Equipment Management

An introduction to
Total Productive Maintenance

How to use
your equipments
more effectively
and
how to manage it ?

JICA Expert to VJCC/ Hanoi

Master of Mechanical Engineering
Kenji TAKEMURA Variety of Industry
あなたの会社にはどのような
機械がいますか？
I. Introduction

Shinkansen in Japan
Type E-３ Type-200

Type E Type E-2

 Type 400

Type E4

Type 200
Route Map of Shinkansen in Japan

新幹線と
脱線実験
An accident in Germany
 ---8:50

リニア-新幹線
II. The basic idea of production control

1. The points to find problems

1) Finding problems by………..

PQCDSM
5W1H 4M

3 MU
With high P Production?

In good Q Quality?

In lower C Cost?

With good D Delivery?

With better Safety?

S
With higher Morale?
M
 Can’t the necessary jobs be done
M an
with smaller manpower?

M achine Are performance of machines

effectively utilized?

Can’t the material be saved or

M aterial
the yield ratio be improved?

M ethod Isn’t there any better method?

 ---9:00

Unnatural
MU ri (on safety,action,movement etc.)

MU da Wastage
(on yield ratio, unit consumption etc.)

Unevenness
MU ra (on manpower, material flow etc.)
2. 6 big losses obstacle to the Efficiency
Ideal

４
Actual
Speed

６
２ １or３

Time

1. Machine Breakdown Loss

2. Preparation & Adjustment Loss
3. Machine short-frequent stop & Idling Loss
4. Speed Loss
5. Defects and Rework loss
6. Start-up Loss
How to control the production of a machine
1) Let’s control by elements
P= p x Hra = p x ( Hrs x η)
P: Ton or piece/ month (Production per a month )
p: Ton or piece/ hour
Hra: Actual operating hour in a month
Hrs: Hours (while the machine ) should be operated
η : Operational Ratio ( machine availability)
= Hra / Hrs = Hra / (Hrc – Hrp)
Hrc: Calendar Hour
Hrp: Planned stoppage Hour
あなたの会社ではどの様な基準で設備の稼働率を測りますか？
 ---10：

2) What are p and η ?

P ( Ton or piece per hour) is just like average speed ( km/hr )
with a car.
An example of the calculation of η:
Periodical maintenance
Operation
Planned stoppage
Down time

4 4 1 5 2 No operation
2 shifts (16 hours )
Hrc=24 hrs

Hrp = 4+2+8=14 hrs

η= Hra / Hrs = 9 / 10 = 0.9
Hrs =Hrc – Hrp = 24-14 = 10 hrs
Hra = 4+ 5 = 9 hrs 90 %
 Manager Asst.manager Manager Asst.manager
Daily control sheet
Daily control sheet
Date 1999. May. 27. 1, 2, 3 Workshop name HPC-1 Shift leader K.TAKEMURA Date 1999. May. 27. 1, 2, 3 Workshop name HPC-1 Shift leader K.TAKEMURA

Production: Production: Operational Ratio>90.0% Prod.Rate < 1.00 1.00 2.00 1.00
Day/Shift Sum Contents A B C D
Day/Shift Content A B C D Actual 364 7150 Time(Min) 180 110 90 40
Sum Quantity Planned 350 7300 Quantity 164 100 50 50
Actual Note Difference +14 -150 Prod.Rate 1.07 1.10 1.80 0.80
Planned
0 1 2 3 4 5 6 7 8
Difference
0 1 2 3 4 5 6 7 8 M-B Pre Mate
A(180’) C(90’) D(40’) B(110’)

Scheduled M-break Material Preparation Operated Operational Ratio Scheduled M-break Material Preparation Operated Operational Ratio
Today Today 8° 30’ 10’ 20’ 7°00’ 87.5 %
~yesterday ~yesterday 166° 2°20’ 10°40’ 3°10’ 149°50’ 90.2%
Sum Sum 174° 2°50’ 10°50’ 3°30’ 156° 50’ 90.1%

Comment:
Comment: Machine Breakdown: Oil seal change for No.2 machine( See report)

Quality: Defects Ratio<1.50 %

Quality: Contents of defects: Contents of defects:
Defects Total Defect ratio Defects Total Defect ratio
Today 10 364 2.75 % Paint defect : 5
Today Parts missing: 4
~ yesterday ~ yesterday 115 6786 1.69 %
Sum 125 7150 1.75 % Dent :1
Sum

Cost: Cost: Unit Consumption<1.50 0.10 3.00 0.10

Item Electricity Oil Gas Water Item Electricity Oil Gas Water
Unit Cons. KWH Unit Kl Unit Nm3 Unit m3 Unit Unit Cons. KWH Unit Kl Unit Nm3 Unit m3 Unit
Today Today 546 1.50 36.4 0.10 1165 3.20 36.4 0.10
~ yesterday ~ yesterday 11604 1.71 882.2 0.13 19679 2.90 475.0 0.07
Sum Sum 12150 1.70 918.1 0.13 20844 2.91 511.4 0.70

Delivery: Delivery:
Parts preparation:
Parts preparation:
WIP A B C D Total WIP A B C D Total
Front Front 211 12 30 50 303 X1 parts: 20
Back Back 25 150 10 35 220

Note: Note: X1 part is only 20. Schedule change is necessary.

Safety : Personnel: Safety : Personnel:

Attended OW hour Sum Attended 23 OW hour 4 Sum 44
Absent Mr. Y had his left thumb cu at 14:30. Absent 4
Name Reason See the report. Name Reason
Tanaka Sick( Cold)
Obuchi Wedding ( Son)

Hoshin-management-daily.doc
Hoshin-
management-
daily.doc
Machine Breakdown Loss :
Level Contents
1 Mixture of emergency breakdown and chronic breakdown
I 2. Breakdown Maintenance (BM) Preventive Maintenance (PM)
3. Big breakdown loss
4. No autonomous Maintenance System
5. Big variation of machine parts life
6. Unclearness of the weak points
1. Accidental Breakdown
II 2. PM = BM
3. Big breakdown loss
4. Autonomous Maintenance System is being established
5. Estimation of Machine Parts life
6. Weak points of the facilities are clear
1. Time-based maintenance system is established
III 2. PM BM
3. Breakdown Loss 1%
4. Active autonomous maintenance
5. Longer machine parts life
1. The condition based maintenance system is established
IV 2. PM
3. Breakdown loss = 0.1 ~ 0 %
4. Autonomous maintenance system is maintained
5. Prediction of machine parts life
6. Reliability and maintainability design
Preparation & Adjustment Loss :
Level Contents
1. The arrangement is only in worker’s hand and is not controlled by management.
I 2. The arrangement is being implemented in a state of confusion.
Big variation in time exists.

1. The procedure of operation is established.

II 2. The sorting between outer and inner arrangement is also established.
3. The next subject or procedure that should be done is clear.

1. The investigation how to convert outer arrangement to inner arrangement is being

III established.
2. The mechanism of adjustment is clear and is being applied

1. The most simple method is being applied.

IV 2. Good quality products can be achieved without adjustment from starting up.
Short-Frequent Stop Loss :
Level Contents
1. Management is not aware of the amount of Short-Frequent Stop Loss.
I ( The action for Short-Frequent Stop Loss is left in operators’ hands )
2. The frequency and position of the stop is varying and confusing.

1. The quantifying the stop is being implemented. ( Frequency, Position, Amount )

II 2. The classification of phenomena and investigation on occurrence- mechanism have being
implemented. The countermeasures are being applied.

