Optimize TPM Workshop Title

Total Productive Maintenance
TPM
(21/Aug/2018)
For:
Everts-The Balloon Company
No 23, Jalan Usaha 6, Kaw.
Perindustrian, 75450,
Ayer Keroh, Melaka
Tel 06-2413800
TPM -Total Productive Maintenance
Presented by:
Timothy Wooi
ITS Management Sdn Bhd

International Educational Leadership Speaker.
Provides consultation on Lean and leads
Kaizen, TPM, Cellular system & Moonshine set
up.
A multi skill Mechanical background Green
Innovator and Founder of Tim’s Waterfuel, an
alternative Fuel supplement using Water that
adds power, millage & reduce Co2 emission on
Cars.
Rode 18,290km thru 24 Countries over 5
months from Penang to London on a 125 CC
‘Cub Cai’.
Timothy Wooi
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.
An NGO Community worker for Prison, Drug Rehabilitation and Crisis
Relieve & Training (CREST) Malaysia.

Today, Everts operates from a single, modern purpose
built plant in Melaka, Malaysia, with automated balloon
production equipment, and the latest silk screen printing
technology that can print 5 colours or all round / global
prints.
Our lab continuously seeks
improvement, with research
and development activities on
new formulations, shapes and
colours ensuring we keep up
today date with market needs
and changes in the regulatory
environment.
EVERTS Today

Day1
1. Introduction to TPM
2. Types of Maintenance
3. Overall Equipment
Efficiency ( OEE )
4. The Pillars of TPM
(Part 1)
5. The 6 Major
Equipment waste
Day2
1. Steps in Introduction of
TPM
2. The 5’S Step towards TPM
3. Conditions Required for
TPM
4. TPM Strategy
5. TPM Tools
6. Set-back of TPM
Implementation
Course Evaluation, Recap and
Closing

Morning Noon
1. Steps in Introduction of TPM
- Preparation Stage
- Introduction Stage
- Implementation Stage
- Institutionalized Stage
-Cleaning & Restoration
-Eliminate stains & mixed contamination
- Improve Accessibility
- Standardization and control of work
- Self-Management
3. Conditions required for TPM
-Organizational changes to develop multifunctional teams
-Effective team working Skills and training, - Problem classification &
problem solving techniques,-Benefits from TPM and how to hold on to them,
- Using TPM to design out machinery problems.
4. TPM Strategy
- How to develop a TPM Strategy
- Detail by process
- Breakdown by process
5. TPM Tools
-TPM Maintenance Standards
- Skill point
- TPM Kaizen reports
- Systems assessment
6. Set-back of TPM Implementation
- Management support and understanding
- Insufficient training
-Time for the evolution of TPM

To implement a current Lean Maintenance System,
Total Productive Maintenance (TPM) by;
- understanding different types of Maintenance in TPM.
- synergizing Production & Maintenance Staff working
together as a team to Implement TPM for Equipment.
Course Objective
Techniques
- review and externalize Inspection activities to AM.
- establishing a baseline through ‘Clean to Inspect,
Inspect to Detect and Detect to Correct.’ &
- attacking the 6 Big Losses (Waste).

Upon the completion of the workshop, participant
will be:
 Get their workplace in order ahead of TPM
introduction
 Determine the Overall Equipment Effectiveness (OEE)
of their machinery
 Understand how to improve the efficiency of their
machinery
 Predict where failures are likely to occur
 Be able to design and implement a TPM program
Course Objective

EVERTS –The Balloon
Company
Why are
you here?
You are our
Greatest asset!

Vision & Mission Statement

Characteristics of World Class requirements
Customer-Value Focused
Delivery
CostQuality
Cost + Profit = Price
Price – Profit = Target Cost
The Pillars of TPM
World class companies adopts ‘Lean’ System to
vigorously eliminate Wastes, focusing on adding Value
to Customer .

Cost Reduction
for Survival
Strict Quality
Demands
World
Class
Delivery to
customer
on time
Safe Work
Environment
Reduce cost
by improving
overall
equipment
effectiveness
(OEE)
Establish
conditions
that will not
allow defects
and manage
prevention of
defects
Create
unmanned
operations
and people
friendly Safe
working
equipment
Minimize
setup time
and deliver
product to
the customer
on time
Its all about meeting Q,C,D,S

Customer
Order
Waste Product
Shipment
Time
Customer
Order
Product
Shipment
Time (Shorter)
Business as Usual
Waste
Lean Manufacturing
Lean System is the super-efficient production
system pioneered by Toyota which shortens the time
line between the customer order and the product
shipment by eliminating Waste.

