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© Shire Systems Limited
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Maintenance drives Maintenance drives manufacturing performancemanufacturing performance
© Shire Systems Limited
This slideshow will briefly coverThis slideshow will briefly cover……Manufacturing performance is constrained by Manufacturing performance is constrained by the maintenance practices in usethe maintenance practices in use
The evolution of maintenance & manufacturing The evolution of maintenance & manufacturing thought thought –– Breakdown to LeanBreakdown to Lean
5 Pillar TPM (Total Productive Maintenance)5 Pillar TPM (Total Productive Maintenance)
TPM fundamentalsTPM fundamentalsIt’s purpose is to merely place things in context. Further reading is required for an in-depth understanding. You are recommended to read the following:Introduction to TPM - by Seiichi Nakajima (A little gem! The first and the best –– essential reading for every maintenance engineer & production manager)
TPM in Process Industries - editor Tokutaro Suziki (in depth)
© Shire Systems Limited
Manufacturing performance Manufacturing performance is constrained by theis constrained by the
maintenance practices in usemaintenance practices in use
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Manufacturing performance is totally dependent on
maintenance performance
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Manufacturing performance is totally dependent on
maintenance performance
Poor maintenance practices result in unreliable, quality-incapable production equipment, prone to downtime
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Manufacturing performance is totally dependent on
maintenance performance
Poor maintenance practices result in unreliable, quality-incapable production equipment, prone to downtime
Sub quality products with unreliable delivery dates
produced at high cost
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Manufacturing performance is totally dependent on
maintenance performance
A realisation that came late to the
world – and which is still unrecognised or
resisted by many
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Manufacturing performance is totally dependent on
maintenance performance
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Too much of discrete manufacturing still remains
constrained by archaic thinking and methods
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Too much of discrete manufacturing still remains
constrained by archaic thinking and methodsProcess industries have better
practices - because in the 21st
century an unreliable continuous process operation will simply lead to bankruptcy
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
Entrenched attitudes, caution and inertia still
delayed the implementation of best practice in the
process industries - power, petrochem, etc
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
There’s a 10 to 20 year gap between
maintenance leaders and the rest of the
field
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
There’s a 10 to 20 year gap between
maintenance leaders and the rest of the
field…and - as the best are getting better, the worst
remain the same
© Shire Systems Limited
The evolution of maintenance & manufacturing thoughtThe evolution of maintenance & manufacturing thought–– from Breakdown to Leanfrom Breakdown to Lean
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!
Reactive
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!
Reactive
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!
Reactive
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
avoid abuse
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
avoid abuse
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
2 Preventive Maintenance
1960’s
Fixed interval invasive inspections & ‘servicing’
1 1 BreakdownMaintenance
1950’sbreak & fix!
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
- the evolution of maintenance thought
Due to the ‘infant mortality’ effect
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
- the evolution of maintenance thought
Due to the ‘infant mortality’ effect
Bathtub Failure CurveInfant mortality
(early failures following a maintenance intervention)
Failu
res
Time
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
3 Productive Maintenance
avoid abuse
2 Preventive Maintenance
1960’s
avoid maintenance
1970’s
1 1 BreakdownMaintenance
1950’sbreak & fix!
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
3 Productive Maintenance
avoid maintenance
1970’s
If it ain’t broke, don’t fix it!
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
3 Productive Maintenance
avoid maintenance
1970’s
Pursuit of ‘opportunity maintenance’ – minimisation of administrative shutdowns
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
3 Productive Maintenance
avoid maintenance
1970’sToyota Production System evolvesToyota Production System evolvesToyota Production System evolves
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
3 Productive Maintenance
avoid maintenance
1970’sToyota Production System evolvesToyota Production System evolvesToyota Production System evolves
The production system developed by Toyota Motor Corporation to provide best
quality, lowest cost and shortest lead time through the elimination of waste
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
3 Productive Maintenance
avoid maintenance
1970’sToyota Production System evolvesToyota Production System evolvesToyota Production System evolves
Basic philosophy:1. Don’t make things
with defects!2. Don’t make things you
can’t use or sell at once!
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
3 Productive Maintenance
avoid maintenance
1970’sToyota Production System evolvesToyota Production System evolvesToyota Production System evolves
Basic philosophy:1. Don’t make things
with defects!2. Don’t make things you
can’t use or sell at once!
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
- the evolution of maintenance thought
Six Sigma
JIT
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid loss
3 Productive Maintenance
avoid maintenance
1970’s
TPM
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
Avoid the‘Six Big Losses’
- OEE -
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
Avoid the‘Six Big Losses’
- OEE -
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
We’ll get to this later!
