|
Just
as we have previously mentioned, the implementation is a disciplined process
that has a very clear application of common sense. The philosophy of “The
5S” will be used, as well as the tools that we have analyzed in our
previous articles, such as
the Root Cause Analysis. The process will be through Kaizen Events for training
and improvements that the operators and other people contribute in their teams.
Except for certain cases in which machines are in very bad condition, a project
should be developed in a term of one to two weeks. Some machines will require
less than one week.
Following
are the typical or classic steps and we will detail each one, adding some
recommendations that I have been able to prove effective in my own experience.
As its
name indicates, the team arrives at the machine aware that a certain number of
abnormalities or discrepancies already exist, which could have already been discussed in
the classroom. Details can also be discussed on what the coordinator observed
during the first approaches to the machine and chats with the operator(s).
Put
into practice (the Three first "Ss") for cleaning the machine and the
area:
1.
Select and remove all that doesn't belong or is not needed in that area.
It is incredible the amount of useless or unnecessary objects that accumulate
under the premise of "just in case."
2.
A place for everything and everything in its place. Right places for
tools, materials, and even for cleaning utensils should be determined. Proceed
to make floor marks and other visual helps.
3.
Super Cleaning. In many cases you may find applicable the use of a high
pressure-hot water washing machine. Pay attention to appropriate safety
measures. This will allow us to discover loose screws, broken pieces or even
missing ones. Detect obstructions that impede the daily cleaning and inspection
of the machine. With this operation we have found structure fractures, corroded
parts, obstructed vents, unused tubing, cables and conduits, and many more
opportunities.
As
this is a new way of doing things, it is necessary to create a new mind-set
following a process of cause search. If a large stain of oil was cleaned, we
should identify with certainty the origin of the leak and correct it. If there
is accumulation of dust or other contaminants in a filter or vent, we should
look for the origin of it and correct the cause.
This
is the moment to begin to use one of the most effective visual tools in TPM: the
opportunity or discrepancy cards. Some of these are already pre-printed and in
some cases the coordinator of the company will develop a more individualized
format. That card should be of a distinctive color and have a serial number for
control as well as several data like:
-
Dates
-
Shift and person by whom it
is generated
-
Type of proposal and brief
description of problem to solve
-
Suggested action and other
details for anyone to understand the case
-
Work Order (if one was
generated)
-
Termination Date and the
initials of who verified it
As we
indicated above, some companies find it convenient to include some other data
that apply to their controls. It is acceptable as long as it doesn't become very
complicated for the person who will use the card.
This card can be divided into two parts. One part is tied to the
machine. In certain cases, it is necessary to protect it with a small
transparent plastic bag preventing dirt or possible oil or water splashes, etc.
The other part of the card comes off. These can be the type of carbonless copies
or a simple cut in one card filling both by hand. These cards also serve the
purpose of documenting the improvements and allow for the operator or any other
person to verify the status of the initiatives or proposals. (See “the visual
board” in chapter 14).
All the participants in the team can and should use these cards, placing
them the closest possible to the exact place of the opportunity and making sure
the corresponding copy is concentrated with the other ones to track the whole
project. It will generally be the operator who is designated as leader
responsible for these cards and other reports.
 |
Cards are not only used to identify defects, anomalies or discrepancies.
In many cases, they can also be used to indicate an opportunity for improvement.
Some coordinators have found it convenient to use different colors to
distinguish them. I personally recommend the use the same card for all cases and
call it “Opportunity Card”. It is convenient to issue cards even in cases
where the problem or finding is simple and quick to solve, since at the same
time, we are establishing the habit of documenting. This documentation is very
valuable particularly when we begin a project in a similar machine, since we
will know ahead of time about some typical discrepancies that we can expect.
|
After the initial inspection, we will surely find many opportunities to
use the cards. As the project advances we will be able to continue generating
new cards, although some of the first ones will already be resolved. At the end
of the project, thanks to their serial numeration and the dates, the group of
cards allows preparing the report with many important details. It is also useful
to quantify in good measure the results. It is opportune to clarify that it
won't always be possible to finish the correction of all the discrepancies or
defects. It will sometimes be necessary to wait for parts or to special works.
In those cases, it is necessary to leave some cards "alive". It is
necessary to concentrate them on a form that allows us to keep following up. In
this page we will use columns for the information required. Here is an example
that can be modified for each particular need.
|
Name
of the Company
Pending
Opportunity Cards Report
Machine
(Number and Description) Kaizen Event
initiated on ___________ finished on
____________
|
|
Opportunity
Card
#
|
Description
of the opportunity
|
Person
(or Department)
in charge of finishing
|
Date
issued
|
Date
finished
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
It
will be the leader, usually the operator of the machine, to have this up-to-date
report and to do the follow up with the "Person or Department in charge of
finishing", until all the pending cards have been resolved.
Once
the project is concluded, the possibility to generate new cards remains open,
either to correct problems or to propose more improvements.