1. The listing up of cause and countermeasure for Short Frequent Stop is established.
III 2. Machines are operated in good condition.

1. The frequency of Short-Frequent Stop is almost ‘ ZERO’.

IV ( A unmanned operation is possible )
Speed Loss :
Level Contents
1. The facility specification is unclear.
I 2. No speed setting according to the kind of products and machines.

1. The problems of speed loss are summarized on mechanical & quality points.
II 2. Speed setting according to the kind of products is set and maintained. ( Temporary
standard )
3. There is small variation on speed.
1. The improvement on the items above is implemented and tried.
III 2. Speed setting has been settled in accordance with the kind of products, and cause & effects
relations between the accuracy of machines and the problems are clear.
3. Speed loss is small.
1. The machines were running at specification speed and are running at over- specification
IV speed by the improvements
2. Speed setting according to the kind of products is estab lished and maintained. ( as a fixed
standard )
3. Zero speed loss.
 ---9:30

Defects & Rework Loss :

Level Contents
1. Chronic defects are left as it is.
I 2. In spite of many actions has being taken, no improvement is obtained.

1. Quantifying of chronic defects is tried. ( on kind, frequency, amount of loss )

II 2. Sorting of phenomena and investigation on occurrence- mechanism have being
implemented.
3. The countermeasures are being applied.

1. The listing up of cause and countermeasure for chronic defects is established.

III 2. The occurrence of chronic defect is small.
3. Detecting defects in the process is researched and developed.

1. Defects & Rework Loss is 0.1 ~ 0 %

IV
 III Maintenance System
メンテナンスを故障したら修理するだけでなく系統的に科学的に考えよう

1.Work unit and the progress of Manufacturing System

Installation
level Manual Work
1st stage 2nd stage 3rd stage 4th,5th stage
Work unit mechanization mechanization mechanization mechanization

Man-
Products Change power
Man-
Attaching power
and Man-
Detaching power
Cycle Approach &
Departing of
Work tool Man-
power Machine Machine Machine
Main
processing Machine

Inspection
Man- Man-
power power
Man-
Maintenance power

TPM-5.doc
2. Management of professional maintenance
1) The structure of professional techniques of maintenance
あなたが管理者ならこのように保全技術者を育成しtください。
あなた自身が保全技術者ならこのように自分を育ててください。 Type of technique
The professional techniques
The level of technique
of maintenance
The technicians who work with maintenance The process of the
are requested to be multi-skilled workers.
They are to be trained and educated to posses
technique in one’s life
one deep technique and at the same time to have
wide technique and knowledge on other fields.
f
a ti on o
ent que
p l e m
h n i n ique
Im T e c h
up Te c niqu
e
g c h
elin f Te
Lev n o

Chemical
o
U p n v ersi
per Co

Electrical
(+ M
anag
e
c
men lass Mechanical Finishing
t Tec
Mid hniq
ue )
( +A d le
pp clas

Furnace
lica

Refining
tion s

Synthesis
Tec

Control
Electronic
hniq Electric
ue
Beg )
inne
Machining

rs cl
High place

( Ba
sic T
ech ass
niqu
e)
 ---10:00

3. Facility Management and Maintenance

1) Maintenance is an action adapting to changes 変化を考えよう

Structural Absolute inferiority( wear, adhesion )

Changes in facilities
in Performance Relative inferiority( PQCD, automotive )

2) The type of maintenance

The level of change Maintenance Type Contents
by purpose
Absolute inferiority Cleanness Maintenance
of internal structure Ability Maintenance Recovery Maintenance
of the facility Usage Maintenance

Relative inferiority Main performance improvement

of the performance Adapt Maintenance Automobility improvement
by the change of Sociability improvement(騒音、排気）
external conditions Maintainability improvement

Big external inferiority Expansion renewal

which can’t be adapted Renewal Maintenance
by adapt maintenance Conversion with abolition
TPM-1.doc
 10:20--

3) Other definition of the type of maintenance

Preventive Maintenance
Periodical Maintenance
TBM (Time Based Maintenance)
IR ( Inspection and Repair)
Predictive Maintenance
CBM (Condition Based maintenance)
BM (Break down Maintenance)
CM (Corrective Maintenance)
Periodical Maintenance: 定期修繕はしていますか？ どのように決めましたか？

Correct maintenance cycle is fixed, and according to the cycle, repair or

exchange is implemented. This type is applied to the machines with
which the cycle is easy to be set or periodical exchange gives merit.

TBM IR
(Time Based Maintenance) ( Inspection & Repair)
Decide the maintenance cycle by a Disassemble or inspect the machine
parameter, such as quantity of periodically then judge whether the
Method production or operated times, which is machine is good ( healthy) or bad (ill).
proportional to the deterioration of the If you find bad parts, change them.
machine. When the cycle comes the
maintenance is given unconditionally.
Strong Time and labor for the maintenance is Strong point is in-between TBM and CBM.
small.
point Break down could be small.

Weak Sometime this might be over Weak point is in-between TBM and CBM
maintenance and cost for the
point maintenance is expensive.
 Predictive Maintenance:
Inspection is given in order to check the condition of deterioration then
according to the result of inspection, repair is implemented.
This type is applied when,
•You can have merit when maintenance is given by the condition of
deterioration.
• The maintenance cycle is difficult to be set because the deterioration
has no tendency.
• The maintenance cycle is not fixed yet because record is not enough.

CBM (Condition Based maintenance)

Check the running condition of deterioration by the measured and analyzed data
technologically. Then, when indication of deterioration is over the standard value,
Method repair the machine.

Strong Over maintenance, which is the weak point of TBM, is avoided.

point
Weak The cost for the Detection System is high, and more manpower is needed for
maintenance. 判断基準を持たねばならない
point
Break down Maintenance:
Machine is repaired after it get broken down.
This type is applied when.,
• You can get merit by repairing after the breakdown, that is, influence
or loss of the breakdown to others is small.
• Variation of the tendency of deterioration is big and inspection is
difficult to implement.

BM (Break down maintenance)

No inspection and no periodical change of parts are given to a machine.
The machine is repaired after breakdown.
Method

Strong Maintenance and repair costs are low, because parts are used until life end.

point
Weak Breakdown increases and influence to the production is big, besides yield ratio and
unit energy become wrong.
point
 ---10:45

Corrective Maintenance:
This maintenance is for longer life of machines , shorter repair time
and lower maintenance cost.
This type is applied for.,
• Machines with short life, frequent stop and high repair cost.
• Machines with long repair time, high maintenance cost and those
which give big influence to others.
 ---1１:00

The role of the production and maintenance department

Cited from “ TPM implementation” by Masaji Tajiri & Fumio Gotoh : McGraw-Hill, Inc.
 11:00---

4) Maintenance system from the point of view of equipment

設備面から注目点を見るといろいろなメンテナンスがあることがわかります。
T:
T
na n ce ren
dM
te
in c e ai n Form system
Ma
P: Performance Maintenance

en an ten
lity i n t anc
b i m a e
1. A p t
A da w al ce
3. S . e
en tenan

3. Form system
o ci 2 . R
Ma ability 3 Main

2. Driving system
in
2 . A t en an
1. Working system
ut o ce
Ma obil m
i i
1. P n t e n a t y
QC n ce
D
Ma n ce Driving system Working system
i nt e n a
nan
ce a inte
M
t ural
c
: S tru
S

