Planned Maintenance and Autonomous Maintenance Cooperation

We widely use the "F-Tag" (Fuguai Tag) anomaly card application while conducting autonomous maintenance activities. Anomaly cards help us measure the level we have reached in autonomous maintenance. You can hang an anomaly card anywhere within a business, except just one place. Initially, anomaly cards are commonly used in 5S activities. The elements we detect as anomalies serve disorder and pollution. Again, I can clearly state that the people who touch the anomaly cards the most are the producers (production man) and maintainers (maintenance man). Of course, many departments such as quality, design, R&D, external support are involved. The key point I want to make here is human. We cannot put an anomaly card on people.

Regardless of which sector or business, the common denominator is people. After all, it is man-made, albeit robots. Human control, human intervention is required in one way or another. So many boston dynamics videos have been posted, they design great robots, right? It is impossible not to admire. Who is testing these robots? Human. Who is designing it? Human. Who produces it? Human. Human development is progressing perfectly. Progress such as Industry 4.0, industry 5.0, industry 6.0 actually shows that human beings are developing (evolving). For example, I think it's okay to mention his name, Elon Musk. Dear Elon Musk does a good job of revealing the undiscovered aspects of people. A good leader in pushing human abilities (limits). Wherever we look, the common denominator is human. For this reason, we never hang an anomaly card on people.

I would like to inform you about autonomous maintenance and planned maintenance cooperation by mentioning some of the points to be aware of about the very short anomaly card. Of course, everyone knows very well how to use an anomaly card, how to proceed, I am sure of that. The main purpose of repeating the known things is to get into behavior, to create a culture and not to be forgotten.

Maybe it will be very classic, but at least I want to write because it is a common understanding in Turkiye. Asking questions with known answers is an indicator of aging. I don't know, maybe I'm getting old. I am now 40 years old. Do you think I'm old? I think life is just beginning. My goal is to reach the age of 100. There is one thing I know very well. I am doing this very well. I always deviate from the point. While I am telling a subject, I am distributing it immediately. This is my virulence, I apologize.

Without distracting the subject too much, I would like to remind you of the points to be aware of in the anomaly card application. I get a lot of written and oral questions on this subject. First of all, I want to draw your attention to the name of the card. The real name of the card is Fuguai in Japanese and abnormality card in English. An abnormality, understood as abnormal, right? This approach forces us to clearly distinguish between normal and abnormal, are you aware? In other words, the purpose of applying the card is not only to detect anomaly. 

I have been interested in TPM for about 15 years and this is what I love the most. The abnormality forces me to improve my eyesight so that I can detect the difference between normal and abnormal over a process. Ability to catch an abnormaly eye. In order to hang the anomaly card, I need to be able to detect what is normal and when the abnormality started, right? Is it enough just to develop eye skill? Of course not. I also need to develop my other four sensory organs. I need to be guided by an expert so that I can actively use my five senses during the initial cleaning. A good teacher produces a good student. Look, again, the issue at stake is human development. I think people who develop human beings are very holy in the sight of God. Because every business generates value. People also manage businesses that generate value. So what is normal for us first of all? What is abnormal? We need to make it clear, right?

So where do we generate value? Lines and / or machines that produce products. That's why we first start hanging the anomaly card on the machines where we produce the value. Many details maybe, but I want to clarify with an example. I'm sure everyone is aware of this, but please consider it as a reminder. In the definition of anomaly, it says that the abnormality is between the normal and the faulty process. So there is a process. It's a four-step process. The first stage is normal, the second stage is abnormal, the third stage is error, and the fourth stage is breakdown or defect. I want to supplement it with a picture to increase clarity. There are two themes I brought to your attention in the picture. The first theme, a cycle, a lifeline, please notice. There is a process that starts normally and ends with a breakdown. The second theme is a machine part. So a v belt. What is the normal process (symptom) on a V belt, what is the abnormal process (symptom), what is the faulty process (symptom), and what is the malfunction? Let's define it together. I will write my opinion here, please correct me by commenting, teach me. 

The belt is zero mileage in the normal process. The inscriptions are visible on the strap. The strap is more new, shiny. Please look at the first picture, everything is fine, the machine is happy and the operator is happy. What happens with the v-belt when the abnormality process starts? My experience shows that when a v belt goes into an abnormality process, it undergoes a physical change like this. When you take a closer look at the V-Belt, what we call a thread occurs on the right and left side of the belt. What kind of thread do you say? I can say like a spider web. If there is a white white thread that looks like a spider web, then it means that the v-belt has started the abnormality process. I might be wrong, please correct me. When the thread starts on the V-Belt, we mean that the abnormality process has begun. When thread occurs on the V-belt, the machine continues production, production does not stop. But the erroring process begins. What physical change happens when the V Belt goes into erroring process? Capillary-like cracks begin to form on the V-Belt. Not only that, but small breaks begin on the V-belt to the right and left on the V-belt. There is such a physical change, and we call this process a error. As can be seen in the picture, what we call breakdown means the v-belt breaks, that is, it comes off the pulley.

