visual control

“In a world class plant, there is a system which

makes it possible to highlight any abnormality
visually in such a way that anybody can recognize
it as a problem.”

123
 The necessity of
minimizing inspection
time

124
For reference

Non-loosened bolt!
 Example: The overall check sections of an oil
lubrication system and check items;
①Oil leakage in the pipe or at the joint
①Oil leakage at the pipe connections
distribution valve
①Pulsation of the
②Checking of discharged oil
pump ②Crush and scratch on the pipe
②Abnormal noise joint pipe Distribution valve
of the motor
<Check items of the
③Temperature of Pressure control valve sliding section>
the motor Pump unit ①Pressure gauge
①Lack of oil film
②Refastening of the
pipe connections Rotating section ②Damage of dust removal
wiper
③Checking operation
of pressure control <Check items of the
valve rotating section>
①Lack of oil film
①Checking of oil type Oil tank ②Deterioration and
Lubrication oil ①Oil level gauge damage of the oil seal
②Change of oil color
②Damage of tank ③Wear metal
③Mixing of dust and alien obstacles
④Mixing of water ③Seal on the upper lid of the tank
⑤Mixing of air bubbles ④Oil inlet and oil charge filter
⑥Checking of viscosity ⑤Line filter
⑦Checking of oil temperature ⑥Dust, dirt at the bottom of the inside of the tank 126
Checking methods and know-why (1)
Section
Upper limit
Oil tank line

Checking items

(1) Check the level of

Lower
the oil level gauge limit line

Checking methods and evaluation criteria

•By cleaning the oil level gauge, check if the oil level gauge is broken or not, if the
upper and lower limit lines have disappeared or not and if the oil level is appropriate or
not.

127
Improvement directions in the case of “no”
•Change the oil level gauge.
•Draw the upper and lower limit lines of the oil level gauge.
•Supply lubrication oil up to the upper limit line.

Know-why (Why is this improvement required?)

・Breakage of oil level gauge → Dust will be mixed in lubrication oil.
・Dirty oil level gauge, disappeared upper and lower limit lines
→Impossible to read the gauge
→Overflow takes place at the time of oil supply
→ Waste of oil
→ Make the machine and the floor dirty
→Insufficient oil quantity
→Induction of air
→ Abnormal wear of the pump
→Lower air pressure
→Oil film of the lubrication required section being cut
→Unstable transfer of the processing point
→Defecting quality
→Lowered speed
→Stoppages by breakdown
→ Oil film of the lubrication required section being cut

128
Checking methods and know-why (2)
Section

Oil tank

Checking items

Oil filter
(4) Check the oil inlet
and the filter

Checking methods and evaluation criteria

•Remove the oil inlet cap and clean the inlet

•Check if there is oil filter installed
•Remove the oil filter and check if there is dirt, clogging or damage on the filter
•Check the mash of the filter
129
Improvement directions in the case of “no”
•Install the oil filter
•Clean the oil filter
•Exchange the oil filter with a new one

Know-why (Why is this improvement required?)

・Damage of the oil supply filter or no filter

→Invasion of dust and dirt
→Clogging of the suction filter element
→Occurrence of cavitations
→Unstable supply of oil to the lubrication required section
→Oil film of the lubrication required section being cut
→Abnormal wear of the lubrication required section
→Unstable transfer of the processing point
→Defecting quality
→Lowered speed
→Stoppages by breakdown
→Induction of dust and dirt
→ Abnormal wear of the pump and the valve
→Lower pressure
→Unstable oil supply to the lubrication required section
→ Abnormal wear of the lubrication required section
→ Forced deterioration of lubrication oil

130
Checking methods and know-why (3)
Section

Oil tank

Checking items Rust, alien Rust, alien

substance substance

(5) Check dust and dirt

on the inner bottom of
the tank Dirt, alien substance Magnetic bar

Checking methods and evaluation criteria

•By putting a magnet bar from the oil inlet and checking the bottom of the tank
by the magnet, check if there is any metal or alien substance stuck to the tank.

131
Improvement directions in the case of “no”
•Wash the tank
•Apply the rust inhibitor, which does not influence oil, on the inside wall of the tank
•Remove the source of rust
・Deterioration of the seals on the upper board of the tank and/or the piping
section.
・Clogging of the element in the air breezier
・Oil pot
Know-why (Why is this improvement required?)

・Abnormalities within the tank

→Alien metal substance (mainly rust)
→Occurrence of seizing in the pump, valve and lubrication required section
→Unstable transfer of the processing point
→Deterioration of quality
→Lowered speed
→Stoppages by breakdown
→Dust and dirt
→ Deterioration of lubrication oil
→ Clogging of the suction filter element

132
Visual Control to minimize inspection time
Visual control means that the equipment itself informs the
operator of its abnormality.

Abnormal !

133
 The five requirements for the object of
visualization to make it work

1.Clear understanding of what function/operation it should

have
2.Its position
We must be able to see it easily and clearly (neither too high,
nor for low, nor too much in the depths.)
3.Its direction
(The object must show its face from the point where the
operator can see.)
4.What message it wants to convey exhibiting by quantifying
it as OK or not OK as much as possible.
5.Distinction by color so that the operator can see at a glance
by image without reading.
The four phases of establishing the visual management system
1.Phase 1
Identification of the object to be managed visually
Step 1 : arranging conditions in such a way that abnormality can be seen
(initial cleaning, etc. is just the starting point).

