TOTAL PRODUCTIVE MAINTENANCE

Presented by Anchal Rai, Dhruv Sharma, Nitish Kumar and Pratik Gupta DFT-7 Batch 2010-14

Function Loss (Sporadic)

Design Deficiency

Disregard for basic needs Lack of skill or knowledg e of operator

Function Reduction (Chronic)

Breakdown Maintenance

Planned

Unplanned

TPM as a Lean Initiative

OVERVIEW

A company-wide system developed to maintain, monitor, and improve all capital assets of a company. For production it is a system that maximizes equipment effectiveness and maintains product flow.

Customer service IMPACT Maintenance costs

Production costs
Effectiveness of manufacturing cells or flow lines

Competitive costs require Spending control Defect control Downtime reduction

TPM = Total Productive Maintenance Proactive (with all employees involved) Preventive Predictive Planned

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

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

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

7 WASTES

Transportation Excess production Added processes Motion Waiting Inventory Non-conformance (defectives)

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

THE WAY

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

THE WAY

1. 5S/Visual Factory

TPM starts with 5S

You cant see problems clearly when the workplace is in disarray

Visual Factory
Downtime Visual Controls

2. Downtime Database

Categorize at a minimum by Equipment, Tooling, C/O, Other Segmented bar graph for E-T-O lost time

Downtime Tracking

THE WAY

3. Preventive Maintenance System

History of downtime a. Downtime measurement & tracking b. Mean Time Between Failures c. Average downtime d. Cause and effect analysis e. Cost to maintain Develop Preventive Maintenance schedules based on frequency of failure and magnitude of average lost time
4. First point of early warning and detection

One point lessons for operator awareness o Creates OMP (Operator - Maintenance Partnership)

Operator performs checks, problem solving and improvements

THE WAY

5. Professional Maintenance

Equip Safety

Skill building
Cross-training Maintenance Management System Down alarms

THE WAY

5. Professional Maintenance

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

OVERALL EQUIPMENT EFFECTIVENESS

The Six Big Equipment Losses

1. 2. 3.

Breakdowns Setups and adjustment Idling and minor stoppages

4.
5. 6.

Speed
Quality defects and rework Start-up (loss of yield)

QUANTIFICATION

Overall equipment effectiveness = Availability x Performance rate x Quality rate (OEE)

Breakdown Setup and adjustment Others

Idling & minor stoppages Reduced speed

Quality defects & rework Start-up yield

QUANTIFICATION

Operation time (Scheduled time available Downtime) Availability = ______________________________________________ x 100 Scheduled time available

processed amount x ideal cycle time Performance rate = _____________________________ Operation time

Quality rate =

Amount good / amount produced

SHIFT IN ATTITUDES

Operator

Maintenance

Operator

Maintenance

I use

I maintain & I fix

We maintain

Conventional

TPM

THANK YOU! QUESTION AND COMMENTS INVITED.