Total Productive Maintenance

Leader Course I
Structure
 Introduction
 Overview of Eight Pillars
 Understanding Losses
 Autonomous Maintenance
 Focused Improvement
 Planned Maintenance
 Training & Education
Introduction
Introduction
What Is TPM?
Why TPM?
How Does TPM Fit-in at Anand?
How Do We Implement TPM?
What Is TPM?
Meaning of T-P-M
•Total Efficiency Maximisation
T - TOTAL •Total Lifecycle of Production System
•Total Manpower Coverage

Productivity Maximisation by :
P - PRODUCTIVE
•Zero Accident
•Zero Defect
•Zero Breakdown

Maintenance Covers Life Cycle

M - MAINTENANCE Of Prod. System:
•Individual Processes
•Plants
•Prod. Management System
 Autonomous
Maintenance

Focussed
Improvement
Pillars of TPM

Planned
Maintenance
(1971 – 89)
Initial Pillars of TPM

Education &
Training

Early Equipment
Management
 Focussed
Improvement

Autonomous
Maintenance

Planned
Maintenance

Education &
Training
Pillars of TPM

Early Equipment
Management
8 Pillars of TPM

(1989 – Present)

Quality
Maintenance

Indirect
Department

Safety & Environ.

Management
Calculating Equipment Loss
Overall
Equipment = Operating Rate X Performance X Rate of
Efficiency Efficiency Qlty Prdts.

Operating Performance Rate of

Rate Efficiency Quality Pdts.

Function of Total Time Vs Function of Std. Cycle Time Function of Good O/Put
Down Time : Vs. Actual Cycle Time: Vs. Defective O/Put :
•Scheduled •Operation Stability •Rejections
•Planned Mtn •Minor Stoppages •Rework
•B/Down Mtn
•C/Over
•Tool Change
Calculating Equipment Loss
Overall
Equipment = Operating Rate X Performance X Rate of
Efficiency Efficiency Qlty Prdts.

Operating Performance Rate of

Rate Efficiency Quality Pdts.

87% 50% 98%

Goal : > 85%
OEE = 43 %
 Breakdown

Defects

Minor Stoppages

C/Over & Adj

Tool Change

Reduced
Seven Big Losses
Speed

Start-up
Loss

------------ Cumulative % --------------

100 %

0%
Improvement of Chronic Losses
Restoration
Counter Measures

Unforeseen
Loss
Reformist
Counter Measures

Chronic
Loss
Least Optimum Loss
Definition of Breakdown (Kosho)
Kosho means “ People Intentionally Cause Trouble” !

This means breakdown occurs because of the wrong

thinking and wrong behaviour of people

JIS Definition ‘The incident that results in loss of standard function’

Function - Loss Function - Reduction

Breakdown Breakdown

•Equipment Stops Running •Minor Stoppages

•Eqpt. Starts producing Defectives •Reduced Speed
 Types of Deterioration

Natural Forced
Deterioration Deterioration

Ageing under Artificially Accelerated

Standard because of Non-Standard
Operating Operating Conditions
Conditions
Breakdown Attracts
Breakdown !
 Zero Breakdown Early Equipment
Management
Approach Time

Extended
Fo Inspn. Life Cycle

Restoration

Maintenance
Na
Inspn.
rce

tur

Planned
dD

al
Inspn.
ete

De
r

ter
ior

ior
ation

at
ion
Inspn.

Autonomous
Function Maintenance
Transformation – Phase 1
Operator : Possess ability to do
Self Initiated Maintenance

Maintenance Person :
Possess ability to do Maintenance
on all types of Equipment

TSG : Possess ability to do design

such equipment that require
no maintenance
Transformation – Phase 2

Waste OEE

Radical reforms in
Equipments
/ Processes

Time

Phase 1
Radical reform
in Personnel
Transformation – Phase 3
Vertical
Ascent
Stabilisation immediately
after start-up of new eqpt.

Reform in Radical
Enterprises
Phase 2
Life Cycle
Costs

Radical reforms in
Equipments
/ Processes
Why TPM?
Evolution of the Maintenance Role

Preventive / Predictive
Maintenance Opportunity

The Role of the Maintenance

(Planned Maintenance)

The Role of the Operators

(Autonomous Maintenance)

Understanding Positive Institutionalisation

Perception

TPM Stages
Why TPM ?

JIT

Tra Le
nsf an
orm
atio
n
TPM

Six Sigma
How Does
TPM Fit-in?
 Types of Kaizen Focus:
Material &
Information
Flow
Senior Mgt

Six Sigma
(Flow Kaizen)

TPM
(Process Kaizen)
Front Line Focus:
People &
Process
Flow
Six Sigma
Leak

Gasket
Cracked

Lubrication Process

Root Cause

Why This Leak? Gasket cracked New Gasket

Why Gasket cracked? Installed wrong Install Correctly

TPM Why Installed wrong? No Tool provided Provide Tool

Installation
Why no Tool provided? No procedural call-up
Procedure
 TPM Approach

Supplier Input Process Output Customer

Six Sigma Approach

Two Approaches to Quality

 Six Sigma

E.I. TEAMS
AMPS / MMS /AMS / RTQ

TPM
AQLP

QCDGP Goals
E.I. TEAMS
AMPS / MMS /AMS / RTQ

Lean
Manufacture

E.I. TEAMS
AMPS / MMS /AMS / RTQ
Pillars of Excellence At Anand
 Focussed
Improvement

Autonomous
Maintenance

Planned
Maintenance

Education &
Training
Phase 1

Early Equipment
Management

Quality
Maintenance

Indirect
Phase 2

Department
Common Pillars of TPM / SS

Safety & Environ.

Management
Definition:
A set of activities for
restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance activities.
Objective:
To restructure the
corporate culture
through behavioral
changes and equipment
improvements.
TE
AR LL
DOW
N WA
THE
Intent:

To upgrade the capabilities

of all company members
through education, training,
and participation.
Purpose:
To identify productivity
losses and involve all
members of the company
in loss elimination
programs.

L O S S
What Are The Benefits ?

