Total Productive Maintenance -...

22 December, 2016 © S A Partners

Total Productive Maintenance

Peter Willmott-OMAINTEC 2016 –Jeddah 11-13 December 2016

This one...?

Which environment would

you prefer to work in………..

This one...?

With an OEE of 60%

This one...? OR This one ?

With an OEE of 60%

This one...? OR This one ?

With an OEE of 60% With an OEE of 80%

• The Purpose of TPM is to unlock the installed

productive capacity of your physical assets by

unlocking the full potential of your People working with

those assets.

TPM –a definition….

• The Purpose of TPM is to unlock the installed

productive capacity of your physical assets by

unlocking the full potential of your People working with

those assets.

• This Process can be achieved by striving for the four

zero’s of Accidents, Defects, Breakdowns and Minor

Stops ,through the engagement of all employees in

the enterprise to create maximum ‘Added Value’, by

the elimination of waste in all its forms

TPM –a definition….

Accidents Defects

Breakdowns Minor Stoppages

Total Productive Maintenance

The TPM End Game is to deliver..

The 4 ZERO’s

The Future Vision & Impact on

Maintenance

DEVELOPMENT

OF TECHNOLOGY

AND SKILLS

NOW FUTURE ADVANCING AUTOMATION

Effective

Maintenance

via TPM

AUTOMATION

EQUIPMENT

OPERATIONS

EQUIPMENT

Computer / Human Integrated Maintenance

Is No - But is Reality! Dream

22 December, 2016 © S A Partners Slide 10

10 10 10

Reactive

Breakdown

Preventive P.M's Predictive CBM Proactive Design-

Current Benchmark

Current vs. (say,3yr) Benchmark

Maintenance Time Allocation

Measuring Equipment Effectiveness

Overall Equipment

Effectiveness =

Availability x Performance Rate x Quality Rate

Floor to Floor Losses

Overall Equipment

Effectiveness =

The 6 x Classic Equipment Based Losses

Breakdown

Losses

C/O & Setup and

Adjustment

Losses

Idling & Minor

Stoppages

Reduced Speed

Losses

Overall Equipment

Effectiveness =

Breakdown

Losses

C/O & Setup and

Adjustment

Losses

Idling & Minor

Stoppages

Reduced Speed

Losses

Overall Equipment

Effectiveness =

Breakdown

Losses

C/O & Setup and

Adjustment

Losses

Scrap, Quality

Defect & Rework

Losses

Start up

Losses

Direct Cost of Maintenance

Revenue Budget of

-Labour, Materials, Spares

Outside Services, Overheads

Low Impact

on Profit

The True Cost of Maintenance

is 7/8 Hidden…..

Easy to

Measure (&

hence an easy

Target)

Revenue Budget of

Changeovers

Set up & Adjust

Idling & Minor

Stoppages

Running at

Reduced Speed

Breakdowns

Scrap,

Yields

Rework

Start-up

Losses

Late Delivery

Ineffective

Use of Skills

Poor Image

Low Flexibility

Easy to

Measure (&

hence an easy

Target)

Low Impact

on Profit

is 7/8 Hidden…..

The Classic 6

Equipment

Losses

Revenue Budget of

Changeovers

Set up & Adjust

Idling & Minor

Stoppages

Running at

Reduced Speed

Breakdowns

Scrap,

Yields

Rework

Start-up

Losses

Late Delivery

Ineffective

Use of Skills

Poor Image

Low Flexibility

Easy to

Measure

Low Impact

on Profit

Difficult to

Measure

High Impact

on Profit

is 7/8 Hidden…..

The Classic 6

Equipment

Losses

Labour

Materials/Spares

Outside Services

Overheads

-say $1m Revenue Budget

Changeovers

Set up & Adjust

Idling & Minor

Stoppages

Running at

Reduced Speed

Breakdowns

Scrap,

Yields

Rework

Start-up

Losses

Late Delivery

Ineffective

Use of Skills

Poor Image

Low Flexibility

Easy to

Measure

Low Impact

on Profit

Difficult to

Measure

High Impact

on Profit

is 7/8 Hidden…..an example

The Size of the Prize

D C of M= $ 1m

From Sales at 70% OEE= $ 50m

To Sales at 77% OEE= $ 55m

$ 0.5m additional Margin (10% )

10% increase in OEE is equivalent to

= 50% DCofM !!

(10% real increase in Productive Capacity)

You can be very efficient,

but totally ineffective!!

Efficiency

Effectiveness

You can be very efficient,

but totally ineffective!!

