tpm awareness process brief

7/15/2019 TPM Awareness Process Brief

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Goudar Associates 1

T P M(Total

Productive

Maintenance)



Goudar Associates 2

TPM stands for - - -

Total Profit Management

Through

Total Perfect Manufacturing

Through

Total Productive Maintenance

Through

Total People Management

Total Proud Management



Goudar Associates 3

History of TPM and its Present State

• Developed from the US style of PM (preventive maintenance)

in 1950s

• Subsequently, developed to its present state by JIPM (Japan

Institute of Plant Maintenance)

• Now, TPM promotes entire company structures, every line

of businesses, and in all parts of the world

• TPM is implemented company wide



Goudar Associates 4

Progress of Equipment Management

In Japan and Future Planning

• TPM development in unmanned operation plantsby employing FA/CIM

TPM in unmanned operation

plants

2000s

• Global and general TPM activity including localproduction

Global TPM1990s

• TPM activity by all members related to production,development, business, and management, etc.Company wide TPM (wholeindustry)

1980s

• Production maintenance by all members related toequipment planning, operation and maintenance

TPM in production department

(Manufacturing industry)

1970s

• Management of total equipment life (equipmentplanning, maintenance, improvement, revision) bythe person in charge of equipment from theeconomical point of view

Productive maintenance1960s

• Repairing after failure by the person in charge of repairs

• Management of equipment is not considered

Breakdown maintenanceBefore

1950s

ExplanationKey-words Years

• Preventive maintenance of equipment by the personin charge of maintenance

• Economical maintenance control

Preventive maintenance1950s



Goudar Associates 5

TPM Features

Autonomous

maintenance

by operators

(small group

activity)

Total System

(MP-PM-CM)

Economic

efficiency

(profitable PM)

3 2 1

TPM features

Productive

Maintenancefeatures

Preventive

Maintenance

features



Goudar Associates 6

Preventive Medicine for Equipment = Preventive

Maintenance

Preventive Medicine

Daily

Preventio

n

Earlytreatment

Daily

maintenance

(lubricate,clean,

adjust, inspect)

Make

preventive

repairs(advance

replacements)

Preventive Maintenance

Inspection

(diagnosis)

Prevents

deterioration

Measures

deteriorationRepair

deterioration

Health

checkups(diagnosis

)



Goudar Associates 7

BENEFITS OF TPM

(Effectiveness)



Goudar Associates 8

Tangible Effectiveness

•

Productivity

• Quality (Customer Complaints, Defects )

•Cost

• Inventory (Dispatch Adherence )

• Accident

• Morale



Goudar Associates 9

Tangible Benefits ( Example)

P : Productivity Improvement:

1.5 to 2 times

• Reduction in Number of Equipment Failures : 1/10 to 1/250

• Overall Equipment Efficiency Improvement: 1.5 to 2 times

Q : Reduction in Defects rate in Process : to 1/10

Reduction in Customer Claims : to 1/4

C : Manufacturing Costs : Reduced by 30%

Maintenance Cost : Reduced by 30%

D : Reduction in Product & Work-in-process Inventories:

Reduced by 50%

S : Reduction in Accidents & Pollution cases Zero

M : Increase in Kaizen activity / Employee Suggestions: 5 to 10 times



Goudar Associates 10

Intangible Benefits of TPM

1. After introduction of autonomous maintenance activity,

Operators take care of machines by themselves withoutbeing ordered to

2. With achievement of Zero Breakdowns and Zero Defects,

Operators get new confidence in their own abilities

3. Workplaces that used to be covered with oil and chips

are now so clean and pleasant as to be almost

unrecognizable

4. Improved image of the Company, leading to the

possibility of increased orders




TPM - A Definition (Production TPM)

A complete definition of TPM includes the following five elements :

1. TPM aims to maximize equipment efficiency

(Overall Equipment Efficiency)

2. TPM establishes a thorough system of PM,

for the equipment’s entire life span

3. TPM is implemented by various departments

(Engineering, Operations, Maintenance)

4. TPM involves every single employee, from TopManagement to workers on the Shop-floor

5. TPM is based on the promotion of PM through motivation

management : autonomous small group activities




1. TPM aims to create a corporate system that maximizes the efficiency of the

production system (overall efficiency improvement)

