• Laura Dietrich: Maintenance Manger

• Antoinette Lockett: Plant Manger• Waseem Manzoor: Quality Manger• Xiaoyan Liu: Production Manger

Meeting AgendaI. Understanding Downtime -GroupII. Major Losses of TPM -Antoinette Lockett

I. Planned Downtime Losses -Xiaoyan LiuII. Unplanned Downtime Losses -Laura DietrichIII. Reduce Speed Losses-IV. Poor Quality Losses -Waseem Manzoor

III. 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

Meeting Agenda Cont.

I. TPM-8 Pillars-Laura DietrichII. Kick off TPM

I. 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 Dietrich

III. Overall Equipment EfficiencyI. What is OEE-Xiaoyan Liu

II. OEE Factors-Xiayon LiuIII. Calculating OEE-Waseem Manzoor

IV. TPM Benefits-Xiaoyan Liu

Understanding

Downtime

MAJOR LOSSES

Planned Downtime losses

• Start-ups• shift changes• coffee and lunch breaks• planned maintenance shutdowns

Unplanned Downtime Losses

• Equipment breakdown

• Changeovers• Lack of material

Reduced Speed Losses

• Idling and minor stoppages• Slow-downs

Poor Quality Losses

• Process non-conformities

• Scrap

TPM

What is Total Productive Maintenance?

• TPM is a plant improvement methodology which enables continuous and rapid improvement of the manufacturing process through use of employee involvement, employee empowerment, and closed-loop measurement of results

• TOTAL = All encompassing by maintenance and production individuals working together

• PRODUCTIVE = Production goods and services that meet or exceed customers’ expectations

• MAINTENANCE = Keeping equipment and plant in as good as or better than the original conditions at all times

Breakdown of TPM

TPM - History

• Productive maintenance (PM) originated in the U.S. in late 1940’s & early 1950’s

• Japanese companies modified and enhanced it to fit the Japanese industrial environment

• The first use the term TPM was in 1961 by Nippondenso, a Japanese auto components manufacturer

• Seiichi Nakajima – head of JIPM, one of the earliest proponents, known as the Father of TPM

TPM - Evolution

• Breakdown maintenance• Preventive maintenance (PM)• Productive maintenance• Total productive maintenance

Goals of TPM

1. Aims at getting the most effective use of equipment

2. Builds a comprehensive PM system3. Brings together people from all

departments concerned with equipment4. Requires the support and cooperation of

everyone from top managers down5. Promotes and implements PM activities

based on autonomous small group activities.

6. Maintaining Equipment for life7. Encouraging input from all employees8. Using teams for continuous improvement

Three Principles of Prevention

• Maintenance of normal conditions• Early discovery of abnormalities• Prompt response

TPM 8 PILLARS

PILLARS OF TPM

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Kick off TPM

Launching TPM- Preparatory Stage

• Announce top management’s decision to introduce TPM

• Launch an educational campaign to introduce TPM

• Create an organizational structure to promote TPM

• Establish basic policies• Form a master plan for

implementing TPM

Launching TPM- Preliminary Implementation

• Improve the effectiveness of each critical piece of equipment

• Set up and implement autonomous maintenance

• Establish a planned maintenance system in the maintenance department

• Provide training to improve operator and maintenance skills

• Develop an early equipment management program

Launching TPM- TPM Implementation

• Perfect TPM implementation and raise TPM levels

Launching TPM- Stabilization

Eliminating Equipment Losses

Improvement Goals for Chronic Losses

OEE

What is OEE

• OEE (overall equipment efficiency) is a “best practices” way to monitor and improve the efficiency of your manufacturing processes – machines– manufacturing cells– assembly lines

OEE Factors

• Plant Operating Time• Planned production time

– planned downtime ie. breaks

• Availability– downtime losses

• Performance– Speed losses

• Quality– Quality losses

World Class OEE

OEE Factor World Class

Availability 90.0%

Performance 95.0%

Quality 99.9 %

OEE 85.0%

Calculating OEE

• Availability = Operating time/planned production

• Performance = Ideal Cycle Time / Total Pieces or(total pieces / Operating time)/Ideal Run time

• Quality = Good Pieces / Total Pieces• OEE = Availability X Performance X

Quality

Example OEE Calculation

I tem DataShif t length 8 hrs = 480 min.

Short Breaks 2@ 15 min. = 30 min

Meal Break 1 @ 30 min = 30 min

Down Time 47 min

I deal Run Time 60 pieces per min

Total Pieces 19,271 pieces

Reject Pieces 423 pieces

Availability = Operating time Planned production time

• = 373 minutes / 420 minutes• = 0.8881 (88.81%)

Performance =

(Total pieces /Operating time) Ideal Run Time

• = (19,271 pieces/373 minutes)/60 pieces per minute

• = 0.8611 (86.11%)

Quality =

Good PiecesTotal Pieces

• = 18,848 / 19,271 pieces• = 0.9780 (97.80 %)

OEE =

Availability X Performance X Quality • = 0.8881 X 0.8611 X 0.9780• = 0.7479 (74.79%)

TPM BENIFITS

TPM - Benefits

• Improved equipment eliminates the root cause of defects

• Defects are prevented through planned maintenance

• Preventive maintenance costs are reduced as equipment operators conduct autonomous maintenance

• Improved equipment designs ensure that new equipment naturally produces fewer defects

• Simplified products designs and a redesigned process produce with few defects

• Engineers, technicians and managers are trained in maintenance and quality

TPM - Benefits

(Japanese TPM Prize winners during 1982-1984)

• Equipment failures reduced from 1,000/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)

TPM – Success stories

• USPS Albany, New York: annual save of $86,000; could save $4.5 million if applied nationwide

• Yamato Kogyo Corp., Japan: - productivity up by 130%, - accidents cut by 90%, - defects reduced by 95%, - employee suggestion rate increased

by over 300%