The Handbook for Supervisors

(Maintenance)

Toyota Motor Corporation

Motomachi Plant Machinery Division
1st edition published in February 2001
A message for CL, GL and EX

Recently we published The Handbook for Supervisors (Maintenance).

As business situation surrounding the company has continued to be very severe.
In the machinery division, we have kicked off a project called, 01 challenge to reform characteristics of the
machinery division in an effort to survive in the 21st century.
In this activity, we need
each member to satisfy his/her responsibilities at his/her workplace
to act as one team
In this handbook for supervisors, we have listed items that we wish CL, GL and EX to pursue as a daily activity in
order to create a workplace with a characteristic which can accomplish ANYTHING with a
participation by all members.
We wish the readers to make effective use of this handbook as a tool for the development of the company
(workplace) and also for self-development.

Kouichi Ueda

February, 2001
Motomachi Plant General Manager of Machinery Division
 Contents

I. The overview of Toyota manufacturing....................................................................................................................1

1. The basic concept since inauguration of business of Toyota..................................................................................1
2. TPS vs. TPM............................................................................................................................................................2
II. The Concept of TPM................................................................................................................................................3
1. The definition of TPM.............................................................................................................................................3
2. The objective of TPM..............................................................................................................................................3
3. The importance of TPM...........................................................................................................................................4
III. The Mainstay of TPM Activity...............................................................................................................................5
1. The pillars of production maintenance activity.......................................................................................................5
IV. Fabrication of the Good Equipment.......................................................................................................................6
1. Manufacturing of the simple and low-maintenance equipment..............................................................................6
V. Preventive Maintenance...........................................................................................................................................9
1. What is preventive maintenance?............................................................................................................................9
2. Autonomous maintenance......................................................................................................................................10
3. Periodic/fixed-volume maintenance activity (maintenance and manufacturing divisions)..................................13
4. Predictive maintenance..........................................................................................................................................16
VI. The activity to repair failures fast and correctly..................................................................................................18
1. Method to speed up emergency repairs.................................................................................................................18
2. Select countermeasures to achieve total optimization...........................................................................................19
3. The key points for a quick recovery......................................................................................................................19
VII. The activity to improve the equipment for the better.........................................................................................20
1. Failure analysis and recurrence prevention...........................................................................................................20
VIII. Visual control.....................................................................................................................................................20
IX. Spare parts control................................................................................................................................................20
Supplementary provision...........................................................................................................................................20
1. Production maintenance category..........................................................................................................................20
2. Operational availability, output rate, overall equipment effectiveness.................................................................20
3. Maintenance, repair and fixing..............................................................................................................................20
4. The failure to stop function and the failure to lower function..............................................................................20
5. Maintenance cost (manufacturing cost, material cost and outsourcing cost).......................................................20
6. Intrinsic safety........................................................................................................................................................20
7. MTBF, MTTR........................................................................................................................................................20
8. MP Design.............................................................................................................................................................20
9. Production division, Maintenance division...........................................................................................................20
10. Autonomous maintenance, specialized maintenance..........................................................................................20
11. 5S.........................................................................................................................................................................20
12. Periodic maintenance, fixed-volume maintenance..............................................................................................20
 I. The overview of Toyota manufacturing

Toyota Manufacturing is structured with elements shown in the graph below.

Concept and procedure of Toyota manufacturing

What customers want---------is our mission as a manufacturer.

1. The basic concept since inauguration of business of Toyota

Customer first philosophy is Toyotas tradition.
We have been pursuing in the past and we will further make an effort and innovation in the future. In other
words, a pursuit of the philosophy of Customer first philosophy is the backbone of Toyota.

Customers Customers set a Grasp what Deliver excellent

evaluate if price customers quality with
products are good
or bad
commensurate
with value of
Therefore want acceptable price in
a timely manner.
products

This concept has been a creed of Sakichi Toyoda since he invented an automatic loom in the early 1900.
Moreover in 1930s when Toyoda group stated automotive operation, this concept was firmly established by
Kichiro Toyoda from what he learned from the US automotive industry and still has been passed on to the
present day as an unbroken tradition.

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2. TPS vs. TPM
1) Toyota Production System (TPS)

TPS is a system created in order to embody our mission as a manufacture and to deliver good products to
customers in an effective and timely manner and the foundation of the system is visual control and the pillar
is Just in time. It is one of the philosophies of Toyota (Toyota Way) to expose any muda (waste) and to
continuously challenge to achieve the most effective production activity.

JIT can be realized only when the equipment functions properly at time whenever needed to be operated. That
is to say, in order to prove TPS to be effective, it is necessary for production, maintenance, engineering and
production engineering division to unite as a team in order to achieve the 100% operational availability.

2) TPM activity (Total Productive Maintenance Activity)

Positioning of TPM activity

TPM is an activity to develop environments for TPS to be the most effective.

At Toyota, TPM activity is positioned as a maintenance activity which supports the production activity together
with a team of production, maintenance, engineering and production engineering, involving from top management
to team members, to endlessly challenge to achieve 100% operational availability, where only good products are
produced whenever needed (manufacturing and maintenance groups team up together I n order to implement the
optimized countermeasures including movements of men and materials.)

As stated above, TPM is an activity to tackle on a method to conduct jobs and structural reform from both sides of
a man and equipment. TPM is also positioned as Total Production Management.

TPM activity supports TPS

In the machinery division, a man operates

TPM is the very important issue.
equipment to conduct manufacturing activities

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 II. The Concept of TPM
1. The definition of TPM

TPM (Total Productive Maintenance)

[Productive Maintenance]
*An activity to always maintain the equipment in a perfect condition.
In other words, it is an activity to pursue maximization of equipment efficiency and
minimization of production cost by maintaining quality, output and safety at the high level.

Promote the activity totally

Based on the production equipment life cycle,
Top management as well as front line team members must participate
Production engineering division and manufacturing (production and maintenance divisions)
must be unified as one.

Note) TPM is an activity to tackle on a method to conduct jobs and structural reform from both sides of a man
and equipment. TPM is also positioned as Total Production Management nowadays.

2. The objective of TPM

The direction of the activity
(1) To fabricate equipment that is simple, easy to use and low-maintenance (for the new
equipment).
(Production Engineering and Product ion division)

(2) To plan and implement maintenance countermeasures at minimum cost in order to achieve and
maintain high operational availability (for the existing equipment.)
(Production and Maintenance division)

The target

(1) Improvements on safety, quality and productivity and reduction of manufacturing cost by
reducing equipment downtime.
Loss of equipment downtime: equipment failures, set up /adjustment, idling and stoppage,
reduced speed operation, start up and defect.
6 major losses

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3. The importance of TPM

TPM: to reduce equipment failures and to achieve 100% operational availability.

