Lean Manufacturing and Reliability Concepts the Concepts Contained Within Lean Manufacturing Are Not Limited Merely to Production Systems

From the Reliability Professionals at Allied Reliability Group

Lean Manufacturing & Reliability Concepts

Inside: Key Principles of Lean Manufacturing

3 Types of Inspections for Mistake-Proofing

A Must-Read Guide for Maintenance and Reliability Leaders

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2nd Edition November 2013

Introduction...... 4

Part 1: 5S...... 6

Part 2: Muda...... 11

Part 3: Key Principles of Lean Manufacturing...... 16

Part 4: Poka-Yoke...... 19

Kaizen...... 25

Allied Reliability Group © 2013 • 3 Lean Manufacturing and Reliability Concepts The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of Maintenance and Reliability.

At the core of Lean Manufacturing philosophy into daily operations at his manufacturing is the concept of elimination of waste. It is facilities. Mr. Ford’s attitude can be seen in his about getting precisely the right resources to books, My Life and Work (1922) and Today the right place at the right time to make only and Tomorrow (1926), where he describes the the right products (the requested quantities at folly of waste and introduces the world to Just- the required quality level) in the most efficient In-Time (JIT) manufacturing. Mr. Ford cites manner possible. inspiration from Benjamin Franklin as part of the foundation of these methods. The concept of the elimination of waste can be easily traced to Benjamin Franklin. Poor However, it was not until Toyota’s Chief Richard encouraged the elimination of waste in Engineer, Taiichi Ohno, systematized these numerous ways. Adages like “Waste not, want concepts and the idea of a visual “pull” not”, “A penny saved is two pence clear…Save (Kanban) into the Toyota Production System and have”, and “He that idly loses 5s. [shillings] and created a cohesive production philosophy worth of time, loses 5s., and might as prudently that was focused on the elimination of waste throw 5s. into the river”. Yes, it was Benjamin that the world was able to see the real Franklin that educated us about the possibility power of Lean Manufacturing. Interestingly that avoiding unnecessary costs could return enough, when Mr. Ohno was asked about the more profit than simply increasing total sales. inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s It was Henry Ford who furthered this idea by book. integrating the concept of waste elimination

4 • Allied Reliability Group © 2013 Lean Manufacturing Part 1 of this guide will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative that focuses on a plant’s Preventive Maintenance (PM) program can immediately unlock resources within the maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. The focus of Part 4 will be on Poka-Yoke (mistake proofing) and showing how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives summarizes the entire report.

5S is the name given to the Lean Seiton – Straighten (orderliness) Manufacturing method for the clearing out Lean Application: of all unnecessary items to allow room for The workplace must be arranged in a the acquisition of tools and parts in the systematic manner that will encourage fastest and easiest manner. A comparison efficiency and will reduce unnecessary travel of 5S methodology with an evaluation and and/or motion. Specifically, 5S requires the optimization of a PM program at a plant quickly tools and parts that are used in the work or shows how similar these processes are. storage area to be organized in such a way that they are easily accessible and visually Seiri – Sort (tidiness and/or organization) obvious when not present. Things should be Lean Concept: placed where they best meet their functional The workplace is rid of anything that is purpose. (A Second Look at 5S, James Van unnecessary. Tools and parts are sorted Patten, Quality Progress, October 2006) through, and only the essential items are kept; everything else is stored or thrown away. This PM Application: makes the workplace uncluttered, safer, and Another 30% of the tasks contained within more organized for productive work. most PM programs should be reassigned either to operations or to a lubrication route. PM Application: Some of these tasks are generally classified as Studies agree that somewhere between 30% “Asset Care” tasks and should be performed and 50% of the tasks in most PM programs by an operator. Other general inspection tasks are non-value added and should be removed. should be reassigned to operators once they These tasks actually cost more to perform than have completed task qualification training. the benefit they yield. The labor associated Lubrication tasks should be reassigned to a with the completion of these tasks can be lubrication route where a trained lubrication reassigned to other maintenance functions like technician can ensure that the task is working down the ready backlog. performed to industry Best Practice standards.

