Summer Training Project Report On

JH Implementation

A Dissertains Submitted In Partial Fulfilments of

Requirements For The Diploma Engineering

Board Of Technical Education ,Rajasthan

Guided By: Submitted By:

Ramesh Kumar Naveen Jangid

Submitted to: Head of Mechanical Department

 Study of JH Implementation
JH( Jishu Hozen) Definition & Meaning
Jishu Hozen is a Japanese word that means Autonomous Maintenance. Jishu
loosely translated, means independence, autonomy. Hozen when translated
to English means preservation, integrity or conservation.

Jishu Hozen is one of the eight pillars of Total Productive Maintenance, the
other seven being:

Focussed Improvement

Planned Maintenance

Training & Education

Early Management

Quality Maintenance

Safety, Health & Environment

TPM in the Office

Autonomous maintenance aims at reducing such complacency by empowering

the employees to take responsibility of certain basic aspects of machine
maintenance such as cleaning, lubrication and inspection.
These basic maintenance steps goes a long way in enhancing machine life and
capacity, leaving the more thorough maintenance to technical staff.The
following are the main objectives of an autonomous maintenance program:

Check the deterioration of machines

Keep machines/ equipment working at their optimal performance

Return equipment to their original condition

Prevent machines from failing

Increase the skill levels of the operators

Prevent quality defects

Improve profitability

 What is Maintenance?
Why is Possible Utilization Rate Necessary?

One way to look at Lean (JIT) production is to compare it to the bodys circulatory
system, in which blood flows to the various organs just-in-time to be used. Just as
the factory (hospital) handles large and small parts for its products , so too does
the body have its large arteries and aismall veins and capillaries.
To prevent such problems, Lean (JIT) production vitally depends on maintaining a
condition of zero breakdowns. This makes proper maintenance an essential part of
(JIT) production. That is why it is more important to maximize the equipments
possible utilization rate (the availability of functioning equipment) than to raise
its capacity utilization rate. People need to know the equipment will be in working
order whenever they need it.
The key to achieving zero breakdowns is not maintenance in terms of repairing
broken down equipment, but rather preventative maintenance that treats the
causes of breakdowns before the breakdowns actually happen.

Types of Maintenance
Preventative Maintenance:routine maintenance to maintain the basic equipment
conditions, replace deteriorating parts, and maintain equipment in on-spec
condition. It is carried out at predetermined periods, to ensure equipment
reliability.

Predictive Maintenance(condition-based): corrects equipment deterioration by

condition monitoring and machine diagnosis and helps detect impending
problems before they occur.
Breakdown Maintenance(reactive): corrects equipment deterioration afterthe
occurrence of a breakdown.

Autonomous Maintenance:Process by which equipment operators accept and

share responsibility (with Maintenance) for the performance and health of
equipment

Maintanance and Safety Stages

1.Machine Breakdown frequently.accidents are common.
2. Fixing machine breakdowns is always left to maintenance staff. Accidents occur
occasionally
3.Through maintenance and repairs are done after breakdowns occur. Major
accidents rarely occur.
4. Thorough preventative maintenance is practiced. Major or minor accidents
rarely occur.
5. Hospital-wide maintenance activities are practiced. No machine breakdowns or
accidents occur.
 An Introduction to Total Productive Maintenance (TPM)

What is Total Productive Maintenance ( TPM ) ?

It can be considered as the medical science of machines. Total Productive
Maintenance (TPM) is a maintenance program which involves a newly defined
concept for maintaining plants and equipment. The goal of the TPM program is
to markedly increase production while, at the same time, increasing employee
morale and job satisfaction.

TPM brings maintenance into focus as a necessary and vitally important part of
the business. It is no longer regarded as a non-profit activity. Down time for
maintenance is scheduled as a part of the manufacturing day and, in some
cases, as an integral part of the manufacturing process. The goal is to hold
emergency and unscheduled maintenance to a minimum.

