Jil CHAPTER II Loss Structure and Concept of Equipment Efficiency —— Contents — 1 8 Major Equipment Losses | 2 How to Calculate the Overall Equipment Efficiency 3 Case Study for Improvement of Overall Equipment Efficiency 4 5 Major Manpower Losses 5 3 Major Material, Die, Jig, Tool and Energy Losses 6 Chronic Loss 7 Basic Concept of Equipment Efficiency 8 Concept of “Zero Failure" and its applicationINfin 1 8 Major Equipment Losses What the most efficient operation of the equipment means is the utilization of the functions and capacity of the equipment to the fullest. The thorough elimination of losses which obstruct the efficiency of equipment will contribute to the increase in their efficiency. The 8 major factors which might obstruct efficient utilization of equipment are mentioned below. We refer to these factors as the "8 major losses”, (1) (3) (5) (7) Equipment failure loss. (2) Set-up & adjustment loss. Cutting blade change loss. (4) Start-up loss. Minor stoppage & idling loss. (6) Speed loss. Defect & rework loss. (8) Shutdown (SD) loss Making a desperate effort to improve corporate business performance by complete eliminating the 8 major losses and making the most use of equipment efficiency is indispensable. 14 a) (2) 7 major losses which obstruct overall equipment efficiency Equipment failure loss The largest factor which obstructs efficiency is the equipment failure loss. The failure can be classified into two types; one is the function-stoppage type and the other is the function-deterioration type. The function- stoppage type failure is the one which occurs unexpectedly, while the function-deterioration type failure is the one in which the equipment function decreases Set-up & adjustment loss This loss is usually caused by a stoppage due to set-up change. The set- up change time is the period during which the production is stopped to prepare for subsequent production. The factor which spends the most time is "adjustment" 4(3) (4) (5) (6) Jif Cutting blade change loss The cutting blade change loss is caused by the line stoppage for replacing the grinding wheel, cutter, bit etc. which might be broken or worn due to long service. Start-up loss The start-up loss is the one that occurs until the start-up, running-in and machining conditions of the equipment have been stabilized Minor stoppage & idling loss The minor stoppage loss differs from failure and is the one in which temporary trouble causes the equipment to stop or idle. It might be called "minor trouble.” For example, idling of a line caused by a low supply of work in the chute due to clogging, and temporary line stops caused when the sensor detects a non- conforming product are examples of minor stoppage loss. These losses can be eliminated and the line returned to normal operation so long as the clogged work is removed. The losses are quite different from natural equipment failure losses. Speed loss The speed loss is the loss caused by the difference between the designed speed and the actual working speed For example, when the line was operated at the designed speed, it was found that the line caused poor quality or mechanical trouble in the line. In that case, the line had to be run at a slower speed than the designed one. This loss from this situation is called a speed loss. 2Ili cua noun AIUGO SOT meat Siow aansey3 usuo nd ‘sinoyueu ‘unes3do 1 Sanna up Buen ee oy euonezado 195, ‘un Sunpe0r ee ee soy Suto, san pe — “cusuidinbs> {[coustouyg woudinbs] (sesso s0fey 91) santAnoy UoRonporg SuLNG aumioNAg $504 3(7) a2) (8) Jiltn Defect & rework loss This is the loss caused when defects are found and have to be reworked. In general, the defects are likely to be considered as waste which should be disposed of. But since even the reworked products need wasted manpower to repair them, this must be considered as the loss. Loss which obstructs the equipment loading time SD (shutdown) loss This loss is referred to as line shut-down loss, which is caused by stopping the equipment for periodical maintenance/inspection, and for scheduled shutdown for legal inspection during the production stage. 4Ili 2 How to Calculate the Overall Equipment Efficiency The relationship between 7 major losses and overall equipment efficiency, as well as how to calculate the equipment loss are explained here. 2.1 What the availability is The availability is the ratio of loading time (time needed for operating the equipment) to the time actually consumed for operation, and it is expressed by the following equation. Availability = Se inte Where the loading time means the time obtained by reducing such shutdown time as that for production plan, planned maintenance, morning meeting of daily management from the whole day (or month) working hours. The downtime means the period during which the line is stopped due to failure, set- up, adjustment, cutting blade change and so forth. For example, if the loading time for the day is 460 minutes, and the loss time caused by the downtime for the day due to failure is 20 minutes, 20 minutes for set-up, 20 minutes for adjustment, totaling 60 minutes, the total operating time is 400 minutes. In this case, the availability is. Availability = 0 x 100 = 87% That is to say, the availability is approximately 87% 5Jilin aigenye, $80} 199}, | | | ‘Buyerodo | | dn-unis (p) | i sunmiggp C les *l8= 001 X —Sarsigg =suoap = GF ee | | (arduiexg) ‘aBueyo apeiq Bumn3 (¢)«——> z | suounsnipe 2p dn-iag (Z)-——. un upeoy 001 X —Saagunop -aun Supeoy ~ SESREY aunyey wawudinbg uit Su1pe07 Aouatoyga wauidiba yje1940 yo woneinaqe)») (( sassoy sofew , ») quawdinbg ) e) . ) y) | Aypiqeyeay pure Aouaioyyy yuouidinbgy |]e19aQ Jo sasso7] soley, L udoanjag diysuonepay 1-6Ilin 2.2 What is the performance rate The performance rate consists of the speed operating rate and the net operating rate. The speed operating rate means the speed difference. Ratio of inherence equipment speed (number of cycle time stroke) and actual speed. That is, it indicates whether the equipment is operated at the theoretical speed (standard cycle time) and identifies the loss amount in case the equipment is operated at a lower speed, The following equation can be applied to calculate the loss amount 0.5 mins = ———_—_ x100 = 62.5(%] 0.8 mins s2.5(%) Standard cycle time Speed operatir ite = Leen ‘Actual cycle time The net operating rate is used to identify whether the equipment is operated at the stabilized speed within the unit time. tis not used to indicate whether the speed is faster or slower than the standard Speed, but is used to check to see if the equipment is operated at a stable speed over a long period, regardless of the speed. Using this equation, the loss due to minor stoppage or other minor losses which cannot be identified in the log book can be quantitatively calculated This can be expressed by the following equation. Product units processed X actual cycle time Net operating Rate = cones Loading time - downtime 400 units X 0.8 mins X100 = 80(%| ‘400 mins a -7r Jilin The performance rate can be calculated using the following equation [Performance rate = Speed operating rate X Net operating rate 0.625 X 0.8 X 100 = 50(%) ‘The standard cycle time is any one of the following ‘values: T (4) (2) (3) (4) (5) (6) (7) Design