6 • Allied Reliability Group © 2013 Lean Manufacturing Another way to look at this concept with curve. This means that it truly is a wear-out regard to order is the concept of load leveling mechanism and a traditional interval-based the PM tasks, operator care and inspection activity or PM should be applied to properly tasks, and lubrication tasks. The tasks are combat it. Failure modes that exhibit a Weibull grouped by functional area within the plant shape indicating random failure patterns and then arranged to ensure that each person are not good candidates for interval-based has approximately the same load or amount PM activities. For these failure modes, a of tasks to complete and that the tasks are comprehensive inspection program is more grouped and arranged to be completed in the appropriate. Condition Monitoring (CM) most efficient manner possible. technologies, like Infrared Thermography, Vibration Analysis, and Oil Analysis, are very Seiso – Shine, also Scrub (cleanliness) powerful tools for such failure modes and Lean Application: easily pass a cost/benefit analysis. The workplace must always be as clean as possible. Waste and trash must be dealt with Seiketsu – Standardize (standardized immediately. Machines must be kept clean, cleanup) making leaks and other defects more easily Lean Application: recognized. Everyone in the workplace must maintain the same basic standards for cleanliness. PM Application: When cleaning out a PM program, it should be PM Application: scrubbed of all tasks that do not specifically All of the tasks that remain in the PM program address a failure mode or do not pass a should follow the same standard for format simple cost/benefit analysis. More specifically, and content. All of the tasks should include it should address a failure mode that is a clear definition of the task, specific steps, appropriate for PM tasks. Weibull analysis of necessary safety warnings, appropriate failure data should show a strong wear-out tools, and required parts. Additionally, the

Allied Reliability Group © 2013 • 7 tasks should have been through a technical that detail nominal measurements with review and approval process and should minimum and/or maximum allowable limits. contain a revision tracking mechanism. Also, PM inspections should require the use the procedure should always provide for a of measurement tools such as calipers, feedback mechanism for the crafts personnel micrometers, and torque wrenches. “As Found” to make suggestions and corrections about and “As Left” comments should be required the procedure. This mechanism creates a fields and their responses cataloged in the continuous improvement loop for the task Computerized Maintenance Management procedure. System (CMMS).

Shitsuke – Systematize, Sustain (discipline) Summary Lean Application: Performing a Preventive Maintenance The workplace must maintain a culture of Evaluation (PME) identifies the amount of discipline. Workplace standards must be waste in a PM program and also helps sort out maintained day after day. Once attained, the which PM tasks can be reassigned to other workplace is kept safe and efficient. teams within the maintenance and operations departments. It is a very quick and powerful PM Application: assessment that can free up some manpower Creating a culture of discipline in the PM within the maintenance organization to be used program requires systematizing the program for other tasks. so the tasks are of a nature that not only encourages crafts personnel to respond, but Additionally, the PME process will identify requires it. PM programs where the comments how many tasks need to be optimized. and recommendations of the crafts personnel Preventive Maintenance Optimization (PMO) are not acted on quickly become ineffective. is the process of revisiting those tasks that In creating a systematic and sustainable PM will remain in the PM program and making program, all of the tasks should be quantitative sure all task procedures are systematic and in nature, with specific, measurable activities standardized and contain all of the necessary

The following table summarizes the 5S concepts and shows their interconnectedness with each other and relationship to Maintenance and Reliability.

Allied Reliability Group © 2013 • 9 The PME and PMO are a very powerful Many maintenance organizations complain combination of techniques that can be about having insufficient manpower to be able performed on a PM Program. Once to reduce their maintenance backlog. These completed, the PM Program will be rid of same organizations also complain about not unnecessary tasks, tasks that don’t address having enough manpower to staff an internal a specific failure mode and tasks that are PdM effort. Additionally, they complain about more appropriately assigned to other teams having a PM program that is too big, is too within the maintenance department or to difficult to manage, and does not produce other departments. Remaining tasks will be any results (i.e. does not reduce unplanned optimized for efficient completion. downtime). The biggest reason that this situation exists is that they have not applied The table below details the analysis of a PM the 5S concept to their PM program, thereby program and the number of craft personnel creating a PM program that is actually worth that can be freed up, reassigned, or used for keeping. other tasks, like CM.

