MODULE-2:

PREDECTIVE MAINTENANCE

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 PREDICTIVE MAINTENANCE
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Predictive maintenance is a technique that uses data analysis tools and

techniques to detect anomalies in your operation and possible defects in
equipment and processes so you can fix them before they result in failure.

Ideally, predictive maintenance allows the maintenance frequency to be as low

as possible to prevent unplanned reactive maintenance, without incurring costs
associated with doing too much preventive maintenance.

Condition-based predictive maintenance depends on continuous or periodic

condition monitoring of equipment to detect changes in the physical condition of
equipment (signs of failure) in order to carry out the appropriate maintenance work
for maximizing the service life of equipment without increasing the risk of failure.

Statistical-based predictive maintenance depends on statistical data from the

meticulous recording of the stoppages of the in-plant items and components in order
to develop models for predicting failures.
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How does predictive maintenance work?
______________________________________________________________

Predictive maintenance uses historical and real-time data

from various parts of your operation to anticipate problems
before they happen. There are three main areas of
organization that factor into predictive maintenance:

❖ The real-time monitoring of asset condition and performance

❖ The analysis of work order data
❖ Benchmarking MRO inventory usage

There are several key elements to predictive maintenance with

technology and software being one of these critical pieces. Namely, the
Internet of Things (IoT), artificial intelligence, and integrated systems
allow for different assets and systems to connect, work together and
share, analyze, and action data.

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How does predictive maintenance work?
______________________________________________________________

➢ These tools capture information using predictive

maintenance sensors, industrial controls, and businesses
systems (like EAM software and ERP software).
➢ They then make sense of it and use it to identify any areas
that need attention.
➢ Some examples of using predictive maintenance and
predictive maintenance sensors include vibration analysis,
oil analysis, thermal imaging, and equipment observation.

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Six Pillar Of predictive maintenance
___________________________________________________________
➢ People: Every other pillar of a predictive maintenance program needs people
to build and maintain it. Data needs interpreting. Technology needs setting up
and managing. That’s why everyone in your organization should understand
how PdM works, why it’s important and what they can do to make it successful.

➢ Data: The link between past, present and future

Without the data, you can’t predict anything. If you don’t have a baseline about
what’s normal for a pump or a conveyor, you can’t identify or predict anomalies.

➢ Processes: Processes are the way you work—how your maintenance team
plans and does the things it needs to do every day to be successful.
Processes in a predictive maintenance program are people-driven and
equipment-driven.

People processes involve the way your maintenance team goes about their work.
They outline how staff interact with machines, data, each other, and everything
else.
Equipment processes involves to know what processes your equipment
completes, how to capture asset data, and how the data maps to future
performance.
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Six Pillar Of predictive maintenance
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➢ Tools and parts: Tools are the instruments used to measure the
condition of assets, like infrared cameras, and the tools needed to
inspect or repair equipment. Parts are the different components of
equipment, but not just any old parts will do for predictive
maintenance

➢ Equipment: It’s important to know which of your equipment allows

you to anticipate failure on it when setting up a predictive
maintenance program.

Applying predictive maintenance to your most critical assets with the most
observable failure modes because of the time and money needed to build a
PdM program.

➢ Technology: Technology is like a dash of salt in a predictive

maintenance program. It helps you manage, facilitate, and optimize
the other pillars of predictive maintenance.

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 Condition Based Maintenance (CBM)
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Condition Based Maintenance (CBM) is a technology that

strives to identify incipient faults before they become critical
which enables more accurate planning.
CBM is a set of maintenance actions based on real-time or
near-real time assessment of equipment condition which is
obtained from embedded sensors
▪ It allows maintenance to be scheduled, or other actions to
be taken to avoid the consequences of failure.

CBM is the means of improving,

1. Productivity
2. Product Quality
3. Overall effectiveness of manufacturing
4. Availability of process machinery.

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______________________________________________________________

Condition monitoring is the process of monitoring a

parameter of condition in machinery, such that a significant
change is indicative of a developing failure.

Condition monitoring includes:

➢ Vibration measurement and analysis
➢ Infrared Thermography
➢ Oil analysis and Tribology
➢ Ultrasonics
➢ Motor current analysis

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______________________________________________________________

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10
 Principle of CBM
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Two main methods used for condition

monitoring
❑ Trend monitoring
❑ Condition checking

❑ Trend monitoring
▪ This is the continuous or regular
measurement and interpretation of data,
collected during machine operation, to
indicate safe and economical operation.

