Module 6 Project Deliverables: Waste Walk & Root Cause Analysis
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Module 6 Project Deliverables: Waste Walk & Root Cause Analysis
Instructions
Submit the Waste Walk and Root Cause Analysis deliverables of your project.
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Introduction to Perfection
The final principle of Lean is Perfection. Perfection means continually reviewing
all processes to identify and eliminate waste, create flow, and establish pull until
a perfect state is attained.
A perfect state includes only value-add process no waste, no waiting, no
wasteful transport, no excess inventory and no processes the customer would be
unwilling to pay for: zero defects. Thats beyond the 3.4 defects per million
opportunities benchmark that Six Sigma sets.
Perfection is the understanding that we will continuously work on the process by
small incremental improvements through Kaizen. Its all about the journey, not
destination. Once we institute a consistent method of continuous improvement,
we can continually improve and work on perfecting processes for the goal of zero
defects.
This section will cover a lot of tools to improve processes and achieve perfection,
such as:
Failure Mode and Effects Analysis
Poka-yoke
5S principles
Total productive maintenance
Standard work
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Failure Modes and Effects Analysis (FMEA)
Introduction
The FMEA acronym stands for failure modes and effects analysis
It is a tool used to select and prioritize actions
The questions that an FMEA answers are:
o What might cause a problem?
Risk may be to the product or service itself, e.g., an electrical design
flaw that may cause a short circuit
Or risk may be in the ability for the product or service to introduce
potential harm or safety issues to the customer, e.g., Suicide Prevent
Hotline staffed with unqualified personnel
o What is the risk assessment outcome?
o What are the next steps for the product or service?
Failure modes and effects analysis is a structured approach to assess the magnitude
of potential failures and identify the causes of each potential failure
Corrective actions are then identified and implemented to reduce or prevent the
potential of a failure occurrence
FMEA is a prevention-based strategy. It is utilized to anticipate potential failures,
identify potential causes for these failures, prioritize the failures, and subsequently
take action to reduce, mitigate, or eliminate these failures
FMEAs can be done from either a product / service or a process step perspective.
They are typically called either a product or process FMEA
FMEA Sequence of Steps
A FMEA is used to make improvements by following this sequence of steps:
1. Define the potential failure modes. What could go wrong?
2. Define the potential mechanisms of failure
3. Define the potential effects of the failure
4. Rate the severity (SEV) of the failure
5. Rate the probability of the occurrence (OCC) of the failure
6. Rate the effectiveness of the controls for prevention or detection (DET) of the
failure
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7. Multiply the severity (SEV), occurrence (OCC), and detection (DET) ratings
together to calculate a risk priority number (RPN)
8. Sort by RPN from highest to lowest
9. Define actions to be taken to address highest RPN items
Risk Priority Number (RPN)
The RPN is a standard method for applying a rating score to each identified risk. To
determine a risk priority number, a severity (SEV), an occurrence (OCC) and a detection
(DET) score are assigned.
Severity (SEV) uses a common industry scale of 1 to 10, with 1 representing no
effect and 10 representing a very severe effect
Occurrence (OCC) indicates how likely the cause is. A common industry scale is
used, with 1 indicating not likely and 10 indicating inevitable
Detection (DET) is then determined using a common industry scale by assessing the
likelihood that current controls will prevent or detect the cause of the failure mode.
A 1 indicates effective controls, while a 10 indicates highly ineffective or no control
To determine the risk priority number (RPN), we would multiply our SEV, OCC, and DET
scores together.
FMEA Priorities
The priorities of an FMEA are based on:
Potential health and safety issues that may be introduced by the product or service
as a result of design or defect, or by interaction between the customer and the
product and/or service
Repetitive issues that the company faces
Top-down projects that management has initiated as improvement projects
Managements strategic vision and selection of priorities for the business
Innovation so that the business can grow
FMEA Issue Criteria
The three main criteria for selecting issues to addressed from a FMEA are:
The highest RPN numbers
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Major pain points that employees or customers complain about
Main causes of efficiency losses that are reported repeatedly
FMEA Examples
Example 1 family BBQ
A potential failure mode could be the availability of equipment
The potential failure effect could be not having a BBQ due to the lack of equipment
availability
The potential cause would be not reserving equipment with adequate notice
We now determine our RPN:
o SEV would be a 9 because we are unable to have the BBQ
o OCC would be a 3 since it is not likely to occur
o DET would be 1 because there is a high chance of detection
o The RPN would 9 times 3 times 1 or 27
Please note that we used 1, 3, or 9 scores instead of a complete 1 to 10 scale on
this example. This allows a greater distinction between issues. However, the scale
used is at your discretion as long as it is consistent
Example 2 Hospital Emergency Room
During the completion of an FMEA, the facility addition project team determined that using
the south entrance to the hospital emergency room is causing a delay in cardiac patients
being triaged. The new facility addition under evaluation does not appear to address this
issue.
