Quality & Industrial Performance

MAINTENANCE

“Going From Reactive to Proactive”

This presentation was developed by General Motors Corporation Global Purchasing & Supply Chain and PSA Supplier Development.
All rights reserved. No part of this material may be reproduced in any form, or by any method,
for any purpose, without written permission of General Motors Global Purchasing & Supply Chain or PSA Supplier Development.

Reference Doc-Info: 01601_13_00125

PSA GM Purchasing & Logistic Committee 1

 MAINTENANCE
Introduction
PURPOSE: SCOPE:
• Maintain the different equipment of a • Assembly Area
process in good working conditions
• Manufacturing Operations
• Improve the overall effectiveness of
the process • Maintenance Area

• Contribute to management of risk • All Operations

related to continued activity
• Management of the different type of
maintenance
• Management of the spare parts RESPONSIBILITY:
• Ownership
 Maintenance Manager
• Operations Manager

PSA GM Purchasing & Logistic Committee 2

 MAINTENANCE
Benefits
• Maximizes equipment capability which can lead to reducing stock/buffer levels.
• Increases equipment availability/uptime helping organization to:
• Prevent plant disruption
• Reduced overtime production costs required to make up lost units educe
overtime activities (extra hour)
• Provides a systematic approach for Maintenance Management
• Enhances operator’s and maintenance’s equipment expertise and skills.
• Improves productivity and manufacturing lead time.
• Reduced accidents
• Allows fast recovery after unplanned maintenance due to machine/equipment
breaking down through:
• Spare parts management: critical spare parts availability
• Resources management: availability of right resource (skill, devices,
people) at right time

PSA GM Purchasing & Logistic Committee 3

 MAINTENANCE
Strategy and Organization, what are we searching for ?

Criteria of Requirement
1 – page 5-6
2 - page 7-12
3 – page 13
4 – page 14
5 – page 15-17
6 – page 18-25
7 – page 26
Auditor Hints – page 27

Next Requirement

PSA GM Purchasing & Logistic Committee 4

 MAINTENANCE
Strategy and Organization
Scope adressed
• Process Equipments
• Handling devices / conveyors
• Facilities
• ….
Handling devices

Buildings

Tank

PROCESS

Fork-lift truck
Fluids
PSA GM Purchasing & Logistic Committee 5
 MAINTENANCE
Process Roadmap
Operational New Equipments

Equipment Efficiency
Processes Qualification

Preventive Maintenance
Avoid malfunctions

Use the Equipments

Detect warning signals

Works Management Corrective Maintenance RS

Treat different signals Breakdown Restart Equip. / treat root causes

Spare Parts Management

Specific

Costs
Maintenance costs Management
Maintenance
processes Maintenance plans management

Support Maintenance standards management

Processes Lessons learned

PSA GM Purchasing & Logistic Committee 6

 MAINTENANCE
Maintenance Management System
Business

Production
Plan
Production
Deployment
PLAN

DO
Partnership
Scheduled, Standardize Tasks Execute Tasks

Maintenance
Production, Maintenance, Quality, Maintenance
Engineering, WFG, Supplier, etc.

70

CHECK
60
ACT

50

40
Step 1
Step 2
30

20

10

Problem Solve and Countermeasure Cleaning

Time
Inspection
Time
Failure X Total
Losses
Number of
Tags

Review & Update the Standard Did Plan Deliver the Right Results?
Checks with established frequency
PSA GM Purchasing & Logistic Committee 7
 MAINTENANCE
Maintenance: types

• Corrective Maintenance:
• Maintenance performed after a breakdown detection
• Purpose: Ensure the re-start of the equipment as soon as possible (even with
degraded solutions)
• Preventive Maintenance:
• Maintenance performed according to predefined frequencies or on the basis of
predefined criteria (nb of cycles…)
• Purpose: Reduce the probability of breakdowns or the wear of the equipment.
Example: Aircraft Maintenance
• Condition Based Maintenance (specific type of preventive maintenance):
• Maintenance based on the measurement of key parameters on the equipment
• Example: Vibration Analysis on rotating machines, Fluids analysis, thermography
on electrical equipment.
Corrective Maintenance

Risk of
breakdown Condition Based Maintenance

Preventive Maintenance
PSA GM Purchasing & Logistic Committee 8
 MAINTENANCE
Total Productive Maintenance (TPM): Key Principles

 The entire organization (from

management to maintenance, to
Total engineering, to production operators)
 Team work!

 Improved capability of equipment

 Elimination of waste and reduction of
Productive cost
 Achieving equipment availability
and quality targets

 Predictive, Preventive, Corrective,

Maintenance and Reactive maintenance
 Optimize the life of equipment

PSA GM Purchasing & Logistic Committee 9

 MAINTENANCE
Total Productive Maintenance (TPM): Key Principles
TPM : Continuous Improvement of the reliability of the equipment based on the
daily involvement of all the operational on the shop floor

The action plans are driven by The actions plans are driven by
severe issues (breakdowns) warning signals (symptom)

1 severe 1 severe
Perpetual breakdown Perpetual breakdown
Motion Motion
10 10 Action
breakdowns breakdowns
Plans
Action
100 minor 100 minor
Plans downtimes
downtimes

1000 warning signals 1000 warning signals

before malfunctioning before malfunctioning

Without TPM With TPM

PSA GM Purchasing & Logistic Committee 10

 MAINTENANCE
Total Productive Maintenance (TPM): Key Principles
• We naturally see breakdowns very easily. But every breakdown is the result of a
hidden cause; the stuff we generally ignore or don’t see. We need to understand
these hidden causes and be proactive. If we chip away at those hidden causes, we
will see fewer breakdowns as a result.
• TPM activities must focus on the relentless pursuit of detecting and correcting all
minor machine defects before they become major equipment failures.

