The document discusses KPI development and obsolescence modeling for industrial maintenance. It describes developing KPIs like reactive-proactive ratio and maintenance-production ratio. It also discusses an obsolescence model that considers book value, replacement asset value, and a decision matrix. The document also discusses implementing the KPIs and obsolescence model on cheese slicing machines and evaluating results over different time periods.

2. KPIs and Obsolescence Modelling
KPI development and obsolescence management in industrial maintenance S. Ferreira, F. J. G. Silva. R. B.
Casais, M. T. Pereira, L. P. Ferreira

3. Reactive-Proactive Ratio and Maintenance-Production Ratio

4. KPI Decision Matrix

5. Obsolescence Model Development
• Some concepts to retain for this model are:
• Book value (BV): The financial value of the asset, after
netting it against its depreciation;
• Replacement asset value (RAV): The cost required to
restore a certain asset to its original state. After calculating
the values for both phases, it is needed to compare the
values with a decision matrix.
• In the case study developed ahead, the equipment in
question is cheese slicing machines and although
these have a lot of mechanical components, these
are easily replaceable.

6. KPI implementation
• The KPI test was divided into different time slots. The first test involved doing a monthly analysis for both
RPR and MPR. In each proceeding test, the time slot grew, to quarter, half a year, up to a full year. This is to
see the different results that may be obtained when using different time scales.
• MPR and RPR results are generated for each machine/line for different durations through the year and
evaluated to find optimal periods for their repetitions to be carried out.

7. Obsolescence model
• Components from the production line are assessed by the factory as potential hazards for obsolescence.
• All the components assessed need to at least have a proactive approach to their obsolescence management.
However, for all the lines assessed, it is required to maybe replace the equipment altogether. This last choice,
however, is too costly in the short term, so it would be preferable to instead, try to do a retrofit to all the
machines, and in time try to find replacement alternatives to those same machines.

8. Implementation
• The KPI is more advised to be used in quarters. Since improvements in maintenance can take some time to
assess, given its random nature, this way it is less susceptible to outliers that can throw the results out of
proportion. This does not mean, however, that it cannot be used in shorter or even longer time periods.
Also, the benchmarks established for this KPI can be changed depending on the industry it is being applied.
• The same can be said about the obsolescence model. Despite being applied to a set of electronic
components, it does not mean that it cannot be used with mechanical components as well. However, the
sample used to analyze was quite similar throughout, which is the main reason why most values occurred to
be quite similar to each other.

9. Total Productive Maintenance
Implementation of total productive maintenance: A case study
F.T.S. Chana, H.C.W. Laub, R.W.L. Ipc, H.K. Chana, S. Konga

11. Maintenance: An introduction
• According to the study reported by Mobley (1990), from 15% to 40% (average 28%) of total
production cost is attributed to maintenance activities in the factory.
• Maintenance techniques and tools are composed of corrective, scheduled, and preventative
maintenance (PM). Further detailed research by Mobley (1990) found that corrective maintenance
(CM) cost is about three times higher than the same repair made in a preventative mode. Wireman
(1990) estimated that only about 22% of US firms were using PM methods.
• Insufficient proactive maintenance.
• Frequent problem repetition.
• Erroneous problem repetition.
• Sound maintenance practices not installed.
• Unnecessary and conservative PM.
• Sketchy rationale for PM actions
• Maintenance programme lacks traceability/visibility.
• Blind acceptance of OEM inputs.
• PM variability between like/similar units.
• Paucity of predictive maintenance.

12. Total Productive Maintenance
• Total effectiveness, Total maintenance system,
Total participation.
• The concept of TPM includes the following
elements:
• TPM aims to maximize equipment effectiveness
(overall efficiency).
• TPM establishes a thorough system of PM for the
equipment’s entire life span.
• TPM is implemented by various departments in a
company.
• TPM involves every single employee, from top
management to workers on the shop floor.
• TPM is based on the promotion of PM through
‘‘motivation management’’ involving small group
activities.

13. Total Productive Maintenance

14. Measurement of TPM effectiveness
• Equipment losses are divided into six major categories as follows:
• 1. Breakdown losses: As these losses are due to sporadic/chronic failures (Nakajima, 1988), they are
accompanied by time losses (output decline) and volume losses (occurrence of defects).
• 2. Set-up and adjustment losses: This refers to time losses from the end of the production of the previous
item through product-change adjustment to the point where the production of the new item is completely
satisfactory.
• 3. Minor/idling stoppage losses: Minor and idling stoppage occurs when production is interrupted by a
temporary malfunction or when a machine is idling.
• 4. Reduced speed losses: These are losses that occur because the equipment speed is slow.
• 5. Defect/rework losses: Defect/rework losses are defined as volume losses due to defects and rework,
and time losses required to repair defective products to turn them into excellent products.
• 6. Start-up losses: Start-up losses are defined as time and volume losses from the following:
• Start-up after periodic repair.
• Start-up after suspension (long-time stoppage).
• Start-up after holidays.
• Start-up after lunch breaks.

15. Measurement of TPM effectiveness cont
• Loading time is the planned time available per day (or month) for
production operations, and downtime is the total time during
which the system is not operating. Availability can be expressed
as the ratio of actual operating time to loading time.
• processed amount refers to the number of items processed per
day (or month), and operating time is the difference between
loading time and downtime.
• the defect amount represents the number of items rejected due
to quality defects of one type or another, and require rework or
become scrapped.
• OEE is a basic, fundamental measurement method for
performance measurement system. It requires a wider
classification of losses for better understanding of machine
utilization.

16. TPM Policy and Organization

17. TPM Process Decision Flow

18. Quantitate Indices for measuring TPM success
• Mean unit between assists (MUBA).
• Number of improvements.
• Number of one-point lesson (OPL).
• Number of suggestions.
• Training hours for skill level enhancement.

19. After TPM implementation
• Effective equipment management: There was about 83%
improvement in equipment productivity improvement after TPM
implementation. Also, the equipment stoppage rate was reduced
from 517 to 89 times. This tremendous improvement enhanced the
equipment in both effectiveness and quality in product produced.
• Empowerment of employees: Empowering the workforce caused a
development of a bright, cheerful and relaxed workplace for
production people. Growth of work habits, technical skill
development and promotion of cross-functional team created an
enthusiastic workforce to enhance the company in both competitive
power and image.

20. Factors affecting successful TPM
implementation
Factors affecting successful implementation of total productive maintenance A UK
manufacturing case study perspective C.J. Bamber, J.M. Sharp and M.T. Hides
University of Salford, UK

22. Summary of the stepwise program for
implementing TPM