Total Productive

Maintenance (TPM)

A workshop for the East Midlands

Quality Club and Business Link
Derbyshire by Terry Ingham of
ABB Consulting

ABB Ltd 2002

Agenda
1. Introductions
2. Overview of Total Productive
Maintenance (TPM)
3. Understanding downtime (the six
losses)
4. The role of Overall Equipment
Effectiveness (OEE)
5. The 5Ss and where it fits in
6. Q & A
ABB Ltd 2002
Who are we?
S ABB Process and Business Consulting
(PBC) is a group of 40 management and
manufacturing consultants based in the
UK with offices in Derby, Warrington,
Humberside and Billingham

S We are part of a global network of ABB

consultancies comprising of 250 people
worldwide enabling us to bring together
local abilities with multi-national
capabilities for the benefit of our clients

ABB Ltd 2002

Facts about ABB
S ABB is one of the largest technology companies in the
world with broad industry knowledge and geographic
scope

S Around 160,000 employees in more than 100 countries

S Leading position (1, 2 or 3) in each product area

S Revenues in 2000: US$ 23 billion

S Orders in 2000: US$ 25.44 billion

S Headquarters: Zurich, Switzerland

S Listed on the following stock exchanges: New York

Stock Exchange, Swiss Exchange, Stockholm Stock
Exchange, Deutsche Börse Frankfurt, London Stock
Exchange

ABB Ltd 2002

 Total Productive
Maintenance

ABB Ltd 2002

 Total Productive
Maintenance
Total Productive
MANAGEMENT!
ABB Ltd 2002
Total productive maintenance: what does it mean?

Total = Everyone

Productive = No wasted activity

Maintenance = As new condition

ABB Ltd 2002

Total productive maintenance: a definition

“A process which involves people from

factory/office working together safely, in
small organised teams, to ensure the most
efficient working equipment and
environment possible”

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The ‘Pillars’ of TPM
TPM Organisation
Overall Equipment
3 > 5 years

Effectiveness

Autonomous
Maintenance

Maintenance
Preventative
Training
Kaizen
Where are you?

Management Commitment and Support

Sub-
groups
support
ABB Ltd 2002
 Sub-
groups
3 > 5 years

support
Overall Equipment

ABB Ltd 2002

Effectiveness

Autonomous
Maintenance
The ‘Pillars’ of TPM

Kaizen

Training

Preventative
TPM Organisation

Maintenance
Management Commitment and Support

TPM Management

SHE Management
Where are you?
The main issues that will need to be addressed:
T People

T Equipment

T Methods

T Losses/waste

T Performance measurement

ABB Ltd 2002

People issues include:-
T Attitudes

T Autonomous maintenance

T Teamworking

T Training

T Managing

ABB Ltd 2002

Requires a change in attitude from:-
“Its not my job”

“Its nothing to do with me”

“What’s the point”

“They don’t so why should we”

“It’ll do”

“Just get it going”

“Don’t tell me”

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Equipment issues include:-
T Condition

T Layout

T Design

T Spares

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Method issues include:-
T Cleaning

T Storage

T Information flow and accuracy

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Loss issues include:-
T Wasted time

T Wasted effort

T Wasted materials

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The six major losses :

1 Equipment Failure

2 Set-ups and changeovers

3 Start-ups

4 Minor Stops/Idling

5 Speeds

6 Defects/Rework

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Value and Non-Value
Existing Use of Time

1 2 3 4 5 6 7 Time

Cost

After Elimination of Non-Value Added Activity

1 2 3 4 5 6 7
57% Saving

After Compression of Value Added Activities

1 2 3 4 5 6 7
73% Saving
0 Time Taken

ABB Ltd 2002

Performance measurement issues include:-
T What data you collect

T How you collect data

T How you use data

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What is OEE?
S Is a high level measure

S Is universal (ie used in process industries and discreet

component manufacture)

S Is a manufacturing benchmark
S Is a ‘picture’ of the current situation (via a waterfall
diagram)

ABB Ltd 2002

Can be used to…
S Calculate current and historical levels of
operational effectiveness
S Provide a benchmark for targets and ‘World Class’
data
S Determine ‘the gap’ and to analysis current situation
and establish where performance can be improved
S Monitor the improvement process
S Provide improvement priorities and focus
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How is OEE defined?
S The starting point of OEE is Ideal Performance
S Running 8760 hrs
S At a maximum proven rate (MPR)
S With no quality problems
(RFT)

S Attributes losses from Ideal Performance to 3 core areas of

activity;
S Availability
S Product Rate
S Quality

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OEE - Availability

S Availability is reduced by…

S Shutdowns
S Breakdowns
S Changeover times
S Lack of skilled operators

Actual Running Time

8760 Hrs

ABB Ltd 2002

OEE - Product Rate

S Product Rate is reduced by…

S Failure to operate at the maximum proven rate (MPR) or
original equipment manufacturers specifications (OEMs)
S Minor Stoppages
S Idling

