Thank You

For Not Smoking

LEAD TIME
REDUCTION

PEOPLE
SUPPORTIVE
PRACTICE

20
KEYS

LEVELING/
SMALL LOT

EMPLOYEE
INVOLVEMENT/
WHITE SHIRT

PROCESS
CAPABILITY
SIX SIGMA

Pull
System

SUPPLIER
DEVELOPMENT

QUICK
SET-UP

CONTAINER
-IZATION/
TRANSPORTATION
ERROR
PROOFING

PLANT,
MACHINE,
OFFICE
LAYOUT

WPO
&
VISUAL
MANAGEMENT

TOTAL
PRODUCTIVE
MAINTENANCE

TPM STRATEGIES
Loss
Elimination
Operator
Autonomous
Maintenance

Planned
Maintenance
System

Six
Supporting
Strategies
To TPM

Initial
Control
System

Education
And
Training
Zero
Defects

What Do The Following

Slides Have In Common ?

L in u m fla v u m l.
6

10

11

What Did The Previous

Slides Have In Common ?
All Pictures Show Owner
Involvement In Maintenance or
Restoring Processes

12

TPM . . . . . What It Is
A support process for AMPS.
Upgrading and improving equipment.
A people skill building and training
process.
Part of daily activities.

13

Why Do We Need TPM ??

Competition
Current Condition
JIT

. . . . To Support AMPS
14

What Is The Origin Of

Total Productive Maintenance ?
From:
United States - Henry Ford - Preventive Maintenance

To:
Japan - Nippon Denso - Productive Maintenance

15

What Does TPM Stand For ?

Includes:
T

Total

Total Production System

Productive

Perfect

Maintenance

Management, System
Control

16

Definition:
A set of activities for
restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance activities.

17

Objective:
To restructure the
corporate culture
through behavioral
changes and equipment
improvements.
TE
AR

DOW
N

THE

LL
WA

18

Intent:
To upgrade the capabilities
of all company members
through education, training,
and participation.
TPM

19

Purpose:
To identify productivity
losses and involve all
members of the company
in loss elimination
programs.

L O S S

20

What Are The Benefits For YOU?

Safe Work Environment

Job Security

Improved Quality

Increased Productivity

Improved Skills

21

LEAD TIME
REDUCTION

PEOPLE
SUPPORTIVE
PRACTICE

20
KEYS

LEVELING/
SMALL LOT

EMPLOYEE
INVOLVEMENT/
WHITE SHIRT

PROCESS
CAPABILITY
SIX SIGMA

Pull
System

SUPPLIER
DEVELOPMENT

QUICK
SET-UP

CONTAINER
-IZATION/
TRANSPORTATION
ERROR
PROOFING

PLANT,
MACHINE,
OFFICE
LAYOUT

WPO
&
VISUAL
MANAGEMENT

TOTAL
PRODUCTIVE
MAINTENANCE

22

TPM is a Team Effort

Team AM Begins and works its way
through all employees including the
New Hire of Today.
Smaller Teams are Taking over
Responsibilities Once Handled
Exclusively by Managers and
Supervisors.

23

TPM Class Make-up

All

Shifts Of Production Operators

Unit

Maintenance/Tool Personnel

Unit

Management

Plant

Management

24

25

Photo Of
Operators In Initial
Clean-Up

26

Photo From
Presidents CleanUp

27

Current Conditions To Improve:

Oil Socks Around Machines

Workplace Organization

28

29

30

31

32

Current Conditions To Improve:

Oil Socks Around Machines

Workplace Organization

33

34

35

36

37

What Can Be Expected?

Productivity:
Value

added improvement 1.5 to 2 times.

40% reduction in breakdowns.
Overall equipment efficiency up 1.5 to 2 times

Quality:
Reduction

in Work-In-Process (WIP) defects.

Reduction in Parts Per Million (PPM).

Cost:

Production

costs reduced by 30%.

Quality cost reduced by 30%.
38

What Can Be Expected?

Delivery:
Reduced

finished goods inventory by 50%.

100% on-time delivery.
Reduced premium freight by 60%.

Safety & Morale:

Zero

accidents.
5 -- 10 suggestions per employee.

