maintenance policies preventive maintenance unit-ii
TRANSCRIPT
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MAINTENANCE POLICIES – PREVENTIVE MAINTENANCE
UNIT-II
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Classification of Maintenance Approach
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TYPES OF MAINTENANCE
• Break Down Maintenance
• Planned Maintenance
(a) Preventive Maintenance
(b) Corrective Maintenance
(c) Predictive Maintenance
(d) Condition Maintenance
(e) Reliability Centered Maintenance
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Types of maintenance
Breakdown maintenance
Preventive maintenance .periodic maintenance( time based maintenance) .Predictive maintenance Corrective maintenance
Maintenance prevention
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Breakdown maintenance
Repairs or replacements performed after a machine
has failed to return to its functional state following a malfunction or shutdown.
e.g., an electric motor of a machine tool will not start, a belt is broken, etc.
Under such conditions, production department calls on the maintenance department to rectify the defect.
After removing the fault, maintenance engineers do not attend the equipment again until another failure or breakdown occurs.
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Preventive maintenance(1951)
• The primary goal of preventive maintenance is to prevent the failure of equipment before it actually occurs.
• It is designed to preserve and enhance equipment reliability by replacing worn components before they actually fail.
• It is a daily maintenance which includes cleaning, inspection, oiling and re-tightening of equipments.
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Long-term benefits of preventive maintenance:
• Improved system reliability.
• Decreased cost of replacement.
• Decreased system downtime.
• Better spares inventory management.
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Corrective maintenance ( 1957 )
Maintenance actions carried out to restore a defective item to a specified condition
Corrective maintenance is probably the most commonly used approach, but it is easy to see its limitations.
When equipment fails, it often leads to downtime in production.
In most cases this is costly business. Also, if the equipment needs to be replaced, the cost of replacing it alone can be important.
It is also important to consider health, safety and environment (HSE) issues related to malfunctioning equipment.
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Predictive maintenance
• This is a method in which the service life of important part is expected based on inspection or diagnosis, in order to use the parts to the limit of their service life.
• Compared to periodic maintenance, predictive maintenance is condition based maintenance.
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Benefits of predictive maintenance
• Increased plant readiness due to greater reliability of the equipment.
• Many industries report from two to ten percent productivity increases due to predictive maintenance practices.
• Reduced expenditures for spare parts and labor.
• Reduces the probability of a machine experiencing a disastrous failure, and this results in an improvement in worker safety.
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Maintenance prevention (1960 )
• It indicates the design of a new equipment.
• Weakness of current machines are sufficiently studied ( on site information leading to failure prevention, easier maintenance and prevents of defects, safety and ease of manufacturing ) and are incorporated before commissioning a new equipment.
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Periodic maintenance (TBM)
Time based maintenance consists of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems.
Benefits:
Extended life and use of the equipment.
Reliable production at the times when machine is needed most.
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Total Productive Maintenance
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TPM
• TPM is a productive maintenance implemented by all employees in an organization.
• TPM involves everyone in the organization from operators to senior management in equipment improvement.
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TPM in three words:
Total = All individuals in the organization working together.
Productive = production of goods that meet or exceed customer’s expectations.
Maintenance = keeping equipment and plant in good condition at all times.
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History-Evolution of TPM
• This is an innovative Japanese concept.
• Developed in 1951.
• Nippondenso was the 1st company that implemented TPM in 1960.
• Based on these developments Nippondenso was awarded the distinguished plant prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ).
• This Nippondenso became the first company to obtain the TPM certifications.
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GOALS :
• Increase production quality.
• Increase job satisfaction.
• Using teams for continuous improvement.
• Improve the state of maintenance
• Empower employees
CONTINUOUS PROCESS IMPROVEMENT
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Why TPM:
• Avoid wastage in quickly changing economic environment.
• Producing goods with out reducing product quality.
• Reduce cost for production
• Produce a low batch quantity at the earliest time.
• Goods send to the customer must be non defective.