<< Losses due to equipment failure >>

deterioration
Quality issue raise

Quality
Downtime Process
Energy increase
losses defect

Tools and tool

expense increase

Sharp decline in International Competitiveness

Cost increase
Turnover More
Decline in productivity,
decrease over
efficiency
time
Equipment Increase in inventory and
failure emergency inventory
Repair process Cleaning
increase loss
*failure/
equipment Maintenance Increase in
down losses outsourcing cost

Increase in spare
*functional parts
decline

Decline in safety
Increase in
troubleshooting

Other
losses
Disturbance of
Deterioration

Standardized work
environment
of working

Coolant leakage, scattered

sanding sludge

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 III. The Mainstay of TPM Activity

1. The pillars of production maintenance activity

(1) Four pillars and their roles
Based on the life cycle of the equipment there are four pillars of production maintenance activity as shown
below.

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 IV. Fabrication of the Good Equipment
1. Manufacturing of the simple and low-maintenance equipment
1) Objective
In a planning and fabricating phase, in order for manufacturing side to avoid cleaning up the badly designed
equipment, it is important to make the equipment with a good design.

*It is critical for manufacturing side to participate from equipment planning phase.

2) The steps and approaches of the activity.

1) Clarify good 2) Deliver specific 3) Participate at 4) Evaluate the

equipment information to PE the best timing activity
(timely
involvement)

A. Clarify the good equipment

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 B. Deliver specific information to Production Engineering

*Provide specific defects or improvement plan, not mere complaints.

a department to execute plans

n improvement plans
Existing modelNew model, new
Specific activities Specific suggestions

to a plant
[Investigate problems]

defects
Failure location (assumption) Production division will
New equipment

Investigate similar model execute plans.

equipment Periodic (Scheduled-

analyze
Investigate the same model t volume) maintenance
other vendors. Kaizen
[Investigate failures in the past]

, and
Frequent breakdowns / long down

classify

decide
and
o
time.

decide
and
Maintenance file
Equipment to be

Production engineering division

Organize,

Investigate
Major breakdown reports Supplier
/diverted

Investigate
Specifications meeting
[Investigate problems] Narrow down Kaizen items
Root cause/location of long
downtime
modified

Equipment diagnosis (current,

vibration etc)
Cycle Time
Process capability table Maintenance member from
Accuracy issues Check Add Production division directly
Machining accuracy negotiates
Process capability (C p)
Equipment capability (C m) Specification standard sheet (*)

Note (*) specification standard sheet: a specification standard for

equipment/structure/parts based on Kaizen in the past
Perform a good analysis on current
situation.
Ensure to create standards
Appoint a designated member

C. Participate discussions at the best timing.

Appoint a designated member and have him/her involve from a planning stage of a project /equipment.

D. Evaluate the activities

Perform evaluation on equipment assessment items and targets.
1. Operational availability (production line and equipment)
2. Deployed items, number of items, number of items completed and not completed and reasons.
3. Breakdown analysis, root cause (equipment /process problem)
4. Items to be deployed in the next project.
5. Revision of equipment specification standard.

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 The role of CL, GL and EX in making the good equipment
<< Maintenance division /manufacturing division >>

Assignment Items to be implemented and responsibility

(1) Plan a total project.
(2) Make subordinates understand items to worked on.
CL (3) Set the targets
(4) Set up the system and select members.
(5) Follow up and guide the total activity.
(1) Plan and promote detail items of the project.
(2) Set up an analysis on a current condition and items to be deployed.
GL
SX (3) Negotiate and coordinate with Engineering, Production Engineering and Suppliers.
(4) Allocate responsibility to, guide and follow up members.
*SX execute planning and management of items requested by GL.
(1) Under the guidance of GL, aggressively promote items to be implemented.
(2) Perform an investigation and analysis of a current condition.
EX Analyze and set up items to be deployed.
(3) Confirm results and evaluation and report to a supervisor.
(4) Aggressively making suggestions or Kaizen ideas.

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 V. Preventive Maintenance
<< The activity to prevent equipment from breaking >>

1. What is preventive maintenance?

Preventive maintenance is a means to achieve maintenance with high productivity. Preventive maintenance is
classified as below. It is preventive medicine for equipment, aiming early detection and early treatment of
equipment abnormality.
Various symptoms can be seen before equipment breaks down. Equipment breakdown (emergency breakdown)
can be prevented by grasping these symptoms and executing countermeasure in a timely manner.

[Major Steps]

Responsibility
Key points of Maintenance
Definition Production Maintenance
activity Category
division division
Full compliance with basic condition (cleaning,
Preventive Maintenance

Prevent from Autonomous

breaking maintenance lubrication, retightening)
Daily check: service condition (temperature,
pressure, etc) and deterioration.
Simple part replacement, quick repair
Fast and accurate communication of
failures/breakdowns
Periodic/ It requires high skills, measurement, or
Scheduled- disassembly. Check, inspection and maintenance
volume job that is performed at the fixed frequency such
maintenance as certain period or scheduled production
volume.
Predictive Decide construction period by comparing against
maintenance pre-determined deterioration standard by
measuring condition of deterioration of
equipment and controlling tendency
Repair before Repair before Activities to systematically recover function of
breakdown breakdown equipment abnormality as follows:
(Conventiona * Information on abnormality detected by
l preventive autonomous maintenance activity. (Maintenance
maintenance) card, etc)
* Results from periodic maintenance and
historical data of machine breakdown.

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2. Autonomous maintenance
(Check, care, simple part replacement and repair done by manufacturing division)

(1) The necessity of autonomous maintenance

1) If the equipment is operated without a care, it breakdowns fast as a
result of rapid deterioration caused by abnormal wear and
temperature due to dirt, blockage, mal-lubrication, and slack.
(Forced deterioration)
Normal
value

Deterioration
Repair

zone
Breakdown

Breakdown
Time

2) If the equipment is used correctly and cared 3) It is possible to prevent equipment breakdown
properly, it may deteriorate as natural by grasping symptoms of abnormality with
phenomena, it will live out its natural service daily checks and implementing
life. (Natural deterioration) countermeasure accordingly.

4) In production activity, it is critical to always maintain the equipment in the best condition by eliminating forced
deterioration under autonomous maintenance and performing repairs in a timely manner, that is to say, this is
the foundation of TPM, activity to prevent breakdown as preventive maintenance.

