“TPM Basics” by
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TPM BASICS
TOTAL PRODUCTIVE MAINTENANCE
It is a Japanese approach for –
Creating company culture for maximum efficiency
–
Striving to prevent losses with minimum cost
• Zero breakdowns and failures, Zero accident, and Zero defects etc –
The essence of team work (small group activity)
focused on condition and performance of facilities to achieve zero loss for improvement –
Involvement of all people from top management to operator
History of TPM TPM is a innovative Japanese concept which can be traced back to 1951. However the concept of preventive maintenance was taken from USA. Nippondenso was the first company to introduce plant wide preventive maintenance in 1960. Nippondenso which already followed preventive maintenance also added Autonomous maintenance done by production operators.
History of TPM Preventive maintenance along with Maintenance prevention and Maintainability Improvement gave birth to Productive maintenance. By then Nippon Denso had made quality circles, involving the employees participation. Thus all employees took part in implementing Productive maintenance.
History of TPM • TPM first introduced in Japan 20 years ago and rigorously been applied in past 10 years • TPM planning & implementation in Japanese factories supported by JIPM (Japan Institute of Plant Maintenance) • Awarded yearly prizes to various industries: •
Automotive
•
Metals
•
Chemicals
•
Rubber
•
Food
•
Glass etc.
• Initially implemented in high-to-medium volume production areas • Later successfully applied in: • Low-volume production • High-to-low volume assembly • Development areas • Warehouse • Whole range of industry
1950
1960
1970
1980
1990
Breakdown Maintenance 1951
Preventive Maintenance
Evolution of TPM
1957
Corrective Maintenance 1960
Productive Maintenance 1971 TPM
Total Productive Maintenance Time-based era QC C I R C L E (1962)
Z D G R O U P (1965)
Condition-based era
ZERO A C C A C M I P D A E I N G T N (1971)
Role of TPM Answers of the following questions are able to tell what role TPM can play within a company: Does TPM replace traditional maintenance techniques ?
Why is it so important ?
What are its policies and objectives ?
TPM and Traditional Maintenance
ďƒ˜ Reactive maintenance inherently wasteful and ineffective with following disadvantages: No warning of failure Possible safety risk Unscheduled downtime of machinery Production loss or delay Possible secondary damage
Need for: Stand-by machinery A stand-by maintenance team A stock of spare parts
Costs include: Post production Disrupted schedule Repair cost Stand-by machinery Spare parts
ďƒ˜ Real cost of reactive maintenance is more than the cost of maintenance resources and spare parts ďƒ˜ Pro-active maintenance (planned, preventive and predictive) more desirable than reactive maintenance
TPM enables or provides: The traditional maintenance practices to change from reactive to pro-active A number of mechanisms whereby •
Breakdowns are analyzed
•
Causes investigated
•
Actions taken to prevent further breakdowns
Preventive maintenance schedule to be made more meaningful
–
–
To ‘free up’ maintenance professionals to: •
Carry out scheduled and preventive maintenance
•
Gather relevant information as important input to the maintenance system
•
Keep the system up to date
•
To review cost effectiveness
To develop and operate a very effective maintenance system an integral part of manufacturing
Why is TPM so popular and important ?
Three main reasons: 1. It guarantees dramatic results (Significant tangible results) 2. Reduce equipment breakdowns 3. Minimize idle time and minor stops 4. Less quality defects and claims 5. Increase productivity 6. Reduce manpower and cost 7. Lower inventory 8. Reduce accidents
2. Visibly transform the workplace (plant environment) Through TPM, a filthy, rusty plant covered in oil and grease, leaking fluids and spilt powders can be reborn as a pleasant and safe working environment Customers and other visitors are impressed by the change Confidence on plant’s product increases
3. Raises the level of workers knowledge and skills As TPM activities begin to yield above concrete results, it helps: The workers to become motivated Involvement increases Improvement suggestions proliferate People begin to think of TPM as part of the job
TPM Policy and Objectives Policy and objectives:
• To maximize overall equipment effectiveness (Zero breakdowns and failures,
Zero accident, and Zero defects etc) through total employee involvement
• To improve equipment reliability and maintainability as contributors to quality and to raise productivity
TPM Basic policy and objectives •
To aim for maximum economy in equipment for its entire life
•
To cultivate equipment-related expertise and skills among operators
•
To create a vigorous and enthusiastic work environment
TPM Corporate policy for the following purposes: •
To aim for world-class maintenance, manufacturing performance and quality
•
To plan for corporate growth through business leadership
TPM Corporate policy: •
To promote greater efficiency through greater flexibility
•
Revitalize the workshop and make the most of employee talents
Production dept.TPM to Companywide TPM
What is TPM? T
Total
• • •
Overall efficiency. Total production system. Participation of all employees.
