Total Productive Maintenance

TPM

TPM as a Lean Initiative

Competitive costs require
Spending control Defect control Downtime reduction

TPM = Total Productive Maintenance

Proactive (with all employees involved) Preventive Predictive Planned

Why Change?
ACTIONS:
Reduce defectives / scrap Reduction of lost production time Lowest possible cost by reducing waste

Lean System
Peak Performance Pull system / flow production

Rapid Changeover / Customer-driven lot size

Continuous Waste Reduction Lean Measures

5S
Visual Factory

TPM

Standardized Work

Variation reduction / Six Sigma

In-Station Process Control Leadership by Example & Commitment Employee Involvement & Mutual Respect

7 Wastes
Transportation Excess production Added processes Motion

Waiting Inventory Non-conformance (defectives)

Causes of Waste
Excess Manning
Poor layout and material presentation Rework and extra processes Inconsistent / inefficient work methods

Excess Downtime
Tooling condition Unreliable equipment Long changeovers Incapable process

Defectives - Rework or Replace

Incapable processes or process not compatible with customer expectations or design spec (design for mfg) Tooling condition Operator methods and errors

Causes of Waste
Excess Manning
Poor layout and material presentation Rework and extra processes Inconsistent / inefficient work methods

Excess Downtime
Tooling condition Unreliable equipment Long changeovers Incapable process

Defectives - Rework or Replace

Incapable processes or process not compatible with customer expectations or design spec (design for mfg) Tooling condition Operator methods and errors

What is Waste (Muda)?

Some of the main forms of waste are: Overproduction Waiting for materials, machines, or instruction Transportation or movement Excessive inventory

Inefficient machine processing and/or operation

Producing defects Part or line changeover or machine setup Inadequate housekeeping Miscommunication or inadequate instruction

Identifying Waste in the Workplace

Operational Activity Value added Operations Any process that changes the nature, shape or characteristic of the product in line with customer requirements e.g. Pressing, welding, heat treatment.
This is where we make a profit!

Identifying Waste in the Workplace

Operational Activity Non-Value added Operations Work carried out which is necessary under current conditions, but does not increase product value. e.g. Inspection, tool change, maintenance.
This is where we make a loss!

Value Added and Non-Value Added operations

The objective is to raise the ratio of Value added operations to non-value added operations and eliminate waste.
OPERATOR TIME
WASTE NON-VALUE ADDED

VALUE ADDED

ELIMINATE

MORE TIME FOR OTHER ACTIVITIES

NON-VALUE ADDED

VALUE ADDED

7W The Elimination of Waste

The benefits in eliminating all waste:

Reduced costs Greater Capacity Bottlenecks are identified

7W 7 Types of Waste
1 Over-production
2 Inventory
3 Transportation

4 Process
5 Idle Time 6 Operator Motion 7 Bad Quality

7W 1. Over-production
Producing more than is needed hides a multitude of problems. Excessive set-up times, machine faults, risk of producing obsolete stock.

7W 2. Inventory
Carrying stock attracts cost & storage problems. Storage leads to stacking, racking, sophisticated computers, bar coding & automation, all for an activity that adds no value to the product.

7W 3. Transportation
This may appear unnecessary but does add value. Large transport is easily identified but small transport such as manual labour may not be so noticeable. These can be improved by changes to the work environment.

7W 4. Process
Adds cost but no value - e.g.trimming & moulding to a level that is beyond the required standard adds extra time that customers do not want to pay for.

7W 5. Idle Time
Typically, waiting for

products & services from preceding operations, waiting for work from their previous set-up or waiting for cycles to finish, or meetings to start.

7W 6. Operator Motion
Typically, single handed operations where both should be used, stretching unnecessarily or awkwardly and walking between things. All of these take time or use time poorly, none add value.

7W 7. Bad Quality

Rejects are always produced by systems and procedures created by management. If operators fail it is because the process allowed them to fail through inadequate training or because the process was not capable in the first place.

7W The Elimination of Waste

So, now we understand the 7 wastes, we can: Produce only what is needed; Carry only essential stock; Use transportation more wisely; Produce work to the standard required; Plan our production processes; Put our efforts to the best possible use; Train to make quality work every time!

Effective TPM Eliminates 5 Losses

1. 2. 3. 4. 5.

Equipment breakdowns Defects, scrap, and rework Safety Issues Mini stoppages Reduced speed

What is TPM??
TPM is a Lean tool to optimize the effectiveness of manufacturing equipment and tooling.
1. Starts with 5S / Visual Factory 2. Builds a comprehensive Downtime Database by cause, frequency, and duration 3. Predicts and prevents downtime by PM system 4. Expands role of Operator as first point of early warning and prevention 5. Develops Professional Maintenance skills

Operator Autonomous Maintenance

Seven Steps of TPM

Aut. Mgt. Standardization Autonomous Inspection

7 7 6 6 5 5 4 4 3 3 2 2 1 1

General Inspection Initial Standards Countermeasures for Contamination Initial Clean-up

TPM is Planned, Predictive, & Preventive 1. Starts with 5S / Visual Factory 2. Builds a comprehensive downtime data base by cause, frequency, and duration 3. Predicts and prevents downtime by PM system 4. Expands role of Operator as first point of early warning and prevention 5. Professional Maintenance

5S Workplace
A safe, clean, orderly workplace is fundamental to quality, efficiency, and teams

Sort (organize) Shine (clean) Set in order (make orderly and neat) Standardize (visual place for everything) Sustain (maintain the system)

What is 5S and why do we want to do it?