Air
Filter Filter Air
Regulator Regulator

Lubricator Lubricator

Visual Rubber
indication ring

Visual control

Comparison between Visual Indication and Visual Control

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

Easy to
inspect

It takes too much

time to inspect

strainer

strainer
* It cannot be seen due to its position

Make it easy to
tell whether the
thermocouple is green (normal value)
fully inserted

red (safety limit)

Interior

Step 3 : Establishment of tentative standards to prevent abnormality to

take place.

137
3. Phase 3 Coloration of the object to be controlled
Step 4 : Destination between normal and abnormal
-- Basic conditions : no looseness, no oil deterioration
-- Processing conditions : right current, right voltage, no vibration,
accuracy of jigs, etc.
Step 5 : Coloration of the criteria, whether it is normal or not normal
Green : normal
Yellow : abnormal
Red : risky

Install in pumps, valves,

bearings, motors, etc.
 4. Phase 4 Leveling up the visual control system

Step 6 : Establishment of standards to prevent abnormality to take

place considering the above points of step 4, 5 on top of 3.

[ Before ] [ After ]
Water supply
display lamp
OK !
Washing Scale
booth

Tank of washing
liquid Cover Float

• Paint defects due to shortage • Noticeable in case of shortage

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

Level 5 No need to check

( If something goes wrong, immediate alarm by light and sound)

Instantly
Three key words for visualization
1.Easiness of watching
* Make the face of the object visual
* Make it visible
* Requires no labor nor time

2.Pursuit of easy understanding

* Quantify normal and abnormal conditions
* Make easy to see it
* Make easy to understand and judge by image
The flower
withers when oil
3.Conspicuousness has been run out

* Attract attention
When a right amount
* Make it non-ordinary of oil is fed, the
flower becomes
* Make it striking open by the move-
By looking at the ment of the float.
flower, we can
observe anomaly
of the oil quantity

The buoyancy of
the float
The three major effects we can expect by visualization

1.Timing : Early discovery of abnormality

(Prevention of possible losses/happenings of
troubles)

2.Accuracy : Prevention of forgetfulness, lack of attention,

wrong judgment, wrong action)

3. Pace : Quick and efficient checking and inspection

When some part, if it breaks, has a
risk of creating a huge damage, then
it must be placed to expose it to
human eyes such that its anomaly
can be detected quickly enough
even if such placement looks ugly.
(eg. The rupture of hoses,
breakdowns of cables)

143
Shop floor is a mirror.
144
Visualization for the checking route

145
(7) From BM, TBM (AM & PM calendars) to the intelligent
maintenance (combination of BM, TBM and CBM)

146
6.The aims of Autonomous Maintenance
and Professional Maintenance

Influenze esterne Scarse competenze Mancata osservanza Mancato

Progettazione della Mancato ripristino
Materiali, Ricambi, degli operatori e dei delle condizioni mantenimento delle
macchina e/o dei delle anomalie
Clima, ecc manutentori operative condizioni base
componenti debole

Definire gli
standard di AM

OPL per operatori

e manutentori OPL sulle
condizioni
Matrice delle operative
competenze

Calendario PM

Segnalazione al
costruttore, Standard di
fornitore progettazione

147
 Aims of AM (Autonomous Maintenance)

1. To prevent equipment deterioration through correct

operation and daily checks

2. To bring equipment to its ideal state through

restoration and proper management

3. To establish the basic conditions needed to keep

equipment well-maintained

148
 The roles of autonomous maintenance

A machine breakdown does not occur suddenly.

There is a symptom of the breakdown before it takes
place. That is, it is the result of the growth of a minor
defect.

To eliminate breakdowns, it is necessary to check
equipment for detecting a symptom of a breakdown.

Maintenance crew cannot detect and cover all the
symptoms of breakdown.

It is the operators of machines and processes who
1

can catch the information on the status quo of an item

of plant and prevent it from breaking down.

149

Unless the operators know how to maintain equipment,
they cannot help having equipment breakdowns.

AM is powerful in case where there are operators and
where breakdowns, defectives and minor stoppages
take place due to lack of maintaining the basic
condition of equipment and when they inspect their
equipment.

Easy to
inspect

It takes too much

time to inspect 1

strainer
150
strainer
 Trends in reduction of equipment breakdown
( No. of breakdowns )

1200
The basic rules for reducing breakdowns to
1000 zero are countermeasures based on the
identification of hidden breakdowns and
autonomous maintenance by production
800 department. Tokai Rubber carried out these
measures and was able to significantly
reduce breakdowns in just over 2 years. In
600 some factories they achieved zero
breakdowns.
400

20
0 Phase Phase 2 Phase 3 Phase 4
0 1
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 ・ ・ ・ ・ ・
( month )
 Aims of PM (Preventive Maintenance)

1. To maximize equipment reliability and

availability at an economical cost
2. To eliminate unplanned maintenance
activities
3. To achieve zero breakdowns and process
breakdown losses with the cooperation of
production people (AM) and quality people
(QC).

152
 • In general, one third of breakdown
Total number of breakdowns

PM comes from lack of basic conditions.

Including
Human
• Another one third of them can be
avoided if the competence of AM
errors
people can be raised and AM step 1
PM(AM) – step 7 are carried out rigorously
with well organized inspection of
natural deterioration, but this costs
Lack of the basic much money.
conditions
• The rest can be tackled by PM step 1
– step 3. Once we establish a PM
calendar, we understand what we have
to do with the equipment.

