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TPM Activity

  1. 1. Total Productive Maintenance TPM - A zero sum game TPM
  2. 2. TPM
  3. 3. What to Learn?  Philosophy: Why TPM  Foundation: 5S and Visual Management  Maintenance  Equipment Loss and OEE (Over-all Equipment Efficiency)  8 Pillars of TPM: Step-by-Step  Success Factors  Training and Education TPM
  4. 4. TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance thatstrives to achieve perfect production. Management + Operators + Maintenance TPM
  5. 5. The Big why? TPM Processes in the total production system are now dependent upon each other. Equipment available time or up-time is critical as inventory levels and production lead times continue to be reduced. Maintenance related expenses can account for over 30% of total manufacturing costs, representing a significant cost reduction opportunity. New technology & equipment requires significant investment and therefore the related return on investment must be maximized. JIT requires all equipment to produce the correct product in the correct quantities when required. Reliability and Flexibility are paramount. Life Cycle Costs need to be reduced to maintain competitiveness in the market. TPM allows for the more effective use of human resources, supports personal growth and Manufacturing flexibility objectives.
  6. 6. TPM - A zero sum game  Zero Unplanned Downtime  Zero Defects  Zero Speed Losses  Zero Accidents Summary TPM
  7. 7. The principle characteristics of a TPMPM system: Operators perform Preventive Maintenance. Skilled maintenance personnel train the operators and develop “one-point lessons”. Maintenance department moves from a “fire-fighting” mode to a prevention mode & re-engineering. TPM
  8. 8. To get the most efficient use of all production equipment i.e. overall equipment effectiveness. To establish a total (company wide) PM system, encompassing Predictive Maintenance, Preventive Maintenance and Improvement related Maintenance. To achieve full participation of equipment designers and engineers, equipment operators, and maintenance department personnel. To effectively involve every employee in the Company from the shop floor associate to all aspects of upper management. To promote and implement PM related autonomous, small-group activities targeted at continuous improvement of operating efficiency. TPM
  9. 9.  Equipment availability is less than 95%.  Machines breakdown suddenly without warning. ( _ _ _ _ Happens!)  Machines do not operate at design parameters.  Changeover and set-up of equipment requires more than 10 minutes.  First Run Capability is less than 99%.  New equipment is high-tech.  Plants are “dirty, dark, and stinky”.  Most associates in the company are indifferent to the production facilities and equipment.  Areas of responsibility are not clearly defined.  Equipment and process design  Equipment sourcing  Equipment acceptance  Equipment maintenance  Roll of the Operator (s)  Roll of Maintenance Personnel Pre-TPMPM Conditions Checklist TPM
  10. 10. The Paradigm Shift TPM • I operate Old Attitude Operator • I fix & maintain Maintenance Operator Maintenance • We maintain TPM Attitude
  11. 11. TPM Who does what? When do they do it? Why they do it? How do they do it? For how long? Roles & Responsibilities
  12. 12. TPM Perform basic equipment maintenance Cleaning of machine • Cleaning & replacement of filters • Lubrication • Checking basic machine & safety device functions Maintain proper condition based upon training and capabilities of operators Diagnose & perform repairs for some problems, dependent on training Basic skill levels in: • Monitoring & maintaining critical process parameters • Perform changeover and set-up • Reduction of minor stoppages and adjustments Record/Collect data to track equipment performance • Production control chart • Work order system The Operators Role
  13. 13. TPM Provide technical support and training for autonomous maintenance done by operators. Restore deteriorated equipment through Improvement-Related Maintenance. Identify design weaknesses and improve the equipment to error-free function. Improve technical maintenance skills of all maintenance personnel through systemic training and work assignments. Implement planned or periodic maintenance system based data from equipment manufacturers and operators. Through data analysis and periodic diagnostic tests, perform appropriate maintenance to avoid predicted equipment failure. The Maintenance Role
  14. 14. TPM Maintain work order system to provide data for above - calculate MTBF (Mean Time Between Failure) and MTTR (Mean Time To Repair). •Ensure that the maintenance function is treating the root cause - not just the symptom. •Understand the manufacturing process to successfully achieve the above – have the capability to operate all the equipment. The Maintenance Role
  15. 15. TPM TPMIndividual Improvement Autonomous Maintenance Planned Maintenance Skills Training MP Design
  16. 16. TPMStructure Plant Manager TPM Office Autonomous Maintenance Planned Maintenance Education & Training Focused Improvement Early Equipment Management Early Equipment Management Safety & Environment Office TPM
  17. 17. TPM Wait until equipment fails. A practice performed regularly on a piece of equipment to lessen the likelihood of it failing. A periodic inspection, service & cleaning of equipment and replacing parts to prevent sudden failure and process problems. Condition based maintenance method in which the service life of important part is predicted.
