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This book depicts the life and struggles of maintenance in seeking better ways and means in improving how to manage and maintain their equipment’s and assets. The Author of this book shares his passion and experience about the day to day struggles in the life of a maintenance. What is interesting about the Author and this book is that he hails from the Philippines, but the problems, issues and struggles we face in maintenance is generic and can be felt by any industry from whatever location, place and race. This book contains real life stories, situations and a lot of actual experiences by the Author in his career in maintenance and currently as a Reliability Consultant.
The book is much easy to absorb as it is structured into three parts which are the Basics, the Strategies and the Advance Disciplines and the Twelve Disciplines are grouped accordingly into these three parts. Maintenance often time seek for advance ways in dealing with their everyday problems and issues. The message of this book is simple and straightforward, that there is no better way to start by going back to the “Basics” and addressing these very small problems we have in our plant. Big problems, unplanned breakdowns and catastrophic failures are just an accumulation of small problems that had always been ignored and mostly neglected in the first place. The Author strongly emphasize the importance operators play in addressing the basic equipment condition and is considered partners with maintenance on this shared responsibility they have towards their equipment. It is a very difficult or impossible tasks for the maintenance people to transcend from a reactive to a proactive mode if operators will not be involved along the way. When the Basics had been set and well established, then maintenance can move on with the different maintenance and reliability strategies which are explained in detail on this book. Each Chapter covers a specific maintenance discipline. Chapter 14 of this book covers an implementation plan on how to proceed with these disciplines by understanding where the current maintenance is and bringing the maintaining herd on the direction which they want to go. Finally, the Author would like to share his message on the Conclusion Part of this book and share his actual experience on what it takes for an industry to reach a level of World Class Maintenance Management Stage. This book is not only about a book on reliability and maintenance, it is a book that will make each of us proud we belong to the maintenance function.
IBIDEN Philippines Corporation passed TPM Excellence Awards
First, I would like to congratulate, Ibiden, Philippines Corporation for achieving their TPM Excellence Awards Category (A) last year. It was a privileged on my part to have train them on TPM trainings such as Understanding the Relationship between Equipment Losses and OEE as well as Planned Maintenance Four Phases to Zero Unplanned Breakdown. Their leader Bong Lalatag, truly have the heart of a TPM Leader. As I recall asking Bong, how confident are you in achieving the awards despite all the hurdles, resistance and obstacles you are facing, Bong said, We will die aiming for it. Truly his leadership, and efforts had sparked a change in their people and finally succeeded in their TPM Journey in reaping out the fruits of their TPM endeavor. This year, their company will be part of a traditional ceremony given by JIPM to accept the awards on this prestigious TPM Excellence Awards. Once again congratulations to Bong and Team IBIDEN in your success and wish you more power in your TPM Journey.
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Planned Maintenance must be the strongest pillar in any TPM implementation as because they are the once to guide and support the Autonomous Maintenance pillar of TPM. When the Planned Maintenance structure is weak so will be its Autonomous Maintenance. |
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World Class Maintenance Management - The 12 Disciplines, Author: Rolly Angeles
Book Specs: • Total Pages: 314 • Total Chapters: 15 • Cover: Glossy Hardbound • Book Size: 8 x 11.5 inches • Total Figures: 133 • Foreword Messages by Charles Robert Nelms And Vee Narayan • Availability: Q4 2009 • Email me for Reservations: rollyangeles@rsareliability.com
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Planned Maintenance Training Feb. 2006 Bong Lalatag at the middle |
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Planned Maintenance Class Feb. 2006 Myself with Bong Lalatag sitting in the middle
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RELIABILITY NEWSLETTER |
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You are receiving this newsletter and email because at some point in time you opted to be included in our Monthly Reliability Newsletter mailing list from our site.
Our newsletter will be sent out once or twice a month and provide you with quality issues and resources on our most common link which is all about reliability and maintenance, as well as regular updates on our articles. I would like to personally invite you to regularly visit our website and check out updates on our articles and training courses. |
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Issue No. 22 - February 2009 |
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Since establishing this website last May of 2007, I have made many efforts to improve this site and provide some useful insights about our common link which is all about improving our equipment reliability and the way we do maintenance.
