LEAN Principles - Cabinet Makers Association · 2019. 6. 20. · Source: Japan Institute of Plant Maintenance (JIPM) Equipment Loss Analysis & OEE Overall Equipment Effectiveness

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LEAN Principles


Goal of LEAN

Making your shop more efficientBy making equipment run more often not just faster.

You can make more product by making better use of your time than you can by making things go faster. It’s the Tortoise vs the Hare.


Outline

1. Overview of TPM Total Productive Maintenance

2. OEE Operational Equipment Effectiveness & Equipment Losses.


Todays Shop Challenges• Labor is getting harder to find and more expensive.

• Training good people is time consuming.

• New Equipment is expensive.

• Floor space is precious and short in supply.

We all need to utilize what we have better vs getting more machines and hiring more people to run it.

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Session 1:

Overview of TPM


What is TPM?Total Productive Maintenance (TPM) is a method

to achieve maximum equipment effectiveness through employee involvement

Management + Operators + Maintenance

Overview of TPM


Machine failures have many hidden causesOverview of TPM

$$$$$$Failure$$$$$

Loosening

Contamination

CorrosionLeaks

FlawsDeformation

VibrationCracks

Backlash

ImproperTemperature

Wear

LessVisible

VisibleFailure is what we see but is only the tip of the iceberg

Failure is what we see but is only the tip of the iceberg

Minor machine defects are

generally unnoticed but are the cause of almost all machine

failures

Minor machine defects are

generally unnoticed but are the cause of almost all machine

failures

Failures are more expensive than

maintenance


Failures Mean $$$

• Lost productive time $$

• Leads to shortages down stream in the manufacturing process

• Employee expense from inflicted downtime.

• Late delivery or overtime costs $

Overview of TPM


TPM is a Paradigm ShiftOverview of TPM

Old Attitude TPM Attitude

I use I maintain &I fix

We maintain

Maintenance Operator MaintenanceOperator


TPM Approach

• Preventing breakdowns

• Modifying equipment to prevent breakdowns and make maintenance easier

• Being prepared for common equipment failures.

• Have the parts on hand and the skills to make repairs as needed.

Overview of TPM


TPM Benefits

• Increased equipment uptime

• Increased plant capacity

• Lower maintenance and production costs

• Lower defects

• Enhanced job satisfaction

Overview of TPM


Session 2:

Key Tools for TPMTPM is about the most effective way a machine can operate than it is just making sure the machine works.


Small Group Activities: Problem-solving Process

Define the Problem

Collect Data Identify theRoot Causes

ImplementCountermeasures

Evaluate &Follow Up

AB DEC F

Key TPM Tools


Quantity of Ideas

“The only way to have a

good idea is to have a lot

of ideas.”~ Winston Churchill

Key TPM Tools

Take advantage of operator experience!


3 Purposes of One-Point Lesson

1. To help sharpen equipment-related knowledge and skills and communicate information about specific problems and improvement

2. To share important information easily when it is needed

3. To improve the performance of the entire team

Key TPM Tools


Philosophy of One-Point Lesson

1. Develop and research lessons yourselves

2. Make up your own lesson sheets

3. Explain them to all team members

4. Discuss them openly on the shop floor

5. Improve them

These Help others Learn about equipment behavior and how best to overcome these characteristics.

Key TPM Tools


One-Point Lessons as a Cascading Training Tool

Team members are responsible for training each other

Team members are responsible for training each other

Teaching promotes effective leadership and accountabilityTeaching promotes effective

leadership and accountability

One-point lessons – a teaching tool that is short and to the pointOne-point lessons – a teaching

tool that is short and to the point

Follow up to see what has been taught is practiced

Follow up to see what has been taught is practiced

Key TPM Tools


Example: One-Point Lesson

Dept. Manager

Super- visor

Team Leader

Created by

Basic Knowledge

Improvement

ExampleTrouble Cases

Date Executed

Instructor

Trainee

David

Clas

sific

atio

n

Tom

Act

ion

His

tory

Mark Paul

Subj

ect Compressed Air Usage

For Line #1 & 2

TPM One-Point LessonNo.

Date of Creation November, 2010

DL4301

1. Compressed Air may only be used on the Dribbler Scale ONLY

2. Scale Area is currently Hard-To-Reach and may cause variable weight if not cleaned

1

2

Don’t Make A Bigger Mess !!!

One-Point Lesson is a toolwith the following characteristics:

One sheet… To share the results

of autonomous study… For 5-10 minutes

Contents can be knowledge and skills of: Equipment Safety Operation process Task

Key TPM Tools


One Point Lesson

• A one point lesson is one of those things that usually an operator would know about the personality of a machine.• Machines even of the same model and make do

not always have the same performance characteristics.