(2) Benefits and the significance of autonomous maintenance executed by manufacturing division.

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 (3) The objective of autonomous maintenance

In order to consistently maintain the equipment in the best condition, it is necessary to control the
equipment with a strong interest in a daily condition of the equipment. By checking, exchanging and
cleaning locations at the fixed frequency, factors for possible breakdowns can be eliminated; abnormality of
equipment can be detected fast in an effort to prevent breakdown of the equipment.

1) Grasp the normal condition of the equipment. (sound, heat, cycle time etc)
2)Master correct methods to operate the equipment.
3)Catch any symptom of abnormality and provide right information to the maintenance group.
4) Plan and implement autonomous maintenance based on items to be checked (autonomous
maintenance control board)

Specific examples of autonomous maintenance

a) It is desirable to set up basic items first and then expand activities as the skill level of a responsible
individual improves.

Item Example of basic items Example of extended items (depends on skill level)
Inspection Standard pin, wear/chip of standard surface. Abnormal noise, generation of heat, abnormal
Retightening Inspect function of safety devices. vibration. (pump, motor, fan, top shaft, oil)
Tightening (bolts/nuts jig, bolts/nuts of Tightening (standard metal bolt, hydraulic pneumatic
clamp) pressure joint of coolant pipe)
Cleaning Items to maintain quality Strainer, hydraulic pneumatic system & coolant filter
(standard surface, standard pin, jigs) Detection devices such as Limit switch, proximity
Cooling filter for control panel, motor switch.
Machining unit, wheel head slide table
Lubrication Oil level check/supply Lubrication (Area that can be lubricated from
(Concentrated lubricant oil mist system,) outside).
(Clamp area, sliding chucks)
Parts Wear parts to maintain quality General wear parts (V belts, filter), lights
replacement (Standard pin, center, drill bush) Limit switch Welding cable

Adjustment Calibrate measurement device. Sizing instrument NC units zeroing

Lubrication amount, coolant amount Robot teaching, adjust tension of belt and chain
Trouble Manual operation & fix reoccurring Small repair, & joint repair with Maintenance group.
-shooting breakdown.

b) Set up items for autonomous maintenance.

Create a work element sheet (card) for autonomous maintenance per target equipment and write methods
(sequence), the frequency, and judgment points for items of autonomous maintenance.

[Implementation window]
Utilize 10-minute maintenance time (10 minutes before afternoon shift start-up).
In our division, 10-minute maintenance time is secured and autonomous maintenance activity is executed
during the time.

[Points to remember]
Fully and effectively utilize 10 minutes.
Though it is only 10 minutes, ensure to take 10 minutes each time.
Ensure to coordinate in advance. For CL and GL (SX), provide time and responsibility for members.

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 The role of CL, GL, SX and EX in implementing autonomous maintenance
(Manufacturing division)

Assignment Items to be implemented and responsibility

* Understand the direction of the division/section, have a strong interest in autonomous
maintenance, have subordinates understand the importance of autonomous maintenance
and give instructions of planning implementation of autonomous maintenance.

CL

Provide suggestions after visually checking how the activity is coming along.
* Plan a schedule for autonomous maintenance and check subordinates for
implementation status and necessary items.
(1) Plan a specific schedule including who, when , what and how.
GL (2) in correct information on troubleshooting procedures and reoccurrence prevention
from an individual who is assigned for and request the maintenance group and
follow up the results.
(3) Coordinate with the maintenance group for construction schedule and cooperation.
* Ensure to implement self-maintenance and accurately report information of equipment
to Maintenance division.

(1) Troubleshoot breakdowns and investigate ideas for reoccurrence prevention.

SX
(2) In pursuing the autonomous maintenance activities, report to a supervisor and
EX
Maintenance group if other abnormality is detected and take actions accordingly.

* SX plans and manages items requested by GL.

Equipment does not break by itself. (Someone/something) breaks equipment!

Protect your equipment yourself

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3. Periodic/fixed-volume maintenance activity (maintenance and manufacturing divisions)

(1) The objective of periodic/fixed-volume maintenance

To implement pre-determined maintenance items at the fixed period or volume in order to

effectively prevent breakdowns due to wear of mechanical parts and deterioration of electric
equipment.

(2) The target of periodic/fixed-volume maintenance

By checking and controlling a condition of the equipment at the fixed period and volume, with
early detection of problems and countermeasures, periodic /scheduled-volume maintenance
targets to prevent breakdown and support smooth production activity guaranteeing equipment
availability.

(3) Definitions and characteristics of terminology.

Definition
Terminology Definition
Advantage Disadvantage
Periodic Maintenance activity implemented Easy to plan since implementation Unless a plan is changed
Maintenance at the fixed period. cycle is constant. immediately as a response to
Ex. 1 /year production volume fluctuation, it
1 /month etc will turn out to be too much /too
little maintenance.
Periodic Maintenance activity implemented Production volume= number of Hard to plan a schedule since
Maintenance at the fixed production volume. times equipment operated maintenance cycle changes with
Ex. 1 /2000 times enabling to prevent too much/too production volume fluctuation.
1 / 10000 times etc little maintenance.
Tool (counter) needs to be installed in order to count production volume
or number of times equipment operated.

(4) The importance of periodic/fixed-volume maintenance.

Periodic/fixed-volume maintenance is a very effective tool to prevent breakdowns from wear of mechanical
parts and deterioration of electric equipment, thus it is the maintenance activity that Maintenance group should
put its most effort into.
* Manufacturing group should work on items that they could in an effort to expand maintenance skill.
Planned implementation can

Reduce costs by investigating manpower, Effective breakdown prevention

things, and time needed
Lower maintenance cost
Produce consistent results by creating
standardized work and stabilizing
maintenance work.
Can result in
Continuously increase the skill level with
Kaizen activity. (Reduction in time and Maximized maintenance effect
man-hour, cycle extension)

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(5) The scope of application for predictive maintenance
Periodic/fixed-volume maintenance should be applied for all equipment, however in order to achieve
maximum return at a minimal const it is wise to apply for the equipment with higher priority such as a critical
line and the critical equipment.
In this way, after determining scope of application, Maintenance group should organize the system to
implement periodic/scheduled-volume maintenance and make the best effort to always achieve 100% of
executing rate.

Deployment of Complete execution of

Effective
= planned maintenance = periodic/scheduled volume
maintenance activity
work maintenance work

(6) How to proceed periodic/fixed-volume maintenance

1) Select works (items) which are really needed

2) Create the periodic/fixed-volume maintenance system that would achieve the same result no matter who
implements.

