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Autonomous Maintenance (AM)
TPM (Total Productive Maintenance) is a Japanese approach to equipment maintenance that focuses on minimizing breakdowns and maximizing equipment efficiency. It involves operators performing basic cleaning and inspections of equipment on a daily basis through autonomous maintenance. The goals of TPM and autonomous maintenance include eliminating equipment losses to improve overall equipment effectiveness (OEE) and increase productivity, quality and profitability through early problem detection and correction. Autonomous maintenance is carried out through a 7 step process that includes cleaning, inspection, identifying abnormalities, and standardizing maintenance procedures.
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Autonomous Maintenance (AM)
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- 2. What is TPM? 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
- 3. Why TPM? • Risingcost 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 • lack of horizontal communication • Low moral/ organizational politics • Unsafe working • Pressure from TOP to progress fast • Easy funds for /capacity build up • Market demand & High quality competition in the market • Stiff competition, low returns • Increasing quality consciousness in market • New plants very efficient and cost effective. • Increasing input material cost • Increasing wages and salaries. MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES
- 4. Need for asystem which focus on: Cost reduction through reducing losses Market share expansion /customer satisfaction Increased Profitability Skill up-gradation Reduced distribution cost Reduced equipment failure Employees involvement May decide to adopt TPM • To improve equipment's operating efficiency and reliability ,thereby achieve cost reduction. • Market share expansion. • Skill development. Zero loss, add profits • High productivity full employee involvement & dynamic team
- 5. Goals of TPM Increase production quality. Increase job satisfaction. Reduce Losses Brings together people from all departments concerned with equipment. Effective use of equipment. Continuous Improvement Encouraging input from all employees
- 6. Principles of TPM •Use Overall Equipment Effectiveness (OEE) as a compass for success. • Work toward zero losses • Providing training to upgrade operations and maintenance skills • Involve everyone and utilize cross-functional teamwork
- 7. TPM Targets PPRODUCTIVITY To achieve planned production. Q QUALITY To improve product & process quality. C COST To reduce cost D DELIVERY To deliver goods as required by the customer. S SAFETY To maintain safety M MORALE To improve morale
- 8. Benefits of TPM Increased Productivity Increased Product Quality Increased equipment productivity Increased Company’s manufacturing profit Reduced Costs Reduced equipment downtime Reduced Process defect • Reduced Customer compliant/claims • Reduced Financial losses due to reduction in breakdowns Reduced Repair costs. Reduced Maintenance hours. Reduced Energy costs. Tangible benefits of TPM
- 9. Benefits of TPM •Increased confidence and ‘can-do’ attitude • Achieving full-self management • Operators have ownership of their equipment's • They look after it by themselves without direction • Giving better image to the visitors and thereby getting more orders Shift in Paradigm Enhance job satisfaction Intangible benefits of TPM
- 10. Losses in TPM Manufacturinglosses are categorized into 16 bid losses. Equipment losses Manpower losses A total of 8 Losses A total of 5 Losses Material losses A total of 3 Losses
- 11. Losses in TPM Equipmentlosses Availability Loss Performance Loss Equipment Failure Setup and Adjustments Idle and Minor Stoppages Reduced Speed Quality Loss Process Defects Startup Loss Shutdown Loss Cutting Blade Loss
- 12. Losses Definition Equipment FailureThe equipment breaks down causing the function of the line or process to stop. Often this is considered as a sporadic failure, typically caused by equipment component failure. Setup and Adjustments This loss occurs during a changeover between products. Shutdown Loss The loss incurred by deliberately shutting down the equipment within the production plan. Idle and Minor Stoppages These are typically small stoppages not logged as breakdowns and issues causing the machine to pause or idle for short periods. Like Waiting for a machine to index, emptying a mould during press operation, product blockage. Cutting Blade Loss The time loss incurred swapping any consumable tooling item when it has become worn/ineffective or damaged. Reduced Speed Losses due to actual operating speed falling below the designed speed of the equipment. Startup Loss The loss incurred whilst starting up equipment, to get to steady state operating conditions. Process Defects This is the loss of defective product i.e. Not Right First Time Equipment Losses
- 13. Losses in TPM Manpowerlosses Manpower losses Operating Motion Loss Line Organization Loss Logistic Loss Measurement and Testing Management Loss
- 14. Manpower Losses Losses Definition OperatingMotion Loss Man-hour losses arising from differences in skills involved in etc. Management Loss Waiting losses that are caused by management, such as waiting for materials, waiting for tools, waiting for instructions etc. Line Organization Loss This loss results from a shortage of operators on the line and operators having to work on more equipment than was originally planned. Logistic Loss Losses are created due to unnecessary/excessive operator movement and transportation, as a result of poor layout and work organization. Measurement and Testing Work losses from frequent measurement and adjustment in order to prevent the occurrence and outflow of quality defects.
