Sandeep Gaur's Overview
Current
Assistant Manager at Honda siel cars india ltd.
Past
an Engineer Maintenance at M/s Delphi Automotive Systems Pvt. Ltd
as Assistant Engineer, Maintenance at M/s Moser Baer India ltd
Project Engineer at M/s Control Electric Pvt. Ltd
Education
Birla Institute of Technology and Science Govt. Polytechnic Nilokheri
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Sandeep Gaur's Summary
EXPERIENCE SUMMARY:
Maintenance: System Monitoring and Control, Deployment, Documentation, Maintenance Practices, Preventive/Predictive maintenance, report generation etc.Engineering Projects: I have been a team member for planning and execution of Projects & responsible for the Project including Erection, Installation and Commissioning of 03 green field project & 01 Expansion Project.Electrical Design: I was Project Engineer for Electrical & Automation Design at CECPL where I have in-house developed Control systems of nearly 5 equipments with their PLC S/W's, which includes panel design, SCADA design and installation and commissioning at customer sites. Vendors Development: Developed several vendors for improving Delivery & Quality of workmanship, Cost & reliability at Honda, Delphi and CECPL.Power and Fuel Saving Projects: I have completed various Projects for P & F Saving in my carriers at
HSCIL and DASPL.Software and Computer proficiency: Auto Cad 2007, Windows, MS office, Electronic Workbench, Management System: Certified Internal Auditor for ISO 14001-2004.Mechanical Systems: Understanding of Mechanical Drawings and modification in drawings.
AUTOMATION & CONTROLS:Allen Bradley: PLC’s, SLC’s, Micro-logics, Servo CPU thru GML, HMI's, SCADA RS View Works, Networking on Proprietary network & Device net.Siemens: S7 Series, SCADA WinCC, Profibus Networking.Mitsubishi: PLC and HMIGE Fanuc: PLC and SCADA (Cimplicity)Drives: AC & DC and Servo Drives of All Leading Brands like Allen Bradley, Yaskawa, Siemens, Mitsubishi, Oriental, NSK etc.CNC based part transfer system of Siemens (802D with Siemens Simodrive 611)Hydraulic presses, cranes pneumatic jigs fixtures and COE conveyors & Power and Free Conveyors.
ROBOTICS & WELDING EQUIPMENTS:Yaskawa Robots: UP60E Robots with Device net Communication for Spot welding App. all involving 01 Additional Axis.Fanuc Robots: Over 30 Robots Setup with Spot application & with 01 Additional axis.
Specialties
PLC/SCADA/HMI Programming, Robotics, Automation, Maintenance Systems, Budgeting & Costing, Spares Planning & Control, Manpower handling, Documentation, Monthly Business Plan, ISO Activities
Sandeep Gaur's Experience
Assistant Manager
Honda siel cars india ltd.
Partnership; 1001-5000 employees; Automotive industry
April 2006 – Present (7 years 5 months)
Responsibilities:
Preparing Monthly & Yearly Business Plan.Plan and execute Energy Saving through innovative ideas.Planning and effecting preventive maintenance/predictive maintenance schedules of various machineries and instruments to increase machine up time and equipment reliability.Proactively identifying areas of obstruction/breakdowns and take steps to rectify the equipments through application of trouble shooting tools.
Executing cost saving and energy saving techniques/measures and modifications to achieve substantial reduction in R&M Expenditures and work within the budget. Increasing MTBF & reducing MTTR the machines, thereby increasing productivity.Preparing and maintaining records as per ISO 9001.Execution of projects for installation & commissioning of machinery and equipments. Ascertaining the requirement of upgrading machinery for enhancing productivity.Ensuring execution of activities / projects within time & budgetary parameters.Generation of part numbers in PLANT SAP system, indenting of spares and budgeting control.Calibration of Tools as a Core Requirement of ISO9000.
