Transcript
TPM: TOTAL PRODUCTIVE MAINTENANCE
What is TPM ?
It is a Japanese approach for Creating company culture for maximum efficiency Striving to prevent losses with minimum cost
Zero breakdowns and failures, Zero accident, and Zero defects etc.
The essence of team work (small group activity) focused on condition and performance of facilities to achieve zero loss for improvement
Involvement of all people from top management to operator
Why TPM?
• Rising cost of raw material• Higher power cost & specific
power• Higher specific fuel
consumption• Higher man power cost• Heavy losses, low profit due to
equipment failures / low reliability / indifferent attitude
• lack of horizontal communication
• Low moral/ organizational politics
• Unsafe working• Pressure from TOP to progress
fast
• Easy funds for /capacity build up
• Market demand & High quality competition in the market
• Stiff competition, low returns• Increasing quality
consciousness in market• New plants very efficient and
cost effective.• Increasing input material
cost• Increasing wages and
salaries.
MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES
Need for a system which focus on:
Cost reduction through reducing losses Market share expansion /customer
satisfaction Increased Profitability Skill up-gradation Reduced distribution cost Reduced equipment failure Employees involvement
May decide to adopt TPM • To improve equipment's operating efficiency and
reliability ,thereby achieve cost reduction. • Market share expansion.• Skill development. Zero loss, add profits• High productivity full employee involvement &
dynamic team
Goals of TPM
Increase production quality.Increase job satisfaction.Reduce LossesBrings together people from all
departments concerned with equipment.
Effective use of equipment.Continuous ImprovementEncouraging input from all employees
Principles of TPM
• Use Overall Equipment Effectiveness (OEE) as a compass for success.
• Work toward zero losses• Providing training to upgrade operations and
maintenance skills• Involve everyone and utilize cross-functional teamwork
TPM Targets
P PRODUCTIVITY To achieve planned production.
Q QUALITY To improve product & process quality.
C COST To reduce costD DELIVERY To deliver goods as
required by the customer.S SAFETY To maintain safetyM MORALE To improve morale
Benefits of TPM Increased Productivity Increased Product Quality Increased equipment productivity Increased Company’s manufacturing profit Reduced Costs Reduced equipment downtime Reduced Process defect • Reduced Customer compliant/claims• Reduced Financial losses due to reduction in
breakdowns Reduced Repair costs. Reduced Maintenance hours. Reduced Energy costs.
Tangible benefits of TPM
Benefits of TPM
• Increased confidence and ‘can-do’ attitude• Achieving full-self management
• Operators have ownership of their equipment's
• They look after it by themselves without direction
• Giving better image to the visitors and thereby getting more orders
Shift in Paradigm Enhance job satisfaction
Intangible benefits of TPM
Losses in TPM
Manufacturing losses are categorized into 16 bid losses.
Equipment losses
Manpower losses
A total of 8 Losses
A total of 5 Losses
Material losses A total of 3 Losses
Losses in TPMEquipment losses
Availability Loss
Performance Loss
Equipment Failure
Setup and Adjustments
Idle and Minor Stoppages
Reduced Speed
Quality Loss Process Defects
Startup Loss
Shutdown Loss
Cutting Blade Loss
Losses DefinitionEquipment Failure The equipment breaks down causing the function of the line
or process to stop. Often this is considered as a sporadic failure, typically caused by equipment component failure.
Setup and Adjustments
This loss occurs during a changeover between products.
Shutdown Loss The loss incurred by deliberately shutting down the equipment within the production plan.
Idle and Minor Stoppages
These are typically small stoppages not logged as breakdowns and issues causing the machine to pause or idle for short periods. Like Waiting for a machine to index, emptying a mould during press operation, product blockage.
Cutting Blade Loss The time loss incurred swapping any consumable tooling item when it has become worn/ineffective or damaged.
Reduced Speed Losses due to actual operating speed falling below the designed speed of the equipment.
Startup Loss The loss incurred whilst starting up equipment, to get to steady state operating conditions.
Process Defects This is the loss of defective product i.e. Not Right First Time
Equipment Losses
Losses in TPM
Manpower losses
Manpower losses
Operating Motion Loss
Line Organization Loss
Logistic Loss
Measurement and Testing
Management Loss
Manpower Losses
Losses Definition Operating Motion Loss
Man-hour losses arising from differences in skills involved in etc.
Management Loss
Waiting losses that are caused by management, such as waiting for materials, waiting for tools, waiting for instructions etc.