BREAK DOWNS
& LOSSES

Hidden Causes Minor machine defects are

generally unnoticed, but
• Wear out •Contamination
are the cause of almost all
• Gaps, Loose Fit •Leaks
machine failures
• Vibration •Corrosion
• Dirt •Cracks/Flaws
•Improper Temperature

PSA GM Purchasing & Logistic Committee 11

 MAINTENANCE
Total Productive Maintenance (TPM): Key Principles

• TPM activities involve the entire organization and requires team work, and team
member involvement.
• TPM can provide many benefits to an organization, but it is most effective when
integrated with all other QSB+ Elements.

PSA GM Purchasing & Logistic Committee 12

 MAINTENANCE
Resources available
• TPM plans should be incorporated into each facilities Master Business Plans, which
could span a multi-year timeframe. Planning will help balance workload, ensure proper
support is available for the teams, and to establish a TPM glide path to the targets set
by leadership.
• Organization shall establish a proper support in all shifts (night, weekend, overtime
etc.) for preventive & corrective maintenance.
• All necessary skill shall be available for the teams all time (e.g.: Electric, Automation,
Mechanic, etc.). This information shall be posted on Flexibility Chart.
• Workload planning is established & followed. Organization is fully compatible with
manufacturing activity (e.g.: site at full capacity with 3 shifts with no sufficient
preventive maintenance).

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 MAINTENANCE
Suitable maintenance facilities & equipment available
• Proper maintenance facility/equipment shall be available to maintenance
team/operator (e.g.: standard toolbox, safety equipment – PPE, adequate place, etc.)
• Handling equipment dedicated to maintenance operations (winch, hoist equipment,
manlift,…).

PSA GM Purchasing & Logistic Committee

 MAINTENANCE
Visual Management and Communication
• An equipment or TPM board contains the
information and results being developed
throughout the maintenance process.

• Standardized Work
• Maintenance tasks
• Detailed task instructions
• Check sheets of TPM completion
• Performance of the machine
• Quantification of losses by category
• Trend of losses by category
• TPM activity indicators
• Work Order tags completed
• Problems found and fixed by the operator &
team

PSA GM Purchasing & Logistic Committee 15

 MAINTENANCE
Visual Management and Communication •70
•60
• Visual management of performance and •50
problems are used to communication •40 •Step 1
•Step 2
•30
between the operators, maintenance,
•20
line engineers and management. •10
•0
Cleaning Inspection Failure X Total Number of
Time Time Losses Work Orders
60%

50%

40%

30%

20%

10%

0%

Standards Skills

• An Maintenance Andon System (for example)

could be used to assure the Fast
Communication between manufacturing and
maintenance areas in case of breakdown.

PSA GM Purchasing & Logistic Committee 16

 MAINTENANCE
Visual Management and Communication – Andon Board
• The Maintenance Board (Example)
supports the Maintenance TRIM CHASSIS FINAL
Area or Conveyor T 1 T 2 T 3 T 4 C1 C2 C3 F L AG CL1 CL2
organization by providing Status T 5 PC DF VE SS SC WC B T BF WA DVT
information related to Equipment Status HA CC V S G L AC RF FF DO WT
SK EX PT RR CR
abnormalities with equipment Buffer Count PAINT EQUIP. TRIM 4 EQUIP. EQUIP.
TO G.A. UPTIME TO C1 UPTIME UPTIME
and tools and location where 12 4 10 0 14 10 0 10 0
help is requested. Equipment Uptime

• The Maintenance Board Line Condition

displays will vary depending on Area or Equipment and conveyors running.
the maintenance deployment Conveyor Status Line not running. Conveyor or equipment not running.
strategy implemented. In some OK
Equipment Status
cases, extra marquees may be Equipment Fault.
added as necessary to support Equipment Uptime Displayed is the Actual uptime of the equipment in
000
the effectiveness of the Actual each respective area.
maintenance function. Shown
Buffer Count 000 Paint to General Assembly buffer count.
below are examples of
departmental maintenance
Buffer Count 000 Trim 4 to Chassis 1 buffer count.
boards.

PSA GM Purchasing & Logistic Committee 17

 MAINTENANCE
Continuous Improvement – Based on Maintenance Feedback
• The organization shall have a continuous improvement process which supports the
manufacturing output improvement.
• The continuous improvement could be performed by:
• Operator:
• Once TPM is established, Operator Maintenance becomes self-sustaining and continuously
improving.
• Operators monitor their own work and implement improvements
• Operators continuously improve the existing standards to identify new aspects of the
workplace to be managed, and set appropriate standards for them; e.g. raw materials,
tools, spare parts, gauges, location of bins and pallets, location of fixtures, etc.
• Operators continuously improve their standardized work, check sheets, task frequencies
and visual controls to remove unnecessary, wasteful, or uneven work.
• Data is used to drive adjustments and improvements.