- 15. Losses in TPM Yield,Energy & Tooling Loss Yield, Energy & Tooling Loss Material yield Consumable material (Tooling) losses Energy losses
- 16. Yield, Energy &Tooling Loss Losses Definition Material yield This is the total loss between the input of raw material and the output of finished goods Energy losses Energy loss is the input energy which cannot be used effectively for processing Consumable material (Tooling) losses Financial losses which occur with production or repairs of dies, jigs and tolls due to aging beyond services life or breakage.
- 17. OEE • OEE (OverallEquipment Effectiveness) is the standard for measuring manufacturing productivity. • It identifies the percentage of manufacturing time that is truly productive. • An OEE score of 100% means you are manufacturing only Good Parts, as fast as possible, with no Stop Time.
- 18. How to calculateOEE? OEE = A x P x Q Where, A = Availability P = Performance Q = Quality
- 19. • Availability :An Availability score of 100% means the process is always running during Planned Production Time • Performance : A Performance score of 100% means when the process is running it is running as fast as possible. • Quality : Quality takes into account Defects(including parts that need Rework). A Quality score of 100% means there are no Defects (only Good Parts are being produced).
- 20. Calculating OEE Total Time Runningtime Performance = Components Produced Components supposed to be Produced Quality = Total Acceptable Components Total Components produced Availability =
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- 22. Calculating Example Item Data ShiftLength 8 hours (480 minutes) Breaks 2 x 15 minute and 1 x 30 minute Down Time 47 minutes Ideal Cycle Time 1.0 seconds Total Count 19,271 widgets Reject Count 423 widgets
- 23. Calculating Example • PlannedProduction Time • Shift Length − Breaks • 480 minutes − 60 minutes = 420 minutes • Run Time • Planned Production Time − Stop Time • 420 minutes − 47 minutes = 373 minutes • Good Count • Total Count − Reject Count • 19,271 widgets − 423 widgets = 18,848 widgets • Availability • Run Time / Planned Production Time • 373 minutes / 420 minutes = 0.8881 (88.81%) • Performance • Total Count / Ideal total count • 19,271 widgets / (373 minutes × 60 seconds x 1.0 second ) = 0.8611 (86.11%) • Quality • Good Count / Total Count • 18,848 widgets / 19,271 widgets = 0.9780 (97.80%)
- 24. Calculating Example OEE =Availability × Performance × Quality 0.8881 × 0.8611 × 0.9780 = 0.7479 (74.79%)
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- 26. Autonomous Maintenance Operator Maintainshis own machine
- 27. Goals of AM Eliminates6 major Losses and raise OEE through small group activities
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- 29. Hidden Factors inMachine Failures
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- 31. What is AutonomousMaintenance • Autonomous maintenance is the maintenance performed by the operators. • Basic Maintenance which can be easily performed on daily basis, e.g. Cleaning, Lubricating, Inspecting, etc. • Learning about the equipment to understand how it works and be able to spot signs of trouble.
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- 33. 7 Steps ofAutonomous Maintenance 1. Cleaning and Inspection. 2. Eliminate problem sources and inaccessible areas. 3. Draw up Cleaning and Lubrication standards. 4. Conduct General inspection. 5. Conduct Autonomous Inspections 6. Standardize through visual work place management. 7. Implement Autonomous Equipment management.
- 34. 1. Cleaning andInspection Eliminate all Dust, Grim on the machine, Lubricate, Tighten & find and correct problems • Eliminate all Dust and Grim on the machine, Lubricate and Tighten Bolts. • Find and Correct Abnormalities. • Identify Defects which are hidden • Gauge Hidden • Limit Switch buried in debris • Cracking in Housing. • No lubrication • Tagging of Abnormalities.
- 35. Tagging • Attach atag to each abnormality which is identified by the team. • White tag for minor defects and Red Tag for Major Defects. • Fix as soon as possible and Remove the tags. • Make Plans for Problems which can’t be addressed immediately.