P
Productive
• • •
Zero defect. No trouble in operation. Safety.
M
Maintenance
•
Longer life cycle of production system.
What is TPM? • • • • • • •
Aims at “Breakthrough improvement in productivity and reducing chronic losses to zero”. Aims at “Creating a bright, clean, and pleasant factory”. Means “To reinforce people and facilities and through them, the whole organization”. Addresses “Overall equipment effectiveness”. Institutionalizes “Total Employees Involvement” – “Participative management” and an “Overall-small group organization”. Eliminates inter departmental walls and facilitates Cross Functional Management. Is material oriented; it seeks to keep equipment in its intended condition.
Why TPM? MARKET CIRCUMSTANCES
IN-HOUSE CIRCUMSTANCES
• Easy funds for /capacity build up • Market demand / consumption sluggish, High quality competition in the market • Result -Stiff competition, low returns • Opportunity to earn profit • Increasing quality consciousness in market • New plants very efficient and cost effective. • Increasing input material cost • Increasing wages and salaries.
• • • • •
• • • • • •
Rising cost of raw material Higher power cost & specific power Higher specific fuel consumption Higher man power cost Heavy losses, low profit due to equipment failures / low reliability / indifferent attitude Lower skill levels and involvement Compartmentalization, lack of horizontal communication Low moral/ organizational politics Unsafe working Pressure from TOP to progress fast
CRISIS FOR THE COMPANY
Effectiveness of TPM
RESULTS EXPECTED
• Productivity enhancement • Cost Reduction • Delivery period shortening • Sales Expansion
ESSENTIAL REQUIREMENTS
• Employee Involvement • Top management Commitment • Management Tools
Process The process adopted is a proven methodology based on: 1. Understanding the current status 2. Setting up an organisation 3. Training people 4. Identifying model areas and machines for initial improvement 5. Improvement of Model machines to the original condition and achievement of zero loss concept. Each machine is to be improved by a Cross Functional Team consisting of 1 team leader (Manager – Level) and 5-6 members consisting of Engineer/Supervisor level. 6. Horizontal deployment of the approach to the rest of the plant 7. Finally covers entire organization and involve every employee from top to bottom.
16 major Losses 1. Equipment failure loss 2. Set up & adjustment loss 3. Cutting tool and jig change loss 4. Start up loss 5. Minor Stoppage and idling loss 6. Reduced speed loss 7. Defects &rework loss 8. Shutdown loss 9. Management loss 10. Operating motion loss 11. Line organization loss 12. Logistics loss 13. Measurement and adjustment loss 14. Energy Loss 15. Die, Tool and Jig loss 16. Yield loss
EQUIPMENT LOSS
MAN LOSS
MATERIAL& ENERGY LOSS
OTPM
SHE
DM
E&T
QM
PM
JH
5S
Click to edit Master text styles Second level ● Third level ● Fourth level ● Fifth level
2 JISHU HOZEN • THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF SMALL MAINTENANCE TASKS . • RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE ON VALUE ADDED AND TECHNICAL REPAIRS . • THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO PREVENT IT FROM DETERIORATING
7STEPS 1.
Initial cleaning
2.
Counter measures for the causes of forced deterioration& improve hard to access
3.
Preparation of tentative JH standards
4.
General inspection
5.
Autonomous Inspection
6.
Standardization
7.
Autonomous Management
3 PLANNED MAINTENANCE THIS PILLAR AIMED TOWARDS •
TROUBLE FREE MACHINES AND EQUIPMENTS
•
PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER SATISFACTION
FOUR CATEGORIES • • • •
PREVENTIVE MAINTENANCE BREAK DOWN MAINTENANCE CORRECTIVE MAINTENANCE MAINTENANCE PREVENTION
BENEFITS • • • •
ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES OPTIMUM MAINTENANCE COST REDUCES SPARES INVENTORY IMPROVE RELIABILITY AND MAINTENABILITY OF MACHINES
11 Steps Approach to Zero Break down Approach to Zero breakdown Five Phases for concrete actions against breakdown Phase 1 : Change to natural deterioration by
1.
