TPM - A Zero Sum Game

TPM - A zero sum game

TPM - A zero sum gameTPM - A zero sum game

TPM Objectives Zero Unplanned Downtime Zero Defects Zero Speed Losses Zero Accidents

TOTAL PRODUCTIVE MAINTENANCETOTAL PRODUCTIVE MAINTENANCE

The principle characteristics of a TPMTPM system:

1. Operators perform Preventive Maintenance functions they have been trained to perform , that do not require the capabilities of a skilled tradesman.

2. Skilled maintenance personnel train the operators and develop “one-point lessons”.

3. Maintenance department moves from a “fire-fighting” mode to a prevention mode & re-engineering.

TOTAL PRODUCTIVE MAINTENANCETOTAL PRODUCTIVE MAINTENANCEGoals & Objectives:Goals & Objectives:

1. To get the most efficient use of all production equipment (i.e. overall equipment effectiveness or APU).

2. To establish a total (company wide) PM system, encompassing Predictive Maintenance, Preventive Maintenance and Improvement related Maintenance.

3. To achieve full participation of equipment designers and engineers, equipment operators, and maintenance department personnel.

4. To effectively involve every employee in the Company from the shop floor associate to all aspects of upper management.

5. To promote and implement PM related autonomous, small-group activities targeted at continuous improvement of operating efficiency.

• Preventive Maintenance ?

• Predictive Maintenance ?

• Periodic Maintenance?

What is your definition of PM?

Have you heard of the other PM ?(Postponed Maintenance)

“Let’s postpone our preventive maintenance for one month so we can catch up”

“We’re behind, we need operating time, we can’t shutdown right now.”

Potential Results: “The Death Spiral”•Equipment breaks down unexpectedly•Cycle time increases •Production rejects or Scrap increases

“If you could just keep this Darn machine running we could catch up”

An Alternative & Better Option:An Alternative & Better Option:

•Standardize the TPMTPM “Culture”•Maintain the discipline of the TPMTPM plan

Potential Result:“I’m done my production run for the day, time to clean up and complete my TPM checklist”

“Based on the data, I think if I reinforce this bracket we can prolong the life of that drive belt”

TheThe TPMTPM Paradigm ShiftParadigm Shift

Old Fashioned Attitude

“I operate, you fix”

“I fix, you design”

“I design, you operate”

TPMTPM Approach

““WE ARE WE ARE ALLALL RESPONSBILE for RESPONSBILE for

OUROUR

EQUIPMENT”EQUIPMENT”

Pre- TPMTPM Conditions Checklist(Check those which exist at your company)

Most associates in the company are indifferent to the production facilities and equipment.

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.

Newly-installed equipment must be “de-bugged”.

Customers’ products require higher quality performance.

Plants are “dirty, dark, and stinky”.

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

Why Do We Need a Why Do We Need a TPMTPM Program? Program?

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WHYWHY TPMTPM ??

• Manufacturing processes are becoming more synchronized as we drive WIP out of our “Lean” Production Processes.

• 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.

“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!!!

In Summary:In Summary:

Roles & Responsibilities Defined

TOTAL PRODUCTIVE MAINTENANCETOTAL PRODUCTIVE MAINTENANCE

Who does what?Who does what?

When do they do it?When do they do it?

Why do they do it?Why do they do it?

How do they do it?How do they do it?

For how long?For how long?

TPMTPM

The Operators TPMTPM Role

• 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 TPMTPM Role

• TPM cannot be implemented correctly without proper data collection.

• Data collection requires a properly completed Production Control Chart or shop floor data entry - each and every shift.

AND

• An accurate emergency work order initiated by the operator, with breakdown situation clearly defined and repair detail completed by maintenance personnel.

AND

• An accurate planned work order initiated by operator with definition of PM performed along with any observations.

Critical ReminderCritical Reminder

The Maintenance TPMTPM Role

• 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 upon data from equipment manufacturers and operators.

• Through data analysis and periodic diagnostic tests, perform appropriate maintenance to avoid predicted equipment failure.

The Maintenance TPMTPM Role

• Maintain work order system to provide data for above - calculate MTBF and MTTR.

• 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.

AutonomousAutonomousMaintenanceMaintenance

TPMTPM

Autonomous MaintenanceAutonomous Maintenanceis a phrase coined by the

Japan Institute of Plant Maintenance

to describe the shift toward machine operators maintainingtheir own equipment.

7 Steps to Autonomous MaintenanceAutonomous Maintenance

• Step 1: Initial cleanup - 7S campaign

• Step 2: Identify and eliminate root cause of machine stoppages

• Step 3: Establish data collection and standards to prevent reoccurrence of situations found in steps 1 and 2.

