uptime 8 -total productive maintenance
TRANSCRIPT
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UptimeUptimeStrategies for Excellence inStrategies for Excellence inMaintenance ManagementMaintenance Management
By: John Dixon CampbellBy: John Dixon Campbell
UptimeUptimeStrategies for Excellence inStrategies for Excellence inMaintenance ManagementMaintenance Management
By: John Dixon CampbellBy: John Dixon Campbell
ARE 524Facilities Maintenance Management
December 13December 13thth, 2003, 2003
Prepared By:Prepared By:KAMAL A. BOGES # 210321KAMAL A. BOGES # 210321
InstructorInstructorDr. ABDULMOHSEN AL-HAMMADDr. ABDULMOHSEN AL-HAMMAD
Total Productive Maintenance Total Productive Maintenance Section 8Section 8
Total Productive Maintenance Total Productive Maintenance Section 8Section 8
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ProcessProcess
ReengineeringReengineering
Continuous Improvement
Quantum Leaps
Control
Leadership
World Class Maintenance
Plan andPlan andScheduleScheduleTacticsTacticsMeasuresMeasuresData Data
ManagementManagement
TPMTPMRCMRCM
StrategyStrategy ManagementManagement
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OUTLINEOUTLINEOUTLINEOUTLINE
INTRODUCTIONINTRODUCTION OBJECTIVES AND THEMS OF TPMOBJECTIVES AND THEMS OF TPM
ASSET STRATEGYASSET STRATEGY EMOWERMENTEMOWERMENT RESOURCE PLANNING AND SCHEDULINGRESOURCE PLANNING AND SCHEDULING SYSTEM AND PROCEDURESSYSTEM AND PROCEDURES MEASUREMENTMEASUREMENT CONTINOUS IMPROVEMENTCONTINOUS IMPROVEMENT PROCESSESPROCESSES
IMPLEMENTING TPM: THE ELEMENTSIMPLEMENTING TPM: THE ELEMENTS AWARENESS, EDUCATION, AND TRAININGAWARENESS, EDUCATION, AND TRAINING
KEY SUCCESS FACTORSKEY SUCCESS FACTORS
INTRODUCTIONINTRODUCTION OBJECTIVES AND THEMS OF TPMOBJECTIVES AND THEMS OF TPM
ASSET STRATEGYASSET STRATEGY EMOWERMENTEMOWERMENT RESOURCE PLANNING AND SCHEDULINGRESOURCE PLANNING AND SCHEDULING SYSTEM AND PROCEDURESSYSTEM AND PROCEDURES MEASUREMENTMEASUREMENT CONTINOUS IMPROVEMENTCONTINOUS IMPROVEMENT PROCESSESPROCESSES
IMPLEMENTING TPM: THE ELEMENTSIMPLEMENTING TPM: THE ELEMENTS AWARENESS, EDUCATION, AND TRAININGAWARENESS, EDUCATION, AND TRAINING
KEY SUCCESS FACTORSKEY SUCCESS FACTORS
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INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION
Total Productive Maintenance (TPM) is an Total Productive Maintenance (TPM) is an approach to managing physical assets that approach to managing physical assets that emphasizes the importance of operator emphasizes the importance of operator involvement in making equipment reliableinvolvement in making equipment reliable
Management has always held an operator Management has always held an operator accountable for production output. More than ever, accountable for production output. More than ever, that person is also responsible now for product that person is also responsible now for product qualityquality
Many factors affect how well that can be achieved, Many factors affect how well that can be achieved, including the way in which the workplace is including the way in which the workplace is organized as well as the equipment’s organized as well as the equipment’s effectiveness. When several people are involved, effectiveness. When several people are involved, producing quality depends on teamworkproducing quality depends on teamwork
Total Productive Maintenance (TPM) is an Total Productive Maintenance (TPM) is an approach to managing physical assets that approach to managing physical assets that emphasizes the importance of operator emphasizes the importance of operator involvement in making equipment reliableinvolvement in making equipment reliable
Management has always held an operator Management has always held an operator accountable for production output. More than ever, accountable for production output. More than ever, that person is also responsible now for product that person is also responsible now for product qualityquality
Many factors affect how well that can be achieved, Many factors affect how well that can be achieved, including the way in which the workplace is including the way in which the workplace is organized as well as the equipment’s organized as well as the equipment’s effectiveness. When several people are involved, effectiveness. When several people are involved, producing quality depends on teamworkproducing quality depends on teamwork
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TPM PRINCIPLES - 1/4TPM PRINCIPLES - 1/4TPM PRINCIPLES - 1/4TPM PRINCIPLES - 1/4
In its broadest sense, TPM is based on three sets of In its broadest sense, TPM is based on three sets of principlesprinciples1.1. Maintenance EngineeringMaintenance Engineering;; Seeks to manage the Seeks to manage the
equipment life cycle, from strategic asset planning, equipment life cycle, from strategic asset planning, through design and construction, to operation, through design and construction, to operation, maintenance, and disposal. Several techniques maintenance, and disposal. Several techniques characterize the proactive nature of maintenance characterize the proactive nature of maintenance engineering including:engineering including:
Preventive (or planned) maintenance:Preventive (or planned) maintenance: Planned and Planned and scheduled maintenance activities to find and correct scheduled maintenance activities to find and correct problems that could lead to failureproblems that could lead to failure
Predictive and condition-based maintenance:Predictive and condition-based maintenance: Reducing Reducing fixed-time maintenance and relying on the condition of fixed-time maintenance and relying on the condition of equipment to determine maintenance activityequipment to determine maintenance activity
In its broadest sense, TPM is based on three sets of In its broadest sense, TPM is based on three sets of principlesprinciples1.1. Maintenance EngineeringMaintenance Engineering;; Seeks to manage the Seeks to manage the
equipment life cycle, from strategic asset planning, equipment life cycle, from strategic asset planning, through design and construction, to operation, through design and construction, to operation, maintenance, and disposal. Several techniques maintenance, and disposal. Several techniques characterize the proactive nature of maintenance characterize the proactive nature of maintenance engineering including:engineering including:
Preventive (or planned) maintenance:Preventive (or planned) maintenance: Planned and Planned and scheduled maintenance activities to find and correct scheduled maintenance activities to find and correct problems that could lead to failureproblems that could lead to failure
Predictive and condition-based maintenance:Predictive and condition-based maintenance: Reducing Reducing fixed-time maintenance and relying on the condition of fixed-time maintenance and relying on the condition of equipment to determine maintenance activityequipment to determine maintenance activity
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IGN 1.1. Maintenance EngineeringMaintenance Engineering; Cont.; Cont.
