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Preface: As domestic manufacturing enterprises grow stronger, many factories have begun to invest heavily in better equipment for production. However, some factories do not achieve optimal performance when using these devices, and in some cases the equipment starts to malfunction within a short period of time. One equipment operator complained, \"The machines in our factory keep breaking down every day. Whenever they break, we have to report it for repair, and it costs a lot of money. The boss doesn’t even think about how to maintain them!\" ” It is precisely because of the serious negligence in the management of our production sites regarding equipment that the equipment often shows \"symptoms\"! First-class factories maintain their equipment continuously, while third-rate factories repair it on a daily basis; just a difference of one word, yet the efficiency differs by several times. 1. What is the difference? The problem lies in the lack of understanding of modern management, in the inadequate implementation of management systems, and in using the most advanced equipment with outdated concepts. Modern team production increasingly relies on various processing and auxiliary equipment; without equipment that operates reliably, a team cannot have a solid foundation for its operations. On the other hand, in our surroundings, the equipment frequently goes against our wishes: it malfunctions often, there are power outages, oil leaks, defective spare parts, and loss of functionality – all these problems caused by the equipment constantly disrupt normal operations, leaving production activities in a state of disruption. Over time, team leaders evolved from the “combat elites” responsible for organizing production to the “firefighting elites” tasked with carrying out emergency repairs and submitting reports. Similarly, faced with frequent equipment failures, the equipment management department and professional maintenance staff are constantly busy dealing with these issues, rushing around to fix problems, yet they still cannot escape being complained about by those on the front line. As a result, both the team leaders on the front line and the equipment maintenance staff end up exhausted and helpless. 2. How to achieve zero failures? Some may ask whether, according to the zero-failure concept, equipment could not be used indefinitely. Here we need to distinguish between two different concepts: natural aging and forced deterioration. Natural aging refers to the situation where, despite proper use, the equipment undergoes physical and chemical changes over time, resulting in a gradual decline in its initial performance. The so-called forced deterioration refers to the artificial induction of deterioration by failing to operate in the proper manner. For example, fuel is not added where it should be, or if it is added, the amount is insufficient or the interval between additions is too long. There is also the failure to carry out proper equipment cleaning, and other such things – in other words, failing to do what needs to be done – all of which contribute to the deterioration of the equipment. As a result, the device’s service life is shorter than what it should be, **shorter than the lifespan resulting from natural aging. Therefore, the significance of the zero-failure concept lies in guiding us to properly understand failures and take the necessary actions to prevent their progression and delay natural aging. So far, the reason for many ongoing failures is often that the true cause of those failures has not been identified. Before a failure occurs, there are usually some minor, hidden defects. If, before a failure occurs, attention is paid to such subtle potential defects that ultimately lead to failures and they are addressed in a timely manner, the failures can be prevented. It can be seen that addressing apparent potential defects is the principle of \"no failures\". To actually advance this work, we have derived five key strategies to achieve zero failures by addressing the possible causes of failures: 1. Meeting basic requirements – By basic requirements, we mean tasks such as cleaning, refueling, and tightening. Failures are caused by the degradation of the equipment, but most degradation is due to the absence of the three basic conditions. 2. Strictly adhere to the operating conditions – The operating conditions for machinery and equipment are determined at the time of design. If used strictly in accordance with the operating conditions, the equipment will malfunction very rarely. Factors such as voltage, speed, temperature, and installation conditions are all determined based on the characteristics of the equipment. 3. Restore the equipment to normal operation. Even if an equipment meets the basic requirements and has the necessary conditions for use, it is difficult to achieve perfection; as a result, the equipment still deteriorates and develops faults. Thus, the implied degradation is brought to light and restored to a normal state. This means we should regularly carry out proper inspections and preventive maintenance on the equipment. 4. Improving design deficiencies: Some faults cannot be eliminated even after applying the above three countermeasures; they are often caused by deficiencies or errors in the design, manufacturing, and installation of the equipment. Such faults should be carefully analyzed, and these defects should be improved. 5. Improve human quality: All countermeasures must be implemented by people, and humans are the most fundamental element in achieving zero failures. Firstly, everyone must have a serious attitude and a professional spirit. Secondly, there needs to be a correct understanding of faults. Lastly, it is necessary to improve the professional skills of operators and maintenance personnel. In general, in our daily work, we need to focus on the following aspects: activities to prevent deterioration: proper operation, preparation, adjustment, cleaning, refueling, tightening, etc ； Activities to determine degradation: Check operating conditions and conduct routine and periodic inspections of the equipment to identify potential faults at an early stage ； Activities to restore degraded conditions: Promptly eliminate potential hazards and degradation to bring the equipment back to normal operation. 