Objects Means
( Maintenance system of Equipment side
( Maintenance system
S: Structural M. P: Performance M. T: Trend M. of activity side )
3. Form system 3. Sociability 3. Renewal 3. Strategy Total
2. Driving system 2. Automobility 2. Adapt 2. Specialty Maintenance
1. Working system 1. PQCD 1. Ability 1. Autonomous System

TPM-17.ppt
4. The process of the development and management 人間の育成面から
考える
for professional maintenance technicians

1. Investigation of present 2. Estimation of necessary 3. Design of technique

necessary technique technique in future specification

4. Technique develop- 5. Basic technique 6. Maintenance

ment system development technique development

7. Disposition with 8. On the Job 9. Improvement of technique

evaluation Training and promotion with evaluation

10. Innovation of 11. Innovation of 12. New technique

equipment maintenance system development

13. Job selection suitable

to one’s age 14. Happy retirement
1) Mechanical Technique Specification

Assembling
of
Welding on
tati n
l e me nique nique
p
Im Tec h h
Finishing p Tec ique
g u hn
ev elin o f Tec
1. Tool handling technique ion

Chemical
L r s
1) Hammer( 2) Chisel U 3) File 4) Scraper 5)on e
v 6) Tapping
Drill
+ p C

Electrical
M p e
anag 9) Measuring
7) Grinder 8) Hacksaw r devices
eme class
nt T

Mechanical Finishing
2. Basic work technique echn
1) Drawing (and M
+Asketching iquefit 4) Centering
p i d 2) Fit 3) Sliding
dle 7) Scribing)
5) Vibration balancepli6)

Furnace
c a ti
Leveling c
on T lass

Refining
Synthesis
Control
Electronic
ech

Electric
3. Machine element technique niqu
B egin2) Sleeve bearing
1) Roller bearing e ) 3) Shaft 4) Gear

Machining
( Ba ners
High place
Beginner
sic T cla
Middle echn ss
ique
Upper )

Finishing を先に説明

TPM-10.ppt
2) Training curriculum of professional maintenance

Finishing Upper class

Middle class

Beginner class
1. Production facility and maintenance
1) Production and maintenance 2) Role of the machine and
characteristics 3) Performance of production and maintainability

2. Basic knowledge and skill

Drawing & sketch Measurement Hand finishing Heat treatment Welding
Lecture
Skill

3. Fundamental skill
Roller Brng. Sleeve Brng. Drawing & fit Gear Balancing Centering etc...
Lecture
Skill
Upper Classを説明

TPM-12.ppt
 Professional maintenance specification of Welding Technique
Item Beginner Class Middle Class Upper Class
1) Wearing protectors
2) Structure and fitting of a
1. Preparation regulator
Work 3) Preparation and windup work
of welding and cutting
4) Examples of cutting nozzle
condition in use

1) Theory and method of gas cutting 1) Straight cutting and circle cutting 1) Cutting heavy plate(50~100mm)
2) Operation of torch and cutting with compass
condition 2) Cutting roller and axis
3) Handling of high pressure vessel 2) Cutting section and pipe with
4) Safety on cutting & welding cutting trolley machine
2. Gas 5) Basic cutting
cutting 6) Operation of an automatic welder 3) Cutting fixing bolts
and its operation
7) The cause and action of back fire
and catching fire

1) Knowledge on flammable gas 1) Welding of hydraulic pipe 1) Welding high pressure pipe
and oxygen 2) Welding wire at job site
2) Structure and operation of 2)Welding vessel 3) Welding pipe on dangerous
welding machine scaffold
3. Gas 3) Structure of torch and selection 4) Combination of welding direction
welding of nozzle 5) Welding sheet steel and casted
4) The type of gas welding and copper
welding direction
5) Welding pipe

TPM-11.ppt
 Item Beginner Class Middle Class Upper Class
1) General knowledge on electric 1) Preparation at job site 1) Overhead position welding
2) The type of welding rod and of stainless steel
current 2) Downhand butt welding of heavy 2) Heat treatment of welded part
3) Welding and strain and sheet steel 3) Selection of welding rod
4) The type of welding machine 4) Design of welding jigs
and structure 3) The type of steel and method of 5) Crack welding of casing
5) The method and direction of welding 6) Welding on dangerous scaffold
4. Arc tack welding 7) The operation of semi-automatic
welding 6) Downhand, vertical and welding machine
overhead position of steel plate 8) Build up welding of gear tooth
7) Downhand position welding of 9) Shrinkage and deformation
stainless steel plate 10) How to prevent cracking
8) Welding mark 11) How to prevent and relief residual
9) Build up welding stress
12) Surface hardening

1) How to read drawing 1) Material estimation

1) Sketching at job site
2) How to use tools for development
3)How to decide degree by compass 2) Manufacturing parts and process
2) Scribing of parts
4) How to mark length for bending of job
5. Full size
5) How to mark development 3) Machining and gas cutting
marking diagram of bended pipe, bosh and allowance
pyramid 4) Estimation of man- hour
6) Scribing work

1) Selection of welding rod and 1) Cutting of stainless bolts 1) Finishing cutting of products
current control
6. Arc cutting 2) How to prevent poisonous gas
3) Cutting of cast iron and stainless
steel
 Item Beginner Class Middle Class Upper Class
1) The structure of shearing
7. Shearing machine and how to operate it

1) Bending job by pipe bender 1) Design of jigs and tools

8. Bending & 2) Bending job by propane burner 2) Preparation for work accuracy
strain work 3) Bending job by pressing 3) How to control pressure
4) Bending job by jack and 4) Gun-type bending and quench
hammer bending

1) Welding and groove 1) How to prevent heat strain

2) Thickness and groove shape 2) How to prevent crack with
9. Groove 3) Groove mark groove
4) The principle of gouging 3) Groove for high pressure vessel
5) How to prepare edge of plate 4) Groove for cast stainless steel
and pipe and copper

1) Operation of boring machine 1) Boring with oxygen cutting

2) Selection of drill and grinding
10. Hole 3)Hole diameter and number of
revolution
4) Boring with gas cutting machine

TPMへ
Lunch Break
 Training curriculum of professional maintenance (1)
for Finishing: Upper Class in Steel Industry
Chapter Section Contents
1) Production in the * Main process of steel production and performance of those
1. General factory * Operation and Maintenance
introduction 2) Equipment Control * BM, PM, TPM * Maintenance technology and Repair technology
* Management of work
3) Repair work * Characteristics of repair work * Quality of work and cost of work
* Skill of work and deterioration of performance
4) Work crew * Individual work and crew work * Formation of crew and skill of the crew
* Training skill
1) Industrial material * The kind of metal and its characteristics * Nonmetal material (packing, lubricant )
2. Basic * Material test
technology 2) Dynamics * Moment of force * Composition and disassembly of forces * Center of gravity
* Friction * Vibration
3) Mechanics of * Stress and limit of elasticity * Allowable stress and safety factor *Frame structure
materials
4) Design drawing * Simple symbol of machine elements * Simple design method
* Free hand sketching
5) Machine work * Casting * Heat treatment * Cutting * Forging
6) Measurement * Accuracy of measurement * Measurement of length * Measurement of angle
* Measurement of parallelism * Roughness of surface * Measurement of pressure
* Revolution * Vibration
7) Thermodynamics * Heat expansion * Heat conduction * Characteristics of gas and steam
* Fuel and combustion
8) Electricity and * General theory * Cause and countermeasure of break down
instrumentation TPM-12-1.ppt
 Training curriculum of professional maintenance (2)
for Finishing: Upper Class in Steel Industry

