Advanced Manufacturing System (TPM)

CH 8 BEKC4883 Advanced Manufacturing System
(C) 2009 The Plant Maintenance Resource Center; JIPM; JIPM-S;

M. Zainon, FKE UTeM. All rights reserved. 1
CHAPTER 8:
INTRODUCTION TO TOTAL
PRODUCTIVE MAINTENANCE (TPM)
BEKC 4883
ADVANCED
MANUFACTURING
SYSTEM
(C) 2009 The Plant Maintenance Resource Center;
JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights
reserved.
1
TPM - a production management
method/philosophy, which involves all
employees participation in a newly
defined concept for maintaining
plants and equipment to improve
productivity.
What is Total Productive Maintenance
(TPM)?
TPM can be considered as the medical science of machines
reserved.
2
Goal of TPM
To markedly increase production
while, at the same time,
increasing employees morale
and job satisfaction.
markedly - describes a change or difference in behaviour or a situation
that is very obvious or noticeable
reserved.
3
Founder/Pioneer of TPM
Seiichi Nakajima
"The Founder/Pioneer of TPM"
reserved.
4
TPMs Established Organizations
reserved.
5
Japan Institute of Plant Maintenance
(JIPM)
Japan Institute of Plant Maintenance
Solution Ltd. (JIPM-S)
History of TPM, JIPM & JIPM-S
1961 - The Japan Management Association (JMA) establishes a Plant
Maintenance (PM) Committee.
1964 - A system for awarding PM Awards is established.
1969 - The Plant Maintenance Department is dissolved and the Japan
Institute of Plant Engineers (JIPE) is established.
1971 - The concept of plant maintenance with total participation (Total
Productive Maintenance, TPM) is proclaimed.
1981 - The Japan Institute of Plant Maintenance (JIPM) is launched,
following approval from the Ministry of International Trade and Industry
as charitable corporation.
1989 - The definition of TPM is revised.
1989 - The Society of Plant Engineers Japan (SPEJ) is established.
1990 - The Japan Association of Maintenance and Service Contractors
(JAMSC) is launched.
2005 - JIPM Solutions (JIPM-S) Company Limited is separated and
transferred from JIPM as a profit-seeking corporation.
reserved.
6
Why TPM?
TPM was introduced to achieve the following
most important objectives:
Avoid wastage in a quickly changing
economic environment.
Producing goods without reducing product
quality.
Reduce cost.
Produce a low batch quantity at the earliest
possible time.
Goods send to the customers must be non
defective.
7 (C) 2009 The Plant Maintenance Resource Center;
reserved.
Similarities and Differences between
TQM and TPM
Similarities between TQM and TPM
The TPM program closely resembles the popular Total Quality
Management (TQM) program.
Many of the tools such as employee empowerment,
benchmarking, documentation, etc. used in TQM are used to
implement and optimize TPM.
Following are the similarities between the two:
1. Total commitment to the program by upper level management
is required in both programmes.
2. Employees must be empowered to initiate corrective action,
and
3. A long range outlook must be accepted as TPM may take a
year or more to implement and is an on-going process.
4. Changes in employee mind-set toward their job responsibilities
must take place as well.
8
The differences between TQM and
TPM
Category TQM TPM
Object
Quality (Output and
Effects)
Equipment (Input
and Cause)
Mains of
Attaining Goal
Systematize the
management. It is
software oriented.
Employees
participation and it
is hardware
oriented
Target Quality for PPM
Elimination of
losses and wastes
9
1. Breakdown Maintenance
2. Preventive Maintenance (1951)
2a. Periodic Maintenance (Time
Based Maintenance - TBM)
2b. Predictive Maintenance
3. Corrective Maintenance (1957)
4. Maintenance Prevention (1960)
Types of Maintenance
reserved.
10
1) Breakdown Maintenance:
Means people waits until equipment fails and
repair it.
Could be used when the equipment failure
does not significantly affect the operation or
production or generate any significant loss
other than repair cost.
reserved.
11
2) Preventive Maintenance (1951):
A daily maintenance (cleaning, lubrication, adjustment,
inspection, repair - CLAIR), design to retain the healthy
condition of equipment and prevent failure through the
prevention of deterioration, periodic inspection or
equipment condition diagnosis, to measure deterioration.
Further divided into periodic maintenance and predictive
maintenance. Just like human life is extended by
preventive medicine, the equipment service life can be
prolonged by doing preventive maintenance.
reserved.