153
 Example
Number of breakdown

( Incidents / months )

Transition of the number of 6000

Natural
breakdowns at “ D company ”
deterioration
5000 of inside
Factory figures:
Natural
deterioration
1. Maximum production capacity: 4000 of outside
32,000～35,000 units per month
Forced
2. Employees deterioration
3,200 people 3000
3. Number of equipment
4,000 units 2000
4. Production processes
1st division: Machining, adjustment,
pressing, plating
2nd division: Plating, coating,
1000
assembly
0
1st year 2nd year 3rd year
1st half 2nd half 1st half 2nd half 1st half
Divisions of functions between operational and maintenance departments
Activities carried out Categorization
Type of
Aim method Prevent Measure Restore Oper Mainte
deterioration deterioration deteriorated part ation nance

Normal
Proper operation
◎
operation
Scheduling / Adjustment
◎
Cleaning, identification of hidden defects, response
◎
Maintenance

Lubrication
◎
Tightening
activities

Daily
Conditions of use, daily inspection for deterioration
◎
maintenance ◎
Minor maintenance

Regular inspection
◎
Regular Regular check ○ ◎
◎
operation over

maintenance Regular maintenance

◎
Efficiency of

Test tendencies
(assessment technology)
Advance ○ ◎
maintenance Irregular maintenance
◎
facility

◎
85%

Early discovery and confirmation of

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

Improvement Improve precision ○ ◎

activities

maintenance Condition monitoring ◎ ○

Maintainability
Improve inspection procedures ◎
Maintenance and
Improve maintenance
operations
◎
improvement Improve quality of equipment
◎
 7 steps of Autonomous Maintenance
(for Production People : capital intensive Step 7

area) Step 6 Fully

implemented
Step 5 Self-workplace autonomous
management management
Step 4 General
process
inspection
Equipment Challenge this step
Step 3 inspection for
quality and find benefits.

Tentative
Step 2 standards

Countermeasures
Step 1 against sources

Initial cleaning

Reactive Preventive Proactive 156

 Promote Autonomous Maintenance Step by Step
Step Activities
• Eliminate dust ant dirt from main body of equipment
• Expose irregularities such as slight defects, contamination
1. Perform Initial
sources, inaccessible places, and sources of quality defects
cleaning
• Eliminate unnecessary and seldom-used items, and simplify
equipment
2. Address
• Reduce housekeeping time by eliminating sources of dust and
contamination
dirt, preventing scatter, and improving parts that are hard to
sources and
clean, check, lubricate, tighten, or manipulate
inaccessible places
• Formulate work standards that help maintain cleaning,
3. Establish leaning and lubricating, and tightening levels within minimal time and effort
checking standards • Improve the efficiency of checking work introducing visual
controls
• Achieve quality maintenance and safety by establishing clear
procedures and standards for dependable autonomous
maintenance
4. Conduct general • Provide inspection skills training based on inspection manuals
equipment inspection • Get individual equipment items into peak condition by
subjecting them to general inspection
• Modify equipment to facilitate checking.
• Make extensive use of visual controls
157
 Promote Autonomous Maintenance Step by Step

Step Activities

• Provide instruction in process performance, operation, and

adjustment and in methods of handing abnormalities in order
to improve operational reliability by developing process-
5. Perform general competent operators
process inspection • Prevent inspection duplications and omissions by incorporating
provisional cleaning and inspection standards for individual
equipment items into periodic inspection and replacement
standards for entire processes or areas

6. Systematize • Improve setup procedures and reduce work-in-process

autonomous • Establish a system of self-management for work place flow,
maintenance spares, tools, work-in-process, final products, data, etc.

• Evolve activities and standardize improvements in line with

company and plant policies and objectives, and reduce costs
7. Practice full self- by eliminating work place waste
management
• Improve equipment further by keeping accurate maintenance
records (e.g., MTBF) and analyzing the data in them
158
 Four steps to capable operators

Practice full Production based Achieving zero breakdowns and

autonomous on the given zero defects with the help of PM
management schedule (focus : and QC people. Responsible for
7 production) daily production 4

Self workplace Workplace flow Detects process abnormalities

6 management (focus : process) promptly; takes emergency
action against them 3
Perform general Process problems Achieve quality maintenance and
5 process inspection (focus : process) safety by establishing clear
procedures and standards for
4
Equipment inspection
Machine capability 2
for quality dependable autonomous
(focus : machine)
maintenance
3 Establish cleaning and checking Basic conditions Understands process performance and
standards to prevent functions; operates process correctly
2 Address contamination sources and
deterioration
(focus : machine)
inaccessible places 159 1
1 Perform initial cleaning
Five Levels of Operators

Operation only
Multi-operations
2 + QC + AM
3 + Improvement
4 + Engineering

160
Autonomous maintenance

When equipment does not have the basic condition to be operated
and there are many possible causes which may lead to breakdowns,
a collective approach by AM without persistently asking why, why, - -
- to identify root causes, can work well. But when there are few
breakdowns, AM can be very costly.

Step 2 is key to get the benefits of AM.

Applying AM Step 1 – 3 is the key to establish the basic condition
of the equipment.

The major economic benefit of AM can be gained by AM Step 1 – 3.

Step 4 costs time and money.

Depending on the breakdown situation of the equipment applying
Step 4 cannot be economically justified.

We need to add something extra activities on Step 4 to get benefits
out of it.

161
 More Details in Pillar Approach for Better and
Continuous Results in Processes Under Control

Period from 2007 to 2009 with focus Since 2009 focus on other M
on M-machine losses Man + Method + Material
REORGANIZATION
WORKING STATION
Step 1 Non quality

Breakdown Step 5 CHANGE TOOL

Step 2 cause initial
conditions
AM workshop
model
Step 3 Start-up CHANGE TYPE
Step 6
Minor
Step 4
stoppages
OTHER LOSSESW
162

Deploy cross-departmental teams, ideally
involving everyone in the organization, to
all machines on the factory floor, one
team per machine or line.

