Lean Manufacturing and Reliability Concepts Report

From the Reliability Professionals
at Allied Reliability

Lean Manufacturing
& Reliability Concepts

Inside:
Key Principles of
Lean Manufacturing

3 Types of Inspections for
Mistake-Proofing

A Must-Read Guide for
Maintenance and Reliability Leaders
GPAllied © 2010 • 1

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Table of Contents
Introduction. ............................................................................................ 2
.

Part 1: 5S................................................................................................4

Part 2: Muda............................................................................................ 9

Part 3: Key Principles of Lean Manufacturing....................................... 14

Part 4: Poka-Yoke. ................................................................................ 17
.

Kaizen................................................................................................... 22

About Allied Reliability........................................................................... 23

Lean Manufacturing and Reliability Concepts
The concepts contained within Lean Manufacturing are
not limited merely to production systems. These concepts
translate directly into the world of maintenance and
reliability.

At the core of Lean Manufacturing philosophy My Life and Work (1922) and in Today and
is the concept of elimination of waste. It is Tomorrow (1926) where he describes the
about getting precisely the right resources to folly of waste and introduces the world to
precisely the right place and at the right time to Just-In-Time manufacturing. Mr. Ford cites
make only the necessary products in the most inspiration from Benjamin Franklin as part of
efficient manner possible. the foundation of these concepts.
The concepts of the elimination of waste However, it wasn’t until Toyota’s Chief
can be easily traced to Benjamin Franklin. Engineer, Taiichi Ohno systematized these
Poor Richard encouraged the concepts of concepts and the concept of pull (Kanban) into
elimination of waste in numerous ways. the Toyota Production System and created
Adages like “Waste not, want not”, “A penny a cohesive production philosophy that was
saved is two pence clear…Save and have” and focused on the elimination of waste, that the
“He that idly loses 5s. [shillings] worth of time, world was able to see the real power of Lean
loses 5s., and might as prudently throw 5s. into Manufacturing. Interestingly enough, when Mr.
the river.” Yes, it was Benjamin Franklin that Ohno was asked about the inspiration of his
educated us about the possibility that avoiding system, he merely laughed and said he read
unnecessary costs could return more profit most of it in Henry Ford’s book.
than simply increasing total sales. Part 1 of this report will focus on one very
It was Henry Ford who took the concept of specific Lean Manufacturing method known as
the elimination of waste and integrated it into 5S. This section will detail how a 5S initiative
daily operations at his manufacturing facilities. focusing on a plant’s Preventive Maintenance
Mr. Ford’s attitude can be seen in his books (PM) Program can immediately unlock

2 • GPAllied © 2010 Lean Manufacturing

resources within that maintenance department
and make the PM process significantly more
effective and efficient. Part 2 will look at the
Deadly Wastes (Muda) of manufacturing and
how elimination of these wastes is also a focus
of the reliability process. Part 3 will discuss the
overall objectives of Lean Manufacturing and
parallel them with the overall objectives of the
reliability process. Part 4 will discuss Poka-
Yoke (mistake proofing) and see how several
standard maintenance techniques are, in fact,
Poka-Yoke techniques. A brief discussion of
Kaizen and how both Lean Manufacturing and
Maintenance and Reliability initiatives share
these very same goals and objectives will
summarize the entire report.


Part 1: 5S
5S is the name given to the Lean Lean Application:
Manufacturing method for the clearing out The workplace must be arranged in a
of all unnecessary things to allow room systematic manner that will encourage
for the acquisition of tools and parts in the efficiency and will reduce unnecessary travel
fastest and easiest manner. A comparison and/or motion. Things should be placed where
of 5S methodology with an evaluation and they best meet their functional purpose. (A
optimization of a PM Program at a plant quickly Second Look At 5S, James Van Patten, Quality
shows how similar these processes are. Progress, October 2006)

