1. Total Productive Maintenance and Quick Changeover
Compiled by:
Alex J. Ruiz-Torres, Ph.D.
From information developed by many.

2. Outline TPM Quick Changeover Common theme:
Definitions
Goals and Benefits
Components
Quick Changeover
Common theme:
equipment availability/ productivity

3. TPM - Definitions
An approach to equipment maintenance focused on the effective use of resources; machines, operators, and technicians to achieve 0 defects and maximize equipment up time.
A set of activities for restoring equipment to its optimal condition and changing the work environment to maintain those conditions through daily maintenance activities.

4. TPM - Definitions
A company-wide team-based effort to build quality into equipment and to improve overall equipment effectiveness
Total
all employees are involved
it aims to eliminate all accidents, defects and breakdowns
Productive
actions are performed while production goes on
troubles for production are minimized
Maintenance
keep in good condition
repair, clean, lubricate

5. TPM – Goals and Benefits
To identify productivity losses and involve all members of the company in loss elimination programs
Why do it?
Safe Work Environment
Improved Quality
Increased Productivity
Improved Skills

6. TPM - Components Types of Losses/ Failures
Sporadic: Defects suddenly occur, or a piece of equipment suddenly stops. The root cause is usually easy to locate.
Chronic: This type of loss does not occur suddenly. There is usually more than one type of cause to the loss, which makes the root cause difficult to locate.

7. TPM - Components Types of Equipment Deterioration
Natural: Physical wear that occurs even though the equipment is used and maintained properly.
Forced: Natural deterioration that is increased from negligence on our part, such as lack of oiling, checking, repairing, etc.
Types of Equipment Failure
Stoppage: Equipment no longer works / produces all “bad” parts
Deterioration: Equipment production rate decreases, yield decreases, fails occasionally

8. TPM - Components

9. TPM - Components

10. TPM – Components

11. TPM - Components
PdM, or condition-based maintenance, attempts to evaluate the condition of equipment by performing periodic or continuous (online) equipment condition monitoring.
The "predictive" component of PdM stems from the ability to predict future trend of the equipment's condition using statistical/ forecasting models.
PdM inspections are performed while equipment is in service, thereby minimizing disruption of normal system operations.
PdM data should be integrated to a Computerized Maintenance Management System (CMMS)

12. TPM - Components Equipment History (EH)
Analysis of historical data can identify specific repetitive failures and their root causes.
The major source for building equipment history is the data generated from work orders.
Maintaining history for every piece of equipment is not warranted.
Establishing EH is advisable only where the equipment is readily available, preventive and predictive maintenance are desired, and the cost of data collection is justifiable.

13. TPM - Components Establishing a System of Criticality
Not all the equipment in a facility call for a program of preventive maintenance.
It is important to establish a system that classifies equipment based on degree to which its failure is considered critical.
This will dictate the level of investment/ effort/ PM schedules, frequency, operator training, … (the PARETO rule).
Criticality can be based on several factors:
– Equipment cost
– Function and redundancy (production and meeting customer needs)
– Safety
– History

14. TPM – Components
Three degrees of equipment criticality can be established:
Criticality Code I: Equipment for which there is no backup, and/or its failure will harm people, damage other equipment, hazard to the environment, stop production, or create substantial financial loss.
Criticality Code II: These are still important and critical production equipment that although their breakdown is undesirable it is, however, not as drastic as code I. Failure periods are either short or spare parts, substitute, and backups are readily available for these equipments.
Criticality Code III: The breakdown or failure of this equipment does not seriously affect the facility’s normal operation. Equipment is either not frequently used, is sufficiently redundant, or its failure seldom affects production. PM activities are minimal and reduced to normal cleaning, inspection, and adjustments for quality purposes.

15. TPM – Components Measurement: Overall Equipment Effectiveness (OEE)
The measure includes machine effectiveness and efficiency and is a metric commonly found in Lean Manufacturing.
It intends to answer three questions: How often is the machine available to run? How fast does it run when it's running? How many good parts were produced?
OEE = Availability x Performance x Quality
A: percentage of time available for production
P: units produced versus expected
Q: percentage of those produced that meet specifications

16. TPM – Components Other TPM Measures Downtime Changeover Time
Planned
Unplanned
Changeover Time
Equipment Check Time
Clean-up Time
# of Equipment Failures
Minor Stoppages
Maintenance Costs
Accidents
Defect Rate

17. Quick Changeover

18. Quick Changeover Definition
A method that provides a rapid and efficient way of converting a process from running the current product to running the next product.
This rapid changeover is key to reducing production lot sizes and thereby improving flow (Mura).
Changeover time = waste of waiting
Large setups require large batches = overproduction/ inventory wastes
Cost balancing
Meet time constraints

19. Quick Changeover Definition
Also called SMED – Single minute exchange of die
Applicable primarily for diversified and low volume production.
One of the main difficulties:
Frequent setup operations.
Calibration
Switching of tools or dies
Perform setup operations in less than 10 min (single digit).
Dailylife quickchageovers:

20. Quick Changeover 2 types of setup operations:
Internal operations: Activities that can be performed ONLY when the machine is STOPPED.
Mounting or removing dies.
External operations: Activities that can be done WHILE the machine is in OPERATION.
Transporting old dies to storage or
conveying new dies to machine.
Improvements made by converting Internal Operations to External Operations

21. Application to other areas