Efficiency

Effectiveness

S A Partners Enterprise Excellence

Model-The 3 x P’s

People Process

Purpose

Results Customer

How stakeholder needs

are understood and

converted into strategy

The “WHY”

How value is created and

realised across the end to

end enterprise

How people potential is

realised

• Our TPM program is applied via a defined introductory and deployment process within the business unit-Purpose

• The application of our TPM System is applied through a defined sequence of team based ‘learning by doing’ activity-Process

• The outputs of this application are aligned to an evidence based audit & assessment process linked to the teams progress through the model-People

The TPM Model & the 3x P’s to Deliver

Zero Stops

1 Month 2 - 6 Months 7-24 Months +

Roll-Out Evolution Pilot Process

TPM Implementation (Purpose)

Leadership

‘Buy-in’

Workshop

Scoping

Diagnostic

(for each

4 x Day

Practitioner’s

Workshop

Secure Management

Commitment

Trial & Prove the Route Milestones 1-4

POLICY DEVELOPMENT & DEPLOYMENT

Pilot Projects,

with parallel 5S

Plant Clear

& Clean,

Training &

Communication

Feedback

Management

Review of

Roll-out Plans

Develop

Improvement Zone Partnership

through Roll-out & Audits

Operational Improvement

Project Improvement

Business Process Improvement

The Four Cycle-11 Step TPM Model-The

Process

MEASURE

CURRENT

STATE &

IDENTIFY

OPPORTUNITY

A 1.Review

Performance

Criteria &

History

2.Measurement

& Opportunity

analysis of

(incl. OEE)

3.Assess

Hidden Losses

Improvement

priorities

4.Equipment

Criticality

Assessment

5.Condition

Appraisal &

Restoration

6. Develop

Future Total

Asset Care

7 Root cause

Analysis &

Problem

Resolution

8 Best

Practice &

Standard

9.Individual

& Team Skill

Development

10.Leadership

& Behaviours

11. Audit

& Review

Process

CONDITION

REVIEW

(INCL. SAFETY

ENERGY, &

ENVIRONMENT)

PROBLEM

PREVENTION &

BEST PRACTICE

ROUTINES

FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

4 x Day Practitioner’s Workshop-

Building TPM Activity boards

Step 5 - Condition Appraisal

‘Learning by Doing’

4 x Day Practitioner’s Workshop-

Building TPM Activity boards

‘Learning by Doing’

Problems given

to management-

top down

improvement

Journey to TPM Excellence

4 ‘Maturity’ Milestones-People

Bottom up

improvement

-Stabilise

Self managed

team activities

-Optimise

World class

Performance

4 zero’s

CI Infrastructure for the TPM Journey towards

Zero Losses

TOP DOWN TARGET DRIVEN

MANAGEMENT

MASTER ROLL-OUT

Zero Losses

Steering Group

FAC DEV

FLM COACHING

PUB’ & COMMS

MANAGEMENT

MASTER ROLL-OUT

Zero Losses

Steering Group

FAC DEV

FLM COACHING

PUB’ & COMMS

MANAGEMENT

MASTER ROLL-OUT

11 STEP TPM PROCESS AND

5S / WPO

Zero Losses

Steering Group

FAC DEV

FLM COACHING

PUB’ & COMMS

MANAGEMENT

MASTER ROLL-OUT

5S / WPO

Top Down SLT 30 pt

Review x2 per yr

Bottom up Level

1a / 1b to 4a/4b

Evidence based

Audits

Zero Losses

Steering Group

FAC DEV

FLM COACHING

PUB’ & COMMS

MANAGEMENT

MASTER ROLL-OUT

LEARNING

ORGANISATION

5S / WPO

Top Down SLT 30 pt

Review x2 per yr

Bottom up Level

1a / 1b to 4a/4b

Evidence based

Audits

Top Down 30 Point Bi-Annual

System Owner Review- Example of

Results over 3 x Years

Recognising the different Characteristics

when applying TPM

Type of Facility Measure of

‘Performance’

Operator

Impact

Maintainer

Impact

5S –WPO &

Visual Man’

Change

& Set-ups

Standard

A)Process/Bulk

Manufacturing

(Capital

Intense)

B)Utilities &

Gen. Services

(Often Capital

Intense)

C)Remote &

Dispersed

Assets ie

Windmills,

Phone masts,

H20 Reservoirs

Recognising the different Characteristics

when applying TPM

Type of Facility Measure of

‘Performance’

Operator

Impact

Maintainer

Impact

5S –WPO &

Visual Man’

Change

& Set-ups

Standard

A)Process/Bulk

Manufacturing

(Capital

Intense)

Campaign or

Batch OEE as

a Fixed

Repeating

Schedule

Significant.

-Other than

Control

Major Significant -

contamination

Control

+yields

Cleaning

Process &

use of

B)Utilities &

Gen. Services

(Often Capital

Intense)

? Relevance of

OEE v.

Efficiency &

other KPI’s

Ranges

from Very

Little to

Major Housekeeping

resulting in

‘Maintenance

Pride’

Rarely

Applicable

Relevant

C)Remote &

Dispersed

Assets ie

Windmills,

Phone masts,

H20 Reservoirs

Alarms freq

Callout freq

MTTR&R

Very Little Major Limited

application

Rarely

applicable

Relevant

Speciality Chemical Case Study

Constrained by ‘Pinch Point’ Output in its

Sodium Acetate Plant

•The Challenge:

To unlock installed Productive Capacity of the SA Asset

and thus avoid Capital Cost of replicating Capacity

Background

• A leading manufacturer of Speciality Chemicals for

the detergent industry

• 182 Employees running a Highly regulated site.