PM Application:
Seiri – Sort (tidiness and/or organize)
Another 30% of the tasks contained within
Lean Concept: most PM Programs should be reassigned
The workplace is rid of anything that is either to operations or to a lubrication route.
unnecessary. Tools and parts are sorted Some of these tasks are generally classified as
through and only the essential items are kept. “Asset Care” tasks and should be performed
Everything else is stored or thrown away. This by an operator. Other general inspection tasks
makes the workplace uncluttered, safer and should be reassigned to operators once they
more organized for productive work. have completed task qualification training.
Preventive Maintenance (PM) Application: Lubrication tasks should be reassigned to a
Studies agree that somewhere between 30% lubrication route where a trained lubrication
and 50% of the tasks in most PM Programs technician can ensure that the task is
are non-value added and should be removed. performed to industry best practices standards.
These tasks actually cost more to perform than Yet another way to look at this concept with
the benefit they yield. The labor associated regard to ‘order’ is the concept of load leveling
with the completion of these tasks can be the PM tasks, operator care and inspection
reassigned to other maintenance functions like tasks and lubrication tasks. The tasks are
working down the ready backlog. grouped by functional area within the plant
Seiton – Straighten (orderliness) and then arranged to insure that each person


has about the same load or amount of tasks to inspection program is more appropriate.
complete and that the tasks are grouped and Condition Monitoring technologies like Infrared
arranged to be completed in the most efficient Thermography, Vibration Analysis and Oil
manor possible. Analysis are very powerful tools for just such
failure modes and easily pass a cost/benefit
Seiso – Shine also Scrub (cleanliness) analysis.
Lean Application:
The workplace must always be as clean as Seiketsu – Standardize
possible. Waste and trash must be dealt Lean Application:
with quickly. Machines must be kept clean Everyone maintains the same basic standards
making leaks and other defects more easily for cleanliness in the workplace.
recognized. PM Application:
PM Application: All of the tasks that remain in the PM Program
When “cleaning out” a PM Program, it should should follow the same standard for format and
be scrubbed of all tasks that do not specifically content. All of the tasks should include a clear
address a failure mode or do not pass a simple definition of the task, specific steps, necessary
cost/benefit analysis. More specifically, it safety warnings, appropriate tools and required
should be a failure mode that is appropriate parts. Additionally, the tasks should contain
for PM tasks. Weibull analysis of failure data a revision tracking mechanism and should
should show a strong Wear Out curve. This have been through a technical review and
means that it truly is a wear out mechanism approval process. Also, the procedure should
and a traditional interval based activity or always provide for a feedback mechanism
PM should be applied to properly combat it. for the crafts personnel to make suggestions
Failure modes that exhibit a Weibull shape and corrections about the procedure. This
indicating random failure patterns are not good mechanism creates a continuous improvement
candidates for interval based PM activities. loop for the task procedure.
For these failure modes, a comprehensive


Shitsuke – Systematize, Sustain In creating a systematic, sustainable
PM Program, all of the tasks should be
Lean Application:
quantitative in nature with specific, measurable
Maintaining a culture of discipline. Workplace
activities that detail nominal measurements
standards are maintained day after day. Once
with minimum and/or maximum allowable
attained, the workplace is kept safe and
limits. PM inspections should require the
efficient.
use of measurement tools such as calibers,
PM Application:
micrometers and torque wrenches. “As Found”
Creating a culture of discipline in the PM
and “As Left” comments should be required
Program requires systematizing the program
fields and their responses catalogued in the
to requiring the tasks be of a nature that not
Computerized Maintenance Management
only encourages craft personnel response but
System (CMMS) Program.
requires it. PM Programs where the comments
and recommendations of the crafts personnel
are not acted on quickly become ineffective.


Below is a table that summarizes these concepts and shows their inter-connectedness.

Allied Reliability
Japanese
Lean Manufacturing Definition Preventive Maintenance Evaluation
“English Translation”
(PME) Definition
Organized: Distinguish between the Seiri Step 1: Eliminate all non-value added
less essential and the necessary.1 “Separate” tasks from the PM.

Neat: Put things where the best Seiton Step 2: Reassign appropriate tasks to
meet their functional purpose.1 “Straighten” operations or to lubrication routes.

Clean: Inspect for and eliminate Seiso Step 3: Eliminate all tasks that do not
waste, dirt and damage.1 “Scrub” directly address a specific failure mode.

Standardized: Maintain known, Seiketsu Step 4: Insure all remaining tasks follow
agreed upon conditions.1 “Standardize” a standardized format including clear
definition, specific steps, necessary safety
warnings, appropriate tools and required
parts.