Line Organization Loss
This loss results from a shortage of operators on the line and operators having to work on more equipment than was originally planned.
Logistic Loss Losses are created due to unnecessary/excessive operator movement and transportation, as a result of poor layout and work organization.
Measurement and Testing
Work losses from frequent measurement and adjustment in order to prevent the occurrence and outflow of quality defects.
Losses in TPM
Yield, Energy & Tooling Loss
Yield, Energy & Tooling
Loss
Material yield
Consumable material (Tooling) losses
Energy losses
Yield, Energy & Tooling Loss
Losses Definition Material yield This is the total loss between the input of raw
material and the output of finished goodsEnergy losses Energy loss is the input energy which cannot be
used effectively for processingConsumable material (Tooling) losses
Financial losses which occur with production or repairs of dies, jigs and tolls due to aging beyond services life or breakage.
OEE
• OEE (Overall Equipment Effectiveness) is the standard for measuring manufacturing productivity.
• It identifies the percentage of manufacturing time that is truly productive.
• An OEE score of 100% means you are manufacturing only Good Parts, as fast as possible, with no Stop Time.
How to calculate OEE?
OEE = A x P x Q
Where, A = Availability P = Performance Q = Quality
• Availability : An Availability score of 100% means the process is always running during Planned Production Time
• Performance : A Performance score of 100% means when the process is running it is running as fast as possible.
• Quality : Quality takes into account Defects(including parts that need Rework). A Quality score of 100% means there are no Defects (only Good Parts are being produced).
Calculating OEE
Total Time
Running time
Performance =
Components Produced
Components supposed to be Produced
Quality =Total Acceptable Components
Total Components produced
Availability =
World Class OEE
Calculating Example
Item DataShift Length 8 hours (480 minutes)
Breaks 2 x 15 minute and 1 x 30 minute
Down Time 47 minutes
Ideal Cycle Time 1.0 seconds
Total Count 19,271 widgets
Reject Count 423 widgets
Calculating Example
• Planned Production Time• Shift Length − Breaks• 480 minutes − 60 minutes = 420 minutes
• Run Time• Planned Production Time − Stop Time• 420 minutes − 47 minutes = 373 minutes
• Good Count• Total Count − Reject Count• 19,271 widgets − 423 widgets = 18,848 widgets
• Availability• Run Time / Planned Production Time• 373 minutes / 420 minutes = 0.8881 (88.81%)
• Performance• Total Count / Ideal total count• 19,271 widgets / (373 minutes × 60 seconds x 1.0 second )
= 0.8611 (86.11%)• Quality
• Good Count / Total Count• 18,848 widgets / 19,271 widgets = 0.9780 (97.80%)
Calculating Example
OEE = Availability × Performance × Quality
0.8881 × 0.8611 × 0.9780 = 0.7479 (74.79%)
Pillars of TPM
Autonomous Maintenance
Operator Maintains his own machine
Goals of AM
Eliminates 6 major Losses and raise OEE through small group activities
Eliminating Equipment Losses
Hidden Factors in Machine Failures
Relationship
What is Autonomous Maintenance
• Autonomous maintenance is the maintenance performed by the operators.
• Basic Maintenance which can be easily performed on daily basis, e.g. Cleaning, Lubricating, Inspecting, etc.
• Learning about the equipment to understand how it works and be able to spot signs of trouble.
Paradigm Shift
7 Steps of Autonomous Maintenance
1. Cleaning and Inspection.2. Eliminate problem sources and inaccessible
areas.3. Draw up Cleaning and Lubrication
standards.4. Conduct General inspection.5. Conduct Autonomous Inspections6. Standardize through visual work place
management.7. Implement Autonomous Equipment
management.
1. Cleaning and Inspection
Eliminate all Dust, Grim on the machine, Lubricate, Tighten & find and correct problems
• Eliminate all Dust and Grim on the machine, Lubricate and Tighten Bolts.
• Find and Correct Abnormalities.• Identify Defects which are hidden
• Gauge Hidden• Limit Switch buried in debris• Cracking in Housing.• No lubrication
• Tagging of Abnormalities.
Tagging
• Attach a tag to each abnormality which is identified by the team.
• White tag for minor defects and Red Tag for Major Defects.
• Fix as soon as possible and Remove the tags.
• Make Plans for Problems which can’t be addressed immediately.
Tags
ABNORMALITY CARD
A.M. STEP• TAG NO.
• EQUIPMENT ….....................
