TPM MODULE 1

TPM OVERVIEW: PRODUCTIVE

• production of goods that meet or exceed customer’s expectations.

• actions are performed while production goes on

• troubles for production are minimized

TPM OVERVIEW: MAINTENANCE

• keeping equipment and plant in good condition at all times.

• repair, clean, lubricate

TPM OVERVIEW
TOTAL

• All individuals in the organization working together.

• it aims to eliminate all accidents, defects and breakdowns

TOTAL PRODUCTIVE MAINTENANCE

is a plant improvement methodology which enables continuous and rapid improvement of the manufacturing process through use of employee involvement, employee empowerment, and closed-loop measurement of results.

TPM IS BOTH

• PHILOSOPHY

• A COLLECTION OF TECHNIQUES AND PRACTICES

WHY TPM

• Avoid wastage in quickly changing economic environment.

• Producing goods without reducing product quality.

• Reduce cost for production

• Produce a low batch quantity at the earliest time.

• Goods send to the customer must be non defective.

GOALS OF TPM

• Increase production quality.

• Increase job satisfaction.

• Using teams for continuous improvement.

• Improve the state of maintenance

• Empower employees

TPM TERM WAS FIRST USED

1961

NIPPONDENSO

a Japanese auto components manufacturer

HISTORY AND ORIGIN:
JAPAN; 4; 3

TPM first introduced in ______, ____ decades ago AND applied in past ___ decades

SEIICHI NAKAJIMA

• head of JIPM(Japan Institute of Plant Maintenance)

• father of TPM

REACTIVE MAINTENANCE 1 (DISAVANTAGES)

inherently wasteful and ineffective with following disadvantages:

• No warning of failure

• Possible safety risk

• Unscheduled downtime of machinery

• Production loss or delay

• Possible secondary damage

REACTIVE MAINTENANCE 2

NEEDED FOR

• Stand-by machinery

• A stand-by maintenance team

• A stock of spare parts

REACTIVE MAINTENANCE 3

____________ cost include:

• Post production

• Disrupted schedule

• Repair cost

• Stand-by machinery

• Spare parts

REACTIVE MAINTENANCE 4

Real cost of _________ is more than the cost of maintenance resources and spare parts

REACTIVE MAINTENANCE 5

PRO-ACTIVE MAINTENANCE (planned, preventive and predictive) is MORE DESIRABLE than REACTIVE MAINTENANCE

TPM VS REACTIVE:
TPM

_________ enables or provides:

• The traditional maintenance practices to change from reactive to pro-active

• A number of mechanisms whereby:

  • Breakdowns are analyzed

  • Causes investigated

  • Actions taken to prevent further breakdowns

• Preventive maintenance schedule to be made more meaningful

TPM POLICY AND OBJECTIVES

• To maximize overall equipment effectiveness (OEE) (Zero breakdowns and failures, Zero accident, and Zero defects etc) through total employee involvement

• To improve equipment reliability and maintainability as contributors to quality and to raise productivity

• To aim for maximum economy in equipment for its entire life

• To cultivate equipment-related expertise and skills among operators

• To create a vigorous and enthusiastic work environment

• TPM Corporate policy for the following purposes:

  • To aim for world-class maintenance, manufacturing performance and quality

  • To plan for corporate growth through business leadership

  • To promote greater efficiency through greater flexibility

  • Revitalize the workshop and make the most of employee talents

TQM

TPM is an essential component of

TPM AND TOTAL QUALITY: SAME IN TERMS OF

• Total commitment to the program by upper level management

• Employee empowered to initiate corrective actions

• Changes in employee mind-set towards their job responsibilities

TANGIBLE BENEFITS OF TPM

• Productivity up due to

  • Sudden breakdowns down

  • Overall facilities effectiveness up

• Process defect rate down

• Customer compliant/claims down

• Products and work-in-process down

• Shutdown accidents down

• Pollution incidents down

• Improvement suggestions up

• Financial losses drop due to reduction in breakdowns

• Repair costs drop

• Maintenance labor-hours reduce

• Energy costs reduce

• Company’s manufacturing profit ratio up

INTANGIBLE BENEFITS OF TPM

• Achieving full-self management

  • Operators have ownership of their equipment

  • They look after it by themselves without direction

• Eliminating breakdowns and defects

• Growing confidence and ‘can-do’ attitude

• Making previously dirty and oily workplaces to an  unrecognizably clean, bright and lively

