- Many of the Phase 1 Building Blocks target building processes that drive proactive

maintenance activities. They optimize basic maintenance practices which directly

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- In this learning module, we will (read slide)

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- It is inevitable; eventually, machines and their components will fail and it is not
unique to Pepsi nor to the industry we are in.
- These failures happen either because they:
- Weren’t made properly for the work they are doing
- Experience wear as a combination of natural forces act upon them over
time
- Aren’t maintained in a manner to minimize the effects of these forces over
time
- Are misused or abused
- Even though these failures are going to happen, there are things we should learn
from each event that will give us insight to the failure and assist us to ensure it will
not happen again

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- The thought of eliminating all failures in a manufacturing facility can be
overwhelming.
- Amidst all of the competing priorities within our business, how do we even begin
to “eliminate all failures”?
- The Pareto Principle can help guide us towards systematically taking action to
begin reducing failures from our current levels down to zero.
- Typically, we will see that the same or similar equipment experience the most
failures and, it is usually the same failure mode that effects the machine every
time.
- Now this could be an indicator that the machine design is weak, it is being
operated in the wrong manner, or more likely we do not have a good maintenance
practice to prevent or eliminate that failure mode

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- This means that if we could focus on one machine or component failure and
understand how and why it happens, we could begin to take action to eliminate
that failure.
- Once we have identified and implemented a true countermeasure that eliminates
that particular failure, we could deploy that countermeasure to other equipment
or components that experience the same type of failure.

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- Breakdowns can be categorized into one of five different categories; Out of
Operational Condition, Forced Deterioration, Natural Deterioration, Inadequate
Design and Improper Operation.
- When evaluating each breakdown, understanding which category it falls within will
enable choosing the right countermeasure to eliminate future failures.
- This is because different tools are used to solve failures in the different categories.
As an example, no preventive maintenance inspection can solve for a machine that
is undersized for the task it is being made to perform.
- Let’s look at each of these Breakdown categories to better understand theses types
of failures and the tools used to solve them.

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- The first category we will look at is “Out of Operational Condition”
- These types of failures are caused when the equipment is running outside of the
conditions in which it will run properly
- If we think of this outside of our manufacturing plants:
- Running a 110 Volt appliance on a 220 Volt service will cause a failure of
the windings in the electrical motor
- Now if we compare that to a Packaging machine that relies on 80 pounds of air
pressure but only has 60 pounds of air pressure, it will not run very well and
components will likely begin to break.

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- In this example, we see a failure mode called electrical fluting on the outer race of
a motor bearing for a Boiler Blower Fan
- Under normal operating conditions, there will not be electrical current passing
through the bearing; however, in this scenario, a contractor was performing some
weld work in the vicinity of the blower and had grounded the weld machine to the
foot of the motor. The grounding of the weld machine caused an electrical current
to pass through the motor bearing to ground
- A failure analysis was performed as soon after the bearing was removed and once
this failure mode was identified, it was quickly realized that this same failure cause
would have probably affected the other bearing on this motor.
- The other bearing was replaced and evaluated confirming this suspicion

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- The types of countermeasures we can put in place to prevent the failures would be
- Defining the optimal operating conditions of the equipment and ensuring
they operate within those ranges through the use of:
- Centerlines
- Visual Controls
- We can further ensure that the equipment is operated properly by
- Developing Standard Operating Procedures and One Point Lessons
that will set the standards for operation

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- Forced deterioration is usually related to events that are caused by environmental
conditions and neglect
- Poor cleaning practices, improper lubrication and accidental damage fall
into this category
- Imagine the effect that never changing oil in the engine might have on the
performance of your car or never cleaning the lenses on your eyeglasses or
sunglasses. Eventually they will no longer function properly.

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- Here is an example of a conveyor gearbox that was located in the overhead and in a
difficult spot to maintain. A leaking seal that unnoticed caused oil level to drop below
the bearing level which eventually led to the bearing’s failure. Because it was in a
Hard To Reach location, periodic oil level checks were not being performed.

