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Total Productive Maintenance

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Total Productive Maintenance

  1. 1. Total Productive Maintenance<br />TPM - Why, What, Where, Who ..<br />Anand Subramaniam<br />
  2. 2. 2<br />“Another flaw in the human character is that everybody wants to build and nobody wants to do maintenance.” <br />- Kurt Vonnegut<br />
  3. 3. 3<br />Highlights<br />TPM – Overview<br />TPM, TQM, 6S<br />TPM Pillars<br />Losses / Waste / 3 Zero<br />
  4. 4. TPM - Overview<br />
  5. 5. Lean System<br />5<br />Peak Performance<br />Pull system / flow production<br />Rapid Changeover / Customer-driven lot size<br />Continuous Waste Reduction<br />Lean Measures<br />5S <br />Visual Factory<br />Standardised Work<br />T P M<br />Variation reduction / Six Sigma<br />In-Station Process Control<br />Leadership by Example & Commitment<br />Employee Involvement & Mutual Respect<br />
  6. 6. Current Challenges<br />High numbers of component parts<br />Lack of innovation / new ideas & change management<br />Huge Losses – high set up, breakdown, defects, adjustment, reduced speed, yield & productivity<br />Low-quality products & services<br />Workforce lack - skills, training, co-ordination, accountability, responsibility<br />Challenges<br />Work place – unsafe, dirty, & untidy<br />Lack of growth potential<br />Lack and / or complicated production procedures<br />Badly designed, outmoded & many "bottleneck” processes<br />High Operational Costs<br />6<br />
  7. 7. Total <br />All encompassing by maintenance and production individuals working together<br /><ul><li>All employees are involved
  8. 8. Aim - to eliminate all accidents, defects and breakdowns</li></ul>Productive<br />Production goods and services that meet or exceed customers’ expectations<br /><ul><li>Actions are performed while production goes on
  9. 9. Production challenges are minimised</li></ul>Maintenance<br />Keeping equipment and plant in as good as or better than the original conditions at all times<br /><ul><li>Keep in good condition
  10. 10. Repair, clean, lubricate</li></ul>TPM<br />
  11. 11. TPM - What<br />Plant improvement methodology<br />Build quality into equipment maintenance<br />Company wide strategy for equipment, process improvement & a team based effort <br />A Lean Tool to optimise the effectiveness of manufacturing equipment<br />Continuous improvement of manufacturing process using tools of TQM<br />What<br />Closed-loop measurement of results<br />Aka Autonomous Maintenance, where users take time to clean, inspect & carry out basic maintenance on their equipment.<br />Employee involvement, & empowerment<br />8<br />
  12. 12. TPM - Why<br />9<br />Organisation<br /><ul><li>Higher Overall Equipment Effectiveness
  13. 13. Less “firefighting” to repair machines
  14. 14. Lower operating costs
  15. 15. Better able to meet commitments to customers
  16. 16. Improved ability to compete in the world marketplace</li></ul>Employees<br /><ul><li>Less pressure on maintenance for urgent repairs & on production to recover from breakdown losses
  17. 17. Better cooperation between maintenance, production, and other departments
  18. 18. Reduced chance of accidents
  19. 19. Higher job satisfaction & improved job security</li></li></ul><li>TPM - Evolution<br />10<br />Total productive maintenance<br />Productive maintenance<br />Preventive maintenance (PM)<br />Breakdown maintenance<br />
  20. 20. TPM - Principles<br />Involve everyone & utilise cross-functional teamwork<br />Provide training to upgrade operations & maintenance skills<br />Starts with 5S / Visual Factory<br />Use Overall Equipment Effectiveness (OEE) as a compass for success<br />Improve existing planned maintenance systems<br />Principles<br />Complete elimination of the ‘six major losses’ while striving for a goal of zero unscheduled downtime<br />Reduce life cycle cost<br />11<br />
  21. 21. TPM – Goals<br />Maintaining Equipment for life and Increase production quality<br />Obtain support and cooperation from top managers to all levels<br />Encourage input from all employees<br />Use teams for continuous improvement<br />Goals<br />Empower and increase job satisfaction<br />Build a comprehensive plant maintenance system based on autonomous small group activities<br />Bring together people from all departments concerned with equipment<br />12<br />
  22. 22. 13<br />TPM - Strategies<br />Initial<br />Control<br />System<br />Planned<br />Mainten-ance<br />System<br />Operator<br />Autono-mous<br />Mainten-ance<br />Loss<br />Elimination<br />TPM Strategies<br />Education<br />& <br />Training<br />3 Zeros - <br />Defects , Accidents, & Failures<br />
