Ball bearings are used in applications where speed is more important than load. They have a small point of contact, which provides less rolling resistance and lighter load carrying capabilities.

Rollerbladebearings

100 KPI s for Mobile Telecom Operators Telecommunication service industry around the world is facing significant challe

One side of the bearing rotates with the wheel while the other side is fixed to the suspension. The rolling elements in bearings carry vehicle load and ensure minimal-friction rotation between the inner and outer races. In automotive bearings, there are two types of rolling elements: ball bearings and roller bearings.

Wheels and Bearingsskateboard

Wheel bearings have a very important job – enabling the rotation of your wheels. They make sure your wheels run smoothly with minimal friction. They also maintain correct wheel tracking and can even play a role in providing your vehicle’s drive systems with wheel speed sensor signals. gina fitness desnuda películas para adolescentes oximetolona ciclo deltoides mediales – fitness at home – ejercicios en vídeo gratuitos Over the years, three generations of wheel bearings have been developed. In our on-demand webinar, our experts take you inside all three generations to provide expert service advice and must-know installation procedures.

Light up Inline SkateWheels

Needle roller and cage assembly is suitable for the place where the shaft and housing bore are acted as the raceway. Under the geographic accuracy shaft and ...

Speed Skatewheels and bearings

16024 Deep Groove Ball Bearing Manufacturer: SKF Seals/Shields: Open Clearance: Standard Quality: Premium Dimensions: 120x180x19 (mm) Inside Diameter: 120mm ...

Roller bearings, on the other hand, have a large point of contact, which makes them ideal for carrying higher loads. These bearings have many shapes and come in cylindrical, spherical, tapered and needle styles.

... piston seals are used in hydraulic cylinders for fluid sealing ... Seals, Gaskets & Packing · Hydraulic Actuator Seals; Hydraulic Rod & Piston Seals ...

Rollerbladewheels76mm

For increased part service life and performance, the best wheel hub assemblies are engineered with a stiff roll-formed assembly, feature precision rolling elements and raceways, come pre-loaded with nanoceramic grease and are protected by advanced sealing and coating technology. They are also designed for a quick and complete fitting, with hardware and torque specs in the box.

