David Baglee
Dr. David Baglee.Faculty of Applied SciencesSchool of Computing & TechnologyUniversity of Sunderland
[email protected]: 2869
Total Productive Maintenance
(TPM)
David Baglee
Modern MaintenancePractices: The need
• Rapid Changes over the past 20 years– Increase in the value of assets– Increased complexity of assets– New maintenance methods– Changing views of organisations and
responsibility of maintenance
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Changing Awareness
• Growing awareness of how equipment failure affects safety and environment
• Awareness of connection between maintenance and product quality
• Pressure to achieve increased levels of equipment availability and maintain costs
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Attitudes and Skills
• Maintenance staff need to adopt new ways of thinking
• Managers are seeking a new approach to maintenance
• Operator involvement
David Baglee
New Techniques
• The pressure for change have resulted in several new techniques for maintenance planning and management
• New tools include:– Decision support tools (expert systems)– Equipment design– Organisational changes– Maintenance techniques: TPM
David Baglee
TPM Introduction
• TPM created in Japan, based upon the
American concept of preventative
maintenance
• Examined corrective maintenance,
maintenance prevention reliability
engineering etc..
• The aim was to develop an all encompassing
manufacturing philosophy
• A unique aspect was the involvement of
operators under Autonomous Maintenance
David Baglee
TPM Introduction
• TPM born within Nippondenso a components supplier to Toyota in 1969
• The aim was to supply Toyota on a Just in time basis
• This required the highest levels process reliability
David Baglee
TPM- Definitions
• TPM - Total Productive Maintenance is a philosophy of manufacturing that focuses on the effectiveeffective relationship of workers to equipment and the meaning and elimination of waste.
• TPM improves the company by improving its personnel and its equipment.
• It is a manufacturing philosophy not an engineering system
David Baglee
TPM Principles
• Many studies have shown that 60% of breakdowns are caused by contamination and poor lubrication
• Cleaning and “appropriate” routine maintenance can detect and prevent 70% of all breakdown causes
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Elements of TPM
1. Maximise Overall Equipment Effectiveness (OEE)
2. Develop Productive Maintenance (Reliability & maintainability)
3. Involve all departments who plan, design, use & maintain
4. Involve all employees from Top Management to Shop floor
5. Promote TPM through Small Group activity
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1. Equipment Effectiveness (OEE)
1. Measure Overall Equipment Effectiveness (OEE)
– Availability– Performance– Quality
• Eliminate the 6 Big Losses
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The 6 Big Losses
1. Equipment Failure
(Breakdown)
2. Set-up and adjustment
downtime
3. Idling and minor stoppages
4. Reduced Speed
5. Quality Defects and rework
6. Start up losses
Availability
Performance
Quality
David Baglee
Definition
• Availability: determines how much time the Process is available for production. Shutdowns, Breakdowns, or Set up and Adjustment times reduce availability of a process.
• Performance Rate: reflects the level of actual production with respect to desired production rate. Inherent machine problem causes in reduced Performance rate
• Quality Rate: reflects the level of Quality products produced out of the total produced quantity. Defective products reduce Quality Rate.
David Baglee
Effect of 6 Big Losses
TOTAL AVAILABLE TIME
Operating TimeBreakdown
Losses
NetOperating
Time
SpeedLosses
Valuable Operating
Time
DefectLoss
1. Equipment Failures
2. Set Up & Adjust
3. Idling & minor stops
4. Reduced speed
5. Defects in process
6. Reduced Yield
David Baglee
TOTAL AVAILABLE TIME
Operating Time BreakdownLosses
NetOperating
Time
SpeedLosses
Valuable Operating
Time
DefectLoss
1. Equipment Failures
2. Set Up & Adjust
3. Idling & minor stops
4. Reduced speed
5. Defects in process
6. Reduced Yield
Effect of 6 Big Losses
Total Time- Downtime Total timeAvailability = X 100
Performance =
Actual Rate While running Design Rate X 100
Quality =
Material in - 1st grade out Material in X 100
David Baglee
Equipment Effectiveness
Availability x Performance x Quality
Availability = time available for production – downtime time available for production
Performance = actual production ideal production or capacity
Quality Yield = total quantity produced – quantity out of spec
total quantity produced
David Baglee
What should you expect?
Based on results consistently obtained by Companiesmeeting the standard of the Japan Institute for Plantmaintenance achievable TPM goals are:
Availability: Greater than 90% Performance: Greater than 95% Quality Rate: Greater than 99%
90% X 95% X 99% = an OEE of 85%
David Baglee
TPM Pillars2. Involve all departments
• From Concept through Design to Operation and Maintenance all functions must play their part.
• The Business strategy must cascade through the entire organisation and be consistent with maintenance excellence
3. Involve all employees• Starting with Management Commitment
everybody in the organisation should understand their role in the delivery of TPM and be able to contribute
David Baglee
TPM Pillars
4.Team working– Overlapping teams throughout the organisation – Skills and knowledge combined– Management, maintenance and operators– Shared responsibility
– Possible cultural problems?
David Baglee
Pillars of TPM
5. Autonomous Maintenance
– Prevent deterioration:– Operate equipment correctly– Clean, lubricate and tighten bolts– Make adjustments (mainly set-up)– record data on breakdowns and malfunctions– Work with Maintenance to make improvements– Conduct daily inspections– Conduct certain periodic inspections– Develop Checklists
David Baglee
• Develop and implement:– Cleaning instructions– Lubricating– Checks and adjustments– Data collection techniques– Continuous improvements
TPM IMPLEMENTATION
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Before
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After
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Workplace Organisation
• TPM requires a thorough implementation of the 5S’s. • 5S methodology is a highly successful technique used to
promote clean, organised and disciplined working environment
• The 5S’s are a step-by-step approach common sense approach to organising any workplace by involving all employees who normally work in an area.
• Sort• Store• Sweep and Shine• Standardise and Share• Self Discipline
David Baglee
Sort & StoreObjective: To remove unneeded items and locate a specific place
for specific itemsDecide what is needed and to be kept, and what is not needed to
be discardedKey technique: Red tagging and sign boarding
David Baglee
Sweep and Shine
Objective: To use cleaning to identify abnormalities and areas for improvementKey technique: Clean to inspect, visual sweeping
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Standardise & ShareObjective: To consolidate the first three S’s by establishing standard proceduresDetermine the best work practicesKey technique: Visual management
David Baglee
Self Discipline
• Objective: To sustain improvements and develop an environment for future improvements.
• Key techniques: Auditing, training, 5S promotional campaigns, reward and recognition.
David Baglee
Wrong Approach to TPM
• Production make a plan– Maintenance dept, not included
• Plan given to operator to carry out all tasks
• Tell operator to improve or move on!
David Baglee
TPM IMPLEMENTATION
• Approach in a structured way• Accept 3-5 yrs • Culture shift (we use, you repair)
• Measure benefits (OEE)• Support from everyone involved• Regular audits• Development ‘new’ maintenance system• Improve personnel training and development
David Baglee
Summary
• TPM is not easy to implement • Based upon shop floor teams• Focus on machinery conditions and
improvement• Compatible with and complementary to
other quality initiatives• Implements Total Quality at the ‘sharp
end’