• Step 4: Develop standards to routinely verify key operating parameters. (Standard Operating Conditions)

• Step 5: Train work-cell associates on equipment function and the key parameters for good operation.

• Step 6: Identify spare parts and tools required and availability.

• Step 7: Repeat above six steps for continuous improvement. Measure results: (Production Control Chart) Zero Machine Breakdowns

Zero Set-up TimeZero DefectsZero Lost Time Accidents


Initial Clean-up (Outside of Machine)

• Closely aligned with “7S”• Management and staff show commitment• Clean, sand, paint• Identify & Tag sources of defects/waste:

•Gauge hidden•Limit switch buried in debris•Crack in housing•Leaks•Worn drive belt

STEP 1STEP 1

The 7S SystemThe 7S System

1S1S SeparateSeparate Separate and eliminate any unnecessary itemsSeparate and eliminate any unnecessary items

2S2S StraightenStraighten Put all necessary items in order for easy access Put all necessary items in order for easy access & cleaning& cleaning

3S3S ScrubScrub Clean everything: Tools, equipment and the Clean everything: Tools, equipment and the workplaceworkplace

4S4S SafetySafety Ensure all Safety devises are in place and Ensure all Safety devises are in place and functioning correctlyfunctioning correctly

5S5S SpreadSpread Make the cleaning & checking in steps 1-4 a Make the cleaning & checking in steps 1-4 a habit in the workplace. Make it “A Way of Life”habit in the workplace. Make it “A Way of Life”

6S6S StandardizeStandardize Standardize the previous 5 steps throughout the Standardize the previous 5 steps throughout the entire organizationentire organization

7S7S SatisfySatisfy Satisfy the internal & external CustomerSatisfy the internal & external Customer


Repair Sources of Defects (Outside of Machine)

• Apply the 5 Whys (Ask Why? 5 times)• Replace cracked parts• Replace worn seals• Set-up workshops (one-point lessons)• Modify equipment for easier checking and to eliminate sources of debris and contamination.

•Create new Guards•Create better access for chip removal•Create Acrylic covers to see V belts and moving parts•Make the workplace “Visual”

STEP 2STEP 2


Develop Standards & Data Collection

• Create Standards for clean-up and checking:• What equipment should be Cleaned and Checked?• How to properly Clean & Check the equipment?• What points should be checked?• Who should check?• What check sheet should be used?• How to react to changes?

• Establish standards for Data Collection• Production Control Chart

• Standards are to prevent falling back to pre-existing conditions.

STEP 3STEP 3


Standards for Monitoring Key Process Parameters

• Develop methods & standards to routinely verify key process parameters - Standard Operating Conditions

• Operator executes routine verification & adjustments if necessary

STEP 4STEP 4


Train Operators on Function & Troubleshooting• Operators, Team Leaders & 1st line Supervisors trained to understand the basics of the equipment

•Hydraulics•Air pressure•Electrical/Electronics•Lubrication•Mechanical

• One-point lessons developed

• Team-up engineers, maintenance, and operators •Tear down equipment•Analyze defects •Present findings to steering committee

STEP 5STEP 5

The One - Point LessonThe One - Point Lesson

• In-house training material used on the shop floor.

• Prepared to focus on a particular technical issue.

• Lecture is 5 minutes long, hands-on training, given by the presenter to his fellow associates.

TPMTPM Critical Critical ActivityActivity


Provide Spare Parts & Tools Orderliness

•Improve on supply activity•Spare parts suppliers leveraged•Spare parts stores at point of use•Spare parts inventory on MRP

• Improve on tool availability•Tool crib orderliness•Frequently used tools and parts at work the station•Shadow Boards, make Visual

STEP 6STEP 6


All out Autonomous MaintenanceAutonomous Maintenance

• Repeat the cycle, the process never ends

• Monitor TPMTPM Progress with Key Measurables•Planned vs. Emergency Work•Mean Time Between Failure (MTBF)•Mean Time To Repair (MTTR)•Quick Change Time Reduction•Production Control Charts•Zero Lost Time Accidents•Scrap Reduction & Zero Defects

STEP 7STEP 7

Goals & Objectives of Autonomous Maintenance

Stabilize, control or prevent deterioration of production equipment

Prevent degradation related failures

Increase access and ease of inspection and maintenance

Improve skill levels & personal growth throughout the Company

Improve predictability through data analysis & improved communication

TPMTPM

&&

BreakdownBreakdownMaintenanceMaintenance

TPMTPM

Three Steps to Three Steps to ““Standardized Breakdown Work”Standardized Breakdown Work”

1st - Identify root cause

2nd - Eliminate cause

3rd - Standardize preventive work to eliminate reoccurrence

TPMTPM

Identify Root CauseIdentify Root Cause

• Maintenance Technician reviews Pareto of production control chart downtime codes.

