TPM

TPM - A zero sum game

TPM - A zero sum game

TPM Objectives Zero Unplanned Downtime Zero Defects Zero Speed Losses Zero Accidents

TOTAL PRODUCTIVE MAINTENANCE

The principle characteristics of a TPM system:

1. Operators perform Preventive Maintenance functions they have been trained to perform , that do not require the capabilities of a skilled tradesman. 2. Skilled maintenance personnel train the operators and develop one-point lessons. 3. Maintenance department moves from a fire-fighting mode to a prevention mode & re-engineering.

TOTAL PRODUCTIVE MAINTENANCE Goals & Objectives:

1. To get the most efficient use of all production equipment (i.e. overall equipment effectiveness or APU). 2. To establish a total (company wide) PM system, encompassing Predictive Maintenance, Preventive Maintenance and Improvement related Maintenance. 3. To achieve full participation of equipment designers and engineers, equipment operators, and maintenance department personnel. 4. To effectively involve every employee in the Company from the shop floor associate to all aspects of upper management.

5. To promote and implement PM related autonomous, small-group activities targeted at continuous improvement of operating efficiency.

What is your definition of PM?

Preventive Maintenance ?

Predictive Maintenance ? Periodic Maintenance?

Have you heard of the other PM ? (Postponed Maintenance)

Lets postpone our preventive maintenance for one month so we can catch up Were behind, we need operating time, we cant shutdown right now. Potential Results: The Death Spiral Equipment breaks down unexpectedly Cycle time increases Production rejects or Scrap increases If you could just keep this Darn machine running we could catch up

An Alternative & Better Option:

Standardize the TPM Culture Maintain the discipline of the TPM plan

Potential Result: Im done my production run for the day, time to clean up and complete my TPM checklist
Based on the data, I think if I reinforce this bracket we can prolong the life of that drive belt

The TPM Paradigm Shift

Old Fashioned Attitude I operate, you fix I fix, you design
I design, you operate

TPM Approach
WE ARE ALL RESPONSBILE for OUR EQUIPMENT

Pre- TPM Conditions Checklist

(Check those which exist at your company)
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. Newly-installed equipment must be de-bugged. Customers products require higher quality performance. 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

?
?

? ?

Why Do We Need a TPM Program?

WHY

TPM ?

Manufacturing processes are becoming more synchronized as we drive WIP

out of our Lean Production Processes.

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.

In Summary:

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

Quality, Cost, and Delivery increasingly depend on equipment conditions. If your equipment wont run, not much else matters!!!

TPM
TOTAL PRODUCTIVE MAINTENANCE

Roles & Responsibilities Defined

Who does what? When do they do it? Why do they do it?

How do they do it?

For how long?

The Operators TPM Role

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 TPM Role

Critical Reminder

TPM cannot be implemented correctly without proper data collection.

Data collection requires a properly completed Production Control Chart or shop floor data entry - each and every shift. AND

An accurate emergency work order initiated by the operator, with breakdown situation clearly defined and repair detail completed by maintenance personnel. AND

An accurate planned work order initiated by operator with definition of PM

performed along with any observations.

The Maintenance TPM Role

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 upon data from equipment manufacturers and operators. Through data analysis and periodic diagnostic tests, perform appropriate maintenance to avoid predicted equipment failure.

The Maintenance TPM Role

Maintain work order system to provide data for above - calculate MTBF and MTTR. 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.

TPM

Autonomous Maintenance

Autonomous Maintenance
is a phrase coined by the

Japan Institute of Plant Maintenance

to describe the shift toward machine operators maintaining their own equipment.

7 Steps to Autonomous Maintenance

Step 1: Initial cleanup - 7S campaign Step 2: Identify and eliminate root cause of machine stoppages

Step 3: Establish data collection and standards to prevent reoccurrence of situations found in steps 1 and 2.
Step 4: Develop standards to routinely verify key operating parameters. (Standard Operating Conditions)

Step 5: Train work-cell associates on equipment function and the key parameters for good operation.
Step 6: Identify spare parts and tools required and availability. Step 7: Repeat above six steps for continuous improvement. Measure results: (Production Control Chart) Zero Machine Breakdowns Zero Set-up Time Zero Defects Zero Lost Time Accidents

7 Steps to Autonomous Maintenance STEP 1 Initial Clean-up (Outside of Machine)

Closely aligned with 7S Management and staff show commitment Clean, sand, paint Identify & Tag sources of defects/waste:
Gauge hidden Limit switch buried in debris Crack in housing Leaks Worn drive belt

The 7S System

1S

Separate

Separate and eliminate any unnecessary items

2S
3S 4S 5S 6S 7S

Straighten
Scrub Safety Spread Standardize Satisfy

Put all necessary items in order for easy access & cleaning
Clean everything: Tools, equipment and the workplace Ensure all Safety devises are in place and functioning correctly Make the cleaning & checking in steps 1-4 a habit in the workplace. Make it A Way of Life Standardize the previous 5 steps throughout the entire organization Satisfy the internal & external Customer

7 Steps to Autonomous Maintenance STEP 2 Repair Sources of Defects (Outside of Machine)

Apply the 5 Whys (Ask Why? 5 times) Replace cracked parts Replace worn seals Set-up workshops (one-point lessons) Modify equipment for easier checking and to eliminate sources of debris and contamination.