 Safe Work Environment

 Job Security
 Improved Quality
 Increased Productivity
 Improved Skills
TPM Is a Team Effort
Team Anand Begins With CS Patel and
works it’s way through all employees
including the New Recruits of Today.

Smaller Teams are Taking over

Responsibilities Once Handled
Exclusively by Managers and
Supervisors.
 TPM Class Make-up
All Shifts Of Production Operators
Unit Maintenance/Tool Personnel
Unit Management
Plant Management
Current Conditions To Improve:

Oil Rags Around Machines

Workplace Organization
Current Conditions To Improve:

Oil Rags Around Machines

Workplace Organization
 What Can Be Expected?
Productivity:
Valueadded improvement 1.5 to 2 times.
40% reduction in breakdowns.
Overall equipment efficiency up 1.5 to 2 times

Quality:
Reduction in Work-In-Process (WIP) defects.
Reduction in Parts Per Million (PPM).

Cost:
Production costs reduced by 30%.
Quality cost reduced by 30%.
 What Can Be Expected?
Delivery:
Reduced finished goods inventory by 50%.
100% on-time delivery.
Reduced premium freight by 60%.

Safety & Morale:

Zero accidents.
5 -- 10 suggestions per employee.

Education:
Skill upgrading of employees.
 Comparison Of Key Indicators
Before / After APS / TPM
After After
Indicator Before
APS TPM
Labor As % Of Sales 28.9% 21.2% 18 %
Scrap As % Of COS 5% 1.5% 0.7%
F Goods Inventory 5 Days 1.2 Days 0.5 Days

Cost Of Quality 15% 5.6% 4.0%

Parts Per Million 2500 37 7

Delivery 98% 100 % 100 %

 “Maintenance personnel in half of
U.S. plants spend 50% of their
time fixing problems instead of
preventing them.”
Maintenance Technology, Inc. 1992

60%

55.00%
In India, this
50%
ratio is over
80% as per a
40%

30%
Year 2000
20%
15.00% study done
10%

0%
8.00%
by TPM Club
Corrective Preventive Predictive
of India
 Equipment Failure Statistic
37% Of Equipment Failures Are Due To
Poor Lubrication Management

Lubrication Method
13.0%
Lack Of Lubricant
24.0%

Other Equip. Failures

63.0%
Source: JIPM
Equipment Failure Statistic
Of Equipment Failures Are Due
12% To Dirt And Poor Clean-Up
Habits
Lubrication Method
13%
Lack Of
Dirt Lubricant
12% 24%

Other Equip.
Failures
51% Source: JIPM
 TPM Measurements :
 Downtime  # of Equipment Failures
 Planned  Minor Stoppages
 Unplanned  Maintenance Costs
 Changeover Time  Accidents
 Equipment Check Time  Defect Rate
 Clean-up Time
 Focussed
Improvement

Autonomous
Maintenance

Planned
Maintenance

Education &
Pillars of TPM

Training

Early Equipment
Management
8 Pillars of TPM

(1989 – Present)

Quality
Maintenance

Indirect
Department

Safety & Environ.

Management
 JIPM Awards for Excellence
•Unilever (5)
•Tata Metaliks
•Grasim (2)
6 •Unilever (2)
•Usha Beltron

5
•Birla Tyres •Tanfac
4 •Unilever •Indo Gulf
•Indo Gulf •Unilever

3
2 •Vikram •Sundaram •Vikram
•Tanfac Cement
Cement Fasteners
1
0
1995 1998 1999 2000 2001 2002

Excellence Consistent Commitment

 TPM General Master Plan
Kick off TPM Award

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13

INTRO TRAINING
Self CRI. M/C -S1 CM–S3
CRI. M/C –S2
Mainten IMPORTANT M/C –S1 / 2 / 3
ance PILOT M/C
ALL M/C –S1 / 2 / 3
S4

DATA MGT.
TPM DATA MONITORING ON EACH LINE
Individual
Improve ANALYSIS OF B/DOWN & MINOR STOPS

ments IMPROVEMENT FOR CHANGE OVER

ANALY. CHRONIC LOSSES

BREAKDOWN ANALYSIS
Planned IMPROVE WEAK POINT PARTS
Mainten ESTABLISH PM STANDARDS
ance
PREDICTIVE MAINTENANCE
Overview of Eight Pillars
Overview of Eight Pillars
• Autonomous Maintenance
What Is Autonomous
Maintenance?

Activities in which each operator performs timely

inspection, lubrication, consumable parts
replacement, repair, troubleshooting, accuracy
checks, etc. . . . . on their own equipment.
Autonomous Maintenance
7 Steps
Autonomous
Maintenance7

T P M Standardization 6

Autonomous Inspection5

General Inspection 4

Prepare Temporary Standards 3

Countermeasures for Hard-To-Access

2
& Source Of Contamination

Initial Clean-up 1
Overview of Eight Pillars
• Autonomous Maintenance
• Planned Maintenance
 Pillar : Planned maintenance

Aim : Realise efficiency in maintenance department to

eliminate 8 major losses

Method: Daily maintenance

TBM, CBM, Improvement for increasing the service
life expectancy, control for replacement of parts, failure
analysis and prevention of re-occurrence, Lubrication control

Who : Operator and maintenance men

 Concept of Planned Maintenance System
Activities to enhance the equipment availability
Activities to extend the MTBF of equipment
Activities to curtail the MTTR of equipment
Activities to conduct maintenance efficiently

Guidance and assistance activities to Jishu hozen

Maintenance work planning and management

Input Reduction
7 Step activities for Planned maintenance

Corrective maintenance activities

Study on predictive maintenance

Maintenance information management
M P Activities

Maintenance spare part management

Maintenance cost management

Establishment
of planned
Improvement of output - ZERO BAD Maint: system
Planned Maintenance
7 Steps
Use Equipment
To Limits 7

T P M Overall Equipment
Diagnosis
6

Improvement : Inspection
& Maintenance Efficiency 5

Extension of Service Life 4

Prepare Standards: Basic & Usage

Conditions
3

Improvement – Difference Basic & Usage Condition: 2

Present State / Present Mtn Method
Analysis – Basic & Usage Condition: Present State
Selection of Priority Parts
1
Overview of Eight Pillars
• Autonomous Maintenance
• Planned Maintenance
• Focused Improvement
 Pillar : Focused Improvement

Aim :
•To focus on specific losses & Increase productivity, ease of
operation & Standardization of methods
•To ensure adequate methods for identification of losses &
countermeasure implementation
•To increase ease of detecting / correcting deterioration of
equipment

Method: Repeated Equipment Breakdown Analysis &

Countermeasures, CAP-Do for Minor Stoppages, CAP-Do for
Change-over, CAP_Do for Defects

Who : Operator and Technical Services Group

Focused Improvement Horz.