Productive (or proactive) maintenance and cost Productive (or proactive) maintenance and cost reduction: Maximizing equipment performance reduction: Maximizing equipment performance through reliability and maintainability through reliability and maintainability improvement and failure analysisimprovement and failure analysis
Equipment data management: Equipment Equipment data management: Equipment configuration, bills of material, as-built configuration, bills of material, as-built engineering drawings and maintenance historiesengineering drawings and maintenance histories
Life cycle costing: The complete cost of Life cycle costing: The complete cost of equipment, from design and specification through equipment, from design and specification through construction and procurement to operations, construction and procurement to operations, maintenance, and disposalmaintenance, and disposal
1.1. Maintenance EngineeringMaintenance Engineering; Cont.; Cont. Productive (or proactive) maintenance and cost Productive (or proactive) maintenance and cost
reduction: Maximizing equipment performance reduction: Maximizing equipment performance through reliability and maintainability through reliability and maintainability improvement and failure analysisimprovement and failure analysis
Equipment data management: Equipment Equipment data management: Equipment configuration, bills of material, as-built configuration, bills of material, as-built engineering drawings and maintenance historiesengineering drawings and maintenance histories
Life cycle costing: The complete cost of Life cycle costing: The complete cost of equipment, from design and specification through equipment, from design and specification through construction and procurement to operations, construction and procurement to operations, maintenance, and disposalmaintenance, and disposal
TPM PRINCIPLES - 2/4TPM PRINCIPLES - 2/4TPM PRINCIPLES - 2/4TPM PRINCIPLES - 2/4
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IGN 2.2. Total Quality Management (TQM)Total Quality Management (TQM)
TQM concepts were developed after WWII and adopted by TQM concepts were developed after WWII and adopted by Japanese manufacturing to improve the global image and Japanese manufacturing to improve the global image and acceptance of their productsacceptance of their products
Incremental improvements in product quality at each stage Incremental improvements in product quality at each stage of the process. Therefore small groups of employee use of the process. Therefore small groups of employee use problem identification and problem solving tools and problem identification and problem solving tools and techniques to provide a higher quality service or product to techniques to provide a higher quality service or product to their customertheir customer
The ultimate goal of TQM is zero defects. Management style The ultimate goal of TQM is zero defects. Management style in a TQM culture is participative, trusting, and focused on in a TQM culture is participative, trusting, and focused on fixing problems and defects, not on apportioning blamefixing problems and defects, not on apportioning blame
Information is widely shared, and TQM people let the data Information is widely shared, and TQM people let the data lead themlead them
2.2. Total Quality Management (TQM)Total Quality Management (TQM) TQM concepts were developed after WWII and adopted by TQM concepts were developed after WWII and adopted by
Japanese manufacturing to improve the global image and Japanese manufacturing to improve the global image and acceptance of their productsacceptance of their products
Incremental improvements in product quality at each stage Incremental improvements in product quality at each stage of the process. Therefore small groups of employee use of the process. Therefore small groups of employee use problem identification and problem solving tools and problem identification and problem solving tools and techniques to provide a higher quality service or product to techniques to provide a higher quality service or product to their customertheir customer
The ultimate goal of TQM is zero defects. Management style The ultimate goal of TQM is zero defects. Management style in a TQM culture is participative, trusting, and focused on in a TQM culture is participative, trusting, and focused on fixing problems and defects, not on apportioning blamefixing problems and defects, not on apportioning blame
Information is widely shared, and TQM people let the data Information is widely shared, and TQM people let the data lead themlead them
TPM PRINCIPLES - 3/4TPM PRINCIPLES - 3/4TPM PRINCIPLES - 3/4TPM PRINCIPLES - 3/4
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IGN 3.3. Just-in-time (JIT)Just-in-time (JIT)
JIT has as its goal the elimination of all waste: JIT has as its goal the elimination of all waste: wasted time, space, labor, materials, inventory, wasted time, space, labor, materials, inventory, movement. Any thing that does not add value in the movement. Any thing that does not add value in the eyes of the customer adds waste.eyes of the customer adds waste.
The core concept for JIT is the reduction of the The core concept for JIT is the reduction of the cycle time. Focusing on time to process and cycle time. Focusing on time to process and reducing this time has the effect of reducing reducing this time has the effect of reducing inventory, delays, labor and spaceinventory, delays, labor and space
Producers are optimized, standardized, and taughtProducers are optimized, standardized, and taught Lot sizes are reducedLot sizes are reduced Flexibility are dramatically increasedFlexibility are dramatically increased
3.3. Just-in-time (JIT)Just-in-time (JIT) JIT has as its goal the elimination of all waste: JIT has as its goal the elimination of all waste:
wasted time, space, labor, materials, inventory, wasted time, space, labor, materials, inventory, movement. Any thing that does not add value in the movement. Any thing that does not add value in the eyes of the customer adds waste.eyes of the customer adds waste.
The core concept for JIT is the reduction of the The core concept for JIT is the reduction of the cycle time. Focusing on time to process and cycle time. Focusing on time to process and reducing this time has the effect of reducing reducing this time has the effect of reducing inventory, delays, labor and spaceinventory, delays, labor and space
Producers are optimized, standardized, and taughtProducers are optimized, standardized, and taught Lot sizes are reducedLot sizes are reduced Flexibility are dramatically increasedFlexibility are dramatically increased
TPM PRINCIPLES - 4/4TPM PRINCIPLES - 4/4TPM PRINCIPLES - 4/4TPM PRINCIPLES - 4/4
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MORE ABOUT TPM – 1/2 MORE ABOUT TPM – 1/2 MORE ABOUT TPM – 1/2 MORE ABOUT TPM – 1/2
TPM began in Japan as a vital and necessary response to TPM began in Japan as a vital and necessary response to business imperatives to reduce waste, product variation, business imperatives to reduce waste, product variation, and production cycle timeand production cycle time
It was a fresh approach to the new challenges of the It was a fresh approach to the new challenges of the marketplace, not a logical progression of systematic marketplace, not a logical progression of systematic maintenance managementmaintenance management
Just-in-time technique, though, attacked all forms of Just-in-time technique, though, attacked all forms of waste-any thing that did not add value to the waste-any thing that did not add value to the manufacturing processmanufacturing process
Under these circumstances, the success of the entire Under these circumstances, the success of the entire process relied on each machine working to a uniform plant process relied on each machine working to a uniform plant load, drumbeat.load, drumbeat.
To further complicate matters for maintenance, final To further complicate matters for maintenance, final quality control inspection was being moved upstream in quality control inspection was being moved upstream in process, to eliminate defects and yield fluctuation at their process, to eliminate defects and yield fluctuation at their source. As a result, machine performance problems were source. As a result, machine performance problems were being identified much earlierbeing identified much earlier
TPM began in Japan as a vital and necessary response to TPM began in Japan as a vital and necessary response to business imperatives to reduce waste, product variation, business imperatives to reduce waste, product variation, and production cycle timeand production cycle time
It was a fresh approach to the new challenges of the It was a fresh approach to the new challenges of the marketplace, not a logical progression of systematic marketplace, not a logical progression of systematic maintenance managementmaintenance management
Just-in-time technique, though, attacked all forms of Just-in-time technique, though, attacked all forms of waste-any thing that did not add value to the waste-any thing that did not add value to the manufacturing processmanufacturing process
Under these circumstances, the success of the entire Under these circumstances, the success of the entire process relied on each machine working to a uniform plant process relied on each machine working to a uniform plant load, drumbeat.load, drumbeat.
To further complicate matters for maintenance, final To further complicate matters for maintenance, final quality control inspection was being moved upstream in quality control inspection was being moved upstream in process, to eliminate defects and yield fluctuation at their process, to eliminate defects and yield fluctuation at their source. As a result, machine performance problems were source. As a result, machine performance problems were being identified much earlierbeing identified much earlier
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MORE ABOUT TPM – 2/2 MORE ABOUT TPM – 2/2 MORE ABOUT TPM – 2/2 MORE ABOUT TPM – 2/2
Demands for conformance and reliability were Demands for conformance and reliability were greatly increased, with more stringent variation greatly increased, with more stringent variation checkschecks
Maintenance management- or, more correctly, the Maintenance management- or, more correctly, the management of equipment effectiveness- had to management of equipment effectiveness- had to adapt quickly the new directivesadapt quickly the new directives
The concept that evolved was TPM, sometimes The concept that evolved was TPM, sometimes known by its most prominent feature, autonomous known by its most prominent feature, autonomous (operator) maintenance(operator) maintenance
