Types of maintenance & tpm pillars

Course Teacher :
Ingale Sanjaykumar M.
School of Technology
Department of Mechanical Engineering
Sanjay Ghodawat University Kolhapur
PRODUCTION & OPERATIONS MANAGEMENT
TOTAL PRODUCTIVE MAINTENANCE

Sanjay Ghodawat University Kolhapur 2
Corrective Maintenance (CM)

Preventive Maintenance
When we do preventive maintenance we are doing a task before
a failure has occurred. That task can be aimed at preventing a
failure, minimizing the consequence of the failure or assessing
the risk of the failure occurring.
• Time Based Maintenance (TBM)
• Failure Finding Maintenance (FFM)
• Risk Based Maintenance (RBM)
• Condition Based Maintenance (CBM)
• Predictive Maintenance (PDM)

When we are conducting corrective maintenance the failure has
now occurred and we are basically reinstating equipment
functionality. To be clear, corrective maintenance can be the
result of a deliberate run-to-failure strategy.
• Deferred Corrective Maintenance
• Emergency Maintenance (EM)

Time Based Maintenance (TBM)
Time-Based Maintenance refers to replacing or renewing an item
to restore its reliability at a fixed time, interval or usage
regardless of its condition.

Time Based Maintenance (TBM)
The purpose of Time Based Maintenance is to protect yourself
against the failure of known wearing parts which have
predictable Mean Time Between Failure (MTBF)
Time Based Maintenance assumes that the failure is age related
and a clear service life can be determined.
Time Based Maintenance can never effectively manage non-age
related failure modes and therefore should only form a small part
of your overall maintenance program as >70% of the failure
modes in your plant are not age related

Failure Finding Maintenance(FFM)
Failure Finding Maintenance tasks are aimed at detecting hidden
failures typically associated with protective functions. Think
pressure safety valves, trip transmitters and the like.

Failure Finding Maintenance(FFM)
This type of equipment won’t be required to function until something else
has failed. That means that under normal operating conditions one will not
know whether this equipment is still functional.
The failures are hidden, you’ll need to find them before you are relying on
that equipment to protect you.
It’s important to realize that failure finding maintenance tasks do not
prevent failure but simply detect it. Once detected one has to repair the
failure that found. Failure Finding Maintenance is conducted at fixed time
intervals typically derived from legislation or risk based approaches.

Risk Based Maintenance (RBM)
Risk Based Maintenance (RBM) is when you use a risk
assessment methodology to assign your scarce maintenance
resources to those assets that carry the most risk in case of a
failure
(risk = likelihood x consequence).

Risk Based Maintenance (RBM)
Equipment that has a higher risk and a very high consequence of failure
would be subject to more frequent maintenance and inspection. Low risk
equipment may be maintained at a much lower frequency and possibly
with a much smaller scope of work.
When you implement a Risk Based Maintenance process effectively one
should reduce the total risk of failure across your plant in the most
economical way.
Risk-Based Maintenance is essentially preventive maintenance where the
frequency and scope of the maintenance activities is continuously
optimised based on the findings from testing or inspection and a thorough
risk assessment.
Examples of Risk-Based Maintenance would be Risk-Based Inspection as
applied to static equipment like vessels and piping or even pressure relief

Condition Based Maintenance (CBM)
Most failure modes do give some sort of warning that they are in the
process of occurring or are about to occur.
If evidence can be found that something is in the early stages of failure, it
may be possible to take action to prevent it from failing completely and/or
to avoid the consequences of failure.
Condition Based Maintenance as a strategy therefore looks for physical
evidence that a failure is occurring or is about to occur. CBM has its
broader applications outside condition monitoring techniques often
associated with rotating equipment.

CBM as a maintenance strategy does not
reduce the likelihood of a failure occurring
through life-renewal, but instead is aimed
at intervening before the failure occurs,
on the premise that this is more
economical and should have less of an
impact on availability.
Condition monitoring does not fix
machines and condition monitoring does
not stop failures. Condition monitoring
only lets you find problems before they
become a failure.
A common rule of thumb is that the
interval between CBM tasks should be
one-half or one-third of the P-F interval.

How much more effective CBM is above breakdown maintenance
depends on how long the P-F interval is. With plenty of warning the
rectification can be planned, materials and resources can be mobilised
and breakdown prevented (though production is still stopped for the
maintenance duration).
For CBM to be effective as a strategy, early intervention is essential. This
requires an efficient and effective process for data gathering, data
analysis, decision making and finally intervention.
For failure modes where the P-F interval shows a large variability,
condition monitoring is not an effective strategy.

Predictive Maintenance (PDM)
With the advent of Artificial Intelligence, much lower costs of equipment
sensors (IIoT) and machine learning there is clearly a difference
appearing between Predictive Maintenance (PDM) and Condition Based
Maintenance (CBM).
Predictive Maintenance as an extension, a more advanced approach to
CBM where one uses potentially many process parameters gained from
online sensors to determine if an equipment is moving away from stable
operating conditions and is heading towards failure.
There are a lot of (very large) companies actively moving into this space
and it is certainly a fast-moving and exciting part of discipline as
Maintenance & Reliability professionals.

