TPM Diagnostic 4/15/2010 Rev B A. TPM Organization Traditional 1 2 3 4 TPM 5 A.1 Leadership Vision – It is essential that top management have a strong commitment to TPM and understand what that commitment entails. Establishing a favorable environment is management’s primary responsibility. Top management must inform their employees of this decision and communicate enthusiasm for the program. A.1.1 Quality of TPM Vision 1-2 Elements 3-4 Elements 5-6 Elements 7-8 Elements 9 Elements The TPM vision optimizes equipment effectiveness, eliminates breakdowns and promotes autonomous operator maintenance through day- to-day activities. Elements: Active commitment from director to shop floor A can-do approach Use OEE to promote achievement, pride and ownership. Increase the knowledge of TPM Eliminate the six big losses and show reasons why Promote and improve Small Group Activity teamwork Understand and use all equipment performance measurements. Achievable short, medium and long term goals Develop belief in TPM by using results communicated to all. A.1.2 Vision Deployment Management and the workforce have been educated/trained, understand and embrace the vision of lean production. Management has not communicated a vision of TPM Less than 10% of management and the workforce understands the vision. Less than 50% of management and the workforce understands the vision. Less than 70% of management and the workforce understands the vision. More than 71% of management and the workforce understands the vision. A.1.3 Basic Organization Structure The concept of a TPM system is used to organize maintenance and support required to produce product Organization is process based (traditional functional organization structure). 6 or 7 elements of authority are vested in the product-based organization. 8 or 9 elements of authority are vested in the product-based organization. 10 to 11 elements of authority are vested in the product-based organization. 12 or more elements of authority are vested in the product-based organization. Elements of production system authority: 1. Physical maintenance organization 2. Personnel assignments 3. Cellularization 4. Organization of factory teams 5. Quality polices and practices 6. Supplier/spares integration 7. Inventory policies 8. Metrics and measurement (including waste) 9. Reporting lines of support functions 10. Continuous process improvement approach 11. Gain sharing policies for workforce 12. Job stability policies for workforce 13. Manufacturing practices and processes. Page 1 of 3
Transcript
TPM Diagnostic 4/15/2010 Rev B
A. TPM OrganizationTraditional
1 2 3 4
TPM
5
A.1 LeadershipVision – It is essential that top management have a strong commitment to TPM and understand what that commitment entails. Establishing a favorable environment is management’s primary responsibility. Top management must inform their employees of this decision and communicate enthusiasm for the program.
A.1.1 Quality of TPM Vision 1-2 Elements 3-4 Elements 5-6 Elements 7-8 Elements 9 ElementsThe TPM vision optimizes equipment effectiveness, eliminates breakdowns and promotes autonomous operator maintenance through day-to-day activities.
Elements:Active commitment from director to shop floorA can-do approachUse OEE to promote achievement, pride and
ownership.Increase the knowledge of TPMEliminate the six big losses and show reasons why
Promote and improve Small Group Activity teamworkUnderstand and use all equipment performance measurements.Achievable short, medium and long term goalsDevelop belief in TPM by using results communicated to all.
A.1.2 Vision DeploymentManagement and the workforce have been educated/trained, understand and embrace the vision of lean production.
Management has not communicated a vision of
TPM
Less than 10% of management and the
workforce understands the vision.
Less than 50% of management and the
workforce understands the vision.
Less than 70% of management and the
workforce understands the vision.
More than 71% of management and the
workforce understands the vision.
A.1.3 Basic Organization Structure
The concept of a TPM system is used to organize maintenance and support required to produce product
Organization is process based (traditional functional organization structure).
6 or 7 elements of authority are vested in the product-based organization.
8 or 9 elements of authority are vested in the product-based organization.
10 to 11 elements of authority are vested in the product-based organization.
12 or more elements of authority are vested in the product-based organization.
Elements of production system authority:1. Physical maintenance organization2. Personnel assignments3. Cellularization4. Organization of factory teams5. Quality polices and practices6. Supplier/spares integration
7. Inventory policies8. Metrics and measurement (including waste)9. Reporting lines of support functions10. Continuous process improvement approach11. Gain sharing policies for workforce12. Job stability policies for workforce13. Manufacturing practices and processes.
Page 1 of 3
TPM Diagnostic Page 2 of 3
A. TPM Organization Traditional
1 2 3 4
TPM
5
A.2 TPM StructureVision – The physical organization and layout of the factory should support the concept of a “Lean “ factory organization. Production flow, status and problems should be readily apparent to the casual observer. Maintenance operations within cells have been optimized to minimize wasted time and effort.
A.2.1 Factory Organization Less than 25% of factory 25-49% of factory 50-74% of factory 75-89% of factory Over 90% of factory
The factory is ideally organized into cells by product. Maintenance may be based on group technology or parts family concepts.
organized product
A.2.2 Flow Between Product Cells and Maintenance AreasClear, visible workflow, and input and output for maintenance product cells.
Less than 25% of factory has clear and well-defined input/output areas.
25-49% of factory 50-74% of factory 75-89% of factory Over 90% of factory
A.2.3 Internal Maintenance Cell Optimization
1 Element 3 Elements 5 Elements 7 Elements 9 Elements
Concepts of cell optimization are used, understood and implemented in setting up maintenance areas.
