TPM

1. TPM Dr. Mohamed Ben Daya Professor of Industrial Engineering & Operations Research

2. First SessionIntroduction • Introduction to TPM • What is TPM? • Equipment: the Focus of TPM

3. Second SessionComponents of TPM • TPM-AM: Autonomous Maintenance • TPM-PM: PM & PDM • TPM-EM: Equipment Management

4. Third sessionTPM Implementation • Feasibility Study • Implementation • Case Studies

5. Introduction to TPM • Historical Background • Today’s challenges • The TPM Solution

6. What is TPM? • TPM Definition • TPM Goals • TPM Concepts • TPM Benefits

7. Equipment: the focus of TPM • The Six big Losses • Equipment Effectiveness • Calculating Equipment Effectiveness • Equipment Management

8. Introduction to TPM • Historical Background • Today’s challenges • The TPM Solution

9. Historical Background • Nakajima introduced TPM in Japan in 1971 Based on his observations of PM systems in Western countries • 1987 United States (Hartmann) • TPM Prize in Japan 1971-1982 1983-1988 51 65

10. Cont’d • TPM is now well accepted by the Japanese industrial sector, and is attracting the attention of Western industrial nations, China, and various southeast Asian countries. • Ford, Motorola, Kodak, DuPont, Proctor & Gamble, IBM, AT&T, ...

11. Cont’d • TPM helped Japanese to gain a manufacturing advantage over the rest of the world.

12. TPM Institutions • Japan Institute of Plant Maintenance • International TPM Institute, Inc., USA

13. Growth of PM • Stage 1: Breakdown maintenance • Stage 2: Preventive maintenance • Stage 3: Productive maintenance • Stage 4: TPM

14. Today’s Challenges • Global Competition • The Quality Challenge • Just-In-Time • Cycle Time Reduction • Set Up Reduction • Cost Reduction • …….

15. Cont’d • Cost Reduction • Capacity Expansion • Other Issues Environment Energy Conservation

16. The Quality Challenge • Motorola quality goal is six sigma. That is 99.9996% good parts delivered: You must make 300,000 good parts before you ship a bad one ! • You must have a perfect machine to produce a perfect product • ISO 9000

17. Just-in-Time • Modern production technique that reduces inventory levels considerably. • An equipment breakdown in the middle of a JIT run, immediately wipes out all gains.

18. Cycle time reduction • Shorter runs to produce customer orders with less lead time • Equipment breakdowns, idling and minor stoppages will make it very difficult to reduce cycle times

19. Set-Up Reductions • JIT and cycle time reductions result in shorter and more frequent production runs. • Suddenly, set-ups become crucial • Past OEE studies show that set-up and adjustments can consume up to 50% of total production time

20. Cost Reduction • Past efforts have been on manufacturing costs • Maintenance costs make up 5-15% of total production costs • Production costs have been decreasing • Maintenance cost have been escalating

21. Capacity Expansion • Manufacturing produces a product • Maintenance creates the capacity for production • Studies show low equipment productivity on sometimes new equipment • There is so much available capacity hidden in your existing equipment

22. Other Issues • Environmental issues • The other side of the environmental coin is energy conservation. • Example: electrical motors are the highest energy consumers in many industries, yet many run at low efficiency, due to partially burnt windings, bad insulation, etc.

23. The TPM Solution • TPM properly installed has a positive and often dramatic effect on many of the above issues. • The return on investment (ROI) of your successful TPM installation is likely to be higher than any of your previous productivity improvement programs

24. PM alone cannot eliminate breakdowns • According to the principles of reliability engineering, the causes of equipment failure change with the passage of time • See Figure

25. What is TPM? • TPM Definition • TPM Goals • TPM Concepts • TPM Benefits

26. TPM Definition Nakajima (JAPAN) Productive maintenance involving total participation Hartmann (U.S.A.) TPM is a philosophy that can permanently improve the over all effectiveness of equipment with active involvement of operators

27. “Total” in TPM means ... • Total effectiveness • Total maintenance system PM - Preventive Maintenance MP - Maintenance Prevention MI - Maintainability Improvement • Total participation of all involved employees

28. TPM Goals • Improve product quality • Reduce waste • Improve the state of maintenance • Empower employees

29. The Three Zeros • Zero unplanned equipment downtime • Zero (equipment caused ) defects • Zero loss of equipment speed

30. TPM Concepts • Employees empowerment • Equipment management

31. Interface Maintenance-Production • Many industries are organized with maintenance on one side and production on the other • The organizational line frequently gets in the way, causing delays and production stoppages • In TPM, both sides work as a team

32. TPM Task Transfer The organizational line that separates the maintenance and operating functions is replaced by a shared task zone in which both parties are trained and certified to safely perform tasks identified by the team See Figure

33. TPM Skill Transfer Chart Transparencies

34. Old Administrative System • Consumes much time • Promotes inefficiency • Causes longer downtimes • increases costs, and • decreases productivity

35. Teamwork Team management: System that organizes people into effective teams in order to accomplish a company’s stated goals and objectives

36. An Effective Team • Achieves business results • Has documented goals and supporting plans • Exhibits responsibility for clearly defined processes • is accountable to itself and higher level teams • Assesses its progress

37. Cont’d • Has good documentation • Has everyone’s participation • Uses quality improvement tools • Has a skilled leader and members

38. Equipment Management the focus of TPM

39. Factors affecting equipment effectiveness • Equipment failure (breakdown) • Setup and adjustment downtime • Idling and minor stoppages • Reduced speed • Process defects • Reduced yield

40. Six Major Losses • Down Time. • Breakdowns due to equipment failure. • Setup and adjustment (e.g. exchange of dies in injection molding machines, etc.) • Speed Losses. • Idling and minor stoppages (abnormal operation of sensor, etc.). • Reduced speed (discrepancies between designed and actual speed of equipment) • Defects. • Defects in process and rework (scrap and quality defects requiring repair) • Reduced yield between machine startup and stable production.

41. The Equipment Losses (you can and must measure)

42. Contd.

43. Availability • Loading time = Total available time per day (or month) – Planned downtime • Planned downtime: amount of downtime officially scheduled in the production plan

44. Example • Loading time per day = 460 min. • Downtime: breakdowns = 20 min. • Setup 20 min = 20 min. • Adjustments = 20 min. • Availability = ?

45. Example • Loading time per day = 460 min. • Downtime: breakdowns = 20 min. • Setup 20 min = 20 min. • Adjustments = 20 min. • Availability = ?

46. Performance Efficiency • Performance Efficiency = (net operation rate) x (operating speed rate), • Operating speed rate refers to the discrepancy between the ideal speed (equipment capacity as designed) and its actual operation speed Example Theoretical cycle time per item is 0.5 min Actual cycle time is 0.8 min OSR =0.5/ 0.8 x 100 =62.5%

47. Contd. • Net operating time calculates losses resulting from minor stoppages such as small problems and adjustment losses. Example Number of processed items per day is 0.5 min Actual cycle time is 0.8 min Operation time is = 62.5% NOR = (400)(8)/400 x 100 = 80%

48. PE = Net operation rate x Operating speed rate. Performance Efficiency • Ex: Processed amount = 400 items. Ideal cycle time = 0.5 min Operation time = 400 min

49. Contd. • Alternative formula in case ideal cycle time is not known or products with different cycle times are run on the same machine. • Lost time due to • Idling and minor stoppages, • Speed losses,

50. Rate of Quality Example Processed amount = 200 Rejects = 4