TPM and the effect of health and safety, for

the renewable sector

THIS THESIS IS SUBMITTED IN PARTIAL

FULFILMENT FOR THE B.ENG IN ENGINEERING MANAGEMENT UNDER THE AUSPICES OF THE UNIVERSITY OF THE WEST OF SCOTLAND

MAY 25, 2015

Submitted ByMartin Munsie

B00207986

I.1 ACKNOWLEDGEMENTS

I would like to thank the staff at UWS for the time and effort all of them took during their inputs throughout meetings, discussions and guidance during the creation of the literature review and in advising applicable methods in which to further the project.

I would also like to thank the two members of industry who invested their time and effort into not only answering the questionnaires which led to the development of the case studies but also in helping to develop the understanding between maintenance, HS and their relationship and applicability to industry.

I.2 DECLARATION OF AUTHENTICITY

I, Martin Munsie, hereby declare that the project entitled:

TPM AND THE EFFECT OF HEALTH AND SAFETY – FOR THE RENEWABLE SECTOR

Submitted by me in partial fulfilment for the B.Eng. in Engineering Management my own work and I have not contravened University regulations in submitting this project. In particular, I am aware of the University regulations on plagiarism, cheating and collusion, and am aware of the potential consequences of any breach of regulations in this regard.

Dated: Monday 25th of May 2015

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XMartin Munsie

I.3 ABSTRACT

The aim of this project is to establish a link between health and safety and a maintenance methodology – namely Total Productive Maintenance (TPM) – as is found applicable to the renewable sector.

To carry out the necessary research a literature review of each of the three major aspects of the project – TPM, Health and Safety and Renewable Energy – must be carried out to understand the key aspects of each and to identify any overlapping points found. Any previous case studies would also allow analysis to be carried out as well as adding further opinions on the matter.

To carry out the first hand research a small questionnaire should be created to identify the opinions of professional experts in industry who can identify, comment on and explain the relationship between maintenance and health and safety. This will focus initially upon the two major areas of renewable energy, namely hydropower and wind power. Upon completion this allows for analysis and discussion as well as recommendations of possible further work to further quantify the relationship and its effects on each aspect.

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II CONTENTSI.1 Acknowledgements................................................................................................................ i

I.2 Declaration of Authenticity.....................................................................................................i

I.3 Abstract.................................................................................................................................. ii

II Contents........................................................................................................................................ iii

II.1 Table of Figures..................................................................................................................... iv

II.2 Glossary.................................................................................................................................vi

1 Introduction...................................................................................................................................1

2 Project Definition...........................................................................................................................2

3 Literature Review..........................................................................................................................4

3.1 Total Productive Maintenance...............................................................................................5

3.1.1 Breakdown of TPM........................................................................................................6

3.1.2 Overall Equipment Effectiveness.................................................................................19

3.1.3 The Six Big Losses.........................................................................................................22

3.1.4 Issues with TPM...........................................................................................................24

3.2 Health & Safety....................................................................................................................26

3.2.1 Sources of Guidance....................................................................................................26

3.2.2 Health and Safety Culture............................................................................................26

3.2.3 Institution of Occupational Safety and Health (IOSH)..................................................28

3.2.4 How Health and Safety Effects Maintenance Policies..................................................30

3.3 Renewable Energy...............................................................................................................35

3.3.1 Hydropower.................................................................................................................35

3.3.2 Wind Energy.................................................................................................................43

3.3.3 Solar Power..................................................................................................................46

3.4 Review of Previous Case Studies..........................................................................................48

3.4.1 Total Productive Maintenance and Effectiveness of Occupational Health and Safety Management Systems – Wong (2001).........................................................................................48

3.4.2 Scottish Power (2011)..................................................................................................49

3.5 Discussion and Conclusions.................................................................................................51

4 First Hand Research.....................................................................................................................52

4.1 Questionnaire......................................................................................................................52

4.1.1 Base Questionnaires....................................................................................................54

4.1.2 Applicability.................................................................................................................58

4.2 Case Study 1.........................................................................................................................59

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4.2.1 Personal Details...........................................................................................................59

4.2.2 Information of Interest................................................................................................61

4.2.3 Discussion of Results....................................................................................................62

4.3 Case Study 2.........................................................................................................................62

4.3.1 Personal Details...........................................................................................................62

4.3.2 Information of Interest................................................................................................64

4.3.3 Discussion of Results....................................................................................................65

4.4 Discussion of Results and Conclusion..................................................................................65

5 Discussion, Conclusion, Future Work and Reflective Analysis.....................................................67

5.1 Discussion............................................................................................................................67

5.2 Future Work.........................................................................................................................69

5.3 Reflective Analysis...............................................................................................................71

6 References.....................................................................................................................................A

7 Bibliography...................................................................................................................................F

II.1 TABLE OF FIGURESFigure 1 A Lean Production (2013) Diagram Showing the Traditional Model of TPM............................6Figure 2 Nakajima (1988) Preventive Medicine for Equipment = Preventive Maintenance..................7Figure 3 McCarthy and Rich (2015) Table Showing the Benefits of TPM...............................................7Figure 4 The Four Development Stages of PM and the Situation in Japan, Form Nakajima (1988).......8Figure 5 P - F Curve from Smith and Hawkins (2004).............................................................................8Figure 6 Management Support (2009) Outline of the 12 Steps of TPM Implementation......................9Figure 7 A Diagram, From Industry Forum (2014) Showing the 8 Figures Supporting the TPM Idea...10Figure 8 Showing the Three Phases of Autonomous Improvement – Diagram from Industry Forum. 10Figure 9 Smith and Hawkins (2004) Abbreviated Standardise Workflow............................................16Figure 10 A Simple Explanation of OEE from Lean Production (2013).................................................19Figure 11 A table from Lean Production (2013) explaining OEE..........................................................20Figure 12 An Example of an OEE Calculation.......................................................................................20Figure 13 The Six Big Losses as Stated by Lean Production (2013)......................................................22Figure 14 Wireman (2005)'s TPM Indicator Tree.................................................................................24Figure 15 Hugh and Ferrett's Key Components for Positive Health and Safety Culture.......................27Figure 16 Hugh and Ferrett (2007) Indications of Poor Health and Safety Culture/ Climate...............28Figure 17 Hughes and Ferrett (2007) Principal Recommendations from the Robens Report..............30Figure 18 Hughes and Ferrett (2007) Duties of Employers to Employees............................................31Figure 19 Hughes and Ferrett (2007) Table of Employers Duties as found in the Management of HS at Work Regulations 1999.......................................................................................................................32Figure 20 Wind Power Specific Regulations.........................................................................................34Figure 21 Quick Guide of Policies and Their Applicability to Certain Sectors.......................................34Figure 22 EDF Energy (2015) Storage Hydro Station............................................................................36Figure 23 Clean Tech Investor (2014) Visual Representation of a Run of the River Hydro Power Plant.............................................................................................................................................................37

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Figure 24 BBC (2014) Pumped Storage Hydro Power Plant Initial Stage..............................................38Figure 25 BBC (2014) Pumped Storage Hydro Power Plant Replenishing Stage..................................38Figure 26 A diagram from Oregon State University Showing the Three Main Types of Turbines. A = Pelton B = Francis C = Kaplan...............................................................................................................39Figure 27 Gilkes Diagram Giving the Useable Ranges of the Pelton, Francis and Turgo Turbines.......40Figure 28 Engineering and Technology Magazine (2011) Photo Demonstrating The Damage in Siberia.............................................................................................................................................................41Figure 29 Engineering and Technology Magazine (2011) Another Angle of the Disaster....................41Figure 30 Office of Energy Efficiency and Renewable Energy Image Showing a Darrieus Model Turbine.............................................................................................................................................................43Figure 31 Renewable UK (2015) Diagram of a Wind Turbine...............................................................44Figure 32 A Photo from the Telegraph (2015) Showing a Wind Turbine Which Collapsed at Screggagh Wind Farm, County Tyrone (pic: Niall Carson/PA)...............................................................................45Figure 33 A Photo from the Telegraph (2015) Showing the Collapsed Wind Turbine from Another Angle (pic: Niall Carson/PA).................................................................................................................45Figure 34 Mail on Sunday Photo Showing a Turbine in East Ash Farm, Bradworthy...........................45Figure 35 Mail on Sunday Photo Showing A Wind Turbine at Winsdon Farm, North Petherwin, Cornwall,.............................................................................................................................................45Figure 36 EDF Energy (2015) Diagram Displaying a Photovoltaic Panels.............................................47Figure 37 Scottish Power (2011) Operational Transformation Programme's 20 Projects....................49Figure 38 Example Questions and the Aims........................................................................................53Figure 39 Generic Questionnaire.........................................................................................................54Figure 40 Additional Section of Questionnaire for TPM Based Respondents......................................55Figure 41 Additional Section of Questionnaire for Health and Safety Based Respondents................56Figure 42 Additional Section of Questionnaire for Respondents Who Are Cross Trained...................57Figure 43 Case Study 1 Generic Answers.............................................................................................60Figure 44 Case Study 1 Specialist Answers..........................................................................................61Figure 45 Case Study 2 Generic Answers.............................................................................................63Figure 46 Case Study 2 Specialist Answers..........................................................................................64Figure 47 Closed Ended Questionnaire for the Use in Quantifying the Effects Each Area Has on the Relationship between HS and TPM......................................................................................................70

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II.2 GLOSSARY

AM Autonomous Maintenance

B Eng. Bachelor of Engineering

BM Breakdown Maintenance

CI Continuous Improvement

CS Case Study

EPA United States Environmental Protection Agency

HAWT Horizontal Axis Wind Turbine

HS Health and Safety

HSE Health and Safety Executive

IOSH Institution of Occupational Safety and Health

KPI Key Performance Indicator

MI Maintainability Improvement

OEE Overall Equipment Effectiveness

OSH Occupational Safety and Health

PDM Productive Maintenance

PPE Personal Protective Equipment

PVM Preventative Maintenance

RAMS Risk Assessment and Method Statement

SHE Safety Health and Environment

TPM Total Productive Maintenance

UWS University of the West of Scotland

VAWT Vertical Axis Wind Turbine

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1 INTRODUCTION

The aim of the project is to review Total Productive Maintenance (TPM), within the renewable energy sector, with a side look at Health and Safety. The project should review TPM and its key components as well as section of health and safety to provide the reader enough background information to develop a competent level of understanding. A review of the renewable sector will also be necessary as well as the key components in power plants that are liable to be the focus of any maintenance implementation on the plant.

Following the review of the literature a questionnaire will be designed to help gather information from experts found in the renewable sector as to the key components in the relationship as well as to document any personal opinions as well as documenting their own professional background so that they may be taken into consideration when details and opinions are compared. Due to the lack of research previously in to the matter an open ended questionnaire will be necessary so that respondents are free to provide as much information and opinions as possible to further the project.

The information gathered in the primary research section will be documented and then discussed so that any key opinions can be highlighted as well as any other information of interest and comparison between the case studies will be made to evaluate any contrasting or similar opinions.

Finally the report will conclude the findings throughout the project as well as a recommendation to further work and a short reflective analysis section to document any issues learnt through the progress of the project.

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2 PROJECT DEFINITION

TITLE: TPM and the effect of Health and Safety for the Renewable Sector

SUPERVISORS: Peter Griffin, Jim Mooney, Farhad Anvari and James Findlay

AIMS:

The aim of this project is to establish a link between the lean maintenance aspect of TPM and the Health and Safety aspects in the renewable energy and whether or not any conflict, or any other matters, arises due to this relationship. To do this the following objectives will need to be met:

1. The creation of a literature survey2. Creating case studies through contact with industry 3. A review of the case studies and comparison 4. Discussion, conclusion and further work

To do so sufficient research will need to be undertaken in this projects literature survey section as well as the development of a plan to further investigate the matter as an individual project.

The main data will be researched through the review of secondary data and the creation of a literature survey which will focus on the three key areas of this dissertation:

1. TPM2. Renewable Energy Sector3. Health and Safety

The information gathered should be derived from reputable sources with connections to the relevant information, for example the Health and Safety Executive for health and safety matters.

Primary data shall be derived from contact with industry and discussion with the individuals to understand the relationship between the maintenance and health and safety departments as well as any differences in culture and elsewhere. This will provide a first-hand representation of the actual case in industry and will be the basis of the case studies that will aid in the development of the understanding of the relationship and the associated impact.

These methods for investigating the relationship could prove to limit the project if the health and safety roles and that of the maintenance manager where undertaken by the one individual. Other issues may include a company being at the very early stages of implementing TPM and therefore no real conflict or any form of relationship will have developed between the two managers.

SCOPE:

This project will focus on maintenance, health and safety (HS) as well as the renewable sector. In terms of maintenance focus will be aimed at the TPM methodology of maintenance. HS and safety will focus on general health and safety in the working place as well as specialist regulations that apply to each sector. The main emphasis of the renewable section will be to focus its primary efforts on hydropower, wind power and a slight element of solar power.

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The project will aim to identify any information that provides a link between two or more of the identified aspects as well as building a solid foundation of knowledge on each individual project. A discussion section will then be undertaken to compare and contrast the literature found and opinions can be derived from said section.

Following on from the literature review a questionnaire shall be created to be used for the use of gathering information for the first hand research section that will then lead on to the creation of a case study. Case studies shall then be analysed, discussed and compared to allow for similarities and variances to be identified and discussed leading on to conclusions of the information gathered.

Discussion of the results found in the literature review and in the case studies will focus on overlapping similarities as well as any major differences found and any points that were not initially discovered through the literature review.

Finally there will be a section based on methods and aims of recommended future work as well as a reflective section that will analyse and critique the undertakings of this project.

Out with the scope of this project is the ranking of the established links of the identified factors that intertwine the relationship between TPM, HS and the renewable sector. Also in depth usage and impacts of the tools and techniques of both TPM and HS are also out with the scope as only a limited knowledge is required in the usage of opinions and understandings. Finally this project will also not focus on the number of HS related accidents that occur in the renewable sector during maintenance operations.

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3 LITERATURE REVIEW

To understand better the subject area a literature review must be carried out on the available literature on each subject. The title of the project, TPM and the effect of Health and Safety in the renewable sector identifies three key areas, TPM and lean maintenance, Health and Safety and finally the renewable sector.

The TPM section should aim to establish the objectives and aims of TPM as well as they key components involved with a TPM methodology as well as tools and techniques that could be used. Any limitations should also be mentioned as these could have an impact on the relationship between health and safety and TPM.

The HS section should aim to establish what is involved within the HS sector, its aims, its purpose and a part about the culture that is attached to it. Finally the renewable section should be focused on the breakdown of hydropower, wind power and solar, the typical definitions involved with each as well as common methods of implementation as well as a section to further the understanding of the key components involved in each power plant and their importance. Nuclear has been excluded, even though many consider it to be a form of renewable energy, due to the vast complications not only within nuclear power plants, but with the complexities of gaining first hand data due to the serious security concerns often associated with nuclear power.

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3.1 TOTAL PRODUCTIVE MAINTENANCE

Lean Production (2013) describes total productive maintenance as an idea that strives for perfect production through the means of having no breakdowns, no defects and no reduction in production times due to maintenance or any accidents that could occur in the working environment.

The aim of TPM is to get the workers to take pride in their machines. By doing so they will begin to take more care of their machines, dropping the older “We just use it, tech can fix it” way of thinking and adopting a more careful approach to their machines in general.

Smith and Hawkins (2004) states that “ TPM is an initiative for optimizing the reliability and effectiveness of manufacturing equipment TPM is team-based, proactive maintenance and involves every level and function in the organization, from top executives to the shop floor.”

Roberts (2011) claims that “The origin of the term "Total Productive Maintenance" is disputed. Some say that it was first coined by American manufacturers over forty years ago. Others contribute its origin to a maintenance program used in the late 1960's by Nippondenso, a Japanese manufacturer of automotive electrical parts. Seiichi Nakajima, an officer with the Institute of Plant Maintenance in Japan is credited with defining the concepts of TPM and seeing it implemented in hundreds of plants in Japan.

Books and articles on TPM by Mr. Nakajima and other Japanese as well as American authors began appearing in the late 1980's.”

Marshall Institute (2010) stated that “The major credit for the development of Total Productive Maintenance (TPM) goes to Seiichi Nakajima, an engineer from Japan. Nakajima developed TPM in the early 1970s as an outgrowth of productive maintenance––a hybrid of preventive and predictive maintenance and several engineering methods carried out through employee involvement.”

Marshall Institute (2010) go on to state that “Total Productive Maintenance has been implemented in Japan since the 1970s with over a thousand companies involved now. It made its way to the United States in 1985-86 through Tennessee Eastman, a division of Kodak, and Baxter-Travenol (now Baxter Healthcare).”

