AUTONOMOUS MAINTENANCE

7 STEPS OF AUTONOMOUS
MAINTENANCE (AM)

The objectives of this module are:
1. Overview the autonomous maintenance (AM) Step 1 to Step 2
2. Introduce the AM Step 3 which is cleaning & lubrication standard
3. Introduce the AM Step 4 which is overall equipment inspection
4. Introduce the AM Step 5 which is AM Standard
5. Introduce the AM Step 6 which is process quality assurance
6. Introduce the AM Step 7 which is supervision.

AM OBJECTIVE
Knowledgeable
Operators
Optimal Equipment
Condition
Zero Accident + Zero Defect + Zero Downtime
Prevention
Occurrence of
abnormalities
Indication of abnormalities
Orderly
Shop-floor

ZERO DEFECT
ZERO DOWNTIME
ZERO ACCIDENT

AUTONOMOUS MAINTENANCE - STEP 1
 Major activities are :-
1. Thoroughly clean equipment and its surrounding.
2. Remove all unnecessary material.
3. Detect and record the abnormalities using 5 senses (eyes, nose, hand,
mouth & ears)
Cleaning as Inspection, Lubrication & Tightening

1. Thoroughly clean equipment and its surrounding.
• Before start, prepare machine mapping and cleaning checklist to record cleaning tasks and
time.
• Begin cleaning with the most contaminated area.
• Remove all layers of dirt and grime built up.
• Identify difficult areas to do cleaning, lubrication & tightening.
• Open previously ignored covers, guards, underground pits etc.
• Clean also accessories such as control box, conveyor, tanks etc.
• Record cleaning time in the checklist.

2. Remove all unnecessary material.
• Perform SEIRI to remove unnecessary items.
• All obsolete items need to be removed.
• All leftover components from previous modification need to be disposed.
• Any unused or temporarily disconnected items need to be removed such as unused switch covered
with vinyl tape, pressured unused pipes etc.
• NEVER neglected unnecessary pieces of equipment.
• THROW them AWAY.

3. Detect and record the abnormalities using 5 senses (eyes, nose, hand,
mouth & ears)
• Detect any fuguai on the equipment
• Use Blue Tag and Red Tag for easy
action.
• Identify and record all sources of
contamination.
• Restore defective area in equipment
inclusive of temporary fixes such as
piping with vinyl tape.
• Cleaning is inspection.
• Replace defective parts in equipment
such as broken glass on gauge.
• AM team member should be able to
differentiate between normal and
abnormal situation and also understand
equipment deterioration

The purpose of cleaning from the equipment perspective is to :-
• Expose hidden defects or abnormalities by removing
• contaminant.
• Restore defective area in equipment.
• Identify the source of contaminants.
The purpose of cleaning from the human perspective is to :-
• Familiarize operators with the cleaning task.
• Group leaders learn leadership.
• To look & touch every corner of the equipment to promote
• curiosity and questions.
• Learn that “Cleaning is inspection”.

DELIVERABLES
1.Team formation
2.AM Display board
3.OOE Chart (BEFORE)
4.Machine mapping
5.Cleaning checklist
6. Fuguai Detection & Restoration Chart
7. Record of Difficult area to do cleaning
8. Record of Sources of contamination
9. AM Kaizen
10. One Point Lesson

Major activities are :-
1. Eliminate the sources of contamination.
2. Eliminate or minimize inaccessible areas.
3. Reduce cleaning time by improving difficult cleaning area issue.
Identifying Root Cause of the Dirtiness & Contamination

1. Eliminate the sources of contamination.
• Review sources of contamination identified earlier in Step 1
• Conduct a WHY-WHY analysis to review the sources.
• Brainstorm for the best countermeasure.
• Implement the corrective actions.
• Verify result of the actions.
• Change equipment SOP if needed
• Prepare OPL to train others.
• AM members should be able to learn equipment mechanism.

2. Eliminate or minimize inaccessible area.
• Inaccessible areas resulted in longer cleaning time or no cleaning at all.
• Inaccessible or difficult cleaning areas need to be resolved.
• Conduct a WHY-WHY analysis, brainstorm the countermeasure,
• implement the corrective actions and verify result.
• Sometime no considering on cleaning during machine design.
• If can’t minimize, need method for cleaning
• inspection such as transparent cover or
• cover with small opening.

3. Reduce cleaning time.
• Use cleaning checklist in Step 1 to become tentative SOP.
• Revise cleaning time target accordingly based on improvement.
• Improve cleaning method to further reduce the time.
• Keep on improving until reach desired time.

 The aims from the equipment perspective is to :-
 Prevent contaminants from generating and sticking to the equipment.
 To ensure cleanliness so as to improve maintainability.
 The aims from the human perspective is to :-
 Learn the motion & working mechanism of machinery.
 Learn method to improve equipment by eliminating contaminants.
 Encourage interest to improve equipment.
 Gain satisfaction & confidence to improve equipment.

1) Generated by the technical restrictions of machinery
 Metal chip, scraps, fluid, plastic flashing from molding parts and rubber curing, mist from
painting product.
2) Generated due to improper operation and maintenance of equipment.
 Leak lubricant, hydraulic oils, cutting fluids, work piece dropped from equipment and
fluid leaked from pipe.
3) Generated by factors other than equipment
 Dirt, thread and lint from personnel, rags and gloves. wrapping paper, insect and dust
entering from outside.
TYPES OF SOURCES

1) OOE Chart (AFTER)
2) Tentative Cleaning Standard (general & difficult areas)
3) AM Kaizen
4) One Point Lesson
5) Improvement Activity Tracking
6) Cleaning Time Reduction Chart
DELIVERABLES
Before After
KAIZEN EXAMPLES
STEP 1 STEP 2 STEP 3
MAY JUNE JULY AUG SEPTOCT NOV DEC JAN. 01
FEB MAR
INITIAL
CLEANING

1. PRIORITIZATION THROUGH PARETO
2. ISHIKAWA DIAGRAM
3. WHY-WHY ANALYSIS
4. IMPROVEMENT PROCESS FLOW
5. CORRECTIVE ACTION REPORT
6. KAIZEN REPORT
METHODE ANALYSIS

What Is a Pareto Chart?
• Bar chart arranged in descending order of height from
left to right.
• Bars on left relatively more important than those on right
• Separates the "vital few" from the "trivial many"
(Pareto Principle)
METHODE ANALYSIS

Why Use a Pareto Chart?
• Breaks big problem into smaller pieces
• Identifies most significant factors
• Shows where to focus efforts
• Allows better use of limited resources
METHODE ANALYSIS

METHODE ANALYSIS
GRAF KAWASAN VS FUGUAI
0
13
26
39
52
A F C D E B G
KAWASAN
JUMLAH
FUGUAI
0
10
20
30
40
50
60
70
80
90
100
%
100%
50%
11
7 6 5 4 4 3 1
BocorHilang rosak bengkokgegar bising selerak karat
JENIS MASALAH
JUMLAH
FUGUAI
0
10
20
30
40
50

2. ISHIKAWA DIAGRAM
What is Ishikawa/Fishbone Diagram?
A graphic tool that helps identify, sort, and display possible causes of a
problem or quality characteristic.
METHODE ANALYSIS

2. ISHIKAWA DIAGRAM
Benefits of Using Ishikawa Diagram
• Helps determine root causes
• Encourages group participation
• Uses an orderly, easy-to-read format
• Indicates possible causes of variation
• Increases process knowledge
• Identifies areas for collecting data
METHODE ANALYSIS

