Total Productive Maintenance
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TPM:
Creating the
Foundation
for CBM
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What is TMAC?
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Texas Manufacturing Assistance Center
Our Mission:
• The Texas Manufacturing Assistance Center (TMAC) exists to
enhance the competitive position of the state's manufacturing
sector.
TMAC works closely with Manufacturing Supply Chain to make them
more competitive by providing assistance in appropriate use
of technologies and techniques
• TMAC is part of the MEP System
TMAC Services
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Strategic / Business Planning
Lean Enterprise / Process Improvement
Quality Management Systems
Production Scheduling Systems
Resource Management (ERP)
Environmental, Health, & Safety
Six Sigma
Automation
Facilities Design & Relocation
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Recommended
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Suggested Prerequisites
•
•
•
•
Lean Basics
Team Training
5 S / Workplace Organization
Problem Solving
Suggested Reading
• Successfully Installing TPM-Hartman
• TPM for every operator-Productivity Press
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Cycle Time & Lean
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“One of the most noteworthy accomplishments in
keeping the price of Ford products low is the
gradual shortening of the production cycle. The
longer an article is in the process of manufacture
and the more it is moved about, the greater is its
ultimate cost.”
Henry Ford, 1926
Mass Production
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Material
Springs
LEDs
Diodes
Shipping
Warehouse
Receiving
Warehouse
Storage
Repair
Kitting
Testing
Ship
ORDER
Value-Added Time : Minutes
Time in Plant :
Weeks
CASH
Defining Lean
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Lean has been defined in many different ways.
“A systematic approach to identifying and eliminating
waste (non-value-added activities) through continuous
improvement by flowing the product at the pull of the
customer in pursuit of perfection.”
The MEP Lean Network
Definition of Value Added
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Value Added
Any activity that increases the market form or function of
the product or service. (These are things the customer is
willing to pay for.)
Non-Value Added
Any activity that does not add market form or function or is
not necessary. (These activities should be eliminated,
simplified, reduced, or integrated.)
Lean = Eliminating the Wastes
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Value Added
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Non-Value Added
•
•
•
•
•
•
•
•
Defects
Overproduction
Waiting
Non-utilized People
Transportation
Inventory
Motion
Excess Processing
Typically 95% of all lead time is non-value added
Benefits of Lean
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0
Lead Time Reduction
Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization
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25
50
75
100
Pre-Lean Batch Mode
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Raw Material
A1
A2
×
A3
A4
B1
B2
B3
×
B4
WIP
A = Grinders
B = Lathes
WIP
C = Punches
×
C1
C2
C3
C4
D = Deburring
Machines
× = Breakdown
WIP
D1
D2
D3
×
D4
Finished Product
Capacity = .75A + .75B + .75C + .75D
Typical Shop
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Lean Product Flow
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Raw Material
A1
A2
×
A3
A4
B1
B2
B3
×
B4
A = Grinders
B = Lathes
C = Punches
×
C1
C2
C3
C4
D = Deburring
Machines
× = Breakdown
D1
D2
D3
×
D4
Finished Product
Capacity = .75A × .75B × .75C × .75D
Flow Inhibitors
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Typical conditions:
• Breakdowns occur regularly
• Temporary repairs are the norm
• There is often a run-to-failure
mentality
• Constant adjustments interrupt
production
• Minor stoppages occur
frequently
• Processing speed decreases
• Equipment does not repeat
• No one is accountable for
tracking these losses
• Operator training may not be
adequate
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Brass Hinges After: U-Shaped
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Cell
