Fotal Productive M Piensee : Training Textbook ed ~ Appendix Total Produ five Maintena e.Chapter II Chapter V Table of Contents Outline of TPM 1. Outline of TPM History of TPM Features of TPM 5 Principles in TPM Development Outline of the 12 Steps of TPM Development Program Loss Structure and Concept of Equipment Efficiency 1. 8 Majot Equipment Losses 2. How fo Catealate the Overall Equipment Efficiency 3. Case Study for Improvement of Overall Equipment Efficiency 4. 5 Major Manpower Losses 5. 3 Major Material, Die, Jig, Tool and Energy Losses 6. Chronie Loss 7. Basie Concept of Equipment Eficiency 8. Concept of "Zero Pailure” and its application Concept of and How to Advance “Kobetsu-Kaizen” 1. How to Advance “Kobetsu-Kaizen” 2. Analytical and KAIZEN Techniques for “Kobetsu-Kaizen” Implementation and PM Analysis How to Advance “Jishu-Hozen” 1. “Hisbu-Hozen” 2. Concept of “Jishu-Hozen” Development 3. Role of Operation and Maintenance in "Jishu-Hozan" Activities 4, How to Advance "Tish-Hozen" 5. 14 Key Points for Success in “‘Tishu-Hozen" Development Planned Maintenance System Classification of Maintenance Activities Roles of Operation and Maintenance Divisions Responsibility of Maintenance Roles ‘Themes on Management Structure Approach foward Maintenance Planning Establishing the Planned Maintenance Structure "Zero Failure” Activities Standardization of Maintenance Activity 9, Maintenance Plan 10. Organization and Management of Maintenance Budget 11. Maintenance and Utilizing the Maintenance Record 12, Replacement Parts Management 12, Predictive MaintenanceChapter VI Chapter VI ‘Chapter VIII Chapter 1X ‘Chapter X Appendix Operation and Maintenance Skill Upgrade Training ‘What Do Skills Mean? Ability Most Wanted from Operators Ability Wanted from Maintenance Men Kick Off 6 Steps in Education and Training Activites Operation and Maintenance Skill Upgrade Training Education and Training in Developing Ability to Accomplish Job Approach to and Implementation of Initial Control Initial Control Activities Approach to LCC Kick Off Initial Control Activities in 4 Steps. Product Initial Control Activities ‘Equipment Initial Control Activities Hinshitsu-Hozen Concept and Implementation 1. Necessity for Hinshitsu-Hozen 2. Whatis Hinshiteu-Hozen? 3. Basie Hinshiteu-Hozen Concept 4, Preconditions for Promoting Hinshitsu-Hozen, 5. How to Kick Off Hinshitsu-Hozen (10 Steps) Implementation of Office TPM Activities 1, Necessity for Office TPM 2. Roles in Office TPM 3. Approsches to TPM Activities in Office TPM 4, How to Advance “Kobetsu-Kaizen” Activities Bui g a System for Managing Safety, Health and the Environment 1. The Importance of Building a System for Managing Safety, Health and the Environment 2. The Safety Programme — No Company Can Survive and Prosper without Health and Safety in the Workplace 3. Developing WorkerFriendly Workplaces 4, Initiatives Demanded by Today's Recycle-Oriented Society 5. Some Management Indicators 6. Reference Total Productive Maintenance for Process IndustriesCHAPTER! Outline of TPM Contents Outline of TPM History of TPM Features of TPM 5 Principles in TPM Development Outline of the 12 Steps of TPM Development Program JilJiltn 1 Outline of TPM TPM means productive maintenance (activities in which all workers of a corporation are required to participate) and stands for total productive maintenance. TPM: T stands for “Total” P stands for “Productive” M stands for "Maintenance" Recently, "P" denotes "Perfect or Production”, while "M" includes "Management" besides maintenance. In order to have the essence of TPM understood. We will explain the necessity, history, definition and features of TPM, TPM goal, the current TPM situation, the effect of TPM, and so forth. 