Total Productive Maintenance

Building a Sustainable Future

MET Seminar Engr. Muhammad Nabeel Musharraf

Let us Listen a new version of Hare and Tortoise Story

Lesson 1

Never under-estimate each other; Each of us has got certain winning abilities Same winning abilities can not be relevant in all situations

Lesson 2

If we combine our talents and abilities, we will become unbeatable! 1 + 1 = 11

Our Seminar Today

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

Our Seminar Today

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

What is TPM
A company-wide team-based effort to build quality into equipment and to improve overall equipment effectiveness
Total
ALL employees are involved it aims to eliminate ALL accidents, defects and breakdowns

Productive
No disruption to production reduced cost and better resource utilization

Maintenance
Significant Equipment Uptime Increase Longer Life for equipment and better paybacks
Imants BVBA http://www.managementsupp ort.com

Our Seminar Today

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

Maintenance Evolution
Maintenance Expectations
Maintenance Response Third Generation: Higher plant availability

Greater safety
Better product quality

No damage to the

Second Generation:

First Generation:

Fix it when it
broke Fixed when something broke

Gap Between Expectations and Response

Longer equipment life
Lower costs

Higher plant availability

Total Productive Maintenance Era kicked off!

Longer equipment life
Condition monitoring maintainability Design for reliability and Hazard studies Small, fast computers analyses

environment

Greater cost effectiveness

Scheduled overhauls
controlling work

Failure modes and effects Expert systems

Multi-skills and teamwork

Systems for planning and Big, slow computers

1940

1950

1960

1970

1980

1990

2000

Evolution of TPM
1950 1960 1970 1980 1990

Breakdown Maintenance
Preventive Maintenance Corrective Maintenance
Total Productive Maintenance

Maintenance Prevention , Productive Maintenance

Total Productive Maintenance
Nippon Denso Condition based maintenance
Zero accident activity

Brought operators into the picture Small group activities Teamwork between operators and maintenance Involvement & support throughout the company

Time based maintenance

JK activity QC circle (1962) ZD group (1966)

(1969)

(1973)

Copyright 2004 JIPM

TPM vs Traditional Maintenance?

Traditional Maintenance

Total Productive Maintenance

Functional organization Demarcation

Reactive to breakdowns

Productive team, Collaborative! Multi-skilled and operator-based

Prevention Psychology

Equipment is the Maintenance Departments Operator ownership! Pride in responsibility equipment by everyone Necessary evil Vitally important

Functional Integration

Operator

Maintenance

Operator

Maintenance

I use; Maintenance not my business

I maintain & I fix

We maintain

Conventional Maintenance

Total Productive Maintenance

Our Seminar Today

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

Objectives

Typical TPM Results

Overall equipment effectiveness up 25-65% Quality defects down 25-50% Maintenance expenditures down 10-50% Percent planned vs. unplanned maintenance increased 10-60%

13

What can TPM do to your machines??

Our Seminar Today

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

Loading

Time

1. Shut down and time not planned for production including maintenance times, holidays, lack of orders, planned downtimes etc

Shutdown Losses
Downtime Losses

Operating

Time

2. Equipment Breakdown 3. Changeover of brands 3. Fast Movers Change 4. Start-up/ Ramp-down 5. Management Issues 6. Process Movements & waits
7. Minor Stoppages depicting maintenance improvement requirement & skill improvement 8. Running at low speed 9. Line organization 10. Logistics Issues including breakage in supply of materials

Reducing these losses shall determine the viability for a manufacturing organization

Net

Operating Time

Performance

Losses

TPM provides tools to deal with all of these losses!!!!

Operating Time

Defects Losses

Value

11.Reworks due to defects 12. Measurements and Adjustments Issues due to unreliable machine performance; machine adjustments etc

15

- Maintenance spare parts

14

Energy - Energy

16

- Yield

Basic theme of TPM

Bring hidden equipment defects to light and nip them in the bud!
Breakdowns are only the tip of the iceberg
Breakdowns

Hidden equipment defects

Dust, dirt, contamination by product or materials Wear, looseness, slackness, leaks Rust, deformation, scratches, cracks Excess heat, excess vibration, abnormal noise and other abnormalities

Sporadic Loss and Chronic Loss

Loss rate Sporadic loss Restoralion-type countermeasures are needed to reduce the loss rate to its earlier level. Innovative countermeasures are needed to reduce the loss rate to its limit

Chronic loss

Limit

Time

Bathtub curve
Failure rate (t) Initial-phase failure period Sporadic failure period Useful life Wear failure period

Prescribed failure rate Time (t)

Impact of losses on Machines Useful Life!!!