Demands for conformance and reliability were Demands for conformance and reliability were greatly increased, with more stringent variation greatly increased, with more stringent variation checkschecks
Maintenance management- or, more correctly, the Maintenance management- or, more correctly, the management of equipment effectiveness- had to management of equipment effectiveness- had to adapt quickly the new directivesadapt quickly the new directives
The concept that evolved was TPM, sometimes The concept that evolved was TPM, sometimes known by its most prominent feature, autonomous known by its most prominent feature, autonomous (operator) maintenance(operator) maintenance
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OBJECTIVES AND THEMS OF TPM – 1/11OBJECTIVES AND THEMS OF TPM – 1/11OBJECTIVES AND THEMS OF TPM – 1/11OBJECTIVES AND THEMS OF TPM – 1/11
The prime objectives of TPM are to:The prime objectives of TPM are to: Maximize equipment effectiveness and productivity and Maximize equipment effectiveness and productivity and
eliminate all machine losseseliminate all machine losses Create a sense of ownership in equipment operators Create a sense of ownership in equipment operators
through a program of training and involvementthrough a program of training and involvement Promote continuous improvement through small-group Promote continuous improvement through small-group
activities involving production, engineering, and activities involving production, engineering, and maintenance personnelmaintenance personnel
Each enterprise has its own unique definition and Each enterprise has its own unique definition and vision for TPM, but in most cases there are vision for TPM, but in most cases there are common elements in any TPM program. These have common elements in any TPM program. These have been summarized in the TPM wheel in Figure 8-1been summarized in the TPM wheel in Figure 8-1
The prime objectives of TPM are to:The prime objectives of TPM are to: Maximize equipment effectiveness and productivity and Maximize equipment effectiveness and productivity and
eliminate all machine losseseliminate all machine losses Create a sense of ownership in equipment operators Create a sense of ownership in equipment operators
through a program of training and involvementthrough a program of training and involvement Promote continuous improvement through small-group Promote continuous improvement through small-group
activities involving production, engineering, and activities involving production, engineering, and maintenance personnelmaintenance personnel
Each enterprise has its own unique definition and Each enterprise has its own unique definition and vision for TPM, but in most cases there are vision for TPM, but in most cases there are common elements in any TPM program. These have common elements in any TPM program. These have been summarized in the TPM wheel in Figure 8-1been summarized in the TPM wheel in Figure 8-1
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OBJECTIVES AND THEMS OF TPM – 2/11OBJECTIVES AND THEMS OF TPM – 2/11OBJECTIVES AND THEMS OF TPM – 2/11OBJECTIVES AND THEMS OF TPM – 2/11
ThemesThemes
• TrainingTraining
• DecentralizationDecentralization
• Maintenance Maintenance preventionprevention
• Multi-skillingMulti-skilling
ElementsElements
Figure 8-1 The TPM WheelFigure 8-1 The TPM Wheel
Asset Asset
StrategyStrategy
Continuous Continuous
ImprovementImprovement
TeamTeam
ProcessesProcesses
EmpowermentEmpowerment
Resources Resources
Planning andPlanning and
SchedulingScheduling
Systems andSystems and
ProceduresProcedures
MeasurementMeasurement
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1. Asset Strategy – 3/111. Asset Strategy – 3/111. Asset Strategy – 3/111. Asset Strategy – 3/11
TPM is commonly used to support and enable the TPM is commonly used to support and enable the principles of TIJ and TQMprinciples of TIJ and TQM
This usually involves moving some equipment This usually involves moving some equipment into a cell arrangement and removing anything into a cell arrangement and removing anything that is redundantthat is redundant
Setup modification and upgrading machine Setup modification and upgrading machine requirements are also commonly part of the planrequirements are also commonly part of the plan
Simplifying, streaming, and automating the Simplifying, streaming, and automating the manufacturing process have an impact on the way manufacturing process have an impact on the way maintenance strategy with the neww asset maintenance strategy with the neww asset structurestructure
TPM is commonly used to support and enable the TPM is commonly used to support and enable the principles of TIJ and TQMprinciples of TIJ and TQM
This usually involves moving some equipment This usually involves moving some equipment into a cell arrangement and removing anything into a cell arrangement and removing anything that is redundantthat is redundant
Setup modification and upgrading machine Setup modification and upgrading machine requirements are also commonly part of the planrequirements are also commonly part of the plan
Simplifying, streaming, and automating the Simplifying, streaming, and automating the manufacturing process have an impact on the way manufacturing process have an impact on the way maintenance strategy with the neww asset maintenance strategy with the neww asset structurestructure
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1. Asset Strategy, cont. – 4/111. Asset Strategy, cont. – 4/111. Asset Strategy, cont. – 4/111. Asset Strategy, cont. – 4/11
When JIT is introduced, maintenance When JIT is introduced, maintenance management normally should involved management normally should involved immediately:immediately: Layout evaluationLayout evaluation - including maintainability, - including maintainability,
operability, hydraulic/electrical/steam/plumbing operability, hydraulic/electrical/steam/plumbing services, environmental concerns, and floor loading services, environmental concerns, and floor loading considerationconsideration
Equipment modificationEquipment modification – such as solving chronic – such as solving chronic problems before a cell startup. This could also mean problems before a cell startup. This could also mean providing enablers, for example, reducing excess providing enablers, for example, reducing excess motion to reduce wear and noisemotion to reduce wear and noise
Post-move servicesPost-move services – to restore the equipment to – to restore the equipment to satisfactory operating condition as a cell formed. Of satisfactory operating condition as a cell formed. Of key importance is the initiation or revision of a specific key importance is the initiation or revision of a specific preventive maintenance programpreventive maintenance program
When JIT is introduced, maintenance When JIT is introduced, maintenance management normally should involved management normally should involved immediately:immediately: Layout evaluationLayout evaluation - including maintainability, - including maintainability,
operability, hydraulic/electrical/steam/plumbing operability, hydraulic/electrical/steam/plumbing services, environmental concerns, and floor loading services, environmental concerns, and floor loading considerationconsideration
Equipment modificationEquipment modification – such as solving chronic – such as solving chronic problems before a cell startup. This could also mean problems before a cell startup. This could also mean providing enablers, for example, reducing excess providing enablers, for example, reducing excess motion to reduce wear and noisemotion to reduce wear and noise
Post-move servicesPost-move services – to restore the equipment to – to restore the equipment to satisfactory operating condition as a cell formed. Of satisfactory operating condition as a cell formed. Of key importance is the initiation or revision of a specific key importance is the initiation or revision of a specific preventive maintenance programpreventive maintenance program
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2. Empowerment - 5/112. Empowerment - 5/112. Empowerment - 5/112. Empowerment - 5/11
TPM puts the power in the employee’s hand. It TPM puts the power in the employee’s hand. It grants workers autonomy, along with responsibilitygrants workers autonomy, along with responsibility
At the same time TPM recognizes that employees in At the same time TPM recognizes that employees in one area have much to teach and learn from others one area have much to teach and learn from others The entire organization gains strength and ideas The entire organization gains strength and ideas from motivated continuous improvement teamsfrom motivated continuous improvement teams
A TPM environment encourages a skills between A TPM environment encourages a skills between operators and maintenance, and multi-skill training operators and maintenance, and multi-skill training in the various craftsin the various crafts
It can provide increase job satisfaction for It can provide increase job satisfaction for operations, trades, engineering, and supervision operations, trades, engineering, and supervision alikealike
TPM puts the power in the employee’s hand. It TPM puts the power in the employee’s hand. It grants workers autonomy, along with responsibilitygrants workers autonomy, along with responsibility
At the same time TPM recognizes that employees in At the same time TPM recognizes that employees in one area have much to teach and learn from others one area have much to teach and learn from others The entire organization gains strength and ideas The entire organization gains strength and ideas from motivated continuous improvement teamsfrom motivated continuous improvement teams
A TPM environment encourages a skills between A TPM environment encourages a skills between operators and maintenance, and multi-skill training operators and maintenance, and multi-skill training in the various craftsin the various crafts
It can provide increase job satisfaction for It can provide increase job satisfaction for operations, trades, engineering, and supervision operations, trades, engineering, and supervision alikealike
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2. Empowerment, cont. - 6/112. Empowerment, cont. - 6/112. Empowerment, cont. - 6/112. Empowerment, cont. - 6/11
Most exciting about TPM is that it can fundamentally Most exciting about TPM is that it can fundamentally change organization culture. Centralized, command change organization culture. Centralized, command and control maintenance structure cannot support a and control maintenance structure cannot support a JIT/TQM/TPM initiative JIT/TQM/TPM initiative
Operator ownership is not about boundaries or Operator ownership is not about boundaries or barriers around equipment or sections of the barriers around equipment or sections of the processprocess