1.4 Necessity of TPM - Why is TPM required now? (1) The economic environment surrounding corporations becomes even more severe and total elimination of waste is required for the survival of the corporation. Therefore, wastes generated due to the failure shutdown of facilities which have been built with huge investment and wastes such as defective products should be absolutely eliminated. (2) Requirements for product quality become even more stringent and not even one defective product should be allowed. Quality-assured delivery of total quantity is now taken for granted. (3) The small-lot production of various kinds of products and shortening of production lead time have been strongly required to meet diversified customer needs. That is to say, TPM to reduce the 8 major equipment losses to zero has been recognized as necessary for corporate survival. (4) Avoidance of the three Ds (Difficult, Dirty and Dangerous). Worker preference for employment in the service industry and shorter working hours can be seen as a spreading tendency making the acquisition of a sufficient work force more difficult. Increases in life expectation and a higher- educated society have also contributed to making the recruitment of staff for maintenance of conventional production facilities more difficult, Accordingly, the introduction of TPM to reduce the 16 major losses in equipment, manpower, material, dia, jig, tool and energy utilization to zero for corporate survival is required. i Lsessot onaduew sole g + (299 pue 2481u ‘2uun ys9y) uoneiede weld peuuewun) quSwaunba, Jemoduew eonpay ‘VOnEZHEWOINY s010pHOM auno9s 0} MOBIC oseo) juausinbe ole g + ‘sonposd yo spuny sncues pwuowaperd wrHeWs + ‘uonlonpoid Ss3901c-U} 0M $380%8 0187 yonpoad Ayjenb-8iqedas0e ,JOYS-BU,, ‘Suu pest uogonpoud yo Buueyoys Speen peysienig AUBZOH-NSAUBUIHy « soajep o1ez + ‘sjonpo.d oajosjep yoked 0) suompucs BBeUEW pUE jos. queweunbe Ayenb juebuigs, 2 semanas { sxmsmel Aaueioiys {uonanpoid) juatidinbo wnuxew Bursyyoe YEnouyy UOONp: sea ONSeIq Jeayuns 40) vononpel 3s 19Jilin 1.2 Relationship between Total efficiency in the equipment means the improvement of productivity. In other words, it aims to yield greater output (product) with less input (cost) for achieving the optimum cosveffect ratio. put" and “output” in production activities [customer ordertsates plan 5 | Produce good products Production planning Manufacuing | ree eo cieante, Waterialand gary Ve Frosty fp (S8bficion energy Delivery JD [investment in} equipment ~ { Saftey «8 Morale (M) Mi [Management| method various equipment and thelr aulomatization, Fund (A) < Fund (B) [Build in quality with each process] —> [Build in quality with the equipmeny] Productivity = B_ [Key element to production is equipment] IPA In order to reduce the fund(A), it is necessary to make use of various management techniques, such as improvement of the equipment efficiency (Improvement of overall equipment efficiency), efficient utilization of manpower, materials and energy. (Losses in dies, tools and jigs cost should be kept to zero), and to eliminate the 16 major losses in production as much as possible.Jif Relationship between “Input” and “Output” in Production Activities Input Money Technique Output Man Machine | Material . Production Production » Control Quality Quality Controt Delivery Delivery Control Cost » Cost Control Safety & Safety Pollution Prevention Morale ‘) Human it Jb Ly Relations -| Output Pusat = Powenny Manpower Plant Eng. | Inventory Management & Control | Uitimate Goal Maint i Method laintenance of Operation Fig. 3Jilin 13 Structure of losses encountered in production activities In order to achieve high production efficiency, TPM is aiming at eliminating the "16 major losses" which obstruct production efficiency. What are the 16 major losses? 134 (1) 8 major losses obstructing equipment efficiency 7 major losses obstructing overall equipment efficiency 1) Equipment downtime loss + Equipment failure loss + Set-up & adjustment loss * Cutting blade and jig change loss + Start-up loss Other downtime: Management losses and such waiting losses as: awaiting instruction loss, awaiting material loss, awaiting personnel distribution loss and quality confirmation waiting loss (Adjustment of measurement) 2) Equipment performance loss ‘* Minor stoppage and idling losses + Speed loss 3) Defect loss * Defects and rework lossJit (2) Losses in equipment loading time * Shutdown loss. Other scheduled downtime losses due to no loading, no material and labor shortage 4.3.2 5 major losses obstructing manpower