TPM CYCLE C

Total Productive Maintenance

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Continuous Improvement System



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Eliminating Breakdowns and other ‘Unplanned’ Events - The Reality

For Every 100 Unplanned Breakdowns or Stoppages:

➢ 40 Can be eliminated by refurbishing and hence restoringequipment to standard conditions (Step 5)

➢ 20 Can be eliminated by applying appropriate Daily Front LineOperator Checks (Step 6) and Best Practice Routines ofOperation (Step 8)

➢ 25 Can be eliminated by applying regular and relevant ConditionMonitoring and Planned Maintenance (Step 6)

➢ 15 Can be eliminated by designing out physical weaknesses inthe equipment (Step 7)



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• What are the problem solving methodologies are you are familiar with?

• What limitations may they have?• How are they currently applied to equipment based

problems?• Who really gets involved in the problem solving

process?• How sustainable are the fixes?

Problem Solving?



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Practical Problem Solving – A Way of Life ?

1.Initial Problem Perception(Large, vague or complicated)

2. Clarify the problem(the real problem)

3. Locate Area/ Point of Cause

POCDirect Cause

Cause

Cause

Cause

Cause

Root Cause(s)!

Grasp the situation

Why?

Why?

Why?

Why?

Why?

5. Countermeasure

6. Evaluate

7. Standardise solution

4. ‘5-Why’ Investigation of Root Cause(s)

Cause Investigation(‘5 Why’)

Plan

Check

DoAct

Trackwise updates

Identify associated risks



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• Apply the problem solving skills that we have been training people to use on our assets.

• THIS IS WHERE THEY NEED TO BE APPLIED!!!

• Use process performance data and team observation to prioritise issue.

Step 7-Problem SolvingCauses of Chronic Losses



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TPM links to three key elements of system of improvement• Discontinuous improvement– Large step changes driven by technical improvements

• Continuous improvement– The ongoing review of process performance to identify

resolve issues and seek opportunities for improved performance

• Suggestion and ideas– Through better understanding of the work we are able to

focus ideas of the team to where they can truly add value.

Systems of Improvement



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Strategy Deployment and Continuous Improvement System (excerpt)

Cascaded & LocalisedVersionOf 6 Slides

KPIs driven by localised 6 Slides

Planned Local Improvement ActivityDriven by (top down) Strategy & Targets

Bottom up improvement Ideas owned by the team



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Management Process for Business Improvement

Many influences

in the environment

Crisis in the environment

Design & Plan Project

Implement Project

Adjust plan or targets

Check impact on performance

Discontinuous Improvement

Strategic ChoicesTargets

Top-Down, Business ledImprovement ProjectManagement Process



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Continuous Improvement - stability

Real time problem solving

Make changes


Problem detectedat source

Test for stability and reset

Continuous Improvement

Many smallproblems



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Continuous Improvement - stability

Real time problem solving

Make changes


Problem detectedat source

Test for stability and reset

Continuous Improvement

Many smallproblems

DeployedTargets

Bottom-up, Team ledDay-to-dayImprovement Process

Many influences

in the environment



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There are:caused by:

Problems, due to

Phenomena, which are

Physical, which can be

Prevented

Because they are to do with:Involving:

Materials & Mother nature

Machines

Methods

Manpower

Step 7-P-M Analysis - On the Job Reality

Event Analysis is the Problem Solving Tool used in TPM, which Emphasises the Machine/Human Interface

The 4 P’s The 5 M’s

……and We Need a 6th M Which is Measurement



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• Methodology to address issues arising from Step 3.

• Engages team in focused and effective problem resolution and problem prevention

Event Analysis



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• Understand how the mechanism is supposed to work (criticality assessment)

• Restore before renew, i.e. Solve existing problems before introducing new equipment with new problems.