A key to effective (profitable) manufacturing is Overproduction to use only the resources (capital, human, and Lean Definition: time) needed to produce a product that meets Making more than what is needed, or making it every customer expectation at the price the earlier than needed. market will bear. Any manufacturing process or maintenance system that consumes more Maintenance and Reliability Application: than precisely the resources that are needed is An analysis of a typical maintenance wasteful. These wastes reduce effectiveness department finds a tremendous amount of and, ultimately, profit. “over maintenance”. Traditionally, time-based rebuilds or component replacements have Muda is the Japanese word for “waste” and been used in an effort to combat premature in the context of Lean Manufacturing is the equipment failures. Not realizing the random elimination of waste and the core of the nature of the failures, a sense of frustration Toyota Production System. In Lean terms, is felt with each emergency repair, so the Muda refers specifically to waste created by frequency of the time-based replacement is the manufacturing process. In Maintenance increased. Maintenance costs continue to rise, and Reliability terms, Muda refers generally and failure rates are unaffected. to the concept of wasted resources spent on inappropriate maintenance strategies and poor Elimination Strategy: execution of daily maintenance activities. The best way to eradicate this deadly waste is to get a better understanding of the true nature Before wastes can be eliminated, they must of the equipment’s failure pattern and adjust be identified. Mr. Ohno originally named seven the maintenance strategy to match. “deadly wastes”, but two more have since been added. For each type of waste, there is a Unnecessary Transportation specific strategy surrounding its elimination. Lean Definition: Moving products farther than is minimally required.

Allied Reliability Group © 2013 • 11 Maintenance and Reliability Application: variation in statements reflects a very common The concept of transportation as a waste in problem for maintenance crafts people. Where a maintenance context goes directly to the the amount of time spent doing value-added amount of time that crafts personnel spend work (a.k.a. wrench time) is low, it is very traveling back and forth between the job site typical to see a lot of maintenance crafts and the storeroom to retrieve parts that were personnel standing around and waiting for the damaged, not kitted, or not the correct part for opportunity to work. The job is planned (and the task. Excessive transportation is most often may in fact be planned well), but the timing a direct reflection of inadequate job planning or with operations was poorly coordinated. The incomplete Bills of Materials (BOM). inter-functional coordination was non-existent, or at best disconnected. Elimination Strategy: Improve maintenance job planning and job Elimination Strategy: plan procedures. Create an accurate BOM Inter-departmental communication and for each asset. Ensure that parts are stored, coordination must rise to the top of the list maintained, and transported in a manner that of priorities. Utilizing a cross-functional work does not reduce their life cycle. scheduling process is one effective method for reducing the waste of waiting. Waiting Lean Definition: Inventory Products that are waiting on the next Lean Definition: production step, or people that are waiting for Having more inventory than is minimally work assignments. required – excess inventory. This is the deadliest type of waste in Lean considerations. Maintenance and Reliability Application: Waiting in a maintenance context is very Maintenance and Reliability Application: similar. Instead of people waiting for work to Organizations who continue to operate in a do, it is people waiting to do work. This slight

12 • Allied Reliability Group © 2013 Lean Manufacturing reactive manner never know what is going to average a wrench time of 70% and that 95% is break next. As such, a large amount of spare possible. parts need to be warehoused either on-site or nearby to be available for the next emergency. Elimination Strategy: Improvements such as lower overtime and Elimination Strategy: lower contract labor costs are easily possible The closer an organization moves to a with improved wrench time. Wrench time proactive strategy, the fewer parts that are kept studies should be scheduled every year to see on hand. As defects are discovered early and how the situation has changed/improved and job plans are completed early, the parts can what adjustments need to be made to make be ordered and delivered “on time” and “as even more improvements. Items like improved needed”, instead of kept in the warehouse. planning, scheduling, and parts kitting can make huge improvements in a facility’s wrench Motion time. Lean Definition: People moving or walking more than minimally Processing Itself required. Lean Definition: Stand-alone processes that are not linked to Maintenance and Reliability Application: upstream or downstream processes. Using Once again, we find ourselves focused on complex machines and processes to do crafts personnel wrench time. Low wrench simple tasks. Not combining tasks to simplify time is a major area where improvements the process; essentially “processing itself” = can be seen quickly. Most North American process simplification. maintenance organizations are surprised to learn that their wrench time is 20-35% (or Maintenance and Reliability Application: even less). They are even more shocked to An excellent place to see the connection learn that Word Class is 55-60%. Many people between Lean and Maintenance and Reliability guess that their maintenance crafts personnel for the concept of “process simplification” is the

