ENGG ZC242 – Maintenance & Safety

DLPD Notes 2
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Contents:

Spares Management 2
Maintenance Logistics 5
Total Productive Maintenance 7

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Spares Management

For a cost effective maintenance, spares management is to be done judiciously. Excessive

stocking will lead to money block and deterioration at the same time under stocking will
lead to prohibitive downtimes. Extensively researched models are available to arrive at
the optimum stocking; however, we are restricting our discussion to the practical models

The first step to arrive at an optimum stock is to classify the spares as:

1. Critical spares
2. Non critical spares and
3. Consumables

Critical spares are the ones:

without which the machine can’t be operated even in suboptimal efficiency

with a high failure rate

with long procurement lead time

without a substitute

used in critical machines (identified for preventive maintenance)

Non critical spares are the ones:

without which machine can run (at least sub optimally)

that have high reliability

that can be made / purchased in short notice

that have substitutes

available off shelf as standard parts (bearings etc.)

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Consumables are:

Oils, grease and lubricants

Oil seals and gaskets

Filters

Belts

Thermocouples and chemicals (used for predictive maintenance)

Once the spares are classified as critical, non critical and consumables, the appropriate
inventory strategy is to be devised for each of them. The various inventory strategies and
their applicability are discussed below:

Stock on hand:

Maintaining a predetermined stock in the plant inventory is strategy, which is best suited
for the critical spares and consumables. The amount of stock to be decided based on the
consumption rate and procurement lead time. In simple terms this is expressed as Re-
Order Level (ROL). ROL is equal to the number of parts that will be consumed during
the procurement lead-time. For example, if a particular oil seal’s consumption is one set
in 3 months and the procurement lead-time is say 6 months, then the stock to be
maintained is 6/3*1=2 sets

In another example, if an encoder’s guaranteed life is say 2 years and the procurement
lead-time is say 3 months, then the above methodology will not be suitable. The right
approach will be to order the encoder 3 months in advance from the expiry date

While deciding the quantity or time adequate protection to be given for exigencies

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Stock at equipment supplier end:

Wherever possible and economical it is better to maintain an Annual Maintenance

Contract (AMC) with the equipment supplier. In such case the maintenance program and
the spares management will be done by the supplier. While this may be marginally costly
compared to in-house stocking of spares, on a long run and on an overall cost basis this
will workout to be cheaper. This is because for the equipment user every spare is a one-
off item whereas for the equipment supplier it is a production part

AMC strategy is particularly suitable for large and hi-tech equipments

No stocking:

This is the best strategy financially but can be adapted only to non-critical spares and
standard spares such as bearings, bolts etc.

Spares management is a dynamic activity. The classification and strategies are to be

reviewed on a frequent basis and suitably modified based the past data

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Maintenance Logistics1

Spares management in the previous chapter was looked from the user point of view.
Whereas, in the case of logistics, it is looked from the equipment supplier’s point of view

Maintenance logistics is also known as Integrated Logistic Support (ILS). It provides for
the initial planning, funding, and controls which help to assure that the end user will
receive a system that will not only meet performance requirements, but one that can be
expeditiously and economically supported throughout its programmed life cycle. The
means of achieving this objective are:

Logistics engineering

Acquisition logistics

Supportability analysis (SA)

Continuous acquisition and life cycle support (CALS)

Reliability

Maintainability

Logistics engineering

It has the following functions:

1. Initial definition of system support requirements
2. Infrastructure requirements for system supports
3. Evaluation of alternate design configurations
4. Determination of resource requirements based on design configuration
5. Ongoing assessment of overall support infrastructure

1
Interested students may refer “Logistics Management” by Benjamin S. Blanchard

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Acquisition logistics

It is a multifunctional technical management discipline associated with the design,

development, test, production, fielding, sustainment, and improvement modifications of
cost effective systems that achieve the user’s peacetime and wartime readiness
requirements

Supportability analysis (SA)

It is an iterative analytical process by which the logistic support necessary for a new (or
modified) system is identified and evaluated. It aids:
1. Initial establishment of supportability criteria as an input to design
2. Evaluation of various design alternatives
3. Identification, provisioning and procurement of various elements of maintenance
and support
4. Final assessment of the system support infrastructure throughout the utilization
phase

