Total Productive Maintenance TPM: Luis Armendariz, P.E. MBA, 6

Total Productive Maintenance
TPM
Luis Armendariz, P.E. MBA, 6∂
Lean Systems and Operations Modeling
Copyright 2010 1
Agenda
• TPM History, Definition, Benefits and Roles

• Applying TPM, DMAIC & Metrics
• TPM Success (Benchmark Study in BioTech vs Food & Beverage
Processing Industry)
• RCA Techniques
• Current Challenges
• TMP to Infinity and Beyond
• Q&A
Copyright 2010 2
TPM History
Dr. Deming 1951 Nippon Denso Nippon Denso TPM Award

1900-1993 PM PM in 1960
Copyright 2010 3
Total Productive Maintenance
• Promote the collaboration between all departments to focus on the

durability of equipment
Copyright 2010 4
Definition
• Total: Total employee involvement
• Productive: Eliminate or minimize breakdown during
production
• Maintenance: Complete a preventive maintenance
program
Copyright 2010 5
Benefits of TPM
• Improves Teamwork
• Improves Equipment availability
• Reduces cost
Copyright 2010 6
Roles of TPM
• To target the major causes of poor performance (OEE )
• Involve operators in the routine maintenance of their equipment
• Improve maintenance efficiency
• Improving skills and knowledge
• To collaborate in partnership while having a common goal
Copyright 2010 7
Applying TPM
• Create a cross functional team
– D-Define
– M-Measure
– A- Analyze
– I- Improve
– C- Control
Copyright 2010 Luis Armendariz 8

Define DMAIC
D: Define the equipment, objectives,

success indicators, customers, cost

Measure 7 Losses DMAIC
TPM identifies the 7 losses
OEE= Availability x Performance x Quality
1. Total time available – shutdowns/startup – scheduled maint. - calibration
2. Set-Up
A
3. Initial adjustment time
4. Equipment Breakdown Time (TBF, TTR)- unscheduled maint.
5. Idling
P
6. Speed (cycle time) losses,
Q 7. Quality losses: start-up and in process quality

OEE DMAIC
OEE = Availability x Performance x Quality
Availability (Downtime Loss) = Operating Time / Planned Production Time
Performance (Speed Loss) = Ideal Cycle Time / (Operating Time / Total Pieces)
Quality (Quality Loss) = Good Pieces / Total Pieces
OEE Factor Shift 1 Shift 2
Availability 90% 95%
Performance 95% 95%
Quality 99.5% 96%
OEE 85.1% 86.6%
Note: Availability (TBF and TTR)

Copyright 2010 11
OEE “Pharmaceutical vs. Food & Beverage”
DMAIC
OEE
Copyright © 2007 Pharmaceutical Benchmark Study. Informance International. All Rights Reserved
Copyright 2010 12
Equipment Availability : TBF & TTR
(Breakdown Time) DMAIC
time
SETUP PRODUCE
U D U D U D U D U
During production time, machine is producing

(Uptime - green) or not producing (Downtime - red)
We define:
MTBF= Mean time between failures
MTTR= Mean time to repair
Copyright 2010 13
TBF-Unscheduled Down Time DMAIC
Mean TBF Line 1 = 34 hr

TTR -Unscheduled Down Time DMAIC
Mean TTR Line 1 = 18 min

Other Measurements DMAIC
• Time to Maintain TTM (Schedule Downtime)
• Cost to repair CTR
• Cost to maintain CTM
• Cost of Loss
• Cost of Yield Loss
Copyright 2010 16
Applying TPM: Analyze DMAIC
A :Define the resources, C&E

Brainstorming and Fish Bone
Copyright 2010 17
Applying TPM: Improve DMAIC
• I: Establish current and future flow map, describe all responsibilities of

operators and technicians.
Mean TBF Line 1 = 34 hr
Copyright 2010 18
Applying TPM: Control DMAIC
C: TPM Improvement Projects
Projects Effect Due Date Comp. Date Note

CIP cycle removed None
Sight glass change Leakage
Training: Clamp Human
Installation Error
Add cooling step Leakage
Visual Aid Posted Std
Work
Copyright 2010 19
Applying TPM “Where to Start ?”
• Start with an equipment pilot
1. Choose the right machine
2. Choose the right person
3. Choose the good time
Copyright 2010 20
TPM and other Lean Tools
• Overall Equipment Effectiveness
• Mistake Proof
• 5S
• Standard work
• Set up reduction
• Self maintenance
Copyright 2010 21
Justice to Root Cause Analysis “RCA”
A systematic method that:
Investigates as incident, attempts to understand the underlying causes and
generates corrective actions to prevent and mitigate incidents
Common Recommendations:
• Training
• Procedure Revision
• Repair or Replacement of broken equipment
• Restart the system
• Fix and go !
Copyright 2010 22
Justice to Root Cause Analysis “RCA”
Analysis Techniques
Brain Storming Fishbone 5 Why’s
Method of Elimination Clue Generation Diagnostic Tree

FTA
Leveraging Stratification FMEA

So what was the root cause of the failure?
FAILURE
Design &
Installation
Maintenance
Operations
Human Error
Mgt. Control
System

Management Control System “PDCA”
PLAN
DO
Management
Proactive Control
Analysis System Operations
What could go wrong?
ACT CHECK
Reactive
Analysis OEE
RCA
What went wrong? How much can you afford to lose?