10 Steps Replicate
Prevent
Recurrence
10

9
Confirm Effects 8

Implementation of 7
Kaizen
T P M Mapping-out & Evaluation of
Analysis & Countermeasures
6

Mapping –out Kaizen Plan 5

Kaizen Theme & Goal Setting 4

Grasp Present Losses 3

Organize Project Teams 2

Select Model Line / Equipment / Process 1

Overview of Eight Pillars

• Autonomous Maintenance
• Planned Maintenance
• Focused Improvement
• Training & Education
 Pillar : Education and training

Aim : Raise the technical skill level of operators and

maintenance men

Method: Basic maintenance steps- nuts & bolts - key mating -

Bearings- Gear Transmission- Leakage prevention
- Hyd & Pneumatic eqpt -Electrical control systems

Who : Operators and maintenance men

 Six step implementation for operation and
maintenance skill development

Step 1 : Setting of principles and priority measures based on

conformation of the present status of training
Step 2 : Establishment of a training system for operation and
maintenance skill development.
Step 3 : Execution of operation and maintenance skill
management
Step 4 : Establishment and evolution of a system for developing
and nurturing capabilities
Step 5 : Creation of the self enlightening environment
Step 6 : Activity evaluation and study of future activity method
Overview of Eight Pillars

• Autonomous Maintenance
• Planned Maintenance
• Focused Improvement
• Training & Education
• Initial Flow Control
Pillar : Initial flow control

Aim : Shorten the trial period for new product, design of new
equipment, and run-up time for stable launching of
products

Method:
•Set forth development and design targets
•Easy to manufacture, maintain and reliable equipment
•Study of LCC
•Review of design methodologies

Who : R & D / Production Engg Staff

Overview of Eight Pillars

• Autonomous Maintenance
• Planned Maintenance
• Focused Improvement
• Training & Education
• Initial Flow Control
• Quality Maintenance
Pillar : Quality Maintenance

Aim : Realise ‘Zero’ defects through observing the required

equipment maintenance
Method: Conformation to the standards for quality
characteristics and recognise the defect symptom and actual
defect record. Assure product quality, investigate the unit
process material and energy utilisation eqpt condition and
production methods. Investigation, analysis and kaizens for
fuguai conditions . Set forth 3 M conditions and inspection
reference values. Standardisation of the rules to be observed and
trend control
Who : Staff and cell leaders
Overview of Eight Pillars

• Autonomous Maintenance
• Planned Maintenance
• Focused Improvement
• Training & Education
• Initial Flow Control
• Quality Maintenance
• Safety
 Pillar : Safety

Aim : Attain and keep the Zero accident level

Create a healthy and clean working area
Method: Safety measures to protect the operators from equipment accidents
Make the operation safe
Improve the working environment - noise, dust
Measures to achieve environment protection.
Attention to the health and hygiene of the employees
Promotion of cheerful working environment.

Who : Managers & staff

 Aims of Safety hygiene management

Target = ‘Maintenance of peace of mind’

<Effects>
<Effects>
Degree of social effects
Degree of social effects
Safety and (large)
(Small)
hygiene Environmental
managemen management
t

<Range>
<Range>
Human being who do not have
Human being who have direct
direct interest in target object.
interest in target object.
( Near by residents, general users)
( Managers, employees)
Overview of Eight Pillars

• Autonomous Maintenance
• Planned Maintenance
• Focused Improvement
• Training & Education
• Initial Flow Control
• Quality Maintenance
• Safety
• Office TPM
Pillar : Office TPM

Aim : Realise Zero functional loss

Organise high efficiency loss
Render service and support function to the service
departments

Method: By 5 pillar activities

Who : Members of sales and administrative departments

 Five pillars of Office TPM

Pillar: Focused Improvement for improvement of work efficiency

Improvements and enhancement of functions
Streamlining work and shifting to office automation
Aim : Pursuit of functional values of work, based on the vision &
Mission of the department; realisation of a slimmer structure
by eliminating losses.
Contents :
Implementation based on the Vision & Mission of the dept.
1. Clarification of the target.
2. Extraction of problems, and grasping of related structure.
3. Improvement themes, and setting of the priority order.
4. Study of basic improvement plans.
5. Execution of Improvement.
 TPM General Master Plan
Kick off TPM Award

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q1 Q11 Q12 Q13

INTRO TRAINING 0
Self CRI. M/C -S1 CM–S3
CRI. M/C –S2
Mainten IMPORTANT M/C –S1 / 2 / 3
ance PILOT M/C
ALL M/C –S1 / 2 / 3
S4

DATA MGT.
TPM DATA MONITORING ON EACH LINE
Individual
Improve ANALYSIS OF B/DOWN & MINOR STOPS

ments IMPROVEMENT FOR CHANGE OVER

ANALY. CHRONIC LOSSES

BREAKDOWN ANALYSIS
Planned IMPROVE WEAK POINT PARTS
Mainten ESTABLISH PM STANDARDS
ance
PREDICTIVE MAINTENANCE
Understanding
Losses
 16 Major Losses
Which Obstruct Production
Efficiency
 Major Losses Obstructing
Manpower Efficiency

 3 Major Losses Obstructing Material

& Energy Utilization

 8 Major Losses Obstructing

Equipment Efficiency
 16 Major Losses -
Continued
5 Major Losses Obstructing Manpower Efficiency:

