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Total ProductiveMaintenance

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Total ProductiveMaintenanceSteven BorrisMcGraw-HillNew YorkChicago San Francisco Lisbon London MadridMexico City Milan New Delhi San Juan SeoulSingapore Sydney Toronto

Copyright 2006 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in theUnited States of America. Except as permitted under the United States Copyright Act of 1976, no partof this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher.0-07-158926-0The material in this eBook also appears in the print version of this title: 0-07-146733-5.All trademarks are trademarks of their respective owners. Rather than put a trademark symbol afterevery occurrence of a trademarked name, we use names in an editorial fashion only, and to thebenefit of the trademark owner, with no intention of infringement of the trademark. Where suchdesignations appear in this book, they have been printed with initial caps.McGraw-Hill eBooks are available at special quantity discounts to use as premiums and salespromotions, or for use in corporate training programs. For more information, please contact GeorgeHoare, Special Sales, at george hoare@mcgraw-hill.com or (212) 904-4069.TERMS OF USEThis is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensorsreserve all rights in and to the work. Use of this work is subject to these terms. Except as permittedunder the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may notdecompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon,transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it withoutMcGraw-Hill’s prior consent. You may use the work for your own noncommercial and personal use;any other use of the work is strictly prohibited. Your right to use the work may be terminated if youfail to comply with these terms.THE WORK IS PROVIDED “AS IS.” McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OFOR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANYINFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OROTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED,INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY ORFITNESS FOR A PARTICULAR PURPOSE. McGraw-Hill and its licensors do not warrant orguarantee that the functions contained in the work will meet your requirements or that its operationwill be uninterrupted or error free. Neither McGraw-Hill nor its licensors shall be liable to you oranyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damagesresulting therefrom. McGraw-Hill has no responsibility for the content of any information accessedthrough the work. Under no circumstances shall McGraw-Hill and/or its licensors be liable for anyindirect, incidental, special, punitive, consequential or similar damages that result from the use of orinability to use the work, even if any of them has been advised of the possibility of such damages. Thislimitation of liability shall apply to any claim or cause whatsoever whether such claim or causearises in contract, tort or otherwise.DOI: 10.1036/0071467335

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For more information about this title, click hereContentsList of Figures, Formulas, and TablesPrefacexxiAcknowledgments xxiiiixIntroductionThe Development of Maintenance SystemsThe Writing Technique and the Contents of the BookThe Pillars of TPMThe Toyota Production System (Also Known As Lean Manufacturing)Finally, Advice for Using the TechniquesChapter 1. TPM—Basic, Use, and Ideal ConditionsFault DevelopmentThe Basic ConditionTechnical StandardsOverall Equipment EfficiencyThe availability of the equipmentThe performance of the equipmentThe quality of the productNatural and Forced DeteriorationUse ConditionsThe Ideal ConditionImprovement MethodologyHow Do We Restore the Basic Condition?Chapter 2. TPM Jishu-Hozen—Autonomous MaintenanceThe TPM Initial Clean and Inspect and F-TaggingThe Cleaning Map: What and Where to CleanF-Tags: How to Record FuguaiDiscovery of a Serious Fault during the CleaningTracking the Progress of the Initial 58v

viContentsChapter 3. TPM—Analyzing and Categorizing the Failure DataF-Tags, The Machine History Log, and Minor Stops or Unrecorded LossesCategorizingFinding Out the TPM Causes for the F-Tags to Help Find the CurePareto ChartsThe Defect Map6163718083Chapter 4. TPM—Creating Standards and Preparation forAutonomous Maintenance85Task Transfer: Red to White F-Tags or PM to AM TasksExplanation of the Embedding and Responsibility SpreadsheetPM Teams (Kobetsu Kaizen)899597Chapter 5. TPM: The Education & Training and Safety PillarsThe TPM Education & Training PillarEquipment trainingA sequence for training equipmentCompetency: How does TPM assess the skill level of the team members?The TPM Safety PillarThe area mapThe hazard mapRisk assessmentSafe working procedures: Using as standardsChapter 6. 5S: Organization and Improvements by Default5S: SSSSS—The MeaningThe Benefits of 5SThe Decision to Implement 5SInitial Management ImplementationAudit sheetsThe red tag holding areaStep 1: Seiri—SortRed tag detailsStep 2: Seiton—Set in OrderStep 3: Seiso—ShineThe 5S cleaning map or assignment mapStep 4: Seiketsu—StandardizationStep 5: Shitsuke—Self-DisciplineChapter 7. SMED—Single Minute Exchange of DieWhere Did SMED Originate?Step 1: Creating the SMED TeamThe team members and their responsibilitiesStep 2: Select the ToolStep 3: Document Every Step of the ChangeoverStep 4: Viewing the Changeover as a Bar GraphStep 5: Define the Target Time for the 196197

