Total Productive Maintenance

1
Total Productive Maintenance

• LE207

2
Agenda

• Welcome and Introductions
• What is Total Productive Maintenance (TPM)?
• Current vs. Future State
• Overall Equipment Effectiveness (OEE)
• Applying OEE
• Calculate and Interpret OEE
• Analyze Causes of Equipment-Related Losses
• Develop Improvement Plan and Tools
• Maximizing Equipment Capacity
• TPM Implementation Process
• Getting Started
• Focused Improvement
• Sustaining the TPM Environment
• Summary and Evaluation

3
Course Objectives

• Explain how the TPM process is integrated with
  other Lean tools to increase productivity.
• Gather and analyze Overall Equipment
  Effectiveness (OEE) data to determine equipment
  constraints.
• Know what constitutes the six major
  equipment-related losses and how to minimize them
  in order to increase OEE.
• Know how implementation of the TPM process
  fosters improvement efforts in safety, quality,
  delivery, cost, and creativity by all employees.

4
Agenda

• Welcome and Introductions
• What is Total Productive Maintenance (TPM)?
• Current vs. Future State
• Overall Equipment Effectiveness (OEE)
• Applying OEE
• Calculate and Interpret OEE
• Analyze Causes of Equipment-Related Losses
• Develop Improvement Plan and Tools
• Maximizing Equipment Capacity
• TPM Implementation Process
• Getting Started
• Focused Improvement
• Sustaining the TPM Environment
• Summary and Evaluation

5
Lean Building Blocks
Continuous Improvement
Cellular/Flow
Pull/Kanban
TPM
Quick Changeover
Quality at Source
POUS
Standardized Work
Batch Reduction
Teams
Value Stream Mapping
5S System
Visual
Plant Layout
6
Reduced Lead Time

• One of the most noteworthy accomplishments in
  keeping the price of Ford products low is the
  gradual shortening of the production cycle. The
  longer an article is in the process of
  manufacture and the more it is moved about, the
  greater is its ultimate cost.
• Henry Ford, 1926

7
Lean is Market Driven

• Every morning in Africa, a gazelle wakes up. It
  knows it must run faster than the fastest lion or
  it will be killed. Every morning a lion wakes
  up. It knows it must outrun the slowest gazelle
  or it will starve to death.

It doesnt matter whether you are a lion or a
gazelle when the sun comes up, you had better
be running.
8
Defining Lean

• Lean is
• A systematic approach to identifying and
  eliminating waste (non-value added activities)
  through continuous improvement by flowing the
  product at the pull of the customer in pursuit of
  perfection.
• The MEP Lean Network

9
Definition of Value Added

• Value-Added
• Any activity that increases the market form or
  function of the product or service. (These are
  things the customer is willing to pay for.)

• Non-Value-Added
• Any activity that does not add market form or
  function or is not necessary. (These activities
  should be eliminated, simplified, reduced, or
  integrated.)

10
Lean Eliminating Waste

• Non-Value-Added
• Defects
• Overproduction
• Waiting
• Not Utilizing Employees K,S,A
• Transportation
• Inventory
• Motion
• Excess Processing

Value-Added
Typically 95 of all lead time is non-value-added.
11
Definition of TPM

• TPM is a process that maximizes the productivity
  of equipment for its entire life cycle and will
  extend the life of the equipment.
• Through the participation of all employees, TPM
  creates an environment that encourages
  improvement efforts in safety, quality, cost,
  delivery, and creativity.

12
History of TPM
PMsdeveloped
TPM developed in Japan
TPM brought to U.S.
Run tofailure
TPM
1940
19501960
19601970
19701980
1980
13
Goals of the TPM Process

• The goals of the TPM process include
• Develop people who are equipment-knowledgeable.
• Create well-engineered equipment building in
  safety and quality.
• Create an environment where enthusiasm and
  creativity flourish.
• Maximize equipment productivity and capacity as
  measured by Overall Equipment Effectiveness (OEE).