Equipment Ranking) 2.
Phase 2 : Extend inherent service life of equipment by corrective maintenance ( Improvements to overcome design
Analysis of present status QC Approach
eliminating factors of accelerated deterioration.
Classify B/D data ( Including
3.
Eliminate forced deterioration
4.
Find out root cause & implement countermeasure
5.
Identify breakdown recurrence /
6.
understand phenomenon Investigate weakness & improve it
limitations) Phase 3 : Research natural deterioration
7.
Investigate natural deterioration
pattern. Study how deterioration
8.
Set deterioration pattern
9.
Select & evaluate maintenance
increases over time Phase 4 : Search which parameter to measure
point & standard
for deterioration Phase 5 : Implement predictive maintenance
10. 17.
Decide PM / TBM / CBM Build best maintenance procedure
4 QUALITY MAINTENANCE THIS PILLAR AIMED TOWARDS • • • •
CUSTOMER DELIGHT THROUGH HIGHEST QAULITY DEFECT FREE MANUFACTURING ELIMINATING NON CONFORMANCES IN A SYSTMATIC MANNER REACTIVE TO PROACTIVE LIKE (QUALITY CONTROL TO QUALITY ASSURANCE)
BENEFITS 1. 2. 3. 4. 5. 6. 7.
DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS QM ACIVITY TO CONTROL QUALITY ASSURANCE FOCUS OF PREVENTION OF DEFECTS AT SOURCE FOCUS ON POKA-YOKE (FOOL PROOF SYSTEM) IN LINE DETECTION AND SEGREGATION OF DEFECTS EFFECTIVE IMPLEMENTATION OF OPERATOR QUALITY ASSURANCE ACHIEVE & SUSTAIN CUSTOMER COMPLAINT ZERO
5 EDUCATION TRAINING THIS PILLAR AIMED TOWARDS •
DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS HIGH AND WHO HAS EAGER TO COME TO WORK AND PERFORM ALL REQUIRED FUNCTIONS EFFECTIVELY AND INDEPENDENTLY
•
EMPLOYEES WILL BE TRAINED TO ADDRESS THE PROBLEM BY FINDING THE ROOT CAUSE & ELIMINATING THEM
•
THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS
BENEFITS 1.
ACHIEVE AND SUSTAIN ZERO LOSSES DUE TO LACK OF KNOWLEDGE /SKILLS /TECHNIQUE
2.
REMOVE FATIGUE AND MAKE WORK MORE ENJOYABLE
3.
UPGRADING THE OPERATING & MAINTENACE SKILLS
6 DEVELOPMENT MANAGEMENT
THIS PILLAR AIMED TOWARDS •
Collection & utilization of feedback information regarding present products before the start of the design.- like MP sheet.
Measuring needs for “ Easy of manufacturing “ by analyzing the process for present products
•
• Measuring needs for “ Easy of manufacturing” by analyzing process of new products in the stage of planning & design of products. By identifying failures possibilities based on design reviews of new products. By identifying failures possibilities based on trail manufacturing & test of new products. BENEFITS 1. 2. 3.
REDUCES LEAD TIME TO NEW PRODUCT LAUNCH REDUCE THE LOSSES COST EFFECTIVE
7 SAFETY HEALTH ENVIROMENT THIS PILLAR AIMED TOWARDS •
CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE
•
THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON REGULAR BAISI
BENEFITS •
ZERO ACCIDENT
•
ZERO FIRES
•
ZERO HELATH DAMAGES
•
SAFE WORKING CONDITION
•
SAFE WORK PRACTICE
8 OFFICE TPM
THIS PILLAR AIMED TOWARDS •
TO IMPROVE PRODUCTIVITY
•
EFFICIENCY IN THE ADMINSTRATIVE FUNCTIONS AND IDENTIFY TO ELEMINATE LOSSES
•
ANALYZYING PROCESSES AND PROCEDURES TOWARDS INCREASED OFFICE AUTOMATION
BENEFITS •
INVENTORY REDUCTION
•
LEAD TIME REDUCTION OF CRITICAL PROCESS
•
EQUILISING THE WROK LOAD
•
RETRIEVAL TIME REDUCTION (REDUCE REPETITIVE WORK)
•
BETTER UTYILIZED WORK AREA
•
REUDCTION IN ADMINISTRATIVE COSTS
TPM Results in… •
Results in production
building up corporate culture that thoroughly pursues
•
System efficiency improvement
•
Constructs a system to prevent every kind of loss, for example “Zero accidents, Zero defects and Zero failures” based Gemba (Work Place) and Genbutsu (actual thing) over the entire life cycle of a production system.
