Aero HOS Guidebook - Total Productive Maintenance TPM - 5.31.09

Honeywell Operating System
Total Productive Maintenance

Guidebook
Guidebook for all Aerospace Sites

TPM Guidebook
Guidebook Owner
Nikola Cica
Aero HOS Lead Specialist
E-mail: Nikola.Cica@Honeywell.com
Mobile: (614) 535-7242
This guidebook is for all Foundational and Full Scale SIF sites. This is only a guide
for the Honeywell Operating System TPM Specification. Please check the HOS web
site for specification updates.
Key Collaborators: Nik Cica and Ken Dove – Aero HOS Lead Specialists
HOS Website Link: http://acsnet.honeywell.com/hos/Home/default.asp
2 HONEYWELL - CONFIDENTIAL
Intent
How to use this Guidebook:
• Reference only to assist implementation and provides a

guideline for expected maturity.
• Supplements HOS Specifications and Learning Modules.
Does not replace the required familiarity with the
element developed by reading and comprehending the
Specifications and Learning Modules.
• Provides practical examples of the element.
• Maturity Assessment supported by the HOS Spec
remains the criteria for HOS SIF Phase gate.
HOS Maturity Assessment V5 - TPM
Visual Management Standardization Levels
Standard – Level 1: Use SAME form, process, color, or

display to meet the requirement. No flexibility
Standard – Level 2: Use SIMILAR form, process, color or

display to meet the requirement. Some flexibility allowed
Standard – Level 3: Use ANY form, process, color or display

to meet the requirement. Complete flexibility allowed.
TPM Guidebook
Table of Contents
Definition of TPM………..…..…………….……….…………………………………7
Theory of TPM……………….…………….…….…………………………………....9
Autonomous Maintenance…….…………….…………………………………….15
Equipment Kaizen………………….……………………………………………….24
Equipment Management…….…........…......……………………………………..28
Organization and Prioritization….……….……......……………………………..30
Key References……………………………………………………………………...33
Definition
Definition:
• TPM is Total Productive Maintenance.
TPM is…….
• Total Involvement-All Persons/ All Machines/ All
Functions
• Integration of Kaizen and Continuous
Improvement
• Understanding of Critical Equipment
• Measurement of Critical Equipment performance
TPM is fundamental for the stability of operations

Definition - TPM and Lean Manufacturing
TPM and Lean Manufacturing

TPM is one of the tools of Lean Manufacturing, focusing on relationships:
Critical missing link Operator Machine
Maintenance Operator
Machine Maintenance
Theory of TPM-6 Big Losses
Losses from:
Downtime Losses
• Equipment Failure
• Setup and Adjust
Speed Losses
• Idle/Minor Stops
• Reduced Speed
Quality Losses
• Defects in Process
• Reduced Yield
The Goal Is To Find Ways To Identify The 6 Big Losses And

Then Reduce These Losses
Theory of TPM - OEE
OEE (Overall Equipment Effectiveness) measures whether the
Level 3:
machine runs when needed, at the required rate of the machine, with
the required quality.
OEE = (% Availability) (% Performance Efficiency) (% Quality Rate)
Uptime Theoretical Machine Time Total Products-Defectives

Total Avail Time Actual Machine Time Total Products
Purpose:
To provide a quantifiable
method for determining
equipment status and
direction of what to
correct. OEE Example:
Availability = 90%, Efficiency = 90%, Quality= 90%
Bottom Line:
(.9) (.9) (.9) = 72.9% OEE
Understand where
you need to
improve
Typically tracked on machine equipment with
many problems and little data
Cautions for Using OEE
• The calculated OEE (OEE percentage) is not intended for use as a corporate
or plant level measure. OEE percentage is a rough measure of selected
equipment effectiveness only.
• Calculated OEE is not valid for comparing or benchmarking different assets,
equipment, or processes. OEE is a relative indicator of a specific single asset
effectiveness compared to itself over a period of time. However, OEE can be
used to compare like equipment in like situations producing like products or
output.
• OEE does not measure maintenance effectiveness because most of the loss
factors are outside the direct control of the maintainers.
• Maximizing OEE” may not be justifiable. Optimum levels of OEE largely
depend on the capability or capacity of the asset, the business demands, and
whether it is a constraint in the process flow.
• OEE percentage calculations are not statistically valid. A calculated OEE
percentage assumes that all equipment-related losses are equally important
and that any improvement in OEE is a positive improvement for the business.
This is generally not the case. For example, the calculated OEE percentage does
not consider that a one percent improvement in quality may have a bigger impact
on the business than does a one percent improvement in availability.
Sited from:
Robert M. Williamson
Strategic Work Systems, Inc.
Columbus, NC Understand OEE Thoroughly
Theory of TPM – OA (Operational Availability)
Level 3:
Operational Availability measures if the equipment is running when
needed – Uptime % or Downtime %
Uptime % = [(Total minutes running)/(Total minutes available)]*100