Upon the completion of the workshop, participant
will be able to:
1) Get the workplace in order ahead of TPM
introduction
2) Determine the Overall Equipment Effectiveness
(OEE) of the machinery
3) Understand how to improve the efficiency of the
machinery
4) Predict, when failures are likely to occur
5) Be able to design and implement a TPM Program
Course Objective

Day2
1. Steps in Introduction of TPM
3. Conditions Required for TPM
4. TPM Strategy
5. TPM Tools
6. Set-back of TPM
Implementation
Course Evaluation, Recap and
Closing

STAGE A
Preparation
STAGE B
Introduction
STAGE C
Implementation
Announcement by Management to introduce TPM
Introductory education campaign for the workforce
Setting up TPM and Departmental Committees
Establish basic TPM policies and goals
Preparation and Formulation of a master plan
Invite customers, affiliated companies and subcontractors
Develop an equipment management program
Develop a planned maintenance program
Develop an autonomous maintenance program
Increase skills of production and maintenance personnel
Perfect TPM implementation and raise TPM levels
STAGE D
Institutionalise
Develop early equipment management program
Steps in introduction of TPM in Organization

TPM kick-off starts with a formal presentation with
all the employees attending.
This will gain the full
support of the employees
Invite external
customers, affiliated and
subcontracting companies
STAGE A - PREPARATORY STAGE

STEP# 1
Announcement by Management to all about TPM
introduction in the organization
Proper understanding, commitment
and active involvement from top
management in needed for this
step.
Senior management should be
aware, then announcement is made
to all.
Publish it in the house magazine and put up in notice board.
Send a letter to all concerned individuals if required.

Step# 2
Introductory education campaign for the workforce
Training is to be done based on the need. Some need
intensive training and some just an awareness.
Take people who
matters to places
where TPM already
successfully
implemented.

Step# 3
Set up TPM and Departmental Committees
Include all the 8 pillars of TPM with improvement,
autonomous maintenance and quality maintenance.
When committees
are set up, it
should take care
of all those needs
under its umbrella
of responsibilities.

Step# 4
Benchmarked and fix up a target for achievement.
The main objective of TPM is
to increase the OEE of
equipment.
TPM addresses the causes for
accelerated deterioration
while creating the correct
environment ownership
between operators and
equipment.

A master plan lays out your goals for TPM:
a. what to do,
b. when to achieve them.
c. Detailed plans for each pillar have to be prepared
Determining PM frequencies and how to schedule
PM :
 Time-based or usage-based scheduling
 How to measure PM effectiveness and results
 How to measure and analyze downtime and
downtime trends

STAGE B - INTRODUCTION STAGE
Have a ceremony and invite all. Suppliers, Related
companies and our customers, sisters concerns etc.
They should know that we want quality supply from them.
Some may learn from us
and some can help us
and
Customers will know
that we care for quality
output.
2.The 5’S Step towards TPM Implementation

STAGE C – IMPLEMENTATION
Carry out the 8 activities which are the eight pillars in the
development of TPM activity.
Four activities are
for establishing the
system for
production
efficiency,
the other four for control of new products and equipment,
training & education, control of safety, sanitation and work
environment to improve the efficiency of administration.

STAGE C
Implemen-
tation
Develop a planned maintenance program
Develop an autonomous maintenance program
Increase skills of production and
maintenance personnel
Develop early equipment management program

1.Develop an autonomous maintenance program
=
Establish a
Baseline
Energy
Awareness
Cleaning
is Inspecting
Eliminating
Contamination
Visual
Management
Equipment /Tool
Maintenance
Equipment
Lubrication Consumables
Total
Productive
Maintenance
Workshop
(TPM)
Autonomous Maintenance is carried out by Production
Department in Seven steps.
Step 1: Establishing a baseline
Step 2: Cleaning is Inspecting
Step 3: Visual Management
Step 4: Equipment and lubrication
Step 5: Energy Awareness
Step 6: Eliminating Sources
of Contamination
Step 7: Full implementation of Autonomous Maintenance
using AM Check List & updating TPM board

Step #1: Establish a Baseline
that the asset be reliable,
easy to maintain and available
when you need it.
Establish a baseline on your
equipment to determine exactly
what condition it is in right now.
The goal is:
A baseline helps guide our improvement activities and provides
a starting point from which we can measure our improvements.