Nakajima (1988) states that “The development of TPM began in the 1970’s. The period prior to 1950 can be referred to as the “breakdown maintenance” period.”

Nakajima (1988) also gives a complete definition of TPM:

1. TPM aims to maximise OEE2. TPM establishes a thorough system of PM for the equipment’s entire life span3. TPM is implemented by various departments4. TPM involves every single employee, from top management to workers on the floor5. TPM is based on the promotion of PM through motivation management

Nakajima (1998) breaks it down further by stating that “The word “total” in “total productive maintenance” has three meanings that describe the principal features of TMP:

1. Total effectiveness (referred to in point 1 above) indicates TPM’s pursuit of economic efficiency or profitability.

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2. Total maintenance system (point 2) includes maintenance prevention (MP) and maintainability improvement (MI) as well as preventative maintenance

3. Total participation of all employees (points 3, 4 and 5) includes autonomous maintenance by operators through small group activities.”

3.1.1 Breakdown of TPM

To better understand TPM it is beneficial to look at individual aspects separately and then as a whole due to the volume and complexity that is involved with in the structure.

3.1.1.1What are the aims of TPM

Nakajima (1988) states that “The dual goal of TPM is zero breakdowns and zero defects.” He furthers this by stating that once the breakdowns and defects are eliminated then costs are reduced and that and inventory can be minimised which leads to an increased labour productivity.

Wireman (2005) discusses TPM and states “… (TMP) involves everyone in the organisation from operators to top management, in equipment improvement. Equipment improvement does not just mean

incremental improvements, but also optimum utilisation of the equipment. The goal is to eliminate all equipment loses.”

By examining both quotes there can be confirmation of TPMS aims:

1. To eliminate breakdowns2. To eliminate variation through poor performance

For a TPM methodology to maintenance to succeed Nakajima (1988) states that successful implementation requires:

1. Elimination of the six big losses to improve equipment effectiveness 2. An autonomous maintenance programme 3. A scheduled maintenance program for the maintenance department4. Increases skills of operations and maintenance personnel 5. An initial equipment management programme

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Figure 1 A Lean Production (2013) Diagram Showing the Traditional Model of TPM

Nakajima (1988) further discusses maintenance as a general idea and states “We like to say that equipment maintenance means maintaining the health of equipment. Preventive medicine had reduced the incidence of disease and increased the human life span significantly. Similarly, preventive medicine and health maintenance for equipment.”

In the figure below it can be seen exactly what Nakajima means as the three basic areas of both preventative medicine and maintenance are compared and exactly what their effect is on the larger picture.

Nakajima (1988) uses the metaphor even further and explains exactly why operators are encouraged to get involved with their machines and its functions in a TPM methodology to maintenance stating that “Just as people are responsible for their own health. The person using a piece of equipment should be responsible for its health. In other words, daily maintenance is the responsibility of the equipment operator.” He goes on to describe maintenance personnel as “equipment doctors” who are responsible for

auditing the machines much like an annual health check-up and preventative repairs are essentially early treatment for a disease.

When evaluating the costs associated with daily prevention and periodic check-ups Nakajima (1988) describes them as “…minimal” especially when the cost associated with machine failure is considered in relation to the cost of replacing the parts at an earlier date. Nakajima (1988) describes the cost at that stage as “exorbitant”.

McCarthy and Rich (2015) discuss the benefits of running a TPM system and state “The estimated advantage, resulting from the factory benchmarking process, was concluded to be a Japanese advantage of 2:1 in productivity terms and nearer 100:1 in quality of vehicle build” as well as “To put it another way, the Japanese producers could make products in half the time of the West and enjoyed the benefits of near-perfect materials entering the vehicle build process”.

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Figure 2 Nakajima (1988) Preventive Medicine for Equipment = Preventive Maintenance

Figure 3 McCarthy and Rich (2015) Table Showing the Benefits of TPM

When comparing the productivity and quality between the Japanese, who were implementing full TPM and the West who were implementing parts of it, or half-heartedly implementing it, the staggering results can be observed in the discussion.

3.1.1.2Four Development Stages of TPM

1976 1979Stage

1Breakdown Maintenance 12.7% 6.7%

Stage 2

Preventative Maintenance 37.3% 28.8%

Stage 3

Productive Maintenance 39.4% 41.7%

Stage 4

TPM 10.6% 22.8%

Figure 4 The Four Development Stages of PM and the Situation in Japan, Form Nakajima (1988)

Table 1 gives the four stages of TPM. In history the majority of companies began using breakdown maintenance, simply fixing components when they broke which led to a loss of availability time reduced production. Preventative Maintenance (PRM) was a step forward in trying to rectify these issues as it involved using basic techniques such as cleaning the machines, regular services such as lubricating and oil changes and trying to predict when parts were going to fail using tables such as the one seen in figure 2. It shows 3 points:

The Degradation Point The Potential Failure Point The Actual Failure Point

The degradation point is where the actual failure begins to materialise. This often remains undetected until enough time has passed and the condition of the part has deteriorated further so that things like excess heat, vibrations, noises etc become easy to detect. This is known as the potential failure point. From this point onwards there is a high risk of the part failing and as such should be replaced as soon as possible before it reaches the actual failure point – where the part will fail entirely and become unusable.

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P - F Curve

Time

Cond

ition

Degradation Point Potential

Failure Point

Failure Point

Figure 5 P - F Curve from Smith and Hawkins (2004)

3.1.1.312 Steps of Implementation

Bohoris, G (1995) et al give the twelve steps in a very similar fashion to those seen in the Management Support figure, they are:

1. Announcement of top management’s decision to introduce TPM

2. Education and campaign on the introduction of TPM

3. Creation of organisations to promote TPM

4. Establishment of basic policies and goals of TPM

5. Formulation of master plan for developing TPM6. TPM kick-off

7. Improvement of effectiveness of each piece of equipment 8. Creation of set-up for autonomous maintenance

a. Initial clean upb. Measures against sources of outbreaksc. Formulation of clean up and lubrication standardsd. Overall check upe. Autonomous check up f. Orderliness and tidiness (standardisation)g. All out autonomous management

9. Creation of set up for planned maintenance in the maintenance department10. Training in improved operation and maintenance skills11. Creation of set up for initial management of equipment12. Perfect implementation and higher level of TPM

Although there are slight differences between Bohoris et al and the Management Support names of the steps differ the objectives of each of the twelve steps are similar. Carrying out and implementing these steps are fundamental to the success of any organisation that aims to move to a TPM methodology and without the proper conviction will ultimately result in failure of the project as a whole.

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Figure 6 Management Support (2009) Outline of the 12 Steps of TPM Implementation

3.1.1.4The Eight Pillars

The figure to the left shows the 8 pillars in diagram form. They are:

Focused Improvement Autonomous Maintenance Planned Maintenance Training & Education Early Equipment Management Quality Management Office TPM/ TPM in admin Health, Safety and Environment

3.1.1.4.1Focused Improvement

Industry Forum (2014) states that focused improvement “… is the first pillar of TPM. It provides a structured, team-based approach to drive elimination of specifically identified losses in any process”

Focused improvement aims to focus on the types of losses being found in the process and in ways that it can be analysed. It also helps to build the team’s ability to problem solve, along with motivating the workforce and giving them the skills to help eliminate losses from every day issues not just selected projects.

Industry forum state that the benefits of applying the pillar are:

“As well as improving efficiency, reducing defects and improving safety performance due to eliminating losses, the Focussed Improvement pillar ensures that the approach taken is consistent and repeatable to assure sustainability”

3.1.1.4.2Autonomous Maintenance

Industry Forum explains that autonomous maintenance is about furthering the understanding of the personnel operating the machines.

“It follows a structured approach to increase the skill levels of personnel so that they can understand, manage and improve their equipment and processes. The goal is to change operators from being reactive to working in a more proactive way, to achieve optimal conditions that eliminate minor equipment stops as

well as reducing defects and breakdowns.”

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Figure 7 A Diagram, From Industry Forum (2014) Showing the 8 Figures Supporting the TPM Idea

Figure 8 Showing the Three Phases of Autonomous Improvement – Diagram from Industry Forum

There are three faces to this pillar, establish and maintain conditions, enhance knowledge and optimal conditions.

Establish and maintain conditions sets out to establish base conditions for the machines and a standard of cleanliness so that no unnecessary wear is taking place on the machine. These are then set as a bench mark and the standards for cleaning, inspecting and lubrication are all set and expected to be adhered to.

Enhance knowledge’s objective is to do exactly as it says, to increase the operators knowledge of the machines, giving them increased training in the operation of the machine, and then increasing the standards expected.

Optimal conditions the operators are handed full ownership of the machines and are then expected to improve machine condition and performance so that further losses are reduced to a minimum.

The major benefit of applying this pillar is that the OEE will rise due to the increased availability of the machinery/equipment and losses seen in performance should be reduced to a minimum. Increased levels of employee engagement and capability levels should both occur also.

3.1.1.4.3Planned Maintenance

This element of TPM is to deliver a maintenance schedule which should deliver 0 breakdowns. It does this by extending the reliability of the equipment.

Planned maintenance is commonly led by the maintenance team. It involves prioritising the equipment and evaluating the current performance of the maintenance schedule and costs so that the focus of the pillar can be set accordingly. The autonomous pillar provides support to this pillar to help establish a basic standard condition and focus then shifts on to removing the causes of breakdown.

Information management systems are used to document the maintenance schedules, methods etc., and to monitor the usage of spares and during which point of the machines/ parts life cycle the replacement part is used. In doing so an ideal approach to maintenance can begin to form, which will initially take the form of periodic maintenance, slowly moving to predictive maintenance before finally moving to the continuous improvement stage which will aim to stop any use of reactive measures, applying the theory that prevention is better than the cure.

The major benefit of this pillar is again increased machine time and reliability, while also improving safe working conditions.

3.1.1.4.4Training and Education

The objective is to educate the staff and develop their skills that will not only help them develop themselves, but help the successful development of TPM in the workplace.

The business needs are examined, and the amount of well trained staff and under which speciality are all decided at this stage. It is of no use developing everyone to director level if there are no machine operators, and the reverse is also true. As such careful thought must be put into the

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planning of this stage. It is also important to assess current levels of skills against where the company deems it needs to be for it to be successful and plans to close any gaps, if found, should be made quickly.

A skill development will be the next stage of this pillar, where all employees should be developed so that they are continually improving. The longer the TPM project continues the wider the training that will need to be considered for specialist roles within the business.

Increasing the skills of the workforce is essential. Without it the earlier work will be wasted, as new employees will remain unfamiliar with their new roles, and those that gain promotion or switch divisions shall face the same issue. Without proper training companies can actually be creating another big loss, through their staff and their potential. This pillar also allows for the business as a whole to keep up to date with any new technology that is being released and ensures a smooth swap over should the need arise, from old technology and methods to new.

3.1.1.4.5Early Management

This usually follows the previous four pillars and focuses on what has been learnt so far so that any changes, be it in machines, products or process, can be met with as little development time as possible.

The main focus is on equipment and product management and minimising any losses from previously learnt experiences. In early equipment management the aim is to introduce a defect and loss free process so that downtime is kept to a minimum and so that the maintenance schedule and costs are all planned well in advance of the machine actually ever making it into the production cycle. For early product management the focus is on reducing development times and reducing quality issues that are often found with the majority of new products.

The main advantages to this pillar is the reduction of time spent on introducing products.

3.1.1.4.6Quality Maintenance

Quality maintenance is set up to ensure the zero defect status that has been reached. It aims to understand the relation between all aspects of the processes and controlling these. They are manpower, material, machines, and methods. All of these have a key role to play in maintaining a zero defect environment. The key element to this stage is ensuring that defects cannot be created instead of detecting them after they have been produced.

Quality maintenance is established in two stages, identifying what causes the defects and therefore defining a process that should give zero defects and the second stage standardises what has been established and their parameters and methods that have been used to achieve a zero defect system.

This pillar improves matters on all levels. Time wasted on poor quality and rework are eliminated, the time and wear that would be used to rework the product is also eliminated. It also helps public relations as customer satisfaction will rise as there will be less defects being received. As industry forum state “Defects become a failure of the organisation’s systems, not the fault of the operator, and poor quality is no longer accepted as a normal occurrence”

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3.1.1.4.7Office/Admin TPM

Once the manufacturing processes are all established it is time to turn the attention on to the support providers and as such this pillar looks at the support and administrative functions of the organisation. It sets out to ensure that all these processes support the optimisation of the manufacturing processes and that everything is being carried out at the ideal cost.

The first step of this pillar is setting the objectives and plans of the individual departments so that they match up to that of the business. There are then 5 key parts of this pillar:

Focused Improvement Autonomous Improvement Training and Education Flexible Staffing Policy Prioritised Improvement Program

These parts of the pillar allow for a reduction in overhead costs in general across the business, as well as making the processes involved in maintenance more efficient as well. This allows for continuous improvement, which allows for continuous change, which in turn makes it easier for departments to adapt to changes in customer demands or to new products that are being released.

3.1.1.4.8Safety Health and Environment

The theory of the SHE pillar is to reduce the accident level in the work place to zero. This is the case not only for injury, but for physical and mental stress along with any pollution.

Although the final pillar, it should not be left to last to implement. This pillar should be in implementation throughout the project. The aim is to reduce the causes of accidents or near misses in the work place. It does this by targeting three aspects: people’s behaviour, machine conditions and finally the management system. As there is often already government standards set for such things these should be evaluated and should be at least met, if not exceeded.

The main gains from this pillar are that any lost time accidents should be eradicated. Furthermore minor accidents and any environmental issues should all be avoided. These lead to a reduction in any compensation, investigation, containment costs and will result in an improved reputation.

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3.1.1.5Tools and Techniques

Herron and Hicks (2008) discuss the transition of techniques from Japan to the UK and state that “When implementing lean manufacturing in Western countries there are geographical, educational, cultural, societal and historic barriers, as well as mismatches in strategic thinking [16,18,20].The implementation of lean manufacturing techniques and philosophies requires the transfer of explicit and tacit knowledge [21] . The transfer of knowledge, particularly tacit knowledge, requires the abstraction and packaging of knowledge from a host. The application of the knowledge by a client involves an unpacking process”. Although the article is discussing manufacturing, many of the same principles apply and the tools transition from manufacturing to maintenance and elsewhere in the business. The necessity of these tools and techniques is to educate the staff as well as change the culture and to standardise procedures as well as looking to continually improve.

3.1.1.5.15S

Smith and Hawkins (2004) state that “Application of the 5S tool focuses on effective workplace organisation and standardised work procedures. 5S simplifies your work environment and reduces was and non-value activity while improving quality, efficient and safety.”

Lean Manufacturing Tools (2015) gives the 5S’ as:

Seiri Seiton Seiso Seiketsu Shitsuke

In English the 5s’ translate to:

Sort Set in order Shine Standardise Sustain

Nakajima (1988) gives the 5S’ as “…seiri, seiton, seiso, seiketsu and shitsuke (roughly, organisation, tidiness, purity, cleanliness and discipline)….” whereas Smith and Hawkins (2004) give the 5S’ as:

1. Seiketsu – Sort (remove unnecessary items)2. Seiri – Straighten (organise)3. Seiso – Scrub (clean everything)4. Seiton – Standardise (standard routine to sort, straighten and scrub)5. Shitsuke – Spread (expand the process to other areas)

All though they all offer slight variations of the translations all three of the quoted authors offer fairly similar explanations to what each stage should consist of and aim to achieve.

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Nakajima (1988) states that “Seiri, or organisation, means to identify aspects of the workplace to be managed and set appropriate standards for them. This a job for managers and supervisor, who must minimise and simplify the objects or conditions to be managed” The aim of sort is to remove all but the essential items for the process. Anything that is deemed surplus to the actual process is removed and placed either in its rightful area, or elsewhere if it’s deemed as clutter.

Nakajima (1988) defines this stage as “Seiton, or tidiness, which means adhering to established standards, is mainly the operator’ responsibility. Part of their circle activities should always focus on improvements that make standards easier to follow.”Set in order is the stage of ensuring that everything that now remains is set in a manner that is efficient. Everything should have its own place and should be kept as such to prevent it being lost or ending up causing clutter at another work station.

The shine process aims to bring everything back up to a near new status, machines, floors, workbenches etc. should all have a thorough cleaning and be brought up to this standard. By doing so any issues should be noticed as an irregularity will now stick out in the area, for example an oil leak on the floor, leaks from pipes, metal shavings from excessive wear etc.