1. Management Loss
2. Operating Motion Loss
3. Line Organization Loss
4. Logistics Loss
5. Measurement &
Adjustment Loss
 16 Major Losses -
Continued
3 Major Losses Obstructing Material & Energy Utilization:

1. Energy Loss
2. Die, Tool, & Fixture Loss
3. Material Loss
 16 Major Losses -
Continued
8 Major Losses Obstructing Equipment Efficiency:

1. Equipment Failure Loss: Largest failure of all losses.

Two types:
a. Function-Stoppage:
Failure occurs unexpectedly
b. Function-Deterioration:
Decreases over time

2. Set-Up & Adjustment Loss

Set-Up: Losses due to changeover
Adjustment: Minor process adjustments
 16 Major Losses -
Continued
8 Major Losses Obstructing Equipment Efficiency:
3. Consumable Parts Change Loss: Weld tip, weld liners,
cutting bits

4. Start-Up Loss: Equipment warm-up

and stabilization

5. Minor Stoppage & Idling Loss: Losses we have a tendency

to “put up with”
- part hanging
- pushing re-set button
 16 Major Losses -
Continued
8 Major Losses Obstructing Equipment Efficiency:

6. Speed Loss: Slowing the equipment

down to produce good
quality

7. Defect & Rework Loss: Time and manpower lost

in both types

8. Shutdown Loss: Planned stoppage of

equipment
 Loss Structure During Production Activities (16 Major
Losses)
Operating Man-hours Working Hour
Excluding man-hours Scheduled
5 Major Losses Obstructing Manpower Efficiency

(Supported by other downtime

8 Major losses obstructing equipment efficiency

departments)
Loading Man-hours Loading Time 8. Shutdown loss

1. Equipment
9. Management loss Operating Time Failure loss
Net Operational Man- Clearing
checking
10. Operating motions loss
hours Down 2. Set-up and
time adjustment loss Awaiting
Production Effective Net Operating Time instruction
Man-hour Man-hours 3. Cutting blade
and Jig change Awaiting
Valued Man- Valued Operating Performance loss materials
11. Line organization loss
loss
hours (Man-hours Time 4. Start-up loss Awaiting
for turnout) personnel
12. Logistics loss Other downtime loss distributio
n
Defects in man- 5. Minor stoppage
Defects quality Quality
hour loss loss idling loss confirmatio
Line
organization n
man-hour loss 6. Speed loss (Adjustment
13. Measurement and of
7. Defects and measurement
adjustment loss )
rework loss
Input materials
Input energy
(Number, weight)
Start-up loss
Effective No. of qualified Defects quality loss
Overload loss 14. Energy loss energy products Start-up loss
Temperature Weight of qualified Cutting loss 16. Yield loss
loss products
15. Die, tool & jig loss Losses in weight

Losses in overages
(Increased
commission)
Efficiency of material, die, jig, tool and energy requirement per product unit
.... 3 Major losses obstructing efficiency of material, Die,
Jig & energy requirement per product unit
 Relationship between Six Major Losses on Equipment and Overall Equipment
Effectiveness
Equipment Six Major Losses Calculation of overall equipment effectiveness
Availability
Loading time - Downtime
Loading time = x 100
Equipment Loading Time
1
failure (e.g.) : Availability
Down time
460 mins. X 60 mins.
losses Setup and = x 100 = 87%
Operating time 2 460 mins.
adjustment
Performance efficiency
Idling and
3 Theoretical cycle time x processed amount
Net minor stoppage = x
Speed
losses

operating Operating Time 100

time Reduced (e.g.) : Performance efficiency
4
speed 0.5 mins./unit x 400 unitsx 100 = 50%
=
400 mins.
Defects in
Detect losses

Valuable 5
process Rate of quality products
operating Processed amount - defect amount
time Reduced = x 100 =
6 Processed amount 100
yield
(e.g.) : Rate of quality products

400 units - 8 units x 100 = 98

=
400 units %

Overall equipment effectiveness = Availability x Performance efficiency x Rate of quality products

(e.g.) 0.87 x 0.57 x 0.98 x 100 = 42.6%
 Relationship between Six Major Losses on Equipment and Overall
Equipment Effectiveness in Anand
Equipment Six Major Losses Calculation of overall equipment effectiveness
Availability
9. Management loss Loading time - Downtime
Loading time = x 100
Equipment Loading Time
1
failure (e.g.) : Availability
460 mins. X 60 mins.
Down time

Setup and = x 100 = 87%

losses

Operating time 2 460 mins.

adjustment
Performance efficiency
Idling and
3 Theoretical cycle time x processed amount
Net minor stoppage = x100
Speed
losses

operating Operating Time

time Reduced
4 (e.g.) : Performance efficiency
speed 0.5 mins./unit x 400 units
= x 100 = 50%
400 mins.
Defects in
Detect losses

Valuable 5
process Rate of quality products
operating Processed amount - defect amount
time Reduced = x 100 =
6 Processed amount
yield
(e.g.) : Rate of quality products
400 units - 8 units x 100 = 98
=
400 units %

Overall equipment effectiveness = Availability x Performance efficiency x Rate of quality products

(e.g.) 0.87 x 0.57 x 0.98 x 100 = 42.6%
FOR OEE
Loading time - Downtime
Availability = x 100
Loading Time

Performance Processed amount

= x 100
efficiency Operating Time/ Theoretical cycle time(@
(100% Eff & without Occ Time )

Rate of quality Processed amount - defect amount

= x 100
products Processed amount
Overall Equipment Effectiveness =

AxPxQ

Processed amount - defect amount

Loading Time/ Theoretical cycle time (@ 100% eff

& without Occ Time )
"Kaizen" Goals For 7 Major Losses
Loss category Goal Measure
Failure Zero Understand as one's own problems.
Zero for all equipment and facilities Learn equipment and part mechanisms.
Learn how to pursue causes.
Study corrective maintenance and predictive maintenance.
Setup Minimize. Review and standardize work.
Shortest possible time. Common use of jigs and tools.
Single-step setup. One-touch operation.
Minimize.
Reduce changes by extending cutting blade life Pursue machining theories.
Cutting blade
Zero.
and jig change
Adjustment to produce non-defectives right from Pre-setting.
beginning, without trial maching.
Start-up Minimize. Study impacts of thermal displacement.
Reduce to zero or to ppm. Pursue fluctuation factors for various process conditions.
Minor stoppage Zero Determine quantitatively.
Zero with all equipment and facilities. Identify and eliminate minor defects.
Speed Zero Restudy cycle graphs.
Reduce difference with design specification to zero Review machining conditions.
Pursue theoretical machining speed Study rigidity of equipment and jigs.
Defect and Zero Utilize PM analyze.
rework Reduce range to zero or to PPM Clarify standards and review criteria.
 TPM
Measurements:
* Downtime * # Of Equipment Failures
-- Planned
-- Unplanned * Minor Stoppages

