Sandeep Gaur's Overview

Current

Assistant Manager at Honda siel cars india ltd. Past

an Engineer Maintenance at M/s Delphi Automotive Systems Pvt. Ltd as Assistant Engineer, Maintenance at M/s Moser Baer India ltd Project Engineer at M/s Control Electric Pvt. Ltd Education

Birla Institute of Technology and Science Govt. Polytechnic Nilokheri Recommendations 4 people have recommended Sandeep Connections 198 connections

Sandeep Gaur's Summary

EXPERIENCE SUMMARY: Maintenance: System Monitoring and Control, Deployment, Documentation, Maintenance Practices, Preventive/Predictive maintenance, report generation etc. Engineering Projects: I have been a team member for planning and execution of Projects & responsible for the Project including Erection, Installation and Commissioning of 03 green field project & 01 Expansion Project. Electrical Design: I was Project Engineer for Electrical & Automation Design at CECPL where I have in-house developed Control systems of nearly 5 equipments with their PLC S/W's, which includes panel design, SCADA design and installation and commissioning at customer sites. Vendors Development: Developed several vendors for improving Delivery & Quality of workmanship, Cost & reliability at

Honda, Delphi and CECPL. Power and Fuel Saving Projects: I have completed various Projects for P & F Saving in my carriers at HSCIL and DASPL. Software and Computer proficiency: Auto Cad 2007, Windows, MS office, Electronic Workbench, Management System: Certified Internal Auditor for ISO 14001-2004. Mechanical Systems: Understanding of Mechanical Drawings and modification in drawings. AUTOMATION & CONTROLS: Allen Bradley: PLCs, SLCs, Micro-logics, Servo CPU thru GML, HMI's, SCADA RS View Works, Networking on Proprietary network & Device net. Siemens: S7 Series, SCADA WinCC, Profibus Networking. Mitsubishi: PLC and HMI GE Fanuc: PLC and SCADA (Cimplicity) Drives: AC & DC and Servo Drives of All Leading Brands like Allen Bradley, Yaskawa, Siemens, Mitsubishi, Oriental, NSK etc. CNC based part transfer system of Siemens (802D with Siemens Simodrive 611) Hydraulic presses, cranes pneumatic jigs fixtures and COE conveyors & Power and Free Conveyors. ROBOTICS & WELDING EQUIPMENTS: Yaskawa Robots: UP60E Robots with Device net Communication for Spot welding App. all involving 01 Additional Axis. Fanuc Robots: Over 30 Robots Setup with Spot application & with 01 Additional axis. Specialties PLC/SCADA/HMI Programming, Robotics, Automation, Maintenance Systems, Budgeting & Costing, Spares Planning & Control, Manpower handling, Documentation, Monthly Business Plan, ISO Activities

Sandeep Gaur's Experience

Assistant Manager

Honda siel cars india ltd.

Partnership; 1001-5000 employees; Automotive industry April 2006 Present (7 years 5 months)
Responsibilities: Preparing Monthly & Yearly Business Plan. Plan and execute Energy Saving through innovative ideas.

Planning and effecting preventive maintenance/predictive maintenance schedules of various machineries and instruments to increase machine up time and equipment reliability. Proactively identifying areas of obstruction/breakdowns and take steps to rectify the equipments through application of trouble shooting tools. Executing cost saving and energy saving techniques/measures and modifications to achieve substantial reduction in R&M Expenditures and work within the budget. Increasing MTBF & reducing MTTR the machines, thereby increasing productivity. Preparing and maintaining records as per ISO 9001. Execution of projects for installation & commissioning of machinery and equipments. Ascertaining the requirement of upgrading machinery for enhancing productivity. Ensuring execution of activities / projects within time & budgetary parameters. Generation of part numbers in PLANT SAP system, indenting of spares and budgeting control. Calibration of Tools as a Core Requirement of ISO9000. Achievements: Managing a team of electricians and executives. Efficiently handled the installation of Allen Bradley, Mitsubishi, Omron and Siemens PLC, Omron HMI systems Hydraulic press machine, spot welding robots, MIG welding and other welding equipments. Actively involved in implementing 5 why analysis of problem & planning & execution of temporary and permanent counter measures to reduce breakdown. Represented India in Manufacturing Technology Convention in Vietnam for Modification in Kickless Cable and Sub cable design. Modification in several SPMs to increase efficiency, reduce spare consumption and reduce breakdown levels. Got trained for TQM and member of Welding TQM implementation team. Planned and executed the Stamping Machine Automation Project. Working as a core member of PLANT Cost Challenge 50% Team.

