TPM:04

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WHOS TO BLAME ?
TPM04
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TOTAL PRODUCTIVE MAINTENANCE
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TOTAL PRODUCTIVE MAINTENANCE

• TOTAL
• Business wide
• PRODUCTIVE
• Improve equipment performance
• MAINTENANCE
• Machine systems support

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TPM...
...is a culture that focuses on improving the
effectiveness of the plant, equipment and
processes through the empowerment of PEOPLE
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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

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TOTAL PRODUCTIVE MAINTENANCE

• 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

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Components of TPM
Continuous Improvement
CAN DO Activities
Machine Systems Effectiveness Improvements
Autonomous Maintenance
People
Machine Systems Maintenance
Prevention Design
Maintenance Systems
Machine Systems Integration
Machine Systems Specification Selection
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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
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TPM ACTIVITIES

• CAN DO Activities
• Bolt Tightening
• Identifying Actions
• Controlling Coolant and Swarf
• Calculating Machine Effectiveness
• Predicting Problems

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IDENTIFYING ACTIONS
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'CAN DO' into 5S

C
lean Seiso
Shine the workplace equipment and tools
A
rrangement Seiri
Sort through sort out
N
eatness Seiton
Storage set limits locations
D
iscipline Seiketsu
Share information and standards
O
rder Shitsuke
Stick to the rules self-discipline
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THE 6 BIG LOSSES

• Breakdown Losses
• Set up Adjustment Losses
• Idling Minor Stoppage Losses
• Reduced Speed Losses
• Quality Defects Rework
• Start up Losses

Availability
Performance
Quality
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THE EFFECTS OF THE 6 BIG LOSSES
6 Big Losses
Machine Equipment

• Breakdown
• Set up Adjust
• Idling Minor Stoppage
• Reduced Speed
• Scrap Rework
• Start up

Available Run Time
Downtime Losses
Net Operating Time
Speed Losses
Valuable Operating Time
Defect Losses
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Overall Equipment Effectiveness Availability x
Performance Rate x Quality Rate
85
Breakdowns per machine (stopped longer than 10
minutes)-less than once a month
Availability
Breakdowns
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Operating Time - Down Time
Operating Time
Equipment
Setup/ adjustment
Setup/adjustment time - less than 10 minutes
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Operating Time
Greater than 90
Down Time Losses
Available Run Time
Net Operating Time
Speed Losses
Idling and minor stoppages per machine (under 10
minutes)
Idling minor stoppages
Performance rate
3
Quality losses
Valuable Operating Time
Ideal cycle time x Output
Available Run Time
Achieve ideal cycle times (design speed)increase
15 or more
Speed
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Greater than 95

Average total operating loss 30 - 50
Quality defects in process rework
Rate(including products to be reworked)-less
than 0.1
Quality rate (quality products)
5
Input-volume of quality defects
Input
Start-up losses
Start-up yield - 99 or more of lot
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Throughout process - greater than 99
Optimal conditions in operator-machine system
Improve the overall condition of the workplace
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THE EFFECTS OF THE 6 BIG LOSSES
6 Big Losses
Machine / Equipment
Operating Time
Breakdown Set Up Adjust
Available Run Time
Idling Minor Reduced Speed
Net Operating Time
Scrap and Rework Start Up
Valuable Operating Time
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OVERALL MACHINE EFFECTIVENESS
OME Availability x Performance rate x
Quality rate
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TOTAL PRODUCTIVE MAINTENANCE
AVAILABILITY
Operating time - downtime Operating time
PERFORMANCE
Number of parts produced
Number of parts expected to be produced
QUALITY
Number of parts produced - Scrap
Number of parts produced
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TOTAL PRODUCTIVE MAINTENANCE
AVAILABILITY

• PARAMETER

Changeovers
Breakdowns

• ELEMENTS

• Training
• Methodology
• Technology
• M/c Modifications
• Control System

• Maintenance Systems
• Predictive, Preventive,
• Planned, Operator,
• Breakdowns
• Design-out Activities
• Spares Control
• Make Vs Buy
• Refurbishment

• SOLUTIONS

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TOTAL PRODUCTIVE MAINTENANCE
PERFORMANCE

• PARAMETER

Method
Machine

• ELEMENTS

• Method Study
• Re-design
• Tooling Fixturing
• modifications
• Manufacturing Systems
• Material Handling

• Optimum Cutting Conditions
• Tooling
• Programming
• Control System Update
• Refurbishment

• SOLUTIONS

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TOTAL PRODUCTIVE MAINTENANCE
QUALITY

• PARAMETER

Capability
Errors

• ELEMENTS

• Capability Studies
• Design of Experiment
• Re-design and
• Implementation
• SPC Implementation
• Process Control

• Poka Yoke
• (Fool Proofing)
• Training
• FMEA
• Machine Modification

• SOLUTIONS

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IMPROVING OVERALL MACHINE EFFECTIVENESS


Continuous
Improvement
Japanese
Total
Continuous
Step
Machine
Improvement
Improvement
System
Effectiveness
Indian Incremental

Improvement
Time
Now
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TPM ACTIVITIES

