Autonomous Maintenance by Operational Excellence Consulting

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Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department. Activities in an AM program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks. The goals of the program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained. AM is one of the most important building blocks in any TPM program.

Number of slides: 106

Learning Objectives​

1. Understand the key concepts of TPM and Autonomous Maintenance activities
2. Learn how to implement the Autonomous Maintenance activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Understand the critical success factors in sustaining Autonomous Maintenance activities on the shopfloor

Contents​

1. Overview of TPM
2. Introduction to AM
3. Tools of AM
4. How to Implement the Seven Steps of AM: The Step by Step Approach
5. Sustaining AM

To download this complete presentation, please visit: http://www.oeconsulting.com.sg

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Autonomous Maintenance by Operational Excellence Consulting

  1. 1. 1© Operational Excellence Consulting. All rights reserved. 1 Autonomous Maintenance © Operational Excellence Consulting. All rights reserved.
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Learning Objectives 1. Understand the key concepts of TPM and Autonomous Maintenance activities 2. Learn how to implement the Autonomous Maintenance activities, step by step 3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals 4. Understand the critical success factors in sustaining Autonomous Maintenance activities on the shopfloor
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 Contents 1. Overview of TPM 2. Introduction to AM 3. Tools of AM 4. How to Implement the Seven Steps of AM: The Step by Step Approach 5. Sustaining AM NOTE: As this is a PREVIEW, only selected slides are shown. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 Common Features of Workplaces with Poor TPM Practices  Equipment is filthy and stays that way  Oil and lubricant leaks are common; lubricators are empty  Rotating parts and moving surfaces are encrusted with chips and raw materials Overview of TPM
  5. 5. 5© Operational Excellence Consulting. All rights reserved. 5 Machine failures have many hidden causes Failure Loosening Contamination CorrosionLeaks FlawsDeformation VibrationCracks Backlash Improper Temperature Wear Less Visible Visible Failure is what we see but is only the tip of the iceberg Minor machine defects are generally unnoticed but are the cause of almost all machine failures
  6. 6. 6© Operational Excellence Consulting. All rights reserved. 6 Eight Pillars of TPM TPMintheOffice Safety,Health&Environment AutonomousMaintenance PlannedMaintenance FocusedImprovement EarlyEquipment Management QualityMaintenance Education&Training 5S & Visual Management TPM Goals: Zero Defects, Zero Breakdowns, Zero Accidents
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 What is Autonomous Maintenance?  Autonomous Maintenance is maintenance performed by operators  Basic maintenance that can be easily performed on a daily basis, e.g. inspection, cleaning, lubrication, etc.  Learning about the equipment to understand how it works and be able to spot signs of trouble  An employee engagement program as part of the Lean/TPM initiative
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 What AM Is NOT  An activity to keep operators busy when product demand is low  Doing a favor for Maintenance department  Performing basic maintenance without a purpose  Making operators into skilled tradesman
  9. 9. 9© Operational Excellence Consulting. All rights reserved. 9 AM is a Paradigm Shift Old Attitude TPM Attitude I use I maintain & I fix We maintain Maintenance Operator MaintenanceOperator
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 AM Supports a Culture Change Work Systems & Processes Behavior Attitude Culture Changes the way we act… And the way we think… By improving equipment and processes…
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 Characteristics of AM Programs  Organization-led activities - Supported by company and TPM Promotion Office  Use of audits - Determine full implementation of each step - Provide feedback on strengths and weaknesses - Clarify what needs to be achieved and best way to do it  Use of Activity Boards  Meeting and reports
  12. 12. 12© Operational Excellence Consulting. All rights reserved. 12 Goals of Autonomous Maintenance Goals of Autonomous Maintenance Prevent Equipment Deterioration Equipment Restoration & Proper Management Establish Basic Conditions
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 3 Key Tools for Autonomous Maintenance Key Concepts  Shop-floor based activities  Operator conducted  Operator enhancing  Team activity  Autonomous Management  TPM Foundation  Part of the job! 3 Key Tools  Activity Board  Meetings  One Point Lessons