During
the whole project, there is an opportunity for the operation and maintenance
personnel as well as supervisors, engineers and some managers to work in close
collaboration. It is a process in which they share knowledge and the operators
get to know their machines better, understanding the reasons for the cleaning,
lubrication and inspection. At the same time the maintenance technicians learn
more about the needs of the operators, and all together they discover
opportunities to make improvements to the installation. In some cases they
design special tools. They are able to make changes for an easier, safer
operation of the machine, and even more comfortable to operate. In many cases it
has been possible to simplify and/or to improve the production process.
Many
of these arrangements are focused on ergonomic aspects. They increase the
efficiency of operation and improve the operating conditions. In this step we
all participate to facilitate the generation of clever ideas for verification
that will allow the operators to know at all times the status of their
equipment. They will be prepared to undertake the daily tasks of cleaning,
lubrication and inspection that will be integrated in their daily productive
work. Here is a part of the meaning of “Total Productive Maintenance”.
The
manuals of the machine contain information about the lubricant specifications,
application frequency, appropriate pressures and temperatures, etc. The
hydraulic systems are particularly critical to this respect, since there has
been development of a variety of hydraulic fluids that can be incompatible in
certain cases between them or with the type of seals that the system has in
valves, pumps, cylinders, activators and (hydraulic) motors. It is possible, in
most of the cases, to have the help (generally for free) from: equipment, parts, and
lubricant suppliers to make sure of these compatibilities.
In
most of the recent production machines, clear indications exist in plates or
inside the control panel about types of lubricants or hydraulic fluids,
appropriate pressure, operation temperatures and acceptable environment
temperatures, etc. These data benefit the maintainability of the equipment. It
is necessary that operators know these acceptable values and how to make
adjustments of pneumatic and hydraulic units. To facilitate this inspection and
the necessary adjustments, visual systems should be applied that allow easy
detection and confirmation of levels, pressures and temperatures so the
operators can help keep them within
the normal ranges.
Having
defined the observations and services that will be included in the new
responsibilities of the operator and the objective of these, we will have the
same operator(s) elaborate their verification list, in their own words. These
observations should follow a logical order that allows to be carried out in a
minimum of time, in general terms no more than 5 minutes per shift. Certainly
the necessary tools should be provided, oil containers or grease guns for very
accessible filling, for example. Some unionized plants have established, because
of the ridiculous positions of their unions, that the autonomous
maintenance shouldn’t require tools to be used by the operators. Harley Davidson
was one of
them. In that case, those tools that they need should be attached with screws or
nuts with levers or integrated wing nuts, or other devices for simplified purely
manual action.
In the
new TPM way, there will be quick connections for supplies of
air, hydraulic, or water that may need to be changed in semi-fixed tooling: molds,
dies, cooling systems, cylinders and others.
It is
important that everybody knows the standards so they should be written down in
the verification lists and be constantly reviewed. These will allow adding new
necessary operations due to changes in equipment and accessories. You can place
the plastic-laminated list in an accessible place for the operator. In big
machines or systems it should be portable so that it can be taken around the
machine or area when making the inspection. If during the inspection a
discrepancy is observed, an opportunity card should be immediately generated. If
the operator doesn't have the knowledge or enough tools to solve it him/herself,
define who can solve the problem.
It is
the coordinator's responsibility to perform a constant follow-up to confirm that the
basic operations (cleaning, lubrication and inspection) are being done with
normality, making sure that the operator is not finding any difficulty or doubt
when carrying them out.
This
follow-up is done with intensity the first weeks and after two months, it is
done in a more sporadic way. The relationship of all the certified participants
with the coordinator should be very well established, and they all should feel
free to expose and clarify any doubt or difficulty as well as new ideas for
improvements and upgrades that can make their job easier-safer-more effective.
-
The “Useful Life Cycle of the Equipment” is extended.
From the point of view of the company, this it is one of the most
important achievements. It is possible to prevent the deterioration or to stop
it right when it begins.
-
Increasing Quality of the
Product. Having
improved the adjustments and reduced the possibility of operation out of
specifications, it is possible to improve substantially the quality of the
product.
-
Reduction of Times and Costs.
It is a result that naturally increases the competitiveness of the
company besides improving the profit margin of the whole operation.
-
Easier Maintenance.
Known as Maintainability this factor, when improving, allows to reduce
the times required to do diverse maintenance operations in the equipment. It is
achieved modifying disassembly and reassembly systems as well as easing
accesses, designing special tools and other improvements.
-
Easier Operation. The
Operability is a factor that didn't receive a lot of attention in the past. It
is achieved with ergonomic improvements that satisfy the operator and prevent
unnecessary movements, distances or efforts. Naturally this improves their
efficiency and productivity.
-
Improvement in Conditions of
Hygiene and Safety.
-
Increased Reliability of the Equipment.
It is translated in availability so the general operation is more
affordable.
-
Maximum Productivity
Effectiveness. It is achieved
bringing the equipment to "like new" condition, allowing it to work to
speed and within expected precision.
AT NO COST
TO YOU you can
support our website when you
visit our sponsors and advertisers
and get valuable information from them.
They make it possible for us to keep this
free service up to date for you.
Thank you!
|
