04 Auto Maintenance

Autonomous Maintenance
Dr. Hajime Yamashina

Professor Emeritus, Kyoto University
Member of RSA (U.K.)
Member of Royal Swedish Academy of
Engineering Sciences (Sweden)
1. Introduction
2. Expected Abilities of Operators
3. Promote AM Step by Step
4. Autonomous Maintenance
5. Audit Criteria and the Check List of Autonomous
Maintenance
6. Three Key Points for Successful Small Group Activities
7. Roles of Operators and Maintenance People
Appendix : Examples of One Point Lessons
1. Introduction
• A machine breakdown does not occur suddenly. There
is a symptom of the breakdown before it takes place.
That is, it is the result of the growth of a minor defect.
• To eliminate breakdowns, it is necessary to check
equipment for detecting a symptom of a breakdown.
• Maintenance crew cannot detect and cover all the
symptoms of breakdown.
• It is the operators of machines and processes who can
catch the information on the status quo of an item of
1
plant and prevent it from breaking down.

• Unless the operators know how to maintain equipment,
they cannot help having equipment breakdowns.
• AM is powerful in case where there are operators and
where breakdowns, defectives and minor stoppages take
place due to lack of maintaining the basic condition of
equipment and when they inspect their equipment.
1
• In general, one third of breakdown
Total number of breakdowns
PM comes from lack of basic conditions.

Including
Human • Another one third of them can be
avoided if the competence of AM
errors
people can be raised and AM step 1
PM(AM) – step 7 are carried out rigorously
with well organized inspection of
natural deterioration, but this costs
Lack of the basic much money.
conditions
• The rest can be tackled by PM step 1
– step 3. Once we establish a PM
calendar, we understand what we have
to do with the equipment.
2. Expected Abilities of Operators
2.1 Abilities to Understand Process Performance and

Functions and Operate Process Correctly
2.2 Abilities to Understand Properties of Materials Being
Handled and Perform Correct Adjustment and Setting
2.3 Abilities to Detect Abnormalities Promptly and Take
Emergency Action Against Abnormalities
2.4 Abilities to Recognize Signs of Abnormality, Deal with
Abnormalities Correctly and Perform Periodic Overhaul
Checking and Parts Replacement Correctly
2.5 Four Steps Capable Operators
Abilities to Understand Process Performance and Functions and
Operate Process Correctly
It's easy to see results.

Develop an eye for slight abnormalities
What do we
have here, a
little flaw?
Everything’s in
All cleaned perfect working
and oiled! condition today!
Another day
with no
breakdowns and
no defects!
•Think systematically!
•Act systematically!
Abilities to Understand Properties of Materials Being Handled and
Perform Correct Adjustment and Setting
No, you’re wrong!

It must be a loose There’s a worn
bolt that’s bearing you should
causing the check!
vibration.
The vibration
of the motor
is too big ! the vibration
of the motor
occurred
because of
loose nuts.
Abilities to Detect Abnormalities Promptly and Take Emergency
Action Against Abnormalities
I can sense abnormality !
No, according to my experience, abnormal

it's normal !
check
point normal
check
point
check
point
Abilities to Recognize Signs of Abnormality, Deal with Abnormalities Correctly and
Perform Periodic Overhaul Checking and Parts Replacement Correctly
Four Steps Capable Operators
4. recognizes signs of abnormality, deal with

abnormalities correctly and perform periodic
overhaul checking and parts replacement correctly
3.detects abnormalities promptly and take emergency

action against abnormalities
2.understands properties of materials being handled and perform

correct adjustment and setting
1.Understands process performance and functions and operate process correctly

Step 1: The operator can detect problems and understand the
principles and the procedures of equipment improvement.
Don't let the machine get dirty.
Make the machine in such a way as to be easily checked.

Step 2: The operator knows the function and structure of equipment.
Really know the functions and

structure of your equipment.
Step 3: The operator knows the relationship between equipment
accuracy and product quality.
Step 4: The operator can repair equipment.
Mastering of Basic Skills
Centering of Prevention of
Proper pooleys and Exchange of oil leakage
bolting bearings
gears
３． Promote AM Step by Step
3.1 The Seven Steps of AM
3.2 The Four Steps to Capable Operators and the
Seven Steps of AM
3.3 Developing an Autonomous Maintenance Program
3.4 The Goals of AM
The Seven Steps of AM
Step 7
Step 6 Fully
implemented
Step 5 autonomous
Workplace management
organization
Autonomous and
Step 4 inspection housekeeping
General Challenge this step
Step 3 inspection
and find benefits.
Tentative
Step 2 standards
Countermeasures
Step 1 against sources
Initial cleaning
Reactive Preventive Proactive

Promote autonomous maintenance step by step
Step Activities
•Eliminate dust ant dirt from main body of equipment
•Expose irregularities such as slight defects, contamination
1. Perform Initial sources, inaccessible places, and sources of quality
cleaning defects
•Eliminate unnecessary and seldom-used items, and
simplify equipment
2. Address
•Reduce housekeeping time by eliminating sources of dust
contamination
and dirt, preventing scatter, and improving parts that are
sources and
hard to clean, check, lubricate, tighten, or manipulate
inaccessible places
•Formulate work standards that help maintain cleaning,
3. Establish leaning lubricating, and tightening levels within minimal time and
and checking effort
standards •Improve the efficiency of checking work introducing visual
controls
•Provide inspection skills training based on inspection
manuals
4. Conduct general
•Get individual equipment items into peak condition by
equipment
subjecting them to general inspection
inspection
•Modify equipment to facilitate checking. Make extensive
use of visual controls
Step Activities
•Provide instruction in process performance, operation, and

adjustment and in methods of handing abnormalities in
order to improve operational reliability by developing
5. Perform general process-competent operators
process inspection •Prevent inspection duplications and omissions by
incorporating provisional cleaning and inspection standards
for individual equipment items into periodic inspection and
replacement standards for entire processes or areas
•Achieve quality maintenance and safety by establishing

clear procedures and standards for dependable
6. Systematize autonomous maintenance
autonomous
•Improve setup procedures and reduce work-in-process
maintenance
•Establish a system of self-management for work place flow,
spares, tools, work-in-process, final products, data, etc.
•Evolve activities and standardize improvements in line with
company and plant policies and objectives, and reduce
7. Practice full self- costs by eliminating work place waste
management •Improve equipment further by keeping accurate
maintenance records (e.g., MTBF) and analyzing the data
in them
Four steps to capable operators
Practice full Production Achieving zero breakdowns and

autonomous based on the zero defects with the help of
management given schedule PM and QC people. 4
7 (focus : Responsible for daily production
production)
Self workplace Workplace flow Detects process abnormalities
6 management (focus : process) promptly; takes emergency 3
action against them
5 Perform general Process problems Understands properties of
process inspection (focus : process) materials being handled; performs
4 Equipment inspection
Machine capability correct adjustment and setting 2
(focus : machine)
for quality
3 Establish cleaning and Basic conditions Understands process performance
checking standards to prevent and functions; operates process
deterioration
2 Address contamination sources
(focus :
correctly 1
and inaccessible places
machine)
1 Perform initial cleaning
The Five Levels of Operators
• Operation only
• Multi-operations
• 2 + QC + AM
• 3 + Improvement
• 4 + Engineering
Autonomous maintenance
 When equipment does not have the basic condition to be operated and
there are many possible causes which may lead to breakdowns, a
collective approach by AM without persistently asking why, why, - - - to
identify root causes, can work well. But when there are few breakdowns,
AM can be very costly.
 Step 2 is the key to get the benefits of AM.
 Applying AM Step 1 – 3 is the key to establish the basic condition of the
equipment.
 The major economic benefit of AM can be gained by AM Step 1 – 3.
 Step 4 costs time and money.
 Depending on the breakdown situation of the equipment applying Step 4
cannot be economically justified.
 We need to add something extra activities on Step 4 to get benefits out of
it.
Autonomous maintenance
 When equipment does not have the basic condition to be operated and
there are many possible causes which may lead to breakdowns, a
collective approach by AM without persistently asking why, why, - - - to
identify root causes, can work well. But when there are few breakdowns,
AM can be very costly.
 Step 2 is the key to get the benefits of AM.
 Applying AM Step 1 – 3 is the key to establish the basic condition of the
equipment.
 The major economic benefit of AM can be gained by AM Step 1 – 3.
 Step 4 costs time and money.
 Depending on the breakdown situation of the equipment applying Step 4
cannot be economically justified.
 We need to add something extra activities on Step 4 to get benefits out of
it.
Developing an Autonomous Maintenance Program
Two characteristic keys to developing a successful

autonomous maintenance program are :
• thoroughness
• continuity
Actual decisive factor is smooth integration with the following

two WCM fundamental activities :
• focused improvement to create know-how to attack
waste and losses systematically
• education and training to horizontally expand the know-
how created by focused improvement
The Goals of AM
• Prevent equipment deterioration through correct

operation and daily checks
• Bring equipment to its ideal state through

restoration and proper management
• Establish the basic conditions needed to keep

equipment well-maintained
4. Autonomous Maintenance
4.1 Why is Autonomous Maintenance Necessary?

4.2 The Aim of AM
4.3 Step 0 : Preliminary Activities
4.4 Step 1
4.5 The Basis of Autonomous Maintenance is Initial
Cleaning.
4.6 The Importance of Cleaning
4.7 Put a Label Where There is Something Wrong.
4.8 The Importance of Inspection
4.9 The Importance of Lubrication
4.10 Establish the Basic Equipment Conditions
Why is Autonomous Maintenance Necessary?
Activities to
* Checking of operating measure
condition deterioration
* Daily checking
* Periodical checking
Activities to
prevent
deterioration
* Cleaning
* Inspection
* Bolting
Activities to
restore
deterioration
* Minor adjustment
* Taking measures against
abnormalities
* Reporting the abnormality to
the maintenance department
Functional elements and their troubles
Functional element Functional part Trouble Cause
1. Lubrication Lubrication oil, grease Seize Lack of lubrication oil,
Improper oil
2. Bearing Ball, Roller, Plain bearing Seize, Vibration Lack of lubrication oil,
Overload, Eccentricity
3. Body of rotation Impeller, Rotor Shaft seize, Vibration Unbalance
4. Connection Coupling, Gear, Key Breakage, Vibration Eccentricity, neglected
wear
5. Transmission V belt, Chain, Clutch Sliding, Heat Neglected wear
6. Sealing Packing, Sealing Leakage, Explosion, Fire Neglected wear,
mechanism insufficient fastening
7. Dust protection Filter strainer Blocking Lack of cleaning,
Damaged element
8. Fluid control Pipe, Valve, Orifice Abnormal pressure, Neglected foreign body
Clogging, Abnormal
quantity of flow, Leakage
9. Fastening Bolt, Nut, Flange, Pin, Vibration Insufficient fastening
Rotor
10. Indication Pressure gauge, Temperature, pressure, Clogged, Insufficient
Instrument Abnormal quality of flow checking
11. Main body Pump, Compressor Vibration, Leakage Damage, Insufficient
fastening
Aim of AM The Aim of AM
•The aim is to help the operator to develop himself. It will be

done in small steps. See below to see how he can go about
himself development training.
Self teaching in
classroom Group discussion Practice
While seeing Doubt, group Show by self

teaching discussion of tasks, what has been
material (actual Instructors ask learnt
article) using questions
texts
Discussions of results
Discussion of results and supplementary
and supplementary Practice
lecture
lecture
Practice of normal
Group discussion and
Group discussion, work method.
discussion by all
Instructors Instructors correct.
supplementary
supplement lecture lecture
STEP 0 – Preliminary Activities
Step 0
5. Preparation Activities
4. Activity Plan
3. Team’s Basic Training
2. Initial Workshop, Model Areas
Step 0 1. Permanent Team
WORLD CLASS MANUFACTURING AUDIT IVECO PRODUCTION SYSTEM

Valladolid Plant, may 2008 AUTONOMOUS MAINTENANCE
Step 0: Model Area
MODEL AREA AUTONOMOUS MAINTENANCE SETTING
1) COST DEPLOYMENT
2) EQUIPMENT MODEL
CLASSIFICATION AREA
‘AA’ CLASS EQUIPMENT

WITH MAJOR LOSSES DUE ON COST DEPLOYMENT
AM
* To start : Definition of machine related waste and losses and their
measurement (OEE, OPE)
* Root causes : Lack of the basic conditions
* Classification of machines
Reactive Preventive Proactive
AA Very big losses based Very big possible Very big potential
on cost deployment losses losses based on
financial risk
deployment
A Big losses based on Big possible losses Big potential losses

cost deployment based on financial risk
deployment
B Some amount of losses Some amount of Some potential losses

based on cost possible losses based on financial risk
deployment deployment
C Small losses based on Small possible losses Small potential losses

cost deployment based on financial risk
deployment
Link to cost deployment
900
C matrix:
C matrix: K€ guasti / losses/ute
breakdowns UTE
800
700
600 D matrix
k€/anno
500
400
300
200
100
0
208 222 203 207 205 202 204 201 223 221
UTE
900 D MATRIX
Breakdown analyzed by EWO format
800
700
AM PD
600
FI
500 PM
k€/Y
400 AM
300
200
100
0
208 222 203 207 205 202 204 201 223 221
UTE
Before training Team After training
Spidalieri Attrezzamento
3
WCM
TPM
Mengo Spidalieri Mengo
2 METODO AM
Procedure di ripristino
(7 STEP)
1
Cambio tipo AM TAGS WCM
3
WCM Attrezzamento TPM
0 3
Attrezzamento TPM
2 METODO AM
(7 STEP)
Gestione
5 WHYS METODO AM
ciclo 2
(7 STEP)
1
Cambio tipo AM TAGS
Conoscenza 1
0
OPL Cambio tipo AM TAGS
processo
Gestione
5 WHYS
ciclo
EQU. ABC 0
OEE
CLASSIF.
Gestione
altri 5 WHYS Conoscenza
ciclo OPL
TOOLS processo
(kaizen, 5S, Poka Yoke, 5W1H)
EQU. ABC
OEE
CLASSIF.
Conoscenza
OPL altri
processo
TOOLS
EQU. ABC
OEE
CLASSIF.
altri
TOOLS
Aprile La Vigna Aprile La Vigna

WCM
WCM WCM
3 3
3 Attrezzamento TPM METODO AM
Attrezzamento TPM Attrezzamento
(7 STEP)
WCM
2 METODO AM 2
2 METODO AM Procedure di ripristino 3
Procedure di ripristino (7 STEP) Attrezzamento TPM Procedure di ripristino AM TAGS
(7 STEP)
2 METODO AM
Procedure di ripristino 1
1 1 (7 STEP)
Cambio tipo AM TAGS Cambio tipo AM TAGS
Cambio tipo 5 WHYS
1
0
Cambio tipo AM TAGS
0 0 WCM
TEAM
Gestione
5 WHYS Gestione 3 0
Gestione
ciclo 5 WHYS OPL
ciclo Gestione ciclo
Attrezzamento TPM ciclo
5 WHYS
Conoscenza Conoscenza EQU. ABC

OPL Conoscenza Conoscenza
processo OPL OPL processo CLASSIF.
processo
2 METODO AM processo
altri
EQU. ABC Procedure di ripristino EQU. ABC OEE TOOLS
OEE
CLASSIF. OEE
EQU. ABC (7 STEP) OEE
CLASSIF.
CLASSIF.
altri altri
TOOLS altri TOOLS
(kaizen, 5S, Poka Yoke, 5W1H) TOOLS (kaizen, 5S, Poka Yoke, 5W1H)
1
Cambio tipo AM TAGS
Iacobucci Caradonia 0
Iacobucci Caradonia
WCM WCM
3 Gestione 3
Attrezzamento TPM Attrezzamento TPM 5 WHYS WCM
ciclo 3
WCM METODO AM
METODO AM METODO AM 3 Attrezzamento
Procedure di ripristino 2 Procedure di ripristino 2 METODO AM (7 STEP)
(7 STEP) (7 STEP) Attrezzamento
(7 STEP)
2
2 Procedure di ripristino AM TAGS
1 1
Conoscenza Procedure di ripristino AM TAGS
Cambio tipo AM TAGS Cambio tipo OPL AM TAGS
processo
1 1
0 0
Cambio tipo 5 WHYS

Gestione
5 WHYS
Gestione EQU. ABC 5 WHYS
Cambio tipo 5 WHYS
ciclo ciclo OEE 0
0
CLASSIF.
Conoscenza Conoscenza altri Gestione

OPL
OPL OPL ciclo
processo processo TOOLS Gestione
OPL
ciclo
EQU. ABC (kaizen, 5S, Poka Yoke, 5W1H)
EQU. ABC
OEE OEE
CLASSIF. CLASSIF. Conoscenza EQU. ABC
processo CLASSIF.
altri altri
TOOLS TOOLS altri Conoscenza EQU. ABC
OEE TOOLS processo CLASSIF.
(kaizen, 5S, Poka Yoke, 5W1H) (kaizen, 5S, Poka Yoke, 5W1H)
altri
OEE TOOLS
Colasanto Caiola Colasanto Caiola

WCM WCM
WCM
3
METODO AM 3 METODO AM
WCM
3 Attrezzamento
(7 STEP) Attrezzamento
3
Attrezzamento TPM
(7 STEP)
Attrezzamento TPM
2 2
2 METODO AM Procedure di ripristino 2 METODO AM Procedure di ripristino AM TAGS Procedure di ripristino AM TAGS
Procedure di ripristino (7 STEP)
(7 STEP)
1 1
1 1
Cambio tipo AM TAGS Cambio tipo AM TAGS
Cambio tipo 5 WHYS Cambio tipo 5 WHYS
0 0
0 0
Gestione Gestione
ciclo
5 WHYS
ciclo
5 WHYS
Gestione Gestione
OPL OPL
ciclo ciclo
Conoscenza Conoscenza
OPL
processo processo
OPL
Conoscenza EQU. ABC
Conoscenza EQU. ABC
EQU. ABC
processo CLASSIF. processo CLASSIF.
altri
OEE EQU. ABC
CLASSIF. OEE altri
CLASSIF.
OEE TOOLS OEE TOOLS
altri altri
TOOLS (kaizen, 5S, Poka Yoke, 5W1H) (kaizen, 5S, Poka Yoke, 5W1H)
TOOLS
(kaizen, 5S, Poka Yoke, 5W1H) (kaizen, 5S, Poka Yoke, 5W1H)
Di Nunzio Martino Di Nunzio Martino

WCM
WCM WCM 3
3 METODO AM WCM
3 Attrezzamento
Attrezzamento TPM Attrezzamento TPM (7 STEP) 3
Attrezzamento TPM
2
2 METODO AM 2 METODO AM
Procedure di ripristino Procedure di ripristino Procedure di ripristino AM TAGS 2 METODO AM
(7 STEP) (7 STEP) Procedure di ripristino
(7 STEP)
1
1 1 1
Cambio tipo AM TAGS Cambio tipo AM TAGS Cambio tipo AM TAGS
Cambio tipo 5 WHYS
0
0 0 0
Gestione Gestione Gestione

5 WHYS 5 WHYS 5 WHYS
ciclo ciclo ciclo
Gestione
OPL
ciclo
Conoscenza Conoscenza
Conoscenza OPL OPL
OPL processo processo
processo Conoscenza EQU. ABC
processo CLASSIF.
EQU. ABC
EQU. ABC EQU. ABC OEE
OEE OEE altri CLASSIF.
CLASSIF. CLASSIF.
OEE TOOLS
(kaizen, 5S, Poka Yoke, 5W1H) altri
altri altri
TOOLS TOOLS
TOOLS (kaizen, 5S, Poka Yoke, 5W1H)
Step 1
Step 1: Perform Initial Cleaning
• Eliminate dirt, dust, and grime
• Expose all abnormalities
• Correct minor flows and establish basic equipment

conditions
Step1: Perform initial cleaning
Activities
• Eliminate dust ant dirt from main body of equipment

• Expose irregularities such as slight defects,
contamination sources, inaccessible places, and
sources of quality defects
• Eliminate unnecessary and seldom-used items, and
simplify equipment
Hardware Goals (Keys for workplace audits)
• Prevent accelerated deterioration by eliminating the

environmental stress of dust and dirt
• Raise the quality of checking and repair work and
reduce checking and repair times by eliminating dust
and dirt
• Establish basic equipment conditions
• Expose and deal with hidden defects
Human Goals (Keys for SGA audits)
• Get operators in touch with their equipment to make

them more familiar with it, develop a sense of
ownership and concern, and stimulate their curiosity
about it
• Enable group leaders to learn about leadership by
implementing this step in small groups
• Enable people to recognize slight defects and other
irregularities
Roles of Managers and Staff (fostering

motivation, ability, and opportunity)
• Explain the relationship between contamination and

accelerated deterioration (maintainability) – that is,
explain the meaning of “optimal conditions”
• Point out the most important parts to keep clean and
explain the importance of basic equipment conditions
(cleaning, lubricating, and tightening). Teach using nuts,
bolts and lubrication manuals
• Explain the significance of “inspection through cleaning”
STEP 1
Practice full self-
management
Step 7
Systematize autonomous
Step 6 maintenance
Preliminary
activities Step 5 Perform general process
inspection
Step 0 Step 4 Conduct general

equipment inspection
Step 3 Establish cleaning and

checking standards
Address contamination
Step 2 sources and inaccessible
places
Step 1 Perform initial cleaning