  14. 14. 14© Operational Excellence Consulting. All rights reserved. 14 Activity Board & Daily Standup Meetings Agenda • Yesterday’s issues • Lessons learned • Manpower status • Update from top management • Lean/TPM activities • Today’s target & actions
  15. 15. 15© Operational Excellence Consulting. All rights reserved. 15 Types of One-Point Lessons 1. Basic Knowledge Lesson 2. Examples of Problems 3. Examples of Improvement • Training tool designed to fill in knowledge gaps • To ensure team members have consistent knowledge they need for daily production and TPM activities • Lessons are focused on equipment subsystems, safety points, or basic operating information • Based on problems that have already occurred, these lessons are designed to communicate knowledge or skills to help operators prevent similar problems from happening in the future • To ensure that successful improvement ideas are used widely, these lessons present what needs to be done to prevent or correct equipment abnormalities • It describes the approaches, actions, and results of specific improvement projects
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 Four Equipment-related Skills for Operators 1. Ability to detect abnormalities 2. Ability to correct abnormalities and restore functioning 3. Ability to set optimum equipment conditions 4. Ability to maintain optimal equipment conditions
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 7 Steps of Autonomous Maintenance 1. Clean and inspect 2. Eliminate problem sources and inaccessible areas 3. Draw up cleaning and lubricating standards 4. Conduct general inspections 5. Conduct autonomous inspections 6. Standardize through visual workplace management 7. Implement autonomous equipment management Source: Autonomous Maintenance for Operators by JIPM
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 Step 1 – Clean and Inspect  Eliminate all dirt and grime on the machine, lubricate and tighten bolts  Find and correct problems  Implement the Activity Board and the 4Ms  Address operators’ questions during education process  Develop countermeasures to mis-operations as early as possible Eliminate all sources of dirt and grime on the machine, lubricate, tighten bolts, and find and correct problems
  19. 19. 19© Operational Excellence Consulting. All rights reserved. 19 JOB BREAKDOWN SHEET Operation : Parts : Tools & Materials : Safety Equipment : MAJOR STEPS KEY POINTS REASONS What: A logical segment of the operation when something happens to advance the work How: Anything in a step that might — 1. Make or break the job 2. Injure the worker 3. Make the work easier Why: Reasons for the key points 1. 2. 3. 4. Step 1 – Clean and Inspect Each key point can be translated into One-point lessons
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 Example of Tagging During initial cleaning Afterwards – Everyday process Tag is removed only after the repair is made
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 Monitoring Tags 0 50 100 150 200 250 July A ugustSeptem ber O ctober N ovom ber D ecem ber NumberofTags Tags Issued Tags Restored
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 When You Find a Problem, Tag It!  Attach a tag to each problem you expose so that it won’t be forgotten  Fix problems as soon as possible and remove the tag  Draw up plans for resolving problems that can’t be addressed immediately
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 Step 2 – Eliminate Problem Sources and Inaccessible Areas  Correct sources of dirt and grime  Prevent spattering  Improve accessibility for cleaning and lubrication  Establish time targets for cleaning  Establish tentative standards Correct sources of dirt and grime; prevent spattering and improve accessibility for cleaning and lubrication. Shorten the time it takes to clean and lubricate.
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 Step 3 – Draw up Cleaning and Lubricating Standards  Develop periodic schedule and follow it strictly  Schedule should cover: - Cleaning - Inspection - Lubrication - When, what and how Write standards that will ensure that cleaning, lubricating, and tightening can be done efficiently (Make a schedule for periodic tasks) Use TWI Job Instruction Job Breakdown Sheet: - Major steps - Key points - Reasons for key points
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 Step 3 – Draw up Cleaning and Lubricating Standards  How to Develop Step 3 - Maintain the cleanliness achieved in Step 2 - Cumulative improvements - Divide a step into sub-steps
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 Step 3 – Draw up Cleaning and Lubricating Standards  Establish a Lubrication Control System - What is lubrication control? - Preparation by the maintenance department - Identify lubricating points and surfaces - Allocate routine lubrication tasks - Draw lubrication system flowcharts - Set tentative lubrication standards - Remedy defective areas and difficult lubricating areas - Set cleaning and lubrication standards - Thoroughly implement a color lubrication control system