14
Agenda

• Welcome and Introductions
• What is Total Productive Maintenance (TPM)?
• Current vs. Future State
• Overall Equipment Effectiveness (OEE)
• Applying OEE
• Calculate and Interpret OEE
• Analyze Causes of Equipment-Related Losses
• Develop Improvement Plan and Tools
• Maximizing Equipment Capacity
• TPM Implementation Process
• Getting Started
• Focused Improvement
• Sustaining the TPM Environment
• Summary and Evaluation

15
Pre-Lean Batch Mode
Raw Material

A2
A1
A3
A4
WIP

B3
B1
B2
B4
A Grinders B Lathes C Punches D Deburring
Machines Breakdown
WIP

C1
C2
C3
C4
WIP

D4
D1
D2
D3
Finished Product

• Capacity .75A .75B .75C .75D

16
Lean Product Flow
Raw Material

A2
A1
A3
A4

B3
B1
B2
B4
A Grinders B Lathes C Punches D Deburring
Machines Breakdown

C1
C2
C3
C4

D4
D1
D2
D3
Finished Product
Capacity .75A .75B .75C .75D
17
What Problems Do You See?
18
Common Equipment Problems
Opening for wiring to motor was never plugged.
Protective sheath is broken.
What should this pressure be?
Contamination
Lubricating oil?
Labels?
19
Whats Missing Here?
No way wiper!
20
This is Preventable!
Coolant enters the rotary table gearbox and mixes
with the table gear lube.
21
Current State

• Typical conditions
• Breakdowns occur regularly.
• Temporary repairs are the norm.
• There is often a run-to-failure mentality.
• Constant adjustments interrupt production.
• Minor stoppages occur frequently.
• Processing speed decreases.
• Equipment does not repeat.
• No one is accountable for tracking these losses.
• Operator training may not be adequate.

22
Whats the Impact?

• Overall Equipment Effectiveness (capacity) is
  less than 50.
• Companies spend an estimated 200 billion
  annually on wasteful maintenance-related
  activities.

23
How Will the TPM Process Help You?
Improve Teamwork Between Operators and Maintenance
Help Reduce Major Sources of Waste
Improve Ergonomics and Safety
Formulate a Complete Maintenance Approach
Improve Overall Equipment Effectiveness
Move Away From Very Expensive Breakdown
Maintenance
Total Productive Maintenance
24
Typical Rates of Improvement

• Results of TPM alone
• Breakdown costs ? 30 50 Planned
  maintenance ? 50 60
• Spare part costs ? 15 30

PM
T

• With other Lean initiatives
• Product Defects ? 50 90 On-Time Deliveries
  ? 50 95
• Lead Times ? 50 75

Lean
25
Benefits of Increased Planned Maintenance

• These items decrease
• Mean Time to Repair (MTTR)
• Average cost to repair
• Number of emergencies, impact
• Maintenance overtime
• Emergency purchases, air freight
• Repair parts cost
• Spare parts inventory
• Equipment life cycle costs

PM
PM

• These items increase
• Mean Time Between Failures (MTBF)
• Spare parts inventory turns
• Equipment availability
• Equipment repeatability and quality

26
Agenda

• Welcome and Introductions
• What is Total Productive Maintenance (TPM)?
• Current vs. Future State
• Overall Equipment Effectiveness (OEE)
• Applying OEE
• Calculate and Interpret OEE
• Analyze Causes of Equipment-Related Losses
• Develop Improvement Plan and Tools
• Maximizing Equipment Capacity
• TPM Implementation Process
• Getting Started
• Focused Improvement
• Sustaining the TPM Environment
• Summary and Evaluation

27
Definition of TPM

• TPM is a process that maximizes the productivity
  of equipment for its entire life cycle.
• Through the participation of all employees, TPM
  creates an environment that encourages
  improvement efforts in safety, quality, cost,
  delivery, and creativity.

28
Overall Equipment Effectiveness (OEE)
OEE Availability Performance Efficiency
Rate of Quality
Availability When or how often do you lose total
availability of your equipment? How long are your
set-ups? Does your equipment break down
frequently?
Performance Efficiency Does your equipment start
and stop a lot? Does your equipment run at 100
of its designed speed?
Rate of Quality Do you manufacture quality
products? Are your processes repeatable?
29
How the Six Major Losses Relate to OEE
OEE
30
Analysis of Major Losses
Case Study Typical Example
6
39
Running Time Setup and Adjustment Breakdowns Idlin
g and Minor Stoppages Defects and Rework
24
15
16
OEE 39, Lost Capacity 61
31
What Do These Numbers Really Mean?
OEE
A Total Time 600 minutes B Total Time
Lost (96 90 144 36) 366 minutes C
Running Time (A B) 234 minutes OEE (C /
A) 100 39
32
Five Steps Towards Improvement

• The five-step process for calculating Overall
  Equipment Effectiveness (OEE) and developing an
  improvement plan is as follows
• Collect OEE data.
• Analyze OEE data.
• Prioritize what needs to be improved.
• Find the root cause of the equipment losses.
• Implement to improve.