Downtime % = [(Total downtime minutes)/(Total minutes available)]*100
Purpose: To
provide a quantifiable
The choice of tracking OEE or OA will depend on the site, but it
method for
determining is important to consider the implications of each. In either
equipment status and case, problems still have to be solved at the elemental level.
direction of what to
OEE & OA help to determine which operations should get
correct.
priority, but more thorough analysis is required to determine
the specific reasons for low OEE or OA
Bottom Line:
Understand where
you need to
improve
Typically tracked on equipment where is quality is very

good and downtime (or uptime) is the largest issue.
Cautions for Using OA
• Some sites may use OA since it may be easier to track, however,
it will not uncover the true waste on the equipment.
• By tracking OEE, the “ideal” cycle time – the theoretical time it
takes to produce one part – may be uncovered. Some refer to
this as the nameplate capacity.
• If quality is not tracked as a part of OEE, the impact of
production losses over time may never be realized – not to
mention the potential of quality escapes to the customer.
Understand OA Thoroughly
Theory of TPM - Optimum Organizational Structure
Level 2:
Plant
Leader
Maintenance
Manager
Purpose:
Provide a focal point Mfg Eng
Supervision
in the organization to
drive equipment
improvement . Maintenance
Team
Data Collection
TPM OEE / OA Cell
Bottom Line: Data Analysis
Training Metrics Communication
Technical PM/Repair
There is accountability Training
for driving equipment
5S Availability
improvement Status / Tier Boards
Work Station Audits Performance
Autonomous Maintenance Quality
The Organization to Improve and Sustain

Autonomous Maintenance (AM)
Autonomous Maintenance (AM): (Operator Maintenance)
Operators working on the machines daily are responsible for

the 5S, lubrication, tightening, calibration and general
inspection of the machine. This creates an environment of
operator ownership and partnership with maintenance.
Operator TPM Responsibilities

Andon and Rapid Response
Autonomous AM Standard Work
Maintenance (AM) Design for AM
Visual AM
Autonoumous Maintenance - Operator Activity
Level 2:
Operator TPM
Responsibilities:
• 5S
• Cleaning is Inspecting
• Lubrication
• Tightening
Purpose:
Machine operators • Calibration
have • Daily checks
responsibilities to
maintain the
equipment
Abnormalities identified during daily

Bottom Line: inspections that need maintenance attention
SOSs should are identified and placed on a visual board or
include all of the
above a maintenance work order is completed
responsibilities,
where applicable.
Daily Activities to Prevent Breakdown

Autonomous Maintenance - Standard Work
Level 1:
Purpose:
The purpose of
autonomous
maintenance is to
teach operators
how to maintain
their equipment
• AM SOS is a description of the task step by

Bottom Line: step with photo support
Equipment must • Three types of checks should be included in
have autonomous
the AM SOS: quality checks, safety checks
equipment
checklists in SOS and maintenance activity
format Attached example:
All Standard Work for TPM should utilize the HOS

Standard Operating Sheet Format
Autonomous Maintenance - Andon and RRS
Level 2: Create and Implement a Rapid Response System with Andons and
Clearly Defined Rules for Everyone Involved
Andon Light alerting all of

abnormal condition
Purpose:
A Rapid Response
Process needs to
be developed
Bottom Line:
Roles and
responsibilities
need to be defined.
Andons Should be Utilized to Alert for Abnormal

