A SEMINAR REPORT

ON

“Improvement in Project Life Cycle by

Reducing Breakdown Time”
(Preventive Maintenance)

for

Production Planning and Control &

Industrial Engineering and Management
Page intentionally kept blank.
 PROJECT LIFE CYCLE

Customer Enquiry

Physibility study Overview

Marketing
Design of Product
Estimation

Kick of Meeting
Drawing Issued to all
Concerned Dept.
Making of Purchase
Purchase Request
Order
Raw Material
Finish Job Inspection
Inspection
Incoming Material
Receipt/Outbond
Issued to Assembly
Shop
Painting/Stage Testing/Customer
Inspection Inspection
Packing/Packing Insp.

Dispatch

Documentation
1. Definition:

A project is defined as: A unique set of activities meant to produce a

defined outcome within an established time frame using specific
allocation of resources.
“A project is a temporary endeavor undertaken to create a unique
product or service.”
Temporary it means that every project has a definite beginning and a
definite end. Unique means that the product or service is different in
some distinguishing way from all similar products or services.
Projects are undertaken at all levels of the organization. They may
involve a single person or many thousands. They may require less
than 100 hours to complete or over 10,000,000. Projects may involve
a single unit of one organization or may cross organizational
boundaries as in joint ventures and partnering. Projects are often
critical components of the performing organization’s business strategy.
Examples of projects include:
• Developing a new product or service;
• Effecting a change in structure, staffing, or style of an
organization;
• Designing a new transportation vehicle;
• Developing or acquiring a new or modified information system;
• Constructing a building or facility;
• Running a campaign for political office;
• Implementing a new business procedure or process.
2. Need of Effective Project Management:
In recent project business, late delivery (LD) / penalty is ranging from
0.5% per week to up to maximum of 10%. This means delay in
project schedule will ruin all the profit margin of the organization. This
will lead to loss of project. Also there will be substantial production
loss of customer.

We need project management, only because of uncertainty.

Uncertainty results in jeopardy. How we manage for uncertainty is at
the core of improvement of project performance i.e. getting projects
done both faster and with better reliability of the promised deliverable
dates.

The proper approach to project management provides mechanisms to

allow a "whole system" view of projects. It identifies and protects
what's critical from inevitable uncertainty, and as a result, avoids
major impact of Parkinson's Law at the task level while accounting for
Murphy's Law at the project level.

"Work expands to fill (and often exceed) the time allowed." --

Parkinson's Law.
"Whatever can go wrong, will" -- Murphy's Law
3. Project Management:

Project management is the application of knowledge, skills, tools, and

techniques to project activities in order to meet or exceed stakeholder
needs and expectations from a project.

Project managers and teams need to shift their attention from

assuring the achievement of task estimates and intermediate
milestones to assuring the only date that matters i.e. the final
promised due date. Safety that is typically built into tasks to cover
Murphy's Law is inefficient, leading to longer than necessary (or
acceptable) schedules, and apparently ineffective, given the impact of
Parkinson's Law from which many projects suffer.
Project management must reconcile two conflicting aspects of projects
-- the increasingly important need for speed in project delivery and
the equally important need for reliability in delivering the project as
promised. Project management must deal with uncertainty in an
attempt to deliver project outcomes with certainty. One way of
thinking about how to deal with this conflict is to develop strategies to
avoid expansion of project lead-time (Parkinson's Law) while
protecting against Murphy's Law.
The way we manage for uncertainty in projects is at the core of
improvement of project performance, defined as getting projects done
both faster and with better reliability of the promised final project due
date. In most projects managed with commonly accepted practices,
this uncertainty is dealt with by focusing on delivery of tasks with the
seemingly reasonable belief that if individual tasks come in on time,
the project will as well.