Copyright 2010 25
COST of Non TPM
• “$30 Million Refinery Glitch Stalls Fuel Users – No Petrol for 2 Weeks”
• “Liquefied Natural Gas Project Back On Track after Production Train Repairs -
$300 Million Lost”
• “Refuelling Problems Delay $250 Million Terminal Operation – Jet Fuel Pipes
Contaminated”
• “330 Hospital Patients Suffer Cold Winter Showers for Two Days – Risk of
Spreading Infection”
• More than 4 million barrels of crude oil spewed into the seas off the U.S. Gulf
coast & 1.2 billion dollars in claims
Copyright 2010 26
TPM Implementation Challenges
• OEE measures
• RCA
• Leadership (Who Should Lead TPM ?)
• Employee training, development & compensation
• Employee Turn Over
• Collaboration
• Accountability
• Defined Responsibilities
• Spare parts and tools inventory mgt.
• 5S
• Visualize Standard Work and Maintenance Instructions
• Share best practices
Copyright 2010 27
TPM to infinity and beyond
• Asset Management and Spare Parts Inventory Management
• Predictive Maintenance
• Reliability Centered Maintenance, Ultra-Reliability and DFR
• Human Performance
• Information and Employee Communication
• Learning organization
• Management Control System
Copyright 2010 28
Conclusion & Recommendation
• Decrease the firefighting !
• Increase Collaboration between departments
• Avoids stress in a breakdown
• Visual Maintenance
• Standard Work Maintenance
• Increase productivity
Copyright 2010 29
Questions ?
Luis Armendariz
luisarmen@prodigy.net
Resources:
TPM - Japan Institute of Plant Maintenance
IIE –Process Industries webminars : http://www.iienet2.org/Landing.aspx?id=887
Lean Management Database Tools: http://www.ProtimeSystems.com
Copyright 2010 30

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Total Productive Maintenance

• TPM History, Definition, Benefits and Roles

Dr. Deming 1951 Nippon Denso Nippon Denso TPM Award

• Promote the collaboration between all departments to focus on the

• Total: Total employee involvement

• Productive: Eliminate or minimize breakdown during

• Maintenance: Complete a preventive maintenance

• Improves Equipment availability

• To target the major causes of poor performance (OEE )

• Involve operators in the routine maintenance of their equipment

• Improve maintenance efficiency

• Improving skills and knowledge

• To collaborate in partnership while having a common goal

• Create a cross functional team

Copyright 2010 Luis Armendariz 8

D: Define the equipment, objectives,

Copyright 2010 Luis Armendariz 9

4. Equipment Breakdown Time (TBF, TTR)- unscheduled maint.

Copyright 2010 Luis Armendariz 10

OEE = Availability x Performance x Quality

Availability (Downtime Loss) = Operating Time / Planned Production Time

Note: Availability (TBF and TTR)

During production time, machine is producing

Mean TBF Line 1 = 34 hr

Copyright 2010 Luis Armendariz 14

Mean TTR Line 1 = 18 min

Copyright 2010 Luis Armendariz 15

• Time to Maintain TTM (Schedule Downtime)

• Cost to repair CTR

• Cost to maintain CTM

• Cost of Yield Loss

A :Define the resources, C&E

• I: Establish current and future flow map, describe all responsibilities of

C: TPM Improvement Projects

Projects Effect Due Date Comp. Date Note

• Start with an equipment pilot

1. Choose the right machine

2. Choose the right person

3. Choose the good time

• Overall Equipment Effectiveness

Brain Storming Fishbone 5 Why’s

Method of Elimination Clue Generation Diagnostic Tree

Leveraging Stratification FMEA

Copyright 2010 Luis Armendariz 23

Copyright 2010 Luis Armendariz 24

What could go wrong?

What went wrong? How much can you afford to lose?

• Asset Management and Spare Parts Inventory Management

• Reliability Centered Maintenance, Ultra-Reliability and DFR

• Information and Employee Communication

• Management Control System

• Decrease the firefighting !

• Increase Collaboration between departments

• Avoids stress in a breakdown

• Standard Work Maintenance

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