Autonomous Maintenance Review - Chapterss 1-6

8/18/2019 Autonomous Maintenance Review - Chapterss 1-6

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AutonomousMaintenancefor Operators

Chapter 1Becoming Equipment

Conscious Operators


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Autonomous Maintenance

• Autonomous = independence

• The activities designed to

involve operators inmaintaining their own

equipment

• AM helps operators become

equipment conscious


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Equipment Conscious Operators

• Equipment ConsciousOperators are more than

finger pointers

• Ability to discoverabnormalities

• Ability to correct

abnormalities

• Ability to set optimalequipment conditions

• Ability to maintain optimal

equipment conditions


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Ability To Detect Abnormalities

• t!s easy to identify

" #unctional brea$downs

" %efects

• Operators need to be ableto recogni&e abnormal

conditions before the

machine brea$s down

" 'ounds " 'ights

" 'mells


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Ability To Correct Abnormalities

& Restore Function

• (nd essential s$ill ofan EquipmentConscious Operator

is the ability to correct

• Even if we can!t fi) it*

we must be able toclearly e)plain whathappened


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Ability To Set Optimal

Equipment Conditions

• +rd essential s$ill of an

Equipment Conscious

Operator is the ability to setconditions and standards

• 'tandards should allow you to

determine* quantitatively* if theequipment is functioning

normally


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Becoming Equipment

Conscious Operators

• '$ill ,evel -. /ecogni&ing%eterioration 0 mprovingEquipment to 1revent t

• /ecogni&ing that deterioratedequipment conditions are aproblem

• Mastering the basics of

equipment improvement• Encourages operators to

treat their machines aspartners


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Becoming Equipment

Conscious Operators

• '$ill ,evel -.

• 2ands3on cleaning*inspection 0 lubrication

leads to discovery ofdeterioration

• 2ands on also allows usto discover simple ways

to prevent recurringproblems


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Becoming Equipment

Conscious Operators

• '$ill ,evel (. 4nderstanding Equipment'tructure 0 #unction

• 4nderstanding vitalmechanisms of themachine and $eepingthem running flawlessly

• Mechanical %iagrams 0,ubrication Maps toillustrate where attentionis needed


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• '$ill ,evel +. 4nderstanding TheCauses of 5uality %efects

• Operators learn to thin$logically about howdefects occur

• Operators monitor defect

trends as it pertains toT1M activities

Becoming Equipment

Conscious Operators


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Becoming Equipment

Conscious Operators

• '$ill ,evel +.

• ,evel ( Operators focus on

preventing malfunctions thatcause brea$downs

• ,evel + Operators focus onpreventing malfunctions that

cause deterioration and

quality defects


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Becoming Equipment

Conscious Operators

• '$ill ,evel 6. 1erforming/outine /epairs

• #irst learn how equipment

functions• 'econd how to find brea$down

abnormalities

• Third how to find qualityabnormality

• ,evel 6 we learn simpledisassembly and repair " Torque bolts properly

" Align pulleys 0 gears

" Changing 7earings


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Capter ! Summary

• Autonomous Maintenance

is to equip operators with

s$ills and abilities to help

prevent machinebrea$downs and quality

defects8

• There are 6 '$ills in

becoming EquipmentConscious Operators

• Companies and people

grow together


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AutonomousMaintenancefor Operators

Chapter 2

Cleaning is Inspection


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"nitial Cleaning "s Te

Foundation O# AM

• Cleaning is nspection

• nspection is finding

problems

• 1roblems demand

restoration to prevent

recurrence

• nitial Cleaning could bethe most important step

in AM


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$en %ou Find A roblem' Tag "t(

• /emoving years of gun$ will

reveal problems

• Attach a tag to each problem

you e)pose so it won!t beforgotten

• #i) problems as soon as

possible

• %evelop a plan for resolvingproblems that cannot be

addressed immediately


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Common roblems

'tatic 0 %ynamic 1roblems•%irt 0 grime

•,ea$s or contamination

•Missing parts

•9arping or wear •/ust

•Off centered parts

• Abnormal movement

•E)cessive vibration

•4nusual sound or heat

•%iscoloration


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Sample "nspection

Cec)list #or a *ydraulic +nit


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Sample "nspection


!, -oo) s the hydraulic unit dirty

with chips or cutting oil:

s oil lea$ing from pumps*solenoids valves* etc8:

