roles will be played by:

1. Welcome to our meeting today we will have a disscusion about Total Productive Maintenance roles will be played by:

2. Laura Dietrich: Maintenance Manger • Antoinette Lockett: Plant Manger • Waseem Manzoor: Quality Manger • Xiaoyan Liu: Production Manger

3. Meeting Agenda • Understanding Downtime -Group • Major Losses of TPM -Antoinette Lockett • Planned Downtime Losses -Xiaoyan Liu • Unplanned Downtime Losses -Laura Dietrich • Reduce Speed Losses- • Poor Quality Losses -Waseem Manzoor • Total Productive Maintenance • What is TPM -Antoinette Lockett • Breakdown of TPM -Laura Dietrich • TPM History -Laura Dietrich • TPM Evolution • Goal of TPM -Antoinette Lockett • Three Principles of Prevention

4. Meeting Agenda Cont. • TPM-8 Pillars-Laura Dietrich • Kick off TPM • Launching TPM- Preparatory Stage-Antoinette Lockett • Autonomous Maintenance- Xiaoyan Liu • Equipment Management Life Cycle- Xiaoyan Liu • TPM Implementation-Waseem Manzoor • Launching TPM- Stabilization-Waseen Manzoor • Eliminating Equipment Losses-Laura Dietrich • Improvement Goals for Chronic Losses-Laura Dietrich • Overall Equipment Efficiency • What is OEE-Xiaoyan Liu • OEE Factors-Xiayon Liu • Calculating OEE-Waseem Manzoor • TPM Benefits-Xiaoyan Liu

5. Understanding Downtime

6. MAJOR LOSSES

7. Planned Downtime losses • Start-ups • shift changes • coffee and lunch breaks • planned maintenance shutdowns

8. Unplanned Downtime Losses • Equipment breakdown • Changeovers • Lack of material

9. Reduced Speed Losses • Idling and minor stoppages • Slow-downs

10. Poor Quality Losses • Process non-conformities • Scrap

11. TPM

12. What is Total Productive Maintenance? • TPM is a plant improvement methodology which enables continuous and rapid improvement of the manufacturing process through use of employee involvement, employee empowerment, and closed-loop measurement of results

13. Breakdown of TPM • TOTAL = All encompassing by maintenance and production individuals working together • PRODUCTIVE= Production goods and services that meet or exceed customers’ expectations • MAINTENANCE = Keeping equipment and plant in as good as or better than the original conditions at all times

14. TPM - History • Productive maintenance (PM) originated in the U.S. in late 1940’s & early 1950’s • Japanese companies modified and enhanced it to fit the Japanese industrial environment • The first use the term TPM was in 1961 by Nippondenso, a Japanese auto components manufacturer • Seiichi Nakajima – head of JIPM, one of the earliest proponents, known as the Father of TPM

15. TPM - Evolution • Breakdown maintenance • Preventive maintenance (PM) • Productive maintenance • Total productive maintenance

17. Goals of TPM 1. Aims at getting the most effective use of equipment 2. Builds a comprehensive PM system 3. Brings together people from all departments concerned with equipment 4. Requires the support and cooperation of everyone from top managers down • Promotes and implements PM activities based on autonomous small group activities. • Maintaining Equipment for life • Encouraging input from all employees • Using teams for continuous improvement

18. Three Principles of Prevention • Maintenance of normal conditions • Early discovery of abnormalities • Prompt response

19. TPM 8 PILLARS

20. PILLARS OF TPM Safety, health and Environment Kobetsu Kaizen Planned Maintenance Quality Maintenance Training Office TPM Autonomous Maintenance 5s

21. Kick off TPM

22. Launching TPM- Preparatory Stage • Announce top management’s decision to introduce TPM • Launch an educational campaign to introduce TPM • Create an organizational structure to promote TPM • Establish basic policies • Form a master plan for implementing TPM

27. Launching TPM- Preliminary Implementation

28. Launching TPM- TPM Implementation • Improve the effectiveness of each critical piece of equipment • Set up and implement autonomous maintenance • Establish a planned maintenance system in the maintenance department • Provide training to improve operator and maintenance skills • Develop an early equipment management program

29. Launching TPM- Stabilization • Perfect TPM implementation and raise TPM levels

30. Eliminating Equipment Losses

31. Improvement Goals for Chronic Losses

32. OEE

33. What is OEE • OEE (overall equipment efficiency) is a “best practices” way to monitor and improve the efficiency of your manufacturing processes • machines • manufacturing cells • assembly lines

34. OEE Factors • Plant Operating Time • Planned production time • planned downtime ie. breaks • Availability • downtime losses • Performance • Speed losses • Quality • Quality losses

35. World Class OEE

36. Calculating OEE • Availability = Operating time/planned production • Performance = Ideal Cycle Time / Total Pieces or (total pieces / Operating time)/Ideal Run time • Quality = Good Pieces / Total Pieces • OEE = Availability X Performance X Quality

37. Example OEE Calculation

38. Availability =Operating timePlanned production time • = 373 minutes / 420 minutes • = 0.8881 (88.81%)

39. Performance = (Total pieces /Operating time) Ideal Run Time • = (19,271 pieces/373 minutes)/60 pieces per minute • = 0.8611 (86.11%)

40. Quality =Good Pieces Total Pieces • = 18,848 / 19,271 pieces • = 0.9780 (97.80 %)

41. OEE =Availability X Performance X Quality • = 0.8881 X 0.8611 X 0.9780 • = 0.7479 (74.79%)

42. TPM BENIFITS

43. TPM - Benefits • Improved equipment eliminates the root cause of defects • Defects are prevented through planned maintenance • Preventive maintenance costs are reduced as equipment operators conduct autonomous maintenance • Improved equipment designs ensure that new equipment naturally produces fewer defects • Simplified products designs and a redesigned process produce with few defects • Engineers, technicians and managers are trained in maintenance and quality

44. TPM - Benefits (Japanese TPM Prize winners during 1982-1984) • Equipment failures reduced from 1,000/month to 20/month • Quality defects reduced from 1.0% to 0.1% • Warranty claims reduced by 25% • Maintenance costs reduced by 30% • WIP decreased by 50% • Productivity improved by 50%. (Patterson & Fredendall, 1995)

45. TPM – Success stories • USPS Albany, New York: annual save of $86,000; could save $4.5 million if applied nationwide • Yamato Kogyo Corp., Japan: - productivity up by 130%, - accidents cut by 90%, - defects reduced by 95%, - employee suggestion rate increased by over 300%