TPM - Total Productive Maintenance

A presentation on TPM and its objectives, goals, benefits, pillars and other aspects have been explored as well as its relation to 5s & visual. In the end, step by step implementation of TPM, losses & OEE, these tools also have been shown & discussed.

1. Lean Tools & Methods: Total Productive Maintenance ( TPM) Presentation By Rahmat Ullah B. Tech. (E.I.E)

2. TPM - Introduction Why need TPM TPM - History TPM - Objectives TPM - Targets TPM – Benefits TPM Foundation - 5S & Visual Management TPM – 8 Pillars TPM vs TQM TPM Implementation – 4 Phases & 12 Steps 6 Big Losses to OEE OEE Topics

3. Total Productive Maintenance (TPM) is a method to achieve maximum equipment effectiveness through employee involvement. A key tool in Lean Manufacturing. TPM is a team based maintenance. TPM - Introduction

4. T: TOTAL Participation of all Employees. Include all Departments, operation, equipment and process . P: PRODUCTIVE Pursue the maximization of efficiency of the production system by making all loses zero. Zero accidents, Zero defects, Zero breakdowns . M: MAINTENANCE To improve the efficiency of the equipment. Maintenance means the entire life cycle of the production system. Continued…

5. Avoid wastage in a quickly changing economic environment. Producing goods without reducing product quality. Reduce cost of Manufacturing. Goods send to the customers must be non defective. In TPM, the operators are also made to involve in the maintenance process. TPM will improve teamwork skills and flexibility between operators and maintenance staff. TPM will improve equipment availability (uptime ).   Why need TPM

6. TPM is a Paradigm Shift

7. Total Productive Maintenance (TPM) was developed by Seiichi Nakajima in Japan between 1950 and 1970 . One of the first companies to gain from this was Nippondenso , a company that created parts for Toyota . An internationally accepted TPM benchmark developed by the JIPM  Seiichi Nakajima  is therefore regarded as the father of TPM. TPM - History

8. Increase production while, at the same time, increasing employee morale and job satisfaction. Hold emergency & unscheduled maintenance to a minimum. To provide the safe and good working environment to the worker. Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization. Involve people in all levels of organization. Form different teams to reduce defects and Self Maintenance. To fulfill Regulatory compliances. TPM - Objectives

9. 1. PRODUCTION i ). Obtain Minimum 80% Overall Production Efficiency. ii). Obtain Minimum 90% Overall Equipment Effectiveness. iii). Run the Machine during lunchtime. 2. QUALITY Operate in a manner, so that there are no customer complaint. 3. COST Reduce the manufacturing cost as much as possible. 4. DELIVERY Achieve 100% success in delivering the goods as required by the customer. 5. SAFETY Maintain an accident free environment. 6. MULTYTASK Develop multiskilled & flexible workers. TPM - Targets

10. Increased Employee Morale Increased Productivity Improved Sharing and Working as a Team Improved Reputation Improved Product Quality Improved Customer Satisfaction Reduced Costs Improved Delivery Time Enhanced safety Records Improved Image Improved tidiness and cleaning of the working place TPM - Benefits

11. TPM Foundation – 5S & Visual Management

12. 5 S - Continue

13. Visual management is a workplace that is a self-ordering, self-explaining, self-regulating and self-improving environment where what is suppose to happen does, on time, every time because of visual solutions What gets measured & displayed gets done It makes it easy to understand the processes which have been put into place A business management technique and a system of: Information displays. Visual controls. Labels and signs. Color coding and other markings. Communicates important information in the physical workplace. Visual Management

14. Make everyone’s job easier. Give all associates a high degree of ownership in their work, and pride in their workplace. Increase communication by making information easier to understand. Improve company overall success. Visual Management - Goals

15. Highlight abnormalities and deviations. Employees will quickly identify and react to safety, quality, efficiency problems. • Share goals and ideas. • Share performance metrics. • Report team and Kaizen progress. • Indicate safety risks. • Promote safe behavior at work. • Provides an immediate insight to what needs to be done next. Visual controls are used to:

16. Continue…

17. Creates stability to the environment, equipment and work. Reduces errors and mistakes. Reduces downtime and maintenance costs. Increases the awareness of waste and waste management. Improves compliance to safety. Reduces the opportunity for miscommunication. Improves the communication between different shifts. Improves employees involvement and morale. Eliminates the need for time consuming meetings. Eliminates the need for constant supervision. Visual Management - Benefits

18. There are three basic steps: Organize the workplace using 6S (Sort, Set in order, Shine, Standardize, Sustain, & Safety) Ensure that all required work standards, instruction and related information are clearly displayed in workplace. Control workplace processes by exposing and stopping errors and by preventing future occurrences. 3 Basic Steps Required

19. 4 Phases of Visual Management

20. Visual Orders – 5S

21. A method to visually communicate important information in the workplace. Information regarding: • How to do the job (SOP) • Show how things are used • Show where things are stored • Show performance status • Identify hazardous areas Visual Standards

22. Control measures  include actions that can be taken to reduce the potential of exposure to the hazard, or the  control measure  could be to remove the hazard or to reduce the likelihood of the risk of the exposure to that hazard being realized. The  purpose of a control measure  is to prevent or reduce the level of risk associated with a hazard or hazardous event to an acceptable level. This could be through activities such as regular maintenance, corrective actions or performing an operational response Visual Measures

23. Visual elements in a workplace have a tremendous impact on education, morale, and productivity. A visually dynamic workplace energizes employees, builds pride and ownership, and conveys the strength and currency of the organization . Visual Controls

