Total Productive Maintenance (TPM) Dr. David Baglee. Faculty of Applied Sciences School of Computing & Technology University of Sunderland david.baglee@sunderland.ac.uk extn: 2869 David Baglee

Modern Maintenance Practices: The need Rapid Changes over the past 20 years Increase in the value of assets Increased complexity of assets New maintenance methods Changing views of organisations and responsibility of maintenance David Baglee

Changing Awareness Growing awareness of how equipment failure affects safety and environment Awareness of connection between maintenance and product quality Pressure to achieve increased levels of equipment availability and maintain costs David Baglee

Attitudes and Skills Maintenance staff need to adopt new ways of thinking Managers are seeking a new approach to maintenance Operator involvement David Baglee

New Techniques The pressure for change have resulted in several new techniques for maintenance planning and management New tools include: Decision support tools (expert systems) Equipment design Organisational changes Maintenance techniques: TPM David Baglee

TPM Introduction TPM created in Japan, based upon the American concept of preventative maintenance Examined corrective maintenance, maintenance prevention reliability engineering etc.. The aim was to develop an all encompassing manufacturing philosophy A unique aspect was the involvement of operators under Autonomous Maintenance David Baglee

TPM Introduction TPM born within Nippondenso a components supplier to Toyota in 1969 The aim was to supply Toyota on a Just in time basis This required the highest levels process reliability David Baglee

TPM- Definitions TPM - Total Productive Maintenance is a philosophy of manufacturing that focuses on the effective relationship of workers to equipment and the meaning and elimination of waste. TPM improves the company by improving its personnel and its equipment. It is a manufacturing philosophy not an engineering system David Baglee

TPM Principles Many studies have shown that 60% of breakdowns are caused by contamination and poor lubrication Cleaning and “appropriate” routine maintenance can detect and prevent 70% of all breakdown causes David Baglee

Elements of TPM 1. Maximise Overall Equipment Effectiveness (OEE) 2. Develop Productive Maintenance (Reliability & maintainability) 3. Involve all departments who plan, design, use & maintain 4. Involve all employees from Top Management to Shop floor 5. Promote TPM through Small Group activity David Baglee

Elements of TPM Establish maintain and improve the condition of equipment Detect and eliminate minor faults Measure the effectiveness of equipment Establish and maintain a clean workplace Detect and eliminate significant inherent faults Provide maintenance support David Baglee

1. Equipment Effectiveness (OEE) 1. Measure Overall Equipment Effectiveness (OEE) Availability Performance Quality Eliminate the 6 Big Losses David Baglee

The 6 Big Losses 1. Equipment Failure (Breakdown) 2. Set-up and adjustment downtime 3. Idling and minor stoppages 4. Reduced Speed 5. Quality Defects and rework 6. Start up losses Availability Performance Quality David Baglee

Definition Availability: determines how much time the Process is available for production. Shutdowns, Breakdowns, or Set up and Adjustment times reduce availability of a process. Performance Rate: reflects the level of actual production with respect to desired production rate. Inherent machine problem causes in reduced Performance rate Quality Rate: reflects the level of Quality products produced out of the total produced quantity. Defective products reduce Quality Rate. David Baglee

Effect of 6 Big Losses TOTAL AVAILABLE TIME 1. Equipment Failures Operating Time Breakdown Losses 2. Set Up & Adjust Net Operating Time Speed Losses 3. Idling & minor stops 4. Reduced speed Valuable Operating Time Defect Loss 5. Defects in process 6. Reduced Yield David Baglee

Effect of 6 Big Losses David Baglee TOTAL AVAILABLE TIME 1. Equipment Failures Total Time- Downtime Total time Operating Time Breakdown Losses Availability = X 100 2. Set Up & Adjust 3. Idling & minor stops Net Operating Time Speed Losses Actual Rate While running Design Rate Performance = X 100 4. Reduced speed Valuable Operating Time Defect Loss 5. Defects in process Material in - 1st grade out Material in Quality = X 100 6. Reduced Yield David Baglee

Equipment Effectiveness Availability x Performance x Quality Availability = time available for production – downtime time available for production Performance = actual production ideal production or capacity Quality Yield = total quantity produced – quantity out of spec total quantity produced David Baglee

What should you expect? Based on results consistently obtained by Companies meeting the standard of the Japan Institute for Plant maintenance achievable TPM goals are: Availability: Greater than 90% Performance: Greater than 95% Quality Rate: Greater than 99% 90% X 95% X 99% = an OEE of 85% David Baglee

TPM Pillars 2. Involve all departments From Concept through Design to Operation and Maintenance all functions must play their part. The Business strategy must cascade through the entire organisation and be consistent with maintenance excellence 3. Involve all employees Starting with Management Commitment everybody in the organisation should understand their role in the delivery of TPM and be able to contribute David Baglee

TPM Pillars 4.Team working Overlapping teams throughout the organisation Skills and knowledge combined Management, maintenance and operators Shared responsibility Possible cultural problems? David Baglee

Pillars of TPM 5. Autonomous Maintenance Prevent deterioration: Operate equipment correctly Clean, lubricate and tighten bolts Make adjustments (mainly set-up) record data on breakdowns and malfunctions Work with Maintenance to make improvements Conduct daily inspections Conduct certain periodic inspections Develop Checklists David Baglee

TPM IMPLEMENTATION Develop and implement: Cleaning instructions Lubricating Checks and adjustments Data collection techniques Continuous improvements David Baglee

Before David Baglee

After David Baglee

David Baglee

David Baglee

Workplace Organisation TPM requires a thorough implementation of the 5S’s. 5S methodology is a highly successful technique used to promote clean, organised and disciplined working environment The 5S’s are a step-by-step approach common sense approach to organising any workplace by involving all employees who normally work in an area. Sort Store Sweep and Shine Standardise and Share Self Discipline David Baglee

Sort & Store Objective: To remove unneeded items and locate a specific place for specific items Decide what is needed and to be kept, and what is not needed to be discarded Key technique: Red tagging and sign boarding David Baglee

Sweep and Shine Objective: To use cleaning to identify abnormalities and areas for improvement Key technique: Clean to inspect, visual sweeping David Baglee

Standardise & Share Objective: To consolidate the first three S’s by establishing standard procedures Determine the best work practices Key technique: Visual management David Baglee

Self Discipline Objective: To sustain improvements and develop an environment for future improvements. Key techniques: Auditing, training, 5S promotional campaigns, reward and recognition. David Baglee

Wrong Approach to TPM Production make a plan Maintenance dept, not included Plan given to operator to carry out all tasks Tell operator to improve or move on! David Baglee

TPM IMPLEMENTATION Approach in a structured way Accept 3-5 yrs Culture shift (we use, you repair) Measure benefits (OEE) Support from everyone involved Regular audits Development ‘new’ maintenance system Improve personnel training and development David Baglee

Summary TPM is not easy to implement Based upon shop floor teams Focus on machinery conditions and improvement Compatible with and complementary to other quality initiatives Implements Total Quality at the ‘sharp end’ David Baglee