• Define elements within downtime code causing process stoppages.

• Detailed inspection of machine symptoms and identify true root cause elements (Utilize the “5 Whys ?”)

• Brainstorm & create preliminary action plan

Eliminate CauseEliminate Cause

• Replace worn or failing parts.

• Re-calibrate basic operating perameters

• Eliminate each root cause for the answers to the “5 why questions”.

• Try-out/Validate the Repair

Standardize WorkStandardize Work

• Write a detailed description of the repair including any special techniques or requirements.

• Determine the frequency that repairs need to be made.

• Adjust TPM Autonomous work-list if applicable and perform 1 point lesson.

• Create a planned maintenance work-order to prevent reoccurrence, include detailed instructions from abovein database.

Implementation of Planned Implementation of Planned Maintenance StandardsMaintenance Standards

7S Activities7S Activities

Minor stoppagesMinor stoppagesdata collectiondata collection

Unexpected breakdownUnexpected breakdowndata collectiondata collection

TAG CampaignTAG Campaign

Breakdown DataBreakdown Data

Breakdown MaintenanceBreakdown MaintenanceTransition toTransition to

Preventive MaintenancePreventive Maintenance

Review Review by by

Maintenance TeamsMaintenance Teams

Action plans for PermanentAction plans for Permanentcountermeasures bycountermeasures by

STRIVESTRIVE teams teams

Implementation ofImplementation ofAutonomous MaintenanceAutonomous Maintenance

(Preventive) Standards(Preventive) Standards

PlannedPlannedMaintenanceMaintenance

TPTPMM

PlannedPlanned Maintenance Maintenance

• Skilled Maintenance tradesmen primarily responsible.

• Re-adjustment of machines to bring back to initial state.

• Feedback breakdown information to planned maintenance system - analysis of data from Production Control Charts.

• Trend charting of breakdown data & performance:- MTBF- MTTR- Planned vs. Emergency Work

• Finding and coping with chronic defects.

• Machine accuracy control (calibration).

• Maintain schedule boards in each department:- Schedules for maintenance department- Schedules for operations personnel

• Control of:- Spare parts- Lubrication analysis- Vibration analysis

Planned Maintenance ObjectivesPlanned Maintenance Objectives

• Reduction of MTTR

• Increase of MTBF

• Less than 1% of total maintenance hoursdevoted to reactive maintenance

Planned MaintenancePlanned Maintenance

•Maximize Mean Time Between Failure (MTBF)•Machine Breakdown•Tool Breakdown•Performance Degradation or Part Failure

• Minimize Mean Time To Repair (MTTR)•Diagnose problem quickly & accurately•Correct problem quickly & accurately •Optimized machine set-up to make good parts•Optimized Spare parts location & control

• Analyze Data & Key Indicators•Breakdown measurements•Problem solving tools•Vibration analysis tools, etc...

UpstreamUpstreamMaintenanceMaintenance

TPMTPM

Maintenance PreventionMaintenance Prevention

New Equipment & Tool Design Considerations• Input from Breakdown Maintenance• Input from Planned Maintenance• Input from Work-cell STRIVESTRIVE• Life Cycle Costing• Design reviews (operators, supervisors, engineers)• Maintenance and operations manual preparation

• Define Installation, Start-up, and Adjustments • Define Initial de-bug requirements• Identify all Safety issues• Define Preventive Maintenance Standards

• Autonomous• Planned Work Skilled Trades

TPMTPM OverviewOverview

““THE BIG 6”THE BIG 6”

TPMTPM Targets “6 Big Machine Losses”

1. Unexpected breakdowns.

2. Set-up and adjustments (Changeover).

3. Minor stoppages.

4. Actual operating speed versus designed speed.

5. Defects and/or reworking of defects.

6. Reduced yield between start of production and stable production.

Breakdown LossesBreakdown Losses

• Sudden, dramatic or unexpected equipment failures that result in loss of productivity.

Examples:•Drive system failures•Electrical system failures•Structural fatigue

1 1 of of 66

Set-up and Adjustment LossesSet-up and Adjustment Losses(Change over)(Change over)

• Downtime and defective product that occurs when production of one part ends and the equipment is set-up/adjusted to meet the requirements of another part.

Degree of loss depends on:•Process Standards•Maintenance level of equipment•Maintenance level of tooling•Operator skill level

2 2 of of 66

Idling and Minor StoppageIdling and Minor Stoppage

• Production is interrupted by a temporary malfunction or when the machine is idling.

