Professional Documents
Culture Documents
What Is Your Definition of ?
What Is Your Definition of ?
KEY TIP:
TPM CANNOT BE IMPLEMENTED WITHOUT PROPER DATA COLLECTION
What is your definition of PM?
• Preventive Maintenance ?
• Predictive Maintenance ?
• Periodic Maintenance?
Have you heard of the other PM ?
(Postponed Maintenance)
“Let’s postpone our preventive maintenance for one month so we can catch up”
“If you could just keep this Darn machine running we could catch up”
An Alternative & Better Option:
•Standardize the TPM “Culture”
•Maintain the discipline of the TPM plan
Potential Result:
“I’m done my production run for the day, time to clean up and complete my
TPM checklist”
“Based on the data, I think if I reinforce this bracket we can prolong the life of
that drive belt”
KEY TIP:
“ A JOURNEY OF A THOUSAND MILES BEGINS WITH A SINGLE STEP”
The TPM Paradigm Shift
Old Fashioned Attitude TPM Approach
• “I operate, you fix”
“WE ARE ALL
• “I fix, you design” RESPONSBILE for
OUR
EQUIPMENT”
• “I design, you
operate”
KEY TIP:
“PROGRESS REQUIRES CHANGE; IF YOU NEVER CHANGE YOU WILL NEVER PROGRESS”
Pre- TPM Conditions Checklist
(Check those which exist at your company)
Equipment availability is less than 95%.
Machines breakdown suddenly without warning. ( _ _ _ _ Happens!)
Machines do not operate at design parameters.
Changeover and set-up of equipment requires more than 10 minutes.
First Run Capability is less than 99%.
New equipment is high-tech.
Newly-installed equipment must be “de-bugged”.
Customers’ products require higher quality performance.
Plants are “dirty, dark, and stinky”.
Most associates in the company are indifferent to the production facilities and equipment.
Areas of responsibility are not clearly defined.
Equipment and process design
Equipment sourcing
Equipment acceptance
Equipment maintenance
Roll of the Operator (s)
Roll of Maintenance Personnel
?
? ?
Why Do We Need a TPM Program?
? ?
WHY TPM ?
• Manufacturing processes are becoming more synchronized as we drive WIP
out of our “Lean” Production Processes.
• Processes in the total production system are now dependent upon each other.
• Equipment available time or up-time is critical as inventory levels and
production lead times continue to be reduced.
• Maintenance related expenses can account for over 30% of total manufacturing
costs, representing a significant cost reduction opportunity.
• New technology & equipment requires significant investment and therefore the
related return on investment must be maximized.
• JIT requires all equipment to produce the correct product in the correct quantities
when required. Reliability and Flexibility are paramount.
• Life Cycle Costs need to be reduced to maintain competitiveness in the market.
• TPM allows for the more effective use of human resources, supports personal
growth and Manufacturing flexibility objectives.
Lean & Mean Company Inc.
$90 $88
$86
Dollars in Thousands $(000)
$30
$20
$10
$0
Ja
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Ap
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ar
n-
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b-
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Months
TPM Stretch Goals & Objectives
• Zero Unplanned Downtime
• Zero Defects
• Zero Speed Losses
• Zero Accidents
• Minimum Life Cycle Cost
In Summary:
• “Lean Manufacturing” requires 100% machine availability
producing perfect quality products at lower operating costs.
