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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
Ope
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aint
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ies
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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
ces,
Leg
al,
MIS
D
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
EAN
TIM
E T
O R
EP
AIR
)
0.00
500.00
1000.00
1500.00
2000.00
2500.00
3000.00
3500.00
4000.00
MT
BF
(M
EA
N T
IME
BE
TW
EE
N
FA
ILU
RE
)
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 . . . . .