TPM for Every Operator SHOPFLOOR SERIES TPM for Every Operator Edited by the Japan Institute of Plant Maintenance 0 CRC Press Taylor & Francis Group Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business A PRODUCTIVITY PRESS BOOK CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 First issued in hardback 2017 Originally published as Yoku wakaru TPM shiriizu: watashitachi no TPM, © 1988, 1992 by Japan Institute of Plant Maintenance. English translation © 1996 by Taylor & Francis Group, LLC. Translated by Andrew P. Dillon. CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works ISBN-13: 978-1-56327-080-2 (pbk) ISBN-13: 978-1-138-43860-6 (hbk) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www. copyright.com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923,978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Cover design by William Stanton Cover illustration by Gary Ragaglia Graphic revisions, page design, and composition by Rohani Design, Edmonds, Washington Library of Congress Cataloging-in-Publication Data Yoku wakaru TPM shiriizu. English. TPM for every operator I edited by the Japan Institute of Plant Maintenance ; publisher's message by Norman Bodek. p. em. -- (Shopfloor series) Includes bibliographical references (p. ). ISBN 1-56327-080-3 1. Total productive maintenance. I. Nihon Puranto Mentenansu Kyokai. II. Title. III. Series. TS192.Y65 1996 658.2'02-dc20 96-3138 CIP Visit the Taylor & Francis Web site at http://www. taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com Contents Publisher's Message 1x Preface xiii Contributors x1v CHAPTER 1: OuR TPM 1 Chapter Overview 2 From PM to TPM 3 Productive Maintenance 4 Preventive Maintenance 5 Corrective Maintenance 6 Maintenance Prevention 7 Breakdown Maintenance 8 What Kind of Workplace Suffers from Defects and Equipment Breakdowns? 9 Preventive Maintenance Is Health Management for Machines 10 A Definition ofTPM 11 v TPM FOR EVERY OPERATOR Why Do TPM? 12 What Makes TPM Different? 13 The Goals ofTPM 14 The Eight Key Strategies ofTPM Development 15 Six Big Losses That Lower Equipment Efficiency 16 The Busier You Are, the More You Need TPM 17 Chapter Summary 18 CHAPTER 2: USING MACHINES EFFICIENTLY 21 Chapter Overview 22 What Are the Six Big Losses? 23 You Can't Make Products When the Equipment Breaks Down 24 Setups and Adjustments Take Too Long 25 The Smallest Thing Can Shut Down a Machine 26 Running Equipment Faster Causes Defects 27 Are You Making Defective Products? 28 It Takes Time to Get Started in the Morning 29 vi OEE: An Indicator of Equipment Health 30 Which Loss Is the Worst Offender? 31 "This Isn't Too Bad"-A Phrase That Invites Losses 32 Eradicating Minor Defects Yields Big Profits 33 Improvement Begins with Restoration 34 Grit and Dust Shorten Equipment Life 35 Losses Vanish in Workplaces Where People Ask "Why?" 36 Take Care ofYour Own Equipment 38 Chapter Summary 39 CHAPTER 3: ELIMINATING BREAKDOWNS Chapter Overview 42 Breakdowns Come in Two Types 43 Breakdowns Are Caused by People 44 Why Do Machines Fail? 45 When Do Breakdowns Happen? 46 Two Types of Deterioration 47 41 CONTENTS The Buck Stops Here 48 Watch for Slight Abnormalities 49 Coming to Grips with Zero Breakdowns 50 Providing the Basics (Cleaning and Inspecting, Lubricating, and Tightening) 51 Daily Checks Are the First Step ofTPM 52 Find the Root Cause and Restore the Equipment 53 Nip Breakdowns in the Bud with Autonomous Maintenance 54 Why General Inspection? 55 Learning How Not to Break Equipment 56 Learning from Breakdowns 58 Chapter Summary 59 CHAPTER 4: AUTONOMOUS MAINTENANCE 61 Chapter Overview 62 What Is Autonomous Maintenance? 63 Autonomous Maintenance Step by Step 64 Step 1: Clean and Inspect 66 vii Step 2: Eliminate Problem Sources and Inaccessible Areas 68 Step 3: Draw up Cleaning and Lubrication Standards 70 Step 4: Conduct General Inspections 71 Step 5: Conduct Autonomous Inspections 72 Steps 6 and 7: Sustain Your Gains and Continue to Improve 73 Why Autonomous Maintenance? 74 Step Audits Are for Training and Mutual Learning 75 Tags Are Bandages for Machines 76 Autonomous Maintenance Is a Daily Workout for Equipment 77 Who Benefits from Autonomous Maintenance? 78 Chapter Summary 79 CHAPTER 5: TEAM ACTIVITIES Chapter Overview 82 What Are TPM Team Activities? 83 Goals ofTeam Activities 84 81 TPM FOR EVERY OPERATOR Selecting Leaders 85 The Team Leader: A Crucial Role 86 Team Members Are Important, Too 87 How to Choose a Project 88 Set Firm Objectives 89 Involve Management in Auditing Team Activities 90 Three Secret Weapons for Teams 91 Using Activity Boards Effectively 92 How to Hold Productive Meetings 94 Using One-Point Lessons 96 Publicize Results 98 Chapter Summary 99 CHAPTER 6: TPM AND SAFETY 101 Chapter Overview 102 Safety Is the Cornerstone of Production Activities 103 Drive the "Three Evils" out of the Workplace 104 viii Why Do Accidents Happen? 