12. 12
What Did The Previous
Slides Have In Common ?
All Pictures Show Owner
Involvement In Maintenance or
Restoring Processes
13. 13
A support process for AMPS.
Upgrading and improving equipment.
A people skill building and training
process.
Part of daily activities.
TPM . . . . . What It Is
14. 14
Why Do We Need TPM ??
. . . . To Support AMPS
Competition
Current Condition
JIT
15. 15
What Is The Origin Of
Total Productive Maintenance ?
United States - Henry Ford - Preventive Maintenance
Japan - Nippon Denso - Productive Maintenance
From:
To:
16. 16
What Does TPM Stand For ?
Includes:
T Total Total Production System
P Productive Perfect
M Maintenance Management, System
Control
17. 17
A set of activities for
restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance activities.
Definition:
18. 18
To restructure the
corporate culture
through behavioral
changes and equipment
improvements.
TEAR
DOWN
THE
WALL
Objective:
19. 19
To upgrade the capabilities
of all company members
through education, training,
and participation.
Intent:
TPM
20. 20
L O S S
To identify productivity
losses and involve all
members of the company
in loss elimination
programs.
Purpose:
21. 21
What Are The Benefits For YOU?
Safe Work Environment
Job Security
Improved Quality
Increased Productivity
Improved Skills
23. 23
TPM is a Team Effort
Team AM Begins and works it’s way
through all employees including the
New Hire of Today.
Smaller Teams are Taking over
Responsibilities Once Handled
Exclusively by Managers and
Supervisors.
24. 24
TPM Class Make-up
All Shifts Of Production Operators
Unit Maintenance/Tool Personnel
Unit Management
Plant Management
38. 38
What Can Be Expected?
Productivity:
Value added improvement 1.5 to 2 times.
40% reduction in breakdowns.
Overall equipment efficiency up 1.5 to 2 times
Quality:
Reduction in Work-In-Process (WIP) defects.
Reduction in Parts Per Million (PPM).
Cost:
Production costs reduced by 30%.
Quality cost reduced by 30%.
39. 39
What Can Be Expected?
Safety & Morale:
Zero accidents.
5 -- 10 suggestions per employee.
Education:
Skill upgrading of employees.
Delivery:
Reduced finished goods inventory by 50%.
100% on-time delivery.
Reduced premium freight by 60%.
40. 40
Comparison Of Key Indicators
Before / After AMPS / TPM
Indicator Before
After
AMPS
After
TPM
Labor As A % Of Sales
Scrap As A % Of COS
Finished Goods Inventory
Cost Of Quality
Parts Per Million
Delivery
28.9%
5%
5 Days
15%
2500
98%
21.2%
1.5%
1.2 Days
5.6%
37
100 %
18 %
0.7%
0.5 Days
4.0%
7
100 %
42. 42
Equipment Failure Statistic
37% Of Equipment Failures Are Due To
Poor Lubrication Management
Source: JIPM
Other Equip. Failures
63.0%
Lubrication Method
13.0%
Lack Of Lubricant
24.0%
43. 43
Equipment Failure Statistic
12%
Of Equipment Failures Are Due
To Dirt And Poor Clean-Up
Habits
Other Equip.
Failures
51%
Dirt
12%
Lubrication Method
13%
Lack Of
Lubricant
24%
Source: JIPM
44. 44
TPM Measurements :
Downtime
Planned
Unplanned
Changeover Time
Equipment Check Time
Clean-up Time
# of Equipment Failures
Minor Stoppages
Maintenance Costs
Accidents
Defect Rate
53. 53
What Are Skills?
The ability to respond to a
situation, without any
hesitation, based on prior
experience and training.
54. 54
Levels Of Skills
Level 0
Level 1
Level 2
Level 3
Level 4
Do Not Know
Know The Theory
Can Do To Some Degree
Can Do With Confidence
Can Teach To Others
Lack Of Knowledge
Lack Of Training
Lack Of Training
Learned By Doing
Knows Extremely Well
55. 55
Ability Needed From Operators
Ability To Find & Improve Equipment
Problems
Understanding Of Equipment Functions
Understand The Relation Between
Equipment & Quality
Can Replace Consumable Parts
Good Team Member
56. 56
Ability Needed From
Maintenance Group
Can Teach The Proper Operation & Daily
Maintenance of Equipment
Judge If Equipment Is Operating Normally
Or Abnormally
Respond To An Abnormal Condition,
Select, & Implement A Timely Repair
Technical Skills To Diagnose Equipment &
Prevent Breakdowns
57. 57
TPM One Point Lesson
No.
Team
Leader
Super-
visor
Unit
Manager
Prepared
By:
Date Executed
Teacher
Student
ACTUAL
RESULTS
Theme
Category
Date Of
Preparation
Trouble
Cases
Kaizen
Cases
Basic
Knowledg
e
58. 58
TPM One Point Lesson
1. Basic Knowledge
General information that everyone
needs to know. This sheet is used to
confirm that everyone understands an
item the same way.
59. 59
TPM One Point Lesson
No.
