CONTENTS

1. ABSTRACT 2. INTRODUCTION 3. MAINTENANCE 4 . T O T A L P R O D U C T I V E M A I N T E N A N C E ( TP M )
5.

PILLARS OF TPM

6 . J I S H U H O Z E N ( A M) 7. THREE SKILLS 8. IMPLIMENTATION OF AM 9. GOALS AND OBJECTIVES OF AM 10. 11. CASE STUDY OF AM CONCLUSION

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2. INTRODUCTION
2.1 MAINTENANCE
Maintenance is defined as activities intended to preserve or promptly restore the safety, performance, reliability, and availability of plant structures, systems, and components to ensure superior performance of their intended function when required. Levitt defines maintenance as acting in the act of holding or keeping in a preserved state of the asset to avoid the failure. Maintenance also can be define as the combination of activities by which equipment or a system is kept in, or restored to, a state in which it can perform its designated function. Willmott and McCarthy state that the definition of maintenance of a Japanese person from a world class manufacturing company as maintenance means maintaining and improving the integrity of our production and quality system through the machine, processes, equipment and people who add value to the products and services, that is the operators and maintenance of the equipment. Whereas, the maintenancedefinition to a typical Western manufacturing company as carry out planned servicing atfix intervals or fix it when it break down. According to Wireman maintenance is aunique business process. It requires an approach that is different from other business processes if it is to be successfully managed. Levitt define maintenance is war. The enemies are breakdown, deterioration, and the consequence of all types of unplanned event. Drury describe maintenance is a complex part of the lifetime of a dependable embedded system. Design and maintenance must be simultaneously planned in order to ensure an efficient and cost-effective outcome over the life of the product.

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3. TOTAL PRODUCTIVE MAINTENANCE
Total productive maintenance (TPM) is a new way of looking at maintenance, or conversely, a reversion to old ways but on a mass scale. In TPM the machine operator performs much, and sometimes all, of the routine maintenance tasks themselves. This auto-maintenance ensures appropriate and effective efforts are expended since the machine is wholly the domain of one person or team. TPM is a critical adjunct to lean manufacturing. If machine uptime is not predictable and ifprocess capability is not sustained, the process must keep extra stocks to buffer against this uncertainty and flow through the process will be interrupted.. One way to think of TPM is "deterioration prevention" and "maintenance reduction", not fixing machines. For this reason many people refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to prevent any kind of slack before occurrence. Its motto is "zero error, zero workrelated accident, and zero loss".

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4. PILLARS OF TPM

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5. JISHU HOZEN
(AUTONOMOUSMAINTENANCE)

The principal way in which the production department participates in TPM is through autonomous maintenancecleaning, inspection, and simple adjustments performed by operators systematically trained through a step-by-step programme. The purpose of an autonomous maintenance program is threefold. First, it brings production and maintenance people together to accomplish a common goal – to stabilize equipment conditions and halt accelerated deterioration. Operators learn to carry out important daily tasks that maintenance personnel rarely have time for. These tasks include cleaning and inspection, lubrication, precision checks, and other light maintenance tasks, including simple replacements and repairs in some environments. Second, an autonomous maintenance program is designed to help operators learn more about how their equipment functions, what common problems can occur and why, and how those problems can be prevented by the early detection and treatment of abnormal conditions. Third, the program prepares operators to be active partners with maintenance and engineering personnel in improving the overall performance and reliability of equipment. Traditionally, the general attitude on the shop floor has been “I run it, you fix it”. Operators were responsible only for setting up workplaces, operating the equipment, and checking the quality of processed work. All management of the equipment’s condition was the responsibility of maintenance staff. By now it should be 6

clear that this way of equipment performance.

thinking

does

not

promote

optimal

The alternatives are sad indeed, because as operators you can easily prevent many breakdowns and quality problems by learning how to recognize abnormal conditions. A great deal of this learning can come about simply through your physical contact with the equipment – by taking a little time to tighten loose bolts, lubricating dry parts and cleaning away dirt, and by noticing dirt or grime on friction surfaces and switches – conditions that can shorten equipment life. While these tasks are easy enough to do, in very few factories are they done well. Often you can find clogged drains, empty oil supply equipment, and other results of neglect. Autonomous maintenance teaches you, the equipment operator, to understand your equipment. Equipment knowledge is no longer limited to operation; now it also includes a lot of things traditionally regarded as maintenance work. This approach is becoming increasingly important as factories introduce more robots and automated systems. Most important, you need the ability to look at the quality of the products and the performance of the equipment and notice when something is not right.

