Total Productive Maintenance TPM: Luis Armendariz, P.E. MBA, 6

Total Productive Maintenance TPM
Luis Armendariz, P.E. MBA, 6

Lean Systems and Operations Modeling
Copyright 2010 1
Agenda
TPM History, Definition, Benefits and Roles Applying TPM, DMAIC & Metrics TPM Success (Benchmark Study in BioTech vs Food & Beverage Processing Industry) RCA Techniques Current Challenges TMP to Infinity and Beyond Q&A
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TPM History
Dr. Deming 1900-1993
1951 PM
Nippon Denso PM in 1960
Nippon Denso TPM Award
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Total Productive Maintenance

Promote the collaboration between all departments to focus on the durability of equipment
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Definition
Total: Total employee involvement Productive: Eliminate or minimize breakdown during production Maintenance: Complete a preventive maintenance program
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Benefits of TPM
Improves Teamwork Improves Equipment availability Reduces cost
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Roles of TPM
To target the major causes of poor performance (OEE ) Involve operators in the routine maintenance of their equipment Improve maintenance efficiency Improving skills and knowledge To collaborate in partnership while having a common goal
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Applying TPM
Create a cross functional team
D-Define M-Measure A- Analyze I- Improve C- Control
Copyright 2010 Luis Armendariz
Define DMAIC
D: Define the equipment, objectives, success indicators, customers, cost
Measure 7 Losses DMAIC

TPM identifies the 7 losses OEE= Availability x Performance x Quality 1. Total time available shutdowns/startup scheduled maint. - calibration 2. Set-Up A 3. Initial adjustment time 4. Equipment Breakdown Time (TBF, TTR)- unscheduled maint. 5. Idling P 6. Speed (cycle time) losses, Q 7. Quality losses: start-up and in process quality
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OEE
DMAIC
OEE = Availability x Performance x Quality

Availability (Downtime Loss) = Operating Time / Planned Production Time Performance (Speed Loss) = Ideal Cycle Time / (Operating Time / Total Pieces) Quality (Quality Loss) = Good Pieces / Total Pieces
OEE Factor Availability Performance Quality OEE 90% 95% 99.5% 85.1%
Shift 1 95% 95% 96% 86.6%
Shift 2
Note: Availability (TBF and TTR)

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OEE Pharmaceutical vs. Food & Beverage DMAIC
OEE
Copyright 2007 Pharmaceutical Benchmark Study. Informance International. All Rights Reserved
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Equipment Availability : TBF & TTR (Breakdown Time) DMAIC

time
SETUP U D U D PRODUCE U D U D U
During production time, machine is producing (Uptime - green) or not producing (Downtime - red) We define: MTBF= Mean time between failures MTTR= Mean time to repair
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TBF-Unscheduled Down Time DMAIC
Mean TBF Line 1 = 34 hr
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TTR -Unscheduled Down Time DMAIC
Mean TTR Line 1 = 18 min
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Other Measurements DMAIC
Time to Maintain TTM (Schedule Downtime) Cost to repair CTR Cost to maintain CTM Cost of Loss Cost of Yield Loss
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Applying TPM: Analyze DMAIC

A :Define the resources, C&E
Brainstorming and Fish Bone
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Applying TPM: Improve DMAIC

I: Establish current and future flow map, describe all responsibilities of operators and technicians.
Mean TBF Line 1 = 34 hr
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Applying TPM: Control DMAIC

C: TPM Improvement Projects
Projects CIP cycle removed Sight glass change Training: Clamp Installation Add cooling step Visual Aid Posted
Effect None Leakage Human Error Leakage Std Work
Due Date
Comp. Date
Note
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Applying TPM Where to Start ?

Start with an equipment pilot
1.
Choose the right machine
2.
Choose the right person
3.
Choose the good time
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TPM and other Lean Tools

Overall Equipment Effectiveness Mistake Proof 5S Standard work Set up reduction Self maintenance
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Justice to Root Cause Analysis RCA

A systematic method that: Investigates as incident, attempts to understand the underlying causes and generates corrective actions to prevent and mitigate incidents
Common Recommendations: Training Procedure Revision Repair or Replacement of broken equipment Restart the system Fix and go !
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Justice to Root Cause Analysis RCA

Analysis Techniques
Brain Storming
Fishbone
5 Whys
Method of Elimination
Clue Generation
Diagnostic Tree FTA
Leveraging
Stratification
FMEA
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So what was the root cause of the failure?

