Condition Monitoring and Maintenance (MT-362)

Introduction to Process Industry

BY
ENGR.UMER FAROOQ
LAB ENGINEER GSPCT GUJRAT
L-01
What is Lean Manufacturing?

 Lean Manufacturing essentially is a method that is used in the elimination of

waste (or, Muda) along the value stream of a particular manufacturing workflow.
A peculiar feature in Lean Manufacturing is the fact that it takes into account the
overburdening on resources and also the unevenness of the workload through the
value stream.

 Lean Manufacturing aims at bringing in an even distribution of work, or

compensating the time for work, and ensuring that production doesn’t waste any
of the main business factors of: quality, time, cost, and resources.
 Lean Manufacturing focuses on the value stream and makes sure that each value
adding component or process is brought to the fore-front and those that don’t add
any sort of value to the flow of work are eliminated from the workflow; hence, the
term “Lean”.
 Lean Manufacturing aims at enhancing the overall customer experience and
focuses on reduction or complete elimination of the 7 types of wastes. These
wastes are as follows: (TIMWOOD)

 Transport
 Inventory
 Motion
 Waiting
 Overproduction
 Over-processing
 Defects
6 Lean Manufacturing Tools and Techniques

 Now, since you’re updated with the best way to enhance your manufacturing and
production process, it becomes essential for you to know the different tools and
techniques used within Lean Manufacturing and know how to use them and where. So,
let’s dive into the 6 most-used and basic, yet effective, tools and techniques you need to
know.
 5S
 Cellular Manufacturing
 Continuous Improvement
 Jidoka
 Total Productive Maintenance
 Total Quality Management
5S
 Within the paradigm of Lean Manufacturing, 5S is a simple, yet powerful,
Japanese tool that is used for the purpose of organizing a workplace in a very
systematic, clean, and safe manner. This organizing enhances your productivity,
work standardization efforts, and helps in visual management.
 5S ensures that a manufacturing or production unit experiences standardization
throughout its workflow, at all levels of the process. With standard operational
practices in tow, it becomes easier for work to proceed in an efficient, safe, and
repeatable manner. This way iterations can take place at higher speed, thus,
promoting higher levels of production.
 For an organization implementing 5S, this tool becomes the foundation stone for
all the other Lean Manufacturing tools to be used and organized effectively. The
5S tool works methodically in 5 phases. These 5 phases are termed in Japanese
and are transliterated in English to form 5 “S” terms. They are as follows:
 Sort, is the first step of the 5S and involves sorting of the all the mess and
clutter within the workplace while keeping only the important and
extremely useful items within the work area.

 Set in order, is the next step that dictates the process of arranging the
decluttered items in an efficient manner so as to be used using the
principles of ergonomics. This step ensures that every single item has its
place and those items go back to their place.

 Shine, is the step that involves a thorough cleaning of the work area, the
tools to be used, all the systems, machines and equipment to be used in
the manufacturing unit of the company. This will ensure that all the
apparatus used during production and assembly are as good as new to
eliminate any non-conformity that may arise due to technical difficulties.
 Standardize, ensures that whatever work was conducted in the first 3 steps are
now standardized accordingly. This builds in the common standards and how we
need to work among the team. Standardization is a key component within Lean
Manufacturing, thus, this becomes a crucial phase.

 Sustain, is the final stage that ensures that the company keeps up to the standards
adhered and conformed to. This stage involves housekeeping and auditing of the
processes and tools and equipment. It is during this stage that the work routine
becomes a culture.
Cellular Manufacturing

 The concept of cellular manufacturing increases the different mix of

products onto a single manufacturing unit, while dealing with minimum
waste. Going to the basics of this technique, we need to understand what
a cell is. A cell can consists of work areas / work stations and equipment
arranged in a suitable manner so as to facilitate smooth operation of the
workflow. This would mean the smooth processing of the materials and
elements through a process. This cell even boasts of trained operators
who are qualified to work within it.
Continuous Improvement

 Continuous Improvement, often known as Rapid Improvement, helps

streamline all the workflows that are deployed within the production
environment. This promotes efficient workflows, and efficient workflows
help in saving time, cost, and resources. Thus, this fulfills the main
concept behind Lean Manufacturing.

 Each task is undertaken with a view to continuously improve with time and
each resource working towards improvement of services, products, or
processes are properly trained and fine-tuned for use.
 Continuous Improvement follows the proceeding quality cycle, called the Deming
Cycle, or PDCA cycle, which comprises of 4 phases that the product or process
needs to go through. They are as follows:

 Plan – In this phase an opportunity for change is identified and the planning is
carried out to bring about this change within the system.