5.1 THREE SKILLS
AM depends on the following three skills:

1. Knowing how to distinguish between normal and abnormal conditions (the ability to establish equipment conditions). 2. Knowing how to ensure that normal equipment conditions are met (the ability to maintain equipment conditions). 3. Knowing how to respond quickly to abnormalities (the ability to restore equipment conditions).

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When you have mastered all three skills, you will understand the equipment well enough to recognize the causes of future problems. You will realise when the machine is about to produce defects or break down. You will also be able to respond quickly. The following list describes some of the skills operators' need.

The ability to detect, correct, and prevent equipment abnormalities and make improvements. This includes understanding the important of 1. Proper lubrication, including correct lubrication methods and methods for checking lubrication. 2. Cleaning (inspection) and proper cleaning methods. 3. Improving equipment to reduce the amount of debris and prevent its accumulation and spread. 4. Improving operation and maintenance procedures to prevent abnormalities and facilitate their prompt detection.

The ability to understand equipment functions and mechanisms, and the ability to detect causes of abnormalities. 1. Knowing what to look for when checking mechanisms. 2. Applying the proper criteria for judging abnormalities 3. Understanding abnormalities. the relations between specific causes and

4. Knowing with confidence when the equipment needs to be shut off. 5. Being able to diagnose the causes of some types of failures.

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The ability to understand the relationship between equipment and quality, and the ability to predict problems in quality and detect their causes 1. Knowing how to conduct a physical analysis of the problem. 2. Understanding the relationship between product characteristics and equipment mechanisms and functions. 3. Understanding tolerance ranges for static precision, and how to measure such precision. 4. Understanding the causes of quality defects. and quality dynamic

5.2 The need for autonomy
The need for enhancing operator's competencies soon raised, as the sophistication and complexity of the equipement to use raised. Not only the proper use of the resources require a higher grade of knowledge, but also the way to maintain them in an operational state, to take care about a costly equipment, through proper and regular tending. Additionally, production stoppage have growing economical and logistic impacts, as more firms go the just-in-time way and becoming sensitive links in a global supply chain, which performance is more than often related to the upstream suppliers'. A production stop is not only impacting the unit itself, but may expose it to additional penalties from customers. In order to reduce indirect costs, many firms farmed out all or part of maintenance, loosing great share of know-how and becoming dependent upon their subcontractor. Transfering simple tasks from the maintenance team to production operators themselves allows keeping expertise required tasks or high added value tasks for maintenance experts, reviewing the maintenance staff number, hence optimizing costs. Taking into account oerators' motivation, skills and points of interest is an important factor for developing autonomy, as well as understanding that performance of a machine is in fact the result of a man-machine combination. To make this combination efficient, man has to be motivated, involved et able, aware of the stakes and encouraged to take initiatives to keep and improve performance.

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From the traditional organization split between users (production) and tenders (maintenance), the new thinking way is focusing on polyvalent teams made of users and tenders, skills idealy found in the same persons.

Obviously, anyone who masters all these skills has achieved a very high level indeed, and no one is expected to do hat quickly. Instead, each skill should be studied and practiced for whatever time it takes to acquire proficiency.

5.3 Policy:
1. Uninterrupted operation of equipments. 2. Flexible operators to operate and maintain other equipments. 3. Eliminating the defects at source through active employee participation.

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6 IMPLEMENTATION MAINTENANCE

OF

AUTONOMOUS

These stages or steps are based on the experiences of many companies that have successfully implemented TPM They represent an optimal division of responsibilities between production and maintenance departments in carrying out maintenance and improvement activities.