To Establish the Baseline Condition of a Used Car
Check for body damage
Look for leaks
Check tire wear
–
Observe the gauges–
Listen for vibrations and noises
– Check for unusual odors
Check Vibration

30
Is the
equipment
difficult to:
Lubricate
Inspect
Reach
Access
Clean
Remove Covers
Establish a Baseline to Determine the Condition
of your Equipment.
Is the
equipment
free of:
Dirt/Dust
Paint
Chemicals
Air Leaks
Sand
Steam/Gas Leaks
Process Parts
Oil/Grease Leaks
Water Leaks
Coolant Leaks
Are the
following
identified?
Safety Hazards
Lockout Points
Lubrication Points
Inspection Points
E-Stop Procedures
Start up and Shut
Down Procedures

Lockout and Tag-out
Standardized multi
lockout and tag-out
devices. (indicate
department for personnel
at work during the
lockout tag-out )
Step #1a: Safety Procedures before performing
Clean & Inspect
An establishes minimum requirements to disable Hazardous
Energy sources that could cause injury to personnel.
All employees have to comply with the procedure.

What is a Lockout Device?
A device that positively:
prevents a machine from being
started up or turned on,
prevents a machinery part from
moving,
prevents electrical energizing,
blocks a pipeline, steam line or air
line
Step #1a Safety Procedures before performing Clean & Inspect

What is Tag-out?
Tags are warning devices only. They don’t provide the same
level of protection as lockout devices. Use for information
only, along with a locked device. They can only be removed by
an authorized person.
They must be
legible,
securely attached
(e.g. zip-tie) not
string and
resistant to
degradation.
22

When is Lockout / Tag-out required?
When someone will be
servicing or repairing
machinery or equipment
AND
the unexpected machinery
start-up or release of stored
energy could cause injury
10

Who Lockout / Tag-out
Affected employees –people who
use machines or equipment on
which servicing is performed under
lockout / tag- out.
Other employees –people who
work in the area of locked out
machinery or equipment.
Authorized employees –people who lock or tag-out machines
or equipment to perform servicing.

Six Steps Lockout Procedures
1. Notify
Employees
(the reason there for)
2. Shutdown
Equipment
(depress stop button,
open toggle switch)
3. Isolate
Energy
(from the equipment)
4. Attach
Lockout
Device
5. Release
Stored Energy
6. Verify
Lockout
Service &
Maintenance

Injuries that happened without Lock Out / Tag-Out
From machinery:
- Deep cuts and gashes
- Crushing injuries
- Amputations
All of these can be fatal when severe!
Electrocution from live parts, Scalding from steam or hot liquids,
Chemical burns or poisoning

Provide a clean, efficient,
and safe work
environment.
Enable you to identify
conditions that lead to
unexpected breakdowns.
The goal is to:
Step #2 Cleaning is Inspecting
(Action to address Dust and Dirt)
Example: Broken components, fluid leaks, air leaks, etc.
FOLLOW
Gemencheh Granite Sdn. Bhd.'s posts

Cleaning is Inspecting
(Action to address Dust and Dirt)
Q: Do you hand wash your Car or send it to a Car
wash?

Clean to Inspect, Inspect to Detect, Detect to Correct,
Correct to Perfect
Use the same theory as you would for washing your
car: “Hand Clean vs Car Wash”
Everyone
from the
team gets
Involved!

41
Step #3
The goal is to:
Add signs, markings, and other
visual devices so that normal and
abnormal operating conditions
are obvious to anyone at a
glance.
Enhance the cleaning is
inspecting process by identifying
correct locations for stored items
and tools, and correct quantities
of consumables.
 Allow for easy
identification of safety,
quality, environmental, and
process abnormalities.

42
Abnormal? Unknown? Normal?
How would you know what the
normal operating range is?
How would you know if there
were problems developing?
Step #3 Visual Management for Autonomous Inspection

43
The goal is to:
 Add Signs, Arrows, and other
Visual Caption so that
Product Quantity, Location
and Flow are obvious and
able to attract anyone at a
glance.
 Enhance the retrieval of Parts
by identifying Specific
location at a logical space for
items to be stored.
 Allow for fast Visual
identification of actual
physical quantity of parts.