❑ Condition Checking
▪ In which particular or instant condition is checked while machine is
running and readings can be taken
▪ Then this is used to analyze machine condition.

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 METHODS OF CONDITION MONITORING
______________________________________________________________
❖On line – speed, temperature, vibration and
pressure
❖Off line – crack detection, thorough check of the
alignment, state of balancing, corrosion and pitting

Visual monitoring
Vibration monitoring
Temperature monitoring
Lubricant monitoring
Leak detection
Noise monitoring
Corrosion monitoring

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 1.Visual Monitoring
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It involves inspection and recording of surface appearance.

➢ This may involve the use of Boroscopes to see
inaccessible places,
➢ the use of photography or surface imprinting for record
purposes
➢ Looseness in non-rotating
components

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 2.Vibration Monitoring
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Rotating equipment such as compressors, pumps and motors all exhibit a
certain degree of vibration. As they degrade, or fall out of alignment, the
amount of vibration increases. Vibration sensors can be used to detect when
this becomes excessive.

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 2.Vibration Monitoring
______________________________________________________________

It involves the attachment of a transducer (velocity probe, accelerometer

or proximity probe) to a machine to record its vibration level. Special
equipment is also available for using the output from the sensor to
indicate the nature of the vibration problem and even its precise cause.

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 3. Temperature Monitoring
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The Temperature Monitoring sensitive aspects of a unit can
be readily monitored. These include contact Thermometers,
Thermocouple, Thermistor, Temperature chalks and paints
and infrared detectors (IR Cameras).
➢ Bearing damage
➢ Failure of coolant
➢ Incorrect heat generation
➢ Build-up of unwanted materials
➢ Damage to insulating material
➢ Faults in electrical components

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 3. Temperature Monitoring
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 3. Temperature Monitoring
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 4.Lubricant/ oil Monitoring
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 4.Lubricant/ oil Monitoring
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 5. Leak Detection
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A number of leak detecting techniques are available,

including soap and water methods. The use of proprietary
preparation can make this method more effective. Ultrasonic
detection is one of the powerful techniques

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 6. Noise Monitoring
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 6. Noise Monitoring
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 6. Noise Monitoring
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 6. Noise Monitoring
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 6. Noise Monitoring
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 6. Noise Monitoring
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 7. Corrosion Monitoring
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It is usually applied to fixed plant containing aggressive

materials is intended to monitor the rates of internal
corrosion of the walls of the plant. This may be done by
drilling sentinel holes partway through the wall, which can
be plugged when they leak or by inserting readily removable
coupons of material of which the corrosion rate is assumed
to relate to that of the plant

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 8. Wear Debris Monitoring
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It works on the principle that the working surfaces of a machine

are washed by their lubricating oil, and any damage to them
should be detectable from particles of wear debris in the oil.
By looking at the type, size and shape of the metal
particulates that are suspended in the oil, the health of the
equipment it is lubricating can also be determined.

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 7. Wear Debris Monitoring
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If the debris consists of relatively large ferrous lumps such as

those generated by the fatigue of rolling element bearings and
gears or the pitting of cams and tappets, these can be picked up
by removable magnetic plugs inserted in the oil return lines.

For smaller debris particles, spectrographic analysis or

microscopic examination oil samples after magnetic separation
are commonly used techniques.

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 7. Wear Debris Monitoring
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 7. Wear Debris Monitoring
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 CBM = Cost Savings + Higher system reliability
______________________________________________________________

Condition-based maintenance allows preventive and

corrective actions to be scheduled at the optimal time, thus
reducing the total cost of ownership.

Today, improvements in technology are making it easier to

gather, store and analyze data for CBM.

In particular, CBM is highly effective where safety and

reliability is the paramount concern such as the aircraft
industry, semiconductor manufacturing, nuclear, oil and gas,
et cetera.

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 Advantages
______________________________________________________________

Studies have estimated that a properly functioning of CBM or

predictive maintenance program can provide a savings of 8%
to 12% over preventive maintenance program alone.