The SEV would be a 9 because all cardiac patients should have direct unobstructed
access to the main ER
Based on cardiac patient volume in the south section of the ER, this situation is
likely to occur about 10% of the time. The OCC is a 7 because, while the volume is
low, the risk to the patient continues to be high
The DET is a 3 as the triage staff must divide their time between both areas of the
ER and are notified of on the arrival of cardiac patients
The RPN score is 189
The nursing director has directed that the south entrance to the ER be made off
limits for the arrival of cardiac patients. In addition, working with the director of
facilities an assessment of routine hospital flow in the area will be completed by end
of the week to implement changes. However, a security guard will be assigned on
each of the busiest shifts to keep foot traffic moving in the area immediately outside
the ER entrance. Car and ambulance traffic at both entrances of the ER will be
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immediately uncongested to allow ambulances with cardiac patients priority access.
This will be completed overnight. Ambulances must use the north entrance
beginning tomorrow for all cardiac patients
Finally, the plans for the new facility addition will be reviewed by the faculty project
team to identify solutions to improve any access and congestion issues
FMEA Layout
The graphic below shows the layout for a typical FMEA:
Row
No.
Product
or
Process
Step
Failure
Mode
Failure
Effect
SEV Causes
of
Failure
Mode
OCC Controls DET RPN
Conclusion
Understanding the severity of failures along with how often the causes of failures occur
followed by how easy the issue can be prevented or detected makes an FMEA extremely
useful as a prioritization tool.
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Poka-Yoke
Introduction
Poka-yoke is a Japanese term translated to mean error proofing or mistake proofing. It is
used to address process variation caused by human error.
History of Poka-Yoke
The term poka-yoke (poh ka yoke) was developed by Shigeo Shingo, one of the fathers of
Lean. In 1961, he was visiting a plant that was doing some very simple assembly. Two
springs and two buttons were assembled to create an on/off switch. However, occasionally,
a spring was getting left out, and the mistakes were not being discovered until the parts got
to the parent company. This created all kinds of consternation. They had to send an
inspector to the parent company to do the sorting out, and it was just time-consuming,
expensive, and irritating.
So, Shigeo Shingo began to think, how does somebody forget something? What does that
mean? And he arrived at the conclusion that there are two ways we forget:
1. We occasionally miss something
2. We sometimes forget that we have even forgotten something
So, he developed some simple error-proofing techniques, such as checklists. This also led
him to develop the term baka-yoke, which was to idiot-proof. However, what he found in
discussing that with people is that it placed the focus in the wrong place. That put the
emphasis on the operator, not on the process. That was not his intent. His intent was to
make sure that the process itself was error-proofed, so the term was changed from baka-
yoke to poka-yoke, which is to error-proof.
Poka-Yoke Approaches and Methods
Poka-yoke uses two approaches:
1. Control systems
Control systems stop the equipment when a defect or unexpected event
occurs. This prevents the next step in the process to occur so that the
complete process is not performed
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2. Warning systems
Warning systems signal employees to stop the process or address the issue at
the time
The methods for using Poka-Yoke systems are contact methods, fixed-value methods, and
motion-step methods.
Contact methods are simple methods that detect whether products are making
physical or energy contact with a sensing device
Fixed-value methods are normally associated with several parts to be attached to a
product or a fixed number of repeated operations occurring at a process
The motion-step method senses if a motion or step in the process has occurred in
an amount of time
Poke-yoke Examples
Example 1
The widespread use of ATMs has certainly made banking more convenient and shows no
signs of diminishing usage. However, early on, the banks encountered a very inconvenient
problem; customers regularly drove off from the ATM, leaving their debit cards in the card
slot of the ATM. A simple but effective poka-yoke has been incorporated in the ATMs so
that an alarm sounds and continues to sound until you have taken your card from the slot.