It’s an expression of commitment and caring about It’s an expression of commitment and caring about condition, causes, and effectscondition, causes, and effects
Building operator ownership is mostly a matter of Building operator ownership is mostly a matter of removing impediments and providing correct removing impediments and providing correct training and tools to encourage a supportive training and tools to encourage a supportive relationship that is technically informedrelationship that is technically informed
Most exciting about TPM is that it can fundamentally Most exciting about TPM is that it can fundamentally change organization culture. Centralized, command change organization culture. Centralized, command and control maintenance structure cannot support a and control maintenance structure cannot support a JIT/TQM/TPM initiative JIT/TQM/TPM initiative
Operator ownership is not about boundaries or Operator ownership is not about boundaries or barriers around equipment or sections of the barriers around equipment or sections of the processprocess
It’s an expression of commitment and caring about It’s an expression of commitment and caring about condition, causes, and effectscondition, causes, and effects
Building operator ownership is mostly a matter of Building operator ownership is mostly a matter of removing impediments and providing correct removing impediments and providing correct training and tools to encourage a supportive training and tools to encourage a supportive relationship that is technically informedrelationship that is technically informed
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3. Resource Planning and Scheduling - 7/113. Resource Planning and Scheduling - 7/113. Resource Planning and Scheduling - 7/113. Resource Planning and Scheduling - 7/11
During the introduction of TPM, there will be significantly During the introduction of TPM, there will be significantly increased demand on the maintenance department, increased demand on the maintenance department, especially as operator train to be more equipment especially as operator train to be more equipment consciousconscious
As they discover the causes of chronic equipment losses As they discover the causes of chronic equipment losses of malfunctions, they will want to have them corrected of malfunctions, they will want to have them corrected quicklyquickly
If these operators are to be enthusiastic partners in If these operators are to be enthusiastic partners in equipment care, the maintenance department must have equipment care, the maintenance department must have planning and scheduling procedures in place. They must planning and scheduling procedures in place. They must have the capacity and skills available to assign priorities have the capacity and skills available to assign priorities and carry out the work quickly and professionallyand carry out the work quickly and professionally
As many organizations have found, it help to dedicate As many organizations have found, it help to dedicate specific tradespersons to particular areasspecific tradespersons to particular areas
In this way, they become familiar with the equipment and In this way, they become familiar with the equipment and form closer ties with the operators and supervisorsform closer ties with the operators and supervisors
During the introduction of TPM, there will be significantly During the introduction of TPM, there will be significantly increased demand on the maintenance department, increased demand on the maintenance department, especially as operator train to be more equipment especially as operator train to be more equipment consciousconscious
As they discover the causes of chronic equipment losses As they discover the causes of chronic equipment losses of malfunctions, they will want to have them corrected of malfunctions, they will want to have them corrected quicklyquickly
If these operators are to be enthusiastic partners in If these operators are to be enthusiastic partners in equipment care, the maintenance department must have equipment care, the maintenance department must have planning and scheduling procedures in place. They must planning and scheduling procedures in place. They must have the capacity and skills available to assign priorities have the capacity and skills available to assign priorities and carry out the work quickly and professionallyand carry out the work quickly and professionally
As many organizations have found, it help to dedicate As many organizations have found, it help to dedicate specific tradespersons to particular areasspecific tradespersons to particular areas
In this way, they become familiar with the equipment and In this way, they become familiar with the equipment and form closer ties with the operators and supervisorsform closer ties with the operators and supervisors
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4 Systems and Procedures - 8/114 Systems and Procedures - 8/114 Systems and Procedures - 8/114 Systems and Procedures - 8/11
As continuous improvement teams begin to focus on As continuous improvement teams begin to focus on equipment performance, standards best practice operating equipment performance, standards best practice operating and maintenance procedures will evolveand maintenance procedures will evolve
It will quickly become daily routine to track information It will quickly become daily routine to track information such as equipment histories, part and materials, individual such as equipment histories, part and materials, individual training progression, and coststraining progression, and costs
Systematic maintenance management requires the most Systematic maintenance management requires the most effective way to reduce or mitigate the risk of failureeffective way to reduce or mitigate the risk of failure
First, the nature of failure in a specific case must be First, the nature of failure in a specific case must be understoodunderstood
Then the remedy can be chosen, whether it be based on Then the remedy can be chosen, whether it be based on time, use or condition factors, or some other tactictime, use or condition factors, or some other tactic
As continuous improvement teams begin to focus on As continuous improvement teams begin to focus on equipment performance, standards best practice operating equipment performance, standards best practice operating and maintenance procedures will evolveand maintenance procedures will evolve
It will quickly become daily routine to track information It will quickly become daily routine to track information such as equipment histories, part and materials, individual such as equipment histories, part and materials, individual training progression, and coststraining progression, and costs
Systematic maintenance management requires the most Systematic maintenance management requires the most effective way to reduce or mitigate the risk of failureeffective way to reduce or mitigate the risk of failure
First, the nature of failure in a specific case must be First, the nature of failure in a specific case must be understoodunderstood
Then the remedy can be chosen, whether it be based on Then the remedy can be chosen, whether it be based on time, use or condition factors, or some other tactictime, use or condition factors, or some other tactic
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5. Measurement - 9/115. Measurement - 9/115. Measurement - 9/115. Measurement - 9/11
With continuous improvement, the current reality is judged With continuous improvement, the current reality is judged against a future vision. In maintenance management, the against a future vision. In maintenance management, the prime objective is asset productivity: asset output divided prime objective is asset productivity: asset output divided by all inputsby all inputs
FOR TPM, it is also useful to measure continuous FOR TPM, it is also useful to measure continuous improvement success, including the number of active improvement success, including the number of active teams and their individual and collective progress teams and their individual and collective progress
The future vision is best tempered with an understanding The future vision is best tempered with an understanding of what the competition, industry at large, or best-in-class of what the competition, industry at large, or best-in-class have achieved. Benchmarking is useful in this regardhave achieved. Benchmarking is useful in this regard
With continuous improvement, the current reality is judged With continuous improvement, the current reality is judged against a future vision. In maintenance management, the against a future vision. In maintenance management, the prime objective is asset productivity: asset output divided prime objective is asset productivity: asset output divided by all inputsby all inputs
FOR TPM, it is also useful to measure continuous FOR TPM, it is also useful to measure continuous improvement success, including the number of active improvement success, including the number of active teams and their individual and collective progress teams and their individual and collective progress
The future vision is best tempered with an understanding The future vision is best tempered with an understanding of what the competition, industry at large, or best-in-class of what the competition, industry at large, or best-in-class have achieved. Benchmarking is useful in this regardhave achieved. Benchmarking is useful in this regard
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6. Continuous Improvement Team - 10/116. Continuous Improvement Team - 10/116. Continuous Improvement Team - 10/116. Continuous Improvement Team - 10/11
Continuous improvement, based on Kaizen principles in Continuous improvement, based on Kaizen principles in Japan, is central to TQM and JITJapan, is central to TQM and JIT
Organizations that have begun implementing TQM, JIT, or Organizations that have begun implementing TQM, JIT, or Continuous Improvement (CI) processes will have CI team in Continuous Improvement (CI) processes will have CI team in placeplace
TPM team tends to base their agenda on effective TPM team tends to base their agenda on effective maintenance management information system (for example, maintenance management information system (for example, equipment histories for failure analysis). This begins with a equipment histories for failure analysis). This begins with a Pareto review of failure of the equipment or processes that Pareto review of failure of the equipment or processes that govern bottlenecking or add the most value to the product govern bottlenecking or add the most value to the product flowflow
Operators in TPM build a strong relationship with their Operators in TPM build a strong relationship with their equipment. They drive an understanding within teams of equipment. They drive an understanding within teams of failure causes, effects and impacts, and the resulting failure causes, effects and impacts, and the resulting actions to eliminate these failureactions to eliminate these failure