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Principles of TPM
Use Overall Equipment Effectiveness (OEE) as a compass for success. Improve existing planned maintenance systems
Work toward zero losses
Providing training to upgrade operations and maintenance skills
Involve everyone and utilize cross-functional teamwork
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Implementation of TPM
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Implementation of TPM
• Stage I – Initialization
Step-1: Announcement by Management about TPM
Step-2: Initial Education
Step-3: Setting up TPM departmental committees
Step-4: Establishing TPM working system and target
Step-5: Plan for institutionalizing
• Stage II – Introduction Stage
A grand ceremony is to be arranged inviting vendors our customers. Affiliated companies sister concerns and communicating them all that “ We care for Quality”.
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Implementation of TPM
• Stage III – Implementation Stage
1. 5”S principle
2. Autonomous Maintenance (JISHU HOZEN)
3. KAIZEN
4. Planned Maintenance
5. Quality Maintenance
6. Training
7. Office TPM
8. Safety, Health and Environment
• Stage IV – Institutionalizing Stage
Once the action teams are familiar with the TPM process and have experienced success with small level problems and than with high and complication problems. The company can apply for PM award.
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5S Philosophy
Based on five Japanese words that begin with ‘S’, the 5S Philosophy focuses on effective work place organization and standardized work procedures.
5 S’s
1. Sort :(Seiri)
2. Set In Order:(Seiton)
3. Shine: (Seiso)
4. Standardize: (Seiketsu)
5. Sustain: (Shitsuke)
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Sort :(Seiri)
• The first S focuses on eliminating unnecessary items from the workplace.
• An effective visual method to identify these unneeded items is called red tagging.
• A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area.
• This process is for evaluation of the red tag items.
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Set In Order:(Seiton)
• second S focuses on efficient and effective storage methods and how to organize the work area.
• Strategies for effective Set In Order are painting floors, outlining work areas and locations, shadow boards, and modular shelving and cabinets for needed items such as trash cans, brooms, mop and buckets
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Shine: (Seiso)
• Once you have eliminated the clutter and junk that has been clogging your work areas and identified the necessary items, the next step is to thoroughly clean the work area.
• Workers will also begin to notice changes in equipment and facility location such as air, oil, coolant leaks, fatigue, breakage, and misalignment.
• These changes, if left unattended, could lead to equipment failure and loss of production.
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Standardize: (Seiketsu)
• Now the first three S’s are implemented.
• Use standard methods to keep Sort, Set In Order, and Shine to a condition .
• Allow your employees to participate in the development of such standards.
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Sustain: (Shitsuke)
• This is the most difficult S to implement and achieve.
• Maintain through empowerment, commitment, and discipline .
• Sustain focuses on defining a new status quo and standard of work place organization.
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Benifits of 5 S’s
• Simplifies work environment
• reduces waste
• Improves quality
• Improves safety
• Provide self esteem for everyone in the organization.
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Similarities b/w TQM & TPM
• Total commitment to the program by upper level management is required in both programs.
• Employees must be empowered to initiate corrective action.
• A long range outlook must be accepted, as TPM may take a year or more to implement.
• It is an on-going process which is a continuous process improvement.
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Differences between TQM and TPM
Category
TQM
TPM
Object
Quality ( Output and effects )
Equipment ( Input and cause )
Mains of attaining goal
Systematize the management. It is software oriented
Employees participation and it is hardware oriented
Target
Quality for PPM
Elimination of losses and wastes.
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1.Autonomous maintains 2.Planned maintains 3. KAIZEN (Equipment and process improvement ) 4.Early
management of new equipment 5.process quality management 6.TPM in the office 7.education and training 8.saftey and environmental management.
1 2 3 4 5 6
7
8
PILLARS of TPM
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Autonomous Maintenance (1)
• Train the operators to close the gap between them and the maintenance staff, making it easier for both to work as one team
• Change the equipment so the operator can identify any abnormal conditions and measure before it affects the process or leads to a failure
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Autonomous Maintenance (2)
Seven (7) steps are implemented to progressively increase operators knowledge, participation and responsibility for the equipment.