2. TPM creates systems for preventing the occurrence of all losses on the front

line and is focused on the end product. This includes systems for realizing

"zero accidents, zero defects, and zero failures" in the entire life cycle of the

production system

3. TPM is applied in all sectors, including the production, development, sales

and administration departments

4. TPM is based on the participation of all members, ranging from the top

management to frontline employees

5. TPM achieves zero losses through overlapping small-group activities

New Definition of TPM (Company-Wide TPM)




From TPM of Production Department of Company-wide TPM

Covering All Company Activities

TPM Phase 1 TPM of Production Department

TPM Phase 2 Company-wide TPM encompassing production,

development, sales and administration

Top Management

Planning Financial PersonnelGeneral

Affairs

Development

of products &

equipments

Production

Plant Plant Plant Plant

TPM Phase 1

Sales

Administration

TPM Phase 2




What TPM Aims at

To restructure the Corporate culture through

improvement of Human resources and Plant equipment

- Educate and foster employees so that they can respond to the needs of FA -

Improving (1) Operator : Ability to perform “Jishu - Hozen”

human (2) Maintenance Man : Ability to perform high-quality maintenance

resources (3) Production Engineer : Ability to execute maintenance-free equipment plan

Improving (1) Attain efficiency through revamping of the existing equipment

Plant

equipment (2) LCC-considered design of new equipment and minimizing their run-up time

Improving the Corporate Culture




GOALS OF TPM

ZERO ACCIDENTS

ZERO BREAKDOWNS

ZERO DEFECTS

ZERO LOSSES




TPM 8 PRINCIPLES

TPM

K o

b e t s u K a i z e n

P l a n n e d

M

a i n t e n a n c e

D

e v e l o p m e n t

M

a n a g e m e n t

E

d u c a t i o n &

T r a i n i n g

A

u t o n o m o u s

M a i n t e n a n c e ( J H )

Q u a l i t y

M

a i n t e n a n c e

O f f i c e T P M

S a

f e t y ,

H e a l t h &

E

n v i r o n m e n t




8 MAJOR PLANT LOSSES




8 MAJOR PLANT LOSSES

The following eight losses are the major losses that

prevent any plant from achieving its maximum efficiency:

1. Shutdown

2. Production adjustment3. Equipment failure

4. Process failure

5. Normal production loss

6. Abnormal production loss7. Quality defects

8. Reprocessing




Sl.

No.

Loss Definition Units Example

1 Shutdown

loss

Time lost when production

stops for planned annual

shutdown maintenance or

periodic servicing

Days Shutdown work, periodic

servicing, statutory inspections,

autonomous inspections, general

repair work, etc.

2 Production

adjustment

loss

Time lost when changes in

supply & demand require

adjustments to productionplans

Days Production-adjustment shutdown,

inventory-reduction shutdown,

etc.

3 Equipment

failure loss

Time lost when equipment

suddenly loses its specified

functions

Hours Failed pumps, burnt-out motors,

damaged bearings, broken shafts,

etc.

4 Process

failure loss

Time lost in shutdown due to

external factors such as

changes in chemical or

physical properties of

materials being processed,

operating errors, defective

raw materials, etc.

Hours Leaks, spills, blocks, corrosion,

erosion, dust scatter, misoperation

The 8 Major Plant Losses – Definitions & Examples




The 8 Major Plant Losses – Definitions & Examples (contd.)

Sl.

No.

Loss Definition Units Example

5 Normal

production

loss

Rate & time losses at plant

startup, shutdown or

changeover

Rate

decre-

ase,

hours

Production rate reductions

during warmup period after

startup, cooldown period before

shutdown, and product

changeover

6 Abnormal

productionloss

Rate loss occurring when

plant underperforms due tomalfunctions &

abnormalities

Rate

decre-ase,

hours

Low-load operation, low-speed

operation, and operation atbelow standard production rate

7 Quality

defect loss

Time lost due to producing

rejectable product, physical

loss of rejected product, and

financial losses due to

product downgrading

Hours,

tons,

rupees

Physical & time losses due to

making product that fails to

meet quality standards

8 Reprocessing

loss*

Recycling losses due to

passing material back

through the process

Hours,

tons,

rupees

Recycling losses occur when

rejected material has to be

returned to a previous process to

make it acceptable

* In certain industries or with certain products, reprocessing or reworking is impossible. In such cases, these

types of losses will be treated as quality losses & accordingly, eight major losses are reduced to seven.