4. How we can reduce overall Product Life Cycle:

This can be achieved by following activities:

• By reducing no of operation
• By changing the operation sequence
• By reducing no. of parts
• By reducing transportation/Material Movements
• Reducing set up time
• Changing Plant Layout
• Using Proper Jigs & Fixture
• By Outsourcing
• Reducing scrapes
• Reducing Variations In Jobs
• Reducing loading & Unloading time
• Reducing Breakdown Time.
• Eliminating Rework
• Improving cash Flow Rate
• Change in Organisation scheme.

Project can be executed effectively by applying most of above

solutions. The main aim of above activities is to reduce overall project
Life cycle.
5. Reducing overall Product Life Cycle by Reducing
Breakdown time:

Proper maintenance of plant equipment can significantly reduce the

overall operating cost, while boosting the productivity of the plant.
Although many management personnel often view plant maintenance
as an expense, a more positive approach in looking at it is to view
maintenance works as a profit center. The key to this approach lies in
a new perspective of proactive maintenance approach.

Reviewing the most likely ways that equipment will fail has been a
major concern in reliability-centered maintenance to ensure that
proactive, predictive and preventive maintenance activities during
turnaround could be planned and carried out. So often that
maintenance department will adopt a more cautious approach of
playing safe and relying on the conventional or usual method of
equipment maintenance rather than trying a proven method which has
been tested to be efficient just to avoid any complicated matter arising
from the method.

Hence another perspective of looking at maintenance function is not

only to maintain but also to enhance the process or the plant
operation system as a result of turnaround planning. Thus rather than
restoring or trying to restore the equipment to its original
performance, planning a turnaround could better still aimed at
enhancing the process and performance of a plant, equipment or any
system.

This paper will discuss on another option of looking at the

maintenance function and as how to maximize the potential benefit of
a maintenance activity. The idea might be very different from the
conventional philosophy of maintenance but this might be something
that well worth a thought for a new perspective in a new millennium.
Introduction :

The definition of maintenance often stated maintenance as an

activity carried out for any equipment to ensure its reliability
to perform its functions.

Maintenance to most people is any activity carried out on an

asset in order to ensure that the asset continues to perform its
intended functions, or to repair any equipment that has failed,
or to keep the equipment running, or to restore to its favorable
operating condition.

Over the years, many new strategies has been implemented as a

maintenance strategies which is intended to overcome the problems
which is related to equipment breakdown. Some of the common
maintenance strategies are as follows:-

1. Breakdown Maintenance
This is one of the earliest maintenance program being implemented in
the industry. The approach to maintenance is totally reactive and only
act when the equipment needs to be fixed. This strategy has no
routine maintenance task and also described as no scheduled
maintenance strategy. To rectify the problem, corrective maintenance
is performed onto the equipment. Thus, this activity may consist of
repairing, restoration or replacement of components. The strategy is
to apply the corrective maintenance activity only, which is required to
correct a failure that has occurred or is in the process of occurring.

2. Preventive Maintenance
This is a time-based maintenance strategy where on a predetermined
periodic basis, equipment is taken off-line, opened up and inspected.
Based on visual inspection, repairs are made and the equipment is
then put back on-line. Thus under this equipment maintenance
strategy, replacing, overhauling or remanufacturing an items is done
at a fixed intervals regardless of its condition at the time. Although
this is a well-intended strategy, the process can be very expensive as
typically 95% of the time everything was alright.

3. Predictive Maintenance
Predictive maintenance is a more condition-based approach to
maintenance. The approach is based on measuring of the equipment
condition in order to assess whether an equipment will fail during
some future period, and then taking action to avoid the consequences
of that failures. This is where predictive technologies (i.e. vibration
analysis, infrared thermographs, ultrasonic detection, etc.) are utilized
to determine the condition of an equipment, and to decide on any
necessary repairs. Apart from the predictive technologies, statistical
process control techniques, equipment performance monitoring or
human senses are also adapted to monitor the equipment condition.
This approach is more economically feasible strategy as labors,
materials and production schedules are used much more efficiently.