Introduction
The concept of Total Productive Maintenance (TPM) has been introduced and
developed by Japanese in 1971. This came in response to the maintenance and
support problems in commercial factory. It is team-based preventive and
productive maintenance and involves every level, from top executive to the
floor operator. TPM has been proven to be successful for helping to increase the
productivity and overall equipment effectiveness. TPM can be defined as a
program for fundamental improvement of the maintenance functions in an
organization, which involves its entire human resources. TPM philosophy
requires the development of a preventative maintenance program for the life-
cycle of the equipment and the involvement of operators in maintaining the
equipment in order to maximize its overall efficiency and effectiveness. TPM is
all about Total Plant Maintenance. The underlying concept is, if you properly
maintain plant machinery there will see a sharp decline in machine
breakdowns, safety and quality problems. There is emerging need for TPM
implementation in the Indian Industry and need to develop TPM
implementation practice and procedures. Under TPM, machine operators carry
out routine maintenance such as checking water, oil, coolant, and air levels.
This mayinvolve some training of machine operators. Through operator
training to do simple maintenance on machines will promote ownership and
more attention to detail. The actual maintenance teams should as a result of
spending less time doing routine maintenance is in a position to concentrate on
more urgent machine breakdowns.

Steps of TPM implementation

STAGE 1 - PREPARATORY STAGE

STEP 1 - Announcement by Management to all about TPM introduction in the
organization.
STEP 2 - Initial education and propaganda for TPM.
STEP 3 - Setting up TPM and departmental committees.
STEP 4 - Establishing the TPM working system and target
STEP 5 - A master plan for institutionalizing

STAGE 2 - INTRODUCTION STAGE

This is a ceremony and we should invite all. Suppliers as they should know that
we want quality supply from them. Related companies and affiliated companies
who can be our customers, sisters concerns etc. Some may learn from us and
some can help us and customers will get the communication from us that we
care for quality output.

STAGE 3 IMPLEMENTATION
In this stage eight activities are carried which are called eight pillars in the
development of TPM activity. Of these four activities are for establishing the
system for production efficiency, one for initial control system of new products
and equipment, one for improving the efficiency of administration and are for
control of safety, sanitation as working environment.

STAGE 4 - INSTITUTIONALISING STAGE

By all their activities one would has reached maturity stage. Now is the time for
applying for PM award. Also think of challenging level to which you can take
this movement.

PILLARS OF TPM
1. PILLAR 1- 5S
TPM starts with 5S. Problems cannot be clearly seen when the work place is
unorganized. Cleaning and organizing the workplace helps the team to uncover
problems. Making problems visible is the first step of improvement

Japanese Term English Translation Equivalent 'S' term

Seiri Organization Sort out
Seiton Tidiness Organise
Seiso Cleaning Sweep
Seiketsu Standardization Standardize
Shitsuke Discipline Self Discipline

SEIRI - Sort out :

This means sorting and organizing the items as critical, important, frequently
used items, useless, or items that are not need as of now. Unwanted items can
be salvaged. Critical items should be kept for use nearby and items that are not
be used in near future, should be stored in some place. For this step, the worth
of the item should be decided based on utility and not cost. As a result of this
step, the search time is reduced.

SEITON - Organise :
The concept here is that "Each items has a place, and only one place". The items
should be placed back after usage at the same place. To identify items easily,
name plates and colored tags has to be used. Vertical racks can be used for this
purpose, and heavy items occupy the bottom position in the racks.

SEISO - Sweep :
This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc.
No loosely hanging wires or oil leakage from machines.

SEIKETSU - Standardization :
Employees has to discuss together and decide on standards for keeping the
work place / Machines / pathways neat and clean. This standards are
implemented for whole organization and are tested / Inspected randomly.