Chapter Section Contents

1) Gear * Mounting accuracy and effect * Type of gear damage and how to repair
2) Bearing * Allowable load of roller bearing and life * Lubricant and lubrication
3. Machine * Points to notice of mounting *Causes of damage and countermeasure
elements 3) Bearing joint * How to apply standard of fits * The selection of jigs and tools
* How to design jigs
4) Piping * Classification by usage and how to execute works * Piping and joints
5) Valve * The method of surface treatment and effect

1) Speed reducer * The Type and structure * Allowable vibration * Bearing temperature
4. Machine * Standard for replacement * Trimming and adjustment
2) Pump * Structure and performance * Allowance of gap * Capacity of pressure
technology
* Balance adjustment * How to judge good and wrong parts * Fitting adjustment
3) Carrying * Lubrication * Influence of break down to production * Standard for replacement
implement * How to measure gap and how to fits and assemble
4) Rolling mill * Structure and installation accuracy * Allowable temperature of bearing
5) Hydraulic unit * Hydraulic theory * Mechanism and how to operate
* Roughness of cylinder surface and gap allowance * How to seal * Pressure test
* Fitting * Sliding fits * Centering

5. Specific 1) Finishing skill

skill 2) Machining skill
3) Scaffold skill
 Training curriculum of professional maintenance (3)
for Finishing: Upper Class in Steel Industry
Chapter Section Contents
1) Work planning * How to decide allowance of work * Scheduling * Points of notice to repair
* Cause of trouble * Record of work
6. Control of 2) Estimation of * Work crew * Type of man-hour * How to reduce man-hour
work man- hour * Additional and omitted work * Error of estimation
* Compensation factor of operation efficiency down
3) Improvement of * Ability to improve reliability * How to simplify repair * Improvement of jigs
work * Improvement of working environment
4) Repair cost * Composition of repair cost * Repair cost and unit price of job
* Standard man- hour and skill of repair
5) Material for repair * Classification of material for repair * Necessary date for report
* PM and material for repair
6) Quality of repair * Specification of repair quality and actual result of quality * Training for skills
* Cause of the repair- result- variation
7) Safety * Safety and a company * Safety rule and regulation
* Environment and protector * How to handle dangerous articles
* Fire regulation * First-aid treatment
* I.E and repair work * Measurement of work * Cost calculation

7. Personnel
management

元に戻る
 13:30---

IV. What is TPM ?

1) Definition
TPM is an abbreviation for
Total Productive Maintenance.
TPM combines the American practice of preventive
maintenance with the Japanese Total Quality
Control and total employee involvement.
The result is an innovative system for equipment
maintenance that optimizes effectiveness,
eliminates breakdowns, and promote autonomous
operator maintenance through day-to-day activities.
2) What is Total ? um
1. Total ( Maximum ) Efficiency a x im
M or
TPM pursues maximum economic efficiency
profitability but not partial one.
2. Total ( Whole ) Life of Equipment.
TPM targets effective performance of equipment
not in short term but whole life of the equipment.
3. Total ( Every ) Department
Not only maintenance department but every
Every
department should be involved in TPM.
4. Total ( Each ) Member
Each member, from top management to workers,
is to join in TPM activity.
 Conventional Maintenance

Operators = Operation
Maintenance workers = Maintenance + Repair
Engineers = Production rate oriented design

Creative job
High Quality & Job rotation
high production
Multi-skill
Small man power
TPM
Operators = Operation + daily facility check
+ detection of abnormality
+ cleaning and lubrication
Maintenance workers = Maintenance + Repair
+ knowledge on quality
Engineers = Production rate oriented design
+ maintenance free design
+ easy maintenance design
 3) The content of TPM
1. Maintenance prevention
Pursuing maintenance free in designing
2. Preventive Maintenance
Preventing maintenance while operation
3. Improvement Maintenance
Maintenance with improvement after
break- down
4. Post-Maintenance
Repair after break- down
 --14:00

4) ５ TPM Development Activities

The TPM Flower
There are some basic conditions for the development of TPM
that are applied in most condition.

6 big ion of
Generally, the successful implementation of TPM requires:

s
losse
Ea

inat
Pr sy m of six big losses to improve
1. Eliminationod

Elim
u an
equipmentt d effectiveness
c uf
es rg.
ign
2. A scheduled maintenanceSprogram chedul
ed for
TPM mainte
the maintenance department nance
io n
3. An autonomous t nmaintenance
g program
Auto
n i
e
e
v eer main
Pr gin
4. Preventionenengineering programnomo
tenan
us
5. Easy -to-manufacture product design program
ce
 5) How to manage TPM
1) The Twelve Steps of TPM Development
( 1 ) Announce top management decision to introduce TPM
( 2 ) Launch education and campaign to introduce TPM
( 3 ) Create organization to promote TPM
( 4 ) Establish basic TPM policies and goals
( 5 ) Formulate master plan for TPM development Preparation
( 6 ) Hold TPM kick- off
( 7 ) Improve effectiveness of each equipment
( 8 ) Develop an autonomous Maintenance program
( 9 ) Develop a scheduled maintenance program for the maintenance
department
(10) Conduct training to improve operation and maintenance skills
(11) Develop initial equipment management program
(12) Perfect TPM implementation and raise TPM level
Step 1: Announce top management’s decision to introduce TPM
The first step in TPM development is to make an official announcement of the
decision to implement TPM. TPM実施宣言を行います。

Top management must inform his employees of this decision and

communicate enthusiasm for the project.
This can be accomplished through a formal presentation that introduce the
concepts, goals, and expected benefits of TPM, and also includes top
manager’s personal statements to employees on the reasons behind the decision
to implement TPM. It may be followed by printed statements in company
bulletins.
TPM respects the autonomy of workers, but it promotes autonomously only
after they have become sufficiently motivated and competent to manage their
own activities successfully, and only when a work environment that supports
autonomous activities has been created. 自主的な活動が必要ですが動機付けが欠かせません。
Establishing that favorable environment is management’s
primary responsibility at this stage of preparation.

1
Step 2: Launch educational campaign
The education for TPM implementation should be designed to eliminate
resistance and raise morale. しかし、簡単にはいきません。
In Japan, for example, 2-3 day training program by level have been most
effective for managers and section chief, or for staff engineers and group leaders or
foreman. マネージャクラスから始めます。

Top management often attends the programs for upper managers and section chiefs
to provide support by his presence.
Floor workers can be trained using slide presentations or other visual materials.
This training can be enhanced by inviting supervisors and other managers to TPM
small group meeting to relate what they have learned from their own training
program.
During the TPM education stage, a campaign to promote enthusiasm for TPM
implementation is usually organized.
Japanese companies often use banners, placards, sign, flags and badges
bearing TPM slogans to create a positive environment.

