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1、The Lean EnterpriseIntroduction to TPM Total Productive MaintenanceLean FoundationsContinuous Improvement TrainingLearningObjectivesLearnthebasicphilosophyofTPMExplain OEEandhow it contributes to aTPM project, exploreOEE components; defineandcalculate OEEList 6majorcomponentsofequipmentlossReviewand

2、 adopt the7 steps to AutonomousMTPMTheNeedProcess Industry reliesheavily on equipmentthat is integratedand runscontinuouslyWhen down, lossesarecostlyWith lower inventories,machinesneed to be reliableMachiningand Assembly industriesbecomingmoremechanized to savemanpowerand do difficultjobsMore machin

3、es to maintainNeed to TPMThePhilosophyTPMaimsatusingequipmenttoits maximumand aidsinreducingLifeCycleCosts(LCC)Inotherwords- going allouttoeliminate theLosses(Waste)causedbythe equipmentTPMimprovesworkactivities thatdealwith EquipmentSet-up, Operatingparameters,Maintenance,Teardown,Repairs andBreakd

4、ownsItspecificallyaimsatthecompleteeliminationofthe sixmajorlosseswhilestrivingforagoal of TPM-The SixMajorLosses(Waste)DowntimeLosses(1)Equipment failures(2)Set-up andadjustmentsSpeedLosses(3)Idling andminorstoppages(4)Reducedspeed(actual operatingvs.designed)DefectLosses(5)Defectsinprocess(6)Reduc

5、edyieldbetween start ofproduction OEEFormulas1.Unexpected Eq.Breakdown2.Set-up&adjustments3.Idlingand minor stoppages4.Reduced speed5.Defects in Process6.Reduced YieldOverall Equip.Effectiveness:Availabilityexample:Efficiencyexample:RatioofQualityProductsexample:Load DownTimeLoad Time460min 60min460

6、TheTheoreticalCycleTime xProcessed QtyOperatingTime0.5/ unitx400units400minutesProcessedAmount AmountofDefectsProcessedAmount4008400 x 100%=87%x 100%=50%x 100%=98%=.87x .50 x .98=46.2%LossMeasureFormulaMOEEPareto Analysis by LossCategoryOverallEquipmentEffectivenessLoss3 &446.2 %OEELoss1 &2Loss5 &TP

7、Mattacks6 major “Losses” plusElimination of other Wastes(Mura,Muri,Muda)OperatorTime LossesManpowerlossesdue to operationtime being donemoreslowlythanstandardtime (CycleTime StandardTime)MaterialLossesLossesinyielddue to inherentwaste(cut-offstock, set-uppieces, prototype,etc)Energylosses suchaselec

8、tricity, gas,and water whenmachinery is notdoingvalue-addedworkIdlinglosses duetoinadequate sensorsand productbuilduponconveyorsand Best PracticesWorld-ClassGoals(ATPM“Vision”)BeforeAfterAvailability87%90%PerformanceEfficiency50%95%RatioofQuality(Yield)98%99%Overall Eq.Effectiveness42.6%85%TPMOperat

9、ionalGoals(Qualitative)IncreasenumberofsuggestionsImprove level of teamwork of shopfloorImprove cross-functionalteamworkEstablishmaintenancethroughoutthetotalequipment lifecyclePeoplemaintaintheirown equipmentMachinesavailablefor just-in-time(JIT)applicationImprove machineavailabilityImprove working

10、environment(6S)Improve Corporateculture andimageImprove Business TPMOperationalGoals(Quantitative)Cost ReductionsActualand to be reducedEnergysavingsMaintenanceEquipmentEfficienciesZero failures (ultimategoal)MTBF (mean timebetweenfailures)MTTR (mean timebetweenrepairs)Idle TTPMOperationalGoals,cont

11、.(Quantitative)SafetyZero accidentsQualityZero failuresZero complaintsEducationHoursoftraining/number of sessionsNumberofKAIZEN projectsNumberofSTPMDefinition of TotalTotalEffectivenessReductioninlosses of allequipmenttooptimizeits effectivenessand improvecostsTotalMaintenanceInvolvesthewholemainten

12、ancesystem inclusiveofequipmentmanufacturer,equipmentengineering, andequipmentusertoimprove maintainabilityTotalParticipationEveryonehasarole to makeTPM workManagement to setpolicyMiddlemanagement,stafftosupportandleadMaintenancetomaintainandtrainOTPMRole of Maintenance FunctionProvidestechnicalsupp

13、ortforautonomousmaintenancedone by operatorsRestoresdeterioratedequipment throughchecks,inspections,and overhaulsIdentifies Designweaknesses andimprovestheequipment to error-freefunction(viapoka-yoke)Improvestechnicalmaintenanceskills forchecks, inspections,TPMRole of Operator FunctionMaintainsbasic