Allied Reliability Group © 2013 • 13 fact that there is no standardization of parts Maintenance and Reliability Application: across like machines. Design engineers love to From a maintenance and reliability standpoint, use the latest and greatest parts and designs. defects are the deadliest type of waste. It If there is truly a competitive advantage to is not the presence of defects that plague be had with the new part, then like parts in an organization; it is how that organization the facility should be upgraded as well. If not, deals with those defects. While the number of then the more standardized solution should be defects can be minimized through methods chosen at the time of design. Using a different like precision maintenance techniques, they seal or impeller just because it is new can lead cannot be completely eliminated. Processes to unnecessary confusion and downtime when such as eliminating intrusive inspections or a repair is needed. An example would be using implementing a CM Program can make very two different seals for the same model pump large impacts on the number of defects present in the same application, when standardizing in the asset base. with one seal would save time, money, and confusion, especially if one of the seals has Elimination Strategy: proven to be a better performer. The most important point to make about defects is that an organization has to be ready, Elimination Strategy: willing, and able to detect these defects at Maintainability and parts standardization must their earliest stages, immediately begin the become a major focus of design/redesign planning process to deal with the defect, and efforts. then identify and eliminate the root cause of the problem. This is the only way sustainable Defects improvements in productivity and unit cost of Lean Definition: production can be realized. The effort involved in inspecting for and eliminating defects.

14 • Allied Reliability Group © 2013 Lean Manufacturing Safety Lean Definition: Maintenance and Reliability Application: Unsafe work areas create lost work hours and Maintenance and reliability people and expenses. information are part of the resources that need to be planned. Good planning and scheduling Maintenance and Reliability Application: and effective maintenance engineering rely on A decrease in emergency repairs always complete and correct machinery design and results in a decrease in safety incidents. performance information. The more incorrect or incomplete the information is for a given Elimination Strategy: asset, the longer it will take to find the solution An increase in reliability has proven time and to a particular problem, and the more uncertain time again to produce a decrease in injury that solution will be upon delivery. Some of rates. the information that needs to be current and correct is the machinery failure data, BOM, and 100 120 90 115 machinery nameplate data. 80 70 110 60 50 105 Elimination Strategy: 40

100 ofOEE (% Base) 30

Injury RateInjuryof (% Base) A culture of information discipline must be 20 95 10 fostered. 0 90 5 10 15 20 25 30 35 40 45 50 55 Month

Injury Rate OEE

Information Lean Definition: The age of electronic information and Enterprise Resource Planning (ERP) Systems requires current and correct master data details.

Allied Reliability Group © 2013 • 15 Part 3: Key Principles of Lean Manufacturing A summary of Lean Manufacturing contains 6 Key Principles. It doesn’t take a very detailed analysis to find that all of these key principles are common to both Lean Manufacturing and Maintenance and Reliability.

Lean Manufacturing Key Principle #1 Failure modes are how a piece of equipment Pull Processing: products are pulled from the might fail or is expected to fail. The consumer end (demand), not pushed from the differentiating factor becomes when this production end (supply). This is Kanban. analysis of failure modes and effects takes place. It should always be done before the Maintenance and Reliability: failures occur – proactively, not reactively. In the maintenance realm, the concept of While there is an ever so slight difference in pull is used in the design of the maintenance these two concepts, the implications of this strategy. The potential failure modes of the slight difference are enormous. equipment and the effects of those failure modes on that asset’s ability to perform its Lean Manufacturing Key Principle #2 function and on the system at large determine Perfect First-Time Quality: the quest for zero the maintenance strategy. Failure modes and defects; revealing and solving problems at the their effects pull the maintenance strategy into source. existence. The OEM recommendations are not pushed as the maintenance strategy of Maintenance and Reliability: choice. Some people may become confused This is the identification and elimination of the at statements like these and infer that the root cause of machinery defects that drive the maintenance strategy is reactive. Nothing continuous improvement of the maintenance could be further from the truth. Just like strategy. Procedure-based organizations Kanban is not a reaction to customer demand, use quantitative, documented procedures for neither is an Equipment Maintenance Plan both regular maintenance jobs and the PM (EMP) based on failure modes. tasks to drive consistency and quality in the