Conditions
Design for Autonoumous Maintenance
• Vital machine parameters can be seen from the operator location
Level 1: (no obstructions)
• Gage indicators (air, temp, gas, etc) have big enough letters or
indicators that can be seen from 3 meters
• Gages and indicators are labeled with a logical inspection
sequence
• Adjustments are accessible to operator and no special tools are
Purpose: required
Proper design of
the AM will reduce
• Air filter elements can be inspected and replaced quickly without
the time it takes to special tools or extensive reach
complete AM • Total AM activities should not exceed 3 minutes per shift
activities.
Bottom Line: All the check points

All of the AM are made easily
activities should not
accessible
exceed a total of
three minutes per
shift.
Autonomous Maintenance - Visuals Implemented
Level 3:
Purpose:
Visual
management
supports AM and
the TPM process
Bottom Line:
Must be able to
understand
normal vs.
abnormal at a
glance.
Visual AM Cell Board - Example
All Monthly PM Activities are listed,
Level 3: Daily Activities schedule/tracking but actions are performed daily
Purpose:
Visual board to
organize AM
activities and
confirm TPM
activities are Abnormal Conditions
performed. Identification (Red Tag Process)
Bottom Line:
TPM activities are
being performed
visually.
Visual terms of what to

look for during TPM by TPM Process Flow
operator
Point of Use - Example
Replacement Sensors with kanban card
TPM Cart
Maintenance Tag Process - Example
1 8/29/07 2
# 47 3 4 5
Tapper
1405
Air pressure gage

Out of range
8/29/07
# 47
Tapper
1405
Air pressure gage

Out of range
Identify any
1 abnormality on the 2 Attach top half of
the maint tag on the 3 Place bottom red tag half on TPM
machine. In instances machine and tear
that the operator can off bottom half. board “reported area”.
not fix, fill out a maint
tag.
4 Within 2 days maintenance
technician will
Some sites already have review reported red tags and will
schedule to fix abnormality. Maint
computerized maintenance work tag needs to be closed within 1 week.
order process to identify 5 Maintenance tech will enter maint tag
into the system, once it has been
problems with equipment closed. Move maint tag to “closed
area”. And remove top half of the
maint tag from machine.
Equipment Kaizen
Equipment Kaizen:
Equipment Kaizen is focused on improving the performance

of the machine above the normal performance.
Equipment Equipment Kaizen

Visual Management
Kaizen
Equipment Kaizen – Visual Management
Level 2: Trending of OEE / Uptime /

Downtime over some frequency of
time – either week to week or month
to month. Goal line must be
included.
Purpose:
Visual Pareto of the variances causing the
management of machine not to hit goal – think of
the equipment
the 6 big equipment losses.
shows how the
machine is
performing.
Root cause / countermeasure of the

Bottom Line: top issues affect OEE / Uptime /
Visual Downtime. If done correctly, there
Management for will be improvements in trending
TPM must over time.
complete the
PDCA process
The Visual Management must complete the

Plan Do Check Act cycle
Equipment Kaizen
Level 3: Kaizen Considerations:
 Kaizen activities should start from the beginning of

Autonomous Maintenance (AM)
 Kaizen efforts should focus on all losses
 Kaizen activities should also focus on making equipment easier
to access, lubricate, inspect and clean
 Do not try to solve all your machine problems with capital
investment
 Equipment Kaizen is not only for the maintenance department,
everyone has to be involved
 Have machine manufacturers and experts participate early in
the process
 Use of 5 Why Analysis and PDCA
should be utilized in the kaizen process
Equipment Kaizen - Examples
Operator Problem Counter Measure Results

