Total Productive Maintenance ArvinMeritor Lozorno

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TOTAL PRODUCTIVE MAINTENANCE

8 April 2010

Milan Gacík-Repčík

“Strategic Management is an exciting process that

allows an organization to be proactive rather than

reactive in shaping its own future.”

Unknown author

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Contents

• Total Productive Maintenance (TPM)

• History of TPM

• Six Big Losses

• OEE & TPM Vision

• Elements of OEE

• Goals & Benefits of OEE

• OEE in CNC workshop

• OEE in ArvinMeritor Lozorno

• TPM Induction in Plant Lozorno

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DEFINITION

WHAT IS MEANT BY THE TERM

“MAINTENANCE” ?

• Maintenance encompasses all those activities that maintain facilities & equipment in good working order so that a system can perform as intended.

• Maintenance can also be termed as asset manage-ment system which keeps them in optimum operating condition.

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Total Productive Maintenance

TPM

System Approach Medical Science of M/c

Company Wide Strategy

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Total Productive Maintenance

•TPM is a company wide strategy to increase the

effectiveness of production environments, especially

through methods for increasing the effectiveness of

equipment.

•TPM is systematic approach to understand the

equipment’s function, Equipment’s relationship to

Product Quality and likely causes and frequency of

failure of the critical equipment component.

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TPM definition

A company-wide team-based effort to build quality into equipment and to improve overall equipment effectiveness

• Total

– all employees are involved

– it aims to eliminate all accidents, defects and breakdowns

• Productive

– actions are performed while production goes on

– troubles for production are minimized

• Maintenance

– keep in good condition

– repair, clean, lubricate

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History of TPM

Total productive maintenance (TPM) was first defined in 1971 by the Japan

Institute of Plant Maintenance (JIPM).

Its origin is a maintenance program used in the late 1960's by

Nippondenso, a Japanese manufacturer of automotive electrical parts.

Seiichi Nakajima, an officer with the Institute of Plant Maintenance in

Japan is credited with defining the concepts of TPM and seeing it

implemented in hundreds of plants in Japan

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Pillars of TPM

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* Autonomous maintenance

- Maintaining basic conditions on shop floor and in machines

- All over participation through TPM circles

* Individual improvements (Kobetsu-Kaizen)

- Improvement in everyones activity

- Improvement is to eliminate production losses and reduce cost

* Planned maintenance

- Logical analysis „real causes for real countermeasures“

- Focus on prevention

* Quality maintenance

- Developing perfect machine for perfect quality

- Eliminating in-process defects and customer complaints

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* Development management (initial control)

- Developing machines for „high equipment effectiveness“

- Quick process for developing new products

* Education/training

- Skills development for uniformity of work practices on machines

- Skills for zero deffects, zero breakdowns and zero accidents

- Multi-skilled employees in all departments

* Safety/Health/Environment

- To achieve zero accidents, zero health hazards at work

- To maintain zero polution plant and environment

* TPM in offices

- Offices oriented for excellent support for manufacturing

- Improving offices man-hour efficiency


OEE & TPM Vision

•zero breakdowns

•zero abnormalities

•zero defects

•zero accidents

Implementing TPM means striving toward a vision of the ideal

manufacturing situation, a vision that encompasses:

The path to this ideal situation is a process of continuous

improvement that requires the total commitment of everyone in the

company, from operators to top management.


• What Is TPM? - Kaizen introduced the idea that employee expertise generates improvements. The 5S’s suggested a clean and organized workplace will lead to clearer thinking. TPM is all about Total Plant Maintenance. The underlying concept is, if you properly maintain plant machinery there will see a sharp decline in machine breakdowns, safety and quality problems.

• Under TPM, machine operators carry out routine maintenance such as checking water, oil, coolant, and air levels. This may involve some training of machine operators. Through operator training to do simple maintenance on machines will promote ownership and more attention to detail.

• The actual maintenance teams should as a result of spending less time doing routine maintenance is in a position to concentrate on more urgent machine breakdowns. TPM should promote better team working in the workplace, as the operators will be helping the maintenance team with their tasks.


• Analyzing existing maintenance against planned maintenance will show that over time the costs for maintaining machines using existing methods keeps increasing, whilst using TPM the initial costs are high as the machine is stopped regularly for maintenance checks, but over time the costs are actually lower as the machine has in the past been maintained.

• The underlying objective of TPM is to try and bring the machine back as close as possible to it’s new condition.


Six Big Losses

Equipment Failure

Setup & Adjustment

• Un-planned Maintenance • General Breakdown • Tooling Failure

• Setup & Changeovers • Material Shortages • Operator Shortages • Major Adjustments


Six Big Losses

Small Stops

Reduced Speed

• Obstructed Product Flow • Component Jam • Misfeed • Delivery Blocked • Cleaning / Checking

• Rough Running • Operator Inefficiency • Equipment Wear


Six Big Losses

New Setting Reject

Production Rejects • Scrap • Rework • In-Process Damage • Incorrect Assy.

• Scrap • Rework • In-Process Damage • Incorrect Assy.


Attacking Six Big Losses

GAP

GAGE = OEE


OEE - The Basics

Overall Equipment Effectiveness is:

* A measure which embraces all losses to ‘good’ output that can occur on any machine or process

* The standard machine performance measure adopted by World Class companies

The OEE measure is based on the premise that all production losses on machines and processes can be quantified.

For example, poor maintenance will lead to more breakdowns, which in turn can be measured in terms of lost time.

