Total Productive Maintenance

Building a Sustainable Future

MET Seminar – Engr. Muhammad Nabeel Musharraf

Let us Listen a new version of Hare and Tortoise Story…

Lesson 1

• Never under-estimate each other; Each of us has got certain winning abilities • Same winning abilities can not be relevant in all situations

Lesson 2

• If we combine our talents and abilities, we will become unbeatable! • 1 + 1 = 11

Our Seminar Today…

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

Our Seminar Today… Introduction Origins Benefits Equipment Losses Performance Monitoring TPM Pillars Way Forward .

What is TPM… • A company-wide team-based effort to build quality into equipment and to improve overall equipment effectiveness • Total – ALL employees are involved – it aims to eliminate ALL accidents. defects and breakdowns • Productive – No disruption to production – reduced cost and better resource utilization • Maintenance – Significant Equipment Uptime Increase – Longer Life for equipment and better paybacks © Imants BVBA http://www.com .managementsupp ort.

Our Seminar Today… Introduction Origins Benefits Equipment Losses Performance Monitoring TPM Pillars Way Forward .

slow computers 1940 1950 1960 1970 1980 1990 2000 . fast computers analyses environment Greater cost effectiveness Scheduled overhauls controlling work    Failure modes and effects Expert systems Multi-skills and teamwork Systems for planning and Big.Maintenance Evolution Maintenance Expectations Maintenance Response Third Generation:  Higher plant availability   Greater safety Better product quality     No damage to the Second Generation:      First Generation:    Fix it when it broke Fixed when something broke    Gap Between Expectations and Response Longer equipment life Lower costs Higher plant availability Total Productive Maintenance Era kicked off! Longer equipment life Condition monitoring maintainability Design for reliability and Hazard studies Small.

Evolution of TPM 1950 1960 1970 1980 1990 Breakdown Maintenance Preventive Maintenance Corrective Maintenance Total Productive Maintenance Maintenance Prevention . Productive Maintenance Total Productive Maintenance Nippon Denso Condition based maintenance Zero accident activity – – – – Brought operators into the picture Small group activities Teamwork between operators and maintenance Involvement & support throughout the company Time based maintenance JK activity QC circle (1962) ZD group (1966) (1969) (1973) Copyright 2004 JIPM .

Collaborative!  Multi-skilled and operator-based  Prevention Psychology  Equipment is the Maintenance Department’s  Operator ownership! Pride in responsibility equipment by everyone  Necessary evil  Vitally important .TPM vs Traditional Maintenance? Traditional Maintenance Total Productive Maintenance  Functional organization  Demarcation  Reactive to breakdowns  Productive team.

Maintenance not my business I maintain & I fix We maintain Conventional Maintenance Total Productive Maintenance .Functional Integration Operator Maintenance Operator Maintenance I use.

Our Seminar Today… Introduction Origins Benefits Equipment Losses Performance Monitoring TPM Pillars Way Forward .

Objectives .

unplanned maintenance increased 10-60% 13 .Typical TPM Results • • • • Overall equipment effectiveness up 25-65% Quality defects down 25-50% Maintenance expenditures down 10-50% Percent planned vs.

What can TPM do to your machines?? .

Our Seminar Today… Introduction Origins Benefits Equipment Losses Performance Monitoring TPM Pillars Way Forward .

Start-up/ Ramp-down 5. Shut down and time not planned for production including maintenance times. Process Movements & waits 7. Equipment Breakdown 3.Loading Time 1. lack of orders. Logistics Issues including breakage in supply of materials Reducing these losses shall determine the viability for a manufacturing organization Net Operating Time Performance Losses TPM provides tools to deal with all of these losses!!!! Operating Time Defects Losses Value 11. planned downtimes etc Shutdown Losses Downtime Losses Operating Time 2. Measurements and Adjustments Issues due to unreliable machine performance. Running at low speed 9. Line organization 10. machine adjustments etc 15 .Energy 16 . Management Issues 6.Reworks due to defects 12. holidays. Fast Movers Change 4.Maintenance spare parts 14 Energy . Minor Stoppages depicting maintenance improvement requirement & skill improvement 8. Changeover of brands 3.Yield .

dirt. looseness. cracks ·Excess heat. leaks ·Rust. deformation. slackness. scratches.Basic theme of TPM Bring hidden equipment defects to light and nip them in the bud! Breakdowns are only the tip of the iceberg Breakdowns Hidden equipment defects ·Dust. excess vibration. abnormal noise and other abnormalities . contamination by product or materials ·Wear.

