1. Introduction to TPM – Total Productive Maintenance
The Lean Enterprise
Introduction to TPM – Total Productive Maintenance
Welcome and introductions. Allow ½ hour to 1 ½ hours to cover this material.
(Please retain the free lean site reference with the materials.)
Lean Foundations
Continuous Improvement Training
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2. Learning Objectives Learn the basic philosophy of TPM
Explain OEE and how it contributes to a TPM project, explore OEE components; define and calculate OEE
List 6 major components of equipment loss
Review and adopt the 7 steps to Autonomous Maintenance
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3. TPM – The Need
Process Industry relies heavily on equipment that is integrated and runs continuously
When down, losses are costly
With lower inventories, machines need to be reliable
Machining and Assembly industries becoming more mechanized to save manpower and do difficult jobs
More machines to maintain
Need to save energy
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4. TPM – The Philosophy
TPM aims at using equipment to its maximum and aids in reducing Life Cycle Costs (LCC)
In other words - going all out to eliminate the Losses (Waste) caused by the equipment
TPM improves work activities that deal with Equipment Set-up, Operating parameters, Maintenance, Tear down, Repairs and Breakdowns
It specifically aims at the complete elimination of the ‘six major losses’ while striving for a goal of zero unscheduled downtime
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5. TPM - The Six Major Losses (Waste)
Downtime Losses
(1) Equipment failures
(2) Set-up and adjustments
Speed Losses
(3) Idling and minor stoppages
(4) Reduced speed (actual operating
vs. designed)
Defect Losses
(5) Defects in process
(6) Reduced yield between start of
production and stable production
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6. ] ] ] OEE Formulas Loss Measure Formula Metric = = =
Availability
example:
Efficiency
Ratio of Quality
Products
Load – Down Time
Load Time
460 min – 60 min
460
The Theoretical Cycle
Time x Processed Qty
Operating Time
0.5/ unit x 400 units
400 minutes
Processed Amount – Amount of Defects
Processed Amount
400 – 8
400
1. Unexpected Eq. Breakdown
2. Set-up & adjustments
3. Idling and minor stoppages
4. Reduced speed
5. Defects in Process
6. Reduced Yield
Overall Equip.
Effectiveness: =
x 100%
= 87%
= 50%
= 98% ] = ] ] =
.87 x .50 x .98 = %
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7. OEE Pareto Analysis by Loss Category
Overall
Equipment
Effectiveness
Loss
1 & 2
Loss
3 & 4
Loss
5 & 6
46.2 % OEE
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8. TPM attacks 6 major “Losses” plus Elimination of other Wastes (Mura, Muri, Muda)
Operator Time Losses
Manpower losses due to operation time being done more slowly than standard time (Cycle Time > Standard Time)
Material Losses
Losses in yield due to ‘inherent waste’ (cut-off stock, set-up pieces, prototype, etc)
Energy losses such as electricity, gas, and water when machinery is not doing value-added work
Idling losses due to inadequate sensors and product buildup on conveyors and chutes
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9. Best Practices World-Class Goals (A TPM “Vision”)
Before After
Availability % > 90%
Performance Efficiency % > 95%
Ratio of Quality (Yield) 98% > 99%
Overall Eq. Effectiveness 42.6% > 85%
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10. TPM – Operational Goals (Qualitative)
Increase number of suggestions
Improve level of teamwork of shop floor
Improve cross-functional teamwork
Establish maintenance throughout the total equipment life cycle
People maintain their own equipment
Machines available for just-in-time (JIT) application
Improve machine availability
Improve working environment (6S)
Improve Corporate culture and image
Improve Business performance
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11. TPM – Operational Goals (Quantitative)
Cost Reductions
Actual and to be reduced
Energy savings
Maintenance
Equipment Efficiencies
Zero failures (ultimate goal)
MTBF (mean time between failures)
MTTR (mean time between repairs)
Idle Time
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12. TPM – Operational Goals, cont. (Quantitative)
Safety
Zero accidents
Quality
Zero failures
Zero complaints
Education
Hours of training/ number of sessions
Number of KAIZEN projects
Number of Suggestions
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13. TPM – Definition of ‘Total’
Total Effectiveness
Reduction in losses of all equipment to optimize its effectiveness and improve costs
Total Maintenance
Involves the whole maintenance system inclusive of equipment manufacturer, equipment engineering, and equipment user to improve maintainability
Total Participation
Everyone has a role to make TPM work
Management to set policy
Middle management, staff to support and lead
Maintenance to maintain and train
Operators to take on new maintenance challenges
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14. TPM – Role of Maintenance Function
Provides technical support for autonomous maintenance done by operators
Restores deteriorated equipment through checks, inspections, and overhauls
Identifies Design weaknesses and improves the equipment to error-free function (via poka-yoke)
Improves technical maintenance skills for checks, inspections, and overhauls
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15. TPM – Role of Operator Function
Maintains basic condition (cleaning and lubrication)
Maintains proper condition and standards for equipment usage
Partially restores deterioration
Basic skill levels in:
Changeover and set-up
Reduction of minor stoppages and adjustments
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16. TPM – Autonomous Maintenance
Definition:
Operations maintains its own equipment
Utilize 7-step plan*
(*Source: Japan Institute of Plant Maintenance)
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17. 7 Steps to Autonomous Maintenance
Step 1 – Initial clean-up (External)
“Kick-off” program
Closely aligned with 6S (5S + 1)
Management and Staff show commitment
Clean, Sand and Paint
Identify sources of defects:
Gauge hidden
Limit switch buried in debris
Crack in Housing
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18. 7 Steps to Autonomous Maintenance
Step 2 – Stop sources of defects (External)
Ask ‘why ?’ five times
Replace parts with cracks
Replace worn seals
Teach Operators how to modify equipment
Conduct Set-up Workshops; Practice Set-ups
Modify Equipment for easier checking and to eliminate sources for debris and contamination
Guards
Chip removal
Acrylic covers to see V - belts and moving parts
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19. 7 Steps to Autonomous Maintenance
Step 3 – Standards Formulation
Standards for clean-up and checking
What equipment should be cleaned and checked?