•
Covers all departments including production, Quality Control, Purchase, marketing, Administration, Design & development, Maintenance & Engineering.
•
Requires all and full involvement from top management to frontline employees. It builds up an overlapping multidiscipline process based management teams to achieve excellence
OEE (Overall Equipment efficiency-)
What is OEE? Overall Equipment Efficiency
OEE = A x P x Q A= Availability P= Performance Q= Quality
How to Calculate OEE? Availability =
Standard time – downtime Standard time
Components Produced
Performance =
Components supposed to be Produced Total Acceptable Components
Quality =
Total Components produced
Example 1 A medium volume manufacturing facility with a capacity of producing 2 parts/minute actually produced 800 parts in a planned running 2 shifts of 8 hours each. It had breaks and scheduled maintenance for 40 minutes and also faced 40 minutes breakdowns and 1 hour 20 minutes for changeover and adjustment. Number of rejects and reworks were 10 and 6 parts respectively. Calculate its overall effectiveness Planned production time = 2x8 hrs. = 960 minutes Loading time
= 960-40 (breaks & scheduled maintenance) = 920 min.
Down-time
=40 (Breakdowns) + 80(Changeover & adjustment)= 120
Loading time – Down time
920 - 120
%Availability = --------------------------------x100 = ----------------x100 = 87% Loading time 920
Example 1 (Contd.) Quantity produced
800
%Performance = --------------------------------x100 = -------------x100 = 50% Time run x Capacity/given time
(920-120)x2
Amount produced – Amount defects – Amount re-work %Quality = ----------------------------------------------------------------------- x 100 Amount produced 800 – 10 – 6 = -------------------- x 100 = 98% 800
Overall effectiveness (OEE) = 0.87 x 0.5 x 0.98 x 100 = 42.6 %
Example 2 A chemical plant was expected to run for 120 hours/week continuously with production capacity of 2400 metric tones /hour. At the end the week it produced 220,000 tones together with a waste of 3000 tones. It had120 minutes breakdowns and 460 minutes changeover and adjustment. Calculate plant overall effectiveness. Planned production time = 120 hrs/week = 7200 minutes For continuous production, breaks and scheduled maintenance = 0 Therefore, loading time
= 7200-0 = 7200 min.
Down-time = 120 (Breakdowns) + 460(Changeover & adjustment) = 580 Loading time – Down time
7200 - 580
%Availability = --------------------------------x100 = ----------------x100 = 92% Loading time 7200
Example 2 (Contd.) Quantity produced
220,000
%Performance = ---------------------------x100 = ------------------x100 = 83% Time run x Capacity
(6620)x(2400/60)
Amount produced – Amount waste %Quality = ---------------------------------------------x 100 Amount produced 220,000 – 3000 = -------------------- x 100 = 98.6% 220,000
Overall effectiveness = 0.92 x 0.83 x 0.986 x 100 = 75.3 %
MTBF Mean Time Between Failure • The average amount of operating time between consecutive breakdowns for an item of equipment (or plant). Formula – –
MTBF =
Operating Time Number of Failures or Breakdown Events
Operating time is productive time plus production delays. Number of failures or breakdown events is the number of failures on an item of equipment (or plant). • • • •
Interpretation
Maintenance effort required is decreasing. Maintenance practices / mechanisms are effective. Failure frequency is decreasing. Operating conditions are improving.
MTBF • • • •
Maintenance effort required is increasing. Maintenance practices / mechanisms are ineffective. Failure frequency is increasing. Operating conditions are deteriorating.
MTTR Mean Time To Repair • The average maintenance time required to keep an item of equipment (or plant) operational. Formula – –
MTTR =
Down Time Number of Failures or Breakdown Events
Down time is the total time equipment (or plant) is down for maintenance work (preventive and corrective). Number of failures or breakdown events is the number of failures on an item of equipment (or plant).
Interpretation
• • •
Maintenance practices / mechanisms are ineffective. Poor clean-up (work preparation) practices. Ineffective work practices.
MTTR • • •
Maintenance practices / mechanisms are effective. Clean-up (work preparation) practices effective. Effective work practices.
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