45
Lubrication (Yellow)
Air/Vacuum (Blue)
Hydraulic (White)
Water (Green)
Electrical (Red)
Lockout/Tag/Tryout (Orange and Black)
Inspection Checkpoints (White and Black)3
INSPECTION POINT
AIR PRESSURE
80-100 psi
#1
Main Air Supply
LOCKOUT
Work place Organization Standards - Color Coding

46
Step #4
The goal is to:
Provide guidance in
identifying and
developing lubrication
requirements, routes,
and visual cues for the
proper lubrication of
equipment.

Why are we concerned about equipment
lubrication?
*Many moving parts
are not lubricated
*Many components are
over lubricated
*Lubricants already in
components are
contaminated
Failures
Components
Resources
Quality
28
Step #4 Equipment Lubrication

49
70% of all mechanical
equipment failures are a
result of improper
lubrication.
Too much lubricant is as bad as too little
S
S
S
S
S
Equipment Lubrication
S
S
S
S
S

50
Example: Bearing Block Lubrication
This picture shows
lubrication to only one side
of bearing.
Before After
This picture shows the additional
grease fitting, so lubrication can
be done on both sides

51
Step #5
The goal is to:
Identify all sources of
energy.
Provide a process to
manage energy costs
switching off machines
to conserve energy
when it is not required.
e

The Energy commonly used
S Water  Electricity
 Natural gas Hydraulics
 People
 Air/Pneumatic
Inert gases
Gravity
Step #5 Energy Awareness

Hazardous Energy Source Examples
Electricity – live or stored
Live electrical lines, Electrical
capacitors, Lasers
Moving machinery parts
Engines that move machinery
parts, Hydraulic lifts, Pneumatic
(air pressure) lines, Pressurized
water lines, Springs

Any other active or
stored energy sources
that could harm a worker.
Hazardous Energy Source Examples
Stored heat (steam lines or hot liquids). Hazardous chemicals
in pipelines under pressure or force of gravity.

What is an energy-isolating device?
An electrical circuit breaker,
A device that physically prevents transmission or release of
energy such as:
A machine block,
A pipeline valve,
Anything else that positively
blocks or isolates energy.
12

56
Step #6
The goal is to:
 Permanently eliminate
sources of contamination in
order to keep equipment
clean and damage free.
 Simplify equipment for easy
and safe cleaning and
inspecting of places that are
hard to clean, inspect,
lubricate, and adjust.

57
Source of Contamination
Step #6 Eliminating sources of Contamination

58
Hydraulic Tubes
( Example of two tubes rubbing together)
Step #6 Eliminating sources of Contamination

Develop an A.M. Program for Operators.
Re access maintenance activities, gather data and
validate info for A.M. Checklist.
(Take Pictures before on Kaizen Action Sheet Form.)
Create a DAILY Autonomous Maintenance Checklist.
(Use Visual Roadmap / logout tag-out procedures / TPM
Board )
Operators routine cleaning and inspection will help stabilize
conditions and stop accelerated deterioration.)
Step 7: Full implementation of Autonomous Maintenance
using AM Check List & updating TPM board

ACTIVITY
Analyze the existing conditions and set goals that are
smart, use S. M. A. R. T. goal setting.
(Gather Info for AM checklist)
AM Check List Exercise
Are the following
identified?
-Safety Hazards
-Lockout Points
-Lubrication Points
-Inspection Points
-E-Stop Procedures
-Start up/Shut Down
Procedures
Step 7: Full implementation AM Check List & TPM board

Goal Setting, S M A R T
HOW ?
Know exactly what you want to
accomplish.
How will you know you met your
goal?
Ensure your goal is not too far to
reach but far enough to be
challenging.
Link goal to something
important to and that inspire you
When do you want your goal to
be met?

The principle of designing the maintenance of
Equipment in the prevention of breakdown.
Early equipment
management program
can be applied to new
Products and new
Equipment and also
existing Machines.