A Run to Failure or Corrective Maintenance strategy only restores the
function of an item after it has been allowed to fail. It is based on the
assumption that the failure is acceptable (i.e. no significant impact on
safety or the environment) and preventing failure is either not economical
or not possible.
Apart from being the outcome of a deliberate Run to Failure
strategy Corrective Maintenance is also the result of unplanned failures
which were not avoided through preventive maintenance.

A run to failure strategy can effectively be used for general area lighting,
smart process instrumentation (without trip functionality) etc. where the
consequence of failure is limited and would not necessitate a need for an
urgent repair.
When opting for corrective maintenance as a strategy it is essential to
ensure that the failure modes under consideration do not have the
potential to become Emergency Maintenance.
If one adopts run-to-failure for equipment that once it has failed must be
restored immediately to have doomed your organisation to a reactive
maintenance environment.

Deferred Corrective Maintenance (DCM)
Emergency Maintenance typically leads to longer equipment outages
and more production impact. And it is less safe.
When a corrective maintenance work request is raised it is essential that
you prioritise it properly to make sure that where possible you defer the
work request and give your team the time to properly plan and schedule
the work.

Emergency Maintenance (EM)
Emergency Maintenance is corrective maintenance that is so urgent that
it breaks into your Frozen Weekly Schedule
It upsets your plans and schedules and typically throws everything into
disarray.
Some people thrive in this type of environment and often get heralded as
heroes when they’ve worked 16hrs non-stop to get production back
online. But when it comes to the Road to Reliability it is a dead end.
So Emergency Maintenance is the one and only maintenance type that
we really want to avoid as much as possible. In fact, World Class
organisations ensure that less than 2% of their total maintenance is
Emergency Maintenance.

3/27/2021 Sanjay Ghodawat University Kolhapur 19

Pillars of TPM in a organization

Pillars of TPM in a organization - PILLAR 1 - 5S

Pillars of TPM in a organization - PILLAR 2 - JISHU HOZEN
( Autonomous maintenance )
This pillar is geared towards developing operators to be able to take
care of small maintenance tasks, thus freeing up the skilled
maintenance people to spend time on more value added activity and
technical repairs. The operators are responsible for upkeep of their
equipment to prevent it from deteriorating.

Pillars of TPM in a organization - PILLAR 3 - KAIZEN
"Kai" means change, and "Zen" means good ( for the better ).
Basically kaizen is for small improvements, but carried out on a
continual basis and involve all people in the organization.
Kaizen requires no or little investment. The principle behind is that "a
very large number of small improvements are move effective in an
organizational environment than a few improvements of large value.
This pillar is aimed at reducing losses in the workplace that affect our
efficiencies. By using a detailed and thorough procedure we eliminate
losses in a systematic method using various Kaizen tools.

Pillars of TPM in a organization - PILLAR 4 - Planned Maintenance
It is aimed to have trouble free machines and equipment producing
defect free products for total customer satisfaction. This breaks
maintenance down into 4 "families“
1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
With Planned Maintenance we evolve our efforts from a reactive to a
proactive method and use trained maintenance staff to help train the
operators to better maintain their equipment.

Pillars of TPM in a organization - PILLAR 5 - Quality Maintenance
It is aimed towards customer delight through highest quality through defect free
manufacturing.
Transition is from reactive to proactive (Quality Control to Quality Assurance).
QM activities is to set equipment conditions that preclude quality defects, based
on the basic concept of maintaining perfect equipment to maintain perfect
quality of products.
The condition are checked and measure in time series to very that measure
values are within standard values to prevent defects.
The transition of measured values is watched to predict possibilities of defects
occurring and to take counter measures before hand.

Pillars of TPM in a organization - PILLAR 6 - TRAINING
It is aimed to have multi-skilled revitalized employees whose morale is high and
who has eager to come to work and perform all required functions effectively
and independently. Education is given to operators to upgrade their skill.
It is not sufficient know only "Know-How" by they should also learn "Know-why".
The employees should be trained to achieve the four phases of skill. The goal is
to create a factory full of experts. The different phase of skills are
Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach.

Pillars of TPM in a organization - PILLAR 7 - OFFICE TPM
Office TPM must be followed to improve productivity, efficiency in the
administrative functions and identify and eliminate losses. This includes analyzing
processes and procedures towards increased office automation. Office TPM
addresses twelve major losses.
1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing, sales
leading to high inventories
3. Communication loss

Pillars of TPM in a organization - PILLAR 7 - OFFICE TPM
1. Idle loss
2. Set-up loss
3. Accuracy loss
4. Office equipment breakdown
5. Communication channel breakdown, telephone and fax lines
6. Time spent on retrieval of information
7. Non availability of correct on line stock status
8. Customer complaints due to logistics
9. Expenses on emergency dispatches/purchases .

Types of maintenance & tpm pillars

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