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- Failure related to forced deterioration can be mitigated by ensuring that we:
- Use good Early Management when installing equipment to ensure
maintainability post installation
- Have qualified personnel performing installations to ensure that machine’s
can perform as designed
- Minimize the effects of the environment in which the machines operate.
Periodic cleaning and lubrication can minimize these environmental effects.
- Minimize accidental damage which might be caused through negligent
behavior but can also be introduced when unqualified personnel attempt
repairs
- Perform basic preventive maintenance tasks which can identify detrimental
conditions or early indicators of potential failures

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- Natural deterioration is truly the failures that are related to time and the physical
nature of the forces acting on the components
- Failures related to wear, friction, corrosion, abrasion, or adhesion usually cannot be
prevented but the rate at which they happen can be controlled through good
maintenance practices and timed replacements prior to wear out
- An example in our everyday lives would be the normal wear that occurs on the
brakes of a car. The brake pads are designed to wear out and can be monitored for
this wear. Before they have reach a state of being no longer useful, they can be
replaced.

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- In this example, we see a BUNA (pronounced byoona) rubber gasket removed from
a substation transformer which has cracked.
- Under normal conditions, BUNA rubber begins to deteriorate after about 5 years;
however, when other factors, such as elevated temperatures and contact with
petroleum based products such as in this transformer, are present that life
expectancy is reduced.
- In the case of this gasket, it had been installed well over 20 years. While it
experienced a longer life than normal, it also caused a catastrophic failure resulting
in an entire facility being down for an extended period of time.

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- Good Maintenance practices can minimize the effects of natural deterioration and
it begins with proper equipment prioritization to ensure that the correct amount of
maintenance expense is allocated to the equipment.
- Preventive Maintenance tasks that target these specific failure modes should be
developed and should monitor these failure modes in a quantitative manner.
Recording temperatures, pressures, clearances and other criteria can be trended
over time to determine the rate of failure
- Developing replacement tasks for wear parts, such as a BUNA rubber gasket, at the
proper interval can eliminate a failure and replace it with a controlled downtime
event.
- Stocking the correct replacement parts and having them available at the right time,
as well as having the proper technical documentation about the equipment are
enablers to developing the asks that will reduce natural deterioration failures

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- Machines or components being asked to perform a function for which they were
not designed is the leading contributor to this category.
- These components tend to be operating under higher loads or stresses than they
can handle which accelerates wear rates and induces premature failure.
- In this category, we can also see failures related to a component that truly has a
design flaw or weakness in it that is beyond our ability to detect or control.
- In these situations, we need to change these defective components for ones that
were actually designed for the application.

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- In this example, a Bottle Filler main drive gearbox which had failed was rebuilt by a
repair facility which did not understand the loads associated with the application
and subsequently failed again less than 8 hours after being placed into service
- The bearing on the right, a premium quality NSK bearing did not fail, while the
bearing on the right, a lower quality ZVL Slovakia bearing, could not withstand the
same stresses

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- Early Management processes such as Factory Acceptance Testing (FAT), Failure
Mode Effect and Cause Analysis (FMECA) are design to look for these design
weaknesses during the project development stage
- Induced Failure Testing (IFT) attempts to put stresses on the machine to see if any
unidentified weaknesses will make themselves known
- Post installation design weaknesses can be mitigated by ensuring that there are
defined rebuilt criteria, such as what type of components should be used
- Other processes, such as TPMEdge, which target improving the overall running
efficiency of production lines are enablers that minimize the chances that a
machine will be asked to perform outside of it’s originally designed capabilities

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- The last category, Improper Operation, is related to improper installation,
operation or maintenance of equipment due to a lack of knowledge related to the
task
- Improper Operation does not mean that the person is not capable of performing
the task. It simply means that they have not received the necessary training or do
not have the experience to perform that task without an adverse result.
- Think of the first time you drove an automobile and whether that event went
without some teeth gnashing on the part of your instructor…

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- In this example, we see a technician that has chosen the wrong tool to torque the
bolts on this flange

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- We can ensure that we have error free operation and repair by implementing:
- Job specific training
- Utilizing procedures that detail the proper steps to take
- Utilizing other tools and processes such as Visual Controls or Post-repair
testing

