04 Intro to TPM 31 Pgs

8/3/2019 04 Intro to TPM 31 Pgs

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The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseIntroduction to TPM Total Productive Maintenance

Lean Foundations

Continuous Improvement Training

Lean Foundations



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Learning ObjectivesLearning Objectives

Learn the basic philosophy of TPM

Explain OEE and how it contributes to a TPM

project, explore OEE components; define and

calculate OEE

List 6 major components of equipment loss

Review and adopt the 7 steps to Autonomous

Maintenance


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TPMTPM The NeedThe Need

Process Industry relies heavily on equipmentthat is integrated and runs continuously

When down, losses are costly

With lower inventories, machines need to bereliable

Machining and Assembly industries becomingmore mechanized to save manpower and do

difficult jobs More machines to maintain

Need to save energy


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TPMTPM The PhilosophyThe Philosophy

TPM aims at using equipment to its maximumand aids in reducing Life Cycle Costs (LCC)

In other words - going all out to eliminate theLosses (Waste) caused by the equipment

TPM improves work activities that deal withEquipment Set-up, Operating parameters,Maintenance, Tear down, Repairs andBreakdowns

It specifically aims at the complete eliminationof the six major losses while striving for agoal of zero unscheduled downtime


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TPMTPM -- The Six Major Losses (Waste)The Six Major Losses (Waste)

Downtime Losses (1) Equipment failures

(2) Set-up and adjustments

Speed Losses (3) Idling and minor stoppages

(4) Reduced speed (actual operating

vs. designed)

Defect Losses (5) Defects in process

(6) Reduced yield between start of

production and stable production


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OEE FormulasOEE Formulas

1. UnexpectedEq. Breakdown

2. Set-up &

adjustments

3. Idling andminor stoppages

4. Reduced

speed

5. Defects in

Process

6. Reduced Yield

Overall Equip.

Effectiveness:

Availability

example:

Efficiency

example:

Ratio of QualityProducts

example:

Load Down Time

Load Time

460 min 60 min

460

The Theoretical Cycle

Time x Processed Qty

Operating Time

0.5/ unit x 400 units

400 minutes

Processed Amount

Amount ofDefects

Processed Amount

400 8

400

x 100%

= 87%

x 100%

= 50%

x 100%

= 98%

=

]

=

]

] =

.87 x .50 x .98 = 46.2 %

Loss Measure Formula Metric


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OEE Loss Effects.

0

20

40

60

80

100

120

%

timeavailable

24/ 7 scheduled time Availibility Performance (Eff) Yield (Quality)

OEE Pareto Analysis by Loss CategoryOEE Pareto Analysis by Loss Category

Overall

Equipment

Effectiveness

Loss

3 & 4

46.2 % OEE

Loss

1 & 2

Loss

5 & 6


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TPM attacks 6 major Losses plusTPM attacks 6 major Losses plus

Elimination of other WastesElimination of other Wastes (Mura, Muri, Muda)(Mura, Muri, Muda)

Operator Time Losses

Manpower losses due to operation time being

done more slowly than standard time (Cycle

Time > Standard Time)

Material Losses

Losses in yield due to inherent waste (cut-off

stock, set-up pieces, prototype, etc)

Energy losses such as electricity, gas, andwater when machinery is not doing value-

added work

Idling losses due to inadequate sensors and

product buildup on conveyors and chutes


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Best PracticesBest Practices

WorldWorld--Class Goals (A TPM Vision)Class Goals (A TPM Vision)

Before After

Availability 87% > 90%

Performance Efficiency 50% > 95%

Ratio of Quality (Yield) 98% > 99%

Overall Eq. Effectiveness 42.6% > 85%


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TPMTPM Operational Goals (Qualitative)Operational Goals (Qualitative)

Increase number of suggestions

Improve level of teamwork of shop floor

Improve cross-functional teamwork

Establish maintenance throughout the total

equipment life cycle People maintain their own equipment

Machines available for just-in-time (JIT)application

Improve machine availability Improve working environment (6S)

Improve Corporate culture and image

Improve Business performance


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TPMTPM Operational Goals (Quantitative)Operational Goals (Quantitative)

Cost Reductions

Actual and to be reduced

Energy savings

Maintenance

Equipment Efficiencies

Zero failures (ultimate goal)

MTBF (mean time between failures)

MTTR (mean time between repairs)

Idle Time


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TPMTPM Operational Goals, cont.Operational Goals, cont.

(Quantitative)(Quantitative)

Safety

Zero accidents

Quality Zero failures

Zero complaints

Education Hours of training/ number of sessions

Number of KAIZEN projects

Number of Suggestions


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TPMTPM Definition of TotalDefinition of Total

Total Effectiveness Reduction in losses of all equipment to optimize its

effectiveness and improve costs

Total Maintenance

Involves the whole maintenance system inclusive ofequipment manufacturer, equipment engineering, andequipment user to improve maintainability

Total Participation Everyone has a role to make TPM work

Management to set policy Middle management, staff to support and lead

Maintenance to maintain and train

Operators to take on new maintenance challenges


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TPMTPM Role of Maintenance FunctionRole of Maintenance Function

Provides technical support for autonomousmaintenance done by operators

Restores deteriorated equipment through checks,

inspections, and overhauls

Identifies Design weaknesses and improves theequipment to error-free function (via poka-yoke)

Improves technical maintenance skills for checks,inspections, and overhauls


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TPMTPM Role of Operator FunctionRole of Operator Function

Maintains basic condition (cleaning and lubrication)