Guidelines for Developing 1-Point Lessons

1. Each lesson contains only a single theme to be learned

2. Each lesson should fit onto one page

3. Focus of lesson:a. Basic skillb. Equipment problem to be aware ofc. Equipment improvement that has been made

Key TPM Tools


Session 4:

Equipment Loss Analysis & OEE

Make it run more not faster


The Shop floor is Flooded with Losses 1

The shop floor is hindered by significant mistakes made by other departments. They include:

• Sales department Errors in code number, quality, specifications, delivery

date, destination of goods Mistakes detected during production may be corrected Too late if it is discovered at customer’s acceptance

inspection



Typical OEE Measurement

• Availability X Performance X Quality



Availability = Actual Run Time

= 0.76 76% uptime



Performance

, = ,

,= 0.468

= 47%

This is where the most losses are found. Changeovers and idle times between cycles of making a part etc etc….



Quality

Quality

= 0.933 93%



• Availability X Performance X Quality

Example Model 0.76 0.468 X 0.933= 0.33 33%After improving machine process0.76 X 0.86 X 0.933= 0.609 61%



• Improve machine effectiveness by reducing idle times

Previous Example Model 33%

After improving machine process0.76 0.86 X 0.933= 0.609 61%

After eliminating defects0.76 0.86 X 1= 0.653 65%

One station can now make 2X as many parts per day in the same 8 hour day


Introduction to OEE

• OEE (Overall Equipment Effectiveness) is a metric that identifies the percentage of planned production time that is truly productive

• How to understand OEE score?

An OEE score of 100% is perfect production

An OEE score of 85% is world class for discrete manufacturers

An OEE score of 60% is fairly typical for discrete manufacturers

An OEE score of 40% is not uncommon for manufacturers without TPM and/or lean programs

What is your organization’s OEE score?



“World Class” OEE• “Epicore study shows

•



3 Key Components of OEEComponent TPM Goal Type of Productivity Loss

Availability No BreakdownsAvailability takes into account Downtime Loss, which includes all events that stop planned production for an appreciable length of time (typically several minutes or longer)

Performance No Small Stops or Slow Running

Performance takes into account Speed Loss, which includes all factors that cause production to operate at less than the maximum possible speed when running

Quality No DefectsQuality takes into account Quality Loss, which factors out manufactured pieces that do not meet quality standards, including pieces that require rework

OEE Perfect ProductionOEE takes into account all losses (Downtime Loss, Speed Loss, and Quality Loss), resulting in a measure of truly productive manufacturing time


Source: Vorne


Six Big Equipment Losses

Source: Japan Institute of Plant Maintenance (JIPM)


Overall Equipment Effectiveness

Availability

Breakdowns

Setups &Adjustments

Performance

Reduced Speed

Minor Stops & Idling

Quality

Defects & Rework

Startup & Yield Loss

Six Big Losses

Conveyors Transport Automatic welders

Presses Paint processesMolding machines

Machine tools Presses

Transfer devices Sensors Automated assembly

Grinding Presses Seam welding

Raw material Components Fuel

Frequent Sites


Visualizing OEE & the Six Big LossesPlant Not Open

Setup & Adjustments

Breakdown

Minor Stops

Reduced Speed

Production Rejects

Startup Rejects

Fully Productive Time

Production Not Scheduled

Plan

t Ope

ratin

g Ti

me

Qua

lity

Loss

Fully

Pro

duct

ive

Tim

e

Spee

d Lo

ssN

et O

pera

ting

Tim

e

Dow

ntim

eLo

ssO

pera

ting

Tim

e

Plan

ned

Shut

dow

nPl

anne

d Pr

oduc

tion

Tim

e

Tota

l Tim

e

Tota

l Los

ses

Six

Maj

or L

osse

sAvailability

Performance

Quality

X

X

= OEE

Cap

acity

Loss

esPe

rfec

t Pro

duct

ion

Source: Adapted from OptimumFX

Effic

ienc

y

OEE

/Util

izat

ion

Ass

et U

tiliz

atio

n



Equipment Losses & OEE Six Big Losses

Dow

ntim

eLo

sses

Qual

ityLo

sses

Spee

dLo

sses

Fully Productive Time

Net Operating Time

Planned Production Time

Operating Time

Equipment

Average total operating loss30-50%

Breakdowns

Setups & Adjustments

Reduced Speed

Minor Stops & Idling

Defects & Rework

Startup & Yield Loss

Breakdowns per machine (stopped longer than 10 mins) – less than once a month

Setup/adjustment time – less than 10 mins

Achieve ideal cycle times (design speed); increase 15% or more

Minor stoppages and idling per machine – under 10 mins

Rate (including products to be reworked) – less than 0.1%

Startup yield – 99% or more of lot

Ideal Cycle Time x Total PcsOperating Time

Good PiecesTotal Pieces

Operating TimePlanned Production Time

Availability

Quality

Performance

Greater than 90%

Throughput process- Greater than 99%

Greater than 95%

OEE Factors

OEE = Availability x Performance x QualitySource: Adapted from ‘TPM for Supervisors’, Productivity Press Development Team



