2. In the Past: The Company determines the price. Now and in the future, the Market determines the price As costs decrease, Profits increase! Profits decrease as losses arise Quelle: Kaizen Institute Why T P M ? Production costs Profit Sales Price Production cCsts Profit Sales Price Production Costs Profit Market Price
4. Before 1 Severe problem occured, there were 300 minor and 29 major problems to handle. Source: Kaizen Institute, Frankfurt Heinrich‘s Law TPM is a tool which addresses potential signs of machine break-downs and is therefore an important instrument to prevent total machine crashes. 1 29 300 Severe problem Minor problems Major problems Why T P M ?
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6. By changing the circumstances the attitude of the team members change. Source: Kaizen Institute, Frankfurt After implementation of TPM ® there is a recognizable change of motivation. More knowledge promotes pride and ownership of the equipment and processes. 1 3 2 Machines and surroundings change. People change/adapt. The culture changes. TPM is a registered trademark of the JIPM (Japanese Institute of Plant Maintenance) T P M philosophy
7. Source: Kaizen Institute, Frankfurt 8 TPM Basics Kaizen (Continuous Improvement) TPM (Autonomous Maintenance ) Prevention of the six frequent losses. Improvement of the product quality Planning system for new machines and equipment Training Security and Environemental protection Improvement of office efficiency Zero Faults Zero defects Zero accidents
8. Source: Kaizen Institute, Frankfurt Initial cleaning of machines, equipment and surroundings Countermeasures at the source of problems Cleaning and lubrication standards General Inspection Autonomous Inspection Organization and tidiness Full autonomous maintenance Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Seven Steps of TPM
9. Why Total Productive Maintenance? Source: Kaizen Institut, Frankfurt With the implementation of Total Productive Maintenance, Team members will assume ownership for their working processes. Private Company Gas Cleanliness Reflector control Oil gage Cooling water Tire pressure Cleanliness Tools ok? Enough lubricant? Enough coolant? Clean filter? Examples of maintenance similarities in private life and in the company.
10. Why Total Productive Maintenance ? Source: Kaizen Institute, Frankfurt By training the team members in Total Productive Maintenance, the team members will be able to attend to minor equipment repair by themselves. Private Company Change reflector Refill cooling water Change tires Refill hydraulic oil Fix tools Fix screws Attend to equipment change filter Change spark plugs
11. TPM Step 1 Source: Kaizen Institute, Frankfurt SUMMARY Goal: Process Hint: Therefore: Initial cleaning of the machines and the equipment, lubricate according to lubrication plan, etc. 1. Preparation 2. Coordination 3. TPM workshop 4. Review Only clean machines and clean equipment make problems visually apparent!!! CLEANING IS CHECKING !
12. Source: Kaizen Institute, Frankfurt Goal of step 2 Countermeasures at the source of problems - Improves Preventive Maintenance Look for causes of contamination Take corrective actions to prevent the contamination Improve the maintenance possibilities These activities have the greatest success if there is a team with members of Maintenance, Production and Engineering.
13. Source: Kaizen Institute, Frankfurt Cleaning and Lubrication Standards What do we know about standards? For example: How to achieve a correct refill of a hydraulics tank using a standard. Standard 1: Color code the lubricant Standard 2: Color code the oil can in the same color Standard 3: Color code the re-fill inlet in the same color Standard 4: Make the min/max fill heights visually apparent
14. Quelle: Kaizen Institute Why Visual Management? The information reception of a human being happens via; Humans learn; Through hearing Through seeing Through hearing and seeing Through conversation By hands on! Eye: 83 % Ear: 11 % Sense of smell: 3.5 % Sense of touch: 1.5 % Sense of taste: 1 %
15. Quelle: Kaizen Institute Goals of visual management Visualize strength and weaknesses Visualize structures and processes Show trends and corrective actions Create visual standards