Train each team member to competently
use WCM AM tools and productivity
improvement methods.
Install in

Charter each team to attack the pumps, valves,
bearings,
motors, etc.
productivity losses on their equipment―
first preventing machine breakdowns, and
then reducing other types of losses.

Challenge these teams to achieve a rapid
improvement rate, typically a minimum of
50 percent improvement within a year.
Specific machine losses should be
reduced to zero. Install in pumps,
valves, bearings,
motors, etc.

Deliver contingent consequences to team
members for their contribution to
successful results: greatly reward the
highest level contributors, and help others
to improve their level of contribution.
Employees are intelligent individuals
who are motivated by work that keeps
them informed about how their efforts
affect the outcome and gives them
power and responsibility to reach their
goals.
 Aims of PM (Preventive Maintenance)

1. To maximize equipment reliability and availability at

an economical cost
2. To eliminate unplanned maintenance activities
3. To achieve zero breakdowns and process
breakdown losses with the cooperation of production
people (AM) and quality people(QC).

166
 7 steps of Professional Maintenance
Phase 4 Step 7

Step 6 Maintenance
Phase 3 cost
Build a predic- management
Step 5 tive mainte- Establishmen
Phase 2 nance system t of
Build a (trend a planned
Step 4 periodic management) maintenance
maintenance system
Phase 1 Countermeasures system
Step 3 against weak
points
Establishment of the machine and
of lengthened equip-
Step 2 maintenance ment life
Reverse standards
deterioration Applying PM Step 1 – 3 with rigor is the
Step 1 (breakdown analysis)
key to eliminate breakdowns. The rest is
Elimination of forced deterioration the refining PM activities.
and prevention of accelerated deterioration

Reactive Preventive Proactive

167
An approach to achieving zero-
zero-breakdown operation

Phase 1 Phase 2 Phase 3 Phase 4

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

Exchange cycle 1

Exchange cycle 1 Exchange cycle 1 Exchange cycle 2

Only this range

Exchange cycle 3
Exchange cycle 2 does not fail Exchange cycle 2 Regular
maintenance Irregular replacement from prediction of
Exchange cycle 3 remaining life

Restoring deterioration of parts Extending individual product life Estimation of product life and Predict faults through
which have been left unattended regular restoration of technological and assessment
・Improve weak points regarding
deterioration skill
・Dealing with hidden faults individual product life
・Improve weak points regarding ・Improve maintenance (Increase ・Methods of reducing maintenance
overloading efficiency) costs
Eliminate forced deterioration ・Select parts appropriate to the
Use the five senses to grasp Estimate and lengthen remaining
situation
・Establish basic conditions signs life through technical analysis of
・Preserve order for operation Eliminate random breakdown Indicating internal deterioration faults due to physical damage
conditions
・Dealing with operational errors ・Distinguish faults which show ・Technical analysis of cause
(Think of failsafe devices) signs of damage from those Fractured cross section, material
・Dealing with repair errors which don’t fatigue, concentrated stress
(Improve procedures, tools) ・Investigate how to recognize
early signs
Restore external deterioration
・Operator education
・Repair all deterioration in external
appearance
Phase 1 ( Reduce the number of breakdowns to half) ― Step 1 to Step 2

Stabilize the interval between one breakdown and the next one
① Restore deterioration which has been left unattended
Priority must be given to addressing defects which are apparent but are not
attended due to either a tight budget or the lack of motivation.
・ Being left in use.
・ Being left loose
・ Being left out of position Make a list → Take countermeasure
・ Being left out of order

② Eliminate forced deterioration

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

Predict and extend equipment life times

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

(1) Analysis of a fractured cross section

Concentrated stress
(2) Analysis of material fatigue
Repetitive load
Alternating load NSN curve analysis
(3) Analysis of the gear tooth surface
 PM METHODOLOGY
Phase 1 Stabilize MTBF
0,12 MTBF = 2040 h
σ = 195 h
0,10

0,08
MTBF = 870h
0,06 σ = 500h

0,04

Substitution is planned at the

0,02
beginning of wear
-

Every 1650h
λ

Wear
zone
 PM METHODOLOGY
Phase 2 - Lengthen components life
800

700 Maintenance costs

600 Components Pareto
500

400

300

200

100

sa
Maint. Cost= Cmanhours + Cspare parts

le
32

ia
p

io
k

di

i
a

al

co
rin
rc

Ve

ng
nz

fre
gg
tro

gn
o
Tu

r
pi

lla

fl a
r

ca

fo
et
ffa

se
ic

co
e
ta

el

oc
M

or
af

to
at

rta

bl
St

ot

at
ab

po
M

av
Ci
SOLLECITAZIONE
AMMESSA A Lengthen the component life
PROGETTO

SOLLECITAZIONE AMMESSA A PROGETTO Safety

Threshold

SOLLECITAZIONE DI LAVORO

PROBABILITA
 PM METHODOLOGY
Phase 2 - Lengthen components life

created an exchangeble steel bush installed by a

ring on the previous component

Material of
The bush not enough resistent

Made in one piece

Designed with
the supplier

Solution Extended
on 132 Guns in Body
 PM METHODOLOGY
Phase 3 – Periodically restore deterioration
DESIGN SPECIFICATION:
1,4
The thickness of the self-lubricating bush is
1,2
the parameter to be monitored in order to
optimise the component life
1

