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Total Productive Maintenance

(TPM)

Principle Document

This document was compiled by Roger Bent of GENEO Consulting Limited

pg. 1

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Context 3 .............................................................................................................

Purpose 3 ............................................................................................................

Benefits 3 .............................................................................................................

Role of a leader 4 ................................................................................................

TPM - Process 4 ..................................................................................................

The 5 Pillars of TPM: 4 ........................................................................................

Overall'Equipment'Effectiveness'(OEE):' 5'..................................................................................................

Purpose( 5(

Bene,its( 5(

Autonomous'Maintenance' 6'..............................................................................................................................

Purpose( 6(

Bene,its( 6(

Planned'or'Preventative'Maintenance'' 6'......................................................................................................

Purpose( 6(

Bene,its( 6(

Effective'Training' 7'................................................................................................................................................

Purpose( 7(

Bene,its( 8(

Early'Equipment'Management' 8'.....................................................................................................................

Purpose( 8(

Bene,its( 8(

Systems' 9'....................................................................................................................................................................

Roles 9 .................................................................................................................

Role'of'Business'Improvement' 9'.....................................................................................................................

Role'of'Central'Maintenance' 9'..........................................................................................................................

Role'of'Operators' 10'..............................................................................................................................................

Appendix(1.(TPM(Strategy(Document((1APager)( 11(

Contact Us 12......................................................................................................

pg. 2

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Context

TPM is an asset care maintenance system designed to optimise and improve

equipment effectiveness, extend

asset life and reduce

maintenance costs.

TPM is a mechanism for

detecting emerging problems

with assets before they impact

upon the bottom line. It helps

maintain and improve

equipment standards to deliver

optimum performance at the lowest possible cost.

Maintenance of benchmark standards relating to plant and equipment

reliability is pivotal providing dependable operational performance. A good

TPM strategy takes an end to end stance – from conceptual process and

equipment design, through operations, to planning for new replacement

facilities to secure future production requirements.

Purpose

The purpose of TPM is to minimise operational disruption from breakdowns

and process issues caused by equipment problems across the value chain.

TPM sets the correct environment for the ownership of maintenance

activities between operations and maintenance.

Benefits

TPM, when implemented fully, provides the following benefits:

• Improvement in achievement of operational objectives and goals.

• All staff engaged and aligned in improvement activity.

• Improved equipment performance over time, increasing availability of assets to produce best quality product

pg. 3

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Role of a leader

TPM provides an opportunity to all employees to participate in maintenance

of plant and equipment. Leaders are therefore key to the deployment of the

methodology.

• Maintain the adherence to current standards. Perform process confirmation of tasks to ensure the baseline for all standards is accurate and the tasks are performed effectively.

• Support the improvement of maintenance standards with the removal of waste to improve value add.

• Ensure capability is built into the teams to successfully deploy the pillars of TPM.

TPM - Process

TPM consists of five Pillars that apply to all assets. For these to be successful

they require effective standards to be in place for the execution of the

maintenance task at hand.

The 5 Pillars of TPM:

TPM provides a platform for operational stability and the aim to generate

excess capacity. This can only be achieved when standardised

maintenance schedules are completed by Artisans and Operators providing

dependable performance and continuous improvement based on shared

experience and learning.

Standardisation:

• Standardised Work for TPM is

critical. It provides a consistent

approach and forms a baseline.

Problems and deviations will be

identified quickly, and corrective

actions can be implemented

appropriately. These documents

pg. 4

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will develop over time, reflecting departmental learning and

experience.

Overall Equipment Effectiveness (OEE):

OEE is a metric used to demonstrate the true effectiveness of an asset in

terms of availability, performance and quality. It is an enabler for teams to

problem solve, drive cross functional teamwork and structure maintenance

for best performance.

Purpose

Improve the equipment performance (bottlenecks) to improve flow in the

value stream, capacity in operations and reduce cost.

Benefits

• Focussed activities to improve the process bottlenecks

• Teamwork between operators and artisans

• Improved unit cost through revenue opportunities

• Re-allocation of resource

• Central maintenance focused on resolution of complex issues

• Focussed on Planned Maintenance

OEE focusses on the elimination of the 6 Big Losses:

1. Breakdowns

2. Setup and Adjustments

3. Minor Stops

4. Reduced Speed

5. Start-up Yield

6. Production Rejects.

From the Value Stream activities and the capacity analysis, OEE is deployed

on the identified bottlenecks to improve performance.

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Any shift in capacity leading to more volume must be managed through pull

systems and buffer management.

Autonomous Maintenance

Purpose

The purpose of Autonomous Maintenance is to provide more ownership with operators for routine maintenance releasing the core maintenance to perform preventative maintenance and technical improvements.

