Total Productive Maintenance · •Implemented a Total Productive Maintenance (TPM) training...
Transcript of Total Productive Maintenance · •Implemented a Total Productive Maintenance (TPM) training...
22 December, 2016 © S A Partners
Total Productive Maintenance
Peter Willmott-OMAINTEC 2016 –Jeddah 11-13 December 2016
22 December, 2016 © S A Partners
This one...?
Which environment would
you prefer to work in………..
22 December, 2016 © S A Partners
This one...?
Which environment would
you prefer to work in………..
With an OEE of 60%
22 December, 2016 © S A Partners
This one...? OR This one ?
Which environment would
you prefer to work in………..
With an OEE of 60%
22 December, 2016 © S A Partners
This one...? OR This one ?
Which environment would
you prefer to work in………..
With an OEE of 60% With an OEE of 80%
22 December, 2016 © S A Partners
• The Purpose of TPM is to unlock the installed
productive capacity of your physical assets by
unlocking the full potential of your People working with
those assets.
TPM –a definition….
22 December, 2016 © S A Partners
• The Purpose of TPM is to unlock the installed
productive capacity of your physical assets by
unlocking the full potential of your People working with
those assets.
• This Process can be achieved by striving for the four
zero’s of Accidents, Defects, Breakdowns and Minor
Stops ,through the engagement of all employees in
the enterprise to create maximum ‘Added Value’, by
the elimination of waste in all its forms
TPM –a definition….
22 December, 2016 © S A Partners
Accidents Defects
Breakdowns Minor Stoppages
Total Productive Maintenance
The TPM End Game is to deliver..
The 4 ZERO’s
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The Future Vision & Impact on
Maintenance
DEVELOPMENT
OF TECHNOLOGY
AND SKILLS
NOW FUTURE ADVANCING AUTOMATION
Effective
Maintenance
via TPM
AUTOMATION
OF
EQUIPMENT
OPERATIONS
EQUIPMENT
CHIM
Computer / Human Integrated Maintenance
Is No - But is Reality! Dream
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50
30
10 10 10
15
50
25
0
10
20
30
40
50
60
Reactive
Breakdown
Preventive P.M's Predictive CBM Proactive Design-
Out
%
Current Benchmark
Current vs. (say,3yr) Benchmark
Maintenance Time Allocation
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Measuring Equipment Effectiveness
Overall Equipment
Effectiveness =
Availability x Performance Rate x Quality Rate
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Measuring Equipment Effectiveness
Floor to Floor Losses
Overall Equipment
Effectiveness =
Availability x Performance Rate x Quality Rate
The 6 x Classic Equipment Based Losses
Breakdown
Losses
C/O & Setup and
Adjustment
Losses
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Measuring Equipment Effectiveness
Idling & Minor
Stoppages
Reduced Speed
Losses
Overall Equipment
Effectiveness =
Availability x Performance Rate x Quality Rate
The 6 x Classic Equipment Based Losses
Breakdown
Losses
C/O & Setup and
Adjustment
Losses
22 December, 2016 © S A Partners
Measuring Equipment Effectiveness
Idling & Minor
Stoppages
Reduced Speed
Losses
Overall Equipment
Effectiveness =
Availability x Performance Rate x Quality Rate
The 6 x Classic Equipment Based Losses
Breakdown
Losses
C/O & Setup and
Adjustment
Losses
Scrap, Quality
Defect & Rework
Losses
Start up
Losses
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Direct Cost of Maintenance
Revenue Budget of
-Labour, Materials, Spares
Outside Services, Overheads
Low Impact
on Profit
The True Cost of Maintenance
is 7/8 Hidden…..
Easy to
Measure (&
hence an easy
Target)
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Direct Cost of Maintenance
Revenue Budget of
-Labour, Materials, Spares
Outside Services, Overheads
Changeovers
Set up & Adjust
Idling & Minor
Stoppages
Running at
Reduced Speed
Breakdowns
Scrap,
Yields
Rework
Start-up
Losses
Late Delivery
Ineffective
Use of Skills
Poor Image
Low Flexibility
Easy to
Measure (&
hence an easy
Target)
Low Impact
on Profit
The True Cost of Maintenance
is 7/8 Hidden…..