33
Tools for Determining and Interpreting OEE
FiveSteps
34
Collect and Analyze Data OEE Observation Form
35
Equipment Utilization
Case Study Vertical Turret Lathe A
Theoretical Equipment Availability (24 hours
60 minutes) 1,440 minutes B Planned
Downtime (B1 B2 B3) 500 minutes B1 No
third shift (midnight to 7 a.m.) (7 hours 60
minutes) 420 minutes B2 Lunch (2 shifts 30
minutes) 60 minutes B3 Department meetings (2
shifts 10 minutes) 20 minutes C Total
Time (A B) 940 minutes
As you can see here, the equipment is used for
940 minutes out of a possible 1,440 minutes or
65 of the time it is theoretically available.
36
Determining OEE Vertical Turret Lathe
Case Study Vertical Turret Lathe
OEE
A Total Time 940 minutes B Total Time
Lost (150 140 225 56) 571 minutes C
Running Time (A B) 369 minutes OEE (C /
A) 100 39
37
Prioritize Improvements Analysis of Major
Losses Chart
Case Study Vertical Turret Lathe
6
24
39
Running Time Setup and Adjustment Breakdowns Idlin
g and Minor Stoppages Defects and Rework
15
16
OEE 39, Lost Capacity 61
38
Find Root Cause Pareto Analysis Chart
Case Study Vertical Turret Lathe
Idling and Minor Stoppages
225
100
210
90
180
80
70
150
60
120
Lost Time, in minutes
50
( of Total Loss)
92 (41)
90
40
30
60
48 (21)
50 (22)
35 (16)
20
30
10
0
0
Jams
Chips
Insert
Other
39
Implement to Improve Improvement Plan
Case Study Vertical Turret Lathe Description of
problem you are going to improve Too many minor
stoppages interrupt the flow of work through the
equipment and keep the operator from performing
other tasks List of questions you have How can
we better measure the minor stoppages number of
stoppages, average time between stoppages, total
stoppage time? Summary of Action Steps 1)
Determine if the different stoppages are at all
related to each other. 2) Implement 5S system
to eliminate lack of cleanliness as cause of
problems. 3) Get operators and maintenance
personnel involved in developing a PM plan. Plan
to monitor improvements Observe the equipment
running in its natural state. Get the operator
and team involved. Prioritize improvements and
implement or trystorm them. Continue to
measure and identify any positive outcomes.
40
Additional OEE Analysis Tools
41
OEE Summary
OEE Availability Performance Efficiency
Rate of Quality
Availability When or how often do you lose total
availability of your equipment? How long are your
set-ups? Does your equipment break down
frequently?
Performance Efficiency Does your equipment start
and stop a lot? Does your equipment run at 100
of its designed speed?
Rate of Quality Do you manufacture quality
products? Are your processes repeatable?

• Related Losses
• Setup and Adjustment
• Breakdowns

• Related Losses
• Idling and Minor Stoppages
• Reduced Speed

• Related Losses
• Startup
• Defects and Rework

42
Agenda

• Welcome and Introductions
• What is Total Productive Maintenance (TPM)?
• Current vs. Future State
• Overall Equipment Effectiveness (OEE)
• Applying OEE
• Calculate and Interpret OEE
• Analyze Causes of Equipment-Related Losses
• Develop Improvement Plan and Tools
• Maximizing Equipment Capacity
• TPM Implementation Process
• Getting Started
• Focused Improvement
• Sustaining the TPM Environment
• Summary and Evaluation

43
Exercise Applying OEE

• Focus on one of the following major losses
• Setup and Adjustment
• Breakdowns
• Idling and Minor Stoppages
• Defects and Rework
• Utilize OEE analysis tools
• OEE Observation Form
• OEE Worksheet
• Analysis of Major Losses Chart
• Pareto Chart
• Develop an improvement plan
• Report findings and recommendations