Workshop Purpose:
 To ensure Equipment is in
operational condition through
routine inspection of parameters
before start of operation.
 To trigger abnormality before
damage occur.
 To identify Inspection points with
Visual Management for ease of
Inspection using AM Check List.
Develop an Equipment Management Program

 Audit, Review & Externalize Inspection Activities
from Equipment Manual to Autonomous
Maintenance
 Put in place TPM Board with Inspection Points &
AM Checklist with Visual Management,
supporting PM Implementation.
Identify routine Inspection Activities from
Equipment Manual to develop AM Checklist
for AM Inspection & TPM Board.
Noon

Noon
Log Out / Tag Out on Machine.
Actual Cleaning and Inspection
of Machine to externalize to
Autonomous Maintenance.
(reference Clean & Inspection
Checklist for Production Machine)
Record all problems found during Clean and Inspect to discuss
and address on KAIZEN Action Sheet.

TPM Board & AM Checklist with Visual
Management Implementation.
TPM Board,
AM Checklist,
Road Map
New products must be designed so that they can
be easily produced on new or existing machines
New machines must be designed for easier
operations, changeover and maintenance.

Team D Suggested Layout of I nform ation Board
Suggested Layout of Information Board
• Board measures 36X48 mounted -- 40 to 48 inches from the floor
• Attach Consumables list to TPM cabinet door
• Lockout instructions & map to be located on main electrical cabinet (not on TPM Board)
Lube Critical
Cleaning
Route Map
Problem and
Component
Codes
MSS Equipment
Problem Log Sheet
(S.R. Record)
OEE Weekly
Summary Sheet
(if Available)
P.M. Schedule
List of persons
responsible for
updating each item on
this board
TPM Information Board
Machine OperatorMachine Name
Operators’ Name(s)
Instructions for
Lube & Critical
Cleaning
Any Single Point
Lesson place
behind these
instructions TPM Management
Walk-through
Checklist
Small Group
Activity
Improvement
Items (form)
Start-up/Shutdown
Process Map on Back
Team D Note:
Board construction wood
with cork facing or magnetic
Operator Sign-off
Sheet (daily)

DAILY AUTONOMOUS MAINTENANCE CHECKLIST Week:
(Performed by Production) Date:
Waterjet
STEP INSPECTION ITEM/S
CONDI
TION/
READI
NG CHECK BY ACM No SHIFT REMARKS
Record
Actual (Initiate) D,S,N (Actions taken)
M T W T F S S
Verified by : …………………………. Page 2/3
(Area Manager) file:TPM1 rev c
Date :…………………………..

WATERJET
STEP INSPECTION ITEM/S
COND
ITION/
READ
ING
CHECK
BY
ACM
No SHIFT REMARKS
(Indica
te
Actual
) (Initiate) D,S,N (Actions taken)
M T W T F S S
1 Robotic panel and computer
Switch on the robotic panel and computer
_Check weather the robotic panel and computer
working properly or not ;
Normal - window screen appear (/)
Abnormal - Call IS technician if the computer screen
not appear (M)
2 Waterjet abrasive bulk
_Check abrasive filter
Normal - (/)
Abnormal - filter damaged (inform Technician) (D)
_Top-up abrasive before start trimming process
Standard 2 bags / shift
_Use vibrator to filter in abrasive into the bulk
_Open compress air valve and open release valve
at a same time.
_Check air regulator
Normal - 4 bar (/)
Verified by : …………………………. Page 1/3
(Area Manager) file:TPM1 rev B
Date :…………………………..

Waterjet Pool
Tank
water jet
softerner
Pan
el
PC Monitor
S# 1
S# 1
POU
Working
Table
S#2
Abrasive bulk
tranfer tank
Electrical panel
Intensifier pump
Robotic control cabinate
Main Compress air valve
Water inlet valve no1
Water inlet valve
no2
Incoming
Production
Parts
Problem carts
Incoming
Production
Parts
Plywood
Working
Table
Outgoing
Production
Parts
Waterjet Road Map

Next Training
Workshop Activity?
Set up Maintenance &
Engineering Team for
a Planned Maintenance
Program of TPM.

