The document discusses implementing autonomous maintenance through a seven step process. It aims to train operators to conduct basic maintenance tasks like cleaning, lubrication, and inspection. This serves three main goals: 1) improving equipment reliability by preventing deterioration, 2) teaching operators about equipment functions and issues, and 3) making operators and maintenance partners in improving performance. The seven steps include initial cleaning, eliminating contamination sources, setting standards, training on inspections, and conducting autonomous maintenance and improvements.
The document discusses maintenance of historic structures. It begins with providing background on historic buildings in Rome, including discussing some of the earliest known stone structures and monuments. It then discusses challenges around maintaining Rome's historic monolith obelisks. Finally, it analyzes funding for maintaining historic structures in Rome and Italy, noting that current public spending is far below what is recommended based on standards for maintaining other types of structures and assets.
Viruses are much smaller than bacteria and infect host cells by attaching to receptors on their surface. They take over the cell's machinery to replicate their nucleic acid and proteins, eventually causing the cell to burst and release new virus particles. There are two main life cycles viruses follow - the lytic cycle where the virus immediately replicates and bursts the cell, and the lysogenic cycle where the viral DNA incorporates into the host DNA and lays dormant until conditions change and switches to the lytic cycle. A virus relies entirely on host cells for replication and spreads by exiting infected cells and finding new host cells to infect.
Small entrepreneurs should know some fundamentals of digital marketing, as it is by far an economical yet effective marketing tool available to entrepreneurs. This slides are not for techies but for simple entrepreneurs who have very limited knowledge about the digital media. So you may find some very basic information also being discussed in these slides.
The document defines 12 words: savory, scrupulous, servile, slough, solemnity, somber, spendthrift, stagnant, stoic. It provides examples for each word to illustrate its meaning. Savory refers to something with a salty or full flavor. Scrupulous means careful about details. Servile means submissive or fawning. Slough means to shed or cast off. Solemnity means being serious or respectful. Somber means grave or gloomy. Spendthrift refers to someone who saves money, not spends it foolishly. Stagnant means standing still and dirty. Stoic means enduring difficulties without complaining.
This document was compiled by Sulochan Lohani and provides information about the compiler. Sulochan Lohani assembled the contents of the document. The only information given is the name of the compiler, Sulochan Lohani, with no other details provided about the contents or purpose of the compiled document.
We are facing Below mentioned issue on M- 1& M-3 Lines since from long time
1) The Mussing PLC goes in holt mode at the time of starting the cell.
It will take few minutes to restart after repeatedly switching on – off. at the beginning of shift
This problem is savior at two places waz . Down tube and Steering Head. ( M-1 Line)
It is risky from maintenance point of view & there are chances of damaging the PLC permanently
As the Messung has windup their business spares parts management is also a headache for us .
As per discussion with my team members and consequently with you in present scenario we have to replace the Messung PLC by Mitsubishi PLC ( like Installed on M-2 Line) is the only alternative.
I am preparing the action plan for same with my team.
But we need your valuable technical support in this case.
Once the management approves budget and according to production planning we can work out for micro level plan.
Waiting for your support and guidelines. JH ACTIVITES
Autonomous maintenance involves operators performing basic maintenance tasks rather than relying solely on maintenance technicians. This allows technicians to focus on more complex issues and improves overall equipment effectiveness. Key benefits include lower labor costs, early issue detection, and improved safety. Effective autonomous maintenance requires training operators, establishing cleaning and inspection standards, monitoring tasks, and striving for continuous improvement through operator feedback.
The document discusses maintenance of historic structures. It begins with providing background on historic buildings in Rome, including discussing some of the earliest known stone structures and monuments. It then discusses challenges around maintaining Rome's historic monolith obelisks. Finally, it analyzes funding for maintaining historic structures in Rome and Italy, noting that current public spending is far below what is recommended based on standards for maintaining other types of structures and assets.
Viruses are much smaller than bacteria and infect host cells by attaching to receptors on their surface. They take over the cell's machinery to replicate their nucleic acid and proteins, eventually causing the cell to burst and release new virus particles. There are two main life cycles viruses follow - the lytic cycle where the virus immediately replicates and bursts the cell, and the lysogenic cycle where the viral DNA incorporates into the host DNA and lays dormant until conditions change and switches to the lytic cycle. A virus relies entirely on host cells for replication and spreads by exiting infected cells and finding new host cells to infect.
