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ABB Ltd 2002

Total ProducMaintenance (

A workshop for the East M A workshop for the East MQuality Club and BusineQuality Club and BusinesDerbyshire by Terry Derbyshire by Terry

ABB Consultin ABB Consultin

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ABB Ltd 2002

Agenda

1. Introductions

2. Overview of Total ProducMaintenance (TPM)

3. Understanding downtime losses)

4. The role of Overall EquipEffectiveness (OEE)

5. The 5Ss and where it fits

6. Q & A

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ABB Ltd 2002

ABB Process and Business Co(PBC) is a group of 40 managmanufacturing consultants basUK with offices in Derby, WarHumberside and Billingham

We are part of a global networconsultancies comprising of 25worldwide enabling us to brinlocal abilities with multi-natiocapabilities for the benefit of o

Who are we?

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ABB Ltd 2002

Facts about ABBABB is one of the largest technology cworld with broad industry knowledge scope

Around 160,000 employees in more th

Leading position (1, 2 or 3) in each pro

Revenues in 2000: US$ 23 billion

Orders in 2000: US$ 25.44 billion

Headquarters: Zurich, Switzerland

Listed on the following stock exchangStock Exchange, Swiss Exchange, StoExchange, Deutsche Börse Frankfurt, Exchange

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ABB Ltd 2002

Total ProductiveTotal ProductiveMaintenanceMaintenance

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ABB Ltd 2002

Total ProductiveTotal ProductiveMaintenanceMaintenance

Total ProductiveTotal Productive

MANAGEMENTMANAGEMENT

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ABB Ltd 2002

Total productive maintenance: what does it mea

Total = Everyone

Productive = No wasted

Maintenance = As new co

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ABB Ltd 2002

Total productive maintenance: a definition

“ ““ “A process which involves people from

factory/office working together safely, in

small organised teams, to ensure the most

efficient working equipment and

environment possible”

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ABB Ltd 2002

The ‘Pillars’ of TPM

O v e r a

l l E q

u i p m e n

t

E f f e c

t i v e n e s s

t

K a

i z e n

T r a

i n i n g

Management Commitment and Support

TPM Organisation

3 > 5 y

e a r s

Sub-groupssupport

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ABB Ltd 2002

The ‘Pillars’ of TPM

O v e r a

l l E q

u i p m e n

t

E f f e c

t i v e n e s s

t

K a

i z e n

T r a

i n i n g

v a

Management Commitment and Support

TPM Organisation

3 > 5 y

e a r s

Sub-groupssupport

T P M

M a n a g e m e n

t

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ABB Ltd 2002

The main issues that will need to be addressed:

People

Equipment

Methods

Losses/waste

Performance measurement

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ABB Ltd 2002

People issues include:-Attitudes

Autonomous maintenance

Teamworking

Training

Managing

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ABB Ltd 2002

Requires a change in attitude from:-“Its not my job”

“Its nothing to do with me”

“What’s the point”

“They don’t so why should we”

“It’ll do”

“Just get it going”

“Don’t tell me”

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ABB Ltd 2002

Equipment issues include:-Condition

Layout

Design

Spares

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ABB Ltd 2002

Method issues include:-

Cleaning

Storage

Information flow and accuracy

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ABB Ltd 2002

Loss issues include:-

Wasted time

Wasted effort

Wasted materials

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ABB Ltd 2002

The six major losses :

1 Equipment Failure

2 Set-ups and changeovers

3 Start-ups4 Minor Stops/Idling

5 Speeds

6 Defects/Rework

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ABB Ltd 2002

Value and Non-ValueExisting Use of Time

1 2 4 5 6 7

After Elimination of Non-Value Added Activity

1 2 3 4 5 6 7

After Compression of Value Added Activities

0 Time Taken

1 2 3 4 5 6

3

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ABB Ltd 2002

Performance measurement issues include:-

What data you collect

How you collect data

How you use data

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ABB Ltd 2002

What is OEE?Is a high level measure

Is universal (ie used in process industries and discrecomponent manufacture)

Is a manufacturing benchmark

Is a ‘picture’ of the current situation (via a waterfall

diagram)

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ABB Ltd 2002

Can be used to…

Calculate current and historical levels of

operational effectiveness

Provide a benchmark for targets and ‘World Class’

dataDetermine ‘the gap’ and to analysis current situatio

and establish where performance can be improved

Monitor the improvement process

Provide improvement priorities and focus

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ABB Ltd 2002

How is OEE defined?The starting point of OEE is Ideal Performance

Running 8760 hrsAt a maximum proven rate (MPR)With no quality problems

(RFT)

Attributes losses from Ideal Performance toactivity;

