TPM

Total Productive Maintenance

Wastes associated with equipment

 Equipment downtime: equipment setup and

adjustments
 Equipment downtime: equipment breakdown
and repairs
 Improper equipment performance: poor
adjustments, materials jamming, worn out parts.
 Equipment defective output because of
variability in equipment performance
Maintenance

 Breakdown (repair)
 Preventive
Equipment problem consequences

Malfunction Machine Shortened Machine

Deterioration Life

Higher Production
Inefficiency Costs

Scrap and
Breakdown Output variability Rework

Idle Workers and Inventory

Facilities
Higher Injuries
Repair Costs
Equipment Effectiveness

 Function of equipment
 Availability
 Efficiency
 Quality rate

Should measure all of these

Availability
Availability: proportion of time equipment is
actually available to do work out of when it should
be available.

A = Actual running time eq. (1)

Planned running time

• Actual running time is the planned running

time minus non-planned downtime,
• Planned running time is the total time in a shift
minus the planned downtime.
Availability

• Example: in an 8-hour shift, 45 minutes is the

planned downtime for preventive maintenance;
“non-planned” downtime includes 85 minutes for
setup and 55 minutes for possible breakdowns and
repairs.

• Thus,

Planned running time = 8(60) – 45 = 435 min,

Actual running time = 435 – 85 – 55 = 295 min.

From eq. 1, A = 295/435 = 0.678

Efficiency
 Efficiency: measure of how well a machine
performs while it is running. Considers
 whether or not the machine
is producing while it is running,
 and the rate at which it produces.
 Efficiency is sometimes ignored because, the
thinking is, as long as a machine is running,
there is no problem.
Efficiency
But running does not mean running well.
 The machine might stop for an instant
because of a jammed part, then restart,
 or the operator might run the machine at a
relatively slow speed because the machine is
on the verge of breaking down.
Efficiency
Efficiency =
the rate at which a machine is producing output
(speed rate)
AND
the proportion of time the machine is running
and is producing useful output (operating rate)

 Speed rate = design cycle/actual cycle time

 Suppose design cycle time = 35 sec/unit and actual

cycle time = 40 sec/unit,
Speed rate = 35/40 = 0.875.
Efficiency
 Operating rate =
(Actual amount produced)x(Actual cycle time) eq. (2)
Actual running time

Suppose
 actual amount produced = 430 units,
 actual running time = 295 minutes,
 actual cycle time = 40 sec/unit;
 from eq. 2,
Operating rate = (430 units)(40 sec/unit) = 0.971.
295 min x 60 sec/min
 Now, efficiency is
E = speed rate x operating rate eq. (3)

 E = 0.971 x 0.875 = 0.85.

 Quality Rate
 Quality rate is the proportion of output from the equipment
that is non-defective and in conformance with requirements

 Q = Actual units produced – Defective units produced eq.(4)

Actual units produced

 If four out of 470 units produced are defective, then

Q = 466/470 = 0.991
Overall Equipment Effectiveness
Combines availability, efficiency, and quality
OEE = A x E x Q eq. (5)

For the example,

• OEE = 0.678 x 0.85 x 0.991 = 0.571

Terrible!

• In general, OEE of 0.85 or better is considered

fairly good—a sign that waste from equipment is
low and on par with “world class” companies.
 Overall Equipment Effectiveness
OEE by itself is not very useful because it doesn’t suggest
what needs fixing. Better is to look at the individual measures
A, E, and Q.

A = 0.678, biggest contributor to poor overall equipment

effectiveness;
Can improve by shortening setup times and preventing
breakdowns.

E = 0.813, also a big contributor

Can improve by eliminating machine warm-up time and
sources of parts jamming.

Q = 0.991, not a big contributor, but nothing to brag about

and also needs improvement.
 Causes of equipment problems

 Failure to maintain basic equipment

requirements
 housekeeping, oil, bolt tightening
 Failure to maintain correct operating
conditions
 temperature, vibration, pressure, speed, torque
 Lack of skills
 operator mistakes, maintenance crew errors
 Causes of equipment problems (cont’d)

 Normal deterioration
 bearings, gears, seals, fixtures, components

“Bathtub curve”
Failure
rate

Period of operation or number of cycles

 Design deficiency
 materials, dimensions
Elements of a PM program

1. Maintain normal operating conditions

2. Maintain equipment requirements
3. Keep equipment and area clean and
organized
4. Monitor equipment daily
5. Schedule time for PM
6. Manage equipment information
7. Use predictive (on demand) maintenance
1-4, operator responsibilities
1. Maintain normal operating conditions

