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LEAN Principles
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Goal of LEAN
Making your shop more efficientBy making equipment run more often not just faster.
You can make more product by making better use of your time than you can by making things go faster. It’s the Tortoise vs the Hare.
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Outline
1. Overview of TPM Total Productive Maintenance
2. OEE Operational Equipment Effectiveness & Equipment Losses.
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Todays Shop Challenges• Labor is getting harder to find and more expensive.
• Training good people is time consuming.
• New Equipment is expensive.
• Floor space is precious and short in supply.
We all need to utilize what we have better vs getting more machines and hiring more people to run it.
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Session 1:
Overview of TPM
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What is TPM?Total Productive Maintenance (TPM) is a method
to achieve maximum equipment effectiveness through employee involvement
Management + Operators + Maintenance
Overview of TPM
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Machine failures have many hidden causesOverview of TPM
$$$$$$Failure$$$$$
Loosening
Contamination
CorrosionLeaks
FlawsDeformation
VibrationCracks
Backlash
ImproperTemperature
Wear
LessVisible
VisibleFailure is what we see but is only the tip of the iceberg
Failure is what we see but is only the tip of the iceberg
Minor machine defects are
generally unnoticed but are the cause of almost all machine
failures
Minor machine defects are
generally unnoticed but are the cause of almost all machine
failures
Failures are more expensive than
maintenance
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Failures Mean $$$
• Lost productive time $$
• Leads to shortages down stream in the manufacturing process
• Employee expense from inflicted downtime.
• Late delivery or overtime costs $
Overview of TPM
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TPM is a Paradigm ShiftOverview of TPM
Old Attitude TPM Attitude
I use I maintain &I fix
We maintain
Maintenance Operator MaintenanceOperator
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TPM Approach
• Preventing breakdowns
• Modifying equipment to prevent breakdowns and make maintenance easier
• Being prepared for common equipment failures.
• Have the parts on hand and the skills to make repairs as needed.
Overview of TPM
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TPM Benefits
• Increased equipment uptime
• Increased plant capacity
• Lower maintenance and production costs
• Lower defects
• Enhanced job satisfaction
Overview of TPM
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Session 2:
Key Tools for TPMTPM is about the most effective way a machine can operate than it is just making sure the machine works.
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Small Group Activities: Problem-solving Process
Define the Problem
Collect Data Identify theRoot Causes
ImplementCountermeasures
Evaluate &Follow Up
AB DEC F
Key TPM Tools
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Quantity of Ideas
“The only way to have a
good idea is to have a lot
of ideas.”~ Winston Churchill
Key TPM Tools
Take advantage of operator experience!
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3 Purposes of One-Point Lesson
1. To help sharpen equipment-related knowledge and skills and communicate information about specific problems and improvement
2. To share important information easily when it is needed
3. To improve the performance of the entire team
Key TPM Tools
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Philosophy of One-Point Lesson
1. Develop and research lessons yourselves
2. Make up your own lesson sheets
3. Explain them to all team members
4. Discuss them openly on the shop floor
5. Improve them
These Help others Learn about equipment behavior and how best to overcome these characteristics.
Key TPM Tools
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One-Point Lessons as a Cascading Training Tool
Team members are responsible for training each other
Team members are responsible for training each other
Teaching promotes effective leadership and accountabilityTeaching promotes effective
leadership and accountability
One-point lessons – a teaching tool that is short and to the pointOne-point lessons – a teaching
tool that is short and to the point
Follow up to see what has been taught is practiced
Follow up to see what has been taught is practiced
Key TPM Tools
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Example: One-Point Lesson
Dept. Manager
Super- visor
Team Leader
Created by
Basic Knowledge
Improvement
ExampleTrouble Cases
Date Executed
Instructor
Trainee
David
Clas
sific
atio
n
Tom
Act
ion
His
tory
Mark Paul
Subj
ect Compressed Air Usage
For Line #1 & 2
TPM One-Point LessonNo.
Date of Creation November, 2010
DL4301
1. Compressed Air may only be used on the Dribbler Scale ONLY
2. Scale Area is currently Hard-To-Reach and may cause variable weight if not cleaned
1
2
Don’t Make A Bigger Mess !!!
One-Point Lesson is a toolwith the following characteristics:
One sheet… To share the results
of autonomous study… For 5-10 minutes
Contents can be knowledge and skills of: Equipment Safety Operation process Task
Key TPM Tools
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One Point Lesson
• A one point lesson is one of those things that usually an operator would know about the personality of a machine.• Machines even of the same model and make do
not always have the same performance characteristics.