1. perform initial cleaning and inspection 2.Countermeasures for the causes and effects of dirt and
dust 3.Eastblish cleaning and lubrication standards 4.Counducting general inspection training 5.Carry out equipment inspection checks 6.workplace management and controls 7.Continious improvement
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Autonomous Maintenance (JISHU HOZEN)
• Policy
• JISHU HOZEN Targets
• Steps in JISHU HOZEN
1. Training Employees
2. Initial Cleanup of Machines
3. Taking Counter Measures
4. Fixing Tentative JH standards
5. General Inspection
6.Autonomous Inspection
7. Standardization
8. Autonomous Management
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Planned maintains
Objectives : Establish preventative and predictive maintenance system for equipment and tooling
Natural life cycle of individual machine elements must be achieved
correct operation
correct set-up
cleaning
lubrication
feedback and repair of minor defects
quality spare parts
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KAIZEN
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KAIZEN
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Equipment and process improvement (3)
Objectives: Maximize efficiency by eliminating waste and manufacturing loss
Manufacturing losses are categorized into 13 bid losses:
Equipment losses (6)
Manpower losses (4)
Material losses (3)
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Equipment losses
. .
DOWNTIME LOSS
Speed loss
Quality loss
Equipment failure / breakdowns
Set-up / adjustments
Minor stopping
Reduced speed
Process errors
Rework / scrap
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Manpower and material losses
• .
Manpower losses
Cleaning and checking
Waiting materials
Waiting instructions
Waiting quality confirmation
Material losses
Material yield
Energy losses
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Overall Equipment Effectiveness
• OEE figures are determined by combining the availability and
performance of your equipment with the quality of parts made
• OEE measures the efficiency of the machine during its loading time.
Planned downtime does not effect the OEE figure
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Overall Equipment Effectiveness (OEE)
• .
Availability Downtime loss
Performance Speed loss
Quality Yield Quality loss
Overall equipment effectiveness = Availability * performance * Quality yield
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Overall Equipment Effectiveness (OEE)
• . Overall Equipment Effectiveness = Availability *performance * Quality yield
Availability = Time available for production -- Downtime Time available in production
Performance = Ideal cycle time * number of parts produced Operating time
Quality Yield = total number of parts produced – defect number Total number of parts produced
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Early management of new equipments
Objective: establish system to shorter
new production or equipment development
start-up, commissioning and stabilization time for quality and efficiency
New equipment need to be :
easy to operate
easy to clean
easy to maintain and reliable
have quick set-up times
operate at the lowest life cycle cost
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Process quality management
Definition: a process for controlling the condition of equipment components that affect variability in product quality
Objectives: to set and maintain condition to accomplish zero definition
Quality rate has direct correlation with
material condition
equipment precision
production methods
process parameters
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TPM in administration and support department
• Administration and support departments can be seen as
process plans whose principles tasks are to collect, process and distribute information.