Small entrepreneurs should know some fundamentals of digital marketing, as it is by far an economical yet effective marketing tool available to entrepreneurs. This slides are not for techies but for simple entrepreneurs who have very limited knowledge about the digital media. So you may find some very basic information also being discussed in these slides.
The document defines 12 words: savory, scrupulous, servile, slough, solemnity, somber, spendthrift, stagnant, stoic. It provides examples for each word to illustrate its meaning. Savory refers to something with a salty or full flavor. Scrupulous means careful about details. Servile means submissive or fawning. Slough means to shed or cast off. Solemnity means being serious or respectful. Somber means grave or gloomy. Spendthrift refers to someone who saves money, not spends it foolishly. Stagnant means standing still and dirty. Stoic means enduring difficulties without complaining.
This document was compiled by Sulochan Lohani and provides information about the compiler. Sulochan Lohani assembled the contents of the document. The only information given is the name of the compiler, Sulochan Lohani, with no other details provided about the contents or purpose of the compiled document.
We are facing Below mentioned issue on M- 1& M-3 Lines since from long time
1) The Mussing PLC goes in holt mode at the time of starting the cell.
It will take few minutes to restart after repeatedly switching on – off. at the beginning of shift
This problem is savior at two places waz . Down tube and Steering Head. ( M-1 Line)
It is risky from maintenance point of view & there are chances of damaging the PLC permanently
As the Messung has windup their business spares parts management is also a headache for us .
As per discussion with my team members and consequently with you in present scenario we have to replace the Messung PLC by Mitsubishi PLC ( like Installed on M-2 Line) is the only alternative.
I am preparing the action plan for same with my team.
But we need your valuable technical support in this case.
Once the management approves budget and according to production planning we can work out for micro level plan.
Waiting for your support and guidelines. JH ACTIVITES
Autonomous maintenance involves operators performing basic maintenance tasks rather than relying solely on maintenance technicians. This allows technicians to focus on more complex issues and improves overall equipment effectiveness. Key benefits include lower labor costs, early issue detection, and improved safety. Effective autonomous maintenance requires training operators, establishing cleaning and inspection standards, monitoring tasks, and striving for continuous improvement through operator feedback.
White paper - Key factors for developing a pharmaceutical cleaning strategyFedegari Group
Pharmaceutical Cleaning Strategies: What are the key factors to consider when developing a quality procedure?
Cleaning is an essential practice for any pharmaceutical activity: it is impossible to manufacture drugs in dirty conditions, even if dirt is not evident. Many aspects need to be considered in setting up a cleaning procedure. This is certainly a multidisciplinary issue that involves various company areas: from “Regulations” to Engineering, from Quality Control lab to Production department. Contributions of all these areas together can lead to a robust and reproducible cleaning process.
In these conditions, even regulatory bodies struggle. Essentially, they allow manufacturers considerable flexibility in establishing their own cleaning specifications. The FDA, for example, does not define methods describing how a cleaning process should be validated.
Therefore, there are many aspects to be considered when approaching the issue of pharmaceutical cleaning. First of all, one has to consider where to perform cleaning activity: in-place (CIP) or out-of-place (COP).
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM as a productive maintenance approach implemented by all employees in an organization to improve equipment effectiveness. The key points covered include: TPM was developed in Japan in the 1950s and involves operators and management in continuous equipment improvement; the goals of TPM are to increase production quality and job satisfaction through cross-functional teamwork; and TPM utilizes methods like overall equipment effectiveness (OEE) and autonomous maintenance.
This document discusses plant maintenance and total productive maintenance (TPM) concepts from Titan Industries. It provides information on key maintenance terms and strategies like preventative maintenance, autonomous maintenance, and 5S. The goals of TPM are outlined as maximizing equipment usefulness by preventing failures, eliminating minor stoppages, reducing defects, and improving manufacturing methods. Autonomous maintenance performed by operators is described as cleaning, lubricating, and responding quickly to abnormalities to maintain equipment in a productive condition.