0,8 Substitution
0,6 on condition
0,4
t nom. = 1.3mm
t min = 0.3mm
0,2

Maintenance Planning
Substitution
by time
 PLANNING P.M. REVISION

Root Cause
Defined

FREQUENCY CYCLE
MODIFIED

Implementation Countermeasure
Plan defined

177
 TYPE OF MAINTENANCE TBM, CBM, BM, ELECTRICAL,
MECHANICAL, ETC.. COMPONETS UNDER THIS CYCLE

FRECUENCY TIME

CYCLE DESCRIPTION

RESPONSIBLE TO MAKE THIS

WHERE CYCLE

LAY-OUT

INTERVENTIONS POINTS

178
PM METHODOLOGY
Summary
 PM METHODOLOGY
Phase 4 - CBM
1) ITEMS TO CHOOSE CBM FROM PAST EXPERIENCE 2)COMPONENT EVALUATION:
OVERMAINTENANCE AND SERIOUS breakdownS DATA -DETERIORATION PATTERN
When a breakdown takes place, it will Major Breakdowns
-CONTROL PARAMETERS
influence production output substantially  MTTR>=1,5h
Sporadic breakdowns often take place TBM cannot cover
 unexpected failures
Breakdowns cannot be prevented by a Electronic components
normal inspection and servicing  Gear boxes
The period between two consecutive Machine MTBF~3000h
breakdowns is relatively long 
Because of deterioration, breakdowns Wear-out and corrosion
often take place  lead to failures
The progress of deterioration is relatively Basic conditions
slow  mainteined by AM

COMPONENTE PARAMETRO STRUMENTO IMPATTO MODALITA'

ANALISI TERMOGRAFICA DURANTE

TEMPERATURA TERMOCAMERA AFFIDABILITA'
CICLO DI LAVORO

3) DIAGNOSIS EQUIPMENT AND

MOTORE
ECCENTRICITA' ACCELEROMETRO AFFIDABILITA'
MISURA DELLO SPOSTAMENTO MEDIO

4) TRAINING FOR ELETTRICO

METHODS SELECTION RESISTENZA

ELETTRICA TESTER
AFFIDABILITA'
PER INTEGRAZIONI SUCCESSIVE

VERIFICA DELL'ISOLAMENTO
SICUREZZA ELETTRICO TRA LE FASI DEL MOTORE

DIAGNOSTICIAN
ISOLAMENTO

5)PARAMETER VIBRAZIONE ACCELEROMETRO AFFIDABILITA'

ANALISI IN FREQUENZA DELLE
AMPIEZZE DI VIBRAZIONE

MEASURING AND PURCHASING OF RIDUTTORI GIOCO

COMPARATORE
1/100 [MM]
QUALITA'
AFFIDABILITA'
MISURA DIRETTA AD ESTREMITA'
LIBERA DELL'ASSE

TREND MANAGEMENT DEVICES CEDIMENTO DINAMOMETRO

25 [KG] FS
SICUREZZA

MISURA DELLO SPOSTAMENTO MEDIO

CUSCINETTI DEFORMAZIONE ACCELEROMETRO AFFIDABILITA'
PER INTEGRAZIONI SUCCESSIVE

ASSORBIMENTO SOFTWARE DI ACQUISIZIONE DATI ASSORBIMENTO

AFFIDABILITA'
CORRENTE DIAGNOSTICA TRAMITE PROGRAMMA
AZIONAMENTI
AFFIDABILITA' ANALISI TERMOGRAFICA DURANTE
TEMPERATURA TERMOCAMERA
SICUREZZA CICLO DI LAVORO

VENTOLE DI VELOCITA' DI COMPARAZIONE CON FREQUENZA

STROBOSCOPIO AFFIDABILITA'
RAFFREDDAMENTO ROTAZIONE DELLA LAMPADA
 PM METHODOLOGY
Paint Shop - Vibration Analysis on Exhaust Air Fans
MAINTENANCE COST OF EXHAUST AIR FANS AT STEP 3

€ 35.000 € 32.700
€ 30.000
€ 25.000

EURO/YEAR
€ 20.000
€ 14.331
€ 15.000
€ 10.000
€ 4.800
€ 5.000 € 1.800 € 975 € 450 € 300 € 75
€-
ROTOR BEARINGS BELT MOTOR BEARINGS SPRING PULLEY SHAFT
SUPP.

B\C = 8.1
 PM METHODOLOGY
Phase 4 – Trend Management in Body Shop

misure
Andamento misure di Pressione Pinza soglia
Lineare (misure)
4%

2%

0%
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55

Real time management and -2%

-4%

control Welding Gun -6%

Pressure -8%

-10%

-12%
 WE COVER 234 COMPONENTS IN OP20A WITH:
• 5 CBM CYCLES
• 4 TBM CYCLES
AND WE COVER 258 COMPONENTS IN LACAS2 WITH:
• 2 CBM CYCLES
• 4 TBM CYCLES
WHICH CONTAIN THOSE COMPONENTS.