Achievements:
Managing a team of electricians and executives. Efficiently handled the installation of Allen Bradley, Mitsubishi, Omron and Siemens PLC, Omron HMI systems Hydraulic press machine, spot welding robots, MIG welding and other welding equipments.Actively involved in implementing 5 why analysis of problem & planning & execution of temporary and permanent counter measures to reduce breakdown.Represented India in Manufacturing Technology Convention in Vietnam for Modification in Kickless Cable and Sub cable design.Modification in several SPM’s to increase efficiency, reduce spare consumption and reduce breakdown levels.Got trained for TQM and member of Welding TQM implementation team.Planned and executed the Stamping Machine Automation Project.Working as a core member of PLANT Cost Challenge 50% Team.
an Engineer Maintenance
M/s Delphi Automotive Systems Pvt. Ltd
January 2005 – April 2006 (1 year 4 months)
Gurgaon. Delphi is a leading global supplier for the automotive, computing, communications, energy, and consumer accessories markets. Headquartered in Troy, Mich.,U.S.A, Delphi has more than 100,000 employees in 32 countries. Responsibilities:Program & teach the Robotic Welders (Motoman SK6 type, MRC II), set up of plastic welding machines and SPM'sWorked for Commissioning & Installation for new product assembly lines & automation in the existing lines.Worked on improvement projects like Reduction in spare part consumption, Energy Consumption, Improve maintenance/utilities cost, Loss time and Production reporting under Manufacturing Academy. Planning of PM (100%adherence), Lead routine PM activitie, and Downtime<3% SRTHealth & Safety: Zero LWD / Zero Record able. Ensure functioning of all H&S related systems Communication and impart training to all operators
Fully responsible for functioning and updating of plant fire fighting system and plant security systemTaking lead in Closing of all internal and external NC'sLean Manufacturing TechniquesAchievements:Zero loss work days/ recordable Reduced and maintained plant down time of 2% SRT against divisional target of 3%Get certified as internal auditor for ISO14001-2004, no non-conformity during audits.Reduced cycle time of carbon filling machine by improving the filler design.
as Assistant Engineer, Maintenance
M/s Moser Baer India ltd
April 2003 – January 2005 (1 year 10 months)
MBIL headquartered in New Delhi, is one of India's leading technology companies. Established in 1983, Moser Baer successfully developed cutting edge technologies to become the world's second largest manufacturer of Optical Storage media like CDs and DVDs. The company also emerged as the first to market the next-generation of storage formats like Blue-ray Discs and HD DVD. Recently, the company has transformed itself from a single business into a multi-technology organization, diversifying into exciting areas of Solar Energy, Home Entertainment and IT Peripherals & Consumer Electronics.Responsibilities: Maintenance of fully automatic mass production machines in continuous process plant.Installation & Commissioning of SPM's and CDR/DVDR linesCustomization of imported machines according to the requirements by PLC and SCADA programming.Commissioning and trouble shooting of variable speed AC, Servo drives & PID controllers.Maintenance and troubleshooting of Servo controlled Injection Molding Machines.Teaching and programming of multi-axis robots.Maintenance of electro-pneumatic and High Vacuum (Sputtering Machines) systems.Planning monthly, six monthly and yearly maintenance.Reduction in machine breakdown through root cause analysisReduction in energy consumptionPreparing MIS and machine history.Spare part planning and control.Maintenance and troubleshooting of Environment conditioning systems
Project Engineer
M/s Control Electric Pvt. Ltd
May 2002 – April 2003 (1 year)
Noida in installation and commissioning, Electric Panel Design, PLC and SCADA software development, and Machine automation. CECPL has its proven record in field of Automation and Panel manufacturing from last 15 years. It is the oldest system integrator of GE FANUC systems in Northern India.
Sandeep Gaur's Education
Birla Institute of Technology and Science
BSET (Correspondance Course), Bachelor of Science & Technology with 6.7 CGPA
2007 – 2010
Govt. Polytechnic Nilokheri
Diploma, Electronics and Communication Engineering
1999 – 2002
2 Yrs PGDBM through distance learning from IMT, Ghaziabad
Sandeep Gaur's Additional Information
Eliminate breakdown losses using Finite Element Manufacturing
Sergio Rossi Tags: lean manufacturing
The finite element method (a.k.a. finite element analysis) originated from the need for solving complex structural analysis problems in civil and aeronautical engineering in the early 1940s.
Today, the FE method is a powerful technique used by engineers, mathematicians and scientists to solve problems in industries such as aerospace, chemical and biomechanical. The integrated finite element method and software are used to reduce the time to take products from concept to the production line.
The FE method is also used to better understand the conditions of existing structures. In a particular application on machinery vibrations, the finite element method is known as modal analysis, which allows analysts to see how a machine (or any structure) behaves under external forces or varying loads. (http://www.svibs.com/documentation/case_hct.htm)
Yet, in spite of its broad and diverse application, the FE method has never been used to eliminate manufacturing losses created by machinery breakdowns.
