Total Productive Maintenance Seminar Presentation

Total Productive Maintenance Building a Sustainable Future

MET Seminar – Engr. Muhammad Nabeel Musharraf

• Never under-estimate each other; Each of us has got certain winning abilities

• Same winning abilities can not be relevant in all situations

Lesson 1

• If we combine our talents and abilities, we will become unbeatable!

• 1 + 1 = 11 Lesson 2

Let us Listen a new version of Hare and Tortoise Story…

Introduction Origins Benefits Equipment

Losses Performance Monitoring

TPM Pillars

Way Forward

Our Seminar Today…



TPM Pillars

Way Forward


© Imants BVBA http://www.managementsupport.com

What is TPM… • 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 – No disruption to production

– reduced cost and better resource utilization

• Maintenance – Significant Equipment Uptime Increase

– Longer Life for equipment and better paybacks



TPM Pillars

Way Forward


Maintenance Evolution

First Generation:

Fix it when it

broke

Fixed when

something broke

Second Generation:

Higher plant availability

Longer equipment life

Lower costs

Scheduled overhauls

Systems for planning and

controlling work

Big, slow computers

Third Generation:

Higher plant availability

Greater safety

Better product quality

No damage to the

environment

Longer equipment life

Greater cost effectiveness

Condition monitoring

Design for reliability and

maintainability

Hazard studies

Small, fast computers

Failure modes and effects

analyses

Expert systems

Multi-skills and teamwork

1940 1950 1960 1970 1980 1990 2000

Maintenance Expectations

Maintenance Response

Gap Between Expectations

and Response

Total Productive

Maintenance Era kicked off!

1950 1960 1970 1980 1990

Breakdown Maintenance

Total Productive Maintenance

Corrective Maintenance

Preventive Maintenance

Nippon Denso

Time based maintenance Condition based maintenance

Maintenance Prevention , Productive Maintenance

Evolution of TPM

QC

cir

cle

(19

62

)

ZD

gro

up

(1966)

JK a

ctiv

ity

(1969)

Zer

o a

ccid

ent

acti

vit

y

(1973)

Copyright 2004 JIPM

Total Productive Maintenance

– Brought operators into the picture

– Small group activities

– Teamwork between operators and maintenance

– Involvement & support throughout the company

TPM vs Traditional Maintenance?

Traditional Maintenance Total Productive Maintenance

Functional organization Productive team, Collaborative!

Demarcation Multi-skilled and operator-based

Reactive to breakdowns Prevention Psychology

Equipment is the Maintenance Department’s

responsibility

Operator ownership! Pride in

equipment by everyone

Necessary evil Vitally important

Functional Integration

Operator Maintenance Operator

Maintenance

Conventional Maintenance Total Productive Maintenance

I use; Maintenance

not my business

I maintain & I fix We maintain



TPM Pillars

Way Forward


Objectives

13

Typical TPM Results

• Overall equipment effectiveness up 25-65%

• Quality defects down 25-50%

• Maintenance expenditures down 10-50%

• Percent planned vs. unplanned maintenance increased 10-60%

What can TPM do to your machines??



TPM Pillars

Way Forward


Loading Time

Operating Time

D

ow

nti

me

Lo

sse

s

P

erf

orm

an

ce

Lo

sse

s

Sh

utd

ow

n

Lo

sse

s

14 - Energy 15 - Maintenance spare parts 16 - Yield Energy

Net Operating

Time

D

efe

cts

Lo

sse

s Value

Operating

Time

1. Shut down and time not

planned for production

including maintenance

times, holidays, lack of

orders, planned

downtimes etc

2. Equipment Breakdown

3. Changeover of brands

3. Fast Movers Change

4. Start-up/ Ramp-down

5. Management Issues

6. Process Movements &

waits

7. Minor Stoppages

depicting maintenance

improvement requirement &

skill improvement

8. Running at low speed

9. Line organization

10. Logistics Issues

including breakage in

supply of materials

11.Reworks due to defects

12. Measurements and

Adjustments Issues due to

unreliable machine

performance; machine

adjustments etc

Reducing these losses shall determine the viability for a manufacturing organization

TPM provides tools to deal with all of these losses!!!!

Bring hidden equipment defects to light and nip them in the bud!