Benefits

• Gain in number people engaged in maintenance activities with an appropriate balance of ownership, based on capability, between central maintenance and operators.

• Early detection of asset degradation

• Improved MTBF

• Generates capacity on bottlenecks

• Engages workforce and builds flexibility through multi-skilling

Planned or Preventative Maintenance

A maintenance scheduling system based upon predicted failure rates. .

Purpose

The purpose of planned maintenance is to provide a stable, predictable and

effective maintenance schedule for all assets in the operation.

Benefits

• Predictable life cycle cost of assets

• Effective resource planning for maintenance

• Predictable availability of assets for operations

• Minimum parts holding and reliable levels of inventory

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• Incremental improvements in MTBF

Planned Maintenance is based on a risk assessment (Failure Mode Effect Analysis, FMEA) for what could fail, and what impact that failure would have on operations. This determines priorities of maintenance activities.

Mean time between failure (MTBF) is the required metric to evaluate the

effectiveness of current maintenance activities, provide analysis of

performance of maintenance and generate improvements in availability and

predictability

Effective Training

Training all maintenance staff in the practice of productive maintenance.

Purpose

Effective training is aimed at developing operators in basic maintenance activities for early detection of problems and the development of the central maintenance in appropriate maintenance techniques to support Planned Maintenance. A transfer from ‘know what’ to ‘know how’

A A breakdown will stop the plant / 1 module

B Will eventually stop the plant but buffers exist

Possible to by-pass / bridge out the equipment

Auxillary equipment - no direct impact on production

2 OEM Maintenance Recommendations

3 Frequency of maintenance inspection

4 Number of hours for the task

5 Number of Artisans required for the task

6 PRT available for this task E

L

M

9 Historical Learning and Experience

Spare Parts Strategy

In-house maintenance task7

Critical

Important

Not Critical

Effect of Breakdown

Leadtime of Spareparts

Maintenance Predictability

FM

EA

Pla

nn

ed

Ma

inte

na

nce

In

sp

ectio

ns

Contractor Maintenance Task

1 Prioritisation of Equipment

Spares budgets should be based on a % of capital

cost to create healthy tension (eg 4%).

Decision to stock is calculated objectively

from consideration of the above.

Impact on Quality could also be a

consideration point for Rank A

equipment.

8

Done during Production

Task is done when the plant is stopped

Done during Production

Task is done when the plant is stopped

C

A A breakdown will stop the plant / 1 module

B Will eventually stop the plant but buffers exist

Possible to by-pass / bridge out the equipment

Auxillary equipment - no direct impact on production

2 OEM Maintenance Recommendations

3 Frequency of replacement / refurbishment

4 Number of hours for the task

5 Number of Artisans required for the task

6 PRT available for this task

9 Cost of materials / spare parts

10 Historical Learning and Experience

MT

BF

Generate schedules and spare parts

automatically from SAP.Supervisors currently raise PMO1's manually.

Spares are currently ordered individually. In-house maintenance task

"C" Rank equipment may be run to a

catastrophic failure if justification is clear for

this.

Critical

Important

Not CriticalC

Prioritisation of Equipment1

Contractor Maintenance Task

Sch

ed

ule

d R

ep

air

/ R

efu

rbis

me

nt

7

8

Done during Production

Task is done when the plant is stopped

Done during Production

Task is done when the plant is stopped

Impact on Quality could also be a

consideration point for Rank A

equipment.

pg. 7

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Benefits

• Reduced maintenance cost • Improved availability of assets • Engaged operators and artisans

Autonomous Maintenance TrainingOperators trained by Maintenance to perform basic maintenance activities

• Cleaning equipment

• Inspecting Equipment

• Greasing equipment

• Basic replacement of spares and consumables

• Repeatable autonomous maintenance process

• Autonomous Maintenance is based on Standardised Work and SOPs. Maintenance support the creation of these documents with A&I.

• Operators trained in the basic characteristics of assets and its condition for performance .by maintenance

Central Maintenance Training• OEM training in asset care

• Maintenance strategies as appropriate - condition based monitoring, reliability centred maintenance, et al

Early Equipment Management

The process of influencing OEM design to ensure Design for Maintenance

and Design for Production.

Purpose

To influence the development of future assets to improve performance using local, practical knowledge gained by maintenance and operations

Benefits

• Simplification of maintenance activities

• Assets designed for maintenance and operation

• Reduced MTTR and Planned Maintenance time

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• Experience and Learning is captured through the Continuous Improvement process.

• Equipment Standards are clear to ensure that new equipment procurement does not allow old problems to re-appear on new equipment and processes.

• Installation and commissioning is a critical part of the TPM process to validate new equipment and process ensuring that Standards are met and operational parameters can be achieved.