44
Case Study 1 Induction Hardening Machine
Equipment Layout Diagram
High VoltagePower
High Voltage Power
Distilled CoolingWater
Refrig.
Quench
SandBlast
Tooth Hardener
InductionHardeningStation
InductionTemperingStation
Load
Material
AutoUnload
85 feet (10 minutes)
Toolbox
80 feet (515 minutes)
Quality Check
Adjust Electrodes
45
Case Study 2 Stick Nail Machine
Stick nails for an automatic nailer require a
quality weld
and nails that are not bent
46
Case Study 3 Improved Stick Nail Machine
Scrap!
47
Case Study 4 CNC Lathe
48
Applying OEE Debrief

• Summarize the problem presented by the case
  study.
• Review the OEE calculations.
• Availability
• Performance Efficiency
• Rate of Quality
• OEE Availability Performance Efficiency
  Rate of Quality
• Identify the largest loss.
• Describe the problems that make up the largest
  loss.
• Present the Improvement Plan.

49
Agenda

• Welcome and Introductions
• What is Total Productive Maintenance (TPM)?
• Current vs. Future State
• Overall Equipment Effectiveness (OEE)
• Applying OEE
• Calculate and Interpret OEE
• Analyze Causes of Equipment-Related Losses
• Develop Improvement Plan and Tools
• Maximizing Equipment Capacity
• TPM Implementation Process
• Getting Started
• Focused Improvement
• Sustaining the TPM Environment
• Summary and Evaluation

50
Approach to Improvement Idling and Minor
Stoppages

• Case Study 1 Induction Hardening Machine
• How do you approach this type of loss?
• Distinguish minor stoppages from equipment
  breakdowns.
• Be aware that slight defects are usually the
  cause of minor stoppages, due to lack of
  cleanliness and no PM plan.
• Know that idling equipment often points to an
  upstream bottleneck or a delay in transporting
  materials or an operator who is busy with other
  tasks.
• How do you begin to improve?
• Observe your equipment running.
• Note when your equipment is idle.
• Record the number and type of minor stoppages.
• Calculate the average time between stoppages.
• Determine the total stoppage time.
• Identify and monitor improvements.
• Analyze the results.

51
Improving Idling and Minor Stoppages

• Case Study 1 Induction Hardening Machine

High VoltagePower
High Voltage Power
Distilled CoolingWater
Refrig.
Quench
SandBlast
Tooth Hardener
InductionHardeningStation
InductionTemperingStation
Load
Toolbox
Material
Eliminated some adjustments and initiated
point-of-use tooling.
AutoUnload
Toolbox
Moved the toolbox.
Quality Check
Adjust Electrodes
52
Improving Idling and Minor Stoppages

• Case Study 1 Induction Hardening Machine

High VoltagePower
High Voltage Power
Distilled CoolingWater
Refrig.
Quench
SandBlast
Tooth Hardener
InductionHardeningStation
InductionTemperingStation
Load
Toolbox
Material
AutoUnload

• Improvements
• Walking distance reduced by 50.
• Time for checking parts and walking around
  reduced by 66.
• Running time increased by 70 minutes.

Quality Check
Adjust Electrodes
53
Impact Improving Idling and Minor Stoppages
Case Study 1 Induction Hardening Machine
OEE
2After Improvements
1Before Improvements
A Total Time 600 min. B Total Time
Lost (48 60 196 36) 340 min. 270 min. C
Running Time (A B) 260 min. 330
min. OEE (C / A) 100 43 55
54
Impact Improving Idling and Minor Stoppages
Case Study 1 Induction Hardening Machine
55
Approach To Improvement Defects and Rework

• Case Study 2 Stick Nail Machine
• How do you approach this type of loss?
• Distinguish between sporadic and chronic losses
  due to malfunctioning equipment.
• Consider sporadic loss as a sudden increase in
  defects.
• View chronic loss as the result of minor defects
  or I have gotten used to it condition.
• How do you begin to improve sporadic losses?
• Restore the equipment to its original condition.
• Compare to the current standard.
• Perform a daily check of control points.
• How do you begin to improve chronic losses?
• Restore the equipment to its original condition.
• Review existing standards and control points.