3) Be innovative to achieve an easy implementation

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 The role of CL, GL, SX and EX in implementing periodic/fixed-volume maintenance
(Manufacturing division)

Assignment Items to be implemented and responsibility

* Grasp and follow up a schedule for periodic/fixed-volume maintenance and implementation
status.
(1) Grasp the work delay status and direct assigned members to review a schedule.
CL (2) Grasp work results and direct necessary actions.
(3) Discuss with related divisions and if time is needed to be secured, arrange with suppliers via
staff.

* Acknowledge the importance of periodic/fixed-volume maintenance, follow up to surely

implement a schedule as planned, and review a schedule as needed.

(1) Direct member to register items for periodic/fixed volume maintenance as needed.
(2) Based on a list of periodic/fixed-volume maintenance for the month, plan a implementation
GL schedule and select members.
SX (3) Grasp work progress of each member and follow up if there is work delay.
(4) Based on information from members, as for the equipment with problems, discuss with
related members (CL, staff) and plan preventive maintenance.
* SX plans and manages items requested by GL.

* Execute jobs, grasp the work progress, support GL and SX, and digest planned works.

(1) Brainstorm items for periodic/fixed-volume maintenance and study work sequence.
EX (2) Report equipment condition, with a supervisor, discuss and plan countermeasure if problems
are detected.
(3) Review the inspection cycle and work methods, and investigate effective work methods.

The key points to establish periodic/fixed-volume maintenance are to select items that are truly necessary and to
execute jobs for 100%.
In addition, Kaizen activities for work methods are necessary to produce consistent results no matter who would
work on.

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4. Predictive maintenance
Predictive maintenance applies a method to detect function deterioration of equipment by monitoring symptoms
of deterioration and it is also called as condition monitoring maintenance. By using the five senses of human
body and measurement devices, Simplified diagnostic method can be performed simply and Precision diagnostic
method uses advance techniques.

(1) Objective
It is possible to use equipment (parts) until right before its life span and the following results can be expected.
1) Breakdown prevention and extension of equipment life.
2) Decision of adequate maintenance period (disassemble maintenance, repair, parts replacement).
3) Inventory reduction (for maintenance spare parts) with JIT ordering system.

(2) Implementation method

In planning and implementing predictive maintenance, based on analysis results of actual failures in the past, it
is critical that deterioration symptoms from equipment deterioration until actual breakdown must be
investigated to get to know failure mode and failure interval.

Deterioration symptoms and diagnostic methods

Deterioration symptoms Simplified diagnostic method Precision diagnostic method
Heat generation, temperature Touch with a hand, thermo Thermometer, Thermograph
labels
Slackness Vision, retightening Torque wrench
Wear Vision, measure wear amount Wear measurement with a
vernier caliper
Leak Vision, indicated level check Level gauge
Dirt Vision Dirt measurement system
Elongation Vision Displacement measurement
sensor
Abnormal noise Listen with ears Acoustic diagnostic system
Vibration Touch with a hand Vibrometer
Odor Take a sniff at smell Odor measurement device
Current See indication of ammeter Clamp-on ammeter
Power See indication of power meter Power meter
Voltage See indication of voltmeter Tester, voltmeter
Insulation resistance Insulation-resistance meter Insulation resistance monitoring
system
Quality change Vision, measurement jig Precision measurement device

[Steps to implement predictive maintenance]

Set up 1/10 of failure intervals

Based on failure analysis Failures due to function Yes
in the past, investigate deterioration? Deeside on diagnosis cycle
and decide
No
Failure mode Is it possible to predict Yes Measure symptoms of
Failure interval symptoms of problems? deterioration
Deterioration Data trend control
symptoms No
Judgment standard Periodic/fixed volume Abnormal Compare to judgment standard Normal
maintenance, parts (normal, warning abnormal)
replacement
Warning
Reduce
measurement cycle

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 The role of CL, GL, SX and EX in implementing predictive maintenance
(Maintenance and manufacturing divisions)

Assignment Items to be implemented and responsibility

(1) Suggest common problems of the machinery plant at maintenance meetings, exchange ideas,
investigate and decide to introduce predictive maintenance. (Involve staff).
(2) Have subordinates understand items to be worked on, direct and follow up.
CL (3) Understand daily failure reports and give instructions to establish predictive maintenance
system.
(4) Prioritize (such as a critical line), guide and follow up to ensure 100% implementation.

(1) Investigate and plan a specific strategy to surely execute instructions above, guide and follow
up.
(2) Understand a history of daily failures or collect information on emergency breakdown on-
site, investigate predictable items and implement or make suggestions.
GL
(3) In order to avoid an increase in the amount of periodic and fixed volume work, together with
SX
subordinates, brainstorm methods that are easy and fast to predict.

* SX plans and manages items requested by GL.

EX (1) After a repair, investigate countermeasures for predictable failure by repeating why, and
report them to a supervisor.

The first step of predictive maintenance is to grasp the normal condition of the equipment.
Always pay attention to (have interest in) the equipment, linking to predictive maintenance.

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 VI. The activity to repair failures fast and correctly

In case when failure or defects occur, the next two points are important.
How quickly one can repair and restart the smooth production activity.
How to analyze a root cause and plan countermeasure in order to prevent recurrence of equipment failure.

1. Method to speed up emergency repairs

1) Confirmation and report of contents of failures. 5) Set up a system to assist

(Manufacturing group) Maintenance group.
a) Accurately grasp condition of failure or defects and
recovery operation.
b)Improve skills to communicate immediately and
a) System and tools for
accurate information
communication
Operation monitor, Andon
System to call Maintenance
2) Examination, diagnosis and cause investigation. team member
(Maintenance group) Line allocation of
a) Improve failure diagnostic capability to immediately maintenance team members,
investigate root cause. etc
b)Develop tools for failure diagnosis and practice
training of failure diagnosis.
b) Equipment drawing control
c) PC, NC tape, F/D control
A system that the latest
3) Disassembly, parts procurement, parts replacement, version is always available.
assembly and adjustment. (Maintenance group)
a) Effective work direction and work assignment.
b)Improve the capability to perform right repair (not
quick cover-up). d) Spare parts control
c) Nourish judgment to flexibly decide when to perform An inventory system where
temporary/emergency repair. necessary parts can be
* Ensure to perform permanent repair to replace quickly obtained without
temporary/ emergency repair as soon as possible. creating any excess
inventory.

4) Test run confirmation (Maintenance/Production e) Preparedness of specific

department) tools and devices for
a) Immediate equipment operation and quality maintenance activity.
confirmation. Maintaining work element
sheets and manuals.