Root cause analysis (RCA) is a process for investigating problems or failures and identifying the root causes of problems, rather than just symptoms. The goals of RCA are to prevent future recurrences, improve processes, and enhance decision-making. RCA involves systematically tracing issues to their origin through data collection and analysis in order to determine underlying causes and implement corrective actions. Benefits include reducing costs through preventing rework, improving quality, safety, and reliability.
The document discusses five types of maintenance procedures:
1) Run-to-failure maintenance which can make economic sense for inexpensive, easily replaceable assets.
2) Preventive maintenance which involves dividing equipment into components, selecting maintenance methods and frequencies, and implementing tasks through a CMMS.
3) Corrective maintenance which aims to efficiently address unplanned failures through proper detection, communication, diagnosis and repair procedures.
4) Predictive maintenance which uses techniques like vibration monitoring, infrared inspection and oil sampling to replace components before failure.
5) Improvement maintenance which focuses on eliminating downtime, extending equipment life, and introducing best practices.
Daily Production Management - 5 Tips to Maintain Stability & Exclusion of Abn...Antonius Pompi Bramono
5 tips to maintain stability & exclusion of abnormality in your daily production management by implementing 5S, Visual Control, Observing & Enforcement of Standard, Failsafe Devices and Abnormality Control.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
At the core of Lean Manufacturing philosophy is the concept of elimination of waste. It is about getting precisely the right resources to precisely the right place and at the right time to make only the necessary products in the most efficient manner possible.
The concepts of the elimination of waste can be easily traced to Benjamin Franklin. Poor Richard encouraged the concepts of elimination of waste in numerous ways. Adages like “Waste not, want not”, “A penny
saved is two pence clear…Save and have” and “He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river.” Yes, it was Benjamin Franklin that educated us about the possibility that avoiding unnecessary costs could return more profit than simply increasing total sales.
It was Henry Ford who took the concept of the elimination of waste and integrated it into daily operations at his manufacturing facilities. Mr. Ford’s attitude can be seen in his books, “My Life and Work” (1922) and in “Today and Tomorrow” (1926) where he describes the folly of waste and introduces the world to Just-In-Time manufacturing. Mr. Ford cites inspiration from Benjamin Franklin as part of the foundation of these concepts.
However, it wasn’t until Toyota’s Chief Engineer, Taiichi Ohno systematized these concepts and the concept of pull (Kanban) into the Toyota Production System and created a cohesive production philosophy that was focused on the elimination of waste, that the world was able to see the real power of Lean Manufacturing. Interestingly enough, when Mr. Ohno was asked about the inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s book.
Part 1 of this report will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative focusing on a plant’s Preventive Maintenance (PM) Program can immediately unlock resources within that maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. Part 4 will discuss Poka- Yoke (mistake proofing) and see how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives will summarize the entire report.
TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that aims for perfect production with no breakdowns, small stops, defects, or accidents. It emphasizes proactive maintenance through techniques like autonomous maintenance conducted by operators, planned maintenance based on failure rates, and focused improvement projects. The traditional TPM program is built on foundations of 5S and eight pillars including autonomous, planned, and quality maintenance as well as training, safety, and applying TPM principles administratively.
Life of equipment depends not only on how well it is used but also on how well it is maintained. Various versions of maintenance techniques are in use. Total Productive Maintenance popularized by Japanese is one of the best methodology used worldwide
This document outlines the principles and implementation of Total Productive Maintenance (TPM). It defines TPM as a company-wide effort involving all employees to improve equipment effectiveness and eliminate breakdowns, defects, and accidents. The document describes the eight pillars of TPM, including 5S, autonomous maintenance, focused improvement, planned maintenance, and training. It then details the 12 step process for implementing TPM within an organization, including establishing policies, education, equipment management programs, and raising TPM levels over time. Potential benefits are also listed such as increased productivity, reduced costs, higher quality, and improved employee attitudes. A case study of TPM implementation at a bearing company is also summarized.
This document discusses the Failure Reporting, Analysis and Corrective Action System (FRACAS) process for identifying equipment failures and eliminating or mitigating their effects. FRACAS involves analyzing failure reports from maintenance management systems to identify common failure patterns, defects, and causes across assets. This allows organizations to focus reliability improvements on eliminating recurring failures. The document provides examples of how to validate an equipment hierarchy, conduct a criticality analysis, and develop failure codes to track specific failure modes in order to continuously improve maintenance strategies through the FRACAS process.