  23. 23. TPM - Benefits<br />Improved capacity & higher productivity<br />Reduced emergency downtime<br />Increased employee skill levels and employee empowerment<br />Increased equipment FPY (first pass yield) / FTT (first time through) <br />Preventive maintenance costs reduced as equipment operators conduct autonomous maintenance<br />Benefits<br />Engineers, technicians and managers trained in maintenance and quality<br />Improved equipment design eliminates the root cause of defects<br />Increased return on investment<br />14<br />
  24. 24. TPM – Measures<br />15<br />Short Term<br /><ul><li>Establish an autonomous maintenance program for “x” machines
  25. 25. Increase OEE by “y”% within for individual work centers</li></ul>Long Term<br /><ul><li>Reach a plant OEE of 85% within 3 years (world class is considered 85% +)</li></li></ul><li>TPM, TQM & 6S<br />
  26. 26. TPM & TQM Similarities<br />Employees empowered to initiate action<br />On-going, continuous process improvement<br />Both requires Senior Management commitment<br />Long term outlook, TPM take time to implement & sustain<br />17<br />
  27. 27. TPM & TQM Differences<br />18<br />
  28. 28. 6S<br /><ul><li>Productivity of workers
  29. 29. Organising and visual indicators</li></ul>TPM<br /><ul><li>Effectiveness of equipment
  30. 30. Partnership between maintenance & production
  31. 31. Reducing lifetime equipment costs</li></ul>Both<br /><ul><li>Initial cleaning and repair
  32. 32. Safety</li></ul>TPM & 6S<br />
  33. 33. TPM Pillars<br />
  34. 34. TPM - 8 Activity Pillars<br />21<br />TPM Pillar <br />Autonomous Maintenance<br />Individual Improvement<br />Planned Maintenance<br />Quality Maintenance<br />Education & Training<br />Office TPM<br />Safety, Health & Environment<br />5S – Initial Phase Management System<br />
  35. 35. Aims – Each TPM Activity Pillar <br />22<br />Individual improvementactivities<br />Improvement of equipment efficiency via the pursuit of zero loss, and improvement of technical capabilities<br />Eight pillars of TPM activities<br />Establishment of the autonomous maintenance system<br />Training of personnel proficient in equipment and work, and capable of maintenance management<br />Establishment of the planned maintenance system<br />Establishment of the plans and a management system to realise zero failure equipment, and prevent failures<br />Establishment of the initial-phase management system<br />Establishment of systems to shorten the development period, and to enable one-short start up<br />Establishment of conditions for zero failures to prevent defects, and establishment of systems for maintenance and management<br />Establishment of the quality maintenance system<br />Establish office TPM systems to improve efficiency of admin & support<br />Establishment of an efficient office where office work loss is eliminated<br />Establishment of systems to systematically foster personnel proficient in equipment and work<br />Establishment of the systems for education and training<br />Establishment of the systems for safety, health and the environment<br />Establishment of active plants which are safe and secure for workers<br />
  36. 36. Losses / Waste<br />
  37. 37. Losses / Waste – 6 Major Losses<br />Defect Losses<br />Defects in process<br />Reduced yield between start of production and stable production<br />Down Time Losses<br />Equipment failures<br />Set-up and adjustments<br />Speed Losses<br />Idling and minor stoppages<br />Reduced speed (actual operating vs. designed)<br />
  38. 38. Identification of Losses <br />Identify losses of all sorts using TPM approaches and break them down into specific tasks<br /><ul><li>5S
  39. 39. Past examples of malfunctions
  40. 40. Issues in divisions and departments</li></ul>Visual Management<br />Establish a framework by which challenges are constantly identified, improvements are made to them and maintenance is carried out<br />Visibility of Losses<br />Ensure that problems and improvements made to challenges are visible to all involved<br /><ul><li>Activity board
  41. 41. Quality product map
  42. 42. # of equipment failures
  43. 43. Improvement progress map</li></ul>Three Zero<br />
  44. 44. 26<br />“All parts should go together without forcing. You must remember that the parts you are reassembling were disassembled by you. Therefore, if you can't get them together again, there must be a reason. By all means, do not use a hammer.” <br />- IBM maintenance manual<br />
  45. 45. 27<br />Good Luck<br />http://www.linkedin.com/in/anandsubramaniam<br />