TPM

A Manufacturing Initiative

What is TPM?
• TPM is an abbreviation of Total Productive Maintenance • TPM calls for people to take ownership of the area they work in
– – – – Collecting performance data Analyzing problems Taking corrective & Preventive countermeasures Finally setting up an asset care & process control system

• TPM Emphasizes the importance of people in the plant for bringing about improvements • TPM promotes a manufacturing team • TPM involves everyone
TPM will reduce costs and increase productivity & delivery capabilities by Involving everyone in a systematic process 2

What is TPM?
• TPM
– Aims at building up a corporate culture that thoroughly pursues production system efficiency improvement (OEE) – Constructs a system to prevent every kind of loss (to achieve zero accidents, zero failures etc.,) – Covers all department including production, development, marketing and administration – Requires all and full involvement from top management to frontline employees
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At Process Plants TPM helps improve Productivity, Quality, Cost, Delivery, Safety, Environment and Morale possible.
P
• • • • • • • • • • Overall Plant Effectiveness improved Productivity improved Throughput improvement No. of breakdowns reduced Shutdown time reduced Number of Defects reduced Number of Customer Complaints reduced Yield & Recoveries improvement Maintenance Cost reduced Specific Energy consumption reduced

D S E M

• • • • • • • • •

Batch Time reduced Change-over Time reduced Order completion improved Number of Accidents / Risk level reduced Number of spills and leaks reduced Dust controlled Ambient Temperature reduced Noise reduced Number of Suggestions increased

Q C

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Production and Maintenance are equal partners in Operations.
OPERATIONS LED

PRODUCTION DRIVEN AS EQUAL PARTNERS

MAINTENANCE DRIVEN

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TPM simplifies routine daily management by making everything visual and easy to do right.
Make it Easy to Do Things Right Make it Easy to Do Things Right

…… and Difficult to Do Things Wrong …… and Difficult to Do Things Wrong

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7/8th of the Plant Costs are hidden
Easy to Measure
Labour Materials Outside contractors Overheads

Low impact on profit

Material Handling Discharge & spillage Packing loss Energy Loss Fluctuating yield & purity Leakages Corrosion Scattering Power failure breakdown material loss Evaporation loss Delay in operation & maintenance Sampling loss Management loss-wrong decision, communication Not taking responsibility

Difficult to Measure

Reduced Reactor life Image

Reduced plant life Safe Systems Productivity

Loss of Goodwill Farmer claims

Corrosion & MOC issues

High impact on profit
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Healthy equipment like a healthy body… to create a factory with a future.
Daily Prevention Measure Deterioration Inject before breakdown

Routine Service Clean Tighten Adjust Inspect Lubricate By Operators

Monitor Predict

Timely Preventive Maintenance

By Operators & Maintainers

By Maintainers
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Problems are not single or several-independent, but complex and several-interrelated.

1 2 3 4 5

PROCESS SUPERVISOR MAINT. SUPERVISOR

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OPERATOR

8 9 1 2 3 4 9 5 8 7 6
TPM Team of Supervisor/ Maintainer/ Operator

MAINTAINER

Team approach will lead to long lasting solutions rather than “Quick Fixes”.

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CANDO improves the evidence on the shopfloor , that is an essential foundation for a world class performance.
5. Discipline 4. Order 3. Cleanliness 2. Neat & Tidy 1. Arrangement
CANDO is a systematic development process for creating a clean, safe 10 and efficient workplace, where it is easy to do right.

Implementing TPM

9 – Step Process
Measurement Cycle 1. Collect Equipment History and Performance information Condition Cycle
7. Develop future Asset care & Inspection lists 6. Plan the Refurbishment, Spares and Manpower

Problem Prevention Cycle 8. Develop SPLs/SOPs

9.

2. Define KPIs
5. Carry out a Condition Appraisal (& Initial Clean Up)

5 Why / Fishbone / P-M Analysis

Solutions
Low Cost/ No Cost Technical Support

3. Define & Assess Losses and set Improvement Priorities

4. Understand Equipment &; Carry out a Criticality Assessment

Feedback

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Measurement Cycle

Equipment History & KPIs
• What we want to improve? What are the performance measures, by which we know that improvement has occurred? • What has been the performance against these measures in the last three months? • What is the improvement goal for the next three months? • What is the benefit to company if the goal is achieved
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Exercise-Measurement cycle
AREA : SNo. Key Performance Indicator Date: Record Unit Benefit of unit improvement

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Condition Cycle

Abnormality detection with following guide lines
• Critical element which is not in its ideal condition. What is the actual condition? • Major source of contamination • Hard to clean area • Unsafe condition • Hard to access area

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Area / Equipment / Zone :
SNo Abnormality

Exercise: Abnormality detection
Date:
Why Abnormal Effect if not attended Cause of abnormality Countermeasure to be taken Resp. Date of Completion Plan Actual

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Criticality assessment is a wonderful tool for gaining agreement and ownership on priorities.
• • • • • • Build teamwork Promotes understanding of the equipment Provides a checklist for condition appraisal Highlights areas of focus for Asset Care Highlights safety critical items Highlights weaknesses regarding – Safety – Operability – Reliability – Maintainability
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Criticality assessment involves understanding the process and equipment
• • • Sketch the equipment and auxiliaries and make sure how it functions Understand the operating / processing principles involved through a Process Flow Diagram Identify assemblies, systems and components up to replacement level
Equipment

