CHAPTER 7 wantenance systems; | STRATEGIS This chapter includes few modem maintenance practices which are not any specific systems or strategies, but are amalgamation of different strategies and systems, with need based improvements and innovations. These have come up because of increased competition and the concept of lower cost per unit of production etc. This called for improved availability and reliability of equipments, which needed substantive changes in performance of maintenance and optimization of maintenance. 11.1 RELIABILITY CENTERED MAINTENANCE (RCM) RCM’s roots trace back to the 1960s when it was advanced to improve the safety and reliability of commercial aircraft. Since then, it has begun to move into the industrial sector as ¢ result of work conducted by several authors. RCM is a procedure for determining maintenance strategies based on reliability techniques and encompasses condition monitoring and well-known analysis methods such as Failure Mode Effects and Criticality Analysis (FMECA). The primary objective of the RCM process is to identify ways to avoid or reduce the consequences of failures which, if allowed to occur, will adversely impact personnel safety, environmental health, mission accomplishment, or economics. Today, RCM) is an advanced maintenance strategy for increasing asset availability by minimizing downtime caused by failures, reducing an asset's total cost of ownership and increasing Overall Equipment Effectiveness (OEE). It is the optimum mix of reactive, preventive, predictive (CBM) and proactive maintenance practices. It involves some design/ redesign and redundancy also. To re-emphasize the point, RCM can be said a methodology to balance the resources being used with the required inherent reliability based on the following precepts— 1. A failure is an unsatisfactory condition and maintenance attempts to prevent such condition from arising, v ‘The consequences of failure determine the priority of maintenance efforts, Equipment redundancy should be eliminated, where appropriate. ee Condition based or predictive maintenance tactics are favoured over time based methods and 5, Run to failure is acceptable where warranted. RCM can be conducted and implemented in many ways. One way can be based on rigors FMEA and FMECA, complete with mathematically-calculated probabilities of failure based °° design or historical data, intuition or common-sense, and/or experimental data and modeling Such approaches may be called Classical or Rigorous RCM. Other way may use more of cBM, PM 216OTHER CONCEPTS OF MAINTENANCE SYSTEMS/STRATEGIS a7 mization and some FMEA and RCA but less of analysis and calculations and such approach is generally called Streamlined RCM. However, the RCM appr : ach in industries may base on Consequences of failure, Probability of failures, Historical data available and Risk tolerances etc qhas. along with other techniques, RCM uses 1, RCA, RCFA, FMEA and F Multi-channel vibration analy data-log . Sophis Interface with equipment manufacturers and using RCM group's condition monitoring tools to cross-check manufacturer's monitoring while making or rebuilding equipments; especially chee . mis-alignment, dynamic balancing and vibration signatures etc, Acte, including Real Time Analyzer (RTA) and sophisticated and oil analy’ hw 5. Develop occasional calibration check programme for different monitoring equipments, 6. Occasional use of miniature video cameras into maintenance programmes; etc Ts the Asser” Reliability Acceptable | No Ts the Asset” Mission critical No Yo Ts the Asse” Wil improved maintenance, Will redesign cost expendable cost-effectively achieve [No] effectively achi reliability objective reliability objective Yes: Run the Deploy advanced} Deploy Deploy Asset to maintenance redesign redundancy Failure strategi ‘Continuous Improvement Fig. 11.1 RCM Flow Diagram 11.1.1 Few Attributes of RCM Followings are some of the attributes! principles of RCM * RCM is function oriented, * RCM is system focused, * RCM is reliability centered, °* RCM acknowledges design limitation, * RCM is driven by safety and economics,oN ae, MAINTENANCE ENGINE yy, * RCM Defines Failure as “Any Unsatisfactory Condition * RCM Uses a Logic Tree to Screen Maintenance Tasks * RCM Tasks Must Be Applicable * RCM Tasks Must Be Effective © RCM is a Living System; ete. As shown in Fig. 11.1, RCM uses different strategies e. run to failure, Fixeg ¢), CBM, minor redesig This is also illustrated in time PM (Time directed mainten etc) and proactive maint © ‘Table T-11.1 (RCM Application) Maintenance Strategy | Action Required RCM based Application Run to Failure Repair or replace upon Failure | Non-critical and small items; Costs ig (Reactive) control or detect failure exceeds benefits (Not cost-effective) | Scheduled change or | Repair or replace on fixed time | Asset has a well documented MTBF | restoration or cycles basis. and a small standard deviation; subject (preventive) to wear-out and failure pattern known, | CBM (Predictive) | Employ condition monitoring | Asset fails randomly. Critical nature to detect early stage failures, | justifies early detection techniques; Replacement or repair are Not subject to wear, PM induced scheduled on-condition failures. ‘Minor Redesign and | Changes in hardware, loading | Objective is to reduce the failure ra condition-control or procedures. Condition for a given time period; RCFA, (proactive) monitoring detects the presence] FMEA, Age Exploration. of root causes of failure. Redundancy Deploy active shared-load or | Critical assets (or mission) for whic stand-by redundant systems _| no other approach is acceptable 11.1.2 Difference Between RCM and RCA There is a basic but very real misconception concerning the roles of RCM and RCA (Rot Cause Analysis) in today's operating facility. Apparently the two programs may appear to dot same thing, but that is not true, Although both programs are extremely beneficial if implemen'e! properly, the purpose of each is entirely different. When implemented together they complimést cach other and provide the greatest overall benefit to the facility. The purpose of RCM is “® determine the maintenance requirements of any physical assets (Equipment) in its opersti"t context.” In RCM, all of the potential modes of failure are uncovered and a predictive mainte” strategy is devised to mitigate the consequences of the failure based on the criticality of the fail mode. In RCM, these failure modes are identified as the root cause(s) of the failure. ‘The purpose of RCA is “to uncover the underlying reasons (root causes) why an event (04) equipment related events, but any type of event) is occurring so that the necessary steps ¢2" taken to eliminate the event in its entirety.” This is accomplished by analyzing the modes (the at which RCM stops). RCA uses a logic tree that stresses verification at every level, The wlvat™® is that the actual root causes that are uncovered are facts that have been derived fro" the verification process. The comparison between the two programs is striking — RCM is dive? preventive maintenance strategies while RCA is driven by maintenance prevention stres!™OTHER CONCEPTS OF MAINTENANCE SYSTEMS/STRATEGIS 219 should be clear that the difference between RCM and RCA is that RCM treats the symptom while RCA finds and corrects the cause. Both techniques would solve the immediate problem of equipment, but only RCA would uncover and el RCM is also called Reliability Based M. nate the actual cause of the problem aintenance (RBM) by few users/ consultants. 11.1.3 The RCM Process The most common reason for achievi : ing disappointing result from RCM programme seems to be the failure © Connect and integrate them fully and completely with overall asset management strategies and supporting information. Modern CMMS or EAM can be used to prioritize and target RCM programmes, to provide the data required to support the questions generated by the RCM process and to act on the results of the analysis. The followings are the seven key steps of the RCM process 1, Overall RCM Programme Development. At this stage, it is essential to select analysis equipments for the area in which the greatest benefits can be achieved. Poor targeting will not give desired result. It is essential to understand priorities and to focus on the areas that exhibit the greatest problem in terms of cost, reliability, downtime, environmental risk and their impact on business performance. This can be presented in the graph form. For example, in one industry, taking the contract, labour, material and service costs together, drying, centrifuging, site services, conveyors, treatment, packaging, compaction, boilers, evaporators and power plant were the top 10 maintenance costs in order of severity. KPIs, such as MTBF and MTTR can be easily accessed together with other associated cost information for those top 10 aspects. Other important aspects of the plan, at this stage, are implementation of the RCM analysis results and the different ways the in which the outputs of the RCM. programmes will be sustained. 2. Equipment Classification and Analysis. To prepare for the detailed RCM analysis, important decisions are to be made regarding the way equipments are classified from main system to subsystem and within the unit levels. This must be done in the way that is consistent with the existing maintenance strategy, tasks, routines and levels of unit replacement. This step is nearly similar to equipment classification discussed in chapter 9. Connectivity with specific RCM tools is also important in order to reduce workload and error resulting from manual data exchange. 3. Failure Modes, Effects and Criticality Analys Which the equipment can fail and seeks to identify the significance of these failures in terms of their impact on safety, environmental risk, operations and costs. In doing this FMECA evaluates both, probability and consequence of failures, providing the basis for making risk based decisions to optimize maintenance activities. This can be given a graphical display. For example, in one industry, the problem codes for failures on centrifugal were— Leak- 46%, Stopped- 27%, Low Volume- 18% and Low Pressure. 9%. (FMECA). FMECA isolates ways in 4. Criticality Ranking of Failure Modes by Probability and Consequences. This step requires that the failure modes be ranked accordingly to their probability and the severity of consequence for the organization. It should, then, be ascertained whether the loss of equipment function resulting from each failure is significant or not and hence whether further consideration Of the failure by RCM is justified. This is a key step in determining how effective RCM can be in excluding non-productive work activities.220 MAINTENANCE ENGINEERING, wtep (2); priorities ca By utilizing the analytical tools and historical data, as outlined in step (2), priorities can be Set for the subsequent stages of the RCM process. 