FE method applied to machine-based manufacturingThe underlying concept of the finite element method is very simple and can be applied to any complex structure. You can think of it as "divide to conquer". There are four basic FE steps to take for solving complex problems in manufacturing industries:
1. Select the system (macro elements) to which the FE methodology will be applied.2. Develop specific subsystems (micro elements).
3. Determine subsystems’ problems and solutions.
4. Integrate solutions to obtain the objective (eliminate breakdown losses).
1) System selectionThe FE method applies to machine-based manufacturing plants because machines are
structures used for transferring and transforming power from the source to the load. The system selected for applying the FE method is “breakdown losses”. The objective for using the FE method is to eliminate the sources of all breakdown losses.
2) Developing subsystemsIn order to eliminate manufacturing losses created by machinery, it is necessary to understand the sources of losses for each subsystem. The origins of breakdown losses are grouped as three micro components (subsystems):
1. Breakdown Losses Created by Machines. Examples are losses created when machine components wear down.
2. Breakdown Losses Created by the Manufacturing Processes. For example, a pump pumping fresh water will not have the same life expectancy as a pump pumping salt water.
3. Breakdown Losses Created by People. For example, an operator or a technician creating a jam when a dropped tool gets stuck at the load side of a machine.
After finding the origin of the subsystem’s problem, a solution can be specifically developed to target each one.
This picture shows a critical gearbox (minimum of 4 hours production loss) which didn’t have a fill port or oil level gauge (later added).
3) Subsystems problems and solutions
A. Breakdown Losses Created by Machines
Problems: All machines are designed following strict standard specifications and performance parameters. Once built, machines are tested in labs under “ideal conditions” and their components’ life expectancy estimated. The environment found at most manufacturing plants is far from ideal; hence, the actual life expectancy of machinery is significantly reduced. In addition, there are other stressors, such as misalignment and unbalance, which shorten machinery life expectancy even further. It is up to the end-user to remove stressors, to maximize machinery actual life, and to determine how long a component will last in order to minimize breakdown losses.
You must consider the external stress forces which accelerate the normal wear of components, thus reducing their life even further. Unless those conditions are removed, replacing a component will not make a lasting impact. Examples of stress forces are misalignment and unbalance.
Solutions: While there are several possible solutions to address breakdown losses created by machinery, there are two processes proven to increase the actual life expectancy of machinery. These two processes are:a) 5S for Machines (5S4M)b) Measuring Wear and Stress (MWS)
5S FOR MACHINES5S4M is an enhanced 5S designed to eliminate existing conditions or external stresses which affect machines. The 5S process is modified as follows:
1. Seiri (Sort): Build machine’s hierarchy (plant, area, line, system, subsystem, component and subcomponent) to assess component relationships and spares availability.
2. Seiton (Set/stabilize): Assign spare parts and tools within a controlled environment, making them easily and readily available (effective use of CMMS for inventory). Perform equipment modifications to enable tasks.
3. Seiso (Shine): Maintain machines cleaned internally. This type of work requires experience and intricate knowledge of internal components.
4. Seiketsu (Standardize): Format all maintenance processes by developing standard operating processes (SOP) and applied statistics. An example of this application is the typical maintenance emergency call. Applying the FE method lets you see which micro-component is the true source of losses. For example, you can determine if the downtime loss was longer than necessary because the parts were not available, were delivered late, or because a bad part was kept in stock. Was downtime longer because troubleshooting took too long due to lack of training? All of the above answers are seldom known. The following process diagram shows how emergency maintenance should be broken down into its micro-components to be transformed into a controllable process.
5. Shitsuke (Sustain): Use software to establish a formatted communication and documentation process that ensures long-term sustainability and provides tools for analysis of breakdowns.
B) MEASURING WEAR AND STRESS (MWS)The principal technologies used for MWS are: oil, vibration, infrared and ultrasonic analysis.
Measuring is a science used to accurately size and trend wear and stress variables using statistics and reliability growth models. Micro-elements of the Wear and Stress Measurement Process are:
The main concerns when implementing MWS are the following:
1. Technology Applied: It takes around three to four years to learn all of the technologies if you already have analytical as well as hands-on machine troubleshooting experience. People responsible for MWS must have the knowledge to discern between real machine problems and false alarms. Consider only experienced people who will stay with the MWS process for a long time.