Breakdowns are only the tip

of the iceberg

Hidden equipment defects

·Dust, dirt, contamination by product or materials

·Wear, looseness, slackness, leaks

·Rust, deformation, scratches, cracks

·Excess heat, excess vibration, abnormal noise and other abnormalities

Basic theme of TPM

Breakdowns

Chronic loss

Sporadic loss

Limit

Time

Loss rate

•Restoralion-type

countermeasures are needed to reduce the loss

rate to its earlier level.

•Innovative countermeasures are

needed to reduce the loss rate to its limit

Sporadic Loss and Chronic Loss

Bathtub curve

Time (t)

Initial-phase failure period Sporadic failure period

Wear failure period

Useful life

Prescribed failure rate

Failure rate (t)

20

“Forced deterioration” due to wrong spares

qyuality, fitting problem, cleaning,

lubrication or lack of inspection

It is utmost important to maintain a healthy

condition of the machine with “natural

deterioration” ・Maintain Basic Condition (Cleaning, Lubrication, Retightening)

・Maintain the Condition of Usage spares

・Restore the Deterioration

Impact of losses on Machine’s Useful Life!!!



TPM Pillars

Way Forward


OEE & CU

OEE

CU Capacity Utilisation = Loading Time x 100 (%)

Total Time

Notes:

• Standard Cycle Time is based on Line Design speed

• Defects include waste and reworked units



TPM Pillars

Way Forward


5S - Workplace Organization

A safe, clean, neat, arrangement of the workplace

provides a specific location for everything, and

eliminates anything not required.

In TPM, we refer to this as 5S.

Before 5S

After 5S

Before After

Visual Factory

Visual Workplace

Signs (Safety Signs)

Painted Floor Areas (Gangway

markings) in SMD & PMD)

Flow Direction Indicators (Arrows on Air, vacuum lines in SMD)

Identified Locations (marked

places for materials in SMD)

Visual Production Control

Visual Process Indicators (PMD)

Production status Boards (SMD)

Kanban (WM to SMD)

Visual Factory

Visual Performance Measurement

Quality Control Charts (QIS

Monitors on machines)

Production Performance (CRTs on

Makers, Production status at JF)

Status of the Factory (JF)

Visual Factory - Benefits

Employee Involvement & Motivation

Open Communication

Quality & Productivity Improvement

Faster Decision Process

Decreased Inventory


• Train the operators to close the gap between them and the maintenance staff, making it easier for both to work as one team

• Change the equipment so the operator can identify any abnormal conditions and measure deterioration before it affects the process or leads to a failure

Autonomous Maintenance

Step 1: Initial-phase cleaning Step 2: Measures against sources

of problems and difficult

areas

Step 3: Establishment of a temporary

standard for autonomous

maintenance

Step 4: General inspection

Step 5: Autonomous inspection Step 6: Standardization Step 7: Thorough implementation of autonomous management

(Cleaning inspection)

Initial-phase cleaning plan

Failure

prevention

planning

Oil tank

Oil level

adjustmen

t criteria

Cleaning, lubrication, and retightening

Written standards,

coordination

between operatives

and maintenance

Training Inspection

manual

Detect and

rectify

minor

defects

Based on the capabilities you have

mastered in the Step 1 to sixth

steps, let's circulate the

improvement PDCA to achieve the

Department Manager's policy and

the Section Manager's policy.

Equipment-based

activities have been

implemented in the

Step 1 to Step 5s

Team

After the Step 5 is completed, implement the

sixth step under the leadership of the

Subsection Manager, enlarging the activity

range to the surrounding of equipment

"Get rid of quality trouble and defects"

Unify inside

a section Revise written procedures

Implement

Implementation: Nakajima’s 7 Steps

Integrated Maintenance team Operators Maintenance

Breakdown maintenance

Inspection and Repairs

Time Based Maintenance

Condition Based Maintenance

Corrective Maintenance

Spare parts Management

Planning/Scheduling

Contractors Management

Specialist Skills

3-5% of Site Losses

Kaizen in maintenance

Utilities management

EEM

Lubrication Management

Cleaning & Lubrication

Technical Training

Reasons, factors & steps for elimination

E leminate Des ig n Wearknes s

3 R eas ons 5 F ac tors 5 S teps

E s tablis h B as ic c onditionsC leaning, L ubrication, T ightening & Inspection

R evers e Deteriotion

E ns ure Operating C onditionsC urrent, Voltage, R P M, T emperature

R ais e s kill of Operators & Tec hnic ians

Unc orrec ted S tres s

Unc ontrolled S tres s

Ins uffic ient S treng th

L ac k of B as ic C onditions

Neg lec ted Deterioration

L ac k of S kill

Inhereint des ig n weaknes s

L ac k of Operating C onditions

Cleaning

• Operator should be do necessary cleaning of machine when required to improve run-ability and avoid defects

Lubrication

• If operator keeps on waiting for maintenance team to do lubrication, there is a chance of increase in downtime

Inspection

• List of basic things to inspect should be available with the operator for before work, during work and after work

Tightening

• Operator should know which bolts and screws to tighten up for better performance. He should do this as desired

Heart of an Autonomous Maintenance System

Cellular Manufacturing

Linking of manual and machine operations into the most

efficient combination to maximize value-added content while

minimizing waste.

