mm presentation- balaji

8/8/2019 MM Presentation- Balaji

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Maintenance Management

Group - 4


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Contents

1. Policy Statement2. Maintenance Chart3. Co-ordinateProduction4. To Do PreventiveMaintenance5. Calibration of Instruments6. Condition Of Assets

7. R

epair of all assets8. Recording ofMaintenance activities9. Review and Actions10. Standardizing of equipments11. Inventory levels12. SafetyRules13. Fire fighting Equipment

14. Energy saving15. Recruitment16. Maintenance Budget17. Maintenance Cost Control18. Maintenance Information System19. Skill Development20. Allotment of work


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Policy Statements Vision is to be the most respected and successful enterprise, delighting

customers with a wide range of products and solutions in the automobileindustry with the best people and the best technology".

Mission of Toyota is to provide safe & sound journey. Toyota is developingvarious new technologies from the perspective of energy saving and diversifyingenergy sources. Environment has been first and most important issue inpriorities of Toyota and working toward creating a prosperous society and cleanworld.

To achieve our Vision we abide by our Core values. World class product quality. Achieving the ultimate goal of complete customer satisfaction. Fostering the spirit of Teamwork Inculcating ethical and honest practices

QualityPolicyToyota will strive to meet customer's expectations by providing world-class products and services through total employee commitment andcontinuous improvement


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Maintenance Policy

A company-wide team-based effort to build quality intoequipment and to improve overall equipment

effectiveness

Totalall employees are involved

it aims to eliminate all accidents, defects andbreakdownsProductive

actions are performed while production goes ontroubles for production are minimized

Maintenancekeep in good condition

repair, clean, lubricate


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Maintenance ChartPlannedMaintenancePreventive maintenance

BreakdownMaintenance

Maintenance Prevention

PeriodicMaintenance

Predictive maintenance

Revision

CorrectiveMaintenance


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Maintenance Philosophy


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PREVENTIVEMAINTENANCE

There are Seven elements of Preventive Maintenance: Inspection Servicing

Calibration Testing

Alignment

Adjustment Installation

The traditional approach to preventive maintenance is a clear-cutdivision of labor.

Machine operators perform routine maintenance functions. Maintenance technicians are responsible for specialized maintenance and for

improving maintainability.

Engineering is responsible for improving the process.

This practice is not capable of achieving the TPM targets, as there is a

lack of communication between operating and maintenance teams.


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MODERN TECHNIQUE

An alternative approach of appointing a machinetechnician (MT) that supports communication betweenoperators and maintenance.

The responsibilities of the MT were to perform minormaintenance and repair tasks.

These MTs underwent classroom training on tool finishingand fitting as well as on-the-job training. On-the-jobtraining gave them exposure to machines and helped themgain expertise in their area.


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Firstly, there is the centralized maintenance approach.This requires maintenance personnel to be cross-trained, thusproviding flexibility of using a number of workers forscheduling maintenance tasks. This flexibility is essential

because as workers move up in seniority level, there is atendency to opt for convenient shifts instead of third shift.

Second approach is decentralization. As personnel becomemore experienced in one functional area, they gain more

expertise. Sometimes it requires six months of training before aperson becomes proficient in a new area. Thus, frequent jobrotations may result in under-utilization of skills gainedthrough training.


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AT TOYOTA

Toyota has a centralized maintenance function with cross-trained employees. The benefits of decentralized maintenanceare derived from the use of MTs. These MTs are experts intheir areas. However, availability of limited maintenance

personnel necessitates cross-trained employees.

Toyota also collects data for analysis and trend establishment.Sufficient data on the trend and pattern of equipmentsperformance should be available for identifying and setting up

standards and procedures for preventive maintenance. Thisdata would also be useful in determining costs of preventivemaintenance and repairs, run-to-failure vs. preventivemaintenance, and failure history.