4. Proactive Maintenance
Unlike the three type of maintenance strategies which has been
discussed earlier, proactive maintenance can be considered as an
another new approach to maintenance strategy. Dissimilar to
preventive maintenance that based on time intervals or predictive
maintenance that based on condition monitoring, proactive
maintenance concentrate on the monitoring and correction of root
causes to equipment failures. The proactive maintenance strategy is
also designed to extend the useful age of the equipment to reach the
wear-out stage by adaptation a high mastery level of operating
precision.

Tables 1 below summarize the four different strategy of maintenance

which being commonly practiced in the industry.

Table 1- Type of Maintenance Strategy

Maintenance
Maintenance Approach Signification
Strategy
Breakdown
Fix-it when broke Large maintenance budget
Maintenance

Preventive Periodic component replacement

Scheduled Maintenance
Maintenance
Predictive Condition-based Maintenance decision based on
Maintenance Monitoring equipment condition

Proactive Detection of Sources of

Monitoring and correcting failing root
Maintenance Failures
causes

Apart from these maintenance strategies, another common

maintenance issues are the maintenance processes. In the fast few
years a growing interest has emerged in the field of Reliability
Centered Maintenance (RCM). Being originally developed for the airline
industry, RCM is a structured process to determine the equipment
maintenance strategies required for any physical asset to ensure it
continues to fulfill its intended functions in its present operating
context.

Therefore, the goal of RCM is to determine the critically equipment in

any process, and based on this information, designed a customized
preventive/predictive maintenance strategy for the organization.
RCM initiatives however involve a tremendous amount of resources,
time, and energy. Thus the process is an extremely time consuming
and expensive too especially when done according to the textbook.

Another strategy worth mentioning is the Root Cause Failure

Analysis (RCFA) which is based on failures that have occurred
in the past. RCFA takes corrective action past the component stage
and into the system deficiency or latent root stage. Most costs
associated with conducting RCFA are in people’s time and resources to
verify findings. Thus, RCFA can be proactive when accepted chronic
failures that comprise the maintenance budget are eliminated from
recurring. Under RCFA, recommendations are generally non-capital
expenditures that correct people’s decision-making skills and the
information they receive.

The Challenges Facing Maintenance

• To select the most appropriate techniques to deal with each type

of failure process in order to fulfill all the expectations of the
owners of the assets, the users of the assets and of society as a
whole
• In the most cost-effective and enduring fashion
 • With the active support and co-operation of all the people
involved.

The New Developments include:

• Decision support tools, such as hazard studies, failure modes

and effects analyses and expert systems.
• New maintenance techniques, such as condition monitoring
• Designing equipment with a much greater emphasis on reliability
and maintainability.
• A major shift in organizational thinking towards participation,
team-working and flexibility.

A major challenge facing maintenance people nowadays is not only to

learn what these techniques are, but to decide which are worthwhile
and which are not in their own organizations. If we make the right
choices, it is possible to improve asset performance and at the same
time contain and even reduce the cost of maintenance. If we make the
wrong choices, new problems are created while existing problems only
get worse.

Maintenance Cost

In recent years, there is a growing concern on the subject of higher

maintenance cost and maintenance productivity. According to some
company, maintenance is the largest single manageable
expenditure in the plant: in many companies, surpass their annual
net profit. Although many agrees that maintenance strategies such
as preventative and predictive maintenance program has been shown
to produce saving of up to 25%, study have shown that still 1/3 of
these maintenance cost can be saved. Typically, maintenance cost can
be divided into two main groups. The first group referred as direct
costs are easy to justify and to report. These direct costs consist of
items such as labor, materials, services, and maintenance overhead
cost are the cost tabulated and shown as maintenance costs. The
other group of maintenance costs is hidden costs or indirect costs
which are harder to measure. These hidden cost of maintenance are
classified as the six big losses:-

• Breakdowns and unplanned plant shutdown losses

• Excessive set-up, changeovers and adjustments losses
• Idling and minor stoppages
• Running at reduced speed
• Startup losses and
• Quality defects

Therefore, it is very important for companies to maximize their

maintenance effectiveness and equipment uptime. According to a
study on maintenance productivity, most maintenance department is
only around 25% to 35% productive. This causes many companies to
experience difficulties with quality control, production levels and
schedule adherence, since the equipment they are using is not
properly maintained. Table 2 shows some comparison between the
effect of effective and non-effective maintenance process.