2. Data Collection and Analysis: Analyzing machinery data is complex because each applicable technology assesses the wear process of a load-varying system at a fixed point in time. It is very important to have people who are comfortable and capable of dealing with information using extremely large databases and various instruments. The challenge an analyst faces is to turn data into profitable work actions instead of detailed and confusing reports.
B. Breakdown Losses Created by the Manufacturing Processes
Problems: Machinery breakdowns related to the manufacturing process originate from process variables such as heat, cold, humidity, type of load, by-products, contamination or residue created.
Some manufacturing processes create airborne particles. These particles find their way inside machinery components such as bearings and negatively alter the physical characteristic of the lubricant. This “buffing/sanding paper” effect increases internal bearing tolerances and thus reduces machinery life significantly. At other times, those airborne particles end up covering machinery components, such as frames or filters, creating a heat blanket or suffocating motors from much-needed cooling air.
Other manufacturing processes’ consistency changes from product to product. This may result in an increased load on a machine, causing it to overheat. This reduces component life, such as the internal coils on electrical motors or electronic components like SCRs (silicon-controlled rectifiers).
A more viscous mix will create an increased load on a machine, causing it overheat, thus reducing life of components. Examples are overloading conditions jamming a machine, contaminants from processed products finding their way into internal components, and creating excessive wear or diminishing clearances.
Solutions: While each industry has been utilizing specially modified and improved machinery specifically designed for their application, there is a known process which can be easily adapted and tailored to solve, or at least significantly reduce, the breakdown losses created by the manufacturing process itself. This process is called 5S for Production/Process (5S4P). The enhanced 5S process is modified as follows:
1. Seiri (Sort): This step remains unchanged (eliminate the unnecessary). 2. Seiton (Set/stabilize): This step remains unchanged (establish permanent
locations for the essentials).
3. Seiso (Shine): Clean machines externally, thus ensuring that airborne particles are quickly removed before they enter machinery components such as bearings, gearboxes or electrical panels.
4. Seiketsu (Standardize): All operator processes related to machines and manufacturing process activities are standardized, and machinery statistics are put in place.
5. Shitsuke (Sustain): Create communication and documentation of all processes and daily manufacturing events to ensure their sustainability.
C. Breakdown Losses Created by People
Problems - SolutionsWhile almost impossible to measure and account for, losses created by human errors may be the largest contributor to breakdown losses.
Problem:Losses due to a lack of seeing maintenance as a business unit. Maintenance produces some of the largest losses in manufacturing, yet we don’t measure them to find
out how they could be minimized. We very seldom measure profits generated from reliability projects. Without this information readily available, executives will not provide any long-term support.Solution:Measure and trend losses caused by reactive maintenance and profits gained from planning and scheduling repairs and other improvement projects so that executives can understand which activities produce the highest return.
Problem:Losses due to the lack of a strategic management process for eliminating all breakdown losses. Without a detailed strategy, managers will take each of the available tools and processes and implement them according to their own interpretation. When management changes, so does the process. This cyclic event typically results in many programs of the month, which are demoralizing.Solution:Utilize a scientific method (a.k.a. Plan-Do-Check-Act) process for eliminating machine, process and people losses.
Problem:Losses due to lack of work orders generating process that is effective, efficient and most important, independent of historical data.Solution:Generate work orders using a process NOT based on root cause failure analysis (RCFA) and one that considers implementation costs of tasks and their profitability.
4) Eliminating all sources of breakdown lossesUtilizing the FE methodology for grouping the losses into machines, processes and people provides the most effective solution to each loss. While this is very helpful, having many solutions will produce redundancy and inefficiencies. To compete in today’s economy, executives must implement solutions promptly to provide the most immediate economical advantage.
Finite Element Manufacturing (FEM) is defined as a mathematically based process that divides manufacturing into its macro and micro elements for applying maintenance, reliability and performance processes to eliminate losses and increase profits within a certain (relatively small) interval of time. The service which uses this process is FEM, a package that provides a comprehensive and cohesive solution using the following tools:
1. Measures, trends and controls maintenance losses and reliability profits (MP&L) to provide prioritized solutions and address the largest losses. This provides the most immediate ROI that executives need to continue supporting FEM.