PSA GM Purchasing & Logistic Committee 18

 MAINTENANCE
Continuous Improvement – Based on Maintenance Feedback (Continued)
• Maintenance Team:
• The maintenance team works to improve the efficiency and cost of the maintenance
activities. Maintenance teams gather experience with the equipment and begins to
identify the components where preventive maintenance should be applied or re-
engineered.
• Existing maintenance standards are reconsidered based on careful observation of the
equipment and it’s deterioration under the existing maintenance standard. Components
that are substituted are inspected for signs of wear and the maintenance frequencies are
adjusted accordingly.
• Unnecessary inspections and substitutions should be eliminated
• The tools of continuous improvement are applied to maintenance Standardized Work for
periodic repairs – how can they be made more efficient? How can waste be eliminated
from maintenance activities? What additional skills and trainings would improve
efficiency? (See next Slide)
• Emphasis is placed on identification and prioritization of process constraints (bottlenecks),
by utilizing the Throughput Improvement Process (TIP) (e.g. ‘rolling’ Top 5 ‘worst’).
• Apply all improvements to similar equipment in the plant and/or company.
• Data is used to drive adjustments and improvements.

PSA GM Purchasing & Logistic Committee 19

 MAINTENANCE
Continuous Improvement – Maintenance Activity
SPUNTATRICE WERA Tg. 961240026 SPUNTATRICE WERA Tg. 961240024

Identify and Eliminate Waste cabina elettrica

28
25
A7

24 centralina idraulica zona frese

cabina elettrica 7 24
A6 7
A10 12
PLAN

13 30


9

Correction
centralina idraulica zona frese 11 mandrino T.P.P. A4
33 8

DO
28 A5
11 10a 29
8


mandrino T.P.P. 30 29 33
25

Over Production
34 20
9 34


13 17 35

12
1
Motion 23

3
A1 A2
18

zona carico
Q15

 Material Movement
10 14 A3

zona carico Q16

23 1

 Waiting
2
20 3 14 18 Q16 26
5 1 5 26 27
Q15 zona scarico
27 31
2 12 10 4

 Inventory
19
32
zona scarico quadro comandi 22
31 4 32
31 19 21

quadro comandi
21

22  Processing
 Unevenness
Q6 LEGENDA
banco collaudo
I INIZIO TURNO M MENSILE A ANNUALE

Q6
banco collaudo
pulizia lubrificazione ispezione sicurezza
 Overburden F
FINE

St
FINE TURNO

SETTIMANALE
TM

SM
TRIMESTRALE

SEMESTRALE
B BIENNALE

CHECK
ACT

Problem Solve and Countermeasure The Unexpected

(if necessary)

PSA GM Purchasing & Logistic Committee 20

 MAINTENANCE
Reliability & Maintainability
• The main objectives of Reliability and Maintainability are to;
• Design and improve equipment effectiveness
• Optimize equipment availability
• Improve/eliminate the operational and maintenance problems with any
new generation of equipment/machinery
• Ensure new equipment can be easily maintained
• Ensure production requirements are met
• Purchase equipment with low, predictable failure rates
• Lower life cycle costs to maintain competitiveness.
• Collect data/feedback from current equipment to support continuous
improvement of equipment design

PSA GM Purchasing & Logistic Committee 21

 MAINTENANCE
Reliability & Maintainability – Life Cycle
• Reliability and maintainability concepts are used in the life cycle phases of
manufacturing machinery and equipment to support up-front engineering in
the design process.
• There are many life cycle failure patterns depending on the component (ex.
mechanical, electrical, electronic, etc.). One typical failure pattern we see for
new machinery and equipment consists of three phases:
• Premature Failure
• Useful Life
• Wear Out

Premature Failure Wear Out

Failure
Rate
Useful Life

Machinery Life

PSA GM Purchasing & Logistic Committee 22

 MAINTENANCE
Reliability & Maintainability – Suppliers
• Suppliers are a large part of reliability and maintainability and they must support this
process with deliverables such as:

• Bill of Materials at design completion

• Recommended spare parts lists
• Technical training development & documentation
• Hands on training with appropriate plant personnel
• Run-off reports (failures and corrective actions)
• Failure Mode Effects Analysis
• Equipment preventative maintenance tasking lists
• Baseline data for predictive technologies
• Documentation such as lubrication charts and repair manuals
• Effective use of predictive technologies on their equipment.
• Effective labeling to allow quick decision making
• Easy access to all controls and readout devices

PSA GM Purchasing & Logistic Committee 23

 MAINTENANCE
Reliability & Maintainability – Continuous Improvement
• It is vital that all the lessons learned, modifications to equipment design, and
equipment performance are well documented and fed back to engineering
• It is engineering's responsibility to understand the changes, offer additional
suggestions for continuous improvement, and to change the standard for future
equipment so that they arrive with the improvements already ‘built in’.
• Throughout the operator and technical maintenance processes; a safe, effective, and
optimized maintenance plan is developed – the plan must then be copied to other
similar equipment in the plant or across the company.

