Harnessing the power of Total Productive Maintenance (TPM) for fast & and ongoing results

FULL THROTTLE EQUIPMENT IMPROVEMENT

Advanced Manufacturing Consultancy Sdn. Bhd.

THE BUSINESS RESULTS OF THIS PROGRAM:

Increased Equipment Output

Note: Business savings are based on typical successes of clients in the past.

THE BUSINESS RESULTS OF THIS PROGRAM:

Reduced Downtime
Note: Business savings are based on typical successes of clients in the past.

THE BUSINESS RESULTS OF THIS PROGRAM:

Increased Equipment OEE

(from a base of 35% OEE)

Note: Business savings are based on typical successes of clients in the past.

THE BUSINESS RESULTS OF THIS PROGRAM:

Reduced Rework/Scrap
Note: Business savings are based on typical successes of clients in the past.

OBJECTIVES OF FULL THROTTLE EQUIPMENT IMPROVEMENT.

EQUIPMENT PRODUCTIVITY

IN 6 MONTHS! NOT 6 YEARS!

TOWARDS WORLD CLASS EQUIPMENT PERFORMANCE

EMPLOYEE INVOLVEMENT

EQUIPMENT RELIABILITY

ESTABLISHING

SYSTEMS TO ACHIEVE OBJECTIVES AND SUSTAIN IT

SYSTEM FOR EQUIPMENT Fast Track Equipment Throughput Management TPM Equipment Maintenance Master List Quick Response Problem Solving

SYSTEM FOR PEOPLE Autonomous Maintenance TWI Job Instruction & Job Relations

SYSTEM TO MEASURE Overall Equipment Effectiveness (OEE) MTBA/MUBA 6S Scores

Fast Track Equipment Throughput Management Tools and strategies to identify Quick-Win equipment losses and increase output within 2-4 weeks Teams are taught systematic equipment tools and exposed to 4-5 days Kaizen improvement cycles on obtaining Quick-Win results Team based diagnostic & Improvement tools include:
48 Hour Equipment Diagnostics Setup Analysis and Setup Time Reduction Job Method Improvement (based on TWI improvement methodology) Kaizen Approach Quick Equipment Improvement Equipment Constraint management tools and methods

About 20 % gain in equipment uptime by addressing quick-win opportunities

Equipment Maintenance Master List Creation of detailed master list/plan on managing equipment components for reliable performance The aim of this approach is eventually to have ZERO BREAKDOWN MAINTENANCE Establishes all parts susceptible to deterioration of performance due to people, wear and tear or process to be:
Monitored & Inspected at right interval Serviced at right interval Replaced at right interval

Spare-part management of critical equipment parts

MACHINE AREA/ZONE PART NAME Work Light

INSPECTION CYCLE WHO Shiftly Operator every setup Technician 6 months PM Technician

METHOD Functional Functional, bulb condition. check connection of work light. >12 psi ( Digital meter )

SERVICE CYCLE WHO N/A N/A 6 months 6 months PM PM

METHOD

CHANGE PERIOD When bulb ko

WHO

METHOD

Technician change a new bulb.

service when connection error Change / Clean Heater block if vacuum low. When found mulfunction PM change the part

Vacuum

Vacuum heater block

every setup

Wire Path

Air Guide Tensioner Diffuser

every setup every setup every setup

Technician Technician Technician

20 to 35 kPa ( Visual Controller ) -20 to -10 kPa ( Visual Controller ) 0 to 10 kPa ( Visual Contoller )

6 months 6 months 6 months

PM PM PM

clean, no water marks and scratches clean, wire is straight during bonding Air blow with good condition

When found mulfunction When found mulfunction When found mulfunction

PM PM PM

change the part change the part change the part

Transducer

Impedance capillary screw

every setup N/A

Technician

< 60 Ohm ( Monitor )

6 months N/A

PM

< 60 Ohm

When found out of SPEC 30x of capillary changed

PM change a new transducer. Technician Sheet recording

EFO Assy

EFO Tip EFO Height

every setup every setup

Technician Technician

Clean no carbond deposits, no cracks 260 to 280 mils (K&S only)