Disciplined: Practice the habit of Shitsuke Step 5: Make sure all tasks are
doing what is required even if its “Systematize” quantitative in nature with specific,
difficult.1 measurable activities detailing nominal
measurements with minimum and
maximum allowable limits.
1
A Second Look At 5S, James Van Patten, Quality Progress, October 2006

Performing a Preventive Maintenance process will identify how many tasks need
Evaluation (PME) identifies the amount of to be optimized. A Preventive Maintenance
waste in a PM Program and also helps sort out Optimization (PMO) is the process of revisiting
which PM tasks can be reassigned to other those tasks that will remain in the PM Program
teams within the maintenance and operations and making sure all task procedures are
departments. It is a very quick and powerful systematic, standardized and contain all of
assessment that can free up some manpower the necessary information for the task to be
within the maintenance organization to be completed in the most orderly and efficient
used for other things. Additionally, the PME manner possible.


The PME and PMO are a very powerful a specific failure mode and tasks that are
combination of techniques that can be more appropriately assigned to other teams
performed on a PM Program. Once within the maintenance department or to
completed, the PM Program will be rid of other departments. Remaining tasks will be
unnecessary tasks, tasks that don’t address optimized for efficient completion.

The table below details the analysis of a PM Program and the number of craft personnel that can be freed
up, reassigned or used for other things like Condition Monitoring.

PM Task Action Man-Hours
# of Tasks % of Tasks
Recommendation Represented
Reassign to Operator Care 1,380 6.9% 5,605

Reassign to Lube Route 2,856 14.3% 11,600

Replace with PdM 6,437 32.2% 28,222

Re-Engineer 5,200 26.0% 26,221

No Modifications Required 2,487 10.4% 8,987

Totals 20,000 100.0% 87,297

Many maintenance organizations complain is too big, too difficult to manage and does
about having insufficient manpower to be able not produce any results, i.e. doesn’t reduce
to reduce their maintenance backlog. These unplanned downtime. The biggest reason for
same organizations also complain about not this situation is they haven’t applied the 5S
having enough manpower to staff an internal concept to their PM Program thereby creating
PdM effort. And these same organizations a PM Program that is actually worth keeping.
complain about having a PM Program that


Part 2: Muda
Muda is “waste”. In the context of Lean equipment failures. Not realizing the random
Manufacturing Muda is the elimination nature of the failures, a sense of frustration
of waste and is the core of the Toyota is felt with each emergency repair, so the
Production System. In Lean terms, Muda frequency of the time based replacement is
refers specifically to waste created by the increased. Maintenance costs continue to rise
manufacturing process. In maintenance and failure rates are unaffected.
and reliability terms, Muda refers generally
Elimination Strategy:
to the concept of wasted resources spent in
The best way to eradicate this deadly waste is
inappropriate maintenance strategies and poor
get a better understanding of the true nature of
execution of daily maintenance activities.
the equipments failure patterns and adjust the
Before wastes can be eliminated they must be
maintenance strategy to match.
identified. And for each type of waste there is
a specific strategy surrounding its elimination. Transportation
Toyota’s Chief Engineer, Taiichi Ohno,
Lean Definition:
originally named 7 ‘deadly wastes’ but 2 more
Moving products farther than is minimally
have since been added.
required.

Overproduction Maintenance and Reliability Application:
The concept of transportation as a waste
Lean Definition:
in a maintenance context goes directly to
Making more than what is needed or making it
the amount of time that crafts personnel
earlier than needed.
spend traveling back and forth between the
Maintenance and Reliability Application:
job site and the storeroom to retrieve parts
An analysis of a typical maintenance
that were not kitted, were damaged or were
department finds a tremendous amount of
not the correct part for the task. Excessive
‘over maintenance’. Traditionally, time based
transportation is most often a direct reflection
rebuilds or component replacements have
of inadequate job planning or incomplete Bill of
been used in an effort to combat premature
Materials (BOM).