183
 7 steps to parts development
Phase Proce Name Details of activities
dure
Analysis difference Select important equipment, establish all current causes of faults, and use
1 between designated analysis to plan measures to achieve correct usage conditions, and
1 usage conditions and restore visible deterioration in the equipment.
current conditions
Reduce
variation in 2 Measures for dealing Improve problem points were usage conditions are not being met, and
remaining life with difference in 1.1 increase the reliability of the equipment
Create standards for Set provisional standards, and execute them, work towards improvement
3 usage conditions Set standards for cleaning, lubrication, tightening.
Clarify division of maintenance responsibilities among departments.
2 Measures for dealing Define and improve conditions of use
Increase with problems in Increase remaining life through improvement and maintenance
remaining life 4 lengthening remaining Eliminate random faults caused by mistakes in operation and repair
for individual life (Improve
maintenance) Form and execute plans based on loss analysis.
units
3 Improve efficiency of Ready maintenance standards, aim to improve maintainability, ease of
Restore 5 checking operation and safety.
regular Find abnormal signs indicating deterioration, and execute measures to
deterioration deal with weak points in the inspection.
Overall assessment Establish maintenance procedures which emphasis product quality, based
6 of equipment (MQ on assessment of equipment faults and MQ analysis.
4 analysis) (Clarify the relationship between the equipment and product quality, and
Predict guarantee reliability of product quality through PM)
remaining life Establish limits of use Determine limit points of faulty equipment and establish plans for the use
7 of assessment technology.
Technical analysis of critical faults.
7. Component Maintenance
Phase 4
Step 7
Phase 3
Component
cost
Step 6 management

Phase 2 MQ analysis,
Step 5 trend management
and checking

Establishment
Phase 1 Step 4 of a periodic
replacement
cycle
Measures to
extend
Step 3 component life

Establishment
of maintenance
Step 2 standards

Countermeasures
Step 1 against the gaps

Investigation of gaps between

designated usage conditions and
current conditions of use

185
 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 ・ Clarification of designated usage conditions.
7 Steps of Professional Maintenance (component level)

between ・ Investigation of gaps between designated usage conditions and

breakdowns current conditions of use.
( MTBF )
2 Countermeasures against the ・ Elimination of the gaps and improvement of the reliability of the
gaps equipment.

3 Establishment of maintenance ・ Setting tentative maintenance standards, especially for cleaning ,

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

186
Development of professional maintenance (component level)
Focused Improvement Daily measures Deployment by part (1st ~ 4th step)

Serious breakdowns Focus on frequency

Important equipment Red cards Focus on the number of
PM cards breakdown
Focus on time ―― ――
Focus on the possibility
of producing a massive
volume of detectives Reply 1st step
Check all
the reports 2nd step

3rd step
Study the focused How to deal with PM Information on autonomous
Personnel in charge

breakdown for the cards maintenance

day

List of horizontal expansion

Through recording Checklist of other machines
4th step Measures to extend the lifetime

Continued themes 5th step Efficient inspection

and
Countermeasure 6th step MQ maintenance
themes (Equipment Diagnosis)

7th step Full utilization of equipment

Spare parts management Standardization Assistance to autonomous maintenance

187
Pareto diagram of broken components (example)

188
 Cause classification of bearing breakdowns

Outflow of grease 3
Excessive tightening of distribution valve 3
Loosened copper pipe 2
Classification Carbonized grease 2
Defective distribution valve 1
Number of
Leakage from pipe flange 1
breakdowns
Insufficient grease change at the installation stage 1

189
 Type of
equipment A B D Number of
Name of breakdowns
component
2 4 1 3 5 1 5 3 4 2 2 1 5 3 4 6
1

2
Common component

10
Number of breakdowns

Model components

Model equipment

Model equipment? Model components?

190
Model machine? Model component?

Number of Forced Number of Maintenance Autonomous

machines deterioration maintenance skills Mainte-
people Nance Level

Inter Inter
Many Medi Few B M S Many Medi Few High
medi
Low High
medi
Low
-um -um
ate ate

Equip-
ment

Parts

191
Appendix: OEE calculation

192
Cost deployment identifies 18 big losses at the beginning:

Equipment : 10 major losses

(i) 7 major losses obstructing overall equipment effectiveness

1) Equipment downtime loss

(1) Equipment breakdown loss
Sudden and unexpected equipment breakdowns or breakdowns,
are an obvious cause of loss, since an equipment breakdown
means, that the machine is not producing any output.
(2) Changeover loss
A changeover is determined by a planned variation in the
production plan or replacing tools / dies due to wear and tear or
being broken.
(3) Set-up & adjustment loss
Most machine changeovers require some period of shutdown so
that internal components can be exchanged or adjusted. The
time between the end of the last good product produced and the
first good product produced of the following production run is
downtime. This downtime loss often includes substantial time
spent making adjustments until the machine gives acceptable
quality on the required product.

(4) Cutting blade change loss

(5) Start-up loss / Shut down loss

The start up loss occurs for the period of time preparing the line
for starting up and running in the equipment until conditions have
been stabilized. Yield losses occur when production is not
immediately stable at equipment start-up, so the first products do
not meet specifications. This is a latent loss, often accepted as
inevitable, and it can be surprisingly large.
Other downtime

Management losses and such waiting losses as (awaiting

instruction loss, awaiting material loss, awaiting personnel
distribution loss) and quality confirmation waiting loss
( Adjustment of measurement)
2) Equipment performance loss
(6) Minor stoppage and idling losses
(abnormal operation of sensors, blockage of work on chutes, etc.)
When a machine is running and stop / starting frequently, it will
lose speed and obstruct a smooth flow. The idling and stoppages
in this case are not caused by technical breakdowns, but small
problems such as product(s) that block sensors or get caught in
chutes. Even though the operator can easily correct such
problems when they occur, the frequent stoppages can
significantly reduce the effectiveness of the equipment.
(7) Speed loss
(discrepancies between designed and actual speed of equipment)
Reduced speed operation refers to the difference between the
actual operating speed and the equipment’s designed speed (also
referred to as theoretical). There is often a gap between what
people believe is the “maximum” speed and the actual designed
(theoretical) maximum speed. The aim is to eliminate the gap
between the actual speed and the designed speed. Significant
losses from reduced speed operation are often neglected or
underestimated.
3) Defect loss
(8) Defects and rework loss
Loss occurs when products do not meet quality specifications,
even if they can be reworked to correct the problem. The goal
should be zero defects – to make the product right first time, every
time.