56
Improving Defects and Rework

• Case Study 2 Stick Nail Machine

Copper connections inside here must be cleaned on
a regular PM.
Electrical welding connections must be cleaned
regularly..
Electrical welding connections must be cleaned
regularly.
57
Improving Defects and Rework

• Case Study 2 Stick Nail Machine

Good Condition
Rotary Welding ConnectionsPoor Condition
Contact here is in two spots
Good full contact
Contact here is in two spots.
58
Improving Defects and Rework

• Case Study 2 Stick Nail Machine

Copper Electrical Connections
59
Impact Improving Defects and Rework
Case Study 2 Stick Nail Machine
OEE
2After Improvements
1Before Improvements
A Total Time 600 min. B Total Time
Lost (60 108 132 120) 420 min. 300
min. C Running Time (A B) 180 min. 300
min. OEE (C / A) 100 30 50
60
Impact Improving Defects and Rework
Case Study 2 Stick Nail Machine
61
Next Steps Identifying Relationships between
Losses
Case Study 2 Stick Nail Machine
OEE
2Three Weeks Later
1First Improvements
A Total Time 600 min. B Total Time
Lost (60 48 132 60) 300 min. 200 min. C
Running Time (A B) 300 min. 400
min. OEE (C / A) 100 50 67
62
Impact Identifying Relationships between Losses
Case Study 2 Stick Nail Machine
63
Approach to Improvement Setup and Adjustment

• Case Study 3 Improved Stick Nail Machine
• How do you approach this type of loss?
• Apply the principles of the Single Minute
  Exchange of Die (SMED) to analyze changeover
  tasks and identify areas for improvement
• Separate Internal and External Setup.
• Convert Internal Setup to External Setup.
• Streamline Internal and External Elements.
• How do you begin to improve?
• Document the current changeover process.
• Analyze each tasks real purpose and function.
• Determine which tasks can be performed with the
  machine running.
• Determine when the machine needs to be shut down.
• Focus on no or low cost solutions.
• Implement and monitor your improvements.

64
Improving Setup and Adjustment
Case Study 3 Improved Stick Nail Machine
Operators tools, before
65
Improving Setup and Adjustment
Case Study 3 Improved Stick Nail Machine
Operators tools, after
66
Impact Improving Setup and Adjustment
Case Study 3 Improved Stick Nail Machine
OEE
2After Improvements
1Before Improvements
A Total Time 600 min. B Total Time
Lost (60 48 52 40) 200 min. 128 min. C
Running Time (A B) 400 min. 472
min. OEE (C / A) 100 67 79
67
Impact Improving Setup and Adjustment
Case Study 3 Improved Stick Nail Machine
68
Approach to Improvement Eliminating Breakdowns

• Case Study 4 CNC Lathe
• How do you approach this type of loss?
• Be aware that contamination and improper
  lubrication are two of the major causes of
  equipment breakdowns.
• Utilize the four phase approach to achieve zero
  equipment breakdowns
• Stabilize failure intervals
• Lengthen equipment life
• Periodically reverse deterioration
• Predict equipment life
• Begin by stabilizing your failure intervals.
• How do you begin to improve?
• Establish basic conditions for cleaning,
  lubricating, and tightening.
• Expose safety concerns through cleaning and
  inspection.
• Expose abnormalities and restore new conditions.

69
Eliminating Breakdowns
Case Study 4 CNC Lathe
Turret
70
Eliminating Breakdowns
Case Study 4 CNC Lathe
B
C
A
71
Eliminating Breakdowns
Case Study 4 CNC Lathe
Opening for chips
72
Eliminating Breakdowns
Case Study 4 CNC Lathe
Chips in control cabinet
73
Eliminating Breakdowns
Case Study 4 CNC Lathe
74
Eliminating Breakdowns
Case Study 4 CNC Lathe
Are these pressures okay?
75
Eliminating Breakdowns
Case Study 4 CNC Lathe
Instead of blowing the chips away with air, a
flush down with coolant is a great way to keep
the inside of the machine clean.
76
Approach to Improvement Eliminating Breakdowns
Case Study 4 CNC Lathe
77
Impact Eliminating Breakdowns
Case Study 4 CNC Lathe
OEE
2After Improvements
1Before Improvements
A Total Time 600 min. B Total Time
Lost (60 199 102 18) 378 min. 168 min. C
Running Time (A B) 222 min. 432
min. OEE (C / A) 100 37 72
78
Impact Eliminating Breakdowns
Case Study 4 CNC Lathe
The benefit OEE improvements eliminate overtime
shifts and related costs and still get the same
output!
79
Approach to Improvement

• When dealing with Startup losses
• Check your process parameters (speed, pressures
  and temperatures).
• Include warm up and cool down cycles to reach
  required temperatures before production.
• When dealing with Reduced Speed losses
• Develop a standard speed for each product.
• Install devices to visually show the equipment
  speed.
• Increase the equipment speed to standard speed.