However, maintenance productivity can be drastically improved by

planning and scheduling of maintenance activities. For the past 20
years, most manufacturers has only focusing on reducing costs in the
manufacturing processes to stay competitive as the low cost producer.
This effort although yielded some measurable productivity gain still
retarded the opportunity for the additional maximum gain in the
overall productivity since maintenance often was excluded from these
improvement plans. Clearly, it is also important to integrate
maintenance program into these improvement agenda.

Another preference to increase the level of maintenance productivity is

to outsourcing for maintenance partners. Associating with professional
maintenance people give a company the advantage to address these
issues with those experts who face and meet these challenges on a
daily basis. In addition, outsourcing also enable a company to gain
greater control over maintenance results. However, it is important to
note that the following key elements have to be highlighted to achieve
the optimum benefit from this outsourcing activities:-
 • Performance measurements are developed and clearly
communicated
• Planned maintenance is established as the focus of the operation
• Maintenance becomes a competitive advantage
• Both manufacturer and maintenance contractor desire a
mutually beneficial relationship
• Maintenance best practice are established and tracked
• In the maintenance partnership scenario, performance
guarantees and continuous improvement goals provide greater
control over maintenance results and assure production goals are
being achieved.

Thus another question arise as to when we have to start our

maintenance program? The traditional approach of capital engineering
and project organizations is measured on two key objectives – being
on time and being on budget. Those measurements inevitably drive
the project teams to focus on total installed cost. Contradict to this,
maintenance and reliability group focuses their effort on equipment
that is up and running and their concern are more on the machine
availability, reliability and avoiding down time.

Table- Effective maintenance Vs Non-effective Maintenance

Concluding Remarks

The requirement for maintenance process has change drastically from

the old concept of fix-it-when-it-broke to a more complex approach,
which entailed adopted maintenance strategy of a more integrated
approach and alignment. Nowadays, management has become aware
that maintenance will also be part of the investment decision-making,
thus prompting managers to take into account the sources of funding
and the impact investment has on credit lines and taxes and not only
to focus on upfront cost and depreciation rates.

The goal of maintenance program is also changing and with the rapid
technological development, improvement of equipment and technology
will be one of the key aspects of improved maintenance practiced for
better productivity, effectiveness and profitability.

Role of Operation and Maintenance Division

Discover latent Defects

Establish Keep Prevent Improve weak

basic operation machine from points in Improve skill
condition Conditions deteriorating design

Operation division Maintenance division

3M Analysis
This analysis is a set of conditions with respect to machine, material
and method for obtaining a good product. It helps in identifying 3M
standards and checking is possible against these standards. Removing
this variability can some times eliminate Quality Defects in the
product.

Maintaining Zero Defect

There are lots of activities required to be done for maintaining zero
defects. It starts with following JH checklist, preparing Quality
 Maintenance matrix, preparing checklists for inspection of zero defect
conditions and also audits for monitoring activities related to zero
defects. This involves preparing correct operating standards and other
standards for maintenance.