Continuous improvement, based on Kaizen principles in Continuous improvement, based on Kaizen principles in Japan, is central to TQM and JITJapan, is central to TQM and JIT
Organizations that have begun implementing TQM, JIT, or Organizations that have begun implementing TQM, JIT, or Continuous Improvement (CI) processes will have CI team in Continuous Improvement (CI) processes will have CI team in placeplace
TPM team tends to base their agenda on effective TPM team tends to base their agenda on effective maintenance management information system (for example, maintenance management information system (for example, equipment histories for failure analysis). This begins with a equipment histories for failure analysis). This begins with a Pareto review of failure of the equipment or processes that Pareto review of failure of the equipment or processes that govern bottlenecking or add the most value to the product govern bottlenecking or add the most value to the product flowflow
Operators in TPM build a strong relationship with their Operators in TPM build a strong relationship with their equipment. They drive an understanding within teams of equipment. They drive an understanding within teams of failure causes, effects and impacts, and the resulting failure causes, effects and impacts, and the resulting actions to eliminate these failureactions to eliminate these failure
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7. Processes – 11/117. Processes – 11/117. Processes – 11/117. Processes – 11/11
TPM is often a radical change in the way asset TPM is often a radical change in the way asset maintenance is managed maintenance is managed
Some of the traditional processes for preventive, Some of the traditional processes for preventive, corrective, or breakdown maintenance and for stores corrective, or breakdown maintenance and for stores inventory control are simply no longer appropriateinventory control are simply no longer appropriate
In the new climate of responsiveness, flexibility, and In the new climate of responsiveness, flexibility, and empowerment, the existing processes must be revisited. empowerment, the existing processes must be revisited. They must be clearly understood, analyzed, and then They must be clearly understood, analyzed, and then redesigned to support the TPM objectivesredesigned to support the TPM objectives
Each step along the way must add value and minimize Each step along the way must add value and minimize any waste in cost, time, service, quality, or other any waste in cost, time, service, quality, or other resourcesresources
TPM is often a radical change in the way asset TPM is often a radical change in the way asset maintenance is managed maintenance is managed
Some of the traditional processes for preventive, Some of the traditional processes for preventive, corrective, or breakdown maintenance and for stores corrective, or breakdown maintenance and for stores inventory control are simply no longer appropriateinventory control are simply no longer appropriate
In the new climate of responsiveness, flexibility, and In the new climate of responsiveness, flexibility, and empowerment, the existing processes must be revisited. empowerment, the existing processes must be revisited. They must be clearly understood, analyzed, and then They must be clearly understood, analyzed, and then redesigned to support the TPM objectivesredesigned to support the TPM objectives
Each step along the way must add value and minimize Each step along the way must add value and minimize any waste in cost, time, service, quality, or other any waste in cost, time, service, quality, or other resourcesresources
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IMPLEMENTING TPM: THE ELEMENTS – 1/12IMPLEMENTING TPM: THE ELEMENTS – 1/12IMPLEMENTING TPM: THE ELEMENTS – 1/12IMPLEMENTING TPM: THE ELEMENTS – 1/12
What TPM means, and what it will accomplish, is different What TPM means, and what it will accomplish, is different for each application. The implementation plan, too, needs for each application. The implementation plan, too, needs to be specific to the situation and plant environment to be specific to the situation and plant environment
A small wood-working firm with a tradition of production-A small wood-working firm with a tradition of production-maintenance integration could take a more informal maintenance integration could take a more informal approach than a large integrated steel mileapproach than a large integrated steel mile
A basic methodology that has proved successfully as a A basic methodology that has proved successfully as a guide in many diverse applications is presented in Figure guide in many diverse applications is presented in Figure 8-28-2
Following an implementation plan adapted from the Japan Following an implementation plan adapted from the Japan Institute of Plant Maintenance, the enterprise should Institute of Plant Maintenance, the enterprise should progress through four phases in charting in its new course progress through four phases in charting in its new course
What TPM means, and what it will accomplish, is different What TPM means, and what it will accomplish, is different for each application. The implementation plan, too, needs for each application. The implementation plan, too, needs to be specific to the situation and plant environment to be specific to the situation and plant environment
A small wood-working firm with a tradition of production-A small wood-working firm with a tradition of production-maintenance integration could take a more informal maintenance integration could take a more informal approach than a large integrated steel mileapproach than a large integrated steel mile
A basic methodology that has proved successfully as a A basic methodology that has proved successfully as a guide in many diverse applications is presented in Figure guide in many diverse applications is presented in Figure 8-28-2
Following an implementation plan adapted from the Japan Following an implementation plan adapted from the Japan Institute of Plant Maintenance, the enterprise should Institute of Plant Maintenance, the enterprise should progress through four phases in charting in its new course progress through four phases in charting in its new course
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IMPLEMENTING TPM: THE ELEMENTS , cont. – 2/12IMPLEMENTING TPM: THE ELEMENTS , cont. – 2/12IMPLEMENTING TPM: THE ELEMENTS , cont. – 2/12IMPLEMENTING TPM: THE ELEMENTS , cont. – 2/12I. Stabilize Mean Time Between I. Stabilize Mean Time Between FailureFailure
II Lengthen Equipt. II Lengthen Equipt. LifeLife
III. Periodically Restore III. Periodically Restore DeteriorationDeterioration
IV. Predict Equipment IV. Predict Equipment LifeLife
Equipment Equipment ImprovementImprovement
Restore accelerated Restore accelerated deterioration by cleaning, deterioration by cleaning, lubricating, and tightening, and lubricating, and tightening, and correcting visible defectscorrecting visible defects
Learn more about Learn more about equipment equipment mechanisms and mechanisms and functions: develop functions: develop inspection skillsinspection skills
Conduct autonomous Conduct autonomous inspections and inspections and adjustments: organize adjustments: organize and visually manage work and visually manage work areaarea
Manage operations and Manage operations and daily equipment care daily equipment care and inspections and inspections autonomously: carry autonomously: carry out simple repairs and out simple repairs and replacementreplacement
Equipment Equipment ImprovementImprovement
Prevent accelerated Prevent accelerated deterioration with improvement deterioration with improvement to:to:• Control contamination Control contamination sourcessources•Enhance accessibility for Enhance accessibility for cleaning, lube, and inspectioncleaning, lube, and inspection
Address chronic equipment Address chronic equipment losses and prevent recurrencelosses and prevent recurrence
• Correct design and fabrication weaknessesCorrect design and fabrication weaknesses• Prevent operating and repair errorsPrevent operating and repair errors• Eliminate sporadic failuresEliminate sporadic failures• Improve maintainability and operabilityImprove maintainability and operability
• Further extend life Further extend life using new materials and using new materials and technologiestechnologies• Learn and apply Learn and apply advanced failure advanced failure analysis techniquesanalysis techniques
Planned Planned MaintenanceMaintenance
• Prepare equipment logsPrepare equipment logs• Help operators establish daily Help operators establish daily inspection andinspection and• Introduce visual controlIntroduce visual control• Clarify operating conditions; Clarify operating conditions; comply with conditions of usecomply with conditions of use
• Rank failures Rank failures prioritize PM workprioritize PM work• Standardize routine Standardize routine maintenance activitiesmaintenance activities• Create data Create data management systems management systems to monitor failures, to monitor failures, equipment, spares, equipment, spares, costscosts
• Estimate life spans Estimate life spans and learn early signs of and learn early signs of internal deterioratinginternal deteriorating• Set standards fro Set standards fro periodic inspection and periodic inspection and parts replacementparts replacement• Improve efficiency of Improve efficiency of planned inspection and planned inspection and maintenance work and maintenance work and improve control of data improve control of data and sparesand spares
• Apply condition-based Apply condition-based monitoring technique to monitoring technique to predict lifepredict life• Conduct periodic Conduct periodic restoration based on restoration based on periodic life periodic life
Figure 8-2 TPM ImplementationFigure 8-2 TPM Implementation
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IMPLEMENTING TPM: THE ELEMENTS, cont. – 3/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 3/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 3/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 3/12I. Stabilize Mean Time I. Stabilize Mean Time Between FailureBetween Failure
II Lengthen Equipt. II Lengthen Equipt. LifeLife
III. Periodically Restore III. Periodically Restore DeteriorationDeterioration
IV. Predict Equipment IV. Predict Equipment LifeLife
Quality Quality MaintenanceMaintenance
Clarify relationship between quality and equipment, Clarify relationship between quality and equipment, people, materials, methodspeople, materials, methods
Establish and maintain Establish and maintain equipment control equipment control conditionsconditions