Maintains proper condition and standards for

equipment usage

Partially restores deterioration

Basic skill levels in: Changeover and set-up

Reduction of minor stoppages and adjustments


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TPMTPM Autonomous MaintenanceAutonomous Maintenance

Definition:

Operations maintains its own equipment

Utilize 7-step plan*

(*Source: Japan Institute of Plant Maintenance)


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7 Steps to Autonomous Maintenance7 Steps to Autonomous Maintenance

Step 1 Initial clean-up (External)

Kick-off program

Closely aligned with 6S (5S + 1)

Management and Staff show commitment

Clean, Sand and Paint

Identify sources of defects:

Gauge hidden

Limit switch buried in debris

Crack in Housing


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Step 2 Stop sources of defects (External)

Ask why ? five times

Replace parts with cracks

Replace worn seals

Teach Operators how to modify equipment

Conduct Set-up Workshops; Practice Set-ups

Modify Equipment for easier checking and toeliminate sources for debris andcontamination Guards

Chip removal

Acrylic covers to see V - belts and moving parts


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Step 3 Standards Formulation

Standards for clean-up and checking

What equipment should be cleaned and checked?

What points should be checked? Who should check?

What check sheet should be used?

How to react to changes.

Standards are to capture what has been learned

in steps 1 and 2


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Step 4 Overall Checkup (Internal)

Leaders (1st line Supervisors) trained Hydraulics

Air Pressure

Electrical/ Electronics

Lubrication

Mechanical

One point lessons developed (Visual Management)

Team up Engineers, Maintenance, and Operators

Tear down equipment

Analyze defects

Present findings


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Step 5 Autonomous Checkup

Develop Standards for routine internal checkup

Hydraulics

Air Pressure Electrical/ Electronics

Lubrication

Mechanical

Operator executes routine checks


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Step 6 Orderliness and Tidiness

Improve on Supplier Activity

Spare parts supply partners

Spare parts stores

Spare parts inventory

Improve on Tool Activity

Tool Crib orderliness

Tools frequently used at work station

(refer to Visual Management/ Visual Control)


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Step 7 All out Autonomous Management Process never ends

Metrics

Audits

Each process post Result* (actual) against Goal (target)

Zero lost time accidents

Zero Defects

Zero Breakdowns Zero set-up time or at least < 10 minutes

Practice Quick Changeovers/ SMED (see separate module)

* Utilize Accountability Meetings (see separate module)


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TPMTPM Kaizen and Reliability MaintenanceKaizen and Reliability Maintenance

KAIZEN (see separate module)

SWAT Team approach to major problems

(Focus improvement effort around 6 big Losses)

Reduction in Changeover/ Set-up time

RELIABILITY

Driven by Pareto Analysis to prioritize

Data based Reduction in MTTR

Increase in MTBF


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Reliability MaintenanceReliability Maintenance

Meantime to Failure (Goal is to maximize) Machine Breakdown

Tool Breakdown

Part Failure

Meantime to Repair (Goal is to minimize) Diagnose problem

Correct problem

Set up Machine to make good parts

Spare parts control

Analyze using Statistical Tools

Reliability Measures

Problem Solving Tools

Vibration Analysis Tools


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TPMTPM -- Reliability Kaizen ExamplesReliability Kaizen Examples

1) Tool cutting Tip (Nissan Motors) Life Cycle = 45pieces

KAIZEN #1 Vibrational analysis to optimize rotational

speed. Life cycle = 132 pieces.

KAIZ

EN #2 Analysis of wear pattern to optimize toolgeometry. Life cycle = 305 pieces.

2) Tool cutting (Toyota Motors) Tool expensive and

takes long time to set up

KAIZEN #1 Reduced set-up time from 15 minutes to lessthan 10 seconds.

KAIZEN #2 Studied correlation between life of tool and

number of cuts between sharpening increase life of tool

five-fold.


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Planned Maintenance Best PracticesPlanned Maintenance Best Practices

Maintenance department primarily responsible

Re-adjustment of Machines to bring back tooriginal state

Feedback information to Maintenance PreventionGroup

Collection of Reliability Data MTBF

MTTR

Finding and coping with chronic defects

Machine accuracy control (calibration)

Schedule boards (Visual Management) Control of

Spare Parts

Lubrication

Vibrational Analysis


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Maintenance Prevention Best PracticesMaintenance Prevention Best Practices

New equipment design integrated w/ New ProductIntroduction (NPI) efforts

Input from Reliability Maintenance

Input from Preventative Maintenance

Input from KAIZEN activities

Life Cycle Costing

Design reviews (Operators, Supervisors, Engineers)

Assembly at Supplier

Final Inspection at Supplier

Maintenance and Operations Manual preparation Safety Issues visible, aware and worked

Preventative Maintenance Schedule posted,

adhered to


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TPMTPM SummarySummary

Total Productive Maintenance is about:

improved equipment performance

increased equipment availability

increased equipment FPY (first pass

yield) or also called FTT (first time through)

reduced emergency downtime

increased return on investment increased employee skill levels

increased employee empowerment


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TPMTPM Breakout ActivityBreakout Activity

With a small group,With regard to Maintenance - Decide at least 3

new improvements to put into place in your

area.

Decide at least 3 new measures/ metrics to

adopt to sustain your Maintenance activities.

Present your plan to Supervision.


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The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseIntroduction to TPM Total Productive Maintenance

Lean Foundations


Lean Foundations


04 Intro to TPM 31 Pgs

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