an Engineer Maintenance

M/s Delphi Automotive Systems Pvt. Ltd

January 2005 April 2006 (1 year 4 months)
Gurgaon. Delphi is a leading global supplier for the automotive, computing, communications, energy, and consumer accessories markets. Headquartered in Troy, Mich.,U.S.A, Delphi has more than 100,000 employees in 32 countries. Responsibilities: Program & teach the Robotic Welders (Motoman SK6 type, MRC II), set up of plastic welding machines and SPM's Worked for Commissioning & Installation for new product assembly lines &

automation in the existing lines. Worked on improvement projects like Reduction in spare part consumption, Energy Consumption, Improve maintenance/utilities cost, Loss time and Production reporting under Manufacturing Academy. Planning of PM (100%adherence), Lead routine PM activitie, and Downtime<3% SRT Health & Safety: Zero LWD / Zero Record able. Ensure functioning of all H&S related systems Communication and impart training to all operators Fully responsible for functioning and updating of plant fire fighting system and plant security system Taking lead in Closing of all internal and external NC's Lean Manufacturing Techniques Achievements: Zero loss work days/ recordable Reduced and maintained plant down time of 2% SRT against divisional target of 3% Get certified as internal auditor for ISO14001-2004, no non-conformity during audits. Reduced cycle time of carbon filling machine by improving the filler design.

as Assistant Engineer, Maintenance

M/s Moser Baer India ltd

April 2003 January 2005 (1 year 10 months)
MBIL headquartered in New Delhi, is one of India's leading technology companies. Established in 1983, Moser Baer successfully developed cutting edge technologies to become the world's second largest manufacturer of Optical Storage media like CDs and DVDs. The company also emerged as the first to market the next-generation of storage formats like Blue-ray Discs and HD DVD. Recently, the company has transformed itself from a single business into a multitechnology organization, diversifying into exciting areas of Solar Energy, Home Entertainment and IT Peripherals & Consumer Electronics. Responsibilities: Maintenance of fully automatic mass production machines in continuous process plant. Installation & Commissioning of SPM's and CDR/DVDR lines Customization of imported machines according to the requirements by PLC and SCADA programming. Commissioning and trouble shooting of variable speed AC, Servo drives & PID controllers. Maintenance and troubleshooting of Servo controlled Injection Molding Machines. Teaching and programming of multi-axis robots. Maintenance of electro-pneumatic and High Vacuum (Sputtering Machines) systems. Planning monthly, six monthly and yearly maintenance.

Reduction in machine breakdown through root cause analysis Reduction in energy consumption Preparing MIS and machine history. Spare part planning and control. Maintenance and troubleshooting of Environment conditioning systems

Project Engineer

M/s Control Electric Pvt. Ltd

May 2002 April 2003 (1 year)
Noida in installation and commissioning, Electric Panel Design, PLC and SCADA software development, and Machine automation. CECPL has its proven record in field of Automation and Panel manufacturing from last 15 years. It is the oldest system integrator of GE FANUC systems in Northern India.

Sandeep Gaur's Education

Birla Institute of Technology and Science
BSET (Correspondance Course), Bachelor of Science & Technology with 6.7 CGPA