Elimination Strategy: Elimination Strategy:
Improved maintenance job planning and Inter-departmental communication and
improved job plan procedures. Create an coordination must rise to the top of the list of
accurate BOM for each asset. priorities.
Insure parts are stored, maintained and
transported in a manner that does not reduce
Inventory
their life cycle. Lean Definition:
Having more inventory than is minimally
Waiting required. Excess Inventory. Deadliest type of
Lean Definition: waste.
Products waiting on the next production step,
or people waiting for work to do.
Organizations who continue to operate in a
Maintenance and Reliability Application: reactive manner, never know what is going to
Waiting in the maintenance context is very break next. And as such, a large amount of
similar. Instead of people waiting for work to spare parts need to be warehoused on-site or
do, it is people waiting to do work. This slight nearby to be available for the next emergency.
variation in statements reflects a very common
problem for maintenance crafts people. Where
The closer an organization moves to a
the amount of time spent doing value-added
proactive strategy, the fewer and fewer
work (a.k.a. Wrench Time) is low, it is very
parts can be kept on hand. As defects are
typical to see a lot of maintenance crafts
discovered early and job plans are completed
personnel standing around and waiting for the
early, then the parts can be ordered and
opportunity to work. The job is planned and
delivered on-time and as-needed instead of
may in fact be planned well, but the timing with
kept in the warehouse.
operations was poorly coordinated. The inter-
functional coordination was non-existent or at
best disconnected.


Motion Processing Itself
Lean Definition: Lean Definition:
People moving or walking more than minimally Stand alone processes that are not linked to
required. upstream or downstream processes.
Using complex machines and processes to do
simple tasks.
Once again, we find ourselves focused on
Not combining tasks to simplify the process,
crafts personnel wrench time. Low wrench
essentially, ‘processing itself’ = process
time is a major area where improvements
simplification.
can be seen quickly. Most North American
maintenance organizations are surprised to Maintenance and Reliability Application:
learn that their wrench time is 20% - 35% An excellent place to see the connection
or less. And even more shocked to learn between Lean and Maintenance and Reliability
that Word Class is 55% - 60%. Most people for the concept of “process simplification” is
guess that their maintenance crafts personnel the fact that there is no standardization of
average 70% and that 95% is possible. parts across like machines. Design engineers
love to use the latest and greatest parts
and designs. If there is truly a competitive
Improvements such as lower overtime and
advantage to be had with the new part, then
lower contract labor costs are easily possible
like parts in the facility should be upgraded
with improved wrench time. Wrench time
as well. If not, then the more standardized
studies should be scheduled every year to see
solution should be chosen at the time of
how the situation has changed/improved and
design. Simply using a different seal or
what adjustments need to be made to make
impeller just because it is new can lead to
even more improvements. Items like improved
unnecessary confusion and downtime when a
planning, scheduling and parts kitting can
repair is needed. An example might be using
make huge improvements to a facilities wrench
2 different seals for the same model pump in
time %.
the same application, when standardizing on


1 seal would save time, money and confusion; defects is that an organization has to be ready,
most especially when 1 of the seals has willing and able to detect these defects at
proven to be a better performer. their earliest stages, immediately begin the
planning process to deal with the defect and
then identify and eliminate the root cause of
Maintainability and parts standardization must
the problem. This is the only way sustainable
become a major focus of design/redesign
improvements in productivity and unit cost of
efforts.
production can be realized.
Defects
Safety
Lean Definition:
Lean Definition:
The effort involved in inspecting for and
Unsafe work areas creates lost work hours and
eliminating defects.
expenses.
For maintenance, defects are the deadliest
A decrease in emergency repairs always
type of waste.
results in a decrease in safety incidents.
It is not the presence of defects that plaque
an organization, it is how that organization Elimination Strategy:
deals with those defects. While the number of And an increase in reliability has proven time
defects can be minimized through methods, and time again to produce a decrease in injury
like precision maintenance techniques, they rates.
cannot be completely eliminated. Processes, 100 120
90
such as eliminating intrusive inspections and 80
115
Injury Rate (% of Base)

70
implementing a Condition Monitoring Program, 110
OEE (% of Base)

60
50 105
can make very large impacts on the number of 40
100
30
defects present in the asset base. 20
95
10

Elimination Strategy: 0
5 10 15 20 25 30 35 40 45 50 55
90

The most important point to make about Month

Injury Rate OEE


Information design and performance information. The
more incorrect or incomplete the information
Lean Definition:
is for a given asset, the longer finding the
The age of electronic information and
solution to particular problem will take and
Enterprise Resource Planning Systems
the more uncertain that solution will be upon
(ERPS) requires current / correct master
delivery. Some of the information that needs
data details.
to be current and correct is the machinery
Maintenance and Reliability Application: failure data, BOM and machinery name plate
Maintenance and reliability people and information.
information are part of the resources that need
to be planned. Good planning and scheduling
A culture of information discipline must be
and effective maintenance engineering
fostered.
relies on complete and correct machinery


Part 3: Key Principles of Lean Manufacturing
A summary of Lean Manufacturing contains 6 Key
Principles. It doesn’t take a very detailed analysis to find
that all of these key principles are common to both Lean
Manufacturing and Maintenance and Reliability.