A Step -by -Step Approach
It is very difficult to do several things at the same time. That’s why autonomous maintenance training takes a step-by-step approach, making sure each key skill is thoroughly learned before going on to the next. Autonomous maintenance is implemented in seven steps:

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Seven Steps Maintenance
Step Activity

for

Developing

Autonomous

1.Conduct cleaning

Goals for Equipment (workplace diagnosis) initial Thoroughly Eliminate remove debris environmental and causes of contaminants deterioration such from equipment as dust and dirt; (remove unused prevent accelerated equipment parts) deterioration Eliminate dust and dirt; improve quality of inspection and repairs and reduce time required Discover and treat hidden defects

Goals for Group Members (TPM group diagnosis Develop curiosity, interest, pride and care for equipment through frequent contact Develop leadership skills through small group activities

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2.Eliminate sources of contamination and inaccessible areas

Eliminate the sources of dirt and debris; improve accessibility of areas that are hard to clean and lubricate; reduce time required for lubrication and cleaning

Increase inherent reliability of equipment by preventing dust and other contaminants from adhering and accumulating Enhance maintainability by improving cleaning and lubricating

3.Develop cleaning lubrication

Set clear and cleaning, lubrication and inspection standards that can be easily maintained over short intervals; the time allowed for daily/periodic work must be clearly specified

Maintain basic equipment conditions(deterior ationpreventing activities) cleaning, lubrication, and inspection

4.Conduct general Conduct training inspection skills on inspection training skills in accordance with inspection manuals; find and correct minor defects through general inspections;modi fy equipment to facilitate inspection

Visually inspect major parts of the equipment; restore deterioration;enhan ce reliability Facilitate inspection through innovative methods, such as serial number plates, colored instruction labels, thermotape gauges and indicators see through covers etc.

learn equipment improvement concepts and techniques, while implementing small-scale improvements Learn to participate in improvement through small group activity Experience the satisfaction of successful improvements Understand the meaning and importance of maintenance by setting maintaining our own standards (What is equipment control?) Become better team members by taking on more responsibility individually. Learn equipment mechanisms, functions, and inspection criteria through inspection training, master inspection skills Learn to perform simple repairs Leaders enhance leadership skill through teaching group members learn through participation Sort out and study general inspection data; Understand the 13

importance analyzed data.

of

5.Conduct inspection autonomously

Develop and use autonomous maintenance check sheet (standardize cleaning, lubrication, and inspection standards for ease of application)

Maintain optimal equipment conditions once deterioration is restored through general inspection Use innovative visual control systems to make cleaning lubrication/inspecti on more effective Review equipment and human factors; clarify abnormal conditions Implement improvement to make operation easier.

Draw up individual daily and periodic check sheets based on general inspection manual and equipment data and develop autonomous management skills Learn importance of basic datarecording Learn proper operating methods, signs of abnormality, and appropriate corrective actions.

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6.Organize manage workplace

7.Carry ongoing autonomous maintenance advanced improvement activities

and Standardize the various workplace regulations;impr ove work effectiveness,pro duct quality, and the safety of the environment Reduce setup and adjustment time; eliminate work-in-prices Material handling standards on the shop floor Collecting and recording data: standardization Control standards and procedures for raw materials, work-in-process, products, spare parts, dies, jigs, and tools out Develop company goals; engage in and continuous improvement activities;improv e equipment based on careful recording and regular analysis of MTBF

Review and improve plant layout etc. Standardize control of work-in-process defective products, dies, jigs, tools measuring instruments, material handling equipment, aisles, etc. Implement visual control systems throughout the workplace

Broaden the scope of autonomous maintenance by standardizing various management and control items Be conscious of the need to improve standards and procedures continuously, based on a standardization practice and actual data analysis Managers and supervisors are primarily responsible for continuously improving standards and procedures and promoting them on the shop floor Gain heightened awareness of company goals and costs (especially maintenance costs) Learn to perform simple repairs through training on repair techniques Learn data collection and analysis and improvement techniques

Collect and analyze various types of data; improve equipment to increase reliability, maintainability and ease of operation Pinpoint weaknesses in equipment based on analysis of data, implement improvement plans to lengthen equipment life span and inspection cycles

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GOALS AND OBJECTIVES OF AUTONOMOUS MAINTENANCE

•Stabilize, equipment

control

or

prevent

deterioration

of

production

•Prevent degradation related failures •Increase access and ease of inspection and maintenance •Improve skill levels & personal growth throughout the Company •Improve predictability communication through data analysis & improved

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CASE STUDY MAINTENANCE
ABSTRACT

OF

AUTONOMOUS

This paper discusses the implementation of Autonomous Maintenance (AM) program for job base in order to sustain the machine efficiency in Technical University (TU). Grinding machine was selected for case study. In TU, all engineering students especially will use grinding machine for producing very fine finishes or making very light cuts, using an abrasive wheel as the cutting device. As compared with other machining processes, grinding is a costly operation that should be utilised under optimal conditions. The result shows that the AM program had improved responsibility and alertness of the machine users on the machine condition as the standard. In addition, it reduced the total of the 17

problems occurred on the machine and indirectly reduced the cost of breakdown maintenance.