Set up plans and schedules to
carry out work on equipment
before it breaks down, in order to
extend the life of the equipment
Include Preventive and Predictive
Maintenance
Include management of spare
parts and tools

Equipment
Maintenance
Equipment /Tool Maintenance
The goal is to:
• Have a routine schedule of activities
for maintaining the asset in a highly
reliable condition.
• Combine all the processes and tasks
developed in previous modules
relating to maintenance of the
equipment. Ensure PMs are current.
If PMs are not available, create them
for this equipment.
Section B
36

Have a routine schedule of
activities for maintaining the asset
in a highly reliable condition.
Pull together all the processes
and tasks developed in previous
modules relating to maintenance
of the equipment. Ensure PMs
are up to date. If PMs are not
available, they should be created
for this equipment.
Equipment
Maintenance
 Work with Reliability Team to
install condition-based
monitoring devices.
The goal is to:

The goal is to:
Develop a list of consumable
items needed for the routine
maintenance of your
equipment. Have a Parts
Change History record.
Establish minimum and
maximum quantities, identify
standard storage locations at
point of use, and apply visual
management.
Consumables

Parts changed history for each machine/equipment
( source of data: finance department based on PO for period from Jan 02 to 29 Jun 04)
Equipment Name:
Asset No.:
Location:
Data of purchase:
Date Part change
Part no. Description RM/unit qty changed Total RM
Consumables
How to keep an effective and useful
equipment history

Critical Consumerable Spares Re-stocking Plan Date:31-May-06
( Source of data: Spare parts changed from Jan 04 to May 06 based on
Avialability vs Lead time)
Equipment Name: Gerber Kit cut
Asset No:
No Part Part Source & Unit Price
Lead
Time
Stock
Level
Name Number Contact NUmber (US$) (Days)
Curren
t Min Max
1Theta axis pulley CR2-033 1 2
2Theta motor A-CR2-194 1 2
3Linear bearing CR2-053 1 2
4Keypad CR2-044 1 2
5Galil mation control card DMC-1040 1 2
6Amplifier icon card A-CB2-110 1 2
7Y axis inter connect card CR2-041 1 2
8X Y axis motor A-CR2-193 1 2

Components of a Well-organized P/PdM Program
 Equipment inventory/numbering system
 Critical Spare parts inventory/forecast
 Sequence of tasks (PM and PdM routes)
Example
Critical
Spare List
Critical spares for water jet cutter machine
Item P/N
1Hi pressure seal kit 001198-1
2Low pressure seal kit 010641-1
3
Mixing
tube
010460-40-
30
4Orifice assembly 014201-10
5Repair kit on/off valve 010200-1
6Swivel assy single axis 010140-1
7Cutting head assy
8Repair kit 3/8 swivel 007117-1
9Pressure valve control

How to Implement Maintenance TPM -3P
(Plan, Preventive & Predictive)
Review Maintenance TPM
-Analyze existing Equipment condition and
set SMART goals.(Choose 1 Equipment first).
Example:-………………………………
Revisit Preventive Maintenance Checklist &
effectiveness of Execution.
TPM kick-off.. & TPM Board
12 Steps to TPM Installation (after step 8 )

 Elements of PdM (mechanical
and electrical)
 Equipment condition
monitoring
 Predicting potential equipment
breakdowns or to avoid
expensive repairs
3P Maintenance TPM (Plan, Preventive &
Predictive Maintenance)
Predictive Maintenance Techniques, Applications,
and Instrumentation covers;

 Starting with a PdM base line
(History of Failure)
 Retighten PM Schedule to
include PdM
 Combining PdM with PM for
greatest overall effect and
least cost Organizational
requirements
Predictive Maintenance (PdM) Implementation
Getting Organized for PdM &Planning for PdM,
the preparatory steps;

On existing machines:
Analyze historical records for
trends of types of failures
frequency of component failures
root causes of failures
Determine how to eliminate the problem and
reduce maintenance through an equipment
design change or by changing the process

 Vibration analysis/monitoring
 Shock pulse method
 Spectrographic oil analysis
 Ferrographic particle analysis
 Thermography/temperature
measurement
 Non-destructive testing (NDT)
 Ultrasonic testing and more
Specific PdM Techniques and Applications

Call for vibration check when
Hour Meter reads 250
Pull Bearing Packs and Inspect
when Hour meter reads 4000
Call for oil analysis when
Hour Meter reads 2000
216
93
1394
Spindle #1
Servos
Power On
Hrs
Hrs
Hrs
Example: Condition-based monitoring devices.