2
Step 3: Create organization to promote TPM
Once the introductory education of management-level personnel has been
completed, building of a TPM promotional system can begin.
The TPM promotional structure is based on an organization matrix, forming
horizontal groups such as committees and project teams at each level of the
vertical management organization. It is extremely important for the support and
successful development of TPM company wide. 左右上下のマトリックスを作ります。
Groups are organized by rank, for example, the TPM promotional committee,
department and factory promotional committees, and PM circles for the work floor.
The integration of top-down, goal-oriented management with bottom-up, small
group activities on the work floor is critical.
Normally, autonomous small group activities can be carried on within the existing
management structure.
In many cases in Japan, so called QCC also implement TPM.
Therefore, QCC Activity is called as SGA( Small Group Activity ).
New PM circles or groups can be created within this structure by assigning
leadership responsibilities to section leaders,
group leaders, or or foremen on the work floor.
TPM-15-3.ppt
3
Step 4: Establish basic TPM policies and goals
The TPM promotional headquarters staff should begin by establishing basic
policies and goals. Since it takes at least three years to move toward eliminating
defects and breakdowns through TPM, one basic management policy should be
to commit to TPM and incorporate concrete TPM development procedures into the
medium to long-range management plan.
Although company mottoes and slogans are often simply displayed on the walls,
concrete basic policies and annual goals of management must be adhered to.
Although policies may consist of abstract written or verbal statements, the goals
should be quantifiable and precise, specifying the target (what), quantity (how
much), and time frame (when ).
Off course, to totally eliminate breakdowns and defects may be an unattainable
goal. Therefore, management should set intermediate goals ; for three-years,
for example.
To set an attainable goal, the actual level and characteristics of
current breakdown and rate of process defects per piece of equipment
must be measured and understood.
In some companies this information is not available and we must start
by identifying current conditions.
TPM-15-4.ppt 4
Step 5: Formulate a master plan for PM development
The next responsibility of the TPM promotional headquarters is to establish
a master plan for TPM development.
The daily schedule for promotion of TPM, beginning with the preparation
stage before implementation must be included.
A sample TPM development master plan shown on the next page is centered
on the following five basic improvement activities as explained before.

1. Improving equipment effectiveness through elimination of the six big losses

2. Establishing planned maintenance system by maintain department
3. Establishing an autonomous maintenance program by operators
4. How to make easy-to-manufacturing production design
5. Setting up program for prevention engineering
6. Education and training to increase skill

5
Step 6: Hold TPM “ Kickoff ”
TPM “ Kickoff ” is the first step in implementation, the
beginning of the battle against the six big losses.
During the preparation stage ( steps 1 ~ 5 ), management and professional staff
play the dominant role. From that point on, however, the individual workers
must move away from their traditional daily work routines and begin to practice
TPM.
Each worker now plays a crucial role. It means that every person is a
participant there are no onlookers. For this reason, every worker must
support top management’s TPM policy through activities to eliminate
the six big losses.
The kickoff should help cultivating an atmosphere that increases worker’s
morale and dedication. In Japan, this often takes the form of
a meeting for all employees.
At the meeting, top managers report on the plans developed
and on the work accomplished during the preparation phase,
such as the TPM promotional structure, the basic TPM policy
and goals, and the master plan for TPM development.
6
Step 7: Improve equipment effectiveness
TPM is implemented through five basic TPM development activities described
before, the first of which is to improve the effectiveness of each piece of
equipment experiencing a loss.
Engineering and maintenance staff, line supervisors, and small group members
are organized into project teams that will make improvements to eliminate
losses.
These improvements will produce positive results within the company.
During the early stage of implementation, however, there will be those who
doubt TPM’s potential to produce results, even when they are shown how
use of TPM in other companies increased productivity and quality, reduced cost,
improved business results, and created a favorable working environment.
TPMの効果に疑問のある人がいるのでモデルを選んで焦点を当てて実行します
To overcome this doubt and build confidence in TPM, we demonstrate its
effectiveness by focusing team efforts on equipment suffering from
chronic losses during operation -pieces that will show marked
improvement under an intensive three-month overhaul. Several
pieces of equipment in each workshop are selected as models,
and a project team is assigned to each piece
7
Step 8: Establish an autonomous maintenance
program for operators 変わるのに時間がかかる

The third of the five TPM development activities, autonomous maintenance, is the
eighth step in the development program.
It should be tackled right after the TPM kickoff.
Autonomous maintenance by operators is a unique feature of TPM; organizing it
is central to TPM promotion within the company. The longer the company has
been organized, the harder it is to implement autonomous maintenance, because
operators and maintenance personnel find it difficult to let go of the concept: “ I
make it, you fix it.” Operators are used to devoting themselves full-time to
manufacturing, and maintenance personnel expect to assume full responsibility for
maintenance. Such attitudes and expectations cannot be changed overnight, which
is one of the reasons why it typically takes two to three years to progress from the
introduction of TPM to its full implementation.
Changing the thinking and the environment within the company takes time.
In promoting TPM, everyone from top to bottom in the organization
must believe that it is feasible for operators to perform
autonomous maintenance and that individuals should be responsible
for their own equipment. 8
Step 9: Set up a scheduled maintenance program
for the maintenance department 少し詳しく説明する

As we discussed earlier, scheduled maintenance carried out by the maintenance

department must be coordinated with the autonomous maintenance activities of
the operations department so the two department can function together like
the two wheels of a car.
A scheduled maintenance program is to raise the level of maintenance from
Phase- 1 to Phase-4.
Phase-1: Reduce variety of parts life In this phase, first action is to restore
defective parts and the second is to eliminate forced deterioration.
Phase-2: Extend parts life With investigation in phase-1, weakness in design
can be improved and thus, chance- breakdown can be eliminated.
Phase-3: Restore deteriorated parts periodically
In this Phase, it could be possible to estimate parts life then periodical services
could be conducted. Now, it possible to identify signs of break down.
Phase-4: Predict parts life
Application of machine diagnosis makes it possible to predict parts life.
9
Step 10: Conduct training to improve operation
and maintenance skills
In Japan , the large steel and electronics corporation provide their employees
with technical training at well- equipped centers.
The training curriculum should be prepared for both maintenance personnel
and operation personnel.
The curriculum for professional maintenance personnel is prepared according
to the type of job and, further, level of one’s skill.
The training for operators is often given by maintenance personnel and the
Some parts of training for maintenance personnel is given by operation
personnel.
This interchange of personnel in training is effective for cooperation in
the work of TPM.
Education and training are investment in people that yield multiple returns.

10
Step 11: Develop initial equipment management program
設備新設の場合： ディーテックの場合も

The last category of TPM development activity is initial equipment management.

When new equipment is installed, problems often show up during test- running
and startup even though design, construction, and installation appears to have
gone smoothly. This opportunity is effective chance for operators to understand
structure of the equipment and technological background of the equipment.
Initial equipment management is performed mainly by production engineering
and maintenance personnel as part of a comprehensive approach to maintenance
prevention (MP) through improvement activities at various stages.
In order to achieve good results of PM, it is recommended to involve operators
from early stage of planning and design. When test running of the equipment
is conducted at the maker, attendance of not only
engineers but operators and maintenance personnel is
quite effective for initial equipment management.
設備新設の場合は絶好の学習の場。 オペレーターも最初から参加させる。

広畑冷延 11
Step 12: Implement TPM fully and aim for higher goals
The final step in the TPM development program is to perfect TPM implementation
and set even higher goal for the future. During this period of stabilization everyone
works continuously to improve TPM results, so it can be expected to
last for some time.
At this point, Japanese companies are evaluated for the PM Prize. Even after a
company receives the PM Prize, however, its drive for improvement must
continue- winning the PM Prize simply symbolizes a new beginning.
According to a top-ranking manager at a PM prize-winning workplace,
“ This award does not mark our completion of TPM, but it does signify that
we started out on the right foot. This will enable us to try even harder.”
 An outline of TPM System 15:20---15:40

Optimal condition
Zero Accident- Zero Defects Zero- Breakdowns

Maintenance prevention &

improvement information
Phase 1 Phase 2 Phase 3 Phase 4 5. Easy-to- manufacture
1. Elimination of six big
Reduce Extend Restore deter- Predict product design
losses
variability parts life iorated parts parts life Product development:
Six big losses Approach