This type of poka-yoke can be thought of as an encounter error-proofing example since it
intervenes in the service encounter and attempts to prevent a mistake (in this case, a
mistake by the customer).
Example 2
A very common poka-yoke is involved every time we purchase fuel for our automobiles.
When unleaded fuel was introduced, there were many automobiles on the road that still
used leaded fuel. In order to prevent leaded fuel from being placed in unleaded
automobiles, the size of the fuel inlet was changed so that the leaded fuel dispense nozzle
would not insert. The same solution is used to differentiate between unleaded gasoline and
diesel fuel.
Example 3
A small assembler company provides wiring harness assemblies for an automotive
electronic controller. There are several part numbers, and many of the parts for each part
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number look very much alike. The company has received complaints from the automotive
assembly plants that some harnesses have incorrect components (which must be changed
out on the assembly line causing delays). The solution is to color code the different part
numbers (green for one part number and yellow for the other) and to make sure that only
the containers with the appropriate part number make it to the work stations. The color
coding is vintage poke-yoke and successfully prevented incorrect components from being
assembled into the wiring harnesses. See the illustration below.
Example 4
The service world has recognized the value of poka-yoke during the last several years. One
way of applying error-proofing (poka-yoke) in the service sector is to devise a task poka-
yoke. A task poka-yoke concentrates on the tasks that a server must perform and devises
methods to assure the task is completed correctly. A popular example of a task poka-yoke
is the automatic change dispenser that you encounter in many stores. The cash register
automatically dispenses the correct change once the purchased item and the payment have
been entered. This prevents an error in the task of a person making change.
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Example 5
A CPA firm has experienced delays in preparing tax returns because the customer has not
provided all the required information. The firm decides to use a preparation poka-yoke. A
preparation poka-yoke is an intervention in the service encounter that attempts to properly
prepare the customer for the service. The CPA firm mails out a check list to each of their
customers that contains a list and a place to check it off for each item critical to the
preparation of that customers tax return. See the example below.
Required Item Please Check
1. Previous years tax return
2. Organized receipts for tax
deductions
3. All W-2s
4. Mortgage information
5. Healthcare expenses
Example 6
A small manufacturer of printed signs has received complaints from its customers regarding
print imperfections. Until now, the firm has required inspectors to inspect every item of the
printed sign (like color variation, printing streaks, etc.). After discussing the inspection
protocol with the inspectors, the firm decided that it was asking too much of the inspectors
by insisting that they inspect so many items. Together with the inspection personnel, and
using the complaints received, they compiled a short list of the most important inspection
items. To ensure the inspectors did not forget to inspect carefully these items, they created
an inspection board that contained lights by each of the critical items. The inspector must
press a button to turn the light off, thereby assuring the inspector has looked carefully at
the critical item.
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Overview and History of 5S
Origin of 5S
The 5S method has its roots in Japan. The development of 5S is attributed to Hiroyuki Hirano,
author of 5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation. The
architects of the Toyota Production System (TPS) adapted 5S into their approach to Just-in-Time
(JIT) and improving the manufacturing operations.
The focus of 5S was on both housekeeping and organization as Toyota was pursuing TPS and JIT
practices. The key is that housekeeping (cleanliness) alone does not provide the value that both
housekeeping and organization (a place for everything and everything in its place) provide.
Explanation of 5S
The 5Ss have been translated from their original form in the Japanese language to the English
version we use today. Regardless of which language is used, the meaning and approach remain
the same. The 5Ss include:
Sort
Straighten
Shine
Standardize
Sustain
A brief review of each S will provide more clarity around what it means and how to do it.
1. Sort
The focus of sort is to get the $#1&%#$ out of there! Seriously, you need to determine what
really needs to be in the work area and what really is in the work area. You sort the things that
are not needed and remove then. Keep the 8 wastes front and center as you perform the 5S
work. Remember to be objective!
A best practice is to set items you have sorted out of the workplace in a quarantine area so
people have a chance to review. The quarantine area should be easily identifiable, near the 5S
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action, and easily accessible. A good example is to mark off an area across the aisle with red
floor tape.