Elements:Minimized travelMinimized process stepsNecessary materials in placeNecessary tools in place
1. Necessary equipment in place 2. Minimized inventory between processes3. Clearly define input and output4. Material, tools and equipment ergonomically arranged5. Cell organized for safety
A.2.4 Physical ResourcesThe cell business unit controls assets required to produce the product. (Laser alignment equipment, test equipment, etc).
Less than 25% of assets required to produce the product are controlled within the cell or applicable business unit.
25-49% of assets 50-74% of assets 75-89% of assets Over 90% of assets
A.2.5.1 External Communication of Production/Maintenance StatusProduction flow, status, and problems are apparent to the casual observer.
Less than 25% of factory has clear production flow, status and problem visibility.
25-49% of factory 50-74% of factory 75-89% of factory Over 90% of factory
A.2.5.2 Internal Communication of Production/Maintenance StatusData for cell operations is available for all team members. Each cell and business unit has easily visible facilities for communications (meeting areas, boards, etc.).
Less than 25% of factory has data availability and good facilities for communications.
25-49% of factory 50-74% of factory 75-89% of factory Over 90% of factory
A.2.6 5S’s The 5S methods are the key to a quality work environment. The underlying principle is a place for everything and everything in its place, clean and ready for use (Score using Levels of Excellence Sheet.) Instructions: Start at the bottom of each column and check the box(s) that reflect the maximum level achieved.
Sort Simplify Sweep Standardize Self-discipline
Level 5:
Focus on Prevention
Employees are continually seeking improvement opportunities
A dependable, documented method has been developed to provide continual evaluation, and a process is in place to implement improvements.
Area employees use a dependable, documented method of preventative cleaning & maintenance.
Everyone is continually seeking the elimination of waste with changed documented and information shared
There is a general appearance of a confident understanding of and adherence to 5S principles.
Level 4:
Focus on Consistency
A dependable, documented method is established to keep the work area free of unnecessary items.
A dependable, documented method has been established to recognize in a visual sweep if items are out of place or exceed quantity limits.
5S agreements are understood and practiced continually.
Substantial process documentation is available and followed.
Follow-through with 5S agreements and safety practices is evident.
Level 3:
Make it Visual
Unnecessary items are removed from the workplace
Designated locations are marked to make organization more visible.
Work/break areas & machines are cleaned daily. Visual controls are established and well marked.
Working environment changes are being documented. Visual control agreements for labeling and quantity levels established.
5S agreements and safety practices have been developed and are utilized
Level 2:
Focus on Basics
Necessary and unnecessary items are separated.
A designated location has been established for items.
Work/break areas & machines are cleaned on a regular schedule. Key items to check are identified.
Methods are improving, but changes haven’t been documented
A recognizable effort has been made to improve the condition of the workplace.
Level 1:
Focus on Starting
Needed and not needed items are mixed throughout the workplace.
Items randomly located throughout the work place.
Work place areas are dirty, disorganized and key items not marked or identified
Work place methods are not consistently followed and are undocumented.
Work place checks are randomly performed and there is no visual measurement of 5S performance.
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TPM Diagnostic 4/15/2010 Rev B
B. TPM Metrics Vision – What gets measured gets done.
Traditional
1 2 3 4
TPM
5
B.1 Management 0-2 Elements 3-4 Elements 5-6 Elements 7-9 Elements All 10 Elements
Measuring maintenance effectiveness requires constant review and goal setting to focus and channel improvement activities and to attain standardization of metrics.
Elements:1. Operating profit2. Ratio of operating profit to gross capital3. Value added productivity.4. Labor productivity5. Cost reduction
6. Headcount reduction7. Reduction in product stock value8. Reduction in work in process value9. Equipment investment efficiency10. Plant/Labor ratio
B.2 Plant Effectiveness 0-2 Elements 3-4 Elements 5-6 Elements 7-9 Elements All 10 ElementsEnsures each department clearly understands their particular responsibilities and sets targets reflecting those responsibilities.
Elements:1. Overall plant effectiveness2. Overall sub process effectiveness3. Overall effectiveness of critical equipment4. Overall availability5. Performance rate
6. Standard production rate7. Average actual production rate8. Quality rate9. Number of equipment (plant) failures10. Number of process failures
B.3 Quality and Energy Savings 0-3 Elements 4-6 Elements 7-9 Elements 9-10 Elements All 11 ElementsThese savings are important performance indicators. Treat them as key unit consumption indicators that relate directly to production costs.
Elements:1. Process defect rate2. Cost of process defects3. Number of defects passed on4. Number of warranty claims5. Value of warranty claims6. Overall Yield
1-2 Element 3 Elements 4 Elements 5 Elements All 6 Elements
Evaluate two aspects of maintenance. First assess improvements in equipment reliability and maintainability and see how these help to raise plant effectiveness and product quality. Evaluate efficiency of manufacturing work.
Elements:1. Failure frequency2. Failure severity rate3. Cost of stoppages due to failure
4. Number of idling and minor stoppages5. Meantime between failures6. Emergency maintenance rate
B.5 Maintenance Efficiency 1 Element 2 Elements 3 Elements 4 Elements All 5 ElementsSystematize and speed up Preventive Maintenance and Condition Based Maintenance to achieve quick turn around and achieve smooth rapid startup by eliminating startup problems.
