About the evolution of traditional maintenance systems: –

  • Damage maintenance systems after they occur.
  • Regular maintenance according to specific schedules.
  • Preventive maintenance, which is often done during regular maintenance to monitor the condition of the equipment and appropriate intervention by changing or repairing parts that are feared to deteriorate.
  • Predictive maintenance, which is a continuous preventive maintenance by installing advanced sensors on the parts of the equipment to monitor its performance and intervention before any deterioration or breakdown occurs in any of its parts.

That is why the Japanese school began developing traditional maintenance systems into a collective system in which all employees of the institution participate in all locations and levels through organized groups and teams, and this system was called comprehensive productive maintenance and is implemented in stages.


The objectives of the comprehensive productive maintenance program adopted and implemented by GB-Tech:

  • Maximize the effectiveness of equipment, maintain its integrity over its life span, and develop appropriate programs for new equipment.
  • Maximizing the benefit of individual skills by engaging workers in small work groups from work sites and creating work teams (projects) from different departments.
  • Training individuals to perform self-maintenance (on their own).
  • Establishing a comfortable and safe workplace that allows everyone to benefit from the maximum available information and skills acquired in the development work.
  • Develop complete, clear and accurate manuals for the operation and maintenance of each equipment.

Conducting studies to identify the internal and external problems facing the institution.


The progression in treating equipment losses is as follows:

  • Mold replacement losses (molds)

1- Templates reduction time reduction techniques should be applied.

  • Speed ​​losses

1- The first reason for speed losses is a poor understanding of the technical specifications prepared in addition to the lack of standard standards for speeds, whether for the product or the equipment.

2- Facing this problem begins with a good understanding of the technical specifications of the equipment and the appropriate speed for each product.

3- The problems related to the equipment (mechanical – quality) must be analyzed and initial speed standards established.

4- It is possible to make necessary improvements to the equipment and to use the cause and effect chart (statistical tools) to infer the relationship between the problem and the accuracy of the equipment, joints and tools so that speed losses become few.

5- Continuously improving the equipment and preparing fixed speed standards according to the product. The speed losses are close to zero.


  • Losses and simple downtime: –

1- Initially, losses from simple stops are not known due to the change in the places causing the simple stops.

2- A quantitative analysis of these stops and their causes must be performed.

3- Losses, breakdown analyzes and appropriate corrective actions must be classified and trial and error concepts can be employed to find appropriate solutions to reduce stops near zero.

  • Defective product losses (and product restart) and start-up losses: –

1- Quantitative analysis of quality problems (details of defects, their number and size of loss).

2- Classifying faults, the mechanics of their occurrence, and taking corrective measures.

3- The concepts of trial and error can be used to search for solutions.

4- It is possible to employ automatic identification of faults (such as the production system on time).

All training, teamwork and continuous improvement efforts aim to reduce the necessary downtime, get rid of breakdowns, and improve the operating cycle time to the highest equipment efficacy.