TPM
TPM - A zero sum game
TPM - A zero sum game
TPM Objectives • Zero Unplanned Downtime • Zero Defects • Zero Speed Losses • Zero Accidents
TOTAL PRODUCTIVE MAINTENANCE
The principle characteristics of a
system:
1. Operators perform Preventive Maintenance functions they have been trained to perform , that do not require the capabilities of a skilled tradesman. 2. Skilled maintenance personnel train the operators and develop “one-point lessons”. 3. Maintenance department department moves from a “fire-fighting” “ fire-fighting” mode to a prevention mode & re-engineering.
TOTAL PRODUCTIVE MAINTENANCE Goals & Objectives:
1. To get the most efficient use of all production equipment equipment (i.e. overall equipment effectiveness or APU). 2. To establish a total (company wide) PM system, encompassing Predictive Maintenance, Preventive Maintenance and Improvement related Maintenance. 3. To achieve full participation of of equipment designers and engineers, equipment operators, and maintenance department personnel. 4. To effectively involve involve every employee employee in the Company Company from the shop floor floor associate to all aspects of upper management. 5. To promote and implement implement PM related autonomous, autonomous, small-group activities targeted at continuous improvement of operating efficiency.
What is your definition of PM?
• Preventive
Maintenance ?
• Predictive Maintenance ? • Periodic Maintenance?
Have you heard of the other PM ? (Postponed Maintenance)
“Let’s postpone our preventive maintenance for one month so we can catch up” “We’re behind, we need operating time, we can’t shutdown right now.”
Potential Results: “The Death Spiral” •Equipment breaks down unexpectedly •Cycle time increases •Production rejects or Scrap increases “If you could just keep this Darn Da rn machine running we could catch up”
An Alternative & Better Option: •Standardize the TPM “Culture” •Maintain the discipline of the TPM plan
Potential Result: “I’m done my production run for the day, time to clean up and complete my TPM checklist” “Based on the data, I think if I reinforce this bracket we can prolong the life of that drive belt”
The
Paradigm Shift
Old Fashioned Attitude • “I operate, you fix” • “I fix, you design” • “I design, you operate”
Approach “WE ARE ALL RESPONSBILE for OUR EQUIPMENT”
Pre-
Conditions Checklist
(Check those which exist at your company) Equipment availability is less than 95%. Machines breakdown suddenly suddenly without warning. ( _ _ _ _ Happens!) Machines do not operate at design parameters. Changeover and set-up of equipment requires more than 10 minutes. First Run Capability is less than 99%. New equipment is high-tech. Newly-installed equipment must be “de-bugged”. Customers’ products require higher quality performance. Plants are “dirty, dark, and stinky”. Most associates in the company are indifferent to the production facilities and equipment. Areas of responsibility are not clearly defined. Equipment and process design Equipment sourcing Equipment acceptance Equipment maintenance Roll of the Operator (s) Roll of Maintenance Personnel
?
?
Why Do We Need a
?
? Program?
?
WHY
?
• Manufacturing processes are becoming more synchronized as we drive WIP out of our “Lean” Production Processes.
• Processes in the total production system are now dependent upon each other. • Equipment available time or up-time is critical as inventory levels and production lead times continue to be reduced.
• Maintenance related expenses can account for over 30% of total manufacturing costs, representing a significant cost reduction opportunity.
• New technology & equipment requires significant investment and therefore the related return on investment must be maximized.
• JIT requires all equipment to produce the correct product in the correct quantities when required. Reliability Reliabili ty and Flexibility are paramount.
• Life Cycle Costs need to be reduced to maintain competitiveness in the market. • TPM allows for the more effective use of human resources, supports personal growth and Manufacturing flexibility objectives.
In Summary:
• “Lean Manufacturing” requires 100% machine availability producing perfect quality products at lower operating costs. • Quality, Cost, and Delivery increasingly depend on equipment conditions. • If your equipment won’t run, not much else matters!!!
TPM TOTAL PRODUCTIVE MAINTENANCE
Roles & Responsibilities Defined Who does what? When do they do it? Why do they do it? How do they do it? For how long?
The Operators
•
Role
Perform basic equipment maintenance Cleaning of machine • Cleaning & replacement of filters • Lubrication • Checking basic machine & safety device functions
• Maintain proper condition based upon training and capabilities of operators s ome problems, dependent on training • Diagnose & perform repairs for some
• Basic skill levels in: • Monitoring & maintaining critical process parameters • Perform changeover and set-up st oppages and adjustments • Reduction of minor stoppages • Record/Collect data to track equipment performance • Production control chart • Work order system
The Operators
Role
Critical Reminder •
TPM cannot be implemented correctly without proper data collection.
