The Lean Enterprise

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The Lean Enterprise

• Introduction to TPM Total Productive Maintenance

Lean Foundations Continuous Improvement Training
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Learning Objectives

• Learn the basic philosophy of TPM
• Explain OEE and how it contributes to a TPM
  project, explore OEE components define and
  calculate OEE
• List 6 major components of equipment loss
• Review and adopt the 7 steps to Autonomous
  Maintenance

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TPM The Need

• Process Industry relies heavily on equipment that
  is integrated and runs continuously
• When down, losses are costly
• With lower inventories, machines need to be
  reliable
• Machining and Assembly industries becoming more
  mechanized to save manpower and do difficult jobs
• More machines to maintain
• Need to save energy

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TPM The Philosophy

• TPM aims at using equipment to its maximum and
  aids in reducing Life Cycle Costs (LCC)
• In other words - going all out to eliminate
  the Losses (Waste) caused by the equipment
• TPM improves work activities that deal with
  Equipment Set-up, Operating parameters,
  Maintenance, Tear down, Repairs and Breakdowns
• It specifically aims at the complete elimination
  of the six major losses while striving for a
  goal of zero unscheduled downtime

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TPM - The Six Major Losses (Waste)

• Downtime Losses
• (1) Equipment failures
• (2) Set-up and adjustments
• Speed Losses
• (3) Idling and minor stoppages
• (4) Reduced speed (actual operating
• vs. designed)
• Defect Losses
• (5) Defects in process
• (6) Reduced yield between start of
• production and stable production

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OEE Formulas
Loss Measure Formula
Metric
Availability example Efficiency
example Ratio of Quality Products
example
Load Down Time Load Time 460 min 60
min 460 The
Theoretical Cycle Time x Processed Qty
Operating Time 0.5/ unit x 400 units
400 minutes Processed Amount Amount of
Defects Processed Amount 400 8
400
1. Unexpected Eq. Breakdown 2. Set-up
adjustments 3. Idling and minor stoppages 4.
Reduced speed 5. Defects in Process 6. Reduced
Yield Overall Equip. Effectiveness

x 100 87 x 100
50 x 100 98






.87 x .50 x .98 46.2
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OEE Pareto Analysis by Loss Category
Overall Equipment Effectiveness
Loss 1 2
Loss 3 4
Loss 5 6
46.2 OEE
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TPM attacks 6 major Losses plus Elimination of
other Wastes (Mura, Muri, Muda)

• Operator Time Losses
• Manpower losses due to operation time being done
  more slowly than standard time (Cycle Time gt
  Standard Time)
• Material Losses
• Losses in yield due to inherent waste (cut-off
  stock, set-up pieces, prototype, etc)
• Energy losses such as electricity, gas, and water
  when machinery is not doing value-added work
• Idling losses due to inadequate sensors and
  product buildup on conveyors and chutes

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Best PracticesWorld-Class Goals (A TPM Vision)

Before After Availability
87 gt 90 Performance Efficiency 50 gt
95 Ratio of Quality (Yield) 98 gt
99 Overall Eq. Effectiveness 42.6 gt 85
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TPM Operational Goals (Qualitative)

• Increase number of suggestions
• Improve level of teamwork of shop floor
• Improve cross-functional teamwork
• Establish maintenance throughout the total
  equipment life cycle
• People maintain their own equipment
• Machines available for just-in-time (JIT)
  application
• Improve machine availability
• Improve working environment (6S)
• Improve Corporate culture and image
• Improve Business performance

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TPM Operational Goals (Quantitative)

• Cost Reductions
• Actual and to be reduced
• Energy savings
• Maintenance
• Equipment Efficiencies
• Zero failures (ultimate goal)
• MTBF (mean time between failures)
• MTTR (mean time between repairs)
• Idle Time

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TPM Operational Goals, cont. (Quantitative)

• Safety
• Zero accidents
• Quality
• Zero failures
• Zero complaints
• Education
• Hours of training/ number of sessions
• Number of KAIZEN projects
• Number of Suggestions

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TPM Definition of Total

• Total Effectiveness
• Reduction in losses of all equipment to optimize
  its effectiveness and improve costs
• Total Maintenance
• Involves the whole maintenance system inclusive
  of equipment manufacturer, equipment engineering,
  and equipment user to improve maintainability
• Total Participation
• Everyone has a role to make TPM work
• Management to set policy
• Middle management, staff to support and lead
• Maintenance to maintain and train
• Operators to take on new maintenance challenges

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TPM Role of Maintenance Function

• Provides technical support for autonomous
  maintenance done by operators
• Restores deteriorated equipment through checks,
  inspections, and overhauls
• Identifies Design weaknesses and improves the
  equipment to error-free function (via poka-yoke)
• Improves technical maintenance skills for checks,
  inspections, and overhauls

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TPM Role of Operator Function

• Maintains basic condition (cleaning and
  lubrication)
• Maintains proper condition and standards for
  equipment usage
• Partially restores deterioration
• Basic skill levels in
• Changeover and set-up
• Reduction of minor stoppages and adjustments

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TPM Autonomous Maintenance

• Definition
• Operations maintains its own equipment
• Utilize 7-step plan
• (Source Japan Institute of Plant
  Maintenance)

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7 Steps to Autonomous Maintenance