8 Activities and Loss

KOBETSUKAIZEN

SAFETY, HYGIENE,ENVIRONMENT

OFFICETPM

QUALITYMAINTENANCE

DEVELOPMENTMANAGEMENT

EDUCATION &TRAINING

PLANNEDMAINTENANCE

JISHU HOZEN

LOSS




OVERALL PLANT EFFICIENCY

AND

THE STRUCTURE OF LOSSES




Overall Plant Efficiency and the Structure of Losses

Quality ratePerformance rate AvailabilityOverall Plant Efficiency =

Calendar time (A)

Working time (B)

Operating time (C)

Shut-

down

losses

Major

stoppage

losses

Net

Operating

Time (D)

Perfor-

mance

losses

(1) Shutdown

(2) Production adjustment

(4) Process failure

(5) Normal production loss

(7) Quality defect

(8) Reprocessing

100 A

C

100Calendar time

Calendar time (1+2+3+4)ty Availability

-

=

100C

D

Standard production rate ( t / h )

Average actual production rate ( t / h )Performance rate =

100

(%)100

Quality rate =

100Production amount

Plant Eight major losses Calculation of Overall Plant Efficiency

EffectiveOperating

Time (E)

Defect

losses

(6) Abnormal production loss

(3) Equipment failure

=

=

(%)

(%)

- ( 7 + 8 )Production amount

=E

D




T P MDEPLOYMENT

IN 12 STEPS




TPM 8 PRINCIPLES

TPM

K o

b e t s u K a i z e n

P l a n n e d

M

a i n t e n a n c e

D

e v e l o p m e n t

M

a n a g e m e n t

E d u c a t i o n &

T r a i n i n g

A

u t o n o m o u s

M a i n t e n a n c e ( J H )

Q u a l i t y

M

a i n t e n a n c e

O f f i c e T P M

S a

f e t y ,

H e a l t h &

E

n v i r o n m e n t




Preparatory stage

Step 1: The top person's declaration of the resolve to introduce TPM

The declaration is made in an internal TPM lecture meeting, and should be printed in an

internal bulletin or newsletter.

Step 2: TPM introductory education and campaign

Managerial staff: Staff of the same level are scheduled together for training

General employees: Slide-show meetings

Step 3: Formation of TPM promotion organizations and formal organizational modelsCommittees, specialized subcommittees, promotion secretariat

Formal organization models

Step 4: Setting of basic TPM policy and targets

Benchmarks and targets; prediction of effects

Step 5: Preparation of a master plan for implementing TPM

From preparation stage to application for TPM Award

Start of introduction

Step 6: Kick-off of TPM initiative

Customers, suppliers and affiliated companies are invited

Twelve Steps for the TPM Implementation Program




Implementation stage

Step 7: Establishment of a system for improving the efficiency of the production department

Pursuit of improvement of efficiency in the production department

Step 7.1: Kobetsu-Kaizen

Project-team activities and workshop small-group activities

Step 7.2: Jishu-Hozen

Step method, diagnosis, and approval certificates

Step 7.3: Planned maintenance

Corrective maintenance, periodic maintenance, predictive maintenance

Step 7.4: Operation / maintenance skill development

Collective education of leaders and education concerning transmission of education to members

Step 8: Establishment of initial phase management systems for new products and new equipment

Development of easy-to-manufacture products and easy-to-use equipment

Step 9: Establishment of quality maintenance systems

Creation of conditions in which defects do not occur, and the maintenance / management of those

conditions

Step 10: Creation of systems for improvement of the efficiency of administrative/supervisory sectors

Increase production-support effectiveness, Improve & streamline administrative functions andoffice environments

Step 11: Creation of systems for the control of safety, health, and the environment

Creation of systems for zero accidents and zero pollution cases

Establishment stage

Step 12: Complete implementation of TPM and level improvement

Undergoing examinations for the receipt of PM awards; Setting sights on higher targets.

Twelve Steps for the TPM Implementation Program (Contd)

tpm awareness process brief

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