The Lean Enterprise - freesixsigmasite.com · 4 TPM – The Philosophy ... –Number of KAIZEN projects –Number of Suggestions . 16 TPM – Definition of ‘Total’ • Total Effectiveness

The Lean Enterprise Total Productive Maintenance

www.freesixsigmasite.com

Lean Foundations

Continuous Improvement Training

2

Learning Objectives

• Learn the basic philosophy of TPM

• Explain OEE and how it contributes to a TPM

project, explore OEE components; define and

calculate OEE

• List 6 major components of equipment loss

• Review and adopt the 7 steps to Autonomous

Maintenance

3

TPM – The Need

• Process Industry relies heavily on equipment that is integrated and runs continuously

• When down, losses are costly

• With lower inventories, machines need to be reliable

• Machining and Assembly industries becoming more mechanized to save manpower and do difficult jobs

– More machines to maintain

– Need to save energy

4

TPM – The Philosophy

• TPM aims at using equipment to its maximum and aids in reducing Life Cycle Costs (LCC)

In other words - going all out to eliminate the Losses (Waste) caused by the equipment

• TPM improves work activities that deal with Equipment Set up, Operating parameters, Maintenance, Tear down, Repairs and Breakdowns

• It specifically aims at the complete elimination of the ‘six major losses’ while striving for a goal of zero unscheduled downtime

5

TPM - The Six Major Losses (Waste)

• Downtime Losses

– (1) Equipment failures

– (2) Setup and adjustments

• Speed Losses

– (3) Idling and minor stoppages

– (4) Reduced speed (actual operating

vs. designed)

• Defect Losses

– (5) Defects in process

– (6) Reduced yield between start of

production and stable production

6

Availability

example:

OEE Formulas

1. Unexpected

Eq. Breakdown

2. Set-up &

adjustments

Load – Down Time

Load Time

460 min – 60 min

460

x 100%

= 87%

=

]

=

]

] =

.87 x

Loss Measure Formula Metric

7

Availability

example:

Efficiency

example:

OEE Formulas

1. Unexpected

Eq. Breakdown

2. Set-up &

adjustments

3. Idling and

minor stoppages

4. Reduced

speed

Load – Down Time

Load Time

460 min – 60 min

460

The Theoretical Cycle

Time x Processed Qty

Operating Time

0.5/ unit x 400 units

400 minutes

x 100%

= 87%

x 100%

= 50%

=

]

=

]

] =

.87 x .50 x


8

Availability

example:

Efficiency

example:

Ratio of Quality

Products

example:

OEE Formulas

1. Unexpected

Eq. Breakdown

2. Set-up &

adjustments

3. Idling and

minor stoppages

4. Reduced

speed

5. Defects in

Process

6. Reduced Yield

Load – Down Time

Load Time

460 min – 60 min

460



Operating Time


400 minutes

Processed Amount –

Amount of Defects

Processed Amount

400 – 8

400

x 100%

= 87%

x 100%

= 50%

x 100%

= 98%

=

]

=

]

] =

.87 x .50 x .98


9

Availability

example:

Efficiency

example:

Ratio of Quality

Products

example:

OEE Formulas

1. Unexpected

Eq. Breakdown

2. Set-up &

adjustments

3. Idling and

minor stoppages

4. Reduced

speed

5. Defects in

Process

6. Reduced Yield

Load – Down Time

Load Time

460 min – 60 min

460



Operating Time


400 minutes

Processed Amount –

Amount of Defects

Processed Amount

400 – 8

400

x 100%

= 87%

x 100%

= 50%

x 100%

= 98%

=

]

=

]

] =

.87 x .50 x .98 = 46.2 % (OEE)


Overall Equip. Effectiveness

10

OEE Loss Effects.

0

20

40

60

80

100

120

% t

ime

avai

lab

le

24/ 7 scheduled time Availibility Performance (Eff) Yield (Quality)

OEE Pareto Analysis by Loss Category

Overall

Equipment

Effectiveness

Loss

3 & 4

46.2 % OEE

Loss

1 & 2

Loss

5 & 6

11

TPM attacks 6 major “Losses” plus

Elimination of other Wastes (Mura, Muri, Muda)

• Operator Time Losses

– Manpower losses due to operation time being

done more slowly than standard time

(Cycle Time > Standard Time)

• Material Losses

– Losses in yield due to ‘inherent waste’

(cutoff stock, setup pieces, prototype, etc)

– Energy losses such as electricity, gas, and

water when machinery is not doing value-

added work

– Idling losses due to inadequate sensors and

product buildup on conveyors and chutes

12

Best Practices

World Class Goals (A TPM “Vision”)

Before After

Availability 87% > 90%

Performance Efficiency 50% > 95%

Ratio of Quality (Yield) 98% > 99%

Overall Eq. Effectiveness 42.6% > 85%

13

TPM – Operational Goals (Qualitative)

• Increase number of suggestions

• Improve level of teamwork of shop floor

• Improve cross functional teamwork

• Establish maintenance throughout the total equipment life cycle

• People maintain their own equipment

• Machines available for just in time (JIT) application

• Improve machine availability

• Improve working environment (6S)

• Improve Corporate culture and image

• Improve Business performance

14

TPM – Operational Goals (Quantitative)

• Cost Reductions

– Actual and to be reduced

– Energy savings

– Maintenance

• Equipment Efficiencies

– Zero failures (ultimate goal)

– MTBF (mean time between failures)

– MTTR (mean time between repairs)

– Idle Time

15

TPM – Operational Goals, cont.