Independent surveys indicate the following industrial average

savings :
• Reduction in maintenance costs: 25% to 30%
• Elimination of breakdowns: 70% to 75%
• Reduction in equipment or process downtime: 35% to 45%
• Increase in production: 20% to 25%.
• Increased component operational life/availability.
• Allows for corrective actions.
• Decrease in costs for parts and labor.
• Better product quality.
• Improved worker and environmental safety.
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Application of Condition Based Maintenance
_____________________________________________________________

The CBM process can be applied to maintain activities in all

industries, including:
• DoD weapons systems
• Jet engines
• Wind turbine generators
• Marine diesel engines
• Natural gas compression
• Circuit card manufacturing

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 Disadvantages of CBM
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❑ Diagnostic equipment being costly has increased the

investment
❑ Staff training increased the investment- knowledgeable
professional to analyze the data and perform the work
❑ Management cannot see readily potential savings
❑ May require asset modifications to retrofit the system with
sensors
❑ Unpredictable maintenance periods
❑ Condition sensors may not survive in the operating
environment

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 Vibration Analysis
______________________________________________________________
Vibration monitoring techniques can be chosen depending upon time, effort,
level of sophisticated and cost.

A simple portable vibration-meter with a properly matched accelerometer can

be used to get the root mean square (RMS) value of the velocity,
displacement or accelerometer. The RMS value of these signals gives very
accurate information about the condition of the machine and is believed by
experts to be the single most important information, representative of the
condition of a machine.

The vibration signals can be fed

into the spectrum analyser for a
frequency analysis.

If the machine is very critical,

then, an on-line continuous
monitoring system can be used.

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______________________________________________________________

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______________________________________________________________

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 Faults
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 Vibration Based Condition Monitoring
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 Time Domain Analysis
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 Security Level
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 Frequency Domain Analysis
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______________________________________________________________

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 GEAR BOX
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 Time Domain Analysis
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 GEAR Fault Frequencies
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 Frequency Domain
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Fault is at wheel

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 Total Productive Maintenance
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 Overall Equipment Effectiveness (OEE)
______________________________________________________________

• OEE figures are determined by combining the availability and performance

of your equipment with the quality of parts made
• OEE measures the efficiency of the machine during its planned loading time.
• Planned downtime does not effect the OEE figure.

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 Overall Equipment Effectiveness (OEE)
______________________________________________________________

Overall Equipment Effectiveness = Availability x Performance x Quality Yield

Availability Downtime loss

Performance Speed loss

Quality Yield Quality loss

Availability = time available for production - downtime

time available for production

Performance = ideal cycle time x number of parts produced

operating time

Quality Yield = total number of parts produced - defect number

total number of parts produced

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 Total Productive Maintenance
______________________________________________________________
A company-wide team-based effort to build quality into equipment and
to improve overall equipment effectiveness

Total
•Participation of all employees
•Include all departments, operation, equipment and process.

Productive
•Pursue the maximization of efficiency of the production system by making all losses
zero.
•Zero breakdowns, Zero accident, Zero defects.

Maintenance
•To improve the efficiency of the equipment
•Keep the man-machine-material & system in optimum condition in the entire
life cycle of the production
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 TPM Evolution
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 History of TPM
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❖ TPM is a innovative Japanese concept

❖ Origin of TPM can be traced back to 1951. Seiichi Nakajima
San is regarded as father of TPM of his numerous contributions
to TPM . He established PM awards (currently the TPM Awards).

❖ Nippondenso of the Toyota Group was the first company to

introduce plant wide preventive maintenance in 1960 and further
added autonomous maintenance done by production operator.
Based on these development, awarded plant prize for developing
and implementing TPM by the Japanese Institute of Plant
Engineers (JIPE). 55
 TPM is Paradigm shift
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OLD FASHION ATTITUDE TPM Approach

“I OPERATE, YOU FIX/MAINTAIN” “We ALL ARE RESPONSIBLE FOR
OUR EQUIPMENTS”

“I OPERATE, I/WE FIX/MAINTAIN”

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 Definition
______________________________________________________________

TPM combines the traditionally practice of preventive

maintenance with Total Quality Control and Total Employee
Involvement, to create a culture where operators develop
ownership of their equipment, and become full partners with
Maintenance, Engineering and Management to assure equipment
operates properly everyday.

TPM is a set of activities that focuses on improving

the effectiveness of the plant, equipment and
processes through the empowerment of PEOPLE
with the aim to keep all machine in top working
conditions throughout the life cycle of the production
system 57
 Target of TPM
______________________________________________________________

ZERO BAD: Zero Breakdown, Zero Accident, Zero Defect

PRODUCTIVITY : Obtain minimum 85% Overall Equipment

Effectivity (OEE)

QUALITY : Operate in a manner, so that there is no customer

complaints.