2. Straighten
The focus of straighten is to get the area organized. Sometimes, this is referred to as set in
place. Whether it is tools in the machining center, medical supplies in the patient room, or
resource materials in the office cubicle, use logic in how you place items. Put items close if
needed frequently; put further away if less frequently.
Consider the idea of prime real estate. Think about the area in a rectangle around the neck,
chest, and stomach, and with outstretched arms of the person doing the work. If possible, place
the things the person needs in the prime real estate to eliminate motion muda and make the
workplace visual.
3. Shine
The focus of shine is to clean the area where 5S is being implemented. Sometimes, this is
referred to as scrub really, scrub! When you clean closely, you get to know the operation.
Sometimes, it requires a squirt bottle and cloth, and, sometimes, a 55-gallon drum of scum-
buster and brush! If the focus of your 5S effort is on the shared directories in your companys
information systems, scrubbing may mean sitting down and cleaning the file locations and
structure. Do you remember the last time you went looking for that file that you knew was out
there somewhere but could not find it!
4. Standardize
The focus of standardize is to begin to set expectation for the ongoing upkeep of 5S. You should
make it easy to practice 5S. Three ways to do this are:
Schedule the time and allow the time
Provide the tools; store tools in a standard place
Make sure people are trained; as people come and go, provide adequate training
5. Sustain
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Finally, the focus of sustain is to make 5S so ingrained into the work processes that people do
5S even when you are not looking, and without prompting. You should strive to make 5S a part
of the organizations culture.
The signals (either intended or unintended) leadership sends about 5S have a massive impact
on how seriously the organization will take 5S. Leaders should walk the walk by being visible,
asking questions, and taking active roles (What is the leaders office condition? Is he/she
practicing 5S?). In short, there is a role for everyone to play.
An important part of sustaining is to measure, report, and hold accountable for results. The 5S
audit is an effective way to make the 5S process measurable and provide a mechanism for
feedback.
Caution
Here is a word of caution. The first three Ss are easy and provide instant gratification. The last
two Ss are difficult but essential.
Think about cleaning your garage (or attic or closet) on Saturday morning. You can get fired up
with the sorting, straightening. and shining. It is good physical labor. You can see the results
quickly. You pat yourself on the back and feel good about the morning!
But what happens if you did not pay attention to the standardize and sustain steps?
Predictably, things you sorted out will show back up. The corner will become a place for stuff to
pile up. The floor will get gritty again. In short, it will be back to business as usual.
The same happens when you implement 5S in the workplace. Without standardize and sustain,
you are guaranteed to backslide!
6th S – Safety
Some organizations focus on safety as the sixth S. Others stick with the original 5S model. Either
way is okay as long as safety is recognized as fundamental to an effective operation regardless
of industry.
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Whether it is formally called out as the sixth S or not, SAFETY should underpin everything we do
with Lean Six Sigma. Safety should be measured, and accountability should be part of the Lean
process.
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Making 5S Happen
Rollout Alternatives
In a previous lecture, you were exposed to a definition of 5S and began to see how to execute
5S. Even with that newfound knowledge, there remains the question, Now what? In other
words, how do you get started?
If you are just starting to consider 5S, you are probably very early in your Lean journey. 5S tends
to be a part of the Lean body of knowledge that is a good launching point for the lean journey.
You recognize that 5S is a foundation for other Lean efforts.
To illustrate the wide spectrum of ways to get started with 5S, lets look at four distinct ways.
Please note that this is not an exhaustive list. Rather, it is a broad list that is intended to show
respective strengths and weakness of different approaches.
The following are the four alternatives we will explore:
Pilot project
Part of formal Kaizen event
Informal rollout
Wall-to-wall blitz
1. Pilot Project
The 5S pilot project is an initiative that is narrowly focused on implementation of 5S. For some
organizations, this is an effective and safe way to start that has a high probability of success. If
needing an early win in your Lean effort is important, then this might be a strong candidate.
The pilot project should have a reasonable scope not too broad and not too narrow. If it is too
broad, you run the risk of diluting your scarce resources. If it is too narrow, you run the risk of
too limited a result. Examples of a reasonable scope might include a work cell, a particular
section of a department, or a room in service delivery area. Whatever the scope alternative,
consider making the area a model area so that others can learn about the potential from an
effective 5S implementation.