  18. 18. Any practice performed to return the equipment to proper working order. TPM Indicates the design of new equipment. Weakness of current machines are sufficiently studied (on site information leading to failure prevention, easier maintenance and prevents of defects, safety and ease of manufacturing) and are incorporated before commissioning a new equipment.
  19. 19. TPM Total Productive Maintenance Autonomous Maintenance JOSHU HOZEN PILLAR II Continuous Improvement KOBETSU KAIZEN PILLAR I PILLAR III Planned Maintenance Quality Maintenance PILLAR IV PILLAR V Training PILLAR VI Office TPM PILLAR VII SHE Team Work – Continuous Improvement Process 5 S – Visual Management (Sort) (Set in Order) (Shine) (Standardize) (Sustain) The Model
  20. 20. TPM First Step Sort Order ShineStandard Sustain 5S
  21. 21. TPM Sort Set in Order Standard Work Shine Sustain Seiri Seiton Seisou Seiketsu Shitzuke Eliminate Organize Clean Standardize Sustain Useful? Easy to Find? Dirty Station? Standard? Respect? Remove what is Not necessary. Each object has a Place. Clean all area and equip & paint if needed. Develop standard for Cleaning & a verification method. Develop auditory system for all the areas. Ensure the standards are regularly applied. The Foundation
  22. 22. TPMVisual Management: One Point Lesson Poka yoke: Mistake Proofing A behavior-shaping constraint That uses in an Error-tolerant design Or Human error-tolerant design
  23. 23. TPMThe Agility  Process Improvement  Quality Management  Project Control  Performance Management  Organizational Competitiveness
  24. 24. TPM The 8 Pillars: Step By Step PILLAR 1 - 5S : TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement. Tools: Sort - Set in Order - Standard Work – Shine - Sustain PILLAR 2 - JISHU HOZEN (Autonomous Maintenance): This pillar is geared towards developing operators to be able to take care of small maintenance tasks, thus freeing up the skilled maintenance people to spend time on more value added activity and technical repairs. Tools: Tag Activity PILLAR 3 - KAIZEN: A Good Change Large number of small improvements are move effective in an organizational environment than a few improvements of large value. Tools: PM analysis - Why - Why analysis - Summary of losses - Kaizen register - Kaizen summary sheet
  25. 25. TPM 16 Major losses in Organization: Loss Category 1. Failure losses - Breakdown loss 2. Setup / adjustment losses 3. Cutting blade loss 4. Startup loss 5. Minor stoppage / Idling loss. 6. Speed loss - operating at low speeds. 7. Defect / rework loss 8. Scheduled downtime loss Losses that impede equipment efficiency 9. Management loss 10.Operating motion loss 11. Line organization loss 12. Logistic loss 13. Measurement and adjustment loss Loses that impede human work efficiency 14. Energy loss 15. Die, jig and tool breakage loss 16. Yield loss. Loses that impede effective use of production resources
  26. 26. TPM Aspect Sporadic Loss Chronic Loss Causation Causes for this failure can be easily traced. Cause-effect relationship is simple to trace. This loss cannot be easily identified and solved. Even if various counter measures are applied Remedy Easy to establish a remedial measure This type of losses are caused because of hidden defects in machine, equipment and methods. Impact / Loss A single loss can be costly A single cause is rare - a combination of causes trends to be a rule Frequency of occurrence The frequency of occurrence is low and occasional. The frequency of loss is more. Corrective action Usually the line personnel in the production can attend to this problem. Specialists in process engineering, quality assurance and maintenance people are required. Classification Of Losses:
  27. 27. TPM PILLAR 4 - PLANNED MAINTENANCE: It is aimed to have trouble free machines and equipments producing defect free products for total customer satisfaction. This breaks maintenance down into 4 "families" or groups: Tools: Preventive Maintenance - Breakdown Maintenance - Corrective Maintenance - Maintenance Prevention PILLAR 5 - QUALITY MAINTENANCE : QM activities is to set equipment conditions that preclude quality defects, based on the basic concept of maintaining perfect equipment to maintain perfect quality of products. Transition is from reactive to proactive (Quality Control to Quality Assurance). Tools: In-house Defects: Data related to products and process. Customer End Defects: Customer end line rejection & Field complaints. PILLAR 6 - TRAINING: Transition of skill from “Know-How” to “Know-Why”. Subject should be trained to achieve the four phases of skill. Phases: Phase 1 : Do not know. Phase 2 : Know the theory but cannot do. Phase 3 : Can do but cannot teach Phase 4 : Can do and also can teach.