Standardise seeks to make the three previous steps the standard so to speak. By setting this as the precedent of how things should be done, people become more accustomed to this and as such will be more likely to keep it in such a manner going forward. Standardising the way jobs are performed and the standards that are expected is also a major part of the whole idea, in doing so employees can be under no illusion of how tasks are to be performed and are more likely to get the process correct if it’s a process that is known to work.

The final S is sustain. The intention of sustain is to ensure that the company focuses on continuous improvement using the previous 4S’ by auditing and continuous housekeeping. This focuses on driving it as part of the culture within the company and makes it everyone’s responsibility.

3.1.1.5.2Standardised Work Flow

Hawkins and Smith (2005) state that standardised work flow refers to “…work process standardisation. There are normally two, or occasionally three, starting points for a maintenance work order – a CMMS generated work order (planned), a production generated work request and occasionally maintenance engineering (special evaluation, etc.)” Evaluating the statement identifies the two main types of maintenance likely to occur in the workshop – preventative and corrective or possibly better explained as planned or breakdown.

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To construct a standardised workflow several variables need to be evaluated, understood and considered, such as choices open to each operator, optimisation necessary for each operation, standardisation and method of deployment. As all of these will vary from company to company and even throughout processes consultation of the staff involved throughout the decision making process is necessary.

The figure to the left displays a very abbreviated standardised workflow and demonstrates the complexities that a work order must follow. By following a set out procedure a systematic set of steps can be followed by each member involved allowing easier decision making

to be accomplished. Without such a diagram, or tool, a lot of time can be wasted trying to communicate to line manager’s or the line manager’s line manager or a different department’s management.

3.1.1.5.3Value Stream Mapping

Hawkins and Smith (2004) describe value steam mapping as “…a powerful tool for “seeing” a process, identifying the non-value adding components and recreating the process as a value stream.” The idea has been adapted from the manufacturing process and evaluating each step and its impact on the process.

They also state that “Whatever process-mapping system you decide to use, its application is the same. It employs the following 8-step value steam mapping and future state creation plan:” which they state consists of:

1. Select the process to be mapped and study/analyse it carefully2. Map the process’ existing steps 3. Reanalyse by examining each map symbol and attempting to “drill down” to additional

process steps within each mapped step. Continue until the team agrees that all steps of the process have been mapped. This results in the present-state map

4. Analyse the present state map to identify all non-value adding activities.5. Remove the non-value adding activities or develop value adding “work-arounds” and remap

the process. Create a listing of all of the actions needed to remove the non-value adding activities as well as any value added work-arounds developed.

6. Reanalyse the new map for workability and additional non-value added activities and “impossible to remove” non-value adding activities. This should result in the development of

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Figure 9 Smith and Hawkins (2004) Abbreviated Standardise Workflow

the process’ future state map. An action plan will develop as a result of the work-arounds and actions necessary to remove non-value adding activities.

7. A write up of the action plans followed by submission to management who will approve them or otherwise alter them

8. Implementation of the process’ action plans in accordance with approved guidelines.

The main aim of value steam mapping can be to breakdown a process, identify the wastes and to eliminate them which is in line with the overall aim of lean, lean maintenance and TPM. From a TPM perspective then possible wastes would likely to include over working of a machine or part where a less trained individual would be perfectly viable to carry out the necessary job, for example getting operators to carry out daily checks on the machines as well as lubricating and oil checks. By doing this the more expensive cost of the maintenance personnel time can be managed in a more efficient way and in a way that benefits the company.

3.1.1.5.4 Just-In-Time and Kanban (Pull) System

Although traditionally applied to manufacturing applications these techniques can lead to improvements in processes within maintenance also. Smith and Hawkins (2004) describe how they can be applied to maintenance through the following quote “The goal in production operations is continuous flow such that production can (potentially) run at full capacity. What is full capacity in maintenance operations? It is performing the right amount of maintenance required to meet the production schedule that is approved by the customer who, in most cases, is production.”Therefore full capacity for maintenance is applying maintenance in such a manner that the equipment is in a worthy condition to be used during scheduled hours of production.

Although scheduling all available man-hours to maintenance would provide full capacity – in reality this practice could actually be damaging as emergency repairs or breakdowns as well as high priority work need time set aside. As such a mix of long term planning involving high priority work with enough flexibility to accommodate unforeseen circumstances is the desirable outcome.

Smith and Hawkins (2004) identify “schedule compliance” as the KPI for this technique, as the necessity to vary from the schedule highlights two possible issues, poor scheduling or high levels of breakdowns which will highlight a fault elsewhere.

3.1.1.5.5 Jidoka and Poka Yoke

Hawkins and Smith (2004) define Jidoka as “Jidoka means quality is manufactured in by the process and not inspect in.” Applied to maintenance they state that “trained, skilled and qualified maintenance technicians should be performing, or directly supervising, every maintenance procedure.”

Poka Yoke is discussed by Wadhwa, R (2012) and he states “Poka-yoke, a term coined by Shingo in Japan in 1960s, implies mistake or error-proofing.” Poka Yoke often involves the workers to set up a method of error detection before completion of the work takes place. In terms of maintenance this could be in the form of following checklists, a machine being inoperable upon completion due to an error in maintenance or components that will only fit a certain way. Following these methods should

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ensure that maintenance that is carried out is correct, or if wrong cannot damage the machine due to poor fitment of parts, incorrect parts or human error.

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Shimbun, N (1988) identifies ten human errors that poka yoke can help to eradicate:

1. Forgetfulness2. Errors due to misunderstanding3. Errors in identification4. Errors made by amateurs5. Wilful errors6. Inadvertent errors7. Errors due to slowness8. Errors due to lack of standards9. Surprise errors10. Intentional Errors

3.1.1.5.6Kaizen

Singh et al (2013) defines Kaizen when they state that “’Kaizen’ literally means ‘change for the betterment’ ”. Kaizen involves small improvements and is carried out on a continual basis and involving people of all level in the organization. The principle behind Kaizen is that "a very large number of small improvements are more effective in an organisational environment than a few improvements of large value.”They state that it aims to “…achieve and sustain zero loses with respect to minor stops, measurement and adjustments, defects and unavoidable downtime.”

Kaizen is therefore a tool to ensure that continuous improvement can be realised and that there is a focus within the company to constantly analyse and constantly look for improvements, often small scale, that can lead to higher efficiency, quality, productivity or in measures that can cut lead times or costs. This can be found in Japan, where there is often a suggestion system that is implemented and each worker is expected to contribute his or her opinion. In doing so the company may find that they have 90% of poor suggestions or more. However the little amount of excellent suggestions can lead to large impacts across the board.

3.1.1.5.7Shewart Cycle (PDSA)

Smith and Hawkins (2004) define the Shewart Cycle of Plan – Do – Study – Act as “…. the control process for executing Kaizen Events.” The cycles is based on “the premise that continual evaluation of management practices, as well as the willingness of management to adopt new, and disregard unsupported, ideas are keys to the evolution of effective management and a successful enterprise.”

The planning stage focuses on identifying the problem and analysis followed by the formulation of plausible solutions to tackle the issue. The do stage involves testing the solutions identified to be most effective in a controlled, or test, situation so that results may be evaluated and discussed. Study focuses on the analysis of the results and creating a comparison between the information obtained so that any changes can be evaluated and the best solution identified. The act stage is the final stage and involves implementing the new methods identified and creating a comprehensive solution. Due to the nature of TPM and the strive for continuous improvement this cycle can be implemented repeatedly so that there is a constant development.

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3.1.2 Overall Equipment Effectiveness

OEE is a measure of the production time actually used against the production time scheduled. Lean Production (2013) give the percentages as:

“An OEE score of 100% is perfect production. An OEE score of 85% is world class for discrete manufacturers. An OEE score of 60% is fairly typical for discrete manufacturers. An OEE score of 40% is not uncommon for manufacturers without TPM and/or lean

programs.”

Nakajima (1988) states that “But what method of calculation was used to determine the rate of equipment effectiveness and on what data were the calculations based? Many companies use the term “rate of equipment effectiveness,” but their methods of calculation vary widely. Often, what is referred to as the rate of equipment effectiveness is actually the operating rate or availability.”

Anvari and Edwards (2010) state that “Overall equipment effectiveness (OEE), as introduced by Nakajima (1988), is seen to be the fundamental way of measuring performance efficiency. It is the essential measure of total productive maintenance (TPM) and lean maintenance” which provides a clear link between OEE and the necessity of it with regards to implementing TPM, which is supported as they also state that “Accurate equipment performance data are essential to the success and long-term effectiveness of maintenance and manufacturing”

Nakajima (1988) gives the formula for availability as the following:

Availability=OperationTimeLoadingTime

Availability= LoadingTime−DowntimeLoadingTime

Where; Loading Time = Total Available Time (Per day/month). If the working shift each day is eight hours (480 minutes) and there is 20 minutes downtime then the loading time is 460 minutes.Downtime = Downtime planned for maintenance or management activities etc. Operation Time = Loading time - non-operation time. Stoppages losses from failures, set-up/adjustment times. If each day composed of 20 minutes of breakdowns, 20 minutes of setup and 20 minutes of adjustments then the operation time would be 400 minutes per day.

This would result in the results below:

Availability= 400minutes460minutes

∗100=87 %

Component TPM Goal Type of Productivity Loss

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Figure 10 A Simple Explanation of OEE from Lean Production (2013)

Availability No Breakdowns Availability takes into account Down Time Loss, which includes all events that stop planned production for an appreciable length of time (typically several minutes or longer).

Performance

No Small Stops or Slow Running

Performance takes into account Speed Loss, which includes all factors that cause production to operate at less than the maximum possible speed when running.

Quality No Defects Quality takes into account Quality Loss, which factors out manufactured pieces that do not meet quality standards, including pieces that require rework.

OEE Perfect Production

OEE takes into account all losses (Down Time Loss, Speed Loss, and Quality Loss), resulting in a measure of truly productive manufacturing time.

Figure 11 A table from Lean Production (2013) explaining OEE

Figure 6 outlines the three aspects that make up OEE and figure 7 shows how OEE is actually calculated. Now the main advantage of having a figure such as this is it allows direct comparisons of performance of machines in different processes, which allows decisions to be made as to which the more efficient process actually is.

Item Value ExplanationIdeal Cycle Time

1 minute Theoretical fastest time to produce this part.

Total Pieces 300 Total quantity of pieces manufactured during this shift.Operating Time 330

minutesRun time of this shift (planned production time less down time).

Performance 90.9% (Ideal Cycle Time x Total Pieces) / Operating Time = (1 x 300) / 330

Figure 12 An Example of an OEE Calculation

Wireman (2005) applies OEE to maintenance through the use of “Early Equipment Management and Maintenance Prevention Tracked on Percentage of Critical Equipment”. The indicator is used to examine “….the percentage of critical equipment that has been or is currently being studied for opportunities to make design improvements. These improvements would reduce the maintenance requirements or the time to perform maintenance on the equipment.” The formula for the calculation is stated as:

Critical Equipment ItemsCovered by Design StudiesTotal Number of Critical Equipment Items

Wireman (2005) states under strengths that, “This is essential because if all things are equal, changing the design to increase throughput may make the final competitive difference.”

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3.1.2.1Issues

The key issue with using OEE, or TPM in general, as that all the data gathered must be accurate. Inaccurate figures will give false results and as such will provide poor information to base decisions and planned maintenance on. Nakajima (1988) recognises this “If we want to practice ‘profitable TPM’ and pursue optimal equipment effectiveness, the following two factors are crucial. First, we must keep accurate equipment operation records so that the appropriate management controls can be provided (with narrower targets; and second, we must devise a precise scale for measuring he equipment operation conditions.”

Anvari and Edwards (2011) discuss OEE limitations and conclude that “OEE basically includes the effects of the environment of equipment performance measurement and total quality (de Ron and Rooda, 2005) but no changes – even considerable ones – in subsequent machines or the external market can effect the level of OEE. These have constrained the level of OEE application and its role in making communications easier.”

Anvari, Edwards and Starr (2010) also discusses a key issue associated with OEE stating “…While, the results for OEE by ignoring a considerable amount of possible hidden losses might be satisfying, the OEE-MB report shows potential room for improvement.”This demonstrates that too simple an OEE calculation can lead to a misleading KPI which can then lead to conflict among members of staff as well as poor decision making due to a misleading number.

In summary poor management of the OEE figures and the actual input of the figures that comprise of the OEE calculation can lead to poor decisions and have an overbearing effect on the full maintenance of the plant. Consideration must also be given to the level of complexity of the OEE calculation as the initial OEE calculation, as simple and effective as it has been known to be, can actually be missing some of the wastes of the equipment efficiency and as such can be giving false figures.

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3.1.3 The Six Big Losses

Figure 8 outlines the six big losses and gives examples and short comments on them. OEE (2012) comments on the six big losses and their place in TPM stating “One of the major goals of TPM and OEE programs is to reduce and/or eliminate what are called the Six Big Losses – the most common causes of efficiency loss in manufacturing”

Wireman (2005) gives the 6 big loses as:

Breakdowns Set up and adjustment losses Idling and minor stoppage losses Start up and shut down losses Reduced speed or capacity losses Quality defects or rework

Six Big Losses OEE Category

Examples Comments

Breakdowns Down Time Loss

Tooling Failure Unplanned

Maintenance Overheated Bearing Motor Failure

There is flexibility on where to set the threshold between a Breakdown (Down Time Loss) and a Small Stop (Speed Loss).

Setup and Adjustments

Down Time Loss

Setup/Changeover Material Shortage Operator Shortage Major Adjustment Warm-Up Time

This loss is often addressed through setup time reduction programs such as SMED (Single-Minute Exchange of Die).

Small Stops Speed Loss

Component Jam Minor Adjustment Sensor Blocked Delivery Blocked Cleaning/Checking

Typically only includes stops that are less than five minutes and that do not require maintenance personnel.

Slow Running Speed Loss

Incorrect Setting Equipment Wear Alignment Problem

Anything that keeps the equipment from running at its theoretical maximum speed.

Start-up Defects

Quality Loss

Scrap Rework

Rejects during warm-up, start up or other early production.

Production Defects

Quality Loss

Scrap Rework

Rejects during steady-state production.

Figure 13 The Six Big Losses as Stated by Lean Production (2013)

Part of understanding the six big losses is also interpreting the data and knowing how to act accordingly.

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3.1.3.1Breakdowns

OEE states that “Eliminating unplanned Down Time is critical to improving OEE. Other OEE Factors cannot be addressed if the process is down.” which summarises the breakdowns section. It is important to note not just how long the process is down, but when and what is the cause. With this information it is easier to asses and to take action against reoccurring issues.

3.1.3.2Set-ups and Adjustments

OEE defines “Setup and Adjustment time is generally measured as the time between the last good part produced before Setup to the first consistent good parts produced after Setup. This often includes substantial adjustment and/or warm-up time in order to consistently produce parts that meet quality standards.”

In manufacturing especially this can be an issue. Having to readjust certain specifications, creating waste products as a result, is time consuming and is leading to downtime or, more importantly, a loss of production time. In doing so it is costing the business money. Different companies reach different successful strategies when considering this issue. Often companies keep pre-fabricated parts on trolleys so that it should be just a straight swap, instead of having to readjust every tool all that is needed is some fine tuning to get the process running perfectly.

3.1.3.3Small Stops and Reduced Speed

According to OEE Small Stops and Reduced Speed “are the most difficult of the Six Big Losses to monitor and record. Cycle Time Analysis should be utilized to pinpoint these loss types. In most processes recording data for Cycle Time Analysis needs to be automated since cycles are quick and repetitive events that do not leave adequate time for manual data-logging.” These cycles get checked between times that are already pre-determined for small stops and reduced speed. They are considered separately as the issues that cause each tend to differ from each category.

3.1.3.4Start-up Rejects and Production Rejects

The same can be said for the 2 rejects, that they both differ and usually the root cause is different. All parts that need any form of rework should be considered as rejects. Patterns will often be recognised if rejects are recorded correctly, often allowing for an accurate reading of what is causing the reject.

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3.1.4 Issues with TPM

Nakajima (1988) states that “If a company has not yet implemented preventative or productive maintenance, however, a sudden shift from breakdown maintenance to TPM will be extremely difficult, although not impossible."This case has been seen previously although as more and more companies are striving to be more efficient in all areas due to competition, there are less companies that work on a breakdown maintenance schedule. However the problem still persists in the modern age of business, particularly in smaller companies that are less likely to have exposure to TPM.