2007 2010

Govt. Polytechnic Nilokheri

Diploma, Electronics and Communication Engineering

1999 2002
2 Yrs PGDBM through distance learning from IMT, Ghaziabad

Sandeep Gaur's Additional Information

Eliminate breakdown losses using Finite Element Manufacturing

Sergio Rossi Tags: lean manufacturing

The finite element method (a.k.a. finite element analysis) originated from the need for solving complex structural analysis problems in civil and aeronautical engineering in the early 1940s. Today, the FE method is a powerful technique used by engineers, mathematicians and scientists to solve problems in industries such as aerospace, chemical and biomechanical. The integrated finite element method and software are used to reduce the time to take products from concept to the production line. The FE method is also used to better understand the conditions of existing structures. In a particular application on machinery vibrations, the finite element method is known as modal analysis, which allows analysts to see how a machine (or any structure) behaves under external forces or varying loads. (http://www.svibs.com/documentation/case_hct.htm) Yet, in spite of its broad and diverse application, the FE method has never been used to eliminate manufacturing losses created by machinery breakdowns. FE method applied to machine-based manufacturing The underlying concept of the finite element method is very simple and can be applied to any complex structure. You can think of it as "divide to conquer". There are four basic FE steps to take for solving complex problems in manufacturing industries: 1. Select the system (macro elements) to which the FE methodology will be applied. 2. Develop specific subsystems (micro elements). 3. Determine subsystems problems and solutions. 4. Integrate solutions to obtain the objective (eliminate breakdown losses).

1) System selection The FE method applies to machine-based manufacturing plants because machines are structures used for transferring and transforming power from the source to the load. The system selected for applying the FE method is breakdown losses. The objective for using the FE method is to eliminate the sources of all breakdown losses.

2) Developing subsystems In order to eliminate manufacturing losses created by machinery, it is necessary to understand the sources of losses for each subsystem. The origins of breakdown losses are grouped as three micro components (subsystems): 1. Breakdown Losses Created by Machines. Examples are losses created when machine components wear down.

2. Breakdown Losses Created by the Manufacturing Processes. For example, a pump pumping fresh water will not have the same life expectancy as a pump pumping salt water. 3. Breakdown Losses Created by People. For example, an operator or a technician creating a jam when a dropped tool gets stuck at the load side of a machine. After finding the origin of the subsystems problem, a solution can be specifically developed to target each one.

This picture shows a critical gearbox (minimum of 4 hours production loss) which didnt have a fill port or oil level gauge (later added). 3) Subsystems problems and solutions A. Breakdown Losses Created by Machines Problems: All machines are designed following strict standard specifications and performance parameters. Once built, machines are tested in labs under ideal conditions and their components life expectancy estimated. The environment found at most manufacturing plants is far from ideal; hence, the actual life expectancy of machinery is significantly reduced. In addition, there are other stressors, such as misalignment and unbalance, which shorten machinery life expectancy even further. It is up to the end-user to remove stressors, to maximize machinery actual life, and to determine how long a component will last in order to minimize breakdown losses. You must consider the external stress forces which accelerate the normal wear of components, thus reducing their life even further. Unless those conditions are removed, replacing a component will not make a lasting impact. Examples of stress forces are misalignment and unbalance. Solutions: While there are several possible solutions to address breakdown losses created by machinery, there are two processes proven to increase the actual life expectancy of machinery. These two processes are: a) 5S for Machines (5S4M) b) Measuring Wear and Stress (MWS)

5S FOR MACHINES 5S4M is an enhanced 5S designed to eliminate existing conditions or external stresses which affect machines. The 5S process is modified as follows: 1. Seiri (Sort): Build machines hierarchy (plant, area, line, system, subsystem, component and subcomponent) to assess component relationships and spares availability. 2. Seiton (Set/stabilize): Assign spare parts and tools within a controlled environment, making them easily and readily available (effective use of CMMS for inventory). Perform equipment modifications to enable tasks. 3. Seiso (Shine): Maintain machines cleaned internally. This type of work requires experience and intricate knowledge of internal components. 4. Seiketsu (Standardize): Format all maintenance processes by developing standard operating processes (SOP) and applied statistics. An example of this application is the typical maintenance emergency call. Applying the FE method lets you see which micro-component is the true source of losses. For example, you can determine if the downtime loss was longer than necessary because the parts were not available, were delivered late, or because a bad part was kept in stock. Was downtime longer because troubleshooting took too long due to lack of training? All of the above answers are seldom known. The following process diagram shows how emergency maintenance should be broken down into its micro-components to be transformed into a controllable process. 5. Shitsuke (Sustain): Use software to establish a formatted communication and documentation process that ensures long-term sustainability and provides tools for analysis of breakdowns.