SA uses various tools such as maintenance task analysis (MTA), level of repair analysis
(LORA), failure mode effect and cause analysis (FMECA), failure tree analysis (FTA),
RCM, transportation analysis, lifecycle cost analysis (LCA) and logistics modeling

Continuous acquisition and lifecycle support (CALS)

It pertains to the application of computerized technology to the entire spectrum of

logistics. Of particular emphasis is the development and processing of data, primarily in
digital format, with the objectives of reducing preparation and processing times,
eliminating redundancies, shortening the system acquisition process, and reducing overall
program costs

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Total Productive Maintenance (TPM)2
TPM is productive maintenance carried out by all employees through small group
activities. It is a management driven approach. Its primary aims are:
1. Zero breakdown
2. Zero rejection and
3. Zero accident

6 Big losses
1. Breakdown
2. Setup & adjustment
3. Idling & minor stoppages
4. Speed loss
5. Defects during startup
6. Reduced yield (in steady state production)

8 Pillars of TPM

1. Autonomous maintenance (Jishu Hozen)

2. Focused improvement (Kobetsu Kaizen)

3. Planned maintenance

4. Quality maintenance

5. Education & training

6. Early management of new equipments

7. Safety, health & environment (SHE)

8. Office TPM

The implementation steps for each of the eight pillars are given below:

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Interested students may refer to TPM Club of India at http://www.tpmclubindia.org/ for further details

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Autonomous maintenance (Jishu Hozen)

It is user managed maintenance, which means, the user maintains his equipment and the
maintenance department provides technical and managerial support. The implementation
steps are:

1. Initial cleaning

2. Countermeasures at the source of the problem

3. Cleaning and lubrication standards

4. General inspection using inspection manual

5. Autonomous inspection

6. Standardization

7. Full autonomous maintenance

Focused improvement (Kobetsu Kaizen)

It deals with reducing the losses and improving the OEE. The key activities are:

Calculation and analysis of OEE

Identifying bottlenecks and setting targets

Launching projects towards achieving these targets

Helping support functions in KK

Knowledge sharing with horizontal deployment

Giving inputs to education and training

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Planned maintenance

The activities include:

Training and educating JH teams on machine elements and cleaning

Helping JH teams in identifying & implementing countermeasures for the
abnormalities identified during cleaning / inspection

Standardizing JH activities by preparing lubrication standards, JH schedule and
tools & accessories for JH

Preparing PM schedule

Reducing maintenance cost through continuous improvement

Training the operators using one-point lesson

Quality maintenance

The activities include:

Collection of quality (internal & external) data on a daily basis in a 6W3H sheet

Prioritizing defects through classification (m/c, process, shift etc.)

Identifying root cause through why-why analysis

Making design corrections for product & process defects

Implementing poka-yoke for human errors

Making inspection standards based on the analysis

Auditing countermeasures and standards on a periodic basis for adequacy and
compliance

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Education & Training

Soft skills training on team working and communication skills

Technical skills on problem solving, machine elements and maintenance

Early management of new equipment

The activities include:

Developing a system to reduce new product / equipment development time

Developing a system to reduce start-up, commissioning and stabilization time for
quality and efficiency

These systems should ensure ease of operation, cleaning and maintenance

They should also ensure equipment reliability, quick setup, and low operating
costs

Safety, Health & Environment (SHE)

In TPM, SHE pillar is the most important pillar. Even one accident or excessive of heat
or noise in a factory is considered as a major area for improvement. It addresses all the
three types of accidents namely, major reportable accidents, medium non-reportable
accidents and minor accidents / near miss cases. TPM believes by attacking the latter
type, the formers can be eliminated. The aim is to achieve zero accidents

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Office TPM

Seven major losses in office:

1. Processing loss
2. Cost loss
3. Communication loss
4. Idle loss
5. Setup loss
6. Accuracy loss
7. Non value addition

12 Step TPM implementation process

1. Announce top management’s decision to introduce TPM

2. Launch education and campaign
3. Create organizations to promote TPM
4. Establish basic TPM policies and goals
5. Formulate master plan
6. Hold TPM kick-off
7. Improve effectiveness of equipment
8. Develop autonomous maintenance program
9. Develop a scheduled maintenance program
10. Conduct training
11. Develop early equipment management program
12. Perfect TPM implementation and raise TPM levels

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