Click on this link to buy: http://imojo.in/ctp4ez This presentation explains preventive and Autonomous Maintenance techniques in a simple manner with numerous "Before & After" pictures. There are also formats available at the end of the presentation on the MIS reports and analysis to be done in the Maintenance function.

2. Introduction
Not quite sure if this book would be useful for you?
If you belong to any of the category of people mentioned below, then this book
is for you.
• Manufacturing Sector expects the engineers to be Job-
ready. However, the engineering curriculum does not
cover some of the basics required in the manufacturing
sector. This book would help in understanding the
basics, so that a fresh engineer can perform his role
immediately aCer joining the company.
Fresh Engineers
interested in joining
Manufacturing Sector
• This book can serve as an “InducIon Manual” for the
new Supervisors and Engineers in the shop floor. Job
ResponsibiliIes, Do’s and Don’ts for each role, Tools
and Techniques and MIS reports are explained for each
department. This would help in faster career growth.
Supervisors / Engineers
in the Shop floor
• This book can serve as a Quick Guide to teach you and
your employees, the basics of manufacturing
organizaIon. This would also help you in managing your
people, building the organizaIon to the next level by
creaIng strong processes.
Second GeneraIon
Entrepreneurs

3. Why this book?
• In India, several studies conducted on the employability skills state that
only 5% to 10% of the Engineers graduating from the Institutions are Job-Ready
/ Employable.
• Industries require workforce which are readily employable, so that they
do not have to spend a lot of money and effort on providing basic skills and on-
the-Job training
• While large organisations have Induction training for their employees,
many medium and small scale companies do not have proper structure to
provide this training
• Their employees work with very little awareness of the best practices of
the industry, making them frustrated, fire-fighting for day-to-day activities and
results in a lot of stress
• This also makes the companies uncompetitive, leading to poor business
performance, resulting in poor motivation of the people, and this becomes a
vicious cycle
• This publication is aimed at providing the fundamentals of manufacturing
management which are not offered by any of our institutions/curriculum to
Engineers and Diploma Holders who are joining Manufacturing Industry
• This is our initiative to empower the professionals in performing more
efficiently and effectively helping the organization and the nation
• In addition, this gives us immense satisfaction that we are giving
something back to the ecosystem we are working in and are able to challenge
the traditional way of thinking and practices.

4. What do we cover in the book?
A typical manufacturing company has Production, Production Planning,
Quality, Stores, Purchase, Maintenance, Finance & Accounts, Marketing,
Human Resources, Admin , Information Technology and Sales functions.
However, we would cover
1. Production
2. Production Planning
3. Purchase
4. Stores
5. Quality
6. Maintenance
functions in this book, since these are the major areas, an Engineer or a
Diploma/Degree Holder joins after his/her degree.

5. Structure of the contents
Each department / function is explained in the following structure:
• General Introduction to the Function / Department
• Organization Structure of the function
• Roles and Responsibilities of the key incharges
• Process Flow in the function
• Tools and Techniques required in the function
• Pictures and tables to demonstrate the activities (wherever applicable)
• MIS Reports and the Analysis to be done
• Key Result Areas (KRAs) and Key Performance Indicators (KPIs) for
each function

6. Chapter 1
Introduction

7. Introduction to Manufacturing
Company
A manufacturing company produces goods (or materials) using tools, machines,
chemical processing, biologic processing or formulation and with the use of
people. Manufacturing ranges from small hand-made products (Handicrafts
industry) to large / Hitech products (Aircraft / Bullet Trains).
A typical manufacturing company procures many parts/raw materials from
various suppliers (or Vendors), process them (discrete manufacturing or flow
manufacturing) and sell to its customers. These customers may be the end users
of the product or may use the products to make other products. For e.g. A glass
manufacturing company procures silica and other raw materials for making
glass. This can either be sold as end product to consumers (for home use) or to
an Automotive factory to use these glass for cars (of course, the grades would
be different).
In this book, we consider a typical manufacturing company consisting of a few
discrete manufacturing processes (e.g., Turning, Milling, Polishing, etc.).

8. There are various functions (or departments) in organisations, each focusing on
a few major activities.
1. Production Function - Focuses on the manufacturing of the product
2. Purchase Function - Focuses on purchasing / buying the raw materials
and consumables required for the production
3. Stores Function - Focuses on the receiving the incoming raw materials,
holding them properly and issuing them to the user department when there is a
need for the materials
4. Maintenance - To keep all the machines ready for production. To prevent
break-downs of machines,
Each function consists of a group of persons (or a single person) performing
their tasks.
A company is headed by the CEO / Directors / Owners depending on its
structure. Various levels of managers across various functions report to the CEO
/ Directors. Supervisors / In-charges report to the managers and they manage the
operators (shop floor employees across various levels)
Pic: 1.1 - Various Levels of Employees
CEO / VP / Promoter
Process steps that take time,
(VA)
A process step that transforms or
shapes a product or service, which is
eventually sold to a customer.
resources, or space, but do not add
value to the product or service.
Directors / Promoters
Managers (various levels)
Supervisors / Incharges
(various levels)
Operators / Employees
(various levels)
Senior Management Level
Middle Management Level
Junior Management Level
Employee Level