Wireman (2005) also discusses the issues with TPM and discusses 8 key points:

1. Initiated as part of a downsizing effort2. Insufficient workforce training3. Trying to copy another company4. Lack of maintenance basics5. Lack of a critical equipment OEE focus6. Work culture not evolved properly7. Lack of changing the rewards and recognition systems8. Lack of management knowledge of TPM

All of these issues can lead to poor TPM indicators as is seen in the figure to the left. Much of it stems from common issues of a lack of knowledge of TPM systems, a lack of commitment from upper management and from a resistance to change by the members of staff – either due to previous culture or for fear that their livelihoods are at risk.

Nakajima (1988) discusses issues often associated with TPM, in particular in the following quote preventative maintenance, and states that “…..many companies choose not to practice preventative maintenance or practice it only half-heartedly, even though they understand its importance. Perhaps they are like people who knowingly sacrifice their health and shorten their life spans by overworking and eating and drinking immoderately.”

He goes on to discuss the associated issues and states that by not practicing preventative maintenance they are “….accelerating the deterioration of their equipment.” by allowing the dirt and dust to remain uncleansed it actually creates damage by scratching the surfaces and sticking to the machines. Likewise, when lubrication is neglected, friction is a direct by product – thus increasing both wear and the necessary energy to complete its actions.

Nakajima (1988) identifies the pressures associated with a production schedule as well, stating that such “….factories do not have the flexibility to implement preventative maintenance.” which leads

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Figure 14 Wireman (2005)'s TPM Indicator Tree

on to more “…..unfavourable conditions….” such as defeatist attitudes and bad habits, which affects not only the workers but the top management as well. Without allowing time for preventative maintenance therefore only leads to further issues and costs in the future.

Rodrigues and Hatakeyama (2006) state in their analysis of TPM that “…the big responsibility for non-success is due to the managers of the process and the top administration of the companies. Because, even though several resources are invested for the implementation of a TPM system in the beginning of the process, what one notices in most cases, is that the organisation as a whole (operators, maintenance people, managers, top administration—Fig. 4) is not always really inserted in TPM philosophy.” This identifies a lack of commitment from management as a key factor to the contribution of the failure of TPM. This is also identified by Nakajima (1988) who states that “TPM cannot be implemented if top management fails to provide the psychological and physical environment that promotes true participative management.”

In summary the key aspects for failure of a TPM implementation appears to include a lack of commitment from upper management, resistance to change from employees and lack of knowledge from upper management.

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3.2 HEALTH & SAFETY

The Oxford Dictionary (2015) defines Health and Safety as “Regulations and procedures intended to prevent accident or injury in workplaces or public environments.”

In the United Kingdom Health and safety is governed by the Health and Safety Executive (HSE). The government’s online page describes the HSE (2015) as “… the national independent watchdog for work-related health, safety and illness. It acts in the public interest to reduce work-related death and serious injury across Great Britain’s workplaces.”

In a myth busting section of its own website the HSE (2010) state that they publish advice on how to manage risk within a given company, and not as many believe, to merely restrict employees.

“HSE publishes advice setting out the sensible and proportionate steps we can all take to deal with workplace risks properly.

As we retire the myth of the month series, let us leave you with one thought - health and safety is about saving lives, not stopping them.”

3.2.1 Sources of Guidance

Hughes and Ferret (2007) list two types of sources for health and safety, internal which should be found within an organisations records and external which come from outwith from bodies such as HSE or the Institution of Occupational Safety and Health (IOSH).

Hughes and Ferret (2007) identify that internal sources can focus on the like of accident records, absentee records, inspection and audit reports, maintenance, risk assessment and training records as well as any additional information provided to workers. Also included in internal sources of information are equipment examination and test results.

When examining external sources they identify that it should focus on legislation, HSE/IOSH guidelines, code of practices and other provided information, European and British standards, HS journals and publications, specialist technical and legal implications, manufacturing information and finally encyclopaedias and the internet.

3.2.2 Health and Safety Culture

In Hughes and Ferrett (2007) state that “HSG 65 Gives the following definition of a health and safety culture:

The safety culture of an organisation is the product of individual and group values, attitudes, perceptions, competencies and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organisation’s health and safety management. Organisations with a positive safety culture are characterised by communications founded on mutual trust, by shared perceptions of importance of safety and by confidence in the efficacy of

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preventative measures”. This demonstrates an argument that the authors discuss. They state that some believe that the workforce have little input and it is in fact the senior managers that develop and drive the culture and this could be seen as fair due to the legal implications. However the later part states that it is a team mentality that is necessary for positive safety culture. This shows that health and safety, as a culture, is a team effort and as such all members of the teams must buy in to the mentality. If a manager is a poor leader then it suggests that it could prove to have poor consequences on the accident rate and practices in a work place.

Hughes and Ferrett (2007) also stat that “The workforce must believe that the safety measures put in place will be effective and followed even when financial and performance targets may be affected”. This arises a possibility of conflict between different members of staff, particularly those with different performance aims and those with different professional backgrounds. It again emphasis the plausible area of conflict, as well, due to leadership struggles in a work place. Those that do not believe in the manager making the changes could reject the change in favour of older working practices, using health and safety and claiming that they feel safer using the old methods or procedures.

As such Hugh and Ferrett (2007) breakdown the following as the key components to a positive health and safety culture:

Key ComponentsLeadership and commitment to health and safety throughout and at all levels of the

organisationAcceptance that high standards of health and safety are achievable as part of a long-term

strategy formulated by the organisationA detailed assessment of health and safety risks in the organisation and the development of

appropriate control and monitoring systemsA health and safety policy statement outlining short and long-term health and safety objectives.

Such a policy should also include codes of practice and required health and safety standards.Relevant employee training programmes and communication and consultation procedures

Systems for monitoring equipment, processes and procedures and the prompt rectification of any defects

The prompt investigation of all incidents and accidents and reports made detailing any necessary remedial actions

Figure 15 Hugh and Ferrett's Key Components for Positive Health and Safety Culture

Leadership is again highlighted as a key issue. Like TPM commitment from senior management is necessary and a vital aspect of the success of health and safety in the work place. Proper structure is a key aspect as well. There can be seen to be overlaps from the key aspects of TPM and health and safety with regards to training, monitoring, continuous improvement and a need for proper leadership and management throughout the life cycle of the systems.

Hugh and Ferrett (2007) state that poor health and safety is often recognisable through the following indicators:

IndicatorHigh sickness, ill-health and absentee rate amongst the workforce

Perception of a blame cultureHigh staff turnover leading to a loss of momentum in making health and safety improvements

No resources (Budget, people or facilities) made available for the effective management of health and safety

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Lack of compliance with relevant health and safety law and the safety rules and procedures of the organisation

Poor selection procedures and management of contractorsPoor levels of communication, cooperation and control

Weak health and safety management structureLack or poor levels of health and safety competence

High insurance premiumsFigure 16 Hugh and Ferrett (2007) Indications of Poor Health and Safety Culture/ Climate

Looking at the above figure it can be seen that many of the indicators would also be seen in a business that would be struggling in general. High staff turnover is discussed Khilji and Wang (2007) by and they state that “Since the early work of March and Simon (1958), who conceptualized employee turnover intention as a reflection of an employee’s decision to participate and perform in the organization, turnover has been used as an organizational performance indicator. For most part, voluntary turnover is treated as a managerial problem that requires attention, thus its theory has the premise that people leave if they are unhappy with their jobs and job alternatives are available (Hom & Kinicki, 2001)”. This creates a strong link between turnover and the actual performance of a business.

Often businesses that cannot provide resources for the management to use with regards to health and safety would also be a concern as health and safety is not merely a want but a necessity with regards to industry.

Poor selection procedures coupled with poor communication is also an early warning to a failing business or a business on the decline, much as the same as high defects and consistent breakdowns are signs of poor maintenance, and high accident or near miss rates are signs of poor health and safety.

3.2.3 Institution of Occupational Safety and Health (IOSH)

IOSH is the only chartered body for health and safety professionals. IOSH state that their membership consists of “….more than 40,000 individual members working in 85 countries, we’re the biggest professional health and safety organisation in the world. IOSH was founded in 1945 and is a registered charity”

In their 2012-2017 Corporate Strategy IOSH state their vision as: “A world of work which is safe, healthy and sustainable” which they aim to achieve through their six key directions areas:

1. International Impacti. “To focus on supporting improvements in health and safety for people at work,

wherever they are, and to explore and develop commercial opportunities around the world”

2. Membership Development i. “To continue to increase the number of members by offering a range of membership

categories suitable for the UK and internationally”

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ii. “To continue to provide members and member networks with a range of value opportunities and methods to engage with and support the Institution’s wide range of activities”

3. Influential Leadershipi. “To extend and strengthen IOSH’s leadership, influence and profile in health and

safety in the UK and internationally.”4. Commercial Expansion

i. “To expand IOSH’s range, and distribution, of profitable commercial products and services in the UK and internationally.”

5. Health and Wellbeing i. “To continue to protect and promote health and wellbeing, including awareness of

IOSH’s related activities, services and initiatives”6. Infrastructure and Resources Development

i. “To review its reserves policy regularly so that more funds can be made available, if needed and appropriate, to invest in activities in support of its vision and mission”

ii. “To keep up with changes in information/ communications technology and related applications so that both the needs of the organisation and also preferences of users are satisfied”

iii. “To become an employer of choice”iv. “To continue to ensure that IOSH’s processes and activities are as efficient as

possible”

Many of these aims seem to interlink with a TPM application in the workplace. International Impact focuses on supporting continuous improvement as well as developing and reacting to the changing market that is present. Membership Development involves member engagement which is another key aspect of TPM’s bottom up approach. Both aim to have everyone involved at all levels of the company and contributing to the development of the company.Leadership is often regarded as the key to any successful project, endeavour or business. As such it is little surprise that both TPM and IOSH both identify it as a key aspect. Smith and Hawkins (2004) discuss leadership but summarise its effect on TPM’s success as “…. the display of leadership and commitment will be the attributes that determine the long-term success of the Lean Enterprise.” HSE (2013) state that “Failure to include health and safety as a key business risk in board decisions can have catastrophic results. Many high-profile safety cases over the years have been rooted in failures of leadership”. Both emphasise the importance of leadership and its effect on the success of the projects that they effect.Health and Wellbeing could be compared to the aims of one of the pillars of TPM, Safety Health and Environment. Smith and Hawkins (2004) describe safety as “…. a cornerstone of TPM. The basic principle behind TPM safety activities is to address dangerous conditions and behaviour before they cause accidents.” Hughes and Ferrett (2007) describe Health as “The protection of the bodies and minds of people from illness resulting from the materials, processes or procedures used in the workplace.” and safety as “The protection of people from physical injury.” Both are aimed at protecting the workforce from harm. Infrastructure and Resources Development aims to review its policies and adapt to the changing situations that the company is found in, much like a continuous improvement system that would be implemented in conjunction with a TPM policy.

By evaluating the corporate strategy of IOSH, the only charter organisation with regards to Health and Safety professionals, and comparing it to a few of TPM’s pillars and key aspects it can be seen that there are actually quite a lot of similarities between the objectives. In essence then, what

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should be revealed through the use of case studies is that there would be a lot of interlinked work being carried out between the maintenance department and the health and safety department and there should be minimal conflict due to the shared goals that are apparent between IOSH and a TPM methodology to maintenance.

3.2.4 How Health and Safety Effects Maintenance Policies

All companies are governed by Health and Safety. It is their duty to protect everyone, all members of staff. When looking at maintenance in particular there are many policies that have a direct impact. Looking purely at wind turbine maintenance, consideration has to be given to the heights a worker may have to work at, the types of tools necessary at that height and the fact that they are indeed in a confined space. Looking at Hydro power, there is obviously the possibility of issues with water, such as leaks, drowning or electrocution. Every industry is effected in such a manner.

To evaluate the potential impact of policies part of the literature survey must aim to document the general policies that would have an impact on each discipline with in the renewable energy sector.

3.2.4.1General Policies

The aim of this section is to review policies that would have an effect on any place of work despite their operations. These policies should focus on the more generic side of health and safety and the typical stipulations that companies face in industry.

3.2.4.1.1The Health and Safety at Work Act (1974)

Hughes and Ferrett (2007) identify the Health and Safety at Work Act 1974 as the first act that could be considered “proactive” rather than “reactive”. This was the result of the Robens report published in 1972 which found that laws were focused on “… the requirement for plant and equipment to be safe rather than the development of parallel arrangement for raising health and safety awareness of employees.”It also stated that laws were struggling due to the advancement of technology of the time, referencing the court ruling in 1955 which banned the use of grinding wheels throughout industry, and that it took fifteen years to produce regulations to allow its use.

There should be a single act that covers all worker and that act should contain general duties which should influence attitudes

The act should cover all those affected by the employer’s undertaking such as contractors, visitors, students and members of the public

There should be an emphasis on health and safety management and the development of safe systems of work. This would involve the encouragement of employee participation in accident

prevention. (This was developed many years later into the concept of health and safety culture)Enforcement should be targeted at “self-regulation” by the employer rather than reliance on

prosecution in the courtsFigure 17 Hughes and Ferrett (2007) Principal Recommendations from the Robens Report

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Hughes and Ferrett (2007) state that Lord Robens put forward four key recommendations that would later be the basis for the Health and Safety at Work Act 1974 which can be found in the figure above. Hughes and Ferrett (2007) also go on to further add that the act lead to the development of the Health and Safety Commission (HSC), which lead to the development of the HSE. At the time of the book they state that there was a consultation being held about the possibility of merger between the HSE and HSC.

Figure 18 Hughes and Ferrett (2007) Duties of Employers to Employees

Hughes and Ferrett (2007) outline the effect of the employer to the employee which can be found in the figure above. This demonstrates that the employer is legally responsible to ensure not only the safety of their staff but also training and education as well as the need for a solid documentation process policies and other arrangements within the organisation.

On the other hand employees only have two main duties, to behave responsibly and to co-operate with the employer so that they may fully meet their legal obligations.

3.2.4.1.2Noise at Work Regulations (1989)

The HSE state that the regulations “….stipulate every employer shall reduce the risk of damage to the hearing of his employees from exposure to noise to the lowest level reasonably practicable'. To this end, the Regulations require that a noise assessment should be made if employees are likely to be exposed to the first action level or above or to the peak action level of noise. “

As such then these regulations place the health of the employees hearing as a result of their work life firmly in the hands of the employer. This places and emphasis on the employer then to maintain a suitable level of noise throughout the workplace and not allow it to elevate to a degree where employees are being affected negatively through an impact on their hearing or other such health related issues.

3.2.4.1.3Electricity at Work Regulations 1989

HSE state that “The Electricity at Work Regulations 1989 had a wide remit, covering: work systems, protective equipment and work activities; adverse or hazardous environments; capability and strength of electrical equipment; earthing and other suitable precautions; electrical protection, insulation and placing of conductors; connections; integrity of conductors; cutting off electrical supply and isolation; working on dead equipment; working on or in the vicinity of live conductors; working space, lighting and access; and competent persons”.

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Safe plant and systems of workSafe use, handling, transport and storage of substances and articles

Provision of information, instruction, training and supervisionSafe place of work, access and egress

Safe working environment with adequate welfare facilitiesA written safety policy together with organisational and other arrangement

Consultation with safety representatives and formation of safety committees where there are recognised trade unions

A short glance at the regulations shows that they are complex and provide protection to any one working with any form of electrical device. The need for these regulations was put forward due to the severe nature of injury that could occur as a result of working with electrical devices.

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3.2.4.1.4The European Six Pack

The European six pack was introduced in to UK health and safety law in 1993 as a result of the EU directive to introduce the Framework Directive on Health and Safety Management and five daughter directives. Hughes and Ferrett (2007) state that they identify the following areas:

Management Of Health And Safety At Work Workplace Provision And Use Of Work Equipment Manual Handling Personal Protective Equipment Display Screen Equipment

Unison (2003) state that “The six pack came about because of a European law called the ‘framework directive’ which was intended to harmonise health and safety legislation throughout Europe. The framework directive was followed by five other directives”.

These regulations were brought in to standardise the expected HS standards across all members of the EU.

As such these were essentially documents for all companies across the European Union to abide by and to hold themselves accountable by. Failure to do so led to involvement from the HSE and other such agencies. Unison (2003) acknowledge this and state “The fact that the ‘six pack’ are regulations does not make them any less enforceable. The importance that is put on them is shown by the fact that the Health and Safety Executive issue around 4,000 enforcement notices every year under the six regulations, and achieve over 200 convictions a year, a figure that is increasing every year”.

3.2.4.1.5The Management of Health and Safety at Work Regulations (1999)

In 1999 the management of health and safety at work regulations were introduced. Hughes and Ferrett (2007) state that their reason for being was “…..the regulations were not introducing concepts or replacing the 1974 act – they simply reinforced or amended the requirements of the health and safety at work act.” The act redefined and altered the duties of the employer and the employee. The redefined duties of the employer can be found in the bellow figure.