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
Applicable to discrete manufacturing –
subsequently adopted by process industries and later general commerce
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid lossRCM arrives on sceneRCM arrives on sceneRCM arrives on scene
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid lossRCM arrives on sceneRCM arrives on sceneRCM arrives on scene
Coincidental, but opportune – especially for process, power generation and high hazard industries,
as well as aviation
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid lossRCM arrives on sceneRCM arrives on sceneRCM arrives on scene
Based on FMEA(Failure Modes & Effects
Analysis)
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid lossRCM arrives on sceneRCM arrives on sceneRCM arrives on scene
Based on FMEA (Failure Modes & Effects
Analysis)
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
The revolutionary reliability aid - first used by USA military in late 40s - then in NASA’s Apollo missions
© Shire Systems Limited
WORLD CLASSMAUFACTURING
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid lossRCM arrives on sceneRCM arrives on sceneRCM arrives on scene
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
© Shire Systems Limited
WORLD CLASSMAUFACTURING
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid loss
5 ‘ Lean ’-QFD & 6 Sigma
1990’s
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
© Shire Systems Limited
WORLD CLASSMAUFACTURING
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
5 ‘ Lean ’-QFD & 6 Sigma
1990’sIn 1990, James Womack in The Machine that Changed the World coined the phrase ‘Lean Manufacture’
1 1 BreakdownMaintenance
1950’sbreak & fix!avoid abuse
2 Preventive Maintenance
1960’s
3 Productive Maintenance
avoid maintenance
1970’s
4 Total Productive Maintenance
1980’s
avoid lossK 401 DAK
- the evolution of maintenance thought
© Shire Systems Limited
WORLD CLASSMAUFACTURING
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid loss
5 ‘ Lean ’-QFD & 6 Sigma
1990’s
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
Quality Function Deployment
© Shire Systems Limited
WORLD CLASSMAUFACTURING
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
1980’s
avoid loss
5 ‘ Lean ’-QFD & 6 Sigma
1990’s
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
- the evolution of maintenance thought
6 Sigma = 3.4 defects per million
‘opportunities’
© Shire Systems Limited
WORLD CLASSMAUFACTURING
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
5 ‘ Lean ’-QFD & 6 Sigma
The rebranding of TPM?
avoid abuse
2 Preventive Maintenance
1960’s1 1 Breakdown
Maintenance1950’sbreak & fix!
3 Productive Maintenance
avoid maintenance
1970’s
4 Total Productive Maintenance
1980’s
avoid loss
- the evolution of maintenance thought
© Shire Systems Limited
Maintenance drives manufacturing performanceMaintenance drives manufacturing performance
WORLD CLASSMAUFACTURING
MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE
4 Total Productive Maintenance
5 ‘ Lean ’-QFD & 6 Sigma
1 1 BreakdownMaintenance
2 Preventive Maintenance
3 Productive Maintenance
- the evolution of maintenance thought
© Shire Systems Limited
TPM – the ‘5 Pillars’
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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1 2 3 4 5
TOTALPRODUCTIVE MAINTENANCE
You need to address them all!
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Ref: Nakajima, 1984
JIPM (Japan Institute of Plant Maintenance)
You need to address them all!
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
there are more…
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
there are more…
6 Quality maintenance7 Safety, Hygiene & Environment8 Office TPM
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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1 2 3 4 5
TOTALPRODUCTIVE MAINTENANCE1
EquipmentFailure/Shutdown
2Production Setup &
Adjustment
3Idling &
Minor Stoppages
4Reduced Speed
5Defects in Production
6Reduced Yield
The 6 BIG Losses
Data is collected on each ‘loss’ …
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
‘OEE’data
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
‘OEE’data
Overall Equipment Effectiveness
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Daily ‘operator’maintenance
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Daily ‘operator’maintenance
PRINCIPLE: A car driver is responsible for his or her car’s condition on a daily basis – checking oil, water, lights, tyres, etc; cleaning it and being sensitive to early signs of potential problems
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
ELI
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TOTALPRODUCTIVE MAINTENANCE
We break – you fix!
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
ZERObreakdowns
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
ELI
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TOTALPRODUCTIVE MAINTENANCE
ZERObreakdowns
Failures that disrupt production
throughput or quality – or service delivery
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Education & training. Problem solving and interpersonal skills -as well as technical
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Education & training. Problem solving and interpersonal skills -as well as technical
TPM is ALL-embracing
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCETPM is a
socio-technical framework
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Assurance of equipment fitness
for purpose
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Assurance of equipment fitness
for purpose
• Engineering Design• Equipment Selection• Manufacture & Construction• Commissioning
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
This is where equipment operability, reliability,
maintainability and (product) quality capability is
fundamentally determined
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
These are the prerequisites of
performance
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
These are the prerequisites of
performance
The Key Success Factors
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Do these properly…
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
Get this…
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© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
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TOTALPRODUCTIVE MAINTENANCE
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© Shire Systems Limited
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when the mutually supportive pillars are not in place,
it takes HUGE effort to achieve acceptable manufacturing
performance
…
© Shire Systems Limited
TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’
TOTAL
PRODUCTIVE MAINTENANCE
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‘EARLY’MANAGEMENT
5AUTONOMOUSMAINTENANCE
2
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© Shire Systems Limited
TPM fundamentals
© Shire Systems Limited
TPM fundamentalsTPM fundamentals
Profits
TPM & OEE can increase production profits directly and dramatically
© Shire Systems Limited
TPM fundamentalsTPM fundamentals
Profits
For little or NO capital spending
TPM & OEE can increase production profits directly and dramatically
© Shire Systems Limited
TPM fundamentalsTPM fundamentals
Profits
For little or NO capital spending
That’s why the Japanese developed it – they had no money!
TPM & OEE can increase production profits directly and dramatically
It’s a management not a technology initiative
© Shire Systems Limited
TPM fundamentalsTPM fundamentalsTPM is built on teamwork
Well co-ordinated, cross-functional teams working in common purpose
© Shire Systems Limited
TPM fundamentalsTPM fundamentalsTPM is built on teamwork
Well co-ordinated, cross-functional teams working in common purpose
To avoid the 6 BIG losses
© Shire Systems Limited
TPM fundamentalsTPM fundamentalsTPM is a top-down initiative
© Shire Systems Limited
TPM fundamentalsTPM fundamentalsTPM is a top-down initiative
…because the individuals here must work seamlessly as
one - NO silos!
© Shire Systems Limited
TPM fundamentalsTPM fundamentalsTPM is a top-down initiative
…because the individuals here must work seamlessly as
one - NO silos!
Functional and departmental managers resist the removal of silos. The top dog must is the only one that can stop it!
© Shire Systems Limited
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Essential reading:
Introduction to TPM - by Seiichi Nakajima, Productivity Press