B) MEASURING WEAR AND STRESS (MWS) The principal technologies used for MWS are: oil, vibration, infrared and ultrasonic analysis. Measuring is a science used to accurately size and trend wear and stress variables using statistics and reliability growth models. Micro-elements of the Wear and Stress Measurement Process are:

The main concerns when implementing MWS are the following: 1. Technology Applied: It takes around three to four years to learn all of the technologies if you already have analytical as well as hands-on machine troubleshooting experience. People responsible for MWS must have the

knowledge to discern between real machine problems and false alarms. Consider only experienced people who will stay with the MWS process for a long time. 2. Data Collection and Analysis: Analyzing machinery data is complex because each applicable technology assesses the wear process of a load-varying system at a fixed point in time. It is very important to have people who are comfortable and capable of dealing with information using extremely large databases and various instruments. The challenge an analyst faces is to turn data into profitable work actions instead of detailed and confusing reports.

B. Breakdown Losses Created by the Manufacturing Processes Problems: Machinery breakdowns related to the manufacturing process originate from process variables such as heat, cold, humidity, type of load, by-products, contamination or residue created. Some manufacturing processes create airborne particles. These particles find their way inside machinery components such as bearings and negatively alter the physical characteristic of the lubricant. This buffing/sanding paper effect increases internal bearing tolerances and thus reduces machinery life significantly. At other times, those airborne particles end up covering machinery components, such as frames or filters, creating a heat blanket or suffocating motors from much-needed cooling air. Other manufacturing processes consistency changes from product to product. This may result in an increased load on a machine, causing it to overheat. This reduces component life, such as the internal coils on electrical motors or electronic components like SCRs (silicon-controlled rectifiers). A more viscous mix will create an increased load on a machine, causing it overheat, thus reducing life of components. Examples are overloading conditions jamming a machine, contaminants from processed products finding their way into internal components, and creating excessive wear or diminishing clearances.

Solutions: While each industry has been utilizing specially modified and improved machinery specifically designed for their application, there is a known process which can be easily adapted and tailored to solve, or at least significantly reduce, the breakdown losses created by the manufacturing process itself. This process is called 5S for Production/Process (5S4P). The enhanced 5S process is modified as follows: 1. Seiri (Sort): This step remains unchanged (eliminate the unnecessary). 2. Seiton (Set/stabilize): This step remains unchanged (establish permanent locations for the essentials). 3. Seiso (Shine): Clean machines externally, thus ensuring that airborne particles are quickly removed before they enter machinery components such as bearings, gearboxes or electrical panels. 4. Seiketsu (Standardize): All operator processes related to machines and manufacturing process activities are standardized, and machinery statistics are put in place. 5. Shitsuke (Sustain): Create communication and documentation of all processes and daily manufacturing events to ensure their sustainability. C. Breakdown Losses Created by People Problems - Solutions While almost impossible to measure and account for, losses created by human errors may be the largest contributor to breakdown losses. Problem:Losses due to a lack of seeing maintenance as a business unit. Maintenance produces some of the largest losses in manufacturing, yet we dont measure them to find out how they could be minimized. We very seldom measure profits generated from reliability projects. Without this information readily available, executives will not provide any long-term support. Solution:Measure and trend losses caused by reactive maintenance and profits gained from planning and scheduling repairs and other improvement projects so that executives can understand which activities produce the highest return. Problem:Losses due to the lack of a strategic management process for eliminating all breakdown losses. Without a detailed strategy, managers will take each of the available tools and processes and implement them according to their own interpretation. When management changes, so does the process. This cyclic event typically results in many programs of the month, which are demoralizing. Solution:Utilize a scientific method (a.k.a. Plan-Do-Check-Act) process for eliminating machine, process and people losses. Problem:Losses due to lack of work orders generating process that is effective, efficient and most important, independent of historical data. Solution:Generate work orders using a process NOT based on root cause failure analysis (RCFA) and one that considers implementation costs of tasks and their profitability.

4) Eliminating all sources of breakdown losses Utilizing the FE methodology for grouping the losses into machines, processes and people provides the most effective solution to each loss. While this is very helpful, having many solutions will produce redundancy and inefficiencies. To compete in todays economy, executives must implement solutions promptly to provide the most immediate economical advantage. Finite Element Manufacturing (FEM) is defined as a mathematically based process that divides manufacturing into its macro and micro elements for applying maintenance, reliability and performance processes to eliminate losses and increase profits within a certain (relatively small) interval of time. The service which uses this process is FEM, a package that provides a comprehensive and cohesive solution using the following tools: 1. Measures, trends and controls maintenance losses and reliability profits (MP&L) to provide prioritized solutions and address the largest losses. This provides the most immediate ROI that executives need to continue supporting FEM. 2. A work order generator using 5S4M, 5S4P and MWS to optimize labor activities. 3. Software (patent pending) to manage all macro and micro FEM processes.