What points should be checked?
Who should check?
What check sheet should be used?
How to react to changes.
Standards are to capture what has been learned
in steps 1 and 2
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20. 7 Steps to Autonomous Maintenance
Step 4 – Overall Checkup (Internal)
Leaders (1st line Supervisors) trained
Hydraulics
Air Pressure
Electrical/ Electronics
Lubrication
Mechanical
One point lessons developed (Visual Management)
Team up Engineers, Maintenance, and Operators
Tear down equipment
Analyze defects
Present findings
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21. 7 Steps to Autonomous Maintenance
Step 5 – Autonomous Checkup
Develop Standards for routine internal checkup
Hydraulics
Air Pressure
Electrical/ Electronics
Lubrication
Mechanical
Operator executes routine checks
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22. 7 Steps to Autonomous Maintenance
Step 6 – Orderliness and Tidiness
Improve on Supplier Activity
Spare parts supply partners
Spare parts stores
Spare parts inventory
Improve on Tool Activity
Tool Crib orderliness
Tools frequently used at work station
(refer to Visual Management/ Visual Control)
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23. 7 Steps to Autonomous Maintenance
Step 7 – “All out” Autonomous Management
Process never ends
Metrics
Audits
Each process post Result* (actual) against Goal (target)
Zero lost time accidents
Zero Defects
Zero Breakdowns
Zero set-up time or at least < 10 minutes
Practice Quick Changeovers/ SMED (see separate module)
* Utilize Accountability Meetings (see separate module)
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24. TPM – Kaizen and Reliability Maintenance
KAIZEN (see separate module)
SWAT Team approach to major problems
(Focus improvement effort around 6 big Losses)
Reduction in Changeover/ Set-up time
RELIABILITY
Driven by Pareto Analysis to prioritize
Data based
Reduction in MTTR
Increase in MTBF
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25. Reliability Maintenance
Meantime to Failure (Goal is to maximize)
Machine Breakdown
Tool Breakdown
Part Failure
Meantime to Repair (Goal is to minimize)
Diagnose problem
Correct problem
Set up Machine to make good parts
Spare parts control
Analyze using Statistical Tools
Reliability Measures
Problem Solving Tools
Vibration Analysis Tools
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26. TPM - Reliability Kaizen Examples
1) Tool cutting Tip (Nissan Motors) Life Cycle = 45 pieces
KAIZEN #1 – Vibrational analysis to optimize rotational speed. Life cycle = 132 pieces.
KAIZEN #2 – Analysis of wear pattern to optimize tool geometry. Life cycle = 305 pieces.
2) Tool cutting (Toyota Motors) Tool expensive and takes long time to set up
KAIZEN #1 – Reduced set-up time from 15 minutes to less than 10 seconds.
KAIZEN #2 – Studied correlation between life of tool and number of cuts between sharpening – increase life of tool five-fold.
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27. Planned Maintenance Best Practices
Maintenance department primarily responsible
Re-adjustment of Machines to bring back to original state
Feedback information to Maintenance Prevention Group
Collection of Reliability Data
MTBF
MTTR
Finding and coping with chronic defects
Machine accuracy control (calibration)
Schedule boards (Visual Management)
Control of
Spare Parts
Lubrication
Vibrational Analysis
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28. Maintenance Prevention Best Practices
New equipment design integrated w/ New Product Introduction (NPI) efforts
Input from Reliability Maintenance
Input from Preventative Maintenance
Input from KAIZEN activities
Life Cycle Costing
Design reviews (Operators, Supervisors, Engineers)
Assembly at Supplier
Final Inspection at Supplier
Maintenance and Operations Manual preparation
Safety Issues visible, aware and worked
Preventative Maintenance Schedule posted,
adhered to
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29. TPM – Summary Total Productive Maintenance is about:
improved equipment performance
increased equipment availability
increased equipment FPY (first pass
yield) or also called FTT (first time through)
reduced emergency downtime
increased return on investment
increased employee skill levels
increased employee empowerment
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30. TPM – Breakout Activity
With a small group,
With regard to Maintenance - Decide at least 3 new improvements to put into place in your area.
Decide at least 3 new measures/ metrics to adopt to sustain your Maintenance activities.
Present your plan to Supervision.
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31. Introduction to TPM – Total Productive Maintenance
The Lean Enterprise
Introduction to TPM – Total Productive Maintenance
Thank participants for attending.
Lean Foundations
Continuous Improvement Training
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