SHITSUKE - Self discipline :

Considering 5S as a way of life and bring about self-discipline among the
employees of the organization. This includes wearing badges, following work
procedures, punctuality, dedication to the organization etc.
3. PILLAR 3 - KAIZEN
"Kai" means change, and "Zen" means good (for the better). Basically kaizen is
for small improvements, but carried out on a continual basis and involve all
people in the organization. The principle behind is that "a very large number of
small improvements are more effective in an organizational environment than a
few improvements of large value. This pillar is aimed at reducing losses in the
workplace that affect our efficiencies. By using a detailed and thorough
procedure we eliminate losses in a systematic method using various Kaizen
tools. Its target is to achieve and sustain zero loses with respect to minor stops,
measurement and adjustments, defects and unavoidable downtimes. It also
aims to achieve 30% manufacturing cost reduction.

4. PILLAR 4 - Planned Maintenance

It is aimed to have trouble free machines and equipments producing defect free
products for total customer satisfaction. This breaks maintenance down into 4
"families" or groups which were defined earlier.
1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
With Planned Maintenance we evolve our efforts from a reactive to a proactive
method and use trained maintenance staff to help train the operators to better
maintain their equipment.

5. PILLAR 5 - Quality Maintenance

It is aimed towards customer delight through highest quality through defect
free manufacturing. Focus is on eliminating non-conformances in a systematic
manner, much like Focused Improvement. We gain understanding of what
parts of the equipment affect product quality and begin to eliminate current
quality concerns, and then move to potential quality concerns. Transition is
from reactive to proactive (Quality Control to Quality Assurance).

6. PILLAR 6 - Training
It is aimed to have multi-skilled revitalized employees whose morale is high and
who has eager to come to work and perform all required functions effectively
and independently. Education is given to operators to upgrade their skill. It is
not sufficient know only "Know-How" by they should also learn "Know-why". By
experience they gain, "Know How" to overcome a problem what to be done.
This they do without knowing the root cause of the problem and why they are
doing so. Hence it become necessary to train them on knowing "Know-why".
The employees should be trained to achieve the four phases of skill. The goal is
to create a factory full of experts. The different phases of skills are
Phase 1: Do not know.
Phase 2: Know the theory but cannot do.
Phase 3: Can do but cannot teach
Phase 4: Can do and also teach.

7. PILLAR 7- Office TPM

Figure1: - Office TPM Structure

Office TPM should be started after activating four other pillars of TPM (JH, KK,
QM, and PM). Office TPM must be followed to improve productivity, efficiency
in the administrative functions and identify and eliminate losses.
This includes analyzing processes and procedures towards increased office
automation. Office TPM addresses twelve major losses.

8. PILLAR 8 - Safety, Health and Environment Target

1. Zero accident,
2. Zero health damage
3. Zero fires.
In this area focus is on to create a safe workplace and a surrounding area that is
not damaged by our process or procedures. This pillar will play an active role in
each of the other pillars on a regular basis.

A committee is constituted for this pillar which comprises representative of

officers as well as workers. The committee is headed by senior vice President
(Technical). Utmost importance to Safety is given in the plant. Manager (Safety)
is looking after functions related to safety. To create awareness among
employees various competitions like safety slogans, Quiz, Drama, Posters, etc.
related to safety can be organized at regular intervals.

REAL LIFE IMPLEMENTATION OF TPM

The actual implementation of TPM in spinning industry is discussed in this
topic. Where the various difficulties are solved by using different techniques
like see through, one point lessons, CLITA, KK, PM, Poke yoke etc. In this paper
only first thee pillar i.e. JISHU HOZEN (Autonomous maintenance), KAIZEN,
and Planned Maintenance are highlighted for the implementation practice. A
Carding Machine Study is considered for the describing all the aspect and
changes are observed after implementation.

