TPM 2 hours - RSA Reliability and Maintenance Homepage 2 hours.pdf · 2. Conduct TPM Educational Campaign 3. Create a TPM promotional organization 4. Establish TPM Basic Policy and

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Total Productive Maintenance Total Productive Maintenance Total Productive Maintenance Total Productive Maintenance ---- JIPM ApproachJIPM ApproachJIPM ApproachJIPM Approach

Maintenance ExcellenceMaintenance ExcellenceMaintenance ExcellenceMaintenance ExcellenceRSARSA20032003

All Rights Reserve 2005

UNDERSTANDINGUNDERSTANDING

APPROACH

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TPM Defined :

• TPM is a plant improvement methodology which enables continuous & rapid improve-ment of the manufacturing process throughthe use of employee involvement, employeeempowerment and closed-loop measurement of results

• TPM is a plant improvement methodology which enables continuous & rapid improve-ment of the manufacturing process throughthe use of employee involvement, employeeempowerment and closed-loop measurement of results

Implementing TPM by Robinson and Ginder

• It is a production driven improvement metho-dology that is designed to optimize equipment reliability and ensure efficient management ofPlant assets

• It is a production driven improvement metho-dology that is designed to optimize equipment reliability and ensure efficient management ofPlant assets

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TPM Overlapping Organizational Structure:

TOP DOWNAPPROACHTOP DOWNAPPROACH

TPM Office

• Performs TPM training & education

• Acts as in-house TPM consultant

• Specialization per pillar• Provide legwork anddetails on TPMimplementation

Group Leaders

Rank and File

President • Announce intention to implementTPM to the Plant.

• Review progress & result of TPM

Department Managers

• Joins TPM implementation throughManager’s Model Machine

• Review TPM implementation on aquart. basis with section mgrs

SectionManagers

• Joins TPM implementation throughManager’s Model Machine

• Review TPM implementation on amonthly basis with supervisors

Supervisors • Joins TPM team meetings in Small Group Activities

• Spearhead TPM Pillar Step byStep Activities

• Members of each TPM Pillar• Step by Step Activities• performed their activities

How TPM is deployed ?How TPM is deployed ?

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TPM Composed of 8 Pillars

Autonomous MaintenanceProduction & Operations

Kobetsu-Kaizen- Cross Functional Teams- Engineers and Process

Initial FlowControl Activities

- Purchasing Group- RND Group

Admin / OfficeTPM

Administrative People

EnvironmentalHealth and Safety

EHS Department

Training andEducationTraining Department

Planned MaintenanceMaintenance People

QualityMaintenanceQuality Control Group

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Goals of Each TPM Pillar

Planned Maintenance- Attain Predictive Mtce Stage

- Increase MTBF Reduce BDO to Zero

- Improve reliability & lower costs

- Establish Basic Equipment Condition

- Perform basic repairs and set-up

- Reduce Idling and Minor Stoppages

- Empowered Operators

Autonomous Maintenance

- Attain 85% OEE on critical machines

- Elimination of 6 Equipment Losses

- Improve indices on PQCDSM

Focused Improvement

- Zero accidents and plant disasters

- Compliance to environmental stds.

Environmental, Health and Safety (EHS)

Quality Maintenance- Elimination of defects

- Elimination of chronic problems

Admin/Office TPM- Reduce of Product inventory and

Work-In-Process

- Speed of Information transmission

Initial Flow Control Activities (IFCA)

- Well develop system of MP Design

- Improvement in Vertical Start-up

time of equipment being purchase

Training and Education- Effective training skills assessment

- Systematic training programs

- Training's are used religiously

Zero Breakdowns Zero Adjustments Zero Rejects/Defects Zero Accidents Zero Short Stops

Zero Breakdowns Zero Adjustments Zero Rejects/Defects Zero Accidents Zero Short Stops

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TPM pillars aim to eliminate 16 Big Losses

Cross-functional Focused-Improvement Team - Kobetsu-KaizenCross-functional Focused-Improvement Team - Kobetsu-Kaizen

Operation : Destruct and Destroy Equipment’s 16 Big Losses

• Breakdown Loss• Set-Up and Adjustment Loss• Cutting Blade Loss• Start-Up Loss• Idling and Minor Stoppage Loss• Speed Loss• Defect and Rework Loss• Shutdown Loss