9. Internal and External
Customer
External Customer: A customer who buys the product / services of a
company. All the functions in an organization exist to fulfil the need of these
end customers. This customer is not a part of your organization but pays your
organization for the products / services.
Internal Customer: A member of the organization providing goods / services
for other members inside the organization. For e.g. Stores issues raw materials
to production. So Production function is a customer for Stores. Inside
Production function, each operation sends the product to the next operation thus
becomes a supplier to the next operation. These are called Internal Customers
and Internal Suppliers.
Pic: 1.2 - Internal Suppliers and Customers
Stores Production
Internal CustomerInternal Supplier

10. Goals of each department
Each department works with a set of goals which are aimed at satisfying /
exceeding their Internal / External customer’s needs. These goals are called Key
Result Areas (KRA’s) or Department Objectives / Targets.
Generally there are 6 major categories of objectives / KRAs:
1. Productivity
2. Quality
3. Cost
4. Delivery
5. Safety
6. Morale
These KRA’s needed to be measured through various Indicators. They are
called Key Performance Indicators (KPIs). For e.g. Productivity can be
measured by indicators like “output per person per day”, “Planned production
vs. achieved production”, “Utilisation of the machine”, etc. Similarly, Quality
can be measured by “Reduction in defectives”, “% of yield”, etc.
All the departments will have KRAs and KPIs to measure their performance.
Generally there would be a Monthly Review Meeting (MRM) to discuss the
performance and take corrective and preventive actions.

11. Chapter 2
Maintenance

12. Maintenance Function
• Maintenance function ensures that all the machines and equipments
related to the production and other key functions in the organization are
maintained and function properly
• Maintenance Function plans for the spares and consumables for the
maintenance
• They co-ordinate with outside agencies / other functions in case of layout
change / wiring / machine movement, etc.
• Maintenance should ensure that there should not be any breakdowns of
any machines
We have used a few pictures in this book, which were taken from public sources.
These are only for educational purposes. We do not own these images. The
Author and Hash Management Services LLP will not take ownership for these
images and any liability arising out of these images.

13. Job Responsibilities of
Maintenance Engineer
Following are the critical job responsibilities of Maintenance Function
• To bring the Machine to Basic condition
• Taking Machines to Higher Levels of Performance
• To Move towards Zero Failures , Zero Defects & Zero Accidents
• There are 2 basic types of maintenance
o Break-down Maintenance – Done after the Machine breaks down
o Preventive Maintenance – before the Machine breaks down - done
by the Maintenance team at regular intervals to keep the machine
in working condition
§ Autonomous Maintenance (AM) is a part of Preventive
Maintenance (PM)
§ AM is done by the operator themselves on a daily basis
• Over a period of time, Break-downs of machines should become zero!
Pic: 5.1 - Types of Maintenance

14. Break-Down Maintenance
• Once a particular machine breaks down, the operator informs the
production supervisor to raise a complaint to the Maintenance team
• Maintenance team rushes to the machine and fix the issue
• Most companies have a Service Level Agreement with the Maintenance
team to attend the machines (e.g. maintenance team personnel should reach the
machine with in 30 min)
Preventive Maintenance
This is a schedule based maintenance program, which would be done by the
maintenance team
Daily / weekly / fortnightly / monthly / quarterly plan for all machines
A preventive Maintenance calendar should be created covering all major
machines in the company and person responsible for the same

15. Autonomous Maintenance
(AM)
• Would be done by the operator themselves
• Cleaning / Lubrication / Re-tightening / Inspection are covered under
Autonomous Maintenance
• Minor spare change can also be covered under AM
Steps for Implementing AM
• Preparation
• Cleaning and Inspection
• Eliminate Problem Sources and abnormalities
• Cleaning, Lubrication, Re-tightening, Inspection – Checklists and Audits
• Visual Management
Please note that this list covers only the basics. This is not the exhaustive list of
steps as prescribed by the TPM model

16. Step 1 - Preparation
• Identify the Machine parts and the purpose /activity of the part in the
machine
• Know the function of the machine
• Know the safety aspect of the machine
• Operator Training to handle the machine
Step 2 - Cleaning and
Inspection
• Initial Cleaning of the Machine
• Identification of
• Abnormality
• Hard to Access area
• Source of Contamination & Localization
• Unsafe Conditions
Knowing the machine and its parts is the
Primary Step

17. Initial Cleaning of the
Machine
• Before cleaning, all WIP materials in the machine to be properly covered.
• Cleaning Agent should not be used on the Machine parts where there is
direct contact with the materials
• Cleaning tools:
o Cotton Waste
o Tool Box / Trolley
o Wire Brushes
o Ladder , Screw Driver
o Emery Sheet - Medium
o Cleaning Agent – Kerosene , Soap oil
Pic: 5.2 - Cleaning the Machine