Elements:1. Reduction in number of shut down maintenance days (SMD)2. Vertical startup after shutdown maintenance3. Preventive Maintenance achievement rate4. Corrective Maintenance Trend
5. Maintenance head count reduction rate
Page 1 of 3
TPM Diagnostic Page 2 of 3
B. TPM Metrics
Traditional
1 2 3 4
TPM
5
B.6 Maintenance Cost 1 Element 2-3 Elements 4 Elements 5-6 Elements All 7 ElementsIs the maintenance budget being utilized effectively? Is the work using the most economical methods? Reference reliability, maintainability, maintenance efficiency, maintenance cost, other maintenance indicators.
B.7 Other maintenance indicators 1 Element 2 Elements 3 Elements 4 Elements All 5 Elements
Elements:1. Contact maintenance rate – extent due to lack of technology and skills2. Contact maintenance rate – extent needed to absorb capacity (labor) shortages3. Renovation rate4. In house development5. Failure straight through rate
B.8 Health/Safety Environment 1 Element 2 Elements 3 Elements 4 Elements All 5 ElementsEvery plant appoints managers and supervisors to be responsible for health, safety and environmental matters. Develop countermeasures to prevent past accidents and disasters from recurring analyze the reasons for near misses and establish safety measures.
Elements:1. Accident frequency2. Accident severity rate3. Number of accidents requiring time off work4. Number of plant accidents5. Number of continuously accident free days
6. Number of near misses detected7. Number of safety problems spotted by safety team8. Number of improvements made on unsafe items9. Work place noise levels10. Number of external complaints (noise, dust, odors, etc)11. Number of discharges to outside (waste, oil, sludge, etc)
B.9 Training and Morale 1 Element 2 Elements 3 Elements 4 Elements All 5 ElementsThrough training and hands on practice, TPM aims to revolutionize the workforce and develop highly skilled, motivated and self-reliant people who know their equipment and processes intimately
Elements:1. Number of meetings or time spent on SGA2. Number of focused improvement topics documented3. Cost savings due to focused improvements4. Number of improvement suggestions
5. Number of outside company presentations6. Number of single point lesson sheets7. Number of maintenance trainees8. Number of official qualifications earned for both mechanics
and technicians.
B.10 Promotion Goals 1-2 Element 3-4 Elements 4-6 Elements 7-9 Elements All 10 ElementsEvaluating TPM involves assessing whether the company has achieved the policy and goals set at the introduction of TPM and realized the intended benefits. It also involves judging how effectively priority topics, action items and quantitative targets have been pursued through improvement activities
Elements:1. Cost reduction compared with fiscal year (FY)2. Variable production cost compared with FY.3. Fixed production cost compared with FY.4. Labor productivity compared with FY. 5. Number of major failures per period
6. Number of failures monthly rates end of period7. Number of quality problems, claims per year.8. Number of accidents per year9. Number of accidents per year requiring time off10. Number of accidents per year with no time off
TPM Diagnostic Page 3 of 3
B. TPM Metrics
Traditional
1 2 3 4
TPM
5
B.11 Autonomous Maintenance No visible signs of cleaning, inspection or
lube routes present
Machine contamination apparent.
5S Level < 1.9
No small group activities
5S Level > 2.0
Equipment history is reviewed.
Minimum visual management is
present on asset
Small group activity meeting are held on
emergency basis only
Management walkthrough checklist
completed monthly
5S Level> 3.0
TPM information current
Small group activity meetings taking place
5S Level > 4.0
Equipment is benefiting from root
cause analysis
Physical evidence of Cleaning is Inspection
on asset.
Consumables are identified and stocked
5S Level = 5.0
Small group activities are self- directed.
Equipment availability data is posted
showing positive trend.
Visual management is present.
All steps of AM are being audited
B.12 Overall Equipment EffectivenessOEE means “the amount of productive service that equipment provides.” OEE identifies pieces of equipment that present opportunities for improvement.
Less than 10% of assets utilize OEE data
Less than 20% of assets utilize OEE
data
Less than 40% of assets utilize OEE
data
Less than 60% of assets utilize OEE data
Less than 80% of assets utilize OEE
data
TPM Diagnostic 4/15/2010 Rev B
C. TPM PILLARSTraditional
1 2 3 4
TPM
5
C.1 Planned MaintenanceVision – Equipment/process is operating such that zero breakdowns occur during production, and equipment/processes are available when required by the customer.
C.1.1 Supplier/ Stores Management IntegrationVision – Supplier Management, Maintenance and Manufacturing personnel function as one cohesive team. In order to accomplish this, parts & materials from certified suppliers deliver directly to the point of use with minimal appropriate receiving inspection both in Operations and Maintenance.
C.1.1.1 Source Inspection Delegation
Motors, oil, electrical components, etc.
Delegation program not established. Static Supplier base.
Process established for delegation; 25% of suppliers approved.
50% of suppliers have delegation authority. Supplier base reduction underway.
75% of suppliers have delegation authority.
90% or > of suppliers have delegation authority. Minimal supplier base.
C.1.1.2 Supplier Management Responsibility
Material resource buyers co-located with customers.
Supplier Management is separate from Manufacturing.
Supplier Management is coordinating with Manufacturing.
Continuous & direct (face to face) communication between organizations.
Supplier Management & Manufacturing view supplier management as joint responsibility.
