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World Class Manufacturing PM – Machine

Ledger and PM Calendar
 February 4, 2022 1  7 min read

7 steps of PM

Step 1. Elimination of forced deterioration and prevention of accelerated deterioration

Step 2. Reverse deterioration (Breakdown Analysis)
Step 3. Establishment of maintenance standards
Step 4. Countermeasures against weak points of the machine and lengthened equipment life
Step 5. Build a periodic maintenance system
Step 6. Build a predictive maintenance system (trend management)
Step 7. Maintenance cost management. Establishment of a planned maintenance system
Machine Ledger

Who needs to have a Machine Ledger?

Machine Ledger and PM Calendar

Spreadsheet can be purchased from our store

Machine Ledger Development (Plan-Do-Check-Act approach)

(PLAN) Select the team

Select the Technicians with higher technical skills (i.e. Technical Trainer, Maintenance Lead
Hand)
Pair him/her with entry/developing level Technicians.
It is a resource-intensive activity. Plan it well with clear deliverables x maintenance cost &
OEE improvement
One machine of 2000 components
1st machine ledger: 2 Technicians 100% for 10-12 weeks
Allow the team time to study the machine ledger theory and equipment manuals

(PLAN) Focus on the pilot machine

Select your No. 1 PM – AA model machine based on Cost Diagram

(DO) De-compose  machine into components

Divide the machine into subgroups

De-compose the subgroups into each component
Classify each component into ABC
Gather component’s spare parts information
Define maintenance strategy
Link components to other pillars (first AM & Q, then others)

Divide the machine into subgroups

De-compose every subgroup into each component

Classify components into A, B, C

Gather component’s spare parts information

Define PM Strategy
Find the link with other pillars

(DO) Create PM calendar using machine ledger

(DO) Valuable information

Update it in real-time and understand trends to improve

Q: What is our PM completion rate? It should be 100%

Can it be calculated by a week or by component, and can we extend the frequency of our PMs
and reduce cost?
Q: When is the BD happening? Before/after PM, how close to the next PM?

One in between PMs, one just after PM (link with T&E pillar), one in week 37 due to lack of basic
conditions (connection with AM)

Q: What are the root causes of the BDs?

Enterprise-Wide Optimization (EWO) will provide those details. In our cases, root causes are
lack of PM (PM), insufficient skills (T&E/AM/PM), and lack of basic conditions (AM)

Q: How much extra unplanned maintenance? 

Look for the blue triangles and ask yourself follow-up questions: Why did we have to do
unplanned maintenance? How much are we spending on unplanned activities? Should we
shorten the PM frequency?

Q: Can I increase the frequency of the PM and reduce cost?

We did not perform the scheduled maintenance on the belt, and we have not had any
breakdown – There is an opportunity to evaluate extending the PM frequency.

Q: What is the MTBF and MTTR for each component?

They both should be updated every time we have a breakdown. If we have eliminated all the
breakdowns, we measure MTTR (Mean time to replace) instead of MTTR (Mean time to repair).

Q: How does the MTTR compare against the standard time?

You can see if we are spending more or less vs. the standard time to complete the task by
comparing MTTR and the Standard duration identified in the PM strategy section. If higher than
standard, review the root causes.

Q: What components and time do I need for my next shutdown in week 52?

Look at the components and standard duration of activities for the shutdown week and plan
your shutdown.
(DO) How do we get the benefits

(DO) Other benefits that you can get as you do the activity

Restore the equipment to basic conditions

Define critical parameters
Apply visual controls to sustain the basic conditions
Identify, create or update the most critical Standard Maintenance Procedures (SMP)
Update or create training manuals

(CHECK) Monitor breakdowns & maintenance cost results

Monthly tracking of results showing each step start & end date
(ACT) Expand quickly into AA machines, then A, B, C

(ACT) Summary of key points

Link the machine ledger with the PM calendar since the beginning.
 The machine ledger and PM calendar together are the single most powerful tool to drive
maintenance results (cost and performance).
They provide a horizontal view of your maintenance activities and improvement
opportunities
Track KPIs every month to check the results

TAGS #Enterprise Wide Optimization #lengthened equipment life #Machine Ledger

#PDCA continuous improvement #PDCA Maintenance #WCM theory #weak points of the machine

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1 Comment

Sensei
December 9, 2020 at 8:24 am

More on Machine Ledger here (in italiano)

Reply

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