5. Cost Effective Maintenance Task Selection Linked to Criticality Ranking, The earlier RCM process suggested listing of all the options and then selecting the most cost-effective mix from those options, However, now, most of the organizations have some sort of CBM practices and procedures already in operation and with the help of that, selection of cost-effective tasks becom Iso takes advantage of the skills, technology and easy and less time consuming. This strate practices already working successfully within the organization. ate RCM and CBM practices and direct Software/ programmes ean be developed to int interfacing with plant based data acquisition systems and hardware such as programmable logic controller (PLC) and supervisory control and data acquisition (SCADA) systems Function J Does the loss of function has a adverse} Yes. Effect safety and environment? No Does the loss of function has an effect on operation? No Does the loss of function has an adverse economic impact | wo Ts the function protected by an existing (Preventive Maintenance task Non-significant function ificant function 6. Task Packaging, Implementation and Incorporation into overall Strategy. Organization adopting RCM process achieves no real tangible benefits until the results are implemented as part ii isset maintenance approach (CMMS etc). tasks, determined as result of the analysis, need to be packaged and imegrated within existing maintenance programmes, supported by local skills, resources. knowledge or culture. The existing asset management programme of maintenance software should provide traceability and audit trails linking the packaged and integrated work tasks back to the RCM decision-making process that created them, 7. Ongoing Monitoring and Continuous Improvement, One important step in establishing successful on-going monitoring and continuous improvement process is to understand the "&s-it” situation, which can be established at the Step (1) of the process by setting out the underlying los for the areas targeted by the programme in terms of their impact on key factors, such as, secur: health and safety, environmental risk, operation and cost etc, Implementation results of RCM programme can also be monitored by utilizing the powerful and user-contigurable KPIs and Dashboards etc.STEMS/STRATEGIS zt 11.1.4. Advantages and Disadvantages of RCM The adv ages and disadvanta Menance program, Can have significant startup * costs by climinating unnecessary cont, training, equipment, etc, maintenance or overhauls, 3. Minimize frequency of overt iauls, 2. Savings potential not readily 4, Reduced probability of sudden eq ilures, seen by management. 5. Able to focus maintenance activities on critical components, 6. Incorporates root cause analysis,7- Increased component reliability. 11.2 ENTERPRISE ASSET MANAGEMENT (EAM) EAM is an informa nt system that connects all departments and disciplines within a big company, making them an integrated unit. It is the organized and systematic tracking of an organization's physical assets—its plant, equipment and facilities etc. It aims that the machinery you use to manufacture your product has to be reliable, the electricity must flow, your computers must remain on line, and your delivery trucks must be operational etc. Although most companies have some type of EAM system in place, many rely on low-tech, largely paper-based communications that significantly undcrutilize the resources dedicated to asset management. Adding a wircless infrastructure plus rugged mobile computers to your EAM system allows you to fully utilize your resources and improve the efficiency of personnel as well as the performance of critical assets, while reducing operational cost. The EAM system is also, sometimes, referred to as enhanced computerized maintenance management systems (Enhanced CMMS). By using batch and radio-enabled mobile computing hardware, application software and communication infrastructure and using other IT techniques, EAM ensures generation of quality data and timely flow of required data throughout the organization. Maintenance workers carry rugged, handheld mobile computers equipped with ‘maintenance management applications that easily integrate into dedicated EAM software. Thus it teduces paperwork, improves the quantity, quality and timeliness of information and Provides information to technicians at the point of performance and gives workers access to job-specific information at the worksite. EAM system can help, qualitatively and quickly most of the activities, e.g. * Workorder generation and communication, © Easily find and view parts and sub-assemblies on equipment, © Analyze failures by equipment, type of equipment, system, building, manufacturer, model number, * Inventory management, © PM; collects key parameters, history and verifies actual jobs to be done, © Corrective maintenance; real time assessment of repairs, communicates work status immediately, © Inspection; Records inspection readings pod failure codes etc, « Tracking job times; pinpoints workers activity by scanning equipment and location et,222 MAINTENANCE ENGINEERING scanning, also validates and * Asset Audits; conducts physical counts, by using simple collect other information, * Regulatory and QA compliance; * Displays your facility asset hierarchy in providing drill-down capability at all level; et However, EAM is more useful in big and modem industries. Many EAM or similar software are available in the market from reputed suppliers [MRO (maintenance repair overhaul) Software, Data-stream and Indus, as well as systems offered by vendors including Siebel, SAP, Oracle, JD Edwards, Intentia and Great Plains etc}. Pursuant to discussions in chapter 9, in addition to maintenance of equipments and machineries, the EAM also encompasses all other assets of the enterprise; e.g. all fixed assets, mobile and