2. ISHIKAWA DIAGRAM
• Basic Layout of Ishikawa/Fishbone Diagram
• using 4M methods : Man, Machine, Method & Material
METHODE ANALYSIS
PROBLEM
/EFFECT
MAN
MACHINE
METHOD
MATERIAL

2. ISHIKAWA DIAGRAM
• What Next?
• From possible causes that has been identified, run assessment to
determine which causes are true and which are false.
• The assessment is to check validity of the causes either the
certain controls are already in place or engineering evaluation to
determine the validity of the causes.
• The true causes then subjected to Why-Why Analysis to further
analyzed on actual root causes of the problem.
METHODE ANALYSIS

3. WHY-WHY ANALYSIS
What is Why-Why Analysis?
• it is question-asking method used to explore the cause relationship
underlying a particular problem.
• the goal is to determine root causes of the problem
• based on 5 times “why” but may be more or less.
METHODE ANALYSIS

3. WHY-WHY ANALYSIS.
can be used together with fishbone diagram or in tabular form.
METHODE ANALYSIS
 Example of Why-Why in tabular form
Problem : Machine Rusty
Why 1 Why 2 Why 3 Why 4 Why 5
Question Why rusty? Why exposed? Why not
applied?
Why nobody? Why do not
know?
Answer Expose to
environment
No grease
applied
Nobody
applied
Do not know
who should
apply
No checksheet

4. IMPROVEMENT PROCESS FLOW
METHODE ANALYSIS
PREPARE SHORTLIST
PROBLEM WITH THE MEMBERS
GET MANAGER TO ASK FOR THE ASSISTANCE FROM
OTHERS DEPARTMENT
TRIAL
CAN BE
RACTIFY BY
OWN ?
SELECT THE BEST
COUNTERMEASURE
SUCCESS?
IMPLEMENTATION
CHANGE S.O.P AND PREPARE
O.P.L – TRAIN TO OTHER
MEMBERS.
COMPLETED
YES
YES
NO
NO
NEW IDEA? AND
ANY COST
SAVING?
FILL UP ESS FROM AND SEND
TO ESS COMMITTEE.
YES
A
A

• it is one of problem solving methodology report
• use step-by-step approach to tackle any problem/defect.
• it consists of 6 steps:
1.Problem Definition
2.Containment Action
3.Root Cause Analysis
4.Corrective Action Implementation
5.Verification of Corrective Action
6.Prevent Recurrence.
METHODE ANALYSIS

1. Problem Definition
• Problem is usually chose by prioritization through Pareto Diagram
or is identified by customer.
• Define or specify the problem by identifying in specific
and quantifiable manners.
• Use the “5W2H” in identifying the problem
- Who, What, Where, When, Why, How & How Many.
• Examples : Rusty Y-axis ball screw found at Machine A Line 1
by operator during night shift last night. 2 ball screws of Y-axis
involved.
METHODE ANALYSIS

2. Containment Action
It is an immediate action usually taken place within 24 hours
before analyzing the root causes.
The short-term action is done to isolate the problem from any
customer externally or internally until permanent action done.
Examples :
a) Immediately sand blast the rusty area and apply grease.
b) Add inspection station if the problem due to product defect
c) Do sorting process at Warehouse, WIP, In-transit & Customer
side if the problem due to product defect.
METHODE ANALYSIS

3. Root Cause Analysis
Identify all potential causes that could explain why the
problem occurred.
Also identify why the problem has not been noticed at the time
it occurred.
All causes shall be verified or proved, not determined by
unclear brainstorming.
Tools usually used are : a) Ishikawa Diagram
b) Why-Why Analysis
METHODE ANALYSIS

4. Corrective Action Implementation
After the root cause has been identified, propose possible
corrective actions.
Find the best corrective action to be implemented as permanent
corrective action through decision matrix.
METHODE ANALYSIS

5. Verification of Corrective Action
Quantitatively confirm that the selected corrective action will
resolve the problem.
The verification process should be validated by customer
and superior.
The data before and after corrective action should be captured
to validate the action taken.
Trend chart can be used as an objective evidence to show
improvement after implementing the corrective action.
METHODE ANALYSIS

6. Prevent Recurrence
The preventive actions should be in placed to make sure
the same problem will not happen again.
The same process at different production line also need to
benchmark the corrective action taken in order to prevent
the same problem happen.
Usually tackle “systemic issue” rather than “local issue”.
Examples : a) Improve management system
b) Improve practices and procedures
c) Implement real time monitoring system.
METHODE ANALYSIS

6. KAIZEN REPORT
• it is Japanese word for “improvement” or “ change for the better.”
• it is practices focus on continuous improvement of processes in
manufacturing, engineering, business management, etc.
• the purpose is to eliminate waste.
• it involves all employees from CEO to operators.
METHODE ANALYSIS

6. KAIZEN REPORT
• concept of improvement using Deming Cycle : PDCA and in Autonomous
Maintenance use CAPD.
• root cause analysis such as Ishikawa Diagram and Why-Why Analysis.
• Six Sigma methodology using DMAIC approach.
• DMAIC : Define – identify the problem
Measure – measure current state of problem
Analysis – root cause analysis
Improve – implement corrective action
Control – preventive action and monitoring
METHODE ANALYSIS

6. KAIZEN REPORT
Example of Kaizen projects in Cleaning Time Reduction
1.Remove all the sources of contaminations
2.Improve cleaning method
3.Modify equipment to make cleaning task easier
4.Modify equipment to make inspection easier
METHODE ANALYSIS

6. KAIZEN REPORT
• main feature in Kaizen report is condition before and after improvement in term
of photo or sketch.
• other features include the improvement result, person in-charge, date of
implementation, title, etc.
• examples of condition before and after improvement as below:
METHODE ANALYSIS
Before After
Before After

The aims from the equipment perspective is to :-
 Rectify difficult lubricating areas.
 Apply visual controls.
 Maintain basic equipment conditions to establish deterioration
prevention system.
The aims from the human perspective is to :-
 Set cleaning and lubrication standard.
 Understand the importance of following rules and autonomous
supervision.
 Encourage awareness of one’s own roles and of teamwork.
CLEANING AND LUBRICATING STANDARD

General Objective is to achieve :-
• ZERO DOWNTIME
 Conduct education for lubricating activities.
 Develop overall lubrication inspection.
 Establish lubrication control system.
 Set cleaning and lubrication standards.

1. Conduct education for lubrication activities.
• Prepare teaching material by Maintenance group and plan roll out training.
• The material should covers:
 Basic theory on lubrication.
 Major rotating & reciprocating parts.
 Structure & function of the lubricating tools & apparatus.
 Lubrication control manuals.
 Lubrication inspection manual and check sheet.
 Audiovisual materials, One-Point-Lesson and cut away models.
 Lubrication types, flow diagram and labels.
 Lubrication practices in the floor.

2. Develop overall lubrication inspection
Prepare lubrication inspection checklist (with maintenance)
Identify lubrication points and surfaces (with maintenance)
 Allocate lubrication routine tasks (with maintenance)
Identify & rectify lubrication difficult areas
Identify & rectify sources of contamination (lubrication)
Identify & rectify equipment fuguai (lubrication)
Use of WHY-WHY analysis for countermeasure
Record lubricating time in checklist
Before After Effect
Lubricating
Time
Reduction
Trend
Minute
s
High
Lubricating
Time Trend
Month
BEFORE
KAIZEN
AFTER
KAIZEN

3. Establish lubrication control system
• Prepare lubrication system flowchart (maintenance)
• Supply only clean and correct viscosity of lubricant
• Apply lubricant using correct tools at designated points.
• Apply lubricant at correct interval and amount.
• Update lubrication checklist with lubrication control.
• Apply visual color control for lubrication such as labels,
viscosity, oil level, lubricating points etc.

