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1 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply
Mod 14 – Total Productive Maintenance
14 TPM v20130530
Global Production System
Product/Patient Quantity Analysis
Kaizen Kaikuku
Just-in-Time
Measures
Standard
Operations
Heijunka
(Leveling)
Continuous
Flow
Total
Productive
Maintenance
Poka-yoke (mistake
proofing)
Kanban
Setup Reduction
Changeover
Multi-process
Operations
Jidoka (human
automation)
GPS
MUDA MUDA
Visual
Control
Andon
TAKT TIME ONE PIECE FLOW PULL PRODUCTION
R
e
d
e
p
l
o
y
m
e
n
t
Committed Leaders
Profit =
Price - Cost
TAKT Time Map
Capacity Tables
Cost Reduction By Eliminating Waste
GPS Depth Study
NVA/VA-
Functions/Mgrs
Quality Cost Delivery
Morale Safety
Value Stream Mapping
5S • Sorting
• Simplifying
• Sweeping
• Standardizing
• Self Discipline
3P Prod Prep
7 Flows Medicine
7
Wastes
RPIW
7 Flows
Factory
4 No’s
© 1996-2013, John Black and Associates LLC
(modified from Hiroyuki Hirano, Productivity Press).
Total
Productive
Maintenance
Module 14
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 2
Total Productive Maintenance: Key Points
TPM is productive maintenance carried out by all
employees through small group activities.
There are six big losses that limit equipment
effectiveness
Chronic losses occur repeatedly within a certain range of
distribution.
Sporadic losses are sudden outbreaks that go beyond
that range.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 3
How does TPM Work?
TPM is productive maintenance carried out by all
employees through small group activities.
Five Goals:
1. Maximize equipment effectiveness.
2. Develop a system of productive maintenance for the life of
the equipment.
3. Involve all departments that plan, design, use, or maintain
equipment.
4. Actively involve all employees - from top management to
shop floor workers.
5. Promote TPM through autonomous small group activities.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 4
Six Big Losses
Limit Equipment Effectiveness 1. Breakdown.
Time loss when productivity is reduced.
Quality loss caused by defective outcomes.
2. Setup and Adjustment.
3. Idling and Minor Stoppage.
4. Reduced Speed.
5. Quality Defects and Rework.
6. Startup.
Yield losses that occur during the early stages of production.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 5
Sporadic and Chronic Losses Chronic usually refers to a phenomenon that occurs
repeatedly within a certain range of distribution. Sudden
outbreaks that go beyond this range are referred to as
sporadic.
Source: TPM Development Program, Seichi Nakajima
Time
Defect
Rate
Restoration is key.
• To return to previous level.
Innovation is key. • To achieve optimal
conditions.
Chronic losses become
obvious when compared
to optimal conditions.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 6
Chronic Losses and Hidden Defects
Chronic losses are caused by hidden defects.
Chronic losses are subtle and difficult to detect.
They arise from conditions that are perceived as normal.
They often have multiple causes.
Chronic losses become obvious when compared with
optimal conditions.
Maintenance typically addresses sporadic problems.
When equipment breaks, they fix it.
Focusing on fixing broken equipment leaves little time to
address chronic losses.
7 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply
Mod 14 – Total Productive Maintenance
14 TPM v20130530
Sporadic vs. Chronic Losses in Healthcare
Sporadic:
Problem:
The meter display screen goes blank.
Result:
Biomed is called and repairs are made.
Patients with diabetes use a meter to measure their blood sugar.
This measurement tells them the right amount of insulin to take.
Chronic:
Problem:
The meter’s internal controls are not
routinely calibrated.
Result:
The patient receives an incorrect
amount of insulin.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 8
Why Chronic Losses are Neglected
The cause is unknown.
No obvious fix.
No time for root cause analysis.
A cause is known, but the action taken is ineffective.
Equipment design is complex.
Lack of training is mistaken for lack of experience.
All stake holders are not working as a team.
Factory reps/engineers.
Facilities engineers.
Maintenance.
Staff who operate the equipment.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 9
Reducing and
Eliminating Chronic Losses
Reduce and eliminate chronic losses by:
Increasing equipment reliability
Restoring the equipment to its original operating conditions
Identifying and establishing optimal operating conditions
Eliminating small defects that are often overlooked.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 10
Eliminating the Six Big Losses
Breakdown Losses Take action against breakdowns.
Equipment is maintained through small group activities.
• Factory and facilities engineers set standards.