Create new Guards Create better access for chip removal Create Acrylic covers to see V belts and moving parts Make the workplace Visual

7 Steps to Autonomous Maintenance STEP 3 Develop Standards & Data Collection

Create Standards for clean-up and checking: What equipment should be Cleaned and Checked? How to properly Clean & Check the equipment? What points should be checked? Who should check? What check sheet should be used? How to react to changes? Establish standards for Data Collection Production Control Chart Standards are to prevent falling back to pre-existing conditions.

7 Steps to Autonomous Maintenance

STEP 4
Standards for Monitoring Key Process Parameters
Develop methods & standards to routinely verify key process
parameters - Standard Operating Conditions

Operator executes routine verification & adjustments if

necessary

7 Steps to Autonomous Maintenance STEP 5 Train Operators on Function & Troubleshooting

Operators, Team Leaders & 1st line Supervisors trained to
understand the basics of the equipment Hydraulics Air pressure Electrical/Electronics Lubrication Mechanical

One-point lessons developed Team-up engineers, maintenance, and operators Tear down equipment Analyze defects Present findings to steering committee

TPM Critical Activity

The One - Point Lesson
In-house training material used on the shop floor. Prepared to focus on a particular technical issue. Lecture is 5 minutes long, hands-on training, given
by the presenter to his fellow associates.

7 Steps to Autonomous Maintenance STEP 6 Provide Spare Parts & Tools Orderliness
Improve on supply activity Spare parts suppliers leveraged Spare parts stores at point of use Spare parts inventory on MRP Improve on tool availability Tool crib orderliness Frequently used tools and parts at work the station Shadow Boards, make Visual

7 Steps to Autonomous Maintenance STEP 7 All out Autonomous Maintenance

Repeat the cycle, the process never ends Monitor TPM Progress with Key Measurables Planned vs. Emergency Work Mean Time Between Failure (MTBF) Mean Time To Repair (MTTR) Quick Change Time Reduction Production Control Charts Zero Lost Time Accidents Scrap Reduction & Zero Defects

TPM
Goals & Objectives of

Autonomous Maintenance

Stabilize, control or prevent deterioration of production equipment Prevent degradation related failures Increase access and ease of inspection and maintenance Improve skill levels & personal growth throughout the Company Improve predictability through data analysis & improved communication

TPM
&

Breakdown Maintenance

TPM
Three Steps to Standardized Breakdown Work
1st 2nd 3rd
- Identify root cause - Eliminate cause - Standardize preventive work to eliminate reoccurrence

Identify Root Cause

Maintenance Technician reviews Pareto of production

control chart downtime codes.

Define elements within downtime code causing

process stoppages.

Detailed inspection of machine symptoms and identify

true root cause elements (Utilize the 5 Whys ?)

Brainstorm & create preliminary action plan

Eliminate Cause
Replace worn or failing parts.

Re-calibrate basic operating perameters

Eliminate each root cause for the answers to
the 5 why questions.

Try-out/Validate the Repair

Standardize Work
Write a detailed description of the repair including any
special techniques or requirements.

Determine the frequency that repairs need to be made.

Adjust TPM Autonomous work-list if applicable and
perform 1 point lesson.

Create a planned maintenance work-order to prevent

reoccurrence, include detailed instructions from above in database.

Breakdown Maintenance
Transition to

Preventive Maintenance
7S Activities Minor stoppages data collection
Breakdown Data

TAG Campaign

Review by Maintenance Teams

Unexpected breakdown data collection

Action plans for Permanent countermeasures by STRIVE teams Implementation of Autonomous Maintenance (Preventive) Standards

Implementation of Planned Maintenance Standards

TPM

Planned Maintenance

Planned Maintenance

Skilled Maintenance tradesmen primarily responsible. Re-adjustment of machines to bring back to initial state. Feedback breakdown information to planned maintenance system - analysis of data from Production Control Charts. Trend charting of breakdown data & performance: - MTBF - MTTR - Planned vs. Emergency Work Finding and coping with chronic defects. Machine accuracy control (calibration). Maintain schedule boards in each department: - Schedules for maintenance department - Schedules for operations personnel Control of: - Spare parts - Lubrication analysis - Vibration analysis

Planned Maintenance Objectives

Reduction of MTTR

Increase of MTBF

Less than 1% of total maintenance hours devoted to reactive maintenance

Planned Maintenance
Maximize Mean Time Between Failure (MTBF) Machine Breakdown Tool Breakdown Performance Degradation or Part Failure Minimize Mean Time To Repair (MTTR) Diagnose problem quickly & accurately Correct problem quickly & accurately Optimized machine set-up to make good parts Optimized Spare parts location & control

Analyze Data & Key Indicators Breakdown measurements Problem solving tools Vibration analysis tools, etc...