Phases to achieve zero failure

Phase 1 Phase 2 Phase 3 Phase 4
Phase
Reduce the Restore Predict the end of
Theme distribution of Extend own life deterioration life
failure interval periodically
Restoration of
Prediction of the
Improve design defects periodical
end of life by
Improvement of deterioration
equipment
defects of strength - Assumption of life
diagnosis
and accuracy - Periodical
technology
- Selection of parts inspection standard
Restore the Technical analysis
suitable for the - Periodical
neglected of failure which
condition changing standard
deterioration ends the life of
- Improvement of - Improvement of
Dealing with actual equipment
weakness to maintenance ability
failures - Analysis of
Main excessive loading Noticing abnormality
- Exclude cutting side
activities Exclusion of accidental of inner equipment
compulsory - Analysis of
failure deterioration by
deterioration material fatigue
- Improvement of feeling
- Clarification and - Analysis of gear
skills for operation - Check if there is
obedience of teeth edge
and maintenance any sigh
using condition - How to extend
- Countermeasure for - What kind of sign
life
misoperation is abnormal
- Prediction of the
- Countermeasure for - How can an
end of life and
repairing miss abnormal sign is
periodical
Restoration of noticed
restoration.
deterioration in
external appearance
Q. How to reduce maintenance costs?
• By increasing the life of the equipment through JH activities
(Cleaning, Lubricating, inspecting) that leads in reducing the
consumption of the spares.
• Devising visual controls that will give early warning signal about
deterioration (Use of sensory organs).
• Enhancing skills of maintenance people by education and
training and create Awareness of cost.
• Introduction of modular system – so repairs can be done off-
line.
• Increase service life of component through Kaizen
• Improve MTTR through Kaizen
• Use value engineering techniques for alternate material design
• Standardization of spares, indigenization, and repairs of high
value items – to control
• Inventory – Office TPM.
• Reducing sub-contracting and increasing indigenization
• Recycling oil, water
• Stocking policies and special part planning
• Effective use of unused machines parts
• Power factor improvement
• Improve cycle time
• Energy conservation
• Design change to correct the weakness or improve the
conditions by Kaizens.

By establishing a spare parts and maintenance planning management

system, including:

• Inspection of the quality of the incoming spares

• Educating the personnel in the cost control activities.

Q. How to prepare maintenance budget ?

• Previous data of last year
• Spare parts budget
• Sub-contractor budget
• Consumables budget
• Hand tool budget
 • Consultancy budget
• Current activity level and future requirements
• Power and fuel cost
• Inflation and currency rates
• Inventory carrying cost
• Level of machines for TBM calendar
• AMC charges
• Improvement projects
• Cost of manpower
• The budget is prepared and presented during the beginning of
the financial year and Actual cost vs. budget shall be monitored
through a computerized system on a Monthly basis.

Q. What kinds of documents are required for PM?

• History cards for all machines

• PM schedule for the year.
• Periodic parts replacement schedule
• Structural manual
• Computerized maintenance management system documents
• Machine structure study
• Drawings and circuit diagrams for all machines
• Utility requirements and their flow systems
• Equipment maintenance records
• Spare parts requirement and their consumption trends
• MP sheet
• One point lessons
• Breakdown occurrence trend
• Physical phenomenon of the breakdown
• Why-Why analysis documents
• PM analysis documents
• Maintenance through machine structural manual.
• Radar charts
• Calibration certificate
• Manufacturer’s guideline
• TBM calendar
 Example of Maintenance Record
FFORM
Record No.
1 Planned Date
2 Breakdown
3 KAIZEN
4 Equipment Maintenance Record Section Chief Subsection Chief Foreman Prepared by

Equipment

Case

Date and time Occurred Month/Date/ Hour/Minute Date and Time Work Started Month/Date/ Hour/Minute Date and Time Work Completed Month/Date/ Hour/Minute

Production Code 01 Production Stop 02 Production Non-stop Production Stoppage Time Hours and Minutes

(Where and what condition ? Illustrate if possible)

Phenomenon/Condition

(How repaired, why it occurred and what to be done in future. Describe as much as possible)
Cause/Action/Counter-
measure