Forced deterioration due to wrong spares qyuality, fitting problem, cleaning, lubrication or lack of inspection

It is utmost important to maintain a healthy condition of the machine with natural deterioration
Maintain Basic Condition (Cleaning, Lubrication, Retightening) Maintain the Condition of Usage spares

Restore the Deterioration

20

Our Seminar Today

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

OEE & CU
Capacity Utilisation = Loading Time x 100 (%) Total Time

CU

OEE

Notes:
Standard Cycle Time is based on Line Design speed Defects include waste and reworked units

Our Seminar Today

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

5S - Workplace Organization
A safe, clean, neat, arrangement of the workplace provides a specific location for everything, and eliminates anything not required. In TPM, we refer to this as 5S.

Before 5S

After 5S

Before

After

Visual Factory
Visual Workplace
Signs (Safety Signs) Painted Floor Areas (Gangway
markings) in SMD & PMD)

Visual Production Control

Visual Process Indicators
(PMD)

Production status Boards

(SMD)

Flow Direction Indicators

(Arrows on Air, vacuum lines in SMD)

Kanban (WM to SMD)

Identified Locations (marked

places for materials in SMD)

Visual Factory
Visual Performance Measurement Quality Control Charts (QIS
Monitors on machines)

Production Performance (CRTs on

Makers, Production status at JF)

Status of the Factory (JF)

Visual Factory - Benefits

Employee Involvement & Motivation Open Communication Quality & Productivity Improvement Faster Decision Process

Autonomous Maintenance
Train the operators to close the gap between them and the maintenance staff, making it easier for both to work as one team Change the equipment so the operator can identify any abnormal conditions and measure deterioration before it affects the process or leads to a failure

Imants BVBA http://www.managementsupp ort.com

Implementation: Nakajimas 7 Steps

Step 1: Initial-phase cleaning
Initial-phase cleaning plan

Step 2:

Measures against sources of problems and difficult areas

Step 3:

Establishment of a temporary standard for autonomous maintenance

Step 4: General inspection

Training

Oil tank
Oil level adjustmen t criteria

Inspection manual

(Cleaning inspection)

Failure prevention planning

Cleaning, lubrication, and retightening

Detect and rectify minor defects

Written standards, coordination between operatives and maintenance

Step 7:

Thorough implementation of autonomous management

Step 6: Standardization
Equipment-based activities have been implemented in the Step 1 to Step 5s

Step 5: Autonomous inspection

Based on the capabilities you have mastered in the Step 1 to sixth steps, let's circulate the improvement PDCA to achieve the Department Manager's policy and the Section Manager's policy.

Team

After the Step 5 is completed, implement the sixth step under the leadership of the Subsection Manager, enlarging the activity range to the surrounding of equipment "Get rid of quality trouble and defects"

Unify inside a section Revise written procedures

Implement

Integrated Maintenance team

Operators Cleaning & Lubrication

Maintenance

Breakdown maintenance Inspection and Repairs

Time Based Maintenance Condition Based Maintenance Corrective Maintenance Lubrication Management Spare parts Management

3-5% of Site Losses

Kaizen in maintenance

Planning/Scheduling Contractors Management

Specialist Skills Technical Training Utilities management EEM

Reasons, factors & steps for elimination

3 R eas ons 5 F ac tors
L ac k of B as ic C onditions

5 S teps
E s tablis h B as ic c onditions
C leaning, L ubrication, T ightening & Inspection

Unc orrec ted S tres s

Neg lec ted Deterioration

R evers e Deteriotion

Unc ontrolled S tres s

L ac k of Operating C onditions

E ns ure Operating C onditions

C urrent, Voltage, R P M, T emperature

L ac k of S kill

R ais e s kill of Operators & T ec hnic ians

Ins uffic ient S treng th

Inhereint des ig n weaknes s

E leminate Des ig n Wearknes s

Heart of an Autonomous Maintenance System

Operator should be do necessary cleaning of machine when required to improve run-ability and avoid defects

Cleaning

If operator keeps on waiting for maintenance team to do lubrication, there is a chance of increase in downtime Lubrication List of basic things to inspect should be available with the operator for before work, during work and after work Inspection Operator should know which bolts and screws to tighten up for better performance. He should do this as desired Tightening

Cellular Manufacturing
Linking of manual and machine operations into the most efficient combination to maximize value-added content while minimizing waste.