14、condition (cleaningandlubrication)Maintainsproper conditionandstandards forequipmentusagePartiallyrestoresdeteriorationBasicskilllevelsin:Changeover andset-upReductionofminorstoppages TPMAutonomous MaintenanceDefinition:Operations maintainsitsown equipmentUtilize 7-stepplan*(*Source:JapanInstitute o

15、f Plant Maintenance)7 Steps to AutonomousMaintenanceStep 1Initial clean-up (External)“Kick-off” programClosely alignedwith6S(5S+1)Management andStaffshow commitmentClean,SandandPaintIdentifysources of defects:GaugehiddenLimitswitchburied in debrisCrackinH7 Steps to AutonomousMaintenanceStep 2Stop so

16、urcesofdefects(External)Askwhy?five timesReplace parts withcracksReplace wornsealsTeachOperatorshow to modifyequipmentConduct Set-upWorkshops; Practice Set-upsModifyEquipment foreasiercheckingand to eliminatesources fordebrisand contaminationGuardsChip removalAcrylic coverstoseeV- belts 7 Steps to A

17、utonomousMaintenanceStep 3StandardsFormulationStandardsfor clean-up andcheckingWhat equipmentshouldbecleanedandchecked?What pointsshouldbechecked?Whoshould check?What check sheet shouldbeused?Howtoreacttochanges.Standardsare to capturewhathasbeenlearnedinsteps1 7 Steps to AutonomousMaintenanceStep 4

18、Overall Checkup(Internal)Leaders (1stline Supervisors)trainedHydraulicsAirPressureElectrical/ElectronicsLubricationMechanicalOnepointlessonsdeveloped(VisualManagement)Team up Engineers,Maintenance, andOperatorsTear downequipmentAnalyze defectsPresent 7 Steps to AutonomousMaintenanceStep 5Autonomous

19、CheckupDevelop StandardsforroutineinternalcheckupHydraulicsAirPressureElectrical/ElectronicsLubricationMechanicalOperatorexecutesroutine 7 Steps to AutonomousMaintenanceStep 6OrderlinessandTidinessImprove on Supplier ActivitySparepartssupplypartnersSparepartsstoresSparepartsinventoryImprove on ToolA

20、ctivityTool CriborderlinessToolsfrequently usedatworkstation(refertoVisual Management/VisualControl)7 Steps to AutonomousMaintenanceStep 7“All out”AutonomousManagementProcess never endsMetricsAuditsEach processpostResult* (actual) againstGoal(target)Zero losttimeaccidentsZero DefectsZero BreakdownsZ

21、ero set-uptime or at least 10minutesPracticeQuickChangeovers/SMED(see separate module)* UtilizeAccountabilityMeetings(see separate module)TPMKaizenand Reliability MaintenanceKAIZEN(see separate module)SWAT Teamapproachtomajorproblems(Focusimprovementeffort around6 bigLosses)ReductioninChangeover/Set

22、-up timeRELIABILITYDrivenbyPareto Analysis to prioritizeData basedReductioninMTTRIncreaseinMTBFReliabilityMaintenanceMeantimetoFailure (Goal is to maximize)Machine BreakdownTool BreakdownPart FailureMeantimetoRepair(Goalistominimize)DiagnoseproblemCorrect problemSetupMachinetomake goodpartsSparepart

23、scontrolAnalyze using Statistical ToolsReliabilityMeasuresProblem SolvingToolsVibrationAnalysisTTPM-ReliabilityKaizenExamples1)Tool cuttingTip (NissanMotors)Life Cycle =45piecesKAIZEN#1Vibrationalanalysistooptimizerotational speed.Life cycle =132 pieces.KAIZEN#2Analysisofwear patterntooptimizetoolge

24、ometry.Lifecycle= 305pieces.2)Tool cutting(ToyotaMotors) Toolexpensive andtakeslong timetoset upKAIZEN#1Reduced set-uptime from15minutestoless than10seconds.KAIZEN#2Studied correlation betweenlifeoftool andnumberofcutsbetween sharpeningincreaselife of toolfive-Planned Maintenance BestPracticesMainte

25、nancedepartment primarilyresponsibleRe-adjustment of Machines to bring backtooriginalstateFeedbackinformationtoMaintenancePrevention GroupCollection of Reliability DataMTBFMTTRFinding andcopingwithchronic defectsMachine accuracy control(calibration)Scheduleboards(VisualManagement)Control ofSparePartsLubricationVibrationalAMaintenancePrevention BestPracticesNewequipment designintegrated w/ NewProduct Introduction(NPI)effortsInputfrom Relia