Education:
Skill

upgrading of employees.
39

Comparison Of Key Indicators

Before / After AMPS / TPM
Indicator

Before

Labor As A % Of Sales
28.9%
Scrap As A % Of COS
5%
Finished Goods Inventory5 Days

After
AMPS

After
TPM

21.2%
1.5%
1.2 Days

18 %
0.7%
0.5 Days

Cost Of Quality
Parts Per Million

15%
2500

5.6%
37

4.0%
7

Delivery

98%

100 %

100 %

40

Maintenance personnel in half of

U.S. plants spend 50% of their
time fixing problems instead of
preventing them. Maintenance Technology, Inc. 1992
60%
50%

55.00%

40%
30%
20%
15.00%
10%
0%

8.00%
Corrective

Preventive

Predictive

41

Equipment Failure Statistic

Equipment Failures Are Due To
37% Of
Poor Lubrication Management
Lubrication Method
13.0%

Lack Of Lubricant
24.0%

Other Equip. Failures

63.0%
Source: JIPM

42

Equipment Failure Statistic

Of Equipment Failures Are Due
12% To Dirt And Poor Clean-Up
Habits
Lubrication Method
13%
Dirt
12%

Other Equip.
Failures
51%

Lack Of
Lubricant
24%

Source: JIPM

43

TPM Measurements :

Downtime

# of Equipment Failures

Planned

Minor Stoppages

Unplanned

Maintenance Costs

Accidents

Changeover Time

Equipment Check Time Defect Rate

Clean-up Time

44

MEASUREMENTS
In-Company Defect Cost Rate

Delivery Rate

1200 PPM

Better

800
600

8
Point
s

95
1
3

90
Better

1000

Percent, %

400

85

200
'90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9

80
'90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9

45

MEASUREMENTS
Improvement Suggestions

Accidents

Better

4
3

80
60

40

20

0
1990

1991

1992

Better

100Suggestions/Year

5 Accidents/Year

1993

32
Times

1990

1991

1992

1993

46

47

48

49

VIDEO

INTRODUCTION
TO TPM
50

BREAK ?

BREAK !!!

BREAK!!!!!!!!!!!!!
51

EDUCATION

52

What Are Skills?

The ability to respond to a
situation, without any
hesitation, based on prior
experience and training.

53

Levels Of Skills
Level 0 Do Not Know

Lack Of Knowledge

Level 1 Know The Theory

Lack Of Training

Level 2 Can Do To Some Degree

Lack Of Training

Level 3 Can Do With Confidence

Learned By Doing

Level 4 Can Teach To Others

Knows Extremely Well

54

Ability Needed From Operators

Ability To Find & Improve Equipment

Problems

Understanding Of Equipment Functions

Understand The Relation Between

Equipment & Quality

Can Replace Consumable Parts

Good Team Member

55

Ability Needed From

Maintenance Group

Can Teach The Proper Operation & Daily

Maintenance of Equipment

Judge If Equipment Is Operating Normally

Or Abnormally

Respond To An Abnormal Condition,

Select, & Implement A Timely Repair

Technical Skills To Diagnose Equipment &

Prevent Breakdowns
56

TPM One Point Lesson

No.
Theme

Category

ACTUAL
RESULTS

Date Of
Preparation
Basic
Knowledg
e

Kaizen
Cases

Trouble
Cases

Team
Leader

SuperUnit Prepared
visor Manager
By:

Date Executed
Teacher
Student

57

TPM One Point Lesson

1. Basic Knowledge
General information that everyone
needs to know. This sheet is used to
confirm that everyone understands an
item the same way.

58

TPM One Point Lesson

223

No.
Theme

Category

Visual Control
Basic
Knowledg
e

Kaizen
Cases

Date Of
Preparation
Trouble
Cases

Team
Leader

KF

5-Feb. 2002
SuperUnit Prepared
visor Manager
By:

DR

MA

CR

Full oil level

-----

Current level

Low oil level

Site Gage for hydraulic fluid: Oil must stay within the Full
And Low level lines.
ACTUAL
RESULTS

Date Executed 3-5

Teacher
KF
SB
Student

59

TPM One Point

Lesson
2. Kaizen Cases
This category is used to document
improvement cases that have been
completed. This sheet will benefit
other teams for possible
implementation on their lines.