18. Identification of Abnormality
Pic: 5.3 - Abnormalities and where to find them?

19. Step 3 - Elimination of
Abnormalities
Pic: 5.4 - Types of Abnormalities
Missing Nut Nut Fixed
Missing Screw
Screw Fixed

20. Step 3 - Elimination of
Abnormalities
Pic: 5.5 - Types of Abnormalities
Different Nut Same type nuts
No Grease Grease Filled

21. Step 3 - Elimination of
Abnormalities
Pic: 5.6 - Types of Abnormalities
Oil Leak from
machine
Oil Leak Fixed
No guard for drive Guard Fixed

22. Step 4 - Checklists and Audit
Templates
List of Abnormalities - Template
Maintenance Checklists - Template
Pic: 5.7 - Checklist and Audit Templates

23. Step 4 - Audit Plan
Audit Plan - Template
Pic: 5.8 - Audit Plan for Maintenance
Breakdown Register - Template

24. Step 5 - Visual Management
• Bolt Alignment – look at the markings
for alignment
• Markings to show the working range
• Needle should always between the red
marks
• Look at the calibration date sticker
Pic: 5.9 - Visual Management

25. Step 5 - Visual
Management
• Markings to show the level of the
grease in the reservoir.
• Look at the red, yellow and green
levels
• Visuals showing the details of Motor HP, Motor RPM, Sprocket and
Chain Details
• Chain rotation direction and eye symbol for inspection area
Pic: 5.10 - Visual Management

26. Step 5 - Visual Management
• Lever Open and Close
markings
• Pressure markings in the pipes
and the direction of flow
Pic: 5.11 - Visual Management

27. What are the KRAs and KPIs
of your department?
Goals /
KRAs
Performance Indicators /
KPIs
Measure
Current
Level
Target
Productivity No Breakdowns of machines in nos 3 0
Productivity
No Accidents in the shop
floor
in nos 1 0
Productivity
Autonomous Maintenance
carried out in all machines
in % 70% 100%
Quality
Time taken to fix the
machines (Mean Time to
Repair - MTTR)
in
minutes
10 5
Prepare your department’s KRA’s in case your organization does not have
them.

28. Learning’s from the Section
At the end of Maintenance Section, Are you clear on the following?
• Types of Maintenance (Breakdown / Preventive / Autonomous)
• Types of Abnormalities
• Where to find the Abnormalities
• Check lists and Audit Plans for Maintenance
• Visual Management

29. Interested in buying the book? Please click on any of the following links to buy.
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30. Meet the Author
Ananth is the CEO and Founder of Hash Management Services LLP. Ananth
has over 12 years of experience in the areas of Implementation of Lean
Manufacturing concepts, Quality Management, and Supply Chain Management
initiatives. Some of the industries he works/worked with are Textiles, Leather
and Footwear, Castings and Forgings, Electronic Equipment, Pump
Manufacturing, Fabrication, White goods, Heavy Engineering and Light
Engineering sectors. He works with Industry bodies like CII, FICCI and
currently working with International Labour Organization (ILO) for
implementing their SCORE Program in a few auto ancillaries in Chennai. He is
also an empaneled Lean Manufacturing Consultant (LMC) with National
Productivity Council (NPC) and working on Implementing Lean Manufacturing
principles for Small and Medium Enterprises.
Prior to Hash Management Services LLP, he was a consultant with Deloitte`s
consulting practice in India. Earlier, Ananth worked with Titan Industries Ltd,
as a Senior Engineer responsible for productivity improvements and various
quality initiatives. He holds PGDM from the IFMR, Chennai and a Bachelors
degree in Mechanical Engineering from the Government College of
Engineering, Tirunelveli.
Please visit www.hashllp.com to know more about the ways we help
manufacturing companies improve their operations and profitability.

31. Disclaimer
The advice contained in this material is for a specific audience and not for
general public. The author designed the information to present his opinion about
the subject matter. The reader must carefully investigate all aspects of any
business decision before committing him or herself. The author obtained the
information contained herein from sources he believes to be reliable and from
his own personal experience, but he neither implies nor intends any guarantee of
accuracy. The author particularly disclaims any liability, loss or risk taken by
individuals who directly or indirectly act on the information herein. The author
believes the advice presented here is sound, but the readers cannot hold him
responsible for either the take or the result of those actions.

32. Acknowledgements
This book would not have been a reality without the contribution from V N
Shiju who worked with me on creating the contents, L S Kannan contributed
Quality section, Veerabaghu, my mentor and guide, my wife Jeyalakshmi who
helped me in documentation, A S Senthil Kumar, my first boss who helped me
understand the basics of manufacturing industry, my colleagues at Deloitte and
all my friends who stood by me during some of the toughest times in my life.