TPMTPM

Dr. Mohamed Ben DayaDr. Mohamed Ben Daya

Professor of Industrial Professor of Industrial Engineering & Operations Engineering & Operations ResearchResearch

First SessionFirst SessionIntroductionIntroduction

• Introduction to TPMIntroduction to TPM• What is TPM?What is TPM?• Equipment: the Focus of TPMEquipment: the Focus of TPM

Second SessionSecond SessionComponents of TPMComponents of TPM

• TPM-AM: Autonomous TPM-AM: Autonomous MaintenanceMaintenance

• TPM-PM: PM & PDMTPM-PM: PM & PDM• TPM-EM: Equipment ManagementTPM-EM: Equipment Management

Third sessionThird sessionTPM ImplementationTPM Implementation

• Feasibility StudyFeasibility Study• ImplementationImplementation• Case StudiesCase Studies

Introduction to TPMIntroduction to TPM

• Historical BackgroundHistorical Background• Today’s challengesToday’s challenges• The TPM SolutionThe TPM Solution

What is TPM?What is TPM?

• TPM DefinitionTPM Definition• TPM GoalsTPM Goals• TPM ConceptsTPM Concepts• TPM BenefitsTPM Benefits

Equipment: the focus of Equipment: the focus of TPMTPM

• The Six big LossesThe Six big Losses• Equipment EffectivenessEquipment Effectiveness• Calculating Equipment Calculating Equipment

Effectiveness Effectiveness • Equipment ManagementEquipment Management

Introduction to TPMIntroduction to TPM

• Historical BackgroundHistorical Background• Today’s challengesToday’s challenges• The TPM SolutionThe TPM Solution

Historical BackgroundHistorical Background

• Nakajima introduced TPM in Japan in Nakajima introduced TPM in Japan in 1971 Based on his observations of 1971 Based on his observations of PM systems in Western countriesPM systems in Western countries

• 1987 United States (Hartmann)1987 United States (Hartmann)• TPM Prize in Japan TPM Prize in Japan

1971-1982 1983-19881971-1982 1983-1988

51 6551 65

Cont’dCont’d

• TPM is now well accepted by the TPM is now well accepted by the Japanese industrial sector, and is Japanese industrial sector, and is attracting the attention of Western attracting the attention of Western industrial nations, China, and industrial nations, China, and various southeast Asian countries.various southeast Asian countries.

• Ford, Motorola, Kodak, DuPont, Ford, Motorola, Kodak, DuPont, Proctor & Gamble, IBM, AT&T, ...Proctor & Gamble, IBM, AT&T, ...

Cont’dCont’d

• TPM helped Japanese to gain a TPM helped Japanese to gain a manufacturing advantage over the manufacturing advantage over the rest of the world.rest of the world.

TPM InstitutionsTPM Institutions

• Japan Institute of Plant Japan Institute of Plant MaintenanceMaintenance

• International TPM Institute, Inc., International TPM Institute, Inc., USAUSA

Growth of PMGrowth of PM

• Stage 1: Breakdown maintenanceStage 1: Breakdown maintenance• Stage 2: Preventive maintenanceStage 2: Preventive maintenance• Stage 3: Productive maintenanceStage 3: Productive maintenance• Stage 4: TPMStage 4: TPM

Today’s ChallengesToday’s Challenges

• Global CompetitionGlobal Competition• The Quality ChallengeThe Quality Challenge• Just-In-TimeJust-In-Time• Cycle Time ReductionCycle Time Reduction• Set Up ReductionSet Up Reduction• Cost ReductionCost Reduction• …………..

Cont’dCont’d

• Cost ReductionCost Reduction• Capacity ExpansionCapacity Expansion• Other Issues Other Issues

EnvironmentEnvironment

Energy ConservationEnergy Conservation

The Quality ChallengeThe Quality Challenge

• Motorola quality goal is six sigma. Motorola quality goal is six sigma. That is 99.9996% good parts That is 99.9996% good parts delivered: You must make 300,000 delivered: You must make 300,000 good parts before you ship a bad good parts before you ship a bad one !one !

• You must have a perfect machine You must have a perfect machine to produce a perfect productto produce a perfect product

• ISO 9000ISO 9000

Just-in-TimeJust-in-Time

• Modern production technique that Modern production technique that reduces inventory levels reduces inventory levels considerably.considerably.