5S is short for: Sort, Set in Order, Shine, Standardize and Sustain 5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).

These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts. 5S is one of the activities that will help ensure our companys survival.

5S
1. Sort - All unneeded tools, parts and supplies are removed from the area 2. Set in Order - A place for everything and everything is in its place 3. Shine - The area is cleaned as the work is performed 4. Standardize - Cleaning and identification methods are consistently applied 5. Sustain - 5S is a habit and is continually improved Also - Work areas are safe and free of hazardous or dangerous conditions

Some 5S Examples

After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)
Before 5S

5S Examples - Sort, Set in Order

See the difference? 1. Sort - All unneeded tools, parts and supplies are removed area 2. Set in Order - A place for everything and everything is place from the in its

5S Examples - Shine

3. Shine - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.

5S Examples - Standardize
4. Standardize - Cleaning and identification methods consistently applied are

Departments have weekly 5S tours

Every job has duties that use Sort, Set in Order and Shine We all have common duties to do our part to keep all areas of the plant in shape - breakroom, restrooms, locker area, parking lot, etc

5S Examples - Sustain
5. Sustain - 5S is a habit and is continually improved
5S is a simple concept with powerful results. You will get additional information on 5S so that you will be well equipped.

Our experience is that the more we do 5S the better the work environment becomes: cleaner, safer, more organized, the work is easier, less confusion and less stress.
Use the 5S (work\home\play) - The more you use it the easier it becomes and life just gets better and better.

The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S

The Good

Some New Words

Red Tag-Process for tagging, removing and disposing of items not needed in the work area. Lean Manufacturing-concepts that seek continuous improvement by removing waste in processes Some Japanese words you need to know: Kaizen-(pronounced ki zen) - improvement Kaizen Event and 5S Event-Planned improvements to a specific area or process (usually take 3 to 5 days). 5S Events focus on making 5S improvements. Muda-(pronounced moo da) - waste Gemba-(pronounced gim ba) - workplace

New Words
Kanban-(pronounced kon bon) - Pull type inventory control system. Items are only produced to meet customer needs. The request to produce more is signaled from an upstream operation and/or customer orders. Value Stream Map - A diagram of all processes needed to make and deliver the product to the customer.

OTHER PROBLEM SOLVING TOOLS

TOC-Short for Theory of Constraints. Problem solving and constraint management methods. Use the 5 Step form of TOC to solve problems that you will encounter in your continuous improvement efforts.

Improvement (Kaizen) Principles

Get rid of all old (false) assumptions. Don't look for excuses, look for ways to make it happen . . Don't worry about being perfect even if you only get it half right start NOW! It does not cost money to do KAIZEN. If something is wrong Fix it NOW. Good ideas flow when the going gets tough. Ask "WHY" five times - get to the root cause. Look for wisdom from Ten people rather than one. Never stop doing KAIZEN.

TPM starts with 5S

You cant see problems clearly when the workplace is in disarray Cleaning and organizing the workplace helps the team to uncover problems Making problems visible is the first step of improvement Clean machines and workplace create pride & Safety

Downtime Visual Controls Visual or audio alerts

Abnormality obvious at a glance (e.g. stoppage, reject, control fault) Alerting Maint and team leaders Provide real time scoreboard for employees
Machine down light visible from aisle Production status board (e.g. actual counts vs. goal) Scrap counts and downtime minutes Located in clear view in shop (not in control room) Simple, self regulating, & employee managed

TPM is Planned, Predictive, & Preventive 1. Starts with 5S / Visual Factory

2. Builds a comprehensive downtime data base by cause, frequency, and duration

3. Predicts and prevents downtime by PM system 4. Expands role of Operator as first point of early warning and prevention 5. Professional Maintenance

 Categorize at a minimum by Equip, Tooling, C/O, Other Segmented bar graph for E-T-O lost time Subcategories for Equip (e.g.)
Hydraulic / pneumatic Mechanical / lubrication Electrical / controls Shot-end components Slides Cores Inserts Ejector pins

Downtime Database

Subcategories for Tooling (e.g.)

Subcategories for Other (e.g.)