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
The document discusses various quality improvement approaches and methodologies including those developed by Joseph Juran, Kaizen, reengineering, Six Sigma, and DMAIC/DMADV. It provides an overview of the key components and steps in Juran's approach of planning, control, and improvement. Additionally, it describes concepts such as Kaizen, reengineering, Six Sigma methodology and the DMAIC/DMADV processes.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM in Japan and defines TPM as keeping equipment at its highest level of performance through cooperation across all areas of an organization. The presentation outlines the eight pillars of TPM that are implemented in organizations, including 5S, autonomous maintenance, planned maintenance, quality maintenance, and safety/environment. It also discusses the goals of TPM as achieving zero breakdowns, accidents, and defects through improved performance, safety, and quality.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM in Japan and defines TPM as keeping equipment at its highest level of performance through cooperation across all areas of an organization. The presentation outlines the eight pillars of TPM that are implemented in organizations, including 5S, autonomous maintenance, planned maintenance, quality maintenance, and safety/environment. It also discusses the goals of TPM as achieving zero breakdowns, accidents, and defects through improved performance, safety, and quality.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM, as well as its similarities and differences to total quality management. The eight pillars of TPM are described, including 5S, autonomous maintenance, planned maintenance, and safety/environment. Goals of TPM include increasing productivity and efficiency while reducing costs, defects, and downtime. Barriers to implementing TPM include resistance to change and insufficient resources or understanding. TPM aims to maximize equipment effectiveness through cooperation between maintenance and operations teams.
Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.
Juran's Trilogy is a methodology for managing quality that involves three processes: quality planning, quality control, and quality improvement. It aims to continuously improve quality in all aspects of an organization. The methodology allows companies to understand relationships between each stage and use quality tools to implement the stages. Strengths include searching for continuous improvement and the ability to restart if goals are not met. Weaknesses include needing trained staff and focusing on processes rather than the workforce. Kaizen is a Japanese philosophy of continuous incremental improvement involving maintenance and improvement activities. It differs from innovation by aiming for small process improvements rather than dramatic changes. Business process reengineering fundamentally rethinks and radically redesigns processes to achieve dramatic performance improvements in areas like costs
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
White paper - Key factors for developing a pharmaceutical cleaning strategyFedegari Group
Pharmaceutical Cleaning Strategies: What are the key factors to consider when developing a quality procedure?
Cleaning is an essential practice for any pharmaceutical activity: it is impossible to manufacture drugs in dirty conditions, even if dirt is not evident. Many aspects need to be considered in setting up a cleaning procedure. This is certainly a multidisciplinary issue that involves various company areas: from “Regulations” to Engineering, from Quality Control lab to Production department. Contributions of all these areas together can lead to a robust and reproducible cleaning process.
In these conditions, even regulatory bodies struggle. Essentially, they allow manufacturers considerable flexibility in establishing their own cleaning specifications. The FDA, for example, does not define methods describing how a cleaning process should be validated.
Therefore, there are many aspects to be considered when approaching the issue of pharmaceutical cleaning. First of all, one has to consider where to perform cleaning activity: in-place (CIP) or out-of-place (COP).
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM as a productive maintenance approach implemented by all employees in an organization to improve equipment effectiveness. The key points covered include: TPM was developed in Japan in the 1950s and involves operators and management in continuous equipment improvement; the goals of TPM are to increase production quality and job satisfaction through cross-functional teamwork; and TPM utilizes methods like overall equipment effectiveness (OEE) and autonomous maintenance.
This document discusses plant maintenance and total productive maintenance (TPM) concepts from Titan Industries. It provides information on key maintenance terms and strategies like preventative maintenance, autonomous maintenance, and 5S. The goals of TPM are outlined as maximizing equipment usefulness by preventing failures, eliminating minor stoppages, reducing defects, and improving manufacturing methods. Autonomous maintenance performed by operators is described as cleaning, lubricating, and responding quickly to abnormalities to maintain equipment in a productive condition.
Root cause analysis (RCA) is a process for investigating problems or failures and identifying the root causes of problems, rather than just symptoms. The goals of RCA are to prevent future recurrences, improve processes, and enhance decision-making. RCA involves systematically tracing issues to their origin through data collection and analysis in order to determine underlying causes and implement corrective actions. Benefits include reducing costs through preventing rework, improving quality, safety, and reliability.