Synchronized product/ plant engineering

of parts life periodically * Planning

to similar equipment
Breakdowns Restore Estimate parts * Feasibility study
Restore Improve Apply

2. Planned maintenance
life & conduct * Conceptual design
defective design machines
Set up & Search for periodical * Detailed design
parts weakness diagnosis
Adjustment optimal services * Prototype
Eliminate
conditions * Design review
Eliminate chance Prevent quality
* Production schedule
forced breakdowns defects outflow
Minor Eliminate Identify signs 4. Prevention
deterioration
stoppages minor of breakdown engineering
Restore Eliminate
defects

Operation and maintenance information

Maintain basic
external quality defects Engineering::
Application of effective remedies

equipment
conditions deterioration * Planning
Reduced Identify
* Basic design
3. Autonomous maintenance

operating quality
* Cost estimation
speed conditions Step 1. Step 4. Step 5. Step 6.
* Design review
Initial Overall Autonomous Process quality
* Detailed design

Stepwise management
Quality Skill cleaning inspection maintenance assurance

for new equipment

rework analysis Step 2. standard
Procurement &
Action to sources of Step 7.
Construction
Reduced PM contamination Autonomous
* Requisition
yield analysis Step 3. super vision
* Purchase order
Cleaning & lubrication
* Construction
standard
Skill to improve
equipment
Maintenance knowledge and skills

Education and Practice

Operation & maintenance skill
Required skill
for new equipment
Adapted from Seiichi Nakajima, TPM Development Program ( Productivity Press.1989 )
 V. How to implement
Autonomous Maintenance
in TPM Activity
Management of Autonomous Maintenance
1. What is Autonomous Maintenance
Workers restore chronic poor condition of
equipment and job, of which they are in charge, in
order to achieve full performance of them and then
contribute to the effective production system.
This activity is useful for autonomous restructuring
of the base of management resources and for
autonomous management by renewal workers, who
have reformed their consciousness on work by
education and training.
前提として整備と工場が分かれた組織で論じている。
 2. Why Autonomous Maintenance ?
What is its characteristics ?

Point 1: The range of Autonomous Maintenance is

elastic and flexible according to the skill
of workers and type of equipment.
Level of skill & knowledge

Disassembly &
high assembly of machine Professional

flexible
Autonomous

Initial cleaning
Chemical
Mechanical Electric
skill & knowledge
Point 2: The area of activity expands starting from
improvement of equipment to that of
production system.

Man

Machine

Material
Method

Production system
Point 3: Autonomous Maintenance is an opportunity
of that workers can join to management.

Management circle
 --16:00
End of 1st day

Revitalizing the Workplace through Autonomous Maintenance

Autonomous maintenance steps Autonomous maintenance steps Autonomous maintenance steps

Step 1: Initial cleaning
Step 2: Action to the sources Step 4: Overall inspection Step 6: Process quality assurance
of contamination Step 5: Autonomous Step 7: Autonomous supervision
Step 3: Cleaning and lubrication maintenance standard
standard

Change thinking
Defects and breakdowns
embarrass the workshop

Motivation Effects Effects

y Model for organiz- Change Defects and Change Some workshops Change
ational leadership Equipment breakdowns Attitude achieve “ Zero ( revitalizing )
y Desire to do reduced defects” and/or Workplace
what’s needed “Zero Breakdowns

Change action
y Take positive steps
toward improvement
y Thoroughly standardize
maintenance activities

yCleaning is inspection y Restoration and improvement

y Inspection reveals abnormality lead to good results
y Abnormalities are restored or y Good results make everyone
improved happy
Revitalization Policy

TPM-6.doc
 d
第2日目：8：30－－

3. How to manage Autonomous Maintenance

Autonomous Maintenance Stage Step

Maintenance Maintenance
Basic *Elimination of chronic problems of 1. Initial cleaning
equipment by cleaning and tightening. 2. Countermeasure at the source of problems
on equipment

*Reduction of time for cleaning and

lubricating.
3. Cleaning and lubrication standard
*Study on the structure, performance
Performance

and maintenance skill of the 4. Overall inspection

Instruction follows inspection manual. Discover and correct minor defects.
equipment in order to pursue its full
performance. *Measure the level of 5. Autonomous inspection
Develop and use autonomous inspection check sheet
deterioration

*Training on the elements of production

Elements of
Autonomous Maintenance

Maintenance the system

system such as, material, products, 6. Qualitative Maintenance

for production system

process, quality, delivery, JIT and cost Orderliness and tidiness spread in the company.
Workers take data and judge by data.
*Development of the ability for KAIZEN
and self management
*Establishment of Autonomous 7. Full autonomous maintenance
Integrated

management on PQCD.
*Autonomous management on safety, with self- management
Develop company policy and goals further.
environment and humanity Increase regularity of improvement activities.

Holcim Seiso Inspection

Step-1:Initial cleaning The four lists of step 1
Taken by
Date Defective area Countemeasures Prod. Maint. P. Eng. Op. in charge Sch’d date Comp’d

(1) Defective area list

Date Question Answer or countermeasure Posed by Sch’d date

(2) Question list

Date Where What Found by

(3) Source of contamination list

Date Difficult work area Found by

(4) Difficult work area list

Step-1: Initial cleaning The four lists of Step 1

Taken by
Date Defective area Countermeasures Prod. Maint. P. Eng. Op. in charge Sch’d date Comp’d
07.13 Rubber seal of cover Exchange to new one Soos Laszlo 07.25 07.30

(1) Defective area list

Date Question Answer or countermeasure Posed by Sch’d date

11.04 Why air pressure can’tbe kept Air filter may be choked. Let’s checkit. Szell Ferenc 11.25
over 4.5 kg/cm2 ?

(2) Question list

Date Where What Found by

11.06 Coolant tank of machine HPC-1 Coolant is flushing out. Garaczi Karoly

(3) Source of contamination list

Date Difficult work area Found by

11.29 Air filter for machine K-B1 is difficult to check because of high location. Lepsenyi Istvan

(4) Difficult work area list

 An identification
Tag
PM Identification Tag (A) No.
Activity: Type AM FM PJ Step 1 2 3 4 5 6 7
AM: Autonomous Iden’d by: PM group:
Maintenance Defects summary: Date iden’d :
FM: Full-time
Maintenance
PJ: Project team Action 1. Taken by PM group 2. Requested to
* To be taken by whoever found defects after on-site
confirmation of results of action taken
Perforation
PM action Tag (B) No.
Iden’d by: PM group:
Section: Team:
Line: Equipment:
Defect summary: Date iden’d:

Return to sender
Action plan: Sch’d date:

Checked by: (PM leader)

(Supervisor)
Action 1. Taken by PM group
2. Requested to
Summary of action taken:

Date completed: by:

Step-2: Countermeasures to source of Contamination
Dividing Step 2 into Sub-steps
1. Review sources of contamination
2. Review difficult cleaning area
3. Prepare tentative cleaning standard
4. Estimate cleaning intervals
5. Set cleaning time target
6. Set improvement target
7. Find countermeasures to sources of contamination
7.1 Conduct a why-why analysis
7.2 Plan remedial actions
汚れの元
7.3 Take remedial actions
7.4 Evaluate results of actions
8. Find countermeasures to difficult cleaning areas
8.1 Conduct a why-why analysis
8.2 Plan remedial actions
8.3 Take remedial actions
8.4 Evaluate results of actions
9. Revise cleaning standards
10. Assess residual issues
11. Develop a short remedial program
12. Conduct an autonomous maintenance audit
Step-2: Countermeasures to source of Contamination
A why-why analysis
Where and what foreign materials are originated ?

