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TPMA Practical Approach To Sustainable Results
Presented By
Maslow Trainers & Consultants Sdn.Bhd.
Nine Reasons Why Bad Things Happen to Good Maintenance
Change Projects1. Failure to Create a Powerful Mandate for Change2. Failing to Deliver Early, Tangible Results3. Failing to "Connect the Dots"4. Old Performance Measures Block Change5. Failure to Pull all the Levers of Change6. "What's in it for me" is unclear7. Inadequate Scope for the Maintenance Change Project8. Failure to Manage Stakeholder Communications9. Too Much Conventional Wisdom
Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance,
MaintenanceMai
nten
ance
BreakdownPredictivePreventive
Basic Foundations of TPM Everyday Maintenance Periodic Maintenance Instant Maintenance Corrective Maintenance Preventative Maintenance Predictive maintenance Pro-active maintenance Autonomous Maintenance Reliability Centered Maintenance
?TotalProductiveMaintenance
Keeping the current plant and equipment at its highest productive level through cooperation of all areas of the organization
With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them. This is where you analyze past trends, and try to extrapolate from historical data.
'Wearing' the red hat, you look at problems using intuition, gut reaction, and emotion. "Putting on my red hat, I think this is a terrible proposal." Usually the feeling is genuine but the logic might not be too great for others to understand.
Using black hat thinking, look at all the bad points of the decision. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them. Black Hat thinking helps to make your plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action.
The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.
The Green hat focuses on creativity: the possibilities, alternatives, and new ideas. It is a freewheeling way of thinking, in which there is little criticism of ideas.
The Blue Hat is used to manage the thinking process. "Putting on my blue hat, I feel we should do some more green hat thinking at this point."
Thinking Hats
TOTAL PRODUCTIVE MAINTENANCE
TPM is:
Having a clean, tidy and safe work place Keeping machines and tools in good condition Having a say in what goes on in your cell/area Getting things done Making life easier - being in control Working in a ‘smart’ way Owning and having a pride in your machines/cell/area Teamwork - production and maintenance About making machines as ‘effective’ as possible
TPM IS NOT:
Operators carrying out Maintenance Engineers’ jobs
A way of making people work harder
Employees expected to carry out tasks that they are not trained for
A way of monitoring employees
Extra duties in your own time
Anything other than common sense and correct working practices
Just a change for the shop-floor
TOTAL PRODUCTIVE MAINTENANCE
Components of TPMComponents of TPM
Continuous Improvement
AutonomousMaintenance
Maintenance Systems
Machine SystemsIntegration
Machine Systems Specification & Selection
Machine Systems Maintenance Prevention Design
Machine Systems Effectiveness Improvements
CAN DO Activities
People
Learn the new philosophy
Promote the new philosophy
Fund the training and train everyone
Identify areas of the needed improvement
Formulate performance goals
Develop implementation plan
Establish autonomous work groups
Total Productive Maintenance Recipe
TARGET Equipment Effectiveness
85%
1
234567
Operator Autonomous Maintenance
Countermeasures for Contamination
Prepare Temporary Standards
General Inspection
Autonomous Inspection
Standardization
Aut. Mgt.
7 Steps
7
6
5
4
3
2
1Initial Clean-up
OIL
T P M
TPM
5S
TPM IStep 1Step 2Step 3
TPM IIStep 4 Step 5Step 6Step 7
Initial Focus
prerequisite for TPM I
STEP 3: Prepare Temporary Standards
This step is to enhance the equipment reliability & maintainability.• Temporary Check Sheet For Clean-Up, Lubrication, Start-up, and Shut-down:
– What items need to be done– Who will perform the check– How often to check– Where the location is to be checked– What to use for the inspection or cleaning– Target time to complete the task
TPM Summary• TPM = Total Productive
Maintenance– Proactive (all employees
involved)– Preventive– Predictive– Planned
• TPM is an integral part of JLF Total Quality production System
5S Visual Factory
T P MT P MStandardized
Work
Continuous Waste Reduction
Peak Performance
TPM is a Lean tool for Quality and Productivity
“If you leave us our money, buildings and our brands
but take away our people the company will fail.But if you take away our money, our buildings and our
brands but leave our people, we can rebuild the whole thing in a decade”.
Chairman - Procter & Gamble
Group 1: TPM For Shop-floor- Confirming TPM basic practices in the shop-floor
Target group: Operators & Leaders Duration: 2 daysProgram Content:• TPM Overview for operators
Why do TPM – understand the nature of losses Roles of Production & Maintenance Productivity concept in TPM The aims of TPM The stages of TPM development
• Step 1: Initial Cleaning Activity: Aims from equipment and human perspective. How to develop and proceed step 1 Typical activities – examples, witness such activities in
the shop-floor Step 1 audit – preparing audit checklist
Interactive; discussion, exercise, Q&A on
participant’s understanding
Group 1: TPM For Shop-floor- Confirming TPM basic practices in the shop-floor
• Program Content (continue): • Step 2: Eliminating source of contamination
Aims from equipment and human perspective. How to develop and proceed step 2 Typical activities – examples, witness such activities in
the shop-floor Step 2 audit – examples, perform mock audit in the
shop-floor• Step 3: Cleaning & Lubrication Standard
Aims from equipment and human perspective. How to develop and proceed step 3 Establishing lubrication control system – examples,
witness such activities in the shop-floor Establishing tentative cleaning and lubrication standards –
standard preparation using model workstation in the shop-floor
Group 2: TPM For LeadersImproving Knowledge & skill in maintaining
equipment condition / performanceTarget group: Leaders & Maintenance StaffDuration: 2 daysProgram Content:• TPM overview for leaders
Understand the nature of losses The six major losses in TPM Allocating roles and responsibilities
• Improving equipment performance Strategies towards zero breakdown Integrate Small Group Activities Activities for zero breakdown Improving setup and adjustment Reducing minor stoppages Reducing speed losses Reducing quality defects
Case study; group discussion/
presentation, Q&A on participant’s understanding
Group 2: TPM For LeadersImproving Knowledge & skill in maintaining
equipment condition / performance
Program Content (continue): • Maintenance skill training
Setting objectives and curriculum The roles of leaders and maintenance personnel Training methodology and techniques Related subjects and courses Conducting the training
• Knowing your machine Develops machine inspection procedures Preparing inspection education Conducting inspection education Set tentative inspection standards
Group discussion, mock training presentation,
Group 3: TPM For LeadersMaintenance management systems
Target group: Leaders & Maintenance StaffDuration: 2 daysProgram Content:• Standardization of maintenance activities
Types of maintenance standards Revision of standards
• Developing periodical maintenance Types of maintenance plans Preparing annual and monthly maintenance plans
• Managing maintenance records Types of maintenance records Equipment performance and utilization Computerization of maintenance records
Interactive; discussion, shop-
floor visit, Q&A
Group 3: TPM For LeadersEnhancing Preventive Maintenance Management
SystemsProgram Content (continue):• Spare parts management
Purpose of spare parts control Classification of maintenance materials Establishing order points, quantities and ordering methods
• Lubrication control Types and uses of lubricants Lubricating methods
• Predictive Maintenance and Condition-Based Maintenance Application and Aims of Predictive Maintenance Equipment Diagnostic Techniques Method of Condition Monitoring Techniques