 Operate equipment at normal or reduced

capacity
 Conform to recommended standard
operating procedures
2. Maintain equipment requirements

 Simple adjustments
 Bolt tightening
 (at GM, tightening 1000’s of bolts reduced
downtime 80%; Japanese bolt-tapping story)
 Lubrication
3. Equipment cleanliness and
organization
Operators keep machines clean
 Problems are more apparent on
clean equipment
 Eliminated dust and grime
(which adheres to moving
parts, causes friction,
accelerates deterioration)
4. Daily monitoring of equipment
 Operators responsible for monitoring
equipment; operators trained in
 machine operation and cleaning
 machine structure, components,
 adjustment methods
 daily checkpoints for inspection
 Frees up maintenance staff to work on
serious problems
Daily maintenance procedure for operators
Frequency Instructions

Start-Up machine Check List

Daily / All Shifts Check oil & coolant levels & refill if needed.
Daily / All Shifts Turn on Main Power switch.
Daily / All Shifts Turn on Control Power switch.
Daily / All Shifts Release E Stop.
Daily / All Shifts Perform Home position procedure.
Daily / All Shifts Originate Z & X axes.
Daily / All Shifts Make sure the correct operating program is on computer screen.
Daily / All Shifts Make sure tool offsets are correct.
Daily / All Shifts Check tools and material to see if they are clamped tightly.
Daily / All Shift. Check all tools for proper tool conditions.

Machine Shutdown Procedures

Daily / All Shifts Move Z & X axes off of switches.
Daily / All Shifts Push E Stop.
Daily / All Shifts Turn Control Power switch OFF.
Daily / All Shifts Turn Main Power switch OFF.
Daily / All Shifts Remove chips and clean machine and Immediate area.
Daily / All Shifts Replace oil & coolant to proper levels.
Daily / All Shifts Leave information about machine and work condition for
next shift operator.
Safety
Daily / All Shifts The door must be closed while the machine Is in operation.
Daily / All Shifts Be sure all chips are removed from the spindle area.
Daily / All Shifts Be sure the BAR FIT CLAMP is tightly closed.
Daily / All Shifts Tightly close the tool & tool holders.
Daily / All Shifts Be sure the material is tightly clamped.
Daily / All Shifts When removing machined parts, the switch Block by
Block must be OFF.
Daily / All Shifts In making the first piece, take extra precaution and work
slow.

Preventive Maintenance
Daily / All Shifts Check ALL cooling fans for smooth operation.
Weekly Check ALL air filters
Daily / All Shifts Check Oil supply. Refill If necessary.
Daily / All Shifts Remove all chips from sliding cover
Daily / All Shifts The machine must NOT have any abnormal noises,
vibrations or odors. If any of these occur, Stop machine
and report to the focus factory supervisor immediately.
Daily / All Shifts Keep check on bearing(s) temperature. If overheating
occurs, stop machine and report to the focus factory
supervisor Immediately.
Posted procedure for equipment maintenance
Posted placard for equipment maintenance
Posted checklist for equipment maintenance
 5. Scheduled Preventive Maintenance
 Each day use 8-8-8 schedule, where one shift is for PM
 Allow 15-30 minutes at start or end of every shift
 Never schedule machine to be operated for 24 hours
without PM
 Besides daily PM, schedule PM weekly, monthly,
quarterly, yearly
Daily and weekly equipment maintenance procedures
ACTION CODE WKTD
DAILY K&T CHECKLIST

TASK M T W TH F S
1. CHECK AIR PRESSURE GAGE (NORMAL-30-60PSI) ___ ___ ___ ___ ___ ___
2. CHECK ROOD COOLANT LEVEL AND REFILL
IF NECESSARY ___ ___ ___ ___ ___ ___
3. CLEAN ALL MAGAZINE SOCKETS AND TOOLS
4. CLEAN TOOL CHANGE ARM TOOL PICKUP AREA ___ ___ ___ ___ ___ ___
5. CLEAN AREA BEIWEEN TABLE AND COLUMN WAY___ ___ ___ ___ ___ ___
6. CHECK FOR NORMAL AIR BLAST AT THE SPINDLE
NOSE WHILE SPINDLE IS RUNNING ___ ___ ___ ___ ___ ___
7. CHECK ALL LIGHTS FOR PROPER OPERATION ___ ___ ___ ___ ___ ___
---------------------------------------------------------------------------------------------