2. A work order generator using 5S4M, 5S4P and MWS to optimize labor activities.
3. Software (patent pending) to manage all macro and micro FEM processes.
The block diagram provides the graphical representation of how the macro elements of FEM are integrated to provide the synergy needed to eliminate all
sources of breakdown losses.
With these processes providing the high-level MP&L information, executives can determine the source of losses, adjust the strategic plan and better allocate resources. Managers can improve processes and tools put in place to eliminate breakdown losses as they are uncovered. Engineers and senior technicians can perform accurate RCFA analysis and provide tools for training and communicating specific machine-related issues.
Integrating the work order generator with reliability technologies and a software tool makes the FEM process the lowest investment opportunity that provides the highest ROI.
Profits are obtained within three months of implementation.
ConclusionThe application of the FE methodology in the manufacturing industry, combined with proven solutions, resulted in Finite Element Manufacturing. FEM is the first engineering-based strategic process that executives can use to eliminate all sources of breakdown losses.
About the author:Sergio Rossi is an electrical engineer with Reliability and Performance for Manufacturing (RP4M). For more information, visit www.rp4m.com, e-mail [email protected] or call 817-937-8205.
Maintenance is the combination of all technical and associated
administrative actions intended to retain an item in, or restore it to, a
state in which it can perform its required function. Many companies are
seeking to gain competitive advantage with respect to cost, quality,
service and on-time deliveries. The effect of maintenance on these
variables has prompted increased attention to the maintenance area as
an integral part of productivity improvement. Maintenance is rapidly
evolving into a major contributor to the performance and profitability of
manufacturing systems. In fact, some see maintenance as the "last
frontier" for manufacturing.
In their article "Make Maintenance Meaningful" P.K. Kauppi and Paavo
Ylinen describe the bulk of maintenance procedures as being as:
Preventive maintenance—the prevention of equipment breakdowns
before they happen. This includes inspections, adjustments, regular
service and planned shutdowns.
Repair work—repairing equipment and troubleshooting malfunctions in
an effort to return the equipment to its previous condition. These repairs
may be reactive or preventive.
Improvement work—searching for better materials and improved design
changes to facilitate equipment reliability. Repair work is often a part of
improvement work.
As shown in Figure 1, six maintenance programs are identified within the
maintenance hierarchy, each representing an increased level of
sophistication.
Figure 1
Maintenance Hierarchy
REACTIVE MAINTENANCE
Reactive maintenance (also known as corrective maintenance) involves
all unscheduled actions performed as a result of system or product
failure. Basically, it is an attempt to restore the system/product to a
specified condition. The spectrum of activities within this level are (1)
failure identification, (2) localization and isolation, (3) disassembly, (4)
item removal and replacement or repair in place, (5) reassembly, and (6)
checkout and condition verification. This approach is mainly a response
to machine breakdowns. Unfortunately, many manufacturers are still in a
reactive mode of operation. Their main objective is to ship the product. If
their manufacturing equipment breaks down, they fix it as quickly as
possible and then run it until it breaks down again. This is an extremely
unreliable process and is not the best way to maximize the useful life
span of one's assets. It leaves machine tools in a state of poor repair and
can cause the production of out-of-tolerance parts and scrap. Because of
its unpredictable nature it can easily cause disruptions to the production
process.
SCHEDULED MAINTENANCE
Scheduled maintenance utilizes a previously developed maintenance
schedule for each machine tool. This is much like an oil change on an
automobile that takes place every three months or 3,000 miles,
whichever comes first. While this is a broadly practiced technique in
many manufacturing organizations, it does possess some distinct
disadvantages. The scheduled maintenance may take place too soon,
while the machine still operates well (15-20 percent of all components
fail after a predictable time), or it may come too late if the machine fails
before the scheduled maintenance time. In some cases, the machine may
still be running but producing unacceptable parts. Scheduled
maintenance can be considered a part of preventive maintenance known
as fixed-time maintenance (FTM). Preventive maintenance is discussed
later.
PREDICTIVE MAINTENANCE
Predictive maintenance involves performing maintenance on a machine
in advance of the time a failure would occur if the maintenance were not
performed. Of course, this means that one must calculate when a
machine is predicted to fail. In order to do this, the firm must collect data
on variables that can be used to indicate an impending failure (vibration,
temperature, sound, color, etc.). This data is then analyzed to
approximate when a failure will occur and maintenance is then scheduled
to take place prior to this time. By seeking the correct level of
maintenance required, unplanned downtime is minimized.
