The Lean Enterprise
Introduction to TPM – Total Productive Maintenance
Lean Foundations
Continuous Improvement Training
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
1. Unexpected
Eq. Breakdown
Availability
2. Set-up &
adjustments
]
Formula
=
Load – Down Time x 100%
Load Time
460 min – 60 min
example:
Metric
= 87%
460
The Theoretical Cycle
3. Idling and
minor stoppages
4. Reduced
speed
Efficiency
]
=
Time x Processed Qty
x 100%
Operating Time
example:
0.5/ unit x 400 units
= 50%
400 minutes
5. Defects in
Process
6. Reduced Yield
]
Ratio of Quality
Products
example:
Overall Equip.
Effectiveness:
=
Processed Amount –
Amount of Defects
x 100%
Processed Amount
400 – 8
400
.87 x .50 xfreeleansite.com
.98 = 46.2 %
= 98%
OEE Pareto Analysis by Loss Category
Overall
Equipment
Effectiveness
OEE Loss Effects.
120
Loss
% time available
100
1&2
80
Loss
3&4
60
Loss
5&6
46.2 % OEE
40
20
0
24/ 7
scheduled time
Availibility
Performance (Eff)
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Yield (Quality)
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 > 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 valueadded work
– Idling losses due to inadequate sensors and
product buildup on conveyors and chutes
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Best Practices
World-Class Goals (A TPM “Vision”)
Before
After
Availability
87%
> 90%
Performance Efficiency
50%
> 95%
Ratio of Quality (Yield)
98%
> 99%
Overall Eq. Effectiveness
42.6%
> 85%
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TPM – Operational Goals (Qualitative)
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
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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)

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“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
–
–
–
–
–

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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 < 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



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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
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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