3. Carry out autonomous maintenance in a step-by-step manner – everyone wants equipment to be highly efficient. In terms of equipment, its efficiency depends on two groups of people: those who use it in production and those who are responsible for its maintenance and repair. If the people on both sides see themselves as separate groups – we as producers who only focus on using the equipment, and you as those responsible for maintenance, with you being in charge of its condition – then of course this will not lead to any good results. Production, use, and maintenance are two interrelated aspects of a whole; it’s like the two wheels of a bicycle – only when both are present and work together can the equipment achieve its full potential. The production and usage department is not merely responsible for production and use; it must also undertake the basic tasks of equipment maintenance, that is, \"activities to prevent deterioration.\" Only when the production and usage departments carry out effective \"activities to prevent deterioration\" can the maintenance department fully utilize the power of its specialized maintenance methods, thereby ensuring truly effective equipment maintenance. We refer to the maintenance activities carried out by the production and operation departments, with a focus on \"preventing equipment degradation,\" as \"voluntary maintenance activities involving all employees,\" which are commonly simply called voluntary maintenance. During the self-maintenance activities. To fully utilize the capabilities of the equipment, it is necessary to practice \"managing one’s own equipment oneself\" and become someone who can handle it effectively. Therefore, in addition to the ability to manufacture products, operators must also possess four types of skills: 1. The ability to detect abnormalities. The “ability to detect abnormalities,” which involves identifying issues with equipment, does not mean only recognizing abnormalities when a fault or defect has already occurred; rather, it means being able to spot potential problems or causes of faults before they actually arise. Only in this way can it be considered a true “ability to detect abnormalities.” 2. The ability to properly and quickly handle abnormalities (recovery capability): For any detected abnormality, it is necessary to restore the equipment to its normal state in order for it to function as intended. Additionally, it is important to be able to determine, based on the severity of the abnormality, whether to report it to higher authorities and maintenance teams and how to deal with it. 3. Ability to set conditions: The ability to detect anomalies often depends on an individual’s skills and experience, and variations in these skills and experience can affect the ability to identify anomalies. To prevent this phenomenon, a specific value should be determined to determine whether the equipment is functioning properly. The criteria for judgment should be quantitative; taking temperature as an example, it should be specified as \"must be below XX degrees,\" rather than being described vaguely as \"no abnormal heating is allowed.\" It should be emphasized here that rather than delaying execution by focusing on the accuracy of the criteria for judgment, it is more practical to establish a temporary standard first and then make multiple adjustments to arrive at a more suitable one. 4. Maintenance capability: It is always better to repair equipment after a failure has occurred rather than taking preventive measures in advance. Therefore, it is essential to strictly adhere to established standards, such as \"cleaning and lubrication standards\" and \"self-inspection standards\". Ability is developed through continuous learning and accumulation in one’s work; therefore, work itself is a form of learning. As ability improves, it enables one to achieve more results at work, and there is a mutually dependent and reinforcing relationship among these three elements. To train operators who can manage the equipment and to establish a system for routine maintenance, it is necessary to focus on talent development on one hand, and to improve work performance based on their actual capabilities on the other, in order to achieve genuine results that can be sustained. When carrying out self-maintenance, one should not expect to resolve many problems at once; therefore, the goals and tasks are organized into 7 steps, which is known as \"step-by-step self-maintenance\". The ideal approach is to carry out each step thoroughly, and only move on to the next step once a certain level has been achieved. IV. Completing self-maintenance in 7 steps: Step 1: Initial cleaning. Initial cleaning involves thoroughly removing dust, debris, and other impurities from around the equipment. We need to turn cleaning into inspection; inspection allows us to identify problems and potential defects in the equipment, so that they can be addressed promptly. At the same time, cleaning helps operators develop a sense of care for the equipment. Step 2: Sources of occurrence and countermeasures for problematic areas. To maintain and improve the results achieved in the initial cleaning phase, it is necessary to eliminate the sources of dust, pollution, etc.; to this end, countermeasures such as removal, covering, or sealing can be employed. Effective measures should also be taken for areas that are difficult to maintain, such as refueling, cleaning, and decontamination, in order to improve the maintainability of the equipment. Step 3: Establish cleaning and refueling standards Based on the insights gained from steps 1 and 2, create temporary standards for maintaining the equipment under your responsibility, such as basic tasks like cleaning, refueling, and tightening. Step 4: Comprehensive inspection. To fully utilize the inherent functions of the equipment, it is necessary to understand its structure, functions, and evaluation criteria; inspect the appearance of each major component of the equipment, identify any defects and rectify them, while also acquiring the necessary inspection skills. Furthermore, the benchmarks previously developed can be continuously improved to facilitate verification. Step 5: Independent inspection – Based on the cleaning standards, refueling standards, and inspection standards established in Step 3, along with what was learned in Step 4, these guidelines are fully followed to form the independent inspection standards. During the learning and implementation process, it is also necessary to continuously learn and become familiar with the operation and functions of the equipment, as well as the relationships between quality and the