efficiency 1) Production manhour loss + Management loss Such loss as awaiting instruction or awaiting. material * Operating motions loss Production manhour loss such as equipment awaiting breakdown and equipment performance loss Method/Procedure loss, skill & morale loss 2) Line organization manhour loss + Line organization loss * Loss due to failure to automate Automatization failure loss: * Logistics loss Transportation loss 3) Defect quality loss + Measurement and adjustment loss 1.3.3 3 major losses obstructing efficiency of material and energy! utilization ‘+ Material yield loss: Defects quality loss, cutting loss, start-up loss, losses in weight, losses in overages + Energy loss: Start-up loss, overload loss, temperature loss * Die & too! lossJilin e164 arpa ea runs pao 29pm Ua “Ee ma Fo oT Seo) sont ab oe | onto | - seroma: Le soca are mo sessing af) Sp sonowows (seas = can oaangy non a e006 =a Scenic} sans seen pn ops] ————>, aes — ome [fe wnt oaeica] cme | E emi BH Poenusies | 8 4 - sop sump 7 me 2 oun smoquom | mcrae sumed oaurwaynnd Bupeasdo 1p sa ee ones i emp | wal eanae srogam [| eanar, sips | |p e va pauoruedo ray) woven f sonsupery | snorsa'irpor soem ngmsiprdo re a= ‘iia cog (sso snot (sassor] Jofepy 91) sonlanoy UoHonporg Sung amanng sso]1.4 Response to production automatization With the progress of FA (factory automation), the scope of work and technological ~ levet required for the production operator or maintenance man have changed, Accordingly, the work description of the production operator and maintenance man © should be reviewed, and raising the technical skill level of those people becomes necessary to meet the rapidly progressing FA. FRetced nanpower [Exergy saving [Prcicrviny improvement Subitized improvement of | c= [Reliability improvement product accureey [shortening of lead tine [Rediction ia lead time t (otonaTiaton of cach equipment lnroducrion of FA sysiems inc ce plants where mass eissonof production fyoten and equipement | Joann ore eves gpes of prowess Ageetinelget seme [ising NS ia be pans whee amtice | Sub which a for | Paar econ Jredsio afvecns Kinds fran onde Sinn eas emetsndteniews | legen ctl ver oreo dep end high ecacacy, or sophisticated peotecsin. hie is nese t __ [Baia Tae ss roger of cae ora 1 Jroseat cw eng casos lesion Doms eccheatpnect Peer asa fncewecrhamft sinters comanpico | tropes ofc campus jimmanseseald eaten | cotharainc aenicowunan | [Pages ofhphaccmy savor fasette mee technology }oiinor fsilure in cauipmen: or |Low pricing of prodaces i Er " manipulation, disgnosis, operating standards, adjustment, repair and {correction (mostly replacement) andor other novdesary actions lenipmen fueron, derecting oma lorpretierng equipment bert ‘Min replacement {Specialist _,Mul-skilled echaician Totally skied technician Fig. ILS Production Systems JifJiln 1 Bis “yuaurdmnbo ulequteU 0} , SSUT9q TRUM Jo sfo,, ayp stay soonpord uourdmbe pouueuay) ay o payeuioyne JON peremomny i | oueUoyUre Ay uoneindgQ uonezewojne uononporg uoHeZHEWORNY UOHINporg Jo UOHIyJil 2. History of TPM PM is a unique Japanese system which has been developed from the PM concept (preventive maintenance or productive maintenance) introduced from the U.S. A. 1 Progress of PM 2.1.1 TPM has been developed based on the PM (preventive maintenance or productive maintenance) concept and methodology introduced from the U. S. A PM originated and was developed in the U. S. A and has been introduced into Japan ~asexplained below. (1) Preventive Maintenance (PM: 1951 ~) can be said to be a kind of physical check-up of equipment and also a kind of preventive medicine for the equipment. Just as the human life expectancy has been expanded by the progress in preventive medicine to prevent human suffering from disease, the plant equipment service life can be prolonged by preventing premature equipment failure. (2) Corrective Maintenance (CM: 1987 ~) is a system in which the concept to prevent equipment failures has been further expanded to be applied to the improvement of equipment so that equipment failure can be eliminated {improving the reliability) or equipment can be easily maintained (improving maintainability). (3) Maintenance Prevention (MP: 1960 ~) is an activity to design the equipment and line to be maintenance-free. As the uttimate goal of the ‘equipment and line is to keep them completely maintenance-free, every effort should be made to try to achieve the ultimate ideal condition of “what the ‘equipment and the line must be.” All these activities to improve equipment productivity by performing PM, CM and MP through the fife cycle of equipment is generally called productive maintenance (PM). naaMilin 2.1.2 In 1971, Nippon Denso Co., Ltd. first introduced and successfully implemented TPM in Japan. They won the PM Excellent Plant Award for their activities. This was the beginning of TPM in Japan. Since then, TPM has spread throughout Japan, especially in the Toyota group. (1) However, TPM has made a gradual change and the tendency to implement Condition Based Maintenance (CBM) can be seen from the early 80s.Jil soueUsUeU <<, ueuajurem poseq our] 6g Wd “SOUBUATUIEW SATONPOig |.L. ———————> SOUBUSIUIEW @AUSASIg OL6t O96) SOURUSTUIEW UMODYeSIg OséL ueder ul Wed Jo Aioisin ir)Jilin 3 Features of TPM 3.1 Features of TPM (1) Economic efficiency ("Profitable PM") (2) Total system (MP-PM-CM) (3) “Jishu-Hozen” by operators (Small group a ies) Since the first feature of economic efficiency is common to TPM, Productive Maintenance and Preventive Maintenance, and the second feature (total system) is ‘common to TPM and Productive Maintenance, it can be said that the feature of “Jishu-Hozen" by operators is unique to TPM. Even though the features can be classified in this way, the features of (1) and (2) have not yet been pursued to their limit in the production activities of each corporation. naaJif G) “Joshu-Hozen” by operators (Small group acitvities) Q) (1) Total Economic System: efficienty (MP-PM-CM) | (“Profitable PM”) oO Oo Features of TPM > O Features of Productive Maintenance Features of Preventive Maintenance Fig. |-8 Relationship between TPM, Productive Maintenance and Preventive MaintenanceJilin 61 O14 “sdnou6 jjewus Buiddejeno jo si noe au} yBnosy} Sasso] o1ez Bulnalypy “S pue ‘suojesedo eulj-u0y 0} jueweBeUeW do} Woy ‘uOeZIUeBJO Ue Jo JaquaW Aare BuIAjoAU| “p ‘uaweBeuew pue sajes ‘ueuidojaaap ‘uononpoid Buipnjou! uoneziuebso ue yo suoRoUN, |!e BUlAOALy “Eg “ajoAo-ayy] Wayshs UoHONpod SujjUS Sy} Ul ,SUMOPYe2Ig-019Z, PUR ,S}BJOp-OJ9Z,, ‘,SJUSPIOIe-019Z, se sjoBue} ,019Z-0}-UOHONpal, YONs sAelyoe Pue SEsso jUeAeid 0} We}sAs ,Nsynqueb-equeb, e BulziuebiC “Z ‘ssauanqaeyje Wess UoNoNpold eziwixew jm Jeu} B1N]jNd eyesodsoo e Bulysiqeisy “) ye sue Wd (WdL @pmAuedwiod) dL Jo uo! agJil 2. Definition of TPM -TPMis defined as follows: .21 Aiming at forming a corporate culture which can pursue the maximum possible efficiency of the overall production system. Operator's skit Operation standards [oui] (sear astrction of operation Products ‘ uaa Dative: seca “ANG energy Producers Information I Service i Event csi : Eleezicisy se fc sa so — con ae Temperature ‘Support material and Industrial water ome ‘ms o " Tools ane jigs soe caine, one eon one u Fig. |-10 Structure of Single Process Production System ‘combined production line consisting of many single process lines is a production __ system which is higher in fevel than single-process production. The plant which consists of many production lines is a production system which is higher in level than the single-production-line system. 322 Establishing the system at "genba-genbutsu" which can prevent various losses and achieve such "reduction-to-zero” targets as "zero- accidents", “zero-defects" and “zero-failures” in every equipment life-cycle in the production system. 14KMln Relationship Between Life Cycle of Production System and TPM Tife ovele of production system TEM aclivity 3 Plan and design | ¢ Rasy-to-produce product design 3 | — _____ « Program to prevent losses 2 Construction or building up : ‘Operation and maintenance ‘Setting conditions to prevent losses € ‘©Controiting conditions to eliminate losses = oa ‘elmprovement of production system Making the loss jevel zero by “preventing losses” is the philosophy of TPM, and establishing a system to prevent losses at "genba-genbutsu" is one of the TPM features. 