- 36. Tags ABNORMALITY CARD A.M. STEP •TAG NO. • EQUIPMENT …..................... ABNORMALITY IN BRIEF .................................................. ……………………………………. …………………………………….. ……………………………………. …………………………………….. • IDENTIFIED ON ……………BY…................... • CORRECTED ON ...................BY……………….. 1 2 3 4 5 ABNORMALITY CARD A.M. STEP • TAG NO. • EQUIPMENT …..................... ABNORMALITY IN BRIEF .................................................. ……………………………………. …………………………………….. ……………………………………. …………………………………….. • IDENTIFIED ON ……………BY…................... • CORRECTED ON ...................BY……………….. 1 2 3 4 5
- 37. Abnormalities in Bolts/Nuts •Missing • Loose • Shaking • Non Standard Bolts / Washers • Corroded • Damaged • Excess / low length • Paint on threads and head
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- 42. Abnormalities in Transmission •Slackness • Tight • Damaged • Misalignment • Noise • Pulley/ belt/ gear/ shaft damaged • Belt missing • Tracking • Eccentricity • Play
- 43. Sample Abnormalities inTransmission
- 44. Abnormalities in HydraulicSystem • Oil level low / high • Oil contaminated • Oil pressure low / high • Oil temperature high • Jerks / Vibration • Line damage • Line not routed properly • Noisy pump • Pressure gauge not working • Oil leak
- 45. Sample Abnormalities inHydraulic System
- 46. Abnormalities in PneumaticSystem • Air / gas leak • Line damage • Line not routed properly • Sluggish cylinder movements • Filter not drained of moisture • Lubricator level low / high • Oil flow rate high
- 47. Sample Abnormalities inPneumatic System
- 48. Abnormalities in ElectricalSystem • Loose connections • Hanging wires • Cable not routed properly • Cable gland loose • Motor generating noise • Motor generating more heat • Exposed wires • Panel inlet filter block • Panel / junction box open • Screws missing • Dust / dirt • Connections with open wires
- 49. Sample Abnormalities inElectrical System
- 50. Sample Abnormalities inElectrical System
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- 52. Monitoring of Tags AutonomousMaintenance Step 1 -Abnormality Tag List sl no Location Problem Detected Detected on Responsibility Rectified on Status Total Tags Detected = Total Tags Rectified = Team Members H.O.D Kaizen Co-ordinator Auditor
- 53. 2. Eliminate problemsources and inaccessible areas Correct sources of dirt and grim; prevent spattering and improve accessibility for cleaning and lubrication. • Reduction of the time for CLIT activity • Find and correct the sources of contamination. • Improve accessibility for Cleaning and Lubrication • Modify equipment for easier checking and to eliminate sources of contamination • Transparent cover for belt guards, etc. • Continuous removal for Chips.
- 58. 3. Draw upCleaning and Lubrication standards Make standards to ensure cleaning, lubrication and tightening can be done efficiently • To develop a schedule and to follow strictly. • Standards for Cleaning, lubrication, inspection & tightening to make • What equipment should be cleaned, lubricate, inspect and tighten. • What points should be cleaned, lubricate, inspect and tighten. • Responsibility for cleaned, lubricate, inspect and tighten.
- 59. Example H.O.D Kaizen Co-ordinator AutonomousMaintenance Tentative Check List SL NO EQUIPMENT PART NO STANDARD METHOD TOOL ACTION IF NOT OK TIME WHEN DAILY WEEKLY MONTHLY X1 C1 Cleaning the Operator Panel Look & Do X 2 C2 Clean the Headstock and Ramp Look & Do Clean 30 Sec √ X X Clean 20 Sec √ 3 C3 Clean the tool hooler and tool Look & Do Team Members Auditor Clean 20 sec √ X X
- 60. Eqpt Part Sr. No StandardMethod Tool Action if not ok Time ( Min. ) When Daily Weekly Monthly Water manifold C1 Look Clean & Rectify 0.13 Wire junctin box C2 . Look Inform to Maint Dept. 0.20 Electric motor C3 Look Listen Inform to Maint Dept. 0.25 No leakag e No loose Connection No Dust No Noise. Example
- 61. Eqpt Part Sr. N o StandardMethod Tool Action if not ok Time (Min. ) When Daily Weekly Monthly Inverter Panel C 4 Look & Feel . clean by air blower 0.25 Proximity Switch C 5 Look Tighten 0.30 - Control Panel C 6 Look & Feel Clean & Tighten 0.15 - - No Loos e No dust No Loos e No Dust Example
- 62. 4. Conduct Generalinspection. • To Check for Proper hydraulic pressure, pneumatic pressure, etc. • To develop One Point Lesson
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- 64. What is OPL? Itis a tool to communicate: Knowledge and Skills about the equipment. Cases of problems. Cases of improvements.