ContentsStep 6: Analysis of the ElementsThe SMED AnalysisImplementing ideasCreate the new procedureStep 7: Repeating the ExerciseApplying SMED to Maintenance and the Use of Turnaround Partsvii198204208208211211Chapter 8. Deciding on a Maintenance Strategy213The TPM PM AnalysisThe malfunction and PM mapsInterpreting PM mapsScheduled maintenance or scheduled restorationScheduled replacement or scheduled discardThe RCM PM AnalysisThe RCM decision diagramFailure is unacceptable: Redesign the systemRecording the process on the decision worksheetFailure finding and calculating acceptable risk214215220223226227228243249252Chapter 9. RCM—Reliability Centered MaintenanceThe First Stage in an RCM Analysis: The Operating ContextExample of a Furnace Boatloader Operating Context: Tool Analysis LevelEquipment Defined as FunctionsIdentifying Functions and LabelingFunctional Failures to Failure EffectsFailure modesFailure effectsWhere Did RCM Come From?Non-Time-Based FailuresInfant mortalityChapter 10. Time- and Condition-Based MaintenanceIntroduction to On-Condition MaintenanceFriction between Maintenance and ProductionWhat if we were starting from scratch?In SummaryChapter 11. Fault Analysis: A Few Ways to Help Find Root CausesThe 5 Why’sFishbone DiagramsFault Tree DiagramsOCAPs: Out-of-Control Action PlansChapter 12. Team Objectives and Activity BoardsActivity BoardsTeam GoalsMonitoring 311313315317320323324327328329331

viiiContentsWhat do we monitor?How do we calculate the failure rate and the target improvement?Authority for Working in SpecificMachine AreasWhat Do the Results of a Real RCM Analysis Look Like?Summary of the boatloader analysisLean ingOverprocessingUnnecessary inventoryUnnecessary operator movementValueEquipmentPullChapter 13. Six Sigma: A High-Level 9350353355359Graphs and Their Use in Six SigmaAverage and standard deviationStandard deviation and z scoresThe x–y graphThe Main Terms of Six SigmaThe customerThe teams and the leadersThe Champion or SponsorSix Sigma ControllerThe Rules and ExpectationsThe Six Sigma CharterThe Technical StuffThe sigma valueDefects per opportunityDefects per million opportunitiesThe Stages of a Six Sigma AnalysisConsiderations or Limitations in Using Six SigmaFaultfinding the cause of a lamp failurePossible Limitations with Using 69369371373374376Index379

List of Figures, Formulas,and TablesFigure I.1 The pillars of TPM. There are eight pillars in TPM. They areintended to cover every department and function in the company. There arespecial pillars for Education and Training and for Safety, as TPMrecognizes these two areas as being a major cause of poor performance.Formula 1.1 Availability formula. The availability referred to in OEE is acause of many disputes. There are industry standards, but people disagreeon their definitions. Most people want the downtimes to be “blamed” on othergroups. To keep it simple, here it is based only on available time anddowntime.Formula 1.2 Performance formula. As with the Availability Formula,this is simple. It is based entirely on how many units are produced and howmany could have been produced.Formula 1.3 Quality formula. This formula is based on the number ofunits produced but it takes into consideration the number of units lost as aresult of defects. There is often debate as to whether compensation should bemade to allow for downtimes.Formula 1.4 OEE formula. This is the critical measure used by TPM toevaluate the capability of a piece of equipment within a production system. Ithas only three main components, performance, availability, and quality, butthese values encompass all of the issues that can affect how much usableproduct the equipment and operator system can make.Table 1.1 Availability, performance, and quality as a percentage anda probability. OEE is a sensitive formula designed to pick up problemsearly. This table shows how rapidly the OEE values fall in response to anychanges. It also shows that, even with 100% availability, there can still beproblems with the equipment or the setup.Table 1.2 A comparison of the vacuum system’s exhaust pipework.This is a nice table that illustrates a point about use conditions and howsimple it can sometimes be to avoid several years of problems, downtime, andsecondary damage. In such instances, reading the manuals or talking to thevendor could have prevented the bad layout of a system.ixCopyright 2006 by The McGraw-Hill Companies, Inc. Click here for terms of use.