Improvement Goals for the 6 Big LossesType of Loss Goal Explanation

1. Breakdowns 0 Should be zero for all equipment

2. Setups and adjustments minimize As short as possible; less than 10 mins with zero adjustments

3. Reduced speed 0 Should match or – with improvements –exceed equipment specifications

4. Minor stoppages 0 Should be zero for all equipment

5. Defects and rework 0 Extent may vary, but goal should be expressed in parts per million (ppm)

6. Startup loss minimize


Source: TPM for Every Operator, Productivity Press Development Team


Breakdown Losses

• Largest of the 6 major equipment losses• Caused by equipment defects which require any kind of

repair. Examples: Tooling failures

Unplanned maintenance

General breakdowns

Equipment failure

• Losses consist of downtime with labor and spare parts required to fix the equipment• Magnitude is measured by downtime

Availability


Setup & Adjustment Losses

• Caused by changes in operating conditions, e.g. beginning of production runs or start-up at each shift, changes in products and conditions of operation• These losses consist of setup (equipment

changeovers, exchanges of dies, jig and tools), start-up, and adjustment• Magnitude is measured in downtime

Availability


Minor Stoppage Losses

• Caused by events such as machine halting, jamming, idling, misfeeds, blocked sensors, etc.• Generally, these losses cannot be recorded

automatically without suitable instruments• Formula: Losses = 100% - Performance Rate• Many companies regard such minor stoppages

as breakdowns in order to emphasize their importance, even though no damage has occurred to the equipment

Performance


Quality Defect & Rework Losses

• Caused by off-specification or defective products Rework

Scrap

• Losses consist of labor required to rework the products and the cost of the material to be scrapped• Measured by the ratio of quality products to total

production• Sometimes designated as “quality defects in process” in

order to distinguish from defective products during start-up and adjustment operations

Quality


Start-up (Yield) Losses

• Caused by unused or wasted raw materials• Exemplified by quantity of rejects, scraps, chips,

etc.• Yield losses are divided into two groups Raw material losses resulting from product designs,

manufacturing methods and equipment restrictions Adjustment losses resulting from quality defects

associated with commencement of work, changeover, etc. Includes setup and adjustment losses plus yield losses, in terms of both time and material losses

Quality


Strategies for Zero Breakdowns

• Restore equipment• Maintain basic equipment

conditions• Adhere to standard operating

procedures• Improve operator maintenance

skills• Don’t stop at quick fixes• Correct design weaknesses• Study breakdowns relentlessly



Preventive Maintenance?

• Daily maintenance to prevent deterioration

• Inspections to measure deterioration

• Regular operating checkups

• Early treatment to correct the defects of deterioration

Planned Maintenance


Scheduled Maintenance

Scheduled Maintenance

Corrective Maintenance

Breakdown Maintenance

Maintenance Prevention

Reactive Proactive

The goal is to get to Scheduled Maintenance

Planned Maintenance


Focused Improvement

• Aims at reducing losses in the workplace that affect efficiencies

• Make continuous improvements in small steps

• Uses a special event approach that focuses on improvements associated with machines and is linked to the application of TPM

Focused Improvement


Objective: To achieve regular, incremental improvements in equipment operation by small groups

of employees working together proactively so as to continually improve OEE performance

Objective: To achieve regular, incremental improvements in equipment operation by small groups

of employees working together proactively so as to continually improve OEE performance

Focused Improvement

• Benefits Recurring problems are identified and resolved by

cross-functional teams Combines the collective talents of a company to

create an engine for continuous improvement

Focused Improvement


Quick Changeover: Basic SMED Principles

• Identify internal vs. external changeover tasks• Analyze each task’s real

purpose and function• Focus on no/low cost

solutions• Aim to eliminate

changeover time

Focused Improvement


No/Low Cost Solution: One-Motion Methods

Cam Method

Quick Changeover - Examples

Wing Nut Method

Pear-Shaped Hole MethodTighten Here

Attach and Remove Here

Focused Improvement


Quality Maintenance

• Policy Defect free conditions and control of equipments QM activities to support quality assurance Focus of prevention of defects at source Focus on poka-yoke (mistake proofing) In-line detection and segregation of defects Effective implementation of operator quality assurance

Quality Maintenance


Path To Excellence

• The path can be overwhelming • Take each step one at a time.• Start with small incremental improvements• And measure measure measure! You cant

improve what you don’t measure• Use information to drive change and

improvements as well as investments in process.• Don’t waste time and money with no return


CONTACT INFORMATION:Eric CiampoliECIC Consulting Inc.

Cell:[email protected]

Documents

LEAN Principles - Cabinet Makers Association · 2019. 6. 20. · Source: Japan Institute of Plant Maintenance (JIPM) Equipment Loss Analysis & OEE Overall Equipment Effectiveness