The storeroom is an integral part of an efficient and effective maintenance process. Equipment reliability, uptime, and frontline productivity rely on having the right spare parts and tools available in the right quantity when the work order is scheduled. That's why having the correct tactical and strategic processes in place can turn your storeroom into a profit center. Today we are going to focus on kitting, one of the key tactical processes. Kitting is the process of identifying and preparing - in advance - the material and tools required to successfully execute the work order in the least disruptive manner. Effective kitting requires other key maintenance systems such as planning, scheduling, and an established PM program to be in place.
The cost of maintaining equipment can be much higher than we realize. Sustaining equipment for its original design consumes time, labor, materials, tools, facilities, and most importantly lost production. Higher costs occur when a greater loss of production is incurred and it takes more time, resources and materials to correct the problem than it did to prevent it. Reducing equipment downtime and related cost is the greatest argument for planned maintenance versus unplanned maintenance.
Most people know planning ahead is the best approach to preventing corrective maintenance. Preventive maintenance reduces reactive or breakdown maintenance, resulting in lower cost. In essence, you actually will repair things less often if you do a good job at being proactive and heading off those expensive disasters. You pay penalties when you respond to problems rather than preventing those problems. Are you with me?
Many organizations consciously decide to Run To Failure (RTF).
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The major credit for the development of Total Productive Maintenance (TPM) goes to Seiichi Nakajima, an engineer from Japan. Nakajima developed TPM in the early 1970s as an outgrowth of productive maintenance––a hybrid of preventive and predictive maintenance and several engineering methods carried out through employee involvement.
Nakajima was instrumental in incorporating the best known evolving maintenance systems into one organized approach. Nakajima began studying American preventive maintenance in the 1950s. He learned of reliability and maintainability engineering, life cycle costing, zero defects, preventive and predictive maintenance, operator-assisted maintenance, and task teams. Nakajima then superbly combined these practices to create a highly effective process. As a result of his work, Toyota was able to significantly reduce equipment related problems in its movement toward Just-In-Time (JIT). By minimizing delays caused by equipment problems, Total Productive Maintenance is a key contributor in streamlining the flow of production.
Each and every PM (Planned Maintenance) task should include all 5 steps to ensure that the work is completed as required.
- What is to be done? Start with an action word (e.g. Lubricate, Listen, Touch, Feel, Obtain readings)
- How is it to be done? Describe in detail how you want the procedure carried out. Is there a particular way to perform the procedure? Is there a particular order in the way the procedure should be performed? Do instruments have to be in a particular position to obtain the correct reading?
- What is acceptable? If the craftsman is going to meggar a motor, at what reading should the craftsman be concerned? If the craftsman is performing vibration analysis, is there an absolute reading that is unacceptable?
- What course of action should the craftsman take if the results are unacceptable? A motor that meggars at 1500 ohms should not be started for any reason. A belt at start-up that slips so badly it releases a cloud of smoke and burnt rubber should not be left in running condition. If the lubricant level is below a certain point, it must be replenished. In many cases the craftsman should contact his immediate supervisor if the condition is outside acceptable limits. In other cases, just noting the anomaly on the PPM work order is sufficient.