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Guidelines for Developing 1-Point Lessons
1. Each lesson contains only a single theme to be learned
2. Each lesson should fit onto one page
3. Focus of lesson:a. Basic skillb. Equipment problem to be aware ofc. Equipment improvement that has been made
Key TPM Tools
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Session 4:
Equipment Loss Analysis & OEE
Make it run more not faster
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The Shop floor is Flooded with Losses 1
The shop floor is hindered by significant mistakes made by other departments. They include:
• Sales department Errors in code number, quality, specifications, delivery
date, destination of goods Mistakes detected during production may be corrected Too late if it is discovered at customer’s acceptance
inspection
Equipment Loss Analysis & OEE
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Typical OEE Measurement
• Availability X Performance X Quality
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Typical OEE Measurement
Availability = Actual Run Time
= 0.76 76% uptime
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Typical OEE Measurement
Performance
, = ,
,= 0.468
= 47%
This is where the most losses are found. Changeovers and idle times between cycles of making a part etc etc….
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Typical OEE Measurement
Quality
Quality
= 0.933 93%
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Typical OEE Measurement
• Availability X Performance X Quality
Example Model 0.76 0.468 X 0.933= 0.33 33%After improving machine process0.76 X 0.86 X 0.933= 0.609 61%
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Typical OEE Measurement
• Improve machine effectiveness by reducing idle times
Previous Example Model 33%
After improving machine process0.76 0.86 X 0.933= 0.609 61%
After eliminating defects0.76 0.86 X 1= 0.653 65%
One station can now make 2X as many parts per day in the same 8 hour day
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Introduction to OEE
• OEE (Overall Equipment Effectiveness) is a metric that identifies the percentage of planned production time that is truly productive
• How to understand OEE score?
An OEE score of 100% is perfect production
An OEE score of 85% is world class for discrete manufacturers
An OEE score of 60% is fairly typical for discrete manufacturers
An OEE score of 40% is not uncommon for manufacturers without TPM and/or lean programs
What is your organization’s OEE score?
Equipment Loss Analysis & OEE
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“World Class” OEE• “Epicore study shows
•
Equipment Loss Analysis & OEE
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3 Key Components of OEEComponent TPM Goal Type of Productivity Loss
Availability No BreakdownsAvailability takes into account Downtime Loss, which includes all events that stop planned production for an appreciable length of time (typically several minutes or longer)
Performance No Small Stops or Slow Running
Performance takes into account Speed Loss, which includes all factors that cause production to operate at less than the maximum possible speed when running
Quality No DefectsQuality takes into account Quality Loss, which factors out manufactured pieces that do not meet quality standards, including pieces that require rework
OEE Perfect ProductionOEE takes into account all losses (Downtime Loss, Speed Loss, and Quality Loss), resulting in a measure of truly productive manufacturing time
Equipment Loss Analysis & OEE
Source: Vorne
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Six Big Equipment Losses
Source: Japan Institute of Plant Maintenance (JIPM)
Equipment Loss Analysis & OEE
Overall Equipment Effectiveness
Availability
Breakdowns
Setups &Adjustments
Performance
Reduced Speed
Minor Stops & Idling
Quality
Defects & Rework
Startup & Yield Loss
Six Big Losses
Conveyors Transport Automatic welders
Presses Paint processesMolding machines
Machine tools Presses
Transfer devices Sensors Automated assembly
Grinding Presses Seam welding
Raw material Components Fuel
Frequent Sites
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Visualizing OEE & the Six Big LossesPlant Not Open
Setup & Adjustments
Breakdown
Minor Stops
Reduced Speed
Production Rejects
Startup Rejects
Fully Productive Time
Production Not Scheduled
Plan
t Ope
ratin
g Ti
me
Qua
lity
Loss
Fully
Pro
duct
ive
Tim
e
Spee
d Lo
ssN
et O
pera
ting
Tim
e
Dow
ntim
eLo
ssO
pera
ting
Tim
e
Plan
ned
Shut
dow
nPl
anne
d Pr
oduc
tion
Tim
e
Tota
l Tim
e
Tota
l Los
ses
Six
Maj
or L
osse
sAvailability
Performance
Quality
X
X
= OEE
Cap
acity
Loss
esPe
rfec
t Pro
duct
ion
Source: Adapted from OptimumFX
Effic
ienc
y
OEE
/Util
izat
ion
Ass
et U
tiliz
atio
n
Equipment Loss Analysis & OEE
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Equipment Losses & OEE Six Big Losses
Dow
ntim
eLo
sses
Qual
ityLo
sses
Spee
dLo
sses
Fully Productive Time
Net Operating Time
Planned Production Time
Operating Time
Equipment
Average total operating loss30-50%
Breakdowns
Setups & Adjustments
Reduced Speed
Minor Stops & Idling
Defects & Rework
Startup & Yield Loss
Breakdowns per machine (stopped longer than 10 mins) – less than once a month
Setup/adjustment time – less than 10 mins
Achieve ideal cycle times (design speed); increase 15% or more
Minor stoppages and idling per machine – under 10 mins
Rate (including products to be reworked) – less than 0.1%
Startup yield – 99% or more of lot
Ideal Cycle Time x Total PcsOperating Time
Good PiecesTotal Pieces
Operating TimePlanned Production Time
Availability
Quality
Performance
Greater than 90%
Throughput process- Greater than 99%
Greater than 95%
OEE Factors
OEE = Availability x Performance x QualitySource: Adapted from ‘TPM for Supervisors’, Productivity Press Development Team
Equipment Loss Analysis & OEE
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Improvement Goals for the 6 Big LossesType of Loss Goal Explanation