• Make all aware of the problem/opportunity• Observe current situation & take measurements• Define the problem in physical terms and identify

factors which contribute to its occurrence

Using Event Analysis –the On the Job Reality



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• Develop optimum solutions for all contributory factors

• Try out ideas first and check the results• Apply proven low cost or no cost solutions first• Implement ideas as soon as possible• Standardise best practice with all those involved• Monitor and review

Using Event Analysis –the On the Job Reality



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Make it Visible and engaging



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Four Cycle-11 Step TPM

ReviewPerformance

Criteria & History

Measurement & Opportunity

analysis of KPIs

(incl. OEE)

Equipment Criticality

Assessment

Condition Appraisal & Restoration

plan

Root cause Analysis &

Problem Resolution

Individual & Team Skill Development

Leadership &

Behaviours

Audit & Review Process

MEASURECURRENT STATE

& IDENTIFY OPPORTUNITY

CONDITION REVIEW

(INCL. SAFETY ENERGY, &

ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICE

ROUTINES

FUTURE STATE REALISATION

THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set

Improvement priorities

DevelopFuture Total Asset Care

Best Practice & Standard Work

1 2 3

4 5 6

7 8

9 10 11



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• Standardised work is the foundation for creating a repeatable process that reliably produces the desired result

• It is also the foundation for training• To teach a team member how to do a job, the method

must be clearly defined• Standard work includes:

– Takt time– Standard work sequence– Standard work-in-process

• You need a stable process to have standardised work and you need standardised work to break down the job for job instruction training

Standardised Work and Job Breakdown



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• Training Within Industry Thinking– Job Breakdown Sheets– Single point Lessons– Frontline Operator Asset Care Checks (FLOACs)

Methodologies



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1. Prepare work standard (Job Instruction: JI)2. Provide training and make certain that operators

do their jobs according to standards (Job Instruction: JI)

3. Improve the status quo by improving standards (Job Methods: JM)

4. Take notice of abnormalities and address them right away (Job Methods: JM)

5. Create a good working environment (Job Relations: JR)

Training Within Industry (TWI)



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Even more influential than Henry Ford was themethodology and philosophy of the Americanmilitary’s Training Within Industry (TWI) service….Itwas based on the belief that the way to learn aboutindustrial engineering methods was throughapplication on the shopfloor and that standardizedwork should be a cooperative effort between theforeman and the worker….the Toyota Way of going tothe source, observing in detail, and learning by doingwere all very much influenced by TWI….and becamethe backbone of Toyota’s standardization philosophy.

Jeff Liker, The Toyota Way, pp 141

TWI at The Toyota Way



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• Agree Best Practice

• Standardise (Train and Assess)

• Practice and Refine (Pass on Lessons Learnt)

Step 8 - Best Practice Routines



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The Right Tools,Information,

Spares,Facilities,

Equipment

BestTechniques

of AssetCare

CorrectOperation

Step 8 - Best Practice Framework



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4 x Principles to Follow:

1. Contain content which can be delivered in 10 minutes or less

2. Are highly visual

3. Are an essential aid to communication foroperators, maintainers, managers and support staff

4. Address the main stages of the learning process:-Explain (Awareness)Demonstrate (Understanding)Practice (Skill Development)Confirm (Competent To Train Others).

Step 8 - Single Point Lessons



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SPL NoR1

TASK DESCRIPTION

How to…

CARRY OUT A 640 FLUSH – PROCEDURE FOR RAYPAK

WHY SPL?

DATE: 14/3/13VERSION:

1.0

No.

MAIN STEPS(who, what, why, where,

when)KEY POINTS TO DEMONSTRATE VISUAL AID

1. BATCH PASSED GREEN FILLING LIGHT FLASHES

2. TRANSFER BATCH PRESS GREEN BUTTON

3.WATCH TANK & PRESS STOP

BUTTON

UNDERSTANDING OF COLOUR CHANGE OF

LIQUID

4. SAMPLE TAKEN TO Q.A. UNDERSTANDING OF PASSING FOR BRICS

5. 640 CHECK FOR BRICKS BY Q.A. PASS OR FAIL CRITERIA FOR BRICS

6. OPEN 640 VALVE MANUALLY CONTENTS DRAINED & STOPPED

7. PRESS GREEN START BUTTON CONE SECTION FILLED AND STOP

8. SAMPLE TAKEN TO Q.A. FOR CONFIRMATION

CONFIRMATION FOR PRODUCTION & TRANSFER AUTO TURN OFF

COMPETENCY STATUS

AFTER ONE DEMONSTRATION

AFTER 3 UNSUPERVISED START UPS

WHEN SIGNED OFF BY TEAM LEADER

1 2 & 7 3

4 5

Step 8 - Use of Single Point Lessons

AUTHORISATON:

TPM CYCLE C

Business

Transcript of TPM CYCLE C