In-house man Hours,

Maintenance Cost Replacement Part Cost - Subcontractor cost -
day Men
01 Oil depleted 17 Damage 41 Short Circuit
01 Predictive Maintenance item (E1)
02 Oil Storage 18 Deformation
42 Wire disconnection, breaking of
03 Oil leak 19 Disengagement wire
02 Time – based maintenance item (E2)
04 Meshing error 20 Seizure 43 Grounding
05 Center misalignment 21 Slip 44 Poor contact
06 Revolution error 22 Decay 45 Poor insulation 03 Daily maintenance item (E3)
07 Operation error 23 Leak
08 Head error 24 Clogging
04 BM items that must be added to above (B1)
09 Pressure error
10 Irregular temperature 05 BM item (B2)
Failure
Phenomenon/Result code 11 Abnormal condition
12 Weld separation 51 Power failure
13 Looseness 52 Water stoppage
14 Wear 53 Fire
15 Crack 54 Earthquake
16 Bend 55 Explosion
Plan Date Date Date Issued Date
Maintenance Technical
Permanent Countermeasure
Completion Date Date Information Issued By

Needed/ Not needed KAIZEN Record No. Needed/ Not needed Maintenance Information No.

Initial Effective Maintenance Countermeasure for Failure Rate Cause Analysis Executable Countermeasure Implement Prevention of Recurrence
 WHY WHY ANALYSIS

Q. What is Why-Why Analysis?

• It is a tool to identify root causes of a problem so that

countermeasures can be applied to prevent reoccurrence.

Q. Why-Why Process?

• Basically the process is to keep asking why for all possible

causes until you can find the root cause for each effect and,
therefore, find a countermeasure for each root cause.

Q. What are Recommended Why-Why Analysis Approach ?

• Go On the Floor, at the point of the problem

• See the problem
• Listen to the people who live the problem

Q. What is the Product of a Why-Why Analysis ?

• It is a structured, field checked, relationship with each cause-

effect relationship linked from the lowest element back to the
phenomenon.
WHY WHY ANALYSIS SHEET
BREAKDOWN MAINTENANCE REPORT
WHY WHY ANALYSIS:
Case Study
In 1998 our company, a unionized heavy machinery industry,
recognized it had a problem. We were behind our scheduled orders.
Our customers were pushing for shorter lead times and cost
reductions.