PREVENTIVE MAINTENANCE
Preventive maintenance encompasses activities, including adjustments,
replacement, and basic cleanliness, that forestall machine breakdowns.
Preventive activities are primarily condition based. The condition of a
component, measured when the equipment is operating, governs
planned/scheduled maintenance. Typical preventive maintenance
activities include periodic inspections, condition monitoring, critical item
replacements, and calibrations. In order to accomplish this, blocks of
time are incorporated into the operations schedule. One can easily see
that this is the beginning of a proactive mode rather than a reactive one.
The purpose of preventive maintenance is to ensure that production
quality is maintained and that delivery schedules are met. In addition, a
machine that is well cared for will last longer and cause fewer problems.
Current trends in management philosophy such as just-in-time (JIT) and
total quality management (TQM) incorporate preventive maintenance as
key factors in their success. JIT requires high machine availability, which
in turn requires preventive maintenance. Also, TQM requires equipment
that is well maintained in order to meet required process capability.
Preventive maintenance is also seen as a measure of management
excellence. It requires a long-term commitment, constant monitoring of
new technology, a constant assessment of the financial and
organizational tradeoffs in contracting out versus in-house maintenance,
and an awareness of the impact of the regulatory and legal environment.
The resulting benefits of preventive maintenance are many. Some of
them are listed below:
Safety. Machinery that is not well-maintained can become a safety
hazard. Preventive maintenance increases the margin of safety by
keeping equipment in top running condition.
Lower cost. A modern and cost-effective approach to preventive
maintenance shows that there is no maintenance cost optimum. However,
maintenance costs will decrease as the costs for production losses
decreases. Obviously, no preventive maintenance action is performed
unless it is less costly that the resulting failure.
Reduction in failures and breakdowns. Preventive maintenance aims at
reducing or eliminating unplanned downtime, thereby increasing
machine efficiency. Downtime is also reduced when the preventive
maintenance process gives maintenance personnel sufficient warning so
repairs can be scheduled during normal outages.
Extension of equipment life. Obviously, equipment that is cared for will
last longer than equipment that is abused and neglected.
Improved trade-in/resale value of equipment. If the equipment is to be
sold or traded in, a preventive maintenance program will help keep the
machine in the best possible condition, thereby maximizing its used
value.
Increased equipment reliability. By performing preventive maintenance
on equipment, a firm begins to build reliability into the equipment by
removing routine and avoidable breakdowns.
Increased plant productivity. Productivity is enhanced by the decrease in
unexpected machine breakdown. Also, forecast shutdown time can allow
the firm to utilize alternate routings and scheduling alternatives that will
minimize the negative effect of downtime.
Fewer surprises. Preventive maintenance enables users to avoid the
unexpected. Preventive maintenance does not guarantee elimination of
all unexpected downtime, but empirically it has proven to eliminate most
of it caused by mechanical failure.
Reduced cycle time. If process equipment is incapable of running the
product, then the time it takes to move the product through the factory
will suffer. Taninecz found, from an Industry Week survey, that there is a
strong correlation between preventive maintenance and cycle-time
reductions as well as near-perfect on-time delivery rates. Also,
approximately 35 percent of the surveyed plants who widely adopted
preventive maintenance achieved on-time delivery rates of 98 percent,
compared to only 19.5 percent for non-adopters.
Increased service level for the customer and reduction in the number of
defective parts. These have a positive direct effect on stock-outs, backlog,
and delivery time to the customer.
Reduced overall maintenance. By not allowing machinery to fall into a
state of disrepair, overall maintenance requirements are greatly
decreased.
TOTAL PRODUCTIVE MAINTENANCE
Total productive maintenance (TPM) is preventive maintenance plus
continuing efforts to adapt, modify, and refine equipment to increase
flexibility, reduce material handling, and promote continuous flows. It is
operator-oriented maintenance with the involvement of all qualified
employees in all maintenance activities. TPM has been described as
preventive maintenance with these three factors added: (1) involving
machine operators in preliminary maintenance activities by encouraging
them to keep machines clean and well lubricated; (2) encouraging
operators to report indications of incipient distress to the maintenance
department; and (3) establishing a maintenance education and training
program.
Developed in Japan, TPM places a high value on teamwork, consensus
building, and continuous improvement. It is a partnership approach
among organizational functions, especially production and maintenance.