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2. Select countermeasures to achieve total optimization

It is critical for both Manufacturing group and Maintenance group to jointly discuss response methods with a
perspective of what is total optimization?

Line condition and countermeasures

Normal Repair The basis of failure repair is to perform normal repair accurately and
immediately.
Temporary /emergency repair Depending on a condition of the line, the biggest issue is a quick recovery. There
may be a situation that requires to perform emergency / temporary repair for the
meantime and re-start line/equipment operation as soon as possible.
Back up response A response to be taken when production load is extremely tight and cannot
afford to wait until recovery of he line.
Ex. Substitute production by using other line or equipment.
Members transport materials by using dolly or lift (Conveyance failure)

<< Communizing targets for production and maintenance groups >>

It is critical for Production and Maintenance groups to discuss with a perspective of total optimization.

Production Group Maintenance Group

Which is relevant to conditions for total optimization.
Date of delivery: Discuss including inventory at the
delivery destination.
Efficiency: Assess countermeasures based on
efficiency including maintenance group.
Gain trust from Production group by making the best
effort to higher accuracy of repair time and give
accurate suggestions for response methods with total
optimization.

3. The key points for a quick recovery

No matter which repair method is used, normal, temporary/emergency or backup response, the repair of a failure
must be recovered at the shortest time with production group and maintenance group working closely.

Obtain information Failure diagnosis Countermeasure Procedure Man-power

Actual work
determination allocation
Quickly report/ Rapid detection Decide on an Decide on an Allocate an Safe and
obtain failure of a cause of optimized CM optimized optimized adequate work,
information failure within time allowed procedure man-power progress status

Accurate explanation Normal repair Prepare for Possessed skills Job

of condition from Temporary/emergen tools and spare and capability observation
Production group cy repair parts
Backup

Accurate estimation of
time for recovery Timely adjustment

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 The role of CL, GL, SX and EX to repair failures immediately and correctly
(Maintenance and Production division)

Assignment Group Items to be implemented and responsibility

M, P (1) Have subordinates communicate timely information at the same time of a
breakdown (production line stop) and timely report to a supervisor. (Report,
Communication, Consultation)
P (2) Depending on a situation, ensure to communicate to related groups such as
production control group.
M, P (3)Direct to allocate optimized manpower across sections.
CL M, P (4) Maintenance CL and Production CL jointly plan countermeasures to quickly
recover production.
M (5) Depending on a situation, become an overall leader on site and direct
activities including safety. (Especially the line without buffers between front and
back processes, long downtime)
M, P (6)Investigate and implement reoccurrence prevention at each group. (Capability,
equipment, spare parts etc) Feedback to related groups.
M, P (1) Have subordinates communicate timely information at the same time of a
breakdown (production line stop) and timely report to CL. (Report,
Communication, Consultation)
P (2) Depending on a situation, ensure to communicate to related groups such as
production control division.
P (3) Inform an accurate production condition and impact to Maintenance division.
GL
M, P (4) Allocate optimized manpower within a group and make suggestions to CL.
SX
M (5) Depending on a condition, ask staff/suppliers for help (telephone or
dispatch).
M (6)Depending on a condition, become a job leader on site and direct jobs including
safety.
M (7)Plan and follow up countermeasures for reoccurrence prevention.
* SX plans and manages items requested by GL.
P (1) Report and communicate accurate information on pre-breakdown and when it
happened. (Speculation confuses investigation of the root cause)
P (2) Give full support in order to recover production.
EX
M, P (3) Review problems from a viewpoint of each function such as an operator or a
maintenance team member and improve items to be reflected with team members.
(Especially on skills)

To obtain accurate information and to grasp a current condition are the first step to repair the equipment fast.

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 VII. The activity to improve the equipment for the better
<< The activity to prevent recurring failure >>
1. Failure analysis and recurrence prevention

(1) The objective of failure analysis and recurrence prevention

With a simple recovery of a failure, the same failure will occur over time, resulting in maintaining low
productivity and adding a stress among Production and Maintenance divisions. For this reason, it is important
to perform failure analysis and reoccurrence prevention including a review of the equipment and the part and
to improve the equipment by executing lateral deployment to similar equipment or giving a feedback to
Production engineering group.

[Failure analysis] [Reoccurrence prevention]

Complete root Countermeasu Increase in Reduction in
Failure cause res for the root Equipment production
investigation cause productivity costs

[Steps for failure analysis and reoccurrence prevention]

< Failure analysis > < Reoccurrence prevention >

Planning of
Occurrence of failure
countermeasures for
recurrence prevention
Investigation of
occurrence condition Recurrence prevention
planning

Assumption of the cause

Implementation of
countermeasures for
Investigation of the recurrence prevention
location of the failure

NG
Failure analysis and Evaluation of
investigation of the root countermeasures
cause
OK

Root cause NG Review Revise manuals and Drawing correction

confirmation PM maintenance standard
Similar equipment,
OK lateral deployment
Standardization, feedback

(2) The steps for failure analysis

1) Breakdown of the failure cause
For defects occurred and detected, grasp and investigate an occurrence condition in a systematic and
quantitative way in order to narrow down a location or part that caused the failure.
2) Confirmation of the location or the part that caused the failure.
Investigate and confirm the location of problems in the location/part that was narrowed down in the
previous step in order to clarify a connection with the failure.
3) Failure analysis of the location/part that was narrowed down.
In order to plan reliable countermeasure for reoccurrence prevention without muda, perform failure
analysis from three directions explained below.
a) Investigate the root cause of the failure
Investigate the root cause of the failure with Genchi Genbutsu and repeating five whys.
4) Perform an analysis on reasons why it took long to recover (for capability and spare parts).

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b) Factor analysis for the root cause and countermeasures / factor analysis for the root cause of the failure
The results of factor analysis for the root cause of the failure or the defect are classified and listed by division
and countermeasures corresponding to factors are suggested.