• An equipment breakdown in the An equipment breakdown in the middle of a JIT run, immediately middle of a JIT run, immediately wipes out all gains.wipes out all gains.

Cycle time reductionCycle time reduction

• Shorter runs to produce customer Shorter runs to produce customer orders with less lead timeorders with less lead time

• Equipment breakdowns, idling and Equipment breakdowns, idling and minor stoppages will make it very minor stoppages will make it very difficult to reduce cycle timesdifficult to reduce cycle times

Set-Up ReductionsSet-Up Reductions

• JIT and cycle time reductions JIT and cycle time reductions result in shorter and more result in shorter and more frequent production runs.frequent production runs.

• Suddenly, set-ups become crucialSuddenly, set-ups become crucial• Past OEE studies show that set-up Past OEE studies show that set-up

and adjustments can consume up and adjustments can consume up to 50% of total production timeto 50% of total production time

Cost ReductionCost Reduction

• Past efforts have been on Past efforts have been on manufacturing costsmanufacturing costs

• Maintenance costs make up 5-15% Maintenance costs make up 5-15% of total production costsof total production costs

• Production costs have been Production costs have been decreasingdecreasing

• Maintenance cost have been Maintenance cost have been escalatingescalating

Capacity ExpansionCapacity Expansion

• Manufacturing produces a productManufacturing produces a product• Maintenance creates the capacity Maintenance creates the capacity

for productionfor production• Studies show low equipment Studies show low equipment

productivity on sometimes new productivity on sometimes new equipmentequipment

• There is so much available capacity There is so much available capacity hidden in your existing equipmenthidden in your existing equipment

Other IssuesOther Issues

• Environmental issuesEnvironmental issues• The other side of the environmental The other side of the environmental

coin is energy conservation.coin is energy conservation.• Example: electrical motors are the Example: electrical motors are the

highest energy consumers in many highest energy consumers in many industries, yet many run at low industries, yet many run at low efficiency, due to partially burnt efficiency, due to partially burnt windings, bad insulation, etc.windings, bad insulation, etc.

The TPM SolutionThe TPM Solution

• TPM properly installed has a TPM properly installed has a positive and often dramatic effect positive and often dramatic effect on many of the above issues.on many of the above issues.

• The return on investment (ROI) of The return on investment (ROI) of your successful TPM installation is your successful TPM installation is likely to be higher than any of your likely to be higher than any of your previous productivity improvement previous productivity improvement programsprograms

PM alone cannot PM alone cannot eliminate breakdownseliminate breakdowns

• According to the principles of According to the principles of reliability engineering, the causes reliability engineering, the causes of equipment failure change with of equipment failure change with the passage of timethe passage of time

• See FigureSee Figure

What is TPM?What is TPM?

• TPM DefinitionTPM Definition• TPM GoalsTPM Goals• TPM ConceptsTPM Concepts• TPM BenefitsTPM Benefits

TPM DefinitionTPM Definition

Nakajima (JAPAN)Nakajima (JAPAN) Productive maintenance involving Productive maintenance involving

total participationtotal participation

Hartmann (U.S.A.)Hartmann (U.S.A.) TPM is a TPM is a philosophy that can permanently philosophy that can permanently improve the over all effectiveness of improve the over all effectiveness of equipment with active involvement equipment with active involvement of of operatorsoperators

““Total” in TPM means ...Total” in TPM means ...

• Total effectivenessTotal effectiveness• Total maintenance systemTotal maintenance system

PM - Preventive MaintenancePM - Preventive Maintenance

MP - Maintenance PreventionMP - Maintenance Prevention

MI - Maintainability ImprovementMI - Maintainability Improvement• Total participation of all involved Total participation of all involved

employees employees

TPM GoalsTPM Goals

• Improve product qualityImprove product quality• Reduce wasteReduce waste• Improve the state of maintenanceImprove the state of maintenance• Empower employeesEmpower employees

The Three ZerosThe Three Zeros

• Zero Zero unplannedunplanned equipment equipment downtimedowntime

• Zero (equipment caused ) defectsZero (equipment caused ) defects• Zero loss of equipment speedZero loss of equipment speed

TPM ConceptsTPM Concepts

• Employees empowermentEmployees empowerment• Equipment managementEquipment management

Interface Interface Maintenance-ProductionMaintenance-Production

• Many industries are organized Many industries are organized with maintenance on one side and with maintenance on one side and production on the otherproduction on the other