ABNORMALITY IN BRIEF .................................................. ……………………………………. …………………………………….. ……………………………………. ……………………………………..• IDENTIFIED ON ……………BY…...................
• CORRECTED ON ...................BY………………..
1 2 3 4 5
ABNORMALITY CARD
A.M. STEP• TAG NO.
• EQUIPMENT ….....................
ABNORMALITY IN BRIEF .................................................. ……………………………………. …………………………………….. ……………………………………. ……………………………………..• IDENTIFIED ON ……………BY…...................
• CORRECTED ON ...................BY………………..
1 2 3 4 5
Abnormalities in Bolts/Nuts
• Missing• Loose• Shaking• Non Standard Bolts /
Washers• Corroded• Damaged• Excess / low length• Paint on threads and head
Sample Bolts/Nuts Abnormalities
Sample Bolts/Nuts Abnormalities
Sample Bolts/Nuts Abnormalities
Sample Bolts/Nuts Abnormalities
Abnormalities in Transmission
• Slackness• Tight• Damaged• Misalignment• Noise• Pulley/ belt/ gear/ shaft
damaged• Belt missing• Tracking• Eccentricity• Play
Sample Abnormalities in Transmission
Abnormalities in Hydraulic System
• Oil level low / high• Oil contaminated• Oil pressure low / high• Oil temperature high• Jerks / Vibration• Line damage• Line not routed properly• Noisy pump• Pressure gauge not
working• Oil leak
Sample Abnormalities in Hydraulic System
Abnormalities in Pneumatic System
• Air / gas leak• Line damage• Line not routed properly• Sluggish cylinder
movements• Filter not drained of
moisture• Lubricator level low / high• Oil flow rate high
Sample Abnormalities in Pneumatic System
Abnormalities in Electrical System
• Loose connections• Hanging wires• Cable not routed properly• Cable gland loose• Motor generating noise• Motor generating more heat• Exposed wires• Panel inlet filter block• Panel / junction box open• Screws missing• Dust / dirt• Connections with open wires
Sample Abnormalities in Electrical System
Sample Abnormalities in Electrical System
Examples of Tagging
Monitoring of Tags
Autonomous Maintenance Step 1 -Abnormality Tag Listsl no Location Problem Detected Detected on Responsibility Rectified on Status
Total Tags Detected = Total Tags Rectified =
Team Members H.O.D Kaizen Co-ordinator Auditor
2. Eliminate problem sources and inaccessible areas
Correct sources of dirt and grim; prevent spattering and improve accessibility for cleaning and lubrication.
• Reduction of the time for CLIT activity• Find and correct the sources of contamination.• Improve accessibility for Cleaning and Lubrication• Modify equipment for easier checking and to eliminate
sources of contamination• Transparent cover for belt guards, etc.• Continuous removal for Chips.
3. Draw up Cleaning and Lubrication standards
Make standards to ensure cleaning, lubrication and tightening can be done efficiently
• To develop a schedule and to follow strictly.• Standards for Cleaning, lubrication, inspection & tightening
to make• What equipment should be cleaned, lubricate, inspect and
tighten.• What points should be cleaned, lubricate, inspect and
tighten.• Responsibility for cleaned, lubricate, inspect and tighten.
Example
H.O.D Kaizen Co-ordinator
Autonomous Maintenance Tentative Check List SL NO
EQUIPMENT PART
NO STANDARD METHOD TOOLACTION IF
NOT OKTIME
WHEN
DAILY WEEKLY MONTHLY
X1 C1 Cleaning the Operator Panel Look & Do X
2 C2Clean the Headstock and
RampLook & Do Clean 30 Sec √ X X
Clean 20 Sec √
3 C3 Clean the tool hooler and tool Look & Do
Team Members Auditor
Clean 20 sec √ X X
Eqpt Part Sr.No
Standard Method Tool Action if not ok Time( Min.
)
When
Daily Weekly Monthly
Water manifold C1 Look Clean & Rectify 0.13
Wire junctin box C2 . Look Inform to Maint Dept.
0.20
Electric motor C3 LookListen
Inform to Maint Dept.
0.25
No leakage
No looseConnection
No DustNo Noise.
Example
Eqpt Part Sr.No
Standard Method Tool Action if not ok Time(Min.
)
When Daily Weekly Monthly
Inverter Panel C4
Look & Feel .
clean by air blower
0.25
Proximity Switch C5
LookTighten
0.30 -
Control Panel C6
Look & Feel
Clean & Tighten
0.15 - -
No Loose
No dust
No LooseNo Dust
Example
4. Conduct General inspection.
• To Check for Proper hydraulic pressure, pneumatic pressure, etc.