continuous assets, accounts payable, financials, human resources, pay-rolls, times and attendances, inventory, warehouses, waste recovery and waste disposal, engineering, process automation, external warranty services and statutory obligations etc. Companies selecting a new ERP system should include a review of the EAM function, particularly in process and asset intensive industries where good EAM is frequently seen as being critical to the business. However in most cases, after acquiring EAM software, interfacing with existing systems and assets has to be done. Many regard EAM as CMMS on steroid, which does not paint the true picture. Typically, CMMS deals strictly within the confines of the work order and preventive maintenance activity, but the EAM software, in addition to those, offers many features that can provide additional ies, value added functionality, and savings to your company. As an example, a CMMS solution usually includes purchasing and procurement, inventory management, as well as equipment, parts, and asset tracking. However, CMMS applications typically do not have financial and accounting (other than mere cost recording) or human resource (HR) management capabilities (other than basic staffing needs recognition), i.e. EAM support financial and HR management more deeply. Technically, the EAM applications are also designed to scale to larger numbers of users and facilitate running at multiple sites from a single central database, thereby catering better to entire enterprises, rather than departmental or individual plant's needs. an easy to interpret graphical tree-list while 11.2.1 Comparison- CMMS vis-G-vis EAM A rough comparison between CMMS and EAM may be as shown in Table T-11.2, Table T-11.2 (Difference between CMMS and TPM) Features/ Components ‘Typically Found In Functions and Features cms _| EAM Database structure and hierarchy v v Repair parts availability v v [= Manpower resource availability "7; 7. Purchase requisition v 7 Preventive maintenance scheduling v 7 v ¥ v v v vCON OTHER ICEPTS OF MAINTENANCE SYSTEMS/STRATEGIS 228 Whole life asset care Maintenance administration Predictive maintenance analysis Maintenance alternative: alysis Physical asset risk management Reliability-centered maintenance Root cause analysis Financial cost/life analysis Technical document change management Strategic usage analysis SISISISTSISITSI SIS STS Strategic planning for asset management 11.3 SIX SIGMA MAINTENANCE It is the application of six sigma principles in maintenance. Six Sigma is a maintenance process that focuses on reducing the variation in business production processes. By reducing variation, a business can achieve tighter control over its operational systems, increasing their cost effectiveness and encouraging productivity breakthrough. Six Sigma is a term created at Motorola engineers, during the mid 1980, to describe the goal and process used to achieve breakthrough levels of quality improvement. Sigma is the Greek symbol used by statisticians to refer to the six standard deviations. The term Six Sigma refers to a measure of process variation (six standard deviations) that translates into an error or defect rate of 3.4 parts per million. To achieve quality performance of six sigma level, special sets of quality improvement methodologies and statistical tools were developed. These improvement methods and statistical tools are taught to a small group of workmen known as Six Sigma champions or Black Belts who are assigned full-time responsibility to define, measure, analyze, improve and control process quality. They also facilitate the improvement process by removing the organizational roadblocks encountered by the improvement teams The Black Belts lead cross-functional teams of employees (individually known as Six Sigma Green Belts) to achieve breakthrough levels of process, Today Six Sigma can be applied to many fields such as operation/ production, services (including maintenance), medical and insurance procedure Six Sigma methodology improves any existing business process by constantly reviewing and re-tuning the process. To achieve this, Six Sigma uses a methodology known as DMAIC (Define opportunities, Measure performance, Analyze opportunity. Improve performance, Control performance), This six sigma process is also called DMAIC process, Six Sigma relies heavily on statistical techniques to reduce defeets/ failures and it incomporates the basic principles and techniques used in Busin s, and Engineering. Six Sigma methodology can also be used to create a brand new business proce: up using DFSS (Design For Six Sigma) principles. I centres etc. from ground 11.3.1 Six Sigma Maintenance Process ¢ closely resemble RCM processes, although the overall goal of Six Sigma ta Some of aed \afferent ‘The steps of six sigma maintenance are same as DMAIC process. To apply Six Sigma in maintenance, the work groups that have a good understanding of preventive224 MAINTENANCE ENGINEERING ership commitment. Six sigma helps in two or eliminate the need to do maintenance to accomplish maintenance techniques in addition to a strong | Principal inputs to the maintenance cost equation: Reduce (reliability of equipment), and improve the effectiveness of the resources needed maintenance (people, parts, and outside services) Fig. 11.3 shows the six sigma maintenance process flow diagram. Six Sigma Maintenance Process Determine Benchmark, Set Base Line, Determine availability and Reliability Define requirement, Get customer (normally Production dept. etc) commitment, Map Process Flow, Develop defect failure measurement Measure