The Lean Enterprise

Introduction to TPM – Total Productive Maintenance

Lean Foundations
Continuous Improvement Training
Learning Objectives

 Learn the basic philosophy of TPM

 Explain OEE and how it contributes to a TPM

project, explore OEE components; define and
calculate OEE

 List 6 major components of equipment loss

 Review and adopt the 7 steps to Autonomous

Maintenance

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TPM – The Need

 Process Industry relies heavily on equipment

that is integrated and runs continuously

 When down, losses are costly

 With lower inventories, machines need to be

reliable

 Machining and Assembly industries becoming

more mechanized to save manpower and do
difficult jobs
– More machines to maintain
– Need to save energy

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TPM – The Philosophy
 TPM aims at using equipment to its maximum
and aids in reducing Life Cycle Costs (LCC)
In other words - going all out to eliminate the
Losses (Waste) caused by the equipment

 TPM improves work activities that deal with

Equipment Set-up, Operating parameters,
Maintenance, Tear down, Repairs and
Breakdowns

 It specifically aims at the complete elimination

of the ‘six major losses’ while striving for a
goal of zero unscheduled downtime

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TPM - The Six Major Losses (Waste)

 Downtime Losses
– (1) Equipment failures
– (2) Set-up and adjustments

 Speed Losses
– (3) Idling and minor stoppages
– (4) Reduced speed (actual operating
vs. designed)
 Defect Losses
– (5) Defects in process
– (6) Reduced yield between start of
production and stable production
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OEE Formulas
Loss Measure Formula Metric
1. Unexpected Availability Load – Down Time x 100%
Eq. Breakdown
=
Load Time
2. Set-up &
adjustments
] example: 460 min – 60 min = 87%
460
The Theoretical Cycle
3. Idling and Efficiency
minor stoppages
= Time x Processed Qty
x 100%

4. Reduced
speed
] example:
Operating Time
0.5/ unit x 400 units = 50%
400 minutes

5. Defects in Ratio of Quality Processed Amount –

Process
6. Reduced Yield
] Products =
Amount of Defects
Processed Amount
x 100%

400 – 8 = 98%
example:
400
Overall Equip.
.87 x .50 xfreeleansite.com
.98 = 46.2 %
Effectiveness:
OEE Pareto Analysis by Loss Category
Overall
Equipment
Effectiveness
OEE Loss Effects.

120
Loss
100 1&2
% time available

80 Loss
3&4 Loss
60 5&6

46.2 % OEE
40

20

24/ 7 scheduled time Availibility Performance (Eff)

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Yield (Quality)
TPM attacks 6 major “Losses” plus
Elimination of other Wastes (Mura, Muri, Muda)
 Operator Time Losses
– Manpower losses due to operation time being
done more slowly than standard time (Cycle
Time > Standard Time)

 Material Losses
– Losses in yield due to ‘inherent waste’ (cut-off
stock, set-up pieces, prototype, etc)
– Energy losses such as electricity, gas, and
water when machinery is not doing value-
added work
– Idling losses due to inadequate sensors and
product buildup on conveyors and chutes
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Best Practices
World-Class Goals (A TPM “Vision”)

Before After
Availability 87% > 90%
Performance Efficiency 50% > 95%
Ratio of Quality (Yield) 98% > 99%
Overall Eq. Effectiveness 42.6% > 85%

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TPM – Operational Goals (Qualitative)

 Increase number of suggestions

 Improve level of teamwork of shop floor
 Improve cross-functional teamwork
 Establish maintenance throughout the total
equipment life cycle
 People maintain their own equipment
 Machines available for just-in-time (JIT)
application
 Improve machine availability
 Improve working environment (6S)
 Improve Corporate culture and image
 Improve Business performance
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TPM – Operational Goals (Quantitative)

 Cost Reductions
– Actual and to be reduced
– Energy savings
– Maintenance

 Equipment Efficiencies
– Zero failures (ultimate goal)
– MTBF (mean time between failures)
– MTTR (mean time between repairs)
– Idle Time

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TPM – Operational Goals, cont.
(Quantitative)
 Safety
– Zero accidents

 Quality
– Zero failures
– Zero complaints

 Education
– Hours of training/ number of sessions
– Number of KAIZEN projects
– Number of Suggestions

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TPM – Definition of ‘Total’

 Total Effectiveness
– Reduction in losses of all equipment to optimize its
effectiveness and improve costs
 Total Maintenance
– Involves the whole maintenance system inclusive of
equipment manufacturer, equipment engineering, and
equipment user to improve maintainability
 Total Participation
– Everyone has a role to make TPM work
– Management to set policy
– Middle management, staff to support and lead
– Maintenance to maintain and train
– Operators to take on new maintenance challenges

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TPM – Role of Maintenance Function

 Provides technical support for autonomous

maintenance done by operators

 Restores deteriorated equipment through checks,

inspections, and overhauls

 Identifies Design weaknesses and improves the

equipment to error-free function (via poka-yoke)

 Improves technical maintenance skills for checks,

inspections, and overhauls

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TPM – Role of Operator Function

 Maintains basic condition (cleaning and lubrication)

 Maintains proper condition and standards for

equipment usage

 Partially restores deterioration

 Basic skill levels in:

– Changeover and set-up
– Reduction of minor stoppages and adjustments

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TPM – Autonomous Maintenance

Definition:

 Operations maintains its own equipment

 Utilize 7-step plan*

(*Source: Japan Institute of Plant Maintenance)

