Total Productive Maintenance

Total Productive Maintenance
TPM - Why, What, Where, Who ..
Anand Subramaniam

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“Another flaw in the human character is that everybody wants to build and nobody wants to do maintenance.”
- Kurt Vonnegut

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Highlights
TPM – Overview
TPM, TQM, 6S
TPM Pillars
Losses / Waste / 3 Zero

TPM - Overview

Lean System
5
Peak Performance
Pull system / flow production
Rapid Changeover / Customer-driven lot size
Continuous Waste Reduction
Lean Measures
5S
Visual Factory
Standardised Work
T P M
Variation reduction / Six Sigma
In-Station Process Control
Leadership by Example & Commitment
Employee Involvement & Mutual Respect

Current Challenges
High numbers of component parts
Lack of innovation / new ideas & change management
Huge Losses – high set up, breakdown, defects, adjustment, reduced speed, yield & productivity
Low-quality products & services
Workforce lack - skills, training, co-ordination, accountability, responsibility
Challenges
Work place – unsafe, dirty, & untidy
Lack of growth potential
Lack and / or complicated production procedures
Badly designed, outmoded & many "bottleneck” processes
High Operational Costs
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Total
All encompassing by maintenance and production individuals working together
All employees are involved
Aim - to eliminate all accidents, defects and breakdowns
Productive
Production goods and services that meet or exceed customers’ expectations
Actions are performed while production goes on
Production challenges are minimised
Maintenance
Keeping equipment and plant in as good as or better than the original conditions at all times
Keep in good condition
Repair, clean, lubricate
TPM

TPM - What
Plant improvement methodology
Build quality into equipment maintenance
Company wide strategy for equipment, process improvement & a team based effort
A Lean Tool to optimise the effectiveness of manufacturing equipment
Continuous improvement of manufacturing process using tools of TQM
What
Closed-loop measurement of results
Aka Autonomous Maintenance, where users take time to clean, inspect & carry out basic maintenance on their equipment.
Employee involvement, & empowerment
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TPM - Why
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Organisation
Higher Overall Equipment Effectiveness
Less “firefighting” to repair machines
Lower operating costs
Better able to meet commitments to customers
Improved ability to compete in the world marketplace
Employees
Less pressure on maintenance for urgent repairs & on production to recover from breakdown losses
Better cooperation between maintenance, production, and other departments
Reduced chance of accidents
Higher job satisfaction & improved job security

TPM - Evolution
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Total productive maintenance
Productive maintenance
Preventive maintenance (PM)
Breakdown maintenance

TPM - Principles
Involve everyone & utilise cross-functional teamwork
Provide training to upgrade operations & maintenance skills
Starts with 5S / Visual Factory
Use Overall Equipment Effectiveness (OEE) as a compass for success
Improve existing planned maintenance systems
Principles
Complete elimination of the ‘six major losses’ while striving for a goal of zero unscheduled downtime
Reduce life cycle cost
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TPM – Goals
Maintaining Equipment for life and Increase production quality
Obtain support and cooperation from top managers to all levels
Encourage input from all employees
Use teams for continuous improvement
Goals
Empower and increase job satisfaction
Build a comprehensive plant maintenance system based on autonomous small group activities
Bring together people from all departments concerned with equipment
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TPM - Strategies
Initial
Control
System
Planned
Mainten-ance
System
Operator
Autono-mous
Mainten-ance
Loss
Elimination
TPM Strategies
Education
&
Training
3 Zeros -
Defects , Accidents, & Failures

TPM - Benefits
Improved capacity & higher productivity
Reduced emergency downtime
Increased employee skill levels and employee empowerment
Increased equipment FPY (first pass yield) / FTT (first time through)
Preventive maintenance costs reduced as equipment operators conduct autonomous maintenance
Benefits
Engineers, technicians and managers trained in maintenance and quality
Improved equipment design eliminates the root cause of defects
Increased return on investment
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TPM – Measures
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Short Term
Establish an autonomous maintenance program for “x” machines
Increase OEE by “y”% within for individual work centers
Long Term
Reach a plant OEE of 85% within 3 years (world class is considered 85% +)

TPM, TQM & 6S

TPM & TQM Similarities
Employees empowered to initiate action
On-going, continuous process improvement
Both requires Senior Management commitment
Long term outlook, TPM take time to implement & sustain
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TPM & TQM Differences
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6S
Productivity of workers
Organising and visual indicators
TPM
Effectiveness of equipment
Partnership between maintenance & production
Reducing lifetime equipment costs
Both
Initial cleaning and repair
Safety
TPM & 6S

TPM Pillars

TPM - 8 Activity Pillars
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TPM Pillar
Autonomous Maintenance
Individual Improvement
Planned Maintenance
Quality Maintenance
Education & Training
Office TPM
Safety, Health & Environment
5S – Initial Phase Management System

Aims – Each TPM Activity Pillar
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Individual improvementactivities
Improvement of equipment efficiency via the pursuit of zero loss, and improvement of technical capabilities
Eight pillars of TPM activities
Establishment of the autonomous maintenance system
Training of personnel proficient in equipment and work, and capable of maintenance management
Establishment of the planned maintenance system
Establishment of the plans and a management system to realise zero failure equipment, and prevent failures
Establishment of the initial-phase management system
Establishment of systems to shorten the development period, and to enable one-short start up
Establishment of conditions for zero failures to prevent defects, and establishment of systems for maintenance and management
Establishment of the quality maintenance system
Establish office TPM systems to improve efficiency of admin & support
Establishment of an efficient office where office work loss is eliminated
Establishment of systems to systematically foster personnel proficient in equipment and work
Establishment of the systems for education and training
Establishment of the systems for safety, health and the environment
Establishment of active plants which are safe and secure for workers

Losses / Waste

Losses / Waste – 6 Major Losses
Defect Losses
Defects in process
Reduced yield between start of production and stable production
Down Time Losses
Equipment failures
Set-up and adjustments
Speed Losses
Idling and minor stoppages
Reduced speed (actual operating vs. designed)

Identification of Losses
Identify losses of all sorts using TPM approaches and break them down into specific tasks
5S
Past examples of malfunctions
Issues in divisions and departments
Visual Management
Establish a framework by which challenges are constantly identified, improvements are made to them and maintenance is carried out
Visibility of Losses
Ensure that problems and improvements made to challenges are visible to all involved
Activity board
Quality product map
# of equipment failures
Improvement progress map
Three Zero

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“All parts should go together without forcing. You must remember that the parts you are reassembling were disassembled by you. Therefore, if you can't get them together again, there must be a reason. By all means, do not use a hammer.”
- IBM maintenance manual

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Good Luck
http://www.linkedin.com/in/anandsubramaniam

Total Productive Maintenance

by Anand Subramaniam on Jul 22, 2010

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