IMPACT FACTOR FOR IMPLEMENTATION OF TPM

1. Leadership qualities, management improvement participation.
2. Organizational infrastructure.
3. Culture of collaboration and co-operation.
4. Linking TPM to business strategy & Linking TPM to Quality.
5. Project prioritization and selection Employee Training& Understanding of
TPM methodology.
6. Linking TPM to Customers & employees & to create empowerment and
authority at all levels.

DIRECT BENEFITS OF TPM

1. Overall Equipment Efficiency is improved.
2. Customer complaints reduced.
3. Reduction in the manufacturing cost by 30%.
4. Satisfying the customers needs by 100 % & reduced accidents.

INDIRECT BENEFITS OF TPM

1. Employees confidence level increases.
2. A clean, neat and attractive work place.
3. Favorable change in the attitude of the operators.

Why TPM ?
TPM was introduced to achieve the following objectives. The important ones
are listed below.
1. Avoid wastage in a quickly changing economic environment.
2. Producing goods without reducing product quality.
3. Reduce cost.
4. Produce a low batch quantity at the earliest possible time.
5. Goods send to the customers must be non defective

Similarities and differences between TQM and TPM :

The TPM program closely resembles the popular Total Quality Management
(TQM) program. Many of the tools such as employee empowerment,
benchmarking, documentation, etc. used in TQM are used to implement and
optimize TPM.Following are the similarities between the two.
1. Total commitment to the program by upper level management is
required in both programmes
2. Employees must be empowered to initiate corrective action, and
3. A long range outlook must be accepted as TPM may take a year or more
to implement and is an on-going process. Changes in employee mind-set
toward their job responsibilities must take place as well.

What is TPM Five Main Points

1.An innovative approach to maintenance that optimizes equipment
effectiveness through continuous improvement of product.
2.Establishes a world class reliability based maintenance system utilizing
proactive, predictive, and preventative maintenance practices focusing on the
entire equipment life cycle.
3.Requires buy in at every level of the organization. Executive to middle
management to frontline teams working together
4.Coordinates all departments and requires the participation of vendors,
(engineers) operators, and maintenance personnel
5.Promotes and implements team-based activities aimed at the organization-
wide goal of zero defects and zero breakdowns.

TPM Principles
1.Operators perform maintenance functions for which they have been trained,
that do not require skilled maintenance persons.
2.Skilled maintenance persons train equipment operators in equipment
maintenance functions.
3.Maintenance personnel move from the fire-fighting mode to the prevention
mode.

TPM Benefits
1. Sharpens the employees equipment related knowledge and skills.
2. Improves internal communications.
3. Provides a basis for training and team unity
4. Establishes an equipment base line.
5. Allows easy audit and diagnosis.
6. Controls process and equipment variability.

The Role of Maintenance in TPM

1. Provide technical support and training for autonomous maintenance done
by operators
2. Restore equipment to like new condition
3. Identify design weaknesses and improve equipment to error-free function
4. Improve the technical skills of all maintenance team members through
training, teamwork, and work assignments
5. Implement a reliability based maintenance system established upon data
from equipment manufacturers and equipment operators
6. Through the use of data analysis, predictive maintenance, and diagnostic
non-intrusive tests, perform appropriate maintenance to avoid equipment
failure
7. Maintain a work order system and equipment data base to monitor and
support continuous equipment improvement
8. Ensure that maintenance is treating root cause and not the symptom
9. Understand the product and service process and be able to operate the
equipment to successfully achieve the above goals
 What is Jishu Hozen (Autonomous Maintenance) ?

An operator Skill development Programme

An approach to allow problems to be identified and solved quickly

An approach to stop accelerated deterioration of plant and equipment

An approach to stop deterioration related failures

An approach to stabilise equipment conditions (standards)

An approach to develop training materials on how to run, operate &

maintain equipment

Autonomous according to the dictionary means independent, self-

sufficient or self-governing AM is the foundation stone of TPM

Activities by Operators to create & maintain base conditions for optimal

operation.

Without operators who can look after their own machines, losses and break-
downs cannot be reduced.