• To develop One Point Lesson
One Point Lesson
What is OPL?
It is a tool to communicate: Knowledge and Skills about the equipment. Cases of problems. Cases of improvements.
What is Objective
To raise the knowledge and skills in a short period of time.
To have knowledge handy to be used anytime they are needed.
To encourage team work. To raise the level of commitment in the
operator.
How to Generate OPL?
One member of the team thinks, studies and prepares the sheet to express the idea.
The author explains the lesson to the rest of the team.
The team discusses possible improvements.
They get a clear-reliable OPL.
How to make an OPL?
Take a piece of paper and write the title. Illustrate the idea with images and a few
words. Have some technician verify the contents
and get it approved by the Kaizen Coordinator.
Show it to the team.
Keys to success of an OPL
Be original. Many different materials can be used in the illustration.
Treat only ONE piece of knowledge. Be simple and clear. Verify that the facts are just as expressed. Make it available to every one
One Point Lesson
Prepared by: ……….. Approved by ……….Prepared on: ……… Administered by …….
Type: Basic Knowledge: V-Belts
Wrong Correct
Soap Plant
OPL Number:
Vibrating belt indicates that belt is loose
No vibration/oscillation of V belt indicates proper fit
Seen & understood: Operator: Operator: Operator: Operator:_______
One Point Lesson
Prepared by: ……….. Approved by ……….Prepared on: ……… Administered by …….
Type: Insulation Jacket in Plodder
Wrong Correct
Soap Plant
Check the Insulation and replace with new as soon you see water falling
OPL Number:3
Insulation damaged causing problems to Soap quality
Seen & understood: Operator: Operator: Operator: Operator:_______
One Point Lesson
Prepared by: ……….. Approved by ……….Prepared on: ……… Administered by …….
Type: General Awareness: Cable Arrangement
Wrong Correct
Soap Plant
Metal Holder to put all wires in Order
OPL Number:2
Seen & understood: Operator: Operator: Operator: Operator:_______
Wires Loose & Hard to access
One Point Lesson
Prepared by: ……….. Approved by ……….Prepared on: ……… Administered by …….
Type: General Awareness: Safety while opening & inspecting Soap cutting Machine
Wrong Correct
Soap Plant
Open & Inspect cutting machine only when RED light ON & machine is stopped to prevent accidents
OPL Number:2
Seen & understood: Operator: Operator: Operator: Operator:_______
Opening & Inspecting the cutting machine when Green light ON can cause SERIOUS INJURIES
One Point Lesson
Prepared by: ……….. Approved by ……….Prepared on: ……… Administered by …….
Type: General Awareness: Leakage from Plodder cover
Wrong Correct
Soap Plant
Check the Gasket regularly, replace if gasket is torn & tighten cover lock to avoid leakage
OPL Number:2
Seen & understood: Operator: Operator: Operator: Operator:_______
Vacuum Leakage through Final Plodder gasket Leads to poor quality of soap
How to do general inspection
Hearing: NoisesWhistlingsqueakingHumming
Feeling : CoarsenessUnevennessSoilingOily status
Detecting malfunctions and defects using the 5 senses
Smell : Smell of fireMustyFoulnessGas
Taste : Aromasweetsourbitter
Seeing : Fracture Standstill DisorderlinessDirt
5. Conduct Autonomous Inspections
• To develop standards for routine internal check up.• Hydraulic• Air Pressure• Lubrication
• Operator should execute routine checkup.
Checklist for Autonomous Inspection
6. Standardize through visual work place management.
Organisation for lubrication System Responsibility for lubrication system
C- CLEANING
L - LUBRICATION
T - TIGHTENING
YELLOW DAILY (BEGNING OF A SHIFT)GREEN WEEKLY (MONDAY BEFORE 10
AM)RED MONTHLY ( IST DAY OF MONTH )
Visual Management
Visual Management
Visual Management
Visual Management
Visual Management
Visual Management
Visual Management
Visual Management
7. Implement Autonomous Equipment management
• To conduct Regular audit• Compare each process result (actual) with actual goal
(target)• Zero accidents• Zero defects• Zero Breakdowns• Minimum set-up time
How to sustain AM?
• Active Leader ship• AM is owned by production department and
supported by production department• Proper operator training, education and skill
certification.• The time required for Cleaning and Lubrication
should be included in daily schedule.• Supervisors need to ensure that AM activities are
performed.
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