Ⅱ) Losses in equipment loading time

(Ⅱ

(9) Shutdown loss

Other scheduled downtime losses due to no loading, no
material and labor shortage

(10) Unused time loss

This is the period of time during the week where the equipment
is not staffed due no weekend working, bank holidays or factory
shutdown having an impact on loading time.
Labour : 5 major losses
Ⅰ) Production manhour loss
(Ⅰ

(11) Management loss

(such loss as awaiting instruction or material loss)

(12) Operating motions loss

(production manhour loss such as equipment breakdown loss
and equipment performance loss, method/procedure loss,
skill & morale loss)
Ⅱ) Line organization manhour loss
(Ⅱ

(13) Line organization loss

(line organization loss, loss due to breakdown to automate)

(14) Logistics loss

(transportation loss)
(Ⅲ) Defect quality loss

(15) Measurement and adjustment loss

Material and energy : 3 major losses

(16) Material yield loss

defects quality loss, cutting loss, start-up loss, losses in
weight, losses in overages

(17) Energy loss

start-up loss, overload loss, temperature loss

(18) Maintenance spare parts loss

Cost of physical consumption of spare parts on
refurbishment of items on the line. (This loss does not
have an impact on OEE)

Other loss such as Jig & die loss

 Definition of Overall Equipment Effectiveness

Overall equipment effectiveness = Availability x Performance rate x Quality rate

･ Breakdown losses ･ Idling and minor ･ Quality defect and

stoppage losses rework losses
･ Setup and adjustment
losses ･ Reduced speed losses
･ Startup losses

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 Terminology : A comparison between efficiency
and effectiveness
Output (constant)
Efficiency =
Input Minimize
Excess amount of input = waste

Output Maximize
Effectiveness =
Input (constant) Not effectively used input= losses

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Relationship between 7 Major Losses on Equipment and
Overall Equipment Effectiveness
Equipment 7 major losses

(1) Equipment failure

Availability ＝ Loading time - downtime × １００
Loading time (2) Set-up & adjustment Loading time
(Example)
Availability ＝ 460 mins. - 60
mins. 460 mins. ×100＝87％
(3) Cutting blade change
Downtime

Operating time (4) Start-up

loss

Standard Product units

Performance ＝ cycle time × processed × １００
(5) Minor stoppage & idling Operating time
Performance

rate
Net
operating (Example) 0.5 mins./ 400
(6) Speed Performance＝ units × units
time
loss

×100＝50％
rate 400 mins.
(7) Defects & rework
Defect loss

Value Product units

operating - defect units
Quality processed
time ＝ × １００
products rate Product units processed
(Example)
Quality ＝ 400 units - 8
×100＝98％
products rate units 400 units

Overall Equipment Effectiveness = Availability x Performance Rate x Quality Products Rate

(Example) 0.87 x 0.50 x 0.98 x 100 = 42.6(%)

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Cost deployment identifies 33 big losses in
case of process industries in general :

Equipment : 15 major losses

(i) 4 major losses in equipment loading time
(1) Unused time loss
This is the period of time during the week where the
equipment is not staffed due to no weekend working, bank
holidays or factory shutdown having an impact on loading
time.
(2) Shutdown loss
Shutdown loss is time lost when production stops for planned
annual shutdown maintenance or periodic servicing.

(3) Production adjustment loss

Production adjustment loss is time lost when changes in supply
and demand require adjustment in production plans.
(4) Maintenance time loss

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(ii) 11 major losses obstructing overall plant effectiveness
1) Equipment downtime loss

(5) Equipment breakdown loss

Equipment breakdown loss is time lost when a plant stops
because equipment suddenly loses its specified functions.

(6) Process breakdown

loss
Process breakdown loss is time lost when a plant shuts down
as a result of factors external to the equipment, such as
operating errors or changes in the physical or chemical
properties of the substances being processed.

(7) Changeover loss

A changeover is determined by a planned variation in the

production plan or replacing tools / dies due to wear and tear or
being broken
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(8) Setup loss and adjustment loss

Most machine changeovers require some period of shutdown so

that internal components can be exchanged or adjusted. The time between
the end of the last good product produced and the first good product
produced of the following production run is downtime. This downtime loss
often includes substantial time spent making adjustments until the machine
gives acceptable quality on the required product.

(9) Shortage of operators

This loss is time lost when a plant is stopping due to in-availability

of operators.

(10) Lack of material

This loss is time lost when a plant is stopping due to a lack of

material to process.

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2) Equipment performance loss
(11) Minor stoppage and idling losses
(abnormal operation of sensors, blockage of work on chutes, etc.)
When a machine is running and stop / starting frequently, it will
lose speed and obstruct a smooth flow. The idling and stoppages
in this case are not caused by technical breakdowns, but small
problems such as product(s) that block sensors or get caught in
chutes. Even though the operator can easily correct such
problems when they occur, the frequent stoppages can
significantly reduce the effectiveness of the equipment.

(12) Abnormal production loss/speed loss

Abnormal production losses are rate losses that occur when a plant
performs inadequately as a result of malfunctions and other
abnormal conditions that interfere with performance.

