TPM Equipment Improvement

7/30/2019 TPM Equipment Improvement

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FULL THROTTLE

EQUIPMENT IMPROVEMENTHarnessing the power of

Total Productive Maintenance (TPM)

for fast & and ongoing resultsAdvanced Manufacturing Consultancy Sdn. Bhd.


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THE BUSINESS RESULTS OF THIS PROGRAM:

Note: Business savings are based on typical successes of clients in the past.

Increased

Equipment Output


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ReducedDowntime


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Increased

Equipment OEE(from a base of 35% OEE)


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ReducedRework/Scrap


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EQUIPMENT

PRODUCTIVITY

EQUIPMENT

RELIABILITY

EMPLOYEE

INVOLVEMENT

TOWARDS WORLD CLASS

EQUIPMENT PERFORMANCE

OBJECTIVES OF FULL THROTTLE EQUIPMENT IMPROVEMENT.

IN 6 MONTHS!

NOT 6 YEARS!


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SYSTEM FOR

PEOPLE

SYSTEM FOR EQUIPMENT

SYSTEM TO

MEASURE

AutonomousMaintenance

TWI Job Instruction & Job

Relations

Fast Track Equipment

Throughput Management

TPM Equipment Maintenance

Master List

Quick Response Problem

Solving

Overall Equipment

Effectiveness (OEE)

MTBA/MUBA

6S Scores

ESTABLISHING SYSTEMS TO ACHIEVE OBJECTIVES AND SUSTAIN IT


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Fast Track Equipment Throughput Management

Tools and strategies to identify Quick-Win equipment losses

and increase output within 2-4 weeks Teams are taught systematic equipment tools and exposed to

4-5 days Kaizen improvement cycles on obtaining Quick-Win

results

Team based diagnostic & Improvement tools include: 48 Hour Equipment Diagnostics

Setup Analysis and Setup Time Reduction

Job Method Improvement

(based on TWI improvement methodology)

Kaizen Approach Quick Equipment

Improvement

Equipment Constraint management

tools and methods


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About 20 % gain in equipment uptime by

addressing quick-win opportunities


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Equipment Maintenance Master List

Creation of detailed master list/plan on managing equipment

components for reliable performance The aim of this approach is eventually to have ZERO

BREAKDOWN MAINTENANCE

Establishes all parts susceptible to deterioration of

performance due to people, wear and tear or process to be: Monitored & Inspected at right interval

Serviced at right interval

Replaced at right interval

Spare-part management ofcritical equipment parts


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MACHINE AREA/ZONE PART NAME INSPECTION CYCLE WHO METHOD SERVICE CYCLE WHO METHOD CHANGE PERIOD WHO METHOD

Work Light Shiftly Operator Functional N/A

every setup Technician Functional, bulb condition. N/A When bulb ko Technician change a new bulb.

6 months PM check connection of work light. 6 months PM service when connection error

Vacuum Vacuum heater block every setup Technician >12 psi ( Digital meter ) 6 months PM Change / Clean Heater block if vacuum low. When found mulfunction PM change the part

Wire Path Air Guide every setup Technician 20 to 35 kPa ( Visual Controller ) 6 months PM clean, no water marks and scratches When found mulfunction PM change the part

Tensioner every setup Technician -20 to -10 kPa ( Visual Controller ) 6 months PM clean, wire is straight during bonding When found mulfunction PM change the part

Diffuser every setup Technician 0 to 10 kPa ( Visual Contoller ) 6 months PM Air blow with good condition When found mulfunction PM change the part

Transducer Impedance every setup Technician < 60 Ohm ( Monitor ) 6 months PM < 60 Ohm When found out of SPEC PM change a new transducer.

capillary screw N/A N/A 30x of capillary changed Technician Sheet recording

EFO Assy EFO Ti p e ve ry se tup Te chni cian Cl ean no carbond deposi ts, no cracks 6 months PM Cl ean no carbond deposi ts, no cracks When found mul function PM change the part

EFO Height every setup Technician 260 to 280 mils (K&S only) 6 months PM 260 to 280 mils (K&S only) When found mulfunction PM change the part