The Classic 6
Equipment
Losses
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Direct Cost of Maintenance
Revenue Budget of
-Labour, Materials, Spares
Outside Services, Overheads
Changeovers
Set up & Adjust
Idling & Minor
Stoppages
Running at
Reduced Speed
Breakdowns
Scrap,
Yields
Rework
Start-up
Losses
Late Delivery
Ineffective
Use of Skills
Poor Image
Low Flexibility
Easy to
Measure
Low Impact
on Profit
More
Difficult to
Measure
High Impact
on Profit
The True Cost of Maintenance
is 7/8 Hidden…..
The Classic 6
Equipment
Losses
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Labour
Materials/Spares
Outside Services
Overheads
-say $1m Revenue Budget
Changeovers
Set up & Adjust
Idling & Minor
Stoppages
Running at
Reduced Speed
Breakdowns
Scrap,
Yields
Rework
Start-up
Losses
Late Delivery
Ineffective
Use of Skills
Poor Image
Low Flexibility
Easy to
Measure
Low Impact
on Profit
Difficult to
Measure
High Impact
on Profit
70%
OEE
$ 50m
Sales
The True Cost of Maintenance
is 7/8 Hidden…..an example
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The Size of the Prize
D C of M= $ 1m
From Sales at 70% OEE= $ 50m
To Sales at 77% OEE= $ 55m
$ 0.5m additional Margin (10% )
10% increase in OEE is equivalent to
= 50% DCofM !!
(10% real increase in Productive Capacity)
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You can be very efficient,
but totally ineffective!!
Efficiency
Effectiveness
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You can be very efficient,
but totally ineffective!!
Efficiency
Effectiveness
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S A Partners Enterprise Excellence
Model-The 3 x P’s
People Process
Purpose
Results Customer
How stakeholder needs
are understood and
converted into strategy
The “WHY”
Imp
rove
How value is created and
realised across the end to
end enterprise
How people potential is
realised
22 December, 2016 © S A Partners
• Our TPM program is applied via a defined introductory and deployment process within the business unit-Purpose
• The application of our TPM System is applied through a defined sequence of team based ‘learning by doing’ activity-Process
• The outputs of this application are aligned to an evidence based audit & assessment process linked to the teams progress through the model-People
The TPM Model & the 3x P’s to Deliver
Zero Stops
22 December, 2016 © S A Partners
1 Month 2 - 6 Months 7-24 Months +
Roll-Out Evolution Pilot Process
TPM Implementation (Purpose)
Local
Site
Leadership
Team
‘Buy-in’
Workshop
Scoping
Study
&
Diagnostic
(for each
Lead
Site)
4 x Day
TPM
Practitioner’s
Workshop
Secure Management
Commitment
Trial & Prove the Route Milestones 1-4
POLICY DEVELOPMENT & DEPLOYMENT
TPM
Pilot Projects,
with parallel 5S
Plant Clear
& Clean,
Training &
Communication
Feedback
&
Management
Review of
Roll-out Plans
Develop
Improvement Zone Partnership
through Roll-out & Audits
Operational Improvement
Project Improvement
Business Process Improvement
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The Four Cycle-11 Step TPM Model-The
Process
MEASURE
CURRENT
STATE &
IDENTIFY
OPPORTUNITY
A 1.Review
Performance
Criteria &
History
2.Measurement
& Opportunity
analysis of
KPIs
(incl. OEE)
3.Assess
Hidden Losses
& Set
Improvement
priorities
4.Equipment
Criticality
Assessment
5.Condition
Appraisal &
Restoration
plan
6. Develop
Future Total
Asset Care
7 Root cause
Analysis &
Problem
Resolution
