Planned maintenance carried out by the maintenance department must be coordinated with the autonomous maintenance activities of the operations department so the two departments can function together like the wheels of a car.
Until general inspection becomes part of the operator's routine, the assistance of the maintenance department will be required more often than it was before the TPM development program was introduce. For example, operations will rely on maintenance to point out weaknesses and design counter-measures for problem areas. Moreover, accidental breakdowns, while gradually decreasing will continue to demand attention. Thus, the workload of the maintenance department will probably hit an all time high. This temporary excess workload should be handled promptly through overtime and sub-contracting, however, to support the commitment of the operators. Otherwise, the operators will lose their enthusiasm for developing autonomous maintenance. The volume of maintenance work will diminish once again when general inspection has become part of the operators’ routine. The number of breakdowns will decrease significantly and maintenance department activities will also lessen. At this point, the maintenance department should focus on its own organization.
Development of a scheduled or periodic maintenance program should actually begin before the operators’ general inspection procedure has been completely set up. As mentioned earlier, the maintenance department must develop equipment standards independently, so that during the autonomous inspection stage they can be compared against the standards being set by the operations department. A clear division of the responsibilities of two departments is the key to thorough and effective inspection and can be accomplished only when both sets of standards are combined. If scheduled maintenance is inadequate in a company; it should be reevaluated and improved as part of the TPM development program.
Furthermore, to maximize the effectiveness of its activities, the maintenance department should reevaluate control of spare parts, dies, tools, inspection devices, and drawings.
A distinctive feature of this maintenance system is the “L&S maintenance meeting” held daily at 9 a.m. A these meetings production line managers and supervisors (L) and members of the staff (S) as maintenance and engineering supervisors, discuss planning and scheduling for production line stops and maintenance works. The meetings promote speedy implementation of monthly and weekly scheduled maintenance and more efficient handling of daily breakdowns.
Certain salient features of maintenance planning and control system are given below:
PREVENTIVE MAINTENANCE MAIN LIST
EQUIPMENT: VACUUM PUMP
PREVENTIVE MAINTENANCE MAIN LIST
EQUIPMENT: VACUUM PUMP