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- It was stated earlier that machines, or more specifically their components, will
eventually fail as a result of one of the 5 Breakdown categories
- How we handle these failures and what we learn from them will determine
whether they will happen again, how often they will occur and how bad the results
will be
- We need to have a process that guides us through understanding the failure,
developing and then implementing preventive measures. This is the basis of
Breakdown Elimination

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Read this slide

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Read this slide

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- The Breakdown Analysis Process should have a Process Owner that can organize
training, assist in failure analysis and the implementation of countermeasures. The
BDA owner will also need to validate the BDA tracking information, update the
tracking metrics and organize the Weekly BDA Audit process
- Breakdown Analysis will be performed by each Maintenance Technician as they are
the first responders on the scene and have the technical expertise that will be the
basis of the failure analysis. To support this, they should be trained on the BDA
process and Simple Root Cause
- The BDA Team should support the analysis of failures and implementation of
countermeasures but will also be involved in the weekly BDA Audit to validate the
effectiveness of the process

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- Breakdown Analysis happens every day and should not be limited to only failures
- As a breakdown happens and the technician begins the repair, they should begin
looking for answers regarding the conditions that may have caused the breakdown.
Understanding this at the time of the repair may allow the technician to correct a
defect that could cause the same failure of the same component within a few
hours of the repair
- BDA should become a natural extension of the job no different than cleaning up
the job site or putting away tools after the repair

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- Since the technicians are the first responders at the scene they should document
conditions they find and what was done to correct the problem in the Work Order.
Any parts used should also be documented and any parts removed should be taken to
the BDA Table

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- The scene of a breakdown is no different than the scene of an automobile
accident. There is evidence that might be useful in determining the cause of the
failure
- The Breakdown scene in this picture reveals several clues about the normal
operating condition of this bearing even before the bearing has been removed for
disassembly and analysis

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- When making the repair at the scene of a Breakdown: (Read the Slide)

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- The BDA Table is the repository for failed parts. The table becomes an area to
perform the autopsy of the failed parts and serves as a communication tool for
others to view the findings and learn from the event.
- In order to properly perform the analysis, organize the information and
communicate the findings to the organization, the BDA table should be:
- A dedicated stainless steel table
- Have TPMEdge Blue Board identifying the table
- Have a BDA Log book
- Have a supply of BDA tags to attach to failed components
- Display the X Matrix Graphs and BDA Assessment

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- When breakdowns occur, the failed parts should be brought to the BDA table,
recorded, tagged and autopsied
- Many failed parts will need to be “autopsied” or disassembled to evaluate the
internal components as part of the failure analysis. If an internal analysis reveals
the root cause, leave the component disassembled so that others can see the
failure mode
- The BDA Table should be cleaned of failed parts on a weekly basis and is best done
in immediately following the Weekly BDA Audit

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- For the BDA Table to be a useful communication tool, it must be located in an area
that is accessible to all
- This allows discussion to happen related to the failures between Maintenance
Technicians, Operators and anyone else whose role may be affected by the failure
and its countermeasure.
- A good BDA table becomes a place of knowledge transfer about the equipment, it’s
failures and how these failures are being addressed

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- Since the BDA Table is intended to be a communication tool, it should not be
hidden in the Maintenance Shop whenever possible
- Many Maintenance Shops have restricted access due to the equipment and tools
inside the Shop
- In some cases, operators may be intimidated to enter the Maintenance Shop
- Additionally, many Maintenance Shops are not centrally located within the facility
which will reduce the foot traffic at the BDA Table

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- Root Cause training is an essential element of BDA
- All maintenance technicians and BDA team members should have an in depth
working knowledge of SRC’s
- Breakdowns requiring SRC’s should be completed within 24 hours of the BDA
Drumbeat
- SRC Training and forms are located on PEPnet in the TPMEdge Focus Improvement
folder

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- On the following slides, there are some flow charts that will provide some basic
failure analysis for each of the 5 major causes of Breakdown
- These charts will not solve each breakdown that might occur, but they
demonstrate the analysis process on some of the more common failure types and
suggest appropriate countermeasures

