TPM - Practical Approach to Sustainable Results

TPMA Practical Approach To Sustainable Results

Presented By

Maslow Trainers & Consultants Sdn.Bhd.

Nine Reasons Why Bad Things Happen to Good Maintenance

Change Projects1. Failure to Create a Powerful Mandate for Change2. Failing to Deliver Early, Tangible Results3. Failing to "Connect the Dots"4. Old Performance Measures Block Change5. Failure to Pull all the Levers of Change6. "What's in it for me" is unclear7. Inadequate Scope for the Maintenance Change Project8. Failure to Manage Stakeholder Communications9. Too Much Conventional Wisdom

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Maintenance, Maintenance, Maintenance, Maintenance, Maintenance,

MaintenanceMai

nten

ance

BreakdownPredictivePreventive

Basic Foundations of TPM Everyday Maintenance Periodic Maintenance Instant Maintenance Corrective Maintenance Preventative Maintenance Predictive maintenance Pro-active maintenance Autonomous Maintenance Reliability Centered Maintenance

?TotalProductiveMaintenance

Keeping the current plant and equipment at its highest productive level through cooperation of all areas of the organization

With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them. This is where you analyze past trends, and try to extrapolate from historical data.

'Wearing' the red hat, you look at problems using intuition, gut reaction, and emotion. "Putting on my red hat, I think this is a terrible proposal." Usually the feeling is genuine but the logic might not be too great for others to understand.

Using black hat thinking, look at all the bad points of the decision. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them. Black Hat thinking helps to make your plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action.

The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.

The Green hat focuses on creativity: the possibilities, alternatives, and new ideas. It is a freewheeling way of thinking, in which there is little criticism of ideas.

The Blue Hat is used to manage the thinking process. "Putting on my blue hat, I feel we should do some more green hat thinking at this point."

Thinking Hats

TOTAL PRODUCTIVE MAINTENANCE

TPM is:

Having a clean, tidy and safe work place Keeping machines and tools in good condition Having a say in what goes on in your cell/area Getting things done Making life easier - being in control Working in a ‘smart’ way Owning and having a pride in your machines/cell/area Teamwork - production and maintenance About making machines as ‘effective’ as possible

TPM IS NOT:

Operators carrying out Maintenance Engineers’ jobs

A way of making people work harder

Employees expected to carry out tasks that they are not trained for

A way of monitoring employees

Extra duties in your own time

Anything other than common sense and correct working practices

Just a change for the shop-floor

TOTAL PRODUCTIVE MAINTENANCE

Components of TPMComponents of TPM

Continuous Improvement

AutonomousMaintenance

Maintenance Systems

Machine SystemsIntegration

Machine Systems Specification & Selection

Machine Systems Maintenance Prevention Design

Machine Systems Effectiveness Improvements

CAN DO Activities

People

Learn the new philosophy

Promote the new philosophy

Fund the training and train everyone

Identify areas of the needed improvement

Formulate performance goals

Develop implementation plan

Establish autonomous work groups

Total Productive Maintenance Recipe

TARGET Equipment Effectiveness

85%

1

234567

Operator Autonomous Maintenance

Countermeasures for Contamination

Prepare Temporary Standards

General Inspection

Autonomous Inspection

Standardization

Aut. Mgt.

7 Steps

7

6

5

4

3

2

1Initial Clean-up

OIL

T P M

TPM

5S

TPM IStep 1Step 2Step 3

TPM IIStep 4 Step 5Step 6Step 7

Initial Focus

prerequisite for TPM I

STEP 3: Prepare Temporary Standards

This step is to enhance the equipment reliability & maintainability.• Temporary Check Sheet For Clean-Up, Lubrication, Start-up, and Shut-down:

– What items need to be done– Who will perform the check– How often to check– Where the location is to be checked– What to use for the inspection or cleaning– Target time to complete the task

TPM Summary• TPM = Total Productive

Maintenance– Proactive (all employees

involved)– Preventive– Predictive– Planned

• TPM is an integral part of JLF Total Quality production System

5S Visual Factory

T P MT P MStandardized

Work

Continuous Waste Reduction

Peak Performance

TPM is a Lean tool for Quality and Productivity

“If you leave us our money, buildings and our brands

but take away our people the company will fail.But if you take away our money, our buildings and our

brands but leave our people, we can rebuild the whole thing in a decade”.

Chairman - Procter & Gamble

Group 1: TPM For Shop-floor- Confirming TPM basic practices in the shop-floor

Target group: Operators & Leaders Duration: 2 daysProgram Content:• TPM Overview for operators

Why do TPM – understand the nature of losses Roles of Production & Maintenance Productivity concept in TPM The aims of TPM The stages of TPM development

• Step 1: Initial Cleaning Activity: Aims from equipment and human perspective. How to develop and proceed step 1 Typical activities – examples, witness such activities in

the shop-floor Step 1 audit – preparing audit checklist

Interactive; discussion, exercise, Q&A on

participant’s understanding

Group 1: TPM For Shop-floor- Confirming TPM basic practices in the shop-floor

• Program Content (continue): • Step 2: Eliminating source of contamination

Aims from equipment and human perspective. How to develop and proceed step 2 Typical activities – examples, witness such activities in

the shop-floor Step 2 audit – examples, perform mock audit in the

shop-floor• Step 3: Cleaning & Lubrication Standard

Aims from equipment and human perspective. How to develop and proceed step 3 Establishing lubrication control system – examples,

witness such activities in the shop-floor Establishing tentative cleaning and lubrication standards –

standard preparation using model workstation in the shop-floor

Group 2: TPM For LeadersImproving Knowledge & skill in maintaining

equipment condition / performanceTarget group: Leaders & Maintenance StaffDuration: 2 daysProgram Content:• TPM overview for leaders

Understand the nature of losses The six major losses in TPM Allocating roles and responsibilities

• Improving equipment performance Strategies towards zero breakdown Integrate Small Group Activities Activities for zero breakdown Improving setup and adjustment Reducing minor stoppages Reducing speed losses Reducing quality defects

Case study; group discussion/

presentation, Q&A on participant’s understanding

Group 2: TPM For LeadersImproving Knowledge & skill in maintaining

equipment condition / performance

Program Content (continue): • Maintenance skill training

Setting objectives and curriculum The roles of leaders and maintenance personnel Training methodology and techniques Related subjects and courses Conducting the training

• Knowing your machine Develops machine inspection procedures Preparing inspection education Conducting inspection education Set tentative inspection standards

Group discussion, mock training presentation,

Group 3: TPM For LeadersMaintenance management systems

Target group: Leaders & Maintenance StaffDuration: 2 daysProgram Content:• Standardization of maintenance activities

Types of maintenance standards Revision of standards

• Developing periodical maintenance Types of maintenance plans Preparing annual and monthly maintenance plans

• Managing maintenance records Types of maintenance records Equipment performance and utilization Computerization of maintenance records

Interactive; discussion, shop-

floor visit, Q&A

Group 3: TPM For LeadersEnhancing Preventive Maintenance Management

SystemsProgram Content (continue):• Spare parts management

Purpose of spare parts control Classification of maintenance materials Establishing order points, quantities and ordering methods

• Lubrication control Types and uses of lubricants Lubricating methods

• Predictive Maintenance and Condition-Based Maintenance Application and Aims of Predictive Maintenance Equipment Diagnostic Techniques Method of Condition Monitoring Techniques