* Changeover Time * Maintenance Costs

* Equipment Check Time * Accidents

* Clean-up Time * Defect Rate

 Measurement
Details
Downtime:
-- Planned Scheduled
production stoppage

-- Unplanned Production stoppage

due to equipment
failure
 Measurement Details

Unplanned Downtime:

--This category of downtime is made

up of the 8 Major Losses Which

Obstruct Equipment Efficiency.

 Measurement Details

Planned Downtime:

--This category is made up of

scheduled production stoppages.
 Measurement
Details
Changeover Time:
-- Time period from last good piece
produced to the first good piece
produced on the new part number
safely.
 Measurement
Details
Equipment Check Time:
-- The amount of time required to
perform daily checks on the
equipment. This time is from when
the checks begin until all checks are
complete on the cell
 Measurement
Details
Clean-up Time:
-- The amount of time required to
perform daily clean-up of the
equipment and surrounding area
 Measurement
Details

# Of Equipment Failures:

-- Total number of equipment failures

on a cell during the shift
 Measurement
Details

Minor Stoppages:

-- Number of equipment minor

stoppages during the shift
 Measurement
Details
Maintenance Costs:
-- Associated costs for maintaining the
equipment on a line. These costs
include all replacement parts cost and
the labor required to replace the parts.
Also included in these costs are the
cleaning supplies to maintain the
equipment
 Measurement
Details
Accidents:
Number of accidents on a
--
cell . . . . . . lost time and not
lost time
 Measurement
Details
Defect Rate:

-- Defects generated by process

Floor Exercise 0
 Work in small teams.
 Develop an Activity Board (Appendix Pg
118,119) for your team.
 For the process chosen, develop a Man-
Machine Chart (Appendix Pg 27)
 Identify the wastes seen on the shop floor.
 Measure the extent of waste in each of the 16
categories.
 Fill in the form (Appendix Pg 30 / 31) and
report out on the Activity Board.
 Calculate and report on the OEE for the
process observed
Autonomous
Maintenance
 What Is
Operator Autonomous Maintenance?

Activities where each operator

performs timely inspection,
lubrication, consumable parts
replacement, repair,
troubleshooting, accuracy checks,
etc. . . . . on their own equipment.
What Is The Goal Of Operator
Autonomous Maintenance?
Keeping one's own
equipment in good
condition by oneself.
 TPM Roles Of

Establish Keep Prevent Improve

Improve
Basic Operation Machine Weak
Skill
Conditions Conditions From Points In
Deteriorating Design

Operators Maintenance

Management
Activities Performed By The Operators

 Prevent Deterioration
 Measure Deterioration
 Restore Deterioration
Activities Of The Maintenance Group

 Measure Deterioration
 Restore Deterioration
 Provide Guidance To Operators
Maintenance Group Support To Operators
In Steps 1 Thru 3
1. Training & Guidance In Equipment
Structures & Functions
2. Guidance On Lubrication Items
3. Assistance In Locating Sources Of
Contamination
4. Improvement To Hard-To-Access Areas
5. Quick Response To Operator Requests
 PRELIMINARY STEP 0

Before starting the step method, the

following should be done.

 Consider safety education about the equipment

 Revisit the Loss Elimination exercise
 STEP 1: Initial Clean-Up
Cleaning Is Inspection:
 Take pictures to show “Before Conditions”
 Safety first
 Thoroughly clean dirt accumulated over years
 Open covers and guards to clean inside
 Also clean the environment around the equipment
 Cleaning becomes a normal part of the operator
responsibility
Using TPM Problem Tags:
 STEP 1: Initial Clean-Up - continued
TPM

Cleaningis Inspection:
Using TPM Problem Tags:
 Tags to be filled out by all operators
 Attach tags to problem location
 Each problem requires its own tag
 BLUE TAG -- Operator responsible to repair
 RED TAG -- Maintenance group responsible for
repairs
 TPM
Autonomous Maintenance TPM
Autonomous Maintenance
Step. No. 12 3 4 5 Step. No. 12 3 4 5
Problem Found Here Problem Found Here
Equipment: Equipment:
Asset
: No.: Asset
: No.:
Date Found: Date Found:
Found By: Found By:
Description of Problem: Description of Problem:

REMOVE THIS SHEET AFTER ATTACHING

ATTACH THIS SHEET TO EQUIPMENT
TAG AND USE IT AS COPY
Page 1 Page 2

Date
Repaired:

Repair
Made By:

Description of Repair:

RETURN THIS TAG TO THE ORIGINATOR

Page 3
 Tag History
Upon completion of the repair, log or file tags for
future reference. Keep the information at the cell.
Red tag history highlights:
Recurring problems
Repair history
Maintenance response
Blue tag history highlights:
Operator repairs and minor
stoppages
Recurring problems that need to
be red tagged
 Floor Exercise 1
Initial Clean-up
 Participants will go to the designated cell
Facilitators will assign participants to a specific
piece of equipment or area
 Evaluate the condition of the Machine / cell using
Appendix Pg 66.
 Using the proper cleaning material and TPM tags
the participants will clean the equipment and tag
all problems.
 Upon Completion Of The Initial Clean-Up:
a.Collect All Copies Of TPM Tags

b.Take the Tags to the Training Room and Discuss the Tags
and Problem Areas.
 Floor Exercise 1 Contd.
Initial Clean-up
 Using the diagnosis sheet Appendix Pg 131,
evaluate the Step 1 Initial Clean-up done by one of
the other teams as indicated by the
facilitator.Hand over your diagnosis sheet to the
concerned team.
 Report out on your Activity Board:
 F-Tag analysis (Appendix Pg 130, 127)
 Own diagnosis sheet vs. Other team’s diagnosis
 Create a One Point Lesson (OPL) for any learning that
you have encountered during the Floor Exercise. (At
least one OPL per Team Member). Refer Appendix Pg
125 for OPL format.
Things to Look for During
Floor Exercise 1
 Looseness
 Breakage, Deformation, Crack
 Wear & Tear
 Play, Slack
 Misalignment
 Poor soldering
 Poor wiring
 Rust
 Contamination
 Oil leaks
 Unwanted parts
Step 2