Are oil level gauges clearly

visible:

s there the right amountof hydraulic oil:

Are the inlet caps on tight:

S


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Sample "nspection


., -isten Are there any strange

noises from the pumps*

motors* solenoids valves*

plumbing or any other

machine elements8

S l " i


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Sample "nspection


/, Touc Are there any unusual heat

or vibration from pumps*

motors or solenoid valves:

Are loc$ nuts coming

loose:

2as the oil been wiped off

to confirm lea$s: %o hoses cross or touch

one another:

S l " ti


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Sample "nspection


0, Disassemble Are there any signs of

wear in motor or pumps

couplings: Are the vents on oil inlet

caps in good condition:

Are oil inlet overflows

bro$en or dirty:

2as dirt accumulated

inside of tan$s:

S l " ti


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Sample "nspection

Cec)list #or a Dri1e System

S l " ti


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Sample "nspection


!, -oo) 2ave chips or cutting oil

contaminated the motor or

bra$e:

Are belts wobbling or at the

right tension:

s the bra$e!s oil3level

gauge readily visible: Are belts and pulleys

shielded by safety guards

that permit easy chec$ing:

S l " ti


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Sample "nspection


., -isten Are there any strange

noises ;whining* groaning*

or sounds of slippage< fromthe motor* bra$e* belts or

chains:

S l " ti


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Sample "nspection


/, Touc $ile "n Operation s there vibration from the

motor or bra$e:

0, Touc $ile O##

Are the volume and color of

oil satisfactory:

Are safety guards fastenedsecurely:

Are the motor and bra$e

mounting bolts tight:

S l " ti


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Sample "nspection


2, Remo1e Co1ers & 3eri#y Are belt tensions

satisfactory:

Are belts or pulleys worn:

Are the motor and the

bra$e properly aligned:

s there debris in the motor

cooling fan:

s there any debris in

bra$e lubricant:

Cl i M ti t l T T )


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• Machines will get dirtyagain

• Through deep cleaning

and detection* we will

want to find ways to $eep

the machine from getting

dirty

• This motivation will leadto ideas and better ways

to contain debris to

eliminate cleaning

Cleaning Moti1ates eople To Ta)e

Action & Care #or Macines


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Tips For Cleaning

• %on!t be afraid to get yourhands dirty

• %on!t ust surface clean

• Clean hard3to areas

• %on!t ust clean the main

body of the machine

" Conveyors* gauges* electrical

cabinets• #ocus on where and when

the contamination begins

• %on!t do the ob halfway


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Tips For "nspection

• %on!t stop at obvious problemsyou can see

• ,oo$ for loose fastenings*

vibrations* abnormal

temperatures• ,oo$ for worn pulleys and belts*

loose chains and worn

sproc$ets

• #ind sources of air and oil lea$s• Are cleaning* lubrication 0

inspection points easy to

access:


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Capter . Summary

• nitial cleaning is the heart of AM

• nitial cleaning means cleaningall static and dynamic

problems• 9hen tagging abnormalities*

the person applying the tagshould be the one to remedyand remove it

• The more we clean* the morewe will want to find ways to$eep equipment from gettingdirty again


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Autonomous

Maintenancefor Operators

Chapter 3

Using Localized Containment


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$at is Accelerated Deterioration(

>atural %eterioration

•2appens whether or not

equipment if used correctly

Accelerated %eterioration

•Caused by failure to do

maintain our equipment

•>eglecting a machine!s basic

needs


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Containment


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Te Trouble 4it -arge Enclosures

• Chips* oil* wood* wet3typeprocesses are leading cause of

Accelerated %eterioration

• 4se of machine enclosures are

used to control debris• 9hat are some problems with

large machine enclosures:

" Enclosures do nothing to prevent

actual deterioration " Ma$e maintenance harder

" Complicate changeovers


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Te oint o# Containment

• 2ow should we contain ourdebris:

• 'mall locali&ed guards that

cover the debris at the

source

• 7ring guards close together

as possible to contain the

debris and ma$e it easy toclean

• Tis is Step . o# AM


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• Chec$ whether to coolant isconcentrated on the cutting

point

• f its not* scatter gets worse*

tool life shortens and wor$piece finish is poor

• 4nderstand the direction*

angle* volume and speed of

scattered material

• Chec$ the shape and si&e of

built in guards* see if they can

be improved

Tips #or Containment

Continually "mpro1ing


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• The operator $nows the mostabout the scatter of debris

• Operators with the help of

Maintenance should ?home

ma$e@ covers to testcontainment efforts

• The team should study the

guard* its effectiveness*

adust the design and correctthe problems

• 7uild a long term guard after

corrections have been made

Continually "mpro1ing

Containment


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Bene#its o# -ocali5ed Containment

• Accelerated deteriorationstops because dirt and grime

don!t penetrate to critical

functioning parts

• Cleaning can be performedquic$ly

• ,ubrication 0 inspections

become easier

• 'etups go quic$er becausethe machine is clearer and

not obstructed by large

guards

E l Milli M i 8 d


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• Operators originally made bo)containment guards

• %ebris still piled up

• Operators became frustrated and so

they ust let the debris pile up and

then clean it at the end of the shift "which too$ + minutes per day

• ,ubrication tan$ was filled with

cutting debris and caused a

brea$down• Team then made rubber curtain type

shields

E6ample7 Milling Macine 8uard

Decreasing Brea)do4ns & De#ects


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• ,ocali&ed containment isessential

• >atural deterioration will replace

accelerated deterioration

• 9hen you ta$e the time to fi) itat the source* you will reduce

future brea$down

• STO "T999

• 9hat are some e)amples oflocali&ed containment at your

plants:

Decreasing Brea)do4ns & De#ects

$it -ocali5ed Containment


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Capter / Summary

• Accelerated deterioration happens as a results

from failure to do something you should

• Beeping the wor$ area clean is an important

concept in reducing accelerated deterioration• Two types of containment are shield3type and

bo)3type guards

• ,ocali&ed containment is a more effectivemethod for controlling debris than large shields


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Autonomous


Chapter 4

Lubrication Management

or the !hop loor


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$y -ubricate(

• D of brea$downs of moving parts

happen due to poor lubrication

• 9hat are some reasons lubrication

fails:

• #ailure to adhere to correct

lubrication standards

• Absence of lubrication standards

• 4se of wrong standards

• Fetting rid of lubrication problems

starts by never running equipment

without lubrication standards

$at is -ubrication


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$at is -ubrication

Management(

-ubricating Equipmentcorrectly and reliably

• According to use

•9ith proper lubricant

• At designated inlets

• At specified times

• At specified amounts

•9hat do we have to have to

ensure proper lubrication:


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• +sing only te speci#ied lubricants recommendedby te OEM 4ould require a lot o# stoc)

• More lubricants increases te ris) o# grabbing te4rong lubrication o## te sel#

8rouping -ubricants


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8rouping -ubricants

To group lubricants7•Ma$e a list of lubrication brands

and types in use

•Froup lubricants that have

similar viscosity

•#or each group reduce the total

number of lubricants $ept on

hand

•4se multipurpose lubricants that

will wor$ on multiple machines

;chec$ wGOEM!s<

Adding -ubricants


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Adding -ubricants

At Te Rigt Time

• 1roper lubrication intervalsare crucial

• Create ,ubrication

'chedules

• f the OEM gives no

guidance on lubrication

intervals* or your machine

doesn!t have an operating

manual

" Must set sensible standards

and verify lubrication

through trial

Adding Te Rigt


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Adding Te Rigt

Amount o# -ubrication

• Too much lubricationcan cause lea$s* lower

viscosity 0 promote

deterioration of thelubricant

• Too little lubrication

case cause friction*

stic$ing and motor burn

out

Operator Responsibilities


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Operator Responsibilities

& -ubrication Tips

• Always $eep the machineslubrication and friction

surfaces clean

• Beel lubrication containers*

tools well organi&ed and clean• Ma$e sure no debris or

moisture gets into lubricants

• %on!t mi) lubricants* unless

required

• ,abel lubrication sites with the

appropriate type and

frequency

D il - b i i C )


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Daily -ubrication Cec)s

• %aily chec$s tell us a story about

normal operating conditions.