The Basis of Autonomous Maintenance is Initial Cleaning.
Start with cleaning by

yourself with waste.
1. Inspect even the inside 2. Trace the source of

of the machine. dust and dirt.
Cleaning is inspection.
The Importance of Cleaning
Why clean ?
• Dust damages machines.
Detailed cleaning to remove all contamination ensures

that all parts of equipment is touched. Only in this
way can we find hidden defects.
The Importance of Cleaning
Harmful Effects of Inadequate Cleaning
Failure Dirt and foreign matter penetrates rotating parts, sliding parts,
pneumatic and hydraulic system, electrical system, and sensors,
etc., causing loss of precision, malfunction, and failure as a result
of wear, blockage, frictional resistance, electrical faults, etc.
Quality Defects Quality defects are caused either directly by contamination of the
product with foreign matter or indirectly as a result of equipment
malfunction.
Accelerated Accumulated dust and grime make it difficult to find and rectify
Deterioration cracks, excessive play, insufficient lubrication, and other
disorders, resulting in accelerated deterioration.
Speed Losses Dust and dirt increase wear and frictional resistance, causing
speed losses such as idling and underperformance.
Key points for cleaning
• Clean equipment regularly as part of daily work.
• Clean deeply ― remove all the layers of grime and scale

built up over many years
• Open previously ignored covers, guards, and so on, to expose

and remove every speck of dirt from every corner and crevice.
• Clean attachments and accessories as well as main units, e.g.,

conveying equipment, control boxes, and lubricant tanks (both
inside and out).
• Do not give up when a part gets dirty again soon after

cleaning. Instead, carefully note how long it takes the part
to become contaminated again, where the contamination is
coming from, and how severe it is.
(1) Cleaning of the floor
On the floor
Starting from cleaning of the floor
・Cleaning of the floor is quite easy to tackle with

and is very efficient in creating clean atmosphere
within the shop.
・It contributes a great deal in giving workers
comfort ability.
・This is the topic that is to be considered right
after eliminating unnecessary items.
Main steps :
1. First, clean by brooms

2. Draw section lines
3. Try to shut out dust and stain
4. Very fine cleaning
1. First, clean by brooms
* Section chiefs or leaders themselves must take brooms and
take the lead in cleaning
2. Draw section lines

* Section lines of passages
* Indication on the floor of carriers, the
storing place of in-process inventory,
and the sections where it is prohibited to
put things.
* Pictures on the floor to show the fixed
positions of small facilities such as
garbage can, ash trays or fire
extinguishers.
3. Improvement to shut out the source of dust and
stain
* Oil leakage from machines
By cleaning inspection of machines, find the place
where oil is leaking and improve it.
* Water leakage from tanks or pipes
Register them and improve one by one.
* Mist, dust or chips
・Improvement of the crevice between the cover and
the body, or the proper installation of the cover
・Inspection of the suction system (especially leak-age
or blocking).
Points Involved: Expected Benefits:
• Eliminating the problem of cleaning • Rationalizes cleaning operations to
hard-to-reach places streamline workplace
Manufacturing often produces dirt and shavings that must be cleaned
hard to clean
easy to clean
Wrap and suspend cords and pipes

cords and pipes
cover
This clears the floor,
making it easy to clean
Closed pallet ends make cleanup easier

•Oil pans are not necessary unless there are oil leaks •5S can be more effective
•Learn to identify the causes of oil leaks •A completely efficient workplace can be achieved
Stop the oil leak and

eliminate the oil pan!
To do this:
Using an oil pan has kept
the surrounding area clean,
but the cause of oil leak
itself has not been solved
1. Completely mop up the oil that has leaked

2. Observe for a while, until oil stains appear
3. Trace these to their source
4. Typical causes: loose bolts and nuts, packing
defects
5. Make methodical inspections, maintenance, and
repair to keep machine leak-free
* Adherence of paste-like thing causes scattering or
dripping.
・Improvement of the part that causes scattering or
dripping.
・Improvement of the injection method and retrieval
method.
・Adoption of removal sheets.
* Carrying in and out of dust or stain
・A dust removing mattress should be placed at the
entrance. It should not be necessary for a worker to
stop on the mattress but just to pass on it so that dust
must be removed automatically.
4. Fine level of cleaning
* Cleaning of oil that is stained on the floor
-- Cleanser must be used and the floor must be
cleaned repeatedly.
* Wax or paint is to be applied to prevent dust from
concrete.
＊At precision needed factories where dust or stain is
least welcome, the floor must be cleaned
to the extent that it can be touched
with clean hands.
＊Such cleaning should be extended
to the wall or other parts of
the building.
(2) Improving chronic quality defect which is caused directly by dust or stain
This must be carried out by the cooperation of the line

people and the technical staff
* Typical examples:
・Dust and lumps in painting

・Noise of precision rotating parts which re-
quire good sound characteristics
・Streaks on the metal of the rotating machine
・Crunches of oil pressured machines
・Dust on optical instruments
・Foreign body on chemical or medical appliances
・Small irregular unevenness of a precision plate making

plant
・Iron contamination at a pottery plant
・Dust or noise of precise electromagnetic products
・Stain at a dye-process planｔ

• Main points to be attended:
・Try to find out the true causes for dust or stain --

Collect defective samples and check by a microscope.
・Analyze the routes of the outbreak, invasion, and
contagion of dust and stain.
・Thorough cleaning of the environments.
*Thorough cleaning of the environment
・Floors, walls, shelves
・Upper surface, inside and lower surface of machines or
fixtures
・Ceiling, corners of the ceiling, upper part of pipes
・Upper slide of lamp shades
・Upper and lower surfaces of shelves
and operational stands
・Inside and outside of the containers
for transportation and storage
・With these measures, chronicle
defect due to dust or stain
will almost be eliminated
* Examples of blind points :
・Dust within the admission duct to a clean room
・Cushions and such to be brought into a clean room
・Minute dust by air blow
・Oil mist in the exhaust of
an air cylinder or in the
leaked air
・Dirty washing liquid
* Analysis of how dust comes in and create troubles
・Following is an example of sheet metal pressing:
・ It is easy to recognize that the routes of infection of

dust coming in and causing troubles are enormous.
On pallets from outside Burr by shearing, Metal powder coming out of sanders
the plant boring, or piercing or glinders in a mould repair shop
Source of dust
Foreign body coming in Wooden waste comes out

with moulds that are kept from broken wooden Sawdust spread against oil leakage
outside surface plate
In order to put a wire A protection board is

around a mould, a worker placed directly on the Dust comes down from the bolt holes of the
stands on it with his shoes floor upper mould
A wire touches the floor or Wipe the shoot by a waste Dust comes down from the air hole of
the
is placed on the floor foreign body like burr)
upper mould
Main route of dust transfer
Mould
A mould touches the Alien substances sticks to

ground setting tools or measuring Dust comes down from the slide
when driven by the crane tools opening
Unevenness caused by
Setting of the Foreign body on the
Transportation Processing
alien substances
mould mould surface
Foreign body on the

material surface
Foreign body on a glove Foreign body is brought A brush for oil charge touches the outside
in at the time of oil
is adhered to charge of moulds or frames
Material
Foreign body of a
Foreign body on a con- leather glove is rubbed Frames or moulds are touched by hands
veyor belt is adhered to against the material during receiving and delivery of material
If I clean my
equipment
thoroughly, I won’t
overlook minor flaws.
Point of cleaning
(Glasses of an oil leveler and instrument)
Cannot see the existence

of oil and the degree of Cannot see the
contamination scale
Oil leveler Instruments

Point of cleaning
(Limit switches)
Remove attached dust and dirt.
Point of cleaning
(Lenses of a photo cell)

Clean with a soft cloth..
Eliminate dirt, dust, and grime
Turn cleaning
into
inspection.
Stop
accelerated Equipment
Equipment deterioration!
Stop checks
are a
chance
to discover
abnormalitie
s and
deterioratio
n!
Expose all abnormalities
When cleaning, answer the following sorts of questions:
• What can go wrong if this part is dirty?
• What happens to this column or pipe when this part is

rusty?
• How would the product be affected if this were blocked?
• This part keeps on getting dirty no matter how often I

clean it. Where does the contamination come from?
Exposing seven types of abnormality
Abnormality Examples
1.Minor Flaws
• Contamination Dust, dirt, powder, oil, grease, rust, paint
• Damage Cracking, crushing, deformation, chipping, bending
• Play Shaking, failing out, titling, eccentricity, wear, distortion, corrosion
• Slackness Belts, chains
• Abnormal phenomena Unusual noise, overheating, vibration, strange smells, discoloration, incorrect
pressure
• Adhesion or current
Blocking, hardening, accumulation of debris, peeling, malfunction
2.Unfulfilled Basic Conditions
• Lubrication Insufficient, dirty, unidentified, unsuitable, or leaking lubricant
• Lubricant supply Dirty, damaged, or deformed lubricant inlets, faulty lubricant pipes
• Oil level gauges Dirty, damaged, leaking; no indication of correct level
• Tightening Nuts and bolts: slackness, missing, cross-threaded, too long, crushed, corrected,
washer unsuitable, wing nuts on backward
3.Inaccessible Places
• Cleaning Machine construction, covers, layout, foothold, space
• Checking Covers, construction, layout, instrument position and orientation, operating-range
• Lubricating display
• Tightening Position of lubricant inlet, construction, height, footholds, lubricant outlet, space
• Operation Covers, construction, layout, size, footholds, space
• Adjustment Machine layout; position of valves, switches, and levers; footholds
Position of pressure gauges, thermometers, flow meters, moisture gauges, vacuum
gauges,etc.
4.Contamination Sources
• Product Leaks, spills, spurts, scatter, overflow
• Raw materials Leaks, spills, spurts, scatter, overflow
• Lubricants Leaking, spill, and seeping lubricating oils, hydraulic fluids, fuel oil, etc.
• Gases Leaking compressed air, gases, steam, vapors, exhaust fumes, etc.
• Liquids Leaking, spilt and spurting cold water, hot water, half-finished products, cooling water,
waste water, etc.
• Scrap Flashes, cuttings, packaging materials, and nonconforming product
• Other Contaminants brought in by people, fork-lift trucks, etc. and infiltrating through
cracks
in building
5.Quality Defect Sources
• Foreign matter Inclusion, infiltration, and entrainment of rust, chips, wire scraps, insects, etc.
• Shock Dropping, jolting, collision, vibration
• Moisture Too much, too little, infiltration, defective elimination
• Grain size Abnormalities in screens, centrifugal separators, compressed-air separators, etc.
• Concentration Inadequate warming, heating, compounding, mixing, evaporation, stirring, etc.
• Viscosity Inadequate warming, heating, compounding, mixing, evaporation, stirring, etc
6.Unnecessary and Non-urgent items
• Machinery Pumps, fans, compressors, columns, tanks, etc.
• Piping equipment Pipes, hoses, duct, valves, dampers, etc.
• Measuring instruments Temperatures, pressure gauges, vacuum gauges, ammeters, etc.
• Electrical equipment Wiring, piping, power lead, switches, plugs, etc.
• Jigs and tools General tools, cutting tools, jigs, molds, dies, frames, etc.
• Spare parts Standby equipment, spares, permanent stocks, auxiliary materials, etc.
• Makeshift repairs Tape, string, wire, metal plates, etc.
7.Unsafe places
• Floors Unevenness, tramps, projections, cracking, peeling, wear (steel deck plates)
• Steps Too steep, irregular, peeling anti-slip covering, corrosion, missing handrails
• Lights Dim, out of position, dirty or broken covers, not properly explosion-proofed
• Rotating machinery Displaces, fallen off or broken covers, no safety or emergency stop devices
• Lifting gear Wires, hooks, brakes, and other parts of cranes and hoists
• Other Special substance, solvents, toxic gases, insulating materials, danger signs
protective clothing, etc.
Expose all abnormalities
When cleaning, answer the following sorts of questions:
• What problems can occur if this nut or bolt is loose or

missing?
• What problems can occur if this oil is dirty or used up?
• What problems can occur if this V-belt or chain is slack?
Provide learning aids. ( cf. Exposing seven types of abnormality )
Develop one-point lessons. ( cf. Appendix )
Tag abnormalities where they occur.

Put a Label Where There is Something Wrong.
Tag abnormalities
One-point lesson
1. Basic knowledge
about equipment
maintenance
2. Actual examples of
breakdowns and
defects
3. Examples of
equipment
improvements
Use one-point lessons

A good example of tagging
Oil leakage on the rod of the cylinder when it moves

Check items Tagging Detagging
1. How is the oil pressure? Higher pressure. Restore to the right

pressure.
2. How is the movement of Slow
the cylinder? Does not move.
3. What is the reason for the The strainer is clogged. Clean the strainer.
poor operation?
4. Why was the strainer clogged? Oil was dirty. Remove the oil and
clean the tank.
5. Why did the oil get dirty? Dust comes into the tank. Prevent chips and
cutting oil from
dispersion.
Check items Tagging Detagging
6. Why did dust come in? There are holes and spaces Cover the holes and
in the upper cover of the spaces.
tank.
7. How is movement? Good, but there is oil Dismantle the section
8. What is the reason for oil O ring was cut. Replace the O ring.
leakage?
9. What is the reason for it? There are scratches on Remove the scratch
the rod.
10. Why were the scratches Dispersed chips are Take countermeasures
attached to the rod. against dispersion of
produced chips.
11. How are the movement? Good. Make one-point
Leakage? None lessons.
Oil temperature? Appropriate
Teaching
teammates
with a one-
point lesson
The Importance of Inspection
Why inspect ?
• Inspection traces the conditions of areas known to be prone

to defect.
• Inspection leads to understanding and ownership of what and
how to control conditions and make the job easy.
When some part, if it breaks, has a risk of
creating a huge damage, then it must be
placed to expose it to human eyes such that
its anomaly can be detected quickly
enough even if such placement looks ugly.
(eg. The rupture of hoses, breakdowns of
cables)
The Importance of Inspection
Key Points for Inspection
• Search for invisible as well as visible defects, such as looseness,
subtle vibrations, and slight overheating that only touch can detect.
• Search carefully for worn pulleys and belts, dirty drive chains,
blocked suction filters, and other problems likely to lead to
malfunctions.
• Note whether equipment is easy to clean, lubricate, inspect, operate,

and adjust. Identify hindrances such as large, obstructive covers,
ill-positioned lubricators, and so on.
• Ensure that all meters operate correctly and are clearly marked with
the specified values.
• Investigate any leaks of product, steam, water, oil, compressed air,

and so on.
• Also hunt for hidden problems such as corrosion inside insulating

materials on pipes, columns, and tanks, and blockages inside chutes
and ducts.
(1) Inspection by cleaning of equipment
Through cleaning, even a non-specialist can detect

some defect which otherwise may not be noticed.
This is called inspection by cleaning.
* Dirty machines will cause many troubles.
Dirty machines are not cleaned properly.
Because they are not cleaned, they

have not been inspected thoroughly.
Because they are not inspected

thoroughly, the defects that will cause
troubles are hidden. (hotbed of waste)
This is why dirty machines create a lot

of troubles.
* Change from the shop with many troubles
taking place one after another into the
shop of perfect production -- Start with
inspection by cleaning
Inspection
If many troubles take place one by cleaning
after another although certain

countermeasures have been Defect
taken, try to inspect the machine Productive
by cleaning and make minute

improvements step by step.
(2) How to carry out inspection by cleaning
Turn cleaning into inspection!
The V belt is worn!
There’s
cutting oil on
The oil the limit
supply pipe is switch
touching it!
* Main items:
・Study the situation beforehand.

・Inspection by cleaning.
・Participation of specialized technicians.
・Investigation of minor defects.
* Situation study beforehand -- in a meeting
of personnel in charge
・Data are to be taken on at what plant and what

kind of troubles are taking place.
・The causes of the main troubles are to be
investigated.
・Collect items that are supposed priar
investigation
to cause the troubles.
(3) Inspection by cleaning : main check points
* Mechanisms of tables, sliding beds or

rotating parts
・Main check points:
1. Difference in height or dent
by dust, stain, crunch or wear
of sliding beds
2. Damage or wear of the
dust wiper of the sliding beds
3. Backlash of sliding beds
or rotating parts or loose
screws
* Main check points common to "moving"
machines
such as machine tools, processing machines or
assembly equipment.
・ Lubricating oil equipment
Oil supply Each oil supply

Tank Pipe
mouth section
Inspection by cleaning is done in the above

order.
• Main check points
1. Check if it is dirty around the end of the oil

supply pipe or check if the cover is not
broken.
2. check the oil within the tank (compared with
new oil).
・ Hydraulic equipment
Operating oil Operating oil Control

Actuators
tank pump pipes
Inspection by cleaning is done in the above order.

・Main check points :
1. Check if it is dirty around the end of the oil
supply pipe or air breather.
2. Check if there is any opening or space to let dust
into tank.
3. Check the operation oil (compared with new oil).
・ Pneumatic equipment
A set of 3 air supply Control pipes Actuators Air escape

equipment
Inspection by cleaning is done in the above order.

1. Check if the drain within the air filter is dis-
charged or if the inside of the bowl is not
dirty.
2. Check if the exhaust gas silencer is blocked.

* Electric equipment, control equipment
1. Check if the tape reader section of NC
machines is not dirty or if lamps are
dirty.
2. Check if fixed screws like limit switches
are
not loose or actuator,
rollers or plungers
are not damaged.
(4) Participation of expert technicians
*Not only operators but the following expert technicians

are to participate in the inspection by cleaning.
・Production technicians -- expert technicians on

material, products, processing methods or facilities
・Facility technicians -- expert technicians on

practical use of facilities, mechanisms, electric
equipments
・Other expert technicians on measuring or safety

control
Production Facility Other expert

technicians technicians technicians
[A report by an expert production technician who
has solved a frequently occurring trouble of an
automatic machine]
"so far we had tried to check a trouble casually

and therefore could not solve it completely. But
when we started to adopt inspection by cleaning
method, we checked each section in detail, in
the consequence we could break through and
solve the problem eventually."
(5) Investigation of minute defects besides inspection by cleaning
* Inspection by cleaning is the entrance that leads

to the solution of chronic troubles.
* However, inspection by cleaning does not always

detect all the defects that cause troubles.
* Therefore, on the basis of the current situation
of the facilities, studied through inspection by
cleaning, detailed investigation on the
relationship between causes and the effect for
each trouble must be carried out in order to
improve the situation.
If you let slightly abnormal conditions
accumulate, the problem will get
bigger...
* Main points
・Troubles on quality of the
quality of
material or the previous process material previous
process
・Other troubles of facilities,

moulds, or jigs and tools moulds
Handling
・Troubles by operation methods, conditions
jigs tools
processing conditions, or handling Machining
conditions conditions facilities
Operation
The Importance of Lubrication
Why lubricate ?
• Reduce friction and wear
• Dampen shock
• Cool moving elements
• Prevent corrosion
• Seal out dirt
Poor lubrication destroys machines !

Leaking oil, poor greasing, no lubrication regime creates
massively accelerated wear and tear.
Note the followings:
• Operators are not taught the principles of lubrication or

problems that improper lubrication can cause.
• Far too many different types of lubricant are used and too many
lubrication sites are inaccessible.
• There is too much reliance on mechanical greasers and other

automatic lubricating devices.
• Lubricating standards are often nonexistent or hard-to-follow.

Lubricate.
• Teach the importance of lubrication using one-point lesson
sheets.
• Lubricate immediately whenever you find that equipment is

inadequately lubricated or not lubricated at all.
• Replace all contaminated lubricants.
• Clean and repair all dirty or damaged lubricant and level

gauges.
• Check to see whether all automatic lubricating devices are

operating correctly.
• Clean and lubricate all revolving parts, sliding parts, drive

chains, and other moving parts.
• Clean and repair all manual lubricating equipment and lubricant

containers.
Tighten.
• Securely tighten loose nuts or bolts.
• Replace missing nuts and bolts.
• Replace cross-threaded nuts or bolts that are too long.
• Replace damaged or severely worn nuts and bolts.
• Replace unsuitable wing nuts and washers.
• Use locking devices on important nuts persistently work loose.

Establish the Basic Equipment Conditions
* Preventing lineFinding
stop 113
-Saving of $4,800 troubles
Finding 113
troubles
* Countermeasures against air leakage
-Saving of $10,000/year of losses
Finding air
leakage at 10 Finding 91
spots problems
* Replacing the motor pump

with excess electric power
with a more suitable motor pump
-Saving of electricity power cost
Checking points of bolts and nuts
Proper fastening
1. Isn’t there any looseness?
2. Are there bolts or nuts where there are holes for
assembly?
3. Is a bolt inserted from the bottom and fastened by a
nut at the top?
4. Are lengths of bolts adequate?
(2 – 3 threads above the nut)
5. Isn’t there looseness of a locking nut of an adjusting
bolt?
Prevention of looseness
1. Are washers used for long holes?
2. Are spring washers used to the nuts for holes which
are subject to vibration?
3. Are there any prevention devices for looseness to
the nuts for holes which are subject to severe
vibration?
4. Are match marks used for critical bolts?
Parts assembly section
1. Leakage
2. Bad contact
3. Looseness
Prevention of looseness
1.Bolt looseness
Embedded bolt
1.Damaged groove
Screw, bolt, etc 2.Damaged wrench

3.Damaged screw thread
4.Losseness
5.Washer, etc
Checking points of lubrication
The lubrication oil management
1. Are 3S of lubrication oil stands OK?

