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In order to understand anything, you must not try to understand everything Aristotle.

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Presentation on theme: "In order to understand anything, you must not try to understand everything Aristotle."— Presentation transcript:

1 In order to understand anything, you must not try to understand everything Aristotle

2 efficiency  1 universality

3 focus!

4 Total Productive Maintenance Our focus today, Total Productive Maintenance

5 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

6 Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance Breakdown Predictive Preventive

7 ? ? Total Productive Maintenance Keeping the current plant and equipment at its highest productive level through cooperation of all areas of the organization

8 ! ! Maintaining & improving equipment capacity Maintaining equipment for life Using support from all areas of operations Encourage input from all employees Using teams for continuous improvement

9 Downtime LOSSES VARIOUS LOSS AREAS

10 Planned Start-ups Shift Changes Coffee and Lunch Breaks Planned maintenance shutdowns Downtime

11 Unplanned Equipment breakdown Changeovers Lack of materials Downtime

12 Reduced Speed Idling and minor stoppages Slow downs LOSSES

13 Poor Quality Process nonconformities Scrap LOSSES

14 Calculating Downtime Losses Downtime Losses are measured by Equipment availability A= (T/P) x 100 A = Availability T = Operating Time (P-D) P = Planned Operating time D = Downtime

15 Calculating Reduced Speed Losses Reduced Speed losses measured by performance efficiency E = { ( C x N ) / T } x 100 E = Performance Efficiency C = Theoretical Cycle Time N = Processed Amount (Quantity) T = Operating Time (P-D)

16 Calculating Poor Quality Losses Poor Quality Losses measured by rate of quality products produced R = { ( N – Q ) / N } x 100 R = Rate of Quality Products N = Processed Amount (Quantity) Q = Nonconformities

17 Calculating Equipment Effectiveness Equipment Effectiveness is the products of previous metrics EE = A x E x R EE = Equipment Effectiveness

18 TARGET Equipment Effectiveness 85%

19 TARGET Equipment Effectiveness 85% Last week’s production numbers on manufacturing center JL58 were as follows: Scheduled operations = 10 hours/day; 5 days/week Manufacturing downtime due to meetings, Material outages, training, breaks and so forth = 410 minutes/week Maintenance downtime scheduled and equipment breakdown = 227 minutes/week Theoretical (Standard) Cycle time = 0.5 minutes/unit Production for the week = 4450 units Defective parts made = 15 units P = 10 hours/day x 5 days/week x 60 minutes/hour = 3000 minutes/week D = 410 minutes/week minutes/week = 637 minutes/week T = ( P – D ) = 3000 – 637 = 2363 minutes Please calculate A = ( T / P ) x 100(Equipment Availability) E = { (C x N) / T } x 100(Performance Efficiency) R = {( N – Q ) / N } x 100(Quality Products produced) EE = A x E x R(Equipment Efficiency) Hands-on with Calculations

20 HOW do we achieve 85% EE? Target Equipment Efficiency 85%

21 Break We however request Green Hats to start thinking about the problem, when we’ll return, we’ll discuss about the ideas given out by the Green Hats.

22 TARGET Equipment Effectiveness 85%

23 Total Productive Maintenance

24 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

25 Life is the art of drawing sufficient conclusions from insufficient premises Samuel Butler


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