It is a way to secure improvements.

I am in charge of my machine

Objective of Autonomous Maintanance

Problems that stop or slow the machine can be eliminated by changing the
attitude of the people Managers, Operators & Technicians In other words

Zero Defect & Zero Breakdowns can be attained

When:

equipment works better, people work better

people work better, factory works better

factory works better, people are happier

The main objective of Jishu Hozen is to empower the employee to make a daily
conscious effort to maintain the performance of equipment and processes.
In a normal operational setup, employees are usually classified into various
categories including operators and technical staff.
When such a categorization is made, employees will tend to stick to their
assigned roles and will not do anything beyond the scope of their job
description.
For example, if the machine an operator is working on stops functioning, he will
simply call the maintenance staff to fix it without even bothering to find out
what went wrong. This is despite the operator is constantly using the machine
and probably knows more about it than even the technical staff.
Autonomous maintenance aims at reducing such complacency by empowering
the employees to take responsibility of certain basic aspects of machine
maintenance such as cleaning, lubrication and inspection.
These basic maintenance steps goes a long way in enhancing machine life and
capacity, leaving the more thorough maintenance to technical staff.
The following are the main objectives of an autonomous maintenance program:

Check the deterioration of machines

Keep machines/ equipment working at their optimal performance

Return equipment to their original condition

Prevent machines from failing

Increase the skill levels of the operators

Prevent quality defects

Improve profitability

How does Jishu Hozen prevent machine deterioration?

When a machine or any other equipment is manufactured, there is a
predetermined life-span beyond which it starts performing below expectations.
The reduction in performance over time occurs due various factors including
misuse. The major categories of machine deterioration are:
Natural deterioration - this is the expected life-span of the machine that the
manufacturers have designed into it based on tests carried out in their
research laboratories
Forced deterioration is the reduction in the functionality of machines due to
improper usage by operators
As these conditions continue to manifest themselves, a decision has to be
reached on whether to decommission the machines and replace them with
newer ones. The capital costs of replacing non-performing machines are usually
high and these replacements usually take a long time to materialise.
It becomes necessary therefore to develop a system of maintenance that keeps
machines in good working condition for a long time. The total productive
maintenance program aims at keeping machines well maintained, with a higher
availability for production and less downtime.

This unnatural deterioration is called forced or accelerated deterioration and

can be caused by a variety of factors such as wrong usage, lack of maintenance
and environmental conditions.
To mitigate against such deterioration, the autonomous maintenance program
must address the causes by establishing the basic condition of the machine
through activities such as cleaning, lubricating, tightening and oiling.

Autonomous maintenance addresses natural deterioration by trying as much as

much as possible to extend the life of the machine beyond its nameplate
lifespan.

Corrective maintenance of the machines by increasing the operational

conditions, safety, maintainability, reliability and quality of repair ultimately
increases the lifespan of the machine.

Importance Preventive maintenance in Jishu Hozen

Preventive maintenance of machines can be likened to a person taking
precautions so as not to fall ill.

It is a daily program of carrying-out maintenance, inspecting for abnormalities

and addressing them at the earliest stage possible before they become bigger
than they already are.

Daily maintenance prevents deterioration through activities such as lubrication,

cleaning and adjusting loose nuts and bolts.

The machine has also to be measured regularly to determine the degree of

deterioration through inspection checklists.

Any signs of increased deterioration are then systematically addressed so as to

prevent them from becoming bigger than they already are which will be costly
to repair.
When such problems are left to get out of hand, there is also the likelihood that
the machine might have to be scrapped and replaced with a new one.

Preventive maintenance is therefore a very important part of the autonomous

maintenance program because it has positive implications on quality, cost and
delivery to the customer if done in the proper manner.

Significance of Jishu-Hozen
Jishu-Hozen means activities of the operator that uses maintenance to
personally conduct maintenance activities, including cleaning,
oiling,retightening, and inspection, thereby raising production efficiency to its
limit. Such activities will prevent forced deterioration of equipment.