Again, I would like to support with an example from a very classic and widely consumed equipment part. The most frequently consumed piece of equipment is bearing. This knowledge is not universal knowledge, it is entirely my experience. If my knowledge contradicts universal knowledge, my knowledge is invalid. I have witnessed over and over again that the bearing part was consumed very often. Again, everybody knows very well, but I want to remind you once again. I have to touch the bearing so that I can understand the abnormality stage on the bearing part. If I can hold my hand for 3 seconds or less when I touch the bearing part, then the abnormality has begun. What do I mean, the bearing is hot. If the bearing is getting hot, the abnormality has begun. So what should I look for for the error phase? I need to improve my ear listening skills because the bearing part (taka taka taka taka taka) starts to work loudly. I draw your attention, production continues. The machine does not stop, the bearing works even if it sounds noisy. If we continue to work and do not replace the bearing with a new one, it will result in malfunction. The bearing is falling apart and production stops. The message I want to give is, in fact, please clarify this process in that part, which is the most handled piece on the machine by the maintainers and manufacturers. We need to clarify this process specific to the piece of equipment that we have the most problems with. Operators now easily learn the abnormality and error criteria we defined on that critical part. Before the part fails, our operator friend notifies you. I tried to explain it to you through two examples (in half English). Please clarify and comment on these examples (your experiences). That is to say, before starting the card hanging activity or when starting the card hanging activity, making these definitions also speeds up the hanging card activity.

Well, what are we going to pay attention to when hanging and removing cards? I suggest you make a checklist. There are rules that the operator must pay attention to when performing autonomous maintenance work (cleaning, tightening and lubrication) on the machine. I would like to cover these rules also in an article. We want to take the machine back to its original state, the day it was purchased. We call this work "Restore" in TPM. While performing the restoration activity, we also perform initial cleaning to see anomalies. We attach the abnormality card to the machine parts that we detect as abnormal. If an anomaly card is inserted, it must be removed. When should an anomaly card be issued? When the abnormality has been rectified. In other words, we do not remove the abnormality card from the machine until the abnormal situation is restored to its normal state. It remains suspended on the machine. So, should the number of anomaly cards be an indicator? Yes, the number of anomaly cards is not actually just an indicator. There will be more than one indicator. There is also one more point I want to remind. For example you, let's say you detect an abnormality and insert the anomaly card into the abnormal machine part. What do you think at that moment? The key here is thinking. Now the organ we call the brain is starting to think. The organ we call the brain develops as thinking begins. It's also very beneficial for health, right? If it constantly thinks, the organ we call the brain does not get sick, it does not have Alzheimer's. Again, there is a very classic saying in Turkey, I want to remind you. The brain is like a barren field. It develops in two ways. The first is to read, the second is to think. Of course, it's not about thinking about a football game or thinking about your vacation plan for the weekend. The word to think here is also the same as to develop. The organ called the brain does not develop by thinking about a football match or vacation plan. It develops by thinking about a development work. As always, I'm messing up the subject again, excuse me. The key point I want to emphasize here is that the brain that hangs the abnormality card on the machine starts to think to make kaizen. It also improves the kaizen skill anomaly card. I mean, it can be used as an indicator of kaizen skill. 

We have started the initial cleaning and we are working hanging an abnormality card. What should be on our checklist? Do all employees involved in the startup cleaning hang an anomaly card? Of course, we expect her to insert more than one anomaly card. It is a very common situation, people who know the equipment well hang too many cards, people who do not know the equipment hang less cards. This is not the right approach. We want to move forward by teaching people who know the equipment to people who do not know the equipment. Bu nedenle ekip liderinin burada bir g?revi vard?r. If the anomaly card is posted by each participant, the team leader has to check. If there is a person who hangs a small number of anomaly cards, the team leader will train that person. In other words, the team leader should encourage all starting cleaners to find an equal level of anomaly.