60

TPM One Point Lesson

235

No.
Theme

Category

Error Proofing
Basic
Knowledg
e

Kaizen
Cases

Date Of
Preparation
Trouble
Cases

Team
Leader

KF

5-Mar. 2002
SuperUnit Prepared
visor Manager
By:

DR

MA

CR

Before condition: Forgetting to clamp flange in place.

Improved condition: Added a locator switch to insure clamps
are holding flange in place.

Clamp

Flange

Locator
Switch
ACTUAL
RESULTS

Clamp

Date Executed 3-5

Teacher
KF
SB
Student

61

TPM One Point

Lesson
3. Trouble Cases
trouble with a piece of equipment, and
what was done to solve the problem.
This category is very helpful if a past
problem occurs again and it is difficult
This category is used to document to
remember how it was repaired.

62

TPM One Point Lesson

255

No.
Theme

Category

Tool Brealage
Basic
Knowledg
e

Kaizen
Cases

Date Of
Preparation
Trouble
Cases

Team
Leader

KF

5-Jun. 2002
SuperUnit Prepared
visor Manager
By:

DR

MA

Before Condition:
Frequent arbor breakage

CR

Arbor

--

--

Key

Break

Improved Condition:
Relocated key

ACTUAL
RESULTS

Key

Arbor

Date Executed 6-5

Teacher
KF
SB
Student

63

TPM Training Outline

Class # 1 : Program Overview At Work Team
Meetings

Class # 2 : Introduction , Loss Elimination,

Education & Training

Class # 3 : Operator Autonomous Maintenance

(Steps 1-3)

Class # 4 :Operator Autonomous Maintenance

(Steps 4-7), Planned Maintenance, Zero

Defects, Initial Control System
64

Step #4
Upon completion of the 3rd Step, the team
will participate in the TPM Step #4 classes.
This will lead the team into the individual
support classes for the various machine
elements. The team will study the elements
on the following slide.

65

Outside Source Support Training

Screws,

Bolts, & Fasteners

Equipment
OIL

Safety

Lubrication
Hydraulics
Pneumatics
Drive

Systems

Electrical
Machine

Systems

Systems
66

VIDEO
PARADIGMS

67

LOSS ELIMINATION

68

Breakdowns & Defects Can Be

Divided Into 2 Loss Categories
1. Sporadic Loss: Defects suddenly occur, or a piece
of equipment suddenly stops.
The root cause is usually easy to
locate.

2. Chronic Loss: This type of loss does not occur

suddenly. There is usually more
than one type of cause to the loss,
which makes the root cause
difficult to locate.
69

Why Chronic Losses

Remain Unsolved

Aware

Chronic
Loss

Almost

CounterA measures
Taken

No satisfactory results
Giving
No sign of improvementUp

Unable To
B Take Necessary Action

Only temporary countermeasures

No drastic countermeasures

Loss not recognized

Loss is under-estimated
No quantitative evaluation
Generation of chronic losses
overlooked
No CounterC measures
Taken

Unaware

(Such chronic losses as minor

stoppage, speed, rework and start-up
are most likely to be ignored.)
70

Chronic Loss Causes

Cause
Cause

Cause
Cause

Cause
Cause

Cause

Cause

(Single Cause) (Several Causes) (Combinations Of Several Causes)

Understanding
The Cause

It is difficult to focus on and understand causes.

71

Before Clean-Up Photo

72

Before Clean-Up Photo

73

Chronic Losses Are Generated By

The Lack Of Equipment Reliability

Design

Manufacturing

Installation

Operation

Maintenance
74

What Are
Slight Defects?

Problems which cannot be detected

easily.

Problems that are not considered to

greatly contribute to defects or
failures.

75

Photo Of
Shavings On Bender

76

Why Should A High Priority

Be Placed On Slight Defects?

Stop the snowball effect of

accumulating defects.

To get to the root cause.

Slight defects will develop

into critical defects.