- 65. What is Objective To raise the knowledge and skills in a short period of time. To have knowledge handy to be used anytime they are needed. To encourage team work. To raise the level of commitment in the operator.
- 66. How to GenerateOPL? One member of the team thinks, studies and prepares the sheet to express the idea. The author explains the lesson to the rest of the team. The team discusses possible improvements. They get a clear-reliable OPL.
- 67. How to makean OPL? Take a piece of paper and write the title. Illustrate the idea with images and a few words. Have some technician verify the contents and get it approved by the Kaizen Coordinator. Show it to the team.
- 68. Keys to successof an OPL Be original. Many different materials can be used in the illustration. Treat only ONE piece of knowledge. Be simple and clear. Verify that the facts are just as expressed. Make it available to every one
- 69. One Point Lesson Prepared by:……….. Approved by ………. Prepared on: ……… Administered by ……. Type: Basic Knowledge: V-Belts Wrong Correct Soap Plant OPL Number: Vibrating belt indicates that belt is loose No vibration/oscillation of V belt indicates proper fit Seen & understood: Operator: Operator: Operator: Operator:_______
- 70. One Point Lesson Prepared by:……….. Approved by ………. Prepared on: ……… Administered by ……. Type: Insulation Jacket in Plodder Wrong Correct Soap Plant Check the Insulation and replace with new as soon you see water falling OPL Number:3 Insulation damaged causing problems to Soap quality Seen & understood: Operator: Operator: Operator: Operator:_______
- 71. One Point Lesson Prepared by:……….. Approved by ………. Prepared on: ……… Administered by ……. Type: General Awareness: Cable Arrangement Wrong Correct Soap Plant Metal Holder to put all wires in Order OPL Number:2 Seen & understood: Operator: Operator: Operator: Operator:_______ Wires Loose & Hard to access
- 72. One Point Lesson Prepared by:……….. Approved by ………. Prepared on: ……… Administered by ……. Type: General Awareness: Safety while opening & inspecting Soap cutting Machine Wrong Correct Soap Plant Open & Inspect cutting machine only when RED light ON & machine is stopped to prevent accidents OPL Number:2 Seen & understood: Operator: Operator: Operator: Operator:_______ Opening & Inspecting the cutting machine when Green light ON can cause SERIOUS INJURIES
- 73. One Point Lesson Prepared by:……….. Approved by ………. Prepared on: ……… Administered by ……. Type: General Awareness: Leakage from Plodder cover Wrong Correct Soap Plant Check the Gasket regularly, replace if gasket is torn & tighten cover lock to avoid leakage OPL Number:2 Seen & understood: Operator: Operator: Operator: Operator:_______ Vacuum Leakage through Final Plodder gasket Leads to poor quality of soap
- 75. How to dogeneral inspection Hearing: Noises Whistling squeaking Humming Feeling : Coarseness Unevenness Soiling Oily status Detecting malfunctions and defects using the 5 senses Smell : Smell of fire Musty Foulness Gas Taste : Aroma sweet sour bitter Seeing : Fracture Standstill Disorderliness Dirt
- 76. 5. Conduct AutonomousInspections • To develop standards for routine internal check up. • Hydraulic • Air Pressure • Lubrication • Operator should execute routine checkup.
- 77. Checklist for AutonomousInspection
- 78. 6. Standardize throughvisual work place management. Organisation for lubrication System Responsibility for lubrication system
- 79. C - CLEANING L- LUBRICATION T - TIGHTENING YELLOW DAILY (BEGNING OF A SHIFT) GREEN WEEKLY (MONDAY BEFORE 10 AM) RED MONTHLY ( IST DAY OF MONTH ) Visual Management
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- 87. 7. Implement AutonomousEquipment management • To conduct Regular audit • Compare each process result (actual) with actual goal (target) • Zero accidents • Zero defects • Zero Breakdowns • Minimum set-up time
- 88. How to sustainAM? • Active Leader ship • AM is owned by production department and supported by production department • Proper operator training, education and skill certification. • The time required for Cleaning and Lubrication should be included in daily schedule. • Supervisors need to ensure that AM activities are performed.