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The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseIntroduction to TPM Total Productive Maintenance
Lean Foundations
Continuous Improvement Training
Lean Foundations
Continuous Improvement Training
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Learning ObjectivesLearning Objectives
Learn the basic philosophy of TPM
Explain OEE and how it contributes to a TPM
project, explore OEE components; define and
calculate OEE
List 6 major components of equipment loss
Review and adopt the 7 steps to Autonomous
Maintenance
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TPMTPM The NeedThe Need
Process Industry relies heavily on equipmentthat is integrated and runs continuously
When down, losses are costly
With lower inventories, machines need to bereliable
Machining and Assembly industries becomingmore mechanized to save manpower and do
difficult jobs More machines to maintain
Need to save energy
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TPMTPM The PhilosophyThe Philosophy
TPM aims at using equipment to its maximumand aids in reducing Life Cycle Costs (LCC)
In other words - going all out to eliminate theLosses (Waste) caused by the equipment
TPM improves work activities that deal withEquipment Set-up, Operating parameters,Maintenance, Tear down, Repairs andBreakdowns
It specifically aims at the complete eliminationof the six major losses while striving for agoal of zero unscheduled downtime
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TPMTPM -- The Six Major Losses (Waste)The Six Major Losses (Waste)
Downtime Losses (1) Equipment failures
(2) Set-up and adjustments
Speed Losses (3) Idling and minor stoppages
(4) Reduced speed (actual operating
vs. designed)
Defect Losses (5) Defects in process
(6) Reduced yield between start of
production and stable production
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OEE FormulasOEE Formulas
1. UnexpectedEq. Breakdown
2. Set-up &
adjustments
3. Idling andminor stoppages
4. Reduced
speed
5. Defects in
Process
6. Reduced Yield
Overall Equip.
Effectiveness:
Availability
example:
Efficiency
example:
Ratio of QualityProducts
example:
Load Down Time
Load Time
460 min 60 min
460
The Theoretical Cycle
Time x Processed Qty
Operating Time
0.5/ unit x 400 units
400 minutes
Processed Amount
Amount ofDefects
Processed Amount
400 8
400
x 100%
= 87%
x 100%
= 50%
x 100%
= 98%
=
]
=
]
] =
.87 x .50 x .98 = 46.2 %
Loss Measure Formula Metric
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OEE Loss Effects.
0
20
40
60
80
100
120
%
timeavailable
24/ 7 scheduled time Availibility Performance (Eff) Yield (Quality)
OEE Pareto Analysis by Loss CategoryOEE Pareto Analysis by Loss Category
Overall
Equipment
Effectiveness
Loss
3 & 4
46.2 % OEE
Loss
1 & 2
Loss
5 & 6
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TPM attacks 6 major Losses plusTPM attacks 6 major Losses plus
Elimination of other WastesElimination of other Wastes (Mura, Muri, Muda)(Mura, Muri, Muda)
Operator Time Losses
Manpower losses due to operation time being
done more slowly than standard time (Cycle
Time > Standard Time)
Material Losses
Losses in yield due to inherent waste (cut-off
stock, set-up pieces, prototype, etc)
Energy losses such as electricity, gas, andwater when machinery is not doing value-
added work
Idling losses due to inadequate sensors and
product buildup on conveyors and chutes
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Best PracticesBest Practices
WorldWorld--Class Goals (A TPM Vision)Class Goals (A TPM Vision)
Before After
Availability 87% > 90%
Performance Efficiency 50% > 95%
Ratio of Quality (Yield) 98% > 99%
Overall Eq. Effectiveness 42.6% > 85%
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TPMTPM Operational Goals (Qualitative)Operational Goals (Qualitative)
Increase number of suggestions
Improve level of teamwork of shop floor
Improve cross-functional teamwork
Establish maintenance throughout the total
equipment life cycle People maintain their own equipment
Machines available for just-in-time (JIT)application
Improve machine availability Improve working environment (6S)
Improve Corporate culture and image
Improve Business performance
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TPMTPM Operational Goals (Quantitative)Operational Goals (Quantitative)
Cost Reductions
Actual and to be reduced
Energy savings
Maintenance
Equipment Efficiencies
Zero failures (ultimate goal)
MTBF (mean time between failures)
MTTR (mean time between repairs)
Idle Time
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TPMTPM Operational Goals, cont.Operational Goals, cont.
(Quantitative)(Quantitative)
Safety
Zero accidents
Quality Zero failures
Zero complaints
Education Hours of training/ number of sessions
Number of KAIZEN projects
Number of Suggestions
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TPMTPM Definition of TotalDefinition of Total
Total Effectiveness Reduction in losses of all equipment to optimize its
effectiveness and improve costs
Total Maintenance
Involves the whole maintenance system inclusive ofequipment manufacturer, equipment engineering, andequipment user to improve maintainability
Total Participation Everyone has a role to make TPM work
Management to set policy Middle management, staff to support and lead
Maintenance to maintain and train
Operators to take on new maintenance challenges
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TPMTPM Role of Maintenance FunctionRole of Maintenance Function
Provides technical support for autonomousmaintenance done by operators
Restores deteriorated equipment through checks,
inspections, and overhauls
Identifies Design weaknesses and improves theequipment to error-free function (via poka-yoke)
Improves technical maintenance skills for checks,inspections, and overhauls
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TPMTPM Role of Operator FunctionRole of Operator Function
Maintains basic condition (cleaning and lubrication)
Maintains proper condition and standards for
equipment usage
Partially restores deterioration
Basic skill levels in: Changeover and set-up
Reduction of minor stoppages and adjustments
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TPMTPM Autonomous MaintenanceAutonomous Maintenance
Definition:
Operations maintains its own equipment
Utilize 7-step plan*
(*Source: Japan Institute of Plant Maintenance)
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7 Steps to Autonomous Maintenance7 Steps to Autonomous Maintenance
Step 1 Initial clean-up (External)
Kick-off program
Closely aligned with 6S (5S + 1)
Management and Staff show commitment
Clean, Sand and Paint
Identify sources of defects:
Gauge hidden
Limit switch buried in debris
Crack in Housing
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7 Steps to Autonomous Maintenance7 Steps to Autonomous Maintenance
Step 2 Stop sources of defects (External)
Ask why ? five times
Replace parts with cracks
Replace worn seals
Teach Operators how to modify equipment
Conduct Set-up Workshops; Practice Set-ups
Modify Equipment for easier checking and toeliminate sources for debris andcontamination Guards
Chip removal
Acrylic covers to see V - belts and moving parts
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7 Steps to Autonomous Maintenance7 Steps to Autonomous Maintenance
Step 3 Standards Formulation
Standards for clean-up and checking
What equipment should be cleaned and checked?