xList of Figures, Formulas, and TablesFigure 1.1 Example of a failure analysis sheet. The failure analysissheet is designed to ensure the correct data about a problem is recorded. Ifthe fault is repaired and the issue returns, the original data is available forreference. It also provides the necessary information for evaluatingequipment performance data.Figure 2.1 The process flowchart. This chart summarizes the stepsrequired to set up and run an Autonomous Maintenance team. Theprocedure is virtually identical to that which would be applied to theautonomous maintenance part of a Zero Fails team. It includes the training,safety, and repeat scheduling following the completion of the initial clean.Figure 2.2 Illustration of a cleaning map of a part of a tool. This is asimple photograph showing two views of a tool and where it should becleaned. The image was imported to PowerPoint and the dots were added.The data is for illustration only. Notice there is also text on the map to giveguidance to risk assessments.Figure 2.3 An example of an F-tag log sheet. The log sheet is used torecord the type of tag that has been issued, what task it is for, where it is andto link it to the relevant risk assessments and safe working procedures. Italso establishes if the problem is a recurring fault.Figure 2.4 Task certification sheet example. The log sheet is used toidentify the type of tag that has been issued, what it is for, where it is and tolink it to the relevant risk assessments and safe working procedures. It alsocertifies who all are permitted to work on the task and the date they wereapproved to do so.Figure 2.5 Example of the drop-off of F-tags. As the initial cleanprogresses, improvements will be made. This chart is one way to see thesuccesses and monitor the progress.Figure 3.1 A product handling system showing the initial failurearea. This is a complex handling system that is prone to drift and set upissues. The design was around 15 years old. It was only specified to move1000 units without assistance. It was replaced by a robot system in latertools. In one situation the robot lasted 230,000 movements without an assist.Table 3.1 Note of initial fault symptoms illustrated in Fig. 3.1. Theimage gives an immediate visual image of the magnitude and areas of theproblems. Although the image has dots on it, there is a limited amount ofprecision. The table permits more detail and the capability to simply put acheck mark any time the fault reappears. It also makes analysis simpler.Figure 3.2 A product handling system showing the 6-month failureareas. This is a representation of the changes seen in the dot (fault)distribution after a period of 3 months. This one clearly shows areas ofrecurring issues and not simply a couple of early, single fault issues.Figure 3.3 Example of a possible F-tag category spreadsheet. Thecategories are the groupings that TPM uses to identify root causes. Theyinclude unchecked deterioration, inadequate skill level, basic conditionneglect, operating standards not followed, and design weakness. Thispurpose links the F-tag, the fault description, and the possible (machine) rootcause with the category. It also includes the anticipated fix and W3 (What,Where, and Who).

