T P M
Jan 20, 2015
T P M
T P M
Source: Kaizen Institute, Frankfurt
In the Past: The Company determines the price.
Now and in the future, the Market determines the price
As costs decrease, Profits increase!
Profits decrease as losses arise
Production costs Profit
Sales Price
Production cCsts Profit
Sales Price
Quelle: Kaizen Institute
Production Costs Profit
Market Price
Why T P M ?
Source: Kaizen Institute, Frankfurt
Muda and losses
Mike Johnson:Mike Johnson:
Before 1 Severe problem occured, there were 300 minor and 29 major problems to handle.
Source: Kaizen Institute, Frankfurt
Heinrich‘s Law
TPM is a tool which addresses potential signs of machine break-downs and is therefore an important instrument to prevent total machine crashes.
1
29
300
Severe problem
Minor problems
Major problems
Why T P M ?
Source: Kaizen Institute, Frankfurt
Goals of TPM
The goal of TPM is to increase efficiency and productivity.This improves profit margins, our competitiveness and guarantees job security.
Machine
Team Member
The goal of TPM is to maximize the efficiency of machines and technical
equipment.
The goal of TPM is to increase efficiency through
more involvement, participation in making
decisions and joint responsibility
Reduction or prevention of losses like:
- scrap, rework
- machine downtime
- unnecessary change overs
Create improvements through ownership!!
• Recognize weaknesses and make improvements
• Have a safe and effective work environment
... through the team members
By changing the circumstances the attitude of the team members change.
Source: Kaizen Institute, Frankfurt
After implementation of TPM ® there is a
recognizable change of motivation.
More knowledge promotes pride and
ownership of the equipment and
processes.1
3
2
Machines and surroundings
change.
People change/adapt.
The culture changes.
TPM is a registered trademark of the JIPM (Japanese Institute of Plant Maintenance)
T P M philosophy
Source: Kaizen Institute, Frankfurt
8 TPM Basics
Kaizen (Continuous Improvement)
TPM (Autonomous Maintenance)
Prevention of the six frequent losses.
Improvement of the product quality
Planning system for new machines and equipment
Training
Security and Environemental
protection
Improvement of office efficiency
Zero Faults Zero defects Zero accidents
Source: Kaizen Institute, Frankfurt
Initial cleaning of machines, equipment and surroundings
Countermeasures at the source of problems
Cleaning and lubrication standards
General Inspection
Autonomous Inspection
Organization and tidiness
Fullautonomous maintenance
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Seven Steps of TPM
Why Total Productive Maintenance?
Source: Kaizen Institut, Frankfurt
With the implementation of Total Productive Maintenance, Team members will assume ownership for their working processes.
Private Company
Gas
Cleanliness Reflector control
Oil gage
Cooling waterTire pressure
Cleanliness Tools ok?
Enough lubricant?
Enough coolant?
Clean filter?
Examples of maintenance similarities in private life and in the company.
Why Total Productive Maintenance?
Source: Kaizen Institute, Frankfurt
By training the team members in Total Productive Maintenance, the team members will be able to attend to minor equipment repair by themselves.
Private Company
Change reflector
Refill cooling water
Change tires
Refill hydraulic oil Fix tools
Fix screws Attend to
equipment
change
filter
Change spark plugs
TPM Step 1
Source: Kaizen Institute, Frankfurt
SUMMARY
Goal:
Process
Hint:
Therefore:
Initial cleaning of the machines and the equipment, lubricate according to lubrication plan, etc.
1. Preparation2. Coordination3. TPM workshop4. Review
Only clean machines and clean equipment make problems visually apparent!!!
CLEANING IS CHECKING !
Source: Kaizen Institute, Frankfurt
Goal of step 2
Countermeasures at the source of problems - Improves Preventive Maintenance
Look for causes of contamination
Take corrective actions to prevent the contamination
Improve the maintenance possibilities
These activities have the greatest success if there is a team with members of Maintenance, Production and Engineering.
Source: Kaizen Institute, Frankfurt
Cleaning and Lubrication Standards
What do we know about standards?
Standard 1:
Color code the lubricant
Standard 2:
Color code the oil can in the same color
Standard 3:
Color code the re-fill inlet in the same color
Standard 4:
Make the min/max fill heights visually apparent
For example:
How to achieve a correct refill of a hydraulics tank using a standard.
Quelle: Kaizen Institute
Why Visual Management?
The information reception of a human being happens via;
Eye: 83 %
Ear: 11 %
Sense of smell: 3.5 %
Sense of touch: 1.5 %
Sense of taste: 1 %
Humans learn;
Through hearing
Through seeing
Through hearing and seeing
Through conversation
By hands on!
Quelle: Kaizen Institute
Goals of visual management
Visualize strength and weaknesses
Visualize structures and processes
Show trends and corrective actions
Create visual standards
T P M