ACTION CODE WKTW

WEEKLY K&T CHECKLIST
:
WEEKLY MACHINE PREVENTIVE MAINTENANCE:
____1. Review machine log hook since last PM. Resolve problems noted.
____2. Wipe down entire Machine, Power Supply, and Control Unit. Clean all exposed limit
switches and their trip dogs. _3. Listen to hydraulic unit. Is the sound normal?
____4. Check hydraulic oil for coolant contamination (milkiness).
____5. Check system pressure - 41.4 bar (600 psi). Relief valve setting - 48.2 bar (700 psi).
____6. Check all exposed oil lines and repair any existing leaks.
____7. Check the tool transfer and magazine index. Did all of the tools index and change
properly?
____8. Clean or replace the air intake filter for the control.
____9. Clean tape reader.
Monthly, quarterly, and annual tasks for maintenance
mechanics Description:
MONTHLY MACHINE PREVENTIVE MAINTENANCE
____1. Complete all weekly checks.
____2. Check all flexible lines and cables. Repair or replace any that are cracked
or damaged.
____3. Remove and clean the air intake filter to the hydraulic power supply.
____4. Make a visual inspection of the hydraulic oil; either excessive darkening or
milkiness indicates a need to replace the oil.
____5. Check edge locators parallel to X and Z axes.
____6. Check sliding covers and curtains. Replace if necessary.
____7. Tighten contacts at all terminals.
____8. Clean relay contacts with contact cleaning spray.
____9. REMOVE Z AXIS COVER AND CLEAN CIDPS FROM CAVITY.
___10. REMOVE B AXIS COVER AND INSPECT GEARS FOR SMOOTH OPERATION.
___11. INSTALL BOTH COVERS AND SILICONE THE LEADING EDGE OF THE Z
AXIS COVER.
___12. INSPECT TOOL CHANGER ARM FOR ANY WEAR AND FREENESS.

Description:
QUARTERLY MACHINE PREVENTIVE MAINTENANCE
____1. Complete all monthly checks.
____2. Check hydraulic supply relief valve pressure selling - 48.2 bar 700 psi.
____3. Check hydraulic pump pressure setting 41.4 bar (600 psi).
____4. Check all axes reference positions.
X Axis____ Y Axis____
Z Axis____ B Axis____
____5. Check operation of tool changer. Confirm all switch adjustments and tool
changer travel motions and speeds.
____6. Check axis and spindle drive electronic adjustments.
____7. Check axis lost motion and correct as needed.
____8. Take oil samples for analysis.
____9. Replace oil filter element.
___10. Run DCS fingerprint.
___11. CLEAN CONDENSOR AND EVAPORATOR.

Description:
ANNUAL MACHINE PREVENTIVE MAINTENANCE
____1. Complete all semi-annual checks.
____2. Check the axes drive belts for looseness or wear. Adjust or replace if
necessary.
____3. Replace wipers on guideway bearings.
____4. Replace tool magazine drum rollers if worn.
____5. Check spindle bearings for temperature. (Run spindle at 1200 rpm until
temperature of spindle nose casting stabilizes. Temperature should be 110 deg
F. to 160 deg F. maximum.)
____6. Check the machine geometry. Correct as necessary. Refer to Section 9.0 of
manual for instructions.
Schedule for equipment maintenance
6. Manage Equipment Information

Use CMMS (Computerized Maintenance

Management System)
 For every piece of equipment, track
 breakdowns
 repairs
 costs
 For every piece of equipment
 retain PM procedures
 schedule PM
 release work orders for PM
Summary report for one machine
WORK HISTORY FILE REPORT