2a) Periodic Maintenance (Time Based Maintenance TBM):
Consists of periodically inspecting, servicing and cleaning
equipment and replacing parts to prevent sudden failure and
process problems.
2b) Predictive Maintenance (Condition Based Maintenance
CBM):
Method in which the service life of important part is predicted
based on inspection or diagnosis, in order to use the parts to
the limit of their service life.
Compared to periodic maintenance, predictive maintenance is
condition based maintenance.
It manages trend values, by measuring and analyzing data
about deterioration and employs a surveillance system,
designed to monitor conditions through an on-line system.
13
3) Corrective Maintenance (1957):
It improves equipment and its components
so that preventive maintenance can be
carried out reliably.
Equipment with design weakness must be
redesigned to improve reliability or
improving maintainability
reserved.
14
4) Maintenance Prevention (1960):
It indicates the design of new equipment.
Weakness of current machines are
sufficiently studied (on site information
leading to failure prevention, easier
maintenance and prevents of defects,
safety and ease of manufacturing) and are
incorporated before commissioning a new
equipment.
reserved.
15
P
- Obtain Minimum 80% OPE (Overall Plant Efficiency)
- Obtain Minimum 90% OEE (Overall Equipment Efficiency/Effectiveness)
- Run the machines even in during break time.
Q
Operate in a manner, so that there are no customer complaints.
C
Reduce the manufacturing cost by 30%.
D
Achieve 100% success in delivering the goods as required by the customer.
S
Maintain an accident free environment.
M
Increase the suggestions by 3 times. Develop multi-skilled and flexible workers.
TPM TARGETS (PQCDSM) -
Example
16
TPM OBJECTIVES
Achieve Zero Defects, Zero Breakdown
and Zero Accidents in all functional areas
of the organization.
Involve people in all levels of organization.
Form different teams to reduce defects and
Self Maintenance.
reserved.
17
OEE (Overall Equipment Efficiency)
18
The Formulas
The OEE calculation is based on the three OEE Factors: Availability,
Performance, and Quality (Yield). Here's how each of these factors is
calculated.
1) Availability
Availability takes into account Down Time Loss, and is calculated
as:
Availability = Operating Time / Planned Production Time
OR
A = (MTBF MTTR) / MTBF
MTBF Mean Time Between Failures = Total Running Time / Number of Failures
MTTR Mean Time To Repair = Total Repair Time / Number of Repairs
19
2) Performance
Performance takes into account Speed Loss, and is calculated as:
Performance = Ideal Cycle Time / (Operating Time / Total Pieces)
Ideal Cycle Time is the minimum cycle time that your process can
be expected to achieve in optimal circumstances. It is sometimes
called Design Cycle Time, Theoretical Cycle Time or Nameplate
Capacity.
Since Run Rate is the reciprocal of Cycle Time, Performance can
also be calculated as:
Performance = (Total Pieces / Operating Time) / Ideal Run Rate
Note: Performance is capped at 100%, to ensure that if an error is made in specifying
the Ideal Cycle Time or Ideal Run Rate the effect on OEE will be limited.
20
3) Quality (Yield)
Quality takes into account Quality Loss, and is calculated as:
Quality (Yield) = Good Pieces / Total Pieces
OEE
OEE takes into account all three OEE Factors, and is calculated
as:
OEE = Availability x Performance x Quality (Yield)
reserved.
21
It is very important to recognize that improving OEE is not the only
objective. Take a look at the following data for two production shifts.
OEE Factor Shift 1 Shift 2
Availability 90.0% 95.0%
Performance 95.0% 95.0%
Quality (Yield) 99.5% 96.0%
OEE 85.1% 86.6%
Superficially, it may appear that the second shift is performing better than
the first, since its OEE is higher. Very few companies, however, would
want to trade a 5.0% increase in Availability for a 3.5% decline in Quality!
The beauty of OEE is not that it gives you one magic number; it's that it
gives you three numbers, which are all useful individually as your
situation changes from day to day. And it helps you visualize performance
in simple terms - a very practical simplification.
reserved.
OEE Calculation Example
22
Below are the hypothetical shift data, to be used for a complete OEE calculation, starting with the
calculation of the OEE Factors of Availability, Performance, and Quality (Yield). Note that the same units of
measurement (in this case minutes and pieces) are consistently used throughout the calculations.
Item Data
Shift Length 8 hours = 480 min.
Short Breaks 2 @ 15 min. = 30 min.
Meal Break 1 @ 30 min. = 30 min.