•
Data collection requires a properly completed Production Control Chart or shop floor data entry - each and every shift. AND
•
An accurate emergency work order initiated by the operator, with breakdown situation clearly defined and repair detail completed c ompleted by maintenance personnel. AND
• An accurate planned work order initiated by operator with definition of PM performed along with any observations.
The Maintenance
Role
•
Provide technical support and training for f or autonomous maintenance done by operators.
•
Restore deteriorated equipment through t hrough Improvement-Related Maintenance.
•
Identify design weaknesses and improve the equipment to error-free err or-free function.
•
Improve technical maintenance skills of all maintenance personnel through systemic training and work assignments.
•
Implement planned or periodic maintenance system based upon data from equipment manufacturers and operators.
•
Through data analysis and periodic diagnostic tests, perform appropriate maintenance to avoid predicted equipment failure.
The Maintenance
Role
•
Maintain work work order system to provide data for above - calculate MTBF and MTTR.
•
Ensure that the maintenance function is treating the root r oot cause - not just the t he symptom.
•
Understand the manufacturing process to successfully achieve the above - have the capability to operate all the equipment.
TPM
Autonomous Maintenance
Autonomous Maintenance is a phrase coined by the
Japan Institute of Plant Maintenance to describe the shift toward machine m achine operators maintaining their own equipment.
7 Steps to Autonomous Maintenance •
Step 1: Initial cleanup - 7S campaign
•
Step 2: Identify and eliminate root cause of machine stoppages
•
Step 3: Establish data collection and standards to prevent reoccurrence of situations found in steps 1 and 2.
•
Step 4: Develop standards to routinely verify key operating parameters. (Standard Operating Conditions)
•
Step 5: Train work-cell associates on equipment function and the key parameters for good operation.
•
Step 6: Identify spare parts and tools required and availability.
•
Step 7: Repeat above six steps for continuous improvement. Measure results: (Production Control Chart) Zero Machine Breakdowns Zero Set-up Time Zero Defects
7 Steps to Autonomous Maintenance STEP 1 Initial Clean-up (Outside of Machine) •
• • •
Closely aligned with “7S” Management and staff show commitment Clean, sand, paint Identify & Tag sources of defects/waste: •Gauge hidden •Limit switch buried in debris •Crack in housing •Leaks •Worn drive belt
The 7S S ystem ystem System
1S
Separate
Separate and eliminate any unnecessary items
2S
Straighten
Put all necessary items in order for easy access & cleaning
3S
Scrub
Clean everything: Tools, equipment and the workplace
4S
Safety
Ensure all Safety devises are in place and functioning correctly
5S
Spread
Make the cleaning & checking in steps 1-4 a habit in the workplace. Make it “A Way of Life”
6S
Standardize
Standardize the previous 5 steps throughout the entire organization
7S
Satisfy
Satisfy the internal & external Customer
7 Steps to Autonomous Maintenance STEP 2 Repair Sources of Defects (Outside of Machine) • • • • •
Apply the 5 Whys (Ask Why? 5 times) Replace cracked parts Replace worn seals Set-up workshops (one-point lessons) Modify equipment for easier checking and to eliminate sources of debris and contamination. c ontamination.
•Create new Guards •Create better access for chip removal s ee V belts and moving parts •Create Acrylic covers to see •Make the workplace “Visual”
7 Steps to Autonomous Maintenance STEP 3 Develop Standards & Data Collection •
Create Standards for clean-up and checking: • What equipment should be Cleaned and Checked? • How to properly Clean & Check the equipment? • What points should be checked? • Who should check? • What check sheet should be used? • How to react to changes?
•
Establish standards for Data Collection • Production Control Chart
•
Standards are to prevent falling back to pre-existing conditions .
7 Steps to Autonomous Maintenance
STEP 4 Standards for Monitoring Key Process Parameters
•
Develop methods & standards to routinely verify key process parameters - Standard Operating Conditions
•
Operator executes routine verification & adjustments a djustments if necessary
7 Steps to Autonomous Maintenance STEP 5 Train Operators on Function & Troubleshooting •
Operators, Team Leaders & 1st line Supervisors trained to understand the basics of the equipment •Hydraulics •Air pressure •Electrical/Electronics •Lubrication •Mechanical
•
One-point lessons developed
•
Team-up engineers, maintenance, and operators •Tear down equipment •Analyze defects •Present findings to steering committee
TPM Critical Activity Activity The One - Point Lesson •
In-house training material used on the shop floor.
•
Prepared to focus on a particular technical issue.