Shop floor personnel coordinate directly with suppliers for delivery. S/M&P manages the contract.
C.1.1.3 JIT Deliveries
C.1.1.3.1 Raw Material
Sheet stock, paint, wood, etc.
No JIT contracts. JIT delivery on a minimum of 25% of raw materials.
JIT delivery on a minimum of 50% of raw materials.
JIT delivery on a minimum of 75% of raw materials.
JIT delivery on >90% of raw materials.
C.1.1.3.2 Detail Parts
Spindles, power wire boards, light fixtures, etc.
No JIT contracts. JIT delivery on a minimum of 25% of detail parts.
JIT delivery on a minimum of 50% of detail parts.
JIT delivery on a minimum of 75% of detail parts.
JIT delivery on >90% of detail parts.
C.1.1.3.3 Assemblies
Motors, gear box, boilers, high value components.
No JIT contracts. JIT delivery on a minimum of 25% of assemblies.
JIT delivery on a minimum of 50% of assemblies.
JIT delivery on a minimum of 75% of assemblies.
JIT delivery on 90% + of assemblies.
C.1.1.3.4 Stores/Supplier “kitted” assemblies.
No JIT contracts JIT delivery on a minimum of 25% of supplier kits.
JIT delivery on a minimum of 50% of supplier kits.
JIT delivery on a minimum of 75% of supplier kits.
JIT delivery on 90% + of supplier kits.
C.1.1.4 Inventory System Integration Vision - Deliveries are based upon the shop floor need & delivered just prior to the need.
C.1.1.4.1 Inventory System Integration With Supplier
No integration with supplier’s system.
Developing some integration with supplier’s systems.
Established EDI with some key suppliers as pilot.
Most major suppliers are transmitted data via EDI.
All major suppliers have EDI . All supplier problems are addressed prior to the next delivery.
Page 1 of 4
TPM Diagnostic Page 2 of 4
C.1 Planned MaintenanceTraditional
1 2 3 4
TPM
5
C.1.1.4.2 Internal Pull System All deliveries are based on negotiated delivery schedule.
Most deliveries are based on smaller sized lots. Kitting of parts to floor from stockrooms.
Deliveries are based upon minimal inventory pads to the original need dates. Kits are delivered in logical work sizes.
Kitting of parts by suppliers.
Deliveries are based upon the shop floor need and delivered just prior to need. No large lot deliveries.
Elements:1 . Measured at facility level 3. Continuous improvement
2. Measured at cell level 4. Benchmark data is used frequently over past 24 months
C.1.1.5 Point of Use Stocking By External Suppliers
C.1.1.5.1 Low value parts (standards & small details).
100% traditional stocking. Point of use stocking negotiated with suppliers or implemented in pilot areas (under 20% of areas).
Point of use stocking in 21% - 49% of areas.
Point of use stocking in 50% - 89% of areas.
Point of use stocking fully utilized. Over 90% of areas.
C.1.1.5.2 Mid-Value detail and assemblies
100% traditional stocking. Point of use stocking negotiated with suppliers or implemented in pilot areas (under 20% of areas)
Point of use stocking in 21% - 49% of areas.
Point of use stocking in 50% - 89% of areas.
Point of use stocking fully utilized. Over 90% of areas.
C.1.1.5.3 High Value Parts100% traditional stocking. Point of use stocking
negotiated with suppliers or implemented in pilot areas (under 20% of areas)
Point of use stocking in 21% - 49% of areas.
Point of use stocking in 50% - 89% of areas.
Point of use stocking fully utilized. Over 90% of areas.
C.1.1.5.4 Stores/Supplier “kitted” assemblies.
100% traditional stocking. Point of use stocking negotiated with suppliers or implemented in pilot areas (under 20% of areas)
Point of use stocking in 21% - 49% of areas.
Point of use stocking in 50% - 89% of areas.
Point of use stocking fully utilized. Over 90% of areas.
C.1.2 Maintenance & Production SchedulesVision – The scheduling system is horizontally integrated across the site. Visual signals have been set up and utilized to drive the next need.
C.1.2.1 Capacity Planning integrated with Maintenance Schedules
Capacity planning process not documented or considered when scheduling planned maintenance.
Capacity is analyzed after maintenance order release. Final work scheduling made after order launched.
Capacity is taken into account prior to launching maintenance orders into the maintenance product team.
User friendly capacity system accessible to all teams.
Factory is level loaded and producing to customer demand. Planned maintenance products are treated the same as operations products for scheduling.
TPM Diagnostic Page 3 of 4
C.1 Planned MaintenanceTraditional
1 2 3 4
TPM
5
C.1.2.2 Maintenance Work Order
Material & tooling position is unknown at time of release.
Material & tooling position is unknown at time of release, but analyzed after release.
Material & tooling are forecast and analyzed prior to order release.
Orders are not released until all materials & tools are available.
Orders not released until all materials, tools & machines are available.
C.1.2.3 Maintenance Activity/Cycle Time & Shop
No formal plan for cycle time reduction.
Formal plan exists. <24% progress to
25-49% progress toward meeting goal.
50-74% progress toward meeting goal.
75% or better % progress toward
Floor Reduction meeting objective. meeting goal.
C.1.2.4 Parts Management - Impact of Shortages
Manages the shop by shortages. 75%-100% of orders are expedited. A number of “Priority” lists exist.