Defective Material
Sub-Total Scrap
Sub-Total Scrap
Parts Produced
Parts Produced
Final Assembly
Operating Time
Hour of the Day
Plating/Coating
Available Time
Out of Material
Blank & Form
Net Available
Manning
Training
Wash
8:00 60 60 350 0 60 0 0 0 0
9:00 60 60 350 0 60 0 0 0 0
10:00 60 60 350 0 60 0 0 0 0
11:00 60 60 350 0 60 0 0 0 0
12:00 60 60 350 0 60 0 0 0 0
1:00 60 60 350 0 60 0 0 0 0
2:00 60 60 350 0 60 0 0 0 0
3:00 60 60 350 0 60 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
480 0 480 0 0 0 0 0 0
A B C D D
DEFECT CODES
1. EQUIPMENT AVAILABILITY [Column C / Column A]: 100% 71 Blisters 262 Glass 13 Other
257 Blow n Boss 15 Gouge 909 Pits
2. EQUIPMENT EFFECTIVENESS [(G x Column D) / Column C]: 0% 256 Broken Edge 288 Hardw are - Bent 302 Plastic
258 Broken Edge Tab 289 Hardw are - Missing 267 Press Malfunction
3. 1ST RUN CAPABILITY [(Column D - Column E) / Column D]: 0% 5 Chip 300 Heavy 268 Secondary Fixture
285 Chipped foot 63 Holes - Missing 403 Sinks
81 Cracks 263 IMC 269 Split Seams
ACTUAL PRODUCTION UPTIME (APU) [(G x Column F) / Column A]: 0% 286 Digs 303 Mash-off Cracks 271 Tear Outs
259 Discolor / Contamination 264 Mil Test 270 Testing
Form # APU-03 261 Flash 265 Mis-Bond 266 Wax / Grease
Effective Date: 3-22-00 287 Flat 2 Non-Fill 112 Waves
The Operators TPM Role
Critical Reminder
• TPM cannot be implemented correctly without proper data collection.
• Data collection requires a properly completed Production Control Chart or
shop floor data entry - each and every shift.
AND
• An accurate emergency work order initiated by the operator, with breakdown
situation clearly defined and repair detail completed by maintenance personnel.
AND
• An accurate planned work order initiated by operator with definition of PM
performed along with any observations.
KEY TIP:
“A MAN WITHOUT DATA, IS JUST ANOTHER GUY WITH AN OPINION”
The Maintenance TPM Role
• Provide technical support and training for autonomous maintenance done
by operators.
• Restore deteriorated equipment through Improvement-Related Maintenance.
• Identify design weaknesses and improve the equipment to error-free
function.
• Improve technical maintenance skills of all maintenance personnel through
systemic training and work assignments.
• Implement planned or periodic maintenance system based upon data from
equipment manufacturers and operators.
• Through data analysis and periodic diagnostic tests, perform appropriate
maintenance to avoid predicted equipment failure.
The Maintenance TPM Role (cont.)
• Maintain work order system to provide data for above - calculate MTBF and
MTTR.
• Ensure that the maintenance function is treating the root cause - not just the
symptom.
KEY TIP:
“YOU MUST GIVE UP THE PRESENT TO HAVE THE FUTURE, SHARE THE KNOWLEDGE”
TPM
Autonomous
Maintenance
Autonomous Maintenance
is a phrase coined by the
REMINDER:
“YOU MUST GIVE UP THE PRESENT TO HAVE THE FUTURE, SHARE THE KNOWLEDGE”
7 Steps to
Autonomous Maintenance
STEP 6
Provide Spare Parts & Tools Orderliness
•Improve on supply activity
•Spare parts suppliers leveraged
•Spare parts stores at point of use
•Spare parts inventory on MRP
• Improve on tool availability
•Tool crib orderliness
•Frequently used tools and parts at work the station
•Shadow Boards, make Visual
KEY TIP:
TIME IS MONEY, TIME SPENT WALKING FOR A PART IS WASTE, DON’T WASTE MONEY
7 Steps to
Autonomous Maintenance
STEP 7
All out Autonomous Maintenance
• Repeat the cycle, the process never ends
• Monitor TPM Progress with Key Measurables
•Planned vs. Emergency Work
•Mean Time Between Failure (MTBF)
•Mean Time To Repair (MTTR)
•Quick Change Time Reduction
•Production Control Charts
•Zero Lost Time Accidents
•Scrap Reduction & Zero Defects
TPM
Goals & Objectives of
Autonomous Maintenance
• Stabilize, control or prevent deterioration of production
equipment
500
Foam Equipment
300
3D Trim Machine
Sonic Welder
Assembly Robot 200
100
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PRODUCTION DATE
Injection Detail
June 2000
695
700
575
600
500 425
395 Hydraulic Alarm
Total Minutes
400
Heater Band Failure
Tool Problem
270
E - Stop
300
Out of Material
Process Problem
200 110
100
0
1
Failure Modes
Eliminate Cause
• Replace worn or failing parts.
