IENG 451 - Lecture 18

1. IENG 451 - Lecture 18 Stability: Total Productive Maintenance IENG 451 Operational Strategies

2. House of Lean CUSTOMER FOCUS Hoshin Planning, Takt, Heijunka Involvement, Lean Design, A3 Thinking JUST IN TIME JIDOKA INVOLVEMENT Standardized Work 5S TPM Kaizen Teams Suggestions Safety Activities Hoshin Planning • Poke Yoke • Zone Control • Visual Order (5S) • Problem Solving • Abnormality Control • Separate Human & Machine Work • Involvement • Flow • Heijunka • Takt Time • Pull System • Kanban • Visual Order (5S) • Robust Process • Involvement STANDARDIZATION Visual Order (5S) Hoshin Planning Standardized Work Kanban, A3 Thinking STABILITY Jidoka, Heijunka, Kanban Standardized Work, 5S, TPM IENG 451 Operational Strategies

3. TPM: Total Productive Maintenance • Leveraging on Productivity: • Old World Mfg – alienation of workers and management fostered strict job descriptions. Among these job divisions were engineering, maintenance, and line (production) workers. This led to the operating principles that: 1. Engineers design; 2. Production produces; and 3. Maintenance fixes. • New World Mfg – requires teamwork in order to survive and thrive. Coordinated teamwork requires sharing of knowledge and responsibilities – even cross-training. • Once Production Stops, All Action Becomes Non-Value-Added – so both mfg. systems could claim that they needed to avoid production stoppages – the difference in the lean system thinking is how effective you can become when teaming is involved. IENG 451 Operational Strategies

4. TPM Allows Task Shifts to Occur • When we maintain for total productivity, tasks shift and communications improve! • Maintenance Departments • (20% – 50%) • Overhauls • Equipment Improvement • Training • Maintenance Prevention • Predictive Maintenance • Maintenance Tasks Transferred to Production: • Simple maintainability kaizen • Cleaning • Inspection • Lubrications • Adjustment • Engineering Departments • Design for Maintainability • Equipment Improvement IENG 451 Operational Strategies

5. TPM: Transformation Steps • Even Old World systems worried about productivity and maintenance, but Lean Systems allow us to leverage the data and personnel more productively. • Staging a transition to TPM: • Stage 1: Breakdown Maintenance – (fire-fighting mode) When a breakdown occurs, all efforts are immediately focus and resources immediately committed to getting the system back up and running. (Probably already being done…) • Stage 2: Preventative Maintenance – requires some planning for proactive maintenance and expedited trouble shooting. • Stage 3: TPM – includes preventative maintenance but adds predictive maintenance and total involvement to avoid the six big losses for machine effectiveness. IENG 451 Operational Strategies

6. TPM: The Six Big Losses • These losses downgrade machine effectiveness: • Downtime Losses • Equipment Breakdowns • Setup and Adjustment Delays • Speed / Hidden Losses • Idling and Minor Stoppages • Reduced Speed Operation are sometimes due to mismanagement (starved or blocked processes) • Defect Losses • Processing Defects • Reduced Yield IENG 451 Operational Strategies

7. TPM Term Definitions • Reliability is a measure of how often a system fails: • How long (on average) you can run it until it stops working right • How do you know that it’s not working right? • MTTF (Mean Time To Failure) or • MTBF (Mean Time Between Failures) IENG 471 Facilities Planning

8. TPM Term Definitions • Maintainability (serviceability) is a measure of how long it takes to return the system to proper operation: • It is the sum of the times required to: • diagnose the problem • obtain repair parts / tools • repair the failed components • return the unit to operating conditions • MTTR (Mean Time To Repair) IENG 471 Facilities Planning

9. % Availability =MTTF MTTF + MTTR TPM Measurements: • Availability is a function of Reliability and Maintainability: • It is the percentage of time that you can count on using the resource for production • Note: this is different from how the Dennis text defines Availability – but is more consistent with other uses of the concept and rarely differs IENG 471 Facilities Planning

10. % Perf. Efficiency =Net Operating Time – Lost Time Net Operating Time TPM Measurements • Performance Efficiency is a measure of efficiency when the resource is running: where: • Operating Time is the time the resource is scheduled to run or is running (whichever is the maximum) • Lost Time is the time that the resource is Available, but not productive IENG 471 Facilities Planning

11. TPM Measurements • Overall Equipment Efficiency is a measure of efficiency when we take (poor) quality losses into consideration: where • Quality Rate is the proportion defective for the process (p from a p-chart or np-chart) • Frequently, the OEE struggles to get to 50%! % OEE =Availability X Perf. Efficiency X Quality Rate IENG 471 Facilities Planning

12. Machine Losses • Machine Losses over the lifetime take on a bathtub curve: • Start-up Failures – Design & manufacturing errors • Trial Runs • Commissioning Process • Chance Failure – operational errors; minor and hidden failures • Control Charts • Counter Measures • Wear-Out Failures – End of Life (wear & fatigue) failures • Prevention • Improved Maintainability • Often, these take the shape of a pyramid: • Breakdown 1 • Minor Stoppage 10 • Minor Failures 30 • Hidden Failures 100+ IENG 451 Operational Strategies

13. Questions & Issues IENG 451 Operational Strategies