Sporadic Loss and Chronic Loss Loss rate Sporadic loss •Restoralion-type countermeasures are needed to reduce the loss rate to its earlier level. •Innovative countermeasures are needed to reduce the loss rate to its limit Chronic loss Limit Time .

Bathtub curve Failure rate (t) Initial-phase failure period Sporadic failure period Useful life Wear failure period Prescribed failure rate Time (t) .

Retightening) ・Maintain the Condition of Usage spares ・Restore the Deterioration 20 . Lubrication. lubrication or lack of inspection It is utmost important to maintain a healthy condition of the machine with “natural deterioration” ・Maintain Basic Condition (Cleaning. cleaning. fitting problem.Impact of losses on Machine’s Useful Life!!! “Forced deterioration” due to wrong spares qyuality.

Our Seminar Today… Introduction Origins Benefits Equipment Losses Performance Monitoring TPM Pillars Way Forward .

OEE & CU Capacity Utilisation = Loading Time x 100 (%) Total Time CU OEE Notes: • Standard Cycle Time is based on Line Design speed • Defects include waste and reworked units .

Our Seminar Today… Introduction Origins Benefits Equipment Losses Performance Monitoring TPM Pillars Way Forward .

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neat. clean. we refer to this as 5S. arrangement of the workplace provides a specific location for everything.Workplace Organization A safe. and eliminates anything not required.5S . In TPM. .

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Before 5S .

After 5S .

Before After .

Visual Factory Visual Workplace Signs (Safety Signs) Painted Floor Areas (Gangway markings) in SMD & PMD) Visual Production Control Visual Process Indicators (PMD) Production status Boards (SMD) Flow Direction Indicators (Arrows on Air. vacuum lines in SMD) Kanban (WM to SMD) Identified Locations (marked places for materials in SMD) .

Visual Factory Visual Performance Measurement Quality Control Charts (QIS Monitors on machines) Production Performance (CRTs on Makers. Production status at JF) Status of the Factory (JF) .

Visual Factory .Benefits Employee Involvement & Motivation Open Communication Quality & Productivity Improvement Faster Decision Process .

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Autonomous Maintenance • Train the operators to close the gap between them and the maintenance staff.com .managementsupp ort. making it easier for both to work as one team • Change the equipment so the operator can identify any abnormal conditions and measure deterioration before it affects the process or leads to a failure © Imants BVBA http://www.

and retightening Detect and rectify minor defects Written standards. Team After the Step 5 is completed. coordination between operatives and maintenance Step 7: Thorough implementation of autonomous management Step 6: Standardization Equipment-based activities have been implemented in the Step 1 to Step 5s Step 5: Autonomous inspection Based on the capabilities you have mastered in the Step 1 to sixth steps.Implementation: Nakajima’s 7 Steps Step 1: Initial-phase cleaning Initial-phase cleaning plan Step 2: Measures against sources of problems and difficult areas Step 3: Establishment of a temporary standard for autonomous maintenance Step 4: General inspection Training Oil tank Oil level adjustmen t criteria Inspection manual (Cleaning inspection) Failure prevention planning Cleaning. enlarging the activity range to the surrounding of equipment "Get rid of quality trouble and defects" Unify inside a section Revise written procedures Implement . let's circulate the improvement PDCA to achieve the Department Manager's policy and the Section Manager's policy. implement the sixth step under the leadership of the Subsection Manager. lubrication.

Integrated Maintenance team Operators Cleaning & Lubrication Maintenance Breakdown maintenance Inspection and Repairs Time Based Maintenance Condition Based Maintenance Corrective Maintenance Lubrication Management Spare parts Management 3-5% of Site Losses Kaizen in maintenance Planning/Scheduling Contractors Management Specialist Skills Technical Training Utilities management EEM .

T ightening & Inspection Unc orrec ted S tres s Neg lec ted Deterioration R evers e Deteriotion Unc ontrolled S tres s L ac k of Operating C onditions E ns ure Operating C onditions C urrent.Reasons. factors & steps for elimination 3 R eas ons 5 F ac tors L ac k of B as ic C onditions 5 S teps E s tablis h B as ic c onditions C leaning. T emperature L ac k of S kill R ais e s kill of Operators & T ec hnic ians Ins uffic ient S treng th Inhereint des ig n weaknes s E leminate Des ig n Wearknes s . Voltage. L ubrication. R P M.

there is a chance of increase in downtime Lubrication • List of basic things to inspect should be available with the operator for before work.Heart of an Autonomous Maintenance System • Operator should be do necessary cleaning of machine when required to improve run-ability and avoid defects Cleaning • If operator keeps on waiting for maintenance team to do lubrication. He should do this as desired Tightening . during work and after work Inspection • Operator should know which bolts and screws to tighten up for better performance.