Sub-assembly / System Component

Assess each against the headings of maintainability, reliability etc and total and agree on priorities
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EQUIPMENT/ COMPONENT DESCRIPTION

Exercise-Criticality assessment
                               

 

 

 

   

 

 

 

 

 

 

 

 

   

 

 

 

 

 

 

 

 

   

 

 

 

 

 

 

 

 

   

 

 

 

 

 

 

 

 

   

 

 

 

 

 

 

 

 

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Condition appraisal is the systematic inspection for abnormalities and deterioration.
• Specify the ideal conditions for all critical items • Conduct a thorough initial cleaning with special attention to critical items • Thoroughly inspect against the standards. For machine tools this could mean static / dynamic accuracy checks • Establish the relationship between problems and accelerated deterioration as distinct from natural deterioration

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Condition Appraisal
COMPONENTS/PARTS / EQUIPMENT / PROCESS PARAMETER Ideal / Standard Actual Condition / Condition / Value Value Action required

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Refurbishment - Repair and Replacement
• Prioritise actions based on the criticality assessment • Allocate dates, time scales, labour, material, responsibilities • Define the review mechanism • Categorise tasks based on type of stoppage required

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Refurbishment Plan
SNO TASK DESCRIPTION RESPONSIBILITY DATE STATUS

Responsibilit y Allocated

Work  Planned

Work  Completed

Confirmed as  Effective 25

Spare Parts Policy
AREA SNO. PART SPECIFICATION PURCHASING PREFERRED SERVICE NO. PER STOCKING POLICY LOCATION LEVEL EVENT REORDER MIN LEVEL INVENTORY STOCK HOLDING COST

LOCATION CODES M At Machine L Local StoresR C Central Stores

SERVICE LEVELS S Strategic Run to Failure Item P Planned Replacement C Consumable

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Asset Care Plan
& Servicing Part Activity Frequency Resp Visual Indicators

 

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Key Points of the Condition Cycle
• Understanding is the key to ownership and long term solutions • Restore before improving • Make it easy to maintain normal / stable conditions • Make it easy to spot problems early • Deal with problems when they are small • Don’t live with inefficiencies and abnormalities. Strive for Zero Losses
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Problem Prevention Cycle

Single Point Lesson is the primary standardisation tool.
• Its content can be understood in a couple of minutes and it can be delivered in about 15 minutes or less • SPLs are highly visual & self explanatory • They are essential aid for communication for Operators, Maintainers, Supervisors, Engineers and Managers

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Progress through the stages of adult learning using Single Pont Lessons
Have been shown the procedure and explained

Have demonstrated back / understood

Practicing regularly

Confirmed = Can train others = Expert

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SINGLE POINT LESSON
What : Gear Box Oil Level Checking Sketch

SPL NO : 1

VER:1

DATE : 9.12.2002

DIPROD

Why : Prevents gear box drain out and other maintenance  activities How :      1. Switch off the equipment    2. Remove Gear box  Dip rod 3. Clean the dip rod cleanly with cloth 4.  Replace the dip rod and check the level. 5.  If the level is at ‘H’  replace the dip rod 6.  If the level is at ‘L’ or between ‘L’ and ‘H’  7. Pour Oil , until the level reaches ‘H’ 8. Replace Dip rod

H L GEAR BOX

Tools Required : Spanner 10/11 Visual Aids : DIP ROD “H” and “L” Levels

Confirmation Standard

10 DEC, 2002

12 DEC, 2002

13 DEC, 2002

14 DEC, 2002 32

The 5-Why technique is used to get to root causes and then take preventive action
WHY DID THE EQUIPMENT FAIL? Because a weld broke on the drive spindle WHY? Because the spindle was out of alignment WHY? Because the Alignment had been adjusted to overcome a build up of ink WHY? Because the ink viscosity had become thicker than the original setting could cope with WHY? Because the Operator did not know how to measure and control ink viscosity

COUNTER MEASURE: Training for Operators on Controlling Ink Viscosity

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PHENOMENON ANALYSIS FORM
Describe the phenomenon clearly: Short term action taken Why-1 Why-2 Why-3 Why Why-4 Why-5

Ref no

Date

Is there any thing else to be checked? Proposed preventive countermeasures Change in work method & Training required Routine activity Predictive check Preventive maintenance Modification Others Status Agreed Planned Implemented Effective

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Transparent Workplace through Visual Controls
• Visual Control communicates required information to people who need it important

• It grabs one or more of our senses in order to:
• • • • Alert us to an abnormality Help us recover quickly Promote adherence and prevention Enable successful self management

• Visual Control reduces errors and waste by making problems visible. • It identifies the gap between the standard and actual performance and tells us how to respond.
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Visual Controls in daily life

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Visual Control in an Office

FILES NOT IN ORDER
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A visual factory makes it is easy to do right and difficult to do wrong...
Shadow boards

SPZ 1600

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Benefits of TPM

1% improvement in OEE can provide the same benefit as a 5% reduction in Maintenance cost.
80% Cost of Losses
OEE
Benefit of attacking Losses : 25% points improvement in OEE or 40% improvement in OEE

65% Direct Cost of Maintenance Initial “Bow-wave effect : Cost of training, restoration, and lost time Cost increase by 10% Cost decrease by 20%

1 yr

2 yr

3 yr 40

Thank You

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