• Giving better image to the visitors and thereby getting more orders

PILLAR 1 AUTONOMOUS MAINTENANCE 1

·         Also known as “Jishu Hozen,” which means self-maintenance

PILLAR 1: AUTONOMOUS MAINTENANCE 2

PLACES the responsibility of basic maintenance activities on the hands of the operators and leaves the maintenance staff with more time to attend to more complex maintenance tasks.

PILLAR 1: AUTONOMOUS MAINTENANCE 3

Promotes development of operators to be able to take care of small maintenance tasks, such as cleaning, inspecting, and lubricating their equipment, thus freeing the maintenance associates to spend time on more value-added activities and technical repairs.

PILLAR 1: AUTONOMOUS MAINTENANCE 3 (EFFECTS)

• Equipment condition is known at all times.

• Unexpected breakdowns are minimized.

• Corrosion is prevented, wear is delayed, and machine life is extended.

• Judgment of machine capability is improved.

• Parts costs are reduced.

• Machine operation ratio is improved.

PILLAR 2: PLANNED MAINTENANCE 1

the scheduling of maintenance activities based on observed behavior of machines such as failure rates and breakdowns.

PILLAR 2: PLANNED MAINTNANCE (STEPS)

• Evaluate and record present equipment status.

• Restore deterioration and improve weaknesses.

• Build information management system.

• Prepare time-based data system, select equipment, parts, and team, and make plan.

• Prepare predictive maintenance system by introducing equipment diagnostic techniques.

• Evaluate planned maintenance.

PILLAR 3: QUALITY MAINTENANACE 1

a process for controlling the condition of equipment components that affect variability in product quality

PILLAR 3: QUALITY MAINTENANCE 3 (ADVANTAGES)

• Targeted improvement activities address quality issues that arise from time to time in the workplace by coming up with permanent countermeasures

• Defects are minimized or completely eliminated

• Cost of poor quality is reduced by getting quality right the first time.

PILLAR 4 FOCUSED IMPROVEMENT 1

Also known as “Kobetsu Kaizen,” , which means “good change”

PILLAR 4 FOCUSED IMPROVEMENT 2

·      uses a special event approach that focuses on improvements associated with machines and is linked to the application of TPM.

PILLAR 4: FOCUSED IMPROVEMENT 3 (OBJECTIVES)

Objective is to maximize efficiency by eliminating waste and manufacturing losses such as:

• Equipment losses (6)

• Manpower losses (4)

• Material losses (3)

PILLAR 5 EARLY EQUIPMENT MAINTENANCE 1

• Objective is to establish systems to shorten:

  • new product or equipment development

  • start-up, commissioning and stabilization time for quality and efficiency

PILLAR 5 EARLY EQUIPMENT MAINTENANCE 2

uses the experience gathered from previous maintenance

PILLAR 5: EARLY EQUIPMENT MAINTENANCE 3

improvement activities to ensure that new machinery reaches its optimal performance much early than usual.

PILLAR 5: EARLY EQUIPMENT MAINTENANCE 4 (EQUIPMENT)

New equipment needs to be:

• easy to operate

• easy to clean

• easy to maintain and reliable

• have quick set-up times

• operate at the lowest life cycle cost

PILLAR 6: EDUCATION AND TRAINING 1

concerned with filling the knowledge gap that exists in an organization when it comes to total productive maintenance.