Team
Leader
Super-
visor
Unit
Manager
Prepared
By:
Date Executed
Teacher
Student
ACTUAL
RESULTS
Theme
Category
Date Of
Preparation
Trouble
Cases
Kaizen
Cases
Basic
Knowledg
e
Visual Control
223
5-Feb. 2002
X KF DR MA CR
3-5
KF
SB
Full oil level
Low oil level
Site Gage for hydraulic fluid: Oil must stay within the “Full”
And “Low” level lines.
- - - - - Current level
60. 60
2. Kaizen Cases
This category is used to document
improvement cases that have been
completed. This sheet will benefit
other teams for possible
implementation on their lines.
TPM One Point
Lesson
61. 61
TPM One Point Lesson
No.
Team
Leader
Super-
visor
Unit
Manager
Prepared
By:
Date Executed
Teacher
Student
ACTUAL
RESULTS
Theme
Category
Date Of
Preparation
Trouble
Cases
Kaizen
Cases
Basic
Knowledg
e
Error Proofing
235
5-Mar. 2002
KF DR MA CR
3-5
KF
SB
X
Before condition: Forgetting to clamp flange in place.
Improved condition: Added a locator switch to insure clamps
are holding flange in place.
Flange
Clamp Clamp
Locator
Switch
62. 62
3. Trouble Cases
trouble with a piece of equipment, and
what was done to solve the problem.
This category is very helpful if a past
problem occurs again and it is difficult
This category is used to document to
remember how it was repaired.
TPM One Point
Lesson
63. 63
TPM One Point Lesson
No.
Team
Leader
Super-
visor
Unit
Manager
Prepared
By:
Date Executed
Teacher
Student
ACTUAL
RESULTS
Theme
Category
Date Of
Preparation
Trouble
Cases
Kaizen
Cases
Basic
Knowledg
e
Tool Brealage
255
5-Jun. 2002
KF DR MA CR
6-5
KF
SB
X
Before Condition:
Frequent arbor breakage
Improved Condition:
Relocated key
Arbor
Arbor
Key
----
Break
Key
64. 64
TPM Training Outline
Program Overview At Work Team
Meetings
Introduction , Loss Elimination,
Education & Training
Operator Autonomous Maintenance
(Steps 1-3)
Operator Autonomous Maintenance
(Steps 4-7), Planned Maintenance, Zero
Defects, Initial Control System
Class # 2 :
Class # 4 :
Class # 1 :
Class # 3 :
65. 65
Step #4
Upon completion of the 3rd Step, the team
will participate in the TPM Step #4 classes.
This will lead the team into the individual
support classes for the various machine
elements. The team will study the elements
on the following slide.
66. 66
Outside Source Support Training
OIL
Screws, Bolts, & Fasteners
Equipment Safety
Lubrication
Hydraulics
Pneumatics
Drive Systems
Electrical Systems
Machine Systems
69. 69
Breakdowns & Defects Can Be
Divided Into 2 Loss Categories
2. Chronic Loss:
1. Sporadic Loss: Defects suddenly occur, or a piece
of equipment suddenly stops.
The root cause is usually easy to
locate.
This type of loss does not occur
suddenly. There is usually more
than one type of cause to the loss,
which makes the root cause
difficult to locate.
70. 70
Why Chronic Losses
Remain Unsolved
Aware
Unaware
A
B
C
Counter-
measures
Taken
Unable To
Take Neces-
sary Action
No Counter-
measures
Taken
Only temporary countermeasures
No drastic countermeasures
Generation of chronic losses
overlooked
(Such chronic losses as minor
stoppage, speed, rework and start-up
are most likely to be ignored.)
Almost
Giving
Up
Chronic
Loss Loss not recognized
Loss is under-estimated
No quantitative evaluation
No satisfactory results
No sign of improvement
74. 74
Chronic Losses Are Generated By
The Lack Of Equipment Reliability
Design
Manufacturing
Installation
Operation
Maintenance
75. 75
What Are
Slight Defects?
Problems which cannot be detected
easily.
Problems that are not considered to
greatly contribute to defects or
failures.
77. 77
Why Should A High Priority
Be Placed On Slight Defects?
Stop the snowball effect of
accumulating defects.
To get to the root cause.
Slight defects will develop
into critical defects.
Forced deterioration will
shorten the life span of the
equipment.
78. 78
2 Types Of
Equipment Deterioration
Natural Deterioration: Physical wear that occurs
even though the
equipment is used and
maintained properly.
Forced Deterioration: Natural deterioration that
is increased from
negligence on our part,
such as lack of oiling,
checking, repairing, etc.
81. 81
2 Types Of Latent Defects
Psychological:
Physical: Not Visible
Need To Disassemble
Hidden Behind
Covered By Dust, Stains, Etc.
Left Ignored Because Of Lack of
Interest Or Skill
Operator & Maintenance
Indifference
Not Familiar With The Defect
Error In Judgement Of The
Defect
82. 82
2 Types Of Failures
Function Stoppage: Failure causing the
equipment to stop
completely.
Function Deterioration: Equipment function is not
fully utilized and is
beginning to malfunction
by minor stoppages.
83. 83
Concept Of Zero Failure
We must change our way of
thinking to realize that the
equipment can be protected
from failure.
