Chapter 6

1. Chapter 6 Total Productive Maintenance (TPM)

2. Total Productive Maintenance • Outcomes • Understand the basics of Total Productive Maintenance (TPM) • Learn the prerequisites of TPM • Learn the main components of TPM • Understand autonomous maintenance and preventative maintenance • Learn what is involved in a TPM implementation plan

3. What is TPM? TPM – A company wide, team-based effort to improve output quality through equipment care and to improve overall equipment effectiveness for its entire life. Total • All employees are involved • Aims to eliminate all accidents, defects, and breakdowns Productive • Actions performed during production • Troubles for production are minimized Maintenance • Keep in good condition • Improve Overall Equipment Effectiveness (OEE)

4. Why do TPM? • Ultimately to improve customer satisfaction • The goal of TPM is to maintain equipment so it will be able to achieve 100% on-demand availability for immediate use by the next process or customer • NO equipment breakdowns, unplanned downtime • NO scrap/rework due to equipment failure • NO reduced productivity • NO equipment start-up losses • NO set-up time

5. TPM Goal • Maximize Overall Equipment Effectiveness by minimizing equipment-related losses. • Provide a system of comprehensive maintenance for the life cycle of equipment. • Involve all departments that plan, design, use, and maintain the equipment.

6. Reactive vs. Proactive • Reactive – Traditional maintenance culture • Maintenance department considered to be “on-call” • Problems handled as putting out “fires” • Product must “Get out the door” • Maintenance isn’t a scheduled routine • Machinist make parts, they don’t fix the machines • Total Productive Maintenance is Proactive • meant to prevent breakdowns • scheduled maintenance based on Mean-Time-To-Failure (MTTF)

7. 5 TPM Principles • Improve Overall Equipment Effectiveness (OEE) • Involve operators in daily maintenance • Improve maintenance efficiency and effectiveness • Train all personnel • Establish early equipment management and maintenance prevention programs

8. TPM Prerequisites • Top management commitment • Implementation can take time • Dedicated resources • Budgeted, time, money, people • 5S workplace organization in the sustain phase • Flexible, cross-trainable workers • Must be measuring OEE An understanding of the importance of everyone’s involvement in TPM

9. TPM Results • Improved quality • less variation in the parts • Improved productivity • less work stoppages • Improved delivery • better trust in delivery dates • Improved team member job satisfaction • reduces stress on the workers • Reduced inventory • No overproduction for “just in case” scenarios

10. TPM Rules TPM Rule #1: • Issues relating to job security, responsibilities, classifications, and union support must be resolved. TPM Rule #2: • Success depends on TPM being a part of daily activities, culture.

11. TPM Rules TPM Rule #3: • A partnership must be developed between manufacturing, maintenance, and engineering which fosters an atmosphere of equipment ownership. TPM Rule #4: • The key to an effective preventative maintenance component within the TPM initiative is the machine operators. • Up to 75% of breakdowns can be detected and prevented by well trained operators.

12. TPM Rules TPM Rule #5: • Safety training must occur for everyone. They must understand electrical and mechanical hazards exist. TPM Rule #6: • Autonomous maintenance items must be easily accessible to the operators. TPM Rule #7: • The correct fluids to use must be easily identified.

13. TPM Rules TPM Rule #8: • All gauges should be marked to easily identify safe operating levels TPM Rule #9: • Only purchase equipment from vendors that easily support TPM efforts.

14. Main Components of TPM • Autonomous Maintenance (AM) • daily activity • operators take ownership of equipment and conduct regular cleaning, lubricating and minor maintenance themselves • Preventive Maintenance (PM) • Weekly/monthly/yearly activity • includes scheduled, predictive and condition-based maintenance programs.

15. Autonomous Maintenance 7 steps to establish an Autonomous Maintenance System • Initial cleaning • Countermeasures to sources of contamination • Develop cleaning, lubrication and bolt tightening/inspection standards • General operator expectation training • Develop autonomous maintenance workplace standards • Attain process quality assurance and move forward aiming at zero defects • Autonomous maintenance continual improvement

16. PM Strategies • Breakdown (reactive mentality) • The “wait ‘til it breaks” method • Preventative • Planned downtime • Periodic maintenance involving general activities; oiling, cleaning, etc. • Overhauls to prevent performance determination • Predictive* • Repair or replacement of components before failure based on expected life *See page 225 Figure 6.4B

17. PM Strategies • Corrective or Improvement • Activity to “upgrade” equipment to prevent breakdown • Maintenance Prevention • “Maintenance free” or • Very low maintenance items • Design to prevent need for maintenance • 95% of equipment’s life cycle cost is determined in the design phase • Requires teamwork of design engineers, maintenance technicians and operators.