Down Time 47 minutes
Ideal Run Rate 60 pieces per minute
Total Pieces 19,271 pieces
Reject Pieces 423 pieces
Planned Production = [Shift Length - Breaks]
Time = [480 - 60]
= 420 minutes
Operating Time = [Planned Production Time - Down Time]
= [420 - 47]
= 373 minutes
Good Pieces = [Total Pieces - Reject Pieces]
= [19,271 - 423]
= 18,848 pieces
23
Availability = Operating Time / Planned Production Time
= 373 minutes / 420 minutes
= 0.8881 (88.81%)
Performance = (Total Pieces / Operating Time) / Ideal Run Rate
= (19,271 pieces / 373 minutes) / 60 pieces per minute
= 0.8611 (86.11%)
Quality (Yield) = Good Pieces / Total Pieces
= 18,848 / 19,271 pieces
= 0.9780 (97.80%)
Thus, OEE = Availability x Performance x Quality
= 0.8881 x 0.8611 x 0.9780
= 0.7479 (74.79%)
OEE Calculation Example (contd.)
Stage and Steps in Introduction of
TPM in an Organization
STAGE A Preparatory Stage
STAGE B Introduction Stage
STAGE C Implementation Stage
STAGE D Institutionalizing Stage
reserved.
STAGE A Preparatory Stage
STEP 1 - Announcement by Management to all about TPM introduction
in the organization
Proper understanding, commitment and active involvement of the top
management in needed for this step.
Senior management should have awareness programmes, after which
announcement is made to all.
Publish it in the house magazine and put it in the notice board.
Send a letter to all concerned individuals if required.
STEP 2 - Initial education and propaganda for TPM
Training is to be done based on the need. Some need intensive training
and some just an awareness.
Take people who matters to places where TPM already successfully
implemented.
reserved.
STAGE A Preparatory Stage (contd.)
STEP 3 - Setting up TPM and departmental committees
TPM includes improvement, autonomous maintenance, quality
maintenance etc., as part of it.
When committees are set up, it should take care of all those needs.
STEP 4 - Establishing the TPM working system and target
Now each area is benchmarked and fix up a target for achievement.
STEP 5 - A master plan for institutionalizing
Next step is implementation leading to institutionalizing where TPM
becomes an organizational culture.
Achieving PM award is the proof of reaching a satisfactory level.
reserved.
STAGE B Introduction Stage
This is a ceremony and all should be invited, i.e.
suppliers, as they should know that the company
always require quality supply from them; related
companies and affiliated companies, who can be the
customers, sisters concerns, etc. Some may learn and
some can help
Customers will get the communication from the
company that quality output is among their priority.
reserved.
STAGE C Implementation Stage
In this stage, eight activities are carried out, which are
called eight pillars in the development of TPM activity.
There are activities for establishing system for
production efficiency, initial control system of new
products and equipment, improving the efficiency of
administration and for control of safety and sanitation
as working environment.
5S, Autonomous Maintenance, Focus Improvement, Planned
maintenance, Quality Maintenance, Training, Office TPM, and
Safety, Health & Environment.
reserved.
STAGE D Institutionalizing Stage
By means of all the activities, one would has reached
maturity stage.
Now is the time for applying for PM award.
Also think of challenging level to which this movement
can be taken.
reserved.
Organization Structure for TPM
Implementation
reserved.
30
8 Pillars of TPM
reserved.
31
8 Pillars of TPM Pillar 1: 5S
Japanese Term
English
Translation
Equivalent 'S' term
Seiri Organization Sort
Seiton Tidiness Systematize
Seiso Cleaning Sweep
Seiketsu Standardization Standardize
Shitsuke Discipline Self - Discipline
PILLAR 1 5S
TPM starts with 5S. Problems cannot be clearly seen when the
work place is unorganized. Cleaning and organizing the
workplace helps the team to uncover problems. Making
problems visible is the first step of improvement.
32
8 Pillars of TPM Pillar 2: Jishu
Hozen (J-H)
PILLAR 2 JISHU HOZEN (Autonomous
Maintenance)
This pillar is geared towards developing operators
to be able to take care of small maintenance
tasks,
thus freeing up the skilled maintenance people to
spend time on more value added activity and
technical repairs.
The operators are responsible for up-keeping their
equipment to prevent it from deteriorating.
reserved.
Steps in JISHU HOZEN:
Preparation of employees
Initial cleanup of machines
Take counter measures
Fix tentative JH standards
General inspection
Autonomous inspection
Standardization
Autonomous management
8 Pillars of TPM Pillar 2: Jishu
Hozen (J-H)
reserved.