• Step 1 Initial clean-up (External)
• Kick-off program
• Closely aligned with 6S (5S 1)
• Management and Staff show commitment
• Clean, Sand and Paint
• Identify sources of defects
• Gauge hidden
• Limit switch buried in debris
• Crack in Housing

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7 Steps to Autonomous Maintenance

• Step 2 Stop sources of defects (External)
• Ask why ? five times
• Replace parts with cracks
• Replace worn seals
• Teach Operators how to modify equipment
• Conduct Set-up Workshops Practice Set-ups
• Modify Equipment for easier checking and to
  eliminate sources for debris and contamination
• Guards
• Chip removal
• Acrylic covers to see V - belts and moving parts

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7 Steps to Autonomous Maintenance

• Step 3 Standards Formulation
• Standards for clean-up and checking
• What equipment should be cleaned and checked?
• What points should be checked?
• Who should check?
• What check sheet should be used?
• How to react to changes.
• Standards are to capture what has been learned
• in steps 1 and 2

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7 Steps to Autonomous Maintenance

• Step 4 Overall Checkup (Internal)
• Leaders (1st line Supervisors) trained
• Hydraulics
• Air Pressure
• Electrical/ Electronics
• Lubrication
• Mechanical
• One point lessons developed (Visual Management)
• Team up Engineers, Maintenance, and Operators
• Tear down equipment
• Analyze defects
• Present findings

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7 Steps to Autonomous Maintenance

• Step 5 Autonomous Checkup
• Develop Standards for routine internal checkup
• Hydraulics
• Air Pressure
• Electrical/ Electronics
• Lubrication
• Mechanical
• Operator executes routine checks

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7 Steps to Autonomous Maintenance

• Step 6 Orderliness and Tidiness
• Improve on Supplier Activity
• Spare parts supply partners
• Spare parts stores
• Spare parts inventory
• Improve on Tool Activity
• Tool Crib orderliness
• Tools frequently used at work station
• (refer to Visual Management/ Visual Control)

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7 Steps to Autonomous Maintenance

• Step 7 All out Autonomous Management
• Process never ends
• Metrics
• Audits
• Each process post Result (actual) against Goal
  (target)
• Zero lost time accidents
• Zero Defects
• Zero Breakdowns
• Zero set-up time or at least lt 10 minutes
• Practice Quick Changeovers/ SMED (see separate
  module)
• Utilize Accountability Meetings (see separate
  module)

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TPM Kaizen and Reliability Maintenance

• KAIZEN (see separate module)
• SWAT Team approach to major problems
• (Focus improvement effort around 6 big
  Losses)
• Reduction in Changeover/ Set-up time
• RELIABILITY
• Driven by Pareto Analysis to prioritize
• Data based
• Reduction in MTTR
• Increase in MTBF

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Reliability Maintenance

• Meantime to Failure (Goal is to maximize)
• Machine Breakdown
• Tool Breakdown
• Part Failure
• Meantime to Repair (Goal is to minimize)
• Diagnose problem
• Correct problem
• Set up Machine to make good parts
• Spare parts control
• Analyze using Statistical Tools
• Reliability Measures
• Problem Solving Tools
• Vibration Analysis Tools

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TPM - Reliability Kaizen Examples

• 1) Tool cutting Tip (Nissan Motors) Life Cycle
  45 pieces
• KAIZEN 1 Vibrational analysis to optimize
  rotational speed. Life cycle 132 pieces.
• KAIZEN 2 Analysis of wear pattern to optimize
  tool geometry. Life cycle 305 pieces.
• 2) Tool cutting (Toyota Motors) Tool expensive
  and takes long time to set up
• KAIZEN 1 Reduced set-up time from 15 minutes
  to less than 10 seconds.
• KAIZEN 2 Studied correlation between life of
  tool and number of cuts between sharpening
  increase life of tool five-fold.

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Planned Maintenance Best Practices

• Maintenance department primarily responsible
• Re-adjustment of Machines to bring back to
  original state
• Feedback information to Maintenance Prevention
  Group
• Collection of Reliability Data
• MTBF
• MTTR
• Finding and coping with chronic defects
• Machine accuracy control (calibration)
• Schedule boards (Visual Management)
• Control of
• Spare Parts
• Lubrication
• Vibrational Analysis

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Maintenance Prevention Best Practices

• New equipment design integrated w/ New Product
  Introduction (NPI) efforts
• Input from Reliability Maintenance
• Input from Preventative Maintenance
• Input from KAIZEN activities
• Life Cycle Costing
• Design reviews (Operators, Supervisors,
  Engineers)
• Assembly at Supplier
• Final Inspection at Supplier
• Maintenance and Operations Manual preparation
• Safety Issues visible, aware and worked
• Preventative Maintenance Schedule posted,
• adhered to

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TPM Summary

• Total Productive Maintenance is about
• improved equipment performance
• increased equipment availability
• increased equipment FPY (first pass
• yield) or also called FTT (first time
  through)
• reduced emergency downtime
• increased return on investment
• increased employee skill levels
• increased employee empowerment

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TPM Breakout Activity

• With a small group,
• With regard to Maintenance - Decide at least 3
  new improvements to put into place in your area.
• Decide at least 3 new measures/ metrics to adopt
  to sustain your Maintenance activities.
• Present your plan to Supervision.

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The Lean Enterprise

• Introduction to TPM Total Productive Maintenance

Lean Foundations Continuous Improvement Training