• Build in QM controls Build in QM controls at the design stageat the design stage
Maintenance Maintenance PreventionPrevention
Define data system Define data system requirements and begin requirements and begin documenting equipment documenting equipment improvementsimprovements
Incorporate data from current equipment Incorporate data from current equipment improvement in new equipment design improvement in new equipment design specificationsspecifications
Figure 8-2 TPM ImplementationFigure 8-2 TPM Implementation
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IMPLEMENTING TPM: THE ELEMENTS, cont. – 4/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 4/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 4/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 4/12
This route progresses from stabilizing the mean This route progresses from stabilizing the mean time between failures and extending equipment time between failures and extending equipment life to predicting equipment life through condition life to predicting equipment life through condition monitoring monitoring
The four phases of activities are conducted by The four phases of activities are conducted by team of production, maintenance, and engineering team of production, maintenance, and engineering personnel working in concertpersonnel working in concert
The entire implementation process is supported The entire implementation process is supported throughout by comprehensive education and throughout by comprehensive education and training (see Figure 8-3)training (see Figure 8-3)
This route progresses from stabilizing the mean This route progresses from stabilizing the mean time between failures and extending equipment time between failures and extending equipment life to predicting equipment life through condition life to predicting equipment life through condition monitoring monitoring
The four phases of activities are conducted by The four phases of activities are conducted by team of production, maintenance, and engineering team of production, maintenance, and engineering personnel working in concertpersonnel working in concert
The entire implementation process is supported The entire implementation process is supported throughout by comprehensive education and throughout by comprehensive education and training (see Figure 8-3)training (see Figure 8-3)
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IMPLEMENTING TPM: THE ELEMENTS, cont. – 5/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 5/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 5/12IMPLEMENTING TPM: THE ELEMENTS, cont. – 5/12
General General ManagementManagement
Maintenance Maintenance EngineerEngineer OperatorsOperators MaintenanceMaintenance
TPM objectives, elements, TPM objectives, elements, themesthemes General equipment cleaning, General equipment cleaning, inspection, monitoringinspection, monitoring Problem identification, Problem identification, analysis toolsanalysis tools Basic equipment functioning, Basic equipment functioning, adjustment, optimization of adjustment, optimization of skillsskills
Focused technical skillsFocused technical skills Maintenance prevention and Maintenance prevention and equipment redesignequipment redesign
Figure 8-3 TPM Education and TrainingFigure 8-3 TPM Education and Training
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1. Awareness, Education, and Training – 6/121. Awareness, Education, and Training – 6/121. Awareness, Education, and Training – 6/121. Awareness, Education, and Training – 6/12
Learning underscores each element of TPM. At Learning underscores each element of TPM. At Nachi Fujikoshi Corporation in Japan “Cultivating Nachi Fujikoshi Corporation in Japan “Cultivating equipment-conscious workers is the base upon equipment-conscious workers is the base upon which every other feature of (TPM) rests. which every other feature of (TPM) rests. Education and training is not only one of the Education and training is not only one of the fundamental improvements activities of TPM, it is fundamental improvements activities of TPM, it is a central pillar that supports others”a central pillar that supports others”
Managers, maintenance staff, team leaders, and Managers, maintenance staff, team leaders, and equipment operators all must be extensively equipment operators all must be extensively involved in the learning processinvolved in the learning process
Learning underscores each element of TPM. At Learning underscores each element of TPM. At Nachi Fujikoshi Corporation in Japan “Cultivating Nachi Fujikoshi Corporation in Japan “Cultivating equipment-conscious workers is the base upon equipment-conscious workers is the base upon which every other feature of (TPM) rests. which every other feature of (TPM) rests. Education and training is not only one of the Education and training is not only one of the fundamental improvements activities of TPM, it is fundamental improvements activities of TPM, it is a central pillar that supports others”a central pillar that supports others”
Managers, maintenance staff, team leaders, and Managers, maintenance staff, team leaders, and equipment operators all must be extensively equipment operators all must be extensively involved in the learning processinvolved in the learning process
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1. Awareness, Education, and Training, cont. – 7/121. Awareness, Education, and Training, cont. – 7/121. Awareness, Education, and Training, cont. – 7/121. Awareness, Education, and Training, cont. – 7/12
Training supports:Training supports: DecentralizationDecentralization of decision-making and of decision-making and
empowerment of employees. This will help them empowerment of employees. This will help them act autonomously, with knowledge and confidence, act autonomously, with knowledge and confidence, and as team players who know where and when to and as team players who know where and when to ask for helpask for help
Maintenance preventionMaintenance prevention, or minimizing the amount , or minimizing the amount of maintenance intervention without scarifying of maintenance intervention without scarifying reliability. This is accomplished with standard reliability. This is accomplished with standard operating procedures and systematic analysis and operating procedures and systematic analysis and treatment of equipment failures and other treatment of equipment failures and other abnormalitiesabnormalities
Training supports:Training supports: DecentralizationDecentralization of decision-making and of decision-making and
empowerment of employees. This will help them empowerment of employees. This will help them act autonomously, with knowledge and confidence, act autonomously, with knowledge and confidence, and as team players who know where and when to and as team players who know where and when to ask for helpask for help
Maintenance preventionMaintenance prevention, or minimizing the amount , or minimizing the amount of maintenance intervention without scarifying of maintenance intervention without scarifying reliability. This is accomplished with standard reliability. This is accomplished with standard operating procedures and systematic analysis and operating procedures and systematic analysis and treatment of equipment failures and other treatment of equipment failures and other abnormalitiesabnormalities
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1. Awareness, Education, and Training, cont. – 8/121. Awareness, Education, and Training, cont. – 8/121. Awareness, Education, and Training, cont. – 8/121. Awareness, Education, and Training, cont. – 8/12
The use of tools and techniques for problem identification, The use of tools and techniques for problem identification, definition, solution, and team decision making are shown definition, solution, and team decision making are shown in Figure 8-4in Figure 8-4
These aids are invaluable for the learning processThese aids are invaluable for the learning process Beyond understanding the theory behind TPM, you must Beyond understanding the theory behind TPM, you must
have some practical knowledge before making sweeping have some practical knowledge before making sweeping changes to the systemchanges to the system
A pilot project in an area of the plant will work out any A pilot project in an area of the plant will work out any kinks and build experience and confidence in kinks and build experience and confidence in implementation teamimplementation team
Of great help in a trial run is a detailed before-after study. Of great help in a trial run is a detailed before-after study. One effective method is to have a staff photograph or One effective method is to have a staff photograph or videotape the area, looking for defects, disorders, and videotape the area, looking for defects, disorders, and deteriorationdeterioration
Such varied industries as aluminum rolling, primary Such varied industries as aluminum rolling, primary steel, and discrete manufacturing level found that a steel, and discrete manufacturing level found that a series of pictures is worth countless words of series of pictures is worth countless words of descriptiondescription
The use of tools and techniques for problem identification, The use of tools and techniques for problem identification, definition, solution, and team decision making are shown definition, solution, and team decision making are shown in Figure 8-4in Figure 8-4
These aids are invaluable for the learning processThese aids are invaluable for the learning process Beyond understanding the theory behind TPM, you must Beyond understanding the theory behind TPM, you must
have some practical knowledge before making sweeping have some practical knowledge before making sweeping changes to the systemchanges to the system
A pilot project in an area of the plant will work out any A pilot project in an area of the plant will work out any kinks and build experience and confidence in kinks and build experience and confidence in implementation teamimplementation team
Of great help in a trial run is a detailed before-after study. Of great help in a trial run is a detailed before-after study. One effective method is to have a staff photograph or One effective method is to have a staff photograph or videotape the area, looking for defects, disorders, and videotape the area, looking for defects, disorders, and deteriorationdeterioration
Such varied industries as aluminum rolling, primary Such varied industries as aluminum rolling, primary steel, and discrete manufacturing level found that a steel, and discrete manufacturing level found that a series of pictures is worth countless words of series of pictures is worth countless words of descriptiondescription