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Cellular Manufacturing Linking of manual and machine operations into the most efficient combination to maximize value-added content while minimizing waste. Maker Feeder Packer Case Packer Parceller Wrapper .

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managementsupp ort.com .Planned Maintenance • Objective: establish Preventative and Predictive Maintenance systems for equipment and tooling • Natural life cycle of individual machine elements must be achieved • • • • • • • Correct operation Correct set-up Cleaning Lubrication Retightening Feedback and repair of minor defects Quality spare parts © Imants BVBA http://www.

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meaning ‘Continuous Improvement’. The principle behind Kaizen is that change should be gradual and ongoing instead of major ‘one-off’ change. “We do not seek to be 100% better at anything.What is Kaizen? Kaizen is a Japanese word.” . We seek to be 1% better at 100 things.

These groups need initial short-term financing. They are encouraged to meet regularly in teams to discuss ways of improving quality and to add value.Kaizen Groups Employees are seen as the genuine ‘experts’ and the most important asset of a firm. . In the longer term they become self-financing.

Why Kaizen Savings Process Improvement Project Implemented Maintenance of Process Performance Time Savings Project Time Savings project Kaizen Time .

No/Low Cost Solution: Pear-Shaped Hole Method Tighten Here Attach and Remove Here .

. • Based on simplicity and ingenuity. • Also known as Poka yoke. • Inexpensive • Very effective.Poka Yoke (Mistake Proofing) • The use of process or design features to prevent errors or their negative impact. Japanese slang for “avoiding inadvertent errors” which was formalized by Shigeo Shingo.

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Examples (Poka Yoke) X .

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managementsupp ort.com .Quality Maintenance • Definition: a process for controlling the condition of equipment components that affect variability in product quality • Objective: to set and maintain conditions to accomplish zero defects • Quality rate has a direct correlation with – – – – material conditions equipment precision production methods process parameters © Imants BVBA http://www.

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com . commissioning and stabilization time for quality and efficiency • New equipment needs to be: – – – – – easy to operate easy to clean easy to maintain and reliable have quick set-up times operate at the lowest life cycle cost © Imants BVBA http://www.managementsupp ort.Early Equipment Management • Objective: establish systems to shorten – new product or equipment development – start-up.

. at full line efficiency. at normal line efficiency. Single Minute Exchange of Dies is changing over in 9 minutes or less. to the first unit of good production of the succeeding run.Quick Changeover and SMED Changeover is the total process of converting a machine or process from running one product to another Changeover time is the total elapsed time between the last unit of good production of the previous run.

Step 4 – Streamline all activities. . Reduce the complexity and increase the efficiency of setups by standardizing as much of the hardware and methodology as possible. Step 2 – Separate internal and external activities. Step 5 – Document internal and external procedures.The SMED Process Step 1 – Observe and record. Step 3 – Convert internal activities to external activities.

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.Training Within Industry (TWI) • Polishing peoples skill continuously keeps them motivated and fit for business.

safely. Job Relations Training (JR) – teaches supervisors to develop and maintain positive employee relations to prevent problems and effectively resolve conflicts. and conscientiously. .Components of TWI Job Instruction Training (JI) – teaches supervisors how to quickly train employees to do a job correctly. Job Methods Training (JM) – teaches supervisors how to continuously improve the way jobs are done.

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HSE • Assuring safety and preventing adverse environmental impacts are important priorities in any TPM effort © Imants BVBA http://www.com .managementsupp ort.

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com . © Imants BVBA http://www. process. and distribute information • Process analysis should be applied to streamline information flow by utilizing office TPM techniques.Office TPM • Administrative and support departments can be seen as process plants whose principal tasks are to collect.managementsupp ort.

Our Seminar Today… Introduction Origins Benefits Equipment Losses Performance Monitoring TPM Pillars Way Forward .

Implementing TPM or any of its components in YIC (e. Enhancing our maintenance courses with inclusion of TPM concepts © Imants BVBA http://www. Assignment to students during Co-Op training 4.managementsupp ort.Way Forward • There are 4 ways in which this training can be utilized at Yanbu Industrial College: 1. Selection as final year project 3.com .g. 5S) 2.

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