8 Best
Practice &
Standard
Work
9.Individual
& Team Skill
Development
10.Leadership
& Behaviours
11. Audit
& Review
Process
CONDITION
REVIEW
(INCL. SAFETY
ENERGY, &
ENVIRONMENT)
B
PROBLEM
PREVENTION &
BEST PRACTICE
ROUTINES
C
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
D
Feed
back
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4 x Day Practitioner’s Workshop-
Building TPM Activity boards
Step 5 - Condition Appraisal
‘Learning by Doing’
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4 x Day Practitioner’s Workshop-
Building TPM Activity boards
‘Learning by Doing’
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1
Problems given
to management-
top down
improvement
Journey to TPM Excellence
4 ‘Maturity’ Milestones-People
2
Bottom up
improvement
-Stabilise
3
Self managed
team activities
-Optimise
4
World class
Performance
4 zero’s
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CI Infrastructure for the TPM Journey towards
Zero Losses
TOP DOWN TARGET DRIVEN
MANAGEMENT
MASTER ROLL-OUT
PLAN
PIL
LA
R
CH
AM
PIO
NS
Sy
ste
m O
wn
er
s
OEE
FLOAC
PM/QM
SD
EEM
5S
P&C
LOG
QA
HSE
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CI Infrastructure for the TPM Journey towards
Zero Losses
Steering Group
FAC DEV
FLM COACHING
PUB’ & COMMS
TOP DOWN TARGET DRIVEN
MANAGEMENT
MASTER ROLL-OUT
PLAN
PIL
LA
R
CH
AM
PIO
NS
Sy
ste
m O
wn
er
s
OEE
FLOAC
PM/QM
SD
EEM
5S
P&C
LOG
QA
HSE
22 December, 2016 © S A Partners
CI Infrastructure for the TPM Journey towards
Zero Losses
Steering Group
FAC DEV
FLM COACHING
PUB’ & COMMS
TOP DOWN TARGET DRIVEN
MANAGEMENT
MASTER ROLL-OUT
PLAN
PIL
LA
R
CH
AM
PIO
NS
11 STEP TPM PROCESS AND
5S / WPO
Sy
ste
m O
wn
er
s
OEE
FLOAC
PM/QM
SD
EEM
5S
P&C
LOG
QA
HSE
22 December, 2016 © S A Partners
CI Infrastructure for the TPM Journey towards
Zero Losses
Steering Group
FAC DEV
FLM COACHING
PUB’ & COMMS
TOP DOWN TARGET DRIVEN
MANAGEMENT
MASTER ROLL-OUT
PLAN
PIL
LA
R
CH
AM
PIO
NS
11 STEP TPM PROCESS AND
5S / WPO
Top Down SLT 30 pt
Review x2 per yr
Bottom up Level
1a / 1b to 4a/4b
Evidence based
Audits
Sy
ste
m O
wn
er
s
OEE
FLOAC
PM/QM
SD
EEM
5S
P&C
LOG
QA
HSE
22 December, 2016 © S A Partners
CI Infrastructure for the TPM Journey towards
Zero Losses
Steering Group
FAC DEV
FLM COACHING
PUB’ & COMMS
TOP DOWN TARGET DRIVEN
MANAGEMENT
MASTER ROLL-OUT
PLAN
LEARNING
ORGANISATION
PIL
LA
R
CH
AM
PIO
NS
11 STEP TPM PROCESS AND
5S / WPO
Top Down SLT 30 pt
Review x2 per yr
Bottom up Level
1a / 1b to 4a/4b
Evidence based
Audits
Sy
ste
m O
wn
er
s
OEE
FLOAC
PM/QM
SD
EEM
5S
P&C
LOG
QA
HSE
22 December, 2016 © S A Partners Slide 34
Top Down 30 Point Bi-Annual
System Owner Review- Example of
Results over 3 x Years
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Recognising the different Characteristics
when applying TPM
Type of Facility Measure of
‘Performance’
Operator
Impact
Maintainer
Impact
5S –WPO &
Visual Man’
Change
overs
& Set-ups
Standard
Work
A)Process/Bulk
Manufacturing
(Capital
Intense)
B)Utilities &
Gen. Services
(Often Capital
Intense)
C)Remote &
Dispersed
Assets ie
Windmills,
Phone masts,
H20 Reservoirs
22 December, 2016 © S A Partners
Recognising the different Characteristics
when applying TPM
Type of Facility Measure of
‘Performance’
Operator
Impact
Maintainer
Impact
5S –WPO &
Visual Man’
Change
overs
& Set-ups
Standard
Work
A)Process/Bulk
Manufacturing
(Capital
Intense)
Campaign or
Batch OEE as
a Fixed
Repeating
Schedule
Significant.