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MAINTENANCE

Outside Vehicle:

General Maintenance

x Tires

x Wheel Nuts

x Windshield Wiper Blades

x Fluid Leaks

x Doors and Engine Hood

Inside Vehicle:

Lights

Windshield Defroster

Windshield Wipers andWashers

Seats

Steering Wheel

Seat Belts

Accelerator Pedal

Parking Brake

Under Hood Engine Brake Chassis Body


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Assets Maintenance - Autonomous

maintenanceAutonomous maintenance is the collection of activities in whichoperators make an important portion of the maintenance of theirmachines independently from the maintenance department.

7 steps are implemented to progressively increase operatorsknowledge, participation and responsibility for their equipment 1. Perform initial cleaning and inspection 2. Countermeasures for the causes and effects of dirt and dust 3. Establish cleaning and lubrication standards 4. Conduct general inspection training

5. Carry out equipment inspection checks 6. Workplace management and control 7. Continuous improvement


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Activities Maintenance Staff Operators

Production *

Set-up and measurement *

Cleaning *

Lubrication *

Periodic Maintenance *

Corrective maintenance *

Predictive maintenance *Breakdown maintenance *

Maintenance prevention *

Revision

*

Before Autonomous Maintenance


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Activities Maintenance Staff Operators

Production *

Set-up and measurement *

Cleaning *Lubrication *

Periodic Maintenance * *

Corrective maintenance *

Predictive maintenance * *

Breakdown maintenance * *

Maintenance prevention *

Revision * *

After Autonomous Maintenance


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Equipment management

program

The tools of Total Quality Management and Continuous Improvement areapplied to the management and improvement of equipment

Form project teams and Select model equipment identify equipment problems analyze equipment problems develop solutions and proposals for improvement

Typical membership of a team five to seven operators a maintenance person a technical expert

Tools Pareto Cause & effect Root cause Methods Analysis


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Existing machines: Analysis of historical records forx trends of types of failuresx frequency of component failuresx root causes of failures

Determination on how to eliminate the problemand reduce maintenance through an equipmentdesign change or by changing the process


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Recording Maintenance

Activities Lean techniques and performance indicators based on: Ease of data retrieval

Cost of retrieval

Ease of understanding the results

The availability and type of data recorded bymaintenance function determine the selection of usableindicators.


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Lean Techniques Used By MaintenanceLean technique used Lean emphasis Perceived benefit

Standards Improvement Standardised work

Poka Yoke Prevention Improved throughput

Root Cause Problemsolving

Improvement Defect reduction

Process ActivityMapping

Time Improved utilisation

TPM Prevention Asset uptime

Inventory Management Waste Improved turnover

Story boarding Visibility Improved access

Visual Management Task visibility Workforce involvement

Self audits Visibility Self evaluation

5S Participation Improved asset mtnce


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Maintenance Performance IndicatorsPerformance

indicator

Indicator

Calculation

Description Desired outcome

Utilisation Standard hoursTotal clock time

Percentage index usedto identify non-productive time

Trend increase

Breakdown repair

hours

No of hours spent

on breakdown

Total direct Mce hours

Index used to gaugeeffectiveness of Mceprogram

Trend decrease

Length of running Total production inunits/hours

Quantity repairs

Index used to showwhether added servicein hours, parts or

frequency would givenoticable results

Value increase

Emergency and otherunscheduled tasks

Man hrs emergencyTotal direct Mce hrs

Focus on unscheduledtasks

Trend decrease


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Maintenance Wastes and TacklingProduction wastes Identified maintenance wastes How the maintenance wastes

are tackled

Overproduction Excessive PM activities Planned / scheduled PM activities

Waiting aiting for resources Satellite workshops / stores, lineside

trays etc.

Transporting Centralised maintenance Decentralised lineside maintenance

Processing Excessive TPM activities Escalation capping, (i.e., capability

guidelines)

Inventory Excessive stock First in - first out spare parts

Motions Could not define Could not define

Defects Poor maintenance Skills matrix, *EEM / **NEPT teams

Human potential Lack of training Skills matrix, taught courses

Inappropriate systems Poor information Automated fault systems, training

Energy and water Energy management ISO 14001

Materials Poor re-design NEPT / EEM teams

Customer time Poor procedures Standards / Storyboarding

Customer defection Poor maintenance Skills matrix, Training


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MR-50

Maintenance Reduction 50 Percent, or MR-50, is thelatest initiative aimed at eliminating waste andinefficiency in its automobile plants.