List of Figures, Formulas, and TablesxiFigure 3.4 A standard defect chart—to visually display the JIPMcategories. The categories recorded in Fig. 3.3 above are analyzed andplotted as a simple histogram to get a visual display of the spread of thefaults. This can show a weakness in the overall maintenance system.Figure 3.5 Modified defect chart showing the historical fails—sortedas number of fails. This is a bar chart like Fig. 3.4, except it has a secondaxis added. The new axis is the actual downtime hours for each category;this shows a real amount of lost production time in addition to the numberof faults.Figure 3.6 Historical fails data sorted as repair time. A modified defectchart, again with two axes. This time the data has been sorted as downtime.The reason is to highlight how the distribution of the categories actuallychanged when the different perspective was used.Table 3.2 Sample data as number of fails and hours of repair time.This is a simple table showing the layout needed for Excel to offer the doubleaxis graph. It is sorted in fails.Table 3.3 Data as percentage of fails and percentage hours of repairtime. This is the same data as in Table 3.2, but we have started theconversion to percentages. The next chart shows the final stage in preparingfor the Pareto chart.Table 3.4 Data as a Pareto chart—sorted against fails. The percentagesin Table 3.3 have been changed into cumulative values for the Pareto to beplotted.Figure 3.7 Data as a Pareto chart—sorted as fails. This is anothermodified Pareto. The data in the table format in Table 3.4 will offer thecombined bars and line graph when Excel is used to chart the data.It does noharm to keep all the data as displayed as it makes evaluating the individualcontributions easy.Table 3.5 A simpler method of explaining the Pareto datacalculation. This is a simple table but it is so much easier to understandthan using just the words above.Figure 3.8 Defect map example. The defect map is a diagram of the wholetool, showing the positions of the red and white F-tags. One of its advantagesis highlighting areas where faults accumulate. This can be a guide to a skillshortage or a lack of standards.Figure 4.1 Sources of faults through to final working standards. Thisis a complex flowchart. It summarizes the sources of the faults and how todivide them. It breaks the tasks into two groups: one for the AM groups andone for the PM groups. It also details the procedures to follow for correctingthe problems and organizing the meetings.List 4.1 Pre-AM safety checks. This list is a confirmation that the teamsare competent to work without risk of causing injury to themselves or anyothers.Figure 4.2 F-tag embedding and responsibility spreadsheet. This is asummary of all of the tasks taken (or to be taken) to ensure that an F-tagbecomes part of the system. It will become a part either in a scheduled AMclean or in a maintenance PM inspection. The frequencies for the task andthe responsibilities are also included.

xiiList of Figures, Formulas, and TablesList 4.2 Suggested AM team responsibilities. The team is alsoautonomous and has a range of responsibilities. The responsibilities aredefined by the managers. They are based on the competence of the teams.This list contains suggestions for each team’s responsibilities.Figure 4.3 Improving “hard-to-access areas” by modifying a panel.This is an illustration of a simple cutout in a panel to permit easy viewingof a gauge. Previously the main panel had to be removed to gainaccess.List 4.3 Suggested PM team responsibilities. The team is alsoautonomous and has a range of responsibilities. The responsibilities aresimilar to an AM team and are defined by the managers. They are based onthe competence of the teams, but cover an AM and a Zero Fails componentthat have interrelated responsibilities. This list contains suggestions for eachteam’s responsibilities.Figure 4.4 Example of a master fails list and weekly chart. This is astacked histogram designed to show the number of failures on a weekly basisand the number of times each fault occurred.List 5.1 Prerequisite training for TPM teams. TPM has a range of skillsit needs to carry out the specific tasks, but there are also a number offoundation skills also required. These tend to be more general, but are stillessential for working safely and efficiently in a team.Figure 5.1 Sample training record as would be used on the “activityboard”. This is the common training toolkit that is provided to all teammembers and includes training on TPM.List 5.2 Equipment specific training required. This is linked to Fig. 5.2and is more technical and tool-specific training.Figure 5.2 Example of tool-specific training records. Associated withList 5.2.Figure 5.3 Example of a one-point lesson. The one-point lesson is thefavored TPM way. It is simple and makes only one or two points. It works onthe same principles as an advertising poster.Figure 5.4 Zero Fails team composition—membership.Figure 5.5 Zero Fails team composition—overlapping management.This is a simple diagram based on the triangular, overlapping managementstructure used by the Japanese in forming teams. The structure ensures theinformation is disseminated both upwards and downwards.Figure 5.6 A layout drawing of an ion implanter (NV10-160 highcurrent implanter) mentioning the main modules. This is a diagramyou will see often, except the labels will be different. It is one way ofdisplaying the basic layout of a tool. In this case it is a simple plan diagramas would be provided by the manufacturer. It has all of the majorcomponents listed.Figure 5.7 Information on the process gases used. This is simple dataas supplied by the manufacturer.Figure 5.8 Emergency off switches (EMOs). This a variation of Fig. 5.6.It has been modified to show detail missing from the first one. In this case itis the positions of the EMOs.

List of Figures, Formulas, and Tablesxi

TPM Jishu-Hozen—Autonomous Maintenance 43 The TPM Initial Clean and Inspect and F-Tagging 45 The Cleaning Map: What and Where to Clean 50 F-Tags: How to Record Fuguai 52 Discovery of a Serious Fault during the Cleaning 58 . Maintenance. Total Productive Maintenance) to. 2.

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