Risk assessments where there are five or more employeesPlanning, organisation, control, monitoring and review of HS measures in the workplace.

Employ (ideal case) or outsource person to help them comply with HSDevelop and inform everyone of emergency procedures

Provide HS information to all involved with company workplaceCo-operate with others (other employers etc) in matters of HS within the workplace

Provide employee with trainingProvide temp workers & their agency with relevant HS information

Protect young persons and expected mothersProvide HS surveillance for employees, as per the regulations

Figure 19 Hughes and Ferrett (2007) Table of Employers Duties as found in the Management of HS at Work Regulations 1999

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The information identified that needed to be provided to the worker is any risk identified as a result of the undertaken of a risk assessment, the measures that are in place for such a risk and the emergency details should that risk be fully realised. The employees duties are again limited to compliance with any training that has been undertaken, report any serious danger and to report any issue found within the current HS arrangements.

3.2.4.2Renewable Policies

As the renewable sector will have its own specific legislations regarding working with water, height and electricity then a review of the legislation affecting each sector would allow an insight into the complex relationship between HS and the rest of the organisation.

3.2.4.2.1Hydropower

The main considerations that must be given to working in a hydro power plant, beyond the noise and electric concerns, are the concerns due to working with water, at heights and working in confined spaces. Much of the legislation found in hydro will likely be replicated in wind energy generation due to the nature of the set ups. One major difference will be the influence of water in the hydro power scheme.

As such the figure below in the wind power section could be identified as being applicable to hydro power with the addition of the Reservoirs Act 1975 and 2011. The Act only applies to bodies of water that are above ground natural level and are in excess of 25,000 m3. Within the scope of the EU six pack is also a regulation known as Pressure Systems Safety Regulations (2000) and Pressure Equipment Regulations (1999) which apply to systems that deal with high pressure pipes, valves, gauges and such equipment. Due to a hydro power plant being full of pipes of water that can be under high pressure then these regulations would be applicable.

3.2.4.2.2Wind Power

HSE (2009) states “The hazards in this industry include working from height, slips and trips, contact with moving machinery, possible risks of electrocution or from fire and construction in very windy conditions” and that “Wind turbines also require regular maintenance; therefore workers will be exposed to these risks regularly. Although it is a rare occurrence, wind turbine blades have failed 19 and these or fragments have been shown to travel over appreciable distances; blades can also throw ice. Additionally, structural failures can occur (HSE investigated two turbine collapses late in 200720 and turbines are prone to being struck by lightning, which could cause damage and fire.”

Examining the statement from HSE leads to key areas being identified with regards to legislation that would directly affect it. Those out with the generic section can be seen in the table below.

Work at Height Regulations 2009BS EN 62305 series of standards Parts 1-4 – Protection against lightningBS 6651- Code of practice for protection of structures against lightning

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The Regulatory Reform (Fire Safety) Order 2005 (FSO)Confined Spaces Regulation 1997

Figure 20 Wind Power Specific Regulations

3.2.4.2.3Solar Power

Although limited in exposure in a mass production scale in the UK solar panels are often found on the roofs of businesses and individuals alike. The HSE (2010) identify common issues with solar panels such as the height and manual handling aspect but also identify “….Exposure to toxic chemicals and metals (e.g. cadmium – a known carcinogen) during solar panel manufacture, disposal and recycling”

The key issues identified when examining solar are very similar to that of the wind power and as such most of the policies that would have a bearing on wind power would also be applicable to solar panels. Extra consideration must be provided to the Chemicals (Hazard Information and Packaging for Supply) Regulations 2002 however due to the nature of a solar panel make up.

3.2.4.2.4Table of Policies

To represent the discussed policies a table has been constructed below, through use of the available literature and HSE (2010) technology hazards table.

Sector Chemicals Confined Space

Electricity Working at Height

Lightning and Fire

Pressure Reservoir

Hydro - X X X X X XWind X X X X X - -Solar X - X X X - -

Figure 21 Quick Guide of Policies and Their Applicability to Certain Sectors

The table makes use of a similar table created by the HSE. Although chemicals are likely to be used for cleaning within a hydro power plant their major impact, this column with in the table focuses on the information found by the HSE that suggests harmful chemicals are found within the manufacturing process of wind turbines and the full solar panel process.

Due to the location and size consideration associated with the three identified areas within the renewable sector it is safe to say that all three can be targeted by lightning and have a fire as a result – wind turbines as a result of their massive height, solar panels as they are often found on the roofs of buildings and hydro power stations as they are often large scale constructions in open spaces surrounded by water.

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3.3 RENEWABLE ENERGY

The United States Environmental Protection Agency (EPA) (2014) describes renewable energy, stating that it “…includes resources that rely on fuel sources that restore themselves over short periods of time and do not diminish. Such fuel sources include the sun, wind, moving water, organic plant and waste material (eligible biomass), and the earth's heat (geothermal)”

Song et al (2015) highlight the importance of hydro and wind in the current climate, stating “… wind power and hydropower which are dominating the renewable technology suite”.As such the main focus of this report will be based on the major relationship found within solar, wind and hydro power plants.

3.3.1 HydropowerEDF Energy give a simple description of hydro power on their website and the different types of hydroelectric production.

“Hydropower is the renewable energy contained in flowing water. Electricity generated using hydropower is known as hydroelectricity and is generally considered to be reliable.

In the UK there are three main methods for generating hydroelectricity:

Storage – where a dam collects water in a reservoir, then releases it to drive turbines, producing electricity

Pumped storage – where water is pumped to a higher reservoir, usually during times of low-priced electricity, then released to a lower reservoir, again driving a turbine, usually when the electricity price is higher

Run-of-river – where the natural flow of a river or stream is used to drive a turbine.”

Hydro power relies on three key aspects, the height of the water (the difference in height between the start of the descent and the turbine), the velocity of the water and the efficiency of the power system. Renewables First demonstrate this in their calculation:

P=m∗g∗Hnet∗systemefficiency

Where; P = Power, measured in Watts (W).m = Mass flow rate in kg/s (numerically the same as the flow rate in litres/second because 1 litre of water weighs 1 kg).g = the gravitational constant, which is 9.81 m/s2.Hnet = the net head. This is the gross head physically measured at the site, less any head losses. To keep things simple head losses can be assumed to be 10%, so Hnet is the gross head x 90%.System efficiency = the product of all of the component efficiencies, which are normally the turbine, drive system and generator. For a ‘typical’ small hydro system the turbine efficiency would be 85%, drive efficiency 95% and generator efficiency 93%, so the overall system efficiency would be 0.85 x 0.95 x 0.93 = 0.751 or 75.1%.

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3.3.1.1Storage

Storage involves having to construct a large dam across a body of water and flooding the area behind it. This can have an adverse effect on the environment such as the Three Gorges Dam that was built in China. A case study by Revision World discusses some of the adverse effects:

“Over 150 towns and 4500 thousand villages will be flooded displacing people from their homes

1.3 million people will be forced to move The river landscape will be forever changed The lake which will be created could become very polluted from industrial waste”.

EDF Energy (2015) state that “A hydroelectric dam straddles a river, blocking the water’s progress downstream. Water collects on the upstream side of the dam, forming an artificial lake known as a reservoir (1). Damming the river converts the water’s kinetic energy into potential energy: the reservoir becomes a sort of battery, storing energy that can be released a little at a time” As such the more water that is found in the reservoir the more energy, or charge in battery terms, is

available for use by the power plant.

EDF Energy (2015) describe the transition of the water and its conversion to useable energy stating “The reservoir’s potential energy is converted back into kinetic energy by opening underwater gates, or intakes (2), in the dam. When an intake opens, the immense weight of the reservoir forces water through a channel called the penstock (3) towards a turbine. The water rushes past the turbine, hitting its blades and causing it to spin, converting some of the water’s kinetic energy into mechanical energy. The water then finally flows out of the dam and continues its journey downstream.”

3.3.1.2Run of the River A run of the river hydropower scheme in general has no form of storage. Scottish Renewables lists a typical run of the river scheme as:

“Run of river schemes have no significant storage element and use the natural flow of the river. Some schemes use a small dam or weir to allow for short term regulation of water flow. Run of river schemes with a reservoir tend to be low head and high flow while schemes which use natural flow tend to be high head

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Figure 22 EDF Energy (2015) Storage Hydro Station

and low flow.”The lack of any major regulation of the water flow can prove to be somewhat of a disadvantage during periods of high heat/ low rain fall and during periods of freezing temperatures. The faster running waters will be less susceptible to the likelihood of freezing temperatures.

Clean Tech Investor (2014) break down a run of the river storage plant into six key components which are the intake weir, penstock, powerhouse, tailrace, access roads and the transmission line. They also discuss the key objectives of each part and give them as the following:

Intake weir – “constructed to draw water from the river creating a small ‘headpond’ of water” The aim of the intake weir is therefore similar to that of an air intake system into an internal combustion engine.

Penstocks – "these pipes deliver water from the headpond to the turbines in the power station downstream. They are normally placed at the bottom of the headpond, in order to maximise the intake of the water flow, and are typically 3-8km long”. Essentially the lifeline to the turbines, much like a vein is when compared to the human heart. Clean Tech Investor state that due to their size and necessary high quality they can “take around 50% of a project’s cost.”

Powerhouse – This is core of the scheme, where the generators and turbines are housed. “Each turbine and generator is uniquely designed for the site, which is determined by the head…. flow and volume of water of each site….. Turbines and generators will normally take up to around 15% of a project’s cost.” Turbines and generators are the most susceptible parts of the plant to changes in technology due to the constant improvement that is seen in electricity generation and its efficiency levels. The generators and turbines are also one of the more maintenance intensive pieces of the overall puzzle due to their size, risks and costs.

Tailrace – A channel that is used to transfer the water after it has passed through the turbines back into its natural flow.

Access Roads – The cost and quality of these roads into the site will vary based on location and proximity to already existing amenities.

Transmission Lines – “transmission lines from the powerhouse to the local transmission grid can have a significant impact on project costs. A remote site may require significant investment in transmission infrastructure to connect the project to the local grid. However, with strategic planning, this cost can be shared over several projects if several run-of-river projects are developed in close proximity.” This is the method of transferring the energy created at the site and transferring it to the national grid where it can actually be used.

3.3.1.3Pumped Storage

Pumped storage is usually found next to other sites that produce a constant level of energy and cannot reduce the amount of the energy they create in non-peak times, for example a nuclear power plant.

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They operate very similar to storage hydroelectric schemes, with a large reservoir containing water being the key element. The water is allowed to run down the pipelines and then powers the turbines in a very similar fashion. Pumped storage units would be used during peak hours allowing the plant to add to its peak capacity. The water flow will stop when either the peak stage has passed or the water has been diminished.

Once the plant has surpassed the capacity stage it is then over producing electricity in comparison to the

necessary demand. As such the pumps are activated and transfer the vast mass of water back up to the top section of the reservoir to be used at a later date.

By doing this it allows for the use of a renewable energy, in the form of hydroelectric, as well as giving the power plants the ability to use the excess electricity in a useful purpose which is eliminating a waste. The main advantage of the pumped storage power plant is the ability to increase the capacity during peak hours.

3.3.1.4Differences and Impacts of Storage and Run of the River In terms of maintenance, run of the river systems usually are smaller scale systems with a lot less complexity to them. Clean Tech Investor (2014) states: “The difference between run-of-river and traditional hydro power generation is that a run-of-river project does not require a large reservoir and projects tend to be on a smaller scale”. In terms of maintenance this leads to less staff, less machines and in general smaller maintenance needs and costs.

In the same article ecological impacts are also discussed and they mention that: “Low environmental impacts – run-of-river projects are considered to be ‘green energy’ with little environmental impact, because they do not require damming like large hydro projects.”

As discussed above the impacts of storage hydro schemes obviously varies based on their size, but the larger scale schemes give rise to potential for a larger environmental impact. Not only is there major flooding that endangers a high volume of the wildlife, there is potential for the natural spawn cycle of fish to be disturbed due to their inability to traverse the river. People as well can be displaced of their homes due to the need to flood valleys. It can also disrupt shipping lanes for boats, however this would be unlikely in smaller schemes. Some bigger

schemes have actually created shipping lanes, and have added lock systems so that ships can pass beyond the dams and continue their voyages. They can also, particularly in terms of the Three Gorges Dam, add to landslip risks in the flooded areas, whereas the during the build it was hoped that it would protect villages and cities further downstream from flooding.

The impact of run of the river systems tends to be far smaller simply down to their smaller scale and their lack of flooding behind the damn. The same issue with disturbing fish spawning patterns exists

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Figure 24 BBC (2014) Pumped Storage Hydro Power Plant Initial Stage

Figure 25 BBC (2014) Pumped Storage Hydro Power Plant Replenishing Stage

but with the advancement of technology there are newer solutions being introduced to let the fish “climb” the water as if it were a waterfall.

3.3.1.5Turbines

Figure 26 A diagram from Oregon State University Showing the Three Main Types of Turbines. A = Pelton B = Francis C = Kaplan

Hydro Quebec (2015) define a turbine as “Turbines convert the energy of rushing water, steam or wind into mechanical energy to drive a generator. The generator then converts the mechanical energy into electrical energy. In hydroelectric facilities, this combination is called a generating unit.”

Above shows the three main turbines that are used with respect to hydro power generation. The differences between the pelton and francis turbines is the way in which they generate power. The pelton wheel is set up so that it may take advantage of the high head of the water and the paddles of the turbine can be spun in that way. The water is forced through a narrow opening thus creating a jet. The jets increased pressure leads to more force hitting the scoop shaped paddles of the Pelton turbine.

With regards to the Francis turbine a higher flow rate is more desirable. Again there is water acting against a paddle but the shape is different. This makes use of the water’s speed by having a flat paddle, which would give a larger area for the water to push. Another difference seen in the above diagram is the way in which the wheel is mounted. The Pelton wheel is mounted vertically so that the gravitational force of the water rushing down the pipe from can be gathered with the best efficiency. Looking at the Francis turbine it can be

41Figure 27 Gilkes Diagram Giving the Useable Ranges of the Pelton, Francis and Turgo Turbines

seen that this has been set to gain the maximum out of the velocity already in the flow of the water, and has been mounted horizontally.

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3.3.1.6Failures

Acker (2011) reported on a disaster in Siberia where the incident is reported to of occurred in the following manner “Unusual load demands were made on the Sayano Shushenkaya hydro plant in Siberia, on 16 August 2009. A few hours later, one of the plant’s hydro-generators exploded and within seconds thousands of litres of water flooded the power house. Some 75 people were drowned or lost, the Siberian grid dropped 10 per cent of its capacity, oil poured into the Yensei river, generators and transformers were destroyed and concrete structures severely damaged.”

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Figure 28 Engineering and Technology Magazine (2011) Photo Demonstrating The Damage in Siberia

The report demonstrates a catastrophic failure with serious impact on the local and national community. The general consensus was that poor maintenance and poor procedures were the cause of the failure. Acker (2011) stated that “The turbo generators that took up the load, particularly unit 2, were old and badly maintained. The generally accepted view is that the water-hammer in the penstock caused this unit to fail and literally blow up, throwing the generator and turbine many metres into the air, thus allowing water from the reservoir to flood the powerhouse.”

Engineering Failures (2012) reported on the incident also and after analysing the report into the incident they stated “he report states that the accident was primarily caused by the turbine vibrations which led to the fatigue damage of the mountings of the turbine 2, including the cover of the turbine. It was also found that at the moment of accident at least six nuts were missing from the bolts securing the turbine cover. After the accident 49 recovered bolts were investigated from which 41 had fatigue cracks. On 8 bolts, the fatigue damaged area exceeded 90% of the total cross-sectional area.”

The summary of both reports conclude then that beyond a fundamental failing of basic maintenance carried out on the turbine there were also faults to be found with basic materials such as nults and bolts.

The resulting incident, due to a lack of maintenance basics, claimed the life of seventy five people, damaged the environement, cost the government a small fortune and an poor relationship between the partially government owned RusHydro.

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Figure 29 Engineering and Technology Magazine (2011) Another Angle of the Disaster

3.3.2 Wind Energy

Health and Safety Executive (2013) state that “Wind power is becoming an increasingly significant contributor to the UK energy mix and a significant proportion of this is onshore” which demonstrates how important a factor wind power has become in the energy generation industry.

The Union of Concerned Scientists states that “Heat from the sun causes temperature differences between areas, producing wind that can power turbines.” This is the first major factor. The energy that creates all the weather patterns on the planet derive directly from solar energy.

