How Does PM Team Support and Train JH Teams?: Step 1

How does PM team support and train
JH teams?
Step 1:
• To explain machine function and mechanical functions and define
basic conditions – normal and abnormal
• Maintenance function should get involved in the electrical JH
activities
• Identification of cleaning, inspection and lubrication items
• Cleaning tools management
• Abnormality identification training – and teach about red/white tags
• Teach how to develop One Point lessons
• Help to dis-cover difficult to access areas
• Inspection while cleaning –teaching this to operators.
• Training the operators on moving parts, functional inspection of the
rotating mechanisms, to find out abnormalities and making
operators judge pass-fail criteria.
• Quick response to tags – urgency explain
Step 2
Assist and implement countermeasures for sources of
contamination by fabricating carrying out trials, installing and
improving guards etc. This will include activities such as:
• Make machine easy to clean, lubricate and tighten – by operator
with their involvement.
• Conducting WHY-WHY analysis of breakdown and if the reason
being lack of Jishu Hozen activities then fill the skill gap.
• Prepare localized guards
• Arrest leakages
• Removal of red/pink tags – explain and do.
• Rectifying the major abnormalities, which cannot be done by
operators.
• To train the operators for developing, with one point lessons.
• To train operators to conduct daily autonomous maintenance
activities safely.
• Attend to suggestions made by operators in form of
countermeasures by JH team that they couldn’t implement
themselves.
Step 3
• Preparation of visual control - to make the changes in equipment
including auxiliary units so that they are easy to clean, access, inspect
and lubricate. (Re-tighten) make the equipment ‘visually controllable’
by operators
• Decide frequency for Cleaning, lubricating, tightening, making the
method to do it and decide who will do what. Then teach that person
‘How’ to do.
• Provide the right kind of tools near the machine for operator to use.
Similarly provide appropriate tools to maintenance for their work
• Prepare Breakdown sheet on which all breakdowns will be recorded
and analyzed
• Correct abnormalities that are identified through inspection.
• Demonstrate and explain how to implement and execute the JH and
PM activities to concerned operators and maintenance people.
• Establish standards for lubrication and monitoring
pressure/temperatures etc.
• Establish standards for cleaning
How much time should be dedicated
for PM activity ?
Each company has to make their own plan – but some
examples are:
• Depending on condition of machine, time should be
decided for PM activity. Companies spend anything
between 1.5 hour to 60 hours out of 100 hours operating
hours per week. In some cases, PM activities are scheduled
for the weekend stoppages for a period of 24 hours.
However, for emergency situations, the work shall be
planned immediately.
• Put into place TBM, CBM as a part of the preventive
maintenance.
• MTBM/MTTR Kaizen as a part of corrective maintenance.
• MP design
For this above mentioned activity a full time
PM team in place continuously. This team
would support JH activities.
After step II of JH breakdowns are going to

reduce as fixed deterioration will be arrested.
PM is then needed only for TBM/CBM or
replacement against natural deterioration.
How to identify the activities/jobs to be done
during plant operation and shut down?
The circle committee will identify the