Availability

Product RateQuality

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ABB Ltd 2002

Actual Running Time

8760 Hrs

OEE - Availability

Availability is reduced by…

ShutdownsBreakdownsChangeover timesLack of skilled operators

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ABB Ltd 2002

OEE - Product Rate

Product Rate is reduced by…

Failure to operate at the maximum proven rate (MPR) ooriginal equipment manufacturers specifications (OEMMinor StoppagesIdling

Actual Output

Actual Running Time

xMaximum Proven Rate

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ABB Ltd 2002

OEE - Quality

Quality is reduced by

Producing wasteDefectsReworkStart up losses

Good Output

Actual Output

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ABB Ltd 2002

OEE - summary

Actual Output

Actual Running Timex

Maximum Proven Rate

Actual Running Time

8760 Hrsx x

OEE = Availability x Product Rate x Quality

Good Output

8760 Hrs x Maximum Proven Rate

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ABB Ltd 2002

‘World class’ OEE

UK best about 40-50%

World class generally accepted as:

for single product process plant, > 95%+for batch plant, > 85%+

NB: Periods of no demand do not reduce availability

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ABB Ltd 2002

The 5Ss (visible factory)

1st S Shift

2nd S Shine

3rd S Sort

4th S Standardise

5th S Stick to the Rules

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ABB Ltd 2002

The 5Ss (visible factory)

1st S Shift

2nd S Shine

3rd S Sort

4th S Standardise

5th S Stick to the Rules

In Japanese! Seiri

Seiton

Seiso

Seiketsu

Shitsuke

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ABB Ltd 2002

1st S - Shift (and store)Shift unnecessary items to store or skip them ifobsolete (no use anymore)

Separate those items which are necessary for the jobfrom those which are not

Single out priority items, keep them as close aspossible and in a convenient place

Label up (tag) all equipment to be returned to store ordumped

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ABB Ltd 2002

2nd S - Shine

Sweep and Shine the workplace

Spring clean the workplace (make the garage look likkitchen)

Secure your safety health and environment

Stop leaks

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ABB Ltd 2002

3rd S - Sort

Secure a place for everything and store everything inits place including...

Tools for the jobs where they will be used the

most (use 80/20 rule)Consumables (consider using kanbans)

Shopfloor material locations for in and out of pla

Clearly identify work areas, equipment and rout

Compare your work area to your kitchen

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ABB Ltd 2002

4th S - Standardise

Show that you can do everything in a standardisedway

Show operating procedures in photographs rather

than words near the workplaceSimplify equipment to make it easier to operate

Store files, contents of cupboards, folders VISIB

Get ALL shifts do everything the same way

Keep the place tidy, clean and organised

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ABB Ltd 2002

The 5th S - Stick to the Rules

Support the process and DONT let it become just

another ‘flavour of the month’

Seek to eliminate root causes of problems

Schedule 5S routines and audits

Set up structured monitoring to maintain the gains

Make your improvements VISIBLE so you (and ever

else) knows you have made a difference

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ABB Ltd 2002

Seeing is believing…Our experiences show that up to 40% productivityimprovement is available just by getting organised

Strangers should be able to operate in your workplace

Signposts/shadowboards/training/cleaning

Follow with simple tools and techniques for improvesuch as CEDAC and SMED

5Ss is the starting point for any improvement project

Foundation for the commencement of MIT/ContinuoImprovement Teams

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ABB Ltd 2002

Typical faults you will find include...

Broken & damaged parts

Excessive wear & tear

Misalignments

Dirty & poorly maintained equipment

Rust & corrosion

Leaks

Poor connections & trailing wires

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ABB Ltd 2002

Benefits of the doing the 5Ss

Structure for working SMART not HARD

Involves people

Breaks down barriers between ‘ them ’ and ‘

Easy

Quick

Visible

CHEAP!

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ABB Ltd 2002

TPM & 5Ss focuses on...

Cleaning & Restoring Condition

Monitoring & Inspecting

Lubricating & Repairing

Improving & Organising

Training

Measuring

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ABB Ltd 2002

They address issues such as...

Equipment condition

Breakdowns

Working methods

Efficiency

Skills & knowledge

Standards & measurement

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ABB Ltd 2002

They can help achieve...

Greater efficiency

Reduced failures

Reduced defects

Greater operator involvement

Better use of the maintenance resource

Less accidents

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ABB Ltd 2002

Key requirements for success include...Long term commitment

Determination to make it work

Start easy – ie 5Ss

Then move on to Autonomous and Preventative Mai

Change up a gear though training to Kaizen andTeamworking

Use other tools as needed ie SMED

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ABB Ltd 2002

So why don’t we do it?We think that it is difficult - its not!

We think we need a consultant to help us – you don’

it’s simple! but…

Must deal with ‘WIFM’

Must be ‘seen’ as important ALL the time!

Standard practice often in departments such as

Warehousing, Stores and Laboratories

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ABB Ltd 2002

So what now?

Get organised

Get cleaning

Get visible

Get fixing and...

GET ON WITH IT!!!

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