34
8 Pillars of TPM Pillar 3: Kobetsu
Kaizen
PILLAR 3 KOBETSU KAIZEN (Focused Improvement)
"Kai" means change, and "Zen" means good (for the
better).
Basically kaizen is for small improvements, but carried
out on a continual basis and involve all people in the
organization.
Kaizen is opposite to big spectacular innovations.
Kaizen requires no or little investment.
The principle behind is that a very large number of
small improvements are more effective in an
organizational environment than a few improvements of
large value.
reserved.
35
This pillar is aimed at reducing losses in the
workplace that affect our efficiencies.
By using a detailed and thorough procedure
we eliminate losses in a systematic method
using various Kaizen tools.
These activities are not limited to production
areas and can be implemented in
administrative areas as well.
reserved.
36
Kaizen
Tools used in Kaizen:
P-M Analysis
relies on investigational method based upon physical
principles of sciences, causes and effect analysis,
interaction of physical elements, part function, mean life
of components and their characteristics under varying
determinant conditions.
Why-Why Analysis
Summary of Losses
Kaizen Register
Kaizen Summary Sheet
37
Kaizen
reserved.
The objective of TPM is maximization of
equipment effectiveness.
TPM aims at maximization of machine utilization
and not merely machine availability maximization.
As one of the pillars of TPM activities, Kaizen
pursues efficient equipment, operator and material
and energy utilization that is extremes of
productivity and aims at achieving substantial
effects.
Kaizen activities try to thoroughly eliminate 16
major losses.
38
Kaizen
reserved.
16 Major Losses in a Manufacturing
Organization
Loss Category
1. Failure losses - Breakdown loss
2. Setup / adjustment losses
3. Cutting blade loss
4. Start up loss
5. Minor stoppage / Idling loss.
6. Speed loss - operating at low speeds.
7. Defect / rework loss
8. Scheduled downtime loss
Losses that impede equipment
efficiency
9. Management loss
10. Operating motion loss
11. Line organization loss
12. Logistic loss
13. Measurement and adjustment loss
Loses that impede human work
efficiency
14. Energy loss
15. Die, jig and tool breakage loss
16. Yield loss.
Loses that impede effective use of
production resources
Impede: to slow down or cause problems for the advancement or completion of something
39
8 Pillars of TPM Pillar 4: Planned
Maintenance
PILLAR 4 KEIKAKU HOZEN (Planned Maintenance)
It is aimed to have trouble free machines (zero breakdown) and
equipments producing defect free products for total customer
satisfaction.
This breaks maintenance down into 4 "families" or groups
which were defined earlier.
Preventive Maintenance
Breakdown Maintenance
Corrective Maintenance
Maintenance Prevention
With Planned Maintenance, the efforts have been evolved from
a reactive to a proactive method and use trained maintenance
staff to help train the operators to better maintain their
equipment. 40 (C) 2009 The Plant Maintenance Resource Center;
reserved.
8 Pillars of TPM Pillar 4: Planned
Maintenance
Six Steps in Planned Maintenance:
1) Equipment evaluation and recording present
status.
2) Restore deterioration and improve weakness.
3) Building up information management system.
4) Prepare time based information system, select
equipment, parts and members and map out plan.
5) Prepare predictive maintenance system by
introducing equipment diagnostic techniques and
6) Evaluation of planned maintenance.
reserved.
41
8 Pillars of TPM Pillar 5: Hinshitsu
Hozen (Quality Maintenance)
PILLAR 5 HINSHITSU HOZEN (Quality Maintenance)
It is aimed to have trouble free machines and equipments
producing defect free products for total customer satisfaction.
It is aimed towards customer delight through highest quality
through defect free manufacturing.
Focus is on eliminating non-conformances in a systematic
manner, much like Focused Improvement.
We gain understanding of what parts of the equipment affect
product quality and begin to eliminate current quality concerns,
then move to potential quality concerns.
Transition is from reactive to proactive (Quality Control to Quality
Assurance).
reserved.
42
8 Pillars of TPM Pillar 5: Hinshitsu
Hozen (Quality Maintenance)
PILLAR 5 HINSHITSU HOZEN (Quality Maintenance) (contd.)
QM activities is to set equipment conditions that preclude quality
defects, based on the basic concept of maintaining perfect
equipment to maintain perfect quality of products.
The condition are checked and measure in time series to very that
measure values are within standard values to prevent defects.
The transition of measured values is watched to predict
possibilities of defects occurring and to take counter measures
before hand.