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- Starting with the Breakdown occurrence at the top of this flow chart, we can ask if
the machine was running outside of the operational parameters
- If it is determined that it was, we can follow the flow to the right and ask
several other questions that might indicate the cause and it’s
countermeasure
- If it was running with the correct parameters, follow the path down and ask
if adverse environmental conditions were present
- If there were no abnormal environmental conditions noted, then move to the next
flow chart

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- On each of the subsequent flow charts, the analyst will be led through some basic
criteria than represent each of the 5 categories of breakdown
- Following these flow charts can be the first step towards identifying the failure
cause and a potential countermeasure

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- When a failure cause has been identified, a suitable countermeasure should be
found to either eliminate future failures or, if the failure cannot be eliminated,
minimize the impact that the failure will have the next time it happens
- A good countermeasure will address the failure mode and not the symptom or
effect of the failure. An example of this would be how we prevent fires in a
manufacturing plant by minimizing or controlling flammable substance rather than
requiring everyone to wear a fire suit.
- When it comes to countermeasures, there are several things that should be
remembered:
- A Preventive Maintenance Task is not always the answer. There are some
failures that cannot be eliminated through periodic maintenance, such as
training deficiencies
- Adding a Spare Part to the Storeroom Inventory never prevents a failure. It
may be the only countermeasure available to reduce the repair time in the
event of a failure, but it is a last line of defense
- A root cause should never be personal; lack of knowledge indicates a
process problem within the organization not an individual problem

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- A good countermeasure deserves to be reapplied to similar equipment and
components.
- If a component has failed on one machine, it is very likely that that same
component on another machine will eventually experience the same failure.
- Look for opportunities to reapply good failure countermeasures to other
equipment and components. As these reapplication opportunities are identified
and implemented, the overall breakdown rate at the facility will reduce
significantly.

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- The BDA “X” Matrix is a tool that provides visual documentation of chronic losses
by:
- Line
- Equipment
- Component, and
- Failure type
- The “X” Matrix should be updated and posted each period
- Charts should be reviewed to determine chronic losses
- Action Plans should be developed to resolve issues

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- Progress made through the BDA process must be sustained to ensure that the
failure analysis and countermeasure identification, implementation and
reapplication continues even as the failures become less frequent
- Sustainment comes in 3 forms:
- The BDA Team holding the Weekly BDA Meeting
- A period BDA Audit performed by the Maintenance Manager, and
- A quarterly evaluation within the PM Pillar Phase Assessment

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- A weekly BDA meeting should be performed involving the BDA Team, the
Leadership Team and any available mechanics
- The weekly BDA meeting should review:
- The accuracy of the Breakdown Log
- The Breakdown Analyses performed on parts on the table to ensure good
root cause and countermeasures exist
- Whether countermeasures have been assigned for implementation

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- Eliminating ALL breakdowns can seem an overwhelming task; but, if we think
about the Pareto Principle and the fact that 80% of our failure are repetitive and
problem happen with the same components, we can take a focused approach that
targets the failures systematically
- One approach to setting BDA triggers is to base the trigger on minutes of
downtime; however, through some quick analysis of the X-Matrix, Storeroom Issue
report and Purchasing history, the high use components can be identified
- If the BDA trigger is defined as “all failures of the high loss component”, specific
training could be organized for the technicians on troubleshooting and failure
causes of that particular component.
- Now the BDA Process can be leveraged to focus on driving out the losses
associated with that particular component
- When the technicians become Subject Matter Experts on that component and
losses associated to that component have been eliminated, expand the BDA
triggers to include the next highest loss component.

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- In this example, bearings are the high loss component
- Bearing vendors and suppliers are used to train the Maintenance Technicians on
bearing types, construction, uses and failure modes
- For 90 days, all bearings removed from machines, whether from a breakdown or
PM replacement, are analyzed for failure modes or developing failure modes

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- The Breakdown Analysis will begin a culture shift where all failures are analyzed
and driven to elimination. Breakdowns will no longer be accepted as part of our
day to day operation
- Making the Breakdown Analysis process visible to the entire organization allows
those that are affected by the failure, either directly or indirectly, to better
understand what cause the failures and how they are being addressed

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Locate PepsiPro training courses on My Learning.
Navigate to My Learning via
MyPepsico.com / Pay, Benefits and Careers / My
Learning. Thank you for attending this PTS course.

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