Central ME

Standards & Review

Specifications Experience
during
installation and
Lesson
New Project operation
Learned
Database
Maintenance
New
equipment Production
ME

PSA GM Purchasing & Logistic Committee 24

 MAINTENANCE
Reliability & Maintainability – Continuous Improvement

Losses in Machining Area 123

Cylindrical roller bearing
120

100 Old Design No greasing possibility

PLAN

100

Average lifetime 0.5yr

DO
Working hours

80 75

60
50

40
25
20
5
0
Loss 1 Loss 2 Loss 3 Loss 4 Loss 5 Reconstruction of shield
Motor Type
Installation of greasing
New Design possibility
Use of SKF Carb. bearing
Expected lifetime >1.0yr

Average spindle life time

CHECK
Target :9384 hours
ACT

12000

9848 9769 9769

10000 9384 9582

Working hours
8000

6000 4950 5582

5230
4680 4598 4450
4000

2000

C
AR

V
R

G
B

P
H- OA

AY

L
H

OH 03

OH 04
05

N
-2 01

OH 02

OC
JU

DE
FE

SE
AP

NO
AU
JA

JU
H-

20

20

20
0

20

M
2
20 -H 2
00

00

H
20

H
01

Actual Target
Problem Solve and Countermeasure The Unexpected
(if necessary) Example

PSA GM Purchasing & Logistic Committee 25

 MAINTENANCE
Standardization and Improvements
Improvement based Maintenance
• Identify the weak points of the equipment & root cause of breakdowns
• Implement action plans to improve reliability or maintainability
Errors in the CNC after
9 maintenance operations
Difficult cleaning 4
C15

Excessive
j asdw j asdw

1 2 3 j asdw j asdw

2
4
7
5
8
8
6

99
j asdw j asdw wear of the
coupling
Clear Reset Enter

6 70o C

8
C10

Filter
MAX

F8

1 MIN

doesn’t last
10 10
enough

Material of the gearing

Difficult
not strong enough
Access

PSA GM Purchasing & Logistic Committee 26

 MAINTENANCE
Auditor hints
During the audit, look for:
- Preventive maintenance for safety equipment has to be performed on time
without exception.
- Check that a maintenance system in place to manage all maintenance activity,
supported by IT tools like CMMS (computer maintenance management system),
Excel...
- Available resources by technology including outsourced experts (flexibility chart).
- Implementation of resources near the manufacturing activities.
- Are there free resources to manage the corrective maintenance?
- Facilities available (areas well defined, conditions, 5S level,...)
- Management improvement strategy and periodical reviews.
- Review major brand types of major equipment - ask about process to purchase
new machines
- A generic plan to improvement of a type of equipment (e.g.: electrical screw
drivers).
- Choose a bottleneck equipment in the workshop, and ask for modifications to
improve reliability

PSA GM Purchasing & Logistic Committee 27

 MAINTENANCE
Activities planning, what are we searching for ?

Criteria of Requirement
1 – page 29-31
2 – page 32
3 – page 30
4 – page 33-34
5 – page 35-36
6 – page 30
Auditor Hints – page 37

Prev. Requirement Next Requirement

PSA GM Purchasing & Logistic Committee 28

 MAINTENANCE
Plant Overall Organization

Customer Customer
Demands E-SOP & MPS Needs
Satisfaction
Manufacturing
Forecast
Program

Nominal Industrial
Industrial Performance
Performance Check

Maintenance as Contributor

PSA GM Purchasing & Logistic Committee 29

 MAINTENANCE
Preventive Maintenance Planning
• The Preventive Maintenance Planning shall be established by Maintenance Area
and supported by Manufacturing Area.
• The following inputs shall be take into consideration when establishing the
Preventive Maintenance Planning:
• Equipment Classification Risk: constraint or bottleneck, safety, unique
equipment (without replace), etc.
• Availability (according to Master Schedule Production Plan)
• Performance
• Time allocated to maintenance
• Corrective Maintenance Results
• Start-up process validation shall be performed after maintenance activity. The
results of start-up shall be recorded to ensure traceability

PSA GM Purchasing & Logistic Committee 30

 MAINTENANCE
Preventive Maintenance Planning
(Example)

Weeks

List of
equipment
Maintenance
operations

PSA GM Purchasing & Logistic Committee 31

 MAINTENANCE
Preventive Maintenance Planning (Example)

Weeks

Always red
=> Frequency
List of must be increased
equipment

Always green
=> Frequency can
be decreased
List of maintenance
operations to perform

0,3 Operation postponed

0,3 Operation not performed Document allows:
0,3 Near miss breakdown. Emergency reparation needed - To follow up preventive
0,3 OK, no reparation needed operations
0,3 Limit, reparation needed, no emergency - To identify maintenance plan
improvement
PSA GM Purchasing & Logistic Committee 32
 MAINTENANCE
Preventive Maintenance Planning – Developing Standards
• Maintenance Team and Operators must work together to define the
standardized maintenance work that will ensure continued equipment
performance and improved level.
• Equipment components to be preventively inspected are identified. Equipment
manufactures’ and engineering suggestions are to be considered.
• Routine inspection, cleaning, lubrication, tightening and minor maintenance
tasks are given to the operators. Maintenance assumes responsibility for the
remainder.
• Standardized work is developed for maintenance tasks.

PSA GM Purchasing & Logistic Committee 33

 MAINTENANCE
Preventive Maintenance Planning – Standard Work
• Standardized Work documentation lists maintenance tasks to be performed and
provides further detailed information; inspection method, safety equipment required,
safety precautions, required tools, required sequence, time, criteria for OK/NOK, and
key points to consider.
• Standardized Work is an effective tool for job instruction training and problem solving,
and a basis for continuous improvement activities.