3.2.3 Inall aspects of development, production, sales and management Tran ocr gaa] Fig. I-11. From Production Department TPM to Companywide TPM ta7 -Activitie: ‘amaximu develop The tar and the “is indis “level, r -pintrodu point ic_Adtivities conducted by the production division alone are inadequate. To pursue the ‘maximum possible efficiency of the overall production system, TPM must be developed with all the company departments participating. 3.2.4 Allemployees being involved from the top management to frontline operators. ‘The target is to change the people's mind or behavior to pursue "what the equipment and the line must be" and to change the corporate culture. For achieving this end, it isindispensable that all employees at each level, especially the top management Jevel, must participate in the activities. Unless top management itself is eager to introduce TPM, the corporate culture change will not be possible. Another important point is the concept of “all the workers’ participation" which means that the corporation is operated with all workers participating. TPM is an all-worker- participation type management, and priority is given to respecting the human being. Table I-1___ Comparison of Dictator Type Management and All-worker-participation Type Management Jil Category Characteristics Effect © High productivity can be achieved within a short period. Dictatortype | Management based on order and control | * Lack of reliability (Autocratic management) ‘* Productivity would decrease over a long period of operation, ‘Management based on seif-decision and seif- |* Solid reliability ‘control © Higher productivity assured Allworker- |. Operation based on the cooperative ver a long petiod partcipation type | relationship and support principal (small group |2. Decision making by consensus, problem activity) solution by the group 3. Setting a higher target of performance to be achievedJilin 3:28 Achieving zero loss level through the activities of overlapping small groups in an hierarchical system. President ‘Company wide TPM promotion committee Plant Manager Plant TPM promotion committee Section Chief Section TPM. promotion committee Sub-Section Chief Foreman TPM promotion committee Supervisor (Leader's Meeting) Small group formed at the production site Front-line Worker, (PM circle) Fig, 12 Overlapping Small Groups in an Hierachial System TPM should be performed as a job and if small group activities can be conducted at each level in the company and they can perform their own functions properly at each level, "zoro-loss" will be successfully achieved. The leader of each small group at each level must be the person in a managerial position of the company. By developing those kinds of activities, the company policy or target would be transmitted to the lower level of small groups, namely the frontline of the company, by the top-down channel and can be fully understood by them. On the other hand, the opinions, suggestions and proposals made by the front-line groups will be transferred to the top management, resulting in good communication between the top management and the frontdine operators. 1n40Jitt 326 "T* of TPM stands for TOTAL: Total denotes the “total improvement of efficiency" set forth in ‘the first clause of the definition. Total denotes the “total life cycle of production system" set forth in the second clause of the definition. } Total denotes the "total departments" set forth in the third clause and the “total workers participation” set forth in the fourth clause of the definition, respectively. 33 What TPM aims at: What TPM is aiming at is "to restructure the corporate culture through improvement “ ofhimman resources and plant equipment”. 