Lean Manufacturing Key Principle #1: how equipment might fail or is expected to
Pull processing: products are pulled from the fail. The differentiating factor becomes when
consumer end (demand), not pushed from the this analysis of failure modes and effects
production end (Supply). This is Kanban. takes place. It is always to be done before
the failures occur. It is something that is done
Maintenance and Reliability:
proactively not reactively. While there is an
In the maintenance realm, the concept of
ever so slight difference in these 2 concepts,
pull is used in the design of the maintenance
the implications of this slight difference are
strategy. The potential failure modes of the
enormous.
equipment and the effects of those failure
modes on that asset’s ability to perform its Lean Manufacturing Key Principle #2:
function and on the system at large determine Perfect first-time quality - quest for zero
the maintenance strategy. Failure modes and defects, revealing & solving problems at the
their effects pull the maintenance strategy into source.
existence. The OEM recommendations are
not pushed as the maintenance strategy of
It is the identification and elimination of the
choice. Some people may become confused
root cause of machinery defects that drive the
at statements like these and infer that the
continuous improvement of the maintenance
maintenance strategy is reactive. Nothing
strategy. Procedure based organizations
could be further from the truth. Just like
use quantitative, documented procedures
Kanban is not a reaction to customer demand,
for both regular maintenance jobs and the
neither is an EMP based on failures. It is
PM tasks to drive consistency and quality
based on failure modes. Failure modes are


in the maintenance process. Additionally, a 30:1 return on investment that most North
these same organizations employ precision American facilities have heretofore been
maintenance techniques to deliver right first unwilling to reach for.
time results. The combination of these 3
powerful forces has a large impact on the
Lean Manufacturing Key Principle #4:
Continuous improvement – reducing costs,
quest for zero defects.
improving quality, increasing productivity and
Lean Manufacturing Key Principle #3: information sharing.
Waste minimization – eliminating all activities
that do not add value & safety nets, maximize
At the core of every good maintenance
use of scarce resources (capital, people and
and reliability person exists the concept
land).
of continuous improvement. Continuous
Maintenance and Reliability: improvement is an attitude and a way of
30% - 50% of the PM tasks in a typical North life. They are always striving for a better
American maintenance organization are technique, a better designed part, an improved
non-value added tasks. Additionally, most methodology or an easier way to get it done.
maintenance organizations operate in a very Every maintenance person looks for a solution
reactive mode and in doing so waste a lot that makes assets easier to maintain and more
of valuable resources. Most studies agree reliable. And every reliability person looks for a
that on average, 30% of the labor and 50% solution that makes asset availability and plant
of the parts and materials used in unplanned productivity rise and life cycle cost and unit
jobs is wasted; not to mention the amount of cost of production go lower.
unplanned downtime associated with such
jobs. Those same productivity studies agree
Flexibility – producing different mixes or greater
that the combination of these three items
diversity of products quickly, without sacrificing
(labor, parts and downtime), along with other
efficiency at lower volumes of production.
benefits (increased safety, decreased spares
inventory, etc.), can account for as much as


Maintenance and Reliability: Maintenance and Reliability:
Flexibility is the key to keeping up with the In the sentence above, simply replace the
changing business environment. It is no word ‘suppliers’ with the word ‘operations’.
different for maintenance and reliability. As Now it reads: Building and maintaining a long
the market changes, so does the mix of term relationship with operations through
products and volume. While the core function collaborative risk sharing, cost sharing
of a manufacturing facility rarely changes, and information sharing arrangements. A
the requirements for its operation do change partnership must be established between
and consequently the reliability and criticality maintenance and operations. And, as with
of different machines can change almost any true partnership, it must be born of mutual
on a daily basis. The onus is then on the respect and the attainment of common goals.
maintenance and reliability function of a facility A partnership that is based on ‘winning and
to create systems and processes, whereby, losing’, or an attitude of “This is my plant and
changes in the market place do not create you work for me!”, is destined for failure or at
such drastic changes in the daily execution of best, mediocrity.
the maintenance process that the process itself
becomes dysfunctional.