• The organizational line frequently The organizational line frequently gets in the way, causing delays gets in the way, causing delays and production stoppagesand production stoppages

• In TPM, both sides work as a teamIn TPM, both sides work as a team

TPM Task TransferTPM Task Transfer

The organizational line that separates The organizational line that separates the maintenance and operating the maintenance and operating functions is replaced by a functions is replaced by a shared shared task zonetask zone in which both parties are in which both parties are trained and certified to safely trained and certified to safely perform tasks identified by the teamperform tasks identified by the team

See FigureSee Figure

TPM Skill Transfer ChartTPM Skill Transfer Chart

TransparenciesTransparencies

Old Administrative Old Administrative SystemSystem

• Consumes much timeConsumes much time• Promotes inefficiencyPromotes inefficiency• Causes longer downtimesCauses longer downtimes• increases costs, andincreases costs, and• decreases productivitydecreases productivity

TeamworkTeamwork

Team management: System that Team management: System that organizes people into effective organizes people into effective teams in order to accomplish a teams in order to accomplish a company’s stated goals and company’s stated goals and objectivesobjectives

An Effective TeamAn Effective Team

• Achieves business resultsAchieves business results• Has documented goals and Has documented goals and

supporting planssupporting plans• Exhibits responsibility for clearly Exhibits responsibility for clearly

defined processesdefined processes• is accountable to itself and higher is accountable to itself and higher

level teamslevel teams• Assesses its progressAssesses its progress

Cont’dCont’d

• Has good documentationHas good documentation• Has everyone’s participationHas everyone’s participation• Uses quality improvement toolsUses quality improvement tools• Has a skilled leader and membersHas a skilled leader and members

Equipment ManagementEquipment Management

the focus of TPMthe focus of TPM

Factors affecting Factors affecting equipment effectivenessequipment effectiveness

• Equipment failure (breakdown)Equipment failure (breakdown)• Setup and adjustment downtimeSetup and adjustment downtime• Idling and minor stoppagesIdling and minor stoppages• Reduced speedReduced speed• Process defectsProcess defects• Reduced yieldReduced yield

Six Major LossesSix Major Losses Down TimeDown Time..

1.1. BreakdownsBreakdowns due to equipment failure. due to equipment failure.2.2. Setup and adjustmentSetup and adjustment (e.g. exchange of dies in injection (e.g. exchange of dies in injection

molding machines, etc.)molding machines, etc.) Speed LossesSpeed Losses..

3.3. Idling and minor stoppagesIdling and minor stoppages (abnormal operation of sensor, (abnormal operation of sensor, etc.).etc.).

4.4. Reduced speedReduced speed (discrepancies between designed and actual (discrepancies between designed and actual speed of equipment)speed of equipment)

DefectsDefects..5.5. DefectsDefects in process and rework (scrap and quality defects in process and rework (scrap and quality defects

requiring repair)requiring repair)6.6. Reduced yieldReduced yield between machine startup and stable between machine startup and stable

production.production.

The Equipment Losses (you The Equipment Losses (you cancan and and mustmust measure) measure)

Equipment Equipment AvailabilityAvailability

•Setup and AdjustmentsSetup and AdjustmentsIncluding changeovers.Including changeovers.Programming.Programming.Test runs.Test runs.

•Equipment FailuresEquipment FailuresSporadic breakdowns.Sporadic breakdowns.Chronic breakdowns.Chronic breakdowns.

Equipment Equipment EfficiencyEfficiency

•Idling and Minor StoppagesIdling and Minor StoppagesJams and other short stoppages.Jams and other short stoppages.No parts, no operator.No parts, no operator.““Blocked”.Blocked”.

•Reduced SpeedReduced SpeedEquipment worn out.Equipment worn out.Lack of accuracy.Lack of accuracy.

Contd.Contd.

QualityQuality •Process DefectsProcess DefectsScrap.Scrap.Rework Rework

•Others (define)Others (define)Equipment warm up etc.Equipment warm up etc.No parts, no operator.No parts, no operator.

AvailabilityAvailability

• Loading timeLoading time = Total available = Total available time per day (or month) – Planned time per day (or month) – Planned downtimedowntime

• Planned downtimePlanned downtime: amount of : amount of downtime officially scheduled in downtime officially scheduled in the production planthe production plan

100Time Loading

TimeDown - Time Loading ty Availabili

ExampleExample

• Loading time per dayLoading time per day = 460 min.= 460 min.• Downtime: breakdowns Downtime: breakdowns = 20 min.= 20 min.• Setup 20 minSetup 20 min = 20 min.= 20 min.• AdjustmentsAdjustments = 20 min.= 20 min.• Availability Availability = ?= ?