2. Is there appropriate quantity of oil needed to
lubricate?
3. Are grease guns and oil jugs well maintained?
Lubrication units
1. Is it possible to check oil quantity thru the oil level
gauge (position, the degree of contamination)?
2. Are there indication of the upper and lower limits
of oil quantity?
3. Are there indication of the upper and lower limits
of pressure on the pressure gauge?
4. Isn’t there abnormal noise or overheating in
pumps and motors?
5. Isn’t there oil leakage?
Lubrication system
1. Do automatic greasing units and automatic oiling
units function properly?
2. Do distribution valves function regularly?
3. Aren’t there any dust and dirt on the external and
internal surfaces of an oiler? Is the quantity OK?
4. Isn’t there an excess amount of grease or dust
and dirt at grease nipples?
5. Are there any damaged grease nipples and cups?
6. Isn’t there any contamination due to over-oiling?
7. Is there proper oil film at sliding surfaces and
roller chains?
Grease nipple
1. Defective ball
2. Deformation
3. Cap
Grease cup
1. Blockage
2. Defective cap
Checking points of power transmission
Roller chains
1. No wear or slack in chains or sprockets?
2. Are pins and clips of connecting links properly installed?
3. Are sprockets installed properly?
4. Is the tension of chains OK?
V belts
1. No scratches, breakage, oil contamination or
excessive wear?
2. Are tension of multi-belts constant?
3. No shining at the bottom of the grooves of V
pulley?
Bearing, couplings, keys
1. No play at the bearings, or no abnormal noise?
2. Are axes of couplings parallel?
3. No play at keys and key grooves?
Motors, brakes, speed change gears, electromagnetic
crutches
1. No overheating, vibration at motors?
2. No abnormal noise, vibrations at speed reduction gears?
3. No dust and dirt, damage on scales or speed change
handles?
4. No abnormal noise, vibration at electro-magnetic
clutches/brakes?
5. No oil contamination, dust and dirt on the lining
plates?
6. No rust on roller chains? Aren’t roller chains dry?
7. Aren’t there difficult areas to lubricate?
Checking points for pneumatic/hydraulic devices
Pneumatic units
1. Are air sets of three pieces properly installed so
that they can be checked easily?
2. No overheating, abnormal noise in electro-magnetic
valves?
3. Are looseness prevention methods applied to the
screws of cylinder rods?
4. No air leakage?
Hydraulic units
1. Are there indications on the oil quantity gauge?
2. Are there indication on the oil temperature gauge?
Is the temperature appropriate?
3. Are there indications on the oil pressure gauge?
Is the zero point correct?
4. No abnormal noise, overheating, vibration in pumps?
5. Are locking nuts of relief valves/speed controllers
tight enough?
6. Are devices, pipes properly installed? No oil
leakage?
7. No abnormal noise, overheating in electro-magnetic
valves?
Piping
1. No looseness in piping and its clamping?
2. No friction of hoses of high pressure?
3. Are cylinders installed properly? Aren’t they
installed loosely?
4. Are looseness prevention methods applied to the
screws of cylinder rods?
Checking points for electricity
Control panels
1. Are there indications for the limits of voltmeters and
amperemeters? Are their values appropriate?
2. No defective name plates? No broken lamps?
3. Are doors tightly closed? Aren’t there redundant holes?
4. No dust and dirt in control boxes? No
unnecessary items in the boxes?
5. No abnormal noise in relays?
Electric devices
1. Are LS’s, photo cells installed properly?
2. Are the shapes of dogs of LS’s correct?
3. No contamination by water/oil to LS, photo cells
and proximity switches?
4. No damage, play in devices?
5. Do emergency stopping switches function
properly?
Wiring/cables
1. No disconnection of wiring/cabling
2. Are earthed lines properly installed?
3. Aren’t there excessively long wires/cables?
4.11 Step 2
4.12 Goals for Contamination Sources and Inaccessible Places
4.13 Pinpoint and Eliminate Sources of Leaks and Spills
4.14 From Compulsory Deterioration to Natural Deterioration
4.15 After Initial Cleaning
4.16 Countermeasures against the Sources of Dust and Dirt
and the Difficult Areas to Access
1) Removing
2) Blocking
3) Guiding
4) Using localized covers
4.17 Sources of Dust and Dirt
Step 2
Step 2: Eliminate Sources of Contamination
and Inaccessible Places

Step 2: Address contamination sources and inaccessible places
Activities
• Reduce housekeeping time by eliminating sources of

dust and dirt, preventing scatter, and improving parts
that are hard to clean, check, lubricate, tighten, or
manipulate
• Increase intrinsic equipment reliability by preventing

adhesion of dust and dirt and controlling them at
their sources
• Increase maintainability by improving cleaning,
checking, and lubricating
• Create equipment that does not require manual work
• Teach the philosophy and practice of equipment

improvement, starting with small-scale, easily-
accomplished projects
• Germinate the seeds of improvement ideas through
small-group activities
• Let people taste the thrill and satisfaction of
successful improvement

•Encourage improvement ideas and give practical hints,

i.e., give technical guidance and support
•Teach problem-solving techniques such as why-why
analysis
•Ensure that other departments respond promptly to
work requests
•Give guidance on the use of matchmarks and visual
controls
TABLE Dividing Step 2 into Sub Steps
Substep Major activity

1 Review source of contamination.
2 Review difficult cleaning areas.
3 Prepare tentative cleaning standards.
4 Estimate cleaning intervals.
5 Set cleaning time targets.
6 Set improvement targets.
7 Source of contamination:
7-1 Conduct a why-why analysis.
7-2 Plan remedial actions.
7-3 Take remedial actions.
7-4 Evaluation results of actions.
(-Continued)
8 Difficult cleaning areas:

8-1 Conduct a why-why analysis.
8-2 Plan remedial actions.
8-3 Take remedial actions.
8-4 Evaluate result of actions.
9 Revise residual issues.
10 Assess residual issues.
11 Develop a short remedial program.
12 Conduct an autonomous maintenance audit.
STEP 2: Address contamination sources
and Step
inaccessible places
2 : Countermeasures against source of dust
Step 2
3. Improve AM work in difficult access areas
2. Prevent the existence of material pieces spread all

over the machine
Step 2 1. Reduce sources of dirt

Goals for Contamination Sources and Inaccessible Places
Preventing Leaks and Spills Improving Inaccessibility

Prevent leaking, spilling, spraying, or Improve accessibility of places that
scattering of: are hard to :
*products *clean
*lubricants *check
*hydraulic fluids *lubricate
*powders *tighten
*vapors *operate
*other process materials *adjust
GOAL: Reduce the time it takes to clean, check, and lubricate

Pinpoint and Eliminate Sources of Leaks and Spills
• Powder and vapor discharges make it difficult to maintain initial

cleaning levels.
• Contamination by dust and grease hampers checking bolts, nuts, oil

level gauges, and so on.
• Powder contamination causes accelerated deterioration, such as

excessive wear of V-belts and drive chains.
• Contamination of limit switches, photoswitches, and other sensors

causes malfunction.
• Leaking liquids and vapors cause process units, stands, and other
structures to corrode.
• Infiltration of control panels by powders makes control unreliable.
• General contamination impairs the working environment and lowers

product quality.
Pinpoint and Eliminate Sources of Leaks and Spills
Following are key points for remedying contamination resources:
• Accurately ascertain the nature of the contamination and how and where
it is generated.
• Gather quantitative data on the volume of leaks, spills, and other

contamination (this helps operators understand the importance of
measurement).
• Encourage operators to trace contamination back to its original source

― blocks in dust-collecting dusts and chutes, for example.
• Localize the contamination first, then persistently reduce it through a

succession of improvements. This produces the best results because one-
shot improvements are impossible.
• Carry out focused improvements by project teams that include managers

and technical staff. The project team approach is essential when dealing
with major contamination sources that operators cannot handle through
autonomous maintenance.
• Consider using novel techniques and materials for seals, joints,

protective devices, and so on.
From Compulsory Deterioration to Natural Deterioration
1. Relationship between problems and compulsory deterioration

* Natural deterioration:
Things deteriorate naturally as they are used properly.
* Compulsory deterioration
Things are deteriorated by outside force.
The two sources of compulsory deterioration:
* Equipment ... no prevention of causes of dust, dirt and
scattering.
* Operator ... unmaintained basic conditions such as cleaning,
lubricating and bolting, human errors.
"Compulsory
deterioration" caused
by operator's improper
act.
Take countermeasures
at the source of
problems by localization
and change
"compulsory
deterioration" into
"natural deterioration."
After Initial Cleaning
1. Countermeasures to sources of dust and dirt

The methods not to generate them：
(1) Not to generate them
(2) Reduce their quantity
2. Countermeasures to difficult areas to access

The methods to collect and remove them：
(1) How to collect them
(2) How to remove them
Countermeasures to Sources of Dust and the Difficult Areas to Access
Initial cleaning
The sources of dust The difficult areas

and dirt To access
• Elimination of the sources of leakage
• Localized dust collectors
• Installation of the covers of protecting scattering
• Better means for cleaning and lubrication
• Centralized lubrication
• Installation of inspection windows
• Neatly arranged wiring and piping
Improvement
Confirmation of effects
Sources of Dust and Dirt
factory
Trouble due to
foreign matter, dust,
dirt, etc. water- Dust falling from
soaked beams, crane hoists,
The floor must be
mat vent pipes, etc.
cleaned until no dirt sweat
can be detected on from
stroking with the palm hands, Splattering and
of the hand or a white wat etc.
er dropping of oil, water,
glove dirt, etc.
tray
Dust and dirt brought in by Floor dust and dirt raised Contamination brought in
trolleys, movement of pallets, by cleaning, movement of on the work itself
packing materials and people, and placing wire
machines, movement of slings, containers, etc. on Contamination created by
people, ingress of outside air floor processing the work
Scattering of sawdust, paper
fibers, etc.
Fig.
Countermeasures:
1. Wax or paint floors

2. Keep ceiling beams and cranes clean
3. Provide wet mats at entrances
4. Fit wheels with brushes or rags brush attach brush or rag
5. Ensure that interior of workshop is not at
negative pressure
6. Do not install large-capacity ventilation grime collector grime collector
equipment unless absolutely necessary
Fig. (Cont’d) Measures against sources of contamination in

precision machine shops
1. Removing
Countermeasures against dust by introducing
cleaning brushes
Cleaning brushes
Belt conveyor
Problem : Belt conveyors get dirty.
Solution : Install a belt cleaner to maintain cleanness of the belt conveyor.
One point lesson : Install the cleaner inside the dust protection cover.
Material : hard sponge

rubber (neoprene)
Conveyor belt
Belt cleaner
Sponge rubber
Spring
Sponge rubber holder

Countermeasure against dust using brushes on both sides,
Lifting dust in the air and sucking it by vacuum
Paper dust eliminator by using

brushes from both sides
Countermeasures against dust and easy removal of
collected dust
1. Steel cover acrylic cover
2. Brush to take off dust
3. Localized removable cover to

collect dust
Exploit operational movement for cleaning
at the same time
Brush
Brush
2) Blocking
An opening for a bearing by cutting the dust protection cover
Problem : Dust and dirt will come out from the opening.
Solution : Cover by magnet sheet.
Cover by steel plate and calking material.
One point lesson : Use magnetic sheet or steel plate with calking material so that
the bearing can easily be dismantled.
An opening by cutting the dust protection cover
Cover the opening by magnetic sheet.
Cover the opening by steel plate and calking

material.
Pit for measuring instrument
Problem : Dust and dirt are accumulated in a pit.
Solution : Install rubber sheet.
One point lesson : Use very thin, light and flexible rubber sheet or vinyl sheet for
durability..
Measuring table
Rubber sheet
Tapping machine
Problem : Powder drops onto the pit at the time of feeding powder into a mould.
Solution : Prevent powder from falling to the pit by providing the mould with
bellows.
Mould
Bellows
Tapping machine
3) Guiding
Belt conveyor
Problem : There is powder leakage and dust generation at the discharging
section of a belt conveyor.
Solution : Install a dust protection cover.
One point lesson : The cover should be able to be dismantled easily. For a
small opening, use magnetic sheet or plastic sheet with
silicon calking material. Dust protection cover
Scattering protection
cover
Chip tray
Rubbish drawer
Belt conveyor
Problem : There is overflow of raw material and powder leakage takes place.
Solution : Install a vibrator to remove material.
One point lesson : In case of a small belt conveyor, use an electro-magnetic
feed.
Discharge chute
4) Using localized covers
It is
No scattering impossible to
any more ! clean, lubricate
and inspect.
Use of localized cover
1. Is the supply of coolant

concentrated on the cutting
point correctly?
2. Grasp the direction, angle,
quantity and speed of
scattering.
3. Aren't there any problems of
operationability and safety?
• Preventing scattering of dust, etc., • Improves environment
at the source of the problem • Improves quality
• Increases productivity
Is the cover functioning as a dust remover? Reconstructed so that dust is sucked in

Small Localized Cover, Big Joy
Let's start by
making a local cover
"by hand."
Kinds of Localization Covers
"Covering board type"

low cost, easy to make.
・ Change the material

"Box type" into plastic, rubber or
not much cost, steel plates.
big effects.・
Present Condition
heat flap
high-temperature chamber Observation:

Entrance to high-temperature electric furnace
has a heat flap to preserve the temperature
door within the chamber. As products enter the
electric furnace, however, they brush against the
diffusion flap and an excessive amount of heat still
escapes.
After Improvement
After Improvements:
Diffusion outside the furnace was reduced by

installing a series of 3 flaps with different lengths.
breakdowns
number of
St
The
De
op
fec
pin
g
tiv
es
Localization
Example (1) : A localized cover for dispersion of cutting chips
(1) Collecting method of chips
Dust collecting inlet Dust collecting inlet
Dust
Cutting collecting
Vacuum pump blade Cutting inlet
Chips blade
Bobbin Bobbin
Dispersion of
cutting chips Bobbin
chuck
Dust collecting box

Dust collecting inlet
Problems
There is a big space
between the cutting Power of absorption
is dispersed Chips are scattered
blade and the cover
(2) Survey on scattering when the dust collection cover
is not installed (shot by a high-speed video camera).
Scattering circle graph
area B
area B
area A
area A
• Scattering of chips from section ⇒ 70%

• Scattering of chips from the rotating cutting blade ⇒ 30%
• It takes 20 min/day to clean the scattered
chips just around the cutting section, and 86
min/day to clean the total area.
• This cleaning time is the biggest loss item,
and 54.8% of all non-value added loss time.
• The total lost time due to cleaning is 1720
min/month.
(3) Survey on scattering and cleaning time in case of the
conventional dust collection cover (shot by a high speed video
camera)
Dust collecting inlet
area B Scattering circle graph Within
area B the dust
collecting
Within inlet
the dust
collecting
Cutting Bobbin inlet
chips
area A
Bobbin area A
chuck
• 25% of the actual chips scattered is collected.

• Chips coming out from the cutting section ⇒ 40% (area A)
• Dispersed chips by centrifugal force ⇒ 30% (area B)
• Time required for cleaning around the cutting section 20 min/day
(4) 1st improvement (improvement of the bobbin chuck and the change
of the shape of the cover)
Shape of the collecting inlet (front)

New collecting
Cutting cover
chips Cutting
blade
New bobbin chuck
Shape of the collecting inlet

Improvement point
1. Space between the cutting blade and the cover → minimum

2. Space at the bobbin cutting section → minimum (improvement of the chuck)
• Suction loss
• Less cutting chips being scattered out of the space.
Left over problems
1. Chips still come out of the space between the cutting blade and the cover.
2. Chips which stick to the blade will scatter by the centrifugal force.
(5) Confirmation of the effect by the 1st improvement
Cutting area B
chips
Cutting
blade
Inside the
area B collecting
chips inlet
Inside the
collecting
chips inlet
• It is possible to collect all the chips which • Time required for cleaning
scatter out of the cutting section. around the cutting section
• 20% of the chips still scatter out by : 3 min/day
centrifugal force.
(6) 2nd improvement (Improvement of the shape of the cover and setting the
saucer)
Shape of the chips collecting inlet New chips
(front) collecting cover
Cutting
chips
Saucer
Improvement point
Chips collecting
inlet
1. Space between the cutting
blade and the chips collecting Shape of the inlet
cover → No space
2. Scattered chips → collected • Concentration of sucking force
by saucer • Prevention of chips scattering
(7) Confirmation of the effect by 2nd improvement

Inside the
saucer
Inside the
chips
collecting
inlet
Cutting
chips
Saucer
Chips collecting
cover
• It has become possible to collect chips which scatter out of the cutting
section by centrifugal force.
• The chips which have not been collected are gathered in a saucer.
• Now it is scarcely necessary to clean the cutting section.
Reduction of the amount (and cleaning time) of cutting chips at the bobbin
cutting section by the improvement of chip collecting inlet (shape, induction area).
BM 1st improvement 2nd improvement

Shape of
the chip
collecting
inlet of the
cover
Chip
collecting
inlet
(induction 2.0 cm 2 0.8 cm 2
20. 9 cm 2
area)
Amount of
cutting chips
around the
cutting 5.8 ｇ
20．6 ｇ 0ｇ
section
Cleaning
time
around the
cutting 3 min./day 0 min./day
section 20 min./day
Treatment of scattering metal chips
Utilization of fixed jig(s)
Water curtain
Fixed localized
cover Drawer for removing metal chips
Localized cover and shooter
Vacuum type Suction by vacuum

localized cover Ultra-small pipe for suction by vacuum
Linkage structure, wire, pulley
Utilization of the movement of the work piece holder
Utilization of movement of the tool slide Linkage structure, wire, pulley
Utilization of movement of the clamp Linkage structure, wire, pulley

Movable localized
cover Utilization of the safety cover Linkage structure, wire, pulley
Utilization of the main spindle Linkage structure, wire, pulley
Utilization of the loader for unloading the work piece.

Vertical movement of the load. (Removal of he chips Spring
built up on the tools)
Utilization of the rotation of the ratchet gear to the cam
to clean the sensor. From rotational movement to Cam, cleaning brush
Reciprocating movement
Utilization of rebound force of a spring to remove Guide plate to remove the
Movable chip the chips on the drill chips
remover
Utilization of rebound force of a spring to remove the Popping up the cover
chips inside of the chuck of the lathe
Compressed air and spring to remove chips inside Spring, injection nozzle
the work piece
The functions of localized covers
Name Function Note
1 Safety mechanism Equipment A person is protected against the injury. (If
→ person the equipment is opened ,an equipment power
supply and air supply will stop automatically.)
heat Heat → person It protects a person from heat and burning.
anti- Explosion →person A person is protected against the explosion.
explosion
2 Soundproofing Noise It shuts off the noise of the equipment.
→ person
3 Exhaust Equipment It leads gas, steam, cold air, warm air, and so
→ environment on to the duct. (hood)
4 Prevention of splash Dust Dirt,dust,and so on are confined.(a local
→ equipment cover)
5 Prevention of drop Equipment Drop of a part and a product to the inside of
→ foreign the equipment and the floor is prevented.
substance
6 Product protection Environment Products are protected against dirt, dust,
→ product heat and so on.
(-continued)
Name Function Note
7 Protection of equipment Environment Equipment are protected against dirt,

→ equipment dust and so on (the dust – proof, the
shield)
8 Prevention of improper Person If a cover isn’t opened, a switch can’t be
operation → equipment operated.
9 The operation guidance Operation Operating procedure is shown in the

improvement transparency cover.(the illustration, the
numbers)
10 The inspection, diagnosis Maintainability A standard for inspection and so on is
function improvement indicated to the transparency cover
clearly.(belt looseness limit)
11 Appearance Appearance Untidiness of wiring and piping inside the
equipment is hidden.
12 Design Appearance Just for good appearance cover (this
must be reduced as much as possible)
Localization will bring about …
dust I can
clear in a
short
time.
dirt Local-
ization
It is easy to It is easy
lubricate and to do
to inspect. setup.
Prevention of Further
scattering is
important! challenge !
Breakdowns
and defec-
tives have
been
reduced ! !
Inspection time reduction
Measure clocks identifying with green and

red zone
Windows to facilitate inspection
Show flows direction and type

of fluide inside the tubes
Breakdowns due to lack of basic conditions monitor
MODEL AREA: No. of breakdowns / Machine stoppage hours
STEP 1 STEP 2
B/C Analysis
INSPECTION TIME REDUCTION
3,5
3 3
2,8
3
2,6
Average time
2,35
2,5 2,25
2,15
2,1
2
2
1,5
0,5
0
W 10 W 11 W 12 W 13 W 14 W 15 W 16 W17 W18
B/C = 2,82 B/C = 33,67

AM standard
Team Working Method
Activity Responsible
Tag Classification and analysis
U.O. P.E., G.I. P.E., Maintenance

leader, Team AM Leader
Activity to yes
transfer from
PM to AM? Maintenance operator, AM
Training to AM operators operators
no
Autonomous maintenance U.O. P.E., G.I. P.E.,Maintenance
standard creation
operator, Team AM Leader , AM
operators
AM Standard Scheduling U.O. P.E., Leader Team AM
AM Standard check U.O. P.E., Leader Team AM

AM Standard Samples
Color Code to identify different

type of activity:
Inspection
Cleaning
Each activity explained

with photo and
instructions
4.18 Step 3
4.19 Establish Cleaning, Lubricating and Inspection Standards
4.20 How to Reduce Time Required for Cleaning
4.21 How to Reduce Time Required for Inspection
4.22 How to Reduce Time Required for Lubricating
4.23 AM Calendar
4.24 How to Make Check Lists
4.25 Introduce Extensive Visual Controls
4.26 Step 4
4.27 Step 5
4.28 Step 6
4,29 Step 7
Step 3
Step 3: Establish Cleaning,Lubricating and
Inspection Standards
Step 3: Establish Cleaning, Lubricating and Inspection Standards
Activities
• Formulate work standards that help maintain cleaning,

lubricating, and tightening levels within minimal time
and effort
• Improve the efficiency of checking work introducing
visual controls
• Sustain the three basic conditions for maintaining

equipment and preventing deterioration (cleaning,
lubricating, and tightening)
• Perform accurate checking by means of visual
controls such as equipment nameplates and correct
operating range displays on gauges
• Ensure that operators obey standards and learn their

importance (i.e., understand what workplace
management is) by having them set their own
• Let people learn the importance of teamwork by
making them aware of their individual roles

• Give hints on writing and presenting cleaning and

inspection standards
• Give technical assistance in preparing lubricating
standards
• Describe how visual controls can simplify checking,
and give practical advice
TABLE Driving Step 3 into Substeps
1. Conduct education for lubrication.