105 The Pyramid of Accident Causes 106 Three Safety Principles 107 Develop Safety Together with Autonomous Maintenance 108 Safety Activities Should Be Continual and Progressive 108 Making Safety Checks 110 Making Maintenance Activities Safer 111 Standardizing Operations 112 Checkpoints for Nonrepetitive Activities 113 Hazard Awareness Training 114 Active Signaling 115 Three Secret Weapons for Safety Awareness 116 Draw up a Safety Promotion Plan 118 Chapter Summary 119 Further Reading 121 About the Editor 123 Publisher's Message Total productive maintenance (TPM) is a world class manufacturing initiative for optimizing the effectiveness of manufacturing equipment. One of the basic principles ofTPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous maintenance activities that tackle equipment-related problems. TPM for Every Operator teaches operators and team leaders the key concepts ofTPM to support companywide participationthe hallmark of the TPM approach. Six illustrated chapters tell what TPM is and how it benefits operators in particular. An outline overview introduces each chapter, and chapter summaries review key points for discussion and application sessions. ix I X PUBLISHER'S MESSAGE Chapter 1 defines TPM and its five major components. Operators play a particularly important role in the preventive maintenance aspect of TPM-avoiding equipment breakdowns. This chapter introduces the goals and key strategies of TPM, and explains why you need TPM the most when you are the busiest. Chapter 2 offers advice on using machines efficiently. The result ofTPM should be to increase overall equipment effectiveness (OEE). OEE goes up when you eliminate the "six big losses": breakdowns, setup loss, minor stoppages, reduced speed, defects and rework, and startup and yield loss. Operators can help eliminate these six losses simply by questioning small everyday annoyances before they become big problems. Asking "why" several times uncovers the root causes of problems. Chapter 3 talks about breakdowns, many of which are preventable. Accelerated deterioration shortens equipment life, but often 1t can be avoided through preventive maintenance activities performed by operators familiar with the machines. The components of preventive maintenance are introduced, with pointers on how not to break equipment. Chapter 4 describes autonomous maintenance, the operatorbased approach that is the foundation of TPM. Autonomous maintenance is implemented in seven steps, beginning with cleaning and inspection, followed by elimination of problems and maintenance obstacles. Standards are drawn up for cleaning and lubrication. Next is general inspection, in which operators, engineers, and technicians learn together what is required for optimum efficiency, then develop a checklist to keep equipment in that condition. In the final stages, operators conduct their own checklist inspections and standardize improvements. This chapter also describes tagging-placing tags on equipment problem spots to make them visible, then systematically removing the tags after the root cause of the problem is eliminated. Chapter 5 teaches basic points ofTPM team activities: selecting leaders, setting team goals, learning from management audits, and publicizing results. It introduces three secret weapons for battling loss: activity boards, team meetings, and one-point lessons. PUBLISHER'S MESSAGE Chapter 6 shows how TPM improves safety on the job. Basic TPM activities such as cleaning and inspection make it harder for difficulty, dirt, and danger to find their way into the workplace. Autonomous maintenance activities systematically eliminate the minor problems and unsafe conditions that turn into breakdowns and accidents. Awareness training and coordinated teamwork help employees recognize and avoid unsafe behaviors. The text is followed by a brief list of books for further reading on TPM and related subjects. TPM for Every Operator is part of the Productivity Press Shopfloor Series, a set of short books that condense key information on important manufacturing topics for operators, team leaders, and supervisors. This book is a companion volume to TPM Team Guide, which presents the basic principles of teambased TPM activities for this important audience. We express our appreciation to JIPM, the original author and publisher, for permitting us to publish this edition of TPM for Every Operator. Thanks also to the following who participated in producing the book: Steven Ott, president of Productivity Press; Diane Asay, editor in chief; Andrew P. Dillon, translation; Karen Jones, editorial management; Susan Swanson, production management; Julie Zinkus, proofreading; Bill Stanton, cover design; Gary Ragaglia, cover illustration; and Rohani Design, graphics revisions, page design, and composition. Norman Bodek Chairman, Productivity, Inc. I xi Preface Total productive maintenance (TPM) is now being applied in every industry in companies around the world. To support TPM implementation, the Japan Institute of Plant Maintenance has developed a wide range of reference books targeting specific levels and functions within companies. This book, which has become particularly popular, is part of a series of books for operators that have won wide acclaim from readers.* For this edition, JIPM consultants have completely reviewed and revised the book to respond to new developments in TPM. The core of the work still addresses TPM activities in production. Chapter 1 offers an easy-to-understand overview ofTPM. In Chapter 2 we present a straightforward discussion ofhow to raise * As part of the Shopfloor Series, Productivity Press will publish other books from the JIPM series, addressing autonomous maintenance and focused improvement. See also Kunio Shirose, ed. , TPM Tcam Guide (Portland, Ore.: Productivity Press, 1995), also developed by JIPM for shopfloor employees.