techniques and tools, Develop data collection process and frequency, Collect data, Create Forms, Compile and display data, | | | Check and verify data, Draw conclusions | from data, Verify conclusions, Determine | | | | improvement (failure elimination etc) opportunities, Find root causes (FMEA and RCA , Pareto, scatter, etc), Map causes to effects, Create improvement and failure elimination ideas and plans, Create model equipment and maintenance process, Create root problem statement, Create total repair/ maintenance plan and schedule, Implement those plans/ schedules, Improve Monitor improved programme (maintenance etc). Monitor improved performance statistically and Control through condition recheck, Assess effectiveness. Make necessary adjustments. Fig. 11.3: (Six Sigma Maintenance Process Of the steps mentioned above, measuring becomes a key element of the effort to improve. How is the current process performing? Where are the wastes? How often do these wastes occu! (frequency, or MTBF)? How severe are the waste events (time wasted, or MTTR)? The total process also considers “What outputs/ actions are really important to the maintenance and production process (in addition to wrench time i.e. working time)?”, “Analyze and miti the failure modes of key inputs”, “Improve the process by mapping the should-be proc “Validate the improvements and measure the new process capability (sigma, detects pet millet opportunities/ operations” etc. 11.3.2 Six Sigma Control Levels = Basing on the six Sigma concept, following six sigma control levels can be used and exch sigma control builds on the previous level, until the near zero maintenance failure culture i$ achieved.OTHER CONCEPTS OF MAINTENANCE SYSTEMS/STRATEGIS 228 1, One Sigma Control (Reacting): One sigma is set in the era of 3 Es of maintenance, ¢, engineer, educate and enforce. The tools for this level control are work orders, schedules, standard maintenance practices, compliance reports etc, The first level represents the ability to sustain ee and maintenance, As with one sigma in quality, the effective compliance should be at least 2. Two Sigma Control (What we see): ‘The tools for two sigma control include observation programmes, 8. inspection various condition monitoring gadget’s reports, failure reports and failure analysis etc. At this level, the awareness and analysis tools are applied to reach a two sigma level (around 98.5%) of mainten mice compliance and objective. 3. Three Sigma Control (What we do): Three Sigma control requires well defined controls, responsibilities and accountabilities (including individual's accountability) to provide predictable results on regular basis. Generally, three sigma control is quite good and it achieves around 99.7% result. 4. Four Sigma Control (What we believe): This level concentrates on the non-observable “what we believe” for the maintenance and up-keep. Proper maintenance audits and surveys are Periodically conducted and compared with best known results and standards to identify shortcomings and implement continuous improvement. This level aims for 99.97% success. 5. Five and Six Sigma Controls (How we engage and how we lead): The next challenge is to utilize the data achieved at the previous four control levels; i.e. the fundamentals, observable Processes, accountabilities of what we do and information on what we believe from maintenance perception survey and aim for 99.97% success. Though this level controls are not common, followings can be done to attain zero failure maintenance culture— * A regular sanctioned meeting system with actionable rules and mechanism and trained leaders to manage the continuous improvements, * Continuous use of Six Sigma analytical techniques/ tools for maintenance and project- able data. 11,4. LEAN MAINTENANCE Lean Maintenance is relatively new term, but but its principles are well established in TPM. In the late 1980s, the term ‘lean’ was coined by researcher John Krafcik, who said that, “Lean production is ‘lean’ because it uses less of everything”. Integrating “Lean” methods with legacy systems and organizations becomes real challenge. The Toyata Motor Company was credited with pioneering the concept of ‘Lean Production’ that was copied by other Japanese companies and later by others. The root of ‘lean’ in Toyata production system was, “Eliminate waste to reduce manufacturing cost”. Though Jean maintenance took its concept from lean manufacturing, lean maintenance is neither a subset nor a spinoff of lean manufacturing. It is instead a prerequisite for success as a lean manufacturer. 114.1 Definition and Concepts As a broader definition, including most of the key concepts/ elem Proactive maintenance operation employing planned and scheduled maintenance activities through total productive maintenance (TPM) practices using maintenance strategies developed through application of reliability centered maintenance (RCM) decision logic and practiced by empowered (Self-directed) action teams using the SS process, weekly Kaizen improvement events, and autonomous maintenance together with multi skilled, maintenance technician-performed maintenance through the committed use of their work order system and their computerised s, lean maintenance is aco) MAINTENANCE ENGINEERING maintenance management system (CMMS) or enterprise asset management (EAM) system, and also with ‘just-in-time’ (JIT) material availability, __ As proactive, it is the opposite of reactive where the maintenance operation reacts to equipment failures by performing repairs. In the proactive maintenance operation the prevention of equipment