Counter Measures for Hard-to-Access

& Source of Contamination
 Countermeasures For Hard-To-
Access & Source of Contamination

 Countermeasures For Hard-to-Access

Areas
 1. Relocate for better access
 2. Plexi-glass covers
 3. Windows or guards
 4. Fill unused or unnecessary
holes/grooves

 Note: Always use approved and permanent

countermeasures.
 Countermeasures For Hard-To-
Access & Source of
Contamination - continued
 Eliminate Sources That Make The Equipment
Dirty.
 1. Repair or tag leaks
 2. Create ways to remove slag, shavings etc.
 3. Use filters where necessary
 4. Check for exhaust fan possibilities
 5. If the source can not be eliminated, contain
the
 source until it can be eliminated
Note: Always use approved and permanent
countermeasures.
Steps In Preparing A Temporary Guard
Observe Line

Think Of A Way To Control

The Source Of
Contamination

Make A Model Using

Corrugated Cardboard
3
2
Try 1
Improvement
Fabricate Temporary Device
Using Galvanized Steel Or
Other Material

Produce Final Device

Suggest As
Standardization And
Future Design Information
 Hard-To-Access & Source Of Contamination Areas
Equipment Asset Page
No.:____________________
Name:____________________ No.:____________________

Type Description Item Completion

Counter- Who Who
Of
Cleaning, measure Found Responsible
HTA SOC Problem Lubrication,
Inspection Target Actual
Floor Exercise 2
 Create maps of the Machine / Cell assigned for the
Difficult to Access area and Source of contamination
using Appendix Pg 99 & 100.
 Use format Appendix Pg 129 individually for
identifying the step 2 problems. Use Why-Why Sheet
(Appendix Pg 101) to work out the improvements.
 Consolidate data and Report out using Appendix Pg
89.
 Using Diagnostic Sheet (Appendix Pg 132) evaluate
the performance of the other team. Hand over your
assessment to that team.
 On your Activity Board, list out:
 Your maps, improvements, Know-Why Analysis
 Performance diagnosis by the other team
 OPL for any learning (One per Team Member)
Step 3

Prepare Temporary Standards

 Prepare Temporary Standards

This step is to enhance the equipment

reliability & maintainability.
 Prepare Temporary Standards
- continued

 Temporary Check Sheet For Clean-Up &

Lubrication Standards:
 What items need to be done
 Who will perform the check
 Where the location is to be checked
 What to use for the inspection or cleaning
 Target time to complete the task
 Prepare Temporary Standards
- continued

 Gauges should be marked for high and

low operating ranges

 Points of lubrication should be marked

and color coded for quick, accurate
identification
Temporary Standard Check Sheet (Inspection, Cleaning, Lubrication)
Sketch Line Machine Effective Period Team Leader Supervisor Unit Manager
Year
Month
What To Do & How Target
Zone No. Description I.C.L. Items Used Often Who Time

A B C D E F G H I
Floor Exercise 3
 Use formats Appendix Pg 83,84,85 to work
out the cleaning, lubrication & tightening
standards.
 Firm-up the standards using Appendix Pg 108
– 111.
 Use diagnostic sheet Appendix Pg 133 to
evaluate the standards set by the other team
and handover your evaluation to that team.
 Report out on your Activity Board.
Implementation
&
Certification
 Program

Outline
Management Will Receive The Initial
Training Of Each Class
 Upon AMPS Certification, The Work Team
Will Begin TPM
 Unit Management Will Assist In The Training
 Audit of Each Step Upon Completion
 Support Classes on Machine Elements will
be Taught to Operators. TPM Outline
Key Points For Success
In Implementation

 Cooperation Between All Departments

 Maintenance understanding and support
 Led By Work Teams
 Operator Input and Decision on Check
Sheet Items
 TPM Activities Become Part Of The Daily
Routine
 Key Points For Success
In Implementation (Continued)
 Transmission Of Education
 One Point Lesson Sheet
 Standardization
 Activities Board:
Timing Chart One Point Lessons
# Of Equipment Failures Defect Rate
# Of Minor Stoppages Current Step In Progress
Changeover Time Problem Tag Data
"Before" & "After" Pictures Downtime Data
Clean-up Time Equipment Check Time
Maintenance Costs Accidents
 Key Points For Success
In Implementation (Continued)

 Quick Repair
 TPM Meetings
 Step System
 Step Audit
 Promote Success Stories
 7 Step Development For
Operator Autonomous Maintenance
Step 1: Initial Clean-Up Stage 1
Step 2: Countermeasures For Hard- Upgrading The Basic
To-Access & Source Of Conditions Of The
Contamination Equipment
Step 3: Prepare Temporary Standards

Stage 2
Step 4: General Inspection Steps To Measure &
Step 5: Autonomous Inspection Prevent Deterioration

Stage 3
Step 6: Standardization Steps To Expand OAM &
Step 7: All-Out Autonomous Master The Maintenance
Management Skills
 TPM Implementation Steps 1, 2, & 3

8030
LINE:__________ Mazda Express
TEAM NAME____________

STEP MARCH APRIL MAY JUNE

6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26

3
 Autonomous Maintenance Audit

Upon completion of each step, the work teams will

request an audit of the step just completed.