• Process analysis should be applied to streaming
information flow
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Education and training
• TPM is a continuous learning process
• Two major components :
• soft skills training : how to work as a team, diversity training and communication skills
• Technical training : upgrading problem-solving and equipment-related skills
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Safety Health and environmental management
• Assuring safety and preventing adverse environment impacts are important priority in ant TPM effort
• Zero Accident
• Zero Health Damage
• Zero Fires
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TPM Objectives
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Requirement and fundamental improvements
• Increasing motivation: changing people attitudes
• Increasing competency and people skills
• Improving the work environment, so that it support the establishment of a program for implementing TPM
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TPM Implementation
• . preparation Announcement to TQM introduction
Introductory education campaign for workforce TPM promotion
Establish basic TPM policies and goals Preparation and formulation of a master plan
Kick-off Invite customers, attitude companies and subcontractors
implementation
Develop an equipment management program Develop a plan maintenance program
Develop a Autonomous maintenance program Increasing skills of production and maintenance personals
Develop early equipment management program Stabilization Perfect TPM implementation and raise TPM levels
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Announce top management decision to introduce TPM
• State TPM objectives in a company newsletter
• Place articles on TPM in a company newspaper
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Introductory education campaign
• Seminars for managers
• Slide presentation for all employs
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TPM Promotion
• Special committees at every level to promote TPM
• Newsletter
• Articles
• Videos
• Posters
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Establishing basic TPM policies and goals
• Analyze existing conditions
• Set goals
• Predicting results
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Preparation and Formulation of a master plan
• A master plan lays out your goals, what you will do to achieve them and when you will achieve them
• Detailed plans for each pillar have to be prepared
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TPM Kick-off
• The main kick-off to TPM should take the form of a formal presentation with all the employees attending
• This opportunity can be used to gain the full support of the employees
• Invite external customers, affiliation and subcontracting companies
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Develop an equipment management program
The principle of designing for maintenance prevention can be new products, and to new existing machines
New products: must be designed so that they can be easily produced on new existing machines
New machines : must be designed for easier operation, changeover and maintenance
Existing machines:
Determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process
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TPM Benefits
• Increase equipment productivity
• Reduced equipment downtime
• Increased plan capacity
• Lower maintenance and production cost
• Approaching zero equipment-caused defects
• Enhance job satisfaction
• Increase return on investment
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MAINTENANCE SCHEDULING Various Stakeholders of Maintenance Scheduling
• Planner
• Scheduler
• Maintenance supervisor
• Craftsman
• Storeroom Personnel
• Operation Superintendent
• Operator
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MAINTENANCE SCHEDULING
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REPAIR
REPAIR CYCLE
• Inspection (I)
• Minor Repair (R1)
• Medium or Major (R2)
• Overhauling (O)
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LUBRICANTS
METHODS OF LUBRICATION
• Hydrostatic Lubrication
• Hydrodynamic of fluid film Lubrication
• Boundary Lubrication
• Elasto hydrodynamic Lubrication (EHD)
• Extreme Pressure (EP)Lubrication
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LUBRICANTS
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Human knot activity:
Instructions Step1 Stand in a circle with a group of at least four people. Step2 Use your right hand to grab the right hand of the person
directly across from you. Step3 Use your left hand to grab the left hand of the person to
the right of the person holding your other hand. Step4 Untangle, as a group, back into one open circle, without
letting go of hands or dislocating any joints.
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Focus on Change
• video-2
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conclusion
• TPM may be the only thing that stands between success and total failure for some companies.
• It can be adapted to work not only in industrial plants, but in construction, building maintenance, transportation, and in a variety of other situations.
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.
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Expand TPM
A. Total problem maintenance
B. Total process maintenance
C. Total productive maintenance
D. Time process management
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Ans:
c Total productive maintenance
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TPM Is an
A. Japanese concept
B. Chinese concept
C. American concept
D. Indian concept
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Ans:
A Japanese concept
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1st company who implemented TPM
A. Microsoft
B. Sun Microsystems
C. Chunlan Group Corp
D. Nippondenso
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Ans:
D Nippondenso
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Repairs or replacements performed after a machine has failed is called?
A. Predictive maintenance
B. Periodic maintenance
C. Breakdown maintenance
D. Preventive maintenance
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Ans:
C Breakdown maintenance
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Equipment Availability A=?
a) A=(t/p)*100
b) A=(p/t)*100
c) A=((d-p)/d)*100
d) A= (t/d)*100
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Ans :
a A=(t/p)*100
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Performance efficency E=?
a) E=((D*N)/T)*100
b) E=(D/T)*100
c) E=((C*N))/T)*100
d) E=(R/T)*100
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Ans:
C E=((C*N))/T)*100
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Rate of quality products produced R=?
a. R= (Q/N)*100
b. R=(N-Q)/N *100
c. R= (T/N)*100
d. R=(C/T)*100
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Ans:
b R=(N-Q)/N *100
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Equipment effectiveness EE=?
a. EE= A/E*R
b. EE=E/A*R
c. EE=A*E*T
d. EE=A*E*R
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Ans:
d EE=A*E*R
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Any questions…….?