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Definition of TPM
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TPM is a process that maximizes the productivity of
equipment for its entire life cycle and will extend the life of
the equipment.
Through the participation of all employees, TPM creates an
environment that encourages improvement efforts in safety,
quality, cost, delivery, and creativity.
TPM Objectives
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Develop people who
are equipment
knowledgeable
1
Create well engineered
TPM
equipment - building 2 OBJECTIVES
in safety & quality
4
3
Create an environment
where enthusiasm &
creativity flourish
Maximize
Overall Equipment
Effectiveness
History
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General Electric introduced preventive maintenance
(PM) in the 1950’s
Japanese developed it into an improved program.
Seiich Nakajima promoted TPM through Japan and
became known as the “Father of TPM”
Japan has other advantages;
• There is total corporate management commitment to TPM
• Subordinates don’t argue about it, or have second thoughts; they just
pursue this goal with all the resources at their disposal.
Run to
failure
PM’s
developed
TPM
developed in
Japan
TPM brought
to U.S.
TPM
1940
1950–1960
1960–1970
1970–1980
1980
Equipment Wastes Typical
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MAJOR LOSSES
• Breakdowns
•Setup & Adjustment
• Idling & Minor Stoppages
• Reduced Speed
• Start-up
• Quality Defects & Rework
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TPM Goals
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The Three Zeros
Zero unplanned equipment downtime
• Define planned downtime for planning maintenance
(PM, cleaning, lubrication, inspection, adjustments)
• Accomplish on 1st shift
Zero defects (equipment caused)
• Perfect quality demands perfect equipment
(companies serious about quality must be serious
about TPM)
Zero loss of equipment speed
• Industry typically lose up to 10% productivity due to
loss of 10% machine speed
4 Phases of TPM
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• Stabilize Failure Interval
• Lengthen Equipment Life
• Planned Maintenance to Maintain
Equipment Condition
• Predict Equipment Life
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Stabilize Failure Intervals
1. Establish Basic Conditions by Cleaning, Lubricating
& Tightening - Inspection.
2. Expose Safety Concerns Through Cleaning/Inspection
3. Expose Abnormalities & Restore New Conditions.
4. Understand & Simplify Operating Conditions and
Operate Accordingly.
5. Eliminate the Environment Causing Accelerated
Deterioration (Control Contamination Source).
6. Establish Daily Inspection, Cleaning & Lubricating
Standards.
7. Initiate and Implement Extensive Visual Controls.
8. Gather OEE Data & Prioritize Improvements
Current Condition
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General Condition
• Breakdowns occur frequently
• Frequent temporary repairs
• Minor stoppages occur often
• Processing speed is decreased
• Equipment isn’t reliable or repeatable
• No one has quantified these losses
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Common Equipment Problems
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What Problems Do You See?
Opening for
wiring to motor
was never
plugged.
What should this
pressure be?
Lubricating oil?
Protective sheath
is broken.
Contamination
Labels?
Current Condition
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Equipment- Common Problems
•
•
•
•
•
•
•
•
•
•
•
Hydraulic/Pneumatic lines & fitting leaks
Grease fitting are dry & not labeled
Oil reservoirs are not changed frequent enough
Pump motors are coated with dirt & oil film
Air/oil filters are not changed often & are very dirty
Electrical cabinet fans are coated with dirt/dust
Gauges are hardly used, dirty ant not labeled
Electrical connections are loose & wires are damaged
Coolants are not the proper concentration
Bolts & nuts are loose
Guards/shields don’t contain chips & cutting fluids
Measuring & Improvement
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The five-step process for calculating Overall Equipment
Effectiveness (OEE) and developing an improvement plan is as
follows:
1. Collect OEE data
2. Analyze OEE data
3. Prioritize what needs to be improved
4. Find the root cause of the equipment losses
