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Techniques to deliver the TPM principles  67

                     forestall failure in all types of  rotating machinery, and they are non-intrusive.
                     However, in TPM the best condition monitor is an operator who is in harmony
                     with his equipment and who has a sense of  ownership of  that equipment.
                     This leads on to the third principle.


                     4.3  Third principle: establish operator asset care

                                                  (autonomous maintenance)
                     All three cycles of  the TPM improvement plan (see Figure 4.1) involve the
                     principle of  autonomous maintenance, or operator asset care. In the Japanese
                     TPM approach, there are seven steps of autonomous maintenance (see Figure
                     4.7).  These are given below together with the necessary linkages to the three-
                     cycle, nine-step TPM improvement plan.

                     Step  I  Initial cleaning
                     This starts with the 5 Ss mentioned in Chapter 1. The cleaning of  machines
                     and production plant gives operators an insight, which they never had before,
                     into the condition of  their machines. They can therefore use their eyes, ears,
                     nose, mouth and hands to help their maintenance colleagues as an 'early
                     warning system'. By  working together as a team they can ensure effective
                     asset care and release maintenance people for tasks requiring a higher level
                     of  training and skill. The full implications of  the cleaning regime cannot be
                     over-emphasized because ultimately  it  leads to  the reform of  the whole
                     production process. To understand this clearly it pays us to look again at the
                     Japanese 5 Ss and the 'localized' CAN DO approach, and the way in which
                     their application leads to fundamental changes in the workplace.
                       The Japanese 5 Ss emphasize the concept of  keeping things in the work-
                     place under control.
                     Seiri (organization)
                     This is the practice of dividing needed and unneeded items at the job site and
                     quickly removing the unneeded ones. It also means integrating material flow
                     with the best known operational methods.
                       To better understand the meaning of unneeded items, these can be divided
                     into three different categories:
                          Defective products
                          Not useful items
                       0  Not urgent objects, right now

                       There are six recommended categories in seiri with their own targets for
                     improvement:
                       0  Stock, inventory
                       0  Tools, jigs
                          Dies
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