This audit will allow managers to confirm whether

the Autonomous Activities are being followed to their
intent.
Autonomous Maintenance
7 Steps

T P M

Auto Mgt.
7
Standardization
6
Autonomous Inspection
5
General Inspection 4
Prepare Temporary Standards 3
Countermeasures for Hard-To-Access & Source Of
Contamination 2
Initial Clean-up
1
Focused Improvement
Effective Tools
 One Point Lesson
 To understand how the equipment works
 To learn the principle s of processing /

operation
 Data
 TrackingTPM indicators, Breakdown log &
actual broken parts & products
Effective Tools
 CAP-Do Cycle – Management Cycle
 Zero-focused Improvement Cycle

 TPM Project Summary

 Each project summarized to shre key
resolving process
Effective Tools
 5W 1H – Stratification of Problem
 To understand & state the problem
 Why-Why Analysis
 This
form can be organized to resolve the
process step-by-step
 P-M Analysis
 Logical Analysis for Chronic Problems
Improvement of Chronic Losses

•Single Cause
•Multiple Causes
Sporadic
Loss

Complex
Chronic Combination
Loss of Causes

Least Optimum Loss

Chronic Loss Background
•Minor Stoppage Loss
•Speed Loss
•Change-over Loss
Chronic Losses •Start-up Loss

Know that Chronic Losses have Occured Do not know Chronic Losses have Occured

Contermeasure Taken Counter Measure cannot be Taken Counter Measure not Taken

•Results poor •Ad-hoc Solutions •Scope of loss

•Improvement taken unclear because
•No fundamental unquantified
Abandoned
solutions
Chronic Loss Solution Approach

A A1
B A2 A1a
A1b
C

Apply P-M Analysis

•Not Priority based
A Improvements •Think Logical: list all possible factors
•Investigate all factors
•Correct all abnormalities
B Improvements

Balance Chronic Losses

Levels of Focused Improvement
Level Difficulty Urgency Control Types of
Area
Improvement
Steering Vendor Improvement
Committee
H H H

Manager & Manufacturing Area:

Team
M M M Speed Loss
Leader Change –Over Loss

Team Each Cell / Machine

Leader &
L L/M/ L Minor Stops
Associates H Eqpt. B/downs
Quality Defects
Focused Improvement Plan
Kick off

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13

AM STEP 1
AM STEP 2
AM STEP 3
AM STEP 4
PLANT LEVEL
DATA COLLECTION
REPEATED EQUIPMENT BREAKDOWN ANALYSIS & COUNTER MEASURE

DAILY DATA CAP-DO FOR MINOR STOPPAGES

TRACKING

CAP-DO FOR CHANGE OVER

BREAKDOWN LOG

CAP-DO FOR DEFECTS

 Why-Why Analysis
Where to Use?

Autonomous Maintenance Step 2

•Countermeasures for repeating defects
•Address return of foreign material

Planned Maintenance Step 1

•Understand present status of equipment
•Macro-analysis to identify weak points
•5W1H Analysis

Focused Improvement Process

•Step 4: Define project statements & projects
•Step 6: Analysis & Evaluation
 Why-Why Analysis
How to Use It?

State & Understand the Problem

Identify the Phenomenon using 5W1H

•Gemba – Gembetsu
•Do not Assume

Analyze Using Why-Why

Track & Measure the Results

5W 1H Stratification
What?
What thing or Product did you see the problem on?

When?
What did the problem occur?

Where?
Where did you see the problem?
Where on the material did you see the problem?
5W 1H Stratification
Who?
Is problem related to skill?
(Skill Independent / Dependent?)

Which?
Which Trend did you see in the problem?
Is the Trend random or is there a pattern?

How?
How is the state changed from normal?
Exercise A: 5W 1H
For the problem described below and the phenomenon
detailed, work out the 5W 1H scenario for both phenomenon
separately.

Problem: Burnt-out light bulb in Overhead Projector

Phenomenon 1: When turned on, 5 times in 6 months, filament

edge, sudden, repeated, burn-out

Phenomenon 2: While running, four times in a year, filament

centre, gradually, brown-out
 Sheet 1 / 2
Exercise B: Why-Why
Analysis
For the problem and phenomenon described in Exercise 1
(reproduced below), carry out a Why-Why analysis.

Problem: Burnt-out light bulb in Overhead Projector

Phenomenon 1: When turned on, 5 times in 6 months, filament

edge, sudden, repeated, burn-out

Phenomenon 2: While running, four times in a year, filament

centre, gradually, brown-out
 Sheet 2 / 2
Exercise B: Why-Why Analysis
Why? Answer Action
(Observation)
 CAP-Do Cycle
•Principle of the Process
•Horz. Expansion •Optimal Conditions
•OPL •5W1H Phenomenon
•Before Vs. After Check
Data

Do Analyze

•5 Why Analysis
Plan •P-M Analysis
Who By
When •QA Matrix
Action 1 Op •Motion Economy Pples
Action2 Maint
•FTA / FMEA
•Poka yoke
Floor Exercise 4
 Work in Small Teams
 Identify a problem on the shop floor that
needs analysis
 Create an Activity Board for this problem
using the CAP – Do Cycle
 Check = Capture Data, Stratify Data
 Analyze = 5 Why Analysis
 Plan = Project Timelines
 Do = Countermeasures
 You have 2 hours for this exercise
 Eliminating Breakdown Losses
- Five counter-measures
Inadequate Basic Condition

Leaving Lack Of Skills

Deterioration
Un-repaired

Non-observance of Design Shortcomings

Usage Conditions

Inadequate Basic Condition Clean / Tighten / Oil / Standards

Lack of Skills Operational Errors ; Repair Errors
Design Shortcomings Strength Improvements; Movement
Stress; Capacity; Corrosion resistance
Non-observance of Usage Limit Values, Standardization of
conditions operation methods, Dust / Water proof
Leaving deterioration Un- Discovery & Prediction of Deterioration;
repaired Setting of repair methods
Focused Improvement :
Focus Areas

 Minimize Breakdown Losses

 Eliminate Minor Stoppage Loss
 Eliminate Change-over Loss
 Minimize Set-up Loss
Four Phases for Zero Failures
Phase Description