Critical shortage list is the priority list. 50% - 74% of orders are expedited.
Shortage position known by all. Orders are accurately tracked. (system & manual lists)
Focus on accurately forecasting needs via dispatch list. No manual lists.
Shortages are dealt with as an exception and system speeds up to accommodate requirements.
C.1.3 Quality
Any good or service provided to a downstream customer; i.e. painted room, installed machine, oil analyzed, completed work order, parts received,, etc
C.1.3.1 Standardization of Job
Job requirements have been standardized and simplified. Qualified workers can produce product with little or no training.
No plans in place to accomplish this.
Written plan developed and implementation is at less that 30%.
30-49% of the jobs have been standardized and simplified.
50-89% of the jobs have been standardized and simplified.
90% or more of the jobs have been standardized and simplified.
C.1.3.2 Advanced Maintenance Moving from reactive to proactive maintenance. <30% planned work.
Moving from reactive to proactive maintenance. 30-50% planned work.Critical assets facilitized.Providing education and training on a pull basis.
Moving from reactive to proactive maintenance. 50-80% planned work.Work planned and schedule using visual management tools.Facilities stores organized and support kitting for planned work.
Moving from reactive to proactive maintenance. >80% planned work.Work planned and schedule using visual management tools.
Root cause analysis and Maintenance prevention are systemic within enterprise.CBM implemented
C.1.3.3 Set-up Reduction
Development of a set-up reduction policy focusing on reducing non-value added time, motion and manpower while maintaining or decreasing variability in all aspects of maintenance.
No plan in place to reduce set-up times.
Written plan developed. Metrics displayed at the cell level with goals and performance to goals visible.
Less than 50% of the teams are achieving set-up time reductions.
50-89% of the teams are achieving set-up time reductions.
90% or more of the teams are achieving set-up time reductions.
TPM Diagnostic Page 4 of 4
C.1 Planned MaintenanceTraditional
1 2 3 4
TPM
5
C.1.3.4 Process and Product Variation Reduction System
Process and product Variation Reduction System is in place and applied effectively to a prioritized set of high cost/high waste problem areas.
No Variation Reduction System in place
Variation Reduction tools are applied sporadically, with minimal lasting gains
Variation Reduction tools and activities are executed in a planned and effective manner, but are not yet widespread.
Variation Reduction activities are executed in a planned and effective manner and are widespread
Variation Reduction activities are a way of doing daily business and their effectiveness is reflected in steady improvement in the supplier’s metric(s) for Waste/Defects.
C.1.3.5 Maintenance Quality System Deficient Procedures Adequate procedures, check sheets exist for all procedures.
Internal audit and corrective action process effectively resolves deficiencies.
No deficiencies are identified by the internal audit.
The internal audit includes their supporting business systems.
C.1.3.6 Intolerance for Defects
Systems and Processes are in place. Use of mistake proofing and AQS tools/data driven processes and systems.
No system or process is in place.
The system of in-process checks allows > 10% of internal defects to be passed on.
The system of in-process checks allows 3 - 10% of internal defects to be passed on.
The system of in-process checks allows 1 - 2% of internal defects to be passed on.
The system of in-process checks allows < 1% of internal defects to be passed on.
TPM Diagnostic 4/15/2010 Rev B
C. TPM PILLARSTraditional
1 2 3 4
TPM
5
C.2 Autonomous MaintenanceVision – Employee empowerment and team approaches are used for problem solving on the manufacturing floor. Decision–making is pushed to the lowest appropriate level and managers are viewed as coaches and facilitators.
C.2.1 Small Group Activity (SGA) Teams
C.2.1.1 SGA Teams –Factory and Maintenance work force labor organized according to respective product line.
No written plan. Teams may exist but have no self-direction authority.
Written plan initiated. <10% of business
organized by product line.
10-49% of business organized by product line.
50-89% of business organized by product line.
90% or more of business organized by
product line.
C.2.1.2 Teams—Support Personnel No written plan. Large Plan drawn up but no 10-49% of support 50-89% of support 90% or more of support
Support people are part of Maintenance Product Teams and are accountable to the Product Organization.
centralized core support organization.
substantive implementation (<10%)
function are part of Product Organization
functions are part of Product Organization
functions are part of Product Organization.
C.2.1.3 Teams – External Customer/supplier Integration
Maintenance Product Teams exercise “tactical” coordination with maintenance suppliers and contracted work, working planning, scheduling and quality issues.
Not part of written team plan.
Tactical supplier management in some Product Organizations
(<10%)
Tactical supplier management in some Product Organizations
(10-49%)
Tactical supplier management in some Product Organizations
(50-89%)
Tactical supplier management in most Product Organizations
(90-100%)
C.2.1.4 Empowerment of Teams 0 Elements or No Plan 1-4 Elements 5-8 Elements 9-12 Elements 13-15 Elements
Employee empowerment and team approaches are used for problem solving leading to significant productivity improvements and culture changes.
8. Meaningful input for new team member selection9. Leader/Manager Evaluation10. Peer evaluation (job skills011. Personnel requirements/manpower12. Rewards13. Product area budgeting/record keeping14. Tactical supplier integration15. Continuous product and process analysis and improvements
C.2.1.5 Multi-Skilled LaborMeasuring the ability of workers to perform a broad range of maintenance activities in support of their customer (respecting union negotiated contracts).