100Time Loading

TimeDown - Time Loading ty Availabili

ExampleExample

• Loading time per dayLoading time per day = 460 min.= 460 min.• Downtime: breakdowns Downtime: breakdowns = 20 min.= 20 min.• Setup 20 minSetup 20 min = 20 min.= 20 min.• AdjustmentsAdjustments = 20 min.= 20 min.• Availability Availability = ?= ?

%87100460

60 - 460 ty Availabili

100Time Loading

TimeDown - Time Loading ty Availabili

Performance EfficiencyPerformance Efficiency• Performance Efficiency = (net operation Performance Efficiency = (net operation

rate) x (operating speed rate),rate) x (operating speed rate),• Operating speed rate refers to the Operating speed rate refers to the

discrepancy between the ideal speed discrepancy between the ideal speed (equipment capacity as designed) and its (equipment capacity as designed) and its actual operation speedactual operation speed

timecycle actual

timecycle lTheoratica rate Speed Operating

Example

Theoretical cycle time per item is 0.5 min

Actual cycle time is 0.8 min

OSR =0.5/ 0.8 x 100 =62.5%

Contd.Contd.• Net operating time calculates losses Net operating time calculates losses

resulting from minor stoppages such as resulting from minor stoppages such as small problems and adjustment losses.small problems and adjustment losses.

timeOperation

timeProcessing Actual rate OperatingNet

timeOperation

timecycle actualamount Processed

Example

Number of processed items per day is 0.5 min

Actual cycle time is 0.8 min

Operation time is = 62.5%

NOR = (400)(8)/400 x 100 = 80%

• PE = Net operation rate x Operating speed rate.PE = Net operation rate x Operating speed rate.

100 timecycle actual

timecycle ideal

timeOperation

timecycle Actual amount Processed PE

100timeOperation

timecycle ideal amount Processed

• Ex: Processed amount Ex: Processed amount = 400 items.= 400 items.

Ideal cycle time Ideal cycle time = 0.5 min= 0.5 min

Operation timeOperation time = 400 min= 400 min

%50100(min) 400

(min) 0.5 ) (items 400 PE

Performance EfficiencyPerformance Efficiency

Contd.Contd.• Alternative formula in case ideal cycle time is not known or products with Alternative formula in case ideal cycle time is not known or products with

different cycle times are run on the same machine.different cycle times are run on the same machine.

timeOperation

Lost time - timeOperation PE

• Lost time due to Lost time due to – Idling and minor stoppages,Idling and minor stoppages,– Speed losses,Speed losses,

Rate of QualityRate of Quality

100 timeoperating Usable

loss timeDefects - timeoperating UsableQuality of Rate

100amount ocessedPr

rejects -amount ocessedPrQuality of Rate

Example

Processed amount = 200

Rejects = 4

%98200

4 - 200 Quality of Rate

Overall Equipment Overall Equipment EffectivenessEffectiveness

ExampleExampleLoading time Loading time = 800 min.= 800 min.Down time Down time = 50 min.= 50 min.Theoretical cycle time Theoretical cycle time = 1.5 min.= 1.5 min.Processed amountProcessed amount = 290 parts.= 290 parts.RejectsRejects = 6 parts.= 6 parts.

FindFind(a)(a) Availability,Availability,(b)(b) Performance Efficiency,Performance Efficiency,(c)(c) Rate of Quality,Rate of Quality,(d)(d) Overall Equipment Efficiency,Overall Equipment Efficiency,

• Based on our experience, the ideal Based on our experience, the ideal conditions are,conditions are,– Availability => greater then Availability => greater then 90 %.90 %.– Performance Efficiency => greater then Performance Efficiency => greater then 95%.95%.– Rate of quality products => greater then Rate of quality products => greater then 99%.99%.

• Therefore the ideal overall equipment Therefore the ideal overall equipment effectiveness should be.effectiveness should be.

» 0.9 x 0.95 x 0.99 x 100 = 0.9 x 0.95 x 0.99 x 100 = 85 +%85 +%• This figure is not just a remote goal. All This figure is not just a remote goal. All

the PM prize winning companies have an the PM prize winning companies have an equipment effectiveness greater then equipment effectiveness greater then 85%.85%.