failures through performance of preventive and predictive maintenance actions is the objective. Repair is not equivalent to maintenance. As empowered (self-directed) action teams, its activities are task-oriented and designed with a strong performance focus. The team is organized to perform whole and integrated tasks, hence requiring multi-department membership. The team should have defined autonomy (that is, control over many of its own administrative functions such as self-evaluation and self-regulation—all with limits defined). Furthermore, members should participate in the selection of new team members. Multiple skills are valued. Benchmarking (assessment and comparing with known best) are also considered. Kaizen is the philosophy of continuous improvement, that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality, and other aspects relevant to the process. Kaizen improvement events are often referred to as a Kaizen blitz—a fast turnaround (1 week or less) application of Kaizen improvement tools to realize quick results. Other techniques/ terms mentioned in the definition, e.g. ‘planned andscheduled’, ‘RCM’, ‘5- S process’ and ‘autonomous maintenance’, ‘TPM’, ‘CMMS’, ‘EAM’, ‘Multi-skilled’, ‘Work-order system’ etc are explained elsewhere in this book. Other concepts, often used, as per need, in lean maintenance are Bench Marking (comparing with best in the world and setting target accordingly), Hoshin Planning (where you want to be in future), Kanban (one machine at a time), PDSA (Plan, do, study, act— specifically one machine basis) and Poka-Yoke (a mistake proofing device or procedure to prevent a defect during order taking or manufacture) etc. Making ‘lean maintenance’ work also means making ‘maintenance’ work in lean organizations. It focuses on following: 1. Standardized Work: Drive-out human variations, procedure based maintenance and operation, 2, Training and Qualification: focus on task-specific training on fast and sustainable results, 3, Avoid un-essentials— Avoid the ‘Activity’ or ‘programmatic’ approach of implementing ‘lean’ tools in hope of improving performance (it seldom works) 6. Focus on results— Address the compelling business case for very specific improvements in revenue, throughput, costs and wastes etc; See business KPIs ete. 11.4.2 Challenges of Lean Lean maintenance is becoming more desirable in today’s scenario, because of following reasons 1. Declining state of maintenance and industries in industries, 2. Retiring good employees and shortage of labour, skills and knowledge and programmes, 3, Lack of vocational-technical traine 4, Traditional operation and maintenance methods tend (o be out of date and inefficient, and 5. Competitive pressure etc...OTHER CONCEPTS OF MAINTENANCE SYSTEMS/STRATEGIS 2 11.4.3 Lean and Waste Control a aailraare turing, lean maintenance also identifies different forms of waste, waste sees an Practices and includes a process for continuous improvement. In a lean maintenance system, sources of waste usually consist of outdated procedures and overstocked and underused inventory of equipment, material, and parts, as well as wasted labor, time, and transportation ete and it continuously works for elimination of those. Lean Maintenance recognizes following seven forms of Waste in Maintenance e activities, 1. Overproduction: mainly of un-necessary PM and other maintenan . Waiting: maintet v intenance-related waiting includes the production department waiting for \ce personnel to perform a service and waiting for tools, parts documentation, transportation, clearances and other items also is wasteful 3. Transportation: wasting time in repetitive walking to different places etc, 4. Process Waste: in reactive maintenance, repairs are typically conducted to achieve operation as soon as possible, sometimes eliminating an opportunity to perform a longer term or higher quality repair. 5. Inventory: carrying obsolete or rarely used material and creating bottlenecks, 6. Motion: wasted motion/unnecessary process in the maintenance operation usually revolves around PM tasks that do not add value to the output, 7. Defects: job recurrence because of improperly performed repair work is a huge source of waste. Lean Maintenance is basically equipment reliability focused and reduces need for maintenance troubleshooting and repairs. Any maintenance engineer can begin Lean Maintenance by protecting automation, electronics, hydraulics and computer-controlled equipment from the root causes of malfunctions, failures, and downtime-chronic stress discussed above. From the above sources of wastes, uptime is to be improved and cost should be lowered by shedding the following costs— 1. Onsite Spare Cost, Onsite board or component repair, and Onsite technicians, maintenance engineers etc. Downtime from Operator or Programmer Error Downtime from inadequate PM procedure or performance, Downtime from chronic wear and stress to circuit boards, hydraulic components and other system components, etc. On the basis of these wastes we can arrive at six simple ways to lean, e.g.- (i) Impzove tool sual cues such as painted outlines or foam cut outs to show where tool (ii) Improve documentation storage. who need it. Have a system that ele Gi Use visual cues! displays to show how things should be in normal state, (iv) Use visual cue: (v) Create a simple and uniform work request job order system that provides visual cues for operators, maintenance, and supervisors, (vi) Use root cause analysis techniques to solve problems permanently. aye en 1 storage using strong Is should be stored, Make sure it is neat, organized, and accessi arly shows when a file is out or missing le by those 6/ displays to indicate status, next inspeetion due date, ete.