TPM means total employee involvement, total equipment effectiveness,
and a total maintenance delivery system. In order to achieve this,
machine operators must share the preventive maintenance efforts, assist
mechanics with repairs when equipment is down, and work on equipment
and process improvements within team activities. Tennessee Eastman
found that another employee, such as an equipment operator, with
minimal training, could do 40 percent of the traditional maintenance
mechanic's work. Another 40 percent could be performed with additional
training, but still below the certified level. Only 20 percent of the
maintenance tasks actually required a certified mechanic's skills. They
also reported that as much as 75 percent of maintenance problems can
be prevented by operators at an early stage. This frees maintenance
personnel to be responsible for the tasks that require their critical skills,
such as breakdown analysis, overhaul, corrective maintenance and root
cause analysis. This places them in a "consultant" role with the operators
allowing them to:
help the operator diagnose problems and restore equipment to like-new
condition;
use appropriate technologies and standards to verify that the equipment
is in like-new condition after repair, overhaul, or replacement;
use this knowledge to assess the root cause of the problem so that
changes may be made to the design, operation, or maintenance practices
in the future;
work with purchasing, engineering, operations, and maintenance to
modify procurement standards to assure maximum reliability in future
equipment.
Of course, for all of this to work, the firm must have an organizational
culture which supports a high level of employee involvement. Businesses
must be willing to provide the necessary training in order to allow
production personnel to perform the required tasks.
TPM's focus is on elimination of the major losses or inefficiencies
incurred in production activities. These losses include those due to
obstruction of equipment efficiency, manpower efficiency, and material
and energy efficiency. Based on their link to corporate goals, targets for
eliminating or reducing these losses are developed. Just as in activity-
based cost accounting where cost drivers are identified, the objective of
TPM is to identify variables that can demonstrate improved performance.
All major equipment losses are functionally related to availability,
performance, efficiency and/or quality rate so the improvement resulting
from the maintenance system can be measured by its impact on overall
equipment effectiveness (see below).
Beneficial results of TPM include:
Overall equipment effectiveness and overall efficiency are maximized.
It takes the guesswork out of determining which machine needs major
repairs or rebuilding.
It provides objectivity by converting the operator's intuition into
quantifiable values.
It pinpoints exact maintenance requirement. The operator carries out
only the needed corrective actions so no unnecessary work, beyond
routine maintenance, is done.
It rapidly verifies the effectiveness of major corrective work.
Operators improve their job skills.
Operators are motivated by involvement in maintaining their own
machines and by involvement in team-based concepts.
Operator involvement in the process gives them ownership of making the
project a success.
A preventive maintenance program for the lifecycle of the equipment is
developed.
By getting everyone involved in equipment design and selection, a better
understanding of why certain decisions and trade-offs are necessary
results.
Equipment and maintenance management (inherent in a reliability
strategy) result.
Capacity is maximized.
Costs are minimized.
Product quality is improved.
Improved safety.
The manufacturing process is continually improved.
As a final note on TPM, another school of thought holds that TPM can be
adopted by continuous diagnostic monitoring of a machine's conditions
and establishing a trend line for it. Trend lines approaching or veering
into the domain that identifies poor operating conditions will trigger
maintenance action.
RELIABILITY-CENTERED MAINTENANCE
It has been assumed that preventive maintenance programs help to
ensure reliability and safety of equipment and machinery. However, tests
performed by airlines in the mid-1960s showed that scheduled overhaul
of complex equipment had little or no positive effect on the reliability of
the equipment in service. These tests revealed the need for a new
concept of preventive maintenance, which later became known as
reliability-centered maintenance (RCM).
The concept of RCM is rooted in a 1968 working paper prepared by the
Boeing 747 Maintenance Steering Group. A refined version appeared in
1970. Continued studies at the Department of Defense led to the 1986
publication of the "Reliability Centered Maintenance Requirements for
Naval Aircraft, Weapons Systems and Support Equipment," a set of
maintenance standards and procedures that certain military maintenance
personnel were expected to follow. The RCM methodology was further
developed and found application not only in the military and aviation, but
also in the energy, manufacturing, foundry, and transport industries.
According to Bulmer, the RCM process can be considered as three
separate but associated analyses: failure mode and effects analysis,
consequence analysis, and task analysis. These analyses consider the
specific characteristics and consequences of a failure and attempt to
arrive at the optimal solution based on this information.