80
World Class OEE Measurements
Best Case Scenario
2
1
3
4
Running Time Setup and Adjustment Breakdowns Idlin
g and Minor Stoppages Defects and Rework
90
OEE 90, Lost Capacity 10
81
What Can You Accomplish with OEE?

• Determine current output baseline your
  equipment.
• Identify major losses prioritize what needs to
  be improved.
• Develop an improvement plan develop a road map
  to eliminate major losses and enhance equipment
  capacity.
• Monitor progress.

82
Agenda

• Welcome and Introductions
• What is Total Productive Maintenance (TPM)?
• Current vs. Future State
• Overall Equipment Effectiveness (OEE)
• Applying OEE
• Calculate and Interpret OEE
• Analyze Causes of Equipment-Related Losses
• Develop Improvement Plan and Tools
• Maximizing Equipment Capacity
• TPM Implementation Process
• Getting Started
• Focused Improvement
• Sustaining the TPM Environment
• Summary and Evaluation

83
Getting Started
Sustaining TPM
Focused Improvement
Evaluate

• Plan
• Choose critical equipment
• Measure baseline
• Integrate business plan

ImplementingTPM
Document
Start
Deploy
84
Focused Improvement
Sustaining TPM
Focused Improvement
Evaluate

• Plan
• Choose critical equipment
• Measure baseline
• Integrate business plan

ImplementingTPM
Document

• Start
• 5S and visual controls
• Countermeasures
• PM and checklists

Deploy
85
Sample TPM 5-Day Focused Improvement Agenda
Day 1 Classroom tutorial and shop practice on
operating and evaluating equipment (5S and
OEE) Day 2 Classroom tutorial and shop practice
on operating and evaluating equipment
(modification, countermeasures, history, safety,
and OEE), and demonstrating predictive tools Day
3 Shop practice on cleaning, inspecting,
repairing, developing countermeasures, and
modifying equipment Day 4 Shop practice on
applying visual controls and developing PM and a
Planned Maintenance Checklist Day 5 Shop practice
on developing a Critical Spare Parts Checklist,
and a final presentation to management and
co-workers
86
Techniques Learned during 5-Day Focused
Improvement

• Learn how to clean, inspect, and repair.
• See the value of equipment history.
• Develop countermeasures (against contamination,
  accessibility, etc.) and equipment modifications.
• Apply visual controls to equipment.
• Develop daily operator PM, Planned Maintenance
  Checklists, and Critical Spare Parts Checklists.

Hydraulic pump and motor
Before
After
87
Focused Improvement

• Each team will focus on one of the following
• Develop countermeasures and modifications.
• Apply visual controls.
• Develop daily operator PM.
• Develop planned maintenance checklist.
• Develop critical spare parts list.
• Team tasks include the following
• Inspect equipment.
• Identify and analyze problems.
• Recommend improvements.
• Apply 5S principles and visual controls.
• Develop preventive maintenance checklists.
• Identify critical spare parts.

88
Equipment Contamination
A
B
Hot Air
89
Countermeasure Eliminating Equipment
Contamination
A
B
Filtered Air
Air
90
Inaccessible Equipment
A
91
Countermeasure Improving Equipment Accessibility
B
92
Apply Visual Controls
Heat Strips
Gauge Marking
Numbering
Easy-to-Inspect Filters
Air Ribbons
93
Sample Daily Operator PM
Daily Operator PM ? 1. Check coolant level
through clear Plexiglas ? 2. Check heat
exchanger fans(strings should be moving) ?
3. Check servo drive fans (string should be
moving) ? 4. Check heat exchanger air
filter(change when dark) ? 5. Check servo drive
air filter(change when dark) ? 6. Check way
lube reservoir(add when low) ? 7. Check main
motor air filter(change when dark) ? 8. Check
main motor cooling fan(string should move) ?
9. Check mist collector motor and air
filter(change when dark) ? 10. Check bar feeder
hydraulic motor air filter ? 11. Check bar
feeder hydraulic oil level(add when low)
94
Sample Planned Maintenance Checklist
95
Sample Critical Spare Parts List
96
Focused Improvement Debrief

• Describe the solution your team has developed.
• Explain how your team communicated with the other
  teams.
• Summarize the benefits that the TPM process
  promotes.