6 months 6 months

PM PM

Clean no carbond deposits, no cracks 260 to 280 mils (K&S only)

When found mulfunction When found mulfunction

PM PM

change the part change the part

Master list is translated to Preventive Maintenance actions, Daily Autonomous Maintenance Actions and Planned Equipment Management actions. Typical reduction of up to 70% -80% of unplanned down time seen within 4-5 months

Quick Response Problem Solving Establishing Emergency Response methodologies to breakdown handling and minor repairs Includes tools such as:
task transfer of minor repairs to operators, TWI Work Element standards in trouble shooting TWI Job Instruction methods for technicians skill enhancement Single Minute Equipment Repair: RECOGNITION-RESPONSEDIAGNOSIS-REPAIR

TWI JOB INSTRUCTION & METHOD

Training Within Industry aims to establish the system and provide skills to TPM Leaders based on their basic needs to achieve: Safe work environment Effective training skills Ability to improve the repair and maintenance job methods Engaging people and handling conflicts Empowering and creating workplace ownership in employees The key tools of TWI are: THE TOOL Job Instruction (JI) Job Method (JM) DESCRIPTION Skills on the right way to train employees to do the job correctly Improving methods of work in order to produce more with better quality and faster cycle time

Job Relations (JR)

Job Safety (JS)

Developing and managing employees for peak performance

Methods of analysing the chain of events that lead to incidents and hazardous situations and correcting it

Overall Equipment Effectiveness (OEE) Using OEE as a key metric to monitor performance and drive equipment improvement

Arrow Process
Why use graphics from PowerPointing.com?
Obtain Executive & Management Buy-In Communication Key Management Role Basic OEE & Pilot Line Selection
PHASE I: COMMUNICATION & MANAGEMENT BUY-IN

Hands-on work at shop-floor by consultant with Pilot TPM teams Diagnostics Improving Throughput
PHASE II QUICK WIN IMPROVEMENT

Hands-on work at the shop-floor Restoring Machines Establishing Autonomous Maintenance work Obtaining Gains: Reduced Downtime, improved employee morale
PHASE III: RESTORING EQUIPMENT PHASE IV: EQUIPMENT RELIABILITY

Leave an impact in the plant Plan for sustaining and proliferating results

PHASE IV: STANDARDIZING ESTABLISHING KAIZEN CYCLE

1 WEEK

1 MONTH

1 MONTHS

3 MONTHS

1 WEEK

Transfer Skills to supervisor and shop floor staff on Job Improvement methods Obtain initial gains such as reduced setup time, increased output etc.

Hands-on work at the shop-floor Establishing Visual Systems Establishing Equipment Master List/Plan Establishing Quick Response Maintenance

KEY DIFFERENCES FROM TRADITIONAL TPM IMPLEMENTATION

TRADITIONAL TPM FULL THROTTLE APPROACH Based on giving training on 8 Pillars of TPM. Focused on Equipment and the systems Takes more than 2-4 years to complete all around it. Delivered in hands-On Kaizen Pillars week approach. Takes 5-6 months

Focuses on Autonomous Maintenance and 5S as a basic start for at least 6 months to a year
Several Pillars such as Training, Office TPM are long Term benefits which requires big cross departmental change Assumes TPM as a plant wide philosophy

Starts with Quick Wins and incorporates Autonomous Maintenance and 5S as part of the cycle
Uses TWI model to bring effective, fast and result oriented Training model at the shopfloor. Incorporated change to relevant departments. Assumes Equipment performance as a operational necessity

Needs formal TPM plant wide structure

Uses existing front-line operational structures to implement

BOTH HAVE COMMON GOALS: ZERO DEFECTS! ZERO DOWNTIME! ZERO ACCIDENTS

CONTACT US FOR MORE INFORMATION: enquiries@amckaizen.com www.amckaizen.com