•
Lecture is 5 minutes long, hands-on training, given by the presenter to his fellow associates.
7 Steps to Autonomous Maintenance STEP 6 Provide Spare Parts & Tools Orderliness •Improve on supply activity •Spare parts suppliers leveraged •Spare parts stores at point of use •Spare parts inventory on MRP •
Improve on tool availability •Tool crib orderliness •Frequently used tools and parts at work the station •Shadow Boards, make Visual
7 Steps to Autonomous Maintenance STEP 7 All out Autonomous Maintenance •
Repeat the cycle, the process never ends
•
Monitor TPM Progress with Key Measurables •Planned vs. Emergency Work •Mean Time Between Failure (MTBF) •Mean Time To Repair (MTTR) •Quick Change Time Reduction •Production Control Charts •Zero Lost Time Accidents •Scrap Reduction & Zero Defects
TPM Goals & Objectives of
Autonomous Maintenance • Stabilize, control or prevent deterioration of production equipment • Prevent degradation related failures • Increase access and ease of inspection and maintenance • Improve skill levels & personal growth throughout the Company • Improve predictability through data analysis & improved communication
TPM &
Breakdown Maintenance
TPM Three Steps to “ Standardized Standardized Breakdown Work” - Identify root cause - Eliminate cause - Standardize preventive work to eliminate reoccurrence
Identify Root Cause
•
Maintenance Technician reviews Pareto of production control chart downtime codes.
•
Define elements within downtime code causing process stoppages.
•
Detailed inspection of machine symptoms and identify true root cause elements (Utilize the “5 Whys ?”)
•
Brainstorm & create preliminary action plan
Eliminate Cause •
Replace worn or failing parts.
•
Re-calibrate basic operating perameters
•
Eliminate each root cause for the answers to the “5 why questions”.
•
Try-out/Validate Try-out/Validate the Repair
Standardize Work
•
Write a detailed description of the repair including any special techniques or requirements.
•
Determine the frequency that repairs need to be made.
•
Adjust TPM Autonomous work-list if applicable a pplicable and perform 1 point lesson.
•
Create a planned maintenance work-order to prevent reoccurrence, include detailed instructions from above in database.
Breakdown Maintenance Transition to
Preventive Maintenance 7S Activities
TAG Campaign
Minor stoppages data collection
Review by Maintenance Teams
Breakdown Data
Unexpected breakdown data collection Action plans for Permanent countermeasures by STRIVE teams Implementation of Autonomous Maintenance (Preventive) Standards
Implementation of Planned Maintenance Standards
Planned Maintenance
Planned Maintenance • • • •
• • • •
Skilled Maintenance tradesmen primarily responsible. Re-adjustment of machines to bring back to initial state. st ate. Feedback breakdown information to planned maintenance system - analysis of data from Production Control Charts. Trend charting of breakdown data & performance: - MTBF - MTTR - Planned vs. Emergency Work Finding and coping with chronic defects. Machine accuracy control (calibration). Maintain schedule boards in each department: - Schedules for maintenance department - Schedules for operations personnel Control of: - Spare parts - Lubrication analysis - Vibration analysis
Planned Maintenance Objectives
• Reduction of MTTR • Increase of MTBF • Less than 1% of total maintenance hours devoted to reactive maintenance
Planned Maintenance •Maximize Mean Time Between Failure (MTBF) •Machine Breakdown •Tool Breakdown •Performance Degradation or Part Failure •
Minimize Mean Time To Repair (MTTR) •Diagnose problem quickly & accurately •Correct problem quickly & accurately •Optimized machine set-up to make good parts •Optimized Spare parts location & control
•
Analyze Data & Key Indicators •Breakdown measurements •Problem solving tools •Vibration analysis tools, etc...
TPM
Upstream Maintenance
Maintenance Prevention
New Equipment & Tool Design Considerations • Input from Breakdown Maintenance • Input from Planned Maintenance • Input from Work-cell STRIVE • Life Cycle Costing • Design reviews (operators, supervisors, engineers) • Maintenance and operations manual preparation • Define Installation, Start-up, and Adjustments • Define Initial de-bug requirements • Identify all Safety issues • Define Preventive Maintenance Standards • Autonomous • Planned Work Skilled Trades
TPM
Overview
“ THE THE BIG 6”
TPM Targets “6 Big Machine Losses”
1. Unexpected breakdowns. 2. Set-up and adjustments (Changeover). 3. Minor stoppages. 4. Actual operating speed versus designed speed. 5. Defects and/or reworking of defects. 6. Reduced yield between start start of production and stable production.