How foreign materials affect ?

Safety Quality Breakdown Minor stoppages Setup Adjustment Cleaning time

Why are foreign materials generated ? Why ? Why ?

Priority of action taken

Remedy source of contamination

Prevent undesirable dispersion

Correct difficult cleaning area

汚れの除去
Step-3: Cleaning and Lubricating Standards --9:30

Lubrication Control System

Autonomous maintenance Full-time maintenance
Select PM group models Assess lubricating Prepare
Select managers’ models points & surface lubrication education

Training Material
Conduct lubrication education
Locate lubricating points and surfaces Lubricating &
inspecting ledgers 元帳
Lubricating points ５W1H!
and surface lists メンテ部門は工場がLub．
をやり易いように準備する
Detect lubrication related Allocate routine
equipment defects Lubricating ? lubricating tasks

Action taken ? Work order

By autonomous maintenance
Remedy Remedy
equipment Set tentative Revise lubricating equipment
defects & inspecting ledgers defects
lubrication standards

Tentative lubricating Lubricant Lubricating

standards replacement & inspecting
standards ledgers
Estimating lubricating
intervals Improve lubrication
control system
Locate difficult
lubricating areas

Difficult Remedy difficult

work area list lubricating areas

Establish lubricating standards Compare &

modify standards
Highly sophisticated
Routine lubrication and inspection
lubrication control
Step-4: Overall Inspection
Dividing Step 4 into Sub-steps
1. Conduct general education.
2. Conduct specific education.
3. Conduct a comprehensive test.
4. Prepare inspecting check lists.*
5. Assess inspecting items.
6. Remedy defective areas discovered.
7. Set tentative inspecting standards.
8. Estimate inspecting intervals.
9. Set inspecting time targets.
10. Set improvement targets.
11. Identify difficult inspecting areas. Inspectionがやり易いように

12. Remedy difficult inspecting areas.

13. Review inspecting standards.
14. Allocate routine inspecting tasks.
15. Check operator’s inspecting skill.
16. Develop a short remedial program.
17. Conduct an autonomous maintenance audit** AMSTEP40.ppt
Overall Inspection
Inspection Check Sheet

cut-off switches
Parts type

acting switches
Precision snap-

Thermal relays
Limit switches

Auto switches
Photoelectric
Push-button,

Ammeters.
voltmeters
Electrical section

switches

Terminals
Proximity
switches

Motors
Wiring

Relays

Fuses
Check points
Improper actuation due to misalignment
Harmful damage, crack, deformation or
melting
Loss or looseness
Overheating, abnormal noise or order
Adherence of cutting fluid, metal chips,
dust or spatters
Over stress caused by machine motion
Shock or uneven force
Installation in vibrating area
Proper guard against collision
Possibility of actuation error
Unnecessary wiring or devices
Adjustment ranges properly displayed
Time-consuming adjustment or inspection
Proper return of gauge pointer to position
 Step-4: Overall Inspection
The procedure for an Overall Inspection
Determine categories for Fastener, electrical, power, transmission
overall inspection and hydraulic/pneumatics
Maintenance staff
Preparation
Prepare teaching material
Maintenance staff
Teaching materials
Plan schedule Check sheets
Maintenance staff Inspection manuals
Conduct group leader education
Maintenance staff
Education Prepare roll-out education Inspecting practice
at model equipment
Group leader and manager
All pieces of equipment
Conduct roll-out education

Proceed to next inspection category

allocated
Group leader
Conduct overall inspection
Overall PM group members
Inspection Conduct PM group meeting
PM group members
Four list
Remedy equipment defects
PM group members and maintenance personnel
Set tentative routine inspecting standards
PM group members Routine inspecting
Check operators’ inspecting skill standards
Finishing Group leader
Self-audit and application for audit Skill evaluation
Group leader sheet
Autonomous maintenance audit
Managers and engineers
Remedy weak points indicated in audit
PM group members and maintenance personnel
Step-5: Autonomous Maintenance Standards
Dividing Step 5 into Sub-steps Autonomous Inspection

1. Review residual issues left over from Steps 1 to 4.

2. Take actions to problems.
2-1 Identify problems in cleaning/lubricating standards set
in Step 3 and categorical inspecting standard set in Step 4.
2-2 Plan and take remedial actions.
2-3 Evaluate results of actions.
3. Take action to breakdown and minor stoppages.
3-1 Examine causes.
3-2 Plan and take remedial actions.
3-3 Evaluate results of actions
4. Set tentative routine inspecting standards.
5. Compare with maintenance standards set by full time*
maintenance.
6. Set inspecting time target.
7. Set tentative routine inspecting schedule.
8. Conduct routine inspection.
9. Review cleaning, lubricating/inspecting standards.
10. Set autonomous maintenance standards and schedules.**
11. Develop a short remedial program.
12. Conduct an autonomous maintenance audit.***
 Time targets in autonomous maintenance activities

16 min.

15 2

Time 2 Improvement
( Minute )
2 10 min.
10
Minutes per 3 8 2
operator per
shift
5 min.
5

Step 2 Step 3 Step 4 Step 5

4 -1 4 -2 4 -3 4 -4 Cleaning
Cleaning

Hydraulics &
transmission
+

pneumatics
Cleaning +
Electrical
lubricating
Fastener

lubricating

Power
+
inspecting

Cited from :TPM IMPLEMENTATION by M.TAJIRI & F.GOTOH

 Autonomous Maintenance Standards
Autonomous maintenance ( cleaning, lubrication and inspection ) standards Prepared by : Takemura Kenji Date issued : 1998. 07 29

Process: N0.3 Rubber molding Equipment : TR - 3 Approved by : Soos Laszlo Date expired :
No Min. Interval Person
Cleaning areas Criteria Methods
. Day Week Month responsible

1 Main body of injection molding machine No abnormal contamination Wipe with dump rag 10 Operator
by grease, dirt and dust
Cleaning

2 Main body of press ditto ditto 10 ditto

3 Hydraulic unit ditto ditto 5 ditto

4 Temperature controller ditto ditto 2 ditto

5 Mold disassembly jig Rubber flash and chips within Sweep with broom 5 ditto
limits

Lubricant Interval Person

No. Cleaning areas Criteri Type Tools Min. Day Week Month responsible
a
Lubricating

Hand
10 Hydraulic oil reservoir Oil level within ranges markedYellow-56 1 Operator
pump

11 Air lubricator Oil level within ranges marked Blue-68 Oiler 1 ditto

Heating plate cooling water tank ditto Blue-68 ditto 1 ditto

15 Screw gear in hydraulic clutch Oil level within ranges markedGreen -32 Oiler 1 Operator

16 Rotating parts in press Sufficient grease White c-1 Press. gun 3 ditto
Autonomous maintenance ( cleaning, lubrication and inspection ) standards Prepared by : Takemura Kenj Date issued : 1998. 07 29

Process: N0.3 Rubber molding Equipment : TR - 3 Approved by : Soos Laszlo Date expired :
No Interval Person
Category Location Criteria Methods Corrective actions Min.
. Day Week Month responsible
Hydraulics Oil pressure in tem-
21 1.0~2.0 kg/cm2 Visual Adjust 1 Operator
perature controller
Oil temperature in Shut down and call
22 Hydraulics 35oC~ 55oC ditto 1 ditto
Hydraulic system maintenance dep.
Hydraulics Hydraulic pump Within “ filter
23 ditto ditto 1 ditto
indicator clean”
position
24 Fastener Die holder bolts No looseness Tap lightly Tighten 6 ditto