2. Identify lubrication points and surfaces.
3. Allocate routine lubricating tasks.
4. Set tentative lubricating tasks.
5. Estimate lubricating intervals.
TABLE Driving Step 3 into Substeps (Cont’d)
6. Set lubricating time targets.

7. Set improvement targets.
8. Sources of contamination:
1. Identify lubrication related sources.
2. Plan remedial actions.
3. Take remedial actions.
4. Evaluate results of actions.
9. Equipment defects:
1. Identify equipment defects.
2. Restore equipment defects.
10. Difficult cleaning areas:
1. Conduct a why-why analysis.
11. Review lubricating standards
12. Compare with lubricating standards set by full-

time maintenance.
13. Set cleaning and lubricating standards.
14. Develop a short remedial program.
15. Conduct an autonomous maintenance audit.
Step 3
5. Perform accurate checking by

means of visual controls
4. Sustain the three basic conditions for

maintaining equipment and preventing
deterioration (cleaning, lubricating, and
inspection).
3. Give technical assistance in preparing lubricating

standards
2. Describe how visual controls can simplify checking,

Step 3 and give practical advice.
1. Establish Cleaning, Lubricating and Inspection Standards.

Establish Cleaning, Lubricating and Inspection Standards
Let the operators establish

what standards they must maintain !
The standards
Top-down made
standards areby stafffollowed
never are hard to maintain.
• “We’ve been given some standards, but we don’t really know why
we have to do these checks”
• “We don’t really understand what we have to check and how to

check it.”
• “If we try to perform the checks in accordance with the standards,

it takes far too long and we don’t make any progress.”
• “The checks are hard to do because there are so many high, cramped
or dark places.”
Self-set standards are always obeyed.
With proper guidance in preparing standards and establishing
checkpoints, people will have the motivation, ability, and
opportunity to formulate realistic standards for preventing
deterioration during their daily checking.

Improve accessibility to reduce working time
Reduce cleaning times.
Reduce checking times.
Identify hard-to-lubricate places.
Simplify lubrication tasks.
Follow a similar procedure for equipment that is

hard to operate or adjust.
Establishing Tentative Standards
Quickly Decentralize ⇒ Centralize ⇒ Simplification
Surely Eliminate missing items ⇒ Determine checking

procedures and sequences
Easily understand at a glance ⇒ Visual management

and control
Easily Avoid uncomfortable posture ⇒ change spots
How to Reduce Time Required for Cleaning
It takes so
long to clean !
Limit supply of coolant and scattering in small areas.

Take countermeasures in such a way that dust and dirt will not come into the areas
that are hard to clean and lubricate.
Move the important parts into the areas that remain clean.
How to Reduce Time Required for Inspection
1. Make the hidden inspection spot Transparent

acrylic board
revealed.
* Number of
belts
* Wear, dust
and dirt
* Tension
2. Place the
inspection spot
*Vibra-
at the height of tion
*tempera-
operator's eyes. ture
3. Make the
hidden parts
visible.
Easy to
inspect
It takes too much

time to inspect
strainer
strainer
How to Reduce Time Required for Lubricating
Lubricate
* with clean oil in right quantity
* at the right charging spot
* at scheduled time.
Oil is
running
short !
Breakdown
Improper oil charge

Too much is bad ! Oil Too low is also bad !
leakage Bad
lubrication
Seizing
Lubrication management : “4 lubrication principles”
(1) Check the lubrication oil type and (of suitable oil)
minimize the types.
(2) Set appropriate lubrication cycles. (at right time)
(3) Improve oil charge methods. (by proper method)
(4) Check lubrication quantity and set (with right quantity)
the right quantity.
There are Automatic
too many lubricating system
lubrication
spots.
To each
lubrication spot
Centralized oil charging
Two centralized lubrication systems which do not require to

stop the machine.
Carrier guide
Distribution pipe
Main pipe
Greasing pump
Distribution valve
Oil Charge-less
From gear driven mechanism
which requires lubrication To belt driven mechanism
which does not lubrication
Paper
Gear Timing belt
Automation for oil charging
Oil charge Automatic

by hand lubrication
Greasing bearings from outside
Machine
Driving side frame

Operation side
frame
* Bearing
Greasing thru cupper pipes
AM Calendar
Implement periodic autonomous maintenance, monitor results and review

– introduce autonomous maintenance calendar.
Inspection items.
Key points.
Method.
Tools.
Times.
Intervals.
Responsibility.
3.3
No. 24 Expiration date: 12/81 Cleaning and lubricating
standards for 3-S/RL
Figure :
Friction gear Cleaning areas
Cleaning and Lubrication No. Category
Standards 1 Around main frame
Oil level
(Tokai Rubber Industries)
2 Main body and surroundings
3 Oil window
Oil supply pump and

4 distribution valves
5 Inside roller pit
Cleaning check points
Lubricating areas
Letter Category
a Lubricator
b Friction gears
c Large gearwheel
Automatic oil supply pump

d (for drive shaft and metal
parts of rollers)
Lubrication checkpoints
Plant manager:
Cleaning and lubricating Section chief:
standards for 3-S/RL PM engineer: Raw materials
Foreman: plant
Cleaning Cleaning Cleaning Cleaning cycle
Cleaning standards methods equipment time Day Wk. Mo.
No rubber scrap Remove with steel
adhering to frame scraper; sweep up 15 min. ○
No scattering of Sweep away
rubber scrap with broom 5 min. ○
Oil level easy to check Wipe clean with
cotton waste
3 min. ○
Wipe clean with
No oil and dirt cotton waste 10 min. ○
Not leaking or dirty 30 min. ○
1. Tighten the automatic supply pump ring joint bolts
2. Tighten oil supply valve and check for leaks
3. Tighten the stock guide fixing bolts
Lubrication Lubrication Lubrication Lubrication cycle
Lubrication standards methods tools time Day Wk. Mo.
Oil level must be between
upper and lower limit
(#220)
Pour by hand 10 min. ○
Oil level half-way up
gear teeth (#32) Oil can 5 min. ○
Gearwheel well-lubricated Drip in through
(open gearwheel) oil supply port
with spatula
5 min. ○
Adequate oil (as measured Use oil
by the oil gauge) (R50) applicator 3 min. ○
1. Secure large gearwheel cover (no rattling) ○
2. Secure attachment bolts for automatic oil supply pump ○
3. Check 3-unit FRL and drip rate ○
Sample Inspection Checklists
Limit Switch Oil Pressure Pump

Check Items Check Items
1. Correct stop position 1. Discharge pressure set correctly
2. Correct limit switch position 2. Correct amount of oil in tank
3. No play in pin 3. Strainer not clogged by debris
4. Roller on track, no slippage 4. Clean hydraulic oil, no air bubbles
5. No debris obstructing moving parts 5. Correct coupling
6. Voltage and current within rated values 6. Pump and motor axes properly centered
7. Lever motion within limit values 7. No noise, overheating, or vibration in pump
8. No liquid or vapor on switch 8. No noise, overheating, or vibration in motor
ＩｎｓｐｅｃｔｉｏｎＣｈｅｃｋｌｉｓｔ-ＬｉｍｉｔＳｗｉｔｃｈＢｒｅａｋｄｏｗｎ
Check Items Inspection Results Check Items Inspection Results
1. Correct Position OK 5. No debris None OK

stop normal on moving
position parts
2. Correct Position OK 6. Voltage and Rated: OK
limit switch normal current AC 200 V 2A
position within Actual:
rated
values 198 V 1.2A
3. No play in No play OK 7. Lever Standard: OK

pin motion within 90°
within limit Actual:
values
within 60°
4. Roller on On track OK 8. No liquid or Some coolant ✔
track, no vapor on on switch, but
slippage switch it’s
waterproof
ＩｎｓｐｅｃｔｉｏｎＣｈｅｃｋｌｉｓｔ - Malfunctioning Oil Pressure Pump
Check Items Inspection Results Check Items Inspection Results

1. Discharge standard: OK 5. Coupling Yes OK
pressure 20±2 kg/cm2 normal?
set actual:
correctly?
20.5 kg/cm2
2. Normal Within level OK 6. Pump and standard ≤ OK
amount of range motor axes 1mm
oil in tank? cantered? off center
actual: .08mm
off center
3. Strainer very clogged ✔ 7. Noise, a lot of noise, ✔
free of overheating, overheating,
debris? or vibration and vibration
in pump?
4. Hydraulic very dirty, also ✔ 8. Noise, No OK

oil clean, cloudy overheating,
no air or vibration
bubbles? in motor?
How to Make Check Lists
* Keep the daily inspection precisely by check lists.
What and when

to check.
Have all the items been

listed within the allowable
checking time?
* Check items are in the order of actual operation.

At the start of During operation At the end of
work work
Mainly lubrication Inspection by Mainly cleaning

inspection human sense inspection
Introduce Extensive Visual Controls
• Mark each item of equipment with its name and number to make
everyone aware of important units.
• Put matchmarks on nuts and bolts to simplify checking for slackness.
• Indicate acceptant ranges on instruments, such as pressure gauges,

vacuum gauges, thermometers, and ammeters to facilitate correct
operation.
• Indicate lubricant levels, types, and quantities to improve

maintainability.
• Label the covers of devices such as V-belts, chains, and couplings

with their rotation direction and specifications to improve
maintainability and simplify checking.
• Label pipes with their flow direction and contents to improve

maintainability, operability, and safety.
• Provide on/off indications on valves and switched to improve

maintainability, operability, and safety.
Wire mesh
Figure. Indicate Belt Size on Safety Cover

Example of bearing lubrication
Lubrication Always keep
inlet display grease nipples
color-coded by clean and fit
type of caps where
lubricant possible
No blocked pipes
Use transparent
Indicates number
piping or clean
of lubrication
annually
points
bearing shaft
Verify lubricant
supply by checking
for leaks around
lubricated parts
Visual controls for oil gauges
Colors may red

be used for
green oil level green
control
Float: liquid
orange
level made
visible from
red outside
Figure. Visual Controls for Lubrication

Clean spools
Clean guide rollers
Clean dies Clean interior Clean print rollers, knives, etc.

and nipples of water baths
• Keep area within 20 cm of product spotless

• Try to reduce contamination caused by falling dust
Figure. Contact-Goods Five S’s for Extrusion Line

Piping
gauge mark Use reversible Display of easily mistaken
check thermosensitive
strainer (green) pressing sequence for
label to indicate buttons
temperature
Indicate sequence in black
Application: to display starting

sequence
Person To indicate order in which
responsibl Keep flow direction
Indicate person open
Identify fluid switches, buttons, etc. are to
responsible on e for main using JIS color-
valve during be operated when starting
main valves to be code
operatio equipment
closed on n
shutdown days Indicate whether Indicate sequence in red
valve is to be kept
open or closed Application: to display
sequence for stopping
Display of replacement date Color-coding of receptacles equipment
on electrical parts (limit for trash, recyclable waste, To indicate order in which
switches, relays, etc.) etc. switches, buttons, etc. are to
be operated when turning
flammable equipment off
２
１
nonflammable
Example: Application: inspection date
Label showing replacement date Combustible material - white letters on sticker
green background Record scheduled inspection
Incombustible material - black letters on date and affix to part to be
yellow background inspected
Figure. Example of Visual Controls
Gauge marks Slackness limit
green (normal value) Display belt size
red (safety limit) B-80×3 P
slackness
limit
Check for slippage
Install in pumps, using thermosensitive
valves, bearings, label
motors, etc.
Insertion of thermocouples Inspection dates Color-coding electrical settings
Person
in charge
Main- Pro
Lighting map Main te- -
switc nance duc
h -
10/87 tion
Make it easy to 12/87
green tell whether the Voltage
thermocouple is Destination
red fully inserted
Date for cleaning and
inspecting element. Are sticker
micron-sized foreign
particles being trapped?
Interior Are you not only cleaning,
but also checking how
much and what kind of Night-only lighting: green
foreign matter has Night + cloud: yellow
accumulated? Night + rain: red
Figure
Hydraulic units
The four main enemies of hydraulic fluid
1. Air entrainment - no frothing.
Paint area around air 2. Foreign matter (water, dust, foreign fluids)
breathers in white, - clean air breathers, check filters, take
and always keep Check for care when changing fluid, inspect and clean
clean damage and dirt fluid, etc.
on piston 3. High temperature - temperature should be
below 55℃. Also be careful about
hydraulic cylinder
differences in inlet and outlet fluid
indication of use temperatures in heat exchangers.
4. Leaks - maintain packing and prevent
solenoid valve vibration.
Indicate oil-
Surface damage to high-pressure
condition inspection hoses and wiring.
date
Check for
scratches,
filter cracks, dirt, etc.
oil-level gauge
thermomete
r
Figure. Example of General Inspection Items

Visualization for the checking route
capstan realignment roller
guide roller
pipe guide roller guide
pressure roller felt pad

guide roller
counter control capstan
panel Supply
capstan
pressure roller
brake
guide Bobbin winder
roller
turntable c-spool
Make a habit of doing

the best drawing
possible
Effect on Type of Department Recurrence
No. Item Phenomenon Method Standard Number Interval
quality control responsible prevention
Check
Dirt and for When
Scratch-
1 C-spools surface Touch anything All ― return- Production
es
damage that feels ing
unusual
Copper or iron Limit Once a
2 Felt pads Look 〃 5 ― 〃
powder sample day
Guide
Check
and Scratch-
that Once a
3 realign- Faulty rotation Look es, faulty 14 × 5 ― 〃
mark is day
ment winding
rotating
rollers
Need for accuracy

Quantify so far as
trend control, etc.
possible. If not
possible, check parts Clarify relation
using limit samples. between defect It is important to
and equipment. indicate the number
to be checked.
Figure Cleaning and Inspection Standard

Time
Interval Month 1 Month 2 Month 3 required
Approx.
Daily
10 min.
Every
10 days 15-20 min.
Monthly 15-20 min.

Every
3 months 15-20 min.
Equipment name
No. Day Person

No. Maintenance item of
responsible
sites 1 2 3 4 30 31
Check oil level, drain,
1 FRLs 7 ● Robinson
disassemble and service
Lubrication of
2 grease 25 〃
nipples
Paint, apply corrosion
3 Rust ― ● 〃
inhibitor
Leakage Compressed air, gas,

4 ― 〃
(draw maps) water, oil Contaminated in two places
Scatter (draw
5 Chips, dust, fumes ― 〃
maps)
6 Sight-glasses Oil level, oil contamination 12 〃
Figure Autonomous Maintenance Calendar

1. Conduct education for lubrication.

2. Identify lubrication points and surfaces.
3. Allocate routine lubricating tasks.
4. Set tentative lubricating tasks.
5. Estimate lubricating intervals.
249
6. Set lubricating time targets.

8. Sources of contamination:
1. Identify lubrication related sources.
250
9. Equipment defects:
1. Identify equipment defects.
2. Restore equipment defects.
10. Difficult cleaning areas:
1. Conduct a why-why analysis.
11. Review lubricating standards
251
12. Compare with lubricating standards set by full-

time maintenance.
13. Set cleaning and lubricating standards.
252
253
254
255
Autonomous maintenance calendar CIL
STEP 3. AM Calendar
TYPE OF ACTIVITY
ACCORDING TO
SUPPLIER’S
PROCEDURE
COMPONENT
STANDARD CODE
STEP 3. AM Standard Examples
STABILIMENTO: VALLADOLID STABILIMENTO: VALLADOLID

U.O. CARROCERÍAS U.O. CARROCERÍAS
MÁQUINA: OP20A MASCHERONE MÁQUINA: OP20A MASCHERONE
CÓDIGO CICLO: CÓDIGO CICLO:
T. CICLO: OP20A_1_2 INSPECCIÓN LIMPIEZA LUBR T. CICLO: OP20A_1_4 INSPECCIÓN LIMPIEZA LUBR
ESTANDAR CODIFICACIÓN COLORES /FRECUENCIA ZONAS DE LUBRICACIÓN DE MESA OP20A
COLOUR CODE: OIL / GREASE TYPE OP 20A BALANCINAS Y MESA DE RODILLOS
SQ22RB
RED GREEN BLUE YELLOW ORANGE COLOR
SQ21RB
SHELL LAMORA 320 KLUBER SYNTHESO D460 EP KLUBER ISOFLEX NBU 15 KLUBERSYNTH GH6-220 LOCTITE 8101 DESCRIPTION SQ24RB
SQ23RB
CC 320 CC 460 ------- 220 ------- ISO
0 SQ37RB SQ26RB
75319506 75319506 75261824 ------- 75258328 SAP 0 SQ38RB MOT VAR DX 0 0 SQ25RB
O.S. DX SQ28RB
0 0 SQ27RB
SHAPE CODE : FREQUENCY SQ30RB
0 0 0 0 SQ29RB
WEEKLY MONTHLY BIMONTHLY QUARTERLY SIX-MONTHLY ANNUAL C4 C3 SQ32RB
0 0 SQ31RB
RETROCESO M.ELEV.
POS RAL STOP

0 O.SEG2 RETR. 0
0 0 0S 0 E. ALTO
0 O.SEG3 AV. 0 CENTR. M.R. 0 0 E. INTERM.
STOP RAL POS O.SEG1 0B E. BAJO
AVANCE
0 0 SQ11RB
C2 C1 SQ12RB
0 0 0 0 SQ9RB OP20A EN REPOSO
SQ10RB
0 0 SQ7RB LABOR ULTIMADA
O.S. SX SQ8RB
0 SQ18RB MOT VAR SX 0 0 SQ5RB ANOMALIA OP20A
0 SQ17RB SQ6RB
SQ3RB WIP OP20A
SQ4RB
SQ1RB
SQ2RB
DURACIÓN DEL CICLO FRECUENCIA MATERIAL DE CONSUMO HERRAMIENTAS NECESARIAS

DURACIÓN DEL CICLO FRECUENCIA MATERIAL DE CONSUMO HERRAMIENTAS NECESARIAS
180 minutos 1 veces cada 2 meses Líquido lubricante

STEP 3. Visual Management
STEP 3. Visual Management
STANDARDIZATION OF THE CIL TASK LIST
BEFORE AFTER
Over time due to single 3° step task list Optimization of the CIL task list
without optimization
30 min/week  -31% vs actual

AM STATUS AND FUTURE VISION
Restore Basic Become a human Expand Management by

Condition sensor responsibilities objectives
Machine
4
A P
Machine
Machine
C D
1
3
Machine
2
People Development
TODAY OUR VISION TOMORROW

Step 1-3: results
Costs and Benefits Step 1-3

3000,0
2752
2500,0
2221 2279
2000,0
1686 1684
Costi
1500,0 Benefici
1000,0
583
500,0
0,0
Step 1 Step 2 Step 3
Step 1-3: results
N° of bre a kdow ns due to Cleaning and Inspection Time
the la ck of ba sic
conditions
800
740
20 700
600 600
Minuti/settimana
500 Attività a macchina
419 ferma
400
Totale attività
10 300 280
200
100 117,88 Obj=125 min/sett
4
3 36
0
00 0
1° STEP 2° STEP 3° STEP 4° STEP 5° STEP
Scraps / Step
AM Ta gs
2,00
400 1,80
1,60
350
1,40
286 1,20
300
238 1,00
250
0,80
0,40 0,42 0,38
200 0,60
143 0,40
150
0,20
100 0,00
Step 1-3: results
WHY?
1° INPUT:
Residual losses
Total machine losses: Rettifica De Clichy (TG745389)