3.1" What the improvement of human resources means is educating and fostering the employees who can respond to the new demands of Factory Automation. - The employees are required to acquire the following abilities. (ty Operators ~ Ability to restructure “Jishu-Hozen" (2) Maintenance staff ~ Ability to restructure high-quality s maintenance (3} Production engineers ~ Ability to execute the maintenance-free equipment plan 332 TPMis aiming at improving plant equipment through improvement of human. e resources, To restructure the plant equipment performance, the following must be done: (1) Increase total efficiency reforming the existing plant equipment performance. _ @) ‘Life Cycle Costing-considered design of new equipment and minimizing their run-up time. 1-onJilfn F 3.3.3. As mentioned above, TPM aims at restructuring the corporate culture through improvement of both human resources and plant equipment. Its basic concept is as mentioned below. Basic Concept of TPM 1. Building up a profitable corporate culture. -- Pursuing economic efficiency and zero-accident, zero-defect, zero-failure 2. Prevention philosophy -- MP, PM, CM 3. All workers’ participation (Participation in management, priority given to human being) -- Organizing overlapping small groups in an hierarchical system, “JishuHlozen" activities by operators 4. "Genba-genbutsu” — Maintain equipment and operation at “what the equipment and the work must be.”, visual control, keeping a clean working environment 5. Automatization and unmanned plant operation ~- Creating the unmanned working environment 3.3.4 TPMis also aiming at restructuring the corporation culture by improving the formation of the human resources, organization and functions in the clerical, design, sales, R & D and other departments.Jif eH Bia aunyino syexodios ou Bu:acsdun} t um runs ota BuruMUIL pue woUIdinbe Meu, UBISEp palep:sU0%-001 (2) WauKibs Buysre aio Burduenas yfnany AaLseUs Wey (4) t etd wouxdnbo sey-eovevamen aoe Ofyy: —seBuIBUe UoRNPOd (C) soueueew Ayend-yBlu wioped or Aga : uur soueuetuery (2) Haz0H 94s, aoyad of pay vorsrad (4) oneuciny Ajee, 0 spew 1g 0 puedo) Ueo A=4 YN 06 EEAOydue 9}e0}pue syeanD wrousdbe yueyd pue SeUUNOSey LEWUNY JO jUEWENOUCU! YBNOILY auAIND apEsOCOD aU amNgongsal OL ye SWwIY Wd 24MJilin b 4 § Principles in TPM Development (1) Establish the system to achieve production efficiency. 1) "Kobetsu-Kaizen" e 2) "ishu-Hozen" 3) Planned maintenance ' 4) — Education and training for operation and f maintenance skill upgrade (2) Establish initial production and flow control system for new products and equipment. (3) Establish the "Hinshitsu-Hozen" system. (4) Establish the system to realize operation efficiency in the administration departments. (5) Establish safety, hygiene and working environment protection systems. 44 Role of each principle in TPM Even though TPM activities are mostly performed by those who engage in the equipment, you are wrong if you think that the activities should be implemented by those who are in the operation department. TPM activities should be implemented by small groups formed by the people who belong to every related department, including equipment planning and maintenance. + Itis also important that the cooperative companies which are helpful in achieving the parent company's production efficiency should be involved in TPM activities. to94Mtn "42 Role should be shared by all the production departments which are 2 related to the equipment ’ Fisstof all, in implementing KAIZEN activities to attain equipment operation : efficiency, such improvement activity staff as managers and supervisors should lead “the‘activities. This activity is called "Kobetsu-Kaizen" or "Hinshitsu-Hozen". ‘The maintenance department should establish a system to perform scheduled maintenance so that the production will not be hindered by equipment failure. This is ‘called "Planned Maintenance". With periodical inspections and the equipment. e | diagnostic function, the timing for maintenance can be predicted. "in addition, planning departments such as production engineering should make _ efforts to promote the “Maintenance Prevention system* completion, which allows | © stable production operation from the early stages after the equipment has been _installed, as well as to design the maintenance-free equipment. The sections which plan and promote the company wide TPM should be required to launch the “education and training” programs in a timely manner when necessary. 1-04