• Breakdown Loss• Set-Up and Adjustment Loss• Cutting Blade Loss• Start-Up Loss• Idling and Minor Stoppage Loss• Speed Loss• Defect and Rework Loss• Shutdown Loss

8 Equipment Losses 5 Manpower Losses

• Management Loss• Operating motion Loss• Line Organization Loss• Logistic Loss• Measurement and

Adjustment Loss

• Management Loss• Operating motion Loss• Line Organization Loss• Logistic Loss• Measurement and

Adjustment Loss

3 Other Losses

• Energy Loss• Yield Loss• Die Tool and Jig Loss

• Energy Loss• Yield Loss• Die Tool and Jig Loss

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TPM Involves Total Employee Participation

TPM Pillars

1. Autonomous Maintenance

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2. Planned Maintenance

3. Focused-Improvement

4. QualityMaintenance

5. Initial FlowControl Activities

6. Admin/OfficeTPM

7. Environmental,Health and Safety

8. Training and SkillDevelopment

Offi

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Indirect InvolvementDirect Involvement

Company’sDepartments

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Sample TPM Effects : Planned Maintenance at Amkor

Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May -01 Jun-01 Jul-01 Aug-01 Sep-01PLAN 259 200 150 100 85 50 25 10 0 0 0 0 0

ACTUAL 259 237 151 117 80 33 28 13 12 15 6 4 0

Sa Planned Maintenance, Isang Misyon, Isang Direksyon pa rin . . . .

1st PILOT BDO TRENDING FOR PM PILOT MACHINES

BDO

0

50

100

150

200

250

300

Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01

STEP 1

22 MACHINES

Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 TOTAL

MTBF 70.25 61.35 96.88 156.46 183.39 446.23 658.41 1134.07 1230.50 1229.39 2463.03 3694.81 11424.75MTTR 1.10 1.03 1.03 1.49 1.42 1.77 1.59 3.16 1.50 2.61 0.97 1.19 18.86

MTBF / MTTR GRAPH FOR 1st PILOT MACHINESa Planned Maintenance, Isang Misyon, Isang Direksyon pa rin . . . . .

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01

MT

TR

(M

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TIM

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O R

EP

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)

0.00

500.00

1000.00

1500.00

2000.00

2500.00

3000.00

3500.00

4000.00

MT

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(M

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BE

TW

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)

MTBF

MTTR

22 Machines

Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 TOTAL

Downtime 286.05 245.19 155.53 174.40 113.20 58.40 44.57 41.09 18.05 39.13 5.80 4.75 1186.16

DOWNTIME TREND FOR 1st PILOT MACHINESa Pla n n e d Ma in t e n a n c e , Is a n g Mis y o n , Is a n g Dir e k s y o n p a r in . . . . .

286.05

245.19

155.53174.40

113.20

58.4044.57 41.09

18.0539.13

5.80 4.750.00

50.00

100.00

150.00

200.00

250.00

300.00

350.00

Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01

DO

WN

TIM

E (H

rs)

Downtime

22 Machines

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TPM 12 Developmental Step by Step Approach

Stage Step

Preparatory 1. Declaration of Top Management to int roduce TPM2. Conduct TPM Educational Campaign3. Create a TPM promotional organization4. Establish TPM Basic Policy and Goals5. Create a Master Plan of Implementing TPM

Preparatory 1. Declaration of Top Management to int roduce TPM2. Conduct TPM Educational Campaign3. Create a TPM promotional organization4. Establish TPM Basic Policy and Goals5. Create a Master Plan of Implementing TPM

Introduction 6. Kick-off TPMIntroduction 6. Kick-off TPM

Implementation 7. Establish system to improve Produ ction Efficiency7.1 Implement Kobetsu-Kaizen Pillar7.2 Implement Autonomous Maintenance Pillar7.3 Implement Planned Maintenance Pillar7.4 Training & education for operation and mtce

8. Build an Initial Flow Control Activities9. Build a Quality Maintenance System

10. Implement Admin./Office TPM for support system11. Establish a system for effective EHS

Implementation 7. Establish system to improve Produ ction Efficiency7.1 Implement Kobetsu-Kaizen Pillar7.2 Implement Autonomous Maintenance Pillar7.3 Implement Planned Maintenance Pillar7.4 Training & education for operation and mtce

