Total Productive

Maintenance

TPM - A zero sum gameTPM

TPM

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

TPM (Total Productive Maintenance) is a holistic approach to

equipment maintenance that strives to achieve perfect

production.

Management + Operators + Maintenance

TPM

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.

TPM - A zero sum game

Zero Unplanned Downtime

Zero Defects Zero Speed Losses Zero Accidents

Summary

TPM

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.

ConceptTPM

Goals & ObjectivesTo 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

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

The Paradigm ShiftTPM

• I operate

Old Attitude

Operator

• I fix & maintain

Maintenance

Operator Maintenance

• We maintain

TPM Attitude

TPM

Who does what?When do they do it?Why they do it?How do they do it?For how long?

Roles & Responsibilities

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

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

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

TPM

TPMIndividual Improveme

nt

Autonomous

Maintenance

Planned Maintenanc

eSkills

Training

MP Design

TPMStructure Plant Manager

TPM Office

Autonomous Maintenance

PlannedMaintenance

Education & TrainingFocused

Improvement

Early Equipment

Management

Early Equipment

Management

Safety & Environment Office TPM

TPM

1. Breakdown Maintenance OR RTF (Run to Failure)

2. Preventive maintenance (1951)

2a. Periodic maintenance ( Time based maintenance - TBM)

2b. Predictive maintenance

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.

MAINTENANCE

3. Corrective Maintenance (1957)

Any practice performed to return the equipment to proper working order.

4. Maintenance Prevention (1960)

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.

TPM

Total Productive Maintenance

Autonomous MaintenanceJOSHU HOZEN

PILLAR II

Continuous ImprovementKOBETSU 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

TPMFirst Step

Sort

Order

ShineStandard

Sustain 5S

TPM

SortSet in Order

Standard Work

ShineSustain

SeiriSeiton

SeisouSeiketsu

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

TPMVisual Management: One Point Lesson

Learn by Doing

Poka yoke: Mistake Proofing

A behavior-shaping constraint

That uses in an Error-tolerant design OrHuman error-tolerant design

TPMThe Agility

Process Improvement Quality Management Project Control Performance Management Organizational Competitiveness

TPMThe 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 ActivityPILLAR 3 - KAIZEN: A Good ChangeLarge 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

TPM

16 Major losses in Organization:

Loss Category

1. Failure losses - Breakdown loss2. Setup / adjustment losses3. Cutting blade loss4. Startup loss5. Minor stoppage / Idling loss.6. Speed loss - operating at low

speeds.7. Defect / rework loss8. Scheduled downtime loss

Losses that impede equipment efficiency

9. Management loss10.Operating motion loss11. Line organization loss12. Logistic loss13. Measurement and adjustment loss

Loses that impede human work efficiency

14. Energy loss15. Die, jig and tool breakage loss16. Yield loss.

Loses that impede effective use of production resources

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:

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 teachPhase 4 : Can do and also can teach.

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 Loss02. Cost-Loss (Including in areas such as procurement, accounts, marketing,

sales leading to high inventories)03. Communication Loss04. Idle Loss05. Set-up Loss06. Accuracy Loss07. Office Equipment Breakdown08. Communication Channel Breakdown (Telephone and Fax Lines)09. Time Spent on retrieval of information10. Non-availability of correct on line stock status11. Customer Complaints due to Logistics12. Expenses on Emergency Dispatches/Purchases

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 DamageZero Fires

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.

TPMEquipment Effectiveness:

TPMAlternative Asset Replacement Policies

TPM

Reactive Maintenance or RTF (Run To Failure)

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 performanceJournal of Operation Management (2001), pp. 675–694

Re-examine the most optimum organization and system.

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

TPMEducationraining& T

By: Katila, P. (2000)Applying total productive maintenance-TPM principles in the flexible manufacturing systems (p 23). Technical Report.Lulea Tekniska University.

TPM

• Lean Manufacturing requires 100% machine availability producing perfect quality products at lower operating costs.

• Quality, Cost, and Delivery increasingly depend on equipment conditions.

ummarizing:

If your equipment won’t run, not much else matters!!!

S

TPM