problems, which they encounter during daily
production. Depending upon the severity, the
activities are scheduled whether to be done
immediately stopping the machine or during
the weekly shutdown maintenance.
Activities identified during plant operation
• spares planning
• planning for skilled people
• history card preparation
• replacement of movable parts
• why-why analysis
• overhauling of sub-assemblies to keep them
ready
• oiling and servicing of equipment as per plan
• inspection of some particular components
including spindle movement, alignments, pre-
load of spindles, slide align/adjust, oil level –
check and top-up, oil condition check, oil
filtration system working or not. Electrical wiring
clean or not, connectors clean or not, any
discoloration etc.
• adjustment of shafts/lead screws etc.
• support JH
• CBM activities
• Improve skill through training
Activities done during shutdown
• Work on Kaizen projects implementation during
shutdown or JH activity time.
• replacement as per TBM calendar
• Motor currents
• Vibrations
• Abnormal noise
• Leaks, lubricant flow – speeds, sir pressure etc.
How to prepare PM schedule ?
• PM schedules are prepared studying the previous
history cards of the machine that indicate the
breakdown hours with frequency. and the
manufacturers’ recommendations.
• Criticality of machine depending on P, Q, C, D, S,
M. is drawn up. Based on the criticality, these
machines are ranked into ABC ranks
• Replacement of parts and adjustments is planned
for a calendar and spares availability is confirmed
They are prepared at the year beginning itself. These cover
schedules for
• Preventive maintenance
• TMB: the schedule is prepared based on the
manufacturers’ recommendations and our previous
experience.
• CBM: The schedule is prepared based on the history cards.
• Training
• Preventive maintenance.
• Machine improvement
• Spares planning
How to achieve zero failure ?
• Ensure JH activities are done daily. Provide basic conditions –
easy to clean, lubricate and re-tighten.
• Carry out root-cause analysis by using why-why analysis and
PM analysis for taking countermeasures.
• Eliminate forced deterioration (contain the contamination)
• Improve weaker points of design by making latent points
visible.
• Follow JH schedule religiously.
• Planned Maintenance (TBM/CBM) schedule is strictly adhered
to .
• Training the operators to strictly follow operating procedures.
• Evolve maintenance standards and inspection of Kaizens for
their continued effectiveness.
• Conduct Why-Why analysis for breakdown
and PM analysis for chronic failures and
arriving at the counter-measures/Kaizens.
Extend the same to the similar places.
• Standardize the above countermeasures
through checklists.
How to reduce maintenance costs ?
• By increasing the life of the equipment through JH activities
(Cleaning, lubricating, inspecting) that leads in reducing the
consumption of the spares.
• Devising visual controls that will give early warning signal about
deterioration (use of sensory organs).
• Enhancing skills of maintenance people by education and training
and create awareness of cost.
• Introduction of modular system – so repairs can be done off-line.
• Increase service life of component through Kaizen
• Improve MTTR through Kaizen
• Use value engineering techniques for alternate material design
• Standardization of spares, indigenisation, repairs of high value items
– to control inventory – Office TPM.
• Reducing sub-contracting and increasing indigenisation
• Recycling oil, water
• Stocking policies and special part planning
• Effective use of unused machines parts
• Power factor improvement
• Improve cycle time
• Energy conservation
• Design change to correct the weakness or improve the
conditions by Kaizens.
By establishing a spare parts and maintenance planning
management system, including:
• inspection of the quality of the incoming spares
• Educating the personnel in the cost control activities.
How to reduce time for doing PM activities ?
• It is done during the JH time
• To arrange for all the materials, tools necessary for doing the tasks
well in advance. Do 1S, 2S for tools and spares.
• Plan the sequence of the work and accomplish parallel activities
wherever possible
• Improve the service life of the components by value engineering or
Kaizen
• Improve MTTR through Kaizen
• Adequate spare parts supply
• Quality of spares assured
• Local procurement of spares – which have short lead time for
purchase
• Education and training to the maintenance operators.- what does
he know, he doesn’t know, he can do, he cannot do
• For all maintenance employees – categorise them
based on skills – fitters, electricians, electronic experts
and mechanical technicians
• Fabrication of special tools, Kaizens for quick
lock/unlocking mechanisms, techniques to avoid usage
of lifting tackles, by introducing pushing-pulling
mechanisms.
• Implementation of horizontal deployment
• Improvement in maintenance skill through OPL & class
room training
• Making special tools for diagnosis
• IT support
• Thrust on CBM activities
• Improving design through life enhancement of
spares(MTBF).
How to improve the skill of doing PM activities ?
• Skill is improved through classroom training, which includes

imparting
• knowledge on general and specific areas such as fasteners,
bearings, lubrication, hydraulics, pneumatics, and power
transmissions, electrical and electronic components.
• Use of five sensory organs – made aware of.
• Explanations through important cut-section models and on-
the-job training, explaining function of parts and machines
through cut-outs
• Developing one-point lessons and skill improvement
through videographs to analyse and minimize the delaying
activities and developing Kaizens.
• On the job training by the senior maintenance
staff by relay teaching methodology.
• Demonstrate achievements of people in a
timely way
• Teach them why-why analysis
• Use of PM and give feedback on its
effectiveness
• Use of photography as a tool

How Does PM Team Support and Train JH Teams?: Step 1

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How does PM team support and train

After step II of JH breakdowns are going to

The circle committee will identify the

• Skill is improved through classroom training, which includes

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