speed Maximum speed of similar types of equipment Maximum speed within the line ‘Speed-up experimental values in the model equipment Maximum speed of the theoretical speeds Maximum speed registered in the past Speed calculated from the daily product units processed I-8IIlin el Bi sui oor 0 OO CF en aaa | spomar 7p s99}9a (L)} oor sun ¢'0 oyed soumuuoyiod TT leer paads ()e —] S50] 199}0C1 | (exduexg) + — : aun Sunessdo Sara Gs oorx ——__ _._ Sunpl-y aBvddons sou (5) passeooid oul cet suum ronpoig X pa a ye aoubuL0;9g nares (p) s8ueyo apoa BumnD (€)| sup Buessdo, ‘ouatouge watudinbs [[81940 Jo Uo |N3]e) | wowisnfpe ap daiag (2) unjgey wsuudinbg (1) aut 3u1p207 | yuatudinbg ) $2880] sofeu J ( ieee) cenit ayy souvuLopiog pue Kousioyyq quourdmby |[2194Q Jo Sasso] Jofepy 1 usaavjoq diysuone|ay, -9Jiltn 2.3 Whatis the quality products rate The quality products rate is the ratio of the quantity (material and energy) to be machined or loaded for machining to the actual quantity of quality products. Product units processed - defect units Quality products rate = oe Product units processed = 2% x 400 = 98(%) 400 Defect products include not only the waste, but also the quantity of rework I-10Ili ri 614 001 x sun oor 686 = 001 X. sun g~ sutun oop pessaaoid situn ionposg sun roayap = ayes sionpoud Aisjong) ST STG i (oduexg) igen, $80] 9}, | fm uum Sunesado 29N, pads (9) Buupps ay aeddors soupy (5) souruuopied | eee ee " nui oe 8uey> apyyg Sumn9 (¢) swaunsnipe 39 dn-i9g (Z)| unyey wouudinba (1) ae ene r (( sesso] sof, >) (Cuoudinbg — ) Assiseseee ary Sionporg Aujpend pue kous1y yy ] quouidinby []e19AQ Jo Sasso] soley { UsdANEq diysuonL|oy |]Jil 2.4 Whats overall Equipment Efficiency ‘As mentioned earlier, various equipment losses can be quantitatively calculated. With the results of those calculations put together, we can calculate the equipment operating state and judge if the equipment is utilized to its fullest. To express the overall equipment efficiency, the following equation should be used. Overall Equipment Performance . Quality ! = Availability X x Efficiency (0.E.E) SE ca Rate products rate = 0.87 X 0.5 X 0.98 X 100 # 42.6(%) If the above equation is applied, the level is, in general, approximately 50 through 60 percent. ‘Though the very poor rate of 42.6% is indicated for the overall equipment efficiency in the above example, it can be pointed out that the poor speed operating rate and poor net operating rate are blamed for the total poor evaluation Therefore, increasing the speed and taking necessary measures against minor stoppage are necessary in this case. 12Ilin 3 Case Study for Improvement of Overall Equipment Efficiency Most of the corporations which are not introducing TPM do not usually have precise evaluation data on their equipment efficiency. Most of them are only using the availability and time in use, and only the equipment efficiency rate is being identified. When it is necessary to precisely identify the location and the magnitude of 7 major losses, the calculation of overall equipment efficiency is useful As a simple way to contribute to improving the overall equipment efficiency, itis recommended to try calculation of the current overall equipment efficiency by using work sheets, and to confirm which loss should be eliminated in order to improve the equipment efficiency, 13Jilin s- 614 ‘%9°EP = 001 X R6'O X OS°O * L8°0 (aIduuEKA) ‘amy Honpoig Ayjend x a1wy souBUIO}IN x AYGEITEAW = KouB!oUyA woUIdINby |[B9AD stun oor ares = ee = Sonpoud 86 001X Sagara gor ~ Sonvoat ——— (e1durexg) gz 7 a |e aoe passaooud sun yanposd - spomar 7 s1932q ({)}¢e 7] = aigeniea | oor asso0id = le | sium 92999 = ceo | sium sonposg, Pe2dg (9) ——— 7 SUG! OOF sa aa eee aR mae = 001 x OOP g un Runvsado 19 fe OO ens eA sen Baypr eddos uy le) § | N oor sum so (ajdurexa) —$——— z | uy Bupeso cer | cor x sun funesdo a neues (ys ~ possooaid oui ajake ~ aoueuoyog Z SE pre ss PNP 3 a aun Suneiado aSunyo apeyg Sumn>, | sung | %L8=001X ee = Augeyeay ‘sunaupg—surmuogy ~~" (aidurexa) ruaunsnfpe ay drag (2) aun Bunpe07 sig sai | uty Supe aie U ‘auny.ey quauudinba (1)}e—— UL Buypeoy Sumnumop = aun BUIpEOT Aouaiouye wuowidinbe |je19A0 Jo woneN2|e> ( s0ssoy sofew ¢ ) (Cuowdinbg Achaiier Aouaroyyg juowdinbg [[e10Q pure juswidinbg uo sasso7T soley / usemjaq diysuone|ay 14lm Case study for KAIZEN of Overall Equipment Efficiency P-Company is an enterprise which is engaged in manufacturing automobile parts, household appliances and other lines of products, with a total of 1,500 employees. M-Plant is the main plant of 3 plants they have, and is performing the roll- molding, welding and assembling of automobile parts. The total employees at the M-Plant is about 800. The increase in the orders they receive has been coped with by increasing overtime and holiday work, but it has been requested by the president that planned production should be finished within regular working hours in order to achieve cost reduction. As a countermeasure, plant manager Aoki is considering TPM introduction so he can make the most use of existing equipment and perform the production within regular working hours to achieve the cost reduction without sacrificing the required production turnover, Concerning this issue, the people in M-Plant comment as follows: Mr. Aoki, Plant Manager: "The bottleneck process in our plant is the roll-molding line, where continuous Cutting, roll-molding and welding of hoop steel plate are performed. In order to meet the customer demand for small-lot production of various kinds of products and. Just-In-Time delivery, 3 lines are fully operated with two day and hight shifts. Overtime and holiday work is also going on to avoid delay in the delivery. Working hours are 8 hours per shift and one hour is allocated for lunch time, leaving 7 actual working hours. About 20 minutes will be spent for a shop meeting before and after work, cleaning and inspection. Therefore, the actual loading time is 400 minutes (= 60" x 7-20") 1-15 iJil Since the standard cycle time per unit of product, calculated from the process amount time of this roll molding line, is 0.3 minutes, the theoretical production of 1.333 units of products per shift per line within the regular operating time can be obtained by dividing 400 minutes by 0.3 minutes. However, in reality, the average production records only 640 units per line within the regular operating time. That is less than half of the theoretical production amount. Even though it is impossible to produce the amount as theoretically calculated, the cost reduction and target production plan could be achieved without working overtime or holidays if the minimum of 1000 units of product can be produced per shift. I'm considering TPM introduction in order to achieve this." Mr. Kato, Chief of Production Engineering Section: "Maintenance of the production equipment is our responsibility. Emphasis is being put on preventive maintenance but, regrettably, it is hard to eliminate sporadic failure. In our plant we make it a rule to record the line stoppage time and production floor equipment shutdowns of more than 10 minutes due to sporadic failure. When looking into the past record, the sporadic failure in the roll forming line averaged about 30 minutes per line per shift within the regular operating time. Besides the sporadic downtime there is the line downtime for set-up & adjustment. For details, would you please ask the Chief of the Production Section. Though the standard cycle time for producing one product is 0.3 minutes as the plant manager mentioned, the actual cycle time measured at the production site was 0.4 minutes. This means that if 400 minutes of loading time would be fully utilized, the production of 1000 units of products per shift per line might be possible. Even if 100 minutes of line downtime due to failure or set-up & adjustment has to be considered, 750 units of products could be produced, We made a field investigation into the causes why the production record couldn't reach that level, and found that so-called minor line stoppages were due to such defective line operations as low work supply or work falling from the chute. The frequency of minor stoppages averaged 20 times per line per shift.” 