COST : Reduce the manufacturing cost by 30 %.

DELIVERY : Achieve 100% success in delivering the goods a

required to the customer

SAFETY : Maintain an accident free environment

MORALE : It is aimed to have multi-skilled and flexible workers 58

 Principles of Total Productive Maintenance
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ZERO BAD: Zero Breakdown, Zero Accident, Zero Defect

• Increase Overall Equipment Effectiveness (OEE)

• Improve existing planned maintenance systems
• The operator is the best condition monitor
• Provide training to upgrade operations and maintenance skills
• Involve everyone and utilize cross-functional teamwork

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 PILLARS of TPM
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 PILLARS of TPM
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The Base for the TPM Activity is 5S;

Scientific way of workplace management
❖ Seiri (Sorting out the required or not required items);
❖ Seition (Systematic Arrangement of the required items);
“Place of Everything and everything in its place”
❖ Seiso (Cleaniness);
❖ Seiketsu (Standardisation);
❖ Shitsuke (Self Discipline).

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 1 S – Sorting
1.Not Needed at all
2.Needed but not now
3.Need but not here
4.Needed but not so much quantity

Criteria:
• Obsolete
• Defective
• Scrap
• Not in place
• Unnecessary
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2 S – Set in Order

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 2 S – Set in Order

Search Free
& Count Free

Visual
Management
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65
2 S – Set in Order

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3 S – Cleenliness

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4 S – Standardization

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 5 S – Self Discipline

➢Daily Monitoring
➢Improving ownership by allocating areas
➢Using red tag campaign
➢Structured communication
➢Continuous training of employees
➢Periodic audits at all levels
➢Motivation through recognition

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 PILLARS of TPM
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 1 st Pillar: Autonomous Maintenance (Jishu hozen)
______________________________________________________________

• Follow a structured approach to increase the skill levels of

personnel so that they can understand, manage and improve their
equipment and process.

• Train the operators to close the gap between them and the
maintenance staff, making it easier for both to work as one team
• The goal is to change operators from being reactive to working
in a more proactive way, to achieve optimal conditions that
eliminate minor equipment stops as well as reducing defects and
breakdowns.
• Standards are introduced for cleaning, inspection, tightening and
lubrication to ensure the conditions are sustained. 71
______________________________________________________________

Autonomous Maintenance
7 steps are implemented to progressively increase operators
knowledge, participation and responsibility for their
equipment.
❑ Perform initial cleaning and inspection
❑ Countermeasures for the causes and effects of dirt and dust
❑ Establish cleaning and lubrication standards
❑ Conduct general inspection training
❑ Carry out equipment inspection checks
❑ Workplace management and control
❑ Continuous improvement

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 Benefit of Autonomous Maintenance
______________________________________________________________

1) It improves OEE.
2) Reducing performance loss and increasing equipment
availability.
3) Improvement to employee engagement and capability levels.

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 Planned Maintenance (Keikaku Hozen)
____________________________________________________________
➢ Aimed to have trouble free machines and equipment
producing defect free product for total customer
satisfaction.
➢ It includes Preventative (Time-based maintenance) and
Predictive Maintenance (Condition Based maintenance)
system for equipment and tooling
❑ Natural life cycle of individual machine elements must be
achieved
❑ Lubrication
❑ Correct operation
❑ Retightening
❑ Correct set-up
❑ Feedback and repair of minor
❑ Cleaning defects
❑ Quality spare parts

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 Planned Maintenance
______________________________________________________________

1) Effective maintenance is the responsibility of the

maintenance department
2) Reducing the number of breakdowns
3) Extending the usefull life of machine parts
4) Managing spare parts
5) Controlling maintenance costs by doing preventive
maintenance

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 Activities of Planned Maintenance
______________________________________________________________

1) Plan day to day actions for planned maintenance

and predictive maintenance
2) Improvement to extends equipment life
3) Spare-part management
4) Failure Analysis and recurrence prevention
5) Lubrication mangement

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 Benefits of Planned Maintenance
______________________________________________________________

1) Achieve and sustain availability of machine.