Maker

Feeder Packer

Parceller

Wrapper Case Packer


Planned Maintenance

• Objective: establish Preventative and Predictive Maintenance systems for equipment and tooling

• Natural life cycle of individual machine elements must be achieved

• Correct operation

• Correct set-up

• Cleaning

• Lubrication

• Retightening

• Feedback and repair of minor defects

• Quality spare parts

What is Kaizen? Kaizen is a Japanese word, meaning ‘Continuous Improvement’.

The principle behind Kaizen is that change should be gradual and ongoing instead of major ‘one-off’ change.

“We do not seek to be 100% better at anything. We seek to be 1% better at 100 things.”

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Kaizen Groups

Employees are seen as the genuine ‘experts’ and the most important asset of a firm.

They are encouraged to meet regularly in teams to discuss ways of improving quality and to add value.

These groups need initial short-term financing.

In the longer term they become self-financing.

Why Kaizen

Time Project

Time

project

Time

Sa

vin

gs

Sa

vin

gs

Sa

vin

gs

Process

Improvement

Project

Implemented

Maintenance

of Process

Performance

Kaizen

No/Low Cost Solution: Pear-Shaped Hole Method

Tighten Here

Attach and Remove Here

Poka Yoke (Mistake Proofing)

• The use of process or design features to prevent errors or their negative impact.

• Also known as Poka yoke, Japanese slang for “avoiding inadvertent errors” which was formalized by Shigeo Shingo.

• Inexpensive • Very effective. • Based on simplicity and

ingenuity.

Examples (Poka Yoke)

X


Quality Maintenance

• Definition: a process for controlling the condition of equipment components that affect variability in product quality

• Objective: to set and maintain conditions to accomplish zero defects

• Quality rate has a direct correlation with

– material conditions

– equipment precision

– production methods

– process parameters


Early Equipment Management

• Objective: establish systems to shorten

– new product or equipment development

– start-up, commissioning and stabilization time for quality and efficiency

• New equipment needs to be:

– easy to operate

– easy to clean

– easy to maintain and reliable

– have quick set-up times

– operate at the lowest life cycle cost

Quick Changeover and SMED

Changeover is the total process of converting a machine or process from running one product to another

Changeover time is the total elapsed time between the last unit of good production of the previous run, at normal line efficiency, to the first unit of good production of the succeeding run, at full line efficiency.

Single Minute Exchange of Dies is changing over in 9 minutes or less.

The SMED Process

Step 1 – Observe and record.

Step 2 – Separate internal and external activities.

Step 3 – Convert internal activities to external activities.

Step 4 – Streamline all activities.

Step 5 – Document internal and external procedures.

Reduce the complexity and increase the efficiency of setups by

standardizing as much of the hardware and methodology as

possible.

Training Within Industry (TWI)

• Polishing peoples skill continuously keeps them motivated and fit for business.

Components of TWI

Job Instruction Training (JI)

– teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously.

Job Methods Training (JM)

– teaches supervisors how to continuously improve the way jobs are done.

Job Relations Training (JR)

– teaches supervisors to develop and maintain positive employee relations to prevent problems and effectively resolve conflicts.


HSE

• Assuring safety and preventing adverse environmental impacts are important priorities in any TPM effort


Office TPM

• Administrative and support departments can be seen as process plants whose principal tasks are to collect, process, and distribute information

• Process analysis should be applied to streamline information flow by utilizing office TPM techniques.



TPM Pillars

Way Forward



Way Forward

• There are 4 ways in which this training can be utilized at Yanbu Industrial College:

1. Implementing TPM or any of its components in YIC (e.g. 5S)

2. Selection as final year project

3. Assignment to students during Co-Op training

4. Enhancing our maintenance courses with inclusion of TPM concepts

Date post:	27-Apr-2015
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Total Productive Maintenance Seminar Presentation

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