4. Set cleaning and lubrication standards.
• Review tentative cleaning standard in Step 2
• Review lubricating checklist to become lubrication standard
• Combine both standards into one standard
• Make sure time targets designated are achieved.
• Initiate further Kaizen to achieve time targets.

SET LUBRICATION CONTROL RULES
• Integrate & minimize lubrication types & viscosity.
• Assign code # and color identification for each lubricant.
• Specify lubricant level ( min/max).
• Specify lubricant control rules – PIC, storage, inventory, container, supply & disposal spec.
• Prepare samples for demo purpose if necessary.
TEACHING MATERIAL
• Basic theory on lubrication.
• Major rotating & reciprocating parts.
• Structure & function of the lubricating tools & apparatus.
• Lubrication control manuals.
• Lubrication inspection manual and check sheet.
• Audiovisual materials, One-Point-Lesson and cut away models
PREPARATION BY MAINTENANCE DEPARTMENT
Before start AM Step 3,
Maintenance must make necessary
preparation.

TYPE COLOR
CODE
CLASSIFICATIONS MAJOR SERVICES
Hydraulic
Oil
Yellow 32 ISO VG 32 Low pressure hydraulic system: air
lubricator.
Yellow 56 ISO VG 56 High pressure hydraulic system
Machine
Oils
Blue 32 ISO VG 56 Sliding surface for common
machines.
Blue 68 ISO VG 68 Sliding surface for specific
machines.
Gear Oil Green 6 ISO VG 6 Main Shaft bearing for grinding
maching
Green 32 ISO VG 32 Common reduction gear for
>500rpm.
Compres
sor Oils
Orange 26 ISO VG 26 Screw Compressor.
Greasers White B 1 NLGI No 1 Sliding parts & bearing for common
machines
Lubricants Type

Lubricants labels
STANDARD LABELS FOR FLUID
3 1 1
Responsible :
Maintenance
Production Day
Month
Production
Every 3 month
Production
Every 1 day
Maintenance
Every 1 month
GREASE
LUBRICATION
COOLANT

Label Samples
Inspection by
Maintenance
for every 4
months
Inspection by
Production for
every 1 day
Type of
Lubricant
Lubricant level
(min/max)

ROUTINE LUBRICATION TASK
1) Lubrication using :
• Hand lubricators
• Pressure guns
• Brushes
2) Oil level inspection and lubrication at reservoir and air lubricators.
3) Check temperature and oil level and lubrication at:
• Reduction gears
• Change gears
• Pumps
• Compressor
4) Inspection of lubricating surface

IDENTIFYING LUBRICATION POINTS AND SURFACE
• The lubricating points and surfaces must be identified through :
 Equipment inspection
 Review drawing
 Review vendor’s manual
• Do not overlook points such as thick paint applied to lubricating
surface and not lubricated for a long time.
• During inspection on lubricating practice, defective parts can be
detected also.
• The list on equipment lubrication should be prepared inclusive of
lubrication points and surfaces, type of lubricants, intervals and
methods.

IDENTIFYING LUBRICATION POINTS AND SURFACE
Lubrication Point
(Point at which to supply lubricant)
Lubrication Surface
(Sliding parts which require
lubrication such as reciprocating,
rotating and chains item.)
Identify all lubricating points and surfaces.

LUBRICATION CONTROLS
• Supply clean lubricant.
• Conforming to operating condition.
• Through designated lubricating points.
• To designated lubricating surfaces.
• At designated time.
• In proper quantity.
• Apply visual control

LOSSES DUE TO POOR LUBRICATION ACTIVITIES
Examples :
 Under lubrication at machine
 Operator do extraordinary lubrication at machine.
 Lubrication type – follow supplier’s instructions only
 Different lubrication type and brand used.
 Change contaminated oil at irregular intervals.

FUGUAI / ABNORMALITIES AT MACHINE
EXAMPLE OF LUBRICATION FUGUAI:
• Clogged lubricating system.
• Contamination at lubrication point & surface.
• Excess, shortage of leakage of lubricants
• Oxidation or contamination by dust, dirt, water or other foreign
material
• No platforms and handrails at lubricating points.
• Lubricating point difficult to reach, too high or too low.
• Lubricating points are all over the place – longer time required.
• Lubricating pipes are damage.
• Lubricating surfaces are over or under lubricated.
• Lubrication drip from lubricating surface and become new source of
dirtiness.

DIFFICULT LUBRICATING AREAS
LONGER TIME ARE REQUIRED TO
• Carry out lubricating task.
• Inspect quantity of lubricants
• Inspect the condition of lubricating surface.
Lubricating Time
Reduction Trend
Minutes
High Lubricating Time
Trend
Month
LUBRICATING TIME
MONITORING
BEFORE KAIZEN AFTER KAIZEN

KAIZEN – Difficult Areas
Before After Effect

CLEANING SOP NO LOCATION CLEANING STD CLEANING
METHOD
DUR SHIFT DAY WEEK MONTH
1 Main Body &
Surrounding
No metal chips
or foreign
material
Wipe clean with
damp rags
15
min
•
2 Oil Pump
and valves
No oil leakage
& dirt
Wipe clean with
damp rags
10
min
•
3 Pedestal No grease &
other
contaminants
Remove with
scrapper and
sweep up
5
min
•
4 Pee-hole Clear Indication
of oil
Wipe clean with
damp rags
3
min
•
5 Underground
pit
No oil leak &
dirt
Wipe clean with
damp rags
30
min
•
Inspection
during
cleaning
No bolt loose at ring joints for
centralized lubrication system.
•
No bolt loose or oil leak at
distribution valves.
•
No bolt loose at guide plates •

LUBRICATING
SOP
N
O
LOCATION LUBRICATION STD TYPE OF
LUBRICANT
METHOD DUR SHIFT DAY WEEK MONTH
1 Air
Lubricator
Within ranges
as specification
Blue 32 Hand oiler 10
min
•
2 Worn Gear Within ranges
as specification
Green 150 Oil
Container
5
min
•
3 Main Gear Sufficient Oil
film
White C2 Scrapper 5
min
•
4 Oil Pump Within ranges
as specification
Green 68 Oil
Container
3
min
•
5 Inspection
during
lubrication
No play in safety cover for main gear •
No anchor bolt loose for grease supply
pump
•
Adequate air supply for air lubricator •

VISUAL CONTROL
To make lubrication and inspection task easier.
1) Paint the oil containers, lubricators and pressure guns with
colors assigned.
2) Differentiate type of lubricant by viscosity.
3) Place lubricant labels at every lubricating points.
4) Mark lubricant ranges at air lubricator and oil level gauges.
5) Apply heat sensitive tape at pillow blocks, speed reduction
gears, change gears or other critical parts to check over
heating.

VISUAL CONTROL
0
20
40
60
80
100
120
140
160
Jan Feb Mac Apr May Jun Jul Aug
LITRE Lub a Lub b Lub c Lub d
0
10
20
30
40
50
60
70
Duration
(Min)
Lubricating Time
0
1
2
3
4
5
6
7
8
9
Cleaning
Time
(Hour)
Cleaning Time
0
5
10
15
20
25
30
Leak
(points)
Leak points
To monitor the improvement done by the team.
Reduced Reduced
Reduced
Reduced

VISUAL CONTROL
• Quality of the products will be shows improvement
and the OEE will be increasing
0
10
20
30
40
50
60
70
80
90
100
J
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F
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N
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D
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c
OEE
(%)
AR PR QR OEE
Increasing

AM 3 IMPROVEMENT CYCLE
•Identify lubricating points.
•Detect fuguai (defective
area) – in relation to
lubrication.
•Identify difficult
lubricating area.
•Establish cleaning
standard.
•Establish lubrication
standard.
•Do cleaning based on
cleaning standards.
•Do lubrication based on
lubrication standards.
Check Action
Plan Do
C. A. P. D CYCLE IS REPEATED UNTIL TIME TARGET ARE MET.
•Restore the defective
area.
•Eliminate or modify –
difficult lubricating area.