Maintenance and Operators are not trained to care for different machines in their work area.
25-49% of all Maintenance and
Operators are trained.
50-74% of all Maintenance and
Operators are trained.
75-89% of all Maintenance and
Operators are trained.
Over 90% of all Maintenance and
Operators are trained to care for different
machines in their work areas.
Page 1 of 4
TPM Diagnostic Page 2 of 4
C.2 Autonomous Maintenance Traditional
1 2 3 4
TPM
5
C.2.1.6 Training 1.46% or less of payroll for training OR
0 elements or no plan.
>1.46<1.90% of payroll for training OR
2-3 elements.
>1.9<2.35% of payroll for training OR
4-5 elements.
>2.35<3.14% of payroll for training OR
6-7 elements
>3.14<3.93% of payroll for training OR
More than 7 elements
Training is provided to facilitate effective teaming, communication skills, and continuous improvement methods.REF: The ranking criteria is derived from the American Society for Training Development’s 1998 State of the Industry Report.
8. Meaningful input for new team member selection9. Leader/Manager Evaluation10. Peer evaluation (job skills011. Personnel requirements/manpower12. Rewards13. Cell budgeting/record keeping14. Tactical supplier integration15. Continuous product and process analysis and improvements
C.2.2 Small Group Activity (SGA) Deliverables
C.2.2.1 Autonomous Maintenance Team
0 elements or no plan. 1-2 elements. 3-4 elements. 5-6 elements More than 6 elements
Elements:1. Individual Operators and Maintenance craft personnel
take ownership in the reliability and effectiveness of their assigned asset.
2. Roles and responsibilities are known3. Daily communication between AM team members is
occurring
4. Weekly AM meetings are conducted5. AM team is stable (i.e. long term assignment)6. Team members have skills & knowledge to participate in
AM7. AM Team empowered
C.2.2.2 Environment 0 elements or no plan. 1-3 elements. 4-5 elements. 6-7 elements More than 7 elements
Elements:1. Continuous follow up by Operations/Maintenance management2. Lockout-Tag-Tryout process is documented and used3. Efficient use of energy resources is planned & implemented4. Efficient use of production resources is planned & implemented
5. Improvement activities driven by facts & data6. Continuous improvement is evident7. Unexpected breakdowns are eliminated8. The work environment is safe 9. Measures in place
C.2.2.3 Asset Maintenance 0 elements or no plan. 1--4 elements. 4-8 elements. 9-13 elements More than 14 elements
Elements:1. Asset is inspected using agreed upon routines and timetable2. Chronic sources of contamination are eliminated3. Asset is cleaned using agreed upon routines and timetables4. PM routines, based on usage developed and followed 5. Planned Maintenance schedules known, displayed and followed6. Autonomous Maintenance is a trigger for PM, PdM, and PJ activities7. OEE data is used to focus improvements8. Spares are forecast and consumption rates tracked
9. Non-labor resources available10. PdM routines developed and followed11. Lubrication routines developed and followed12. All lube points are identified13. Hard to reach places are eliminated14. No contamination at asset15. High usage parts at asset
TPM Diagnostic Page 3 of 4
C.2 Autonomous Maintenance Traditional
1 2 3 4
TPM
5
C.2.3 Continuous Process Improvement (CPI) – Production and Maintenance Organization Level
C.2.3.1 Training for CPI
Methods of problem solving, rootcause analysis, continuous improvement are understood and utilized by Team members.
Methods of problem solving , root cause analysis, and continuous improvement are understood or utilized by <10% of Team members.
10-24% of Team/Cell members
25-49% of Team/Cell members
50-89% of Team/Cell members
90%+ of Team/Cell members
C.2.3.2 Data Availability
Teams use real-time data to assess Maintenance and Operations Product Teams performance, including total cost attributable to team, and assess CPI efforts.
Data needed by SGA teams to evaluate their performance has been identified.3 or less elements
Data is visible to SGA teams. SGA teams makes input to data.At least 4 elements
Data is visible in real time format to SGA teams. SGA teams understand data and it’s source.At least 5 elements
Data includes a production efficiency measure.At least 6 elements
Data is available to CPI teams including total cost attributable to each cell operations.At least 8 elements
Elements:1. Production Efficiency2. Inventory Levels3. Set-up Times (per part)4. Takt Time5. Performance Targets
6. Cycle Time (throughput)7. Performance Status8. Cost9. Inventory Turns10. Non-Value Added/Value added ratio 11. Quality
12. Equipment Failures13. Set Up and Adjustment14. Idling and Minor Stoppages15. Quality Defects and Rework16. Start up/Yield losses17. Speed Losses
C.2.3.3 Process Management
Processes are documented and managed using value stream mapping techniques.
Techniques not used or understood.
Higher level processes documented and metrics
in place (defect rates, waste, CPK, etc.)
Lower level processes identified and documented.
Improvement plans initiated on all processes not performing to goal.
Processes at all levels are being continually improved, based on a structured plan with a clear understanding of
benefits.
C.2.3.4 CPI Project Activity
Assigned CPI project members spend a measurable amount of time actively involved with Continuous Process Improvement.
No time spent on CPI projects.
SGA Teams involved with only CPI projects concerning corrective
action for quality issues.