16 • Allied Reliability Group © 2013 Lean Manufacturing maintenance process. Additionally, these same benefits like increased safety, decreased organizations employ precision maintenance spares inventory, etc., can account for as much techniques to deliver “Right-the-First-Time as a 30:1 Return on Investment (ROI) that results”. The combination of these three most North American facilities have previously powerful forces has a large impact on the been unwilling to reach for. quest for zero defects. Lean Manufacturing Key Principle #4 Lean Manufacturing Key Principle #3 Continuous Improvement: reducing costs, Waste Minimization: eliminating all activities improving quality, and increasing productivity that do not add value and safety nets; and information sharing. maximize the use of scarce resources (capital, people and land). Maintenance and Reliability: At the core of every good maintenance Maintenance and Reliability: and reliability person exists the concept of Industry data indicate that 30% - 50% of continuous improvement – it is an attitude and the PM tasks in a typical North American a way of life. They are always striving for a maintenance organization are non-value better technique, a part of better design, an added tasks. Additionally, most maintenance improved methodology, or an easier way to organizations operate in a very reactive get it done. Every maintenance person looks mode and, in doing, waste a lot of valuable for a solution that makes assets easier to resources. Most studies agree that, on maintain and more reliable. Every reliability average, 30% of the labor and 50% of the person looks for a solution that makes asset parts and materials used in unplanned jobs availability and plant productivity rise and life are wasted, not to mention the amount of cycle cost and unit cost of production go lower. unplanned downtime associated with such jobs. Those same productivity studies agree that the combination of these three items (labor, parts and downtime), along with other

Allied Reliability Group © 2013 • 17 Lean Manufacturing Key Principle #5 Lean Manufacturing Key Principle #6 Flexibility: producing different mixes or Establish High-Quality Supplier greater diversity of products quickly, without Partnerships: building and maintaining a sacrificing efficiency at lower volumes of long-term relationship with suppliers through production. collaborative risk sharing, cost sharing, and information sharing arrangements. Maintenance and Reliability: Flexibility is the key to keeping up with the Maintenance and Reliability: changing business environment. It is no In the sentence above, simply replace the different for maintenance and reliability. As word “suppliers” with the word “operations”. the market changes, so does the mix of Now it reads: building and maintaining a products and volume. While the core function long-term relationship with operations through of a manufacturing facility rarely changes, collaborative risk sharing, cost sharing, the requirements for its operation do change, and information sharing arrangements. A and consequently the reliability and criticality partnership must be established between of different machines can change, almost maintenance and operations. As with any on a daily basis. The onus then is on the true partnership, it must be born of mutual maintenance and reliability function of a respect and the attainment of common goals. facility to create systems and processes that A partnership that is based on winning and are less affected by changes in the market losing, or an attitude of “This is my plant and place. Otherwise, drastic changes in the you work for me!”, is destined for failure or, at daily execution of the maintenance process best, mediocrity. will cause the process itself to become dysfunctional.

As previously mentioned, continuous There are many parallels between Lean improvement is integral to any effective Lean Manufacturing and Maintenance and Reliability Manufacturing system. At the heart of a strong with respect to Poka-Yoke. The concept of continuous improvement methodology is Poka- detecting and removing defects is the very Yoke. Poka-Yoke is the process of fervently heart of maintenance and reliability efforts, reducing the potential of defect occurrence. and any technique that helps accomplish this easier, quicker, or earlier in the process is a Poka-Yoke was first introduced at the Toyota Poka-Yoke technique. Motor Corporation in 1961 by Dr. Shigeo Shingo, an industrial engineer. Originally In explaining the origin of defects, Dr. Shingo named Baka-Yoke, meaning “fool-proofing” said, “The causes of defects lie in worker or “idiot-proofing”, the name was changed to errors, and defects are the results of neglecting Poka-Yoke (“mistake-proofing”) in 1963 for those errors. It follows that mistakes will not want of a more honorable and less offensive turn into defects if worker errors are discovered name. and eliminated beforehand”. Additionally, he stated, “Defects arise because errors Poka-Yoke can take the form of a mechanism are made; the two have a cause-and-effect designed to ensure that proper conditions relationship”. exist before a process step occurs, thereby preventing a defect from occurring. It can also Statistical analysis of machinery failures be a procedure designed to identify and/or essentially reflects the same scenario. RCM eliminate defects as early as possible in the studies from the ‘60s and ‘70s show that as process. Essentially, Poka-Yoke is the concept much as 68% of failure modes detected in of easily and quickly detecting and removing machinery were the result of poor maintenance defects. and/or operating procedures and another 14% were the result of random events caused by people’s carelessness. Add to this an