Operator error Materials

Minimum Downtime Tracking

Other

Downtime by Cause 3500 ton Bay (avg min/shift per Machine)

120 100 80 O T E

Tools

Minutes 60 40
Equip

20 0 1Q02 2Q02 Jun Jul Aug Sep Oct Nov Dec

TPM is Planned, Predictive, & Preventive 1. Starts with 5S / Visual Factory 2. Builds a comprehensive downtime data base by cause, frequency, and duration

3. Predicts and prevents downtime by PM system

4. Expands role of Operator as first point of early warning and prevention 5. Professional Maintenance

 Rate/hr vs. target or historical normal output (B/W) Database MP2 / maintenance history statistical probability (frequency & duration) Physical prediction of impending failure Sound (bearing) Temperature (cooling water) Flash (core pins) Shot monitoring system SPC on part geometry Hydraulic pressure (ejector pins) Spindle loads (amps) Fluids / Lubrication analysis (milipore) Vibration Signature Analysis

Predictive Maintenance Tools

Preventive Maintenance System

History of downtime by major machine & tool Downtime measurement & tracking Mean Time Between Failures Average downtime Pareto of causes at component level (eg L/S or temp sensor) Cost to maintain Develop PM cards based on frequency of failure and magnitude of average lost time (start small & grow) Limit & prox switches Shot tip / sleeve Critical frame and cylinder mounting bolts Expendable tools Valves, hoses, packing, seals PMs have instruction, schedule/frequency & sign-off PMs / repairs done in window of opportunity when machine is down Cycle count or date based execution of PMs (eg cutter change) PM status visual (work completed / not completed)

TPM is Planned, Predictive, & Preventive

1. Starts with 5S / Visual Factory 2. Builds a comprehensive downtime data base by cause, frequency, and duration 3. Predicts and prevents downtime by PM system

4. Expands role of Operator as first point of early warning and prevention

One point lessons for operator awareness Creates OMP (Operator - Maintenance Partnership) Operator performs checks, problem solving, and improvements 5. Professional Maintenance

TPM
Production Operators Clean & Check Observe Categorize Production Planning & Control Schedule P.M.

Active Planned Maintenance Process

Manufacturing Engineers Equipment Planning Equipment Studies

Quality Engineers Standards & Calibrations

OMP -

Operator Maintenance Partnership

Operator training in TPM Operator basic equip inspection & tooling checks Operator basic cleaning Operator lubrication check One point lessons (capture knowledge) TPM Board & TPM Tags (proactive operator involvement)

TPM

TPM Tag System

Problem communication tool to and from maintenance, tool room, and production
Identify abnormal machine conditions Record problem discovered by operator Record problem found during scheduled PM Status tracking system of requested repairs TPM visual management tool (hang tags) Repair history for future problem solving

TPM Tag used for recording problem & fix

Blue Tag-Operator or Maint responsible to repair Red Tag- Safety-related request (priority)

Tag Process
Operator/Supervisor 1. Abnormality Identified 2. Fill out Tag Red= Safety Blue= Prod/Maint 3. Hang C-tag as close to the defect as possible 4. Hang A &B Tags on the TPM Tag status board by Machine location and area of responsibility to correct. 5.Maintenance evaluates problem. If fixed immediately go to 6. If parts or time needed, maint pulls A tag from board. The A tag is MWO. The B tag is posted on the Maint WO status section of the TPM Board with est. timing. 6.After work is completed, maintenance completes back side of A tag and places both the A & B tag in the work completed box 9. Production management reviews the information. Also reviews the comments and takes actions if required. Places tag in history file box located in the office Tag information is recorded and reviewed for continuous improvement of PM database by Production and Maintenance; Repeat operator tags may indicate Maint needs to investigate. Production Management Maintenance

7. Operator/Supervisor check to see if work was done.

8. If OK, Operator/ supervisor removes C tag from machine and places ABC tags in Completed box. If not OK, tags stay and maint is contacted. Contact noted on tag.

TPM is Proactive, Predictive, Preventive & Planned

1. Starts with 5S / Visual Factory 2. Builds a comprehensive downtime data base by cause, frequency, and duration 3. Predicts and prevents downtime by PM system 4. Expands role of Operator as first point of early warning and prevention

5. Professional Maintenance

Professional Maintenance
Equip Safety Skill building Cross-training Area Maintenance WC MRO stores Maint Mgmt System Down alarms Radios Planned PM

Operator Autonomous Maintenance 7 Steps

T P M

Aut. Mgt. Standardization Autonomous Inspection

7 7 6 6 5 5 4 4 3 3 2 2 1 1

OIL
General Inspection Prepare Temporary Standards Countermeasures for Contamination Initial Clean-up

TPM
Initial Focus

5S

TPM I Step 1 Step 2 Step 3

TPM II Step 4 Step 5 Step 6 Step 7

prerequisite for TPM I

STEP 3: Prepare Temporary Standards

This step is to enhance the equipment reliability & maintainability.

Temporary Check Sheet For Clean-Up, Lubrication, Start-up, and Shut-down:

What items need to be done Who will perform the check How often to check Where the location is to be checked What to use for the inspection or cleaning Target time to complete the task

 TPM = Total Productive Maintenance

TPM Summary
Peak Performance

Proactive (all employees involved) Preventive Predictive Planned

Continuous Waste Reduction

TPM is an integral part of JLF Total Quality production System

5S
Visual Factory

TPM

Standardized Work

TPM is a Lean tool for Quality and Productivity