- Ed. xi i i TPM FOR EVERY OPERATOR overall equipment effectiveness (OEE)-the primary goal of TPM. Chapter 3 presents the theory and practice of preventing equipment breakdowns. Chapter 4 explains autonomous maintenance--the shopfloor activities that are the most characteristic feature ofTPM. We draw on case studies to illustrate TPM team activities in Chapter 5 and safety issues in Chapter 6. We hope you will put this book to practical use in your company. Seiichi Nakajima Japan Institute of Plant Maintenance Contributors Akira Ichikawa TPM Operations Consultant, japan Institute of Plant Maintenance xiv Kazumi Takagi TPM Operations Consultant, japan Institute of Plant Maintenance YuzoTakebe TPM Operations Consultant, japan Institute of Plant Maintenance Kazuhisa Yamazaki TPM Operations Consultant, japan Institute of Plant Maintenance Takao Izumi TPM Operations Consultant, japan Institute of Plant Maintenance Shinichi Shinozuka TPM Operations Consultant, japan Institute of Plant Maintenance Our TPM I TPM FOR EVERY OPERATOR CHAPTER OVERVIEW OurTPM • From PM to TPM • Productive Maintenance • Preventive Maintenance • Corrective Maintenance • Maintenance Prevention • Breakdown Maintenance • What Kind ofWorkplace Suffers from Defects and Equipment Breakdowns? • Preventive Maintenance Is Health Management for Machines 2 • A Definition ofTPM •WhyDoTPM? • What Makes TPM Different? • The Goals ofTPM • The Eight Key Strategies ofTPM Development • Six Big Losses That Lower Equipment Efficiency • The Busier You Are, the More You Need TPM • Summary OUR TPM L_ ~_r:_iv_n~_;_~-i~-~_ce- -' L_ ~-r-~-i~-~e-cn_ti~-~-c_e_ , , , ~~~~:] • .. Traditional PM l' ~ Centered in maintenance departments l~ TW'~ From PM to TPM Modern equipment management began with preventive maintenance and evolved into productive maintenance. These approaches-both abbreviated as "PM"-originated in the United States with activities focused in maintenance departments . The two approaches are defined on the next few pages. TPM stands for total productive maintenance, or productive maintenance with total participation. First developed in Japan, TPM is team-based productive maintenance and involves every level and every function in the organization, from top executives to the shop floor. 3 TPM FOR EVERY OPERATOR Preventive maintenance Breakdown maintenance t-----; Productive maintenance ("profitable PM") Corrective maintenance Maintenance prevention Productive Maintenance 4 Maintaining the equipment that supports production is an important component of any approach to plant maintenance. The goal of productive maintenance is "profitable PM." This requires us not only to prevent breakdowns and defects, but to do so in ways that are efficient and economical. To achieve this goal we need to master four techniques: • Preventive maintenance-preventing breakdowns • Corrective maintenance-improving or modifying equipment to prevent breakdowns or to make maintenance eas1er • Maintenance prevention-designing and installing equipment that needs little or no maintenance • Breakdown maintenance-repairing after breakdowns occur OUR TPM PREVENTIVE MAINTENANCE (1} Daily maintenance cleaning, checking, lubricating, tightening (2) Periodic inspections and equipment diagnoses (3) Periodic restoration and overhaul Preventive Maintenance Sustaining smooth production means avoiding equipment breakdowns and defects. We need to install suitable equipment in the first place and to keep it functioning properly. This, in turn, requires three types of activities: 1. Daily maintenance (cleaning, checking, lubricating, and tightening) to prevent deterioration 2. Periodic inspections or equipment diagnoses to measure deterioration 3. Restoration to correct and recover from deterioration Preventive maintenance means carrying out these three activities. 5 I TPM FOR EVERY OPERATOR People who use the machine People who design and maintain the machine Corrective Maintenance Corrective maintenance is the name given to improvements that 6 • keep equipment from breaking down • facilitate inspection, repair, and use • ensure safety Corrective maintenance requires the people who use equipment to do two things: • Record the results of daily inspections and the details of all breakdowns • Actively submit improvement ideas aimed at preventing breakdowns and the conditions that cause them Based on these breakdown records and improvement ideas, maintenance specialists and equipment designers study recurring problems and improve or modify machines to make them less likely to break down, easy to maintain, and safe. OUR TPM Maintenance Prevention Maintenance prevention incorporates the ideas developed in the course of productive maintenance in the design of new equipment. It means designing or specifYing equipment that doesn't break down and is easy to maintain: equipment that is reliable and m aintainable. Maintenance prevention requires us to study maintenance data and to develop "maintenance-free" designs for equipment that doesn't break down (or, if it does, can be repaired easily) and that is easy to use, safe, and inexpensive. To achieve this, operators and maintenance people need to record maintenance-related information about equipment currently in use in a form that will be helpful to the people who design equipment. 7 I TPM FOR EVERY OPERATOR PLANNED repairs UNPLANNED ---.... repairs When it's cheaper to fix it after it breaks down 8 Breakdown Maintenance Breakdown maintenance is the repair of equipment after a breakdown or deterioration in performance. There are two kinds of breakdown maintenance: • Planned repairs are carried out when it is more economical to deal with a problem after the machine has failed than to prevent the failure. • Unplanned repair involves failures would have been better to prevent. This kind of repair puts the production schedule at risk and is often carried out in panic. OUR TPM What Kind of Workplace Suffers from Defects and Equipment Breakdowns? Workplaces plagued by numerous defects and breakdowns have several features in common: • The equipment is filthy and stays that way. • Oil and lubricant leaks are common and lubricators