Maker Feeder Packer

Case Packer Parceller

Wrapper

Planned Maintenance
Objective: establish Preventative and Predictive Maintenance systems for equipment and tooling Natural life cycle of individual machine elements must be achieved
Correct operation Correct set-up Cleaning Lubrication Retightening Feedback and repair of minor defects Quality spare parts

Imants BVBA http://www.managementsupp ort.com

What is Kaizen?
Kaizen is a Japanese word, meaning Continuous Improvement.
The principle behind Kaizen is that change should be gradual and ongoing instead of major one-off change. We do not seek to be 100% better at anything. We seek to be 1% better at 100 things.

Kaizen Groups
Employees are seen as the genuine experts and the most important asset of a firm. They are encouraged to meet regularly in teams to discuss ways of improving quality and to add value. These groups need initial short-term financing. In the longer term they become self-financing.

Why Kaizen
Savings
Process Improvement Project Implemented

Maintenance of Process Performance

Time
Savings

Project

Time
Savings
project

Kaizen

Time

No/Low Cost Solution:

Pear-Shaped Hole Method

Tighten Here

Attach and Remove Here

Poka Yoke (Mistake Proofing)

The use of process or design features to prevent errors or their negative impact. Also known as Poka yoke, Japanese slang for avoiding inadvertent errors which was formalized by Shigeo Shingo. Inexpensive Very effective. Based on simplicity and ingenuity.

Examples (Poka Yoke)

Quality Maintenance
Definition: a process for controlling the condition of equipment components that affect variability in product quality Objective: to set and maintain conditions to accomplish zero defects Quality rate has a direct correlation with
material conditions equipment precision production methods process parameters

Imants BVBA http://www.managementsupp ort.com

Early Equipment Management

Objective: establish systems to shorten
new product or equipment development start-up, commissioning and stabilization time for quality and efficiency

New equipment needs to be:

easy to operate easy to clean easy to maintain and reliable have quick set-up times operate at the lowest life cycle cost

Imants BVBA http://www.managementsupp ort.com

Quick Changeover and SMED

Changeover is the total process of converting a machine or process from running one product to another
Changeover time is the total elapsed time between the last unit of good production of the previous run, at normal line efficiency, to the first unit of good production of the succeeding run, at full line efficiency. Single Minute Exchange of Dies is changing over in 9 minutes or less.

The SMED Process

Step 1 Observe and record. Step 2 Separate internal and external activities. Step 3 Convert internal activities to external activities. Step 4 Streamline all activities. Step 5 Document internal and external procedures.

Reduce the complexity and increase the efficiency of setups by standardizing as much of the hardware and methodology as possible.

Training Within Industry (TWI)

Polishing peoples skill continuously keeps them motivated and fit for business.

Components of TWI
Job Instruction Training (JI)
teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously.

Job Methods Training (JM)

teaches supervisors how to continuously improve the way jobs are done.

Job Relations Training (JR)

teaches supervisors to develop and maintain positive employee relations to prevent problems and effectively resolve conflicts.

HSE
Assuring safety and preventing adverse environmental impacts are important priorities in any TPM effort

Imants BVBA http://www.managementsupp ort.com

Office TPM
Administrative and support departments can be seen as process plants whose principal tasks are to collect, process, and distribute information Process analysis should be applied to streamline information flow by utilizing office TPM techniques.

Imants BVBA http://www.managementsupp ort.com

Our Seminar Today

Introduction

Origins

Benefits

Equipment

Losses

Performance Monitoring

TPM Pillars

Way Forward

Way Forward
There are 4 ways in which this training can be utilized at Yanbu Industrial College:

1. Implementing TPM or any of its components in YIC (e.g. 5S)

2. Selection as final year project 3. Assignment to students during Co-Op training

4. Enhancing our maintenance courses with inclusion of TPM concepts

Imants BVBA http://www.managementsupp ort.com