5. Implement to improve
OEE Summary
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OEE = Availability × Performance Efficiency × Rate of Quality
Availability
When or how often do
you lose total availability
of your equipment?
How long are your setups?
Does your equipment
break down frequently?
Related Losses
Performance
Efficiency
Does your equipment
start and stop a lot?
Does your equipment
run at 100% of its
designed speed?
Related Losses
• Setup and
Adjustment
• Idling and Minor
Stoppages
• Breakdowns
• Reduced Speed
Rate of Quality
Do you manufacture
quality products?
Are your processes
repeatable?
Related Losses
• Startup
• Defects and
Rework
What Do These Numbers Really Mean?
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Major Equipment Losses
Idling and
Minor
Stoppages
Reduced
Speed
Startup
Defects and
Rework
—
—
—
—
(24%)
0
—
—
—
—
0
OEE
Setup and
Adjustment
Breakdown
s
Availability
96 min.
90 min.
(16%)
(15%)
Performance
Efficiency
—
—
144 min.
Rate of
Quality
—
—
A = Total Time
B = Total Time Lost
C = Running Time
OEE
= 600 minutes
(96 + 90 + 144 + 36) = 366 minutes
(A – B) = 234 minutes
(C / A) × 100 = 39%
36 min.
(6%)
Analysis of Major Losses
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Case Study: Typical Example
24%
6%
39%
Running Time
Setup and Adjustment
Breakdowns
Idling and Minor
Stoppages
15%
16%
Defects and Rework
OEE = 39%, Lost Capacity = 61%
Find Root Cause: Pareto Analysis Chart
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Case Study: Vertical Turret Lathe
Idling and Minor Stoppages
225
100
210
90
80
70
150
60
120
50
92 (41%)
90
40
48 (21%)
60
50 (22%)
35 (16%)
20
30
0
30
10
Jams
Chips
Insert
Other
0
(% of Total Loss)
Lost Time, in minutes
180
Autonomous Maintenance
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The operator with no training, no
involvement with equipment and no
need for maintenance skills will be
a relic of the past in most “world
class” companies around the
world.
Seiich Nakajima
Establish Autonomous Maintenance (AM)
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What is Autonomous Maintenance?
• Proactive, operator-performed maintenance
– Early detection/correction of
abnormalities
– Identification and control/elimination of
deterioration factors
– Shared equipment ownership with
maintenance
Autonomous Maintenance
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What makes up Autonomous
Maintenance?
• Initial Cleaning/Inspection
• Counter Measures
• Lubrication
• Minor Repairs
Establish AM
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• Must first restore equipment to “like-new” condition and
eliminate sources of contamination and inaccessibility
– Stop contamination at the source
– Control introduction and spread of contaminants
– Reposition parts/equipment to increase visibility and
accessibility
– Make covers transparent and easy to remove
– Simplify wiring and piping
Breakdowns & Countermeasures
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75% of All Equipment Breakdowns Have 2 Major Causes!
1. CONTAMINATION
2. IMPROPER LUBE
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Counter Measures
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Against Contamination
•Curtains – Design new guards
•Flushing – Better coolant pumps
•Standards for removing your waste?
Filters: Continuous roll
Air
Against Insufficient Inspection /
Lack of Lube
•Make cleaning/Lubricating more
accessible
•Cut windows for visual display without
removing covers
Equipment Contamination
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A
B
Hot
Air
Countermeasure: Eliminating Equipment Contamination
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A
B
Filtered Air
Air
Inaccessible Equipment
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A
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Countermeasure: Improving Equipment Accessibility
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B
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Apply Visual Controls
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Heat Strips
Gauge
Marking
Numbering
Air
Ribbons
Easy-to-Inspect
Filters
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Sample Daily Operator Preventive Maintenance (PM)
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Daily Operator PM

