TPM IMPLEMENTATION

PRESENTED BY PAT WHITE

PROCESS AUTOMATION & MAINTENANCE

MOLEX IRELAND LTD.

MEETA ANNUAL CONFERENCE

ENGINEERS IRELAND, CLYDE ROAD, DUBLIN

TPM IMPLEMENTATION PLAN MOLEX IRELAND SHANNON

• In Shannon more than 40 years; opened in 1971

• Connector manufacture & PCBA

• Rapid Growth in the late ‘90’s designing and building connectors for the Mobile Phone Industry

• In 2008 Molex Ireland moved to Value Streams as part of the Lean manufacturing initiative started in 2000-2001

• Currently employing 450 employees

TPM IMPLEMENTATION PLAN TYPICAL MOLEX PRODUCTS

TPM IMPLEMENTATION PLAN MOLEX SHANNON - STAMPING

• Stamping Copper Alloys for Connector Conductivity

• Stamping Stainless Steel for Mechanical Functionality

• Contact Fabrication using Resistance & Laser Welding

TPM IMPLEMENTATION PLAN MOLEX SHANNON - PLATING

• Gold Plating for Electronic Applications

• Other Plating requirements are: •Corrosion Resistance •Contact Resistance

TPM IMPLEMENTATION PLAN MOLEX SHANNON - MOULDING

• Moulded Plastic components provide Insulation Resistance and other Functionality

• Multiple: •Colours

•Polymers •Process types

TPM IMPLEMENTATION PLAN MOLEX SHANNON - ASSEMBLY

• Assembly of Metal & Plastic Components to make Connectors

• Fully Automated Assembly, Packaging and Inspection

IMPLEMENTATION OF TPM BUSINESS CASE

Footnotes

• Business Metrics performance

• Gross Margin \ COS Metrics • Plant OEE • Utilisation of Assets; Equipment, People & Material • Quality Notifications • Delivery Performance to CRD • Plant Position on Global MX Scorecard • Experience with Lean Manufacturing Black Belt &

Green Belt Capability

TPM IMPLEMENTATION BELOW WERE THE TYPICAL BEHAVIOURS THAT DESCRIBED OUR APPROACH!

•Break the Cycle of Reactive to Prevention Activities in Operations

• Equipment Losses Often Occur because the Root Cause of a Problem is not Eliminated

• Production Pressure and Other Constraints prevent a Thorough Investigation of Problems

• Pit-Stop & Quick Fixes are made which often Result in Performance & Quality Losses During Operation

• In Many Cases Defects That Don’t Cause a Breakdown are Ignored and become Part of the Operating Cycle of The Equipment

• Eventually these Defects Recur & Magnify, the same Fixes are Applied (Under the same Pressure) and the Cycle Continues

• With TPM the trick is to prevent reoccurrence with the ‘100 yr fix’

IMPLEMENTATION OF TPM TPM JOURNEY – WE LOOKED OUTSIDE

• Benchmarking & Analysis

• Attend Lean Seminar @ SNN Aerospace

• Visit Lake Region to witness TPM at work

• Engage TPM Consultant (Peter Willmott)

• BLT TPM Buy-In Workshop (Maintenance Survey)

• Select Processes for TPM Projects (MC’s with high demand & unreliable performance)

• Select Projects, Team Leaders & Team Members

TPM IMPLEMENTATION TPM 9 STEP PROCESS

WHAT MAKES IT WORK : ONE OF OUR TPM TEAMS

A functioning cross functional Team including all stakeholders unlocks the hidden potential and knowledge that already exists!

TPM IMPLEMENTATION TPM JOURNEY CONTINUED

• Launch Pilot Projects in Moulding Area

• Project 1: 24\7 Machine with OEE approx. 47%

• Project 2: Overmoulding Process consuming significant Tooling Spares & Toolmaker Hours due to Mould Crashes, OEE was not the primary metric

• Both Projects have been very successful • Project 1 achieves OEE > 80% giving up to 50% capacity benefit

• Project 2 has been redesigned & Tooling breakages are Minimal

• Reliability has been greatly enhanced on both assets so that we can forecast delivery of the production plan with confidence on time in full

TPM IMPLEMENTATION TPM JOURNEY BEING SUSTAINED

• Pilot Project Success provided platform to kick-off new Projects and add Resources

• TPM Projects kicked-off in the other Manufacturing areas such as:

• Automated Component Assembly Machines

• Automated Metal stamping Machines

• Total # is 17,Two Pilots have passed L4

Project Status

L1 L2 L3 L4

4 4 3 4

TPM –Total Productive Manufacturing

15

Out of Control

• High scrap costs

• More likely to cause

QN’S.

• Capacity constraints

• Poor reliability

• More changeovers.

In Control

• Reduced Scrap costs

• More process capability

• Unlock capacity

• Improved c/o strategy.

• Increased profitability

TPM IMPLEMENTATION TPM SUCCESS

• Benefits from initial 13 Projects

• Safer work environment • Hassle free shift creates belief • 83% Increase in Productive

Capacity - giving us choices • Production Planning have

more confidence hence less C\O’s and longer Runs

• Clear QN & COS Gains • Roll out Standard Work & Best

Practice to Sister MC’s & Processes

TPM IMPLEMENTATION TYPICAL TPM PROJECT DISPLAYS

WHAT WE FOUND DIFFICULT AND WHAT IS WORKING FOR US

• FLOAC - still some insecurity around taking the Time for Cleaning, Checking & Inspection!

• Initially we struggled with the Nine Step Process – Two Stepping

• Formalising Standard work and carrying out Technical Training

• Self-directed Teams require Management to trust to delegate

• Ideally the TPM driver needs to have the ability to connect with everyone from Operators to Managers

• TPM & Team Leader Training is essential

• Weekly shop-floor Project Reviews create a strong link between Management and Manufacturing

TPM IMPLEMENTATION OUR EXPERIENCE: • Culture Change

• TPM is a key CI Enabler • Good results and success generate enthusiasm and pride • The Nine Step Process is very practical & engages people at

all levels. • TPM Training sessions and Assessments have been very

effective in getting employees engaged in the Process. • TPM Terminology gets embedded : OEE, Spot the Rot, 100

Year Fix, Best Practice, FLOAC, Condition Monitoring, Improvement Priorities.

• TPM highlights gaps in Training and other support functions • Good communication at all levels enables less risk in

decision making i.e. Design changes, Investment, strategy