24. E.g. Oil Level Indicator Motor Running Status Motor Rotation Direction Indicator Gauges Labels Marking Drive Tension Guide Indication marking for nuts & bolts Indication marking for valve controls Direction Indicator of adjustment. Bin Labels for different components Labeling of disposed bin. Floor Marking for Machines, Equipments & bins. Shadow Board Emergency Button LOTO (Lock Out Tag Out) Station OPL (One Lesson Point) Posters Kaizen Posters Different Pipeline ( Gas, Water, Hot Water, Cold Water, Steam, Fire Water) Color Coding Continue…

25. TPM Eliminates/Reduces Waste

26. TPM – 8 PILLARS

27. Autonomous Maintenance is maintenance performed by Operators. Basic maintenance that can be easily performed on daily basis by operators, e.g. CILT, Cleaning, Inspection, Lubrication & Tightening. Learning about the equipments to understand how it works & be able to spot signs of troubles. A collaborative team activity involving production, maintenance, and engineering. Autonomous Maintenance

28. Goals of Autonomous Maintenance

29. 7 Steps of Autonomous Maintenance

30. With planned maintenance , we evolve an effort from a reactive to proactive method and use trained maintenance staff or help train the operators to better maintain their equipment. Improve reliability and maintenance of machines by 50%. Reduce spares of inventory. Zero equipment failure and breakdown. Reduce maintenance cost by 20%. Planned Maintenance

31. Reduces unplanned stop times Maintenance when machine is not in production Reduces inventory through control of spare parts. Logical analysis “Real causes for real counter measures”. Focus on Prevention. It is aimed to have trouble free machines and equipments producing defect free products for total customer satisfaction. Example: Preventive Maintenance, Breakdown Maintenance, etc., Planned Maintenance-Continued

32. Step: 1 – Evaluating equipment failures and assessing the current situation. Step: 2 – Restoration & improvement of deteriorated equipment. Step: 3 – Tentative standard maintenance procedure. Step:4 – Total inspection of quality function. Step:5 – Improvement of inspection and maintenance efficiency. Step:6 – Execution of preventive maintenance. Step: 7 – Horizontal replication 7 Steps in Planned Maintenance

33. To  create a Continuous Improvement culture  utilizing the  Focused Improvement (Kaizen) technique  to achieve maximum productivity of people, machinery, and material utilization, resulting in  ZERO   Accidents, ZERO Waste, ZERO Defects, ZERO Losses. To eliminate all possible losses to improve safety and productivity, and reduce defects and production costs. Recurring problems are identified. Combines the collective talents of a company to ensure continuous improvement. Improvement on every one’s activity. Improvement is to eliminate Production losses and cost reduction. Improvement in Reliability, Maintainability, and cost. Focused Improvement

34. Collect Data Identify, Prioritize, & Select Projects   (FI Topics Registry) Ensure Equipment Is Restored (Step 1 of AM Pillar) Establish the Team Use the CAP-Do Process to manage the improvement cycle Monitor and Hold the Gains Document the Project (Kaizen Summary Sheet, Kaizen database) Celebrate Success Replicate Where Applicable. Share Learning's (Kaizen database, CI and Pillar SOP’s ) Focused Improvement Process Steps

35. New equipment reaches planned performance faster Maintenance is simpler and more robust. Early Equipment Management

36. Removes root source of defects. Reduces number of defects. Reduces cost by catching defects early. Developing perfect machine for perfect Quality. Eliminating In – Process defects and custom complaints. Policy : Defect free conditions and control of equipments. QM activities to support quality assurance. Focus of prevention of defects at source. Effective implementation of operator quality assurance. Quality Maintenance

37. Skills development for uniformity of work practices on machines. Skills for Zero defects, Zero breakdowns & Zero accidents. Multi Skilled employees in all departments. Steps in Educating and training activities : Setting policies and priorities and checking present status of education and Training. Establish of training system for operation and maintenance skill up gradation. Training the employees for upgrading the operation and maintenance skills. Preparation of training calendar. Evaluation of activities and study of future approach. A clear understanding of the criteria for judging normal and abnormal conditions. The ability to quickly respond to any and all abnormalities. Education & Training

38. Office TPM must be followed to improve productivity, efficiency in the administrative functions & identify and eliminate losses. This includes analyzing processes & procedures towards increased office automation. Plans & Guidelines: Providing awareness about office TPM to all support departments. Helping them to identify P, Q, C, D, S, M in each function in relation to plant performance. Identify the scope for improvement in each function. Collect relevant data. Help them to solve problems in their circles. Office TPM

39. P - Production output lost due to Material, Manpower productivity, Production output lost due to want of tools. Q - Mistakes in preparation of cheques , bills, invoices, payroll, Customer returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework. C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of communication, Demurrage costs. D - Logistics losses (Delay in loading/unloading) Delay in delivery due to any of the support functions Delay in payments to suppliers Delay in information S - Safety in material handling/stores/logistics, Safety of soft and hard data. M - Number of Kaizen in office areas P Q C D S M in Office TPM

40. Target Zero accident Zero health damage Zero fires It helps to create a safe workplace and a surrounding area that is not damaged by our process or procedures. It plays an active role in each of the other pillars on a regular basis. To create awareness among employees various competitions like safety slogans, quiz, drama, posters etc can be organized at regular intervals. SAFETY, HEALTH & ENVIRONMENT

41. TPM Vs TQM

42. TPM Implementation

43. 6 Big Losses to OEE

44. OEE (Overall Equipment Effectiveness)

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