(Quantitative)

• Safety

– Zero accidents

• Quality

– Zero failures

– Zero complaints

• Education

– Hours of training/ number of sessions

– Number of KAIZEN projects

– Number of Suggestions

16

TPM – Definition of ‘Total’

• Total Effectiveness – Reduction in losses of all equipment to optimize its

effectiveness and improve costs

• Total Maintenance – Involves the whole maintenance system inclusive of

equipment manufacturer, equipment engineering, and equipment user to improve maintainability

• Total Participation – Everyone has a role to make TPM work

– Management to set policy

– Middle management, staff to support and lead

– Maintenance to maintain and train

– Operators to take on new maintenance challenges

17

TPM – Role of Maintenance Function

• Provides technical support for autonomous maintenance done by operators

• Restores deteriorated equipment through checks, inspections, and overhauls

• Identifies Design weaknesses and improves the equipment to error free function (via poka yoke)

• Improves technical maintenance skills for checks, inspections, and overhauls

18

TPM – Role of Operator Function

• Maintains basic condition (cleaning and lubrication)

• Maintains proper condition and standards for

equipment usage

• Partially restores deterioration

• Basic skill levels in:

– Changeover and set up

– Reduction of minor stoppages and adjustments

19

TPM – Autonomous Maintenance

Definition:

• Operations maintains its own equipment

• Utilize 7 step plan*

(*Source: Japan Institute of Plant Maintenance)

20

7 Steps to Autonomous Maintenance

Step 1 – Initial clean-up (External)

• “Kick off” program

• Closely aligned with 6S (5S + 1)

• Management and Staff show commitment

• Clean, Sand and Paint

• Identify sources of defects:

– Gauge hidden

– Limit switch buried in debris

– Crack in Housing

21


Step 2 – Stop sources of defects (External)

• Ask ‘why ?’ five times

• Replace parts with cracks

• Replace worn seals

• Teach Operators how to modify equipment

• Conduct Set-up Workshops; Practice Set-ups

• Modify Equipment for easier checking and to eliminate sources for debris and contamination – Guards

– Chip removal

– Acrylic covers to see V - belts and moving parts

22


Step 3 – Standards Formulation

• Standards for clean up and checking

– What equipment should be cleaned and

checked?

– What points should be checked?

– Who should check?

– What check sheet should be used?

– How to react to changes.

• Standards are to capture what has been learned

in steps 1 and 2

23


Step 4 – Overall Checkup (Internal)

• Leaders (1st line Supervisors) trained – Hydraulics

– Air Pressure

– Electrical/ Electronics

– Lubrication

– Mechanical

• One point lessons developed (Visual Management)

• Team up Engineers, Maintenance, and Operators – Tear down equipment

– Analyze defects

– Present findings

24


Step 5 – Autonomous Checkup

• Develop Standards for routine internal checkup

– Hydraulics

– Air Pressure

– Electrical/ Electronics

– Lubrication

– Mechanical

• Operator executes routine checks

25


Step 6 – Orderliness and Tidiness

• Improve on Supplier Activity

– Spare parts supply partners

– Spare parts stores

– Spare parts inventory

• Improve on Tool Activity

– Tool Crib orderliness

– Tools frequently used at work station

(refer to Visual Management/ Visual Control)

26


Step 7 – “All out” Autonomous Management

• Process never ends

– Metrics

– Audits

• Each process post Result* (actual) against Goal (target)

– Zero lost time accidents

– Zero Defects

– Zero Breakdowns

– Zero set up time or at least < 10 minutes • Practice Quick Changeovers/ SMED (see separate module)

• * Utilize Accountability Meetings (see separate module)

27

Maintenance Prevention Best Practices

• New equipment design integrated w/ New Product Introduction (NPI) efforts

• Input from Reliability Maintenance

• Input from Preventative Maintenance

• Input from KAIZEN activities

• Life Cycle Costing

• Design reviews (Operators, Supervisors, Engineers)

• Assembly at Supplier

• Final Inspection at Supplier

• Maintenance and Operations Manual preparation

• Safety Issues visible, aware and worked

• Preventative Maintenance Schedule posted,

adhered to

28

TPM – Summary

• Total Productive Maintenance is about:

– improved equipment performance

– increased equipment availability

– increased equipment FPY (first pass

yield) or also called FTT (first time through)

– reduced emergency downtime

– increased return on investment

– increased employee skill levels

– increased employee empowerment

The Lean Enterprise Total Productive Maintenance

www.freeleansite.com

Lean Foundations

Continuous Improvement Training

Documents

The Lean Enterprise - freesixsigmasite.com · 4 TPM – The Philosophy ... –Number of KAIZEN projects –Number of Suggestions . 16 TPM – Definition of ‘Total’ • Total Effectiveness