™ MAINTENANCE ENGINEERING, Though there may be some duplication, various losses, mentioned in chapter 10 (TPM) are also considered as wastes and to be taken care of in lean maintenance. 11.4.4 Lean Maintenance Process The lean maintenance process is explained in Fig. 11.3 (Typical Lean Maintenance and TPM Flow Chart), CMMS PM Complete | [ Return Create Route generates | _77*]Inspection|_ehecklist |_J work- folow-up]_J thru Operator PM by add order to work- Planning! Work-order comments} | planning’ order process Operator Work |_| Close Schedule Work- Work-order Work Reque: CMMS PM Complete Corrective Generates {| Inspection Work-order, |__| work is Mainnt PM by Add performed by| Work-order Maintenance comments appropriate [groups Maint. Work- |! request Fig.11.4: (Typical Lean Maintenance and TPM process Flow chart) 11.4.5 Lean Maintenance vis-d-vis TPM ‘Though both are essential for good result, lean maintenance employs TPM heavily but TPM may not employ lean maintenance concepts and strategies. Again, TPM is more equipment focused but Iean maintenance also concentrates on maintenance management processes. Lean Maintenance is often used in conjunction with six sigma maintenance or DMAIC process. 11.5 FIVE ZERO (5-ZERO) MAINTENANCE CONCEPT ‘This concept was introduced by Toyota Motor Works in Japan. It calls five “Zeros” as “O- Breakdown”, “0-Fault”, “0-Delays”, “0-Stock” and “0-Paper work”. ‘These “Zeros” do no more than represent “ideals” or “aims” to be achieved. It is dramatically opposite to what happens in many places where we have ‘Records’, Reports’ and ‘Reviews’ but no ‘Results’. Let us examine the individual zero concepts in some details- 11.5.1 Zero Breakdown This implies a very high degree of reliability, combined with very good maintenance capability. The reliability falls within the competence of manufacturers. The maintenance capability, to some extent, falls within the competence of manufacturer (providing in-builtOTHER CONCEPTS OF MAINTENANCE SYSTEMS/STRATEGIS = monitoring and maintenance facilities) and more within the competence of maintenance and operation personnel for sound maintenance and operation practices. As such both, manufacturers and maintenance personnel, should associate and aim for zero breakdown, As productivity Improves progressively, suitable training and dialogue should be a continuous process so that breakdowns are nearly eliminated. 11.5.2 Zero Fault This actually means that fault should not be allowed to occur but th earlier and corrected at initial stage. A policy of zero fault implies a maintenance policy with a high technical capability, using aids/ facilities like most suitable vibration and lubricant monitoring gadgets and other elements for prognosis of equipment behaviour, Action should be taken so that wear and tear are not induced and operational speed ought to be sufficiently below the maximum speed, thus necessitating the provision of safety margin. Continuous online monitoring for most equipments is first step. t should be detected much 11.5.3 Zero Delay This concept calls for planned and rapid response to equipment outage. Points requiring attention must be correctly known so that no time is lost for fault diagnosis or repair. Availability and assimilation of operating and maintenance manuals, standard operating and maintenance practices, timely relaying and interpretation of condition monitoring data and alarm and effective communication are essential to reduce any possible delay on that account. It also calls for planning and scheduling essential maintenance jobs with available shutdowns in such a way that actual delay is almost nil and no separate shutdown is needed exclusively for maintenance. 11.5.4 Zero Stock This concept means that spares and other materials are procured in such a way that those are received only when those are actually needed for consumption. Thus the materials are not unnecessarily stocked in stores and inventory carrying cost is almost nil. Zero stock concept is possible only when * Failure do not occur (zero fault) or, if at all occurs, it should occur in predictable manner, * Spares part, which are needed, are available at known locations on an assured basis (specifically involving zero delay), © Command procedures, appropriate to the situation, are arranged. ‘The concept of zero stock and zero inventory carrying cost tries to ensure that some spares, which are essential to be stocked, are stocked at nearby manufacturer's godown with arrangement that no time will be lost (zero delay) when the spares are actually needed. 11.5.5 Zero Paper Work Maintenance engineers/ personnel are, generally, poor in paper work. Zero Paper work concept tries to eliminate the paper work or, at least, reduce that to barest minimum, This involves cntenuive use of computers, PC, palmtops and other handheld devices and integrates the same with system computers with necessary local area network (LAN) and customized software, This enables the maintenance personnel to immediately Know what, how, when and where of the job and intimate feedback. Good CMMS procedures and software is also helpful, ‘Thus the [Link] concept covers almost all areas with specific aim of high availability and reliability.os 230 MAINTENANCE ENGINEERING 6 5-S CONCEPT IN MAINTENANCE This concepl/ method, developed in Japan, no effe nd quality job can be done without clean and action verbs (Sort, Clean, in/ Progress), all starting with an S in Japanese (Seiri, or 5-S” concept