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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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