DELIVERABLES
1. OOE Chart (AFTER)
2. AM Kaizen
3. Lubrication inspection checklist
4. Improvement Activity Tracking
5. Lubrication Time Reduction Chart
6. Fuguai Detection (lubrication)
7. Record of Difficult area to do lubrication
9. Lubrication system flowchart
10. Combined cleaning/lubrication standard.
0
10
20
30
40
50
60
70
80
90
100
J
a
n
F
e
b
M
a
c
A
p
r
M
a
y
J
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J
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A
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g
S
e
p
t
O
c
t
N
o
v
D
e
c
OEE
(%)
AR PR QR OEE

OVERALL INSPECTION STANDARD
 Identify inspection category on equipment such as
fastener, electrical, hydraulics, pneumatics etc.
 Conduct education and practice.
 Develop overall inspection.
 Rectify difficult inspection areas.
 Set tentative inspection standard.

 General Objective is to achieve :-
 Detect and restore equipment defects
 Thoroughly apply visual control
 Improve difficult inspection areas
 Routine inspection to maintain equipment
 Learn inspection and easy servicing skills
 Learn leadership.
 Learn analysis of data.
OBJECTIVES
ZERO DOWNTIME

NECESSITY OF OVERALL INSPECTION
Reality of Inspection
• Operators’ inspection were not effective due to lack of skill, motivation, feasibility
etc.
• Maintenance staff creates standard and forces operator to perform inspection.
• The inspection document includes too many checkpoints without consider
operator’s workload and skill.
• Maintenance staff just completes the check sheet and pass to Production for
operator to do routine inspection.
• Maintenance staff busy to settle frequent breakdowns and no time to perform
routine inspections.
• Ordinary operators can NEVER perform effective inspections due to their
backgrounds.

Why Most Standards Ineffective
• Due to lack of consideration as follow:
 What must be inspected?
 How much time needed for inspection?
 How long are the inspection intervals?
 What skill does operator needs?
 Any way to make inspection easier?
 Is it feasible to conduct inspection together with
cleaning/lubrication?
 Is inspection task allocated properly between Production and
Maintenance staffs?
• Operator is not taught about negative impact on insufficient
inspection to equipment and product quality.
• Operator will not generate motivation under these conditions.

No Skill is Provided
• The largest obstacle in effective inspection is lack of skill by
operator.
• Most criteria for inspections are by visual which are difficult to
quantify.
• Operator need to acquire skill on abnormalities and able to
differentiate between normal and abnormal conditions such as
on abrasion, play, noise, vibration etc.
• It is essential to train operator on this kind of fuguai in order for
them to detect the fuguai during routine operating, cleaning and
lubrication tasks.
• This is called “technical sixth sense.”

No Opportunity is Created
• Some management only focus on quantity of products without
considering equipment conditions.
• This attitude causes an increase in minor stoppage and
breakdown along with output reduction.
• Even highly skilled & motivated operator failed to do effective
inspection due to equipment minor stoppage or reworking defect
products.
• Management role is to provide opportunity for operator to do
effective inspection in order to get enough output.
• This is fall under Management Commitment & Support.

The Operator’s Potential
• Operator need to be educated in each category of inspection.
• The roll out education need to be in easily understood language.
• Once operator acquired skill and knowledge, they will commit
themselves to the important role of routine inspection.
• Education in AM focuses on raising up the technical level of ALL
members not eliminating the dull one.
• After acquiring the necessary education, the operator has a
potential to create their own check sheet and perform effective
routine inspection beside detecting and restoring fuguai.

HOW TO DEVELOP AN OVERALL INSPECTION
Teaching
materials
Check sheets
The Procedure
1. Preparation.
Determine categories to overall
inspection
Prepare teaching materials
Plan schedules
• Maintenance staff
Eg: fastener, electrical,
pneumatics, hydraulics, etc
Inspection
manuals

The Procedure
2. Education.
Conduct group leaders
education
Prepare roll-out education
Conduct roll-out education
• Group leaders/managers
• Group leaders
Inspection practice at
shop floor equipment

The Procedure
3. Overall inspection
Difficult area
Fuguai list
Conduct overall inspection
Conduct AM group meeting
Rectify equipment defects
• AM group members
& Maintenance staff
Related equipment
available
Sources of
contamination
list

The Procedure
4. Finishing.
Set tentative routine inspection
standard
Check operator’s inspection skill
Review inspection standard
• Group leaders
& Maintenance staff
improvement on inspection
time & difficulties
Skill evaluation
matrix
Routine
inspection
standard

Preparation – Determine Category
• The Maintenance Department responsible to determines the
category for overall inspection and basic education policy.
• It will covers on detail inspection criteria and knowledge to
achieve proper equipment operation, setup and adjustment.
• In addition to lubrication inspection as per Step 3, it is
recommended to has at least 4 more categories of inspection
depend on the company maintenance policy.
• The potential categories as follow:
fastener
electrical
pneumatics
hydraulics
coolant etc

Preparation – Teaching materials
• The basic teaching materials needed are check sheets and
manual for overall inspection.
• For each category Maintenance staff will prepare the details of
inspection to be checked by operator visually or by simple
measuring equipment in a check sheet.
• The items in a check sheet will be used to prepare overall
inspection manual.
• The overall inspection manual should consists of equipment
basic structure, function, nomenclature, inspection methods,
areas to be inspected, causes of deterioration, countermeasure
to problem etc.

Example of Overall Inspection Check sheet

Example of Overall Inspection Manual

Preparation – Plan schedules
• Most companies allocate several months to any one category of
overall inspection which will give one year to complete all.
• The schedule must be set up to allow operators to learn
knowledge and skill within reasonable time frame and to link
between education and actual practice.
• Other consideration: availability of group leaders, allocation of
operators, training facilities and production target plan.
• Educational program is a long-term process, so support from top
management is needed plus budgetary allocation.

Education – Conduct for Group leaders
• Group leaders education need to be conducted by Maintenance
personnel.
• Key areas to cover:
• Educational aid:
Cutaway models, drawings, sketches, etc.
 parts names, structure and function of equipment
 problems and corrective actions
 keypoints, methods and criteria for inspection
 inspection practice at shop floor equipment
 roll-out education methods

Education – Prepare roll out
• Group leaders may revise the education package to tune with
their equipment with maintenance help.
• The Group leaders also need to understand on their equipment
and can teach with confidence.
• Training and practices for this Step 4 will be developed over a
long period, so it is important to maintain the learning
momentum.
• Some of the below ideas may be used :
 actual disassembly and reassembly of equipment
 hands-on inspection of any problem sites
 contest for discovery of defective parts or equipment
 etc.

Education – Roll out for operators
• Roll out education need to be conducted by group leaders and
inspection practice by operators.
• Key areas to cover:
• Educational aid:
Cutaway models, drawings, sketches, etc.
 parts names, structure and function of equipment
 problems and corrective actions
 keypoints, methods and criteria for inspection
 inspection practice at shop floor equipment
 overall inspection and review
 A brief test to gauge operator’s understanding

Overall Inspection – Conduct inspection
• After completing education program, operator thoroughly inspect
equipment category by category as per inspection checklist.
• As for example, on fastener inspection, need to make sure no
corroded, no loose or no bent nuts and bolts. On electrical
inspection, no scratched, bent or loose cable, no burn out lamp,
no dirt/dust on control panel, etc.
• Then operator apply fuguai tags at :
• Need to identify also on any source of contamination and
possible Kaizen activities.
 deteriorated component
 defective parts
 difficult inspection areas
 any abnormalities found.