Equipment
Failure
84. 84
Rules For Zero Failure
Discover latent defects to prevent failures
“Failure” is only
the tip of the
iceberg
FAILURE
LATENT DEFECTS
Dust, soiling, adhesion of raw materials.
Abrasion, backlash, looseness, leaks
Corrosion, deformation, flaws, cracks
Temperature, vibration, sound, and other errors
85. 85
How To Eliminate
Failures To Zero
Establish Basic Conditions
Maintain Operating Conditions
Restore Equipment From A Deteriorated State
Improve Weak Points Of Design
Upgrade The Skill Level
1.
2.
3.
4.
5.
86. 86
5 Countermeasures For Zero Failures
And 5 TPM Principles
1.
2.
3.
4.
5.
Establish Basic Conditions
Keep Operating Conditions
Improve Weak Points
In Design
Improve The Skill Level
Education And Training
Loss Elimination
Planned Maintenance
Initial Flow Control Of
Equipment
Operator Autonomous
Maintenance
Restore Equipment
From A Deteriorated
State
87. 87
16 Major Losses
Which Obstruct Production Efficiency
5 Major Losses Obstructing
Manpower Efficiency
3 Major Losses Obstructing Material
& Energy Utilization
8 Major Losses Obstructing
Equipment Efficiency
88. 88
5 Major Losses Obstructing Manpower Efficiency:
1. Management Loss
2. Operating Motion Loss
3. Line Organization Loss
4. Logistics Loss
5. Measurement &
Adjustment Loss
16 Major Losses - continued
89. 89
3 Major Losses Obstructing Material & Energy Utilization:
1. Energy Loss
2. Die, Tool, & Fixture Loss
3. Material Loss
16 Major Losses - continued
90. 90
1. Equipment Failure Loss: Largest failure of all losses.
Two types:
a. Function-Stoppage:
Failure occurs unexpectedly
b. Function-Deterioration:
Decreases over time
2. Set-Up & Adjustment Loss
Set-Up: Losses due to changeover
Adjustment: Minor process adjustments
8 Major Losses Obstructing Equipment Efficiency:
16 Major Losses - continued
91. 91
3. Consumable Parts Change Loss: Weld tip, weld liners,
cutting bits
4. Start-Up Loss: Equipment warm-up
and stabilization
5. Minor Stoppage & Idling Loss: Losses we have a tendency
to “put up with”
- part hanging
- pushing re-set button
8 Major Losses Obstructing Equipment Efficiency:
16 Major Losses - continued
93. 93
6. Speed Loss: Slowing the equipment
down to produce good
quality
7. Defect & Rework Loss: Time and manpower lost
in both types
8. Shutdown Loss: Planned stoppage of
equipment
16 Major Losses - continued
8 Major Losses Obstructing Equipment Efficiency:
94. 94
How Do We Plan
To Realize
Our Losses
TPM
Step To The Top
With TPM
95. 95
TPM Measurements:
Downtime # Of Equipment Failures
-- Planned
-- Unplanned Minor Stoppages
Changeover Time Maintenance Costs
Equipment Check Time Accidents
Clean-up Time Defect Rate
99. 99
Changeover Time:
-- Time period from last good piece
produced to the first good piece
produced on the new part number
safely.
Measurement Details
100. 100
Equipment Check Time:
-- The amount of time required to
perform daily checks on the
equipment. This time is from when
the checks begin until all checks are
complete on the cell
Measurement Details
101. 101
Clean-up Time:
-- The amount of time required to
perform daily clean-up of the
equipment and surrounding area
Measurement Details
102. 102
# Of Equipment Failures:
-- Total number of equipment failures
on a cell during the shift
Measurement Details
104. 104
Maintenance Costs:
-- Associated costs for maintaining the
equipment on a line. These costs
include all replacement parts cost and
the labor required to replace the parts.
Also included in these costs are the
cleaning supplies to maintain the
equipment
Measurement Details
109. 109
What Is
Operator Autonomous Maintenance?
Activities where each operator
performs timely inspection,
lubrication, consumable parts
replacement, repair,
troubleshooting, accuracy checks,
etc. . . . . on their own equipment.
110. 110
What Is The Goal Of Operator
Autonomous Maintenance?
Keeping one's own
equipment in good
condition by oneself.
115. 115
Activities Of The Maintenance Group
Measure Deterioration
Repair Deterioration
Provide Guidance To Operators
116. 116
Maintenance Group Support To Operators
In Steps 1 Thru 3
Training & Guidance In Equipment Structures &
Functions
Guidance On Lubrication Items
Assistance In Locating Sources Of
Contamination.
Improvement To Hard-To-Access Areas
Quick Response To Operator Requests
1.
2.
3.
4.
5.
117. 117
PRELIMINARY STEP 0
Before starting the step method, the
following should be done.