• s lubricant getting to the parts

;actually chec$ periodically


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Setting -ubrication Standards

Standards need to include7

•nlet ,ocations

•Method #or Chec$ing

•,ubrication Method

•,ubricant Type

•,ubrication Tools

•Time >eeded To ,ubricate•,ubrication 'chedule

•1erson /esponsible

E i - b i ti St d d


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Easing -ubrication Standards

• Te responsibility o#

mo1ing lubrication to

operator is uge

• Te easier you ma)e it' tebetter te transition 4ill be

• Color code lubrication

types and inlets

• Combine 5er)s to acentrali5ed lubrication

system

3i l M t


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3isual Management

• 3isual Management sould

be used #or lubrication

inlets' containers' tools

and practices7

• Distinguis lubricants o#

di##erence 1iscosities

• Matc inlets 4it grease

guns• Color coding elps

mista)e proo#ing

C t 0 S


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Capter 0 Summary

• 1oor lubrication of moving parts accountsfor D of downtime

• The only way to Hero %efects and Hero

%owntime is a standardi&ed ,ubricationManagement 'ystem

• Consolidate lubricants to reduce the

amount of stoc$

• The right lubricant at the right time is

crucial


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Autonomous


Chapter "

Acti#it$ %oards and Meetings



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& Team Acti1ities

• The goal of AM is for Maintenanceto help develop operators to have

strong machine related s$ills

• 9hat is the most crucial element

to ma$e AM successful• TEAM 9O/BIII

• 9hat does the teams success

depend on:

" 'upport

" #avorable environments

" Motivation

" Ability

$ere does


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$ere does

Moti1ation Start(

Clearly Bnowing.•9hat are we going to do:

;Theme<

•9hy are we going to do it:;Jision<

•2ow far are we going to go:

;Targets<

•2ow are we going to do it:;Method<

$ere does


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e e doesMoti1ation Start(

Clearly Bnowing.•9hat is the sequence and

timing of actions:

;'chedule<•9ho does what: ;/oles<

•9hat results are e)pected:

;Assessment<

T A ti it B d A 8 id t A ti


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Te Acti1ity Board7 A 8uide to Action

• Activity 7oardscommunicate and translate

the Jision

•Clarity is $ey

• At a glance you can see

where you are

• The same approach to a

sporting event can andshould be used at wor$

8i i E t t t T


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8i1ing Encouragement to te Team

• The Activity 7oard shouldalways e)press support for

people and their hard wor$

• Activity 7oards that are

easy to understand will spur

members to $eep up their

efforts ;as long as there is

ownership 0 accountability<• ?Food 9or$@* ?9ay To Fo@

0 ?Atta 7oys@ go along way

Remembering te 8oal


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Remembering te 8oal

Activities should be evaluated.•9ere the goals achieved

consistent with team obectives:

•%id the activity resolve everything

or do problems still remain:•9as anything left undone:

•%id the team run into any

problems:

•9hat is the ne)t step:

+sing Acti1ity Boards "n Meetings


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+sing Acti1ity Boards "n Meetings

• Activity 7oards are an effectiveway of showing what is current

and what needs to be done

• Activity 7oards helps team

members focus meetings on theright issue

• Activity boards can be

supplemented by One 1oint

,essons ;chapter <• Activity boards* meetings and

one point lessons are essential

tools of team activities

:eeping Minutes o# Meetings


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:eeping Minutes o# Meetings

• Minutes provide valuabledocumentation of progress

• After the meeting is over a

document should bedistributed that lists. " %ate 0 time

" Attendees 0 meeting ,eader

" Topics discussed

" %ecisions made

" Actions to be ta$en

Rules For Meetings


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Rules For Meetings

• Time is limited* stic$ to the

point ;par$ing lots<

• The team comes first* focus

on team goals• Beep trac$ of the main points

of the meeting on a board

• 'pea$ with an open mind• ,isten with an open mind

Rules For Meetings


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Rules For Meetings

• %on!t be too formal• %on!t monopoli&e or allow

others to monopoli&e the

discussion

• Avoid tal$ing in vague

generalities

• Accept contrary views

;>emawashi<• E)press your views when

they are fresh

Ten Tips For -eaders


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%uring The Meeting.• At the start of the meeting* write the