Overall Inspection – AM group meeting
• After thorough inspection, the brainstorming session should be
held to review all the issues arise.
• The list of the fuguai, sources of contamination, difficult areas,
and possible Kaizen should be readily available.
• Root cause analysis involving fish-bone diagram and WHY-WHY
analysis need to be performed.
• The best solution should be selected for implementation. For
Red fuguai tags, the AM members may propose the solution to
Maintenance based on the analysis.

Overall Inspection – Rectify equipment defect
• Operator will rectify any blue fuguai and Maintenance will take
care of the red one.
• For sources of contamination and difficult inspection areas,
operator or maintenance should in-charge it based on the skill
and capability.
• Any Kaizen to improve inspection time target or reduce 6 big
losses should be implemented.
• All the actions taken need to be verified for effectiveness and the
same cycle should be repeated if corrective actions failed.

Finishing – Tentative inspection standard
• During conducting overall inspection, operator determine specific
areas of equipment for routine inspection based on inspection
check sheet.
• Then tentative overall inspection standard can be set for routine
inspection based on the inspection result.
• The standard should consists of:
 inspection methods
 inspection tools
 inspection time targets
 PIC
 safety concerns.

Example of Tentative Overall Inspection Standard (by Categories)

Finishing – Inspection skill matrix
• Operator skill matrix on overall inspection must be updated in
order to identify which member is still need further training.
• Only trained operator will be allowed to carry out routine
inspection as this operator has developed the ability of “technical
sixth-sense”.
• The fully trained operators may also train their peers, so as will
reduce group leaders burden.
• Any new member who join the group in the middle of program,
need to be trained for the previous steps and skills in order to
make them competent with their overall tasks.

Finishing – Review standard
• The overall inspection tentative standard should be review after
improvement done on equipment.
• Especially on difficult inspection areas, when inspecting method
or equipment were improved, the inspection time and method
should be revised accordingly.
• This process should be repeated using CAPD method until a
targeted inspection time is achieved.
• At the end, by repeating the process, operator’s skill will be
enhanced and equipment fuguai and deterioration will be
minimized or eliminated.

DELIVERABLES 1. OOE Chart (AFTER)
2. AM Kaizen
3. Inspection checklist all category
4. Inspection manual for all category
5. Training materials and schedules
6. Member skill matrix
7. Inspection Time Reduction Chart
8. Fuguai Detection (all category)
9. Record of Difficult area to do inspection
11. Tentative overall inspection standard.

AM STANDARDS ZERO BREAKDOWN
 Set autonomous maintenance standards and schedule by
comparing standards prepared by operator & Maintenance
to avoid overlap tasks.
 Religiously conduct routine maintenance in accordance with
the standards.
 Move forward to achieve Zero Breakdowns by continuous
improvement.

 Continuously improve on equipment
 Totally review visual control
 Highly reliable equipment for operability & maintainability.
 Orderly shop floor realization.
 Understand equipment as a total system.
 Establish autonomous supervision system
 Further develop ability to detect fuguai.
ZERO BREAKDOWN

ZERO BREAKDOWN – FIVE COUNTERMEASURES
1. Establish basic equipment condition
• Clean equipment – rectify source of contamination.
• Tighten fasteners – prevent fasteners from loosening.
• Lubricate properly – identify lubrication points and surfaces.
• Improve equipment and work methods.
• Rectify difficult work area.
• Set and follow cleaning and lubricating standards.

2. Comply to proper usage of equipment
• Identify design condition of produced parts and vendors’
instruction manual.
• Standardize design conditions.
• Set and improve usage conditions of equipment.
• Properly install equipment.
• Prepare accurate operating procedures for production
department reference.
• Always comply to the operating conditions and procedure.

3. Rectify deteriorated parts
• Determine category for overall inspection.
• Execute inspection training and practice for operators.
• Conduct overall inspection.
• Set and follow routine inspection standards.
• Monitor MTBF after routine inspection.
• Review intervals for parts replacement and overhaul.
• Monitor equipment condition for further improvement.

4. Correct design weakness
• Analyze and rectify condition of equipment.
• Improve equipment to extend life time on:
 structure and mechanism
 shape and material
 dimensional accuracy
 assembling accuracy
 resistance to corrosion and erosion
 strength
 etc.

5. Enhance maintenance & operation skills
• Enhance operation skill:
• Enhance maintenance skill:
 analyze service mistakes & countermeasure
 improve equipment assembly & dis-assembly
 establish spare parts control
 install poka-yoke
 apply visual control
 standardize procedure.
 analyze fuguai occurrence & countermeasure
 install poka-yoke
 apply visual control
 standardize procedure.

FINISHING EQUIPMENT ACTIVITIES
Review outstanding issues
• Step 1 to Step 5 are focused on matters relating to equipment
and Step 6 will focus on quality matters.
• In some cases due to production can not stop, many issues
remain unresolved.
• AM group need to revise the schedule to solve all the issues
related to equipment and do not proceed to Step 6 yet.
• Unresolved issues should be focused on:
 equipment deterioration
 sources of contamination
 difficult work areas
 time target to achieve standards

Obtain total equipment knowledge
• Knowledge on equipment as an integrated system.
• Final phase of education involves entire activities for equipment
from Step 1 to Step 5.
• The understanding and practices on related activities such as
cleaning, lubricating, fastening, setting, adjusting and routine
inspection and maintenance.
• Assessment need to be done on each operators’ skills in
reference to skill chart.
• The incompetent operators need to upgrade to reach required
level of skill.

Develop “technical six-sense”
• It is impossible to achieve complete inspection on equipment
due to huge number of parts built in.
• It’s important to detect sign of abnormality, but with limited skill
operator only able to detect exterior deterioration.
• In order to develop “technical six-sense” with the ability to detect
interior sign of defective parts without disassembly, routine
training must be conducted on below considerations:
 any indication of one breakdown?
 is the indication exist before breakdown?
 why indication not detected before breakdown?
 how to detect the indication?
 how to train operator on the indication detection?

Review visual controls
• Step 4 outlined education and practice on overall inspection
activity which increase operator technical knowledge and skills.
• With higher skills, operator need to check and evaluate the
visual control implemented before.
• The corrective actions should be in place for any inadequate,
neglected or unused visual controls.
• To further improve, operator need to search for new visual
control methods.

Tasks allocation
• The maintenance department need to prepare maintenance
inspection standard before start Step 5.
• The standard should has schedules on inspection, calibration,
parts replacement, monitoring, overhaul, etc.
• The overall inspection standard which prepared by operator in
Step 4 need to compared with maintenance inspection standard
item by item for each equipment.
• The two standards need to be reviewed for duplicated or omitted
inspection items and allocation of routine tasks.
• It is important to adjust these two standards to become
complement to each other.