-Other than
being
Control
Room
based
Major Significant -
contamination
Control
+yields
Major
Cleaning
In
Process &
use of
VSM &
ECRS
Major
B)Utilities &
Gen. Services
(Often Capital
Intense)
? Relevance of
OEE v.
Efficiency &
other KPI’s
Ranges
from Very
Little to
Major
Major Housekeeping
resulting in
‘Maintenance
Pride’
Rarely
Applicable
Relevant
C)Remote &
Dispersed
Assets ie
Windmills,
Phone masts,
H20 Reservoirs
Alarms freq
Callout freq
MTBF
MTTR&R
Very Little Major Limited
application
Rarely
applicable
Relevant
22 December, 2016 © S A Partners
Speciality Chemical Case Study
Constrained by ‘Pinch Point’ Output in its
Sodium Acetate Plant
•The Challenge:
To unlock installed Productive Capacity of the SA Asset
and thus avoid Capital Cost of replicating Capacity
22 December, 2016 © S A Partners
Background
• A leading manufacturer of Speciality Chemicals for
the detergent industry
• 182 Employees running a Highly regulated site.
• Pressing need to improve the effectiveness of a
new (3 year old) chemical plant producing Sodium
Acetate
• Implemented a Total Productive Maintenance
(TPM) training programme and methodology that
encourages close, cross-functional teamwork to
effectively manage the plant and its equipment
through the Operators and Maintainers
22 December, 2016 © S A Partners
Where would you prefer to work?
With an OEE of 33%?
22 December, 2016 © S A Partners
Where would you prefer to work?
With an OEE of 33%?
22 December, 2016 © S A Partners
Where would you prefer to work?
……or with an OEE of 74%
22 December, 2016 © S A Partners
Where would you prefer to work?
……or with an OEE of 74%
In a plant with well designed, fit for purpose, safe, reliable and with
well maintained equipment?
22 December, 2016 © S A Partners
1-
Out of Control-Process Unstable
2-
In Control-Process Stabilised
3-
Improving-Process Optimised
4-
Able to Forecast with Confidence
The Classic 4 x Phases of
Improvement
22 December, 2016 © S A Partners
Refurbishment
Step 6
Major Best
Practices
introduced
Core TPM
members
removed
from plant
Core TPM
trained staff
back in
plant
Impact of
engaged team
74% OEE
Best of Best
Performance
The results after 12 months
22 December, 2016 © S A Partners
1413121110987654321
140
120
100
80
60
40
20
0
Weeks
Pe
rce
nta
ge
of
Av
aila
bilit
y
_X=67.8
UCL=136.9
LCL=-1.4
Availability
Out of Control Stabilized
22 December, 2016 © S A Partners
1413121110987654321
100
90
80
70
60
50
Weeks
Pe
rce
nt o
f P
erfo
rm
an
ce
_X=75.40
UCL=99.54
LCL=51.26
Performance
Out of Control
In Control & Improving
22 December, 2016 © S A Partners
1413121110987654321
105
100
95
90
85
80
Weeks
Pe
rce
nta
ge
of
Qu
ality
_X=93.77
UCL=105.58
LCL=81.96
Quality
Out of Control
Improving
22 December, 2016 © S A Partners
• We are being listened to & encouraged’
• ‘We are all buying into it…’
• There’s only one best way’
• ‘We have not had to compromise our values…’
• ‘We not only know the ‘What’ but also the ‘How’ and
the ‘Where’ to get help’
• ‘Who would have thought we could double our batches !!’
Quotable Quotes from the TPM
Team of Operators & Maintainers
22 December, 2016 © S A Partners
• We are being listened to & encouraged’
• ‘We are all buying into it…’
• ‘There’s only one best way’
• ‘We have not had to compromise our values…’
• ‘We not only know the ‘What’ but also the ‘How’ and
the ‘Where’ to get help’
Quotable Quotes from the TPM
Team of Operators & Maintainers
22 December, 2016 © S A Partners
• We are being listened to & encouraged’
• ‘We are all buying into it…’
• ‘There’s only one best way’
• ‘We have not had to compromise our values…’
• ‘We not only know the ‘What’ but also the ‘How’ and
the ‘Where’ to get help’
• ‘Who would have thought we could double our batches !!’