18. Phases of TPM • Initial Phase • Clean and inspect and repair the area or equipment • Eliminate problem sources (leaks) • Eliminate inaccessible areas • Draw up cleaning and lubrication schedules with responsibilities • For machine operators (AM) • For equipment maintenance department (PM)

19. Phases of TPM • Second Phase • Predictive maintenance • Using technology to predict machine failure. • Heat analysis; vibration; electrical current • Scheduled maintenance • Using data to regularly schedule machine down-time with the machine repair group. Remember – For you to have any chance of becoming LEAN, all the machines must have predictable, high levels of uptime!

20. Overall Equipment Effectiveness (OEE) The ratio of fully productive time to planned production time. OEE - the product of three measurements • Equipment Availability • Measures how often equipment is not producing • Equipment Efficiency Performance • Measures actual machine cycle time • Equipment Quality Performance • Compares the # of good pieces produced/total number produced

21. Equipment Availability (EA) • Takes “downtime” loss into account • Measure how often equipment is not producing parts due to breakdown • Includes anything that stops planned production for an appreciable length of time EA = Scheduled Production Time - Unplanned Downtime Scheduled Production Time Since, Uptime = Scheduled Production Time – Unplanned Downtime Then, EA = Uptime / Scheduled Production Time

22. Equipment Availability (EA) – Example Problem EA = Scheduled Production Time - Unplanned Downtime Scheduled Production Time The group works an 8 hour shift 6 days per week. There is 8 hours of planned meetings per week with 5 hours of unplanned downtime. What is the EA? EA = (48-8) – 5 = .875 (48-8)

23. Equipment Efficiency Performance (EEP) • Takes “speed loss” into account • Measure actual cycle time vs. expected cycle time • Measure actual number of parts vs. expected number of parts • Includes any factor that causes the process to operate at less than maximum speed EEP = (Standard Cycle Time) X (# of Pieces Produced) Uptime • - Standard cycle time is measured in time per piece, i.e. if 2 parts are made per hour, cycle time is ½ hour. • # of pieces produced included both good and bad parts produced • EEP cannot be valued any greater than 1.0

24. Equipment Efficiency Performance (EEP) – Example Problem EEP = (Standard Cycle Time) X (# of Pieces Produced) Uptime 30 good parts and 3 defective parts were produced with a standard cycle time of one part per hour. What is the EEP? EEP = (1 part) X (30+3) (1 hour) 35 EEP = .943

25. Equipment Quality Performance (EQP) • Takes “quality loss” into account • Includes pieces that do not meet the standard EQP = Total # Produced – Total # Defective Total # Produced Since, # of good pieces = Total # Produced – Total # Defective Then, EQP = # of Good Pieces Total # Produced

26. Equipment Quality Performance (EQP) – Example Problem EQP = Total # Produced – Total # Defective Total # Produced A total of 33 parts were produced, 3 pieces were found defective. What is the EQP? EQP = 33-3 33 EQP = .909

27. Overall Equipment Effectiveness (OEE) OEE = (EA) X (EEP) X (EQP) Current World Class benchmarks for these are: EA = 90%, EEP = 95%, EQP = 99% OEE = .90 X .95 X .99 OEE = 84.65%

28. Overall Equipment Effectiveness (OEE) – Example Problem OEE = (EA) X (EEP) X (EQP) EA = .875 EEP = .943 EQP = .909 OEE = (.875) X (.943) X (.909) = .75 or 75%

29. Best Practices/Lessons Learned for TPM • Make sure everyone is involved – especially the Maintenance Department! • Get buy-in from the area operators • Make it easy for the operators to learn how to perform the AM activity • A good 5S program is essential to the success of TPM • Celebrate when you have successes!

30. Summary • TPM can significantly improve a plant’s quality, productivity, and product delivery • TPM can generate culture changes in a plant • The only long term competitive advantage any company can have is its people.