Example of
Inspection
Standard
prepared by
Maintenance
Department
(left side)

Example of
Inspection
Standard
prepared by
Maintenance
Department
(right side)

Inspection items and intervals
• Inspection items for AM group are derived from tasks allocation
by comparing standards previously.
• For inspection interval, it is advisable to minimize the inspection
items for daily routine to items that will resulted in severe
troubles in terms of safety and quality.
• To create best case, operator can perform inspection on daily
routine interval without referring to check sheet. Only items on
weekly and monthly, need to use check sheet.
• It is better to inspect more items in longer interval rather than
less items in shorter interval. For example, 15 minutes monthly
better than 2 minutes daily.
ROUTINE INSPECTION BY AM TEAM

Inspection time
• In reality, the time given for inspection is extracted from
operator’s work hours.
• The tentative time target is estimated base on following:
• After time target is set, trial of inspection need to be carried out.
• By improving inspecting methods, review intervals and allocation
of tasks optimal combination for the standard can be achieved.
 what is the nature of operator’s normal task?
 how many machine operator operates?
 any allowances in inventory?
 is equipment automated?
 inspection during up or down time?
ROUTINE INSPECTION BY AM TEAM

PREPARING THE AM STANDARD
Review Cleaning and Lubricating
Standards
Review Tentative Inspection
Standards
Compare with Maintenance
Dept’s Inspection Standard
Deliverable in Step 3
The Procedure
1. Review the standards.
Deliverable in Step 4
Maintenance Dept prepared
Standard prior to Step 5

Set Tentative Autonomous
Maintenance Standards
Rectify Fuguai to improve
standard
Establish Autonomous
Maintenance Standard
Combine the standards
The Procedure
2. Set the standard.
Finalize the standards
Improve the standards

Review Cleaning & Lubricating Standards
• Based on experiences in Step 3, cleaning tasks and lubricating
control need to be reviewed and necessary corrective actions
should be in place.
• For cleaning standards :
 Are areas to be cleaned, methods, intervals and criteria for
cleaning adequately covered?
 Do any sources of contamination unresolved yet?
 Are there any new sources of contamination detected?
 If any problem is found, perform corrective action.

Review Cleaning & Lubricating Standards
• For lubricating standards :
 Are matters such as lubricating points & surfaces, types of
lubricants, methods & intervals, and inspection criteria
adequately covered?
 Is the allocating of lubricating tasks between Autonomous
Maintenance and Maintenance Department adequate?
 If any problem is found, perform corrective action.

Review Tentative Inspection Standards
• Based on experiences in Step 4, tentative routine inspecting
standard need to be reviewed and necessary corrective actions
should be in place.
• For each category of standards, items to review:
 Are the matters such as inspection location and objective
clearly understood by operator?
 Are the inspection methods, intervals and evaluation criteria
adequately covered?
 Are the inspection category suitable or necessary?

Compare with Maintenance Depart. Inspection Standard
• Compare the two inspection standards :
• Determine a suitable allocation of inspecting tasks between
Maintenance Department & Autonomous Maintenance group.
• Then combine inspecting standards for each category into a
single routine inspection standard for every equipment.

Set Tentative Autonomous Maintenance Standard
• Combine two standards to become tentative autonomous
maintenance standard :
• Compile into one tentative standard in routine cleaning,
lubricating and inspecting.
1. Single routine inspection standard
- after comparing with maintenance standard and combine
each category into one.
2. Cleaning and lubricating standard.
- prepared during Step 3.

Rectify Fuguai (external & internal) to improve Standard
• Carry out trial activity based on items in Autonomous
Maintenance standard.
• Determine either tasks allocation between Maintenance
Department and AM group is feasible to implement.
• Analyze phenomena of external and internal fuguai, breakdowns
or minor stoppages based on structure and function of
equipment and take corrective actions.
• Implement visual control and modify difficult work areas.
• Make assessment on operator’s skill and improve further .

The Best Practices
1. Find the optimum tasks combination in term of combining
cleaning, lubricating and inspecting into one or pair or triple
tasks.
2. Items to be considered during tasks combination:
3. Decide the combine operator maintenance work sequences and
routes by reviewing the sequences and routes in cleaning,
lubricating and inspection as per Step 4.
 is the task for single or multiple operators?
 can operators carry tools in their hands?
 is the combination of routine tasks adequate?

The Best Practices
5. Common items such as time frame, intervals, person in-charge
and effective limit should be clearly indicated.
6. It is advisable to prepare operator routine maintenance map and
display instructive labels at equipment.
7. The time spent on operator maintenance should be reduced
compares to individual cleaning, lubricating and inspection as
per example illustrated.
Inspecting standards
 Category: Fastener, electrical, pneumatics, hydraulics, coolant
 Location: Parts, subassembly, equipment, process
 Criteria: Sample, reading of gauge, noise, vibration, overheat
 Method: Visual, touch, listen, smell, reading
 Countermeasure: Adjust, replace, tighten, call maintenance.

Example of Time Target
Reduction in Operator
Maintenance

Example of Autonomous

Example of Autonomous
(continued)

Process Quality Assurance
What is meant by “Process Quality Assurance”?
- defined as : Any functional unit consists of a single or
multiple equipment in production line which ensure
confidence in producing good products.
- in short:
Built-in quality

 Prevent outflow of defective products to next process.
 Prevent manufacturing of defective parts.
 Maintain process quality assurance
 Move forward to achieve Zero Defects by continuous
improvement.

 Prevent outflow of defective products to next process.
 Prevent manufacturing of defective parts.
 Maintain process quality assurance
 Move forward to achieve Zero Defects by continuous
improvement.
ZERO DEFECTS

 Assessment on process quality
 Assessment on quality condition
 Maintain reliable process to prevent outflow of defects
 Maintain reliable process to prevent manufacturing defects
 Understand equipment condition relates to quality
 Achieve skill of autonomous supervision.

ZERO DEFECTS CHALLENGE
• Zero Defects is more difficult to achieve than Zero Breakdowns.
• Eliminating deterioration will reduce quality defects but not
enough to achieve Zero Defects.
• The causes of quality defects have narrower tolerances and
larger variation.
• Factors affecting quality in manufacturing product:
 accuracy, material & hardness for equipment
 physical property of raw materials
 positioning & machining methods
 operating conditions of equipment
 work method
 etc.

• In manual operation, process quality is determined by human,
methods and equipment, in that order.
• In automation operation, process quality is determined by
equipment, methods and human, in that order.
• Automated process requires human to be knowledgeable to
monitor equipment rather than manipulating equipment.
• Process quality assurance refers to proper maintenance of
equipment or process on relationship between equipment
condition and product quality to achieve Zero Defects.

Nature of Quality Condition
• Equipment structure & subassemblies may affect products
quality such as in:
• The above items involve certain conditions to achieve specified
quality. This is called as “quality conditions”.
• Process quality assurance is equal with proper maintenance of
quality conditions of equipment.
 shaft, bearing, hydraulics which rotate workpiece
 pins, datum, chuck, clamp which fix workpiece
 cutting tools & dies which cut workpiece
 temperature, pressure, molds as in molding machine

Two approaches to achieve quality conditions:
1. Abstract approach
2. Concrete approach
 carried out by product design and engineering during
engineering design stage.
 quality specification and conditions is determined
based on future product analysis.
 carried out by production, maintenance and engineering
during trial run stage.
 quality specification and conditions is determined
based on actual observation.

To reduce occurrence of defects, the quality condition should met
the below criteria:
1. Quantitative/clear
2. Easy to set
3. Constant
4. Change is easy to detect
5. Change is easy to restore

Quality Specifications, Causes, Results.
Quality specified by
product design
Working and
operating conditions
of equipment
Quality of
manufactured
product
Quality specification
-the detail of quality
on material, shape,
accuracy, thickness
-specified during
engineering stage.
Quality causes
-quality condition to
manufacture product
follow specification.
-the condition fixed to
equipment during
hands-over.
Quality results
-refer to quality of
product manufactured
by equipment.
-maintain quality
condition during mass
production.