2° INPUT:
People motivation
22%
After the implementation of the first
losse
lo OEE
s
Perdite totali
three steps team members have
expressed the desire to improve their
78%
skills through training activities focused
on the main machine operating groups.
15%
LOSSES TO ATTACK
WITH AM PILLAR
Introduction of
Scraps and reworks
new inspections
Maintenance activities
Step 4
Step 4: Perform General Equipment Inspection
266
Step 4: Conduct general equipment inspection
Activities
• Provide inspection skills training based on inspection

manuals
• Get individual equipment items into peak condition by
subjecting them to general inspection
• Modify equipment to facilitate checking. Make
extensive use of visual controls
267
• Improve reliability by performing general inspection

and reversing deterioration for each equipment
category (nuts and bolts, drive systems, etc.)
• Enable anyone to inspect reliably by introducing
visual controls such as equipment nameplates, V-
belt specification displays, lubricant type and
quantity displays, correct operating range plays on
gauges, valve on–off indicators, rotation direction
indicators, thermochromic tape, etc.
268
• Learn equipment structure, functions, and

assessment criteria and master checking skills
through hands-on checking training
• Learn to deal with equipment abnormalities through
on-the-spot practice
• Use relay teaching to enable leaders to learn
leadership and members to develop team spirit
• Let people understand the usefulness of data by
collecting general inspection data
269
Roles of Managers and Staff (fostering motivation,

ability, and opportunity)
•Prepare general inspection and troubleshooting case
studies, and train group leaders in inspection skills
•Draw up inspection schedules
•Give on-the-spot training in simple methods of rectifying
abnormalities
•Promptly perform work requested as a result of exposing
abnormalities
•Give guidance in improving visual controls
•Give instruction in data collection and analysis
•Involve group leaders in maintenance planning
270
How to carry out general inspection
1. Basic knowledge of
equipment
* How far knowledge is
necessary?
(Clarification of the
range of knowledge)
2. Training / Education
* How much have the
operators understood?
(Confirmation test)
3. Visual management
* Easy to inspect
* Easy to find abnor-
malities
271
Developing equipment-competent operators
Developing equipment-competent operators revolutionizes not
just equipment but every other aspect of workplace
management as well.
272
Preparing for general inspection training
Select general inspection items.
Prepare materials for general inspection training.
Draft general inspection training schedule.
1. Maintenance staff instruct team leaders.
2. Team leaders pass on their knowledge to team members (relay

teaching).
3. Operators perform general inspection.
4. An audit is held and the team standardizes, or consolidates

inspection procedures.
273
Procedure for developing general inspection training program
Establish general inspection (e.g., Nuts, bolts, lubrication systems, pneumatics,

categories hydraulics, drive systems, electrics, etc.)
Maintenance staff
Prepare Prepare training materials
Maintenance staff Checksheets

Manuals
Schedule training (Cutaway models,
wallcharts, slides, etc.)
Maintenance staff and
workplace supervisors
Train group leaders
Maintenance staff
Train Prepare for “relay teaching” of

group members
Group leaders;
workplace supervisors
Train group members (General inspection of model equipment)
Group leaders
274
Procedure for developing general inspection training program
Conduct general inspection (General inspection of all equipment)
Group members
General Hold group meetings, list
abnormalities, plan actions Abnormalities lists
Inspection
Group leaders (Deteriorated parts;
inaccessible areas)
Correct abnormalities
Group members;
maintenance personnel
Establish provisional daily
inspection standards
Provisional standards
Group members (On completion of
Assess inspection skills each category)
General
Inspection Group members Skills assessment charts
Reinforcement Perform self-audit and apply (Practical tests)
for official audit
Group leaders
Perform audit
Work place supervisors; Move to nest inspection category
maintenance staff (approximately one category per month)
Treat problem areas indicated
Group members; maintenance
personnel 275
Sample schedule format for general inspection training
Category Month 1 Month 2 Month 3 Month 4
①
①From maintenance staff to group leaders
②
Nuts and bolts ②From group leaders to group members
③
③General equipment inspection
④
④Reinforcement of general inspection category
①
②
Lubrication
③
④
①
②
Transmissions
③
④
①
②
Pneumatics
③
④
276
Implementing general inspection training
The importance of “relay teaching.”
Training team leaders.
Preparation by team leaders.
Relay teaching in practice.
Conducting the general equipment inspection.
Consolidation after each general inspection.
277
TPM Preparation TPM Deployment
Teach Teach
Pilot Team
Manager’s Equipment
Model Teams Action Teams
Figure. The deployment of TPM action teams

278
General inspection
of bolts and nuts
279
Don’t fasten bolts/nuts too tight!
If tightened too much, bolts easily get broken.
280
Do not insert bolts from the top!
Overlook the loosened The lack of the nut

nut. cannot be found.
281
Do not use thinner nuts above thicker nuts!
This is to tight the bolt.

Upper nut
Bolt
Body
This is not to move the

upper nut.
282
General inspection
of lubrication
283
Do not indicate the pressure gauge limits
on the glass cover !
Front glass
284
Never let the pressure gauge needle reach the
central right-hand position!
285
Do not leave small oil leakage !
By finding causes, we will be able to increase the maintenance level.
286
General inspection
of
hydraulic/pneumatic
devices
287
Concrete example of inspection ： Hydraulic Unit
(1) Check with “eyes”
・ Are hydraulic units not contaminated by chips and

cutting oil?
・ Isn’t there any oil leakage from pumps,
electromagnetic values or joints?
・ Are pressure gauges proper ones?
・ Does it keep a right value?
・ Are the types and capacities of the pump and the motor
appropriate?
・ Is the oil level gauge clear?
・ Are the quantity and the color of oil proper?
・ Is the cap of the oil supply outlet closed properly?
・ Are there any spaces or holes in the main body of the
tank, from which
dust may come in?
・ Isn’t the leaked oil returned to the tank?
288
(2) Check with “ears”
・ Are there any roaring sounds produced from pumps, motors,
the electro-magnetic values or pipes?
(3) Check with “hand” by touching surfaces

・ Is there any vibration or generated heat from pumps, motors
or electro-magnetic valves?
・ Are the locking nuts of pumps, motors or electro-magnetic
valves not loosened?
・ Check oil leakage by wiping the area.
・ Are the pipes intersected or contacted with each other?
(4) Check by removing

・ How is the wear of cuplings of motors and pumps?
・ Are the air breathers of oil supply outlet caps appropriate?
・ Are the oil strainers of oil supply outlets not torn or full
of dust?
・ Is there any dust accumulated in tanks?
・ Aren’t suction filters clogged with dust and dirt?
289
Do not twist hoses !
When there is twist, a puncture takes place.
No twist
290
Do not use hoses in a stretched state!
Flexible
291
Do not bend hydraulic hoses too much!
292
Do not bring oil temperature above 60 degrees
in the hydraulic tank !
Need a cooler
Right
zone
Need attention at the

time of start up
293
General inspection
of power
transmission
294
Do not allow a chain to be slacking more than
2% of the distance between the two axes !
The distance
Driving
side
295
Concrete example of inspection : Driving Units
(1) Check with “eyes”
・ Are the motors and reduction gears not contaminated by chips
and oil?
・ Are belts not loosened?
Is the tension normal?
・ Are the oil level gauges of reduction gears clean?
・ Is it easy to check belts or the pulleys?
(2) Check with “ears”
・ Are there any roaring sounds or slipping sounds produced from
motors,
reduction gears, belts or chains?
(3) Check with “hand” by touching during operation
・ Is there any vibration or generated heat from motors or
reduction gears?
(4) Check by stopping the operation or by touching with hand
・ Are the quantity and the color of oil of reduction gears
proper?
・ Are safety covers properly equipped?
・ Are bolts of motors and reduction gears not loosened?
296
(5) Check by removing
・ Is belt tension proper?
・ Are the types and the number of belts and pulleys proper?
・ Are belts and pulleys not worn?
・ Are bolts and keys of pulleys not loosened?
・ Are belts between pulleys stable?
・ Are motors and reduction gears connected properly?
・ Are the cuplings between a motor and a reduction gear not worn?
・ Aren’t motors and air cooling fans clogged with dust?
・ Is there dust in the lubrication oil of reduction gears?
297
Do not direct stopping clips of a chain
towards the rotating direction !
Moving direction
298
Do not allow a chain to jump over a
tooth of a sprocket!
New
Worn
299
Do not grease chains, use oil!
Roller
Pin
Bush
300
Charge oil to a chain at the loosened side.
Oil
Driving side
301
Do not use V belts in the situations of
②,③ and ④ in the figure!
Foreign Worn Worn

body pulley belt
302
Do not change one belt only!
Replace all the belts at the same time!
303
Do not allow V belts to vibrate laterally !
When bearings are hot, belt tension is too high. When the pulleys are hot, belt
tension is too low. Slips take place.
The causes of lateral vibration :

• Eccentricity
• Wear
• Looseness
304
General inspection
of electricity
305
Do not overlook reduced pressure of
an air set of three units !
306
Do not put the lower limit of the oiler
below the height of the suction pipe!
Mist
In
Air pressure
Suction pipe
307
Do not leave air leakage of an air set
of three units !
Air leakage takes place at the following points :
1. Joint between the units
2. Air relief hole of a pressure reduction valve
Sight glass
3. Gasket of the case Screw
4. Damaged case Oil plug

Out
5. Damaged gauge glass
Gasket Gasket
6. Oil charge plug of the oiler Case
Case
Gauge
Drain Relief glass
lock hole
308
(1). Checkpoints for nuts and bolts
Slight Defects • Are any nuts or bolts loose?

• Are any nuts and bolts missing?
Bolt Lengths • Do all bolts protrude from nuts by 2-3 thread lengths?
Washers • Are flat washers used on long holes?
• Are tapered washers used on angle bars and channels?
• Are spring washers used where parts are subject to
vibration?
• Are identical washers used on identical parts?
Attachment of Nuts and • Are bolts inserted from below, and are nuts visible from the
Bolts outside?
• Are devices such as limit switches secured by at least two
bolts?
• Are wing nuts on the right way around?
309
(2). Lubrication checkpoints
Lubricant Storage • Are lubricant stores always kept clean, tidy, and well-
organized by thorough application of the 5S principles?
• Are lubricant containers always capped?
• Are lubricant types clearly indicated and is proper stock
control practiced?
Lubricant Inlets • Are grease nipples, speed-reducer lubricant ports, and other
lubricant inlets always kept clean?
• Are lubricant inlets dustproofed?
• Are lubricant inlets labeled with the correct type and
quantity of lubricant?
310
(2). Lubrication checkpoints
Oil-level Gauges • Are oil-level gauges and lubricators always kept clean, and
are oil levels easy to see?
• Is the correct oil level clearly marked?
• Is equipment free oil leaks, and are oil pipes and breathers
unobstructed?
Automatic Lubricating • Are automatic lubricating devices operating correctly and
Devices supplying the right amount of lubricant?
• Are any oil or grease pipes blocked, crushed or split?
Lubrication Condition • Are rotating parts, sliding parts, and transmissions (e.g.
chains) always clean and well-oiled?
• Are the surroundings free of contamination by excess
lubricant?
311
(3). Transmission system checkpoints
V-belts and Pulleys • Are any belts cracked, swollen, worn, or contaminated by oil or
grease?
• Are any belts twisted or missing?
• Are any belts stretched or slack?
• Are multiple belts under uniform tension and all of the same
type?
• Are top surfaces of belts protruding above the pulley rims? Are
the bottoms of any pulley grooves shiny (indicating a worn belt
or pulley)?
• Are pulleys correctly aligned?
Roller Chains • Are any chains stretched (indicating worn pins or bushings)?
• Are any sprocket teeth worn, missing, or damaged?
• Is lubrication between pins and bushings sufficient?
• Are sprockets correctly aligned?
312
(3). Transmission system checkpoints
Shafts，Bearings， • Is there any over heating, vibration, or abnormal noise due to

and Couplings excessive play or poor lubrication?
• Are any keys or set bolts loose or missing?
• Are any coupling misaligned or wobbly?
• Are any coupling seals worn? Are any bolts slack?
Gears • Are gears properly lubricated with the right amount of lubricant?
Are the surroundings clean?
• Are any teeth worn, missing, damaged, or jammed?
• Is there any unusual noise or vibration?
313
(４). Hydraulic checkpoints
Hydraulic Units • Is the correct quantity of fluid in hydraulic reservoirs, and is the
correct level indicated?
• Is fluid at the correct temperature? Are the maximum and
minimum permissible temperatures indicated?
• Is fluid cloudy (indicating air entrainment)?
• Are all fluid inlets and strainers clean?
• Are any suction filters blocked?
• Are any fluid reservoir breather filters blocked?
• Are all fluid pumps operating normally without any unusual noise or
vibration?
• Are hydraulic pressures correct, and are operating ranges clearly
displayed?
Heat Exchangers • Is any fluid or water leaking from fluid coolers or pipes?
• Are temperature differences between fluid and water inlets and
outlets correct? Are any tubes blocked?
314
(４). Hydraulic checkpoints
Hydraulic Equipment • Are there any fluid leaks?

• Are hydraulic devices properly secured without any makeshift
fastenings?
• Are hydraulic devices operating correctly without speed losses
or breathing?
• Are hydraulic pressures correct, and are all pressure gauges
working correctly (zero points, deflection)?
Piping and Wiring • Are all pipes and hoses securely attached?
• Are there any fluid leaks? Are any hoses cracked or damaged?
• Are all valves operating correctly? It is easy to see whether
valves are open or shut?
• Are any pipes, wires, or valves unnecessary?
315
(5). Pneumatic checkpoints
FRLs • Are FRLs always kept clean? Is it easy to see inside them? Are they
fitted the right way around?
• Is there sufficient oil, and are the drains clear?
• Is the oil drip rate correct (approximately 1 drop for every 10
strokes)?
• Are FRLs installed no more than 3 m from the pneumatic equipment?
• Are pressures adjusted to the correct value and are operating ranges
clearly indicated?
316
(5). Pneumatic checkpoints
Pneumatic Equipment • Is any compressed air leaking from pneumatic cylinders or

solenoid valves?
• Are all pneumatic cylinders and solenoid valves firmly
attached?
• Are any makeshift fixings in use (wire, adhesive tape, etc.)?
• Are any pistons dirty, worn, or damaged?
• Are speed controllers installed the right way around?
• Is there any abnormal noise or overheating of solenoid valves,
and are any lead wires chafed or trailing?
Piping and Wiring • Are there any places in pneumatic pipes or hoses where fluid
is liable to collect?
• Are all pipes and hoses clipped firmly into place?
• Are there any compressed-air leaks? Are any hoses cracked
or damaged?
• Are all valves operating correctly? Is it easy to see whether
valves are open or closed?
• Are any pipes, wires, or valves unnecessary?
317
(6). Electrical checkpoints
Control Panels • Are the interiors of distribution boards, switchboards, and

control panels kept clean, tidy and well-organized by the
application of the 5S principles? Have any extraneous objects or
flammable materials been left inside?
• Is the wiring inside control panels in good condition? Are any
wires coiled or railing?
• Are all ammeters and voltmeters operating correctly and clearly
marked?
• Are any instruments or display lamps broken? Are any bulbs
faulty?
• Are any switches broken? Do all switches work correctly?
• Are control panel doors in good condition? Do they open and
close easily?
• Are there any unused holes? Are control panels waterproof and
dustproof?
318
Electrical Equipment • Are all motors free of overheating, vibration, and unusual noise
and smells?
• Are all motor cooling fans and fins clean?
• Are any attachment bolts loose? Are pedestals free of cracks
and other damage?
Sensors • Are all limit switches clean and free of excessive play?
• Are the interiors of all limit switches clean? Are any wires
trailing? Are all covers in good condition?
• Are any limit switches incorrectly installed?
• Are any limit switch dogs worn, deformed, or the wrong shape?
• Are all photoelectric switches and proximity switches clean
and free of excessive play?
• Are any sensors out of position? Are correct positions clearly
indicated?
• Are all lead wires unchafed, and is insulation intact at entry
points?
319
Switches • Are all manuals switches clean, undamaged, and free of

excessive play?
• Are all switches installed in the correct position?
• Are emergency stop switches installed in appropriate locations,
and are they working correctly?
Piping and Wiring • Are any pipes, wires, or power leads loose or unsecured?
• Are any ground wires damaged or disconnected?
• Are any pipes corroded or damaged? Are there any bare wires
or wires with damaged insulation?
• Are any wire coiled on the floor or dangling overhead?
320
(7). Checkpoints for general-purpose equipment
Pumps • Are pumps and their stands free of unusual noise, vibration, and play?
• Are pedestal bolts tight, corrosion-free, and undamaged?
• Are stands and pedestals free of corrosion, cracking and other damage?
• Is any liquid leaking or spraying from gland packings?
• Is any liquid leaking or spraying from pipes or valves?
• Are any pipes or valves blocked?
• Are all pressure gauges, vacuum gauges, flowmeters, thermometers, and other
measuring instruments working properly and marked with the correct
operating ranges?
• Are starting current and operating current valves correct? Are these clearly
indicated?
• Are all valves operating correctly? Is it easy to see whether whether valves
are open or closed?
321
(7). Checkpoints for general-purpose equipment
Fans • Are fans and their stands free of unusual noise, vibration, and play?
• Are all pedestal bolts tight, corrosion-free, and undamaged?
• Are all stands and pedestals free of corrosion, cracking, and other damage?
• Are any gland packings leaking air or gas?
• Are any dusts or dampers leaking air or gas?
• Are any dusts blocked or clogged?
• Are all pressure gauges, vacuum gauges, flowmeters, thermometers, and
other measuring instruments working properly and marked with the correct
operating ranges?
• Are starting current and operating current values correct? Are these clearly
indicated?
• Are all dampers operating correctly? Is it easy to see whether dampers are
opened or closed?
322
1. Education:
1. Conduct general education.
2. Conduct specific education.
3. Conduct a comprehensive test.
2. Inspective items:
• Prepare inspecting check lists.
• Assess inspective items.
3. Inspective:
• Conduct an overall inspection.
• Remedy defective areas discovered.
323
4. Set tentative inspecting standards.

5. Estimate inspecting intervals.
6. Set inspecting time targets.
8. Difficult inspection area:
• Identify difficult inspecting areas.
• Remedy difficult inspecting areas.
324
9. Review inspecting tasks.

10. Allocate routine inspecting skill.
11. Check operators’ inspecting skill.
325
Sep 5
Step 5: Perform General Process Inspection
326
What is the role of general process inspection
Autonomous inspection
Lubrication system
Structural drawing
This is the
most import- Breakdowns
ant check can be avoided
point ! if you check
this point.
If the check point is well known.

Right
inspection Equipment
can be can be
carried restored by
out ! the periodic
repair !
What is the role of autonomous inspection?
327
Step 5: Perform general process inspection
Activities
• Provide instruction in process performance,

operation, and adjustment and in methods of handing
abnormalities in order to improve operational
reliability by developing process-competent
operators
• Prevent inspection duplications and omissions by
incorporating provisional cleaning and inspection
standards for individual equipment items into periodic
inspection and replacement standards for entire
processes or areas
328
• Improve the overall stability and safety of process

through correct operation
• Sharpen process inspection precision by extending
and improving visual controls, e.g., indicators for pipe
contents and flow directions
• Modify equipment to make it easier to operate
329
• Enable operators to operate processes and deal with

abnormalities correctly
• Enable operators to understand the relationship
between equipment and the properties of the
materials being processed and master the correct
adjustment and setting techniques
• Make operators aware of their roles in planned
maintenance and foster self-management through
periodic inspection and replacement
• Help operators realize the necessity for recording
time-series data
330
Roles of Managers and Staff (fostering motivation,

ability, and opportunity)
• Prepare general process inspection manuals and troubleshooting

manuals, and train group leaders in inspection skills
• Provide on-the-job training in the correct adjustment and setting
procedures
• Give guidance on selecting periodic inspection and replacement
items, techniques, and documentation, and give instruction on
setting appropriate intervals based on hard data
• Prevent planned maintenance duplications and omissions by
clearly delineating the operating and maintenance departments’
responsibilities
331
General process inspection ⇒ Make usable standards
332
Procedure for developing the process inspection training program
Step 5-1: Correct operation and manipulation.
Step 5-2: Correct adjustment and setting.
Step 5-3: Correct handing of abnormalities.
333
Procedure for implementing general process inspection
Step 5-1 Step 5-2 Step 5-3
Prepare Establish Clarify
Prepare Identify
performance curriculum units Identify likely responsibility for
operation adjustment
and function for chemical source of periodic checks
manuals and setting
lessons engineering serious accidents and parts
keys
basics replacement
Prepare overhaul
Prepare Prepare manuals
Prepare checking and
adjustment/ on abnormal signs
Relay lesson sheets parts replacement
Relay OJT setting manuals and phenomena
teaching manuals
Staff-
Staff-
group leaders-
group leaders-
group members
group members Relay OJT Relay teaching Relay teaching Relay OJT
Staff- Staff- Staff- Staff-
group leaders- group leaders- group leaders- group leaders-
group members group members group members group members
Reinforce Reinforce Reinforce Reinforce Prediction Standard-

Emer-
Prompt and ization
(practical (individual (practical (individual detection
gency
preven and
tests) tests) tests) tests) measures
-tion planning
Correct operation Correct adjustment Correct handing of abnormalities

and manipulation and setting
Improved process stability and safety

334
Preparing for general process inspection
Establish a curriculum unit for each equipment category.
Prepare general inspection checklists.
Prepare teaching materials for general process inspection

training.
• Process operation and manipulation manuals

• Process adjustment and setting manuals
• Material and heat balances
• Basic chemical engineering lesson sheets
• Troubleshooting sheets
• Periodic overhaul inspection manuals
335
Sample general inspection checklist formats
Step 5-1: Performance and Functions Checklist
Improvement proposals
Process composition Performance Relation Why necessary?
Item # Specs. (simplification)
(equipment) Function Role to quality Any losses?
(capacity increase)
Step 5-2: Adjustment and Setting Checklist
Task
Adjustment/set Change in Correct range/ Effect on Action in event
Item #
point properties Reasons quality of abnormality
Why? What? How?
Step 5-3: Checklist Process Problems and Human Error
Past occurrences Problem Analysis Recurrence prevention

Item # Date/ Frequency
Example/location description (why did it happen?) proposal
Step 5-4: Checklist for Anticipating Serious Accidents
Likely Anticipated Warning Projected

Item # Correct action
equipment/part accident/disaster signs/phenomena loss/damage
336
General process inspection training
Implement general process inspection training.
Consolidate general inspection training.
• Assess skills.
• Set action criteria.
• Prepare maintenance plans.
• Construct a recurrence-prevention system.
337
Streaming autonomous maintenance standards
Patrol Checking Standards

•Formulate checking standards and display on boards
in the workplace
Provisional Daily Cleaning, •Plan and signpost the patrol route
Checking and lubricating Standards •Improve visual controls and extend to all equipment
•Transfer pressure gauges, ammeters, and measuring instruments
overheating, abnormal noise, vibration,
etc. to newly formulated patrol
checking standards
Periodic Checking and Lubricating Standards
•Transfer V-belts, chains, couplings,
•Formulate checking standards for each category
and other items inspected and serviced
in the 4-step training program
every few months to newly formulated
•Formulate lubricating standards based on the 4-step
periodic checking standards
training program
•Improve efficiency – refine improvement of
•Transfer items with a lubrication
inaccessible places
interval of 3 months or more to newly
formulated periodic lubricating
standards
•Transfer cleaning from these standards Annual Cleaning Calendar

and to newly formulated annual cleaning •Prepare calendar based on provisional cleaning
calendar standards
•Extend cleaning intervals – refine improvement of
contamination sources
338
When a breakdown has taken place, when a defeat gas been produced
From "Control by Results" to " Control by Causes"
Breakdown!
Abnormal
noise?
339
How to deal with breakdowns or defects that have actually taken place?
Breakdown!
I should
To use the experience of the learn !
breakdown as a lesson to
improve the ability to detect
abnormality.
It's difficult
to keep the
standards.
"Standards must be easy to

keep."
Standards must constantly
be checked and revised to
improve.
If the standards have not been revised for more than half a year, they are
dead and useless
340
Understanding of irregularity for internal
deterioration by the five sense
If assumptions about the life span are difficult or

scattering is impossible to avoid, the only way is to
understand the symptoms.
•Were there any irregular symptoms before the failure

occurred?
•Does the failure have symptoms or not?
•What kind of symptoms indicate the failure?
•Why can’t the failure be understood in advance from the
symptoms?
•What must be done to understand the symptoms of the failure?
•In order for operators to understand the symptoms of the
failure, what kind of knowledge or skill is necessary?
341
How to detect internal deterioration
Check during Check by Measuring by

Operation Operators' Measurement
five senses Tools
It is A little
unusual. feverish.
342
Examples of detecting internal deterioration
* By finding out the changes in * By detecting the abnormal noise

the cycle time of the equipment. of the gear box,
Breakage of the The inspection of the

piston packing inside revealed the
was revealed. wear of the gear and
bearing.
343
1. Review residual issues left from Steps 1 through
2. Problems:
1. Identify problems in
cleaning.lubricating standards set in
step 3 and categorical inspecting
standards set in Step 4.
3. Breakdowns and minor stoppages:
1. Plan Examine causes.
2. remedial actions.
344
4. Inspection
1. Set tentative routine inspecting standards.
2. Compare with maintenance standards set
by full-time maintenance.
3. Set inspecting time targets.
4. Set tentative routine inspecting schedules.
5. Conduct routine inspection.
5. Review cleaning, lubricating/inspecting standards
345
6. Set autonomous maintenance standards and schedules.