Maintenance
Tasks

Task
Instructions
(Standardized
Work)

Training
Post at Equipment or on Problem Solving
a TPM Board CIP

PSA GM Purchasing & Logistic Committee 34

 MAINTENANCE
Preventive Maintenance Planning – Check List
Check Sheets list the tasks designed to maintain equipment performance and prevent
unscheduled downtime.
• Inspection location #’s and point’s (where?)
• Inspection method (what are you checking?)
• Acceptable operating condition (how do you know what is ok?)
• Corrective action (what happens if you do detect an abnormality?)
• Time (how long does it take?)
• Frequency (when are the specific inspections to be performed?)
• Check sheets should be visualized (e.g. Equipment TPM Boards)

PSA GM Purchasing & Logistic Committee 35

 MAINTENANCE
Preventive Maintenance Planning – Inspection Check Sheet
• Check Sheets should also be developed and used for daily routine maintenance
tasks, where applicable, at the operators workstation. List the tasks designed to
maintain equipment performance and prevent unscheduled downtime.
• Check sheets should be visualized (e.g. Workstation board).
• Supported by Task Instruction Sheet document’s where further detailed instructions
are required.

Task
Instructions
(Standardized
Work)

Daily Workstation Check Sheet

PSA GM Purchasing & Logistic Committee 36

 MAINTENANCE
Auditor hints
During the audit, look for:
- Choose machines (constraint/complex one) and a tool to verify:
- Maintenance planning: identification of the equipment, task to do, when
- Follow up of the maintenance schedule and its visual management. Verify the link
with the MPS
- maintenance work instructions (including changes due to lesson learned)
- technical documentation for a precise equipment including document management
- records of corrective maintenance activity (type of equipment, is there repetitive
breakdown,...)
- records of preventive maintenance on an equipment with a recent breakdown
- Verify that maintenance activities are fully deployed and covers all equipment (machines,
facilities, tools)
- Different type of preventive maintenance depending on the type of equipment (pure
preventive approach & conditional maintenance)
- Management of the postponed operations, evidence of preventive plan optimization
- Verify that it is possible to establish the “history” of an equipment: list of operations
(preventive & corrective) performed over the 6 last months.

PSA GM Purchasing & Logistic Committee 37

 MAINTENANCE

Level 1 Maintenance, what are we searching for ?

Criteria of Requirement
1 – page 39-41
2 – page 42-47
3 – page 48
4 – page 18
Auditor Hints – page 49

Prev. Requirement Next Requirement

PSA GM Purchasing & Logistic Committee 38

 MAINTENANCE
Total Productive Maintenance Philosophy

• Maintenance is Maintenance’s • Maintenance is everyone’s responsibility

‘Problem’
• Production, Maintenance & Eng. owns
• Machinery problems are always the the equipment and drives activities
fault of ‘somebody else’
• All work together to find opportunities
• We fight over scheduling downtime (for
maintenance) • Cross-functional teams, each working on,
and defining maintenance for, one piece
• Setting up productive maintenance of equipment
across the whole plant at once, then
predictive, then… • Structured implementation

• Implementation not clear • Metrics at machine level

• Metrics (Uptime) at system level

It is a change from “ I Run It, You Fix It” attitude

to “ We Take Care of Our Own Equipment” attitude.

PSA GM Purchasing & Logistic Committee 39

 MAINTENANCE
Level 1 Maintenance – Principles
• The operator, who is always near the equipment, is able to ensure all the checks and
the maintenance basic operations. He prevents the degradation of the equipment
• Operations performed by the operator alone with his 5 senses or with very basic
tools

I take care of my car I take care of my machine

Visual checking Check Oil level Check the

Check cooling liquid Check Oil level parameters
level

Detect
Cleaning Scratch on anomalies
the paint ?

Small deviation
detection

Clean Fill the washer Change the

Basic tuning
reservoir fasteners
Self maintenance Clean
Change the Check safety
Check Tyre pressure
lamps devices

PSA GM Purchasing & Logistic Committee 40

 MAINTENANCE
Level 1 Maintenance – Operator Maintenance
• Operator Maintenance enables operators to perform repetitive maintenance
tasks such as equipment cleaning, lubrication, routine inspections, minor repairs,
etc., thus freeing up the maintenance team members to spend more time on
value added activity and technical repairs. Operators are responsible for the
upkeep of their equipment to prevent it from deteriorating. The aim is to
maintain the equipment in new condition.
• Operator maintenance involves equipment operators in keeping the machines
running smoothly, through daily cleaning and inspection as well as training to
recognize early signs of trouble and making simple repairs.
• Production team members and team leaders are trained to perform maintenance
tasks and repairs as defined by standardized work documentation.

PSA GM Purchasing & Logistic Committee 41

 MAINTENANCE

Level 1 Maintenance – Operator Maintenance

• Production team members are an important part of our maintenance system
because they know the equipment the best. Working with the machine or
equipment on a daily basis allows them to quickly know when something is wrong,
what maintenance is required to keep it running smoothly, and the improvements
that can be made to the equipment and workplace.
• Operator maintenance tasks are simple in nature. They include:

 Create/maintain visual management  Change tooling, etc.

and 5S in their workplace
 Equipment fault resets
 Clean & Inspect equipment  Make minor repairs &
 Perform daily maintenance (lube, etc…) adjustments
 Quality checks and adjustments  Maintain performance
 Diagnose equipment-related defects documentation

PSA GM Purchasing & Logistic Committee 42

 MAINTENANCE
Level 1 Maintenance – Operator Maintenance
• Production is responsible for the completion of operator maintenance according to their
local operating plan. If operator maintenance tasks are behind schedule, production is
responsible for prioritizing operator task completion.