Consider safety education about the equipment
Revisit the Loss Elimination exercise
122. 122
STEP 1: Initial Clean-Up
Cleaning Is Inspection:
– Take pictures to show “Before Conditions”
– Safety first
– Thoroughly clean dirt accumulated over years
– Open covers and guards to clean inside
– Also clean the environment around the
equipment
– Cleaning becomes a normal part of the
operator responsibility
Using TPM Problem Tags:
131. 131
STEP 1: Initial Clean-Up - continued
Cleaning is Inspection:
Using TPM Problem Tags:
– Tags to be filled out by all operators
– Attach tags to problem location
– Each problem requires its own tag
– BLUE TAG -- Operator responsible
to repair
– RED TAG -- Maintenance group
responsible for
– repairs
TPM
132. 132
TPMAutonomous Maintenance
Step. No.
Problem Found Here
1 52 3 4
Equipment:
:Asset No.:
Date Found:
Found By:
Description of Problem:
Page 1
REMOVE THIS SHEET AFTER ATTACHING
TAG AND USE IT AS COPY
TPMAutonomous Maintenance
Step. No.
Problem Found Here
1 52 3 4
Equipment:
:Asset No.:
Date Found:
Found By:
Description of Problem:
Page 2
ATTACH THIS SHEET TO EQUIPMENT
Description of Repair:
Page 3
Date
Repaired:
Repair
Made By:
RETURN THIS TAG TO THE ORIGINATOR
137. 137
Tag History
Upon completion of the repair, log or file tags for
future reference. Keep the information at the cell.
Red tag history highlights:
Recurring problems
Repair history
Maintenance response
Blue tag history highlights:
Operator repairs and minor
stoppages
Recurring problems that need to
be red tagged
141. 141
Floor Exercise 1
Initial Clean-up
– 1. Participants will go to the designated cell
– 2. Facilitators will assign participants to a
specific piece of equipment or area
– 3. Using the proper cleaning material and
TPM tags the participants will clean the
equipment and tag all problems.
– Continued on next slide
142. 142
Floor Exercise 1 - continued
4. Upon Completion Of The Initial Clean-Up:
a. Collect All Copies Of TPM Tags
b. Take the Tags to the Training Room
and Discuss the Tags and Problem
Areas.
Be Sure to Return the Tags to the Cell
Discussion.
144. 144
Countermeasures For Hard-To-
Access & Source of Contamination
Countermeasures For Hard-to-Access
Areas
1. Relocate for better access
2. Lexan covers
3. Windows or guards
4. Fill unused or unnecessary
holes/grooves
– Note: Always use approved and permanent
countermeasures.
145. 145
Countermeasures For Hard-To-
Access & Source of
Contamination - continued
Eliminate Sources That Make The Equipment
Dirty.
– 1. Repair or tag leaks
– 2. Create ways to remove slag, shavings etc.
– 3. Use filters where necessary
– 4. Check for exhaust fan possibilities
– 5. If the source can not be eliminated, contain the
– source until it can be eliminated
Note: Always use approved and permanent
countermeasures.
150. 150
Steps In Preparing A Temporary Guard
1
2
3
Improvement
Observe Line
Think Of A Way To Control
The Source Of
Contamination
Make A Model Using
Corrugated Cardboard
Try
Fabricate Temporary Device
Using Galvanized Steel Or
Other Material
Produce Final Device
Suggest As
Standardization And
Future Design Information
152. 152
Hard-To-Access & Source Of Contamination Areas
Equipment
Name:____________________
Asset
No.:____________________
Page
No.:____________________
Type Item
Cleaning,
Lubrication,
Inspection
Counter-
measure
Who
Found
Who
Responsible
Completion
HTA SOC
Description
Of
Problem
Target Actual
153. 153
Floor Exercise 2
Participants will be given the Hard to
Access & Source of Contamination
documents to fill out at the cell.
Allow 30 minutes to complete this form.
Return to the training room for the Report
Out.
156. 156
Prepare Temporary Standards - continued
Temporary Check Sheet For Clean-Up &
Lubrication Standards:
– What items need to be done
– Who will perform the check
– Where the location is to be checked
– What to use for the inspection or cleaning
– Target time to complete the task
157. 157
Prepare Temporary Standards - continued
Gauges should be marked for
high and low operating ranges.
Points of lubrication should be
marked and color coded for quick,
accurate identification.
158. 158
Temporary Standard Check Sheet (Inspection, Cleaning, Lubrication)
Sketch Line Machine Effective Period Team Leader Supervisor Unit Manager
Year
Month
What To Do &
Items UsedI.C.L.DescriptionNo.Zone
Target
TimeWho
How
Often
A B C D E F G H I
161. 161
Floor Exercise 3
Participants will return to the floor
and fill in a Temporary Standard
Check Sheet.
Return to the training room in 30
minutes for the Report Out.
164. 164
“Our old, ineffective, hierarchical model
will need to be replaced by the new
empowerment model of putting critical
thinking and decision-making skills into
the hands of a fully educated work force”.