 Do – Once the planning is completed and verified, the plan is then executed for
the change to be implemented within the system.
 Check – In this stage, data is collected and viewed to check the success of the
change, which was implemented. The results are analyzed with a view to
determine whether the change brought about was successful.

 Act – Once the change is determined to be successful, the plan is implemented on

a much wider scale and continuous assessment takes place. Again, the check stage
is followed after large-scale implementation
Jidoka(automation with human intervention)

 This would mean that each time a breakage was detected, the production process
would temporarily halt, till it’s fixed. This way no defective product was even
produced, ensuring 100% quality to customers.

 Also, it took only a single operator to handle this entire operation which was
essentially cost-effective—improvement in productivity of the process. In short
the process put into effective all the principles and philosophies of Lean
Manufacturing and the process looks something like this
 System detects abnormality and communicates this to the main system

 ↳ Detection of deviation from the normal workflow

 ↳ Production halts

 ↳ Operator/supervisor/manager checks for the issue and resolves the

problem

 ↳ All changes made are incorporated to reflect in the standard workflow

 This way you can feed in all the defects and abnormalities and when a
workflow deviates from this standardized flow, the system can immediately let
you know into order to rectify and feed the next anomaly in.
Total Productive Maintenance

 Machine downtime is a serious concern on a production line and can cause

detrimental issues if the problem isn’t resolved on time. Reliability on the
machines and equipment on the manufacturing line is one concern that is
addressed within Lean Manufacturing, with the help of the tool, Total Productive
Maintenance. Setting up a Total Productive Maintenance program becomes a
necessity in a Lean Manufacturing environment.

 The Total Productive Maintenance program is essentially made up of 3

components, which boost the working of the production/manufacturing line. They
are as follows:
Preventive Maintenance 

 These are regularly planned and executed maintenance activities and not mere
random checks conducted by the workers. Here, the crew is expected to perform
periodic and complete equipment maintenance for all the machines to check for
any anomalies in the functioning. This will ensure that sudden breakdowns do not
occur and the throughput for each equipment is increased.
Corrective Maintenance 

 This kind of maintenance revolves around making the decision of whether there is
a need for fixing or purchasing new equipment altogether. It makes sense for
some machines that are experiencing frequent breakdowns to be examined and
completely replaced for further loss of money and resource or even quality.
Maintenance Prevention

 This component ensures that the machines purchased are the right ones. A
machine that is hard to maintain will only cause more trouble and loss of
investment for the organization. Workers will find it difficult to continuously
maintain it, resulting in serious loss.
The role of TPM in lean production

 In the competitive edge todays, the element of quality, cost and delivery is becoming a
vital business strategy leading to success and growth in most organizations.
 Lean production leads to many operational benefits to support the quality, cost and
delivery element in organization by focusing on wastes elimination such as
 Waste of rework
 Waste of overproduction
 Waste of wait time
 Waste in delivery (production
lead time),
 Waste in processing
 Waste of inventory
 waste of motion
Total Quality Management

 An important Lean Manufacturing technique, Total Quality Management is

a continuous quality program aimed at bringing about teamwork among
departments, to come together and ensure a self-reliant workflow,
outputting optimum quality of products. TQM deals with participative
management and focuses on the customer needs and demands,
accordingly aligning the process of production and timelines.

Total Quality Management looks at the following key components as
part of its technique definition.

 Employee involvement and training

 Problem-solving teams

 Statistical methods

 Focus on long-term goals

 Quality being defined by the needs of the customers

 Direct involvement of the top management being essential to bring about change
and increase in steps taken towards quality

 Quality increment being a continuous effort and one that needs to be continued as
a long-term plan

 Improvement in work process and the maintenance of the production line

 Systematic analysis after requirement gathering is essential

 Requirement gathering should take place with each department involved and all
the employees within those department
 The wastes generated in production have a strong relationship with the availability
of production equipment. The malfunction and breakdown of equipment would
results in poor quality products and as a consequence delay deliveries.

 Thus, a systematic and strategic maintenance management, such as TPM, in

maintaining the production equipment is really significance to support the
successful of lean production. Conversely, a review on the available literatures
observed that the role of TPM in lean production is quite hindered and unexposed.
A typical example of applying TPM methodology to support the lean production
is on poorly maintained machines or equipment. Through a strategic maintenance
management, the defects and
variations could be eliminated at their source.
 Many companies pursue either TPM or lean production to improve their
business strategy. However, it is observed that most of the implementation
of these initiatives been done separately .The separate implementation will
require large scale of resources as well the associated problems of
running contending project in the company.
 The integration of TPM with lean production will form a comprehensive
and consistent set of manufacturing practices directed towards improved
performance. Without having a TPM as complementary, the lean
production initiative cannot be accomplished.
 Managing the plant will also be more effective if those initiatives been
integrated into one set of manufacturing practice.