The document discusses five types of maintenance procedures:
1) Run-to-failure maintenance which can make economic sense for inexpensive, easily replaceable assets.
2) Preventive maintenance which involves dividing equipment into components, selecting maintenance methods and frequencies, and implementing tasks through a CMMS.
3) Corrective maintenance which aims to efficiently address unplanned failures through proper detection, communication, diagnosis and repair procedures.
4) Predictive maintenance which uses techniques like vibration monitoring, infrared inspection and oil sampling to replace components before failure.
5) Improvement maintenance which focuses on eliminating downtime, extending equipment life, and introducing best practices.
Daily Production Management - 5 Tips to Maintain Stability & Exclusion of Abn...Antonius Pompi Bramono
5 tips to maintain stability & exclusion of abnormality in your daily production management by implementing 5S, Visual Control, Observing & Enforcement of Standard, Failsafe Devices and Abnormality Control.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
At the core of Lean Manufacturing philosophy is the concept of elimination of waste. It is about getting precisely the right resources to precisely the right place and at the right time to make only the necessary products in the most efficient manner possible.
The concepts of the elimination of waste can be easily traced to Benjamin Franklin. Poor Richard encouraged the concepts of elimination of waste in numerous ways. Adages like “Waste not, want not”, “A penny
saved is two pence clear…Save and have” and “He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river.” Yes, it was Benjamin Franklin that educated us about the possibility that avoiding unnecessary costs could return more profit than simply increasing total sales.
It was Henry Ford who took the concept of the elimination of waste and integrated it into daily operations at his manufacturing facilities. Mr. Ford’s attitude can be seen in his books, “My Life and Work” (1922) and in “Today and Tomorrow” (1926) where he describes the folly of waste and introduces the world to Just-In-Time manufacturing. Mr. Ford cites inspiration from Benjamin Franklin as part of the foundation of these concepts.
However, it wasn’t until Toyota’s Chief Engineer, Taiichi Ohno systematized these concepts and the concept of pull (Kanban) into the Toyota Production System and created a cohesive production philosophy that was focused on the elimination of waste, that the world was able to see the real power of Lean Manufacturing. Interestingly enough, when Mr. Ohno was asked about the inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s book.
Part 1 of this report will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative focusing on a plant’s Preventive Maintenance (PM) Program can immediately unlock resources within that maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. Part 4 will discuss Poka- Yoke (mistake proofing) and see how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives will summarize the entire report.
TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that aims for perfect production with no breakdowns, small stops, defects, or accidents. It emphasizes proactive maintenance through techniques like autonomous maintenance conducted by operators, planned maintenance based on failure rates, and focused improvement projects. The traditional TPM program is built on foundations of 5S and eight pillars including autonomous, planned, and quality maintenance as well as training, safety, and applying TPM principles administratively.
Life of equipment depends not only on how well it is used but also on how well it is maintained. Various versions of maintenance techniques are in use. Total Productive Maintenance popularized by Japanese is one of the best methodology used worldwide
This document outlines the principles and implementation of Total Productive Maintenance (TPM). It defines TPM as a company-wide effort involving all employees to improve equipment effectiveness and eliminate breakdowns, defects, and accidents. The document describes the eight pillars of TPM, including 5S, autonomous maintenance, focused improvement, planned maintenance, and training. It then details the 12 step process for implementing TPM within an organization, including establishing policies, education, equipment management programs, and raising TPM levels over time. Potential benefits are also listed such as increased productivity, reduced costs, higher quality, and improved employee attitudes. A case study of TPM implementation at a bearing company is also summarized.
This document discusses the Failure Reporting, Analysis and Corrective Action System (FRACAS) process for identifying equipment failures and eliminating or mitigating their effects. FRACAS involves analyzing failure reports from maintenance management systems to identify common failure patterns, defects, and causes across assets. This allows organizations to focus reliability improvements on eliminating recurring failures. The document provides examples of how to validate an equipment hierarchy, conduct a criticality analysis, and develop failure codes to track specific failure modes in order to continuously improve maintenance strategies through the FRACAS process.