FAILURE
Design & Installation
Maintenance
Operations
Human Error
Mgt. Control System

Copyright 2010 Luis Armendariz 24
Management Control System PDCA

PLAN DO
Proactive Analysis
Management Control System
Operations
What could go wrong? ACT Reactive Analysis RCA CHECK OEE
What went wrong?
How much can you afford to lose?

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COST of Non TPM

$30 Million Refinery Glitch Stalls Fuel Users No Petrol for 2 Weeks Liquefied Natural Gas Project Back On Track after Production Train Repairs $300 Million Lost Refuelling Problems Delay $250 Million Terminal Operation Jet Fuel Pipes Contaminated 330 Hospital Patients Suffer Cold Winter Showers for Two Days Risk of Spreading Infection More than 4 million barrels of crude oil spewed into the seas off the U.S. Gulf coast & 1.2 billion dollars in claims
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TPM Implementation Challenges

OEE measures RCA Leadership (Who Should Lead TPM ?) Employee training, development & compensation Employee Turn Over Collaboration Accountability Defined Responsibilities Spare parts and tools inventory mgt. 5S Visualize Standard Work and Maintenance Instructions Share best practices
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TPM to infinity and beyond

Asset Management and Spare Parts Inventory Management Predictive Maintenance Reliability Centered Maintenance, Ultra-Reliability and DFR Human Performance Information and Employee Communication Learning organization Management Control System
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Conclusion & Recommendation

Decrease the firefighting ! Increase Collaboration between departments Avoids stress in a breakdown Visual Maintenance Standard Work Maintenance Increase productivity
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Questions ?
Luis Armendariz luisarmen@prodigy.net
Resources: TPM - Japan Institute of Plant Maintenance IIE Process Industries webminars : http://www.iienet2.org/Landing.aspx?id=887 Lean Management Database Tools: http://www.ProtimeSystems.com
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Total Productive Maintenance TPM

Luis Armendariz, P.E. MBA, 6

Dr. Deming 1900-1993

Nippon Denso PM in 1960

Nippon Denso TPM Award

Total Productive Maintenance

D-Define M-Measure A- Analyze I- Improve C- Control

Copyright 2010 Luis Armendariz

D: Define the equipment, objectives, success indicators, customers, cost

Copyright 2010 Luis Armendariz

Measure 7 Losses DMAIC

Copyright 2010 Luis Armendariz

OEE = Availability x Performance x Quality

Shift 1 95% 95% 96% 86.6%

Note: Availability (TBF and TTR)

OEE Pharmaceutical vs. Food & Beverage DMAIC

Equipment Availability : TBF & TTR (Breakdown Time) DMAIC

TBF-Unscheduled Down Time DMAIC

Mean TBF Line 1 = 34 hr

Copyright 2010 Luis Armendariz

TTR -Unscheduled Down Time DMAIC

Mean TTR Line 1 = 18 min

Copyright 2010 Luis Armendariz

Other Measurements DMAIC

Applying TPM: Analyze DMAIC

Applying TPM: Improve DMAIC

Applying TPM: Control DMAIC

Effect None Leakage Human Error Leakage Std Work

Applying TPM Where to Start ?

Choose the right machine

Choose the right person

Choose the good time

TPM and other Lean Tools

Justice to Root Cause Analysis RCA

Justice to Root Cause Analysis RCA

Diagnostic Tree FTA

Copyright 2010 Luis Armendariz

So what was the root cause of the failure?

Design & Installation

Mgt. Control System

Management Control System PDCA

Management Control System

What could go wrong? ACT Reactive Analysis RCA CHECK OEE

What went wrong?

How much can you afford to lose?

COST of Non TPM

TPM Implementation Challenges

TPM to infinity and beyond

Conclusion & Recommendation

Luis Armendariz luisarmen@prodigy.net

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