SGA Teams spend 10% or more of their time on
process CPI issues.
SGA Teams spends 15% or more of their time on
process CPI issues.
SGA Teams spends 20% or more of their time on process CPI
projects.
C.2.3.5 Maintenance and Operations Product Level – Customer/Supplier Involvement
External suppliers and customers are integrated into CPI activity.
Limited supplier/customer involvement.
Supplier/customer participation exceeds
10%
Supplier/customer participation exceeds
30%
Supplier/customer participation exceeds
40%
Supplier/customer participation exceeds
50%
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C.2.4 Continuous Process Improvement (CPI) – Factory Wide
C.2.4.1 Training for Management and Core Support Personnel
Methods of problem solving, root cause analysis, continuous improvement are understood and utilized by CPI project members.
Methods of problem solving, root cause analysis, and continuous improvement are understood or utilized by <10% of management and support personnel.
10-24% of Management and Support Personnel
25-49% of Management and Support Personnel
50-89% of Management and Support Personnel
90%+ of Management and Support Personnel
C.2.4.2 CPI Project Selection
Management’s role is to assure execution of projects having the greatest impact on the enterprise goals and bottom line.
No systematic approach to identify or prioritize projects has been developed
A traditional (rejection based) systematic approach has been
developed and implemented.
A systematic approach utilizing Lean/AQS
Manufacturing Practices and Principles has been
developed and implemented.
Level 3 and CPI projects are selected with
participation of cell level teams.
Level 4 and after CPI project implementation, results are analyzed and
check for desired outcome.
C.2.4.3 CPI Projects Activity
Support personnel assigned to CPI projects having the greatest impact on the enterprise goals and bottom line.
Less than 10% of support personnel time.
At least 10% of support personnel time
At least 20% of support personnel time
At least 30% of support personnel time
At least 40% of support personnel time
C.2.4.4 Autonomous MaintenanceAutonomous Maintenance is an Operations owned process in which they accept the responsibility for and perform specific daily maintenance activities/checks/inspections/etc. Facilities role in the this process is to participate in the Autonomous Maintenance Workshops help in the decision making process that determine which duties should be part of the operator’s responsibilities and be a full time member of the sustaining AM team.
No systematic approach to identify or prioritize Autonomous Maintenance has been developed.
Development of Master Plan is focused on critical assets.
AM SGA assumes ownership of reliability and efficiency of their asset.
AM SGA are deployed in all areas of production
AM SGA are self sustaining, take ownership and responsibility for their asset(s), and initiate factory improvements based upon facts and data.
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C. TPM PILLARSTraditional
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C.3 Attack the Six Big LossesVision – Overall equipment effectiveness is an internationally accepted measure for focusing improvement activities. OEE measures Availability, Performance Efficiency, and quality.
C.3.1 Application Education and training is provided on a pull basis.
SGA team activity supports implementation of Lean concepts.
SGA teams in early implementation areas meet regularly and continuously attack the ‘Six Big Losses’.
OEE > 50% on all critical assets.
SGA team focuses on continuous reduction of production losses based on facts and data
OEE >70% on all critical production assets.
The SGA team has ownership in the reliability and effectiveness of their assigned assets
OEE >85% on all critical production assets.
Continuous improvement of production efficiency is driven by SGA team stakeholders
C.3.2 Speed losses Equipment specifications not well understood
No speed standards (by product and machinery)
Wide speed variations across shifts/operators
Problems related to speed losses analyzed: mechanical problems, quality problems.
Tentative speed standards set and maintained by product
Necessary improvements being implemented
Speed is set by the product. Cause and effect relationship between the problem and the precision of the equipment
Small speed losses
Operation speed increased to design speed or beyond through equipment improvements.
Final speed standards set and maintained by product.
Zero speed losses
C.3.3 Idling and Minor Stoppage Losses
Losses from minor stoppages unrecognized and unrecorded.
Unstable operating conditions due to fluctuation in frequency and location of losses.
Minor stoppage losses analyzed quantitatively by: frequency and location of occurrence; volume lost.
Losses categorized and analyzed; preventive measures taken on trial and error basis.
All causes of minor stoppages analyzed; all solutions implemented.
Operation speed increased to design speed or beyond through equipment improvements.
Final speed standards set and maintained by product.
Zero minor stoppages (unmanned operation possible)
C.3.4 Quality Defect and Rework Losses
Chronic quality defect problems are neglected
Many reactive and unsuccessful remedial actions have been taken
Vision – Equipment must be flexible to respond to abrupt changes in market demand as well as be specialized to help the company remain competitive. The following five conditions must be examined before acquisition of any asset.
C.4.1 Early Equipment Management
Focus on production capabilities in a Lean
environment.
New assets meet production needs and
minimize life cycle costs.
Education and training is provided on a pull basis.
Ensure maintainability and MTTR/MTBF.
Ensure assets minimize life cycle costs while meeting the needs of
operations
Assets support a Lean flexible production
environment.
Production parts are designed with the
manufacturing process in mind.
Production assets are designed, built, or modified in-house.
