PROGRAMA DE MANTENIMIENTO

MOTOR TSURU
(1) Manuel Ugalde; (2) Amado Macosay; (3) Jorge Nichols; (4) Aaron Chan; (5) José García; (6) Jorge Palma; (7) Yeltsin Dzul
Correo: (1) al1709151@upy.edu.mx; (2) al1709082@upy.edu.mx; (3) al1709101@upy.edu.mx; (4) al1709028@upy.edu.mx;
(5)al1709051@upy.edu.mx; (6) al1709104@upy.edu.mx; (7) al1709040@upy.edu.mx
Universidad Politécnica de Yucatán
Ingeniería en Robótica Computacional
Administración del mantenimiento
Robótica 3A, 9 de octubre 2018

Resumen —

Palabras clave— calendario, mantenimiento,

 Introducción:

5´S

Step 1

To implement Seiri / Seiton first a test must be done. A serie of simple question will help if he the 5’s are optimal to implement.

1. Do the team struggle to find the documents, tools or supplies?

2. Is the important space taken by useless stuff?
3. Are the drawers and cabinets have unclassified / not scored stuff?
4. Is organization and classification important in your daily work?
5. Does time efficiency must be improved?

If the answer was yes at this question, the 5’s is a good idea to implement.

Seiri

The next thing to do is to know are the goals of what is going to be implemented.

Step 2

The meaning of Seiri is classification. The idea is that in each workplace only is needed “what is needed, at the right quantity and
only when is needed”. The Seiri following ideology is:

 Separate what is needed against what is not.

 Classify what is necessary and what is not.
 Keep only what is needed.
 Separate the elements according to their nature, use, security and use frequency with the objective to increase the agility.
 Organize the tools in places where the changes can be done in the shortest time.
 Get rid of the elements that affect the functioning of the equipment.
 Get rid of unnecessary information, that can conduct to misunderstandings of the work.
Seiton

Seiton consist in order the elements that are already classified previously by the Seiri process to find them quicker. Seiton is
effective if, and only if, work along with the first S. The Seiton following ideology is:

 Facilitate the quick access to elements that are required for the work.
 The information in the area is improve to avoid mistakes and potential risk actions.
 The cleaning can be done quicker.

Step 3

What is planned must be shown in actions. The implementation now takes shape into organized actions.

Seiri

 List of unnecessary elements. This list allows to register the unnecessary elements, the ubication, quantity founded,
possible cause and actions for their elimination.
 Color cards. To mark something that is unnecessary in the work place. In order to be classified, three questions must be
asked.
1- Is this element necessary?
2- If is necessary, in what quantity?
3- If is necessary, should be here?

The cards are usually phosphorescent to recognize them in distance. The cards have those elements written:

a) Name of the element.

b) Quantity.
c) Why is believe to be unnecessary.
d) Place where it was found.
e) Possible causes of why is there.
f) Elimination action.
 Action plan to eliminate unnecessary elements. The unnecessary elements get rid but often there is objects left as
undetermined. So a plan to eliminate them is necessary:

a) Keep the element in one site.

b) Move the element to a new ubication.
c) Stock the element out of the work place.
d) Eliminate the element.
 Control and final inform. An inform is necessary to register and inform the advance of the justificated actions and
benefits of the work.

Seiton

What Seiton needs are simple methods to work. Because they are easier to memorize.

a) Define a name, code or color for every class of tool / material.

b) Determine the exact quantity needed
c) Decide where to stock depending on the usage rate.
d) Create the means to make sure that every tool / material goes back where it belongs.
 e) Collocate the thing with order criteria: Security / Quality / Efficiency.
Security: That cannot hurt anyone.
Quality: That cannot be mixed, rust or lost.
Efficiency: Time to get it and use it.

Seiso = Cleaning

What is seiso?

It consists in the cleaning of the equipment in such a way that the causes that produce the deterioration or the bad habitat of work
disappear.

Cleaning means that they must be found in optimal conditions of use: machines, equipment, etc.

What benefits does seiso bring us?

The seiso as a benefit of a daily cleaning will generate that the people who clean will begin to familiarize with the equipment
making it easier to identify the parts of the equipment, since the equipment is in an optimal state it will be easier to identify faults,
increase the useful life of the equipment. equipment to avoid deterioration due to contamination and dirt and finally improves the
physical and mental well-being of the worker.

How will we apply seiso in our work?