Thus,Jishu-Hozen represents activities to thoroughly eliminate failures, minor

stoppages, defects, and other losses to restore equipment to their desirable
forms, maintain them, and improve them, and at the same time to develop
personnel that are skillful at equipment operations and improvement.

Jishu-Hozen is the operators work itself. it is carried out under the step
method through small group activities closely unified with the managerial
structure. it represents a major characteristic of TPM PM is designed to pursue
production system efficiency to its limit through corporate structural
improvement based on the constitutional

improvement of personnel and facilities," and "Jishu-Hozen itself signifies the

onstitutionalimprovement of personnel and facilities. This entails the changing
of workers ways of thinking and behaviors,

To attain this, first replace the concept of the division of labor between
operation and maintenance, represented by the view that l am an operator, and
you,maintenanceman, fix "it" with the thinking of protecting ones equipment
by oneself.

To translate this thought into action, the development of personnel that are
skillful at equipment operations and improvement is pushed for, to foster
personnel who are versed in the structure and function of facilities; who have
acquired maintenance skill to apply improvement.

For the structural reform of personnel, it is highly effective to bring about the
structural improvement of equipment currently being used. in Jishu-Hozen, as
the first step to protect ones equipment by oneself," work should be started
with improvement of basic conditions of the equipment being used (cleaning,
oili
 The Seven Steps of Autonomous Maintenance

Step Process Name Activities

1 Clean and Inspect
2 Eliminate problem sources Correct sources of dirt and grime; prevent
and inaccessible areas
3 Draw up cleaning
lubrication standards
Eliminate all dirt and grime on the machine,
lubricate, tighten bolts, and find and correct
problems
spattering and improve accessibility for cleaning
and lubrication. Shorten the time it takes to clean
and lubricate.
and Write standards that will ensure that cleaning,
lubricating, and tightening can be done efficiently.
(Make a schedule for periodic tasks)

4 Conduct General Inspections Conduct skills training with inspection manuals

and use general inspections to find and correct
slight abnormalities in the equipment.

5 Conduct autonomous Prepare standard checksheets for autonomous

inspections inspections. Carry out the inspections.

6 Standardize through visual Standardize and visually manage all work

workplace management processes. Examples of standards needed:

cleaning, lubrication, and inspection standards

work area material flow standards

data recording method standards

tools & supplies management standards

7 Implement autonomous Develop company policies and objectives; make

equipment management improvement activities part of everyday practice;
keep reliable MTFB (mean time between failures)
data, analyze it, and use it to improve equipment.
 Method for the development of Jishu-Hozen
1st step: lnitialcleaning (cleaning/inspection)

While thoroughly eliminating dust, dirt, etc, from inside the cover and cleaning every
corner of the equipment, detect and correct equipment nonconformity/latent defects
for restoration, oil, and retighten, through cleaning, and thereby prevent forced
deterioration.

2nd step: Countermeasures for contamination sources and hard-to-access areas

Detect sources of dust and stains, prevent scattering of dust, and improve hard-to-
access areas for cleaning, oiling, retightening, or inspection, and shorten time for these
activities.

3rd step: Preparation of the tentative standards for Jishu-Hozen"

Prepare action standards to be observed by oneself, so that cleaning,oiling,

retightening, and inspection can be surely performed in a short period of time.

4th step: general inspection

To improve equipment efficiency to the limit, understand the structure, functions, and
principles, and how the equipment should be; inspect the main mechanism and parts
that constitute the equipment with the eyes of an operator skillful at equipment
operations and improvement" without exception; detect latent defects; and restore or
improve the equipment to desired conditions.

5th step: Autonomous inspection

Review the tentative autonomous standards and general inspection standards, prepare
Jishu-Hozen standards that provide for the efficient of inspection and prevention of
inspection errors, and maintain the equipment in its desirable conditions.

