Total Productive Maintenance (TPM)

David Baglee

Dr. David Baglee.Faculty of Applied SciencesSchool of Computing & TechnologyUniversity of Sunderland

[email protected]: 2869

Total Productive Maintenance

(TPM)

David Baglee

Modern MaintenancePractices: The need

• Rapid Changes over the past 20 years– Increase in the value of assets– Increased complexity of assets– New maintenance methods– Changing views of organisations and

responsibility of maintenance

David Baglee

Changing Awareness

• Growing awareness of how equipment failure affects safety and environment

• Awareness of connection between maintenance and product quality

• Pressure to achieve increased levels of equipment availability and maintain costs

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Attitudes and Skills

• Maintenance staff need to adopt new ways of thinking

• Managers are seeking a new approach to maintenance

• Operator involvement

David Baglee

New Techniques

• The pressure for change have resulted in several new techniques for maintenance planning and management

• New tools include:– Decision support tools (expert systems)– Equipment design– Organisational changes– Maintenance techniques: TPM

David Baglee

TPM Introduction

• TPM created in Japan, based upon the

American concept of preventative

maintenance

• Examined corrective maintenance,

maintenance prevention reliability

engineering etc..

• The aim was to develop an all encompassing

manufacturing philosophy

• A unique aspect was the involvement of

operators under Autonomous Maintenance

David Baglee

TPM Introduction

• TPM born within Nippondenso a components supplier to Toyota in 1969

• The aim was to supply Toyota on a Just in time basis

• This required the highest levels process reliability

David Baglee

TPM- Definitions

• TPM - Total Productive Maintenance is a philosophy of manufacturing that focuses on the effectiveeffective relationship of workers to equipment and the meaning and elimination of waste.

• TPM improves the company by improving its personnel and its equipment.

• It is a manufacturing philosophy not an engineering system

David Baglee

TPM Principles

• Many studies have shown that 60% of breakdowns are caused by contamination and poor lubrication

• Cleaning and “appropriate” routine maintenance can detect and prevent 70% of all breakdown causes

David Baglee

Elements of TPM

1. Maximise Overall Equipment Effectiveness (OEE)

2. Develop Productive Maintenance (Reliability & maintainability)

3. Involve all departments who plan, design, use & maintain

4. Involve all employees from Top Management to Shop floor

5. Promote TPM through Small Group activity

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1. Equipment Effectiveness (OEE)

1. Measure Overall Equipment Effectiveness (OEE)

– Availability– Performance– Quality

• Eliminate the 6 Big Losses

David Baglee

The 6 Big Losses

1. Equipment Failure

(Breakdown)

2. Set-up and adjustment

downtime

3. Idling and minor stoppages

4. Reduced Speed

5. Quality Defects and rework

6. Start up losses

Availability

Performance

Quality

David Baglee

Definition

• Availability: determines how much time the Process is available for production. Shutdowns, Breakdowns, or Set up and Adjustment times reduce availability of a process.

• Performance Rate: reflects the level of actual production with respect to desired production rate. Inherent machine problem causes in reduced Performance rate

• Quality Rate: reflects the level of Quality products produced out of the total produced quantity. Defective products reduce Quality Rate.

David Baglee

Effect of 6 Big Losses

TOTAL AVAILABLE TIME

Operating TimeBreakdown

Losses

NetOperating

Time

SpeedLosses

Valuable Operating

Time

DefectLoss

1. Equipment Failures

2. Set Up & Adjust

3. Idling & minor stops

4. Reduced speed

5. Defects in process

6. Reduced Yield

David Baglee

TOTAL AVAILABLE TIME

Operating Time BreakdownLosses

NetOperating

Time

SpeedLosses

Valuable Operating

Time

DefectLoss

1. Equipment Failures

2. Set Up & Adjust

3. Idling & minor stops

4. Reduced speed

5. Defects in process

6. Reduced Yield

Effect of 6 Big Losses

Total Time- Downtime Total timeAvailability = X 100

Performance =

Actual Rate While running Design Rate X 100

Quality =

Material in - 1st grade out Material in X 100

David Baglee

Equipment Effectiveness

Availability x Performance x Quality

Availability = time available for production – downtime time available for production

Performance = actual production ideal production or capacity

Quality Yield = total quantity produced – quantity out of spec

total quantity produced

David Baglee

What should you expect?

Based on results consistently obtained by Companiesmeeting the standard of the Japan Institute for Plantmaintenance achievable TPM goals are:

Availability: Greater than 90% Performance: Greater than 95% Quality Rate: Greater than 99%

90% X 95% X 99% = an OEE of 85%

David Baglee

TPM Pillars2. Involve all departments

• From Concept through Design to Operation and Maintenance all functions must play their part.

• The Business strategy must cascade through the entire organisation and be consistent with maintenance excellence

3. Involve all employees• Starting with Management Commitment

everybody in the organisation should understand their role in the delivery of TPM and be able to contribute

David Baglee

TPM Pillars

4.Team working– Overlapping teams throughout the organisation – Skills and knowledge combined– Management, maintenance and operators– Shared responsibility

– Possible cultural problems?

David Baglee

Pillars of TPM

5. Autonomous Maintenance

– Prevent deterioration:– Operate equipment correctly– Clean, lubricate and tighten bolts– Make adjustments (mainly set-up)– record data on breakdowns and malfunctions– Work with Maintenance to make improvements– Conduct daily inspections– Conduct certain periodic inspections– Develop Checklists

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• Develop and implement:– Cleaning instructions– Lubricating– Checks and adjustments– Data collection techniques– Continuous improvements

TPM IMPLEMENTATION

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Before

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After

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Workplace Organisation

• TPM requires a thorough implementation of the 5S’s. • 5S methodology is a highly successful technique used to

promote clean, organised and disciplined working environment

• The 5S’s are a step-by-step approach common sense approach to organising any workplace by involving all employees who normally work in an area.

• Sort• Store• Sweep and Shine• Standardise and Share• Self Discipline

David Baglee

Sort & StoreObjective: To remove unneeded items and locate a specific place

for specific itemsDecide what is needed and to be kept, and what is not needed to

be discardedKey technique: Red tagging and sign boarding

David Baglee

Sweep and Shine

Objective: To use cleaning to identify abnormalities and areas for improvementKey technique: Clean to inspect, visual sweeping

David Baglee

Standardise & ShareObjective: To consolidate the first three S’s by establishing standard proceduresDetermine the best work practicesKey technique: Visual management

David Baglee

Self Discipline

• Objective: To sustain improvements and develop an environment for future improvements.

• Key techniques: Auditing, training, 5S promotional campaigns, reward and recognition.

David Baglee

Wrong Approach to TPM

• Production make a plan– Maintenance dept, not included

• Plan given to operator to carry out all tasks

• Tell operator to improve or move on!

David Baglee

TPM IMPLEMENTATION

• Approach in a structured way• Accept 3-5 yrs • Culture shift (we use, you repair)

• Measure benefits (OEE)• Support from everyone involved• Regular audits• Development ‘new’ maintenance system• Improve personnel training and development

David Baglee

Summary

• TPM is not easy to implement • Based upon shop floor teams• Focus on machinery conditions and

improvement• Compatible with and complementary to

other quality initiatives• Implements Total Quality at the ‘sharp

end’