16iin Mr. Sasaki, Chief of Production Section: “It can be said that the major problem in the roll forming line is the long line downtime due to set-up. In order to meet the production requirement of small-lot production of various kinds of products, about 15 types of products are constantly running on one line every month. They look so similar in shape that it is hard to identify them Preferably , a single type of product should be run continuously, but that might cause piling up of inventory for work-in-progress. Therefore, to avoid such a situation, it is inevitable to increase the set-up frequency. We are now endeavoring to reduce the average set-up time to a few minutes, but, regrettably, the current average set-up time within regular working hours, is 50 minutes per shift per.line." Mr. Tamura, Chief of Quality Assurance Section: “Itis the personal opinion of the Plant Manager that the roll forming line can theoretically produce more than 1,000 product units per shift per line. Of course, it is out of the question that many defective products are produced, even if the amount of production is increased. Fortunately, the quality level of the products our plant produces are on a par. The rate of defective products is around 2%, producing 13 defective products out of 640 units which are produced per shift, per roll-forming line, on the average." 17Jilin Challenge: (1) Find out what the overall equipment efficiency of this plant's roll- forming line is. (2) Study the possibilty to achieve the production of more than 1,000 units per shift per line within the regular operating time that the manager expects. (1) Actual working hours of shi Scheduled downtime of shit Loading time of shift = A - B Downtime loss of shift Operating time of shift = C - D = Product units processed by shift Quality products rate Standard cycle time Actual cycle time crramoog> Hence. F: Actual processed time = J x G = T= Availability= — -E-x 100 = \ M= Speed operating rate = px 100 = N = Net operating rate = tx 400 = L = Performance rate = M x N x 100 = Overall Equipment Efficiency = T x Lx H x 100 = 1-18Ifin (2) (1) Results of Study The possibility of producing more than 1,000 product units per shift per roll- forming line at M-Plant 0 Possible (Put a check mark on the appropriate answer.) C__impossible (2) Reasons (3) Overall Equipment Efficiency when 1,000 product units per shift per line is produced 1-19Jit 4 5 Major Manpower Losses Though the 7 major losses which obstruct equipment efficiency have been discussed so far, the losses in manpower accompany the 7 major losses in equipment. The frequency of those losses in manpower depends on the skill of workers, the operating method, layout of the work site and management level of the production floor. As losses which obstruct the efficient operation of the workers there are 5 losses, as stated below. These are called the 5 major manpower losses. (1) Management Loss (4) Logistics loss (2) Operating motion loss (5) Measurement and adjustment loss (3) Line organization loss 4.1 Management loss Management loss is waiting losses, such as awaiting material, awaiting dolly, awaiting tools, awaiting instructions, and awaiting repair, which are generated through management problems. 4.2 Operating motion loss Operating motion loss is the manhour loss which is generated by the skill level difference in the set-up & adjustment operation, tool and jig change operation and so forth. The loss which is caused by skill level difference in the loading and unloading of the work is also included in this loss category. 4.3. Line organization loss Line organization loss is the loss resulting from the worker having to work on more than one piece of equipment at the same time, including loss caused by improper line organization I-20\Ilin 44 Logistics loss Logistics loss is the manhours spent in doing logistics work (transportation of products or raw materials, etc.) by other than logistics workers, or the additional time spent by logistics workers due to equipment failure 4.5 Measurement and adjustment loss Measurement and adjustment loss is the loss caused by frequent measurement and adjustment to prevent the recurrence or discharge of defective materials. 4.6 Total effi ney As the comprehensive index indicating how efficiently the manpower is utilized for equipment operation, the overall performance can be expressed using the following equation, Total Efficiency _ Standard manhour X product units processed Loading manhour Loading manhour - production manhour loss Loading manhour (working ratio) yx -Standard manhour X product units processed Loading manhour - production manhour loss (efficiency) 21r Jil 5 3 Major Material, Die, Jig, Tool and Energy Losses There are 3 major losses which prevent efficient use of material, die, jig, tool and energy. They are called the "3 major losses of material, die, jig, tool and energy" and are as shown below. (1) Energy loss (3) Yield loss (2) Die, tool and jig loss 5.1 Energy loss Energy loss is the input energy (electricity, gas, fuel, etc.) which cannot be effectively used for processing. Losses such as the start-up loss, temperature loss during processing, and idling loss are included in this category. 