1 Reducing Dispersion of
Failure Intervals (MTBF)
2 Extending Inherent Service
Life
3 Restoration by Correcting
Deterioration regularly
4 Predicting the Service Life
Eliminate Minor Stoppage Loss
 Observe phenomenon
 Stages of Minor Stoppage
 Cleaning & Restore
 Action for Root cause
 Take actions for complex combination of
causes
 Change Variable factors into Fixed factors

 Optimizing (SPC Approach)

 Four Stages of
Zero Minor Stoppages
Stage

Weak-Point Fixed
4
Part Factors

Physical P-M Dynamic

Principle Analysis Measurement 3

5 Why Visual
5W 1H CAP-Do
Analysis Control 2
One Point
Cleaning F-Tag
Lesson
Restoration AM Standard 1
Eliminate Changeover Loss
 Change Internal to External
 Classify avoidable and unavoidable
operations
 Use ‘SEND’
 Simultaneous operations
 Ease of operations
 Number of Operations - eliminate
 Distance of Operations – eliminate
 One shot set-up with acceptable quality
Exercise C
 View the Video on Change-over.
 Using the Steps given at Appendix Pg
40 , analyze and suggest improvements.
Planned Maintenance
Planned Maintenance
Planned Maintenance

Preventive Maintenance Equipment Control, Repair before Breakdown

Time Based Maintenance, Conducting Repair & Replacement

Periodic Maintenance as per appropriate cycles set

Condition Based Maintenance, Inspecting Equipment

Predictive Maintenance conditions using Diagnostic Measurement Tools
Inspection & Repair, Equipment is regularly disassembled or
Overhaul inspected

Breakdown Maintenance Carrying out repair after the occurrence of breakdown

Improve Equipment from the view point of reliability,

Corrective Maintenance maintainability & cost

Maintenance information in existing equipment which can

Maintenance Prevention feedback New Equipment to prevent same problems
Four Phase Approach to Zero Breakdown

Phase Theme Major Activities

1 Reduction in Variation of Handling latent defects
Breakdown frequency Establish basic conditions

2 Extension of life span Improve design weak points

Eliminate incidental failures
Restore external deterioration

3 Establish Time Based Time Based restoration of

Maintenance deterioration
Detection of sign of abnormality
inside equipment through senses
4 Prediction of failures Prediction of services life through
equipment diagnosis technique
Technological analysis of
catastrophic failure
Seven Step Activities for Planned Maintenance
Phase Theme Step PM
1 Reduction in Variation of 1 Basic Condition Vs
Breakdown frequency Present state
2 Improve Present
state to Basic state
Preparation of PM
3
standards
2 Extension of life span 4 Extension of service
life

3 Establish Time Based 5 Improve Inspection &

Maintenance Maintenance efficiency

4 Prediction of failures 6 Overall equipment

diagnosis
7 Use of equipment to
limits
 Productive Maintenance
Productiv e Main tenance

Main tenance Activ it ie s Improvement Activ itie s

Preventiv e Main tenance Normal Operatio n

Improvement Main tenance Main tenance Preventio n
Daily Main tenance Tim e Based Main tenance

Predic tiv e Main tenance

Maintenance Operators

Breakdown Main tenance Machine Operators

Joint Responsibility
Training & Education
Skill Development
Floor Exercise 5
 Using formats Appendix Pg 148 -150,
collect and analyze data regarding
Machine failure, Process capability and
Machine repair for the machines
assigned.
 Report out on the Activity Board.
Who Does This Pillar Affect &
How?
SPC, 5 Senses, Why-Why Analysis, Quick
Change-over, Basics of : Hydraulics, Pneumatics,
Drive Systems, Electricals

Operator

P-M analysis, Predictive Maintenance Methods,

Advanced troubleshooting, Motion Economy,
FMEA, Maintenance Prevention

Technical

Conflict Resolution, Loss Analysis, Office, 5S

Techniques, Lean Manufacturing, Document
Control, Visual Management, Why-Why

Managers
Training & Education Plan
Kick off

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13

AM STEP 1
AM STEP 2

TPM Leader 1 AM STEP 3

AM STEP 4
TPM Leader 2

TPM Leader 3
Pillar Champs / S-Commtt 1

Pillar Champs / S- Commtt 2

Associates – AM 1/2/3

Associates – AM 4/5/6
Model M/C
Key Pillar Training Points
Preparation Expansion Implementation
AM Awareness Deep Clean & F- SOCS & Hard –to-
Tags Reach
PM Maintenance Log Breakdown Corrective
Analysis Maintenance
FI Data Collection CAP-Do Cycle & CAP-Do Cycle & P- M
& Loss Structure 5-Why Analysis Analysis
EEM (Breakdown Log) M-P Information Launch Cost
Design Review
QM Data Collection Improvement Maintaining

S&E Zero Energy F-Tags & Do- 5-Why Analysis

State, Lock-out Don’t sheet
Tag-out
O/TPM 5S & Layout Administrative Supply Chain Cost
Cost
 Six step implementation for operation and
maintenance skill development

Step 1 : Setting of principles and priority measures based on

conformation of the present status of training
Step 2 : Establishment of a training system for operation and
maintenance skill development.
Step 3 : Execution of operation and maintenance skill
management
Step 4 : Establishment and evolution of a system for developing
and nurturing capabilities
Step 5 : Creation of the self enlightening environment
Step 6 : Activity evaluation and study of future activity method
TPM T&E Features
 Layer-by-Layer Training Program
 Cascade & Peer-to-Peer Training
 Skill Evaluation & OJT
 Indicator Monitoring (Data Analysis)
 General Inspection Training
(Maintenance Skill Transfer)
Maintenance Skill Transfer Plan
AM Step 1-3 Step 4 Step 5 Step
Cleaning Replacement Routine
PM (AM for Maintenance
Tightening
Support) Lubrication
consumables by AM
standards
5Senses Inspection (TBM)
Checking Lubrication
Lubrication
Leak check Replace Replace
Seal
Checking Replace Replace
Filter
Data Tracks Control Prevention
Adjustment
Time Reduction Time Variation Right First
Change Reduction Setup
Over