8. Build an Initial Flow Control Activities9. Build a Quality Maintenance System

10. Implement Admin./Office TPM for support system11. Establish a system for effective EHS

Stabilization 12. Total TPM implementation and rais e levelStabilization 12. Total TPM implementation and rais e level

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ROLES OF THE TPM OFFICE:

1 person - TPM Manager1 person - Planned Maintenance and

Initial Flow Control1 person - Autonomous Maintenance1 person - Office TPM1 person - Focused Improvement

• Develops details of each step/phase implementation for specific pillar• Conducts initial education and training for specifi c pillar steps/phase• Coordinate all TPM pillar activities in all areas• Oversees TPM implementation on his specific pillar expertise and

implement activities to fastract it’s implementatio n • Acts as a consultant on his/her pillar expertise• Performs initial TPM audit which later on be transf erred to managers• Consolidate all accomplishments and improvements of the teams in

their respective pillar assigned• Find ways to promote his pillar and provides recogn ition packages

to teams on higher steps/phases

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Details of ActivitiesQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1 Top Management Formally Plan

Announce TPM Actual

2 TPM Introductory Education Plan

and promotional campaign Actual

3 Creation of TPM Promotional Plan

Organization and Office Actual

4 Established Basic TPM Plan

Policy and alignment of goals Actual

5 TPM Master Plan of Plan

Completion Actual

6 TPM Kick-Off Plan

Actual

7 Maximize Production Effectiveness

7.1 Implement Focused Improvement Plan 10 cases20 cases30 cases40 cases50 cases60 cases61 cases62 cases63 cases64 cases65 cases66 cases

(Kobetsu-Kaizen Pillar) Actual

7.2 Implement Autonomous Maintenance Plan

Actual

7.3 Implement Planned Maintenance Plan

Actual

7.4 Training Skills and Education Plan

Actual

8 System for Initial Flow Control Activities Plan

(Early Equipment Management) Actual

9 System for Quality Maintenance Plan

Aim for Zero-Defects Actual

10 Administrative/Office TPM Plan

Actual

11 Establish Effective EHS System Plan

Aim for Zero Accidents, Zero Pollution Actual

12 Challenge the TPM Excellence Awards Plan

2nd Category Actual

2002

Step 2 - 3 Step 3- 4

20052003 2004

Step 1 Step 5 - 7

Phase 1 Phase 2 Phase 3 Phase 4Phase 0

Planning Step 1 Step 2 - 3 Step 3- 4 Step 6

Step 3- 4 Step 5 - 7

Step 1 - 2 Step 3 - 4

Item

Step 5

Step 1 - 2 Step 3 - 4 Step 5

Step 1 - 2 Step 3 - 4 Step 5

Step 1 Step 2 - 3

Implementation StagePreparatory Stage StabilizationTPM MASTER PLAN

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KEY POINTS IN TPM IMPLEMENTATION

• Company and TPM goals must be always aligned & in the same direction

• Company and TPM goals must be always aligned & in the same direction

• Allot a permanent Advocate for each pillar and one of the responsibilities will be to review the progress of hisTPM pillar

• Allot a permanent Advocate for each pillar and one of the responsibilities will be to review the progress of hisTPM pillar

• Management must identify the need for TPM as a long term policy and as one of the focal strategy in theirbusiness plans

• Management must identify the need for TPM as a long term policy and as one of the focal strategy in theirbusiness plans

• Performing TPM in a company withouta TPM Office will be short lived.

• Performing TPM in a company withouta TPM Office will be short lived.

• Allow TPM teams to present to Top Management regard ing the progress & results of their TPM activities. This is one way of sustaining enthusiasm

• Allow TPM teams to present to Top Management regard ing the progress & results of their TPM activities. This is one way of sustaining enthusiasm

• Get management to commit to TPM activities, convinc e them to be involveand own TPM. If all of these is done, then there is no reason for TPMactivities to fail and success is guaranteed

• Get management to commit to TPM activities, convinc e them to be involveand own TPM. If all of these is done, then there is no reason for TPMactivities to fail and success is guaranteed

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• MRC Bearings reduced unplanned downtime by 98% in one cell and 9 9%in another -all within one year.

• Monsanto runs their three-year old TPM start-up plant at 97% on-stream timewhile most other units run between 85% and 90.