The block diagram provides the graphical representation of how the macro elements of FEM are integrated to provide the synergy needed to eliminate all sources of breakdown losses. With these processes providing the high-level MP&L information, executives can determine the source of losses, adjust the strategic plan and better allocate resources. Managers can improve processes and tools put in place to eliminate breakdown losses as they are uncovered. Engineers and senior technicians can perform accurate RCFA analysis and provide tools for training and communicating specific machine-related issues.

Integrating the work order generator with reliability technologies and a software tool makes the FEM process the lowest investment opportunity that provides the highest ROI. Profits are obtained within three months of implementation. Conclusion The application of the FE methodology in the manufacturing industry, combined with proven solutions, resulted in Finite Element Manufacturing. FEM is the first engineeringbased strategic process that executives can use to eliminate all sources of breakdown losses.

About the author: Sergio Rossi is an electrical engineer with Reliability and Performance for Manufacturing (RP4M). For more information, visit www.rp4m.com, e-mail info@rp4m.com or call 817937-8205.

Maintenance is the combination of all technical and associated administrative actions intended to retain an item in, or restore it to, a state in which it can perform its required function. Many companies are seeking to gain competitive advantage with respect to cost, quality, service and on-time deliveries. The effect of maintenance on these variables has prompted increased attention to the

maintenance area as an integral part of productivity improvement. Maintenance is rapidly evolving into a major contributor to the performance and profitability of manufacturing systems. In fact, some see maintenance as the "last frontier" for manufacturing. In their article "Make Maintenance Meaningful" P.K. Kauppi and Paavo Ylinen describe the bulk of maintenance procedures as being as:

Preventive maintenancethe prevention of equipment breakdowns before they happen. This includes inspections, adjustments, regular service and planned shutdowns.

Repair workrepairing equipment and troubleshooting malfunctions in an effort to return the equipment to its previous condition. These repairs may be reactive or preventive.

Improvement worksearching for better materials and improved design changes to facilitate equipment reliability. Repair work is often a part of improvement work.

As shown in Figure 1, six maintenance programs are identified within the maintenance hierarchy, each representing an increased level of sophistication.

Figure 1 Maintenance Hierarchy

REACTIVE MAINTENANCE
Reactive maintenance (also known as corrective maintenance) involves all unscheduled actions performed as a result of system or product failure. Basically, it is an attempt to restore the system/product to a specified condition. The spectrum of activities within this level are (1) failure identification, (2) localization and isolation, (3) disassembly, (4) item removal and replacement or repair in place, (5) reassembly,

and (6) checkout and condition verification. This approach is mainly a response to machine breakdowns. Unfortunately, many manufacturers are still in a reactive mode of operation. Their main objective is to ship the product. If their manufacturing equipment breaks down, they fix it as quickly as possible and then run it until it breaks down again. This is an extremely unreliable process and is not the best way to maximize the useful life span of one's assets. It leaves machine tools in a state of poor repair and can cause the production of out-of-tolerance parts and scrap. Because of its unpredictable nature it can easily cause disruptions to the production process.

SCHEDULED MAINTENANCE
Scheduled maintenance utilizes a previously developed maintenance schedule for each machine tool. This is much like an oil change on an automobile that takes place every three months or 3,000 miles, whichever comes first. While this is a broadly practiced technique in many manufacturing organizations, it does possess some distinct disadvantages. The scheduled maintenance may take place too soon, while the machine still operates well (15-20 percent of all components fail after a predictable time), or it may come too late if the machine fails before the scheduled maintenance time. In some cases, the machine may still be running but producing unacceptable parts. Scheduled maintenance can be considered a part of preventive maintenance known as fixed-time maintenance (FTM). Preventive maintenance is discussed later.