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2. Part of Formal Kaizen Event
Remember our discussion abut Lean as a system? One example described having a formal
Kaizen event focused on setup reduction. As we discussed other Lean methods, tools, and
techniques that could complement the specific set-up reduction method, we saw that 5S could
play a significant role in the Kaizen event.
In many formal Kaizen events, 5S will be an enabler for everything else you want to accomplish.
5S shows demonstrable impact and is a great catalyst to attack rest of the Kaizen event
objectives. Because of the speed and tactile nature of 5S, you can turn the naysayer who says,
We cant do that into an advocate that is more likely to say, Yes we can!
3. Informal Rollout
The informal rollout is an approach that has limited structure and direction. You could argue
that this is more bottom-up instead of top-down. 5S will find where energy and acceptance are
and then focus there.
But there are some risks to the informal rollout. You may find there is variation in the way it is
implemented in one area versus another area. This is a problem if you want to end up with a
standardized overall approach. Since people/departments/areas of the business can choose to
do 5S or not, there will be challenges to achieving organization-wide 5S and lean traction. It is
harder to sell an organizations commitment, but the spot commitments might still work to
lay the groundwork for further Lean activities.
The wall-to-wall blitz is the riskiest and most disruptive of the four approaches described here.
You simply stop the business and everybody does 5S. There is a big blitz and big splash lots of
hoopla!
The major risk to the wall-to-wall blitz approach is that you may spread your resources too thin.
Furthermore, it is likely you will not develop the roots to sustain the 5S and the broader Lean
effort.
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Potential Pitfalls
The key potential pitfalls that you, the Lean practitioner, should pay attention to include the
following:
Start too big and spread too thin
Do not provide the time to follow through
Do not measure, chart results, and provide feedback
Accept mediocrity
Keeping Traction
Once you start your 5S implementation (by whichever approach), you should be thinking ahead
to how to grow momentum and keep traction. Several ideas to help keep traction are:
Make sure that everyone clearly understands, and that you are effectively
communicating, the reasons for and objectives of 5S
Make sure learning is effective. Remember repetition is a good thing, so train and
retrain
Measure, share, and publicize 5S results. Give the people who are working on 5S plenty
of feedback. Make the feedback constructive rather than punitive
Build a pull for 5S. Once people begin to see that they can work in a safe and clean
workplace, they begin to want more. This is pull. Pull is good. Reinforce the good results
and respond to peoples pull signals
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5S Audit
In previous lectures, you were exposed to definitions of 5S, learned about how to execute 5S,
and saw four alternatives for starting and rolling out. You learned that the fourth and fifth Ss
are the most difficult but are the backstop to prevent backsliding.
One of the items in the Sustain step is the 5S audit. Lets take a look at the following aspects of
the 5S audit:
Understand how the 5S audit works
Identify how audit motivates and reinforces behavior
See how to link the audit performance to metrics
Why Do the 5S Audit?
Wise people have told us that you get what you measure. You are investing time, financial
resources, and peoples talent in the 5S implementation. A fair question is, How do we
measure 5S? One way to measure the efforts is by performing the 5S audit.
The audit helps to demonstrate seriousness and commitment or supervisors, managers, and
leaders of an organization. Additionally, it provides tangible feedback to people doing the 5S
work. The feedback can propel continuous improvement.
Finally, the 5S audit feeds into metrics that are focused on cleanliness. In some industries,
cleanliness is required by regulation. In others, it is left to the imagination of the leadership. At
either ends of this spectrum, the 5S audit can provide relevant and useful measurement
information.
What is the 5S Audit and Who Does It?
In simplest terms, the 5S audit is a one-page assessment of a few targeted items. Once the
assessment of the individual items is done, then an aggregate score for the audit is calculated.
Finally, the information is then posted and the feedback is shared. There, you have the 5S audit
process.
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Descriptors of the 5S audit worksheet include (See the manufacturing example at end of the 5S
Audit section.) the following:
10 (give or take) specific items to be reviewed
Items are relevant to the process (Manufacturing, hospital, and office/admin have
different focus and terminology.)
Scoring scale (0 to 5, for example)
Overall average score for the items results in audit score
Different organizations have different people performing the 5S audits, so there is no one right
answer to who does the audit. Whoever it is must take the job seriously and have ability to be
objective. Some examples of auditors include
Person working in the area
Supervisor of area
Peer from another area
Lean resource person
Other, or combination of above
Beware of Calibration Issues
We audit the same area; I see a 2.5, and you see a 4.5. This indicates that we have a calibration
problem (opportunity). Your auditors need to know what the criteria are for the 0 to 5 scores
for each of the individual items on the worksheet. Herein lies a linkage to standardized work
(another Lean as a system moment).