Power Bearing wear in

25 No wear Visual Replace 1 ditto
transmission mold disassembly jig
Power
26 Fan belt No wear ditto ditto 1 ditto
transmission
Safety door No looseness in
27 Electrical ditto Tighten 1 ditto
limit switch setting bolts
Lamps at consoles
28 Electrical No burnout or damage ditto Replace 1 ditto
and machines

Hydraulics/ ditto Call maintenance ditto

29 Pipes and fittings No leakage or damage 5
pneumatics department
Step-6: Autonomous Maintenance Standards
Qualityを設備にフィードバック
Dividing Step 6 into Substeps
1. Remedies focused on quality results
1-1 Delineation of quality assurance flow diagram(QAFD)*
1-2 Process quality** assessment
1-3 Preventive measures against defective product outflow
1-4 Product handling
1-5 Detection of quality defective product.
2. Remedies focused on quality causes in terms of raw material, measuring
apparatus, jig and die, machining condition
2-1 Identify quality conditions to be incorporated into a piece of equipment.
2-2 Assess quality conditions.***
2-3 Remedy quality conditions.
2-4 Review and standardize inspecting items in terms of quality conditions.
3. Establishment of process quality assurance system
Quality Assurance Flow Diagram(QAFD) and Process Quality

En-1 En En+1 En+2

(Pickling line) (Cold rolling mill) (Annealing) (Skinpass mill)

Qn-1 Qn Qn+1 Qn+2

An example of Process Quality) Initial, interim, final products

Quality Tolerances Inspection method Inspection frequency Inspection record

Thickness + 0.30mm X-ray gauge meter Total length Recording paper

Micrometer 1st coil of roll change
1st coil of shift change Roll ordering paper
1/ 3 coils

Width + 1.2% of width convex rule 1st coil of roll change Roll ordering paper
1/ 3 coils

Shape below 5mm Taper gauge and ruler 1st coil of roll change
1/ 5 coils Roll ordering paper
Surface

* Initial products: Commencement of work, Changeover, Adjustment, Jig or tool change,

Alternation, Repair or service, Lot change
 The five criteria for quality assurance
Qualityにも注意を払って

1. A quality condition is Quality conditions are unclear

quantitative or clear * Operators as well as maintenance personnel do not know very precisely what the quality
conditions are nor how to manage these conditions and at which area of equipment.
* Quality conditions have too wide, too narrow, or ambiguous ranges.
* Quality conditions are adjusted by relying on operator’s experiences or feelings.
* When equipment is started up, adjustment and test run must be repeated.

2. A quality condition is Quality conditions are difficult to set

easy to set * Procedure for setting quality condition is difficult or complicated.
* Setup and adjustment requires too much labor and time.

3. A quality condition Quality condition tends to vary

resists variation * Quality defects readily recur in spite of frequent adjustment of operating conditions.
* Adjustment and fixing of operating conditions must be repeated many times.

4. A change in a quality Quality conditions are difficult to detect

condition is easy to detect * Change in quality conditions are not found until a large number of defective products
are already produced.
* It is difficult to identify which condition changed.

5. A change in a quality Quality conditions are difficult to restore

condition is easy to restore * Disassembly of equipment is needed to set quality conditions and, therefore,
involve excessive labor and time.
* Welding and file finishing are needed to restore quality conditions of worn parts
and require that a work order be issued to the maintenance department.

AMSTEP60.ppt
 How to prevent defective products outflow
Quality products
* Clearly defined ?
* Absolutely needed ?
* Well understood ?
* Well observed ?
* Easy to observe ?
* Are deviations detected at a glance if quality defects occur ?

* Inspection record
* Operating record

Scrap: After evaluation, defective product must be scrapped.

Rework : After evaluation, defective products can be repaired in

current or upstream process.
Defective products
Hold : Evaluation is requested from quality assurance department

Recycle : After evaluation, partial or whole product can be reused.

 ---10:00
Quality conditions 休憩へ

Quality condition: The condition of each item which relates to quality

on machines and equipment, raw materials and so on
in order to achieve process quality.
Example:
Side member
assembly accuracy
Main body
opening +d Curved die
Rear floor accuracy
+b parts accuracy +k
+f
Gap Curved blade
accuracy
+a Hinge parts
Under body accuracy +l
assembly accuracy +g
Member parts
+e Member sub- accuracy
assembly accuracy
+i
+h
Assembly jig
+c
+j
 10:20---

VI. Seiso Inspection

1. Why Seiso-inspection is important ?
• While cleaning, abnormality such as heating,
vibration, noise and oil leakage can be
detected by touching machines directly.
• Initial abnormality, which is overlooked by
mere appearance inspection, can also be
detected by Seiso-inspection.
• Seiso-inspection cultivates the consciousness
and habit of taking good care of machines and
equipment.
2. How to implement Seiso Inspection ?
•First,learn checking points of machine by elements,
such as Lubrication system, Hydraulic system,
Pneumatic system, Mechanical parts and
Electrical control system.
• Understand which parts of the machine get dirty
and how they become dirty for each machine.
• Decide and make list the items and conditions of
maintenance for each machine.
• Decide the method of intentional Seiso Inspection
for each machine.
• Check and improve the way to make easier
maintenance and cleaning.
 A check list example
Workshop name: Machine name:
Date checked: Checked by: Sign:

Name of element : Lubrication system

Check point Standard Method Period Comment
Oil port clean by eyes D W M
Oil gauge clean by eyes D W M
Oil level between upper & lower limit by eyes D W M

Strainer no break & no sludge by eyes D W M

Oil no contamination & deterioration by eyes D W M
Piping no leakage & no bending by eyes D W M
Oil jug clean by eyes D W M
Name of element : Hydraulic system
Oil port eyes D W M
clean by eyes D W M
Oil level between upper & lower limit by eyes D W M

Strainer no break & no sludge by eyes D W M

Oil no contamination & deterioration by eyes D W M
Hydro Ele. Plant
 10:40---

3. Detail points of Seiso Inspection ?

No Name Check Points
1 Pressure Pressure correct?
Setting V
2 Oil Tank Oil quantity enough?

3 Strainer No Choking?

4 Oil Clean? No air bubble?

5 Coupling Straight and correct?

6 Axis Correct alignment?

7 Pump No heat, no noise and

no vibration?
8 Motor No heat, no noise and
no vibration?
Lub-1
Lub-2
Hy-1
Hy-2
Pn-1
Pn-2
Pn-3
Ele-1
Ele-2
No Name Check Points

1 Dog Correct position?

2 Set Bolt Correct position? Tight?

3 Rotating No looseness
Pin
4 Roller No uneven wear?

5 Arm No dust or sludge?

6 Wiring Ampere and voltage are

within standard?
7 Limit Is movement in the limit?
position
8 Sensor No liquid or mist?
K-B Seiso Inspection

Ele-3
Meca-1
Meca-2
Meca-3
How do you check for Seiso Inspection?
Example YAMAHA
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
Let’s full make use of your machines
by everybody.
 Hoping prosperity of your company,

VJCC is always ready to work with you.

Xin cam on !
Machine in a company

Seiso
Inspection
Innovative Process: Nippon Steel Co., Hirohata Works - FIPL
Starting-up Ceremony
of New Process ( FIPL)
-1982. August 03-