IENG 451 / 452 Stability: Total Productive Maintenance IENG 451 - Lecture 18 Stability: Total Productive Maintenance 7/19/2018 IENG 451 Operational Strategies (c) 2016 D.H. Jensen

House of Lean CUSTOMER FOCUS JUST IN TIME INVOLVEMENT JIDOKA Hoshin Planning, Takt, Heijunka Involvement, Lean Design, A3 Thinking JUST IN TIME INVOLVEMENT JIDOKA Standardized Work 5S TPM Kaizen Teams Suggestions Safety Activities Hoshin Planning Flow Heijunka Takt Time Pull System Kanban Visual Order (5S) Robust Process Involvement Poke Yoke Zone Control Visual Order (5S) Problem Solving Abnormality Control Separate Human & Machine Work Involvement STANDARDIZATION Standardized Work Kanban, A3 Thinking Visual Order (5S) Hoshin Planning STABILITY Standardized Work, 5S, TPM Jidoka, Heijunka, Kanban 7/19/2018 IENG 451 Operational Strategies

TPM: Total Productive Maintenance Leveraging on Productivity: Old World Mfg – alienation of workers and management fostered strict job descriptions. Among these job divisions were engineering, maintenance, and line (production) workers. This led to the operating principles that: 1. Engineers design; 2. Production produces; and 3. Maintenance fixes. New World Mfg – requires teamwork in order to survive and thrive. Coordinated teamwork requires sharing of knowledge and responsibilities – even cross-training. Once Production Stops, All Action Becomes Non-Value-Added – so both mfg. systems could claim that they needed to avoid production stoppages – the difference in the lean system thinking is how effective you can become when teaming is involved. 7/19/2018 IENG 451 Operational Strategies

TPM Allows Task Shifts to Occur When we maintain for total productivity, tasks shift and communications improve! Maintenance Departments (20% – 50%) Overhauls Equipment Improvement Training Maintenance Prevention Predictive Maintenance Maintenance Tasks Transferred to Production: Simple maintainability kaizen Cleaning Inspection Lubrications Adjustment Engineering Departments Design for Maintainability Equipment Improvement 7/19/2018 IENG 451 Operational Strategies

TPM: Transformation Steps Even Old World systems worried about productivity and maintenance, but Lean Systems allow us to leverage the data and personnel more productively. Staging a transition to TPM: Stage 1: Breakdown Maintenance – (fire-fighting mode) When a breakdown occurs, all efforts are immediately focus and resources immediately committed to getting the system back up and running. (Probably already being done…) Stage 2: Preventative Maintenance – requires some planning for proactive maintenance and expedited trouble shooting. Stage 3: TPM – includes preventative maintenance but adds predictive maintenance and total involvement to avoid the six big losses for machine effectiveness. 7/19/2018 IENG 451 Operational Strategies

IENG 451 Operational Strategies TPM: The Six Big Losses These losses downgrade machine effectiveness: Downtime Losses Equipment Breakdowns Setup and Adjustment Delays Speed / Hidden Losses Idling and Minor Stoppages Reduced Speed Operation are sometimes due to mismanagement (starved or blocked processes) Defect Losses Processing Defects Reduced Yield 7/19/2018 IENG 451 Operational Strategies

IENG 471 Facilities Planning TPM Term Definitions Reliability is a measure of how often a system fails: How long (on average) you can run it until it stops working right How do you know that it’s not working right? MTTF (Mean Time To Failure) or MTBF (Mean Time Between Failures) 7/19/2018 IENG 471 Facilities Planning

IENG 471 Facilities Planning TPM Term Definitions Maintainability (serviceability) is a measure of how long it takes to return the system to proper operation: It is the sum of the times required to: diagnose the problem obtain repair parts / tools repair the failed components return the unit to operating conditions MTTR (Mean Time To Repair) 7/19/2018 IENG 471 Facilities Planning

IENG 471 Facilities Planning TPM Measurements: Availability is a function of Reliability and Maintainability: It is the percentage of time that you can count on using the resource for production Note: this is different from how the Dennis text defines Availability – but is more consistent with other uses of the concept and rarely differs % Availability = MTTF MTTF + MTTR 7/19/2018 IENG 471 Facilities Planning

IENG 471 Facilities Planning TPM Measurements Performance Efficiency is a measure of efficiency when the resource is running: where: Operating Time is the time the resource is scheduled to run or is running (whichever is the maximum) Lost Time is the time that the resource is Available, but not productive % Perf. Efficiency = Net Operating Time – Lost Time Net Operating Time 7/19/2018 IENG 471 Facilities Planning

IENG 471 Facilities Planning TPM Measurements Overall Equipment Efficiency is a measure of efficiency when we take (poor) quality losses into consideration: where Quality Rate is the proportion defective for the process (p from a p-chart or np-chart) Frequently, the OEE struggles to get to 50%! % OEE = Availability X Perf. Efficiency X Quality Rate 7/19/2018 IENG 471 Facilities Planning

IENG 451 Operational Strategies Machine Losses Machine Losses over the lifetime take on a bathtub curve: Start-up Failures – Design & manufacturing errors Trial Runs Commissioning Process Chance Failure – operational errors; minor and hidden failures Control Charts Counter Measures Wear-Out Failures – End of Life (wear & fatigue) failures Prevention Improved Maintainability Often, these take the shape of a pyramid: Breakdown 1 Minor Stoppage 10 Minor Failures 30 Hidden Failures 100+ 7/19/2018 IENG 451 Operational Strategies

IENG 451 Operational Strategies Questions & Issues 7/19/2018 IENG 451 Operational Strategies (c) 2016 D.H. Jensen