Finally should you be interested to contribute to our articles section or share any feedback, I encourage you to email me at rollyangeles@rsareliability.com. If for any reason you wish to unsubscribe from our newsletter, kindly send my a blank email with unsubscribe as the heading and we shall remove you from our mailing lists. Once again welcome to our February edition of our Monthly Reliability Newsletter for this year 2009 and I hope that you enjoy reading.
My Warm Regards,
Website : www.rsareliaiblity.com Email : rollyangeles@rsareliability.com |
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RELIABILITY & MAINTENANCE CONSULTANCY FIRM
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Where the learning just never stops . . .
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RSA
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For our complete archive of previous reliability newsletter |
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TPM Planned Maintenance Pillar
Spending many years in TPM, I have learned that while Autonomous Maintenance is the pillar of TPM with the most number of members, Planned Maintenance should always be the strongest pillar in any TPM implementation, why, it is simply because, Planned Maintenance will be the one responsible in developing and supporting the pillar of Autonomous Maintenance. Planned Maintenance will also be responsible in guiding and coaching operators regarding their equipment in performing the seven basic steps of Autonomous Maintenance. The role of Planned Maintenance plays will be crucial in any Autonomous Maintenance since it will play a very important role in changing the mindset of operators from just operating the equipment to being involved in establishing basic equipment condition. This means that if Planned Maintenance structure is weak, then so will be the Autonomous Maintenance pillar.
I recall during our TPM days when I asked some of my Planned Maintenance members what support they have provided to their operators and that what should we do to be mutual partners with our operators in having a shared responsibility of maintenance on their equipments? One of the members said that when he repairs the equipment, he make sure that the operator is beside him while he is repairing, this way he can communicate freely and tell the operator what this part had failed and what is its function in the equipment. I said that is good. He said that he was not finished and told me that during lunch breaks, he make sure that both of them eat together and as they eat, he told her all about what she needs to know about her equipment. Again, I said, that is good. He told me that he still have something to say and that during her shift, he told the operator how to perform light repairs in the equipment that he believe she can handle. But that is not all, at the end of our shift, since they are both on the same shift; they go home together with the bus shuttle service (since the company offered a free bus shuttle as part of its employee’s benefits). It’s an hour long travel most especially during rush hour due to traffic, so instead of being bored and just sit down on the bus, he told her stories about his actual experiences in the line and from time to time he still discuss with her about what he can think of regarding the equipment. He said that he just never ran out of words. Today, they are now married and have three kids. This person had taken my word literally, when I said that operators and maintenance should be partners with their equipment, since performing maintenance is always a shared responsibility for the two. Perhaps if Autonomous Maintenance is done in 10 steps, the last step will be for Maintenance to marry the operators. Anyway, I think that’s about it. Likewise, in my experience, Planned Maintenance will be the most difficult pillar in TPM and leadership of both the Planned Maintenance Facilitator and the Planned Maintenance core team must be strong. Planned Maintenance itself have its own eight pillars. Two of the most important pillars of Planned Maintenance will be Planned Maintenance support for Jishu-Hozen or Autonomous Maintenance and the Implementation of the Planned Maintenance Steps or Phases. Also, some of the pillars of Planned Maintenance will be improved directly as a result of implementing the Planned Maintenance Steps or Phases. The following are the Eight pillars of Planned Maintenance in no particular order: 1) Support for Autonomous Maintenance
Planned Maintenance must fully understand their role in its responsibility in providing support and guidance to Autonomous Maintenance. Maintenance will be indirectly involved with Autonomous Maintenance by providing them with the trainings operators need about their equipments, safety, lubricating points and other facets of their equipments. Planned Maintenance will likewise provide technical assistance in eliminating sources of contamination on their equipments. When Autonomous Maintenance reached step 4 of their activities, Planned Maintenance will be the once responsible in providing theoretical knowledge to operators with respect to lubrication, bolting and conducting general inspection. Operators must not only know that bolts should be tightened but must also understand that bolts should be completely tightened based on the correct level of torque required.