This is very easy what we will do will be to clean the equipment every time a part of the engine is dismantled and this part needs it,
this will not be a single time but it will be an almost daily job since when being dismantled the individual pieces will begin to fill
up of dust and that is something that we cannot afford since that would make it easier to generate failures in the team, we would
also allow ourselves to familiarize ourselves with the team by the time the teams change, which will make them easier. Know
which parts you need to put, and this will increase the useful life of the engine making it take a long time to fail again.

Maintenance of discipline (shitsuke): keep improving

Efforts will be made to work permanently in accordance with the rules established by the teacher, always verify compliance with
the 5S and elaborate continuous improvement actions, this in order to apply the principles above in the best way.
Strict control will be maintained on how engine maintenance is prepared, measures will be taken to control the discipline of all
team members, and companionship and a friendly work environment will be promoted for all workers.
Whenever there is an inconvenience with the tools or with a partner this will be reported with the other members so that measures
are taken to eliminate what the work is difficult.
In the purpose of this last principle is to create in each of the workers (students) the habit of organization, order and cleanliness
through routine and disciplined execution of the rules. This is to ensure that in the future team members can play a good role in the
industry where they worked.

Seiketsu (standardization).

This “s” allow us in this project to maintain all what we get from the previous steps like the order, basically when construct the
maintenance plan we have to repeat some process in order to achieve the plan on time and with the quality that a maintenance have
to have. In this project by the standardization we can maintain the time terms and the organization group that we talk when we
decided the roles we are going to take in this project, the manner we are going to do some process at time when we classify all the
parts of the motor when we procedure to take photos when dissemble a screw and when we rotate roles in between us.

 Desarrollo:
DIAS HORAS ACCION A REALIZAR

7:00- 8:40 12:30-3:00

Miércoles N/A Yes Limpieza previa al desarme

7 de noviembre del
2018
 - Insumos que traer: Brochas, estopa, gasolina,
desengrasante, cubetas para clasificar tornillos, lona
para base, vernier para medir, cámaras, corrector,
escoba, brocha, cinta, navaja, plumón.
Participantes:
- Aaron: Clasificación de botes para tornillos, tuercas,
rondanas, pesas, etc.
- Nichols, Yeltsin y Palma: Limpieza de área de trabajo
- García, Ugalde y Macosay: Limpieza de motor
completo e identificación de plan de desarme

Jueves Yes N/A Comienzo de desarme del motor de partes base

8 de noviembre del - Insumos que traer: Herramientas necesarias para
2018
desarme, WD-40, imán, lámpara, botes clasificados,
trapos (playeras rojas)
- Desarme: García, Aaron.
- Clasificación: Nichols y Ugalde.
- Supervisor de plan: Palma
- Presentación: Amado
- Fotos: Yeltsin

Miércoles N/A Yes Desarme de motor día dos

14 de noviembre - Desarme: Nichols y Ugalde.
del 2018
- Clasificación: García y Yeltsin
- Presentación: Palma
- Supervisor de plan: Aaron.
- Fotos: Amado.

Jueves Yes N/A Desarme de motor día tres

8 de noviembre del - Reabastecimiento de insumos faltantes
2018
- Desarme: Yeltsin y Palma
- Clasificación: García y Macosay
- Presentación: Nichols
- Fotos: Aaron
- Supervisor: Ugalde

Miércoles N/A Yes Desarme de motor día cuatro

21 de noviembre - Desarme: Macosay y García
del 2018
- Clasificación: Palma y Ugalde
- Presentación: Aaron
- Supervisor: Nichols

Jueves Yes N/A Rearme de motor día uno

22de noviembre - Rearme: Macosay y García
del 2018
- Clasificación: Palma y Ugalde
- Presentación: Aaron
- Fotos: Yeltsin
- Supervisor: Nichols
Miércoles N/A Yes Rearme de motor día dos
28 de noviembre - Rearme: Yeltsin y Palma
del 2018
- Clasificación: García y Macosay
- Presentación: Nichols
- Fotos: Aaron
- Supervisor: Ugalde

Jueves Yes N/A Rearme de motor día tres

29 de noviembre - Rearme: Nichols y Ugalde. Clasificación:
del 2018
- García y Yeltsin
- Presentación: Palma
- Supervisor de plan: Aaron
- Fotos: Amado

Miércoles N/A Yes Rearme de motor día cuatro

5 de diciembre del - Aaron: Clasificación de botes para tornillos, tuercas,
2018
rondanas, pesas, etc.
- Nichols, Yeltsin y Palma: Limpieza de área de trabajo.
- García, Ugalde y Macosay: Limpieza de motor
completo e identificación de plan de desarme.