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(13) Start-up loss / Shut down loss

The start up loss occurs for the period of time preparing the line for
starting up and running in the equipment until conditions have been
stabilized. Yield losses occur when production is not immediately stable
at equipment start-up, so the first products do not meet specifications.
This is a latent loss, often accepted as inevitable, and it can be
surprisingly large.
3) Defect loss
(14) Quality defect loss
Quality defect losses include time lost in producing rejects, physical
loss in scrap and financial losses due to product downgrading.
(15) Reprocessing loss
Reprocessing losses are recycling losses that occur when rejected
material must be returned to a previous process to make it acceptable.

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Material and energy : 8 major losses
(16) Material yield loss
1. Defect quality loss
2. Cutting loss
3. Start up loss
(17) Unit consumption losses

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 (18) Raw material loss
(19) Overage
(20) Maintenance materials loss
(21) Leakage and spillage losses
(22) Inventory loss
(23) Energy loss
Labor : 10 major losses
(I) Production manhour loss
(24) Work losses

Work losses include wasteful human labor necessitated by a plant’s

poor operating condition. A plant that develops abnormalities or faults
generates extra work, such as inspecting and reporting on the faulty
equipment and making appropriate adjustments. Taking emergency
action and following up on process breakdowns characteristic of
process plants (leaks, spills, blocks and so on) require many work-
hours.

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 (25) Cleaning loss
(26) Inspection loss
(27) Lubrication loss
(28) Testing and analysis losses inspection

(II) Line organization manhour loss

(29) Management losses
Management losses are losses that arise from poor management
systems or poor operation of those systems.

(30) breakdowns loss of not introducing new control systems of

personnel reduction
(31) breakdown loss of not centralizing and simplifying processes
(32) Logistics loss

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(III) Defect quality loss

(33) Defect quality loss

The reason why losses must be divided into

different categories is because the method to
attack each categorized loss is different.

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 Bad Example from a World Class Manufacturing
company
Loss Type Definition examples: Machine Losses
Planned All planned maintenance time (machine hours and labour hours), and 25%
Maintenance of maintenance materials, all separated out by process step.
Breakdowns Machine or component breakdown (mechanical, electrical, electronical,
hydraulic, pneumatic)
Process stops Process related machine stops (operator error, blockages, jam-ups, etc)

Start Loss Time from feeding materials until good product is produced

Other Downtime Material supply, raw material problems, electricity supply breakdown,
contamination in supplied material

Changeover Time from last good product is produced of type A until first good product
type B is produced
Speed Equivalent machine running time where the maximum achievable
speed/throughput is not achieved
Defect / Rework Time where the machine is used to rework defective product, and time
when machine is running to produce defective material
 Example from a World Class Manufacturing company

Loss Type Definition examples: Labour Losses

Management Waiting for instructions from management (manager not on shift) or
from someone outside the crew

Operator Motion Lost man-hours due to any kind of machine stop and time to
sort/rework defects

Man-hours spend at a machine where money was spent already to

Line Organisation replace the operator or where technology is readily available

Scrap Man-hours spend to transport defects and rework

Transportation

Measurement & Man-hours needed to adjust the machine while good product is
Adjustment produced (anything which is not “no touch”)
Example from a World Class Manufacturing company
Loss Type Definition examples: Material & Energy Losses

Process rejects Scrap generated as a “normal” part of the process, but without a
breakdown.
Start Up Material used during start-up time

Overages Overages above the ideal formulations (beware of losses hidden

in standards)

Energy Heat energy or electricity loss due to downtime, start-up, defects,

N or from sub-optimal energy usage
The structure of losses
Calendar time
Calendar time is the number of hours on the
calendar :
365 x 24 = 8,760 hours in a year
30 x 24 = 720 hours in a 30-day month.
Working time
Working time is the actual number of hours that a
plant is expected to operate in a year or month. To calculate
working time, subtract from the calendar time the time lost as
a result of closing the plant for production adjustment or for
periodic servicing such as shutdown maintenance.

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Operating time

Operating time is the time during which a plant

actually operates. To calculate operating time, subtract from
the working time the time a plant loses when it shuts down
as a result of equipment and process breakdowns.
Net operating time
Net operating time is the time during which a plant is
producing at the standard production rate. To calculate net
operating time, subtract performance time losses from the
operating time.

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 Availability
Availability is the operating time expressed as a
percentage of the calendar time.

Calendar time – (shutdown loss + major stoppage loss) x 100 (%)

Availability =
Calendar time

Shutdown losses = shutdown maintenance loss +

production adjustment loss
Major stoppage loss = equipment breakdown loss +
process breakdown loss

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Performance rate
A plant’s performance rate expresses the actual
production rate as a percentage of the standard production rate.
The standard production rate is equivalent to a plant’s design
capacity and is the intrinsic capacity of a particular plant.
Average actual production rate (t/h)
Performance rate = x 100(%)
Standard production rate (t/h)
(D)
= x 100(%)
(C)

average actual Actual production rate (t/h)

=
production rate Operating time

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Quality rate
The quality rate expresses the amount of acceptable
product (total production less downgraded product, scrap,
and reprocessed product as a percentage of total
production.
Production quantity (t) – (quality defect loss + reprocessing loss) (t)
Quality rate =
Production quantity (t)

(E)
= x 100 (%)
(D)

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Overall plant effectiveness
Overall plant effectiveness is the product of the availability,
performance rate, and quality rate.

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Theoretical example of OPE :

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