• 3M reduced their maintenance cost by 60% within three years. • DuPont reduced off-quality by 69% and improved capacity by 29% in three years. • Texas Instruments reduced their off-quality by 50% in their Philippin es plant. • Harley-Davidson estimates that the ROI from TPM has been ten-fold t heir cost

of implementation. • Whirlpool improved OEE by 21%.

WHAT TPM WILL ACHIEVE ?

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MEASUREMENT OF TIMEMEASUREMENT OF TIME

AVAILABLE TIMEAVAILABLE TIME

UPTIMEUPTIME DOWNTIMEDOWNTIME

BREAKDOWNBREAKDOWN

SETSET--UPUP

CUTTING TOOLCUTTING TOOL

STARTSTART--UPUP

MINOR STOPSMINOR STOPS

SPEED LOSSSPEED LOSS

REJECT LOSSREJECT LOSS

PM SCHEDULEPM SCHEDULE

CALIBRATIONCALIBRATION

MEETINGSMEETINGS

LUNCHBREAKLUNCHBREAK

ENGINEERINGENGINEERING

NO OPERATORNO OPERATOR

NO INVENTORYNO INVENTORY

OPERATING TIMEOPERATING TIME

UTILIZATION TIMEUTILIZATION TIME

RUNNING TIMERUNNING TIME

PRODUCTIVE TIMEPRODUCTIVE TIME

ENGINEERING RUNSENGINEERING RUNS

Before we can start to use theBefore we can start to use theIndices we need to clarify ourIndices we need to clarify our --selves the distinction betweenselves the distinction betweenUptime and DowntimeUptime and Downtime

MACHINE RELATEDMACHINE RELATEDUNPLANNED DOWNTIMEUNPLANNED DOWNTIME

NONNON--MACHINE RELATEDMACHINE RELATEDPLANNED DOWNTIMEPLANNED DOWNTIME

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RELATIONSHIP BETWEEN OEE and EQUIPMENT LOSSES

EQUIPMENT 8 EQUIPMENT LOSSES HOW TO COMPUTE OEE

Availability= Loading Time - Unplanned DT

Loading Time

Performance Rate= Standard Cycle Time x Output

Operating Time

Output

(Operating Time) ( Ideal UPH)

OR

Loading Time= Available Time – Planned DT

Operating Time= Loading Time –

Unplanned DT

Un p

l an n

ed

Do w

n ti m

e

Net OperatingTime

Operating time –Speed Loss

Sp e

e d L

oss

ValuableOper.Time D

e fe c

tL o

s ses

SHUTDOWN LOSSES

BREAKDOWN LOSS

SET-UP & ADJUSTMENT

CUTTING TOOL CHANGE

START-UP LOSSES

Quality Rate= Output - Defects

Output

IDLING & MINOR STOPPAGES

DESIGN SPEED LOSS

DEFECTS & REWORKS

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AMAMAMAM PMPMPMPM

F.I.F.I.F.I.F.I.

AUTONOMOUS

MAINTENANCE

AM ACTIVITIES

TPM GOAL IS TO ACHIEVE 85 % OEE

PLANNED

MAINTENANCE

FOCUSED

IMPROVEMENT

•• Establish BasicEstablish Basic

Equipment ConditionEquipment Condition

•• Eliminate Minor StoppagesEliminate Minor Stoppages

•• Address Sources of ContaminationAddress Sources of Contamination

PM ACTIVITIES

•• Equipment RestorationEquipment Restoration

•• Address Design WeaknessAddress Design Weakness

•• Eliminated unplanned BDOEliminated unplanned BDO

•• Predictive MaintenancePredictive Maintenance

FI ACTIVITIES

•• Address 6 Big LossesAddress 6 Big Losses

•• Generate ImprovementsGenerate Improvements

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• The biggest barrier in implementing TPM is cultural in nature

QUOTE FOR THE DAY :

• Success in TPM comes from the synergy of all people working together towards a common goal

• While it is true that TPM is more on the hardware or equipment sidemany failed because focus is given on the equipment, remember that TPM is 80% people and 20% equipment, focus on the people and the people will focus on the equipment and its not the other way around . . . . .

Documents

TPM 2 hours - RSA Reliability and Maintenance Homepage 2 hours.pdf · 2. Conduct TPM Educational Campaign 3. Create a TPM promotional organization 4. Establish TPM Basic Policy and