INTRODUCTION
TPM involves a restructuring of work relating to equipment maintenance. Being relieved of such routine tasks, the expertise in the maintenance unit can now be deployed to focus on more specialized activities such as major repairs, overhauls, tracking and improve ment of equipment performance, and replacement or acquisition of physical assets . Instead of having to continuously fire-fight and attend to numerous minor chores, it can now devote its resources to address strategic issues such as formulation of maintenance strategies, establishment of maintenance management information systems, tracking and introduction of new maintenance technologies, training and development of production and maintenance workers. Total employee involvements, autonomous maintenance, small group activities to improve equipment reliability, maintainability and productivity, and continuous improvement, or kaizen are the principles embraced by TPM. One of the main arms of TPM is

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Autonomous Maintenance (AM), called as Jitshu Hozen in Japanese. The success of TPM, to a large extent, depends upon the success of AM. Grinding machine is extensively used in the Machine Shop Laboratory (MSL), Universiti Teknikal Malaysia Melaka (UTeM) to perform the task given especially in manufacturing practice subject. The machine is exposed to the breakdown as it is not well maintained. Maintenance and machine could not be separate to each other. Machine needs maintenance like human needs water. Daily maintenance, although it is simple but still could improve the effectiveness and expand the life time of the machine. Currently, UTeM had bought 5 machines which used by students in MSL. Unfortunately, after 5 years operation, only 2 can be used. 3 out of total 5 cannot be used due to maintenance problems. The authors considered that the problem occurred because of improper maintenance program on the machine. In addition, the machine always be second priority compared to others machine. This paper discusses the initial step of AM implementation on the grinding machine towards machine zero breakdown and TPM for base in education practice.

GRINDING MACHINE
Grinding is a chip removal process that uses an individual abrasive grains as the cutting tool.A grinding machine is a machine tool used for producing very fine finishes or making very light cuts, using an abrasive wheel as the cutting device. Malkin and Guo define that grinding is an essential process for final machining of components requiring smooth surfaces and precise tolerances. As compared with other machining processes, grinding is a costly operation that should be utilized under optimal conditions. For this paper, grinding machine (Model: BO 300A) was selected for case study (see appendix (figure 5) for orthographic drawing). The grinding machine (Model: BO 300 A) is double wheeled, single speed, circumferential, designed for manual grinding of metal parts. Its spindle is seated in two double-row swivel bearings, clamped in screw bodies, driven by electric motor over two pair V-belts. Starting and stopping follows through push buttons. The grinding machine is equipped with adjustable rests, regulator and safety glass plates. It has suction plant, putting off surface and anchoring and is delivered with standard accessories.

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The technical data of Grinding Machine BO 300 A is shown in Table 1. Table 1: Technical Data of Grinding Machine Specifications External and internal grinding wheels Wheel spindle speeds diameter and width of 300 / 76 - 40 mm 1600 Rev / min 2.2, 1440 kW, rev / min 78 dB 130 kg

Outputs and revolutions of the main driver motor Max. noisiness of the machine Weight of the machine

Weight of the machine with standard equipment and 160 kg packing

DATA COLLECTION
For data collection, fuguai (abnormality) mapping is performed to differentiate abnormalities focus areaon the machine which normally covered the front of the machine, right view, left view, over view, back view, and base. However, this study only focussed on three main areas of grinding machine. There are front, right and left view (see appendix (figure 6) for details). To perform fuguai identifications (data collection), fuguai tag (F-Tag) was used. Patra et. al.stated that employees have the ability to “detect abnormality” with regard to services and equipment, based on a feeling that “there is something wrong” on work. This is a continuous cycle and F-tags were used for abnormality identification. This step is absolutely vital for proper improvement of productivity. F-tag is used to represent the big eyes. There are two types of F-tag, red tag and yellow tag. Red tag used to represent fuguai which required highly technical knowledge while 20

yellow tag used for simple fuguai which not required highly technical knowledge. Figure 1a and 1b are the example of fuguai tag which used for data collection. The following are the descriptions of the items on the fuguai tag.