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 Dept. / Line : Bldg Y Mach. ID : Date: 4/28/2004 S D W M Cleaning 1 Water trap Empty bowl Open valve Cloth 1 X Operator This is the maximum level for water in the bowl. Open valve at bottom to release water, wipe up with clean cloth. Insert Picture Here Tools T (Min) Person Resp. Autonomous Maintenance Routine Cleaning, Inspection, & Lubrication Standard Freq Diagram No. Item Criterion Method Area : Bag Printer Tag # : Example: Establish Cleaning Standard
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 Step 3 – Draw up Cleaning and Lubricating Standards  Three criteria for adhering to cleaning and lubrication standards 1. The people doing the cleaning and lubricating understand the vital importance of these tasks 2. The equipment is improved to make cleaning and lubrication easier 3. The time required for cleaning and lubrication is included in the daily schedule Autonomous Maintenance
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 How to Perform Inspection?  Inspect the conditions of each part of equipment using the human senses of sight, hearing, smell, and touch to detect signs of equipment failure.  Symptoms of potential problems can include unusual vibrations, noises, abnormal smells, abnormal component heating, or unusual sights, such as smoke, metal chips, or fluid leakage. Leakage Abnormal Temp Abnormal Smell Abnormal Vibration
  30. 30. 30© Operational Excellence Consulting. All rights reserved. 30 Example: General Inspection Abnormal hydraulic pump sound/temperature can mean cavitation, pump failure, etc. Inspection Stickers See something wrong? Smell something? Feel something wrong? Hear something wrong? Source: Nippon Denso
  31. 31. 31© Operational Excellence Consulting. All rights reserved. 31 Checklist for Daily Operator PM  1. Check coolant level through clear Plexiglas  2. Check heat exchanger fans (strings should be moving)  3. Check servo drive fans (string should be moving)  4. Check heat exchanger air filter (change when dark)  5. Check servo drive air filter (change when dark)  6. Check way lube reservoir (add when low)  7. Check main motor air filter (change when dark)  8. Check main motor cooling fan (string should move)  9. Check mist collector motor and air filter (change when dark)  10. Check bar feeder hydraulic motor air filter  11. Check bar feeder hydraulic oil level (add when low) Example: Checklist for Autonomous Inspections
  32. 32. 32© Operational Excellence Consulting. All rights reserved. 32 Example: Abnormalities Identifier for screws, nuts and bolts Total Total Total Total Total Total Total Total Total Total Total verified: Broken bolt Missing bolt Missing nut Misaligned bolt Misaligned nut Loosened nut Bolt too short Crooked bolt Damaged head Damaged nut OTHERS Maintenance alone and tightening mark (red dot, white line) Verify tightening daily (yellow dot, white line) Missing without consequence (yellow circle) Maintenance only (red dot) Critical or subject to loosening (yellow dot) Verified but non critical (white dot)
  33. 33. © Operational Excellence Consulting. All rights reserved. 33 Example: Color-coded Lubrication Container Station Source: Nippon Denso Color-coded lubrication container station ensures the right lubricant is applied to the right equipment
  34. 34. © Operational Excellence Consulting. All rights reserved. 34 Key Implementation Points of AM 1. Proper education and training a. Are the operators certified? b. Who certifies them? 2. Development of four equipment-related skills 3. Establishment of AM schedule for each operator 4. Autonomous management using activity board and meeting 5. Identifying and reporting problems 6. Participation in problem solving and OEE improvement
  35. 35. © Operational Excellence Consulting. All rights reserved. 35 How to Sustain AM?  Active leadership for TPM initiative  AM is owned by Production department and supported by Maintenance department  Proper operator training, education and skills certification  The time required for cleaning and lubrication must be included in the daily schedule  Supervisors need to ensure that AM activities are performed
  36. 36. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  37. 37. © Operational Excellence Consulting. All rights reserved. 37 About Operational Excellence Consulting  Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness.  One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes, technology and continuous improvement initiatives to suit the specific needs and situations of our clients.  We provide corporate learning programs and management advisory services to assist our clients to achieve breakthrough in business performance and effectiveness. Our aim is to support our clients in designing, managing and executing lasting beneficial change.
  38. 38. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PREVIEW

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