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
The document discusses various quality improvement approaches and methodologies including those developed by Joseph Juran, Kaizen, reengineering, Six Sigma, and DMAIC/DMADV. It provides an overview of the key components and steps in Juran's approach of planning, control, and improvement. Additionally, it describes concepts such as Kaizen, reengineering, Six Sigma methodology and the DMAIC/DMADV processes.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM in Japan and defines TPM as keeping equipment at its highest level of performance through cooperation across all areas of an organization. The presentation outlines the eight pillars of TPM that are implemented in organizations, including 5S, autonomous maintenance, planned maintenance, quality maintenance, and safety/environment. It also discusses the goals of TPM as achieving zero breakdowns, accidents, and defects through improved performance, safety, and quality.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM in Japan and defines TPM as keeping equipment at its highest level of performance through cooperation across all areas of an organization. The presentation outlines the eight pillars of TPM that are implemented in organizations, including 5S, autonomous maintenance, planned maintenance, quality maintenance, and safety/environment. It also discusses the goals of TPM as achieving zero breakdowns, accidents, and defects through improved performance, safety, and quality.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM, as well as its similarities and differences to total quality management. The eight pillars of TPM are described, including 5S, autonomous maintenance, planned maintenance, and safety/environment. Goals of TPM include increasing productivity and efficiency while reducing costs, defects, and downtime. Barriers to implementing TPM include resistance to change and insufficient resources or understanding. TPM aims to maximize equipment effectiveness through cooperation between maintenance and operations teams.
Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.
Juran's Trilogy is a methodology for managing quality that involves three processes: quality planning, quality control, and quality improvement. It aims to continuously improve quality in all aspects of an organization. The methodology allows companies to understand relationships between each stage and use quality tools to implement the stages. Strengths include searching for continuous improvement and the ability to restart if goals are not met. Weaknesses include needing trained staff and focusing on processes rather than the workforce. Kaizen is a Japanese philosophy of continuous incremental improvement involving maintenance and improvement activities. It differs from innovation by aiming for small process improvements rather than dramatic changes. Business process reengineering fundamentally rethinks and radically redesigns processes to achieve dramatic performance improvements in areas like costs
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
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Am & sga
1. 5. AUTONOMOUS MAINTENANCE AND SMALL GROUP ACTIVITIES
Autonomous Maintenance
The principal way in which the production department participates in TPM is through
autonomous maintenance- cleaning, inspection, and simple adjustments performed by operators
systematically trained through a step-by-step programme.
The purpose of an autonomous maintenance program is threefold. First, it brings production and
maintenance people together to accomplish a common goal – to stabilize equipment conditions
and halt accelerated deterioration. Operators learn to carry out important daily tasks that
maintenance personnel rarely have time for. These tasks include cleaning and inspection,
lubrication, precision checks, and other light maintenance tasks, including simple replacements
and repairs in some environments.
Second, an autonomous maintenance program is designed to help operators learn more about how
their equipment functions, what common problems can occur and why, and how those problems
can be prevented by the early detection and treatment of abnormal conditions. Third, the program
prepares operators to be active partners with maintenance and engineering personnel in
improving the overall performance and reliability of equipment.
Traditionally, the general attitude on the shop floor has been “I run it, you fix it”. Operators were
responsible only for setting up workplaces, operating the equipment, and checking the quality of
processed work. All management of the equipment’s condition was the responsibility of
maintenance staff. By now it should be clear that this way of thinking does not promote optimal
equipment performance.
The alternatives are sad indeed, because as operators you can easily prevent many breakdowns
and quality problems by learning how to recognize abnormal conditions. A great deal of this
learning can come about simply through your physical contact with the equipment – by taking a
little time to tighten loose bolts, lubricating dry parts and cleaning away dirt, and by noticing dirt
or grime on friction surfaces and switches – conditions that can shorten equipment life.
While these tasks are easy enough to do, in very few factories are they done well. Often you can
find clogged drains, empty oil supply equipment, and other results of neglect.
Autonomous maintenance teaches you, the equipment operator, to understand your equipment.
Equipment knowledge is no longer limited to operation; now it also includes a lot of things
traditionally regarded as maintenance work. This approach is becoming increasingly important as
factories introduce more robots and automated systems. Most important, you need the ability to
look at the quality of the products and the performance of the equipment and notice when
something is not right.