PILLAR 6: EDUCATION AND TRAINING 2 (2 MAJOR COMPONENTS)

• soft skills training: how to work as teams, diversity training and  communication skills

• technical training: upgrading problem-solving and equipment- related skills

PILLAR 7: HEALTH SAFETY AND ENVIRONEMENT 1

Ensures that all workers are provided with an environment that is safe and that all conditions that are harmful to their well-being are eliminated

PILLAR 7 HEALTH SAFETY AND ENVIRONMENT 2

·      Assuring safety and preventing adverse environmental impacts

PILLAR 8 TPM IN OFFICE FUNCTIONS 1

Administrative and support departments can be seen as process plants whose principal tasks are to collect, process, and distribute information

PILLAR 8: TPM IN OFFICE FUNCTIONS 2

Process analysis should be applied to streamline information flow

PILLARS OF TPM

1. AUTONOMOUS MAINTENANCE

2. PLANNED MAINTENANCE

3. QUALITY MAINTENANCE

4. FOCUSED IMPROVEMENT

5. EARLY EQUIPMENT MAINTENANCE

6. EDUCATION AND TRAINING

7. HEALTH SAFETY AND IMPROVEMENT

8. TPM IN OFFICE FUNCTIONS

TYPES OF MAINTENANCE ACTIVITIES

• DOWNTIMES

• UNPLANNED DOWNTIME LOSSES

• PLANNED DOWNTIME LOSSES

• REDUCED SPEED LOSSES

• POOR QUALITY LOSSES

TYPES OF MAINTENANCE

• BREAKDOWN

• PREVENTIVE

• CORRECTIVE

• MAINTENANCE PREVENTION

TYPES OF MAINTENANCE: BREAKDOWN MAINTENANACE 1

Repairs or replacements performed after a machine has failed to return to its functional state following a malfunction or shutdown. (e.g., an electric motor of a machine tool will not start, a belt is broken, etc

TYPES OF MAINTENANCE BREAKDOWN MAINTENANACE 2

·         Under such conditions, production department calls on the maintenance department to rectify the defect.

TYPES OF MAITENANCE: BREAKDOWN MAINTENANACE 3

After removing the fault, maintenance engineers do not attend the equipment again until another failure or breakdown occurs.

TYPES OF MAINTENANCE: CORRECTIVE MAINTENANCE 5

It is also important to consider health, safety and environment (HSE) issues related to malfunctioning equipment

TYPES OF MAINTENANCE: CORRECTIVE MAINTENANCE 1

Maintenance actions carried out to restore a defective item to a specified condition

CORRECTIVE MAINTENANCE 2

 is probably the most commonly used approach, but it is easy to see its limitations.

CORRECTIVE MAINTENANCE 3

When equipment fails, it often leads to downtime in production.

CORRECTIVE MAINTENANCE 4

In most cases this is costly business. Also, if the equipment needs to be replaced, the cost of replacing it alone can be important.

TYPES OF MAINTENANCE: PREVENTIVE MAINTENANCE 1

The primary goal is to prevent the failure of equipment before it actually occurs.

PREVENTIVE MAINTENANCE 2

It is designed to preserve and enhance equipment reliability by replacing worn components before they actually fail.

TYPES OF MAINTENANCE: PREVENTIVE MAINTENANCE 3

It is a daily maintenance which includes cleaning, inspection, oiling and re-tightening  of equipment

TYPES OF MAINTNANCE: PREVENTIVE MAINTENANCE 3 (LONG TERM BENEFITS)

• Improved system reliability.

• Decreased cost of replacement.

• Decreased system downtime.

• Better spares inventory management.

TYPES OF MAINTNANCE (PREVENTIVE): PERIODIC MAINTENANCE 1

Time based maintenance (TBM) consists of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems

PERIODIC MAINTENANCE (BENEFITS)

• Extended life and use of the equipment.

• Reliable production at the times when machine is needed most.

TYPES OF MAINTENANCE: PREDICTIVE MAINTENANCE 1

This is a method in which the service life of important part is expected based on inspection or diagnosis, in order to use the parts to the limit of their service life.

PREDICTIVE MAINTENANCE 2

Compared to periodic maintenance, ___________ is condition based maintenance.

TYPES OF MAINTENANCE (PREVENTIVE):
PREDICTIVE MAINTENANCE 3 (BENEFITS)

• Increased plant readiness due to greater reliability of the equipment.

• Many industries report from two to ten percent productivity increases due to ________ maintenance practices.

• Reduced expenditures for spare parts and labor.

• Reduces the probability of a machine experiencing a disastrous failure, and this results in an improvement in worker safety.

TYPES OF MAINTENANCE: MAINTENANCE PREVENTION 1

It indicates the design of a new equipment.

