Why you need a DOJO for Autonomous Maintenance training
- Joe C.
- Apr 9
- 5 min read
[Excerpted from the book "TPM for Executives and Managers" ]
To apply for the TPM Award, you must already be familiar with TPM and have a functioning TPM implementation at your location with the following achievements:
2 years of activity and achievements throughout the facility in all eight pillars after a formal TPM kickoff.
The plant must meet the criteria in the “TPM Self-checklist.”
The Autonomous Maintenance pillar must have completed step 3 and be active in step 4 of AM. (There are seven steps of autonomous maintenance.)
So, how do you get started with AM if you have not done TPM activities before? According to the JIPM TPM Excellence framework, you need to deploy AM in 7 steps over several years. Depending on the size of your plant, this could span from 3 to 6 years. The first two AM steps are a lot of work, but do not require special skills; skills must be developed at the same time as AM activities start. That is why it is critical to begin AM Basic Maintenance Skills training before AM activities begin.
The 7 steps of AM
1. Initial Cleaning
We clean to inspect.
We inspect to detect.
We detect to correct.
We correct to perfect.
2. Eliminate the source of contamination
3. Cleaning and Lubrication Standards
4. General Inspection
5. Autonomous Inspection
6. Standardization & Visual Management
7. Implement Autonomous Management
Dojo training must be completed before the AM team reaches step 5. It must be started before you begin assigning AM activities to the operators. If you assign maintenance tasks to operators without this training, you can run into several problems.
The operators were not trained in basic mechanical principles (They are not qualified).
Some tasks do not make sense—performing five grease pumps a day may cause excess grease on their machines.
The operators do not understand the aspects of the machine that impact quality.
The PM staff does not trust that the operators will complete the tasks or do them correctly.
The operators feel intimidated by having to do new “extra work” that belongs to the Maintenance staff (not their job).
The operators lack a clear channel to communicate issues up the chain.
The operators have not built a trusting relationship with the PM staff.
Some of the tasks may be vague.
Now, the operators could be blamed for poor maintenance.
The operators do not have an opportunity to seek help if they do not understand a task.
They do not have a specific time scheduled for these tasks.
The operators now feel like they have two bosses.
The operators have fears of failure.
The TPM process advocated by JIPM offers a different, more refined (and thus more effective and sustainable) method.
The (AM) “autonomous maintenance” pillar features a clear, step-by-step process. The initial goals are to enhance the equipment, develop the operator, and establish a safe and comfortable workplace with zero breakdowns.
The operators cannot simply be given a checklist from the maintenance department. Instead of receiving a checklist, the operators are encouraged to create their own standard checklist. They prepare these provisional standards during the first three steps of Autonomous Maintenance activities, with help from the professional maintenance and engineering staff. The first three steps of AM may take several months to complete.
The first three steps include:
1. Initial cleaning and inspection
2. Rout cause elimination and countermeasures for sources of contamination
3. Preparation of provisional standards
Initially, the operators are provided with only an empty template and an example to demonstrate what should be included in the standard checklist. In the first three steps of AM, operators clean and inspect the machines, generating red tags for any abnormalities identified on the equipment and in the surrounding area. The maintenance staff promptly addresses the red abnormality tags to carry out the necessary repairs. Meanwhile, the maintenance professionals initiate training for operators on machine care.
This training is delivered through a 40-hour hands-on course that covers the fundamentals of:
Fasteners, Lubrication, and Seals
Mechanical assembly and power transfer
Basics of electricity and electrical safety
Electrical control circuitry
Basics of Hydraulics and Pneumatics
Basics of pumps and piping
Basics of autonomous Maintenance and the tagging systems
A dojo is a dedicated training space for hands-on learning and skill development. Here, operators have a safe space to practice, experiment, and even make mistakes while risk is minimized. They also receive expert guidance from their local PM staff. This builds confidence in their abilities and reassures the PM staff that the operators are competent in key maintenance tasks. With hands-on training from the PM staff, operators learn by doing the tasks under their supervision. The Dojo has working examples of equipment and tools to demonstrate tasks such as drilling, tapping, adjusting, lubricating, wiring, insulating, and using the needed tools. The training is focused on key principles, with hands-on activities overseen by the PM staff. Throughout this process, the PM staff and operators foster mutual understanding and trust.
As the maintenance staff responds to red tags, they provide additional hands-on training on their live equipment so operators can perform the simplest repairs. As operators gain experience in these early steps, they can create white abnormality tags (instead of red tags) for issues they can resolve independently. The goal for both the operators and the maintenance staff is to gradually reduce the number of red tags while increasing the number of white tags. In the third step of AM, operators should be able to start creating provisional standards for cleaning, inspecting, lubricating, and maintaining each type of machine in their area. The maintenance manager is responsible for reviewing and approving the standard checklists developed by the operators for proper methods and safety.
As operator teams move into later stages, the PM staff can help operators track periodic tasks—monthly, quarterly, or annual—using a CMMS system. This system can alert operators about upcoming tasks with work orders. At INX, the PM staff managed the CMMS system and used it to issue work orders for these special tasks to the operator teams. Collaborating on CMMS use helped build trust and confidence between operators and PM staff.
During the seven steps of AM, operators and maintenance personnel learn to collaborate effectively, ensuring that machines are consistently optimized as they support one another. Maintenance trains operators in essential skills needed to inspect and care for the equipment. At the end of each AM step, three diagnostic audits are conducted using a specialized diagnostic checklist. These diagnostic audits enhance the operator's knowledge and enable maintenance staff to identify hidden issues affecting production lines over time. Additionally, operators learn new strategies to safely navigate frustrating machine issues.
No one understands the machines' daily conditions and quirks better than the operators who run them. They see, touch, smell, feel, and hear the equipment's heartbeat through vibrations, heat, and other signals. All of these senses can serve as immediate indicators when something may start to go wrong. Operators can provide vital early warning information on machine performance to maintenance personnel, saving the maintenance and repair department valuable time by preventing breakdowns.
In the first step of Autonomous Maintenance (AM), operators are encouraged to take photographs of the work area for later comparison with newer images that highlight improvements. The impact of a clean and organized shop floor on employee morale is remarkable, especially for those involved in the upgrades. A tidy environment enhances the appearance of the area and machines, makes it easier to spot issues, and allows maintenance personnel to work safely on the equipment when needed. If done correctly, these improvements can be maintained over time and help reduce various losses. Ultimately, the process frees up time for the maintenance staff to enhance their skills and engage in diagnostic troubleshooting and maintenance prevention activities. Breakdowns are prevented, and defects caused by poor machine conditions are resolved effectively.
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