PREDICTIVE MAINTENANCE
Predictive maintenance involves performing maintenance on a machine in advance of the time a failure would occur if the maintenance were not performed. Of course, this means that one must calculate when a machine is predicted to fail. In order to do this, the firm must collect data on variables that can be used to indicate an impending failure (vibration, temperature, sound, color, etc.). This data is then analyzed to approximate when a failure will occur and maintenance is then scheduled to take place prior to this time. By seeking the correct level of maintenance required, unplanned downtime is minimized.

PREVENTIVE MAINTENANCE

Preventive maintenance encompasses activities, including adjustments, replacement, and basic cleanliness, that forestall machine breakdowns. Preventive activities are primarily condition based. The condition of a component, measured when the equipment is operating, governs planned/scheduled maintenance. Typical preventive maintenance activities include periodic inspections, condition monitoring, critical item replacements, and calibrations. In order to accomplish this, blocks of time are incorporated into the operations schedule. One can easily see that this is the beginning of a proactive mode rather than a reactive one. The purpose of preventive maintenance is to ensure that production quality is maintained and that delivery schedules are met. In addition, a machine that is well cared for will last longer and cause fewer problems. Current trends in management philosophy such as just-in-time (JIT) and total quality management (TQM) incorporate preventive maintenance as key factors in their success. JIT requires high machine availability, which in turn requires preventive maintenance. Also, TQM requires equipment that is well maintained in order to meet required process capability. Preventive maintenance is also seen as a measure of management excellence. It requires a long-term commitment, constant monitoring of new technology, a constant assessment of the financial and organizational tradeoffs in contracting out versus in-house maintenance, and an awareness of the impact of the regulatory and legal environment. The resulting benefits of preventive maintenance are many. Some of them are listed below:

Safety. Machinery that is not well-maintained can become a safety hazard. Preventive maintenance increases the margin of safety by keeping equipment in top running condition.

Lower cost. A modern and cost-effective approach to preventive maintenance shows that there is no maintenance cost optimum. However, maintenance costs will decrease as the costs for production losses decreases. Obviously, no preventive maintenance action is performed unless it is less costly that the resulting failure.

Reduction in failures and breakdowns. Preventive maintenance aims at reducing or eliminating unplanned downtime, thereby increasing machine efficiency. Downtime is also reduced when the preventive maintenance process gives maintenance personnel sufficient warning so repairs can be scheduled during normal outages.

Extension of equipment life. Obviously, equipment that is cared for will last longer than equipment that is abused and neglected.

Improved trade-in/resale value of equipment. If the equipment is to be sold or traded in, a preventive maintenance program will help keep the machine in the best possible condition, thereby maximizing its used value.

Increased equipment reliability. By performing preventive maintenance on equipment, a firm begins to build reliability into the equipment by removing routine and avoidable breakdowns.

Increased plant productivity. Productivity is enhanced by the decrease in unexpected machine breakdown. Also, forecast shutdown time can allow the firm to utilize alternate routings and scheduling alternatives that will minimize the negative effect of downtime.

Fewer surprises. Preventive maintenance enables users to avoid the unexpected. Preventive maintenance does not guarantee elimination of all unexpected downtime, but empirically it has proven to eliminate most of it caused by mechanical failure.

Reduced cycle time. If process equipment is incapable of running the product, then the time it takes to move the product through the factory will suffer. Taninecz found, from an Industry Week survey, that there is a strong correlation between preventive maintenance and cycle-time reductions as well as near-perfect on-time delivery rates. Also, approximately 35 percent of the surveyed plants who widely adopted preventive maintenance achieved on-time delivery rates of 98 percent, compared to only 19.5 percent for non-adopters.

Increased service level for the customer and reduction in the number of defective parts. These have a positive direct effect on stock-outs, backlog, and delivery time to the customer.

Reduced overall maintenance. By not allowing machinery to fall into a state of disrepair, overall maintenance requirements are greatly decreased.