This depends on the following three skills:
1. Knowing how to distinguish between normal and abnormal conditions (the ability to establish
equipment conditions).
2. 2. Knowing how to ensure that normal equipment conditions are met (the ability to maintain
equipment conditions).
3. Knowing how to respond quickly to abnormalities (the ability to restore equipment conditions).
When you have mastered all three skills, you will understand the equipment well enough to
recognize the causes of future problems. You will realise when the machine is about to produce
defects or break down. You will also be able to respond quickly. The following list describes
some of the skills operators' need.
The ability to detect, correct, and prevent equipment abnormalities and make improvements.
This includes understanding the important of
1. Proper lubrication, including correct lubrication methods and methods for checking lubrication.
2. Cleaning (inspection) and proper cleaning methods.
3. Improving equipment to reduce the amount of debris and prevent its accumulation and spread.
4. Improving operation and maintenance procedures to prevent abnormalities and facilitate their
prompt detection.
The ability to understand equipment functions and mechanisms, and the ability to detect
causes of abnormalities.
1. Knowing what to look for when checking mechanisms.
2. Applying the proper criteria for judging abnormalities
3. Understanding the relations between specific causes and abnormalities.
4. Knowing with confidence when the equipment needs to be shut off.
5. Being able to diagnose the causes of some types of failures.
The ability to understand the relationship between equipment and quality, and the ability to
predict problems in quality and detect their causes
1. Knowing how to conduct a physical analysis of the problem.
2. Understanding the relationship between product quality characteristics and equipment
mechanisms and functions.
3. Understanding tolerance ranges for static and dynamic precision, and how to measure such
precision.
4. Understanding the causes of quality defects.
The ability to make repairs.
1. Ability to replace parts.
2. Understanding of life expectancy of parts.
3. Ability to deduce causes of breakdowns.
4. Ability to take emergency measures.
5. Ability to assist in overhaul repairs.
Obviously, anyone who masters all these skills has achieved a very high level indeed, and no one
is expected to do hat quickly. Instead, each skill should be studied and practiced for whatever
time it takes to acquire proficiency.
3. Implementing Autonomous Maintenance in Seven Steps
Table below outlines the seven developmental stages of an autonomous maintenance program.
These stages or steps are based on the experiences of many companies that have successfully
implemented TPM They represent an optimal division of responsibilities between production and
maintenance departments in carrying out maintenance and improvement activities.
A Step -by -Step Approach
It is very difficult to do several things at the same time. That’s why autonomous maintenance
training takes a step-by-step approach, making sure each key skill is thoroughly learned before
going on to the next. Autonomous maintenance is implemented in seven steps:
Step 1 : Conduct initial cleaning and inspection
Step 2 : Eliminate sources of contamination and inaccessible areas.
Step 3:Develop and test provisional cleaning, inspection and lubrication standards.
Step 4: Conduct general inspection training and develop inspection procedures.
Step 5 : Conduct general inspections autonomously.
Step 6 : Organise and manage the workplace.
Step 7:Ongoing autonomous maintenance and advanced improvement activities.
4. Seven Steps for Developing Autonomous Maintenance
Step Activity Goals for Equipment Goals for Group Members
(workplace diagnosis) (TPM group diagnosis
1.Conduct Thoroughly remove debris and Eliminate environmental causes Develop curiosity, interest, pride
initial contaminants from equipment of deterioration such as dust and and care for equipment through
cleaning (remove unused equipment parts) dirt; prevent accelerated frequent contact
deterioration
Develop leadership skills
Eliminate dust and dirt; improve through small group activities
quality of inspection and repairs
and reduce time required
Discover and treat hidden
defects
2.Eliminate Eliminate the sources of dirt and Increase inherent reliability of learn equipment improvement
sources of debris; improve accessibility of equipment by preventing dust concepts and techniques, while
contamination areas that are hard to clean and and other contaminants from implementing small-scale
and lubricate; reduce time required for adhering and accumulating improvements
inaccessible lubrication and cleaning
Enhance maintainability by Learn to participate in
areas
improving cleaning and improvement through small
lubricating group activity
Experience the satisfaction of
successful improvements
3.Develop Set clear cleaning, lubrication and Maintain basic equipment Understand the meaning and
cleaning and inspection standards that can be conditions(deterioration- importance of maintenance by
lubrication easily maintained over short preventing activities) cleaning, setting maintaining our own
intervals; the time allowed for lubrication, and inspection standards (What is equipment
daily/periodic work must be clearly control?)
specified
Become better team members by
taking on more responsibility
individually.