97
Sustaining the TPM Environment
Sustaining TPM
Focused Improvement
Evaluate

• Plan
• Choose critical equipment
• Measure baseline
• Integrate business plan

ImplementingTPM
Document

• Start
• 5S and visual controls
• Countermeasures
• PM and checklists

• Deploy
• Solicit champion
• Train TPM coordinator
• Create timetable

98
Roles of the TPM Coordinator
High
Consulting
Auditing
Coaching and Facilitating
Empowerment
Teaching
Implementing TPM on the shop floor and learning
from experience
Low
1
2
0
3
4
5
Years
99
Training the TPM Coordinator
100
Sustaining the TPM Environment
Sustaining TPM
Focused Improvement
Evaluate

• Plan
• Choose critical equipment
• Measure baseline
• Integrate business plan

ImplementingTPM

• Document
• History
• Lessons Learned
• Best Practices

• Start
• 5S and visual controls
• Countermeasures
• PM and checklists

• Deploy
• Solicit champion
• Train TPM coordinator
• Create timetable

101
Communicate Best Practices
102
Sustaining the TPM Environment
Sustaining TPM
Focused Improvement

• Evaluate
• Compare objectives
• Check measurements

• Plan
• Choose critical equipment
• Measure baseline
• Integrate business plan

ImplementingTPM

• Document
• History
• Lessons Learned
• Best Practices

• Start
• 5S and visual controls
• Countermeasures
• PM and checklists

• Deploy
• Solicit champion
• Train TPM coordinator
• Create timetable

103
Evaluation

• These items decrease
• Mean Time to Repair (MTTR)
• Average cost to repair
• Number of emergencies, impact
• Maintenance overtime
• Emergency purchases, air freight
• Repair parts cost
• Spare parts inventory
• Equipment life cycle costs

PM
PM

• These items increase
• Mean Time Between Failures (MTBF)
• Spare parts inventory turns
• Equipment availability
• Equipment repeatability and quality

104
Evaluation

• TPM Objectives
• Develop people who are equipment knowledgeable.
• Create well-engineered equipment, building in
  safety and quality.
• Create an environment where enthusiasm and
  creativity flourish.
• Maximize Overall Equipment Effectiveness (OEE).

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Implementation Summary
Sustaining TPM
Focused Improvement

• Evaluate
• Compare objectives
• Check measurements

• Plan
• Choose critical equipment
• Measure baseline
• Integrate business plan

ImplementingTPM

• Document
• History
• Lessons Learned
• Best Practices

• Start
• 5S and visual controls
• Countermeasures
• PM and checklists

• Deploy
• Solicit champion
• Train TPM coordinator
• Create timetable

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Agenda

• Welcome and Introductions
• What is Total Productive Maintenance (TPM)?
• Current vs. Future State
• Overall Equipment Effectiveness (OEE)
• Applying OEE
• Calculate and Interpret OEE
• Analyze Causes of Equipment-Related Losses
• Develop Improvement Plan and Tools
• Maximizing Equipment Capacity
• TPM Implementation Process
• Getting Started
• Focused Improvement
• Sustaining the TPM Environment
• Summary and Evaluation

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An Example of TPM Progress in One Year
Annual Product Sales / EE (19981999)
15
15 Productivity over Prior Year!
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An Example of the Benefits of TPM

• During a 2-year period, one company achieved the
  following results
• Hydraulic oil consumption reduced by 57 51,000
• Water consumption reduced by 46 56,000
• Contract maintenance cost reduced 56,000
• Machine repair parts cost reduced 1,200,000

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Keys for Success

• Challenges to Success
• No visible management support and involvement
• Lack of a local TPM coordinator
• Frequent rotation of employees
• Perception of TPM as a maintenance function
• Pressure to short circuit the process
• Perception of TPM as a means of workforce
  reduction

• Keys for Success
• Management support, involvement, and
  participation
• Dedicated TPM coordinator
• Defined TPM plan
• Team approach all employees involved
• Tasks identified at the shop floor level
• Tools and supplies at the job site
• Plan to recognize and reward

People are the key!
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Thank You.