scheduled ending time in big letters

• Assign specific people to fill the roles of

facilitator* scribe and activity board

manager

•Fo over the agenda of subects for

discussion and decision

•#or each action decided* confirm and

target completion dates and responsiblepersonnel

•'et the date for the ne)t meeting 0

than$ everyone



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After The Meeting.•1ost minutes on the Activity

7oard and distribute minutes

•4pdate the teams action plan

•/eport to your manager and get

his or her guidance and advice

Capter 2 Summary


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Capter 2 Summary

• Theme* Jision* Targets* Methods*'chedule* /oles and Assessments

• Activity 7oards serve as a guide to the

teams activities and accomplishments• Activity 7oards should be clear and serve

as discussion points for meetings

• Activity 7oards should show at a glance theteams goals* specific problems* actions*

deadlines and results


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Autonomous


Chapter &

One 'oint Lessons

$at is a One oint -esson ;O-


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$at is a One oint -esson ;O-


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O- As A Cascading Training Tool

• ts not enough to pass oninformation verbally

• O1,!s capture $nowledge

from team leaders and

members

• O1,!s are short and

focused on a topic that is

frequently discussed• O1,!s put $nowledge into

simple 0 clear form

urposes and ilosopy


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urposes and ilosopy

O1,!s have + 1urposes.•To help sharpen equipment3

related $nowledge and s$ills

and communicate information

about specific problems•To share important information

easily when it is needed

•To improve the performance of

the team

urposes and ilosopy


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urposes and ilosopy

The 1hilosophy of O1,!s.•%evelop and research the

lesson yourself

•The company ma$es up their

own lesson sheets•E)plain them to all team

members

•%iscuss O1,!s openly

•mprove them as needed

Types o# O-=s


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Types o# O- s

Basic :no4ledge -essons7

•4sed to fill in $nowledge gaps

•Ensure team members have

the $nowledge the need for

daily production 0 T1Mactivities

•May focus on. " ,ubrication* nspection

" 'afety Aspects

" '* etc8

Types o# O-=s


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Types o# O- s

E6amples o# roblems7•7ased on problems that are

reoccurring

•,essons are designed tocommunicate $nowledge or

s$ills to eliminate future

problems

•'hould show defect as wellas how it ?should be@

Types o# O-=s


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Types o# O- s

E6amples o# "mpro1ements7•Ensure successful

improvement ideas are widely

used

•llustrates what needs to be

done to prevent or correct

abnormalities

" %escribes the approach " Actions to be ta$en

" /esults of improvement proects

O- Form


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O- Form

• 'hould be customi&ed foryour organi&ations needs

• Might include '* AM*

'afety etc8• O1, should be posted at the

point of use

• ,ong 'O1!s can be

simplified into O1,!s

Tips #or $riting O-=s


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Tips #or $riting O- s

• 7e relevant based on acommon problems the

wor$place is currently

facing

• %on!t ust describe theproblem in words " use

pictures* diagrams etc8

• Ma$e lessons immediately

after a problem hasoccurred and teach if while

its fresh

resenting te O-=s


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resenting te O- s

• As$ people questions and

after the presentation and

follow up on the topic

discussed• /epeat several times ;if

needed< until the issue is

resolved

O- E6amples


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O- E6amples > !!2?!!@


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O- E6amples !!2 !!@

O- E6amples > !!2?!!@


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O- E6amples !!2 !!@

Capter Summary


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Capter Summary

• O1,!s are to be used with Activity 7oardsfor continuous training

• O1,!s are 3-D minute training modules

that can be constructed by any teammembers

• 'hould be made right after a problem has

occurred so the O1, is relevant• 1resent the O1, to the AM team and

encourage feedbac$

Autonomous Maintenance Review - Chapterss 1-6

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Transcript of Autonomous Maintenance Review - Chapterss 1-6