TPM CYCLE C

Total Productive Maintenance
© 2016 The Leadership Network®
© 2016 Jidoka®
01
Continuous Improvement
System

© 2016 Jidoka®
02
Eliminating Breakdowns and other
‘Unplanned’ Events - The Reality
For Every 100 Unplanned Breakdowns or Stoppages:
➢ 40 Can be eliminated by refurbishing and hence restoring
equipment to standard conditions (Step 5)
➢ 20 Can be eliminated by applying appropriate Daily Front Line
Operator Checks (Step 6) and Best Practice Routines of
Operation (Step 8)
➢ 25 Can be eliminated by applying regular and relevant Condition
Monitoring and Planned Maintenance (Step 6)
➢ 15 Can be eliminated by designing out physical weaknesses in
the equipment (Step 7)

© 2016 Jidoka®
03
• What are the problem solving methodologies are
you are familiar with?
• What limitations may they have?
• How are they currently applied to equipment based
problems?
• Who really gets involved in the problem solving
process?
• How sustainable are the fixes?
Problem Solving?

© 2016 Jidoka®
04
Practical Problem Solving – A Way
of Life ?
1.Initial Problem Perception
(Large, vague or complicated)
2. Clarify the problem
(the real problem)
3. Locate Area/
Point of Cause
POC
Direct Cause
Cause
Cause
Cause
Cause
Root Cause(s)!
Grasp the situation
Why?
Why?
Why?
Why?
Why?
5. Countermeasure
6. Evaluate
7. Standardise
solution
4. ‘5-Why’
Investigation of
Root Cause(s)
Cause
Investigation
(‘5 Why’)
Plan
Check
DoAct
Trackwise
updates
Identify
associated risks

© 2016 Jidoka®
05

© 2016 Jidoka®
6
• Apply the problem solving skills that we have been
training people to use on our assets.
• THIS IS WHERE THEY NEED TO BE APPLIED!!!
• Use process performance data and team
observation to prioritise issue.
Step 7-Problem Solving
Causes of Chronic Losses

© 2016 Jidoka®
7
TPM links to three key elements of system of
improvement
• Discontinuous improvement
– Large step changes driven by technical improvements
• Continuous improvement
– The ongoing review of process performance to identify
resolve issues and seek opportunities for improved
performance
• Suggestion and ideas
– Through better understanding of the work we are able to
focus ideas of the team to where they can truly add
value.
Systems of Improvement

© 2016 Jidoka®
8

© 2016 Jidoka®
9
Strategy Deployment and Continuous
Improvement System (excerpt)
Cascaded
& Localised
Version
Of 6 Slides
KPIs driven by localised 6 Slides
Planned Local Improvement Activity
Driven by (top down) Strategy& Targets
Bottom up
improvement
Ideas owned
by the team

© 2016 Jidoka®
10
Management Process for Business
Improvement
Many
influences
in the
environment
Crisis in the
environment
Design & Plan
Project
Implement
Project
Adjust plan or
targets
Check impact on
performance
Discontinuous
Improvement
Strategic Choices
Targets
Top-Down, Business led
Improvement Project
Management Process

© 2016 Jidoka®
11
Continuous Improvement - stability
Real time
problem solving
Make changes
Check impact on
performance
Problem detected
at source
Test for stability
and reset
Continuous
Improvement
Many small
problems

© 2016 Jidoka®
12
Continuous Improvement - stability
Real time problem
solving
Make changes
Check impact on
performance
Problem detected
at source
Test for stability
and reset
Continuous
Improvement
Many small
problems
Deployed
Targets
Bottom-up, Team led
Day-to-day
Improvement Process
Many
influences
in the
environment

© 2016 Jidoka®
13
There are:
caused by:
Problems, due to
Phenomena, which are
Physical, which can be
Prevented
Because they are to do with:
Involving:
Materials& Mother nature
Machines
Methods
Manpower
Step 7-P-M Analysis - On the Job Reality
Event Analysis is the Problem Solving Tool used in TPM, which
Emphasises the Machine/Human Interface
The 4 P’s The 5 M’s
……and We Need a 6th MWhich is Measurement

© 2016 Jidoka®
14
• Methodology to
address issues arising
from Step 3.
• Engages team in
focused and effective
problem resolution and
problem prevention
Event Analysis

© 2016 Jidoka®
15
• Understand how the mechanism is supposed to
work (criticality assessment)
• Restore before renew, i.e. Solve existing problems
before introducing new equipment with new
problems.
• Make all aware of the problem/opportunity
• Observe current situation & take measurements
• Define the problem in physical terms and identify
factors which contribute to its occurrence
Using Event Analysis –
the On the Job Reality

© 2016 Jidoka®
16
• Develop optimum solutions for all contributory
factors
• Try out ideas first and check the results
• Apply proven low cost or no cost solutions first
• Implement ideas as soon as possible
• Standardise best practice with all those involved
• Monitor and review
Using Event Analysis –
the On the Job Reality