Actual Output

Actual Running Time

x
Maximum Proven Rate

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OEE - Quality

S Quality is reduced by
S Producing waste
S Defects
S Rework
S Start up losses
Good Output

Actual Output

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 OEE - summary

OEE = Availability x Product Rate x Quality

Actual Running Time Actual Output Good Output

x x
8760 Hrs Actual Running Time
Actual Output
x
Maximum Proven Rate

Good Output

8760 Hrs x Maximum Proven Rate

ABB Ltd 2002
‘World class’ OEE
S UK best about 40-50%
S World class generally accepted as:
S for single product process plant, > 95%+
S for batch plant, > 85%+

NB: Periods of no demand do not reduce availability

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The 5Ss (visible factory)

1st S Shift

2nd S Shine

3rd S Sort

4th S Standardise

5th S Stick to the Rules

ABB Ltd 2002

The 5Ss (visible factory)

In Japanese!
1st S Shift Seiri

2nd S Shine Seiton

3rd S Sort Seiso

4th S Standardise Seiketsu

5th S Stick to the Rules Shitsuke

ABB Ltd 2002

1st S - Shift (and store)
T Shift unnecessary items to store or skip them if
obsolete (no use anymore)

T Separate those items which are necessary for the job

from those which are not

T Single out priority items, keep them as close as

possible and in a convenient place

T Label up (tag) all equipment to be returned to store or

dumped

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2nd S - Shine

T Sweep and Shine the workplace

T Spring clean the workplace (make the garage look like the
kitchen)

T Secure your safety health and environment

T Stop leaks

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3rd S - Sort
T Secure a place for everything and store everything in
its place including...
T Tools for the jobs where they will be used the
most (use 80/20 rule)
T Consumables (consider using kanbans)
T Shopfloor material locations for in and out of plant
T Clearly identify work areas, equipment and routes
T Compare your work area to your kitchen

ABB Ltd 2002

4th S - Standardise
T Show that you can do everything in a standardised
way

T Show operating procedures in photographs rather

than words near the workplace
T Simplify equipment to make it easier to operate
T Store files, contents of cupboards, folders VISIBLY
T Get ALL shifts do everything the same way
T Keep the place tidy, clean and organised

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The 5th S - Stick to the Rules
T Support the process and DONT let it become just
another ‘flavour of the month’

T Seek to eliminate root causes of problems

T Schedule 5S routines and audits

T Set up structured monitoring to maintain the gains

T Make your improvements VISIBLE so you (and everyone

else) knows you have made a difference

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Seeing is believing…
T Our experiences show that up to 40% productivity
improvement is available just by getting organised
T Strangers should be able to operate in your workplace
T Signposts/shadowboards/training/cleaning
T Follow with simple tools and techniques for improvement
such as CEDAC and SMED
T 5Ss is the starting point for any improvement project
T Foundation for the commencement of MIT/Continuous
Improvement Teams
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Typical faults you will find include...
T Broken & damaged parts

T Excessive wear & tear

T Misalignments

T Dirty & poorly maintained equipment

T Rust & corrosion

T Leaks

T Poor connections & trailing wires

ABB Ltd 2002
Benefits of the doing the 5Ss
T Structure for working SMART not HARD

T Involves people

T Breaks down barriers between ‘them’ and ‘us’

T Easy

T Quick

T Visible

T CHEAP!

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TPM & 5Ss focuses on...
T Cleaning & Restoring Condition

T Monitoring & Inspecting

T Lubricating & Repairing

T Improving & Organising

T Training

T Measuring
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They address issues such as...
T Equipment condition

T Breakdowns

T Working methods

T Efficiency

T Skills & knowledge

T Standards & measurement

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They can help achieve...
T Greater efficiency

T Reduced failures

T Reduced defects

T Greater operator involvement

T Better use of the maintenance resource

T Less accidents
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Key requirements for success include...
T Long term commitment

T Determination to make it work

T Start easy – ie 5Ss

T Then move on to Autonomous and Preventative Maintenance

T Change up a gear though training to Kaizen and

Teamworking

T Use other tools as needed ie SMED

ABB Ltd 2002
So why don’t we do it?
T We think that it is difficult - its not!

T We think we need a consultant to help us – you don’t

it’s simple! but…

T Must deal with ‘WIFM’

T Must be ‘seen’ as important ALL the time!

T Standard practice often in departments such as

Warehousing, Stores and Laboratories

ABB Ltd 2002

So what now?

T Get organised

T Get cleaning

T Get visible

T Get fixing and...

T GET ON WITH IT!!!

ABB Ltd 2002