Rousey, R (2006) states that “The warmest air expands, becomes less dense than the surrounding cooler air, becomes buoyant and rises. These rising "bubbles" of warm air, called thermals, act to transfer heat up into the atmosphere. Cooler, heavier air then flows toward the surface to replace the warm air that just rose. When the cooler air reaches the surface, it is warmed and it too eventually rises as a thermal. This circulation is referred to as a convective circulation or thermal cell. These "bubbles" or thermals can result in cloud formation, which will be discussed more in the clouds section”

This gives an excellent example of the way in which solar energy works. To condense it, it states that the solar energy warms up the air in our atmosphere. This leads to movement of the air itself which will in turn rise into the air and become clouds, which then changes the weather front. It also mentions on warmer clearer days how the sunlight itself will evaporate bodies of waters to create cloud formation.

This shows that solar energy is the main creation of wind energy, which is the way the wind turbine generates its power.

Renewable UK (2015) give the following six key steps as to what actually happens once the solar energy begins producing wind:

1. The wind turns the blades. 2. The blades turns a shaft inside the nacelle (the box at the top of the turbine). 3. The shaft goes into a gearbox which increases the rotation speed. 4. The generator converts the rotational energy into electrical energy. 5. The transformer converts the electricity from around 700 Volts (V) to the right voltage for

distribution, typically 33,000V. 6. The National Grid transmits the power around the country.

The Office of Energy Efficiency and Renewable Energy (US) split modern turbines into two categories, those that spin along their vertical axis, like the one seen in the figure displaying the Darrieus model turbine, and those that spin across their horizontal axis, which are far more common in the UK. When comparing the difference between the horizontal and the vertical designs Eriksson, Bernhoff and Leijon (2006) state: “The vertical rotational axis of a VAWT allows the generator to be located at the bottom of the tower. This makes installation, operation and maintenance much easier. The tower can be lighter for a VAWT since the nacelle is excluded, which reduces structural loads and problems with erecting the tower [19].The generator design can be focused on efficiency, cost and minimising maintenance, as the

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Figure 30 Office of Energy Efficiency and Renewable Energy Image Showing a Darrieus Model Turbine

size of the generator is not the main concern. Furthermore, the control system can also be located at ground level facilitating access”

3.3.2.1Mechanical Makeup

The figure on the left demonstrates the most common type of wind turbine found in the UK, and usually across the world, a horizontal axis wind turbine (HAWT).

The structure consists of a tower, the rotor blades, a yaw mechanism, gearbox and a wind speed and direction monitor. The tower is the largest part of the structure and usually ranges from “….25 to 75 metres in height.” according to Renewable UK (2015). Renewable UK (2015) state that the rotor blades “are usually between 30 and 80 metres in diameter. The longer the blades, the greater the energy output. They rotate at 10-30 revolutions per minute at constant speed….” The pitch of the blades can be moved to control the speed of the rotation which is necessary as most wind turbines work most efficiently at one speed, due to the gearbox having one gear. The technology of the blades are similar to those found on aircrafts and as such is becoming increasingly cheaper and more accessible due to the abundance of information available. The Yaw mechanism is what rotates the top of the tower to face the wind, so as to achieve the desired rotation speed of the blades.

Renewables UK (2015) state that the sensors “Sensors are used to monitor wind direction and the tower head is turned to line up with the wind. Power is controlled automatically as wind speed varies and machines are stopped at very high wind speeds to protect them from damage.” As such these parts are key to the maintenance, power outputs and overall reliability of the machine, poor sensors could lead to inefficiency or an outright failure. Finally the gearbox found in wind turbines tend to be one speed. This is usually as a result of simplicity and keeping the costs down as well as the wind turbine usually performing better at a certain revolution per minute.

3.3.2.2Failures

Due to the sheer size of the structures required for wind generation any major failure has the potential to be catastrophic and life endangering due to the size, weight and forces that are in play during the energy creation process. A brief online search of “Wind Turbine Failure” produces many newspaper results all running articles of destroyed towers in a part of the UK that have led to substantial damage, incredible noise that can be heard as far as seven miles and a lack of trust between local communities, energy companies and engineering firms.

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Figure 31 Renewable UK (2015) Diagram of a Wind Turbine

One such incident happened at a site in Screggagh, Northern Ireland where Gosden, E (2015) reported “A 328-foot tall wind turbine worth more than £2 million has buckled and collapsed on a mountainside in Northern Ireland.”

In the article it is revealed that the turbine was one of eight at the sight and was valued between £2-3 million, with a nominal capacity of 2.5 megawatts. The turbines characteristics are given in the article as “Each turbine's tower is almost 200 feet tall, with the rotor blades spanning a diameter of more than 260 feet, giving a total height from base to tip of 328 feet, Screggagh wind farm's owners said.”

The article also states that “The remaining seven turbines have been shut down while manufacturers investigate what went wrong. Wind speeds were "medium" or 10 to 12 metres per second….” which demonstrates that the wind speed was not the defining factor in the incident.

A similar type of incident was reported in the Mail on Sunday by Trump, S (2014). A photo that appeared in the article showed the turbine in East Ash Farm, Bradworthy and had the following caption attached “Collapsed: The turbine that fell at East Ash Farm, Bradworthy had been installed with the wrong configuration of nuts at its base, upsetting its balance”. This failure seems to be attributed to human error which is mirrored through the article as it quotes the HSE report that states “And, as the HSE concluded, the causes were manufacturing faults and basic mistakes in the way they were installed. The errors have already been replicated elsewhere in the country, as the two reports make clear, and could affect dozens – if not hundreds – more of the giant towers”.

Another fault, this time in Cornwall, also happened in the same week and the photo was this time captioned “The wind turbine at Winsdon Farm, North Petherwin, Cornwall, fell due to a fault with the components, resulting in a failure in the foundation rods concreted into its base”. The same article also states “The turbines in Devon and Cornwall came down when the wind was blowing at barely 50mph, despite the fact that they are supposed to withstand blasts of just over 115mph.”

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Figure 32 A Photo from the Telegraph (2015) Showing a Wind Turbine Which Collapsed at Screggagh Wind Farm, County Tyrone (pic: Niall Carson/PA).

Figure 33 A Photo from the Telegraph (2015) Showing the Collapsed Wind Turbine from Another Angle (pic: Niall Carson/PA).

Figure 34 Mail on Sunday Photo Showing a Turbine in East Ash Farm, Bradworthy

Figure 35 Mail on Sunday Photo Showing A Wind Turbine at Winsdon Farm, North Petherwin, Cornwall,

In the same article Bratpy, P, a “retired physicist, who formerly worked in nuclear energy” stated that “The wind industry is very secretive about everything it does. It won’t publicise any definitive information about accidents so it is impossible to make an independent assessment of the risks”. Although purely the opinion of a single person who was interviewed by a newspaper, it does bring with it an insight in to possible culture issues that could exist within the wind turbine industry. Secrecy would add an element of conflict into any work situation, especially during periods of poor publicity and concerning public performances.

In the article the HSE are also quoted as stating that “Yet as these ground breaking HSE reports show, not only were some of the parts faulty, two different sets of sub-contractors made the same basic – possibly cost-cutting – errors. And the result was that the metal monsters were not secure at all.”This again leads a question of culture impacting the health and safety of the operations as well as a plausible area of conflict between contractors and other members working within the industry.

The full article raises a lot of questions of the culture, the decision making and a lot of other basic safety factors. Bratby brings up several issues including “‘Over time they clearly degrade to the point of failure,’ he says. ‘We should be asking ourselves whether we are at a tipping point as the first-generation technology is exposed and compromised’ ”, “lack of risk assessments undertaken when looking at sites.” and “dangers from wind turbines located on farms without public access and remote from public rights of way are probably acceptable. ‘That is not always the case. They have been located close to roads and railways, at workplaces, in schools, hospitals and parks without any formal assessment of the dangers. I think that is unacceptable.’”, another interviewee states “Without doubt there is an urgent need for a more proactive stance with regard to the wind-turbine industry. It clearly can’t police itself”

As stressed prior although they are purely the views of a select individuals it does shed a slight insight into the operations of wind turbines and the catastrophic disaster if failure occurs.

3.3.3 Solar Power

EDF Energy (2015) explains to a basic level about solar energy “Sunlight is a renewable energy source. Solar panels convert sunlight into usable energy. Solar thermal panels use sunlight to heat water for washing and heating, while solar photovoltaic (PV) panels convert sunlight into electricity.”

The BBC (2014) also discusses it stating “The photovoltaic effect is when photo cells convert sunlight directly into electricity - this has been used for some time to power certain calculators, for example. Photovoltaic cells (PV's) can be used as roof tiles. They cover the roof of a house and take advantage of the light coming from the Sun. This is trapped by the cell and turned into electricity”

The UK, due to its climate is a poor host for any large scale productions and this is stated by EDF Energy (2015) “Britain's climate is unsuited to large-scale solar electricity generation. So in Britain solar technology is typically used by individual businesses, homes and even devices such as road signs to generate energy for their immediate needs.” and also describe the cost associated in Britain with solar power as “….expensive”.

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3.3.3.1Mechanical Make Up

Figure 36 EDF Energy (2015) Diagram Displaying a Photovoltaic Panels

There are two distinct types of solar panels, photovoltaic and solar thermal. The photovoltaic panel is the panel showing in the above figure and EDF Energy (2015) states that it operates through the means of “….photovoltaic effect to turn the sun’s energy directly into electricity, which can supplement or replace a building’s usual supply.”Knier (2011) explains the photovoltaic effect as “Photovoltaics is the direct conversion of light into electricity at the atomic level. Some materials exhibit a property known as the photoelectric effect that causes them to absorb photons of light and release electrons. When these free electrons are captured, an electric current results that can be used as electricity.”

To make use of this effect the solar panels are constructed in such a manner that a semiconducting material is placed between electrical contacts. These are protected from the weather by a glass panel. The gathered energy is transferred to an inverter where the electrical current is altered from direct current to an alternate current.

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3.4 REVIEW OF PREVIOUS CASE STUDIES

Through the literature it can be seen that there are several links between health and safety and TPM. To further the understanding of the relationship this section aims to review case studies carried out by other individuals.

3.4.1 Total Productive Maintenance and Effectiveness of Occupational Health and Safety Management Systems – Wong (2001)

Wong (2001) previously reviewed “Total Productive Maintenance and Effectiveness of Occupational Health and Safety Management Systems” as part of a course requirement for Master of Applied Science (Safety Management) at the University of Western Sydney. Although not published or verified work, an evaluation of the relationship discussed in the paper would be beneficial and further the understanding due to the first hand research discussed in the report.

In summary Wong concluded “In this study, it had been shown that a manufacturing company with TPM in place had a more positive safety culture than one not implementing TPM. Notwithstanding the limitations of this study, the results provide strong empirical support for the proposed solution, namely to establish a TPM system (see Figure 7 for the TPM approach to effective OHS management) to tackle the problem 'high standards of health and safety still cannot be assured even though OSH management systems have already been in place."The research therefore proves that there is a connection between TPM and HS, namely that by implementing a TPM, or lean, methodology results in improved HS.

Wong (2001) identifies the key link and the effect during the conclusion stating “The study demonstrates that effectiveness of an OSH management system depends on the safety culture of the organization, and that the safety culture is a result of whether the organization has adopted a proactive or reactive approach towards safety. TPM can enhance eight safety culture factors that can influence the 'proactivity' of an organization. The eight factors identified are management incentive, management commitment, participation of management and worker, communication, education and training, improve working conditions and procedures, morale and job satisfaction, and finally the attitude and risk perception.”

Wong identifies that TPM can improve safety cultures factors. The eight factors identified are also related to the twelve steps of implementation as well as the theory behind the eight pillars. As such it could be that by using the TPM methodology to maintenance actually alters the culture associated within the workplace which could be the key factor in improving the workplace health and safety.

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3.4.2 Scottish Power (2011)

HSE published a paper entitled “Case study: Scottish Power - Power Generation Company Gets to Grips with Process Safety” which was a review of Scottish Power as “It looked to the chemical and major hazard industries for good practice. It has taken this learning and good practice and made dramatic improvements in its management of risk, delivering significant cost savings to the business.

The Institute of Chemical Engineers recognised this achievement by awarding Scottish Power first prize in the 2010 IChemE category of innovation in process safety.”

The study examines Scottish Power’s journey through change and cites “Generating electricity to feed the national grid and match consumer demand requires high levels of plant reliability. Unplanned plant outages and failing to meet generating contractual obligations have an immediate and detrimental impact on business. The need to stay ‘online’ is crucial.” as well as several events in industry in 2006/7 which highlighted its “….vulnerability….”

Upon identifying the areas that created the vulnerabilities Scottish Power created a programme to put its enterprise through a controlled method of change, which can be seen in the figure below.

Figure 37 Scottish Power (2011) Operational Transformation Programme's 20 Projects

As stated the above figure shows the projects that were identified as being key to change. The key elements can be simplified into maintenance, training or education, health and safety and a continuous improvement scheme, through the use of auditing and KPIs.

The process for improvement is quoted as having taken “a couple of years of hard work but the benefits far outweigh the effort.” and summarised the following benefits were realised.

Enhanced plant reliability has led to a reduction in unplanned outages and breakdowns Less reactive maintenance has significant cost savings.

o 20% reduction in operations and maintenance costs;o 22% increase in plant availabilityo 25% reduction in plant forced outage rates.

Senior management has visibility of core operational processes.

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Increased confidence and assurance from Board to plant level which has resulted in improved cooperation between leadership and workforce and the drive to deliver a ‘high reliability organisation’

Improved performance and transparency of key processes has led to a significant reduction in insurance premiums which in turn affects the bottom line of the business

By evaluating the improvements made and the results gained, there appears to be a link between health and safety, maintenance and education. The company has went from lacking in a safety structure should an incident occur, a poorer maintenance scheme and potentially a lack in training to an award winning process safety scheme.

In the report, Smart, a programme manager for the company, states that their success stemmed “….through benchmarking with leading companies, we realised that to be successful process safety had to be fully embedded in our business, not a ‘bolt on’. To achieve this we put in place a programme that had, at its core, business-led projects, a focus on strong leadership and an overall objective of changing our culture and establishing a long-term commitment to process safety.” This statement suggests that Scottish Power have identified health and safety as a key component of the success of a business rather than a separate entity.

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3.5 DISCUSSION AND CONCLUSIONS

Throughout the literature there appears to be an established link between the reviewed materials. Throughout the TPM literature there is a strong emphasis on the fact that it is a mix of ‘top-down’ and ‘bottom-up’ approaches. Usually methods of lean implementation focus on the change coming from those on the work floor and as such places a high level of importance of all members of staff throughout the workplace. However the decision to implement TPM is usually undertaken by management and as such can be considered ‘top-down’. It also identifies cultures and typical routines as a key aspect that impacts on the success of maintenance schemes in general. There is also a direct link between the TPM methodology and health and safety as identified by Smith and Hawkins (2004) as they state “Safety is a cornerstone of TPM. The basic principle behind TPM safety activities is to address dangerous conditions and behaviour before they cause accidents. Workplace organisation and discipline, regular inspections and servicing and standardisation of work procedures are the three basic principles of safety.”

These identified principles are also recognised by Hughes and Ferrett (2007) as they state that “…establishing control and maintaining it day out is crucial to effective health and safety management.” which resembles Smith and Hawkins “Workplace organisation and discipline….” Similarly Hughes and Ferrett state “A nominated senior manager at the top of the organisation needs to oversee policy implementation and monitoring.” which relates to Smith and Hawkins “Regular inspections and servicing….” as they both relate to regular monitoring to a procedure that is in place and that procedure must be evaluated and its effectiveness examined. Finally Smith and Hawkins “standardisation of work procedures” is supported by Hughes and Ferrett’s “….control arrangements should be part of the written health and safety policy.” The nature of both is that there is a pre-determined set of conditions and actions that must be partaken within a task that would allow it done both efficiently and safely.

With consideration of their effect on the renewable sector the literature supports that both elements would have a considerable impact. Failures of the equipment, when they occur, have led to catastrophic effects as found with the wind turbines that have failed in the UK and with the hydropower failure in Sayano Shushenkaya in Russia and there have been instances, documented on the HSE website (2015), where workers installing solar panels have fallen from height. Through all the failures there has been an element of neglect from HS and, particularly the Sayano Shushenkaya, an element of neglect with regards to maintenance.

The link is also recognised in Wong’s case study and that of Scottish Power’s transition. The conclusion from both is that for a positive result from HS it needs to be considered as an integrated part of, the entire business in the case of Scottish Power and of TPM in the case of Wong. Wong identifies that “As such it could be that by using the TPM methodology to maintenance actually alters the culture associated within the workplace which could be the key factor in improving the workplace health and safety.” which suggests that it is possibly the culture of the workplace that changes through the transition of a TPM journey which is what leads to the improvements as seen in the Scottish Power case study.