• Maintenance trains, repairs, and overhauls.
• Staff inspect, clean, lubricate, and report anomalies.
Begin by cultivating new attitudes.
Replace the assumption that “all equipment eventually breaks
down” with the conviction that “properly maintained equipment
never breaks down.”
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 11
Eliminating the Six Big Losses
Breakdown Losses
Five requirements for zero breakdowns.
1. Maintain basic equipment conditions: cleaning,
lubricating, and inspecting.
1. Adhere to operating conditions.
2. Restore deterioration.
3. Correct design weaknesses.
4. Improve operator and maintenance skills.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 12
Eliminating the Six Big Losses Breakdown Losses
Production versus Maintenance
Equipment is maintained through small group activities.
Operators must do the following: • Maintain basic equipment conditions: cleaning, lubrication, adjustments.
• Maintain operating conditions: proper operation and visual inspection.
• Discover deterioration through visual inspection to identify abnormalities.
• Enhance skills such as equipment operation, setup, adjustment, and visual
inspection.
Maintenance personnel must do the following: • Provide technical support for production departments.
• Restore deterioration thoroughly and accurately using inspections, condition
monitoring, and overhaul.
• Clarify operating standards by identifying design weaknesses and making
appropriate improvements.
• Enhance maintenance skills for checkups, condition monitoring, inspections,
and overhauls.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 13
Eliminating the Six Big Losses
Setup and Adjustment Losses Eliminate adjustments, where possible.
To eliminate adjustments:
• Analyze their purpose.
• Look for root cause.
• Evaluate methods.
Improve unavoidable adjustments.
When adjustments cannot be eliminated:
• Set fixed values.
• Establish standard work.
• Train to improve skills.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 14
Eliminating the Six Big Losses
Reduced Speed Losses
Speed loss is the loss of productivity caused by
the difference between the designed speed of a
machine and its actual operating speed.
Common problems related to speed losses. • Vague equipment specifications.
• Specified speeds are attainable but not achieved.
• Inadequate investigation of problems.
• Equipment is used incorrectly.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 15
Eliminating the Six Big Losses
Idling and Minor Stoppages Correct minor defects.
• Caster on cart wobbles.
• Drawer catches when it opens.
• Leads on monitor are loose.
Apply basic principles of shop floor operations. • Routine Inspections scheduled and assigned.
• Maintenance schedule for each piece of equipment.
• Ongoing training and cross-training matrix maintained.
Identify optimal conditions.
Identify required configuration.
Investigate design weaknesses
(should be explored last).
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 16
Eliminating the Six Big Losses
Reduce Chronic Quality Defects
Chronic quality defects occur when a
healthcare system regularly produces totally or
partially defective outcomes despite various
improvement and control measures.
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 17
Eliminating the Six Big Losses
General Characteristics of
Chronic Quality Defects
Improvement efforts have been unsuccessful.
Symptoms are addressed, root cause is not.
Investigating and identifying root cause is difficult.
Managing equipment is limited to specific technical fields,
usually maintenance.
Maintenance is caught in an unending cycle of break and
repair – no time for preventive tasks.
18 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply
Mod 14 – Total Productive Maintenance
14 TPM v20130530
Eliminating the Six Big Losses Typical Causes of Chronic Quality Problems
Chronic
Quality
Defects
Optimal Equipment
conditions
not known
Insufficient
precision
Accelerated
deterioration
Inadequate
repair work
Poor equipment
debugging
Ineffective
cause
analysis
Jumping to
conclusions
about causes
Inadequate
problem analysis
Minor defects
neglected
Giving up
because
causes are
unclear
Inadequate
observation
of equipment
Basic equipment
conditions poorly
maintained
Unskilled
adjustments
Insufficient
operator skills
Handling errors
Operating errors
Lack of instructions
in basics
Inability to see
how things actually
happen
Unfamiliarity
with
the workplace
Considering problems only from
narrow technical viewpoints
Intrinsic
Weaknesses
in equipment
Short parts life
Lack of daily
Cleaning
Equipment
poorly
maintained
Lack of
manpower
Poor deployment
of operators
and equipment
Source: TPM Development Program, Seichi Nakajima
Mod 14 – Total Productive Maintenance
14 TPM v20130530 ©1996-2013, John Black and Associates LLC
Licensed Materials – USA Copyright Laws Apply 19
Total Productive
Maintenance Summary
Total Productive Maintenance reduces
equipment breakdowns through a
team approach to managing our equipment
throughout its total expected lifetime.