A) Production Division
Factor category
1. Operational defect
2. Cleaning defect
3. Lubrication defect
4. Check /adjustment defect
5. Setting defect
6. Front process defect
7. Other
Operation error C) Production Engineering Plan and design fault
Division (Supplier)
Countermeasure Factor category Countermeasure
a. Training to improve 1. Equipment planning defect a. Clarify planning defect.
operational skills. 2. Design defect Request PE for
b. Standardize daily 3. Parts selection defect countermeasure
maintenance 4. Material/ heat treatment b. Change design
Clarify maintenance defect Review design layout,
standard 5. Manufacturing defect standard
Train knowledge/skills 6. Installation defect c. Standardize work
c. Improve skills and 7. Other d. Check quality, reinforce
standardization control
d. Process check, reinforce e. Other
control
e. Other

B) Maintenance Division Maintenance error D) Other

Factor category
1. Adjustment, assembly
defect
2. Replacement parts defect
3. Check /adjustment defect
4. Lubrication defect
5. Cleaning defect
6. Emergency repair defect
7. Reoccurrence prevention
defect
8. Other
Countermeasure Factor category Countermeasure
a. Improve maintenance skills 1. Normal deterioration a. Standardize maintenance
b. Obtain maintenance 2. Disaster Implement periodic/fixed
knowledge and techniques 3. Abnormal load volume maintenance
c. Standardize maintenance 4. Other b. Disaster prevention
Clarify maintenance countermeasure, predict
standard disaster before happens,
Maintenance work c. Countermeasure to eliminate
standard abnormal load.
d. Strengthen preparation and d. Other
set up
e. Strengthen completion
confirmation
f. Other

(3) Plan countermeasures for reoccurrence prevention

Based on confirmation of failure analysis and investigation of a current condition, the following
countermeasures for reoccurrence prevention are suggested.

Direction of countermeasure Contents of countermeasure

i) Equipment improvement
ii) Standardize maintenance work
iii) Training for equipment
maintenance
iv) Other
Equipment, units, problems of parts improve weak points
Standardize preventive maintenance work Create maintenance standard, work element
sheet
Maintenance training for Maintenance, Production members, (Classroom lecture) OJT
Countermeasures for the root cause of failure analysis other than those above

(3) Implement, confirm and follow up countermeasure for reoccurrence prevention

1) Planned execution of countermeasures
Per item, list a plan vs. progress status in promoting countermeasures.
2) Follow up confirmation of countermeasure
After implementing countermeasures for reoccurrence prevention, confirm and evaluate if countermeasures
are effective.
3) Feedback to Production engineering division
Other plants may have the same problem. Think Toyota as a whole.
4) Feedback and follow up at changeover
In deciding specifications for a new equipment, feedback to Production engineering division and suppliers,
and then follow up. * Manufacture the equipment that would not fail

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 The role of CL, GL, SX and EX to improve the equipment for the better
(Maintenance division)

Assignment Items to be implemented and responsibility

(1) Participate, direct and follow up on failure analysis and planning of reoccurrence prevention
countermeasures.
(2) Always grasp and follow up on planning and implementation the status of reoccurrence
prevention countermeasure.
CL (3) Grasp work delay status and direct to review a schedule.
(4) Grasp results of countermeasures and direct necessary actions.
(5) Discuss with related divisions, feedback to and follow up staff and Production engineering
group.
(6) Revise specification standard accordingly.
(1) Participate, direct and follow up on failure analysis and planning of reoccurrence prevention
countermeasures.
(2) Plan a countermeasure schedule, assign members and provide adequate instructions.
GL (3) Grasp work progress status of each member and follow up if the work is delayed.
SX (4) Confirm results of countermeasures with Genchi Genbutsu and follow up.
(5) Together with CL, discuss with related divisions, feedback to and follow up staff and
Production Engineering group.
* SX plans and manages items requested by GL.
(1) Perform a job and grasp a progress status of the job, support GL and SX, and work on a
scheduled job.
EX (2) Report the job condition, consult with a supervisor and decide on countermeasures as soon as
any problem occur.
(3) Progress the job more efficiently.

In order not to repeat the same failure, a thorough analysis on the failure (investigation of the root cause) is the
most important. Without a thorough failure analysis, there is no reoccurrence prevention!

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 VIII. Visual control

(1) Objective of visual control

To make visible normality and abnormality in everything is called as visual control. In other words, visual
control is one of important means to smoothly pursue manufacturing activities based on The concept of
Toyota manufacturing (Ref P1) by making visible normality and abnormality in soft and hard sides, such as
management, work, human movement, lines, equipment, etc.

(2) Visual control of equipment

At production site, it is beneficial to make visible production loss due to equipment (ref. P4) and condition of
equipment itself (process point and movement).

[Visual control of the equipment itself]

In general current equipment is covered for the purpose of safety, sludge or coolant spatters and for this reason it
is difficult to see movements or structure of the equipment from outside.

As negative effects of covers,

*Safety: Difficulty to see movements inside of the equipment makes it harder to predict a risk thus it is
likely for members to touch dangerous area without caution.
* Maintenance: 1) In checking, cleaning and replacing equipment/parts under autonomous maintenance, covers
must be removed taking too much effort to continue those activities. Thus cleaning will be left out
and a repair will start with cleaning.
2) Covers must be removed when an emergency repair is performed and it takes too much man
hour. (One-third is dedicated to remove/place covers.)
* Predictive maintenance, cause investigation/failure analysis: Difficulty to see inside of the equipment will slow
down time to pursue these activities.
* In pursuing countermeasures to improve tools or a cycle time, speed of Kaizen activities will slow down since it
is hard to see process points /movements of equipment

In a nutshell, a visibility of inside of the equipment will positively impact on any activity. Therefore this group is
aggressively promoting visual control.

<< Points to remember >>

* Please do not ignore the original purposes of a cover. As for safety, be innovative and pursue Kaizen activities.

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 IX. Spare parts control
(1) The definition of spare parts
Spare parts are parts to be carried for equipment repairs in order to avoid long downtime of the equipment
when components/parts of the equipment experience breakdown or performance deterioration for some reason.

What is required for spar parts is to recover function or performance of the equipment after exchanged and to
guarantee quality (reliability).

In spare parts there are two types: hard and soft

Hard i) Spare parts PLC, NC controller, Budget

ii) Tools to add function of spare parts Program loader, programming tools etc
Soft i) Information to control spare parts Equipment drawing, part drawing, part specifications etc
ii) Data to add function of parts PLC, NC, program fro controller, parameter etc

(2) The purpose of spare parts control

1) The purpose of spare parts control is to secure parts with guaranteed quality for quantity needed and at
time needed.
2) Originally, it is ideal not to have spare parts. A user group must work with inventory control group in
order to reduce usage and inventory of spare parts.
User group Production division, a division executing maintenance activities.
Inventory control group A division who orders and receives spare parts.
3) Track actual usage of spare parts (material) every month while deliver spare parts from a warehouse, order
and control inventory of spare parts. Then together with related groups reduce spare parts cost.

(3) The role of each group in controlling spare parts

1) The role of user groups
Continuously promote countermeasures and activities to reduce a category and usage of spare parts and
reduce spare parts cost.