equipment, in order to have the ability to operate the equipment correctly and detect abnormalities early. Step 6: Organize and streamline. Expand the scope of activities from those centered on equipment to peripheral equipment and the entire workshop; building on the capabilities acquired in the previous 5 steps, work toward establishing and maintaining the desired image for the whole workshop. The organization referred to in this step involves identifying the tools, fixtures, semi-finished products, defective items, etc., within the workshop, and establishing management standards; it is necessary to drastically reduce the number of management targets such as materials and tasks, and simplify things as much as possible. The so-called thorough rectification means adhering to (maintaining) established standards and gradually improving them to make it easier for operators to comply. Visual management is implemented in the workshop, and management is standardized. Step 7: Full implementation of autonomous management. Through the activities in the previous 6 steps, considerable results have been achieved and the team members have gained significant experience. Therefore, in this seventh step, it is necessary to foster a mindset of continuous improvement by constantly applying the PDCA cycle. By aligning with the company’s policies and goals, new team objectives that suit the team itself should be established, thereby achieving full implementation of autonomous management. 5. Mechanical equipment failures: What are the causes of mechanical equipment failures? Causes of mechanical equipment failures: Experience: 1. The reasons for failures in belt drives are the large force exerted by the belt on the shaft; when used for long-distance transmission, the belt wears out over time, may tear or even break, which also has a significant impact on the bearings. 2. The main causes of failures in gear drives include poor lubrication and working conditions that lead to tooth wear and pitting. Inadequate meshing between the teeth can cause tooth roots to break or result in plastic deformation, among other issues. 3. In chain drives, poor lubrication and working conditions are the main factors that cause wear on the chain sleeves. Causes of mechanical equipment failures: 1. External factors 2. Internal factors. The main external factors include those related to the operating environment, such as dust, abrasive particles, temperature, pressure, corrosion, and climate conditions ； Equipment load-related reasons, such as load exceeding design capacity, uneven load distribution, or short-term load values exceeding design values ； Installation and commissioning issues, such as improper installation or commissioning or failure to meet design requirements. Failure to maintain the operating equipment as required, such as poor lubrication, sealing issues, failure to conduct proper trial runs during the initial phase of equipment use, and incorrect operations by the staff ； The previous maintenance was inadequate; issues such as parts that were not up to standard or used for replacement or repair, as well as assembly problems, contributed to this. The internal causes mainly include design flaws in the machinery itself and poor quality in the manufacturing of the parts. By properly analyzing the various causes of failures and taking effective, targeted preventive measures, it is possible to prevent mechanical failures and extend the lifespan of the machinery. I. Ensure normal operating load: Be careful not to operate the machine beyond its maximum capacity; use it within its limits. It is necessary to ensure as much as possible a uniform increase or decrease in mechanical load, so that the machine experiences relatively gentle fluctuations in load. In other words, the throttle should be adjusted in a more even manner to prevent sharp fluctuations in the operation of the engine and the working mechanisms. II. Ensure proper lubrication of the machinery: Proper and adequate lubrication is one of the effective measures to reduce mechanical failures. To this end, it is necessary to select lubricants appropriately: choose the appropriate type of lubricant based on the type of machinery and its structural design, select the right quality grade according to the machinery’s requirements, pick the suitable quality level as well, and choose the appropriate lubricant grade in light of the machinery’s operating environment and the different seasons. During use, neither low-grade lubricants nor other types of lubricants may be used as substitutes, and inferior products must also be avoided. III. Timely maintenance: Various faults are bound to occur in machinery during use. Among these failures, some may have only a minor impact on mechanical equipment, while others can be quite severe, even leading to catastrophic accidents that result in damage to the equipment and loss of life. Any faults that occur must be addressed promptly. By \"addressing them in a timely manner,\" it is meant to carry out regular maintenance and repairs on the machinery in accordance with the maintenance procedures; all types of maintenance and repairs must be done as required ； During use, it is necessary to conduct regular and irregular inspections of construction machinery in order to keep track of its operating conditions. Any faults that arise temporarily should be addressed promptly; do not delay repairs just because the fault is minor and does not affect functionality, as this could lead to more serious problems. IV. Adopt proper technical and organizational management measures: As the organizers, managers, and operators of construction machinery, it is necessary to ensure that the machinery is protected from damage, deformation, corrosion, and other issues during transportation and storage ； Strict routine mechanical maintenance keeps the machinery in good technical condition ； It is necessary to train operators on the proper use and operation of various construction machinery, in order to reduce and prevent mechanical failures caused by human errors ； Mechanical equipment must be carefully maintained by carrying out regular and irregular maintenance in a proper and appropriate manner, keeping the equipment clean and tidy. The technical condition of the machinery should be checked regularly, and any abnormalities identified should be addressed promptly. Loose or misaligned components should be tightened and adjusted as needed, and certain wear-prone parts should be replaced prophylactically.