  28. 28. TPM PILLAR 7 - OFFICE TPM: Office TPM is started after activating four other pillars of TPM (JH, KK, QM, PM). Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. Office TPM addresses twelve major losses. 01. Processing Loss 02. Cost-Loss (Including in areas such as procurement, accounts, marketing, sales leading to high inventories) 03. Communication Loss 04. Idle Loss 05. Set-up Loss 06. Accuracy Loss 07. Office Equipment Breakdown 08. Communication Channel Breakdown (Telephone and Fax Lines) 09. Time Spent on retrieval of information 10. Non-availability of correct on line stock status 11. Customer Complaints due to Logistics 12. Expenses on Emergency Dispatches/Purchases
  29. 29. TPM PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT : Evaluation and Prioritization of the Equipment--- Ranking and Scoring of Equipment according to Regulated Law Target : Zero Accident Zero Health Damage Zero Fires
  30. 30. TPM A - Availability of the machine. Availability is proportion of time machine is actually available out of time it should be available. PE - Performance Efficiency. It is given by RE X SE Q - Refers to quality rate. Which is percentage of good parts out of total produced sometimes called "yield". A = ( MTBF - MTTR ) / MTBF MTBF – Mean Time Between Failures = Total Running Time / Number of Failures. MTTR - Mean Time To Repair Mean Time To Repair = (Total down time) / (number of breakdowns) Equipment Loss & OEE OEE (Overall Equipment Efficiency): OEE = A x PE x Q Rate efficiency (RE) : Actual average cycle time is slower than design cycle time because of jams, etc. Output is reduced because of jams. Speed efficiency (SE) : Actual cycle time is slower than design cycle time machine output is reduced because it is running at reduced speed.
  31. 31. TPM Equipment Effectiveness:
  32. 32. TPM
  33. 33. TPM Reactive Maintenance or RTF (Run To Failure)
  34. 34. TPM Success Factors Defined:  Measurable policies, targets and effectiveness  Clear management plans and implementation of factory management  Carry out high-quality, high-effective educational trainings  TPM director who can solve problems, supervise the implementation of plans, and take accountability  Make all employees understand the meanings of TPM promptly By: Windle (1993) TPM: more alphabet soup or a useful plant improvement concept? Plant Engineering-Chicago, 47 (1993) 62-62 By: Cua, Mclone, Roger, & Schroeder (2001) Relationships between implementation of TQ, IT, and TPM and manufacturing performance Journal of Operation Management (2001), pp. 675–694  Re-examine the most optimum organization and system.
  35. 35.  Education and training on TPM  Establishment of maintenance system  Real supervision of senior directors  Lead-in education on TPM  Plan the promotional organization of TPM properly  Establish thoughtful preventive maintenance policies  Good maintenance data record or maintenance status  Upgrade in maintenance management technologies TPM raining& T By: Katila, P. (2000) Applying total productive maintenance-TPM principles in the flexible manufacturing systems (p 23). Technical Report. Lulea Tekniska University.
  36. 36. TPM • Lean Manufacturing requires 100% machine availability producing perfect quality products at lower operating costs. • Quality, Cost, and Delivery increasingly depend on equipment conditions. If your equipment won’t run, not much else matters!!! S
  37. 37. TPM