TOTAL PRODUCTIVE MAINTENANCE

Total productive maintenance (TPM) is preventive maintenance plus continuing efforts to adapt, modify, and refine equipment to increase flexibility, reduce material handling, and promote continuous flows. It is operator-oriented maintenance with the involvement of all qualified employees in all maintenance activities. TPM has been described as preventive maintenance with these three factors added: (1) involving machine operators in preliminary maintenance activities by encouraging them to keep machines clean and well lubricated; (2) encouraging operators to report indications of incipient distress to the maintenance department; and (3) establishing a maintenance education and training program. Developed in Japan, TPM places a high value on teamwork, consensus building, and continuous improvement. It is a partnership approach among organizational functions, especially production and maintenance. TPM means total employee involvement, total equipment effectiveness, and a total maintenance delivery system. In order to achieve this, machine operators must share the preventive maintenance efforts, assist mechanics with repairs when equipment is down, and work on equipment and process improvements within team activities. Tennessee Eastman found that another employee, such as an equipment operator, with minimal training, could do 40 percent of the traditional maintenance mechanic's work. Another 40 percent could be performed with additional training, but still below the certified level. Only 20 percent of the maintenance tasks actually required a certified mechanic's skills. They also reported that as much as 75 percent of maintenance problems can be prevented by operators at an early stage. This frees maintenance personnel to be responsible for the tasks that require their critical skills, such as breakdown analysis, overhaul, corrective maintenance and root cause analysis. This places them in a "consultant" role with the operators allowing them to:

help the operator diagnose problems and restore equipment to like-new condition; use appropriate technologies and standards to verify that the equipment is in likenew condition after repair, overhaul, or replacement;

use this knowledge to assess the root cause of the problem so that changes may be made to the design, operation, or maintenance practices in the future;

work with purchasing, engineering, operations, and maintenance to modify procurement standards to assure maximum reliability in future equipment.

Of course, for all of this to work, the firm must have an organizational culture which supports a high level of employee involvement. Businesses must be willing to provide the necessary training in order to allow production personnel to perform the required tasks. TPM's focus is on elimination of the major losses or inefficiencies incurred in production activities. These losses include those due to obstruction of equipment efficiency, manpower efficiency, and material and energy efficiency. Based on their link to corporate goals, targets for eliminating or reducing these losses are developed. Just as in activity-based cost accounting where cost drivers are identified, the objective of TPM is to identify variables that can demonstrate improved performance. All major equipment losses are functionally related to availability, performance, efficiency and/or quality rate so the improvement resulting from the maintenance system can be measured by its impact on overall equipment effectiveness (see below). Beneficial results of TPM include:

Overall equipment effectiveness and overall efficiency are maximized. It takes the guesswork out of determining which machine needs major repairs or rebuilding.

It provides objectivity by converting the operator's intuition into quantifiable values. It pinpoints exact maintenance requirement. The operator carries out only the needed corrective actions so no unnecessary work, beyond routine maintenance, is done.

It rapidly verifies the effectiveness of major corrective work. Operators improve their job skills. Operators are motivated by involvement in maintaining their own machines and by involvement in team-based concepts.

Operator involvement in the process gives them ownership of making the project a success.

A preventive maintenance program for the lifecycle of the equipment is developed. By getting everyone involved in equipment design and selection, a better understanding of why certain decisions and trade-offs are necessary results.

Equipment and maintenance management (inherent in a reliability strategy) result. Capacity is maximized. Costs are minimized. Product quality is improved. Improved safety. The manufacturing process is continually improved.

As a final note on TPM, another school of thought holds that TPM can be adopted by continuous diagnostic monitoring of a machine's conditions and establishing a trend line for it. Trend lines approaching or veering into the domain that identifies poor operating conditions will trigger maintenance action.

RELIABILITY-CENTERED MAINTENANCE
It has been assumed that preventive maintenance programs help to ensure reliability and safety of equipment and machinery. However, tests performed by airlines in the mid-1960s showed that scheduled overhaul of complex equipment had little or no positive effect on the reliability of the equipment in service. These tests revealed the need for a new concept of preventive maintenance, which later became known as reliability-centered maintenance (RCM). The concept of RCM is rooted in a 1968 working paper prepared by the Boeing 747 Maintenance Steering Group. A refined version appeared in 1970. Continued studies at the Department of Defense led to the 1986 publication of the "Reliability Centered Maintenance Requirements for Naval Aircraft, Weapons Systems and Support Equipment," a set of maintenance standards and procedures that certain military maintenance personnel were expected to follow. The RCM methodology was further

developed and found application not only in the military and aviation, but also in the energy, manufacturing, foundry, and transport industries. According to Bulmer, the RCM process can be considered as three separate but associated analyses: failure mode and effects analysis, consequence analysis, and task analysis. These analyses consider the specific characteristics and consequences of a failure and attempt to arrive at the optimal solution based on this information.