5.2 Die, tool and jig loss Die, tool and jig loss is the extra expenses needed for replacing the dies, tools and jigs which are worn over long service or broken, or the expenses spent for regrinding or re-nitriding. Support materials like cutting oil, grinding oil, etc. are included in this type of loss. 5.3 Yield loss Yield loss is the difference in the raw material weight and the weight of the good- quality products produced. Such losses as defective materials, cutting loss and losses in weight are included in this category. W-22IIlin 6 Chronic Loss 6.1 Sporadic loss and chronic loss The types of failure or defect generation can be classified into sporadic and chronic ones. As the causes for sporadic failure or defect can usually be traced easily, and the relationship between cause and effect is rather clear in most cases, it is easy to establish remedial measures. Therefore, most of the sporadic failures or defects can be solved so long as the remedial measures, such as restoration of changing conditions or factors to the original proper status, are taken. On the other hand, the chronic type of loss cannot be easily disposed of, even if the various countermeasure are applied. In order to solve the chronic type of loss, it is. necessary to establish innovative measures which are quite different from those conventionally used. Because the chronic type of loss has various causes which are difficult to clearly identify and their cause and effect relationship is also unclear, it is quite difficult to work out the countermeasures 4-23Jif oun, — yur] sso] ofuoIyD, yu] SH 0} 824 Sso] ay) sonpai 0} pepecu ‘aue SSINSESUIS|UNGS SATEACUTT jena} Jol29 sy 0} aye sso] 84) eonpad 0} papaeu ave SeINSESUTE|UNOS ssoj orpeiodg ares ssoy $SO7] D1U0IYD puke sso7 sIpeiods 24lm 6.2 Background of chronic loss Some background of the situation as to why the chronic losses remained unsolved are as follows. (1) (2) (3) (4) Though the countermeasures have been considered and implemented, no satisfactory results can be achieved. With no cause found, the trial and error type of countermeasures have been taken but neither satisfactory results nor signs of improvement can be seen, resulting in giving up. Unable to take necessary action Due to production and/or shipment schedules, it is impossible to shut the line down for drastic implementation of countermeasures and, as only temporary makeshift measures have been taken in most cases, the trouble cannot be thoroughly solved, allowing frequent recurrence of losses. No countermeasures have been taken The generation of chronic losses has been noticed, but as the quantitative measurement of the losses has not been made, it is impossible to be aware of the magnitude of the loss. Therefore, no countermeasures have been considered, Unaware Neither the generation of the loss itself has been known nor has it been aware of. Without investigating the conditions or the causes for the chronic. losses, it is considered that the current situation is the optimum operation condition and small losses are unavoidable. No special countermeasures have been worked out. This situation can often be seen in losses due to minor stoppage, speed, rework, etc. 25cE = el 64 a pa1ouBt aq 01 | < Sjpyty sour au dn-seys pu yzomar ‘paods > | ‘aBeddoys sour se sasso] 21u0sy> yong, S PaxOoHIA0 Sasso] 1UOIYD Jo UONEIDUDH « | armen | uopenyeaa aaneynuend oN © | "pateuisozapun st 0} eye) sso ie E a samsvouusunoson | 2) aquomy) | posttiBoo91 104 $807] « saunsvauliaqunoa S1St1p ON + uonae Aivssaoau i a aremy saunseour aanneiuay AIG « 2381 01 aiqeun quouranouduut Jo UBIs ON + oye souanbastios Ao1ouysHIes ON + sounsvouuaquno3) dn Su1a18 soupy { 1-26 sassor] 10145 Jo punosdyougTin 6.3 Chronic loss causes structure In most cases of chronic losses, it is difficult to clearly define the relationship between cause and effect. The reason is that there are too many factors involved which are thought to be causes or sometimes they are too complicated. Therefore, in most cases, it is still impossible to solve the problems even if various possible countermeasures are taken. Existence of several causes means that many complicated causes exist and they are variable. Existence of a combination of several causes means that some causes are duplicated, affecting each other in a complicated manner, and they tend to change in their combination. Therefore, it is quite difficult to narrow down and pinpoint the exact causes. Several causes means that the real cause is single, but many factors must be considered as contributing to the real cause, and their combination might change in each trouble case. Therefore, to solve the matter, we have to work out countermeasures for every possible cause and maintain conditions appropriately so that they won't change. Combination of causes means that various factors are entangled and duplicated to create the combined status of many causes. Therefore, whenever working out countermeasures for them to solve the matter, it is necessary to take steps toward each factor which might be considered as constituting a cause one by one. 27Jiltr oli 614 sasneo purysiapun pue uo snd0j 0} 1[NOL SOHNE [PIDARS JO SUONPUIGUIOD) (sesned [BISAS) \ a NS Va {een i. — sur (esneo SyauIg) asne at urpurisiopuq, sop | sasned sso7q a1u0ryD 28Iilin 6.4 Chronic losses and Equipment reliability Chronic losses are generated by the lack of equipment reliability. 6.4.1 Design reliability Design reliability means the reliability originated in the design. The design itself has defects which cause trouble. These cases are listed below. (1) Jigs which do not match the parts configuration (2) Sensor System Trouble (3) A mechanism itself which has some trouble Caused by (4) Short service life of parts (5) The wrong selection of parts 6.4.2 Manufacturing reliability Manufacturing reliability is the reliability which might be lost by improper manufacturing or poor assembly. Poor manufacturing or assembly will cause trouble, jeopardizing manufacturing reliability. The following are cases. ~ (1) Inaccurate parts dimensions (2) Improper parts shape _ (3) Poor assembly Trouble Caused by 6.4.3 Installation reliability Installation reliability is the reliability which might be jeopardized by poor equipment installation. The following are cases where reliability is jeopardized, causing trouble (1) Vibration caused by improper equipment installation (2) Poor piping or wiring due to improper installation (3) Improper horizontality ll-29Jiltr 6.4.4 Operation reliability Operation reliability is the reliability which might be jeopardized by improper operation. If the reliability is disturbed by poor operation, trouble might be caused The following are cases. (1) (2) (3) (4) Improper operation Improper set-up and adjustment Incomplete setting of basic conditions Improper usage 6.4.5 Maintenance reliability Maintenance reliability is the reliability which might be disturbed by poor maintenance. The following are cases, (1) (2) Wrong parts exchange Inaccuracy in assembly tolerances I-30Ilin Reliability 1. Reliability Reliability can be defined as the probability in which the equipment, machinery and system can perform their required functions exactly under certain conditions within the required service period that is, the probability of neither causing trouble (failure) nor causing imperfection. Reliability = Inherent reliability X Operational reliability F—]_Desizn reliability Inherent reliability Manufacturing reliabilit Reliability} Installation reliability Dperation relia |Operational reliability cane eae Y Maintenance reliability Design reliability Reliability in such designed factors as structure, } material and strength | Manufacturing reliability : Reliability in such manufacturing factors as parts machining accuracy, assembly accuracy, etc. Installation reliability: Reliability in such performance as equipment installation, piping, wiring etc. Operation reliability Reliability in the operation of equipment such as usage conditions, maneuverability conditions, etc. Maintenance reliability Reliability in maintenance quality, maintenance accuracy, etc. Fig. 11-11 31Jil 6.5 How to use equipment to enhance reliability When failure and defective quality products occur, the first thing to do is to investigate which reliability was disturbed to cause the