Forced deterioration will

shorten the life span of the
equipment.
77

2 Types Of
Equipment Deterioration
Natural Deterioration: Physical wear that occurs
even though the
equipment is used and
maintained properly.
Forced Deterioration: Natural deterioration that
is increased from
negligence on our part,
such as lack of oiling,
checking, repairing, etc.
78

Photo Of
A Bar Leaning
On A Machine

79

Latent Defects

Are . . . .

Hidden causes of problems

Seeds

80

2 Types Of Latent Defects

Physical:

Psychological:

Not Visible
Need To Disassemble
Hidden Behind
Covered By Dust, Stains, Etc.
Left Ignored Because Of Lack of
Interest Or Skill
Operator & Maintenance
Indifference
Not Familiar With The Defect
Error In Judgement Of The
Defect
81

2 Types Of Failures
Function Stoppage:

Failure causing the

equipment to stop
completely.

Function Deterioration: Equipment function is not

fully utilized and is
beginning to malfunction
by minor stoppages.
82

Concept Of Zero Failure

We must change our way of
thinking to realize that the
equipment can be protected
from failure.
Equipment

Failure

83

Rules For Zero Failure

Discover latent defects to prevent failures
Failure is only
the tip of the
iceberg

FAILURE

LATENT DEFECTS
Dust, soiling, adhesion of raw materials.
Abrasion, backlash, looseness, leaks
Corrosion, deformation, flaws, cracks
Temperature, vibration, sound, and other errors
84

How To Eliminate
Failures To Zero
1. Establish Basic Conditions
2. Maintain Operating Conditions
3. Restore Equipment From A Deteriorated State
4. Improve Weak Points Of Design
5. Upgrade The Skill Level

85

5 Countermeasures For Zero Failures

And 5 TPM Principles
1.

Establish Basic Conditions

Loss Elimination

2.

Keep Operating Conditions

Operator Autonomous
Maintenance

3.

Restore Equipment
From A Deteriorated
State

Planned Maintenance

4.

Improve Weak Points

In Design

Education And Training

5.

Improve The Skill Level

Initial Flow Control Of

Equipment

86

16 Major Losses
Which Obstruct Production Efficiency

5 Major Losses Obstructing

Manpower Efficiency

3 Major Losses Obstructing Material

& Energy Utilization

8 Major Losses Obstructing

Equipment Efficiency

87

16 Major Losses - continued

5 Major Losses Obstructing Manpower Efficiency:

1. Management Loss
2. Operating Motion Loss
3. Line Organization Loss
4. Logistics Loss
5. Measurement &
Adjustment Loss
88

16 Major Losses - continued

3 Major Losses Obstructing Material & Energy Utilization:

1. Energy Loss
2. Die, Tool, & Fixture Loss
3. Material Loss

89

16 Major Losses - continued

8 Major Losses Obstructing Equipment Efficiency:
1. Equipment Failure Loss: Largest failure of all losses.
Two types:
a. Function-Stoppage:
Failure occurs unexpectedly
b. Function-Deterioration:
Decreases over time
2. Set-Up & Adjustment Loss
Set-Up:
Losses due to changeover
Adjustment: Minor process adjustments
90

16 Major Losses - continued

8 Major Losses Obstructing Equipment Efficiency:
3. Consumable Parts Change Loss: Weld tip, weld liners,
cutting bits
4. Start-Up Loss:

Equipment warm-up
and stabilization

5. Minor Stoppage & Idling Loss:

Losses we have a tendency

to put up with
- part hanging
- pushing re-set button

91

Photo Of
Operator Pushing A Reset

92

16 Major Losses - continued

8 Major Losses Obstructing Equipment Efficiency:
6. Speed Loss:

Slowing the equipment

down to produce good
quality

7. Defect & Rework Loss:

Time and manpower lost

in both types

8. Shutdown Loss:

Planned stoppage of
equipment

93

How Do We Plan
To Realize
Our Losses
TPM

Step To The Top

With TPM

94

TPM Measurements:
Downtime
Failures
-- Planned
-- Unplanned
Changeover Time
Equipment Check Time
Clean-up Time

# Of Equipment

Minor Stoppages
Maintenance Costs
Accidents
Defect Rate
95

Measurement Details
Downtime:
-- Planned

Scheduled
production stoppage

-- Unplanned

Production stoppage
due to equipment
failure

96

Measurement Details
Unplanned Downtime:
--This category of downtime is made
up of the 8 Major Losses Which
Obstruct Equipment Efficiency.
97

Measurement Details
Planned Downtime:
--This category is made up of
scheduled production stoppages.