• Planned
• During normal operations (planned gaps/scheduled times)
• When buffers are full
• When production levels are met
(This will often differ between shops)

• Unplanned (opportunistic)
• During large breakdowns
• Unscheduled downtime
• As unplanned TPM times are usually unevenly distributed among shifts, team
members should assume the tasks of another shift (depending on the local
operating plan) once they have completed the TPM tasks for which they are
responsible.

PSA GM Purchasing & Logistic Committee 43

 MAINTENANCE
Operator Maintenance – Cleaning, Clearing & Organizing
• Cleaning, clearing and organizing is crucial and a highly visible part of operator
maintenance activities.
• Ensure safety training and understanding so team members work safely.
• Get rid of all dirt, debris, stains and prevent accelerated deterioration.
• Lubricate, tighten fasteners as appropriate.
• Identify hidden problems made apparent by cleaning, and correct them.
• Touch all parts of the equipment to find broken, loose, worn, damaged, or missing
elements. Tighten fasteners as appropriate. (Utilize work order process when
required).
• Organize the workplace.
• In short, maintain the machine to it’s original performance; attaining the desired
Quality, Safety, and Productivity levels.

PSA GM Purchasing & Logistic Committee 44

 MAINTENANCE
Operator Maintenance – Things to check (visual) (Example)
Pressure on Valves Flowmeter Detection of
manometers loosening

bar

Needle in the green OK: marks OK: marks are

zone Closed position in Indicator between aligned misaligned. The
the green zone the red lines bolt is untighted

Visual standard to immediately detect deviations

MAX

H23
MIN M C10
A
X

M
IN

Lubricant Level Lubricant

Level
Reference Reference

PSA GM Purchasing & Logistic Committee 45

 MAINTENANCE
Level 1 Maintenance – Self Maintenance Example
(Example) Small deviation
Riveter –selfmaintenance Control ofdethe
Contrôle piston
la course du piston stroke
detection
gamme Automaintenance riveteuses
work instruction Site de Sochaux
Modèle : PH 2000 Durée : 15 minutes

CLEANING
Nettoyage du système de traction

Référentiel de mesure
2 3

Cote 57 mm => gachette relachée

Basic tuning
Self maintenance
5
OK
bon
8
4
worn
usé
Visual checking
Cote 38 mm => gachette actionnée

10

6
7 Visual Inspection
Contrôle d'aspect de la machine

Cleaning

Créé le : 01/02/2007 Par : Y. PELLICIOLI 330054

Modifié le : Par :
DCPS/MON/MAI Modifié le : Par :
Modifié le : Par :
Modifié le : Par :

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Level 1 Maintenance – Check List Example (Example)

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Level 1 Maintenance – Key Activities of Operator Maintenance

Perform
L1 maintenance
Operations

Example of escalation process

Record the results

Is there any Yes Critical ? Yes Alert your

deviation ? Enable to start production team leader

No No
Call immediately
Fill in the Maintenance
Request form for a corrective action
for reparation

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Auditor hints
During the audit, look for:
- Ask operators about Level 1 maintenance responsibilities.
- Verify few L1 maintenance working instruction and record.
- Look at the equipment status on the shop floor (is there an identification
(number), cleanliness, protection in good condition, leakage, …).
- LPA records.
- Evidences of activities transfer from preventive maintenance to L1.

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Spare Parts, what are we searching for ?

Criteria of Requirement
1 – page 51-52
2 – page 51-52
3 – page 52-53
Auditor Hints – page 54

Prev. Requirement Next Requirement

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List of Critical Spare Parts
(Example)
Stock
Drawing # Id # MNEMO Supplier Supplier Reference DESIGN Critical
(mini)
1045949300 4301 ARELEC 351128 AIMANT DIA16 vis FHcM3 5 O
1045949300 4302 VANEL T050.050.0200A RESSORT DE TRACTION 1 O
1045949300 4306 CAPRI CODEC SA 672107 CONDUIT STANDARD NOIR ADAPTALOCK PG21 4 O
1045949300 4341 RADIOSPARES SAS 187-7621 CLIPS SERRE CABLES 1 N
1045949300 4342 RADIOSPARES SAS 316-872 CLIPS SERRE CABLES 1 N
1045949300 4345 CAPRI CODEC SA 681607 EMBOUT DE GAINE ADAPTALOCK 2 O
1045949300 4347 CAPRI CODEC SA 671607 CONDUIT STANDARD NOIR ADAPTALOCK 2 O
1045949300 4348 CAPRI CODEC SA 211600 REDUCTEUR DE PRESSE ETOUPE PG21 / PG16 1 N
1045949300 4349 LUTZE SA 601005 REDUCTEUR DE PRESSE ETOUPE PG16 / M32x1,5 1 N
1045949003 4305 VBNG BOSCH REXROTH SAS 0822390607 VERIN COMPACT A GUIDAGE 1 O
1045949003 4307 VCARNG ASCO JOUCOMATIC SA 42900028 mini verin filete s.effet 1 O
1045949003 4309 LEGRIS SA 3101 04 19 RACCORDS INSTANTANES 1 O
1045949003 4340 STAUBLI FAVERGES COMBITAC 34.0020 CONNECTEUR FICHE 1 O
1045949011 4338 LUMBERG RKMF 3/05M EMBASE FEMELLE M8 3 POLES 4 O
1045949011 7301 SDEPG HBM FRANCE SARL K-WA-T-010W-32K-K2-F1 CAPTEUR DEPLAC. INDUCTIF 1 O
1045949011 7304 SQ_ESSNG IFM ELECTRONIC KF5001 DETECTEUR DE PROXIMITE 1 O
1045949011 7305 IFM ELECTRONIC EVC008 CONDUCTEUR A USAGE PARTICULIER EQUIPE 1 N
Identification
1045949011 7306
of LUMBERG RSMCK3 PRISE DE COURANT ET CONNECTEUR 1 N
the part7307
1045949011 onSQ_TAMNG
the Part XS1N05PA311S
SCHNEIDER ELECTRIC France reference, description
DETECTEUR & supplier
DE PROXIMITE KE2-0000015 1 O
equipment
1045949011 7308 LUMBERG RSMCK3 PRISE DE COURANT ET CONNECTEUR 1 N
1045949011 7312 SQREPBNG / BOSCH
SQTRABNG
REXROTH SAS 830100631 CAPTEUR SERIE ST6 2 N