4.Conduct Conduct training on inspection Visually inspect major parts of Learn equipment mechanisms,
general skills in accordance with the equipment; restore functions, and inspection criteria
inspection inspection manuals; find and deterioration;enhance reliability through inspection training,
skills training correct minor defects through master inspection skills
Facilitate inspection through
general inspections;modify
innovative methods, such as Learn to perform simple repairs
equipment to facilitate inspection
serial number plates, colored
Leaders enhance leadership skill
instruction labels, thermotape
through teaching group members
gauges and indicators see
learn through participation
through covers etc.
Sort out and study general
inspection data;
Understand the importance of
analyzed data.
5. 5.Conduct Develop and use autonomous Maintain optimal equipment Draw up individual daily and
inspection maintenance check sheet conditions once deterioration is periodic check sheets based on
autonomously (standardize cleaning, lubrication, restored through general general inspection manual and
and inspection standards for ease inspection equipment data and develop
of application) autonomous management skills
Use innovative visual control
systems to make cleaning Learn importance of basic data-
lubrication/inspection more recording
effective
Learn proper operating methods,
Review equipment and human signs of abnormality, and
factors; clarify abnormal appropriate corrective actions.
conditions
Implement improvement to
make operation easier.
6.Organize Standardize various workplace Review and improve plant Broaden the scope of
and manage regulations;improve work layout etc. autonomous maintenance by
the workplace effectiveness,product quality, and standardizing various
Standardize control of work-in-
the safety of the environment management and control items
process defective products, dies,
Reduce setup and adjustment time; jigs, tools measuring Be conscious of the need to
eliminate work-in-prices instruments, material handling improve standards and
equipment, aisles, etc. procedures continuously, based
Material handling standards on the
on a standardization practice and
shop floor Implement visual control
actual data analysis
systems throughout the
Collecting and recording data:
workplace Managers and supervisors are
standardization
primarily responsible for
Control standards and procedures continuously improving
for raw materials, work-in-process, standards and procedures and
products, spare parts, dies, jigs, promoting them on the shop
and tools floor
7.Carry out Develop company goals; engage in Collect and analyze various Gain heightened awareness of
ongoing continuous improvement types of data; improve company goals and costs
autonomous activities;improve equipment based equipment to increase reliability, (especially maintenance costs)
maintenance on careful recording and regular maintainability and ease of
Learn to perform simple repairs
and advanced analysis of MTBF operation
through training on repair
improvement
Pinpoint weaknesses in techniques
activities
equipment based on analysis of
Learn data collection and
data, implement improvement
analysis and improvement
plans to lengthen equipment life
techniques
span and inspection cycles
Organisation & Tidiness Standards in Autonomous Maintenance
FOCUS ELEMENTS
Operator’s responsibility Organize standards for operator responsibilities;
adhere to them faithfully (including data recording)
Work Promote organized and orderly operations as well as
6. visual control of work-in-process, products, defects,
wastes and consumables (such as paint)
Dies, jigs and tools Keep dies, jigs and tools organized and easy to find
through visual control, establish standards for
precision and repair
Measuring instruments and fool- Inventory measuring instruments and fool-proof
proof devices devices and make sure they function property;
inspect and correct deterioration; set standards for
inspection
Equipment precision Operators must check precision of equipment (as it
influences quality) and standardize procedures
SMALL GROUP ACTIVITIES
Operators and maintenance personnel from small groups and they continue to refine the
inspection process and to generate improvements that increase the equipment life and
effectiveness. They are increasingly involved with maintenance in gathering and analysing
equipment data such as the results of daily inspection, downtime statistics, oil and grease usage,
quality defect data, tool wear records and so on. And they continue to build analytical and
diagnostic stills by working on increasingly challenging improvement projects that reflect cooling
improvement goals, such as reliability and maintainability improvement or quality activities. At
this stage, the operators become full partners in the equipment management process and zero
down time and zero defects become achievable targets.