• Pressing need to improve the effectiveness of a

new (3 year old) chemical plant producing Sodium

Acetate

• Implemented a Total Productive Maintenance

(TPM) training programme and methodology that

encourages close, cross-functional teamwork to

effectively manage the plant and its equipment

through the Operators and Maintainers

Where would you prefer to work?

With an OEE of 33%?

……or with an OEE of 74%

In a plant with well designed, fit for purpose, safe, reliable and with

well maintained equipment?

Out of Control-Process Unstable

In Control-Process Stabilised

Improving-Process Optimised

Able to Forecast with Confidence

The Classic 4 x Phases of

Improvement

Refurbishment

Step 6

Major Best

Practices

introduced

Core TPM

members

removed

from plant

Core TPM

trained staff

back in

Impact of

engaged team

74% OEE

Best of Best

Performance

The results after 12 months

1413121110987654321

_X=67.8

UCL=136.9

LCL=-1.4

Availability

Out of Control Stabilized

1413121110987654321

_X=75.40

UCL=99.54

LCL=51.26

Performance

Out of Control

In Control & Improving

1413121110987654321

_X=93.77

UCL=105.58

LCL=81.96

Quality

Out of Control

Improving

• We are being listened to & encouraged’

• ‘We are all buying into it…’

• There’s only one best way’

• ‘We have not had to compromise our values…’

• ‘We not only know the ‘What’ but also the ‘How’ and

the ‘Where’ to get help’

• ‘Who would have thought we could double our batches !!’

Quotable Quotes from the TPM

Team of Operators & Maintainers

• ‘There’s only one best way’

• ‘Who would have thought we could double our batches !!’

• Additional c. $ 1.5 m t/o with net margin of 10%

• Total training and refurbishment costs of $ 60k

• 6 months Pay-back

• Result ? WIN /WIN !

Result

• Additional c. $ 1.5 m t/o with net margin of 10%

• Total training and refurbishment costs of $ 60k

• 6 months Pay-back

• Result ? WIN /WIN !

Also Winner of UK National Training Awards for

internal training and development of front line staff

using the 11 step TPM model

Result

National Training Award Winners

Celebrating Success

Before TPM Activity

Out of Sight In Sight

After TPM Activity

In Sight, Restored and Improved

Temperature & Pressure Gauges

BEFORE TPM AFTER TPM

Visual Equipment Indicators

BEFORE TPM AFTER TPM

Step 6-Front Line Operator

Asset Care Check Lists

What’s this ? See next slide►

Site wide results over 3 years using TPM

as the major driver

Reference Year 3 Years Later % Change

Maintenance Cost per Unit of Output

$0.084 $0.031 -64%

Energy Cost per Unit of Output

$0.063 $0.024 -62%

Output Units per Head count

120,192 189,434 +37%

Total Cost per Unit of Output

$0.85 $0.48 -48%

Step 8 Highly Visual

Single Point Lessons

Before TPM 8 Step Activity

After TPM 8 Step Activity –

20 Weeks Later

Training Needs for TPM

A growing number of Asset and Utility Owners

are expecting their third party Operational and

Maintenance Service Providers to be both

competent and capable in applying the TPM

concepts and also the embedded cultural and

behavioral aspects.

TPM Practitioners Course

Timetable

2 to 7

9 to 14

Content Module A

5 days at

Host Site

Home Plant /

Utility

Practical

Application

Module B

5 days at

Host Site

Home Plant /

Utility

Practical

Application

Module C

5 days at

Host Site

Outcomes

This 15 day course, delivered as 3 x discrete and progressive weekly modules, focuses on

the principles and practicalities of implementing such an approach by adapting (not simply

‘adopting’) the well proven TPM philosophy. The extensive use of exercises and case

studies will be used to illustrate the key learning points and pitfalls to be avoided. Working

in syndicate teams, the delegates will progressively apply an 11 Step proven process to a

Pilot Project physical asset , as ‘Learning by Doing’

Based in a host facility, the delegates will also gain an in-depth understanding of the

critical issues surrounding the need to change skill sets, culture and behavioral aspects

which have a direct impact on Team Work effectiveness.

An interactive, exercise based and participative approach is used, including practical

application work between Weekly Modules A and B, and also between Modules B and C.

This approach could lead to an OMAINTEC Accreditation Certificate / Diploma on

satisfactory completion of all 3 x Modules and the interspersed place of work practical

application work

Target Industry Sectors:

All sectors carrying out the operations and maintenance of property, buildings and infrastructure, including equipment and services. For example: •All forms of Public Utilities (water, gas, electricity). •Transport systems. •Facilities such Airports, Docks, Terminals. •Healthcare and learning establishments including Hospitals and Universities. •Food & Beverage manufacture & packaging plants

Thank you for your interest.

PS-Which of you are going to

be the Adopters ???

Thank you for your interest.

PS-Which of you are going to

be the Early Adopters ???

Total Productive Maintenance -...

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