Total Productive Maintenance

A company-wide team-based effort to build quality into equipment and to improve overall equipment effectiveness Total Productive
all employees are involved it aims to eliminate all accidents, defects and breakdowns actions are performed while production goes on troubles for production are minimized keep in good condition repair, clean, lubricate

Maintenance

J.D.

TPM combines the traditionally American practice of preventive maintenance with Total Quality Control and Total Employee Involvement, to create a culture where operators develop ownership of their equipment, and become full partners with Maintenance, Engineering and Management to assure equipment operates properly everyday.

J.D.

Dr. Deming introduced statistical analysis and used the resulting data to control quality during manufacturing (TQM) Some general concepts of TQM did not work well in the maintenance environment The need to go further than preventive maintenance was quickly recognized by those companies who were committed to TQM Maintenance became an integral part of TQM in the early 90s

J.D.

Increase Overall Equipment Effectiveness (OEE) Improve existing planned maintenance systems The operator is the best condition monitor Provide training to upgrade operations and maintenance skills Involve everyone and utilize cross-functional teamwork

J.D.

Autonomous Maintenance

Planned Maintenance

Equipment and process improvement

Early management of new equipment

Education and training Safety and environmental management

Process quality management

TPM in the office

Train the operators to close the gap between them and the maintenance staff, making it easier for both to work as one team Change the equipment so the operator can identify any abnormal conditions and measure deterioration before it affects the process or leads to a failure

J.D.

7 steps are implemented to progressively increase operators knowledge, participation and responsibility for their equipment 1. Perform initial cleaning and inspection 2. Countermeasures for the causes and effects of dirt and dust 3. Establish cleaning and lubrication standards 4. Conduct general inspection training 5. Carry out equipment inspection checks 6. Workplace management and control 7. Continuous improvement

J.D.

Objective: maximize efficiency by eliminating waste and manufacturing losses Manufacturing losses are categorized into 13 big losses:
Equipment losses (6) Manpower losses (4) Material losses (3)

J.D.

Downtime loss

Equipment failure / breakdowns Set-up / adjustments

Minor stopping / idling Speed loss Reduced speed

Process errors Quality loss Rework / scrap

J.D.

Cleaning and checking Manpower losses Waiting materials Waiting instructions Waiting quality confirmation

Material yield Material losses Energy losses Consumable material losses

J.D.

OEE figures are determined by combining the availability and performance of your equipment with the quality of parts made OEE measures the efficiency of the machine during its planned loading time. Planned downtime does not effect the OEE figure.

J.D.

Overall Equipment Effectiveness = Availability x Performance x Quality Yield

Availability

Downtime loss

Performance

Speed loss

Quality Yield

Quality loss

J.D.

Overall Equipment Effectiveness = Availability x Performance x Quality Yield

Availability = time available for production - downtime time available for production

Performance = ideal cycle time x number of parts produced operating time

Quality Yield = total number of parts produced - defect number total number of parts produced

J.D.

Objective: establish Preventative and Predictive Maintenance systems for equipment and tooling Natural life cycle of individual machine elements must be achieved
Correct operation Correct set-up Cleaning Lubrication Retightening Feedback and repair of minor defects Quality spare parts

J.D.

Objective: establish systems to shorten

New equipment needs to be:

new product or equipment development start-up, commissioning and stabilization time for quality and efficiency easy to operate easy to clean easy to maintain and reliable have quick set-up times operate at the lowest life cycle cost

J.D.

Definition: a process for controlling the condition of equipment components that affect variability in product quality Objective: to set and maintain conditions to accomplish zero defects Quality rate has a direct correlation with
material conditions equipment precision production methods process parameters

J.D.

Administrative and support departments can be seen as process plants whose principal tasks are to collect, process, and distribute information Process analysis should be applied to streamline information flow

J.D.

TPM is a continuous learning process. 2 major components soft skills training: how to work as teams, diversity training and communication skills technical training: upgrading problemsolving and equipment- related skills

J.D.

Assuring safety and preventing adverse environmental impacts are important priorities in any TPM effort

J.D.

Increasing motivation: changing peoples attitudes Increasing competency and peoples skills Improving the work environment, so that it supports the establishment of a program for implementing TPM

J.D.

Announcement to introduce TPM Introductory education campaign for the workforce Preparation TPM Promotion (special committees) Establish basic TPM policies and goals Preparation and Formulation of a master plan Kick-off Invite customers, affiliated companies and subcontractors Develop an equipment management program Develop a planned maintenance program Implementation Develop an autonomous maintenance program Increase skills of production and maintenance personnel Develop early equipment management program Stabilization Perfect TPM implementation and raise TPM levels
J.D.

State TPM objectives in a company newsletter Place articles on TPM in the company newspaper

J.D.

Seminars for managers Slide presentations for all employees

J.D.

Special committees at every level to promote TPM Newsletters Articles Videos Posters

J.D.

Analyze existing conditions Set goals Predict results

J.D.

A master plan lays out your goals, what you will do to achieve them and when you will achieve them Detailed plans for each pillar have to be prepared

J.D.

The main kick-off to TPM should take the form of a formal presentation with all the employees attending This opportunity can be used to gain the full support of the employees Invite external customers, affiliated and subcontracting companies

J.D.

The tools of Total Quality Management and Continuous Improvement are applied to the management and improvement of equipment Form project teams Select model equipment
identify equipment problems analyze equipment problems develop solutions and proposals for improvement

J.D.

Typical membership of a team

Tools

J.D.

Set up plans and schedules to carry out work on equipment before it breaks down, in order to extend the life of the equipment Include periodic and predictive maintenance Include management of spare parts and tools

J.D.

A handing-over of maintenance tasks from specialized maintenance personnel to production operators Promote the seven steps Tasks to hand over
cleaning lubricating inspecting set-up and adjustment

J.D.

The training sessions must be planned shortly after the kick-off presentation. 2 major components Train leaders together Have leaders share information with group members
soft skills training technical training

J.D.

The principle of designing for maintenance prevention can be applied to new products, and to new and existing machines. New products must be designed so that they can be easily produced on new or existing machines New machines must be designed for easier operations, changeover and maintenance

J.D.

Existing machines:

analyze historical records for

determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process

trends of types of failures frequency of component failures root causes of failures

J.D.

Evaluate for the PM Award: The Japanese Institute for Productive Maintenance runs the annual PM Excellence Award. They provide a checklist for companies applying for the award. Set higher goals

J.D.

Increased equipment productivity Reduced equipment downtime Increased plant capacity Lower maintenance and production costs Approaching zero equipment-caused defects Enhanced job satisfaction Increased Return On Investment

J.D.

9 Powerpoint Presentations (645 Slides)

J.D.

Supply Chain Coaching Lean Manufacturing Coaching Management Guides Management Links

J.D.

The end
Please visit http://leanmanufacturingcoaching.com For more information about TPM and Lean Manufacturing

J.D.