2) Improve reliability and maintainability of machine
3) Planned maintenance aims to achieve zero
breakdowns

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 Focussed Improvement (Kobetsu Kaizen)
______________________________________________________________

Focussed Improvement provides a structured, team-based

approach for eliminating of specifically identified losses in
any process.

It is based on PLAN, DO, CHECK, ACT (PDCA) cycle. It

is not only for selected projects but also for normal every
day issues.

The pillar develops the capabilities of teams to be self-

sufficient in applying appropriate problem solving
approaches.

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 Focussed Improvement
______________________________________________________________

Objective: maximize efficiency by eliminating waste and manufacturing losses.

Activities:
➢ Identify the big losses.
Manufacturing losses are categorized into 13 big losses:
❑ Equipment losses (6)
❑ Manpower losses (4)
❑ Material losses (3)
➢ Calculate and set the target for OEE and unit resource consumption
➢ Analyse problems and review possible causes
➢ Perform preventive Maintenance (PM) analysis
➢ Pursue the focussed improvement to achieve ultimate performance of the
production system

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______________________________________________________________

❑ Equipment losses (6)

Equipment failure / breakdowns

Downtime
loss
Set-up / adjustments

Minor stopping / idling

Speed loss
Reduced speed

Process errors
Quality loss
Rework / scrap

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______________________________________________________________

❑ Manpower losses (4)

Manpower Management Loss

losses
Motion Loss

Distribution Loss

Measurement and Adjustment Loss

❑ Material losses (3)

Material Material yield

losses
Energy losses

Die, Tool and Jig Losses 81

Focussed Improvement

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 Benefits of focused Improvement
______________________________________________________________

1)Improving Efficiency
2)Reducing Defects
3)It also aim to achieve 30% manufacturing
cost reduction.

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 Quality Maintenance (Hinshitsu Hozen)
______________________________________________________________

It aims to assure zero defect conditions, Defect free

manufacturing, zero customer complains, Reactive to
proactive approach.

The key is to prevent defects from being produced in

the first place, rather than installing rigorous inspection
systems to detect the defect after it has been produced.

It does this by understanding and controlling the

process interactions between manpower, material,
machines and methods that could enable defects to
occur.

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 Quality Maintenance (Hinshitsu Hozen)
______________________________________________________________
Aim: Achieve zero quality defects by sustaining correct
equipment conditions
Quality rate has a direct correlation with
❑Material conditions
❑Equipment precision
❑Production methods
❑Process parameters
Responsibility:
•Quality Assurance
•Production Engineering
•Research and development
•Maintenance Department 85
 Quality Maintenance (Hinshitsu Hozen)
______________________________________________________________
Activities:
Quality Maintenance is implemented in two phases:
1. The first phase aims to eliminate quality issues by analysing the
defects, so that optimum conditions can be defined that prevent
defects occurring. Then, the current state is investigated and
improvements are implemented.
➢ Check quality standards and investigate existing quality.
➢ Check quality assurance condition and conditions prevailing in
process, raw material, equipment and methods.
➢ Identify, analyse and improve unsatisfactory conditions
➢ Establish correct 3M (Man-Machine-Method) condition and
inspection criteria

2. The second phase ensures that quality is sustained, by

standardizing the parameters and methods to achieve a zero
defect system
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 Benefit of Quality Maintenance
______________________________________________________________

❖Reduces the cost: as quality losses waste, rework,

consumer complaints and the need for inspection
are reduced.
❖Reduces defects as it become a failure of the
organization's systems, not the fault of the operator,
and poor quality is no longer accepted as a normal
occurrence. Everyone is responsible for
maintaining optimal conditions and striving for
zero defects.
❖Achieve and sustain zero customer complains.

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 Early Equipment Management (Shoki Kanri)
______________________________________________________________
Early equipment management is about what you can do before
maintenance happens (early; initial stage​ and control; management).
This pillar ensures the simultaneously developing the equipment
needed and the manufacturing process with the product design.
Focus on using previous experience to eliminate the potential losses
due to design through the planning, development and design stages.
Working with team on simultaneous activities so that quick start up
can be achieved with zero quality loss
It focuses on the design your machine to make
1) maintenance easier
2) Inexpensive maintenance
3) Infrequent maintenance
4) Have quick set-up times
5) Operate at the lowest life cycle cost
6) Safety 88
 Early Equipment Management
______________________________________________________________