346
Step 6
Step 6: Systematize Autonomous Maintenance
347
Organization and tidiness
Cleaning is
inspection
348
Step 6: Systematize autonomous maintenance
Activities
• Achieve quality maintenance and safety by

establishing clear procedures and standards for
dependable autonomous maintenance
• Improve setup procedures and reduce work-in-
process
• Establish a system of self-management for work
place flow, spares, tools, work-in-process, final
products, data, etc.
349
• Pinpoint relationships between equipment and quality

and establish a quality maintenance system
• Review and improve plant and equipment layouts
• Standardize maintenance and control of transport
equipment, spare parts, tools, work-in-cess, final
products, data, passageways, cleaning equipment, and
so on, and introduce visual controls for everything in
the workplace
350
• Expand the sphere of self-management by

systematizing and standardizing control items
• Help people understand the relationship between
equipment and quality and appreciate the importance
of quality maintenance
• By standardizing workplace management and
collecting data, help people understand the need for
improvements aimed at raising standards
• Have managers and supervisors learn their true roles
(improving standards and ensuring they are followed) 351
• Prepare system-flow diagrams for processes and

give instruction in standardization
• Prepare quality maintenance manuals that
systematize the relationship between equipment and
quality, and use these for instruction
• Providing technical support for tasks such as
standardizing the flow of work, and give assistance in
perfecting visual controls
• Give education and guidance in analysis and
improvement techniques such as IE, PM, and QC
352
1. Remedies focused on quality results

1. Delineation of quality assurance flow diagram
2. Process quality assessment
3. Preventive measures against defective product
outflow
4. Product handling
5. Can quality defects be detected when they occur?
353
2. Remedies focused on quality causes

1. Raw material control
2. Measuring apparatus control
3. Jig and die control
4. Machining condition control
5. Mistake-proof control
3. Establishment of process quality assurance system
354
Step 7
Step 7: Practice Full Self-management
355
Step 7 : Practice full self-management
356
Step 7: Practice full self-management
Activities
• Evolve activities and standardize improvements in

line with company and plant policies and objectives,
and reduce costs by eliminating work place waste
• Improve equipment further by keeping accurate
maintenance records (e.g., MTBF) and analyzing the
data in them
357
• Analyze data in various ways to improve equipment

and raise process reliability, safety, maintainability,
quality, and operability
• Prioritize equipment improvements and extend
equipment lifetimes and checking intervals by using
hard data to spot weakness
358
• Increase awareness of management by objectives

and make everyone thoroughly cost-conscious
(including maintenance costs)
• Enable operators to perform simple repairs and
equipment restoration by training them in repair skills
• Increase operators’ ability to record and analyze
data, and have them master improvement techniques
359

• Explain the importance of management by objectives

• Give hands-on repair skills training
• Provide technical backup for equipment
improvements, and raise operators’ improvement
skills by including them in improvement projects
• Give guidance on standardizing improvements and
participating in MP activities
360
The production maintenance and the 10 minutes checking method
361
Full autonomous maintenance
7 Steps for Developing 4 Steps to Became a

Autonomous Maintenance Capable Operator
Practice Recognizes signs of

full self- abnormality; deals with
managem abnormalities correctly;
ent performs periodic overhaul
7 checking and parts 4
replacement correctly
6 Systematic Detects abnormalities promptly;

autonomous takes emergency action against
maintenance abnormalities 3
5 Perform general Understands properties of materials
process inspection being handled; performs correct
4 Conduct general
adjustment and setting
equipment inspection 2
3 Establish cleaning and Understands process performance and
checking standards functions; operates process correctly
2 Address contamination sources
and inaccessible places
1 Perform initial cleaning 1
362
5. Audit Criteria and the Check List of
363
Autonomous Maintenance Audits
Developing an autonomous maintenance program in steps, has two

advantages that make the program especially effective:
*Activities produce concrete results as they proceed
*Results are confirmed as part of the program
The single most important factor in the success of an autonomous

maintenance program is conducting a careful audit on completion of
each step to confirm the results achieved and point the direction for
further work. The audit provides guidance where needed and gives
people a sense of achievement. While the step-by-step approach makes
the program easier for teams to understand as they progress through
it, the audits serve as milestones on the journey and help to
consolidate the gains made at each step.
364
365
366
367
368
369
370
Autonomous Maintenance Audit Diagram
Top-Management Audit
Self-Audit Section Manager’s Audit
Division manager, promotion office
Group leaders and members Section manager (staff, supervisors)
director, promotion office staff
At each step
Group activity
NO report
Audit?
•Point out problems
Audit Application Audit?
Form •Provide guidance and
YES (Audit sheet) ① support
Audit sheet ② •Decide readiness for
top-management audit
NO
Audit meeting Audit Application
YES Form ② Promotion Office
Coordinate schedule
•Decide whether
group has
passed step
•Point out Audit?
problems
•Give guidance
and advice Audit sheet ③
Give explanation and guidance
NO
Audit meeting
Place
sticker on Issue “pass”
equip- sticker for step Pass
ment
371
AM Criteria
Step 1. Initial Cleaning
Initial cleaning
Waste, dust and dirt are removed from the main equipment. The insides of covers and the tanks are also cleaned.
Level 1
(Outside Inside Processing point)

10% 30% 50% 70% 90%
Servicing for the basic conditions

Cleaning, lubrication and fastening are thoroughly done.
Level 2

10% 30% 50% 70% 90%
How to detect abnormalities

The structure and function of the equipment is thoroughly understood. Anomaly can be detected correctly. Operators have thorough tagging skills.
Level3
(Tag on the outside Tag in the inside Tag on the processing point)
10% 30% 50% 70% 90%
372
Step 1. Initial Cleaning
Measures against abnormalities
By taking measures against abnormalities, restoration and improvement abilities are continuously raised.
Level 4
(Tag on the outside Tag in the inside Tag on the processing point)
10% 30% 50% 70% 90%
Thorough execution of initial cleaning

Initial cleaning is thoroughly executed and maintained.
Level 5

10% 30% 50% 70% 90%
373
Step 2.Countermeasures against Dirt and Dust Sources / Difficult Areas to Access
Revelation of defective sources
The state of initial cleaning is maintained and dirt and dust sources and difficult areas to access are clearly shown.
Level 1
(Initial cleaning Sources Detection of difficult areas to access)

10% 30% 50% 70% 90%
Countermeasures against scattering

Eliminate the sources of scattering reduce the amount of dirt and dust
localized covers and ducts are placed to prevent scattering.
Level 2
(Reduce the amount of dirt and dust Covers Localized covers)

10% 30% 50% 70% 90%
Countermeasures against difficult spots to carry out inspection

For the spots difficult to carry out inspection, measures are taken such as removing LSs, revealing processing points or installing inspection windows.
Level3
(Investigation Improvement Easy inspection)

10% 30% 50% 70% 90%
374
Step 2. Countermeasures against Dirt and Dust Sources / Difficult Areas to Access
Easy cleaning / inspection
Improvements for easy inspection are made such as removing LSs, revealing processing points or installing inspection windows.
Level 4
(Improvement Easy cleaning Easy inspection)

10% 30% 50% 70% 90%
Inspection during operation / zero scattering

Processing point can be seen even during operation. No scattering. Covers can be removed by one-touch device and cleaning and inspection can be done easily.
Level 5
(Simple cover Inspection during operation No scattering)

10% 30% 50% 70% 90%
375
Step 3. Preparation of Temporary Standards of Autonomous Maintenance
Knowledge of the functional structure of the machine
Based on the condition that cleaning and lubricating parts, methods, standards and periods are temporarily determined and that structure / function / principles of the equipment are understood,
lubrication and hydraulic system charts are prepared.
Level 1
(Temporary determination Functional structure Preparation of lubrication,

hydraulic system charts)
10% 30% 50% 70% 90%
Make temporary standards

Cleaning / lubrication / inspection standards which can be implemented within the limited amount of time are prepared.
Level 2
(Make temporary standards Inspection Detection loss due to inspection)

10% 30% 50% 70% 90%
Review the temporary standards

By repeating the inspection based on the temporary standards, some parts of inspection items or periods needing amendment are revealed.
Level3
(Inspection Intensive items Reveal the items to be amended,

Make amendment)
10% 30% 50% 70% 90%
376
Step 3. Preparation of Temporary Standards of Autonomous Maintenance
Easy inspection
Abnormalities can be found easily by using visual control. Equipment is improved in such a way as to carry out easy inspection without bending.
Level 4
(Staring at Watch carefully At a glance)

10% 30% 50% 70% 90%
Standardized, efficient and effective inspection

Inspection items and inspection periods are put together. Efficient and effective inspection is carried out within 10 min./day (Standardized / efficient / effective
inspection).
Level 5
(Within 30 min. Within 20 min. Within 10 min.)

10% 30% 50% 70% 90%
377
Step 4. Overall Inspection
Inspection based on the temporary standards
Based on cleaning / lubrication / inspection standards, temporary inspection standards are made for each overall inspection items (6 items) and minor defectives are
revealed.
Level 1
(Inspection Review / Determination of standards Revelation of defectives)

10% 30% 50% 70% 90%
Skill training by supervisors and team leaders

Supervisors and team leaders make one-point lessons for each subject by which training is carried out to operators.
Level 2
(Make training materials Education & training Horizontal expansion)

10% 30% 50% 70% 90%
Prepare standards
Through reviewing temporary standards, standards are prepared and minute defect is restored and improved.
Level3
(Preparation of standards Restoration Improvement)

10% 30% 50% 70% 90%
378
Step 4. Overall Inspection
QA conditions
Considering the relationship between equipment and quality, the optimal processing condition is determined (Maintain the control items of manufacturing quality and
quality standards).
Level 4
(Investigation analysis Optimal processing condition Maintenance)

10% 30% 50% 70% 90%
Small repair
Small repairs can be carried out not by maintenance personnel but by operation himself.
Level 5
(Supervisors Leaders Operators)

10% 30% 50% 70% 90%
379
Step 5. Autonomous inspection
Review of the standards
Cleaning / lubrication / inspection standards are reviewed in order to prevent the recurrence of breakdowns / defectives / minor stoppages / mis-inspections.
Level 1
(Review Amendment Zero recurrence)

10% 30% 50% 70% 90%
Daily inspection
Standards are reviewed. Operators check their equipment by their 5 senses. Therefore, anomaly can be detected at an early stage.
Level 2
(Check by 5 senses Detect abnormalities Countermeasures against

abnormalities)
10% 30% 50% 70% 90%
Spare parts management

Exchange parts / spare parts of the equipment are managed and the concerned people have knowledge and skills on exchanging parts and prevention of breakdown.
Level3
(Management Skills Prevention)

10% 30% 50% 70% 90%
380
Step 5. Autonomous inspection
Simple diagnosis
Operators can estimate the period of deterioration limit of the equipment and can determine the deterioration limit for each mode.
Level 4
(Estimate For each mode Establish the limit)

10% 30% 50% 70% 90%
Maintenance training on planned maintenance

There is a scheme by which operators are trained to improve their maintenance skills.
Level 5
(Supervisors Leaders Operators)

10% 30% 50% 70% 90%
381
Step 6. Standardization
Standardization of jigs and tools
Normal repetitive operations are standardized and jigs and tools are standardized for usage in 5S activities.
Level 1
(5S 3 normal operations Standardization)

10% 30% 50% 70% 90%
Standardization of operations
Muri (unnatural operation), Mura (irregular operation), Muda (non value added operation) are grasped among movements in the operation, analyzed, improved, and
operations are standardized.
Level 2
(Analysis Improvement Standardization)

10% 30% 50% 70% 90%
Improvement skills
Improvement activities are practiced at the shop and improvement skills are continuously raised.
Level3
(Training of Improvement Improvement skills

improvement skills activities are raised)
10% 30% 50% 70% 90%
382
Step 6. Standardization
Safety control
Zero breakdown, zero defective, zero minor stoppage and zero accident are actualized.
Level 4
(Zero accident Zero injury Zero near-misses)

10% 30% 50% 70% 90%
Shop management
There is a scheme by which reduction of losses and maintenance cost reduction are continuously in progress.
Level 5
(Grasp losses Reduce cost Continuous improvement)

10% 30% 50% 70% 90%
383
Step 7. Thorough autonomous management
Activity board
Policies are managed by the activity board and policies, results, problems and themes are clarified showing contents of activities.
Level 1
(Notice board Activity board Utilization board)

10% 30% 50% 70% 90%
Group meeting
The trends of breakdown losses, defective losses and minor stoppage losses are analyzed and the improvement plans are discussed at group meetings.
Level 2
(Clarification of problems Meeting Improvement)

10% 30% 50% 70% 90%
Individual improvement
The results and problems of manufacturing groups are known and focused improvement (PPA, IE methods, etc.) is carried out actively.
Level3
(Clarification of problems Countermeasures Zero recurrence)

10% 30% 50% 70% 90%
384
Step 7. Thorough autonomous management
Common use of information
Common use of information is carried out at improvement case study meetings and / or group workshops. Improvement ability at the workshop is improved.
Level 4
(Study meetings Common use of information Horizontal expansion)

10% 30% 50% 70% 90%
Maintenance carried out mainly by operators

Operators can take care of maintenance activities against defectives and breakdowns, such as restoring and improvement activities. Special maintenance personnel are engaged
in developing more advanced maintenance .
Level 5
(Small repair Maintenance training Maintenance)

10% 30% 50% 70% 90%
385
TABLE Step 1: Initial Cleaning
TABLE
Step 1 Autonomous Maintenance Audit Sheets Sheet 1 of 5
No. Audit points Results
1. Group activity (General)
1.1 Are aims of Step 1 understood adequately?
1.2 Is activity plan made in advance? Well executed?
1.3 Are managers’ models well understood?
1.4 Is activity board adequately utilized?
1.5 Are defective areas accurately located? Confirmed by all
members?
1.6 Are previously overlooked defective areas detectable with
current knowledge?
1.7 Are identification tags collected and kept after remedies?
1.8 Are questions sufficiently posed?
1.9 Are questions definitely resolved? Understood by all
members?
1.10 Are sources of contamination accurately located? Written
onto source of contamination list?
386
TABLE (-Continued) Step 1: Initial Cleaning

1.11 Is up/downtime work clearly distinguished?
1.12 Are safety matters carefully respected?
1.13 Are TPM activity hours and frequency adequate?
1.14 Is more efficient way of TPM activity pursued?
1.15 Are used spare parts and consumables recorded?
1.16 Is meeting after on-site activity definitely held? Reports
submitted?
1.17 Is activity participated in by all members?
1.18 Are all members cooperating equally? Not led by particular
member?
1.19 Are noteworthy ideas introduced actively to other PM groups?
1.20 Is cooperation with full-time maintenance satisfactory?
387

2 Equipment (Main body and surroundings)
2.1 No contamination or foreign materials at locations as listed
below?
(1) Rotating, reciprocating or positioning parts
(2) Parts contacting workpieces
(3) Frames, beds or any other member
(4) Conveyors, chutes or any other material transfer facilities
(5) Tools, jigs or any other auxiliary devices
(6) Sensors, microswitches, instruments, lighting
(exterior/interior) of consoles/panels
(7) Air filters, regulators, lubricators, cylinders, solenoid valves or
other pneumatic devices
(8) Motors, belts or safety covers and surroundings
388
2.2 No deteriorated or defective parts as listed below?
(1) Loose, damaged or missing nuts/bolts
(2) Looseness in sliding parts, fixtures of tools or jigs
(3) Abnormal noise in motors, solenoid valves, etc.
(4) Damaged pipes, hoses or cables
2.3 Are tools and jigs stored at designated locations? No shortage
or damage?
2.4 No nuts, bolts, tools, workpieces or any other unnecessary
materials in and around equipment? No dropped parts on
floor?
2.5 No unnecessary pieces of equipment?
2.6 Can quality/defective products or scraps be clearly
distinguished?
2.7 Are labels and name plates clean and legible?
2.8 Do status display and warning lamps function properly?
2.9 Do safety devices function properly?
389

3. Lubrication
3.1 No dirt, dust or leakage in and around air lubricators, oil
reservoirs or centralized systems?
3.2 Is oil level proper? Adequate lubricants at lubricating
3.3 surfaces?
3.4 No contamination at lubricating points and surfaces?
4. Are lubricants not contaminated? Not deteriorated?
4.1 Short remedial program
5. Is outline of short remedial program known?
5.1 Residual issues
No residual questions, equipment defects? If so, do
reasonable explanations exist? Are plans and schedules to
solve these issues clear?
390
TABLE Step 2: Countermeasures to Sources of Contamination

1. Step 1 conditions
1.1 Is cleanliness attained in Step 1 well maintained?
1.2 Are residual issues left over from Step 1 resolved?
2 Group activity (General)
2.5 Are defective areas accurately located? Confirmed by all
members?
2.6 No overlooked defective areas detectable with current
knowledge?
2.7 Are identification tags collected and kept after remedies?
2.8 Are questions sufficiently posed?
2.9 Are questions definitely resolved? Understood by all
members?
391
TABLE (-Continued) Step 2: Countermeasures to Sources of Contamination

2.10 Is activity developed in following priority?
(1) Remove generation of contaminants at source.
(2) Prevent contaminants from dispersing.
(3) Improve cleaning methods and tools.
(4) Modify equipment to make cleaning tasks easier.
2.14 Are used spare parts and consumable recorded?
submitted?
2.16 Is activity participated in by all members?
member?
392

3. Tentative cleaning standards
3.1 Are cleaning time targets, work allocation and areas clearly
specified by manager? Are these prescriptions well
understood?
3.2 Are tentative cleaning standards set at the beginning of Step
3.3 2?
Are cleaning intervals identified to maintain cleanliness
3.4 achieved in Step 1?
Are tentative cleaning standards revised as every remedial
3.5 action is taken?
Is cleaning work to be done during up/downtime of equipment
3.6 clearly distinguished? Well understood?
Can everyone clean equipment in accordance with cleaning
standards? Time targets achieved? If not, are adequate plans
and schedules prepared?
393
4. Sources of contamination
4.1 Are remedial actions taken deliberately, based on detailed
assessment of actual generating conditions of contaminants?
4.2 Are locations and manners of contaminants clearly recognized
by detailed observation? Where-where analysis conducted, if
necessary?
4.3 Are structure and function of equipment sufficiently learned?
Why-why analysis conducted, if necessary?
4.4 Are all simple sources resulting from deteriorated parts such
as water, oil and stream leakage remedied?
4.5 Are cost and effects of remedies reviewed? Actual figures
recorded?
5. Difficult cleaning area
5.1 Are remedial actions taken deliberately, based on detailed
assessment of actual conditions of cleaning tasks in awkward
work areas?
5.2 Are sources thoroughly remedied to make actions against
difficult cleaning areas unnecessary?
5.3 Are costs and effects of remedies reviewed? Actual figures
recorded?
394

