Imagine
reducing your equipment-specific training time by 60 to 70 percent and eliminating
equipment errors. It is possible by using some easy techniques, known as "visual
systems" or "visual signals" that communicate specific information quickly
at the point of use on and near the equipment. Equipment effectiveness can be improved
significantly by:
- Determining what kinds of
critical information will make the equipment easier to operate, maintain, and inspect
- Determining the correct
information and a reliable application method
- Applying the critical information
Some examples of visual systems
for improving equipment effectiveness include applications:
- On the equipment
- In the spare parts room
- In the area near the equipment
- Visual procedures and work
instructions
On the Equipment
- Marking the proper operating
ranges on temperature, pressure, flow, and speed gauges (Figure 1)
- Labeling equipment components to
take the mystery out of nomenclature and maintain accurate equipment repair history
- Labeling lubrication and fluid
fill points (Figure 4)
- Marking directions of flow, feed,
or rotation to prevent installation errors
- Applying temperature-sensitive
recording labels to critical machine components to provide a 24-hour-a-day visual
monitoring of hydraulics, electrical components, bearings, motors, etc.
- Using color-coded grease fitting
caps to protect and designate lubrication types and frequency
- Permanently attaching vibration
analysis pickup discs to equipment and applying identification labels for reliable and
repeatable vibration monitoring
- Labeling replacement belt,
filter, chain sizes and part numbers on the equipment to save time looking up replacement
part numbers
- Color-coding setup and changeover
parts for specific product sizes
- Using problem tags to pinpoint
the location of machine problems and to request maintenance using a visual "action
board" (Figure 2)
- Labeling pneumatic lines and
devices to aid troubleshooting
- Labeling electrical and
electronic wiring and devices to aid troubleshooting
- Match-marking nuts and bolts to
visually indicate that proper tightness is being maintained
- Labeling inspection points and
gauge reading sequence numbers (Figures 1 & 3)
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In
the Spare Parts Room
- Using shaft targets as a reminder
to rotate motor and fan shafts while in storage to prevent "false brinelling" of
bearings and armature sag due to lack of rotation
- Inventory control cards with
photograph of parts, part numbers, lead time for re-ordering, supplier or source,
minimum/maximum levels
- Reorder signal cards placed at
the minimum inventory level
In the Area near the
Equipment
- Equipment action boards in the
plant communicate performance trends and improvements
- Visual preventive maintenance
(PM) schedules showing when PMs are due, past due, and completed for the entire year
Visual Procedures and Work
Instructions
- Photographs and small drawings
used to show important points in procedures
- Photographs used to show where to
inspect or adjust
- Photographs used to show where to
get equipment readings for a shift inspection log sheet (Figure 5)
Visual systems for improving
equipment effectiveness are an extension of the "visual factory" or the
"visual workplace." Where the visual factory deals with workplace organization
and orderliness to eliminate waste and mistakes, the visuals applied to the equipment
truly make them easier to operate, maintain, and inspect.
For more information, see the
second edition of the book Visual Systems for Improving Equipment Effectiveness by
Robert M. Williamson. Visit Strategic
Work Systems' web site or call (864) 234-3100. Strategic Work Systems also offers many
visual systems supplies, such as gauge marking labels, problem tags, and grease fitting
caps. See the web site for more details or call for a catalog.
About the Author
Robert (Bob) Williamson is a
workplace educator with more than 30 years or experience helping companies and workgroups
improve the performance of their equipment and work processes through applied education
and training. His background in maintenance mechanics, special machine design, and
teaching vocational/technical courses has prepared him for a career that has taken him
into well over 300 plant and company locations assisting with operations and maintenance
training, Total Productive Maintenance development, multi-skill maintenance job design,
and pay-for-applied skills design. He formed Strategic Work Systems in 1992 to focus on
the people-side of world class manufacturing and maintenance.
© 2000 Robert M. Williamson
Strategic Work Systems, Inc.
Mill Spring, North Carolina
28756 U.S.A.
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