Master list is translated to Preventive Maintenance

actions, Daily Autonomous Maintenance Actions and

Planned Equipment Management actions. Typical

reduction of up to 70% -80% of unplanned down time

seen within 4-5 months


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Quick Response Problem Solving

Establishing Emergency Response methodologies to

breakdown handling and minor repairs Includes tools such as:

task transfer of minor repairs to operators,

TWI Work Element standards in trouble shooting

TWI Job Instruction methods for technicians skill enhancement Single Minute Equipment Repair: RECOGNITION-RESPONSE-

DIAGNOSIS-REPAIR


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Training Within Industry aims to establish the system and

provide skills to TPM Leaders based on their basic needs

to achieve: Safe work environment

Effective training skills

Ability to improve the repair and maintenance job

methods

Engaging people and handling conflicts

Empowering and creating workplace ownership inemployees

The key tools of TWI are:

THE TOOL DESCRIPTION

Job Instruction (JI) Skills on the right way to train employees to do the job correctly

Job Method (JM) Improving methods of work in order to produce more with

better quality and faster cycle time

Job Relations (JR) Developing and managing employees for peak performance

Job Safety (JS) Methods of analysing the chain of events that lead to incidents

and hazardous situations and correcting it

TWI JOB INSTRUCTION & METHOD


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Overall Equipment Effectiveness (OEE)

Using OEE as a key metric to monitor performance and drive

equipment improvement


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Arrow Process

Why use graphics from PowerPointing.com?

PHASE IV:

EQUIPMENT

RELIABILITY

Hands-on work atshop-floor by

consultant with Pilot

TPM teams

Diagnostics

Improving

Throughput

Hands-on work at the shop-floor Restoring Machines

Establishing Autonomous

Maintenance work

Obtaining Gains: Reduced

Downtime, improved employee

morale

Leave an impact in the plant

Plan for sustaining and

proliferating results

Hands-on work at theshop-floor

Establishing VisualSystems

Establishing Equipment

Master List/Plan

Establishing Quick

Response Maintenance

PHASE III:

RESTORING

EQUIPMENT

PHASE IV:

STANDARDIZING

ESTABLISHING

KAIZEN CYCLE

PHASE II

QUICK WIN

IMPROVEMENT

PHASE I:

COMMUNICATION &

MANAGEMENT

BUY-IN

Obtain Executive &Management Buy-In

Communication

Key Management

Role

Basic OEE & Pilot

Line Selection

Transfer Skills to

supervisor and shop floorstaff on Job Improvement

methods

Obtain initial gains such

as reduced setup time,

increased output etc.

1 WEEK 1 MONTH 1 MONTHS 3 MONTHS 1 WEEK


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KEY DIFFERENCES FROM TRADITIONAL TPM

IMPLEMENTATION

TRADITIONAL TPM FULL THROTTLE APPROACH

Based on giving training on 8 Pillars of TPM.Takes more than 2-4 years to complete all

Pillars

Focused on Equipment and the systemsaround it. Delivered in hands-On Kaizen

week approach. Takes 5-6 months

Focuses on Autonomous Maintenance and

5S as a basic start for at least 6 months to a

year

Starts with Quick Wins and incorporates

Autonomous Maintenance and 5S as part

of the cycle

Several Pillars such as Training, Office TPM

are long Term benefits which requires big

cross departmental change

Uses TWI model to bring effective, fast and

result oriented Training model at the shop-

floor. Incorporated change to relevant

departments.

Assumes TPM as a plant wide philosophy Assumes Equipment performance as a

operational necessity

Needs formal TPM plant wide structure Uses existing front-line operational

structures to implement

BOTH HAVE COMMON GOALS:

ZERO DEFECTS! ZERO DOWNTIME! ZERO ACCIDENTS


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CONTACT US FOR MORE

INFORMATION:

[email protected]

www.amckaizen.com
mailto:[email protected]://www.amckaizen.com/http://www.amckaizen.com/mailto:[email protected]

Documents

TPM Equipment Improvement