© 2016 Jidoka®
17
Make it Visible and engaging

© 2016 Jidoka®
18
Four Cycle-11 Step TPM
Review
Performance
Criteria &
History
Measurement
& Opportunity
analysis of
KPIs
(incl. OEE)
Equipment
Criticality
Assessment
Condition
Appraisal &
Restoration
plan
Root cause
Analysis &
Problem
Resolution
Individual
& Team Skill
Development
Leadership
&
Behaviours
Audit & Review
Process
MEASURE
CURRENT STATE
& IDENTIFY
OPPORTUNITY
CONDITION
REVIEW
(INCL. SAFETY
ENERGY, &
ENVIRONMENT)
PROBLEM
PREVENTION &
BEST PRACTICE
ROUTINES
FUTURE STATE
REALISATION
THROUGH A HABIT
OF CONTINUOUS
IMPROVEMENT
Feedback
A
B
C
D
Assess
Hidden
Losses/wastes
& Set
Improvement
priorities
Develop
Future Total
Asset Care
Best Practice &
Standard Work
1 2 3
4 5 6
7 8
9 10 11

© 2016 Jidoka®
19
• Standardised work is the foundation for creating a
repeatable process that reliably produces the desired
result
• It is also the foundation for training
• To teach a team member how to do a job, the method
must be clearly defined
• Standard work includes:
– Takt time
– Standard work sequence
– Standard work-in-process
• You need a stable process to have standardised work
and you need standardised work to break down the job
for job instruction training
Standardised Work and Job
Breakdown

© 2016 Jidoka®
20
• Training Within Industry Thinking
– Job Breakdown Sheets
– Single point Lessons
– Frontline Operator Asset Care Checks (FLOACs)
Methodologies

© 2016 Jidoka®
21
1. Prepare work standard (Job Instruction: JI)
2. Provide training and make certain that operators
do their jobs according to standards (Job
Instruction: JI)
3. Improve the status quo by improving standards
(Job Methods: JM)
4. Take notice of abnormalities and address them
right away (Job Methods: JM)
5. Create a good working environment (Job
Relations: JR)
Training Within Industry (TWI)

© 2016 Jidoka®
22
Even more influential than Henry Ford was the
methodology and philosophy of the American
military’s Training Within Industry (TWI) service….It
was based on the belief that the way to learn about
industrial engineering methods was through
application on the shopfloor and that standardized
work should be a cooperative effort between the
foreman and the worker….the Toyota Way of going to
the source, observing in detail, and learning by doing
were all very much influenced by TWI….and became
the backbone of Toyota’sstandardization philosophy.
Jeff Liker, The Toyota Way, pp 141
TWI at The Toyota Way

© 2016 Jidoka®
23
• Agree Best Practice
• Standardise (Train and Assess)
• Practice and Refine (Pass on Lessons Learnt)
Step 8 - Best Practice Routines

© 2016 Jidoka®
24
The Right Tools,
Information,
Spares,
Facilities,
Equipment
Best
Techniques
of Asset
Care
Correct
Operation
Step 8 - Best Practice Framework

© 2016 Jidoka®
25
4 x Principles to Follow:
1. Contain content which can be delivered in 10 minutes or less
2. Are highly visual
3. Are an essential aid to communication for
operators, maintainers, managers and support staff
4. Address the main stages of the learning process:-
Explain (Awareness)
Demonstrate (Understanding)
Practice (Skill Development)
Confirm (Competent To Train Others).
Step 8 - Single Point Lessons

© 2016 Jidoka®
27
SPL No
R1
TASK
DESCRIPTION
How
to…
CARRY OUT A 640 FLUSH – PROCEDURE FOR
RAYPAK
WHY SPL?
DATE: 14/3/13
VERSIO
N:
1.0
N
o.
MAIN STEPS
(who, what, why, where,
when)
KEY POINTS TO DEMONSTRATE VISUAL AID
1. BATCH PASSED GREEN FILLING LIGHT FLASHES
2. TRANSFER BATCH PRESS GREEN BUTTON
3.
WATCH TANK & PRESS STOP
BUTTON
UNDERSTANDING OF COLOUR CHANGE OF
LIQUID
4. SAMPLE TAKEN TO Q.A. UNDERSTANDING OF PASSING FOR BRICS
5. 640 CHECK FOR BRICKS BY Q.A. PASS OR FAIL CRITERIA FOR BRICS
6. OPEN 640 VALVE MANUALLY CONTENTS DRAINED & STOPPED
7. PRESS GREEN START BUTTON CONE SECTION FILLED AND STOP
8.
SAMPLE TAKEN TO Q.A. FOR
CONFIRMATION
CONFIRMATION FOR PRODUCTION
& TRANSFER AUTO TURN OFF
COMPETENCY STATUS
AFTER ONE
DEMONSTRATION
AFTER 3
UNSUPERVISED
START UPS
WHEN SIGNED OFF BY
TEAM LEADER
1 2 & 7 3
4 5
Step 8 - Use of Single Point Lessons
AUTHORISATON:

TPM CYCLE C

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TPM CYCLE C