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PDT 319 Maintanance Management Total Productive Maintenance
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TOPIC Understanding Downtime -Group Major Losses of TPM
Planned Downtime Losses Unplanned Downtime Losses Reduce Speed Losses Poor Quality Losses Total Productive Maintenance What is TPM Breakdown of TPM TPM History TPM Evolution Goal of TPM Three Principles of Prevention
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TOPIC TPM-8 Pillars Kick off TPM TPM Benefits
Launching TPM- Preparatory Stage Autonomous Maintenance Equipment Management Life Cycle TPM Implementation Launching TPM- Stabilization Eliminating Equipment Losses Improvement Goals for Chronic Losses Overall Equipment Efficiency What is OEE OEE Factors Calculating OEE TPM Benefits
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WHY WE NEED TPM? OBJECTIVE
Increase production while, at the same time, increasing employee morale and job satisfaction Hold emergency & unscheduled maintenance to a minimum Maintenance is no – longer regarded as a Non – Profit activity Maximum equipment efficiency Avoid wastage in quickly changing environment Reduce cost of manufacturing Produce a low batch quantity at the earliest possible time
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Understanding Downtime
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MAJOR LOSSES
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Planned Downtime losses
Start-ups shift changes coffee and lunch breaks planned maintenance shutdowns
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Unplanned Downtime Losses
Equipment breakdown Changeovers Lack of material
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Reduced Speed Losses Idling and minor stoppages Slow-downs
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Poor Quality Losses Process non-conformities Scrap
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TPM
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What is Total Productive Maintenance?
TPM is a plant improvement methodology which enables continuous and rapid improvement of the manufacturing process through use of employee involvement, employee empowerment, and closed-loop measurement of results
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Breakdown of TPM TOTAL = All encompassing by maintenance and production individuals working together PRODUCTIVE = Production goods and services that meet or exceed customers’ expectations MAINTENANCE = Keeping equipment and plant in as good as or better than the original conditions at all times
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TPM - History Productive maintenance (PM) originated in the U.S. in late 1940’s & early 1950’s Japanese companies modified and enhanced it to fit the Japanese industrial environment The first use the term TPM was in 1961 by Nippondenso, a Japanese auto components manufacturer Seiichi Nakajima – head of JIPM, one of the earliest proponents, known as the Father of TPM
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TPM - Evolution Breakdown maintenance Preventive maintenance (PM)
Productive maintenance Total productive maintenance
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Goals of TPM 1. Aims at getting the most effective use of equipment
2. Builds a comprehensive PM system 3. Brings together people from all departments concerned with equipment 4. Requires the support and cooperation of everyone from top managers down Promotes and implements PM activities based on autonomous small group activities. Maintaining Equipment for life Encouraging input from all employees Using teams for continuous improvement
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Three Principles of Prevention
Maintenance of normal conditions Early discovery of abnormalities Prompt response
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TPM 8 PILLARS
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Safety, health and Environment
PILLARS OF TPM Autonomous Maintenance Kobetsu Kaizen Planned Maintenance Quality Maintenance Training Office TPM Safety, health and Environment 5s
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Kick off TPM
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Launching TPM- Preparatory Stage
Announce top management’s decision to introduce TPM Launch an educational campaign to introduce TPM Create an organizational structure to promote TPM Establish basic policies Form a master plan for implementing TPM
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Launching TPM- Preliminary Implementation
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Launching TPM- TPM Implementation
Improve the effectiveness of each critical piece of equipment Set up and implement autonomous maintenance Establish a planned maintenance system in the maintenance department Provide training to improve operator and maintenance skills Develop an early equipment management program
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Launching TPM- Stabilization
Perfect TPM implementation and raise TPM levels
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Eliminating Equipment Losses
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Improvement Goals for Chronic Losses
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OEE
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What is OEE OEE (overall equipment efficiency) is a “best practices” way to monitor and improve the efficiency of your manufacturing processes machines manufacturing cells assembly lines
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OEE Factors Plant Operating Time Planned production time Availability
planned downtime ie. breaks Availability downtime losses Performance Speed losses Quality Quality losses
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World Class OEE
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Calculating OEE Availability = Operating time/planned production
Performance = Ideal Cycle Time / Total Pieces or (total pieces / Operating time)/Ideal Run time Quality = Good Pieces / Total Pieces OEE = Availability X Performance X Quality
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Example OEE Calculation
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Availability = Operating time Planned production time
= 373 minutes / 420 minutes = (88.81%)
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Performance = (Total pieces /Operating time) Ideal Run Time
= (19,271 pieces/373 minutes)/60 pieces per minute = (86.11%)
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Quality = Good Pieces Total Pieces
= (97.80 %)
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OEE = Availability X Performance X Quality
= X X = (74.79%)
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TPM PILLAR
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5S’ TPM starts with 5S’. Problem can not be clearly seen when the workplace is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problem visible is the FIRST STEP of improvement. SEISI SORTOUT SEITON ORGANIZE SEISO SHINE THE WORKPLACE SEIKETSU STANDARDIZATION SHITSUKE SELF DISCIPLINE
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AUTONOMUS MAINTANENCE
JISHU HOZEN AUTONOMUS MAINTANENCE Is created towards developing Operators to be able to take care of small maintenance tasks, freeing up skilled maintenance people to spend time on more value added activity and technical repairs. Operator are responsible for up keep of their equipment to prevent it from decline.