2) Planned Maintenance Steps / Phases
Just like Autonomous Maintenance, Planned Maintenance is carried on by performing its different steps or phases. This will depend on the type of industry and the JIPM consultant itself. However, whatever steps is being performed it will all boil down to the Planned Maintenance Four Phases to Zero Unplanned Breakdown. The first two Phases of Planned Maintenance is aimed in reducing the amount of unplanned breakdowns in the equipment but the last two phases of Planned Maintenance is aimed in improving the system or the way maintenance is being performed in the equipment and this is where RCM will perfectly fit into the TPM implementation. For a detailed and variations of Steps and Phases in the Planned Maintenance implementation, you may want to refer to my previous newsletter or click this link: September 2008 Issue of RSA Reliability Newsletter.
3) Spare Parts Management
A good Spare Parts Management system is having the right part at the right time when maintenance needed it most. Movements of parts in the storeroom must be monitored and controlled at all times. Having a good Spare Parts Management System is not only about housekeeping but maintaining an accurate inventory of parts from the system and its actual physical location. When the quantity of parts in the system does not match with the physical inventory, maintenance looses its confidence in the storeroom Maintenance should decide on what to do with non-moving parts in the storeroom and for those equipments that had been decommission, the parts must also be disposed. Some of the Fast Moving parts in the storeroom will be subject to Planned Maintenance Phase 2 where the parts will be analyzed in prolonging its lifespan by addressing the part’s design weaknesses.
4) Lubrication Management
As Autonomous Maintenance helps in checking the lubricating points in their equipments, maintenance seeks to understand how oil is being contaminated and have the oil analyzed for contaminations present. Many failures are attributed as a direct result of poor lubrication. Maintenance must also understand if the different lubricants used in their equipment is sufficient enough to reduce the amount of friction. What is important is to understand how oil is being contaminated and what contamination can do to their equipment. Having a thorough understanding about this can aid maintenance in developing strategies such as Oil Contamination Control in order to reduce the amount of harmful contaminants in their oil. Maintenance must likewise understand the different properties of oil and what Oil Analysis test is best suited with their equipments.
5) Maintenance Skills and Knowledge Upgrade
TPM believes that not only must the equipment be improved but much more important is improving the skills and knowledge of the people doing TPM itself. It will be the people that will improve the equipment and the people can only improve if they are equipped with the right skills and knowledge. Specialized trainings in different reliability and maintenance strategies as well as Predictive Maintenance technologies must be provided to the maintenance people. Both theoretical and practical application of these skills and knowledge must be provided with maintenance. A maintenance training curriculum must be drafted at the start as maintenance journey themselves into the Planned Maintenance implementation.
6) Predictive Maintenance
As knowledge of the maintenance people is upgraded, maintenance realize the necessity of using non-destructive and diagnostic instruments in order to monitor and check the condition of their equipments from time to time. The most common Predictive Maintenance instruments are vibration analysis, infra-red, oil analysis and ultrasonic monitoring. Predictive Maintenance work hand in hand with the Preventive Maintenance group in addressing failure modes in their equipment that provides signs that they are on the verge of failing.
7) Maintenance Management Budget Control
It is expected that through the initial stages of Planned Maintenance activities maintenance budget and cost will grow as a result of restoration activities and simply the costs of training its people However, as maintenance pursue its activities on Planned Maintenance, cost will definitely be reduced as a direct result of improving equipment’s reliability and likewise the cost of doing maintenance. Maintenance budget will likewise be reduced as maintenance performs the other pillars of Planned Maintenance such as Spare Parts Management, Lubrication Management and Predictive Maintenance itself. As Planned Maintenance implementation begins to mature cost will definitely go down as reliability starts to improve.
8) Building an Information Maintenance Management System
An information management system or CMMS must be in place that must include all relevant and important information maintenance needs from spare parts, lubrication, parts life monitoring, maintenance 201 file, maintenance indices and KPI’s, breakdown history records, machine 201 file, predictive maintenance monitoring and so on. The goal of building an information management system is to automate and streamline the maintenance process. Remember that CMMS can only be useful if we put in useful information that can aid maintenance in performing their jobs fore efficient. |
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By Rolly Angeles
Updates: Coming Soon this 2009!
Some of my subscribers have emailed me when am I going to release my next newsletter. While others thought that I ran out of topic to discuss. I was very busy lately these last few months since I was on the process of completing my book on World Class Maintenance Management, The 12 Disciplines. I hope it is ok to tell something about this book and if you are interested, email me if you want to reserve since I plan to print limited copies of this book. |