Has an abnormality card been inserted on the machine? inserted't it stuck? Have we hung a card on the gauges and manometers on the machine? Is the abnormality board hung in the wiring and piping parts? Is the abnormality card posted at the compressed air and pressurized oil transition points? Have we looked at the electrical and electronic components? Have we hung a card on the hydraulic unit and auxiliary equipment? I might be wrong, all equipment has hydraulic units. We want to move forward by looking at the side equipment as much as our time allows. Have we done an abnormality card hanging work on the drive systems (transmission organs), chain, gear, belt, pulley, reducer? Have we hung an abnormality card on the covers protecting the drive organs? In some places, you may be changing rollers, belts. So, let's review the places we've built, please. There may be missing places, we are checking again and doing an abnormality card hanging work. Did we hang cards on mechanical parts? Let's check the hydraulic and pneumatic systems, please. Let's hang the abnormality card on the piston and cylinder groups. There are always dangerous and risky places. Let's put an anomaly card over there. Of course, since this issue includes job security, it should be the top priority during the solution. Some companies provide solutions within 24 hours and remove that anomaly card. If you ask me, even 24 hours is too much. Someone could be injured within 24 hours. The thing we don't want most, the thing we fear the most, is the phrase "I was injured while doing autonomous maintenance work". We don't want injury. For her, let's solve that anomaly immediately, even if it's temporary. Therefore, if we interpret our detection as dangerous, we must be conscious that can be intervened immediately. There are more details, but I want you to add these details. There is also control of the machine. If there are points that force us to operate the machine, it can be a difficult point to reach, for example. There is something we call 4 Difficult in TPM. It is difficult to clean, difficult to control, difficult to reach and difficult to lubricate. So how do we clarify a subject that we call difficult? If an employee is leaning over, it is hard work. We want to facilitate the difficult points. Let's put an anomaly card on every job that is difficult to do. 

What do we do next? We remove the anomaly cards by finding a solution. There are some points we need to pay attention to when removing the anomaly card. Are anomaly cards removed? Are there any solutions to anomalies? In other words, is the card removal activity going on? Have we compiled the cards we removed? 

We need to create a list that we need to compile. Is the measure we took because we removed the card effective? It needs to be approved. Did the anomalies we detected recur after they were resolved?

We have implemented some solutions, but if the abnormality continues, we need to do kaizen. We need to find the root cause well and eliminate the root causes one by one. Since there is an abnormality on the equipment plus it means that the problem still continues, it is necessary to clarify who will find a solution with an intervention, when and how. These are indispensable for us. 

Now, based on this approach, we can summarize that the main work that will provide cooperation between planned maintenance and autonomous maintenance is the abnormality card tracking. And at this stage, I will have three suggestions for employees for autonomous maintenance. Where will the equipment be cleaned, lubricated and checked on the equipment silhouette? We need clarification. For example, let's say we have 100 items in our checklist. Suppose when autonomous maintenance starts, 20 of these 100 items are made by operators and 80 by maintenance. We call this the autonomous maintenance rate. We can call the operator the autonomous maintenance transfer rate. 

Autonomous maintenance and planned maintenance should work together if we want to do breakdown reduction activities. We work together to reduce the breakdown. We want to progress by associating the planned maintenance part with SAP. Autonomous maintenance activity is an operator-centered activity. Planned maintenance activity is carried out with people responsible for equipment maintenance. We have to move forward by determining the indicators (KAI). When autonomous maintenance and planned maintenance go hand in hand, the number of changed parts also increases, and with this it is a burden for the company. If we can manage correctly, return component life and accelerated wear to natural wear, we can ultimately control the cost of maintenance. As the equipment part life becomes usable until its final life, we can eliminate the capital cost of it by thinking that when we buy the spare part, it is sufficient. As a result of these activities, our rate of holding spare parts will decrease. We find it useful to follow the maintenance cost indicator in this sense. For example, in a company, we determined something called the stable operability rate of "class A" equipment, ie more critical equipment. We call "Class A" equipment, equipment that has a very serious impact on production when that equipment stops. There is an approach we call the equipment classification standard. If anyone wants, I can share. Generally, the view we see is 10%. 10% of the total machines are Class A equipment. Class A equipment is equipment that we generally cannot stand stopping. 

We create this list after separating our equipment on the basis of units and parts. We classify A class machines as 70% TBM, 25% CBM and 5% BM. We classify Class B machines as 60% TBM, 30% BM and 5% CBM. CBM style maintenance takes time, money and labor. So it's a little bit less. We make 50% TBM and 50% BM in Class C. Note that we do not make CBM in Class C equipment. Of course Class A equipment breakdown less often. Class C equipment is more susceptible to breakdown. The purpose of our classification of equipment is to decide what to prioritize. Since we have certain resources and a certain workforce, we need to prioritize. I want to make an analogy here. Heinrich approach can shed light on us. We can say 300 anomalies, 29 chokotes and a breakdown. For prioritization and collaboration, you can go that way too. 

I wish you success in your maintenance work.