are empty. • Rotating parts and moving surfaces are encrusted with chips and raw materials. • Wires and hoses are tangled and you can't tell what is connected where. • Equipment mechanisms are hidden by big covers and you can't see inside. • Materials, parts, tools, and supplies are strewn randomly and you can't tell what is essential and what is not. • Everyone is utterly convinced that things have to be that way. 9 T PM FOR EVERY OPERATOR Prevent DeteriorationDaily prevention Health checkups Early treatment 10 through doily maintenance (cleaning, checking, lubrication, adjustment) Measure Deteriorationthrough routine inspections and operating checks Restore Deteriorationthrough preventive repairs before problems occur Preventive Maintenance Is Health Management for Machines To keep our bodies in shape, we exercise, watch what we eat and drink, and visit the doctor for periodic health checkups. If we get sick, we treat the problem as soon as possible. All this seems like common sense to us. Preventive maintenance is really health management for machines. Equipment will stay healthy and run without problems when we give it • daily maintenance to prevent deterioration • inspections to measure deterioration • regular operating checkups • early treatment to correct the effects of deterioration OUR . TPM .. What is l;eM? " "" 1. The gool of TPM is to build o robust enterprise by maximizing production system efficiency (overall effectiveness). 2. TPM addresses the entire production system life cycle ond builds o concrete, shopfloor-based system to prevent oil losses. Its oims include the elimination of oil accidents, defects, ond breakdowns. 3. TPM involves oil departments, from production to development, soles, ond administration. 4. Everyone participates in TPM, from top executives to shopfloor employees. 5. TPM achieves zero losses through overlapping teom activities. A Definition of TPM The standard definition ofT PM is given in the box above. But how does this apply to the production shop floor? Basically, it means 1. Setting the goal of maximiz ing equipment dfectiveness 2. Establishing a total PM system focusing on the entire equipment life cycle 3. Coordinating all departments, including those that design, maintain, and use equipment 4. Involving everyone, from top executives to shopfloor employees 5. M anaging th rough team-based activities aimed at plantwide goals of zero losses. 11 TPM FOR EVERY OPERATOR 'Ne \oke core of our machines! Why Do TPM? 12 As equipment becomes more automated and sophisticated, it is no exaggeration to say that machines make the product. The role of people, then, is to maintain machines so that they work properly-with no breakdowns and no defects. But this can't happen when only maintenance specialists are involved as in the past. Total productive maintenance requires the participation of equipment users and equipment and product designers. It is especially important for users (operators) to take an active role in caring for their own equipment to prevent breakdowns and defects. OUR TPM . 1 ~ o\\ \osses! ~e\ ~'u o --- You're out! What Makes TPM Different? TPM takes the idea of productive maintenance or profitable PM one step further. It moves beyond traditional maintenance activities and involves all departments and employees in equipment management. Perhaps the most distinctive aspect of TPM is autonomous maintenance. Carried out by production floor employees, autonomous maintenance activities help the people take care of their own machines. Another feature ofTPM is that it aims at the total elimination of all losses, or zero losses. The insistence on total elimination is a key factor in maximizing overall equipment effectiveness (OEE). This concept is crucial in developing a TPM program, and is explained further in Chapter 2. 13 I TPM FOR EVERY Stronger machines OPERATOR Stronger people Astronger company The Goals of TPM 14 TPM aims to build healthier companies by strengthening people as well as equipment. Our workplaces are riddled with equipment-related losses. But what we see on the shop floor is the natural result of the attitudes and behavior of the people who work there-from top managers to frontline workers. The assumptions of the past-that the current state of affairs must be accepted or that breakdowns and defects are outside our control-will never allow us to get rid of all losses. It follows that to enhance our equipment and to eliminate breakdowns, defects, and other losses, we need to strengthen the skills of every employee. Developing stronger employees and equipment builds a stronger, more resilient company. OUR TPM Focused Improvement Autonomous Maintenance Planned Maintenance Technical Training Early Equipment Management Quality Maintenance The 8 Key Strategies of TPM Development Achieving the goals ofTPM requires activities in eight key areas: 1. Focused improvement (kaizen) to make equipment more efficient 2. Autonomous maintenance activities 3. Planned maintenance for the maintenance department 4. Technical training in equipment maintenance and operation 5. An early equipment management program 6. Quality maintenance activities 7. A system for increasing the efficiency of administrative and support functions (office TPM) 8. A system for management of safety and environmental Issues Not all of these strategies are implemented at once; each company will develop a sequence that fits its situation. This book concentrates on those activities carried out by equipment operators: autonomous maintenance, focused improvement, and safety activities. 