It is Maintenance Reduction 50 Percent, not CostReduction 50 Percent or Employee Reduction 50Percent.

MR-50 started as a quality circle project

Based on effective and efficient finding and eliminationof muda


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Inventory Levels

Toyota Motor Corporation effectively uses just in time. They are known as the "masterand pioneer" of just in time and are currently entering the market to providecustomized vehicles to customers with a minimal wait.

In order to seek the benefits of providing customized orders and reducing the averagedelivery time, Toyota has developed its own software that connects dealers to factories

and factories to suppliers.

The integration of the value chain creates visibility for all members of Toyota's supplychain. When a request from a dealer is received by Toyota their software is able tofigure out the availability of parts nearby, the time to resequence the assembly lineand whether the change would unbalance the line by scheduling.

Toyota has also adjusted their distribution process to effectively provide customizedvehicles in a just in time process. Toyota now sends finished vehicles to sorting dockswhere they can be grouped by region. This new process cuts delivery by two days. Andin assembling cars, Toyota now considers destination, so that it may, for instance,make vehicles headed to Seattle at the same time. This process adjustment hasprovided Toyota with a cost savings in result.


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Safety Initiatives

Design for Maintainability (DfMt):

1. Cleaning

2. Tightening

3. Lubricating 4. Replacing


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Fire fighting Equipments

Fire buckets filled with clean dry sand and ready for Immediate use forextinguishing fires (100).

First-aid boxes (45) .Trolley mounted and portable CO2 fire extinguishers (50).

Foam extinguisher Should be used on fires involving Inflammableliquids. e.g. petrol,varnish etc. (65)

The fire extinguisher should be operated only after the power supply is

cut off in case of fire from electric equipments.

Instructions For Restoration and evacution should be clearly displayed

Fire fighting equipments and protecting dress should be easily ccessibleand at least 4 such fire protecting gears are required


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Energy saving

In order to reduce electricityconsumption bulbs werereplaced with Leds and CFLbulb.

Maximized the use of day

light..by providing glasses onthe roof.Periodic cleaning of electricequipments and ensure that itis in off mode when not in use.

Always make sure thatequipments purchased ishaving


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Maintenance Budgets

Budget are the individual objectives of a department.Budgeting is the act of making budgets.

Budgetary control is the planning of budgets and use of it

for business planning and control.

Objectives of Budgetary Control

Analysis of variations between estimated and actual

results Allocation of responsibilities

Planning, coordination and control.


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Maintenance Cost Control

Cost is divided intoI. Material-Direct and Indirect

II. Labor-Direct and IndirectIII. Other Expenses-Indirect

Indirect Cost1. Production Overheads

2. Administration Overheads

3. Selling Overheads

4. Distribution Overheads

Maintenance costs are all Indirect expenses - Compriseof Wages,Material,Overhead expenses, Transport costsand sundry charges.


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Cost Allocation

a. Wages and salaries

b. Material costs

c. Overhead Costs


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Maintenance Management

Information System The Maintenance Management Information System is an

online system that helps gather and analyze data for avariety of purposes.

MMIS is designed to:

1)collect data on selected routine maintenance functions,

which together account for the majority of maintenanceexpenditures

2) draw data from other computer systems to generatereports relating maintenance costs and

3)maintain an inventory by country


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Training

The employees should be trained to achieve the fourphases of skill.

The goal is to create a factory full of experts. The different phases of skills are:

Phase 1 : Do not knowPhase 2 : Know the theory but cannot do.Phase 3 : Can do but cannot teachPhase 4 : Can do and also teach.

Seminars for managers

Slide presentations for all employees and givingthem TPM handbooks.


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It is aimed

The maintanence staff to think analitically by increasing theirability levels

The operators made to clean their machines for all the time

To have multi-skilled revitalized employees whose morale ishigh and who have eager to come to work and perform allrequired functions effectively and independently.

Groups who need TPMTraining Senior management Administrators TPM office and committee members Engineers and technicans Production workers

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