• CAN DO
• Data collection
• OME
• Waste
• Targets
• Kaizen
• Autonomous maintenance
• Inspection
• Tagging
• Focused Improvements
• Waste Reduction
• ATTENTION TO DETAIL

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TPM ACTIVITIES

Targets
CAN DO
Data Collection
OME
Waste
Inspection
Kaizen
Waste Reduction
Tagging
Autonomous Maintenance
Focused Improvements
ATTENTION TO DETAIL
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IMPLEMENTATION

• Start with simple activities which will bring
  good returns
• Plan the TPM programme in detail
• Probably 3 years overall
• Ensure that appropriate measures of
  performance are in place
• Accompanying change in management style
• Employee participation, motivation and
  enhancement

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THE 11 BASIC IMPLEMENTATION STEPS

1. Identify Key Machines in Cell 2. Clean
Machines Thoroughly 3. Identify Problems and
Fit Tags to faults 4. Identify Tools,
Equipment and Arrange Neatly 5. Gather Shop
Floor Data and Calculate OME 6. Plot OME Value
and Display 7. Generate Cleaning, Lubricating,
Bolt Tightening and Inspection Procedures 8.
Agree Responsibility for Fault Rectification 9.
Agree Actions to Eliminate Problems 10. Notify
Works Engineer with Job Scheme 11. Monitor
Performance Against Agreed Works Engineer Schedule
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STRUCTURED IMPLEMENTATION PROCESS
Detail Planning
Site Awareness
TPM Diagnostic
Feedback / Commitment
Implement Pilot
On-going Plan
Owner Site wide Environment IR issues Structure Ro
les Shift patterns Need for change Benefits Planni
ng
Agreement Budget Facilities Resources
Detail plans Identify pilot
Management Supervisors Support functions Shopfloor
Training room Team building Planning Hands
on Data collection Effectiveness Procedures
Review Roll out Projects
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A Step Approach To Implementation...1
Select on initial Cell/Area Simple CAN DO
activities Simple bolt tightening and
lubrication Identify critical machinery and
benchmark figures Focused project(s) to improve
effectiveness Measure improvements and
publicise Set up continuous improvement groups

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A Step Approach to implementation...2

• Select more machinery and repeat
• Spread to other cells/areas
• Introduce operator maintenance
• Maintenance System Diagnostic and Design
• Maintenance System Implementation
• Maintenance Prevention Design Projects for
  critical machinery
• Procedures for machinery selection and
  procurement

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TPM ROLES
Operators Role
Carry out
Maintenance of basic machine
improvements
conditions prevent deterioration
Improve weak points
Monitor OME
set-right deterioration
measure deterioration
Periodical restoration
Inspect, detect
time based maintenance
predict problems
Technical analysis of breakdowns
Minor repairs
predictive maintenance
improvements
Maintenance Role
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LEVERAGING THE EQUIPMENT

TPM MEASURES
Overall Equipment Effectiveness
Production Cost Efficiency
Product Lead Time Efficienc
Performance Rating
Quality Rating
Man-Hour Efficiency
Materials Efficiency
Heat/Power Efficiency
Lead Time Efficiency
Availability
Minor Stops
Breakdown
Man-Hour Loss
Inventory Loss
Defects
RM Yield
Energy Loss
Changeover
Speed Loss
Production Control
Tool Change
Start-up
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TPM BENEFITS

• To The Business
• Teamwork, Improved Morale and Unlocked Shop
  floor Potential
• More Effective Machines
• - Meet Customer Requirements
• - Produce More for the Same Cost
• - Become More Competitive
• - Less Expenditure on Breakdowns, Machine
  Parts, Scrap, Panic Measures, etc.

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TPM BENEFITS

• For Maintenance Engineers
• Less Breakdown Maintenance (Firefighting)
• Machines which are Clean and kept in Good
  Condition
• More Time to Spend on Preventing Breakdowns
  Using
• - Preventive Techniques
• - Predictive Techniques
• - Design out Problems
• Opportunity to Increase Skills and Knowledge

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TPM BENEFITS

• For Operators and Setters
• A Clean, Tidy and Safer Workplace
• Problems and Faults Fixed
• A say in What goes on in the Cell
• Opportunity to increase Skills and Knowledge
• Less Panic - More Control
• Smarter Methods of Working on More Effective
  Machines

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TPM BENEFITS

• Overall Benefits
• Productivity
• - Throughput Increased, breakdowns reduced
• Quality
• - Defects reduced, re-work reduced
• Cost
• - Maintenance costs reduced, energy conserved
• Delivery
• - Stock reduced, stock turnover increased
• Safety
• Morale

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TPM CYCLE
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TOTAL PRODUCTIVE MAINTENANCE

• The requirements for TPM to succeed are
• Commitment from Management - initial drive
  from top down
• Commitment from shop floor - Bottom up driven
  after start
• The necessary resources made available
• Support from Maintenance Departments
• Everybody to try it.

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CONCLUSION

• Typically 60 of breakdowns are caused by loose
  bolts and poor lubrication
• Dirty conditions are a major cause of failure
  and accelerate wear and deterioration of
  machinery
• Product quality, throughput, safety and morale
  are all inextricably linked to the machine
  condition

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TPMOHP42