Tpm Presentation

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7 Steps to deploy Total Productive Maintenance

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Tpm Presentation

  1. 1. T P M<br />
  2. 2. T P M<br />Source: Kaizen Institute, Frankfurt<br />
  3. 3. Sales Price<br />Production costs<br />Profit<br />Market Price<br />Production Costs<br />Profit<br />Sales Price<br />Production cCsts<br />Profit<br />Why T P M ?<br />In the Past: The Company determines the price.<br />Profits decrease as losses arise<br />Now and in the future, the Market determines the price<br />As costs decrease, Profits increase!<br />Quelle: Kaizen Institute<br />
  4. 4. Mike Johnson:<br />Muda and losses<br />Source: Kaizen Institute, Frankfurt<br />
  5. 5. Why T P M ?<br />Heinrich‘s Law<br />1<br />Severe problem<br />29<br />Major problems<br />300<br />Minor problems<br />Before 1 Severe problem occured, there were 300 minor and 29 major problems to handle.<br />TPM is a tool which addresses potential signs of machine break-downs and is therefore an important instrument to prevent total machine crashes.<br />Source: Kaizen Institute, Frankfurt<br />
  6. 6. The goal of TPM is to increase efficiency and productivity.<br />This improves profit margins, our competitiveness and guarantees job security.<br />Machine<br />Team Member<br />The goal of TPM is to increase efficiency through more involvement, participation in making decisions and joint responsibility<br />The goal of TPM is to maximize the efficiency of machines and technical equipment.<br />Goals of TPM<br />Reduction or prevention of losses like:<br />- scrap, rework<br />- machine downtime<br />- unnecessary change overs<br />Create improvements through ownership!!<br /><ul><li> Recognize weaknesses and make improvements
  7. 7. Have a safe and effective work environment</li></ul>... through the team members<br />Source: Kaizen Institute, Frankfurt<br />
  8. 8. T P M philosophy<br />By changing the circumstances the attitude of the team members change.<br />The culture changes.<br />3<br />After implementation of TPM ® there is a recognizable change of motivation.<br />More knowledge promotes pride and ownership of the equipment and processes.<br />2<br />People change/adapt.<br />Machines and surroundings change.<br />1<br />TPM is a registered trademark of the JIPM (Japanese Institute of Plant Maintenance)<br />Source: Kaizen Institute, Frankfurt<br />
  9. 9. 8 TPM Basics<br />Kaizen (Continuous Improvement)<br />Planning system for new machines and equipment<br />TPM (Autonomous Maintenance)<br />Training<br />Security and Environemental protection<br />Prevention of the six frequent losses.<br />Improvement of the product quality<br />Improvement of office efficiency<br />Zero Faults<br />Zero defects<br />Zero accidents<br />Source: Kaizen Institute, Frankfurt<br />
  10. 10. Seven Steps of TPM<br />Full<br />autonomous maintenance<br />Step 7<br />Organization and tidiness<br />Step 6<br />Step 5<br />Autonomous Inspection<br />Step 4<br />General Inspection<br />Step 3<br />Cleaning and lubrication standards<br />Step 2<br />Countermeasures at the source of problems<br />Step 1<br />Initial cleaning of machines, equipment and surroundings<br />Source: Kaizen Institute, Frankfurt<br />
  11. 11. Why Total Productive Maintenance?<br />With the implementation of Total Productive Maintenance, Team members will assume ownership for their working processes.<br />Examples of maintenance similarities in private life and in the company.<br />Private<br />Company<br />Cleanliness<br />Tools ok? <br />Cleanliness<br />Reflector control<br />Gas<br />Clean filter?<br />Oil gage<br />Tire pressure<br />Enough lubricant?<br />Enough coolant?<br />Cooling water<br />Source: Kaizen Institut, Frankfurt<br />
  12. 12. Why Total Productive Maintenance?<br />By training the team members in Total Productive Maintenance, the team members will be able to attend to minor equipment repair by themselves.<br />Private<br />Company<br />Refill hydraulic oil<br />Refill cooling water<br />Fix tools<br />Change reflector<br />change filter<br />Change tires<br />Fix screws<br />Change spark plugs<br />Attend to equipment<br />Source: Kaizen Institute, Frankfurt<br />
  13. 13. TPM Step 1<br />SUMMARY<br />Goal:<br />Initial cleaning of the machines and the equipment, lubricate according to lubrication plan, etc.<br />Process<br />1. Preparation<br />2. Coordination<br />3. TPM workshop<br />4. Review<br />Hint:<br />Only clean machines and clean equipment make problems visually apparent!!!<br />CLEANING IS CHECKING !<br />Therefore:<br />Source: Kaizen Institute, Frankfurt<br />
  14. 14. Look for causes of contamination<br />Take corrective actions to prevent the contamination<br />Improve the maintenance possibilities<br />These activities have the greatest success if there is a team with members of Maintenance, Production and Engineering.<br />Goal of step 2<br />Countermeasures at the source of problems - Improves Preventive Maintenance<br />Source: Kaizen Institute, Frankfurt<br />
  15. 15. Standard 1:<br />Color code the lubricant<br />Standard 2:<br />Color code the oil can in the same color<br />Standard 3:<br />Color code the re-fill inlet in the same color<br />Standard 4:<br />Make the min/max fill heights visually apparent<br />Cleaning and Lubrication Standards<br />What do we know about standards?<br />For example:<br />How to achieve a correct refill of a hydraulics tank using a standard.<br />Source: Kaizen Institute, Frankfurt<br />
  16. 16. Eye: 83 %<br />Ear: 11 %<br />Sense of smell: 3.5 %<br />Sense of touch: 1.5 %<br />Sense of taste: 1 %<br />Why Visual Management?<br />The information reception of a human being happens via;<br />Humans learn;<br />Through hearing<br />Through seeing<br />Through hearing and seeing<br />Through conversation<br />By hands on!<br />Quelle: Kaizen Institute<br />
  17. 17. Visualize strength and weaknesses<br />Visualize structures and processes<br />Show trends and corrective actions<br />Create visual standards <br />Goals of visual management<br />Quelle: Kaizen Institute<br />
  18. 18. T P M<br />

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