Quotable Quotes from the TPM
Team of Operators & Maintainers
22 December, 2016 © S A Partners
• Additional c. $ 1.5 m t/o with net margin of 10%
• Total training and refurbishment costs of $ 60k
• 6 months Pay-back
• Result ? WIN /WIN !
Result
22 December, 2016 © S A Partners
• Additional c. $ 1.5 m t/o with net margin of 10%
• Total training and refurbishment costs of $ 60k
• 6 months Pay-back
• Result ? WIN /WIN !
Also Winner of UK National Training Awards for
internal training and development of front line staff
using the 11 step TPM model
Result
22 December, 2016 © S A Partners Slide 53
National Training Award Winners
Celebrating Success
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Before TPM Activity
Out of Sight In Sight
22 December, 2016 © S A Partners
After TPM Activity
In Sight, Restored and Improved
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Temperature & Pressure Gauges
BEFORE TPM AFTER TPM
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Visual Equipment Indicators
BEFORE TPM AFTER TPM
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Step 6-Front Line Operator
Asset Care Check Lists
What’s this ? See next slide►
22 December, 2016 © S A Partners
Site wide results over 3 years using TPM
as the major driver
Reference Year 3 Years Later % Change
Maintenance Cost per Unit of Output
$0.084 $0.031 -64%
Energy Cost per Unit of Output
$0.063 $0.024 -62%
Output Units per Head count
120,192 189,434 +37%
Total Cost per Unit of Output
$0.85 $0.48 -48%
22 December, 2016 © S A Partners
Step 8 Highly Visual
Single Point Lessons
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Before TPM 8 Step Activity
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After TPM 8 Step Activity –
20 Weeks Later
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Training Needs for TPM
A growing number of Asset and Utility Owners
are expecting their third party Operational and
Maintenance Service Providers to be both
competent and capable in applying the TPM
concepts and also the embedded cultural and
behavioral aspects.
22 December, 2016 © S A Partners
TPM Practitioners Course
Timetable
Week
No
1
2 to 7
8
9 to 14
15
Content Module A
5 days at
Host Site
Home Plant /
Utility
Practical
Application
work
Module B
5 days at
Host Site
Home Plant /
Utility
Practical
Application
work
Module C
5 days at
Host Site
22 December, 2016 © S A Partners
Outcomes
This 15 day course, delivered as 3 x discrete and progressive weekly modules, focuses on
the principles and practicalities of implementing such an approach by adapting (not simply
‘adopting’) the well proven TPM philosophy. The extensive use of exercises and case
studies will be used to illustrate the key learning points and pitfalls to be avoided. Working
in syndicate teams, the delegates will progressively apply an 11 Step proven process to a
Pilot Project physical asset , as ‘Learning by Doing’
Based in a host facility, the delegates will also gain an in-depth understanding of the
critical issues surrounding the need to change skill sets, culture and behavioral aspects
which have a direct impact on Team Work effectiveness.
An interactive, exercise based and participative approach is used, including practical
application work between Weekly Modules A and B, and also between Modules B and C.
This approach could lead to an OMAINTEC Accreditation Certificate / Diploma on
satisfactory completion of all 3 x Modules and the interspersed place of work practical
application work
22 December, 2016 © S A Partners
Target Industry Sectors:
All sectors carrying out the operations and maintenance of property, buildings and infrastructure, including equipment and services. For example: •All forms of Public Utilities (water, gas, electricity). •Transport systems. •Facilities such Airports, Docks, Terminals. •Healthcare and learning establishments including Hospitals and Universities. •Food & Beverage manufacture & packaging plants
22 December, 2016 © S A Partners
Thank you for your interest.
PS-Which of you are going to
be the Adopters ???
22 December, 2016 © S A Partners
Thank you for your interest.
PS-Which of you are going to
be the Early Adopters ???