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  1. 1. • Laura Dietrich: Maintenance Manger• Antoinette Lockett: Plant Manger• Waseem Manzoor: Quality Manger• Xiaoyan Liu: Production Manger
  2. 2. Meeting AgendaI. Understanding Downtime -GroupII. Major Losses of TPM -Antoinette LockettI. Planned Downtime Losses -Xiaoyan LiuII. Unplanned Downtime Losses -Laura DietrichIII. Reduce Speed Losses-IV. Poor Quality Losses -Waseem ManzoorIII. Total Productive MaintenanceI. What is TPM -Antoinette LockettII. Breakdown of TPM -Laura DietrichIII. TPM History -Laura DietrichIV. TPM EvolutionV. Goal of TPM -Antoinette LockettVI. Three Principles of Prevention
  3. 3. Meeting Agenda Cont.I. TPM-8 Pillars-Laura DietrichII. Kick off TPMI. Launching TPM- Preparatory Stage-Antoinette LockettII. Autonomous Maintenance- Xiaoyan LiuIII. Equipment Management Life Cycle- Xiaoyan LiuIV. TPM Implementation-Waseem ManzoorV. Launching TPM- Stabilization-Waseen ManzoorVI. Eliminating Equipment Losses-Laura DietrichVII. Improvement Goals for Chronic Losses-Laura DietrichIII. Overall Equipment EfficiencyI. What is OEE-Xiaoyan LiuII. OEE Factors-Xiayon LiuIII. Calculating OEE-Waseem ManzoorIV. TPM Benefits-Xiaoyan Liu
  4. 4. UnderstandingDowntime
  6. 6. Planned Downtime losses• Start-ups• shift changes• coffee and lunch breaks• planned maintenance shutdowns
  7. 7. Unplanned Downtime Losses• Equipment breakdown• Changeovers• Lack of material
  8. 8. Reduced Speed Losses• Idling and minor stoppages• Slow-downs
  9. 9. Poor Quality Losses• Process non-conformities• Scrap
  10. 10. TPM
  11. 11. What is Total ProductiveMaintenance?• TPM is a plant improvementmethodology which enables continuousand rapid improvement of themanufacturing process through use ofemployee involvement, employeeempowerment, and closed-loopmeasurement of results
  12. 12. • TOTAL = All encompassing bymaintenance and productionindividuals working together• PRODUCTIVE = Production goods andservices that meet or exceedcustomers’ expectations• MAINTENANCE = Keeping equipmentand plant in as good as or better thanthe original conditions at all timesBreakdown of TPM
  13. 13. TPM - History• Productive maintenance (PM) originated inthe U.S. in late 1940’s & early 1950’s• Japanese companies modified and enhancedit to fit the Japanese industrialenvironment• The first use the term TPM was in 1961 byNippondenso, a Japanese auto componentsmanufacturer• Seiichi Nakajima – head of JIPM, one ofthe earliest proponents, known as theFather of TPM
  14. 14. TPM - Evolution• Breakdown maintenance• Preventive maintenance (PM)• Productive maintenance• Total productive maintenance
  15. 15. Goals of TPM1. Aims at getting the most effective use ofequipment2. Builds a comprehensive PM system3. Brings together people from all departmentsconcerned with equipment4. Requires the support and cooperation ofeveryone from top managers down5. Promotes and implements PM activities basedon autonomous small group activities.6. Maintaining Equipment for life7. Encouraging input from all employees8. Using teams for continuous improvement
  16. 16. Three Principles of Prevention• Maintenance of normal conditions• Early discovery of abnormalities• Prompt response
  17. 17. TPM 8 PILLARS
  18. 18. PILLARS OF TPMKobetsuKaizenPlannedMaintenanceQualityMaintenanceTrainingOfficeTPMSafety,healthandEnvironment5sAutonomousMaintenance
  19. 19. Kick off TPM
  20. 20. Launching TPM- Preparatory Stage• Announce top management’s decisionto introduce TPM• Launch an educational campaign tointroduce TPM• Create an organizational structure topromote TPM• Establish basic policies• Form a master plan for implementingTPM
  21. 21. Launching TPM- PreliminaryImplementation
  22. 22. • Improve the effectiveness of each criticalpiece of equipment• Set up and implement autonomousmaintenance• Establish a planned maintenance system inthe maintenance department• Provide training to improve operator andmaintenance skills• Develop an early equipment managementprogramLaunching TPM- TPM Implementation
  23. 23. • Perfect TPMimplementation and raiseTPM levelsLaunching TPM- Stabilization
  24. 24. Eliminating Equipment Losses
  25. 25. Improvement Goals for Chronic Losses
  26. 26. OEE
  27. 27. What is OEE• OEE (overall equipment efficiency) isa “best practices” way to monitor andimprove the efficiency of yourmanufacturing processes– machines– manufacturing cells– assembly lines
  28. 28. OEE Factors• Plant Operating Time• Planned production time– planned downtime ie. breaks• Availability– downtime losses• Performance– Speed losses• Quality– Quality losses
  29. 29. World Class OEEOEE Factor World ClassAvailability 90.0%Performance 95.0%Quality 99.9 %OEE 85.0%
  30. 30. Calculating OEE• Availability = Operating time/plannedproduction• Performance = Ideal Cycle Time / TotalPieces or(total pieces / Operating time)/Ideal Run time• Quality = Good Pieces / Total Pieces• OEE = Availability X Performance XQuality
  31. 31. Example OEE CalculationItem DataShift length 8 hrs = 480 min.Short Breaks 2@ 15 min. = 30 minMeal Break 1 @ 30 min = 30 minDown Time 47 minIdeal Run Time 60 pieces per minTotal Pieces 19,271 piecesReject Pieces 423 pieces
  32. 32. Availability =Operating timePlanned production time• = 373 minutes / 420 minutes• = 0.8881 (88.81%)
  33. 33. Performance =(Total pieces /Operating time)Ideal Run Time• = (19,271 pieces/373 minutes)/60pieces per minute• = 0.8611 (86.11%)
  34. 34. Quality =Good PiecesTotal Pieces• = 18,848 / 19,271 pieces• = 0.9780 (97.80 %)
  35. 35. OEE =Availability X Performance X Quality• = 0.8881 X 0.8611 X 0.9780• = 0.7479 (74.79%)
  36. 36. TPM BENIFITS
  37. 37. TPM - Benefits• Improved equipment eliminates the root cause ofdefects• Defects are prevented through plannedmaintenance• Preventive maintenance costs are reduced asequipment operators conduct autonomousmaintenance• Improved equipment designs ensure that newequipment naturally produces fewer defects• Simplified products designs and a redesignedprocess produce with few defects• Engineers, technicians and managers are trained inmaintenance and quality
  38. 38. TPM - Benefits(Japanese TPM Prize winners during 1982-1984)• Equipment failures reduced from1,000/month to 20/month• Quality defects reduced from 1.0% to 0.1%• Warranty claims reduced by 25%• Maintenance costs reduced by 30%• WIP decreased by 50%• Productivity improved by 50%. (Patterson &Fredendall, 1995)
  39. 39. TPM – Success stories• USPS Albany, New York: annual save of$86,000; could save $4.5 million if appliednationwide• Yamato Kogyo Corp., Japan:- productivity up by 130%,- accidents cut by 90%,- defects reduced by 95%,- employee suggestion rate increased byover 300%