TOTAL PRODUCTIVE MAINTENANCE AND RELIABILITY NOTES

• TOPIC 3: Understand the steps on how to standardize and prepare for autonomous maintenance
and understanding how to create the teams needed and do task transfer and as well as the make
responsibility spreadsheets and PM teams.
• TOPIC 4: the TPM education and training pillar, equipment training.
• TOPIC 5: Understand how to apply 5S steps in Total productive maintenance

(Answers in Red ink)

I. Enumeration
1. 5 Major questions asked for chemical hazards.
1. is it possible to expose the operator to any harmful chemicals, liquids, or gases?
2. does the operative use any chemicals or acids for cleaning?
3. does the operator handle any chemicals, fluids, or gases?
4. is it possible for the operator to make mistakes?
(Connect lines incorrectly, forget to close the valve, open/close the wrong valve)
5. can any materials escape from open ends?

2. 4 equipment related skills that operators should have.

1. minimal technical experience (or passed the practical test)
2. should understand the theory of their task / tool / equipment well
3. should know how to carry out their tasks with no supervision
4. should know the task well enough to teach it

3. 6 things that teams should look for in initial cleaning and inspection.
1. scale of implementation
2. timeline for implementation
3. evaluation of costs and allocate funding
4. introduction and promotional plan
5. implementation goals and plan
6. identify training and resources

4. 5 Pre-requisite training for TPM teams

1. introduction to TPM
2. team-building skills for the whole team
3. train the trainer
4. root cause analysis for faults
5. general equipment safety and risk assessment procedures
TOTAL PRODUCTIVE MAINTENANCE AND RELIABILITY NOTES
II. Essay

1. Discuss how can Autonomous Maintenance be sustained in a manufacturing

company and give an example situation.(20 PTS)

To sustain continuous improvement, manufacturing organizations must prepare

for, implement and sustain improvement and their competencies by covering a broad
range of issues including: Innovative Thinking (structured/creative problem solving, rapid
product/service design); Developing Teams and Individuals (team building); Effective
Leadership (strategic planning, operational planning, policy deployment, strategic
negotiation & procurement, future state planning); Access to Knowledge and Expertise
(lean service & manufacturing, risk management, process redesign, six sigma, etc) and
specific skills (value stream analysis, process analysis, 5S/visual management, SMED,
Jidoka, SPC, DMAIC, Kanban, DFMA, FMEA/FMECA) for attaining long term core
competencies and market leadership.

Further, the TPM audit process and TPM Gap Analysis must be put into place for
evaluating the evolution of permanent changes taking place in the organization. The
appropriate auditing and monitoring system should be developed to improve TPM results
continuously.

A concrete example to implement these is to do: daily stand-up meetings - for

operators and their direct managers to huddle up each morning to discuss how things are
going. By allowing each person to discuss what is working well and mention any issues
they've encountered. Other agenda items include lessons learned, manpower status,
management updates, and the day's targets and actions. Daily stand-up meetings might
highlight struggles operators are dealing with or introduce changes from upper
management that need to be incorporated.

Organizations could also use work order software to automate and keep track of
work order creation and maintenance data. Sample software available: “TPM Pro” – a
system created to manage, monitor, and control all maintenance activities in the Process
or Manufacturing Industries. It supports the Total Productive Maintenance (TPM)
approach by providing proactive information online for machinery and maintenance
related data.
TOTAL PRODUCTIVE MAINTENANCE AND RELIABILITY NOTES
2. Give counter-measures that can be carried out to reduce or remove possible
hazards. Give specific examples of each (30pts)

1. Eliminating risks:
Example: risks of burns or touching hot/extremely cold surfaces
List of checkpoints to consider: Is the heat source covered with thermal insulating
material? Is the insulating material broken, damaged or loose? Are there suitable
‘Caution! HOT!’ warning signs?
Eliminate risks: Thermal insulating material is placed over hot parts, but any
uncovered parts should be protected by guard rails. And if there is a possibility that an
electric motor, etc., may get hot, then a thermosensitive label should be applied to it, so
that any temperature rise can be spotted straight away.

2. Substituting the hazard:

management can substitute the risk with something less dangerous.
Example: harsh cleaning chemicals can be exchanged for non-toxic cleaners that
may take more effort to use but are just as effective

3. Engineering controls:
implemented to control the hazard. Example: increasing ventilation in indoor
spaces so fresh, clean air is provided in an attempt to prevent contaminated air.

3. How can we measure the competency of the TPM team members (10pts)

One way to measure the competence of TPM team members is to use the Gap
Analysis Competency Assessment. This also is a good reminder that simply having all
the jobs filled isn’t enough. All the jobs have to be filled by employees who exhibit the
necessary competencies.

Next would be the Role Competency Matrix. It is a tool used to document and
compare the required competencies for a position with the current skill level of the
employees performing the roles. It is used in a gap analysis for determining the critical
training needs also as a tool for managing people development. It can also be used in
succession planning as a means of identifying employees who have critical skills needed.
TOTAL PRODUCTIVE MAINTENANCE AND RELIABILITY NOTES
4. Discuss the major activities involved in Seiri and Seiton with practical examples
each. (20PTS)

a. SEIRI: to get rid of anything that is not needed to make or maintain the making
of the product

Example: Red tags are used to identify items in the work area whose immediate use or
need is unclear. This tagging system will help answer questions such as: What is this?
Should I keep it, store it, or dispose of it? If I need it, how many should I keep?

5S Red Tagging items are often placed in a separate location called a red tag area. They
stay in this area for a specified period of time—so management can determine whether
they’re necessary or can be removed, recycled, or given to other departments that might
need them. If an item is necessary, return it to a logical place in the workspace where
those who need it can easily access it.

b. SEITON: systemize, set in order

1. Using Floor Marking Tapes and Signs can assist in several areas:

-To designate stock areas.

-Creating loading and unloading areas.
-Define aisles, pathways and hazardous areas.
-Direct the flow of pedestrian and vehicle traffic within a warehouse.

Once floor marking is applied it defines boundaries and make it easier for workers
to recognize space and what that space is allocated for, this helps sustain 5S in
the workplace as it gives items and workstations a designated area.

2. Labels and Signs are a key component for item recognition, for example labelling
shelving/tool chests will save time by allowing employees to quickly find items that they
are looking for. Labelling also helps sustain 5S in the workplace as it gives items a
designated location.