TPM

Upstream Maintenance

Maintenance Prevention

New Equipment & Tool Design Considerations Input from Breakdown Maintenance Input from Planned Maintenance Input from Work-cell STRIVE Life Cycle Costing Design reviews (operators, supervisors, engineers) Maintenance and operations manual preparation Define Installation, Start-up, and Adjustments Define Initial de-bug requirements Identify all Safety issues Define Preventive Maintenance Standards Autonomous Planned Work Skilled Trades

TPM Overview

THE BIG 6

TPM Targets 6 Big Machine Losses

1. Unexpected breakdowns.
2. Set-up and adjustments (Changeover). 3. Minor stoppages. 4. Actual operating speed versus designed speed. 5. Defects and/or reworking of defects. 6. Reduced yield between start of production and stable production.

1 of 6
Breakdown Losses
Sudden, dramatic or unexpected equipment failures
that result in loss of productivity. Examples: Drive system failures Electrical system failures Structural fatigue

2 of 6
Set-up and Adjustment Losses (Change over)
Downtime and defective product that occurs when
production of one part ends and the equipment is set-up/adjusted to meet the requirements of another part. Degree of loss depends on: Process Standards Maintenance level of equipment Maintenance level of tooling Operator skill level

3 of 6
Idling and Minor Stoppage
Production is interrupted by a temporary malfunction
or when the machine is idling. Contributing factors include: Defective products shut line down Disruption of production flow Mis-location of part Temporary equipment malfunction TPM Note: Accurate data for this type of loss must be recorded on the Production Control Chart.

4 of 6
Reduced Speed Losses

Refers to the difference between equipment design speed and the actual operating speed. Contributing factors include: Mechanical problems Defective quality Fear of abusing or overtaxing equipment Operator training

5 of 6
Quality Defects and Rework
Losses in quality caused by malfunctioning equipment
or tooling. Degree of loss depends on: Maintenance level of equipment Maintenance level of tooling Operator skill level

6 of 6
Start-up Losses
Yield losses that occur during the early stages of
production - from machine start-up to stabilization. Degree of loss depends on: Maintenance level of equipment Maintenance level of tooling Operator skill level Standardization level

TPM

Education

Ways to Spread the Knowledge

TPM Education Methods

TPM GEMBA Weeks/Workshops

7S Standards

Visual Management Process Flow Autonomous Work Checklists Display key process parameters
* Temperatures * Cycle times * Control settings

One-Point Lessons

TPM Key Indicator

Actual Productive Utilization

APU
A way of measuring how the 6 major losses are affecting your equipment.
OR

A way of measuring the amount of Value Added activity your equipment is contributing to your product.

APU Three Measurables

Availability: Improved by eliminating breakdowns and other stoppage losses. Optimizing set-ups and change over related losses.
Performance: Improved by eliminating speed losses,minor stoppages and idling. Quality: Improved by eliminating quality defects in process and during set-up.

APU Calculation

APU =
NOTE:

Good Pieces X 100 Scheduled Pieces

Scheduled Pieces =

Available Minutes Planned Cycle (Standard)

Example
Available Minutes

APU Calculation
Established Standard Cycle

480 minutes available per 8 hour shift -30 minute lunch -2x10 minute breaks 430 net minutes available or 25800 seconds

P/N 1234 = 2.5 seconds

Therefore Scheduled Pieces equals

25800 / 2.5 = 10320 pieces

If Assumed Actual for the day = 8300 pieces

APU

= 8300 10320

X 100

= 80.4% APU

TPM Reminder
Overall Objectives

Maximize Actual Productive Utilization (APU)

through total employee involvement.

Improve equipment reliability and maintainability as

contributors to quality, and to raise productivity.

To aim for maximum economy in equipment and manage

for the entire life of the equipment.

To cultivate equipment related expertise and skills among

operators and technicians.

Work-cell

TPM

STRIVE Workshop

STEP 1

Select a Work-cell & Perform 7S Initiatives

STEP 2

TPM Tag Campaign

Tag anything that cant be understood Tag anything that is wasteful Tag anything that makes it difficult to see what is going on

Tag anything that is malfunctioning

Tag hidden or difficult-to-see gauges Tag anything that is loose

Tag cracked housing or sources of leaks

Tag loose nuts or bolts

STEP 3 Corrective Actions

Work-cell Associates fix what can be fixed Tighten Screws, Bolts, Fittings, etc. Compile shopping list of work-cell based tool center needs Design & implement a work-cell based tool center Submit planned work Work Orders to Maintenance system Compile shopping list of One point Lesson needs Create TPM Project follow up List

STEP 4 Training & Standards

TPM
Work-cell STRIVE Goals & Objectives
Drive away from the need for Workshops and make TPM a daily Way of Life Work-cell personnel daily review & perform tasks on TPM checklists Work-cell personnel to review Daily, Planned Production requirements,
Quality issues, and Safety performance

Manufacturing Personnel to Conduct Weekly* STRIVE meetings. Review production control charts Pareto Downtime & Quality causes Define tracking method to find failure root cause Eliminate root cause Review OPC standards looking for improvements
* Daily, if process is out of control.