15 I TPM FOR EVERY OPERATOR Six Big Losses That Lower Equipment Efficiency 16 People use machines to produce goods. When equipment doesn't work the way we want, productivity slumps and we end up struggling with overtime or weekend work. Equipment problems drain productivity in six ways, called the six big losses: 1. Breakdowns 2. Setup and adjustment loss 3. Idling and minor stoppages 4. Reduced speed 5. Defects and rework 6. Startup and yield loss A TPM development program consists of activities aimed specifically at eradicating these six big losses. OUR \ TPM I/ t?P .-~-· " / I \ ' · The busier you ore, the more you need it. The Busier You Are, the More You Need TPM Some readers may be thinking, "We're too busy for TPM." But many busy production workers wish they could make the product more easily and with fewer problems. High production demand isn't the only reason we feel short of time. Other things intensify the feeling of pressure. Common reasons include equipment idled by breakdowns, the need to rework or reprocess defective parts, and the inability to maintain quality when speed is increased. Consider this: only when we feel we don't have enough time will improving efficiency make a difference. If we had all the time in the world, we wouldn't need to improve. The conclusion is clear: TPM is most valuable w hen we are busiest. 17 TPM FOR EVERY OPERATOR CHAPTER SUMMARY Maintaining the equipment that supports production is an important component of any approach to plant maintenance. TPM is an important approach for keeping production equipment running smoothly and efficiently, without abnormalities or product defects. TPM stands for total productive maintenance--productive maintenance with total participation. TPM is team-based and involves every level and every function in the organization. Equipment operators-the people who use the machines every day- play an especially important role in TPM. The standard definition ofTPM has five main principles: 18 1. Setting the goal of maximizing equipment dfectiveness to improve productivity 2. Establishing a total PM system focusing on the entire equipment lift cycle 3. Coordinating all departments, including those that design, maintain, and use equipment 4. Involving everyone, from top executives to shopfloor employees 5. Managing through team-based activities aimed at plantwide goals of zero losses. The goal ofTPM is zero breakdowns and zero losses. It achieves this through preventive maintenance (preventing breakdowns), corrective maintenance (modifYing equipment OUR TPM to prevent breakdowns or make maintenance easier), maintenance prevention (designing and installing equipment that needs little maintenance), and breakdown maintenance (repairs). Preventive maintenance is like health management for machines. It involves • daily maintenance to prevent deterioration • inspections to measure deterioration • regular operating checkups • early treatment to correct the effects of deterioration Equipment operators are the key to effective preventive maintenance. A TPM program includes activities to get rid of six big losses that drain productivity. These losses are described thoroughly in Chapter 2. TPM is most valuable when we are busiest. Some employees may think that they are "too busy" to do TPM. When we consider the hassles of dealing with broken equipment, rework, or machines slowed by abnormalities, we realize that high production demand isn't the only source of stress. It is only when we feel we don't have enough time that improving equipment efficiency will make a difference. 19 References T. Asaka and K. Ozeki, eds., Handbook of Quality Tools (Productivity Press, 1990), part II. Gives steps and clear examples for how to use the main "QC tools" that help teams analyze and solve problems: graphs, radar charts, Pareto diagrams, cause-and-effect diagrams, tally sheets, histograms, control charts, scatter diagrams, and stratification. M. Greif, The Visual Factory (Productivity Press, 1991). Shows how to use visual information for documentation, production and quality control, process monitoring, results reporting, and communication throughout the manufacturing workplace. H. Hirano, 5S for Operators (Productivity Press, 1996) (instructional design by Melanie Rubin). An adaptation of Hiranos bestselling 5 Pillars of the Visual Workplace for use in shopfloor learning and application sessions. 1 21 Teaches the basics of industrial housekeeping, the foundation for other improvement activities. Japan Human Relations Association, ed., The Improvement Engine: Creativity and Innovation Through Employee Involvement (Productivity Press, 1995). Gives a simple approach any company can use to improve processes and solve workplace problems by developing the creative resources of employees. K. Shirose, TPM for Supervisors (Productivity Press, 1992) (originally published as TPM for Operators). Presents the basic methodology of TPM, with a focus on operator activities to maximize equipment effectiveness. K. Shirose, TPM for Workshop Leaders (Productivity Press, 1992). Describes the hands-on leadership issues of TPM implemention for shopfloor TPM group leaders, with case studies and practical examples to help support autonomous maintenance activities. K. Shirose, ed., TPM Team Guide (Productivity Press, 1995). A Shopfloor Series book that teaches how to lead TPM team activities in the workplace and develop presentations to share improvement results. K. Shirose, et al., P-M Analysis: An Advanced Step in TPM Implementation (Productivity Press, 1995). Describes an effective step-by-step method for dealing with recurring equipment breakdowns or quality problems that happen due to multiple or combined causes.