Approximately eighty percent of our maintenance hours were

dedicated to emergency work orders. In October of 1999 over one
thousand, six hundred and sixty (1660) hours were consumed by
unplanned maintenance in just one area. Ten months later that
number fell to less than thirty (30) hours. That's over a 98% decrease.
In another area we were able to achieve almost a 99% decrease in
the number of unplanned maintenance hours in an eight-month
period. The Manager of Continuous Improvement attributes our
remarkable success to having a hardworking, dedicated maintenance
team and implementing a Total Productive Maintenance (TPM)
program.
"We started slow, beginning with a small area that was critical to
our process but was experiencing chronic problems," said Manager.
"At first, a lot of people were skeptical and not really interested in
getting involved with TPM," he said. "We had a core of people who
were excited about TPM and we enlisted the help of people outside of
our organization to work with us," Manager said. MRC worked with
Consultants, President of his firm, to organize their TPM efforts. He
continued, "Consultant helped us get started, but he was also our best
cheerleader. He got our folks fired up about TPM." One of our
customer, also supported their efforts by facilitating our first TPM
event and sharing their TPM practices with our company.
Our company began with a week-long TPM event. Manager
explained they would begin by cleaning, inspecting, lubricating, and
performing corrective work on a piece of machinery. Once a machine
was cleaned, it would be painted. At first, people were reluctant to
participate in TPM events. As time went on, people began to notice
what improvements were being accomplished under the TPM events.
"In fact, the same people that were hesitating in the beginning were
suddenly asking when their machine would be scheduled for a TPM
event," Manager said.
An Electrician that has been involved with TPM since it's inception
said, "The physical changes are easy to see. Our machines are more
reliable, the area is cleaner and a lot more pleasant atmosphere to
work in. Other changes, to those of us that work here every day, are
not as easily detected. For instance; several people who were totally
against TPM at the start, have now willingly participated in TPM
workouts or equipment improvement teams.
Another individual, who once told me to keep my TPM away from
his machines, now is a fully trained TPM Coordinator in his area. It's
these types of things that truly amaze me. The culture change is slow,
but it's happening."
Company formed Equipment Improvement Teams (EITs) to work
on resolving equipment-related issues. Manager credits the EITs with a
success that was critical in their adoption of TPM. He explained they
had a piece of equipment with chronic problems. It was breaking down
monthly requiring three or four days each time to fix. He explains, "We
were really frustrated by this problem, we kept fixing it only to see it
break down again."
The Equipment Improvement Team took on this problem and
discovered the original manufacturer had used a sub-spec coupling on
a drive unit. The problem was solved by upgrading to the proper
coupling. This fix alone increased the efficiency on this piece of
equipment by sixteen percent. "By taking the time to find the root of
the failures, rather than just fixing the symptoms, we were able to
solve this problem. In the years following this repair, the problem was
completely eliminated. That success showed a lot of people in the
company that TPM can make everyone's daily life easier as well as
improving productivity," Manager said.
After the initial success, followed by eight TPM events, company
expanded their TPM efforts to their second facility. They created a TPM
Steering Committee at their second site and also created a Policy
group to coordinate the efforts of both facilities. The President of our
company, joined the Policy group as an active member. "Having the
company president working with us to drive TPM sent a clear message
to everyone that this was not just another flavor of the month
program," said Manager.
Coordinator person was then solicited to assist in driving the
process as the TPM Coordinator. "We have been very fortunate to
have fantastic support from both management as well as our Union
personnel," said TPM Coordinator. In a recent company’s newsletter,
President is pictured shoulder to shoulder with the TPM Area
Coordinators. TPM has been described as one of the most successful
co-management programs ever started at our company. President
said, "I am very pleased and proud of how the whole organization,
after the initial skepticism and hesitation, enthusiastically embraced
the TPM concept. It is of utmost importance to have reliable and well
maintained machinery in order to serve our customers well and to get
on-time deliveries. A well developed TPM program is one of the
cornerstones in our drive for manufacturing excellence."
Plant

Company trained ten TPM Area Coordinators who are dedicated to

TPM one week each month. These TPM Coordinators organize TPM
events in their areas, also lead EITs, and make sure the process keeps
working. Company has begun to create full-time TPM teams. One such
team, comprised of an Electrician and a Mechanic, and an Operator,
were able to correct a long-standing equipment problem which
reduced the scrap produced by that equipment to almost zero.
Manager and TPM Coordinator attribute their success in
implementing TPM to seven things. TPM Coordinator said, "We realized
early on that we couldn't do it all. So we identified a few areas that we
felt were key, we did those things, and we did them well." The areas
that company focused on were:

Preventative maintenance

1. Putting predictive maintenance process in place (i.e., vibration

analysis equipment)
2. Cleaning the machines, resulting in inspection
3. Creating standards on the equipment for cleaning, lubrication,
and daily checks
4. Collecting data on downtime
5. Creating Equipment Improvement Teams
6. Creating TPM Area Coordinators

From this experience, TPM Coordinator suggests organizations

beginning TPM programs start small and keep it simple.

Conclusion:
Q : Did Company learn any lessons implementing TPM?
Manager said, "We learned that training is a key to being successful
with TPM. We did some initial TPM awareness training for the
organization, about one week of training with the operators, and some
for the mechanics. But, looking back we could have had quicker
success if we had done more training." Manager also credits their
success to the support of their management, the union, the hard work
of the people at company, involvement of consultant, and the support
of their customers. "Ultimately this is a people issue and we are lucky
to have the right people involved," he said.
Thinking back about the initial resistance to TPM, TPM Coordinator laughs
and says, "At first a lot of folks here defined TPM as 'Totally Painted
Machines'. Now I can say we all define TPM as 'Taking Pride in our
Machines'."