1. Physical: abnormalities on the machine that can be seen by naked eyes, not hazardous but important to pay attention to. 2. Function: abnormalities on the part of the machine that could lead to the machine / the part of the machine not perform it function. 3. Safety: abnormalities on the machine that could lead to hazard and danger to the user. 4. Contents: the detail explanation about the fuguai. 5. Date: the date of the fuguai happened must be stated in this column for analysis purpose. 6. Machine: by stating the machine name, the analysis maintenance is easier to detect which machine is in fuguai. or

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Inspection checklist was applied. Table 2 describe the inspection checklist for data collection.

Table 2: Inspection checklist for Grinding Machine (Model: BO 300A) No Inspection Description Remark 1 Look: Have chips or coolant contaminates the motor? Yes 2 Listen: Are there any strange noises (whining? groaning? sound or slippage?) from the motor brake, or belts? No 3 Touch while in operation: Is there any hear or vibration from motor or brake? No 4 Turn off the machine, then touch again: Are safety guards fastened securely?; Yes Are the motor and brake mounting bolts tight? Yes 5 Remove cover and verify: Are belt tensions satisfactory? Yes Are belts or pulleys worn? No Is there any play in the pulley set bolts or keys? No

RESULT & DISCUSSION
The result performed three main on fuguai analysis of is based on 7 weeks observations that have been on the selected grinding machine and only focus on machine area (front view; right view; left view) based mapping. The following sub-titles will describe the fuguai.

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FUGUAI CHARACTERISTIC
There are eight fuguai that have been identified on the Grinding Machine (Model: BO 300A) including dust, coolant spill, corrosion, cobweb, scratches, broken hose, misspelled label and misplace items (see table 3 for details). The declaration of criteria for each fuguai is important because when one fuguai is found, due to its characteristics, the fuguai could be classified to its class / type. Table 3: The Standard type of Fuguai Type of fuguai 1. Dust Description : Minute solid particles with diameters less than 500 micrometers.Dry ferrous dust generated from grinding process.

2. Coolant spill: A coolant, or heat transfer fluid, is a fluid which flows through a device in order to prevent its overheating, transferring the heat produced. Coolants can quickly become contaminated with foreign materials, causing coolants to lose effectiveness and develop foul odours and colours. 3. Corrosion: Also known as rust.Breaking down of essential properties in a material due to reactions with its surroundings (a loss of an electron of metals reacting with water and oxygen). Affects metallic materials. "Cobweb" is referred to a web inside a house, where dust has gathered on the sticky silk, forming long, hanging streamers. A thin shallow cut or mark on (a surface) with a sharp instrument.

4. Cobweb :

5. Scratches :

6. Broken Hose: The condition of the hose is not in shape, broken at the end of the hose therefore the dust scattered around the dust collector

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7. Misspelling:

LabelExample: the spelling of “PEDELSTAL” is wrong. It should be spelled as “PEDESTAL”.

8. Misplace item: The item that should not place on the area.

FUGUAI ANALYSIS
For analysis purpose, bar chart and trend chart were used. The charts are used to summarise the result in proper way for comparison and similarity analysis. Figure 2 represent the data collection for front view, Figure 3 for right view meanwhile Figure 4 represent left view. The fuguais have been divided into three categories; safety, physical and function. These categories are considered to clarify the fuguai status. Safety is considered the high risk fuguai which can affect the machine user. In addition, the safety fuguai may cause hazardous factor which is opposite with laboratory rule and regulation. One of the prominent fuguais for safety is coolant spill. A few of coolant spill is considered physical fuguai, besides when it become more serious, the coolant spill will be considered safety fuguai which may cause an accident and mistake on the machine. The other point is that, the coolant spill may cause functional fuguai when the liquid enter the wrong place on the machine. According to Figure 2a, misplace item and mislabelling are two types of major fuguai that identified on the front of the machine. The result is similar for the right view and left view which stated that misplace and mislabelling are considered major fuguai (please see figure 3a and figure 4a). Through fuguai mapping, it can be seen that front view is the critical part should be focussed. The result is expected since the machine users have to face the front of the machine and always be used for finishing purpose after performing other machining process. Figure 2b, 3b and 4b shows the result of overall fuguai / category. Base on the figures, it shown that physical fuguai is major category of fuguai on the machine especially on the front side which contributed 55 fuguais out of total 77 fuguais, followed by safety and functional.