Execute maintenance activities on soft and tools for hard, create an environment that replacement and
fabrication of spare parts can be effectively executed, and reduce loss of equipment downtime.

(4) Drawings for a control circuit and a hydraulic and pneumatic system for equipment on site must be available
and maintained. (Program list, parameter table or table for other parameters).

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Case example
Have you experienced long down time or had experience that you had to look for spare parts really hard because
you could not find spare parts that were supposed to be available?
There are many cases that could have been able to re-start production sooner if spare parts were available.
Regardless of the group, many have experienced this. At the time, everyone thought that spare parts must be
properly controlled, however, as the old saying goes, The danger past and God forgotten, unfortunately in
many cases, nothing is done about unavailability of spare parts and the same thing will happen later on. Let us not
repeat the same failure.

<< Common example at both Production and Maintenance group >>

(1) Kanban is not operated by rule and inventory is zero.
(2) Different parts were stored.
(3) Some unofficial parts were stored.(Changed due to Kaizen or design change)
(4) No indication or indication was erased.
(5) Unregistered spare parts. (Belts, bushes, bit holders, centers, collect chucks, hardening coilsbudget, etc)
(6) Location is unknown due to location change of spare parts rack or model change. (Scattered)

<< Common example in Maintenance group >>

(1) Defective spare parts (especially electrical component)
(2) Spare parts with different (especially electrical component)
(3) Spare parts is not available because specification was changed due to improvement or changeover.
(4) Data was not saved after changing data (NC, PC and robots etc)
(5) Data was not saved when a new equipment was installed.

[Points to remember]
It is important to always control spare parts in an orderly manner.
First of all,
(1) Review and organize spare parts all together with everyone involved when physical inventory is taken.
(2) Confirm the importance of spare parts, understand and execute the rules of each system.
(3) When problems are detected, take actions or make suggestions before forgetting problems. (Before the
danger passes)

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 The role of CL, GL, SX and EX in spare parts control
(Production and maintenance divisions)

Assignment Items to be implemented and responsibility

(1) Have subordinates understand the importance and a system of spare parts control and direct
and follow up. * Pursue kaizen activities as a leader when the system is not complete.
(2) Direct and follow up at physical inventory.
CL
(3) Gather problems regarding spare parts, make suggestions to related groups and follow up.
(4) Periodically check spare parts control status, give instructions and follow up.

(1) Understand and have subordinates understand the importance and system of spare parts
control and give instructions and follow up. * As for problems, implement Kaizen activities
at the same time make suggestions to CL or related groups.
(2) After relocation, changeovers, design change and modification, check and execute
maintenance.
GL (3) In changing data, execute maintenance immediately complying with the rules. (Especially
SX Maintenance group)
(4) Periodically check spare parts control status and improve problems. Give instructions and
follow up

* SX plans and manages items requested by GL

(1) When problems are detected, improve items that can be worked on individually,
immediately report to GL and request for actions.
EX (2) Implement 4S such as spare parts rack.
* If it is confusing to me, it is confusing to others.

If everyone thinks, someone will do it, nobody will do anything.

Whoever notices issues should initiate activities.

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Supplementary provision

Glossary

1. Production maintenance category

Dept.Maintenance
Responsible dept.

Dept.Production
PE division
Focus of Maintenance
Definition
activity category
preventionMaintenance

To eliminate Maintenance Approach to fabricate the equipment that

Equipment fabrication

failures Prevention is simple, less expensive and low-

maintenance.
Operationality Self-maintainability
Reliability Maintainability
Economical efficiency Safety

To prevent Autonomous 100% compliance with basic conditions

from maintenance (cleaning, lubrication, retightening).
breaking (Maintenance Daily checks on using conditions
by operators) (temperature, pressure) and deterioration
Easy part replacement, emergency repair
Immediate and accurate report on failure
and defect status.
Periodic Advanced skills, measurement or
Preventive maintenance

(fixed assembly are required,

Failure prevention

volume) Check, inspection and maintenance work

maintenance implemented at the fixed cycle such as
certain period or fixed production volume.
Predictive Measure deterioration condition of
maintenance equipment, control trends and decide
construction cycle against pre-determined
deterioration standard.
To repair Repair before Planned function repair work for
before breakdown equipment failure explained below.
breakdown. (existing Information on abnormality detected
preventive under self-maintenance activity. (PM
maintenance) card)
Results from periodic check or
equipment failure history.
To repair Emergency Emergency/temporary repair or normal
failure right repair repair performed, with equipment
and fast stopped, to fix abnormality including
equipment breakdown occurred during
Failure repair

production, quality defects or reoccurring

Repair

breakdown.
Repair after Function recovery and repair work
breakdown implemented with a schedule and outside
of production time for
emergency/temporary repair explained
above.
improvementEquipment

To improve Corrective Activity to improve maintenance (correct)

Corrective maintenance

equipment maintenance failures with bad economical efficiency

from viewpoints of life extension, reduced
maintenance time and cost

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 Glossary

2. Operational availability, output rate, overall equipment effectiveness

Operational availability It is a prerequisite to maintain completeness of production; the ideal is that
probability of condition (of equipment) to produce quality products and to run
whenever production group wants to run (when Kanban comes) is 100%.
(Probability of equipment to be the best condition when it is needed or
production wants to use)
Output rate It is used as measurement to judge production efficiency. Based on the
equipment or production line capability, output rate is rate of number of actual
quality products against how many should be produced.
Overall equipment It is used to see how much time it takes for the equipment to produce added
effectiveness value and rate of added-value time against load time (output number of quality
products x MCT). Grasp detail information on loss of downtime, performance,
and defect for improvement.
(It is mainly utilized at a workshop by Japan Institute Plant Management)
2.1 Output rate

Output rate = quality product output

Load time/zone capability (line capability)

1) Zone capability
Necessary time to produce one unit at the maximum production capability at zone (cluster of processes)
where separated from front/back processes due to cushion.

Bottleneck machine cycle time + cutting tool exchange time per production unit.

2) Machine cycle time

Original machine capability.
Use current capability if it is higher than original capability.

