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TPM - Why, What, Where, Who .. etc etc

TPM - Why, What, Where, Who .. etc etc

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  • Doing TPM research and like your slide presentation. Any chance I could get a copy? thanks skg2011@mediacombb.net
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  • nice info can u email to me (iqbalsyaz@yahoo.com) Thanks
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    Total Productive Maintenance Total Productive Maintenance Presentation Transcript

    • Total Productive Maintenance
      TPM - Why, What, Where, Who ..
      Anand Subramaniam
    • 2
      “Another flaw in the human character is that everybody wants to build and nobody wants to do maintenance.”
      - Kurt Vonnegut
    • 3
      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
      6
    • 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
      8
    • TPM - Why
      9
      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
      10
      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
      11
    • 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
      12
    • 13
      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
      14
    • TPM – Measures
      15
      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
      17
    • TPM & TQM Differences
      18
    • 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
      21
      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
      22
      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
    • 26
      “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
    • 27
      Good Luck
      http://www.linkedin.com/in/anandsubramaniam