Elements of OEE


All equipment production losses can be grouped into 3 categories...

• Down Time Losses - Availability - A

• Speed losses - Performance - P

• Reject/Re-work losses - Quality - Q

Availability (A) losses might include:

• Breakdown losses

• Tea and lunch breaks

• Change-over and set-up of tooling - lost tooling

• “Unplanned” maintenance


• Waiting for support

• Waiting for supervisor

• Waiting for maintenance

• No operator

• Waiting for paperwork

• Shift hand-over

• Waiting for 1st off inspection

These equipment losses are all grouped under the heading of

Availability losses.

Note - they are sometimes referred to as “downtime” or “outages”.


Performance Rate (P)

When a machine is running slower than its design speed or experiencing small stoppages, the Performance Rate is reduced.

• Performance Rate losses might include:

• Reduced speed

• Minor stoppages

• Idling losses

• Material feed problems

• Equipment failures that cause production to slow


Quality Rate (Q)

All time losses due to the generation of out-of-specification material arising from normal production or start-up at the beginning of shift or after changeover are classed as quality losses, and lead to a reduction in the Quality Rate

• Quality rejects

• Reworks


World Class OEE

OEE Factor World Class

Availability 90%

Performance 95%

Quality 99.9%

OEE 85%


Example OEE in CNC Shop

53.67

24.86

35.18

54.74

86.74

65.38

50.3646.74

76.23

57.87

71.22

83.85

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Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06


OEE in ArvinMeritor Plant Lozorno



PRODUCTION LINE Q5

Key Performance indicators in Weeks 1 to 23 2010:

Overall Equipment Efficiency: 31,0%

Total Equipment Effective Productivity: 52,0%

Availability: 89,7%

Availability – Maintenance focused: 98,9%

Performance: 88,4%

Quality: 39,1%



PRODUCTION LINE TIGUAN

Key Performance indicators in Weeks 1 to 23 2010:

Overall Equipment Efficiency: 30,2%

Total Equipment Effective Productivity: 53,4%

Availability: 92,0%

Availability – Maintenance focused: 98,5%

Performance: 88,5%

Quality: 37,1%


Overall Equipment Effectiveness OEE


OEE Benefits

• Increased equipment productivity

• Reduced equipment downtime

• Increased plant capacity

• Lower maintenance and production costs

• Approaching zero equipment-caused defects

• Enhanced job satisfaction

• Increased Return On Investment


ArvinMeritor Plant Lozorno

Steps to bring TPM to life in plant Lozorno

• Decision of management to start

• Nomination of TPM faciliator

• Commitment of senior management

• Nomination of units TPM coordinators

• TPM units kick off meetings

• Defining targets and measurable indicators

• Implementation of CMMS

• Visualisation

• Planned downtimes

• Implementation advanced analysis techniques

• Continuous training of employees


Targets

Example of tangible targets reflecting effectiveness

of TPM:

- Productivity: Net productivity increased by 1,5 to 2 times

Reduction of sporadic breakdowns from 1/10 to

1/250 of baseline

Overall plant effectiveness up 1,5 to 2 times

- Quality: Process defect rate down by 90%

Customer claims down by 75%

- Costs: Production costs down by 30%

- Delivery: Product and in-process inventories halved (50%)

- Safety: Nr. of accidents: 0

Nr. of pollution incidents: 0

- Morale: Nr. of improvement suggestions up by 5 to 10 times


Example of intangible targets reflecting

effectiveness of TPM:

- Achieving full self management – operators have ownership of

the equipment, they look after it themself without direction.

- Eliminating breakdowns and defects and installing confidence

and CAN/DO attitude.

- Making dirty, grimy and oily workplaces unrecognizably clean,

bright and lively.

- Giving plant visitors a better image of the company and

winning more orders


Implementation of CMMS

What is CMMS

- CMMS = Computerized Maintenance Management System

Why CMMS

- Improving reaction time between „raising hand“ and „fighting fire“

- Provide exact measured results to evaluate equipment performance as well as maintenance efficiency

- Allowing shiftleaders and maintenance personnel to concentrate on subject instead of paperwork.

- Allowing tracking back equipment history

- Working orders issue with direct link to spare parts stock

- Eliminating boring job of diging in piles of paperwork to analyse measurebles.

- Giving management direct access to plant equipment performance


Visualisation Visualisation is key element to make progress visible

* Under TPM each area for improvement are given tags, using color codes, to identify the priority of the improvement task is highlighted. For example red could be high (needed urgently to prevent breakdowns) and green could be low priority (does not affect machine functionality)

* All tags are numbered and where possible stuck to different areas of the machine. This will show anyone entering the workplace, the potential errors with this machine.

* Details from the tags placed on a machine are highlighted on a sheet to all the machine operators and the maintenance teams.

* Using a control board, place in the section where the machine belongs, the machine name and the number of tags which needed are displayed to highlight the amount of work to be completed in a section.

* Operators are trained by the maintenance teams to detect simple signs of machines behaving incorrectly.


Planned downtimes

Planned downtimes allows to reduce „firefighting events“

* Analyzing existing maintenance against planned maintenance will show that over time the costs for maintaining machines using existing methods keeps increasing, whilst using TPM the initial costs are high as the machine is stopped regularly for maintenance checks, but over time the costs are actually lower as the machine has in the past been maintained.

* Extended time for autonomous as well as preventive maintenance allows personnel to focus on important aspects of their work


Your questions ?


Thank You.

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Total Productive Maintenance ArvinMeritor Lozorno

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