trouble. Insufficient study on how to use the equipment can be considered as the cause for poor reliability. The method to properly operate the equipment means the study of know-how, which consists of the skill to master the equipment and the technology to operate the equipment. The optimum technology to use the equipment means to study the conditions which should be provided in order to produce quality products, enhance availability (time, speed) and facilitate proper operability and maintainability. It also means to study the fundamental conditions for the equipment and the attachments which are necessary for utilizing it to its fullest extent, giving consideration to the product properties. The ‘study to master the equipment to its fullest extent means to study to utilize the equipment to its fullest extent. It also finding of irregular condition means to study what role the operators who engage in operation, adjustment, trouble-shooting should play in order to maintain the equipment in its top condition. Even if the operators are equipped with adequate knowledge of how to utilize the equipment to its fullest extent, the trouble might still be caused unless what must be done is properly performed. The same thing can be said when the skills of the operator are under the required level. On the contrary, even if a well-trained operator performs what must be done properly, trouble cannot be avoided unless the equipment is well-maintained. As both situations which might be brought about due to insufficient studies of operators’ roles and equipment conditions would contribute to the significant reduction of efficiency, both studies should be made so that they can be well-balanced, since they function like the two wheels of a car. This situation will only contribute to the overall efficiency improvement in the man-machine system. You can buy the equipment, but you cannot buy the know-how to utilize the equipment. The know-how can only be obtained through in-house education and training, but it is quite often observed that the equipment and machines are left un- operated or not fully utilized due to frequent trouble which is caused by insufficient education or training on how to operate them. Even if state-of-the art or largely integrated equipment has been introduced, there is a great possibility that the same failure would be repeated since sufficient training and education on how to utilize the machines and equipment to their fullest extent and fundamental operation know-how have not been learned in conventional models. 32Ili uonesiinn quewdinbs wnwixew qwaweidusy 0} Pauinbe: suonipuos « [__ powrew souevaiureW= aoe eencutey | ps eoueuawuieW « an-Bumes « | ‘Ayjouuouge Je9us piepuers >H0M ApMIS «| | FEE gener yiwouicets) — uoneledo Jo voueoydde oer 8 | _uonesiin nD J] wunpeeus ‘fowinooe jo eauenunuon « Sintecont | 2 uonesedo yo Koesnooy « mou-mouy + eed oa] | | aieiado | Lomoy | a eoaeecetreeceet uonesedo powjow eoueuarureyy «| unwndo eneiyoe sued pue| ©} suonpucs 10 Aujiqneduiog « u}ew juouidinb3 -| eolmies sued au BueW quawiercuduy jevedo juowdinb3 «4 Guwurs t ue sessouyjeam) Lauowidinb3 queudinba Apni Suonipuco uontesado Apnig «| quewidinb3 ayesedo 0} moy lI-33Jilin 7 Basic Concept of Equipment Efficiency As basic steps for achieving Equipment Efficiency, it is important to perform the elimination of slight defects, restoration of equipment deterioration, the pursuit of “what the equipment must be" conditions, as well as complete understanding of abnormal equipment conditions. We will touch upon this issue in the subsequent paragraphs. Achievement of equipment efficiency based on these basic steps can contribute to the elimination of chronic losses. 7.1 Necessary/Satisfactory conditions and “what the equipment must be" 7.1.1 Necessary conditions Necessary conditions are the conditions which will prevent the satisfactory implementation of basic equipment functions completely unless they are completely arranged. 7.1.2. Satisfactory conditions Satisfactory conditions are the conditions which are required for all the equipment functions to be properly implemented and maintained over a long period. (Preferable conditions) (1) Necessary conditions are complete, but it cannot be fully understood what the satisfactory conditions are. (2) Only the necessary conditions won't help eliminate the chronic losses. 7.1.3 How to find 8 "what the equipment must be" (1) External appearance (5) _ Installation accuracy (2) Dimensional accuracy (6)_—- Function (3) Assembly accuracy (7) Usage environment (4) Usage condition (8) Material strength (Machining accuracy of machine tool Strength of machine vibration -» _Isit possible to stand a coin on its edge?) 1-34a aa erence IIfin eli 64 ‘suomIpuod yyBue.'s ley) pue sieuayey | g ‘Suon|puoo Arenose jeuoisuawig L Suonjpucs adeys pue soueieaddy | g ‘suonipuco jejuewuuosAUR ¢ ‘mol si kq papige eveyo 30 1987, peniesqo ‘Anous Bulag peziubooey, PeziUB098y JON you ave sajdiouug suomipuoo jeuonoun.s : sued Fi 5 7 Jeuonoun 10 Sains pue ejdiouud BuueoulBue wos eee cea aecey, ie Pamala UeyM paurequlew AjJo}DeJses SUCRIPUCD Auesse00u oui yim Suonpude wnwindo ou. suonpuod foesnooe uoneneisuy | z T PSUIETUEW 10 PORTA AAT Sea eae, E 2q ueo soueWOped pue suO}OUNy jueWdinb>: SUONIPUCD ,2q JSNY UBWIdINbe ey EU, g 499 ISNW JUoUUdiNbe ayy UM, 42q }SNW JUSU be ay} }eYM,, Jo }daou0D 1-35Jit 7.2 Boundary between Normal and Abnormal What you have to take note of when considering "what the equipment must be" conditions is the situation where the boundary between normal and abnormal is not clear. In an extreme case, there exists such an area where normal or abnormal can be clearly identified, but it becomes impossible to identify them if they get close to each other. Those which cannot be expressed in numerical values and are in the boundary area between normal and abnormal are especially likely to cause trouble. (1) They can be judged as normal or abnormal if the viewpoint is changed. (2) The relationship of cause and effect fro the trouble cannot be clearly identified. (3) Evenif the trouble is corrected, it is impossible to predict the results of the corrections (4) _ Cases where the correction is considered to contribute to the creation of a good result are few. For the reasons mentioned above, troubles tend to be left unattended. In any case these should be improved, and the success of this depends greatly on whether the reductions of chronic losses is possible or not. The boundary between normal and abnormal (5) Should be set or the range of the boundary should be narrowed. (6) Should be applied in the trial and error manner to see the results. Itis important to set the boundary following the procedures mentioned above. The cases mentioned above is only found in attachments and is rare in major equipment. The proper management of this kind of trouble is quite important 1-36Ifin vii 64 ale fai6 ay moueu 10 ‘fueayo jewuouge pue fewuouqy jeWuon, Jewuou ayy usemyoq om Asepunog ayy jeg i oA 9}QN0y esned} jewsougy | jewon Jo} Ajowy si B04 Ko8 siyy| ————— TeWuOU JO jewsouqy Jewuon adoos 84) MOEN a] jewouqy JeWon Jewuougy pue jewJoN usemjag Arepunog 1-37Jiltr 7.3 Slight Defects The primary reason for placing priority on the solution of slight defects is "to cut off the synergistic effect of the accumulation of slight defects”. The synergistic effect is the action which creates a multiplied effect larger than the combined effect of the several factors involved. Even if the individual factor has a quite small possibility. (1) Induce other factors (2) Create a greater effect when combined with other factors (3) Trigger a chain reaction with other factors twill Since there is the possibility mentioned above, it is important to make every effort to repair slight defects one-by-one to prevent them from developing into serious conditions. Even if the experimental design, regression analysis, multi-variate analysis etc. are carried out in most cases, the cause and effect of trouble which occurs frequently on the production floor cannot be clarified, but they are sometimes found to be the result of an accumulation of slight defects. The second reason for placing priority on the slight defect elimination is that there is the necessity to summarize the possible causes and to find the clue to the solution. The third reason why the elimination of slight defects is so important is that "as the defect, if left unattended, will develop into major or critical defects, it is necessary to repair the defect at its earlier stage". If the slight defects are left unattended, they would grow into critical effects accompanying the failure or malfunction or develop into forced deterioration or generation of malfunction, so it is important to repair the defects at the earlier stage. ‘As mentioned earlier, the point here is to correct even minor chattering at an early stage so that it would not develop into greater proportions. 11-38\ltn Stil 614 syo9}=p 1ubijs papuaneun fq pasnea aie sesso} s1u0uyo yeuy Aes 0} uones@66exe ou si (F) Pafojdwe s1 s}9Jep soleus Jo uoHNjos ay} uo Aoud soeid 0} poyyeui e Ajuo 4! peonpai AiUo}sEjsHES 8q JOUUED Sasso] D1UOAYO ‘seSeD Oy} JO }SOW UI “@ABMOH (E) ‘ajgnony 24) Guronpar ut anjoeye oq pue uonnjos YoInb e ynoge Bulg WM ‘y29j9p Jo[eUL 40 Jeog!Lo Uo UOHesjUBDUCD a4} “9B}s |!eYU 4) U| (2) PepusyeUn yo! axe sjoejep yUBIIs om sjoajep Jolew 4J0 Jeon. UO peyeNUEOUCD $] UORUERe }eU} SmOYs AOUBPUB} By np ‘eiduiexe 104 oye ‘9y) s8n0 eouenyul Asojjewis aun eney 04 sa4uny 0} ynoyp SS} YoIyes UoWpUOD unui ayy st SIYL sio9jep BIS payesoueb oq pinom sso] aBeddoys Jou 40 sso} Ayjenb 1o9}8q sjoajep JofeWw pasneo Jaq ja aiqnoy snoues ‘sjo9}ap ION $aSsO7 91U01Y4D pue s}9aj9q 1YBIIS Jo UO! 1320 I-39Jit 7.4 Basic Concept of Slight Defects The important thing which comes next is how we should handle the “slight defects" In the daily operation, we are apt to pay more attention to major defects and to be occupied with working out their countermeasures. Slight defects which much attention cannot be paid to are blamed for causing chronic defects or equipment failure. Therefore, more attention should be paid to these slight defects when defect detection is carried out. What are "slight defects” Slight defects can be defined as the “fuguai" which cannot be detected easily and that are considered to not contribute greatly to the generation of imperfection and/or failure. For instance, dust, stains, minor chattering and 1/100mm wear can be considered to be slight defects. The NC lathes are often out of order and it has been found that most of such cases are caused by the poor contact of switches or relays due to slight defects such as loose screws, rust, dust, and debris. From these facts, we can understand how such minor factors as dust, rust and loose screws can significantly affect the equipment Therefore, it is important that we should have the basic concept to think of these minor elements as defects. ll-40INlin Joye) enisnjouog gti 614 uo|se200 yoee 10 Aen Kew sesneo ‘880d o Uojeuquco a, an aidoed fq apew useq woyduike oa | ney suoye yno-Ie 4! Uaxa sasneo 40) sosneoajissod se paropisuco |Z|q | sasneo pougquioy « ‘oue S070) AUBU Souspawog ae — Sosneo jeu0neg + fapeaiouse| ‘94j 28661 0} panjonui sasneo ea eines 40 }0) © oq yyBuu asauy ‘ajdwiis || eet ‘swiees WojdwiAs oy) j! U@AZ ‘BAJOS 0} BNJO pul soaye sou uu |, uonoees uieyp jenynw e 1966 [°° | s0ye Jeujo yy pauiquioo uayms |zl¢——| Sasneo paulquiog + paurquico axe sjoaye jenpinipul ‘eouenyul se}eeu8 e epudy q Ayiqeqoud sayjews syoaye jenpiaipul sey sey Joaye Yoee J! UAAg | stoaye seyjo eonpuy | 199J9p 1UBIs Jo Jaye ABsOUKS dois soqjep 1yGys weneido, be {youUre} Jo me «| ‘mou6 sjoajap 1UBIS $}99J0q 3yBIIg yo soueyodw RRR reenter 4475 (1) (2) (3) | (4) (5) (6) Jilir Concept of Restoring the Deterioration Confirm the change over the lapse of time and restore to the original state. Find the causes generating deterioration. Forced deterioration Natural deterioration Work out the criteria needed to maintain the restored conditions. Vibration is the major cause for deterioration. Forced vibration Self-excited vibration Static accuracy is one of the requisites for dynamic accuracy Accuracy of components Assembly accuracy Level Change in the equipment mechanism or parts specification would often lead to failure. The first thing to do is to restore the deterioration to the original specification. N42Ili Zbl 61g uorsas stadoud of mo} erlete 24 Seuau uonpuod fadoug « “wou wonpues _bdoud 0p 1049 powpour vonsypaig « sorpuos sieudouddy « poyou Suunseayy + powpou wonsadsuy« sraepueis « suwata + tua py 3% py (Ap more | adaouo5 uoneiosay l-43Jit 7.6 Approach to Solve the Chronic Losses Though it is true that every trouble might be caused by the results of some kind of directly or indirectly involved causes, the solution sometimes cannot be found even after the total efforts of mankind are concentrated. In most cases, the decisive causes, such as single, combined, primary and secondary causes, cannot be found. To better understand the situation, consideration should be given to the following. (1) Even if the symptom seems simple, there might be many factors which induce the symptom. (2) Combined factors might often be considered to have contributed to the generation of trouble. (3) Combination of factors might differ each time. Therefore, it is more appropriate to say that locating the causes is quite difficult. The approach to clarify what the cause is cannot work well, so it is quite important to think theoretically and to try eliminating doubtful factors thoroughly. By doing this, the following effects can be expected. (1) Trouble can be solved. (2) Even if it is impossible to solve, a collection of possible factors which might contribute to trouble generation can help in finding the clues to the solution. The method to eliminate doubtful factors takes time, but it can be said from experience that it is the effective method. The hypothetical verification method does not take time and is effective, but it doesn't work well when there are many factors to consider and the probability is small. Though it consumes time, the method to think of and solve things step-by-step is the best way to effectively reduce chronic losses. N44INT {9g 01 suojoRy ueus ase 2zayy udu [12m 20M 10U S2Op 1 ng “|RyasN St pu dUUN a4EI 10U S90P P sqeqoud ayy pue 0 pout uonvay}i9n feanoqiodsy, 2 ‘DanoQYo 24 IIL poyraus axp reyp aouatiadxa Woy pres 9q UeD Inq ‘SUNN 946 YIU SIO F mpignop areuruuya or yseoudde