Aims
➢ to implement new products and processes with vertical
ramp up and minimized lead time.
➢ Achieve stable commissioning of new products and
equipment

Responsibility
➢ Research and Development staff
➢ Production and Engineering Staff
➢ Maintenance Staff
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 Responsibility Early Equipment Management
______________________________________________________________

Maintenance Prevention
• Set development and design targets
• Set Manufacturing Standards
• Set Quality standards
• Set the standards for operations
• Set the standards for maintenance
• Set reliability standards

Other Activities
• Life Cycle costing
• Eliminate problems as design, drawing,
prototyping, fabrication, test-running, start-up
stages
• Perform design reviews 90
 Education and Training
______________________________________________________________

TPM is a continuous learning process.

➢ Find out exactly what knowledge and skills the people
working in each area need to have in order to get the job
done effectively, efficiently and independently.
➢ Assess them these requirement and give them necessary
training
➢ Set a maintenance training facility on the shop floor
and use it to develop multi-skilled operators.
➢ Train the operators so they never make operating or
repair errors.
➢ Train to address the problem by finding the root cause
and eliminate them
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 Education and Training
______________________________________________________________

➢ Aim:
• Boost the expertise of operator and maintenance
personnel
• Develop multiskilled employees
• Create the factory full of experts

➢ Responsibility:
• HR Personnel
• Maintenance Personnel
• Production Personnel

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 Activities: Education and Training
_____________________________________________________________

➢ Basic Maintenance Training

• Cleaning and Lubrication
• Maintenance of transmission components
• Leak prevention
• Maintenance of hydraulic and pneumatic equipment
• Maintenance of electrical control

➢ Training for continuous improvement

• Waste minimization
• Process improvement
• Managerial excellence
• 5S, Kaizen, QC Tools etc

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 Benefits: Education and Training
_____________________________________________________________

1. Upgrading the operating and maintenance skills.

2. Job satisfaction and improve the employees’
morale.

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 Office TPM
_____________________________________________________________

• Concentrates on all areas that provide administrative and

support function in the organization
• Under this pillar, try to raise the efficiency and effectiveness of
administrative work
• Use 5S in office to improve conditions and administrative
labour reductions.
• Identify and eliminate the losses in purchasing, distribution and
warehousing
• Analyse processes and procedures towards office automation.

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 Office TPM
_____________________________________________________________

Aims:
• Achieve zero functional losses
• Create highly effective offices
• Provide effective service and support to the production
department

Responsibility:
• Team Leader and team members in office, sales and
other indirect departments

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 Activities: Office TPM
_____________________________________________________________

Autonomous Maintenance for the offices

• Initial Cleaning
• Perform task review
• Implement solution
• Standardize
• Raise level of self management

Specific Project based improvement

• Reduce lead time for finalizing accounts
• Improve logistics
• Raise efficiency of purchasing and subcontracting
• Revamp production management system

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 Safety Health and environment
_____________________________________________________________

❖TPM has always emphasized on the importance of zero

accidents and zero pollution.
❖Drive the program for zero waste and other environmental
improvements

Aims:
• Achieve and sustain the zero accidents
• Create healthy, rewarding and pleasant workplaces

Responsibility:
• Safety, health and environment staff
• Machine operator
• Assembly/Production line leaders
• Quality Department
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 Safety Health and environment
_____________________________________________________________

➢ Make equipment Safer

➢ Make the workplace safer
➢ Improving working environment (e.g. reduce noise,
vibrations and dirt)
➢ Prevent pollution (air, water, noise)
➢ Improve employees’ health

Benefits:
1) Zero accidents
2) Zero health hazards
3) Zero fire
4) Safe working condition
5) Safe work practice

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 Conclusion
_____________________________________________________________
1. Autonomous maintenance improves the skills of operators and
empower him to take care the machine by him/herself
2. Planned maintenance stabilize the failure interval and extend the
equipment useful life
3. Focused improvement pillar identifies and eliminate the losses in
each area.
4. Quality maintenance ensures the zero defects condition for 3M
(Man-Machine-Material)
5. Early management starts right from the design of the equipment
and manufacturing process simultaneously with product design
6. Training and education assess the current skills of employees and
upgrade their skills to do the job in more effective and efficient way.
7. Office TPM support production and all other departments for TPM
implementation across the organization.
8. Safety, health and environment pillar ensures zero accident, good
health of employees and zero pollution (air, water, noise).
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