• Reduced lead time from design to installation • Reduced operating cost through the life of asset

Systems

To enable effective deployment, TPM requires systems that support:

• The ability to change maintenance tasks at the appropriate level with the input of expertise to incorporate continuous improvement ideas.

• Policies supporting innovation and improvement to maintenance systems based on TPM principles.

• Effective Standardised Work for training and development, effective execution and process confirmation.

Roles

Role of Business Improvement

• Develop improvement strategies for the Central and Autonomous Teams

• Support breakthrough events to improve maintenance and OEE

• Provide coaching support and input to Standardised Work

• Provide coaching to artisans and operators in eliminating waste from maintenance activities

• Support evaluation of ideas and the Early Equipment Management process

Role of Central Maintenance

• Provide training to artisans and operators to support the improvement of maintenance execution.

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• Sign off Standardised Work Activities for artisans and operators

• Perform process confirmation of Autonomous Maintenance activities

• Perform Planned Maintenance activities

• Coordinate Early equipment Management process

Role of Operators

• Perform autonomous maintenance activities

• Contribute and implement ideas to improve maintenance tasks.

• Adhere to schedule

pg. 10

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Appendix 1. TPM Strategy Document (1-Pager)

123

AA

bre

akd

ow

n w

ill stop

the

pla

nt / 1

mo

du

le

BW

ill eve

ntu

ally

sto

p th

e p

lant b

ut b

uffe

rs e

xis

t

Possib

le to

by-p

ass / b

ridge o

ut th

e e

quip

ment

Auxilla

ry e

quip

ment - n

o d

irect im

pact o

n p

roductio

n

2O

EM

Main

tenance R

ecom

mendatio

ns

3F

requency o

f main

tenance in

spectio

n

4N

um

ber o

f hours

for th

e ta

sk

5N

um

ber o

f Artis

ans re

quire

d fo

r the ta

sk

6P

RT a

vaila

ble

for th

is ta

sk

ELM

9H

isto

rical L

earn

ing a

nd E

xperie

nce

AA

bre

akd

ow

n w

ill stop

the

pla

nt / 1

mo

du

le

BW

ill eve

ntu

ally

sto

p th

e p

lant b

ut b

uffe

rs e

xis

t

Possib

le to

by-p

ass / b

ridge o

ut th

e e

quip

ment

Auxilla

ry e

quip

ment - n

o d

irect im

pact o

n p

roductio

n

2O

EM

Main

tenance R

ecom

mendatio

ns

3F

requency o

f repla

cem

ent / re

furb

ishm

ent

4N

um

ber o

f hours

for th

e ta

sk

5N

um

ber o

f Artis

ans re

quire

d fo

r the ta

sk

6P

RT a

vaila

ble

for th

is ta

sk

9C

ost o

f mate

rials

/ spare

parts

10

His

toric

al L

earn

ing a

nd E

xperie

nce

MTBF

Ge

ne

rate

sch

ed

ule

s a

nd

sp

are

parts

au

tom

atic

ally fro

m S

AP

.S

up

erv

iso

rs c

urre

ntly

rais

e P

MO

1's

man

ually

.

Sp

are

s a

re c

urre

ntly

ord

ere

d in

div

idu

ally

.

Spare

Parts

Stra

tegy

In-h

ouse m

ain

tenance ta

sk

"C" R

ank e

quip

ment m

ay b

e ru

n to

a

cata

stro

phic

failu

re if ju

stific

atio

n is

cle

ar fo

r

this

.

Critic

al

Importa

nt

Not C

ritical

PI

Perio

dic

al In

spectio

n / S

ervic

e (B

ased o

n a

set tim

e fre

quency - e

g D

aily

, Weekly

, Month

ly, 3

Month

ly, 6

Month

ly, A

nnual. N

orm

ally

based o

n a

ppro

x' u

sage).

Ma

inte

na

nce

Stra

tegy P

lannin

gV

3

C

Prio

ritisatio

n o

f Equip

ment

In-h

ouse m

ain

tenance ta

sk

71

Critic

al

Importa

nt

Not C

ritical

Effe

ct o

f Bre

akd

ow

n

Leadtim

e o

f Spare

parts

Main

tenance P

redic

tability

FMEA

Contra

cto

r Main

tenance T

ask

Planned Maintenance Inspections

Contra

cto

r Main

tenance T

ask

Scheduled Repair / Refurbisment

7 1P

rioritis

atio

n o

f Equip

ment

CInsp

Circ

uit In

spectio

n c

arrie

d o

ut w

hile

equip

ment is

runnin

g (B

ased o

n a

set tim

e fre

quency).

OST's

Outs

tandin

g T

asks

(Effe

ctiv

e p

rioritis

atio

n a

nd h

andlin

g o

f identifie

d a

nd o

uts

tandin

g ta

sks

).