ayy, 2% ‘puny 0s 941 01 Mp9 “pad 1-45, * _asmeo 30 001 2080 Syyeonas094,, aajos 2q OL, yoeoaddy wonnjog sso7 oorJil 7.7 How to work out countermeasures against chronic loss In most production fields, the proper countermeasures have not been taken, thereby the frequency of failure or “fuguai" have never been reduced. The reason for this is that the characteristics of chronic losses have not been fully understood. To reduce the frequency of chronic losses, the study to properly implement the following three points should be made. (1) Analyze the symptom completely. In most production sites, neither close observation of the symptom nor classification of the symptom has fully been made. Hence, the fact that the losses have different forms, locations and timing of generation has often been overlooked. : The tendency that countermeasures have been taken without giving sufficiency consideration to the theory of the phenomenon and the mechanism of the generation can be seen. That is to say, the countermeasures have been established without tracing the possible causes, so no satisfactory results have been achieved from loss reduction efforts (2) Review the factors which should be controlled completely. Since neither sufficient analysis or observation of symptoms have been made, the factors to be managed are often overlooked. It can often be observed that the factors which should be managed are not managed and unrelated factors are managed instead. Therefore, it is important to analyze the symptom theoretically and to list all of the factors related to the symptom. (3) Thoroughly point out all the defects which might be involved in the factors Notwithstanding the existence of defects in the factors, they are often overlooked and not pointed out as defects. The minor defects especially are often overlooked. The reason for this is the lack of the ability to identify the defects properly Itis very important to completely point out all of the slight defects which are barely visible 1-46IIfin 6t-i1 614 quawenoiduuy| pue uoHesojsey , s]oajep ay} JUeNeld syoajap jyBijs oy) uo yon yUIYL , S1O}ORJ JOBJop Oy} [Je INO JUlOg 4.2 JsNW juawdinba ay} yeym, Apnys , sjoajep ay} yooyseiqno. | weyshs s0j9e) Kg $10}08j ajqissod ay) MaIAay sishjeue Wd euawoueyd ay} esjeuy lel (1) S@SSO7 91U0IYD jo UI 4778 (1) (2) Jil Considerations needed when picking out slight defects Review the analysis, referring to the principles or rules. It is necessary to review the phenomena analysis from the standpoint of engineering principles or basic rules and, at that same time, to review its relationship to equipment. Without sticking to the difficult. theoretical analysis, all of the phenomena and factors which might be related to the phenomena should be picked out through the application of fundamental analysis principles. That is to say, it is important to pay much attention to not overlook or ignore slight defects without being influenced too much by the phenomena. Don't think too much of the contribution rate ‘The most important thing in picking out slight defects is to not think too much about their contribution rate, which indicates how far the results would be affected by the slight defects. If too much consideration is given to the contribution rate, the trend shows that only secondary thought will be given to the slight defects. Even if the contribution rate is considered to be small, itis sure that the slight defects occur at a certain probability, and it is too late after the defects occur. When theoretical consideration is given, it is desirable that even the doubtful phenomena should be picked out, without being influenced by the contribution rate or ready-made concept, Itis in the initial stage (when the defect rate is high, or failure frequency is high) that the contribution rate should be taken up. Picking the factors which might contribute to the phenomena (results) and placing priority on them is more effective. However, it is often difficult to identify what factors contribute to the chronic phenomena (results) and to narrow down the contribution. And, in most cases, application of the method to place priority on certain factors would fail, For instance, if the correction of a minor chattering or wear condition is evaluated in terms of its influence over the results or it is evaluated based on how the improvement is made in certain points, the defects could not be picked out as defects, and the situation would not be improved any further. -48INlin ayes uoRnquiuoo sjau) Jo ssajpieBas ‘seep! epewi-Apeas 0) Buryons ynoyym jno yeyoid eq pinoys pasepisuco yeonaioay) UYM inpqnop ese suoANguTUCD YOIYM 10} sBuly) esouy 124) BIqeulsep Ss! }| “uowesap!suoo Azepuooes ANB aq IiIM SioaJep TYBIS Uy YEU) Auyiqissod yeas B $1 8484} ‘a}ed UOKNGUJUOD auO ay} 0} YONS NOK 4} 's}09J@P 84} 0} s10}e} 40 @}eJ UOKNGLIUC ay} 0} YON 00} 49}! 3,40g “euswoueyd 243 0} Bupjons nom ‘payoovano aq yYBlwW YyolyM sjosjap 0} uoUAye yonw fed pue flastoaid uoyenyis ay) enlesqo quauidinbe ey) 0} diysuonejeu sey mana ‘OWN BWIES BUN IY “SalTU dIseq pue ejdiouUd 84} 0} Buluajau ‘euewiousyd Jo sisfjeue ayy malney }2) UoANqujUCD ay) 0} BUIYOHS ON ta sens 10 ajdiouud uo paseg sisfjeuy’ ( }0949q JYBIIS Bulssesppy UeyM Fig. 11-20 li-49Jiltr 8 Concept of “Zero Failure" and its application 8.1 Definition and etymology of “Failure” JIS defines "Failure" as "the breakdown in operation or required function of the equipment or components.” The question of what "the required function” is will be taken up in the subsequent section. Let's look at the origin of work "Failure" (Ko-sho) literarily here. "Failure" (Ko- sho) means “obstacle” (Sho) caused "intentionally" (Ko) by a human. Namely, it can be said that the "Failure" is caused by a mistake in the human being's judgment or conduct. 8.2 Two types of Failure If the failure is defined as the state where the equipment loses its required function, we can classify the failure into two types according to the way it loses the function. They are [Type 1] Function-stoppage type failure Failure which disturbs the function of equipment, causing the equipment to stop completely (Either the equipment does not move at all, or all the. products produced by the equipment fail to conform to the required specification.) This type of failure is often called "sporadic failure." [Type 2] Function-deterioration type failure Failure which causes producing such losses as defects, minor stoppage, and speed while the equipment is in operation. This type of failure ‘occurs when the equipment function is not fully utilized and has a partial malfunction. A good example of this is a fluorescent lamp for which brightness is slightly decreased and flickering starts. Generally speaking, this type of failure is more often encountered than that of type I. 1-50\ aunjle4 Jeuouayul sasneo uepy UIBHO POM | ii suolounj payloads s}! eso] juswudinby"° UOTUIZap SI JeUM - sinyley JO UIDIIO P4OMA puke UO}}UIYSq INftnJift 22-11 bla 4n9d00 sanoajap Ssedoid se yons sesso] snoueA ‘Buljesedo si juawdinba yBnouyy Binley SdAy UOelOWa}ep UOOUN = 52 Ajjeuoquejuiun sdojs yuawdinby Binley OdAy Obeddoys UOTOUNS «= Sinjled yo SodALIli 8.3 Basic concept of "Zero failure" As mentioned in the previous paragraph, "failure" (Ko-sho) is usually caused intentionally by the human being. Therefore, the failure cannot be minimized unless the minds or attitudes of all the equipment operators is changed. The starting point to reduce the failure to zero is to discard the concept that the equipment failure is unavoidable and recognize that the equipment can be protected from failure, and then zero failures can be realized in the equipment. 