Learn Quality Control Methods
• Operator need to understand on:
• Quality related items and methods :
 relationship between process quality and quality conditions
 corrective actions focused on quality results
 corrective actions focused on quality causes
 inspection items and criteria
 problem solving methods such as fish-bone diagram,
WHY-WHY analysis etc
 7 QC tools
 data collection procedure
 etc.

Approach to Zero Defects
• There are three manufacturing approaches:
• Approaches to Zero Defects :
1. Highly reliable process which no defect manufactured.
2. Outflow of defects prevented by 100% automated inspection.
3. Outflow of defects prevented by manual inspection.
1. Develop activities to prevent outflow of defect parts to
downstream process (focused on quality results)
2. Develop activities to prevent manufacturing of defect parts
(focused on quality causes)
3. Develop activities to maintain quality conditions.

REMEDIES FOCUSED ON QUALITY RESULTS
• Ideal manufacturing condition is highly reliable equipment to
produce no defects or 100% automated inspection to prevent
outflow of defects.
• Operator develop plan to tackle quality results first prior to
quality causes due to complexity and difficulties.
• Preventive measures against outflow of defects to downstream
process are developed.
• The below criteria are used on quality specification during
manually prevent the outflow of defects :
 the specification is clearly defined
 the specification is well understood
 the specification is easy to observe
 the defect is easy to detect

Prepare quality assurance flow
diagram
Assessment on process quality
Preventive measures against
outflow
The Steps
Detection of defects product
Product handling

Quality Assurance Flow Diagram (QAFD)
• Draw the flow diagram by arranging process quality as in quality
control standards to the equipment as per example below.
Casting m/c Milling m/c Drilling m/c
Shrinkage,
Bubbles
Surface
waviness
Hole size
• visual • +/- 10 micron • 10.00+/-0.05mm

Quality Assurance Flow Diagram (QAFD)
• Review inspecting items for each process quality to define who
is responsible to do product inspection.
• If Quality staffs responsible, operator need to understand basic
quality concept and visual control for parts handling.
Quality product – product meets given quality standards
Defect product – product does not meet given quality standards.
• Scrap – after evaluation, defects part need to scrap. (Red mark)
• Rework – after evaluation, defects part can be repaired. (Yellow mark)
• Hold – evaluation is still under progress. (Blue mark)
• Recycle – after evaluation, the part can be used. (Green mark)

Assessment on Process Quality
• If operator responsible, review the quality inspecting items
should be clearly defined in quality control standards.
• Operator must well understood on process quality for each of
equipment.
• The inspecting items should be easily observed by operator
either by visual or simple tools.
• Any defective parts can be detected at glance and early to
prevent accumulative lost.
• The inspection methods, tools, visual controls and poka-yoke
need to be in placed to achieve the above assessment.

Preventive Measures Against Outflow
• Data collection need to be established in order to collect the data
on outflow occurrences for at least the past 6 months.
• The following basic information need to be recorded & analyzed:
• Problem solving analysis need to be performed in order to get
preventive measures on recurrences of outflow.
 process where the defects part was manufactured
 process where outflow of defects was detected
 type and details of defects
 concern on downstream process due to outflow
 difficulty level in detecting occurrence of defects
 possibility of outflow occurrence in future

• The preventive measures could be established by classifying the
occurrence of outflow into major indexes as follow:
• 1. Customer satisfaction
• 2. Frequency of occurrence
 critical dissatisfaction
 dissatisfaction
 complaint
 full satisfaction
 large number of defects with high risk in future
 moderate numbers of defects with high risk in future
 no defect but has potential to happen in future
 no defect but slight possibility to happen in future

• 3. Possibility of outflow
• Ultimately, to prevent recurrence of same quality defects
operator must correct equipment, working methods and working
conditions (quality causes).
 no inspection gate, defects will definitely outflow
 visual or sampling inspection, high risk of outflow
 automated 100% inspection, low risk of outflow
 no defect produced, no outflow.

Products Handling
• Review handling of defective products at each process and
make assessment on the procedures to be clearly defined, well
understood, easy to observe and easy to detect. Items involve:
• Review flow of quality products to downstream processes in
same approach as above.
• The product handling standards and procedures need to be
revised accordingly and key aim is to prevent confusion which
impact downstream processes.
 location and method of storage
 work methods
 procedures

Detection of Defects Product
• Verify remedies on quality result by confirm the below statement :
• If quality defects occurred :
 process or equipment automatically shutdown
 alarm lamp or warning sound or message display activated
 anyone able to detect defects product immediately.
Quality defects are detected
whenever they occurred

REMEDIES FOCUSED ON QUALITY CAUSES
• A series of activities to prevent the occurrence of quality defects
by maintaining the quality conditions of equipment.
• The goal is to manufacture zero defects product.
• The methods are by identifying quality condition, accurate
setting and prompt restoration.
• Problem solving method such as fish-bone diagram ad WHY-
WHY analysis should be used to prepare the corrective actions.
• Then suitable visual controls and poka-yoke should be applied
on tools, jigs or equipment to standardize the activities.
• Operator should be able to resolve issues on equipment quality
conditions involving mechanical and visual nature.

Sequence of Countermeasures
• Good quality conditions must be provided by equipment rather
than human being.
• The countermeasures taken should follow below sequences:
Identify quality conditions
Access quality conditions
Remedy quality conditions
Review and standardize

1. Identify quality conditions
• Quality conditions which meet quality specifications need to be
identify by categorizing equipment into detail sub-assembly to
point out the condition of equipment that affect product quality.
• This initial preparation generally carried out by engineers from
product design, engineering and quality assurance.
• As for example :
Equipment : Assembly jig
Quality spec : pin slanted (spec : +/-0.05 micron)

• Prepare equipment sub-assembly breakdown charts as below
and identify quality conditions which affect pin slanted issue.
Assembly
jig
Vertical Stopper
Holder
Horizontal
Material
Width
Abrasion
Bearing
play
Holder
plate

2. Assess quality conditions
• The quality conditions identified previously need to be assessed
following the same criteria :
• The inspecting items on quality conditions need to be defined in
quality control standards or preventive maintenance checklist.
• If the above criteria can not be achieved, the related equipment
or tools need to be modified and/or use visual control aid.
 it is clearly defined
 it is well understood
 it is easy to observe
 it is easy to detect

3. Remedy quality conditions
• The problem discovered need to be resolved accordingly using
problem solving methodology to find root cause of the problems.
• Routine maintenance on quality conditions need to be defined to
make sure the tools or equipment’s sub-assembly in optimum
condition.
• Visual controls should be in placed to ease operator to detect
any deterioration of quality conditions.
• In summary, Zero Defects are achieved through realization of
highly reliable equipment, jigs and tools.
• The decision to modify equipment or not depend on cost
effectiveness decided by management.

Example of quality conditions routine maintenance.
(will put in standards later on)
Assembly
jig
Vertical Stopper
Holder
Horizontal
Material
Width
Abrasion
Bearing
play
Holder
plate
Visual inspect
Once/3 months
Inspect: 1/M
Lubricate: 1/2M
Replace: 1/Y

4. Review and Standardize
• The inspecting items for quality conditions need to be compiled
and standardized as engineering procedures.
• The information need to be captured in procedures such as
quality control standards and/or preventive maintenance
checklist.
• Improvement done on remedies to quality causes will make some
remedies on quality results unnecessary due to routine
inspection and restoration of quality conditions.
• With present status, inspecting items in quality results need to be
reviewed again and standardized.