C.4.2 Development 1-3 Elements 4-6 Elements 7-9 Elements 10-12 Elements 13 ElementsCombination of product development and development of equipment with related fabrication methods to produce high quality products at low cost. Design for quality adherence Economic life cycle cost Flexibility Low cost autonomation Intrinsic safety
Elements:6. Product plan (cost plan)7. Product development and design8. Prototype testing9. Process planning10. Process quality11. Cost setting
12. Evaluate fabrication methods13. Eliminate technical issues 14. Set equipment specifications15. Evaluate equipment16. Debug equipment design17. Test run initial operation on equipment18. Document regular operation and maintenance
C.4.3 Reliability 0 Element 1-2 Elements 3-4 Elements 5 Elements 6 Elements
Equipment must produce defect free parts and be easily maintainable.
Elements:1. Mistake proof design2. Fail safe design3. Non mechanical design
4. De-rating the design5. Independent overlapping system design6. Redundant design
C.4.4 Economics 1-2 Elements 2-3 Elements 4-5 Elements 6-7 Elements 8 Elements
Equipment must be inexpensive not only in terms of initial cost but also in terms of its running costs; therefore, the team’s objective is to develop and design equipment with the lowest possible life cycle cost.
Elements:1. Acquisition costs (planning, design and development
construction)2. Product distribution cost (packaging, transportation, handling,
warehousing and storage).3. Maintenance cost (customer service organization
intermediate, plant maintenance and personnel costs)
4. Inventory cost (spares and material support)5. Retirement and disposal costs6. Training and technical data cost7. Operations cost (facilities energy, utilities, taxes)8. Tools and test equipment costs
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C.4.5 Availability 1-2 Elements 3-5 Elements 6-9 Elements 10-12 Elements 13 Elements
Improving production and manufacturing techniques for equipment to produce to takt time.
7. Product analyses8. Process analyses9. Operation analyses10. Process design11. FMEA12. Layout13. Factory wide participation
C.4.6 Maintainability 1Elements 2 Elements 3 Elements 4 Elements 5 Elements
Easy to maintain with zero breakdowns Elements: 1. Development of autonomous maintenance steps2. Breakdown reduction measures, MQ organization, preventive maintenance management.3. Reduce chronic in-process defects and comprehensive quality assurance-related activities.4. Pre-production improvements in new products, QA-friendly design development.5. Education and training in maintenance skills, quality control, etc.
C.4.7 Operability 1 Element 2 Elements 3-4 Elements 5-6 Elements 7 Elements
Easy to operate with zero breakdowns Elements: 1. Are frequent adjustments required?2. Are handle or knobs difficult to operate or located poorly?3. Are any specialized skills or tools required for operation/adjustment?4. Are blockages/stoppages likely?5. Has any diagnostic function built in? (glass panels, gauges, indicators)6. Startups and shutdowns: is additional manning required?7. Are the operator’s working posture unhealthy?
TPM Diagnostic 4/15/2010 Rev B
C.5 Training & EducationTraditional
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5Vision – Training is a key element in the success of TPM and is an integral part of producing a highly motivated and multi-skilled workforce.
C.5.1 TPM Education 1-2 Elements 3-5 Elements 6-9 Elements 10-13 Elements 14-16 ElementsA training curriculum is in place with all aspects of TPM knowledge and problem solving skills. Required skills and knowledge for specific job assignments are known. Skills, knowledge and capability of individuals are known with respect
Elements:1. Understands the importance of lubrication.2. Understands the importance of cleaning is inspection 3. Understands the importance of eliminating contamination.
9. Has basic knowledge of life cycle of machine components.10. Understands basic failure causes. 11. Some personnel have specialized training as facilitators for SGA12. Knows how to collect data for Maintenance and OEE.
to their job assignments. 4. Knows the criteria for recognizing abnormalities and understands the causes.
5. Can diagnose failures to a certain extent6. Understands the relationship between equipment and
product quality characteristics and asks the 5 Why’s.7. Understand the causes of defects.8. Understands how to replenish consumables.
13. SGA are taking place and personal are constructively analyzing information
14. Can analyze and correctly assess whether equipment is operating normally or not and when to shut it down
SGA = Small Group Activity
C.5.2 Operator Training 1-2 Elements 3-4 Elements 5-8 Elements 9-11 Elements 12-14 Elements
Elements:16. Operator understands equipment construction.17. Assist in equipment overhauls 18. Operator can perform cleaning is inspection
correctly.19. Operators have basic education and knowledge of
the operation and maintenance of the asset20. Operator has the ability to lube own asset.21. Operator understands the importance of eliminating
contamination.22. Knows the criteria for recognizing abnormalities
and defects understands the causes.23. Operator can judge that the equipment is operating
correctly and when to shut down.
24. Has basic knowledge of life cycle of machine components.25. Understands basic failure causes26. Assist in equipment overhauls27. Work with SGA to improve equipment and component reliability,
lengthen equipment life times, and curb abnormalities and failures.28. Understands basic CBM equipment diagnostics.29. Improves the understanding of their asset and shares it with other
personnel.
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C.5.3 Maintenance Training 1-2 Elements 3-6 Elements 7-10 Elements 11-14 Elements 15-17 Elements
Elements:1. Understands the importance of eliminating
contamination.2. Can judge correctly when to shut down the equipment3. Can diagnose failures.4. Understands the relationship between equipment and
product quality characteristics.5. Understands the causes of defects.6. Understands the restocking and kitting of spare parts
and consumables.7. Has basic knowledge of life cycle of machine