TYPES OF MAINTENANCE

MAINTENANCE PREVENTION 2

Weakness of current machines are sufficiently studied ( on site information leading to:

• failure prevention

• easier maintenance and

• prevention of defects,

• safety and ease of manufacturing

• are incorporated before commissioning a new equipment.

MAINTENANCE (MAINTENANCE MANAGEMENT)

All activities that maintain facilities and equipment in good working order so that a system can perform as intended

GOAL OF MAINTENANCE 1

To keep production systems in good working order at minimal cost

REASONS FOR MAINTENANCE

• To avoid production or service disruptions

• To not add production or service costs

• To maintain high quality

• To avoid missed delivery dates

GOAL OF MAINTENANCE 2 (REASONS)

Reasons for keeping equipment running:

• Avoid production disruptions

• Not add to production costs

• Maintain high quality

• Avoid missed delivery dates

EQUIPMENT MALFUCTIONS (IMPACT)

• Production capacity

• Production costs

• Product and service quality

• Employee or customer safety

• Customer satisfaction

BREAKDOWN CONSEQUENCES

• Production capacity is reduced

  • ORDERS ARE DELAYED

• No production

  • OVERHEAD CONTINUES

  • COST PER UNIT INCREASES

• Quality issues

  • PRODUCT MAY BE DAMAGED

• Safety issues

  • INJURY TO EMPLOYEES

  • INJURY TO CUSTOMERS

MAINTENANCE DEPARTMENT:
MAINTENANCE ENGINEER

A ___________ typically is a plant engineer who reports to a plant or manufacturing manager

MAINTENANCE DEPARTMENTS 2 (2 GROUPS)

Maintenance departments are usually split into two groups:

• Buildings and Grounds

• Equipment

AREAS OF MAINTENANCE

• CIVIL

• MECHANICAL

• ELECTRICAL

AREAS OF MAINTENANCE CIVIL MAINTENANCE

Building construction and maintenance, maintaining service facilities

AREAS OF MAINTENANCE: MECHANICAL MAINTENANCE

Maintaining machines and equipment, transport vehicles, compressors and furnaces.

AREAS OF MAINTENANCE: ELECTRICAL MAINTENANCE

Maintaining electrical equipment such as generators, transformer, motors, telephone systems, lighting, fans, etc

MAINTENANCE ACTIVITIES

• REPAIRS

• PREVENTIVE MAINTENANCE

TRADEOFF BETWEEN REPAIRS AND PM 1

• At minimum level of PM, it is a remedial policy

  • fix machines only when they break

  • the cost of breakdowns, interruptions to production, and repairs is high

TRADEOFF BETWEEN REPAIRS AND PM 2

As the PM effort is increased, breakdown and repair cost is reduced

PROBLEMS WITH BREAKDOWN MAINTENANCE

·         RUN TILL IT BREAKS

PROBLEMS WITH BREAKDOWN MAINTENANCE: RUN TILL IT BREAKS

• Might be ok for low criticality equipment or redundant systems

• Could be disastrous for mission-critical plant machinery or equipment

• Not permissible for systems that could imperil life or limb (like aircraft)

TYPES OF MAINTENANCE ACTIVITIES: DOWNTIME

no production

TYPES OF MAINTENANCE ACTIVITIES: UNPLANNED DOWNTIME LOSSES

• equipment breakdown

• changovers

• lack of material

TYPES OF MAINTENANCE ACTIVITIES: PLANNED DOWNTIME LOSSES

• start ups

• shift changes

• coffee and lunch breaks

• planned maintenance

• shutdowns

TYPES OF MAINTENANCE ACTIVITIES: REDUCED SPEED LOSSES

• Idling and minor stoppages

• slow-downs

TYPES OF MAINTENANCE ACTIVITIES: POOR QUALITY LOSSES

• process non conformities

• scrap

MAINTENANCE ACTIVITIES: REPAIRS

• are reactive.

• Breakdowns and malfunctions typically occur when equipment is in use.

• Standby machines and parts can speed repairs.

MAINTENANCE ACTIVITIES: PREVENTIVE MAINTENANACE(PM)

• Regularly scheduled inspections are performed.

• are performed before equipment fails.

• is usually performed during idle periods.