Work Category equal to: PM

Date Issued greater than or equal to: 06/01/05
Equipment No. equal to: 05010
Job # greater than or equal to: 0002
WO Number
06199504041 Parts Available? Y
Work Category PM WO Status
Failure Code Number Printed1
Priority Job # 0002 Requested By
Date Issued 06/19/05 07:18 Account#WO1111
Date Required 07/14/05 00:00 Schedule Date 00/00/00
CAUSE CODES Earliest StarFolder Name Shift 0
Equipment No. 05010 Date completed 07/21/05 Actual 00/00/00
Name CNC MlC. HOR, K&T Time 07: 17
Dept/FF FF-I Meter Reading 0.00
Location K-II Previous Reading 0.00
Warranty Date 00/00/00 Downtime 0.00 % Productive 0
Cost LID 74144.33 Lost Operating Cost 0.00
Problem:
Labor Cost 1097.14
Outside Costs 0.00
Projected WO Cost 0.00
Parts Cost 0.00
Work Order Cost 1097.14
Corrective Action:
MONTHLY K&T PREVENTIVE MAINTENANCE
Text Codes:
Text Code Text Code Name
1 WKTM K&T MONTHLY PM
Tools:

Parts:
Part #/Name/Location
Labor:
Clock# Craft Date EST Hrs Reg Hrs OT Hrs DT Hrs CI Hrs
1 004 HELP 07/06/05 0.00 10.50 0.00 0.00 0.00
ACTION CODE Craft Cost 103.74
2 004 HELP 07/05/05 0.00 6.50 0.00 0.00 0.00
ACTION CODE Craft Cost 64.22
3 091 MECH 07/08/05 0.00 2.00 0.00 0.00 0.00
ACTION CODE Craft Cost 31.00
4 091 MECH 07/11/05 0.00 8.00 0.00 0.00 0.00
ACTION CODE Craft Cost 183.30
5 055 MECH 07/18/05 0.00 6.50 0.00 0.00 0.00
ACTION CODE Craft Cost 101.40
6 055 MECH 07/20/05 0.00 8.50 0.00 0.00 0.00
ACTION CODE Craft Cost 132.60
7. Predictive (on demand) Maintenance

 Use sensing devices (ultrasound,

infrared) to monitor equipment
temperature, sound, vibration, etc., for
subtle signs the equipment needs
attention
 Periodic or continuous
Benefits of PM

1. Planned downtown eliminates random

downtime
Schedules are more reliable
2. Reduced costs of
a. Lost production time
b. Variability in output (defects)
c. Repairs (any breakdowns are less severe)
d. Accidents due to malfunction
e. Shortened equipment life
f. Inventories carried in anticipation of breakdowns
Total Productive Maintenance TPM

Preventive maintenance, plus

 In-house capability to design, make, or
modify equipment
 Elimination of human error in operation
and maintenance of equipment
 Company-wide policy and goals for
equipment
In-house capability to design, make, or
modify equipment
 Company has it own technical capability
 Knows exactly what its equipment needs are
 Can upgrade/repair equipment itself without
relying on suppliers
 Engineers and technicians are able to hone
their skills
 Can design and build its own specialized equipment
• Equipment meets unique requirements of the company
(perfectly suits usage needs; cannot be replicated by
competitors)
Elimination of human error in operation
and maintenance of equipment
 Operators and repair technicians
 education and training in operation/repair
 certification (example)
Operator skill certification display
TPM Certification, Operator/Machine Goss 2
Machine
Operator Peter M TPM Certification Level
Machine Goss 2 2
Operator 1 2 3
Peter M OK
X Lucy T OK OK OK
External Lube OK
OK Level 1 Lupe M OK OK
Replace Filter
Adjust Belt OK Basic Harry K OK

OK Department 50
Internal Lube Level 2
Machine TPM Certification Summary
Adjust Sprocket Intermediate
Operator Goss 1 Goss 2 Pratt
Adjust Drive
Peter M OK OK
Lucy T OK OK OK
Replace Sprocket Level 3 Lupe M OK OK
Replace Drive Advanced ……
Replace Seals ……
Adjust Speeds
Elimination of human error in operation
and maintenance of equipment
 Pokayoking (mistake-proofing) to prevent
breakdown
 e.g., machine automatically stops when potential
cause of breakdown (vibration, temperature, low oil,
etc.) is detected
 Improved PM and repair procedure
 use study/analysis procedure similar to setup
reduction
Company policy and goals for equipment:
 Continuous improvement of equipment
performance in terms of reliability measures,
OEE, etc.
operation operation operation
repair repair repair

MTFF MTBR MTTR MTBF

new
• Increase MTFF mean time to first failure
• Increase MTBR mean time between repairs
• Decrease MTTR mean time to repair
• Increase MTBF mean time between failures