165. 165
Program Outline
Management Will Receive The Initial
Training Of Each Class
Upon completing AMPS, The Work Team
Will Begin TPM
Unit Management Will Assist In The Training
Review of Each Step Upon Completion
Support Classes on Machine Elements will
be Taught to Operators. TPM Outline
166. 166
Key Points For Success In Implementation
Cooperation Between All Departments
Maintenance understanding and support
Led By Work Teams
Operator Input and Decision on Check
Sheet Items
TPM Activities Become Part Of The Daily
Routine
167. 167
Key Points For Success In Implementation
(Continued)
Transmission Of Education
One Point Lesson Sheet
Standardization
Activities Board:
Timing Chart One Point Lessons
# Of Equipment Failures Defect Rate
# Of Minor Stoppages Current Step In Progress
Changeover Time Problem Tag Data
"Before" & "After" Pictures Downtime Data
Clean-up Time Equipment Check Time
Maintenance Costs Accidents
168. 168
Quick Repair
TPM Meetings
Step System
Step Review
Promote Success Stories
Key Points For Success In Implementation
(Continued)
169. 169
7 Step Development For
Operator Autonomous Maintenance
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Step 6:
Step 7:
Initial Clean-Up
Countermeasures For Hard-
To-Access & Source Of
Contamination
Prepare Temporary Standards
General Inspection
Autonomous Inspection
Standardization
All-Out Autonomous
Management
Stage 1
Upgrading The Basic
Conditions Of The Equipment
Stage 2
Steps To Measure &
Prevent Deterioration
Stage 3
Steps To Expand OAM &
Master The Maintenance Skills
170. 170
7 Step Development For
Operator Autonomous Maintenance
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Step 6:
Step 7:
Initial Clean-Up
Countermeasures For Hard-
To-Access & Source Of
Contamination
Prepare Temporary Standards
General Inspection
Autonomous Inspection
Standardization
All-Out Autonomous
Management
Stage 1
Upgrading The Basic
Conditions Of The
Equipment
Stage 2
Steps To Measure &
Prevent Deterioration
Stage 3
Steps To Expand OAM &
Master The Maintenance
Skills
171. 171
TPM Training Outline
Program Overview At Work Team
Meetings
Introduction , Loss Elimination,
Education & Training
Operator Autonomous Maintenance
(Steps 1-3)
Operator Autonomous Maintenance
(Steps 4-7), Planned Maintenance, Zero
Defects, Initial Control System
Class # 2 :
Class # 4 :
Class # 1 :
Class # 3 :
172. 172
TPM Implementation Steps 1, 2, & 3
8030LINE:__________ Mazda ExpressTEAM NAME____________
STEP MARCH APRIL MAY JUNE
1
2
3
6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26
173. 173
Autonomous Maintenance Review
Upon completion of each step, the work
teams will request a review of the step just
completed.
This review will allow team and managers
to confirm whether the Autonomous
Activities are being followed to their intent.
174. 174
1
2
3
4
5
6
7
Operator Autonomous Maintenance
7 Steps
Initial Clean-up
Countermeasures for Hard-To-Access & Source Of
Contamination
Prepare Temporary Standards
General Inspection
Autonomous Inspection
Standardization
Aut. Mgt.
T P M
Introduce yourself
Ask the audience to introduce themselves.
This is a series of 7 slides.
Each slide will be shown for 3--5 seconds;
see if you can tell what they have in common.
Cord
All items in the photos have been restored or
maintained by their owner.
Our competition has similar costs in labor and
materials; however, TPM will provide many
opportunities in reducing machine repair costs and
downtime.
TPM will upgrade our current condition and make
ArvinMeritor a better Just-in-Time supplier.
Preventive Maintenance was practiced by Henry Ford
and Ford Motor Company. The Japanese then
expanded the idea to involve all members of the
company in maintaining the equipment and facilities.
Thus, beginning Total Productive Maintenance…...
This is a total involvement process. All divisions
and departments will be exposed to this process.
“Total” encompasses everyone, and “Productive”
refers to being people oriented.
Read Slide
This process restores our current equipment to it’s
optimal operating condition. It is NOT a new
equipment buying program!
Are our machines in top condition now?
Read Slide
We All must change the way to look at equipment.
These bricks represent old ideas and philosophies,
paradigms, attitudes, and ways of doing business that
must be broken down.
-Education & Training is underway now.
-The participation will be on the production floor
performing daily activities.
Briefly discuss benefits.
To ensure thorough training, the following is the class make-up:
---All shifts of Production Operators
---Unit Maintenance / Tooling Personnel
---Plant Management
---Senior Management was trained first.
In order to support, they must understand.
As plant manager, Jim Stegemiller participated in an
TPM course.
This is one of the work teams participating in the
initial clean-up.
Even Vice Chairman and President Bill Hunt
(center), participated in TPM. He is very aware that
producing good parts in a dirty, poorly maintained
facility is quite difficult and not cost effective.
Many of our machines have oil socks around them
because oil leaks are left unattended.
Not only does this show a problem that has gone
unattended, it shows safety issues. This area is
very slick and the hose is a trip hazard.
Like AMPS, TPM addresses Workplace
Organization.
Do you think this Kanban system is functional?
Through TPM we expect improvements in the
following areas:
-Productivity
-Quality
-Cost
We also expect improvements in these areas:
-Delivery
-Safety & Morale
-Education
-These items have been tracked with AMPS
Certification.
-We will continue to measure and strive for never
ending improvement.