6th step: Standardization

The items to be controlled at work sites include

raw materials/products, dies/jigs/tools,
measuring instruments,cleaning/inspection
outfit, and transport equipment, in addition to
facilities. They also include written work
standards and records. Review and standardize
them, and strive for zero losses.

7th step: Through implementation of self-

management With self-confidence, based on
past results obtained by changing
JH StepInitial-phase cleaning
The 1st-step activity of Jishu-Hozen". It aims to
totally eliminate accumulated dust and stains by
thoroughly cleaning all parts of equipment; to find
latent detects of the equipment, such as
contamination sources,hard-to-clean areas, and
nonconformities that may cause failures/detects or
accidents through cleaning activities; and to take
corrective steps about the problems which they
think they can fix. Discovered nonconformities and
their contamination sources are highlighted by
attaching efu' (tags) to them. Cleaned portions
naturally get dirty again as a result of production
activities, and it is also an important activity to
measure the
time until
they become
dirty and
how dirty
they are, and
to study
steps to
prevent the
occurrence at
stains.
2 :Efu / Tag
A tag, equivalent in size to the one affixed to
baggage, is attached to nonconformity detected for
marking. These tags are classified into white efu
and red efu. White efu is attached to the location at
nonconformity that can be rectied by operators in
Jishu-Hozen, while red efu is attached when
maintenance workers must be called in for fixing.
On the front at efu,
the date of nonconformity detection, the finder,
and the content of nonconformity should be
entered, with an illustration of the nonconformity
added.
On the back of the tag, the content of the required
improvement should be entered.
After an improvement step is completed, the tag
should be withdrawn, and the results of the step
should be additionally recorded.
Unremoved efu indicates that
no corrective measures have
been taken as yet, so the tags
serve the purposes of
reminding people of the
nonconformity and checking
the remaining number of
nonconformities to be
addressed.
JH Step2Countermeasures for the source of
problems

Activities in the 2nd step of Jishu-Hozen". They

consist at work to improve sources of dust and stain
detected in the 1st step; to prevent dust, stain and
dispersion and clean the places; and to improve
locations where oiling is difficult, so as to reduce
time for cleaning or oiling and enhance equipment
maintainability Where cleaning is difficult,
improvement may be made at cleaning tools and/or
methods at cleaning.
Also,lonecan measure the cleaning time required to
realize the state of cleanliness where a malfunction
can be detected while operating the equipment, so
as to reduce such a cleaning time.
The target maintenance cleaning time" should be
five minutes per day, per operator and two hours
per month, per operator; one should repeat
improvements
until these targets
are attained,This
is a step where
brain rather than
money should
play a role.
 JH StepEstablishment of tentative standards
forJishu-Hozen
Establishment of tentative standards for Jishu-I-lozen
The 3rd-step activities of Jishu-Hozen". Members
should work out provisional cleaning standards to
maintain the 1st-step level for approved cleaning and
the 2nd-step level for machine conditions that have
dealt with contamination sources/hard-to-access areas;
to clean and inspect daily or regularly; to repeat
improvement; and to ensure prevention at equipment
degradation. it is also necessary to review oil supply and
lubrication conditions, to detect and rectify
nonconformities and hard-to-oil and-inspect spots, and
to prepare
provisional oiling
standards,
thereby seeking
the improvement
of equipment
reliability and
maintainability
andcompleting
standards that
can be easily
kept.
JH Step 4General [overall] inspection

Activities to be implemented as the 4th step in Jishu-

Hozen", designed to foster operators really skillful in
equipment operations improvement."
Operators should study and understand the structure,
functions, and principles of equipment, as well as its
desirable conditions; inspect principal
mechanisms/parts that compose the equipment,
thoroughly and without omission, from the eyes of
skillful operators; reveal potential defects; and restore
original conditions.
The operators should be trained regarding such items as
machine elements, lubrication, pneumatic pressure,
hydraulic pressure, electricity, driving mechanism,
equipment safety, and
processing conditions; they
should conduct inspection
regarding these items, and learn
skills to find nonconformity.
Also, while inspection standards
are prepared to ensure
conformance, equipment should
be improved for easier
inspection, and ideas for visual
control should be embodied.
JH Step5Autonomous inspection