No.
Exposed wires on Installed gasket and sealed opening. Improved safety

coolant pump. Temporary fix until part is replaced.
Before Kaizen After Kaizen
Safety First
Gasket
Equipment Management
Equipment Management:
In addition to AM and Equipment Kaizen, an equipment spare parts

process must be implemented.
Equipment Spare Parts Management

Management
Equipment Management - Spare Parts
Level 3: • Develop spare parts list
• Utilize FMEA to determine critical spares
• Heavily used items should be located at POU
• Set min and max of items visually
Purpose:
Develop a spare
parts process to
ensure
equipment
downtime is
minimal.
Bottom Line:
Develop a
replenishment
process for spare
parts for critical
equipment
2 bin kanban for spare
POU tooling cabinet parts stored at POU for
with ERP interface maintenance items used
daily
Organization and Prioritization
Organization and Prioritization:
Initially focus efforts on equipment that is critical to the value

stream. This should be determined by OEE/Uptime/Downtime
data and bottleneck information.
Organization
Where to Start
and Launching the Pilot
Prioritization
Organization and Prioritization - Where to Start
Level 3:
• Determine where to
organize your efforts:
 By Value Stream
Purpose:
 By Constraint
Identify an area
for TPM
improvement • Identify Critical Equipment,
using data.
then use OEE Data, Uptime,
Downtime to guide this
Bottom Line: process
Start in an area
where it will make
significant impact • Once equipment is
to the site or value
stream
identified, begin a pilot with
a TPM Kaizen Event
Organization and Prioritization - Launching the Pilot
Level 3: Basic Steps for a TPM Kaizen Event:
• Decide on the piece of equipment to do the Kaizen

Event
…checklist for a
• Create a cross functional team for the event TPM Kaizen
• Create a kaizen charter Event
Purpose: • Document OEE/Downtime/Uptime data with paretos

Develop a
structured plan
• Develop a detailed project plan for the days of the
kaizen
to a TPM Kaizen
Event that may • Train the team members on the fundamentals of TPM
last 3-5 days. • Execute TPM event
• Develop Autonomous Maintenance Checklist
• Develop a TPM Kaizen Report Out to the leadership
Bottom Line: team and others
A detailed plan for • Ensure TPM event was successful by following the
the first TPM PDCA process
Kaizen Event is • Move to the next piece of critical equipment
critical for
success
Team Based Approach to Solve Issues

Key References
HOS TPM Training Presentation and Specification:
http://acsnet.honeywell.com/hos/Home/hosl/Summary%
20Pages/4.6.aspx

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Honeywell Operating System

Total Productive Maintenance

Guidebook for all Aerospace Sites

HOS Website Link: http://acsnet.honeywell.com/hos/Home/default.asp

How to use this Guidebook:

• Reference only to assist implementation and provides a

Standard – Level 1: Use SAME form, process, color, or

Standard – Level 2: Use SIMILAR form, process, color or

Standard – Level 3: Use ANY form, process, color or display

• TPM is Total Productive Maintenance.

TPM is fundamental for the stability of operations

TPM and Lean Manufacturing

Critical missing link Operator Machine

The Goal Is To Find Ways To Identify The 6 Big Losses And

Uptime Theoretical Machine Time Total Products-Defectives

Uptime % = [(Total minutes running)/(Total minutes available)]*100

Typically tracked on equipment where is quality is very

The Organization to Improve and Sustain

Operators working on the machines daily are responsible for

Operator TPM Responsibilities

Abnormalities identified during daily

Daily Activities to Prevent Breakdown

• AM SOS is a description of the task step by

All Standard Work for TPM should utilize the HOS

Andon Light alerting all of

Andons Should be Utilized to Alert for Abnormal

Bottom Line: All the check points

Visual terms of what to

Replacement Sensors with kanban card

Air pressure gage

Air pressure gage

Equipment Kaizen is focused on improving the performance

Equipment Equipment Kaizen

Level 2: Trending of OEE / Uptime /

Root cause / countermeasure of the

The Visual Management must complete the

Level 3: Kaizen Considerations:

 Kaizen activities should start from the beginning of

Operator Problem Counter Measure Results

Exposed wires on Installed gasket and sealed opening. Improved safety

Before Kaizen After Kaizen

In addition to AM and Equipment Kaizen, an equipment spare parts

Equipment Spare Parts Management

Initially focus efforts on equipment that is critical to the value

• Decide on the piece of equipment to do the Kaizen

Purpose: • Document OEE/Downtime/Uptime data with paretos

Team Based Approach to Solve Issues

HOS TPM Training Presentation and Specification:

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