Allied Reliability Group © 2013 • 19 additional 7% for wear-in failures and a total of sometimes have no choice but to utilize 89% of the failures are the result of people’s this method of defect detection as it is not lack of attention to detail or an incomplete manufacturing defects but machinery defects understanding of their operations. This means that are being sought. only 11% of the failure modes were the result of age, wear, and fatigue. Studies from the Best Practice organizations use CM ‘80s and ‘90s reflect that proper attention to technologies like Vibration Analysis, Infrared procedures dropped the previously reported Thermography, and Oil Analysis to identify 68% to as low as 6%, but the 14% from machinery defects. While there are some random events climbed to as high as 25%. So, benefits to identifying these defects and while improving maintenance and operating handling them in a proactive manner, the real procedures did lower the instances of infant benefit lies in using these Condition Monitoring mortality, carelessness in other areas related technologies to help identify and eliminate the to operations did not improve. root cause of these defects. Not using these technologies to help eliminate the root cause Dr. Shingo explained three different types of of defects is the type of inspection that Dr. inspections in the concept of Poka-Yoke. Shingo and the rest of the quality culture were warning against. Do not be satisfied with the Judgment Inspection fact that defects occur in your systems and Judgment inspection means identifying that you are able to successfully identify and defective products or material after the eliminate them. You must move further back completion of the process, essentially finding in the process to identify them and eliminate the defect when it is too late. Dr. Shingo them at their source. warned that relying on this method is not effective quality management and, therefore, Another way that CM is considered a judgment judgment inspections should be avoided when inspection is in its use as a troubleshooting possible. Maintenance and reliability personnel tool. Organizations that do not use CM

20 • Allied Reliability Group © 2013 Lean Manufacturing technologies have to rely on traditional for the very next station in the manufacturing troubleshooting techniques, such as trial and line to perform a quality check or defect error, disassembly, and parts replacement. inspection on the material that just came from Utilizing CM technologies can give the crafts the previous station. While this method is person a tremendous amount of information reliable and cost effective, the second method before the job is even started. Things like gear of informative inspection reduces the time and problems, electrical problems in motors, and cost of the additional inspection to almost zero. contaminant ingression can be highlighted and This method requires each station to perform detailed before the machine itself is ever shut a pre and post process inspection, thereby down. simultaneously checking the quality from the previous station and checking the quality of Using CM to help with troubleshooting and their work before sending it to the next station. identifying the root cause of machinery defects makes CM itself a very powerful judgment From a Maintenance and Reliability inspection Poka-Yoke technique. perspective, an example of using this type of informative inspection would be performing Informative Inspection Weibull analysis to constantly adjust the The second type of inspection in the Poka- maintenance strategy for a piece of equipment Yoke system is the informative inspection. or a system within the plant. In doing so, the This type of inspection is used to prevent defect that the inspection process is detecting defects through utilizing data gathered from is an inadequate maintenance strategy. Many the inspection process. The most common organizations believe that using the Mean Time example of an informative inspection is the use Between Failure (MTBF) as the proper interval of statistical process control. for time-based replacements and/or overhauls is the best method to cost-effectively prevent Dr. Shingo offered two different types of unplanned downtime. This is not correct and informative inspection. The first method was results in higher costs than are necessary.

Allied Reliability Group © 2013 • 21 Weibull analysis shows that by the time the Source Inspection MTBF is reached for a group of machines, The third and final type of Poka-Yoke 63.21% of the machines have already failed. inspection is the source inspection. Source inspection is the inspection of an operating The better type of informative inspection would environment or materials before the production be to use failure data to populate a Weibull process begins to ensure that the proper analysis model for the machine or system and conditions exist. Source inspections in the let the analysis show the most cost effective Maintenance and Reliability arena are very time to perform the maintenance action. In the common. They take at least three forms when absence of a comprehensive failure history, a considered in the context of machinery repairs: single failure point and some local knowledge precision maintenance, procedure utilization, about the frequency and types of failures can and CM. lead to some excellent approximations of the actual Weibull shape. This method is known as Precision maintenance techniques are a type Weibayes and is a very powerful technique. of source inspection. A precision maintenance technique is defined as any technique that In using the failure data that comes into the makes the likelihood of extended defect-free CMMS system on a daily basis to keep the operation more possible. Some examples failure modes library and Weibull analyses of precision maintenance and reliability up-to-date, the maintenance strategies can techniques might include: be adjusted as more detailed information becomes available. Using statistical analysis in • All rotating equipment will be balanced this way makes Weibull analysis an extremely in-place to a minimum standard of 0.05 effective informative inspection Poka-Yoke inches per second. This is significantly technique. lower than most balance standards but not impossible. This tighter balance standard would lead to measurably longer bearing