8.4 Basic principle to reduce failures to zero When considering why the failure occurs, it can be said that nobody can be aware of the "seeds" for the failure until it occurs. We call this kind of causes which we cannot be aware of "latent defects." The basic principle to achieve "zero failure" is to “detect” this “latent defect" (before it occurs). If the failure can be detected before it occurs, the failure can be rectified and prevented beforehand. In general, dust, stains, wear, chattering, loosening, leaks, corrosion, deformation, flaws, cracks, and such abnormality as found in temperature, vibration and noise can be referred to as "latent defects." Most of them are minor defects or slight defects which we usually ignore or overlook, considering that they won't cause any trouble in the future. I-53Jil ee-ll Old 019Z 0} peonpad aq ued saun|ie4,, «ll Juewdinbe 39] },u0q,, -o} peBueud eq pinoys , |l2j ued JuoWdinbe |[e, JO MAIA |EUOUBAUOD » aBueyo uatu jo suojeedo pue Bunjuiy} oy} pepiAoid saunjlej-018Z JO} Jas eq Ud JUsdINb> « [ey Jueudinbs syeuw ua] «= ainjle4 Olez yo Aydosojiygd .1seg 1-54Jilin veil 64 sola Joyo pur punos ‘uoneiqra ‘aunjesoduiay, + SyORIO ‘SME ‘UONVULOJOP ‘UOISOLIOD + syeo] ‘ssauasoo] ‘ysepyorg ‘uolseaqy * — / ES —_ speuonun saogyap jwaqe] ——-<— - MBL JO UOISaype ‘Surjtos ‘Isngy + TAIN|TEY WaAdId OF Sioajop Wayey aAoosIC] 34 dane 0.197, 10J sayny I-55Jit 8.5 Two types of “latent defects" The latent defects can be classified into two types. They are [Type 1] [Type 2] Physical latent defects The defects which can be left unnoticed since they are not physically visible to the naked eyes. (1) Hidden defects which cannot be disclosed unless the equipment is disassembled (2) Defects which cannot be seen since they are located behind the components (3) Defects which are hidden under dust or stains Psychological latent defects The defects which are left ignored by the maintenance men or operators because of their lack of interest or skills (1) Operator or maintenance man's indifference (2) Operator or maintenance man is not well familiarized with type of defects. (3) Operator or maintenance man's ignorance based on their ‘own judgment 56Sz-Hl 614 justwebpni umo Jeu} Uo paseg soueJoub! s,uew adueUayUleW JO 10ye1adQ (¢) s}oayap Jo adh} YIM PeZUeI|IWeY [JOM JOU S| UEW aoUBUA}UIeEW JO JOJeI8dQ (Z) SoUsJOHIPU! SUB BdUeUA}UIE JO Jo}eJedQ (|) ‘ajdoed soueusjulew Jo suolesedo Jo UOWeINpS JO Payep jusye| SHPS|MOUy JUSIOIJNSUT O} SMP peoyouun ya}! ave Yyoiym sjoajeq JedIBojOyDASd I-87 “pajios Ajnedy ase Kay} JO JsNp YIM paserod ele ay} eouls pesoubl aq 0} Ajay!| aie yoIym sjoajeq (¢) juawidinba jo uoye90| uo}e|/e}SU! Jadoiduu! 0} anp peoijou A\jensia aq youd YoIyM syoajeq (Z) pajuewsip si juswdinba au} ssajun pa/sesgo Aljensia aq youued YoIYM syosjeq (|) ‘seXe peyxeu 0} pasodxs AyjeoisAyd jou ee Kay} souls papuayeuUN Ya| ase YOIYM sjoejep EYL | syoayap juaye] |edISAUd SyOajep Juaye] JO UOHeOISSe|D IlliniJil 8.6 Five countermeasures to reduce failures to zero As the failures can be considered as caused by not performing the following five measures properly, performing those five measures is requisite to eliminating the failures. (1) _ Establish basic conditions Cleaning, lubricating and additional tightening are considered as the basic conditions to proper operation of equipment. Failure is often caused by deteriorated function (Equipment function is Likely to deteriorate over the elapse of service life.) of the equipment, and nonconformance to the three basic conditions are often considered to contribute to such deterioration in function. (2) _ Keep operating conditions Each equipment or machine has its designed operating conditions. (Unless the service conditions are worked out in advance, it is impossible to design the equipment or machine.) So long as equipment or machines are operated within these specified operating conditions, they are most unlikely to be susceptible to failure (rendering a longer service life). In general, such requirements as current, voltage, rotation, installation, and temperature may differ, depending on the equipment. (3) Restore the deterioration Even if the basic and operating conditions are complied with, the equipment may suffer deterioration over the elapse of time. Therefore, it is essential to detect the deteriorated portion in the equipment and to restore it to the original state before the equipment gets into trouble. This means that inspection, test and preventive maintenance which can restore the equipment to the originally designed conditions before it gets into trouble should be properly performed I-58iin (4) (8) Improve the weak points in design Even if the steps mentioned above are taken, things don't go well in some cases, or sometimes such steps result in higher cost expenditure. In most of these cases, the equipment may have been designed, manufactured or installed improperly due to lack of technologies or skills, resulting in providing equipment with weak points. Therefore, it is necessary to carefully analyze the causes for failure and improve the weak point of the equipment. Improve the skill level As all the steps (1) through (4) mentioned above should be performed by humans, satisfactory results cannot be expected if they are not equipped with the skills necessary for the steps. What is worse is the case when, even if the necessary steps (1) through (4) have been taken as mentioned above, the equipment suffers damage due to improper operation or repair. These kinds of failures cannot be avoided unless the skill or expertise knowledge levels of the operators and maintenance men are improved. 1-59Jit 92-11 614 juawdinba jo josjuco Moy jeN!U) SUONIPUOD ISeq YsIqe}sy uBisep ul sjulod yeam enosduy} SOUBUB}UIEW PEUUe|d UoNeLOUa}ap ay} a10}S8y ueZoH-nysir suonipuoo Buneiedo deey uaziey-nsjeqoy, ‘suo}Ipuod oIseq Ys!iqeIs3 sa|dioulid § Wd pue sainjie4 0197 10) sainseawsaj}UuNod ¢ 1-60If The most important items required in taking five major countermeasures to reduce the failures to zero are shown in Fig. I-27. The diagram has been prepared so that it can be applied commonly to every kind of equipment, and should be used initially as a reference for checking which necessary items are missing in the equipment in question, Though how to detect the latent defects and five countermeasures to reduce the failure to zero have been mentioned so far, these steps won't work smoothly, even if you try to apply them simultaneously in a short period. For the steps to efficiently function, and to positively realize zero failures, it is recommended that the steps should be divided into four phases (stages) and implemented in the sequence planned in advance. The four phases recommended are shown in Fig. I-28, and the major theme for each phase is as mentioned below. 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