In conclusion then it can be summarised that there is a definite link between TPM and HS, and that through the implementation of TPM in industries often the culture of HS is changed for the better.

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This has particular benefit in the renewable sector due to the severity of the failures and the catastrophic impact they tend to have as a result of poor maintenance or HS.

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4 FIRST HAND RESEARCH

The aim of this section is to establish the links found in the renewable sector between maintenance and HS. It aims to do so through the use of questionnaires and meetings which are then analysed and discussed.

4.1 QUESTIONNAIRE

Colsi (2006) identifies three key points when considering the construction of a questionnaire “First, what type of information is needed both to capture the important objectives of your program and to fulfil the purpose of your evaluation? Second, what type of question(s) and response(s) will best capture the information you seek? Finally, in what format should the questionnaire be designed to make it user-friendly and to also capture the breadth of information needed to measure a program’s impact”.

The objectives of the questionnaire are to document case studies provided by the respondents, in particular any details that demonstrate a relationship between the health and safety department and maintenance, or any other department, whether it be a positive or negative relationship, and the reasons and consequences of said relationship.

As such the questions that are found in the questionnaire should be split in to two categories, generic and specialist. The generic questions should aim to focus on establishing the respondents area of expertise, their experience with regards to their prospective area of expertise as well as their experience in the opposite field, their personal and company’s dedication to their TPM and health and safety practices – and if not a TPM methodology to maintenance then what type of maintenance is practiced, the type and size of the power plant that they are involved with and a small section trying to establish the type of culture that is associated with their area of work. The specialist questions aim to use the expert’s knowledge to help further the understanding of the relationships in question as well as the technology and other developments.

The development of a questionnaire that could be the basis of the case studies is an important factor and as such the questionnaires will need to be split into three categories so as the evaluation of each interviewee is relevant to their expertise, that being maintenance, health and safety or both.

The questionnaires will need to focus on generic details that would be of importance across all three categories as well as questions that would be specific to each candidate and their profession.

Area of Expertise

Relationship Technology Training

Maintenance Rank your relationship with your counterpart

How has advancement in technology effected your role

over the last 10 years

To what level are you trained in

maintenanceDo you have any

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health and safety training

Health and Safety

Rank your relationship with your counterpart

How has advancement in technology effected your role

over the last 10 years

To what level are you trained in health and

safetyDo you have any

maintenance trainingBoth Do you notice a

different mentality between the 2 departments

How has technology influenced the relationship between

maintenance and health and safety managers over the last 5

years

To what extend have you been trainedWas your training completed prior to

your roleHow has your view

altered since you have become a member of

industry

Importance should also be paid to the types of questions. Colsi (2006) discusses question types and gives them as open or close ended, the difference between the two being that open ended allows for the respondent to offer their personal experience and opinions whereas closed limits the variation and output that the respondent can offer. Colsi (2006) states that “When deciding whether to use open- or closed-ended questions, it is important to think about your goals. A general rule of thumb to follow is – if an educator knows the specific information needed to answer a question – and requires a single frame of reference among respondents, closed-ended responses are preferred (Converse and Presser, p.33). If however, an educator is not sure what the range of possible responses are to a question, and hopes to conduct a preliminary exploration of a topic, open-ended questions will work better. Note also that previous research shows that respondents are more

willing to offer sensitive information on a survey using an open-ended response.”

Based on the above information then it is advisable that open ended questions are a more favourable option due to the lack of prior investigation available into the relationships between TPM and Health and Safety. Also it allows for a furthering of knowledge than previously held and could help steer further projects in the future.

The following questions should be used to obtain answer that will help develop a better understanding of TPM and how it is impacted by Health and Safety.

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Figure 38 Example Questions and the Aims

4.1.1 Base Questionnaires

4.1.1.1GenericQuestion Aim AnswerHave you ever worked in maintenance and/or health and safety departments

To establish respondents area of expertise

How long have you worked within said area

To establish respondents level of experience

What is your area of expertise

To establish the respondents preference

What form of maintenance does your company implement

This helps establish whether the link is between maintenance and health and safety or purely TPM and HS

In your own personal opinion is there a link between the aims of a TPM maintenance manager and a Health and Safety manager

These questions are aimed at using the knowledge and opinions of experts who can offer not only an opinion but also possible additional pieces of information not previously researched

If so what and why do you think that link exists

Figure 39 Generic Questionnaire

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4.1.1.2TPM

Question Aim AnswerRank your relationship with the HS Manager

To establish whether any relationship is a personal matter or professional

1 being the lowest, 5 the highest

What do you believe contributes to this relationship

This will identify key issues

How has advancement in technology effected your role over the last 10 years

Identifies whether technology impacts the relationship

What has your training involved for maintenance management

Will allow for different levels to be analysed and their effect to be compared

Are all members of the maintenance team educated in the TPM methodology

Identifies whether education impacts the relationship between the departmental staff

Does the OEE levels, or other KPI’s, cause conflict in your workplace

This question aims to establish how much focus and time is spent on KPI’s

Do you have any health and safety training

This will establish whether cross training improves the relationship

Figure 40 Additional Section of Questionnaire for TPM Based Respondents

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4.1.1.3Health and Safety

Question Aim AnswerRank your relationship with the Maintenance Manager

To establish whether any relationship is a personal matter or professional

1 being the lowest, 5 the highest

What do you believe contributes to this relationship

This will identify key issues

How has advancement in technology effected your role over the last 10 years

Identifies whether technology impacts the relationship

What has your training involved for HS management

Will allow for different levels to be analysed and their effect to be compared

Are all members of the HS team educated/ trained in safe practices

Identifies whether education impacts the relationship between the departmental staff

Does the accident work rate cause conflict in your workplace

This question aims to establish how much focus and time is spent on KPI’s

Do you have any maintenance training/ experience

This will establish whether cross training improves the relationship

Figure 41 Additional Section of Questionnaire for Health and Safety Based Respondents

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4.1.1.4Both

Question Aim AnswerDo you notice a different mentality between the 2 departments

To establish whether culture is a big impact on the relationship

How has technology influenced the relationship between maintenance and health and safety managers over the last 5-10 years

Identifies whether technology impacts the relationship

To what extend have you been trained

Identifies whether further education improves the relationship

Was your training completed prior to your current role

Establishes how their time in their current role has impacted their views

Does the training levels vary between maintenance staff and HS staff

Identifies whether education impacts the relationship between the departmental staff

Are KPI’s like OEE and accident work rates a cause for conflict

This question uses an experts view on both matters to possibly identify a link with regards to KPI’s

Has your view been changed since you completed education/training

Identifies areas that are possibly overlooked by either department

Figure 42 Additional Section of Questionnaire for Respondents Who Are Cross Trained

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4.1.2 Applicability

With regards to their effectiveness a degree of consideration must be undertaken into the desired results from the questionnaires. As the primary aim of their use is the creation of case studies to compare the link found in the literature survey to that of the link found in the renewable energy industry each case must be considered individually.

4.1.2.1The Applicability of Hydropower Stations

It would be beneficial to visit both Storage and Run of the River hydro power stations to gain an understanding of how the maintenance side of things differ due to the way that the energy is being created in different manners using the same power, hydro. The same issue applies to hydro as wind generation, no substantial downtime is affordable. In theory as well there should be a difference when brining in the nature of both hydro power schemes with regards to runtime. Run of the river storage are more likely to be running a consistent amount of hours, due to there usually being water in a river. Storage systems have the ability to run during small shortages of water, for example a dry week, but after that the height needed to create the energy that turns the turbine is lost.Now in Scotland, due to the nearly constant rainfall, there should not be a major difference in the downtime of machines. However the companies should have records of what happens during extreme weathers and how that affects their maintenance scheduling, the wear on the machines and other such factors.

4.1.2.2The Applicability of Wind Farms

Visits to wind farms should not be too difficult due to their expansion in Scotland over the last decade. Visiting wind farms would give an insight into a maintenance heavy sector where any breakdown on any machine can cost the company a high amount of income. The turbines not only have to deal with additional stresses that extra height and weight brings but also being in the most exposed condition to the wind in a country where frequent storms and strong gusts are not uncommon. As such to remain profitable their maintenance procedures must be very thorough and must pick up any issues before they result in serious downtime for the machines. This insight will help further the previous reading done in the literature review section and should answer questions.

4.1.2.3The Applicability of Solar Panels

Although not often common in Scotland it would be interesting to see how the Scottish weather affects the solar panels. Perhaps the abrasive weather faced here in Scotland brings forward the recommended servicing regulations by the manufacturer, and if so it should be investigated into how their maintenance schedule allow for that.

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4.2 CASE STUDY 1

The case study was carried out with the aid of the questionnaires and notes were taken of the answers provided as well as additional information that arose during the conversation that took place at the meeting. The information was provided in confidence and as such no names shall be attached to the case study, any of the companies involved or any other information that would lead to any disciplinary issues for the individual.

4.2.1 Personal Details

INDUSTRY: Wind Power

POSITION: Commissioning to Maintenance Operations

EXPERIENCE: Minimum eight years

Question Aim AnswerHave you ever worked in maintenance and/or health and safety departments

To establish respondents area of expertise

Maintenance with strong health and safety links

How long have you worked within said area

To establish respondents level of experience

Since 2007, four years in Scotland

What is your area of expertise

To establish the respondents preference

Maintenance

What form of maintenance does your company implement

This helps establish whether the link is between maintenance and health and safety or purely TPM and HS

Preventative maintenance is mandatory as is predictive, corrective maintenance is also key due to unforeseen circumstances. Autonomous maintenance not mentioned due to the fact that wind turbines do not have operators as such and are controlled by a series of computers etc

In your own personal opinion is there a link between the aims of a TPM maintenance manager and a Health and Safety manager

These questions are aimed at using the knowledge and opinions of experts who can offer not only an opinion but also possible additional pieces of information not previously

Yes.

If so what and why do you think that link exists

HS has priority ahead of maintenance. Health and safety often apply the theory of what they have read and as they lack the practical knowledge it can at times lead to

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researched delays, issues and conflict. Health and safety acts sometimes in a way that suggests they are out of touch with the real world. Maintenance works on a more practical scale and as such the key to success for both departments is balance. The link is based on the need for constant communication to achieve their own personal goals.

Figure 43 Case Study 1 Generic Answers

Question Aim AnswerDo you notice a different mentality between the 2 departments

To establish whether culture is a big impact on the relationship

Yes. Difference in training as well as structure. In the UK HS satiated with paperwork.

How has technology influenced the relationship between maintenance and health and safety managers over the last 5-10 years

Identifies whether technology impacts the relationship

Technology has influenced everything in the industry. With the new age communication is becoming more accessible and allows for high speed communication, particularly across larger companies with much large sections.

To what extend have you been trained

Identifies whether further education improves the relationship

Strong mechanical background is key throughout personal life. Mechanic background. Constantly balancing work with studying. Move to university and to industry (making machines, involved in mechanical and electronics). Upon completion travelling to different countries (USA, Japan, France, and UK) all mentioned, before moving into management.

Was your training completed prior to your current role

Establishes how their time in their current role has impacted their views

No, constantly personal development and learning.

Does the training levels vary between maintenance staff and HS staff

Identifies whether education impacts the relationship between the departmental staff

Yes, maintenance is more based on a guide (here it is, if it is this issue then this is the method of fixing it) whereas HS is more constant with new rules, new developments, new philosophies and due to the legal implications is heavily emphasised.

Are KPI’s like OEE and accident work rates a cause for conflict

This question uses an experts view on both matters to possibly identify a link with regards to KPI’s

Potentially as there is a high level focus on KPIs even though individual KPIs can be misleading and therefore should be used with more information and other KPIs. The culture is to alter KPIs to make results seem more effective than they actually are. They can also be a creation of waste, as too much emphasis on certain KPIs can lead to less efficiency elsewhere.

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Has your views been changed since you completed education/training

Identifies areas that are possibly overlooked by either department

Yes, the need for constant development and gaining more experience with how it works in the real world has developed different views whilst working in the industry.

Figure 44 Case Study 1 Specialist Answers

4.2.2 Information of Interest

Due to the vast experience of the person involved in the case study they had additional information that was gathered out with the questionnaires.

Part of the discussion focused on health and safety and as to why it differs in the UK in comparison with other countries in the world. The member interviewed believed a key aspect of it had to do with the poor performance of health and safety in the 1970’s which led to an overhaul of the system and a serious investment into the structure as well as the creation of the Health and Safety at Work Act 1974. As such in the present the UK is found to have high levels of paperwork associated with HS whereas abroad the focus is placed more on training and education of the workers.

In the wind generation industry the level of HS associated at all levels is considered to be quite high and involves the use of Risk Assessment Method Statements (RAMS). The risk assessment section relays information on how to control the risk and the method statement is the guide to completing the work.

There was also a discussion about offshore wind farms and the complexities that having an offshore wind farm provided for both HS and maintenance. Due to the extra technology advancements, increased distances and complexities, increased time scale and the additional level of training involved, it is common place for offshore plants to cost a company far more than an onshore plant. The offshore plants saw an increase in numbers approximately seven year ago, due to funding from the government and the trend at the time, but are now less frequently viewed as an option, particularly in Scotland where there is a strong wind regime already.

Culture was also discussed, with Japan being the topic of discussion in comparison to the UK. In Japan every unit works closer together and there is more a team mentality in place than is found in the UK. The issues of TPM implementation in the western world was also discussed, and the difference in cultures and implementations being possible conflict areas or reasons for schemes failing.

The difference in the UK health and safety scheme and the global schemes was also an area for concern with regard to conflict. Many global organisations work to the global standards of and often run into difficulty in the UK where the permits or certificates are actually invalid or do not allow them to carry out particular tasks due to the limit of the UK law and regulations. As such less experienced or trained personal can ultimately have to perform the work due to them having the needed certificate. This can be a major concern of conflict due to the issues of experience and the time and cost delays associated with re-training as a result.

Health and safety is also viewed as having no consideration, or “focus”, on TPM and as such can be found to actually conflict with one another as a result. HS adds waste, or work that adds no value to the product, and is actually a direct conflict to the TPM efficiency.

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4.2.3 Discussion of Results

Speaking to CS 1 allowed for a wider range of discussion due to the far superior subject knowledge as well as an increased level of exposure to the industry prior to the start of the subject.

To summarise their opinion it can be observed that they do believe there is a strong link between maintenance and health and safety. The link in the UK appears to be biased to HS however who can bring to a halt any operation they deem fit under any precedence. Another issue is that it is the HS departments can be responsible for producing standard operating procedures and guides to maintenance operations. This leads to elements of conflict due to the nature of the HS department, being a more theoretical department, as described in a section of one of the answers - “Health and safety often apply the theory of what they have read and as they lack the practical knowledge it can at times lead to delays, issues and conflict. Health and safety acts sometimes in a way that suggests they are out of touch with the real world”. A balance is key to the relationship between health and safety and maintenance as maintenance are the on hand technicians who sometimes have to work in hazardous and dangerous conditions and know the situation better than that of a HS manager who may know the theory of the operation but lacks the practical ability to foresee issues with the solutions that they create.

4.3 CASE STUDY 2

Similarly to the first case study this case study was carried out with the aid of the questionnaires and notes were taken of the answers provided as well as additional information that arose during the conversation that took place at the meeting. Again this information was provided in confidence and as such no names shall be attached to the case study, any of the companies involved or any other information that would lead to any disciplinary issues for the individual.

4.3.1 Personal Details

INDUSTRY: Hydro Power

POSITION: Maintenance Manager

EXPERIENCE: 20 years in industry

Question Aim AnswerHave you ever worked in maintenance and/or health and safety departments

To establish respondents area of expertise

Maintenance with strong health and safety links

How long have you worked within said area

To establish respondents level of experience

5 years in current position

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What is your area of expertise

To establish the respondents preference

Maintenance and Health and Safety

What form of maintenance does your company implement

This helps establish whether the link is between maintenance and health and safety or purely TPM and HS

As such not full TPM implementation. However strong links and partial aspects are carried. Machines all maintained to a high standard, with regular maintenance and cleaning carried out – the theory that the workers will look after the machines much better if they look well maintained applied which hints to partial TPM. Maintenance has followed trends, TQM to 6 Sigma, to RCM to a hybrid of RCM and 6 Sigma.

In your own personal opinion is there a link between the aims of a TPM maintenance manager and a Health and Safety manager

These questions are aimed at using the knowledge and opinions of experts who can offer not only an opinion but also possible additional pieces of information not previously researched

Yes.