98

Measurement Details
Changeover Time:
-- Time period from last good piece
produced to the first good piece
produced on the new part number
safely.

99

Measurement Details
Equipment Check Time:
-- The amount of time required to
perform daily checks on the
equipment. This time is from when
the checks begin until all checks are
complete on the cell

100

Measurement Details
Clean-up Time:
-- The amount of time required to
perform daily clean-up of the
equipment and surrounding area

101

Measurement Details

# Of Equipment Failures:
-- Total number of equipment failures
on a cell during the shift

102

Measurement Details

Minor Stoppages:
-- Number of equipment minor
stoppages during the shift

103

Measurement Details
Maintenance Costs:
-- Associated costs for maintaining the
equipment on a line. These costs
include all replacement parts cost and
the labor required to replace the parts.
Also included in these costs are the
cleaning supplies to maintain the
equipment

104

Measurement Details
Accidents:
--

Number of accidents on a
cell . . . . . . lost time and not
lost time

105

Measurement Details
Defect Rate:
-- Defects generated by process

106

TPM TRAINING
Loss
Elimination
Operator
Autonomous
Maintenance

Planned
Maintenance
System

Six
Supporting
Strategies
To TPM

Initial
Control
System

Education
And
Training
Zero
Defects

107

108

What Is
Operator Autonomous Maintenance?
Activities where each operator
performs timely inspection,
lubrication, consumable parts
replacement, repair,
troubleshooting, accuracy checks,
etc. . . . . on their own equipment.

109

What Is The Goal Of Operator

Autonomous Maintenance?
Keeping one's own
equipment in good
condition by oneself.

110

TPM Roles Of

Establish
Basic
Conditions

Keep
Operation
Conditions

Prevent
Machine
From
Deteriorating

Operators

Improve
Weak
Points In
Design

Improve
Skill

Maintenance

Management

111

Activities Performed By The Operators

Prevent Deterioration

Measure Deterioration

Repair Deterioration

112

Photo Of
Repairing Problem

113

Photo Of
Repairing Problem

114

Activities Of The Maintenance Group

Measure Deterioration

Repair Deterioration

Provide Guidance To Operators

115

Maintenance Group Support To Operators

In Steps 1 Thru 3
1. Training & Guidance In Equipment Structures &
Functions
2. Guidance On Lubrication Items
3. Assistance In Locating Sources Of
Contamination.
4. Improvement To Hard-To-Access Areas
5. Quick Response To Operator Requests

116

PRELIMINARY STEP 0
Before starting the step method, the
following should be done.

Consider safety education about the equipment

Revisit the Loss Elimination exercise

117

118

119

Machine / Lock Photo

120

VIDEO

LOCK OUT
TAG OUT
121

STEP 1:

Initial Clean-Up

Cleaning Is Inspection:

Take pictures to show Before Conditions

Safety first
Thoroughly clean dirt accumulated over years
Open covers and guards to clean inside
Also clean the environment around the
equipment
Cleaning becomes a normal part of the
operator responsibility

Using TPM Problem Tags:

122

Before Photo Of Sizer

123

Before Photo Of Sizer

124

125

After Photo Of Sizer

126

127

Photo Of Cleaning

128

129

Photo Of Cleaning

130

STEP 1:

Initial Clean-Up - continued

TPM

Cleaning is Inspection:
Using TPM Problem Tags:
Tags to be filled out by all operators
Attach tags to problem location
Each problem requires its own tag
BLUE TAG -- Operator responsible to
repair
RED TAG -- Maintenance group
responsible for
repairs
131

TPM

TPM

Autonomous Maintenance
Step. No.
12 3 4 5
Problem Found Here
Equipment:
Asset
No.:
:
Date Found:
Found By:
Description of Problem:

Autonomous Maintenance
Step. No.
12 3 4 5
Problem Found Here
Equipment:
Asset
No.:
:
Date Found:
Found By:
Description of Problem:

REMOVE THIS SHEET AFTER ATTACHING

TAG AND USE IT AS COPY

ATTACH THIS SHEET TO EQUIPMENT

Page 1

Page 2
Date
Repaired:
Repair
Made By:
Description of Repair:

RETURN THIS TAG TO THE ORIGINATOR

Page 3
132

133

134

135

136

Tag History
Upon completion of the repair, log or file tags for
future reference. Keep the information at the cell.
Red tag history highlights:
Recurring problems
Repair history
Maintenance response
Blue tag history highlights:
Operator repairs and minor
stoppages
Recurring problems that need to
be red tagged

137

Photo Of Problem

138

Photo Of Problem

139

LUNCH !!!

FOOD!!!!!!
140

Floor Exercise 1
Initial Clean-up
1. Participants will go to the designated cell
2. Facilitators will assign participants to a
specific piece of equipment or area
3. Using the proper cleaning material and
TPM tags the participants will clean the
equipment and tag all problems.
Continued on next slide
141

Floor Exercise 1 - continued

4. Upon Completion Of The Initial Clean-Up:
a. Collect All Copies Of TPM Tags
b. Take the Tags to the Training
Room
and Discuss the Tags and Problem
Areas.
Be Sure to Return the Tags to the Cell
Discussion.

142

Step 2

Counter Measures for Hard-toAccess

& Source of Contamination

143

Countermeasures For Hard-ToAccess & Source of Contamination

Countermeasures For Hard-to-Access
Areas

1. Relocate for better access

2. Lexan covers
3. Windows or guards
4. Fill unused or unnecessary
holes/grooves

Note: Always use approved and permanent

countermeasures.

144

Countermeasures For Hard-ToAccess & Source of

Contamination - continued
Eliminate Sources That Make The Equipment
Dirty.

1. Repair or tag leaks

2. Create ways to remove slag, shavings etc.

3. Use filters where necessary

4. Check for exhaust fan possibilities

5. If the source can not be eliminated, contain the

source until it can be eliminated

Note: Always use approved and permanent
countermeasures.

145

Source of Contamination Before

146

Source of Contamination
After

147

Tree City Welder

Before Improvement

148

Tree City Welder

After Improvement

149

Steps In Preparing A Temporary Guard

Observe Line
Think Of A Way To Control
The Source Of
Contamination
Make A Model Using
Corrugated Cardboard
3

Try

2
1

Improvement
Fabricate Temporary Device
Using Galvanized Steel Or
Other Material
Produce Final Device

Suggest As
Standardization And
Future Design Information
150

Temporary Guard Photo

151

Hard-To-Access & Source Of Contamination Areas

Asset
Page
Equipment
No.:____________________
No.:____________________
Name:____________________
Type

HTA SOC

Description
Of
Problem

Item
Cleaning,
Lubrication,
Inspection

Completion

Countermeasure

Who
Who
Found Responsible
Target Actual

152

Floor Exercise 2
Participants will be given the Hard to
Access & Source of Contamination
documents to fill out at the cell.
Allow 30 minutes to complete this form.
Return to the training room for the Report
Out.

153

Step 3

Prepare Temporary Standards

154

Prepare Temporary Standards

This step is to enhance the
equipment
reliability & maintainability.

155

Prepare Temporary Standards - continued

Temporary Check Sheet For Clean-Up &
Lubrication Standards:

What items need to be done

Who will perform the check
Where the location is to be checked
What to use for the inspection or cleaning
Target time to complete the task

156

Prepare Temporary Standards - continued

Gauges should be marked for
high and low operating ranges.
Points of lubrication should be
marked and color coded for quick,
accurate identification.

157

Temporary Standard Check Sheet (Inspection, Cleaning, Lubrication)

Sketch

Line

Machine

Effective Period

Team Leader

Supervisor

Unit Manager

Year
Month
Zone

No.

Description

I.C.L.