The actions to take to overcome calibration differences are to develop a standard for what
different scores look like and train the auditors so you can reduce calibration variation.
How Does the 5S Audit Motivate and Reinforce?
The 5S audit creates an expectation for organization and cleanliness. It enables accountability
because it measures the 5S outcome in the targeted areas. For those who are competitive (and
arent we all?), the 5S audit creates competition. Your job as the Lean practitioner is to keep the
competition positive, productive, and fun.
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A general process to convert the individual 5S scores into a more formal measurement system
that can go from the individual work area to the topmost corporate metric includes the
following steps:
Put the individual 5S scores into a central data location
Graph the results to enable trending for individual cell/work area
From the central data location, roll up the 5S scores for area responsibilities:
o Supervisor
o Business unit manager/plant manager
o Company
Talk about making the connection between the front-line and the C-suite! The audit provides
feedback that drives behavior and enables accountability. It is best used as a tool for
development rather than tool to find who messed up.
So, where can you get value from 5S and the 5S audit? The following list just scratches the
surface of possibilities:
Fabrication shop
Patient room at skilled nursing facility
CEOs office
Any place we have shared directories as well as our own laptops
Plus, almost any other industry where work occurs
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Weekly 5S Audit Worksheet for Work Cells
Scoring Legend:
Score e ach item from 0 (l owest) to 5 (highest)
0 = re a l ly bad or non-existent
1 = s ome e vidence, but ve ry s potty
2 = e vi de nce is growing, but still not sys temic
3 = e vi de nce is s preading; s tarting to s ee systemic application
4 = l ooking OK; don’t have to nag
5 = re a l ly s trong e vidence; can see systemic application
Area Audited: ____________________
Audit Team:
________________________________
________________________________
Date: ___________________________
Category Description Score Improvement Opportunity
1. Equipment
Equipment is wiped down. Dust,
chips, and oil not visible on
equipment and shelves.
2. Floors
Floors clean from dust and debris.
Chips, drips, slag and waste from
process is minimized.
3. Tools
Only tools that are required are in
the area. Tools are organized and
labeled.
4. Materials
Only materials that are required
are in the area and in assigned
locations.
5. Cords and
Hoses
Hoses and cords are organized
and clean. Workplace trip hazards
are minimized.
6. Work
instructions
Work instructions are clearly
presented. Visual techniques
create process clarity.
7.
Access/Egress
Easy access into and out of work
area. Stop buttons easily
accessible.
8. Floor
marking
Floor and workspace clearly
marked. Location of standard
items is clear.
9. Labeling
Items in area are clearly
marked/labeled. Information is
up-to-date and clear.
10. Sustain
process
Process is in place to sustain 5S.
Regular audits are conducted and
results posted.
5S Average Score
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Total Productive Maintenance (TPM)
Introduction
Total productive maintenance, or TPM, is an innovative approach to equipment
maintenance involving maintenance personnel and operators working in teams,
focusing on eliminating equipment breakdowns and equipment related defects.
TPM is a systematic approach to improving production and quality systems by
including all employees through moderate investment in maintenance.
Total productive maintenance began in the manufacturing industry and relies on
the full support of all employees and top management for TPM to be successful.
Overall Equipment Effectiveness (OEE)
OEE, or Overall Equipment Effectiveness, should be measured. The calculation for
OEE is Availability Performance Quality (Some use the acronym PAY).
Performance Availability Yield (yield being a substitute word for quality)
Availability = Operating time Planned production time
The performance is the ideal cycle time/operating time/by the total pieces. And
the quality is the good pieces/by the total number of pieces.
Preventable Losses
The next topic to address is major losses. There are six preventable losses that
include:
Breakdowns
Set up and adjustments
Idling
Minor stoppages
Quality
Rework losses
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Proactive Maintenance Techniques
Proactive maintenance focuses on avoiding repairs and equipment failure. We will
identify all components that are candidates for proactive maintenance:
1. Establish initial proactive maintenance program
2. Create a feedback system for optimizing the maintenance interv
