Such activities will prevent forced deterioration of equipment. To translate this thought into action, the development of personnel that are skillful at equipment operations and improvement is pushed for, to foster personnel who are versed in the structure and function of facilities; who have acquired maintenance skill to apply improvement.
For the structural reform of personnel, it is highly effective to bring about the structural improvement of equipment currently being used. Then, based on the step. Step six: Up to this stage, by implementing all the five steps the operator develops, the focus should be on daily maintenance with established check-sheets to maintain the equipment. Apart from this, a consolidation ability to manage their own work is developed.
Step seven: The aim of step seven is to consolidate all their activities undertaken in step one to six. The operator develops confidence by witnessing the positive changes made in the equipment and surrounding workplaces. Step seven encourages one to see the improvements as an endless process in which they can and must take the initiative.
Before the TPM kick-off, management shall select few machines as pilot machines or management model machines where a team comprising top executives, plant managers and regular employees will demonstrate the process step-by-step. This process will help gain hands-on experience both for synching the concept and also witnessing the improvements. Once the manager model machine demonstration is completed, the shop floors shall be divided into zones or circles by mapping man to machine.
Daily work management schedules and Gemba visits are to be made to encourage the teams to improve the machines and the surroundings by applying Jishu Hozen steps as mentioned in the approach. Either part or the complete complex can be divided into different zones or circles by mapping man to machine.
The three-step audit plays a significant role to sustain the implementation process by periodic review. Tool change loss 4. Startup loss 5. Minor stoppage and idling loss 6. Speed loss 7. Defects and rework loss Shutdown loss Management loss Operating motion loss Line organisation loss Logistic loss Measurement and adjustment loss Yield loss Energy loss Die and tool loss Referencing of CNC machines, warm operations conducted early morning or after long stoppage.
These are the conditions in which the machine will revert to normal operation, if the stuck workpiece is removed, or resetting is carried out. By Avijit Biswas 28 6 Speed loss Losses due to difference between the actual speed and design speed. Losses resulting from lower design speed compared to the present technological level or desirable speed or mission speed. If standard cycle time is 30 sec and actual operation time is 35 sec; the speed loss is 5 sec. Volume losses due to defects and time losses required to repair defective products to turn them into excellent products.
By Avijit Biswas 30 8 Shutdown loss Loss which affects the equipment loading time. Time losses when equipment is stopped for planned maintenance.
Reduction of shutdown time and cycle extension must be sought. By Avijit Biswas 31 9 Management loss These are waiting losses such as awaiting instructions, awaiting material, awaiting tools, repair which are generated through management problems. By Avijit Biswas 32 10 Operating motion Losses due to violation of motion economy.
It is the man-hour loss which is generated by the skill level difference in the setup and adjustment, tool and jig change operation and so forth. The losses which are cased by skill level difference in the loading and unloading work is also included in this category. Walking losses because of bad layout.
By Avijit Biswas 33 11 Line organisation Loss due to organizing the manning considering skill, availability etc. It is the loss resulting from the worker having to work on more than one piece of equipment at the same time, including loss caused by improper line organization. Include waiting time losses generated in the multi- process and multi-machine processing and also line balance losses in conveyor work.
By Avijit Biswas 34 12 Logistic Stoppage of equipment for logistics reasons. Man-hours spent in doing logistics work transportation of products or raw materials etc. By Avijit Biswas 35 13 Measurement and adjustment Losses that result from measuring and adjustment to prevent occurrence of quality defects.
By Avijit Biswas 36 14 Yield Volume losses. Weight difference between raw material and products. By Avijit Biswas 37 15 Energy Losses of energy such as electric power, fuel, air, water etc.
Startup loss, overload loss, temperature loss. It is the input energy which can not be effectively used for processing. Losses such as startup loss, temperature loss during processing and idling are included in this category.
By Avijit Biswas 38 16 Die and tool These are monetary losses resulting from the manufacturing and repair of dies, jigs, fixtures, and tools necessary for production. These are extra expenses needed for replacing dies, tools, and jigs which are worn over long service or broken or the expenses spent for re-grinding or re- nitriding. Participation of production in maintaining the machine condition is Jishu Hozen. He should have knowledge and ability to understand the co-relation between equipment and quality and to predict abnormal quality of the product and its causes.
He should have knowledge and ability to understand the equipment mechanism and functions and to locate the possible causes, if trouble occurs. Training and guidance in equipment structures and functions, names of parts, and members that must not be disassembled. Guidance of lubrication, unification of oil types and instruction on preparation of an oiling standard oiling locations, oil types, and oiling periods.
Technical support on control of sources, counter-measures for the causes of dirty equipment and improving access to hard-to-clean areas, efficient operation and other kaizen activities. Quick processing of work asked by the operating division on malfunctions such as deterioration, basic conditions, and defects. Jishu Hozen Understanding the importance of JH. Understanding the adverse effect of forced deterioration.
Understand what will happen if it is poorly maintained. Understanding normal and abnormal conditions. Safety education, prediction of injuries, electrical shock, dust in eye, dropping articles, slippery surfaces, skin irritation etc.
Draw a simple illustration of equipment to identify different units and components of the equipment. By Avijit Biswas 45 Step 0 Cont.. Preliminary step Step 0 6. Understanding losses, failures, and defects with corresponding responsibilities. Awareness of basic equipment condition. Red and White Tags. Dis-cover to discover.
Corrective maintenance of the machines by increasing the operational conditions, safety, maintainability, reliability and quality of repair ultimately increases the lifespan of the machine. Preventive maintenance of machines can be likened to a person taking precautions so as not to fall ill. It is a daily program of carrying-out maintenance, inspecting for abnormalities and addressing them at the earliest stage possible before they become bigger than they already are.
Daily maintenance prevents deterioration through activities such as lubrication, cleaning and adjusting loose nuts and bolts. The machine has also to be measured regularly to determine the degree of deterioration through inspection checklists. Any signs of increased deterioration are then systematically addressed so as to prevent them from becoming bigger than they already are which will be costly to repair.
When such problems are left to get out of hand, there is also the likelihood that the machine might have to be scrapped and replaced with a new one. Preventive maintenance is therefore a very important part of the autonomous maintenance program because it has positive implications on quality, cost and delivery to the customer if done in the proper manner.
To begin the Total Productive Maintenance program requires a schedule of activities in order to ensure that gains are sustainable in the long run. The following are the bare minimum requirements for the successful implementation of a TPM program:.
0コメント