Raise the level of inspection for Operators
through Small Group Activities (SGA) and start
focusing on attacking the Six Big Losses of
Production as a baseline.
Maintenance to Train
Operators on Basic:
*Pneumatics
*Hydraulics
*Electrical Systems
*Drive systems
*Machine Specific Training

Sustaining and Continuous Improvement
Form and Sustain Small Group Activities
All remaining tags have been completed
Eliminate or localize any remaining sources of
contamination
Make “Cleaning is Inspecting” easier and faster
Ensure compliance with standards and processes
Ensure management walk-through/audit is being followed
Section BIncrease skills of production and maintenance personnel

Raise inspection and
restoration skill levels
Review and improve
Cleaning is Inspecting and
Lubrication Standards
Strengthen Routine Maintenance
Enhance visual controls
Ensure operators and maintenance are creating
Single Point Lessons

Standardization
Section B
42
Maintain effective
Autonomous Maintenance
Maintain effective
autonomous SGA
Integrate proactive
quality maintenance
Review roles of operator Improvements and standardization
of work.

2018/8/16 90
Pneumatic systems
Hydraulic Systems
Electrical Systems
Drive Systems
Maintenance Training For Maintenance group
should then focus on Advanced:
Machine Specific Training
Skill Specific Training

2018/8/16 91
Single Point Lessons let you quickly (ten minutes or
less) communicate key points on any subject either
verbally or visually.
You can augment
your lesson with
visual support if
appropriate.

Suggested topics for lessons include, though not
limited to:
A well prepared Single Point Lesson stands alone, and can be
delivered by anyone who feels comfortable doing so, whether
or not they are a subject matter expert.
A specific maintenance procedure
An inspection task for Quality
Control
A detail of a safety check
An office procedure, such as record
keeping for AM

Promote all the 6 Steps to full Autonomous Maintenance
and Strive to meet zero failures and
zero defects while maintaining
a proactive attitude.
Step 1: Autonomous Maintenance Workshop(8 elements)
Step 2: Sustaining and Continuous Improvement
Step 3: Higher level of inspection
Step 4: Strengthen Routine Maintenance
Step 5: Standardization
Step 6: Autonomous Maintenance
27

 How to Develop and Install a Good PM System
-Do Dot Visual Master Plan & TPM Board
 Maximizing Equipment Utilization
–Attacking the 6 Big loses
 Engineering TPM Kaizen
-Improvement Projects to address risk of breakdown
- 10 Steps to Improvement Action Plan
timothywooi2@gmail.com
Workshop Activities
Develop an Early Equipment Management Program

How to Develop and Install a Good PM System
timothywooi2@gmail.com
Do Dot Visual Master Plan
&
TPM Board
Develop an Early Equipment Mgmt Program

Team D Suggested Layout of I nform ation Board
Suggested Layout of Information Board
• Board measures 36X48 mounted -- 40 to 48 inches from the floor
• Attach Consumables list to TPM cabinet door
• Lockout instructions & map to be located on main electrical cabinet (not on TPM Board)
Lube Critical
Cleaning
Route Map
Problem and
Component
Codes
MSS Equipment
Problem Log Sheet
(S.R. Record)
OEE Weekly
Summary Sheet
(if Available)
P.M. Schedule
List of persons
responsible for
updating each item on
this board
TPM Information Board
Machine OperatorMachine Name
Operators’ Name(s)
Instructions for
Lube & Critical
Cleaning
Any Single Point
Lesson place
behind these
instructions TPM Management
Walk-through
Checklist
Small Group
Activity
Improvement
Items (form)
Start-up/Shutdown
Process Map on Back
Team D Note:
Board construction wood
with cork facing or magnetic
Operator Sign-off
Sheet (daily)
Develop an Early Equipment Mgmt Program

STAGE D – INSTITUTIONALISED
By all there activities one would has reached maturity
stage. Now is the time for applying for PM award.
Also think of challenging
level to which you can
take this movement.