• Re-calibrate basic operating perameters
• Eliminate each root cause for the answers to
the “5 why questions”.
Preventive Maintenance
Implementation of
Autonomous Maintenance Implementation of Planned
(Preventive) Standards Maintenance Standards
TPM
Planned
Maintenance
Planned Maintenance
• Skilled Maintenance tradesmen primarily responsible.
• Re-adjustment of machines to bring back to initial state.
• Feedback breakdown information to planned maintenance
system - analysis of data from Production Control Charts.
• Trend charting of breakdown data & performance:
- MTBF
- MTTR
- Planned vs. Emergency Work
• Finding and coping with chronic defects.
• Machine accuracy control (calibration).
• Maintain schedule boards in each department:
- Schedules for maintenance department
- Schedules for operations personnel
• Control of:
- Spare parts
- Lubrication analysis
- Vibration analysis
5 50
4 40
MTTR - minutes
MTBF - Shifts
3 30
2 20
1 10
0
0
OCT NOV DEC JAN
MTBF
MTTR
Planned Maintenance Objectives
• Reduction of MTTR
• Increase of MTBF
• Less than 1% of total maintenance hours
devoted to reactive maintenance
Planned Maintenance
•Maximize Mean Time Between Failure (MTBF)
•Machine Breakdown
•Tool Breakdown
•Performance Degradation or Part Failure
• Minimize Mean Time To Repair (MTTR)
•Diagnose problem quickly & accurately
•Correct problem quickly & accurately
•Optimized machine set-up to make good parts
•Optimized Spare parts location & control
• Analyze Data & Key Indicators
•Breakdown measurements
•Problem solving tools
•Vibration analysis tools, etc...
TPM
Upstream
Maintenance
Maintenance Prevention
New Equipment & Tool Design Considerations
• Input from Breakdown Maintenance
• Input from Planned Maintenance
• Input from Work-cell STRIVE
• Life Cycle Costing
• Design reviews (operators, supervisors, engineers)
• Maintenance and operations manual preparation
• Define Installation, Start-up, and Adjustments
• Define Initial de-bug requirements
• Identify all Safety issues
• Define Preventive Maintenance Standards
• Autonomous
• Planned Work Skilled Trades
TPM Overview
“THE BIG 6”
TPM Targets “6 Big Machine Losses”
1. Unexpected breakdowns.
3. Minor stoppages.
Examples:
•Drive system failures
•Electrical system failures
•Structural fatigue
2 of 6
Set-up and Adjustment Losses
(Change over)
• Downtime and defective product that occurs when
production of one part ends and the equipment is
set-up/adjusted to meet the requirements of another
part.
Flow Production X X X X X X
Eliminate Defects X X
Stockless Production X X
SMED X
KEY TIP:
KNOWLEDGE IS POWER, FEEL THE POWER !
TPM Education Methods
• TPM GEMBA Weeks/Workshops
• “7S” Standards
• Visual Management
• Process Flow
• Autonomous Work Checklists
• Display key process parameters
* Temperatures
* Cycle times
* Control settings
• One-Point Lessons
TPM Key Indicator
Actual
Productive
Utilization
APU
A way of measuring how the 6 major losses are
affecting your equipment.
OR
Quality:
•Improved by eliminating quality defects in process and
during set-up.
APU Calculation
NOTE:
Scheduled Pieces = Available Minutes
Planned Cycle (Standard)
Example
Available Minutes
APU Calculation
Established Standard Cycle
480 minutes available per 8 hour shift
P/N 1234 = 2.5 seconds
-30 minute lunch
-2x10 minute breaks
430 net minutes available or 25800 seconds
Therefore Scheduled Pieces equals 25800 / 2.5 = 10320 pieces
If Assumed Actual for the day = 8300 pieces
= 80.4% APU
TPM Reminder:
The Production Control Chart tells us where we lost the parts and therefore
what to focus on for continuous improvement
TPM Reminder
Overall Objectives
• Maximize “Actual Productive Utilization” (APU)
through total employee involvement.
STRIVE Workshop
STEP 1
Select a Work-cell
&
Perform 7S Initiatives
STEP 2