1. Check coolant level through clear Plexiglas

2. Check heat exchanger fans
(strings should be moving)

3. Check servo drive fans
(string should be moving)

4. Check heat exchanger air filter
(change when dark)

5. Check servo drive air filter
(change when dark)

6. Check way lube reservoir
(add when low)

7. Check main motor air filter
(change when dark)

8. Check main motor cooling fan
(string should move)

9. Check mist collector motor and air filter
(change when dark)
 10. Check bar feeder hydraulic motor air filter
 11. Check bar feeder hydraulic oil level
(add when low)
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Lengthen Equipment Life
1.
2.
3.
4.
5.
6.
7.
Evaluate Equipment to Select PM Items (Prioritize).
Pareto Failures According to Seriousness.
Prevent Major Breakdowns from Recurring.
Correct Equipment Design Weaknesses.
Eliminate Unexpected Failures.
Upgrade Adjustment and Set-up Skills.
Eliminate the 6 Major Losses per OEE Roadmap.
Failure History
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Failure history for Press 09 - March - September 2002
30
27
24
25
# Failures
20
15
10
6
6
5
4
4
4
3
2
1
1
1
1
1
PLC
soap valve
Platen
Repair
Bottom
Wiring
0
Stripper
molding
press
line
Ram
Thermo
Pressure
cylinder
Leak
Causes of Failure
Pin
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Planned Maintenance to
Restore Deterioration
1. Build a Planned Maintenance System.
o Perform Periodic Servicing & Inspection.
o Establish Work Standards.
o Control Spare Parts.
o Computerize Maintenance Information
Processing.
2. Recognize Process Abnormality Signs Early.
3. Deal with Abnormalities Correctly.
4. Implement Mistake Proofing Where Ever Possible.
Improve Preventive Maintenance System
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Key PM Activities:
• Standardize equipment, parts, tools,
fasteners
• Maintain optimal operating conditions
• Analyze equipment history
• Analyze repair records
Improve PM (cont.)
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Key PM System Elements:
• Task descriptions
• Work orders (task list)
• Standards
• Schedules
• Completion reports
• Machine conditions reports
• Downtime / failure reports
• Corrective action reports
• Training certification records
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Computerized Maintenance Management System
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• Work order management
• Stock room management
• Maintenance history and reporting
• Preventive maintenance system
• Asset tracking
For information about CMMS products/vendors, visit www.plantmaintenance.com
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Predict Equipment Life
1. Build a Predictive Maintenance System.
o Introduce Predictive Equipment & Techniques.
o Train Equipment Diagnosticians.
o Perform Condition Monitoring.
CBM
2. Consolidate Improvement Activities.
o Perform Failure Analysis Using Specific
Engineering Techniques.
o Extend Equipment Life by Developing New
Materials and Technologies.
Implement Predictive Maintenance
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Common Predictive Maintenance Tools
• Laser shaft alignment
• Ultrasonic testing
• Oil analysis
• Wear particle analysis
• Laser transit alignment
• Infrared imaging and sensing
• Vibration analysis
For information about PDM tools/vendors, visit www.plant-maintenance.com
Implementation Process
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Follow Up
Verify & Track
Impact
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Pre-Work
Charter &Train
Team
Implementing
Deploy AM & PM
TPM
Execute
Countermeasures
Gather
Baseline Data
Define Problems
Determine
Solutions
How Will the TPM Process Help You?
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Improve
Teamwork
Between
Operators and
Maintenance
Formulate a
Complete
Maintenance
Approach
Total
Productive
Maintenance
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Help Reduce
Major Sources of
Waste
Move Away From
Very Expensive
Breakdown
Maintenance
Improve
Ergonomics and
Safety
Improve Overall
Equipment
Effectiveness
Benefits
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These items decrease:
• Mean Time to Repair (MTTR)
• Average cost to repair
• Number of emergencies,
impact
• Maintenance overtime
• Emergency purchases, air
freight
• Repair parts cost
• Spare parts inventory
• Equipment life cycle costs
These items increase:
• Mean Time Between Failures
(MTBF)
• Spare parts inventory turns
• Equipment availability
• Equipment repeatability and
quality
What’s the Impact
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• An estimated $200 billion spent each year on
wasteful maintenance related activities.
• Average equipment efficiency <50%
An Example of TPM Progress In One Year
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Annual Product Sales / EE
1998–1999
160
156
150
148
149
149
149
146
Units Sold
142
141
140
141
139
140
135
131
130
128
126
125
124
125
125
122
121
120
116
117
114
110
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
15% Productivity over Prior Year!
An Example of the Benefits of TPM
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During a 2-year period, one company achieved the following
results:
• Hydraulic oil consumption reduced by 57%
$51,000
• Water consumption reduced by 46%
$56,000
• Contract maintenance cost reduced
$56,000
• Machine repair parts cost reduced
$1,200,000
Advise from the Trenches
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• Don’t try to move too fast – plan and prepare
• Educate management and workforce right up front
• Enlist the help of experienced TPM resources
• Take it one step at a time and build on success
• Fully discuss plans and results with employees
• Pilot the process
• Sustain existing improvements
• Be realistic in setting goals – some things will work, others
won’t
• Don’t give up – learn from mistakes and push on
Implementation Success Factors
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• Unyielding leadership
• Strategic vision based on Lean enterprise
as part of company strategy
• Observe outside successes and failures
• Ability to question EVERYTHING
• Deep commitment to EXCELLENCE
Keys for Success
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Challenges to Success
• No visible management support
and involvement
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Keys for Success
• Lean,TPM Strategic Initiative
• Lack of a local TPM coordinator
• Management support, involvement,
and participation
• Frequent rotation of employees
• Dedicated TPM coordinator
• Perception of TPM as a
maintenance function
• Defined TPM plan
• Pressure to short circuit the
process
• Perception of TPM as a means of
workforce reduction
• Team approach: all employees
involved
• Tasks identified at the shop floor
level
• Tools and supplies at the job site
• Plan to recognize and reward
People are the key!
For More Information...
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Mark Sessumes
(817)312-5853
email: sessumes@arri.uta.edu
Bill Stockstill
(817)
email: bstockst@arri.uta.edu
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