 Quality & Kaizen Overview
Quality Improvement Action Plan
 Engineering TPM Kaizen
-Improvement Projects to
address risk of breakdown
 Maximizing Equipment
Utilization
After Maintenance Workshop
STAGE D – INSTITUTIONALISE

Team Charter/ formation and TPM kick-off
(Kaizen Objective & Scope Form)
Focus Kaizen -Workshop Charter
(Autonomous Maintenance Improvement)
Focus Kaizen -Team Charter
Workshop Activity

Team Members :
Sponsor : ___________________
Project Facilitator (TPM Support) : Timothy Wooi
Team Leader : ______________ (Dept)
Co-Leader : __________________ ( Dept)
Members:
1. _________________________ ( Dept)
2. _________________________ ( Dept)
3. _________________________ ( Dept)
4. _________________________ ( Dept)
5. _________________________ ( Dept)
6. _________________________ ( Dept)
7. _________________________ ( Dept)
8. _________________________ ( Dept)
Key Interdependencies
1. Production 2, Planning 3. Engineering
[100]
Sample of Focus Kaizen –Team Charter
Background/Core issues:
The current stage of Daily and Weekly
maintenance are executed but not up to
mark. There are many difficulties to do a
good jobs to upkeep the machine at good
condition. Amount the common complaints
are time constraint and discipline to
conduct routine maintenance tasks.
The current audit of the machine condition
show many potential of improvement. The
reoccurrence of printing quality problems
and pressure from keeping up with
production schedule even at low demand
period required the team to re-examine the
current approach of the daily & routine
maintenance.

Focus Kaizen Objectives :
To improve the current Daily & Weekly Cleaning and Autonomous Maintenance
methodology
To make/impart awareness on Autonomous Maintenance.
[101]
Scope
 Target : Machine ?
 Include: Daily & Weekly Cleaning
Routine Maintenance, all area within the
machine boundary (white mark)
 Exclude: Monthly Planned Maintenance
(major Service, Overhaul), Predictive
Maintenance, Break Down repair.
Kaizen Techniques involved:-
5S,
Visual Management,
Autonomous
Maintenance
Autonomous Maintenance Improvement
Focus Kaizen -Workshop Charter

2018/8/16 102
Gradual, unending
improvement, doing
“little things” better
every day, setting and
achieving ever higher
standards
Engineering TPM (Kaizen)
-Improvement Projects to address risk of breakdown

3.Conditions Required for TPM
TPM is a paradigm shift that focuses everyone
in the organization toward improved
equipment effectiveness.
TPM is not a short-
term fix, but a
never-ending
journey that drives
the plant toward
world-class
performance.

3. Conditions Required for TPM
A manager that does not spend 20%
of their time involved in TPM is only
offering lip service
Tokutaro Suzuki
Vice Chairman, Japanese
Institute of Plant Maintenance

6 Steps to implement full Autonomous
Maintenance
Step 1: Autonomous Maintenance Workshop(8 elements)
Step 2: Sustaining and Continuous Improvement
Step 3: Higher level of inspection
Step 4: Strengthen Routine Maintenance
Step 5: Standardization
Step 6: Autonomous Maintenance
27
4.TPM Strategy

4.TPM Strategy
4.TPM Strategy
 Increase (OEE)
 Improve existing
planned maintenance
systems
 The operator is the
best condition monitor
 Provide training to upgrade operations and maintenance skills
 Involve everyone and utilize cross-functional teamwork

5.TPM Tools
What tools in lean do we have that ensure
machine reliability, high production capacity,
and also ensure that
the workplace and
machines are not dirty
and oily so that we do
not have quality
defects and equipment
failures?

3P Maintenance TPM (Plan, Preventive &
Predictive Maintenance) Management.
Typical Team members
*five to seven operators
*a maintenance person
*a technical expert
Tools
*Pareto
*Cause & effect
*Root cause
*Methods Analysis
5.TPM Tools

SUSTAINABLE IMPROVEMENT
One of the greatest challenges at any company is
how to achieve sustainable improvement.
This includes both
a) achieving short-term
success and
b) maintaining that
success over the long-
term.
Engaging employees is important for both short-
term and long-term success of initiatives.
6.Setback of TPM Implementation

A powerful technique for engaging employees is creating a
shared vision of “improved” state of the company, – outlining
how it will benefit employees.
This will create a strong,
broad-ranging motivation to
succeed. Another technique
is recognizing and
rewarding desired behavior.
In the context of TPM, this may include providing a monthly
rotating trophy for the Best 5S Area or awarding gift certificates
each month for the Biggest Kaizen Improvement.
6.Setback of TPM Implementation

For Choosing ITS Management Sdn Bhd
As Your Training Provider
If you have questions or require further assistance
later, please email to:
Itslc98.help@gmail.com
Email Subject: “Attn: Timothy Wooi”
Other inquiries, please email to:
itslc98@gmail.com

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