OVERALL EQUIPMENT EFFECTIVENESS
Total productive maintenance provides a systematic procedure for
linking corporate goals to maintenance goals. This procedure calls for the
consideration of external and internal corporate environments, and then
the development of a basic maintenance policy congruent with the
environments. Next key points for maintenance improvement are
identified, which result in the definition of target values for maintenance
performance. These values, referred to as overall equipment
effectiveness (OEE), are a function of equipment availability, quality rate,
and equipment performance efficiency, and provide a starting point for
developing quantitative variables for relating maintenance measurement
and control to corporate strategy.
Essentially, OEE offers a measurement tool that helps identify the real
areas of opportunity within an operation. These areas have been termed
the "six big losses." OEE allows the firm to break these losses into
smaller components to better evaluate the impact the maintenance
program is making on the operation. The six losses are:
1. Breakdowns from equipment failure (unplanned downtime)
2. Setup and adjustments from product changes and minor adjustments
necessary to get the equipment operating properly after the line change
3. Idling and minor stoppages due to abnormal operation of the equipment
causing momentary lapses in production, but not long enough to track as
downtime
4. Reduced speeds, the discrepancy between design and actual speed the
equipment operates
5. Process defects due to scrapped production and defects needing rework
6. Reduced yield and lost materials during the manufacturing process, from
start-up to end of production run
If a company has an OEE of 85 percent or more, then it is considered to
be a world-class company.
TRENDS IN MAINTENANCE
Two major trends in the development of maintenance management
research have been identified: (1) emerging developments and advances
in maintenance technology, information and decision technology, and
maintenance methods; and (2) the linking of maintenance to quality
improvement strategies and the use of maintenance as a competitive
strategy.
The first major trend has to do with the impact of artificial intelligence
techniques, such as expert systems and neural networks, on the
formation of maintenance knowledge in industrial organizations. There is
a diverse application of expert systems within the maintenance area. A
number of these systems and their applications are listed below:
CATS—an expert maintenance system for detecting sudden failures in
diesel-electric locomotive systems
INNATE—an expert system used for electronic circuit diagnosis
FSM—an expert system used by Boeing for continuous condition
monitoring of aircraft alarms
RLA—an expert system developed by Lockheed for repair-level analysis
for major parts in an aerospace system
GEMS-TTS—an expert system used by AT&T maintenance specialists to
isolate faults in communication links
TOPAS—an expert system that diagnoses transmission and signaling
problems in real time that may arise on switched circuits.
CHARLEY—an expert system used by General Motors to diagnose
problems with broken machine tools and to instruct less experienced
individuals by providing explanations
XCON—an expert system developed by Digital Equipment Corporation
(now part of Compaq) for product configuration
The second major trend is typified by the emergence of total productive
maintenance, which must be incorporated into the firm's strategy. In the
quest for world-class manufacturing, many industries are appreciating
the need for efficient maintenance systems that have been effectively
integrated with corporate strategy. It is vital that maintenance
management becomes integrated with corporate strategy to ensure
equipment availability, quality products, on-time deliveries, and
competitive pricing. Managerial attitudes have changed toward
maintenance because of the emergence of new management
philosophies. In addition, social trends such as lack of capital,
fluctuations in currencies, competition, quality, and environmental
consciousness, have also encouraged a new focus on maintenance.
Maintenance will continue to be a major area of concern for
manufacturers and other forms of business. A study of some seventy
manufacturing plants found that over 50 percent of the maintenance
work performed by these firms was reactive (run to failure, emergency
breakdown). The balance of maintenance work was preventive or period
based (25 percent), predictive or condition based (15 percent), and
proactive or root-caused based (10 percent). A strong correlation has
been found to exist between manufacturing cost reduction and
preventive/predictive maintenance. Over a five-year period a study group
of companies found that productivity improvements correlated strongly
with a number of variables, one of which was preventive/predictive
maintenance.
Mike Laskiewicz recommends that organizations recognize maintenance
as a key department that needs to be well managed. In addition, the
maintenance department should be led by a strong-minded individual
who is a good motivator, technically competent, experienced and familiar
with advanced industry practices. Finally Laskiewicz notes that
maintenance planning must be a top priority.
Read more: http://www.referenceforbusiness.com/management/Log-Mar/Maintenance.html#ixzz2b1G62ZR5