Example of Quality
Conditions Control

Departmental Activities
• Countermeasures on quality causes involve many department in
the company such as engineering, product design, maintenance,
production, quality assurance and so on.
• To achieve Zero Defects, quality causes not only investigated on
equipment and tools alone but to other relevant factors such as:
1. Raw material control
2. Measuring apparatus control
3. Jig and die control
4. Machining condition control
5. Mistake proof control

Departmental Activities
• For each category of control, operator need to perform same
procedure as in countermeasures for equipment quality
conditions.
• The below steps need to be implemented:
• The most difficult quality conditions of equipment is on machining
conditions or parameter control. Separate machine parameter
checklist should be displayed at machine.
2. Assess quality conditions
4. Review and standardize

ESTABLISH PROCESS QUALITY ASSURANCE
• Review all numerous and diverse standards prepared in
previous steps for :
• Standardize and applied the Quality Control Standards, Quality
Conditions Standard, Preventive Maintenance Checklist and
Machine Parameter Checklist in order to achieve:
ZERO DEFECTS
 it is clearly defined
 it is well understood
 it is easy to observe
 it is easy to detect

DELIVERABLES
2. AM Kaizen
4. Preventive Maintenance Checklist
5. Quality Conditions Control
6. Quality Control Standards
7. Machine Parameter Checklist

Autonomous Supervision
 Maintain current level of TPM.
 Improve current level of TPM.
 Passing on activity – hands over
 Predict fuguai prior to occurrence
 Achieve Zero Accidents, Zero Defects and Zero Breakdowns
 Move forward to higher level of production technology
 Establish self supervision on equipment.
 Detect and resolve problems independently.

MAINTAINING TPM LEVEL
• Operators consistently maintain basic equipment conditions and
restore deteriorated parts.
• At the same time, maintenance staff provide effective planned
maintenance by applying preventive maintenance.
• Operators conduct autonomous supervision follow the standards
where any fuguai can be detected at glance.
• The main objective of Zero Accidents, Zero Defects and Zero
Breakdowns can be achieved and TPM is being implemented.
• Progress of implementing Autonomous Maintenance will differ
from 5 to 7 years depending on equipment.
• It is critical for management to keep the momentum especially
when the key person was replaced.

• Move forward from Autonomous Maintenance is to maintain
current level of TPM that was achieved, improve it and goes
beyond it as per TPM development below:

Maintaining Activity
• Autonomous Maintenance and Maintenance Department
cooperate to maintain the TPM level established.
• Autonomous Maintenance inspect for equipment fuguai and
deterioration and restore it to maintain basic equipment
conditions.
• Maintenance Department enforce planned maintenance system
to achieve high reliable equipment.
• Autonomous Maintenance and Maintenance Department must
perform their assigned duties as specified in routine and periodic
maintenance standards.

Maintaining Activity
• The optimal routine servicing intervals can be established based
on actual experience on cleaning, lubrication, inspection,
condition monitoring, parts replacement , etc.
• The data and information obtained in maintenance activities can
be used for future engineering development.
• It is important to has validity date on the standards established
to make sure it is relevant at any time.
• Any changes or modifications on standards should be updated in
order to make sure all people follow the same rules.

Improving Activity
• Breakdowns and quality defects will be reduced with the
implementation of TPM.
• Even though Zero Breakdowns and Zero Defects will never
achieved, entire factory conditions will unbelievably improved.
• The Zero Breakdowns and Zero Defects are difficult to maintain
throughout the years due to restriction on equipment conditions.
• The improvement plan to remedy or automate the processes,
equipment, jigs, tools, work methods and other support systems
should be in placed.
• Short term and long term plan should be available to implement
continuous improvement as long as the company exists.

Improving Activity
• The CAPD cycle approach is used to remedy problems.
Check Action Plan Do

Passing On Activity – Hands Over
• In any company, employees are always being replaced and the
Autonomous Maintenance and TPM tends to be forgotten.
• As a result, the TPM system will collapse and the shopfloor will
return to original conditions of not in order.
• It is not necessary to repeat the same journey of Autonomous
Maintenance and TPM to newcomers.
• The newcomers need to be taught and trained with fundamental
of TPM concept and Autonomous Maintenance steps.

Passing On Activity – Hands Over
• The key methodology to sustain AM and TPM is by careful
planning and systematically passed along to all levels in
organization.
• Other activity is to hold AM/TPM day or week as awareness.
• The training need to be covered on :
 cleaning is inspection
 maintain basic equipment conditions
 fuguai detection and restoration
 sources of contamination
 difficult work areas
 Autonomous Maintenance steps

AIMING AT HIGHER LEVEL OF TPM
• The goals of Autonomous Maintenance and TPM nearly
achieved at this point of time.
• It depends on operating conditions and TPM policy but generally
it has two dimensions :
1. Infrequent equipment review
2. Frequent equipment review
What must be done next?

Infrequent Equipment Review
• Typically found in process industries such as petroleum,
chemicals and cement.
• The processes are highly technical developed and the products
have a long commodity life.
• Usually once constructed, it operated as long as possible until
natural deterioration and aging with minor modifications such as
parts replacement or upgrading instrument.
• For these industries, the current AM and TPM activities are
sufficient enough but need to maintain the level of TPM.
• The most critical issue is the reduction of maintenance costs.

Frequent Equipment Review
• Typically found in assembly industries such as automotives,
electronics and consumer goods.
• The processes are rapidly change due to short life cycle of the
products.
• Once constructed, drastic and frequent model changes along
with innovations in technology take place continuously.
• For these industries, the current AM and TPM activities are NOT
enough and need to repeat on the new equipment.
• The most critical issue is the planning of AM activities for new
equipment.

Apply TPM Experiences – Future Products
• Ideally AM and TPM is NOT NEEDED if:
• The scenario does not occur in reality
• Manufactures face heavy competition, thus need to realign their
production technologies and products planning.
 product is easy to manufacture
 equipment is easy to operate
 equipment is properly maintained
 knowledgeable operator in equipment and quality.

• During engineering stage, it is difficult to eliminate cause of
potential problems due to:
• These situations will result in:
 difficult to operate equipment
 difficult to manufacture product
 difficult to maintain equipment.
 factory engineer only understand drawings and catalogs
 product engineer understood nothing about equipment
 operator posses insufficient skills and knowledge.

• With aiming to higher level of TPM, the difficulties faced as
mentioned earlier need to be reduced by:
1. Operator sharing experiences in AM on equipment and
products during design review.
2. Maintenance staff offering ideas in a design review
during engineering stage.
3. Design and Engineering department involve in
eliminating the Six Big Losses
4. Various departments participate in the Autonomous
Maintenance audits.

This kind of efforts which involve all employees,
activities to assure process quality are
developed in which easy to manufacture product
and easy to operate and maintain equipment are
realized for the first time.

What must be done next?
• Step 7 focused on maintaining and improving the current level of
TPM by establishing self-supervision on equipment and products
quality.
• This can be achieved by rigorously following all the standards
which has been set up earlier.
• After finished Step 7, two major activities remain:
1. Automation
2. Computerization

Automation
• It is considered as second industrial revolution started on early
1970s, the objectives are:
1. To free human being from repetitive manual works
2. To improve quality of products
3. To reduce cost of products
• The next generation of TPM is to repeat CAPD cycle on labor
intensive works to automated jobs by considering:
 easy to operate automated equipment
 easy to maintain automated equipment
 defect free product

Computerization
• The first generation of TPM focused only on equipment and
materials.
• The next generation of TPM focused on information flow.
• The flow of information is managed by computer and it’s called
computerization.
• The CAPD cycle need to be used in defining the requirement on
information flow for computerization in order to ensure optimal
interfaces and flows of information among relevant departments.

DELIVERABLES
2. AM Kaizen
4. Training Plan for Newcomers
5. Fuguai Prediction List
6. Improvement Activity List
7. Lesson Learned

AUTONOMOUS MAINTENANCE

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