22 • Allied Reliability Group © 2013 Lean Manufacturing component life, in the absence of other filter. This prevents solid contaminants issues. that would be detrimental to asset health • All rotating equipment will be aligned from being introduced into the machinery to < 0.5 mils per inch. As with the balance reservoir. standard, this is tighter than most alignment standards and will lead to much By no means a comprehensive listing, lower radial and axial loading on the these are just a few examples of precision bearing and, therefore, longer bearing life. maintenance techniques. Using these • Milling the bottom of all cast frame techniques extends the amount of time motor feet so that they are flat and between machine commissioning and the co-planar. This technique makes the point of defect ingression. As such, they are alignment process quicker and easier. It techniques that ensure the proper conditions also helps prevent a condition called soft- are present for defect-free operation and are foot, which leads to warped motor frames, therefore a type of source inspection Poka- high frequency vibration in the motor Yoke technique. bearings, and reduced bearing life. • All electrical connections will be The most comprehensive source inspection installed using torque wrenches and will be Poka-Yoke technique is the use of procedures torqued to manufacturer’s specifications. when performing machine repairs and Contrary to popular belief, tighter is not inspections. Even with the most skilled crafts necessarily better; some types of electrical personnel, mistakes are made, steps are connections can be too tight. This spreads skipped, and conditions are overlooked. the individual strand of wire out more and A technically accurate, well-constructed creates the very problem that needed to be procedure decreases the conditional avoided, a high resistance connection. probability of a mistake being made. A • All lubricant will be removed from the feedback loop from the crafts person to the bulk container and placed into lubricant planner ensures the continuous refinement of reservoirs via filter carts with a 3-micron the procedure. A technical review and approval

Allied Reliability Group © 2013 • 23 process ensures that all procedures are correct and up-to-date. As these procedures are designed to help eliminate the possibility of a workmanship defect during a repair or inspection, they are a source inspection Poka- Yoke technique.

Another type of Poka-Yoke source inspection technique is the use of CM as a post repair commissioning inspection. Technologies like Vibration Analysis, Structure-Borne Ultrasound, Infrared Thermography, and Motor Circuit Analysis are excellent tools to certify repairs and new installations. Should workmanship defects like inadequate alignment or the presence of a bearing fault due to improper installation be identified, the defect can be corrected before the machine is returned to service. Using CM technologies can help easily identify defects or conditions that will cause defects early in the process and is, therefore, a source inspection Poka-Yoke technique.

24 • Allied Reliability Group © 2013 Lean Manufacturing Kaizen “Continuous improvement” is the translation basis. Kaizen is also the attitude with which most often used for the Japanese word maintenance and reliability people operate on Kaizen. Contrary to the popular use of the a daily basis. A few examples include: term, Kaizen is not an event. Kaizen is a frame of mind or the attitude with which you • Improving maintenance job plans so address items. It means always looking at that the number of side trips a crafts a situation with what martial arts instructors person has to make to acquire parts, refer to as Shoshin, which means “first materials, and permits approaches zero; mind” or “a beginner’s mind”. Beginners • Improving written maintenance are always learning. With each moment of procedures so that everyone, regardless learning, improvements are made. With each of specific experience with that plant or improvement, more learning is desired so machine, knows the proper steps to affect that more improvements can be made. This the repair; becomes a continuous cycle. The moment • Improving the inspection process to learning ceases is the moment improvement identify defects closer to their point of ceases. The moment improvement ceases inception, thereby giving the planning is the moment your competitors start to function more time to adequately deal gain ground. The term “expert” bears the with the problem; and connotation of “nothing left to learn”. In an • Improving the operations of the environment that embraces Kaizen, there is plant to produce fewer variations in the no such thing as an expert. process.

Just like Kaizen, concepts like 5S, Kanban, Numerous other examples could be cited, but Poka-Yoke, and Muda are not single events; these clearly demonstrate that the concepts they are concepts that are practiced on of Lean Manufacturing and the concepts of a daily basis. Kaizen is an attitude; it is a improved Maintenance and Reliability go way of life. It is the style with which Lean hand-in-hand. It is not just difficult to separate Manufacturing is managed on a daily these concepts, quite frankly, it is impossible.

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