has come from those. in order, Standardiz 0, Seiketsu, Shitsul Five ; explains the meanings of terminologies Table T-11.3 5-S Concept Japenease Term | Translation and Meaning Equivalent English Term Seiri Sort-out and organize items as critical, important, | Sort frequently used, useless or not needed at present. | Seiton Tidiness; The concept here is that “Each items has | Systematize(Set in 4a place, and only one place”. The items should be | order or Simplify) placed back after usage at the same place, Seiso Cleaning; it involves cleaning the work place free | Sweep(Shine the of burrs, grease, oil, waste, scrap etc. No loosely | workplace or Scrub) hanging wires or oil leakage from machines Seiketsu Standardisation; Discuss together and decide on Standardize standards for keeping the work place / Machines/ pathways neat and clean. These standards are implemented for whole organization and are tested/ Inspected randomly. Shitsuke Self-discipline; Considering 5S as a way of life and | Self-discipline bring about self-discipline among the employees of | (Sustain) the organization. This includes wearing badges, following work procedures, punctuality, dedication to the organization etc. The Terms mentioned in the brackets in above table are the terms advocated by different persons/ consultants as equivalent of Japanese terms, Table T-11.4 roughly shows how the sorting can be done. Table T-11.4 Typical Sorting-out procedure Priority Frequency of use How to use Low About than once per year, or may be | Throw away, Store away from the once in more than six months. workplace “Average Once per week to once in six months | Store together but offline High Daily to once per week Locate at the workplace 5-S deployment is 10 be done in a logical and progressive way. The 3 first Ss are shop foot actions, while the two last ones are sustaining and progress actions. Initiated and su fully deployed in the workshops, 5-Ss are being used effectively in every other department in the company, including maintenance and offices. 5-Ss are the solid base, the foundation on which to build continuous improvement, install lean manufacturing and lean maintenance tools and methods. ‘They are also an effective lever for change management and empowerment.IC OTHER CONCEPTS OF MAINTENANCE SYSTEMS/STRATEGIS 2 also mea , ees pepe ° Separate heeded tools, parts, and instructions from unneeded materials and jedeed daily, interven nt. again, means to conduct Sort, Simplify, and Scrub at frequent, indeed daily, intervals to maintain a workplace in perfect condition, Sustain means to form the habit of = following the first four $s. Some other experts designate 5S as Sort through and ot Th Acer and set limits, Shine and inspect through cleaning, Standardize and Sustain, However, the aim of all sets of terms 5-S ime and gives good results. The benefits are many, eg. + Improves on-time delivery or time-completion » Improves quality and reduces defects/ failures, - Reduces waste in materials, space and time, - Reduces lead times, . Reduces inventory and storage costs, Aurene Reduces changeover time and equipment downtime and 7. Increased safety and profitability etc. Of the five Ss, the first one, i.e. Sort appears relatively more important and will influence other Ss. Fig. 11.3 shows how sorting can be done. While sorting, different techniques like VED (Vital, Essential, Desirable) and ABC sorting (A is to be kept at hand; B is to be stored closely i.e. work zone, within workshop, office, in the same room... and C is remote place i.e. Archives, shack, long storage...) etc can be used. Similarly, many techniques can be used for other Ss. Ttem/ component [aero ange ee | a p| Useful Unknown. Useless Keep in Store Keep & Monitor SORT Useful Useless Disposal Documentation & ABC Storage Fig. 11.4: (Process of sorting in 5-8) ¢ first step companies take in implementing TPM, Lean ao 15 i usually one of the first step companies tal f g TPM, Instituting the 5 S's Bue or Six Sigma etc, To introduce 5-S concept or method, top Manufacturing, Lean aainnre important than hiring any ouside consultant, To introduce and lanagement support is Practice this concept call for few simple series of actions, such as:232 1. ay 3. 4, 5. 6. 1 MAINTENANCE ENGINEERING 1, Training in 5-S to all personnel. All those persons, who will never participate as auditors, will always be audited v Select a representative of each department (if possible) to be part of the 5-S team, which will conduct periodical assessments of all types of premises, machines and facilities etc 3. Conduct audit using a format, making a numerical measurement and taking note of all non conformed situation in order to make the resolution of those. 4. Make a report. Give it to the responsible of audited area. Demand corrective actions. Communicate results to all personnel. 5. Acommon effort of improvement (including a friendly competence, to be the best or the less worst). 6. And finally, the most important: The top management has the compromise to allow the 5- S team audit his own offices. In several cases, the only places “skipped” by 5-S team are the big shot ones, because “they suppose they always have a neat place. ‘What is RCM? Explain its working with a flow or block diagram. How does RCM differ from RCA? Mention few attributes of RCM. Explain briefly the EAM in maintenance. How EAM differs with CMMS? What is six sigma and six sigma maintenance? Explain briefly DMAIC. What is lean maintenance and what are its specialties? Explain briefly 5-Zero Maintenance concept. What is 5-S concept and how is it used in maintenance?