1 of 6 Breakdown Losses •
Sudden, dramatic or unexpected equipment failures that result in loss of productivity. Examples: •Drive system failures •Electrical system failures •Structural fatigue
2 of 6 Set-u p and Adjustment Losses Set-up (Change over) •
Downtime and defective product that occurs when production of one part ends and the equipment is set-up/adjusted to meet the requirements of another part. Degree of loss depends on: •Process Standards •Maintenance level of equipment •Maintenance level of tooling •Operator skill level
3 of 6 Idling Idling and Minor Stoppage •
Production is interrupted by a temporary malfunction or when the machine is idling. Contributing factors include: •Defective products shut line down •Disruption of production flow •Mis-location of part •Temporary equipment malfunction
TPM Note: Accurate data for this type of loss must be
recorded on the Production Control Chart.
4 of 6 Reduced Speed Reduced Reduced Speed Losses •
Refers to the difference between equipment design speed and the actual operating speed. Contributing factors include: • Mechanical problems • Defective quality • Fear of abusing or overtaxing equipment • Operator training
5 of 6 Quality Quality Defects and Rework • Losses in quality caused by malfunctioning equipment or tooling. Degree of loss depends on: •Maintenance level of equipment •Maintenance level of tooling •Operator skill level
6 of 6 Start-u p Losses Start-up • Yield losses that occur during the early stages of production - from machine start-up to stabilization. Degree of loss depends on: • Maintenance level of equipment • Maintenance level of tooling • Operator skill level • Standardization level
TPM Education Ways to Spread the “Knowledge”
TPM Education Methods
• TPM GEMBA Weeks/Workshops •
“7S” Standards
•
Visual Management • Process Flow • Autonomous Work Checklists • Display key process parameters * Temperatures * Cycle times * Control settings
•
One-Point Lessons
TPM Key Indicator
Actual P roductive roductive U tilization tilization
APU A way of measuring how the 6 major losses are affecting your equipment. OR
A way of measuring the amount of “Value Added” activity your equipment is contributing to your product.
APU Three Measurables
Availability: •Improved by eliminating breakdowns and other stoppage losses. Optimizing set-ups and change over related losses. Performance: •Improved by eliminating speed losses,minor stoppages and idling. Quality: •Improved by eliminating quality defects in process and during set-up.
APU Calculation
APU =
Good Pieces X 100 Scheduled Pieces
NOTE: Scheduled Pieces =
Available Minutes Planned Cycle (Standard)
Example APU APU Calculation Available Minutes Established Standard Cycle
480 minutes available per 8 hour shift
P/N 1234 = 2.5 seconds
-30 minute lunch -2x10 minute breaks 430 net minutes available or 25800 seconds Therefore Scheduled Pieces equals
25800 / 2.5 = 10320 pieces
If Assumed Actual for the day = 8300 pieces
APU
= 8300
X 100
10320 = 80.4% APU
TPM Reminder
Overall Objectives
•
Maximize “Actual Productive Utilization” (APU) through total employee involvement. involvement.
•
Improve equipment reliability and maintainability as contributors to quality, and to raise productivity. productivity.
•
To aim for maximum economy in equipment and manage for the entire life of the equipment.
•
To cultivate equipment related expertise and skills among operators and technicians.
Work-cell
TPM
STRIVE Workshop
STEP 1
Select a Work-cell & Perform 7S Initiatives
STEP 2
TPM Tag Campaign •
Tag anything that can’t be understood
•
Tag anything that is wasteful
•
Tag anything that makes it difficult to see what is going on
•
Tag anything that is malfunctioning
•
Tag hidden or difficult-to-see gauges
•
Tag anything that is loose
•
Tag cracked housing or sources of leaks
•
Tag loose nuts or bolts
STEP 3 Corrective Actions • Work-cell Associates fix what can be fixed •Tighten Screws, Bolts, Fittings, etc. • Compile shopping list of work-cell based tool center needs • Design & implement a work-cell based tool center • Submit planned work “Work Orders” to Maintenance system • Compile shopping list of “One point Lesson” needs • Create TPM Project follow up List
STEP 4
Training & Standards
TPM Work-cell STRIVE Goals STRIVE Goals & Objectives • Drive away from the need for Workshops for Workshops and make TPM a daily “Way of Life” • Work-cell personnel daily review & perform tasks on TPM checklists • Work-cell personnel to review Daily, Planned Production requirements, Quality issues, and Safety performance Weekly** STRIVE STRIVE meetings. meetings. • Manufacturing Personnel to Conduct Weekly • Review production control charts • Pareto Downtime & Quality causes • Define tracking method to find failure root cause • Eliminate root cause • Review OPC standards looking for improvements * Daily, if process is out of control.