Stock Critical
Needed Part

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Spare Parts Management
Identification of the critical spare parts
• Criteria to define critical spare parts shall be defined according to procedure by
organization
• List update shall be conducted periodically based on maintenance results

Spare parts storage

• Storage conditions: suitable conditions shall be defined (procedure) in order to
avoid damage
• Stock management: min condition shall be managed
• Inspections & verification: periodically the physical inspections of spare parts
shall be defined and performed

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Spare Parts Stock: (Example)

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Auditor hints
During the audit, look for:
- List of critical spare parts.
- Stock of spare parts: reception / organization / consumption
- Conditions of storage: rust, dust, contamination, etc.
- Computer aided system.
- Inventory (take an example of a critical part and verify the robustness of the
inventory).
- Choose one spare part in the list and verify that a minimum stock level exist
- Ask if they have a policy to reduce spare part reference, quantity ? In order to
reduce the value of stock spare part.
- Procedure to take a part from the stock
- Supply of spare parts: who is responsible ? / Relation between orders and stock
management ?
- Choose one spare part, check that the location and quantity are correct in the
storage

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Customer Tools Management, what are we searching for ?

Criteria of Requirement
1 – page 56-57
2 – page 57
3 – page 56
4 – page 56
5 – page 56
6 – page 56
Auditor Hints – page 58

Prev. Requirement Next Requirement

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Customer Tools Management
Scope
• Tools owned by the customer
• Tools dedicated to a specific part reference
Contractual requirements
• Identification
• Customer approval
• Logbook sheet, records & tool follow up
Storage conditions
• Rules related to store conditions after end of mass production phase and
handling shall be established and followed.
• Records of tooling cleanness process shall be kept
Sub-Tier List
• A list of all tooling that are in the sub-tier shall be available
Tooling replacement
• When the tooling is replaced (for example due to worn out condition) an
approval process (for example PPAP) shall be followed.

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Customer Tools Management
CST Identification
Part
Identification

Tool
Reference

CST Logbook Sheet

• A logbook is available for each CST
• In the logbook, the following information are tracked:
• Production history (nb of parts produced, functioning time, etc..)
• Breakdowns history
• Records of maintenance activities
• History of modifications (with customer approval)
• Quality records (if existing control plan)

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Auditor hints
Check few tools to verify:
- General conditions of the tools (leakage, rust, ...)
- Identification and visual management of the tools
- A diary sheet and records, lifetime followed
- Communication & Customer approval for each change on a example
- Storage conditions
- Standardized maintenance operations

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Maintenance Effectiveness, what are we searching for ?

Criteria of Requirement
1 – page 60-68
2 – page 31
3 – page 69
4 – page
5 – page
6 – page 70
Auditor Hints – page 71

Prev. Requirement What goes wrong

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Maintenance Metrics Dashboard

(Example)

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MTBF & MTTR
Mean Time Before Failure
 MTBF
Operation Time
MTBF gives information on the reliabiliy MTBF =
of the equipment Nb of breakdowns

Time
 MTTR
MTTR gives information on the maintenability
of the equipement (maintenance friendly) Mean Time To Repair/Recovery
Reparation Time
MTTR =
Nb of breakdowns

 High equipment effectiveness means

High MTBF  Low MTTR

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Different measures of effectiveness 7 days X 24 hours = 168 hours

Legal Constraints

Heavy Revamping

No production need

Planned production Stops

Calendar Time
(Outside production time)

Normal Downtime
(operator breaks, team management)
Unexpected Downtime
(Energy loss, lack of manpower,

Planned Production Time

downstream saturation , lack of supply)

Opening Time
Breakdowns &
micro-stops
Functional Downtime
(change of batch)

Loss on cycle times

Non-quality Loss

Productive
Time
Maintenance involvement Production of good parts

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TPM – Operating Equipment Effectiveness
• TPM supports maximizing Operating Equipment Effectiveness (OEE) through the
elimination of the Six Big Losses. When breakdowns and defects are eliminated or
reduced and equipment operational rates improve; costs are reduced, inventory can
be minimized, and productivity increases.
Six Big Losses

Availability
1. Equipment Failures 1. Breakdowns requiring repair

2. Setup and Adjustment 2. Changes in operating conditions requiring work

Performance
3. Idling and Minor Stops 3. Temporary events such as halting, jamming, idling