Building and maintaining a long term
relationship with suppliers through
collaborative risk sharing, cost sharing and
information sharing arrangements.


Part 4: Poka-Yoke
Poka-Yoke was first introduced at the Toyota defects if worker errors are discovered and
Motor Corporation in 1961 by Shigeo Shingo, eliminated beforehand”. Additionally, he stated,
one of their industrial engineers. Originally “Defects arise because errors are made; the
named Baka-Yoke, ‘fool-proofing’ or ‘idiot- two have a cause-and-effect relationship”.
proofing’, the name was changed to Poka- Statistical analysis of machinery failures
Yoke or ‘mistake-proofing’ in 1963 for want of a reflects essentially the same scenario. RCM
more honorable and less offensive name. studies from the 60’s and 70’s have shown
Poka-Yoke can take the form of a mechanism that as much as 68% of failure modes
designed to ensure that proper conditions detected in machinery are the result of poor
exist before a process step occurs, thereby maintenance and/or operating procedures; and
preventing a defect from occurring. Poka-Yoke another 14% are the result of random events
can also be a procedure designed to identify caused by people’s carelessness. Add to this
and/or eliminate defects as early as possible another 7% for wear-in failures and a total of
in the process. Essentially, Poka-Yoke is the 89% of the failures are the result of people’s
concept of easily and quickly detecting and lack of attention to detail or an incomplete
removing defects. There are many parallels understanding of their operations. This leaves
between Lean Manufacturing and Maintenance only 11% of the failure modes to be the result
and Reliability with respect to Poka-Yoke. of age, wear and fatigue. Studies from the
The concept of detecting and removing 80’s and 90’s reflect that proper attention to
defects is the very heart of maintenance and procedures dropped the previously reported
reliability efforts; and any technique that helps 68% to as low as 6%, but the 14% from
accomplish this easier, quicker or earlier in the random events climbed to as high as 25%. So,
process is a Poka-Yoke technique. while improving maintenance and operating
In explaining the origin of defects Shingo said, procedures did lower the instances of infant
“The causes of defects lie in worker errors, mortality, carelessness in other areas related
and defects are the results of neglecting those to operations didn’t improve.
errors. It follows that mistakes will not turn into


Three different types of inspections were explained fact that defects occur in your systems and
by Shingo in the concept of Poka-Yoke. that you are able to successfully identify and
eliminate them. You must move further back
Judgment Inspection in the process to identify them and eliminate
Judgment inspection was identifying defective
them at their source.
products or material after the completion of the
Yet another way that Condition Monitoring is
process, essentially finding the defect when
considered a judgment inspection is in its use
it is too late. Shingo warned that relying on
as a troubleshooting tool. Organizations that
this method isn’t effective quality management
do not use Condition Monitoring technologies
and therefore, judgment inspections should
have to rely on the traditional troubleshooting
be avoided when possible. Maintenance
techniques such as trial and error, disassembly
and reliability personnel sometimes have no
and parts replacement. Utilizing Condition
choice but to utilize this method of defect
Monitoring technologies can give the crafts
detection as it is not manufacturing defects,
person a tremendous amount of information
but machinery defects that are being sought.
before the job is begun. Things like gear
Best practices organizations use Condition
problems, electrical problems in motors and
Monitoring technologies like Vibration Analysis,
contaminant ingression can be highlighted and
Infrared Thermography and Oil Analysis to
detailed before the machine itself is ever shut
identify machinery defects. While there are
down.
some benefits to identifying these defects and
Using Condition Monitoring to help with
handling them in a proactive manner, the real
troubleshooting and to help identify the root
benefit lies in using these Condition Monitoring
cause of machinery defects, makes Condition
technologies to help identify and eliminate the
Monitoring itself a very powerful judgment
root cause of these defects. Not using these
inspection Poka-Yoke technique.
technologies to help eliminate the root cause
of defects was the type of inspections that
Shingo and the rest of the quality culture were
warning against. Do not be satisfied with the