What To Do &
Items Used

How
Often

Who

Target
Time

158

Sample Of
Temporary Standard Check Sheet

159

Sample Of
Temporary Standard Check Sheet

160

Floor Exercise 3
Participants will return to the floor
and fill in a Temporary Standard
Check Sheet.
Return to the training room in 30
minutes for the Report Out.

161

Implementation
&
Review

162

TPM Requirement

A
M
P
S

C
H
A
M
P
I
O
N
S

AMPS Review
163

Our old, ineffective, hierarchical model

will need to be replaced by the new
empowerment model of putting critical
thinking and decision-making skills into
the hands of a fully educated work force.

164

Program Outline

Management Will Receive The Initial

Training Of Each Class

Upon completing AMPS, The Work Team Will

Begin TPM

Unit Management Will Assist In The Training

Review of Each Step Upon Completion

Support Classes on Machine Elements will

be Taught to Operators.
TPM Outline

165

Key Points For Success In Implementation

Cooperation Between All Departments

Maintenance understanding and support

Led By Work Teams

Operator Input and Decision on Check

Sheet Items

TPM Activities Become Part Of The Daily

Routine

166

Key Points For Success In Implementation

(Continued)

Transmission Of Education

One Point Lesson Sheet

Standardization

Activities Board:
Timing Chart
One Point Lessons
# Of Equipment Failures Defect Rate
# Of Minor Stoppages
Current Step In Progress
Changeover Time
Problem Tag Data
"Before" & "After" Pictures
Downtime Data
Clean-up Time
Equipment Check Time
Maintenance Costs
Accidents

167

Key Points For Success In Implementation

(Continued)

Quick Repair
TPM Meetings
Step System
Step Review
Promote Success Stories

168

7 Step Development For

Operator Autonomous Maintenance
Step 1: Initial Clean-Up

Stage 1
Step 2: Countermeasures For Hard-ToUpgrading The Basic
Access & Source Of
Conditions Of The Equipment
Contamination
Step 3: Prepare Temporary Standards
Step 4: General Inspection
Step 5: Autonomous Inspection
Step 6: Standardization
Step 7: All-Out Autonomous
Management

Stage 2
Steps To Measure &
Prevent Deterioration
Stage 3
Steps To Expand OAM &
Master The Maintenance Skills

169

7 Step Development For

Operator Autonomous Maintenance
Step 1: Initial Clean-Up
Step 2: Countermeasures For Hard-ToAccess & Source Of
Contamination

Stage 1
Upgrading The Basic
Conditions Of The
Equipment

Step 3: Prepare Temporary Standards

Step 4: General Inspection
Step 5: Autonomous Inspection
Step 6: Standardization
Step 7: All-Out Autonomous
Management

Stage 2
Steps To Measure &
Prevent Deterioration
Stage 3
Steps To Expand OAM &
Master The Maintenance
Skills
170

TPM Training Outline

Class # 1 : Program Overview At Work Team
Meetings

Class # 2 : Introduction , Loss Elimination,

Education & Training

Class # 3 :Operator Autonomous Maintenance

(Steps 1-3)

Class # 4 :Operator Autonomous Maintenance

(Steps 4-7), Planned Maintenance, Zero

Defects, Initial Control System
171

TPM Implementation Steps 1, 2, & 3

8030
LINE:__________
STEP

Mazda Express
TEAM NAME____________

MARCH

APRIL

MAY

JUNE

6 13 20 27

3 10 17 24

1 8 15 22 29

5 12 19 26

3
172

Autonomous Maintenance Review

Upon completion of each step, the work
teams will request a review of the step just
completed.
This review will allow team and managers
to confirm whether the Autonomous
Activities are being followed to their intent.

173

Operator Autonomous Maintenance

7 Steps
T P M

Aut. Mgt.
Standardization
Autonomous Inspection
General Inspection
Prepare Temporary Standards
Countermeasures for Hard-To-Access & Source Of
Contamination
Initial Clean-up

7
6
5
4
3
2
1

174

TPM STRATEGIES
Loss
Elimination
Operator
Autonomous
Maintenance

Planned
Maintenance
System

Six
Supporting
Strategies
To TPM

Initial
Control
System

Education
And
Training
Zero
Defects

175