Target (example):
Achieve and sustain customer complaints at ZERO.
Reduce in-process defects by 50 %
Reduce cost of quality by 50 %.
reserved.
43
8 Pillars of TPM Pillar 6: Training
PILLAR 6 TRAINING
It is aimed towards customer delight through highest quality
through defect free manufacturing.
Focus is on eliminating non-conformances in a systematic
manner, much like Focused Improvement.
We gain understanding of what parts of the equipment
affect product quality and begin to eliminate current quality
concerns, then move to potential quality concerns.
Transition is from reactive to proactive (Quality Control to
Quality Assurance).
reserved.
44
PILLAR 6 TRAINING (contd.)
QM activities is to set equipment conditions that preclude
quality defects, based on the basic concept of maintaining
perfect equipment to maintain perfect quality of products.
The condition are checked and measure in time series to
very that measure values are within standard values to
prevent defects.
The transition of measured values is watched to predict
possibilities of defects occurring and to take counter
measures before hand.
reserved.
45
8 Pillars of TPM Pillar 6: Training
PILLAR 7 OFFICE TPM
Office TPM should be started after activating four other
pillars of TPM (JH, KK, QM, PM).
Office TPM must be followed to improve productivity,
efficiency in the administrative functions and identify and
eliminate losses.
This includes analyzing processes and procedures towards
increased office automation.
Office TPM addresses twelve major losses, which are:
1) Processing loss
2) Cost loss including in areas such as procurement,
accounts, marketing, sales leading to high inventories
3) Communication loss
reserved.
46
8 Pillars of TPM Pillar 7: Office
TPM
PILLAR 7 OFFICE TPM (contd.)
4) Idle loss
5) Set-up loss
6) Accuracy loss
7) Office equipment breakdown
8) Communication channel breakdown, telephone and fax
lines
9) Time spent on retrieval of information
10) Non availability of correct on line stock status
11) Customer complaints due to logistics
12) Expenses on emergency dispatches/purchases
reserved.
47
8 Pillars of TPM Pillar 7: Office
TPM
8 Pillars of TPM Pillar 8: Safety,
Health & Environment
PILLAR 8 SAFETY, HEALTH AND ENVIRONMENT
Target : Zero accident, Zero health damage, Zero fires.
In this pillar, focus is on how to create a safe workplace and a
surrounding area that is not damaged by our process or
procedures. This pillar will play an active role in each of the other
pillars on a regular basis.
A committee is constituted for this pillar, which comprises
representative of officers as well as workers. The committee is
headed by Senior vice President ( Technical ). Utmost importance
to Safety is given in the plant. Manager (Safety) is looking after
functions related to safety. To create awareness among
employees various competitions like safety slogans, quiz, drama,
posters, etc. related to safety can be organized at regular
intervals.
reserved.
48
JIPMs TPM Awards Category
1) Award for TPM Excellence, Category B
2) Award for TPM Excellence, Category A
3) Award for Excellence in Consistent TPM
Commitment
4) Special Award for TPM Achievement
5) Advanced Special Award for TPM
Achievement
6) Award for World-class TPM Achievement
2008 TPM Awards List
reserved.
49
CONCLUSION
TPM may be the only thing that stands between success and total
failure for some companies, in todays all time high competition in
industry.
TPM is proven to be a program that works.
TPM can be adapted to work not only in industrial plants, but in
construction, building maintenance, transportation, and in a variety
of other situations.
Employees must be educated and convinced that TPM is not just
another "program of the month" and that management is totally
committed to the program and the extended time frame necessary
for full implementation.
If everyone involved in a TPM program does his or her part, an
unusually high rate of return compared to resources invested may
be expected.
reserved.
References for Further Readings
P-M Analysis: An Advanced Step
in TPM Implementation, 2004
Authors: Mitsugu Kaneda,
Yoshifumi Kimura, Shirose Kunio
Introduction to TPM: Total
Productive Maintenance, 1989
Author: Seiichi Nakajima
51
References for Further Readings
52
Seiichi Nakajima, "TPM Development Program, 1993.
Japan Institute of Plant Maintenance, TPM for Every Operator,
Productivity Press, 1996.
Leflar, James, Practical TPM: Successful Equipment Management at
Agilent Technologies, Productivity Press, 2001.
Campbell, John D. and Reyes-Picknell, James (2006), Uptime, 2nd
Edition: Strategies for Excellence in Maintenance Management,
Productivity Press.
http://www.jipm.or.jp
http://tpm.jipms.jp
reserved.

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