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1. Awareness, Education, and Training, cont. – 9/121. Awareness, Education, and Training, cont. – 9/121. Awareness, Education, and Training, cont. – 9/121. Awareness, Education, and Training, cont. – 9/12For Problem DefinitionFor Problem Definition For Solution DevelopmentFor Solution Development For Team Decision-makingFor Team Decision-making
• Process flowchartingProcess flowcharting • Customer surveysCustomer surveys • Consequences seekingConsequences seeking
• HistogramsHistograms •Cause and effect diagramsCause and effect diagrams • BrainstormingBrainstorming
• Plan chartsPlan charts • BenchmarkingBenchmarking • Normal group techniqueNormal group technique
• Tree diagramsTree diagrams • Force field analysisForce field analysis • MultivotingMultivoting
• Pareto diagramsPareto diagrams • FMECAFMECA • Pairwise rankingPairwise ranking
• Statistical process controlStatistical process control • Fault tree analysisFault tree analysis • Weighted factor evaluationWeighted factor evaluation
• Scatter plotsScatter plots • P-M analysisP-M analysis
• Failure AnalysisFailure Analysis
Automated ToolsAutomated Tools
• Computer aided design and draftingComputer aided design and drafting
• Computer aided manufacturingComputer aided manufacturing
• Computerize maintenance management systemComputerize maintenance management system
• Material management systemMaterial management system
• Materials equipment planningMaterials equipment planning
• Computer integrated manufacturingComputer integrated manufacturing
• SimulationSimulation
• Expert systemsExpert systems
• Geographic information management systemGeographic information management system
Figure 8-4 Tools and Techniques for TPMFigure 8-4 Tools and Techniques for TPM
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1. Awareness, Education, and Training, cont. – 10/121. Awareness, Education, and Training, cont. – 10/121. Awareness, Education, and Training, cont. – 10/121. Awareness, Education, and Training, cont. – 10/12
Keeping a visual record is part of the following eight-step Keeping a visual record is part of the following eight-step approach of piloting:approach of piloting:1.1. Education (basis)Education (basis) – Companywide seminar on the elements, – Companywide seminar on the elements,
themes, and objectives of TPM, and how it relates to TQM, themes, and objectives of TPM, and how it relates to TQM, JIT, and CI programs that already in placeJIT, and CI programs that already in place
2.2. SurveySurvey – Determine which area are likely to excel in a pilot – Determine which area are likely to excel in a pilot program because of culture, attitude, preparation, or program because of culture, attitude, preparation, or management stylemanagement style
3.3. SelectionSelection – Select the pilot area based on its probability of – Select the pilot area based on its probability of success and on the productivity improvement potential. It success and on the productivity improvement potential. It should also be widely applicable to other areas of the should also be widely applicable to other areas of the operationoperation
4.4. Data collectionData collection – Carry out Pareto analysis of the frequency – Carry out Pareto analysis of the frequency and duration of losses caused by recorded failures, setups, and duration of losses caused by recorded failures, setups, idling, minor delays, quality, and yield lossesidling, minor delays, quality, and yield losses
Keeping a visual record is part of the following eight-step Keeping a visual record is part of the following eight-step approach of piloting:approach of piloting:1.1. Education (basis)Education (basis) – Companywide seminar on the elements, – Companywide seminar on the elements,
themes, and objectives of TPM, and how it relates to TQM, themes, and objectives of TPM, and how it relates to TQM, JIT, and CI programs that already in placeJIT, and CI programs that already in place
2.2. SurveySurvey – Determine which area are likely to excel in a pilot – Determine which area are likely to excel in a pilot program because of culture, attitude, preparation, or program because of culture, attitude, preparation, or management stylemanagement style
3.3. SelectionSelection – Select the pilot area based on its probability of – Select the pilot area based on its probability of success and on the productivity improvement potential. It success and on the productivity improvement potential. It should also be widely applicable to other areas of the should also be widely applicable to other areas of the operationoperation
4.4. Data collectionData collection – Carry out Pareto analysis of the frequency – Carry out Pareto analysis of the frequency and duration of losses caused by recorded failures, setups, and duration of losses caused by recorded failures, setups, idling, minor delays, quality, and yield lossesidling, minor delays, quality, and yield losses
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1. Awareness, Education, and Training, cont. – 11/121. Awareness, Education, and Training, cont. – 11/121. Awareness, Education, and Training, cont. – 11/121. Awareness, Education, and Training, cont. – 11/12
5.5. Education (specific) Education (specific) – Present a detailed seminar for pilot – Present a detailed seminar for pilot area personnel describing the selection process, data area personnel describing the selection process, data analysis for equipment loses, and TPM vision analysis for equipment loses, and TPM vision
6.6. Photographic tourPhotographic tour – Have pilot’s teams take “as-is” – Have pilot’s teams take “as-is” photographs or videos of equipment deterioration, defects, photographs or videos of equipment deterioration, defects, disorders, housekeeping, and so on, in their areadisorders, housekeeping, and so on, in their area
7.7. TrainingTraining – Relate the Pareto analysis of losses to the result – Relate the Pareto analysis of losses to the result of the photographic tour. Also, provide training to minimize of the photographic tour. Also, provide training to minimize equipment deterioration and , therefore, equipment losses equipment deterioration and , therefore, equipment losses through the activities in Phase I Stabilize Reliabilitythrough the activities in Phase I Stabilize Reliability
8.8. KickoffKickoff – Choose a formal kickoff date and location for – Choose a formal kickoff date and location for Phase I. Categorize responsibilities for improvement for Phase I. Categorize responsibilities for improvement for production, materials, maintenance, and engineeringproduction, materials, maintenance, and engineering
5.5. Education (specific) Education (specific) – Present a detailed seminar for pilot – Present a detailed seminar for pilot area personnel describing the selection process, data area personnel describing the selection process, data analysis for equipment loses, and TPM vision analysis for equipment loses, and TPM vision
6.6. Photographic tourPhotographic tour – Have pilot’s teams take “as-is” – Have pilot’s teams take “as-is” photographs or videos of equipment deterioration, defects, photographs or videos of equipment deterioration, defects, disorders, housekeeping, and so on, in their areadisorders, housekeeping, and so on, in their area
7.7. TrainingTraining – Relate the Pareto analysis of losses to the result – Relate the Pareto analysis of losses to the result of the photographic tour. Also, provide training to minimize of the photographic tour. Also, provide training to minimize equipment deterioration and , therefore, equipment losses equipment deterioration and , therefore, equipment losses through the activities in Phase I Stabilize Reliabilitythrough the activities in Phase I Stabilize Reliability
8.8. KickoffKickoff – Choose a formal kickoff date and location for – Choose a formal kickoff date and location for Phase I. Categorize responsibilities for improvement for Phase I. Categorize responsibilities for improvement for production, materials, maintenance, and engineeringproduction, materials, maintenance, and engineering
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1. Awareness, Education, and Training, cont. – 12/121. Awareness, Education, and Training, cont. – 12/121. Awareness, Education, and Training, cont. – 12/121. Awareness, Education, and Training, cont. – 12/12
It is critical to measure the progress of the pilot program It is critical to measure the progress of the pilot program to gain momentum for plant wide success. Monitor such to gain momentum for plant wide success. Monitor such “outputs” as:“outputs” as: Equipment effectivenessEquipment effectiveness – The product of availability, the – The product of availability, the
process rate, and quality rateprocess rate, and quality rate ReliabilityReliability – Mean time between failure – Mean time between failure MaintainabilityMaintainability– Mean time to inspect, service, replace, or – Mean time to inspect, service, replace, or
repairrepair Also measure inputs such as Also measure inputs such as
LaborLabor – including degree of PM compliance, demonstrated – including degree of PM compliance, demonstrated proficiency in autonomous maintenance, crew size, and proficiency in autonomous maintenance, crew size, and maintenance labor distribution maintenance labor distribution
Materials, Materials, – including engineering stores inventory turns, – including engineering stores inventory turns, inventory service level, vendor partnering, and obsolescesinventory service level, vendor partnering, and obsolesces
Cost effectivenessCost effectiveness – where cost are measured by function, – where cost are measured by function, area, equipment, job, and class of expense area, equipment, job, and class of expense
It is critical to measure the progress of the pilot program It is critical to measure the progress of the pilot program to gain momentum for plant wide success. Monitor such to gain momentum for plant wide success. Monitor such “outputs” as:“outputs” as: Equipment effectivenessEquipment effectiveness – The product of availability, the – The product of availability, the
process rate, and quality rateprocess rate, and quality rate ReliabilityReliability – Mean time between failure – Mean time between failure MaintainabilityMaintainability– Mean time to inspect, service, replace, or – Mean time to inspect, service, replace, or
repairrepair Also measure inputs such as Also measure inputs such as
LaborLabor – including degree of PM compliance, demonstrated – including degree of PM compliance, demonstrated proficiency in autonomous maintenance, crew size, and proficiency in autonomous maintenance, crew size, and maintenance labor distribution maintenance labor distribution
Materials, Materials, – including engineering stores inventory turns, – including engineering stores inventory turns, inventory service level, vendor partnering, and obsolescesinventory service level, vendor partnering, and obsolesces