If so what and why do you think that link exists

HS has priority ahead of maintenance. Need for close working relationship due to the nature of the degree of danger that is associated with all of the maintenance jobs carried out in an electric power plant

Figure 45 Case Study 2 Generic Answers

Question Aim AnswerDo you notice a different mentality between the 2 departments

To establish whether culture is a big impact on the relationship

Yes. There can be occasional conflict due to the different aims of both departments. Example that was given was maintenance need to carry out work on a submerged water pipeline but next to it there is a live power cable carrying 11Kv. Maintenance may believe that they can carry out the job safely by hand digging and exposure that way whereas the permit engineer states that to be safe the cable must be dead. As such conflict and debate arises but usually dealt with quickly without major issue.

How has technology influenced the relationship between maintenance and health and safety managers over the last 5-10 years

Identifies whether technology impacts the relationship

It has changed it but not to a huge extent. To a certain extent the most obvious change would be the use of remotely operated vehicles to tackle certain jobs and therefore eliminating the human risk aspect of it.

To what extend have you been trained

Identifies whether further education improves the relationship

Initial start in industry as an apprentice mechanic in a paper mill following to be an electrical mechanic. Movement to power station and training to be an engineer. Completion of university course lead to Performance & Efficiency supervisor before moving to current role.

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Was your training completed prior to your current role

Establishes how their time in their current role has impacted their views

Further training has been taken after taking the position.

Does the training levels vary between maintenance staff and HS staff

Identifies whether education impacts the relationship between the departmental staff

Yes. Maintenance focuses on developing their staff through a 70% gain in knowledge through on the job training where as 20% is actually gained from training courses. HS involves a high level of emphasis on meetings, training courses and being up to date with current standards.

Are KPI’s like OEE and accident work rates a cause for conflict

This question uses an experts view on both matters to possibly identify a link with regards to KPI’s

Yes. Can cause conflict due to the importance of them. Conflict can occur due to the individual importance the selected KPIs.

Has your views been changed since you completed education/training

Identifies areas that are possibly overlooked by either department

Yes. Perspective and targets have developed through the development of CS2. As a technician they are focused on finishing the job, potentially with the cost of having not done it right, whereas as a manager more emphasised focus on HS and more accountability.

Figure 46 Case Study 2 Specialist Answers

4.3.2 Information of Interest

CS2 can be seen to have a high level of experience in the industry. One of the highlighted areas was the use of contractors and their level of compliance with HS codes. It was noted that larger contractors tended to be better practitioners of good HS conduct. As such the company have to focus on making sure that contractors are within the scope of their own HS guidelines so as to protect the safety of the entire power plant and its workforce.

Corrective and predictive maintenance identified as being used in the power plant following an example of screen cleaning ropes. The ropes are rated as having an 18 month life cycle but are replaced at 12 months to allow for some additional room for error.

The individual interviewed was in a unique position due to holding several roles within the power plant due to the small nature of the complex. As such not only were they a maintenance manager they also had elements of HS management, production and other such aspects in their current line of work. When planning maintenance their thoughts are not simply how to repair a machine but “how to do the maintenance safely”.

A key note of the relationship between health and safety and maintenance was discussed, where it was identified that health and safety have, on occasion, prevented maintenance jobs being carried

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out due to issues surrounding the repair. Although not frequent it is definitely a possibility and as such a good balance is needed between maintenance teams and HS teams.

4.3.3 Discussion of Results

Evaluating the results from the meeting allow for identifying that CS 2 also believes that there is a strong relationship between HS and maintenance and that the relationship place HS as the more dominant party. Balance is again identified as a key component in the relationship.

HS have an important emphasis to ensure that every job that is carried out is done so in a safe matter as every job must be sufficiently planned where all the risks and liabilities are discussed. Before a job can take place a permit engineering must have signed off that they believe that this job is safe to carry out under the applied constraints and are then liable for issues that occur.

KPI’s are also identified as causes of conflict and importance placed on the KPI’s can actually have a detrimental effect on the production, maintenance and HS of a plant as a result due to the culture of slightly altering KPI’s or hiding results.

4.4 DISCUSSION OF RESULTS AND CONCLUSION

The key note to be taken from the first hand research is that neither CS applied full scale TPM. However both respondents had knowledge of TPM and stated that to a certain degree aspects of TPM were employed. As such the information focuses on the relationship between maintenance as a whole instead of purely TPM.

With that in mind it is fair to say, based on the results from the case studies, that there is indeed a relationship between health and safety and maintenance in the renewable sector. The relationship is one that involves potential for conflict due to the different aims of each department and their different perceptions of each job. Both case studies also identify that, in the UK at least, HS have the higher level of importance and are the more dominant department in the relationship. As such maintenance have had to adopt it in to their practices and the mentality is not purely on carrying out jobs but how those jobs can be done safely. Although not a bad practice, it does lead to occasional delays due to a disagreement in practices between maintenance and health and safety.

Another note of interest is the difference between the mentalities of maintenance and health and safety. Maintenance can be identified as having a more hands on approach, with a ‘learn as you go’ basis that emphasis learning on the job. Health and safety however appears to focus on more theoretical practice, with the industry being heavily laboured with paperwork, using training courses, meetings and the necessity to be constantly reviewing relevant legislation as well as a heavy legal implication on those who practice health and safety.

The importance of KPI’s was also identified as a cause for conflict as well. Due to the nature of altering KPI’s to reflect what each individual would rather represent, conflict can occur as result. Other negative impacts identified were also the adverse impact that could be had on the actual performance of the plants and machines if KPI’s are misused or certain actions and events are not documented as a result of wanting to remain within a desirable range within the targets.

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To conclude then, a link is identifiable with HS having the higher level of priority. Also due to the different perspectives of each department conflict can arise as a direct result between HS and maintenance.

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5 DISCUSSION, CONCLUSION, FUTURE WORK AND REFLECTIVE ANALYSIS

The aim of this section is to review and conclude the findings of the report as well as document potential scope for future work and to analyse the progress and success of this report.

5.1 DISCUSSION

To summarise then, the literature review revealed that there is a definite link between TPM and HS, and that through the implementation of TPM in industries often the culture of HS is changed for the better. This has particular benefit in the renewable sector due to the severity of the failures and the catastrophic impact they tend to have as a result of poor maintenance or HS.

Similarly, in the case studies, a link is identifiable with HS having the higher level of priority. Due to the legal implications and the abundance of regulations and acts the majority of companies will always err on the side of caution and will always focus their efforts on remaining within the legal guidelines so as not to find themselves battling court cases and the associated poor effect on company reputation. This was confirmed in both case studies and as such they both stated that ‘balance’ was the key to a successful relationship.

Therefore it can be stated that there is in fact a definite link between health and safety and maintenance, which can be verified not only by the literature but also by the case studies carried out in conjunction with this report. Culture and leadership also have a major impact on the effectiveness of both health and safety and maintenance. If there are shortcomings in either aspect the effect on the operational, or day to day, activities can be catastrophic and lead on to failures that have devastating consequences such as those documented through the failures associated with Sayano Shushenkaya, Screggagh and Bradworthy as well as several other documented cases that were not included in this report.

To negate such aspects both TPM and HS apply a heavy emphasis on common themes – standardisation, monitoring and controlling, KPIs and continuous improvement. These aspects are identified throughout the literature review section and are again echoed in the case studies by both experts, thus identifying them as key aspects of successful health and safety and maintenance cultures.

Although the relationship often is found with similarities it can lead on to conflict in the workplace. Although the first hand research carried out is limited, and as such can be considered a limit sample size, both case studies identified “balance” as a key to the relationship between HS and maintenance. CS1 and CS2 both identified that HS has the higher priority with regards to carrying out maintenance jobs and as such this can lead to conflict as a result. This can take the form of two major aspects:

1. The HS manager can over complicate the work for the liking of the maintenance crew and as such can be making their job actually more difficult as a result.

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i. As an example consider replacing a roof light mounted on a wall and can be safely and easily reached by the use of a ladder. The HS manager can decide that the job must be carried out using scaffolding which can add time and cost to the job thus making it much more of an ordeal than the maintenance crew deem necessary.

2. The maintenance crew can feel that there are not enough measures in place for their safety and can feel they are having to trust someone who knows little about the practicalities about the work.

i. An example of this would be for someone who would be working on an electric cable. By isolating one aspect of it the HS manager can feel they have placed an adequate measure in place whereas the maintenance crew would rather have two so as to ensure a backup should the first fail. However to do so would involve isolating a certain amount of turbines, limiting capacity, which would lead on to conflict.

As such the maintenance crews of today have had to develop and no longer simply consider ‘how do we do the job’ but now focus on ‘how do can the job be done safely’. There are also differences in the education and training of both departments. This was recognised in both case studies and, summarised, maintenance tended to have guidelines and standard procedures but a lot of the learning process actually occurred ‘on the job’, whereas HS had a high focus on paperwork, theory, legalities, legislation and other such methods. The difference in training methods could also be the difference in mentalities within the two departments and ultimately could have a bearing on the conflict which occurs.

A large emphasis by both HS and TPM is placed upon the use of KPIs. Although useful tools to assess the performance of the work place they are known to cause conflict and this is reflected by the opinions of both case studies. The interesting common point that the case studies actually identified was that KPIs in industry, so renewable energy is not the only sector in which this occurs, can often be obscured and better results than are actually occurring are common. As such these can also lead to conflict between departments and staff.

With respect to the projects objectives, it can be stated that all four objectives have been met. The literature review carried out identified the key topics and any relationships that existed between them. This led to the creation of a questionnaire in use with the undertaking of developing case studies based on the relationship which then led on to comparisons and discussion that identified similarities between the case studies opinions and differences. The final objective can be identified as achieved through this section and its discussion and conclusion of the topic matter as found in the literature review and the case studies undertaken, and through the recommendations on methods that could be used to further the work.

To conclude the findings in this report, through the use of previous literature and the use of the case studies of experts, do identify that there is indeed a relationship between health and safety and maintenance, especially in the renewable energy sector. Often the success of both departments is interlinked due to the culture and leadership aspects found within the company, and where poor maintenance is observed a lacking or complete failing of health and safety is often observed as is identified within the analysed case studies in the literature review. Additionally it also leads to conflict within the work place however these are usually minor issues that are resolved rather quickly and professionally and as such there are no lasting effects. Finally it should also be observed that HS, although they lack first-hand experience of the work, will usually have the final say as to how a job should be performed and as such the HS department is often found to have a higher

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priority than that of the maintenance department. This can lead on to stoppages, conflict and other such issues that can negatively impact the aims and results of both maintenance and HS.

5.2 FUTURE WORK

As a basic level of understanding has now been established and the link identified, the next step is to quantify the link and evaluate what, how and why factors affect the relationship between health and safety and TPM with regards to the renewable sector. To do so a questionnaire, as seen below, should be created and circulated. In the table below 1 is the lowest (for example poor or disagree) and 5 is the highest (excellent or strongly agree) rating associated with that answer. Slight variations should be recommended based on the experience of the respondent and tailored questionnaires to suit those experienced in either HS, maintenance or both should be administered.

Question Aim 1 2 3 4 5Does your company fully

endorse TPM and all of its principles

Allows for the maintenance policy to be understood and whether it’s only certain

tools or full TPM that is implemented Do you believe your

maintenance manager is a good leader

Evaluate the effect of the maintenance manager’s leadership

Do you believe your health and safety manager is a good leader

Evaluate the effect of the health and safety manager’s leadership

How pleasant is your work culture

Quantifies the effect of the culture on the relationship

Are there often conflicts between the HS and

maintenance departments

Identifies whether the relationship is currently a positive or negative influence on

the companyIs the maintenance

department’s main focus based solely on KPIs

Identifies whether the culture is properly focused on KPIs or otherwise

Is the maintenance department’s main focus based

solely on KPIs

Identifies whether the culture is properly focused on KPIs or otherwise

How often do unexpected breakdowns occur a month

Evaluates the successfulness of the maintenance department

Is the accident/near miss rate high

Evaluates the successfulness of the HS department

Are the standard operating procedures for the maintenance

jobs easily accessed

Establishes whether standardisation is a key focus

Are risk assessments and job risk sheets easily accessed

Establishes whether HS provides enough information to associated jobs

Did your training involve a lot of theory (Paperwork, Legislation,

Rules etc)

Allows the training development of the respondent to be understood and any correlations between this and other

questions should be identifiableDid your training involve a lot of on the job learning (Being

taught by more experienced

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staff etc)Which department has the

higher priority (maintenance = 5, HS = 1, balanced = 3)

Identifies the balance between the HS and maintenance departments

Figure 47 Closed Ended Questionnaire for the Use in Quantifying the Effects Each Area Has on the Relationship between HS and TPM

When consideration is giving to the statistics published by Digest of United Kingdom energy statistics (DUKES) (2014) a sample size of the 6,839 wind power sites, 508,327 solar power sites and 832 hydro power sites should be obtained. Ideally 1-10% of the sites would be ideal however care should be taken with regards to the large volume of solar sites that are currently producing in the UK (as of December 2013). As such the following numbers should be considered realistic and achievable:

Solar – 0.05% - 254 sites Hydro – 10% - 83 sites Wind – 5% - 342 sites

Although the solar percentage is very small the information gathered should be more than adequate for such small scale productions. A higher importance should be placed on hydro and wind power as they are the most common and largest form of renewable energy production found in the UK with regards to large scale implementation.

By carrying out the above research the importance of several factors could be quantified and the key areas to the successful relationship and balance between health and safety and TPM could be identified to allow companies aiming to improve those areas to focus on the identified issues. The major factors would focus on leadership, culture, KPIs, standardisation and education/training and would allow the most important to be identified or, more likely, a full balance being represented within an organisation that is deemed to be successful with regards to both maintenance and HS.

As well as furthering the understanding of the relationship it would be beneficial to further the understanding of both TPM and HS. With regards to TPM Dr Farhad Anvari has several publications in TPM and OEE as well as an abundance of industry experience of its implementation and as such could provide further details as to the relationship between HS and TPM in other industries, the reality in full TPM implementation as well as further advice as to areas on which to focus the attention of further study. With regards to further the understanding of HS, James McDonald is the UWS Head of Health and Safety Services and has already provided information for the furtherance of the literature review of this project. As such a meeting with McDonald would allow a better understanding of the training and education procedure that is involved with becoming a HS professional as well as an insight into the professional world of HS management members as well as the process to becoming a chartered member of IOSH and other such organisations. Using this information would further the literature review as well as allow for a bench mark to be set and managers from industry could be compared and analysis could be carried out as to how their education and training compares and whether that effects their performance and outlooks with regards to HS targets.

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5.3 REFLECTIVE ANALYSIS

With the ability of hindsight now available it allows for many aspects of the project to be critiqued and evaluated. Focusing initially on the literature review although it proved to be substantial there were areas of possible furtherance with regards to the implementation of both TPM and HS. Although there was an abundance of information available on the theory of implementation of successful TPM and HS its implementation practically was not investigated full heartedly prior to the first hand research. Similarly the relationships between maintenance and the renewable sector and HS and the renewable sector could have been more thoroughly investigated. Although isolated instances that had major impacts, and as a result became newsworthy, were highlighted minor issues such as down time or accident/ near miss were not fully investigated. As a result usable quantitative data has been overlooked which could have been used to identify links earlier on or in comparison between company cultures.

In terms of the first hand research that was carried out the information obtained was useful and does present a case for use in the dissertation. However more candidates would have been preferable as use to represent a sample size of the industry as opposed to two individual experts. Although there were links between that of the theory in the literature section and both the opinions of the case studies additional information would have allowed either a solid base of evidence or some discrepancies between the sectors found within the renewable industry to be highlighted and discussed and investigated further.

Upon completion of the dissertation a potential missed opportunity was highlighted with regards to the use of the lecturers and staff found within UWS. Although input was had from those with publications in certain aspects and directly involved in others their input was limited to conversations and guidance. With consideration meetings could have been had with several members of staff and case studies could have been based on the findings which would have allowed for further discussion, comparison and evidence for use during the lifetime of the project.

Also use of the supervisor’s times was also limited with regards to this project. Perhaps through including the supervisors and other lectures more often and more regularly an increased source of guidance could have been achieved leading to a more efficient structure and possibility for further production from the project. One of the key issues identified through the span of the project was the schedule of those involved and as such this observation could have been unlikely to transpire regardless.

Finally use of the projects budget could have also been expended in a functional manner. As each project is initially assigned small budgets, this could have been optimised to fund travelling to other meetings so as to maximise the input for use in the primary research section. This would have allowed for additional data that could have aided in the discussion and comparisons as well as the key factors to be identified on a larger scale.

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