-We must tap the potential by implementing TPM.
Read slide
With a properly implemented TPM program,
maintenance personnel have the time to work
on equipment and prevent major maintenance
and repair costs.
37% of equipment failures are due to poor
lubrication management.
12% of equipment failures are caused by dirt and
poor clean-up habits.
Read slide
Discuss
This is a Japanese factory. Notice the white floors,
machines and clothes. Leaks and dirt are easy to
locate in this environment.
Japan factory with machines raised for easy cleaning.
This factory in Japan has constructed a this break area
on the plant floor for their factory operators.
One Point Lessons help sustain the improvement
process. They are to be maintained in the cell
for future reference.
One Point Lessons help sustain the improvement
process. They are to be maintained in the cell
for future reference.
One Point Lessons help sustain the improvement
process. They are to be maintained in the cell
for future reference.
One Point Lessons help sustain the improvement
process. They are to be maintained in the cell
for future reference.
Breakdowns & Defects can be divided into 2
categories:
1. Sporadic Loss:Defects suddenly occur or a
piece of equipment stops
suddenly.
2. Chronic Loss:This type of loss is the opposite
of sporadic. This one does not
occur suddenly and is difficult to
locate the root cause.
Why do chronic losses remain unsolved? Of the
losses we are aware of, there are three reasons:
1. A countermeasure was taken, but there are no
satisfactory results or signs of improvement.
2. Only temporary countermeasures were taken
because production cannot stop long enough
to implement permanent countermeasures.
3. No countermeasures have been taken because
the loss is underestimated.
Lastly, we are not aware of the loss.
Three levels of causes of chronic losses.
1. A single cause for the loss.
2. Several individual causes of the loss.
3. Combinations of causes for the loss.
This photo shows an Eagle sizer before clean-up.
By removing the covers, we can see oil inside the
machine. These problems go unnoticed until
the covers are removed or there is a breakdown.
This is a different Eagle sizer. Notice all of the weld
slag in the base of the machine and inside the
machine.
What problems could this cause?
Answer:With the motor, coupling and moving parts,
the slag will contaminate and wear the
moving parts.
Chronic losses are generated by the lack of
equipment reliability in any of the following ways:
---How the equipment is designed
---How the equipment was manufactured
---How the equipment was installed
---How the equipment is operated
---What type of maintenance is performed on the
equipment
These are problems that cannot be detected easily,
or that are not considered to greatly contribute to
defects or failures.
This is an example of how slight defects begin.
This photo shows metal shavings on a bender head.
What problem could these shavings cause?
Answer:These will work there way into bearings
and moving parts of the head and cause
a failure. By keeping this head clean, we
can eliminate a slight defect that will grow
into a failure.
Why should we place high priority on slight defects?
---Stop the snowball effect of accumulating defects
---To get to the root cause before it causes a
breakdown
---These slight defects will become critical defects
---Ignoring deterioration will shorten equipment life
There are 2 types of equipment deterioration:
1. Natural deterioration--Wear that occurs even when
the equipment is properly maintained.
2. Forced deterioration--Natural deterioration that is
increased from negligence, such as lack of oiling,
checking or repairing slight defects.
This is an example of forced deterioration.
What forced deterioration do you see in this photo?
Answer:The bar leaning against the conduit that
contains wires will eventually pull the wires
out and cause a short. This will lead to
equipment failure.
Note: After 3 days, items such as this bar, lose
visibility to operators and will continue to be
overlooked.
Latent Defects are the causes of problems that
we cannot see.
They are often referred to as “Seeds”.
There are 2 types of Latent Defects.
1. Physical--Not visible because they are hidden
inside or covered by dirt.
2. Psychological--Ignored because of lack of
training or skills.
There are 2 types of failures.
1. Function Stoppage--Failure causing the
equipment to stop completely.
2. Function Deterioration--Equipment function is not
fully utilized and is beginning to malfunction
causing minor stoppages.
The concept of Zero Failures is changing how we
think about equipment. The paradigm video relates
to this concept because we must tear down our
expectations that equipment will breakdown.
To achieve Zero Failures, we must discover the
Latent Defects that cause failures.
This is similar to the AMPS slide with the ship on the
water and the rocks as barriers. In TPM the rocks
are dust, dirt, leaks, wear, etc.
Read slide.
This sheet shows the relationship between the ways
of eliminating failures to zero and the supporting
strategies of TPM.
There are 16 Major Losses which obstruct production
efficiency. They are in the following 3 categories:
Read slide
The 5 Major Losses obstructing manpower efficiency:
1. Management loss--waiting for materials or
instructions
2. Operating motion loss--non value added movements
3. Line organization loss--standard work loss
4. Logistics loss--man hours spent doing direct work
by someone other than a direct worker
5. Measurement and adjustment loss--frequent
adjustments to maintain quality
The 3 Major Losses obstructing material and energy
utilization are:
1. Energy loss--utilities not effectively used
2. Die, tool and fixture loss--extra costs related to
unnecessary wear and breakage
3. Material loss--difference between the weight of
the raw material and the weight of the finished
product
Read slide
Read slide
Operator pushing a Reset
Read slide
Read slide
These are the items we plan to track in TPM. TPM
will have an impact on each of these items.