PCO

SPS

CM

PTPM

Pro

cess T

PM

(Done a

uto

nom

ously

by P

rocess O

pera

tors

, eg c

leanin

g, in

spectio

n a

nd b

asic

com

ponent c

hange).

Stat

Sta

tuto

ry Inspectio

n / M

ain

tenance (L

egal re

quire

ment to

com

ply

with

legis

latio

n).

Typ

es o

f Tota

l Pro

ductive

Main

tenance (T

PM

) Activity

Sp

are

s b

ud

ge

ts s

ho

uld

be

ba

se

d o

n a

% o

f ca

pita

l

co

st to

cre

ate

he

alth

y ten

sio

n (e

g 4

%).

De

cisio

n to

stock is c

alc

ula

ted

ob

jectiv

ely

from

co

nsid

era

tion

of th

e a

bo

ve

.

8

All typ

es o

f TP

M c

an b

e im

pro

ved a

nd o

ptim

ised

usin

g th

e C

I / Innova

tion p

rocess. D

aily

exp

erie

nces a

nd le

arn

ings s

hould

be u

tilised to

identify o

pportu

nitie

s th

at w

ill Maxim

ise

OE

E.

(Overa

ll Equip

ment E

ffectiv

eness).

RC

FA

- C/M

, Optim

isatio

n o

f PR

T's

, Yoko

ten, E

quip

ment

Impro

vem

ent, T

rain

ing &

Skill-U

p

Done d

urin

g P

roductio

n

Task is

done w

hen th

e p

lant is

sto

pped

Done d

urin

g P

roductio

n

Task is

done w

hen th

e p

lant is

sto

pped

Pla

nned C

hange O

ut (S

chedule

d R

epair / R

efu

rbis

hm

ent b

ased o

n M

TB

F in

vestig

atio

n to

pre

vent b

reakd

ow

n d

ue to

worn

parts

).

Stru

ctu

red P

roble

m S

olvin

g (M

ajo

r concern

s / fa

ilure

s s

hould

follo

w th

e R

CFA

pro

cess. C

onsid

er T

PM

impro

vem

ents

to p

revent re

-occurre

nce.

Conditio

n M

onito

ring (e

g, T

em

pera

ture

& v

ibra

tion a

naly

sis

, oil s

am

plin

g / a

naly

sis

, wear m

easure

ment a

nd c

orre

ctio

n b

efo

re u

npla

nned s

top).

UBI

Usage B

ased In

spectio

n / S

ervic

e (B

ased o

n u

sage / u

tilisatio

n - e

g h

ours

in s

erv

ice, o

r tonnes o

f pro

cessed p

roduct)

Imp

act o

n Q

ua

lity co

uld

als

o b

e a

co

ns

ide

ratio

n p

oin

t for R

an

k A

eq

uip

me

nt.

Imp

act o

n Q

ua

lity co

uld

als

o b

e a

co

ns

ide

ratio

n p

oin

t for R

an

k A

eq

uip

me

nt.

Pro

cure

ment,

Sta

rt-Up &

Intro

ductio

n

Pla

nt &

Equip

ment D

esig

nD

esig

n s

hould

be b

ased o

n S

tandard

s th

at d

escrib

e &

illustra

te "B

est P

ractic

e" fro

m le

arn

ing &

experie

nce

Com

plia

nce d

urin

g In

sta

llatio

n &

Com

mis

sio

nin

gV

endors

must s

upply

/ insta

ll / com

mis

sio

n e

quip

ment to

meet S

tandard

s a

nd O

pera

tional P

ara

mete

rs

Buy-O

ffEngin

eerin

g, E

xecutio

n &

Pro

cess m

ust c

onfirm

equip

ment m

eets

require

ments

befo

re a

cceptin

g e

quip

ment

Stro

ng e

xpecta

tions to

Vendors

should

bet s

et u

sin

g c

lear

Sta

ndard

s. V

endors

must a

dhere

to S

tandard

s to

ensure

that e

quip

ment m

eets

require

ments

. Apply

CI / In

novatio

n

prin

cip

les to

these S

tandard

s.

8

Done d

urin

g P

roductio

n

Task is

done w

hen th

e p

lant is

sto

pped

Done d

urin

g P

roductio

n

Task is

done w

hen th

e p

lant is

sto

pped

C

pg. 11

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Contact Us

This document was written by Roger Bent. For further details on how GENEO can support

your organisation with Lean transformation, please contact us on:

sales@geneo.co.uk

www.geneo.co.uk

Mark Radley - Director markradley@geneo.co.uk

m:+44(0)7753600158

Tim King - Director timking@geneo.co.uk

m: +44(0)7810820414

pg. 12

GENEO Consulting Limited

7 the Parade

Leamington Spa

Warwickshire

CV32 5SG

+44(0)1926423132