Activities to be conducted as the 5th step for Jishu-

Hozen. Based on the experience in the 1st to 4th steps,
circle members should review the present written
standards on cleaning, oiling, and general inspection
from the viewpoints of:
[1] zero failures/detects,
[2] inspection efficiency improvement,
[3] inspection work load balance, and
[4] visual control.
Operators should also clarity the work-task sharing with
the maintenance department for each equipment,
upgrade the standards with inspection efficiency
improvement and error-free inspection to be completed
as autonomous inspection standards.
Also, they should further study equipment operation and
relations between
quality and
equipment, thereby
developing
capability oiright
operation and early
detection of
abnormalities.
JH StepStandardization (Jishu-
Hozen)
The 6th step of Jishu-Hozen. While steps to 5
involve activities that focus on improvement
and inspection of basic equipment conditions,
the6th step aims at ensuring that these steps
are taken as a matter of course for control
purposes, that the role of operators will be
extended over and beyond equipment
operation to include that of reducing losses
aggressively and that "jishu-Hozen" will take
place to the fullest extent.
Specifically, this step involves overall review
and systematization at various maintenance
and control device
such as physical
distribution standards,
data records,
standards
die/jigs/fixtures,
standards and the like.
JH Step 7 : Thorough implementation of
autonomous
Activities at the final seven-step stage at Jishu-
Hozen". Here, all the activities performed this
far are boiled down, and improvement is
repeated through small group autonomous
management activities.
Although the word "autonomous" is used, the
small-group activities are basically tied to the
company policy and targets, so that whatever
these small groups may establish as circle
targets, whatever they may take up as
improvement themes, and whatever
autonomous activities they may continue to
attain more efficient
production in other
words, all such activities
operational for upkeep
and/or improvement
should become part of
the company operations.
 Operators Should Be Able To
Understand how the equipment works & identify the causes of abnormality
Identify & correct equipment abnormalities

Understand the relationship between equipment condition & quality of the

product; i.e. foresee quality issues & recognize the cause.
Carry our repairs

Take charge of making improvements; on their own & through working with
other departments

Autonomous Maintenance Workshops8 Steps of

Implementation
Step 1: Establish workshop baseline
Step 2: Energy Awareness
Step 3: Cleaning is Inspecting

Step 4: Eliminating Contamination

Step 5: Visual Management
Step 6: Equipment / Tool Maintenance

Step 7: Equipment Lubrication

Step 8: Consumables

The Spirit of Autonomous Maintenance

Discard old attitudes

Think of ways to make new ideas work dont say we cant, before you even
try, dont accept excuses

Dont substitute money for brains

Correct problems immediately

Ask why five times to get to the root cause

Improvement is made at the workplace, not in the office

Ideas from many people are better especially if the people are closer to the
problem
 Autonomous Maintenance Workshops8 Steps of
Implementation
Step 1: Establish workshop baseline
Step 2: Energy Awareness
Step 3: Cleaning is Inspecting
Step 4: Eliminating Contamination

Step 5: Visual Management

Step 6: Equipment / Tool Maintenance
Step 7: Equipment Lubrication
Step 8: Consumables

The Spirit of Autonomous Maintenance

Discard old attitudes
Think of ways to make new ideas work dont say we cant, before you even
try, dont accept excuses
Dont substitute money for brains
Correct problems immediately
Ask why five times to get to the root cause
Improvement is made at the workplace, not in the office

Ideas from many people are better especially if the people are closer to the
problem
There are no limits to improvement