6. Equipment (Main body and surroundings)
or damage?
6.3 No unnecessary materials in process? No dropped parts on
floor?
distinguished?
7. Lubrication
7.1 No dirt, dust or leakage in and around air lubricators, oil
reservoirs or centralized systems?
7.2 Is oil level proper? Adequate lubricants at lubricating
7.3 surfaces?
Are lubricants not contaminated? Not deteriorated?
395
8. Visual control
8.1 Are visual controls devised to facilitate cleaning tasks?
8.2 Are available visual controls installed using current technical
knowledge and skill?
9. Short remedial program
9.1 Is subject selected from the six big losses?
9.2 Are problems clearly identified? Targets pinpointed?
9.3 No easy countermeasures taken?
9.4 Are cost and effects of program reviewed? Actual figures
recorded?
9.5 Are preventive measures against recurrence of problems
provided?
10. Residual issues
10.1 No residual questions, equipment defects? Are secure plans
and schedules for corrective actions prepared?
10.2 No residual remedies against sources of contamination and
difficult cleaning areas? If so, do reasonable explanations
exist? Are plans and schedules to solve these issues clear?
396
TABLE Step 3: Cleaning and Lubricating Standards

1.1 Is cleanliness attained in Step 2 well maintained?
Cleaning standards definitely observed?
1.2 Are residual issues left over from Step 2 resolved?
2.4 Is TPM activity board adequately utilized?
397
TABLE (-Continued) Step 3: Cleaning and Lubricating Standards
submitted?
2.10 Is activity participated in by all members? No indication of
dropout?
member?
3. Education (Lubrication)
3.1 Is education for group leaders and operators conducted?
More than 80% of subject matter comprehended?
3.2 Are lubrication-related devices, parts type, name, structure and
function understood?
3.3 Are phenomena, causes, criteria, evaluation and remedies of
lubrication-related equipment defects recognized?
Can everyone actually inspect equipment?
398
3.4 Does everyone know matters in terms of equipment for which
they are responsible as listed here:
(1) Lubricating points and surfaces.
(2) Type of lubricants to be applied.
(3) Inspection and lubrication intervals.
(4) Check points.
4. Overall inspection (Lubrication)
4.1 Are all lubricating points and surfaces definitely located?
4.2 Adequate lubricants at lubricating surfaces?
4.3 No wear, overheating, abnormal noise or odor at lubricating
surfaces?
4.4 No contaminated, leaked, damaged or clogged grease cups,
nipples or any other lubricating points?
4.5 No pipes, valves and fittings in remote or centralized systems
kept in above conditions?
4.6 Are lubricants not contaminated? Not deteriorated?
399

5. Tentative lubricating standards
5.1 Are lubricating time targets, work allocation and areas clearly
understood?
5.2 Are tentative lubricating standards set immediately after
overall inspection?
5.3 Are tentative lubricating standards revised after every
remedial action?
5.4 Is lubricating work to be done during up/downtime of
equipment clearly distinguished? Well understood?
5.5 Can everyone inspect and lubricate equipment in accordance
with tentative lubrication standards? Time targets achieved?
If not, are adequate plans and schedules prepared?
400

6. Cleaning/lubricating standards
6.1 Are cleaning/lubricating standards comprised of systematic
combinations of tentative cleaning standards set in Step 2 and
lubricating standards set in Step 3?
6.2 Can everyone locate any defects relating to basic equipment
conditions?
6.3 Can everyone clean and lubricate in accordance with
standards? Time target achieved? If not, are adequate plans
and schedules prepared?
or damage?
7.2 No unnecessary pieces or equipment?
floor?
401

7.4 Can quality, defective products or scraps be clearly
distinguished?
8 Visual control
8.1 Are color lubrication control and visual controls such as
lubrication labels, instructions for oil levels or adequate ranges
of instruments thoroughly applied?
8.2 Are new visual controls devised? Noteworthy ideas actively
revealed to other PM groups?
9.1 Is subject selected from the six big loses?
402

recorded?
provided?
10. Residual issues
10.2 No residual remedies against difficult lubricating areas?
If so, do reasonable explanations exist? Are plans and
schedules to solve these issues clear?
403
TABLE Step 4: Overall Inspection

1.1 Are the basic equipment conditions attained in Step 3 well
maintained? Cleaning/lubricating standards definitely
observed?
1.2 Are residual issues left over from Step 2 or previous sub step
resolved?
404
TABLE (-Continued) Step 4: Overall Inspection
submitted?
dropout?
member?
3. Inspection education (By each category)
3.1 Is education for group leaders and operators conducted?
More than 80% of subject matter comprehended?
3.2 Are parts type, name, structure and function of equipment
understood?
3.3 Are phenomena, causes, criteria, evaluation and remedies of
equipment defects understood? Can everyone actually inspect
equipment?
405

3.4 Does everyone know relevant inspecting items and check
points in equipment for which they are responsible?
4. Overall inspection (By each category)
・Use attached sheets for each inspection category.
5. Tentative inspecting standards (By each category)
5.1 Are inspecting time targets, work allocation and areas clearly
understood?
5.2 Are tentative inspecting standards set immediately after
overall inspection?
5.3 Are inspecting standards revised after every remedial action?
5.4 Is inspecting to be done during up/downtime of equipment
clearly distinguished? Well understood?
5.5 Can everyone conduct routine inspection in accordance with
tentative inspecting standards? Can defective parts actually be
discovered?
406

5.6 Are inspecting intervals estimated?
5.7 Are time targets achieved? If not, are adequate plans and
schedules prepared?
or damage?
6.2 No unnecessary pieces or equipment?
floor?
distinguished?
407

7. Visual control
7.1 Are visual controls thoroughly applied to facilitate inspecting
tasks?
recorded?
provided?
408

9. Residual issues
9.2 No residual remedies against difficult inspecting areas?
schedules to solve these issues clear?
409

4. Step 4-1 (Overall fastener inspection)
4.1 No corroded, loose or bent nuts and bolts? Minimum two
threads exposed? No damaged threads?
4.2 Are lengths of bolts adequate?
4.3 Are looseness prevention methods such as washers properly
used?
4.4 Are double nuts or match marks used for critical bolts?
4.5 Are other fastener-related parts inspected?
4.6 Are all discovered defective parts corrected?
410

4. Step 4-2 (Overall electrical inspection)
4.1 No contamination, scratched, bent or loose connections at
cables and conduit pipes? None touching water, steam or
moving items? No threat to safety?
4.2 No disconnections or breakages in ground wires?
4.3 Do instruments installed on consoles, control panels or
distribution boards function properly? No burned out lamps?
Are switches easy to use? No possibility of operation
mistakes? Are visual controls properly applied?
4.4 No dirt, dust or any other contamination in/outside consoles,
control panels and distribution boards? Are wirings neat? No
unnecessary materials left in boxes? Sufficient ventilation?
4.5 Do motors produce no abnormal heat, noise or order? No
loose setting bolts? Is lubrication satisfactory?
411
4.6 No contaminated or damaged limit, proximity switches or any
other sensors? No improper actuations?
4.7 Are all electrical and instrumental parts, devices, wiring, or
conduit pipes inspected?
4. Step 4-3 (Overall power transmission inspection)
4.1 No deteriorated or oil contaminated belts? Are belt tensions
proper? No worn or misaligned pulleys?
4.2 No wear or slack in chains or sprockets? No oily
contamination around chains?
4.3 No damage, misalignment, loose fixtures or play in shaft?
No overheating, vibration or noise at bearings?
4.4 No noise, vibration or overheating at gears, breaks?
4.5 Are critical areas visible through safety cover? Are covers
adequately modified?
4.6 Are all power transmission parts and devices inspected?
412

4. Step 4-4 (Overall hydraulic/pneumatic inspection)
4.1 No contamination, damage, leakage or vibration in hydraulic
and pneumatic equipment, pipes, hoses, valves, fittings or any
other parts?
4.2 No abnormal noise, vibration or overheating in rotary
machinery, motors, solenoid and selector vales, or any other
hydraulic and pneumatic parts?
4.3 Are air filters, regulators and lubricators properly installed?
Easy to inspect for oil quantity? Oil levels satisfactory? No
foreign particle in filters? Condensed water drained?
4.4 Are pressure gauges, thermometers, level gauges properly
installed? Easy to inspect? Actuating normally?
4.5 Are tubes, pipes and hoses properly installed?
4.6 Are all other hydraulic/pneumatic parts and devices inspected?
413
TABLE Step 5: Autonomous Maintenance standards

1. Step 1 through 4 review
1.1 Are equipment detected from Step 1 through 4 definitely
corrected?
1.2 Are remedial actions to sources of contamination completed?
1.3 Are difficult areas for conducting routine maintenance
adequately modified?
1.4 No residual issues in above? If so, do reasonable explanations
exist? Are plans and schedules to solve these issues clear?
1.5 No unanswered questions?
414
TABLE (-Continued) Step 5: Autonomous Maintenance standards

submitted?
dropout?
member?
3. Routine maintenance activity
3.1 Are cleaning, lubricating and inspecting times sufficiently
reduced? Are relevant standards faithfully revised whenever
work methods or equipment are modified?
415

3.2 Are breakdowns caused by internal deterioration prevented
with the five senses? Is warning card system effectively
operated?
3.3 Are countermeasures against misoperation taken in
cooperation with full-time maintenance?
3.4 Are remarkable causes of breakdowns and misoperation
prevention actively taught to all PM groups? Are related
standards always reviewed?
3.5 Are standards prepared in the past steps sufficiently assessed
in terms of safety, quality and breakdowns? Are discovered
problems remedied?
3.6 Are tentative inspecting standards set in Step 4 thoroughly
reviewed by making a detailed comparison with those
prepared by full-time maintenance? Is allocation of inspecting
tasks between autonomous and full-time maintenance
adequate?
416

3.7 Are autonomous maintenance standards, by systematically
combining various standards, set in the past steps?
3.8 Are maintenance schedules prepared to definitely conduct
operator’s routine maintenance? Faithfully executed?
3.9 Is routine maintenance work to be done during up/downtime
of equipment clearly distinguished? Well understood?
3.10 Can everyone clean, lubricate and inspect equipment in
accordance with autonomous maintenance standards? Time
targets achieved? If not, are adequate plans and schedules
prepared?
or damage?
floor?
417

distinguished?
5. Visual control
5.1 Are visual controls thoroughly applied to facilitate inspecting
tasks?
6.1 Is subject selected from the six big losses?
6.2 Are matters of quality being dealt with?
recorded?
418

provided?
7. Residual issues
7.1 No residual equipment related issues?
schedules to solve these issues clear? Is adequate assistance
of full-time maintenance arranged?
419
TABLE Step 6: Process Quality Assurance
Step 6
TABLE Autonomous Maintenance Audit Sheets Sheet 1 of 8
1. Step 5 condition
1.1 Are all equipment-related problems solved? No residual
issues?
1.2 Is operators’ routine maintenance definitely executed in
accordance with autonomous maintenance standards and
schedules?
1.3 Are cause analysis and preventive measures taken in each
event of breakdowns or minor stoppages occurring in spite of
secure observation of autonomous maintenance standards?
Assistance of full-time maintenance satisfactory?
420
TABLE (-Continued) Step 6: Process Quality Assurance

submitted?
dropout?
member?
3. Sub step activities
・Use attached sheets.
421

5. Visual control
recorded?
provided?
422

3. Step 6-1-1
3.1 Are process quality and tolerances clearly identified at each
exit of equipment? Quality assurance flow diagram(QAFD)
drawn?
3.2 Are process quality assurance lists prepared by reviewing
quality-related modifications carried out in the past steps in
terms of equipment, work methods, quality control standards,
visual controls and mistake proofs?
3.3 Are quality assurance flow diagrams revised whenever quality
related modifications of equipment or work methods take
place?
3.4 Process quality and relevant inspecting items in terms of
initial, interim and final product:
(1) Clearly defined? Absolutely needed?
(2) Well understood?
(3) Easy to understand?
423

3. Step 6-1-2
3.1 Quality standards, inspecting items and criteria, and corrective
actions to be taken when problems occur in terms of initial,
interim and final product:
(1) Well observed?
(2) Easy to understood?
(3) Can deviation be detected at a glance when problems occur?
3.2 Can everyone accurately and promptly inform relevant
departments when quality defects occur?
3.3 Are quality standards, inspecting item and criteria corrective
actions, visual controls and mistake proofs sufficiently
improved?
424

3.4 Are all quality-related documents revised after any kind of
modification?
3. Step 6-1-3
3.1 Are past outflows of defective products accurately classified
in accordance with given criteria?
3.2 Preventive measures against outflows of defective product and
inspecting items:
(1) Clearly defined? Absolutely needed?
(3) Well observed?
(4) Easy to observe?
(5) Can outflows of defective products be detected at a glance
when they occur?
425

departments when defective products flow out?
3.4 Are preventive measures against outflows of defective product
and inspecting items sufficiently improved?
3.5 Are all quality related documents revised after any kind of
modification?
3. Step 6-1-4
3.1 Are handling procedures for defective or quality products
carefully assessed?
3.2 Handling procedures for defective or quality products:
(1) Clearly defined?
(3) Well observed?
(4) Easy to observe?
(5) Can deviation be detected at a glance when products are
handled improperly?
426

departments when products are handled improperly?
3.4 Are handling procedures for defective or quality products and
inspecting items sufficiently improved?
3.5 Are all quality related documents revised after any kind of
modification?
3. Step 6-1-5
3.1 Is process automatically shut down whenever quality defects
occur?
3.2 Is alarm message or display issued whenever quality defects
occur?
3.3 Can everyone immediately detect when defective product is
manufactured?
3.4 Are mistake proofs, alarm displays and visual controls
completely installed and improved further?
427
6. Three key points for successful small group activities
Action board
Meeting
→ meeting report of the small group activity
One point lesson
Three items
the basic knowledge
case study of troubles
case study of improvement
428
It shows the
history of the This is the
activities very real activity
well. bulletin board.
The activity bulletin

board is your face !
your heart !
your power !
429
7. Roles of operators and maintenance people
430
Roles of operators and maintenance people
Activities Allocation
Target Methods Prevent Measure Restore
Deterioration Deterioration Equipment Operators Maintenance
Proper operation
Normal ○
operation
Setup/adjustment ○
Cleaning・Detecting and
correcting hidden faults ○
Daily Lubrication ○
maintenance
Tightening bolts and nuts ○

Maintenance Conditions of use, daily
activities deterioration check ○
Minor servicing ○
Periodic
Periodic inspection ○ ○
maintenance
Periodic testing ○
Periodic servicing ○
431
Trend testing ○
Overall equipment Improvement
effectiveness at activities
least 85% Non-routine servicing ○
Rapid discovery of abnormalities,

prompt and accurate reporting ○
Breakdown
maintenance
Repair breakdowns ○
Strengthen ○ ○
Improving
reliability
Reduce load ○ ○
Increase precision ○ ○
Improvement
activities
Develop condition monitoring ○ ○
Improving
maintainability Improve testing procedures ○
Improve servicing procedures ○
Improve servicing quality ○
Figure Classification and Allocation of Maintenance Tasks

432
8. Autonomous Maintenance in other divisions
433
Autonomous Maintenance Program
in Inspection Department
Six big
Step Aims Major activities inspection
losses
•Locate defective areas and
Establish basic conditions
1. Inspecting Assess inspection Inspecting

work procedures, work pose questions. errors
assessment methods, •Remove unnecessary
instruments and inspection data.
inspection data. •Discover defects in
inspection equipment and
instruments.
434
Evaluating Inspection Work in Terms of Six Big Inspection Losses
435
Six big
losses
•Restore and remedy
2. Inspecting Restore and correct Evaluating

work defective areas. deteriorated and defective errors
improvement parts in inspection
equipment. Inspecting
•Establish clear and easy equipment
filing methods for inspection breakdowns.
data.
436
Six big
losses
3. Inspecting Set tentative •Set tentative
Observe usage
conditions
work inspection standards standards to

standards. and procedures. maintain conditions
attained in Steps 1
and 2.
437
Six big
losses
4. Overall Conduct inspection •Learn about structure, function
Observe usage conditions
inspection education for product and quality characteristics of

characteristics and products.
subsequent overall •Discover and remedy defects in
inspection for instrument.
inspection work. Evaluating
•Check conformity of accuracy of times
instruments with quality
specifications.
•Facilitate setup work for
inspection.
•Review inspection check sheets.
438
Six big
losses
5. Quick data Reduce inspection time. To realize accurate Reliability
handling and no wasteful testing time
Observe usage conditions
inspection:
•Review inspection
standards,
equipment and
evaluation criteria.
•Review inspection
methods and
quality assurance
criteria.
439
Six big
losses
6. Standardization Definitely follow •Finalize clear inspection
rules. standards that are easy to Inspection
Standardize
understand and follow. skills

7. Autonomous Improve further. •Accumulate improvement
supervision by way of thorough
implementation of visual
controls.
440
in Material Handling Department
Step Aims Activities

1 Initial Learn “Cleaning is •Thoroughly remove unnecessary
cleaning inspection” by removing materials.
unnecessary materials from •Take corrective actions to sources
work areas.
of dirt and dust.

•Do not place parts directly on floor
without proper protection or outside
designated storage areas.
2 Work area Seek legibility and •Assess empty container return and
tidy-up workability through tidying parts storage methods.
up work areas. •Assess parts supply methods into
storage in production lines.
•Standardize displays and labels.
441
3 Tentative Set tentative standards to •Establish adequate systems and

standards maintain work area easier-to-follow rules with certainty.

conditions attained in Steps •Set standards to supply specified
1 and 2. amounts of parts to production lines.
•Eliminate temporary storage and
carry-back.
442

4 4-0. Kanban After leaning •Learn about kanban such as circulation
Establish usage conditions and work methods
education about kanban cycles, quantitative specification,

4-1. Parts education and materials to purchasing routes and delivery days.
4-2. Overall strap handle, conduct •Learn about parts to handle such as
inspection overall structures, function, initial parts, priority
inspection in parts and mis-supplied parts.
4-3. Overall pallet terms of kanban,
inspection •Understand parts distribution system.
strap, pallet and
4-4. Overall parts parts supply •Understand parts receipt and shipping
supply method. work.
inspection •Purchase optimal parts supply to lines as
follows:
Can lots be made smaller?
Are supply methods easy?
Are there no defects?
443

5 JIT parts supply Remove waste •Set adequate quantity of parts supply
from materials and stock adapted to production quantity
in stock and by reviewing:
manual work. Allocation of parts shelves.
Number of pieces of kanban and
timing to ship.
Material handling tools, wheelers and
pallets.
Style and quantity for parts
transportation.
444

6 Material handling Review tentative •Set standards to attain parts receipt
standards standards to make and supply.
them easier to •Establish parts supply methods fit
follow. production cycle time.
Standardize
7 Autonomous Implement standard •Establish standard work procedures.

supervision work procedures •Attain flexible material handling
and reduce systems against changes in
quantitative production output.
variability of
materials in stock.
445
Autonomous Maintenance Program Developed
in Assembly

1. Initial cleaning Learn “cleaning is • Thoroughly remove unnecessary materials.
Established basic conditions
inspection” through • Eliminate trash, dirt and dust.

cleaning and removing • Put parts shelves, part boxes, working tables,
jigs and tools in order.
unnecessary materials • Conduct survey and analysis for dropped parts,
from work area. and take remedial action.
• Tag the area where there is any problem.
• Clearly display storage area for parts, tools
and jigs.
• Clearly display storage area for defects
(scraps, items to be repaired).
446
in Assembly

2. Tidying-up Look for ease of reading • Take countermeasures against the sources of
trash, dirt and dust.

process and workability through
• Countermeasures against heavy items (manual
tidying up work area moving up and moving down, transportation).
• Eliminate bending operation.
• Eliminate irregular turning operation.
• Display legible labels for parts shelves.
• Modify parts shelves for ease of use.
• Practice FIFO for these parts placed on the
parts shelves.
• Review installation methods for parts
containers.
• Introduce fool proof devices to avoid human
errors.
• Review improvements and confirm these
results.
447
in Assembly

3.Tentative Set tentative standards •Set tentative cleaning and inspection

standards to maintain process standards.
conditions attained in •Practice visual control.
Steps 1 and 2. •Improve line efficiency.
•Establish standard operation.
•Thoroughly follow rules set by
operators themselves.
448
in Assembly

Established usage conditions and work methods
4-0. Product Learn about structure and •Identify the worst five quality
characteristics function of product to problems occurring in process
education attain quality assurance allocated, and learn about quality
in assembly work. by solving relevant problems.
4-1. Overall tool Conduct overall •Obtain optimal tools, jigs,
inspection inspection in terms of measuring, apparatus and mistake
4-2. Overall jig hand tools, jigs, proofs to assure quality results.
inspection measuring apparatus and •Obtain easy-to-use tools and jigs
4-3. Overall mistake proofs to assure along with easy-to-work, safe
measuring quality results. processes so as to attain accuracy
apparatus and durability in manual work.
inspection
4-4. Overall mistake
proof inspection
449
in Assembly

5. JIT parts supply Remove wastes from •Obtain optimal job assignment.
and line balance inventory and human •Introduce parts feeders where
motion. applicable.
Standardize
•Obtain optimal height and

direction of each part in the part
shelves.
•Review parts shelves to make
them optimal.
•Review stocked parts to attain
optimal inventory control.
•Review allocation of materials and
human motion in and around
assembly to search for optimal
combination.
450
in Assembly