3) Load time
Total operating time- (Kanban waiting time, work full and no work time (idle time))

Work full and no work time Idling: capability is higher than front/back processes
Down time: due to troubles at front/back processes

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 Glossary

2.2 Overall equipment effectiveness

Overall equipment effectiveness = availability rate x performance rate x quality rate

Theoretical cycle time

Operating time Good output
= total output
Load time Operating time Total output

Theoretical cycle time good output Actual output

= =
Load time Theoretical output

Capability is higher than front/back Idle Work Full

processes Work Short
Total Operating time = standard time + unmanned automatic operating time

Trouble happened in front/back Stop Work Full

processes Work Short
Equipment failure Availability
Downtime loss Operating time
(Equipment time) Load time
Replacement of cutting blades
Quality confirmation
Set up adjustment

Reoccurring breakdown Performance rate

Performance loss
Load time

Theoretical cycle time output

(Performance down) Operating time
Cycle reduction
(speed loss)
Defects Defect loss Quality rate
Operating time

Rework Good output

Standard operating time

Total output
Good
Value operating time

output
Operating time=load time-stop time
Good output=total output-defects

Extracted from TPM for reforming manufacturing

(Nikkan Kougyou Shinbun)

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 Glossary

3. Maintenance, repair and fixing

As a part of philosophies of production maintenance, terms below are used differently.

Fixing It is just to fix up the equipment operation and it is the undesirable method.
Without investigating the root cause, it is to replace a broken part, potentially
causing the failure at the same area.
Repair It is to logically repair the failure.
It is the repair that would not repeat the same failure by grasping the true cause of
the failure.
Maintenance It is the method to maintain what it needs to be by maintaining equipment and to
avoid the failure.

4. The failure to stop function and the failure to lower function

The failure is that the equipment loses its original function and not limited to equipment breakdown. Depending
on a condition, the failure can be divided into two.

The failure to stop function The failure to stop function

The failure, which would stop the Equipment is in operation but it is not working at the optimal
equipment or require stopping the level.
equipment. It is a condition that is causing many losses such as defects,
speed down, yield down, reoccurring breakdowns.

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 Glossary

5. Maintenance cost (manufacturing cost, material cost and outsourcing cost)

Maintenance cost can be categorized as below.

Category Contents
Outsourcing cost It is the cost to pay for work ordered to outside suppliers and the actual
is reported when invoices are collected.
Material cost It is the cost of parts shipped from a warehouse to execute maintenance
or repair, including shipping slip barcode, specific work material
shipping note, order request, purchase invoice, (Sample parts given to
outsourcing companies are included)
Manufacturing cost It is the labor cost for in-house maintenance activities and it is reported
with weekly reports (or the plant OA system). (The labor cost of
specialized maintenance and autonomous maintenance activities is
applied)

6. Intrinsic safety
The policy of intrinsic safety and steps to study intrinsic safety are listed below.
Since disaster happens when equipment, man and relation between equipment and man meet, it is the
approach to eliminate dangerous elements at source and to establish the essentially safe production system
(equipment and production line).

Examination steps Policy and procedure

1. Selection of Select all possible dangerous sources that equipment possesses.

dangerous sources Evaluate the dangerous sources depending on occurrence frequency,
size of impact and then take actions in order explained below.
2. Elimination or Eliminate dangerous sources (energy, hazard) or reduce them to the
reduction of dangerous minor level.
sources. Ex.
Energy: power, thrust, electric, heat and potential energy etc.
Hazard: Elimination or detoxification of toxic agent etc.
3. Reduction in the Reduce the frequency to contact between a man and dangerous
frequency to contact sources.
dangerous sources. EX.
Reduce muda works and locations where members would be caught
by reducing reoccurring breakdowns or sliming the equipment and
the process.
4. Improvement in Simplify procedures of the work.
workability Make the rules that are easy to keep.
Examine workability from viewpoints of hazardous environments
and heavy labor.
(From Safety Promotion Room)

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 Glossary

7. MTBF, MTTR

Definitions Calculating formula

MTBF
(Mean Time Between
Failures)
Mean Time Between Failures
MTTR
(Mean Time To Repair)
Mean Time To Repair
An average time between machinery
Total operational time
breakdowns (indication of reliability)
Number of failures
An average time to repair failure
Total repair time
breakdowns (indication of
Number of failures
maintainability)

Ex.

8. MP Design
During the planning phase of the equipment design or introduction, with the consideration of maintainability,
reliability and operational and safety, it is the system to design the equipment, which is less expensive and low-
maintenance.

(Maintenance Prevention)

9. Production division, Maintenance division

In this handbook, the function of each division is explained below.

Production division Manufacturing division: the division (man) mainly manufactures products.
Maintenance division: the division (man) mainly maintain the equipment.
(Including maintenance sub-section located at the manufacturing
section.)

Production engineering division The division (man) mainly plans a process and equipment.

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 Glossary

10. Autonomous maintenance, specialized maintenance

Autonomous maintenance: Maintenance activities done by manufacturing division such as equipment
cleaning, check, lubrication, retightening, report of failures and defects and
easy part replacement and emergency repair.

Specialized maintenance: Maintenance activities done by maintenance division such as preventive

maintenance, repairs of the failure, equipment improvement.

11. 5S

Shifting (Seiri) Sorting what is needed and what is not needed and eliminating whats
not needed.
Sorting (Seiton) The items should be placed in the right place so that they can be
easily found whenever needed.
Sweeping and washing Maintaining a clean environment at all times by sweeping and
(Seiso) eliminating garbage, dirt and foreign objects.
Spick and Span Maintaining a clean and orderly condition at all time by repeating
(Seiketsu) Seiri, Seton and Seiso.
Discipline (Shitsuke) Learning, keeping and having others keep the rules of the workplace
and the right work

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 Glossary

12. Periodic maintenance, fixed-volume maintenance

12.1 Periodic maintenance

The maintenance activity to be implemented at the certain cycle such as every year, every month, every
week.

1) Decide the cycle

The cycle of periodic maintenance must be decided per location of equipment, not per equipment. Thus if
there are three locations needed to be maintained with periodic maintenance, there would be three cycles.
Once the cycle is decided, keep it in a calendar so that it is easy to review.

Cycle Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Location A 1/2M
Location B 1/6M
Location C 1/Y

2) Problems of periodic maintenance

It is harder to follow reviews at the time when production volume is changed since the cycle is based on
calendar day.

12.2 Fixed-volume maintenance

Maintenance activity to be implemented at the fixed production volume (or number of times equipment is
operated).

1) Grasp when needs to be implemented

The method to install a counter on the equipment in order to decide timing of fixed-volume maintenance.

(Note) As for a counter, it is possible to use a built-in sequencer, however the external counter is more
desirable for reasons such as the set-up value per location is visible or it is easy to change parameters.

2) Incorporate with the execution plan

It is necessary to decide issues in advance who will collect and send out information that the counter is
close to the set-up value and who and by when will decide the date to execute maintenance.

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