4. Reduced Speed 4. Equipment not running at original or theoretical design speed

Quality
5. Defects in Process 5. Products manufactured that are off-spec or defective
requiring re-work or scrap
6. Start-up and Reduced Yield
6. Changeover impacts causing reduced quality until stabilized

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TPM – Operating Equipment Effectiveness
• OEE is a common metric used for measuring TPM which tells us how effectively our
equipment is running.
• Improved as availability and productivity go up and in-process defects or rework goes down.
• Reduced by equipment-related losses.
• OEE as a concept represents the integrated effects of the Six Big Losses
• Improvements in OEE result from reductions in the Six Big Losses

Availability % X Performance % X Quality % = OEE

Right Capacity With No
Reliable (speed) equipment
Equipment Defects
building product as
needed

Availability Performance Quality

1. Equipment Failures 3. Idling and Minor Stops 5. Defects in Process

2. Setup and Adjustment 4. Reduced Speed 6. Start-up and Reduced Yield

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Availability Losses
1. Equipment Failures
When the equipment breaks, and you can not run production, it takes time and
resources to correct the problem. In turn the breakdown results in additional overtime
to meet the production goals. Ultimately the plant loses money through breakdown
losses.

2. Set up and Adjustment

Set up losses occur when it takes time to change tools and dies. Tools and dies are
changed with model changes, when a new tool is required, or adjustment is required on
a machine to turn out the next good part. Improvements can be made by focusing on
establishing standardized work and operational standards for External and Internal Set-
Ups and equipment/tool changeovers.

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Performance Losses
3. Idling and Minor Stoppages
Sometimes while running the machine, minor stoppages occur. For example, a part is
not properly placed, a welding gun gets stuck to a part, or the material flow in a machine
is not right. These minor stoppages can add up, and the job will require additional time
to finish. These are referred to as idling and minor stoppages.

4. Reduced Speed
Speed loss occurs when there is a difference between the speed at which a machine is
designed to operate (ideal operating cycle) and its actual speed. For example, we
experience speed loss when a machine is intentionally slowed down because its
designed speed results in quality defects or mechanical problems which cause
downtime.

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Quality Losses
5. Defects in Process
Defective products may be produced due to a malfunction of a machine, an imprecise
tool, tool wear, tool breakage, or lack of precision. Once a defect occurs, time must be
invested in the repair or rework, or the part may have to be scrapped altogether.

6. Start-up and Reduced Yield

Start up losses are usually yield losses that occur during the early stages of production--
from machine start up to stabilization. The volume of losses varies with the degree of
stability of processing conditions; for example, the maintenance level and precision of
equipment, fixtures, and tooling; operator skills, and so on. In machining plants, we also
need to watch for tool losses--the losses and defects caused by tool wear or breakage--
this is also considered yield loss.

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TPM – Operating Equipment Effectiveness
• The six big losses are Waste!
• Waste elimination is about the right equipment building quality products as they are
needed, without losses.

Total
Productive
Maintenance

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Pareto of breakdowns (example)

Barecode reader
Top 5 of the defects
Nb of issues

Modification
#1
Modification
#2

Week
Enable to read Handling Sensor Position Contamination Pneum. Cylin.

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Metrics related to process
• Ratio of preventive maintenance:
𝑃𝑟𝑒𝑣𝑒𝑛𝑡𝑖𝑣𝑒 𝑚𝑎𝑖𝑛𝑡𝑒𝑛𝑎𝑛𝑐𝑒 𝑡𝑖𝑚𝑒
Ratio = 𝑃𝑟𝑒𝑣𝑒𝑛𝑡𝑖𝑣𝑒 𝑀𝑎𝑖𝑛𝑡.+𝐶𝑜𝑟𝑟𝑒𝑐𝑡𝑖𝑣𝑒 𝑀𝑎𝑖𝑛𝑡.𝑡𝑖𝑚𝑒

• Ability of the supplier to anticipate and manage the availibility of the equipment
• Good situation : above 50%
• Look at the trend: improvement or not ?

• Ratio of L1 maintenance:
𝐿1 𝑚𝑎𝑖𝑛𝑡𝑒𝑛𝑎𝑛𝑐𝑒 𝑡𝑖𝑚𝑒
Ratio = 𝑃𝑟𝑒𝑣𝑒𝑛𝑡𝑖𝑣𝑒 𝑀𝑎𝑖𝑛𝑡. 𝑡𝑖𝑚𝑒

• Ability of the supplier to anticipate severe issues. Deployment of L1 maintenance allows

supplier to reduce maintenance cost and to center activity on equipment standardization &
improvement
• Look at the trend: improvement or not ?

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Auditor hints
- Customer complaints caused by machine or tool problem (e.g.: burrs issue…).
- Verify quantity of few Spare Parts in stock.
- Check few maintenance working instructions whether they are standardized.

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What goes wrong ?

• No preventive maintenance: they are waiting for breakdown …  risk of major

disruption
• Preventive operations are always postponed & frequency are not respected causing
breakdowns
• No maintenance records  enable to analyze situation & improve reliability
• Spare parts stock is not correctly manage: “dead references”, critical spare parts
under mini level,…  risk of major disruption + costs
• L1 not well performed  maintenance overload, preventive planning is not
correctly done  breakdowns
• Manufacturing planning is established without taking into account maintenance 
preventive is not performed correctly  breakdowns
• Skills are not available everytime  breakdowns can last too much time

Prev. Requirement

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