Read slide
As a reminder, the 8 major losses which obstruct
equipment efficiency are:
1. Equipment failure loss
2. Changeover / set-up and adjustment loss
3. Consumable parts change loss
4. Start-up loss
5. Minor stoppage and idling loss
6. Speed loss
7. Defect and rework loss
8. Shutdown loss
Read slide
Scheduled production stoppages include
meetings and breaks.
A specific amount of time at the beginning or end of
each shift should be designated for daily clean-up
and PM. Daily PM sheets should be designed for
each piece of equipment in the cell.
A record of “Close Calls” or “Near Misses” should
also be kept and discussed in weekly E.I. Meetings.
Safety must be the first concern of all ArvinMeritor
Employees.
Along with production…. equipment inspections, parts
replacement, troubleshooting, etc. will become a part
of the daily routine of each operator.
Read slide
With everyone taking care of their own equipment like
it was their own property, the performance of the
equipment will improve and the skill level of all
members will increase.
Some of the activities that will be performed by the
operators are:
---Prevent deterioration by performing timely
lubrications
---Measure deterioration by performing timely
equipment checks
---Restore deterioration by replacing worn parts
or detecting and communicating early signs
of trouble
Note: Activities performed by operators are aimed at
assisting Maintenance. Maintenance should
be involved in setting the standards.
This is a photo of a lubrication hose being shortened
because it had a “kink” in it because it was too long.
The kink would not allow the lubrication fluid to flow
smoothly.
This problem was found during the initial clean-up.
This is a photo of a broken handle being repaired
during the initial clean-up.
The activities of the maintenance group are similar
to the operator, but they will use their skills to
maintain the equipment by performing the following:
---Measure deterioration by performing timely equipment checks
---Restore deterioration by replacing worn parts
and reacting to operator requests
---Provide guidance to operators by assisting them
through the TPM steps
Some of the ways the maintenance group can
support the operators are:
---Training and guidance on equipment functions
---Guidance on lubrication items
---Assistance in locating sources of contamination
---Improvement to Hard-to-Access areas
---Quick response to operator requests
Before starting the steps, there is a preliminary
step 0 which does the following:
--Discuss safety issues about the equipment and
practice safe clean-up habits such as lifting,
bending, picking items up, debris on floors, etc.
---Revisit the Loss Elimination exercise and review
the 8 Major Equipment Losses to look for these
items during clean-up.
1.Equip. Failure5. Minor Stoppage
2.Set-up and Adjustment6. Speed
3.Consumable Pts. Chg. 7. Defect & Rework
4. Start up8. Shutdown
1. Equipment Failure Loss
2. Set-Up & Adjustment Loss
3. Consumable Parts Change Loss
4. Start-Up Loss
Another safety item to be discussed is the Lock-Out,
Tag-Out procedure. Whenever anyone removes
covers to clean the inside of the equipment, it must
be locked out by the individual(s) cleaning that
piece of equipment.
SHOW LOCKOUT TAGOUT VIDEO
Lockout / Tagout is a United States OSHA regulation
that should be used to ensure that a machine cannot
be accidentally started during servicing activities.
All ArvinMeritor facilities must comply to local Lockout /
Tagout laws and regulations. In the absence of
standards equal to ArvinMeritor standards, the facility must
adopt the ArvinMeritor program.
This photo shows a Leonard bender that is
locked out. Notice 3 locks; this shows that there are
3 people servicing the machine.
Also see the “Notice”sign on the machine. It is a
reminder to lockout the equipment when servicing this
machine.
Step 1: The Initial Clean-up.
This is not merely cleaning equipment to make it look
good, but to clean the equipment to inspect for
defects. These defects can be hidden behind
covers that are rarely removed or by dirt.
Remember Lockout/Tagout.
This is a Resener sizer that was scheduled for the initial clean up.
Does some of your equipment look like this?
This is the same Resener sizer before cleaning.
Does this look like some of your equipment?
This is an after clean-up picture of the Resener
sizer.
Now, if there is an oil leak we can find it immediately
because it will be very noticeable.
These extra parts were found in one sizer.
Do you recognize any of the parts?
---Flange---Allen wrench
---Weld tips---Oxygen sensor
--- Bolts (2 sizes)---Nut
How do you think they got there?
Possible answers:Left from changeover, small
bolts came out of loose switch,
or didn’t know where to put them!
Nine containers of debris were found under the equipment being cleaned.
Why would the black spot be on the side of the
machine?
Answer:Oil running out from inside.
To help the situation absorbent rags were put at the
base of the machine.
The intent of TPM is to recognize the problem and
get it repaired, not take measures to accommodate
the problem by soaking it up with rags.
Notice the plastic bottle used (instead of a bracket)
to hold the drain pipe in place.
Here is a picture of a machine after it has been
cleaned. Leaks and other problems are no longer
hidden by dirt and grease.
The TPM tags are to be placed on each location
that a defect is found. These tags not only create
a list of things to do, but serve as a visual reminder
that there is a defect that needs attention.