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JISHU HOZEN Policy Target
Flexible operators to operate & maintain equipment Eliminating the defects at source through active emlpoyee participation Uninterrupted operation of equipment Target Reduce process time Reduce lubrication consumtion Increase use of JH
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JISHU HOZEN Step Preparation of employee Initial cleanup of machine
Take counter measure General inspection Standardize Autonomus management
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KAIZEN KAI means change and ZEN means good.
KAIZEN is small improvement, but carried out on a continual basic and involves all people in the organization. *Large number of small improvement are more effective in an organization* KAIZEN tools eliminate losses in a systematic method.
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KAIZEN Policy Target Zero Losses in every sphere of activity
Achieve cost reduction targets in all sources Improve overall plant equipment effectiveness Focus on easy handling of operators Target Achieve and sustain zero losses with respect to minor stops, measurement and adjustments, defects and unavoidable downtime.
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PLANNED MAINTENANCE Aimed to have trouble free machines and equipment producing defect free production for total customer satisfaction. Policy Achieve and sustains ability of machine Optimum maintenance cost Improve reliability and maintainability of machine Target Zero equipment failure and breakdown Reduce maintenance cost by 20% Ensure availability of spares all the time
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Steps Equipment evaluation and recording present status
Improve weakness Build up information management system Prepare time based information system, select equipment, parts and members and map on the plan Prepare predictive maintenance system by introducing equipment diagnostic techniques Evaluation of planned maintenance
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QUALITY MAINTENANCE (QM)
Aimed customer delight through highest quality through defect free manufacturing. Focus on eliminating non-conformance in systematic manner Policy Defect free conditions Support quality assurances Focus on prevention of defects at source In-line detection Effective implementation Target Achieve and sustain customer complaints at zero Reduce in-process defects by 50% Reduce cost of quality by 50%
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TRAINING Policy Target
Aimed to have multi-skilled, moral is high and come to work and perform all required functions effectively and independently. Education is given to operators to upgrade their skill Policy Focus on improvement of knowledge skill & techniques Creating a training environment for self learning Training to remove employee fatigue and make work enjoyable Target Achieve and sustain downtime due to zero on critical machine Achieve and sustain zero losses due to lack of knowledge/skill/techniques
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Steps Setting policies and priorities and checking present status of education and training Establish of training system for operations and maintenance skill up gradation Training the employees for up gradation the operation and maintenance skill Preparation of training calendar Evaluation of activities and study of future approach
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TPM BENIFITS
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TPM - Benefits Improved equipment eliminates the root cause of defects
Defects are prevented through planned maintenance Preventive maintenance costs are reduced as equipment operators conduct autonomous maintenance Improved equipment designs ensure that new equipment naturally produces fewer defects Simplified products designs and a redesigned process produce with few defects Engineers, technicians and managers are trained in maintenance and quality
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TPM - Benefits (Japanese TPM Prize winners during 1982-1984)
Equipment failures reduced from 1,000/month to 20/month Quality defects reduced from 1.0% to 0.1% Warranty claims reduced by 25% Maintenance costs reduced by 30% WIP decreased by 50% Productivity improved by 50%. (Patterson & Fredendall, 1995)
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TPM – Success stories USPS Albany, New York: annual save of $86,000; could save $4.5 million if applied nationwide Yamato Kogyo Corp., Japan: - productivity up by 130%, - accidents cut by 90%, - defects reduced by 95%, - employee suggestion rate increased by over 300%
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