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7 Steps to Autonomous Maintenance

Step 1 – Initial clean-up (External)

 “Kick-off” program
 Closely aligned with 6S (5S + 1)
 Management and Staff show commitment
 Clean, Sand and Paint
 Identify sources of defects:
– Gauge hidden
– Limit switch buried in debris
– Crack in Housing

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7 Steps to Autonomous Maintenance
Step 2 – Stop sources of defects (External)

• Ask ‘why ?’ five times

• Replace parts with cracks
• Replace worn seals
• Teach Operators how to modify equipment
• Conduct Set-up Workshops; Practice Set-ups
• Modify Equipment for easier checking and to
eliminate sources for debris and
contamination
– Guards
– Chip removal
– Acrylic covers to see V - belts and moving parts

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7 Steps to Autonomous Maintenance

Step 3 – Standards Formulation

 Standards for clean-up and checking

– What equipment should be cleaned and checked?
– What points should be checked?
– Who should check?
– What check sheet should be used?
– How to react to changes.

 Standards are to capture what has been learned

in steps 1 and 2

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7 Steps to Autonomous Maintenance
Step 4 – Overall Checkup (Internal)

 Leaders (1st line Supervisors) trained

– Hydraulics
– Air Pressure
– Electrical/ Electronics
– Lubrication
– Mechanical

 One point lessons developed (Visual Management)

 Team up Engineers, Maintenance, and Operators
– Tear down equipment
– Analyze defects
– Present findings
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7 Steps to Autonomous Maintenance

Step 5 – Autonomous Checkup

 Develop Standards for routine internal checkup

– Hydraulics
– Air Pressure
– Electrical/ Electronics
– Lubrication
– Mechanical

 Operator executes routine checks

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7 Steps to Autonomous Maintenance

Step 6 – Orderliness and Tidiness

 Improve on Supplier Activity

– Spare parts supply partners
– Spare parts stores
– Spare parts inventory
 Improve on Tool Activity
– Tool Crib orderliness
– Tools frequently used at work station
(refer to Visual Management/ Visual Control)

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7 Steps to Autonomous Maintenance
Step 7 – “All out” Autonomous Management
 Process never ends
– Metrics
– Audits

 Each process post Result* (actual) against Goal (target)

– Zero lost time accidents
– Zero Defects
– Zero Breakdowns
– Zero set-up time or at least < 10 minutes
• Practice Quick Changeovers/ SMED (see separate module)

* Utilize Accountability Meetings (see separate module)

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TPM – Kaizen and Reliability Maintenance

KAIZEN (see separate module)

 SWAT Team approach to major problems
(Focus improvement effort around 6 big Losses)
 Reduction in Changeover/ Set-up time

RELIABILITY
 Driven by Pareto Analysis to prioritize
 Data based
 Reduction in MTTR
 Increase in MTBF

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Reliability Maintenance
 Meantime to Failure (Goal is to maximize)
– Machine Breakdown
– Tool Breakdown
– Part Failure

 Meantime to Repair (Goal is to minimize)

– Diagnose problem
– Correct problem
– Set up Machine to make good parts
– Spare parts control

 Analyze using Statistical Tools

– Reliability Measures
– Problem Solving Tools
– Vibration Analysis Tools
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TPM - Reliability Kaizen Examples
1) Tool cutting Tip (Nissan Motors) Life Cycle = 45
pieces
KAIZEN #1 – Vibrational analysis to optimize rotational
speed. Life cycle = 132 pieces.
KAIZEN #2 – Analysis of wear pattern to optimize tool
geometry. Life cycle = 305 pieces.

2) Tool cutting (Toyota Motors) Tool expensive and

takes long time to set up
KAIZEN #1 – Reduced set-up time from 15 minutes to less
than 10 seconds.
KAIZEN #2 – Studied correlation between life of tool and
number of cuts between sharpening – increase life of tool
five-fold.
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Planned Maintenance Best Practices
 Maintenance department primarily responsible
 Re-adjustment of Machines to bring back to
original state
 Feedback information to Maintenance Prevention
Group
 Collection of Reliability Data
– MTBF
– MTTR
– Finding and coping with chronic defects
– Machine accuracy control (calibration)
– Schedule boards (Visual Management)
– Control of
• Spare Parts
• Lubrication
• Vibrational Analysis
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Maintenance Prevention Best Practices
 New equipment design integrated w/ New Product
Introduction (NPI) efforts
 Input from Reliability Maintenance
 Input from Preventative Maintenance
 Input from KAIZEN activities
 Life Cycle Costing
 Design reviews (Operators, Supervisors, Engineers)
 Assembly at Supplier
 Final Inspection at Supplier
 Maintenance and Operations Manual preparation
 Safety Issues visible, aware and worked
 Preventative Maintenance Schedule posted,
adhered to
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TPM – Summary

 Total Productive Maintenance is about:

– improved equipment performance
– increased equipment availability
– increased equipment FPY (first pass
yield) or also called FTT (first time through)
– reduced emergency downtime
– increased return on investment
– increased employee skill levels
– increased employee empowerment

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TPM – Breakout Activity
With a small group,
With regard to Maintenance - Decide at least 3
new improvements to put into place in your
area.

Decide at least 3 new measures/ metrics to

adopt to sustain your Maintenance activities.

Present your plan to Supervision.

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 The Lean Enterprise
Introduction to TPM – Total Productive Maintenance

Lean Foundations
Continuous Improvement Training