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Figure 2c, 3c and 4c shows the trend analysis on 7 weeks fuguai observation on the machine. For the knowledge, through this study every identified fuguai on the previous week will be eliminated before proceed to the next observation except red tag fuguai which required highly skill and knowledge. This is very crucial to analyse the trend of the fuguai towards autonomous maintenance programme. The trend charts show that most fuguai are found on week 1 for all areas. Without machine user awareness on the machine maintenance and the fuguai, the physical fuguai was dramatically rising until week 5. However, it was steady decreased on week 6 and week 7. Furthermore, safety fuguai for the front of the machine was reduced. For functional fuguai, only 1 fuguai was found on the front and 1 on the right side. Unfortunately, the fuguai on the right side cannot be eliminated due to highly technical problem. The number of fuguai identified in first week is 22. The fuguai reduced to 19 on the following week and reduced significantly on week 3 to 13 fuguai. Nevertheless, the number of fuguai increased a little to 15 fuguai in week 4 and week 5. In week 6, the numbers of fuguai is climb to 22 fuguai and then decrease to 15 fuguai on week 7. The inconsistent changes of fuguai frequency are closely related to the frequent use of the machine, and the student who use the machine. From the observation, during week 3, the numbers of students who use the grinding machine are modest compare to the other week. Besides, the students who use the machine are the final year students and second year students. These students are more likely know how to use the machine and habitually to clean the area of the machine before leave the lab. The higher frequency of fuguai is dust, 61, followed by coolant spill, 31, scratches, 14, broken hose, 7, corrosion and misplace item both 4, and misspelling label and cobweb both 2. The dust is the most critical fuguai and appropriate solution should be planned to eliminate the fuguai. Although through weekly Initial Cleaning, the dust is really hard to eliminate. Coolant Spill also needs to pay attention as this fuguai is also likely to repeat on the next week. The non-critical fuguai include misspelling label and cobweb.

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CONCLUSION
The objective behind this project was to perform an AM programme on the grinding machine (Model: BO 300 A). The study gives an insight into identifying and analyzing the abnormalities on the grinding machine (Model: BO 300 A). The findings were based on analysis of data collected after execute the first step of AM on the machine for seven weeks period of time. It was found that some of fuguai were cannot be eliminated however they were possible to be reduced. The most critical fuguai occurs on grinding machine was dust. This was brought about by the grinding process that produces ferrous dust as chips. The fuguai can be reduced by performing final clean before leave the lab and after use the machine. Meanwhile, the crucial area was the front of the machine. Itcould be due to the front was the work centre for grinding process and consists of many parts compared to right side and left side of the machine. In addition one of the significant findings in project was the physical is a very chronic type of fuguai that dominate each and every area of the machine. Some of physical fuguai were possible to eliminate by carry out the cleaning on the machine from time to time, but some were hard to be get rid of. On the other hand safety and function only rule tiny parts of the machine but these types of fuguai were acute therefore required high attention. These types of fuguai usually need high technical knowledge to be dealt with. The operators of the machine UTeM’s students and they are different students who operate the machine in every week. Therefore, it was so challenging to build a solid AM programme on the machine. That was the main reason why the fuguai could not be eliminated completely. Furthermore, the fuguai that occurred on the machine were repeated each week. It is undeniable that the implications of the findings are constrained by the period to perform AM program on the grinding machine (Model: BO 300 A). The seven weeks period is apparently insufficient to carry out a complete AM program on the machine. Moreover, the data was taken once a week, therefore it may have a small error and imprecise to the data.

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Furthermore this project is not applicable for other types of grinding machine. When performing AM on the machine, the importance of AM have become more apparent and radiance. Performing AM on the machine has built the awareness that even a tiny abnormalities on the machine could lead to the large impact on machine performance. Moreover, after performing Initial Cleaning on the machine, the workplace area became clean, uncontaminated, organized, and user-friendly.

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Conclusion

In today’s world of full competition AM is a strategy of success . it is a program having applications in a varity of fields such as manufacturing ,building maintenance, transportation and other service sectors. Every one in an organisation from top to bottom must be involved in this program. This may help to get a high rate of return on investment than the expected.

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