Contributing factors include:•Defective products shut line down•Disruption of production flow•Mis-location of part•Temporary equipment malfunction

TPMTPM Note: Accurate data for this type of loss must be

recorded on the Production Control Chart.

3 3 of of 66

Reduced Speed LossesReduced Speed Losses

• Refers to the difference between equipment design speed and the actual operating speed.

Contributing factors include:• Mechanical problems• Defective quality• Fear of abusing or overtaxing equipment• Operator training

4 4 of of 66

Quality Defects and ReworkQuality Defects and Rework

• Losses in quality caused by malfunctioning equipment or tooling.

Degree of loss depends on:•Maintenance level of equipment•Maintenance level of tooling•Operator skill level

5 5 of of 66

Start-up LossesStart-up Losses

• Yield losses that occur during the early stages of production - from machine start-up to stabilization.

Degree of loss depends on:• Maintenance level of equipment• Maintenance level of tooling• Operator skill level• Standardization level

6 6 of of 66

Ways to Spread the Ways to Spread the “Knowledge”“Knowledge”

TPMTPM EducationEducation

TPMTPM Education MethodsEducation Methods

• TPMTPM GEMBA Weeks/Workshops

• “7S” Standards

• Visual Management• Process Flow• Autonomous Work Checklists• Display key process parameters

* Temperatures* Cycle times* Control settings

• One-Point Lessons

TPMTPM Key IndicatorKey Indicator

AActualctual

PProductiveroductive

UUtilizationtilization

A way of measuring how the 6 major losses are affecting your equipment.

OR

A way of measuring the amount of “Value Added”activity your equipment is contributing to your product.

APUAPU

APUAPU Three Measurables Three Measurables

Availability:•Improved by eliminating breakdowns and other stoppage losses. Optimizing set-ups and change over related losses.

Performance:•Improved by eliminating speed losses,minor stoppages and idling.

Quality:•Improved by eliminating quality defects in process and during set-up.

APU = APU = Good Pieces X 100Scheduled Pieces

NOTE:

Scheduled Pieces = Available Minutes

Planned Cycle (Standard)

APUAPU CalculationCalculation

ExampleExample APU APU CalculationCalculation

Available Minutes

480 minutes available per 8 hour shift

-30 minute lunch

-2x10 minute breaks

430 net minutes available or 25800 seconds

Established Standard Cycle

P/N 1234 = 2.5 seconds

Therefore Scheduled Pieces equals 25800 / 2.5 = 10320 pieces

If Assumed Actual for the day = 8300 pieces

APU APU = 8300 X 100

10320

= 80.4% APU

TPMTPM ReminderReminder Overall Objectives

• Maximize “Actual Productive Utilization” (APU) through total employee involvement.

• Improve equipment reliability and maintainability as contributors to quality, and to raise productivity.

• To aim for maximum economy in equipment and manage for the entire life of the equipment.

• To cultivate equipment related expertise and skills among operators and technicians.

Work-cellWork-cell

TPMTPM

STRIVESTRIVE WorkshopWorkshop

STEP 1STEP 1

Select a Work-cellSelect a Work-cell

& &

Perform Perform 7S 7S Initiatives

TPMTPM Tag CampaignTag Campaign

• Tag anything that can’t be understood

• Tag anything that is wasteful

• Tag anything that makes it difficult to see what is going on

• Tag anything that is malfunctioning

• Tag hidden or difficult-to-see gauges

• Tag anything that is loose

• Tag cracked housing or sources of leaks

• Tag loose nuts or bolts

STEP 2STEP 2

STEP 3STEP 3

Corrective ActionsCorrective Actions

• Work-cell Associates fix what can be fixed

•Tighten Screws, Bolts, Fittings, etc.

• Compile shopping list of work-cell based tool center needs

• Design & implement a work-cell based tool center

• Submit planned work “Work Orders” to Maintenance system

• Compile shopping list of “One point Lesson” needs

• Create TPM Project follow up List

STEP 4STEP 4

Training & StandardsTraining & Standards

Work-cell STRIVE STRIVE Goals & Objectives

• Drive away from the need for Workshops and make TPMTPM a daily “Way of Life”

• Work-cell personnel daily review & perform tasks on TPMTPM checklists

• Work-cell personnel to review Daily, Planned Production requirements, Quality issues, and Safety performance

• Manufacturing Personnel to Conduct Weekly* STRIVESTRIVE meetings.• Review production control charts• Pareto Downtime & Quality causes• Define tracking method to find failure root cause• Eliminate root cause• Review OPC standards looking for improvements

* Daily, if process is out of control.

TPMTPM

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TPM - A Zero Sum Game