Informative Inspection ‘defect’ that the inspection process is detecting
The 2nd type of inspection in the Poka-Yoke is an inadequate maintenance strategy.
system is the informative inspection. This type Many organizations believe that using the
of inspection is used to prevent defects though Mean Time Between Failure (MTBF) as the
utilizing data gathered from the inspection proper interval for time based replacements
process. The most common example of an and/or overhauls is the best method to cost
informative inspection is the use of statistical effectively prevent unplanned downtime. This
process control. Dr. Shingo offered two is not correct and results in higher costs than
different types of informative inspection. The necessary. Weibull analysis shows that for a
first method was for the very next station in group of machines, by the time the MTBF is
the manufacturing line to perform a quality reached, 63.21% of the machines have already
check or defect inspection on the material that failed.
just came from the previous station. While The better type of informative inspection would
this method was reliable and cost effective, be to use failure data to populate a Weibull
the second method of informative inspection analysis model for the machine or system and
reduces the time and cost of the additional let the analysis show the most cost effective
inspection to almost zero, and that was to time to perform the maintenance action. In the
have the each station perform a pre and post absence of a comprehensive failure history, a
process inspection. Thereby simultaneously single failure point and some local knowledge
checking the quality from the previous station about the frequency and types of failures can
and checking the quality of their work before lead to some excellent approximations of the
sending it to the next station. actual Weibull shape. This method is known
From a maintenance and reliability as Weibayes and is a very powerful technique.
perspective, an example of using this type of In using the failure data that comes into the
informative inspection would be performing CMMS system on a daily basis to keep the
Weibull analysis to constantly adjust the failure modes library and Weibull analyses
maintenance strategy for a piece of equipment up-to-date, the maintenance strategies can
or system within the plant. In doing so, the be adjusted as more detailed information


becomes apparent. Using statistical analysis bearing component life (in the absence of
in this way makes Weibull analysis an other issues).
extremely effective informative inspection • All rotating equipment will be aligned to
Poka-Yoke technique. <0.5 mils/inch. Just like the balance
standard, this is tighter than most alignment
Source Inspection
standards and will lead to much lower radial
The third and final type of Poka-Yoke
and axial loading on the bearing and
inspection is the source inspection. Source
therefore longer bearing life.
inspection is the inspection of an operating
• Milling the bottom of all cast frame motor
environment or materials before the production
feet so that they are all flat and co-planar.
process begins to ensure that the proper
This technique makes the alignment
conditions exist. Source inspections in the
process quicker and easier. It also helps
maintenance and reliability arena are very
prevent a condition called soft-foot which
common. They take at least three forms when
leads to warped motor frames, high
considered in the context of machinery repairs.
frequency vibration in the motor bearings
Precision maintenance techniques are a type
and reduced bearing life.
of source inspection. Precision maintenance
• All electrical connections will be installed
technique is defined as any technique that
using torque wrenches and will be torqued
makes the likelihood of extended defect free
to manufacturer’s specifications. Contrary
operation more possible. Some examples
to popular belief, tighter isn’t necessarily
of precision maintenance and reliability
better. Some types of electrical
techniques might include:
connections can be too tight. This spreads
• All rotating equipment will be balanced
the individual strand of wire out more and
in-place to a minimum standard of 0.05
creates the very problem that was trying to
inches per second. This is significantly
be avoided, a high resistance connection.
lower than most balance standards but
• All lubricant will be removed from the bulk
not impossible. This tighter balance
container and placed into lubricant
standard would lead to measurably longer
reservoirs via filter carts with a 3 micron


filter. This prevents solid contaminants of the procedure. A technical review and
from being introduced into the machinery approval process ensures that all procedures
reservoir that would be detrimental to asset are correct and up-to-date. As these
health. procedures are designed to help eliminate the
By no means a comprehensive listing, possibility of a workmanship defect during a
these are just a few examples of precision repair or inspection, it is a source inspection
maintenance techniques. Using these Poka-Yoke technique.
techniques extends the amount of time Another type of source inspection Poka-Yoke
between machine commissioning and the technique is the use of Condition Monitoring
point of defect ingression. As such, they are as a post repair commissioning inspection.
techniques that ensure the proper conditions Technologies like Vibration Analysis, Structure-
are present for defect free operation and are Borne Ultrasound, Infrared Thermography
therefore a type of source inspection Poka- and Motor Circuit Analysis are all excellent
Yoke technique. tools to certify repairs and new installations.
The most comprehensive source inspection Should workmanship defects like inadequate
Poka-Yoke technique is the use of procedures alignment or the presence of a bearing fault
when performing machine repairs and due to improper installation be identified,
inspections. Even with the most skilled then the defect can be corrected before
crafts personnel, mistakes are made, steps the machine is returned to service. Using
are skipped and conditions are overlooked. Condition Monitoring technologies can help
A technically accurate, well constructed easily identify defects or conditions that will
procedure decreases the conditional cause defects early in the process and is
probability of a mistake being made. A therefore a source inspection Poka-Yoke
feedback loop from the crafts person to the technique.
planner ensures the continuous refinement