What points should be checked? Who should check?
What check sheet should be used?
How to react to changes.
Standards are to capture what has been learned
in steps 1 and 2
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7 Steps to Autonomous Maintenance7 Steps to Autonomous Maintenance
Step 4 Overall Checkup (Internal)
Leaders (1st line Supervisors) trained Hydraulics
Air Pressure
Electrical/ Electronics
Lubrication
Mechanical
One point lessons developed (Visual Management)
Team up Engineers, Maintenance, and Operators
Tear down equipment
Analyze defects
Present findings
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7 Steps to Autonomous Maintenance7 Steps to Autonomous Maintenance
Step 5 Autonomous Checkup
Develop Standards for routine internal checkup
Hydraulics
Air Pressure Electrical/ Electronics
Lubrication
Mechanical
Operator executes routine checks
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7 Steps to Autonomous Maintenance7 Steps to Autonomous Maintenance
Step 6 Orderliness and Tidiness
Improve on Supplier Activity
Spare parts supply partners
Spare parts stores
Spare parts inventory
Improve on Tool Activity
Tool Crib orderliness
Tools frequently used at work station
(refer to Visual Management/ Visual Control)
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7 Steps to Autonomous Maintenance7 Steps to Autonomous Maintenance
Step 7 All out Autonomous Management Process never ends
Metrics
Audits
Each process post Result* (actual) against Goal (target)
Zero lost time accidents
Zero Defects
Zero Breakdowns Zero set-up time or at least < 10 minutes
Practice Quick Changeovers/ SMED (see separate module)
* Utilize Accountability Meetings (see separate module)
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TPMTPM Kaizen and Reliability MaintenanceKaizen and Reliability Maintenance
KAIZEN (see separate module)
SWAT Team approach to major problems
(Focus improvement effort around 6 big Losses)
Reduction in Changeover/ Set-up time
RELIABILITY
Driven by Pareto Analysis to prioritize
Data based Reduction in MTTR
Increase in MTBF
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Reliability MaintenanceReliability Maintenance
Meantime to Failure (Goal is to maximize) Machine Breakdown
Tool Breakdown
Part Failure
Meantime to Repair (Goal is to minimize) Diagnose problem
Correct problem
Set up Machine to make good parts
Spare parts control
Analyze using Statistical Tools
Reliability Measures
Problem Solving Tools
Vibration Analysis Tools
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TPMTPM -- Reliability Kaizen ExamplesReliability Kaizen Examples
1) Tool cutting Tip (Nissan Motors) Life Cycle = 45pieces
KAIZEN #1 Vibrational analysis to optimize rotational
speed. Life cycle = 132 pieces.
KAIZ
EN #2 Analysis of wear pattern to optimize toolgeometry. Life cycle = 305 pieces.
2) Tool cutting (Toyota Motors) Tool expensive and
takes long time to set up
KAIZEN #1 Reduced set-up time from 15 minutes to lessthan 10 seconds.
KAIZEN #2 Studied correlation between life of tool and
number of cuts between sharpening increase life of tool
five-fold.
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Planned Maintenance Best PracticesPlanned Maintenance Best Practices
Maintenance department primarily responsible
Re-adjustment of Machines to bring back tooriginal state
Feedback information to Maintenance PreventionGroup
Collection of Reliability Data MTBF
MTTR
Finding and coping with chronic defects
Machine accuracy control (calibration)
Schedule boards (Visual Management) Control of
Spare Parts
Lubrication
Vibrational Analysis
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Maintenance Prevention Best PracticesMaintenance Prevention Best Practices
New equipment design integrated w/ New ProductIntroduction (NPI) efforts
Input from Reliability Maintenance
Input from Preventative Maintenance
Input from KAIZEN activities
Life Cycle Costing
Design reviews (Operators, Supervisors, Engineers)
Assembly at Supplier
Final Inspection at Supplier
Maintenance and Operations Manual preparation Safety Issues visible, aware and worked
Preventative Maintenance Schedule posted,
adhered to
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TPMTPM SummarySummary
Total Productive Maintenance is about:
improved equipment performance
increased equipment availability
increased equipment FPY (first pass
yield) or also called FTT (first time through)
reduced emergency downtime
increased return on investment increased employee skill levels
increased employee empowerment
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TPMTPM Breakout ActivityBreakout Activity
With a small group,With regard to Maintenance - Decide at least 3
new improvements to put into place in your
area.
Decide at least 3 new measures/ metrics to
adopt to sustain your Maintenance activities.
Present your plan to Supervision.
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The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseIntroduction to TPM Total Productive Maintenance
Lean Foundations
Continuous Improvement Training
Lean Foundations
Continuous Improvement Training