• • • •

Laura Dietrich: Maintenance Manger Antoinette Lockett: Plant Manger Waseem Manzoor: Quality Manger Xiaoyan Liu: Production Manger

Meeting Agenda
I. II. Understanding Downtime -Group Major Losses of TPM -Antoinette Lockett
I. II. III. IV. Planned Downtime Losses -Xiaoyan Liu Unplanned Downtime Losses -Laura Dietrich Reduce Speed LossesPoor Quality Losses -Waseem Manzoor What is TPM -Antoinette Lockett Breakdown of TPM -Laura Dietrich TPM History -Laura Dietrich TPM Evolution Goal of TPM -Antoinette Lockett Three Principles of Prevention


Total Productive Maintenance

I. II. III. IV. V. VI.

Meeting Agenda Cont.
I. II. TPM-8 Pillars-Laura Dietrich Kick off TPM
I. Launching TPM- Preparatory Stage-Antoinette Lockett II. Autonomous Maintenance- Xiaoyan Liu III. Equipment Management Life Cycle- Xiaoyan Liu IV. TPM Implementation-Waseem Manzoor V. Launching TPM- Stabilization-Waseen Manzoor VI. Eliminating Equipment Losses-Laura Dietrich VII. Improvement Goals for Chronic Losses-Laura Dietrich III. Overall Equipment Efficiency
I. What is OEE-Xiaoyan Liu


OEE Factors-Xiayon Liu Calculating OEE-Waseem Manzoor


TPM Benefits-Xiaoyan Liu




Planned Downtime losses
• • • • Start-ups shift changes coffee and lunch breaks planned maintenance shutdowns

Unplanned Downtime Losses

• Equipment breakdown • Changeovers • Lack of material

Reduced Speed Losses

• Idling and minor stoppages • Slow-downs

Poor Quality Losses
• Process non-conformities • Scrap


What is Total Productive Maintenance?
• TPM is a plant improvement methodology which enables continuous and rapid improvement of the manufacturing process through use of employee involvement, employee empowerment, and closed-loop measurement of results

Breakdown of TPM
• TOTAL = All encompassing by maintenance and production individuals working together • PRODUCTIVE = Production goods and services that meet or exceed customers’ expectations • MAINTENANCE = Keeping equipment and plant in as good as or better than the original conditions at all times

TPM - History
• Productive maintenance (PM) originated in the U.S. in late 1940’s & early 1950’s • Japanese companies modified and enhanced it to fit the Japanese industrial environment • The first use the term TPM was in 1961 by Nippondenso, a Japanese auto components manufacturer • Seiichi Nakajima – head of JIPM, one of the earliest proponents, known as the Father of TPM

TPM - Evolution
• • • • Breakdown maintenance Preventive maintenance (PM) Productive maintenance Total productive maintenance

Goals of TPM
1. Aims at getting the most effective use of equipment 2. Builds a comprehensive PM system 3. Brings together people from all departments concerned with equipment 4. Requires the support and cooperation of everyone from top managers down 5. Promotes and implements PM activities based on autonomous small group activities. 6. Maintaining Equipment for life 7. Encouraging input from all employees 8. Using teams for continuous improvement

Three Principles of Prevention
• Maintenance of normal conditions • Early discovery of abnormalities • Prompt response


Autonomous Maintenance Kobetsu Kaizen Planned Maintenance Quality Maintenance



Office TPM

Safety, health and Environment

Kick off TPM

Launching TPM- Preparatory Stage
• Announce top management’s decision to introduce TPM • Launch an educational campaign to introduce TPM • Create an organizational structure to promote TPM • Establish basic policies • Form a master plan for implementing TPM

Launching TPM- Preliminary Implementation

Launching TPM- TPM Implementation
• Improve the effectiveness of each critical piece of equipment • Set up and implement autonomous maintenance • Establish a planned maintenance system in the maintenance department • Provide training to improve operator and maintenance skills • Develop an early equipment management program

Launching TPM- Stabilization

• Perfect TPM implementation and raise TPM levels

Eliminating Equipment Losses

Improvement Goals for Chronic Losses


What is OEE
• OEE (overall equipment efficiency) is a “best practices” way to monitor and improve the efficiency of your manufacturing processes
– machines – manufacturing cells – assembly lines

OEE Factors
• Plant Operating Time • Planned production time
– planned downtime ie. breaks

• Availability
– downtime losses

• Performance
– Speed losses

• Quality
– Quality losses

World Class OEE
OEE Factor Availability Performance Quality OEE World Class 90.0% 95.0% 99.9 % 85.0%

Calculating OEE
• Availability = Operating time/planned production • Performance = Ideal Cycle Time / Total Pieces or
• Quality = Good Pieces / Total Pieces • OEE = Availability X Performance X Quality

(total pieces / Operating time)/Ideal Run time

Example OEE Calculation
Item Data 8 hrs = 480 min. Shift length Short Breaks 2@ 15 min. = 30 min Meal Break 1 @ 30 min = 30 min 47 min Down Time Ideal Run Time 60 pieces per min 19,271 pieces Total Pieces 423 pieces Reject Pieces

Availability =

Operating time Planned production time
• = 373 minutes / 420 minutes • = 0.8881 (88.81%)

Performance =

(Total pieces /Operating time) Ideal Run Time
• = (19,271 pieces/373 minutes)/60 pieces per minute • = 0.8611 (86.11%)

Quality = Good Pieces Total Pieces
• = 18,848 / 19,271 pieces • = 0.9780 (97.80 %)

Availability X Performance X Quality
• = 0.8881 X 0.8611 X 0.9780 • = 0.7479 (74.79%)


TPM - Benefits
• Improved equipment eliminates the root cause of defects • Defects are prevented through planned maintenance • Preventive maintenance costs are reduced as equipment operators conduct autonomous maintenance • Improved equipment designs ensure that new equipment naturally produces fewer defects • Simplified products designs and a redesigned process produce with few defects • Engineers, technicians and managers are trained in maintenance and quality

TPM - Benefits
(Japanese TPM Prize winners during 19821984) • Equipment failures reduced from 1,000/month to 20/month • Quality defects reduced from 1.0% to 0.1% • Warranty claims reduced by 25% • Maintenance costs reduced by 30% • WIP decreased by 50% • Productivity improved by 50%. (Patterson & Fredendall, 1995)

TPM – Success stories
• USPS Albany, New York: annual save of $86,000; could save $4.5 million if applied nationwide • Yamato Kogyo Corp., Japan: - productivity up by 130%, - accidents cut by 90%, - defects reduced by 95%, - employee suggestion rate increased by over 300%

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