OVERALL EQUIPMENT EFFECTIVENESS

Total productive maintenance provides a systematic procedure for linking corporate goals to maintenance goals. This procedure calls for the consideration of external and internal corporate environments, and then the development of a basic maintenance policy congruent with the environments. Next key points for maintenance improvement are identified, which result in the definition of target values for maintenance performance. These values, referred to as overall equipment effectiveness (OEE), are a function of equipment availability, quality rate, and equipment performance efficiency, and provide a starting point for developing quantitative variables for relating maintenance measurement and control to corporate strategy. Essentially, OEE offers a measurement tool that helps identify the real areas of opportunity within an operation. These areas have been termed the "six big losses." OEE allows the firm to break these losses into smaller components to better evaluate the impact the maintenance program is making on the operation. The six losses are:
1. Breakdowns from equipment failure (unplanned downtime) 2. Setup and adjustments from product changes and minor adjustments necessary to get the equipment operating properly after the line change 3. Idling and minor stoppages due to abnormal operation of the equipment causing momentary lapses in production, but not long enough to track as downtime 4. Reduced speeds, the discrepancy between design and actual speed the equipment operates 5. Process defects due to scrapped production and defects needing rework

6. Reduced yield and lost materials during the manufacturing process, from start-up to end of production run

If a company has an OEE of 85 percent or more, then it is considered to be a worldclass company.

TRENDS IN MAINTENANCE
Two major trends in the development of maintenance management research have been identified: (1) emerging developments and advances in maintenance technology, information and decision technology, and maintenance methods; and (2) the linking of maintenance to quality improvement strategies and the use of maintenance as a competitive strategy. The first major trend has to do with the impact of artificial intelligence techniques, such as expert systems and neural networks, on the formation of maintenance knowledge in industrial organizations. There is a diverse application of expert systems within the maintenance area. A number of these systems and their applications are listed below:

CATSan expert maintenance system for detecting sudden failures in diesel-electric locomotive systems INNATEan expert system used for electronic circuit diagnosis FSMan expert system used by Boeing for continuous condition monitoring of aircraft alarms

RLAan expert system developed by Lockheed for repair-level analysis for major parts in an aerospace system

GEMS-TTSan expert system used by AT&T maintenance specialists to isolate faults in communication links

TOPASan expert system that diagnoses transmission and signaling problems in real time that may arise on switched circuits.

CHARLEYan expert system used by General Motors to diagnose problems with broken machine tools and to instruct less experienced individuals by providing explanations

XCONan expert system developed by Digital Equipment Corporation (now part of Compaq) for product configuration

The second major trend is typified by the emergence of total productive maintenance, which must be incorporated into the firm's strategy. In the quest for world-class manufacturing, many industries are appreciating the need for efficient maintenance systems that have been effectively integrated with corporate strategy. It is vital that maintenance management becomes integrated with corporate strategy to ensure equipment availability, quality products, on-time deliveries, and competitive pricing. Managerial attitudes have changed toward maintenance because of the emergence of new management philosophies. In addition, social trends such as lack of capital, fluctuations in currencies, competition, quality, and environmental consciousness, have also encouraged a new focus on maintenance. Maintenance will continue to be a major area of concern for manufacturers and other forms of business. A study of some seventy manufacturing plants found that over 50 percent of the maintenance work performed by these firms was reactive (run to failure, emergency breakdown). The balance of maintenance work was preventive or period based (25 percent), predictive or condition based (15 percent), and proactive or root-caused based (10 percent). A strong correlation has been found to exist between manufacturing cost reduction and preventive/predictive maintenance. Over a five-year period a study group of companies found that productivity improvements correlated strongly with a number of variables, one of which was preventive/predictive maintenance. Mike Laskiewicz recommends that organizations recognize maintenance as a key department that needs to be well managed. In addition, the maintenance department should be led by a strong-minded individual who is a good motivator, technically competent, experienced and familiar with advanced industry practices. Finally Laskiewicz notes that maintenance planning must be a top priority.

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