Cost effectivenessCost effectiveness – where cost are measured by function, – where cost are measured by function, area, equipment, job, and class of expense area, equipment, job, and class of expense
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KEY SUCCESSFUL FACTOR – 1/4KEY SUCCESSFUL FACTOR – 1/4KEY SUCCESSFUL FACTOR – 1/4KEY SUCCESSFUL FACTOR – 1/4
The single most important factor to implement The single most important factor to implement TPM is true management commitmentTPM is true management commitment
Organizations with this level of commitment are Organizations with this level of commitment are successful, even if they do not have the most successful, even if they do not have the most comprehensive plan or a lavish budgetcomprehensive plan or a lavish budget
What does honest commitment mean? You could What does honest commitment mean? You could say it’s a little like bacon and eggs – the chicken say it’s a little like bacon and eggs – the chicken was involved, but the pig was committedwas involved, but the pig was committed
Management’s commitment is certainly shown by Management’s commitment is certainly shown by what it’s willing to put on the linewhat it’s willing to put on the line
The resources allocated are important, of course. The resources allocated are important, of course. But counts even more are the time and visible But counts even more are the time and visible involvement of senior management, for however involvement of senior management, for however long it takes to put TPM in place long it takes to put TPM in place
The single most important factor to implement The single most important factor to implement TPM is true management commitmentTPM is true management commitment
Organizations with this level of commitment are Organizations with this level of commitment are successful, even if they do not have the most successful, even if they do not have the most comprehensive plan or a lavish budgetcomprehensive plan or a lavish budget
What does honest commitment mean? You could What does honest commitment mean? You could say it’s a little like bacon and eggs – the chicken say it’s a little like bacon and eggs – the chicken was involved, but the pig was committedwas involved, but the pig was committed
Management’s commitment is certainly shown by Management’s commitment is certainly shown by what it’s willing to put on the linewhat it’s willing to put on the line
The resources allocated are important, of course. The resources allocated are important, of course. But counts even more are the time and visible But counts even more are the time and visible involvement of senior management, for however involvement of senior management, for however long it takes to put TPM in place long it takes to put TPM in place
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KEY SUCCESSFUL FACTOR – 2/4KEY SUCCESSFUL FACTOR – 2/4KEY SUCCESSFUL FACTOR – 2/4KEY SUCCESSFUL FACTOR – 2/4
Other key success factors include:Other key success factors include: The team approach throughout the project cycleThe team approach throughout the project cycle The enthusiasm and team-team building skills of The enthusiasm and team-team building skills of
TPM leaders or project managersTPM leaders or project managers A clearly defined methodologyA clearly defined methodology The learning processes, particularly the The learning processes, particularly the
communication between maintenance and communication between maintenance and operations in such vital areas as how the operations in such vital areas as how the equipment does, what it does and how to keep it equipment does, what it does and how to keep it operating effectivelyoperating effectively
The mechanisms in place to reinforce positive The mechanisms in place to reinforce positive behavior and results behavior and results
Other key success factors include:Other key success factors include: The team approach throughout the project cycleThe team approach throughout the project cycle The enthusiasm and team-team building skills of The enthusiasm and team-team building skills of
TPM leaders or project managersTPM leaders or project managers A clearly defined methodologyA clearly defined methodology The learning processes, particularly the The learning processes, particularly the
communication between maintenance and communication between maintenance and operations in such vital areas as how the operations in such vital areas as how the equipment does, what it does and how to keep it equipment does, what it does and how to keep it operating effectivelyoperating effectively
The mechanisms in place to reinforce positive The mechanisms in place to reinforce positive behavior and results behavior and results
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KEY SUCCESSFUL FACTOR – 3/4KEY SUCCESSFUL FACTOR – 3/4KEY SUCCESSFUL FACTOR – 3/4KEY SUCCESSFUL FACTOR – 3/4
Many of North America’s important manufacturers and Many of North America’s important manufacturers and processors are now fully immersed in TPM processors are now fully immersed in TPM
Dupont Fibers attributes major gains in productive Dupont Fibers attributes major gains in productive capacity to TPM: having skilled people getting their capacity to TPM: having skilled people getting their equipment up to as-new condition and keeping it there, and equipment up to as-new condition and keeping it there, and eliminating failures through systematic improvement over eliminating failures through systematic improvement over th elong termth elong term
Others include Timkin, Pepsi, Ford, Harley-Davidson, Others include Timkin, Pepsi, Ford, Harley-Davidson, Wilson Sporting, MACI, Saturn Corp., Norton, John Deere, Wilson Sporting, MACI, Saturn Corp., Norton, John Deere, Unilever, Steelcase, and ToyotaUnilever, Steelcase, and Toyota
But as Mark O’Brein of Yamaha said, “ As we looked But as Mark O’Brein of Yamaha said, “ As we looked around Japan and the U.S. for the perfect TPM recipe, we around Japan and the U.S. for the perfect TPM recipe, we realized that no one has the cookbook” realized that no one has the cookbook”
A successful implementation of TPM themes and elements A successful implementation of TPM themes and elements certainly results in measurable benefitscertainly results in measurable benefits
Many of North America’s important manufacturers and Many of North America’s important manufacturers and processors are now fully immersed in TPM processors are now fully immersed in TPM
Dupont Fibers attributes major gains in productive Dupont Fibers attributes major gains in productive capacity to TPM: having skilled people getting their capacity to TPM: having skilled people getting their equipment up to as-new condition and keeping it there, and equipment up to as-new condition and keeping it there, and eliminating failures through systematic improvement over eliminating failures through systematic improvement over th elong termth elong term
Others include Timkin, Pepsi, Ford, Harley-Davidson, Others include Timkin, Pepsi, Ford, Harley-Davidson, Wilson Sporting, MACI, Saturn Corp., Norton, John Deere, Wilson Sporting, MACI, Saturn Corp., Norton, John Deere, Unilever, Steelcase, and ToyotaUnilever, Steelcase, and Toyota
But as Mark O’Brein of Yamaha said, “ As we looked But as Mark O’Brein of Yamaha said, “ As we looked around Japan and the U.S. for the perfect TPM recipe, we around Japan and the U.S. for the perfect TPM recipe, we realized that no one has the cookbook” realized that no one has the cookbook”
A successful implementation of TPM themes and elements A successful implementation of TPM themes and elements certainly results in measurable benefitscertainly results in measurable benefits
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KEY SUCCESSFUL FACTOR – 4/4KEY SUCCESSFUL FACTOR – 4/4KEY SUCCESSFUL FACTOR – 4/4KEY SUCCESSFUL FACTOR – 4/4
Empwered, motivated employees will contribute in Empwered, motivated employees will contribute in significant ways to help improve asset productivity significant ways to help improve asset productivity
The long-term benefit of caring about maintenance The long-term benefit of caring about maintenance can be in another qute from Pirsig:can be in another qute from Pirsig:Each machine has its own personality, that is the real Each machine has its own personality, that is the real
object of motorcycle maintenance, The new [nachines] object of motorcycle maintenance, The new [nachines] start out as good-looking strangers and, depending on start out as good-looking strangers and, depending on how they are treated, degenerate rapidly into bad-acting how they are treated, degenerate rapidly into bad-acting grouches or even cripples, or else turn into healthy, grouches or even cripples, or else turn into healthy, good-natured, long lasting friends. This one, despite the good-natured, long lasting friends. This one, despite the murderous treatment it got at the hands of those alleged murderous treatment it got at the hands of those alleged mechanics, seems to have recovered and has been mechanics, seems to have recovered and has been requiring fewer repairs as time goes on (Zen and the Art requiring fewer repairs as time goes on (Zen and the Art of Motorcycle Maintenance, P.39)of Motorcycle Maintenance, P.39)
Empwered, motivated employees will contribute in Empwered, motivated employees will contribute in significant ways to help improve asset productivity significant ways to help improve asset productivity
The long-term benefit of caring about maintenance The long-term benefit of caring about maintenance can be in another qute from Pirsig:can be in another qute from Pirsig:Each machine has its own personality, that is the real Each machine has its own personality, that is the real
object of motorcycle maintenance, The new [nachines] object of motorcycle maintenance, The new [nachines] start out as good-looking strangers and, depending on start out as good-looking strangers and, depending on how they are treated, degenerate rapidly into bad-acting how they are treated, degenerate rapidly into bad-acting grouches or even cripples, or else turn into healthy, grouches or even cripples, or else turn into healthy, good-natured, long lasting friends. This one, despite the good-natured, long lasting friends. This one, despite the murderous treatment it got at the hands of those alleged murderous treatment it got at the hands of those alleged mechanics, seems to have recovered and has been mechanics, seems to have recovered and has been requiring fewer repairs as time goes on (Zen and the Art requiring fewer repairs as time goes on (Zen and the Art of Motorcycle Maintenance, P.39)of Motorcycle Maintenance, P.39)
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Thank YouThank You