6. Standardization Review and improve •Prevent quality defects.
tentative standards to •Minimize irregular operation as
make them easier to much as possible.
Standardize
follow. •Establish rhythmic operation to

minimize fatigue by repeating
motions with a natural feeling of
rhythm.
•Compare in detail tentative
standards with given work
procedures to finalize operators’
routine work standards.
451
in Assembly

7. Standard work Implement standard •Establish standard work systems.
sequence work sequences to •Attain flexible process against
remove qualitative variability of production output.
Standardize
variability. •Raise skills to cope with the needs

of vertical startup of assembly for
new product.
452
in Warehouse (Raw Materials) Department

1 Initial Learn “Cleaning is •Do not mix the area of raw
cleaning inspection” by removing materials and the one of finished
unnecessary materials goods.

from the warehouse. •Thoroughly remove unnecessary
materials.
•Avoid mixing up of materials.
•Take corrective actions to
sources of dirt and dust.
•Do not place materials directly
on floor without proper
protection or outside designated
storage areas.
453
2 Warehouse Seek legibility and •Assess empty container return and
tidy-up workability through tidying material storage methods.
up the warehouse . •Determine the layout of raw
materials in the warehouse to
minimize material handling and

places to store them.
•Implement FIFO
•Put red labels to long time standing
items, monitor them and warn the
purchasing department about them.
•Standardize displays and labels.
•Assess material supply methods
into storage in lines, avoiding
double handling.
•Standardize displays and labels so
that any one can find the place
easily where the demanded item is
stored.
454

standards maintain warehouse easier-to-follow rules with certainty.

conditions attained in Steps •Set standards to supply specified
1 and 2. amounts of raw materials to lines.
•Eliminate temporary storage and
carry-back.
•Establish a proper replenishing
method to control the stock of each
material depending on the physical
dimensions, cost and the number of
variation together with the
purchasing department.
455

4 4-0. Material supply After leaning •Learn about material supply methods.
method about material •Learn purchasing routes, delivery days
education supply methods and quantitative specification.

and materials to •Determine a proper replenishing method
4-1. Raw materials to control the stock of each material,
education handle, conduct synchronizing purchasing with
4-2. Overall strap overall production for the major materials.
inspection inspection in •Learn about raw materials to handle such
terms of strap, as structures, function, initial parts,
4-3. Overall pallet pallet and raw priority materials and miss-supplied
inspection materials.
materials supply •Understand material supply routes to
4-4. Overall method. lines.
material supply •Understand raw material receipt and
inspection supply work.
•Pursue optimal raw materials supply to
lines as follows:
Can lots be made smaller?
Are supply methods easy?
Are there no defects?
456

5 JIT material Remove losses •Establish a proper call-for system

supply from inventory between the lines and warehouse and
and material supply specified amounts of raw
handling work. materials to lines when requested.
•Set adequate quantity of material supply
and stock adapted to production quantity
by reviewing:
Allocation of material places.
pallets.
Style and quantity for material trans-
portation.
457

6 Material handling Review tentative •Set standards to attain easier material
standards standards to make receipt and supply.
them easier to •Establish parts supply methods fit
Standardize
follow. production cycle time.
458

supervision work procedures •Minimize the work load in the
and reduce warehouse by avoiding non-valued
quantitative operation.
variability of •Attain flexible material handling
materials in stock. systems against changes in
Standardize
production volume.
•Measure stock turns of raw materials
every month.
•Review current purchasing
procedures including suppliers to
reduce the necessary stock level.
•Always try to improve stock turns by
cooperation with planning,
production and sales departments.
459
in Warehouse (Finished Goods) Department

1 Initial Learn “Cleaning is •Thoroughly remove unsolable and

cleaning inspection” by removing obsolete goods.
unsalable and obsolete •Take corrective actions to sources
goods from the warehouse. of dirt and dust.
Measure them in lost •Do not place goods directly on
money. floor without proper protection or
outside designated storage areas.
460

2 Warehouse Seek legibility and •Assess empty container return and
tidy-up workability through tidying goods storage methods.
up warehouse. •Determine the layout of finished

goods in the warehouse to
minimize material handling and
places to store them.
•Implement FIFO
•Put red labels to long time standing
items, monitor them and warn the
sales department about them.
•Assess goods transferring methods
into transportation vehicles,
avoiding double handling.
•Standardize displays and labels so
that any one can find the place
easily where the demanded item is
stored.
461

standards maintain warehouse easier-to-follow rules with
conditions attained in certainty.

Steps 1 and 2. •Eliminate temporary storage and
carry-back.
•Monitor the stock level of each
expensive item daily.
•Establish a proper replenishing
method to control the stock of
each goods with the cooperation
between the sales and production
departments.
462

4 4-0. Finished goods After leaning •Learn about goods shipping methods.
shipping method about finished Learn about transportation routes,

education goods shipping delivery days and quantitative
4-1. Finished goods methods and specification.
education goods to handle, •Learn about goods to handle such as
4-2. Overall strap conduct overall structures, function, initial goods,
inspection inspection in priority goods.
terms of strap, •Understand goods transportation routes.
4-3. Overall pallet pallet and goods
inspection shipping •Understand goods receipt from
4-4. Overall goods method. production and shipping work.
shipping inspection
463

5 JIT goods Remove losses •Set adequate quantity of the finished

shipment from inventory goods and stock adapted to sales
and material demands by reviewing:
handling. Allocation of goods places
Number of pieces of goods to be
delivered and timing to ship.
pallets.
Style and quantity for goods trans-
portation.
464

6 Material handling Review tentative •Set standards to attain easier goods
standards standards to make receipt from production and shipment
them easier to to customers.
Standardize
follow. •Establish goods shipping methods fit

market demands.
465

supervision work procedures •Minimize the work load in the
Standardize
and reduce warehouse, avoiding non-value

undemanded goods added operation.
in stock. •Attain flexible material handling
systems against changes in market
demands.
•Measure stock turns of the finish
goods every month and lost orders
due to unavailability.
•Always try to maximize stock turns
by synchronizing sales with
production output.
466
Appendix ： Examples of One Point Lessons
467
X 1. Basic Knowledge
One-Point Lesson 2. Problem Case Study
Theme: V-belt 3. Improvement Case Study
(check one)
1. Do not use V-belt when it 2. Do not ignore vertical shaking of V-belt

touches the base Adjust tension and center of pulley
vertical shaking is caused by

-center friction
-loosening
-friction
Yardstick for relationship between tension and heat

The V-belt is driven by the transmission of
the wedge that cuts into the side of the V-
pulley. When the V-belt touches the surface,
the effect of the wedge is lost and slipping
occurs
Written by: Reference #

Location:
Date: Revision Date
468
Theme: Air Clutch: Structured Diagram and Operation 3. Improvement Case Study
(check one)
Operation
• The flywheel (13 is a V-pulley which rotates
along with the clutch disk (1).
• Attached to the clutch housing (10) secured
to the flywheel are a pressure disk (4)
[supported by a guide key (3)], a diaphragm
(6) and a rotary connection (9), etc.
• When the ON button is pushed, air switched
by an electromagnetic valve enters the
diaphragm (6) through the rotary connection
(9), swelling the diaphragm and pressing
against a clutch disk (1) supported by a
drive shaft (11) and friction along the clutch
facing (2) transmits rotational force to the
drive shaft and brings down the slide.
This dry single-plate (friction) type clutch • When the slide reaches the upper dead
converts electromagnetic force into pneumatic point, the air shuts off and escapes from the
pressure and is considerably heavier than an diaphragm. A return spring causes the
electromagnetic clutch. pressure disk to return and the brake is
released.

Location:
Date: Revision Date
469
One-Point Lesson 1. Basic Knowledge
X 2. Problem Case Study
Theme: Air Clutch: Failures and Malfunctions 3. Improvement Case Study
Inspection Points (check one)
Phenomenon Cause Measures

1. Slow drive shaft 1. Worn scratched 1. Replace lining
rotation (slipping) brake facing
2. Inventory and repair air Important Inspection Points
2. Drop in air pressure leaks
1. Any unusual noises,
2. Rotation not 1. No air coming 1. Inventory and repair vibration, heat?
transmitted electrical failures
2. Broken diaphragm 2. No wobble in rotation?
2. Replace
3. Odd noises 1. Bearings out of oil, 1. Check oil; replace 3. Is friction against facing
worn or damaged appropriate?
2. Repair or replace
-- check stroke
2. Spline wear
3. Tighten, stop
3. Loose mounting 4. Are all mounting bolts
bolts appropriately tight?
-- apply/check
4. Vibration 1. Worn or damaged 1. Replace
registration marks
bearings
2. Repair or replace
2. Spline wear 5. Any air leaks in the rotary
3. Tighten, stop connection?
3. Loose mounting
bolts
5. Heat 1. Disk slippage 1. Adjust or replace
2. Bearing wear 2. Replace
6. Brake slippage 1. Deformed or broken 1. Replace
spring
Location:
Date: Revision Date 470
Theme: How to Mark Nuts and Bolts 3. Improvement Case Study

(check one)
Don’t touch bolts with RED paint -- Bolts checked during inspection --
only maintenance checks/tightens add white match marks after bolt
properly secured
Put dot on top of bolt, like this: Match marks should cover top,
side and bottom like this:

Location:
Date: Revision Date
471
Theme: Pneumatic Devices: Air Filter 3. Improvement Case Study

(check one)
Structural Diagram Basic Functions

➊Provides clean dry air, free of moisture, oil
and dust
➋Provides Centrifugation, separation and

dust removal functions for use in
pneumatic automatic control circuits
➌Deflectors spin compressed air entering at

IN; as condensate and contaminants are
centrifuged to the inner wall, they collect
in the bowl
Functions of Individual Parts

1. Deflector Imparts centrifugal force to compressed air
2. Filter element Removes microscopic particles from compressed air
3. Baffle plate Prevents backflow of condensate and contaminants
4. Drain valve Allows removal of condensate, etc.
5. Etc.
Location:
Date: Revision Date
472
1. Basic Knowledge
One-Point Lesson
X 2. Problem Case Study
Theme: Air Filter: Failures and Malfunctions 3. Improvement Case Study
(check one)
Phenomenon Cause Measures

1. Contaminants come out of 1-1 Neglected contaminant 1-1 Remove contaminants
OUT port removal regularly each shift
1-2 Flow through filter 1-2 Use appropriate flow/filter
exceeds prescribed
volume
2. External air leak 2-1 Poor O-ring (5) seal 2-1 Replace O-ring
2-2 Bad drain valve (9) 2-2 Repair or replace
3. Excessive drop in pressure 3-1 Filter element (2) clogged 3-1 Clean or replace
3-2 Imperfect element (2) seal 3-2 Replace with larger one
4. Foreign matter comes out of 4-1 Damaged filter element 4-1 Replace filter element
OUT port
4-2 Imperfect seal element 4-2-1 Replace sealant
4-2-2 Repair or tighten element
holder
5. Damaged bowl 5-1 Used in atmosphere 5-1 Use metal bowl
containing an organic
solvent such as toluene or
thinner
Location:
Date: Revision Date 473
Theme: Filter 3. Improvement Case Study

(check one)
Filter
Filter Clogged
Filter OK Indicator in
Indicator down up position

Location:
Date: Revision Date
474
Theme: Your Tools and How to Use Them 3. Improvement Case Study
(check one)
Structure Basic Functions Proper Handling

Hand Oiler Nozzle-capped Place tip of nozzle
polyethylene facing down at oiling
container site and press lightly
on container Other examples:
Oil can • Oil can
Do not crush tip • Funnel
Pump oil can
Keep clean and clear • Pistol-type oiler
All used for hand of dirt and dust • Lever-type grease gun
oiling • Automatic grease systems, etc.
Designate and use
Used with low specific containers
viscosity oil for different types of
oil

Location:
Date: Revision Date
475
One-Point Lesson 1. Basic Knowledge
2. Problem Case Study
Theme: Improvement of Unreadable Oil Level Gauge on X 3. Improvement Case Study
Brake (check one)
oil hole
Current Situation
The oil gauges on a conveyor brake and a gear motor
can’t be checked because they are hidden behind
pulleys
are discolored and cloudy
Spares are difficult to get and hard to install, so the gauges
aren’t checked and lubrication is left unmanaged.
oil drain
gauge hole
old
oil improved oil gauge
Description of Improvement gauge
We attached a commercially available oil gauge to a short pipe
inserted in the drain hole. This made it easy to check the oil level. blind valve (drain hole)
and cleaning hole
nipple short pipe (long enough to

reach drainage container)
T
Key Points to Note
1. Don’t attach an L-shaped oil gauge directly to the drain hole; sludge will accumulate in the bend and
eventually clog the level.
 Instead, attach the oil gauge to a drain pipe inserted in the drain hole. This way, any sludge can be
flushed out.
2. Permanently mark the new oil gauge with the same level as the old gauge.
Location:
Date: Revision Date
476
Theme: Is the hydraulic unit working normally? (part 2) 3. Improvement Case Study
(check one)
If machine cycles remain slow at low temperatures even after cleaning out the
hydraulic unit as described in Part 1, you need to move to the next level of
countermeasures. But here are some questions to ask before you do:
1. What type of hydraulic parts are used in the unit?
2. Does the unit conform to the hydraulic routing diagram? (Check pipe
diameters, for example.)
Older flow control valves (20-50 l/min. or less) are typically not equipped with
temperature compensators. As a result, changes in hydraulic fluid viscosity due to
temperature fluctuations may cause fluidity to vary by 10 to 20 percent.
In environments where such cycle time fluctuations pose a problem, try installing a
flow controller equipped with a temperature compensator mechanism.

Location:
Date: Revision Date
477
1. Basic Knowledge
Theme: An Example of Restoration X 3. Improvement Case Study

(check one)
An Example of Restoration
Cycle diagram
Problem Treatment
The The cam plate had
microadjustment developed ridges,
of the valve that and the valve could
adjusts the finish not adjust the flow
feed speed didn’t correctly.
work.
We replaced the
cam plate.
The loading speed There was debris adhering to the
was slow and the tip of the speed control valve.
nongrinding
periods were too
long.
We took the valve apart
and cleaned it.
Location:
Date: Revision Date
478
Basic Information Lesson - Sample 1
This example of an information lesson makes extensive use of simple graphics to explain which things
contaminate hydraulic fluid. Graphics often clarify concepts and make them easier to remember. The
lesson would be delivered orally, with this sheet serving as a visual aid. Afterwards, this sheet will be
made available for reference. The information will eventually be incorporated in the standard
procedures.
Contamination of Hydraulic Fluid Heat Air Dirt & Grime

Water Rust
Machine in operation
(with cutting debris,
sand, etc.)
Ice formation Rubbed-off particles
Vibration
Oil oxides Paint New lubricant supply schedule

Sealing tape
479
Basic Information Lesson - Sample 2
This is a continuation of the one-point lesson on hydraulic
contamination shown on the prior page.
Hydraulic Device and Contamination
Because the hydraulic device has such narrow
internal clearance spaces, it cannot tolerate much Contamination is the No. 1 enemy of hydraulic equipment.
contamination and still operate efficiently.
Are any unnecessary holes being left in the equipment?
Is drain pipe properly inserted into tank?
Specified Is lid on oil supply hole fastened securely?
Example Section clearance range
(microns)
Carry out improvement measures at all locations
where contaminants may enter the equipment.
Poppet valve 13～40
Vane pump
5～13
(vane sides)
Valve
1～23
(spool & sleeve)
Gear box
(gear wheel & side 0.5～5
plate)
480
One-Point Lesson
Theme: How to adjust air pressure on the Fycon Finish Applicator
detail of pressure gauge

on regulator
 If the process is in control, the needle will be pointing inside the GREEN painted section of the pressure gauge.
 If the process is out of control, the needle will be pointing inside the RED painted section of the pressure gauge.
 If the process is out of control (operating in the RED area of the gauge), adjust the regulator until
the needle returns to the GREEN painted section of the gauge.
481
Grease Fittings
1. Grease fitting should always be silver; Never paint over one!

2. Do not strike fitting with anything.
3. If the fitting has dents or will not accept grease, replace it!
482
One Point Lesson: Red Tagging
Any time you find an unneeded item, Red Tag It!
1. Write 2. Record
your name the date 3. Record
location of
found item
Name: Tom F. Date: 8/21/99
Item: Electric Drill
Location of Item:
Door Assembly Area Floor
Reason for Red Tagging:
Broken handle
Suggested Disposition:
Discard, not fixable
4. Record 5. Make
reason for suggestion for
tagging resolution
First, write a Red Tag and attach it, following the displayed steps.
Then, bring the item to the Red Tag Holding Area.
483
One-Point Lesson X 1. Basic Knowledge
2. Problem Case Study
Theme: The Two-Bin System for Instant Maintenance 3. Improvement Case Study
Parts (check one)
Use a container divided into two bins; start with both sides full.
Post the kanban Put a kanban (order card) in each side.
from side A and
Slide the lid to cover side B.
begin using parts.
The kanban will procure more parts for side A.
Part # 20-08010018-0 When the parts on side A are used up,

slide the lid and begin using side B parts.
Name: Guide pin
Order quantity: 50 units Post the
kanban for
side B.
When the ordered
parts arrive, put
them in side A
Continue to repeat steps and

Location:
Date: Revision Date
484
3. Improvement Case Study
Theme: Hydraulic Power Unit Inspection (check one)
Purpose of Inspection
The hydraulic power unit provides power to the entire hydraulic system. Even if you use the right amount of oil,
local oil shortages, clogged filters, or other causes may result in cavitation.*
This can cause problems (noise, corrosion, pressure fluctuations, or vibration) in hydraulic devices throughout
the system, so daily checks are essential.
What to Check and How
Daily checks can be performed during operation and consist of looking for abnormalities using temperature
and other gauges, as well as the human senses of sight, hearing and touch.
pressure
Bad Example gauge
1.Check Oil Volume
When the oil drops below the lower
oil indicator line of the oil volume gauge, the
return suction filter pulls in air and air enters the
pump return tube. Add oil when this occurs.
motor
2. Check Suction Filter
A clogged suction filter causes air to enter the
oil level system. Remove the filter to check. If
gauge contamination is light, wash with detergent oil
and replace the filter. Replace the filter if
contamination is heavy. Consider using a
barrier to keep contaminants away from the oil
suction filter intake.
485
Good Example
pressure
3. Check Suction Joints, Gaskets, and Pipes
gauge
Tighten any loose joints. Replace any deteriorated
gaskets. Check for hairline cracks in pipes and
repair or replace if any are found.
oil
return pump
motor
*When a local drop in oil pressure occurs,

dissolved air escapes in the form of bubbles.
When rapid pressure is then applied, the air
has no time to redissolve and the air becomes
supercompressed and causes noise as it
strikes a surface. This is called cavitation.
contaminants barrier

Location:
Date: Revision Date
486

04 Auto Maintenance

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04 Auto Maintenance

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Autonomous Maintenance

Dr. Hajime Yamashina

plant and prevent it from breaking down.

PM comes from lack of basic conditions.

2.1 Abilities to Understand Process Performance and

It's easy to see results.

No, you’re wrong!

I can sense abnormality !

No, according to my experience, abnormal

4. recognizes signs of abnormality, deal with

3.detects abnormalities promptly and take emergency

2.understands properties of materials being handled and perform

1.Understands process performance and functions and operate process correctly

Don't let the machine get dirty.

Make the machine in such a way as to be easily checked.

Really know the functions and

Mastering of Basic Skills

Reactive Preventive Proactive

•Provide instruction in process performance, operation, and

•Achieve quality maintenance and safety by establishing

Practice full Production Achieving zero breakdowns and

Two characteristic keys to developing a successful

Actual decisive factor is smooth integration with the following

• Prevent equipment deterioration through correct

• Bring equipment to its ideal state through

• Establish the basic conditions needed to keep

4.1 Why is Autonomous Maintenance Necessary?

•The aim is to help the operator to develop himself. It will be

While seeing Doubt, group Show by self

3. Team’s Basic Training

2. Initial Workshop, Model Areas

Step 0 1. Permanent Team

WORLD CLASS MANUFACTURING AUDIT IVECO PRODUCTION SYSTEM

MODEL AREA AUTONOMOUS MAINTENANCE SETTING

‘AA’ CLASS EQUIPMENT

Reactive Preventive Proactive

A Big losses based on Big possible losses Big potential losses

B Some amount of losses Some amount of Some potential losses

C Small losses based on Small possible losses Small potential losses

Aprile La Vigna Aprile La Vigna

Conoscenza Conoscenza EQU. ABC

Cambio tipo 5 WHYS

Conoscenza Conoscenza altri Gestione

Colasanto Caiola Colasanto Caiola

Di Nunzio Martino Di Nunzio Martino

Gestione Gestione Gestione

Step 1: Perform Initial Cleaning

• Eliminate dirt, dust, and grime

• Expose all abnormalities

• Correct minor flows and establish basic equipment

• Eliminate dust ant dirt from main body of equipment

Hardware Goals (Keys for workplace audits)

• Prevent accelerated deterioration by eliminating the

Human Goals (Keys for SGA audits)

• Get operators in touch with their equipment to make

Roles of Managers and Staff (fostering

• Explain the relationship between contamination and

Step 0 Step 4 Conduct general

Step 3 Establish cleaning and

Step 1 Perform initial cleaning

WORLD CLASS MANUFACTURING AUDIT IVECO PRODUCTION SYSTEM

Start with cleaning by

1. Inspect even the inside 2. Trace the source of

Detailed cleaning to remove all contamination ensures