1. Breakdowns 0 Should be zero for all equipment
2. Setups and adjustments minimize As short as possible; less than 10 mins with zero adjustments
3. Reduced speed 0 Should match or – with improvements –exceed equipment specifications
4. Minor stoppages 0 Should be zero for all equipment
5. Defects and rework 0 Extent may vary, but goal should be expressed in parts per million (ppm)
6. Startup loss minimize
Equipment Loss Analysis & OEE
Source: TPM for Every Operator, Productivity Press Development Team
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Breakdown Losses
• Largest of the 6 major equipment losses• Caused by equipment defects which require any kind of
repair. Examples: Tooling failures
Unplanned maintenance
General breakdowns
Equipment failure
• Losses consist of downtime with labor and spare parts required to fix the equipment• Magnitude is measured by downtime
Availability
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Setup & Adjustment Losses
• Caused by changes in operating conditions, e.g. beginning of production runs or start-up at each shift, changes in products and conditions of operation• These losses consist of setup (equipment
changeovers, exchanges of dies, jig and tools), start-up, and adjustment• Magnitude is measured in downtime
Availability
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Minor Stoppage Losses
• Caused by events such as machine halting, jamming, idling, misfeeds, blocked sensors, etc.• Generally, these losses cannot be recorded
automatically without suitable instruments• Formula: Losses = 100% - Performance Rate• Many companies regard such minor stoppages
as breakdowns in order to emphasize their importance, even though no damage has occurred to the equipment
Performance
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Quality Defect & Rework Losses
• Caused by off-specification or defective products Rework
Scrap
• Losses consist of labor required to rework the products and the cost of the material to be scrapped• Measured by the ratio of quality products to total
production• Sometimes designated as “quality defects in process” in
order to distinguish from defective products during start-up and adjustment operations
Quality
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Start-up (Yield) Losses
• Caused by unused or wasted raw materials• Exemplified by quantity of rejects, scraps, chips,
etc.• Yield losses are divided into two groups Raw material losses resulting from product designs,
manufacturing methods and equipment restrictions Adjustment losses resulting from quality defects
associated with commencement of work, changeover, etc. Includes setup and adjustment losses plus yield losses, in terms of both time and material losses
Quality
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Strategies for Zero Breakdowns
• Restore equipment• Maintain basic equipment
conditions• Adhere to standard operating
procedures• Improve operator maintenance
skills• Don’t stop at quick fixes• Correct design weaknesses• Study breakdowns relentlessly
Equipment Loss Analysis & OEE
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Preventive Maintenance?
• Daily maintenance to prevent deterioration
• Inspections to measure deterioration
• Regular operating checkups
• Early treatment to correct the defects of deterioration
Planned Maintenance
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Scheduled Maintenance
Scheduled Maintenance
Corrective Maintenance
Breakdown Maintenance
Maintenance Prevention
Reactive Proactive
The goal is to get to Scheduled Maintenance
Planned Maintenance
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Focused Improvement
• Aims at reducing losses in the workplace that affect efficiencies
• Make continuous improvements in small steps
• Uses a special event approach that focuses on improvements associated with machines and is linked to the application of TPM
Focused Improvement
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Objective: To achieve regular, incremental improvements in equipment operation by small groups
of employees working together proactively so as to continually improve OEE performance
Objective: To achieve regular, incremental improvements in equipment operation by small groups
of employees working together proactively so as to continually improve OEE performance
Focused Improvement
• Benefits Recurring problems are identified and resolved by
cross-functional teams Combines the collective talents of a company to
create an engine for continuous improvement
Focused Improvement
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Quick Changeover: Basic SMED Principles
• Identify internal vs. external changeover tasks• Analyze each task’s real
purpose and function• Focus on no/low cost
solutions• Aim to eliminate
changeover time
Focused Improvement
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No/Low Cost Solution: One-Motion Methods
Cam Method
Quick Changeover - Examples
Wing Nut Method
Pear-Shaped Hole MethodTighten Here
Attach and Remove Here
Focused Improvement
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Quality Maintenance
• Policy Defect free conditions and control of equipments QM activities to support quality assurance Focus of prevention of defects at source Focus on poka-yoke (mistake proofing) In-line detection and segregation of defects Effective implementation of operator quality assurance
Quality Maintenance
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Path To Excellence
• The path can be overwhelming • Take each step one at a time.• Start with small incremental improvements• And measure measure measure! You cant
improve what you don’t measure• Use information to drive change and
improvements as well as investments in process.• Don’t waste time and money with no return
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CONTACT INFORMATION:Eric CiampoliECIC Consulting Inc.
Cell:[email protected]