Get the best deals on Autozone Car & Truck Wheel Bearings, Hubs & Seals when you shop the largest online selection at eBay.com. Free shipping on many items ...

Roller skatewheels and bearings

SFAC offers a wide variety of optical solutions such as sensors, instruments and systems ...

Inline SkateWheels80mm

Shop Ocn Spry Crby Energy Pomegranate - 6-10 Oz from jewelosco. Browse our wide selection of Specialty & Natural Soda for Delivery or Drive Up & Go to pick ...

Find Truck Wheel Bearing stock images in HD and millions of other royalty-free stock photos, illustrations and vectors in the Shutterstock collection.

So how much is 632 Euro in Złoty Polski? - sześć sto ta trzydzieści-dwa Euro worth dwa tysiąc, sześć sto ta dziewięćdziesiąt-dwa Złoty Polski today 2024-12-17.

SkatewheelswithBearings

If the wheel bearing is in bad shape, we will hear a grinding sound regardless of the speed we are driving at. The noise will speed up at the same rhythm that ...

Diameter: 3/8" Style: Loose Type: Ball Bearing Bearing balls are special highly spherical and smooth balls, most commonly used in ball bearings. Share this:.

Overall, it is important to understand the type of bearing you are working with and to follow the proper installation procedures using the appropriate tools. Always tighten with a torque wrench to the correct torque specifications so the bearings are set to the proper preload.

print("Operators in Python") print() print("Enter 2 nos (try to enter first no > second ) ") a = float(input("Enter firs

Since 1982, Mevotech has been helping technicians make the best auto part decisions by offering innovative products with advanced technology, extensive coverage and industry-leading customer support.