Kaizen
‘Continuous Improvement’ is the translation Manufacturing is managed on a daily
most often used for the Japanese word basis. Kaizen is also the attitude with which
Kaizen. Contrary to the popular use of the maintenance and reliability people operate on
term, Kaizen is not an event. Kaizen is a a daily basis. Just a few examples include:
frame of mind or the attitude with which you • Improving maintenance job plans so
address things. It means always looking at that the number of side trips a crafts
a situation with what martial arts instructors person has to make to acquire parts,
refer to as Shoshin, which means “first materials and permits approaches zero.
mind” or “a beginner’s mind”. Beginners • Improving the written maintenance
are always learning. With each moment procedures so that everyone regardless
of learning, improvements are made. With of specific experience with that plant or
each improvement, more learning is desired machine knows the proper steps to affect
so that more improvements can be made. the repair.
This becomes a continuous cycle. With • Improving the inspection process to
more learning comes more improvements. identify defects closer to their point of
The moment learning ceases is the moment inception thereby giving the planning
improvement ceases. The moment function more time to adequately deal
improvement ceases is the moment your with the problem.
competitors start to gain ground. The term • Improving the operations of the plant to
‘expert’ bears the connotation of “nothing left produce fewer and fewer variations in the
to learn”. In an environment that embraces process.
Kaizen there is no such thing as an expert. Numerous other examples could be cited,
Just like Kaizen, concepts like 5S, Kanban, but suffice it to say the concepts of Lean
Poka-Yoke and Muda are not single events, and the concepts of improved maintenance
they are concepts that are practiced on a and reliability go hand-in-hand. It is not just
daily basis. Kaizen is an attitude; it is a difficult to separate these concepts, it is quite
way of life. It is the style with which Lean frankly, impossible.


About Allied Reliability
Founded in 1997, Allied Reliability and Allied Services Group have quickly become the largest
maintenance and reliability engineering firm specializing in Predictive Maintenance and Condition
Monitoring services.

Today, Allied serves clients in over 200 plants and facilities in 40 states in the U.S., 3 provinces
in Canada, plus countries in Europe and Latin America. Allied technicians routinely monitor over
150,000 pieces of equipment with a full range of PdM technologies.

For more information about our Consulting and Training offerings listed below, e-mail us
at info@alliedreliability.com or call 1-888-414-5760:

PM / PdM Program Design Reliability Engineering Services
• Criticality Analysis • Reliability Centered Maintenance (RCM)
• PM Evaluation • Root Cause Analysis (RCA)
• Asset Health Matrix • Failure Modes and Effects Analysis (FMEA)
• PdM Technologies Evaluation • Life Cycle Costing (LCC)
• Work Management Evaluation • Availability Simulation and Modeling
• Contract PdM • Weibull Analysis
• Remote Diagnostics
• Coaching and Mentoring


Legal Notice
While all attempts have been made to verify information provided in this
publication, neither the author nor the publisher assumes any responsibility for
errors, omissions or contradictory interpretation of the subject matter herein.

The purchaser or reader of this publication assumes responsibility for the
use of these materials and information. Adherence to all applicable laws and
regulations, including federal, state and local governing business practices
and any other aspects of doing business in the U.S. or any other jurisdiction
is the sole responsibility of the purchaser or reader. GPAllied assumes no
responsibility or liability whatsoever on behalf of any purchaser or reader of
these materials.


GPAllied
4200 Faber Place Drive | Charleston, SC 29405
www.gpallied.com
o. 888-414-5760 | f. 843-414-5779

Lean Manufacturing and Reliability Concepts Report

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