The TPM tag consists of three pages:
1. One copy is attached to the machine
as close to the defect as possible.
2. One copy will be kept on the TPM board for
reference and tracking.
3. The third copy of the red card will be sent to
maintenance until the problem is corrected.
This portion of the card will be returned to the
cell when the correction is completed.
Examples of Boards on following slides.
.
This Gladstone TPM board has the line layout which
allows operators to hang tags on the image of the
equipment needing repairs. Maintenance knows at a
glance where they need to work.
Some cells have chosen to hang tags on a layout
image of the cell because of tags being exposed to
weld sparks etc.
This board (located in the Franklin facility) combines TPM, CIT and General information in one easy to access area.
This Gladstone TPM board also allows the tags to
be placed on a symbol for the equipment needing
repairs.
This Gabriel de Mexico TPM board makes problem
identification and location a simple task.
The first tag is blue and shows a missing screw.
The back tag is red and refers to the hydraulic hose
that is rubbing on the machine and developing a hole.
What could be done in this case to improve the
situation?
Possible answer:Re-route the hose.
This is a photo of a conduit pulling loose.
What problem could this cause?
Possible answer:Foreign material getting inside
the conduit and causing an
electrical short.
Upon the completion of the Initial Clean-up:
---Collect all copies of the TPM tags.
---These will be used for classifying the types of
defects and developing a repair schedule.
---One member of each team will present the defect
findings on their equipment.
Step 2 is Countermeasures for Hard-to-Access and
Source of Contamination areas. In this step we must:
---Improve the areas that are difficult to inspect,
clean, and lubricate.
---The 4 examples above are only a few, be sure to
explore all possibilities.
Step 2 is Countermeasures for Hard-to-Access and
Source of Contamination areas. In this step we must:
---Eliminate or control the generating sources that
make the equipment dirty.
---The examples above are only a few, be sure to
explore all possibilities.
This is a “before” photo of how the lubricant was
getting inside the machine.
The 2 open holes once had cylinder shafts running
through them. They were removed when they
were no longer needed for the process. The lubricant
is supposed to flow in the groove in the middle, and
back to the pump. However, much of the lubricant
was able to get inside the machine through the 2
holes.
This photo shows the improvement made by plugging
the 2 holes.
This problem was repaired during an initial clean-up
when the operator showed a maintenance member
where he thought the lubricant was getting into the
machine.
This machine is now dry inside.
This a photo of a Tree City Welder with large weld
curtains to contain the sparks and weld flash.
This is the same Tree City Welder.
Weld curtains have been removed. This Tree City
has point-of-use guarding.
This improvement will also allow better air flow
through the line.
As we begin to eliminate or control the generating
sources of contamination, we should consider trying
different designs of covers. One way to try many
different designs is to make them out of cardboard.
When the best design is found, make it out of a
permanent material. This is an inexpensive way to
find the best method.
This is one of the Tree City Welders seen earlier.
To find the best design of covers, cardboard was
used initially as a quick way to try different sizes
and shapes.
This photo shows one of the cardboard pieces tried
on this welder.
To document the areas that were difficult to access
and the sources of contamination, these items should
be documented on the sheet “Hard-to Access &
Source of Contamination Areas”
This sheet serves as a schedule tool of when the
item should be repaired an by whom.
This step is to enhance equipment reliability and
maintainability. In this step we will prepare
standards for lubrication, cleaning and items to
inspect. The experience gained in steps 1 and 2
combined with support from the maintenance group
will enable us to prepare the initial check sheets.
To prepare the temporary standards, we will use the sheet “Temporary Standard Check Sheet Criteria (Inspection, Cleaning, Lubrication). The following letters correspond with the check sheet.
A. Sketch of machine
B. Specific section of machine
C. Corresponding number on the TPM check list
D. Description of zone
E. Inspection, Cleaning, or Lubrication
F. What to do and what to use
G. Frequency to perform task
H. Who is to perform the task
I. Target time to complete the task
Temporary Standard Check Sheet
Temporary Standard Check Sheet
AMPS training is required before a cell
can receive TPM review. However, the cell
can start TPM before completing AMPS.
Successful implementation must start with a good
understanding of this statement.
The key factors that lead to successful development
of the TPM program are listed on these three
slides.
Discuss various points.
Read right side
Step 4 consists of:
Hydraulics/Pneumatics
Machine & Drive Components
Electricity
This is a team’s target calendar for completing steps
of TPM.
Splitting the steps allows time for the TPM process
to become ingrained in the daily activities and for the
team to develop a tag history. Each process needs
to be habit before the review takes place.
The Autonomous Maintenance Review will be
performed at the completion of each of the 7 steps.
Upon completion of each step, the work teams will
request a review.
The reviewing committee will be made up of selected
members designated by each plant. This review will
allow the managers to confirm whether the Operator
Autonomous Maintenance activities are being
followed to their intent.
These are the 7 steps for Operator Autonomous
Maintenance:
1. Initial clean-up
2. Countermeasures for Hard-to-Access & Source
of Contamination
3. Prepare Temporary Standards
4. General Inspection
5. Autonomous Inspection
6. Standardization
7. Autonomous Management