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TPM Team Guide

TPM Team Guide Training Presentation

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TPM Team Guide

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  1. C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png TPM Team Guide C:\Users\Allan BigMac\Documents\000 OEC\Logo\The Logo Company\FINAL\OperationalExD24aR02bP01ZL\TRANSPARENT.png © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives Understand the concept and management philosophy of TPM and TPM team activities Acquire knowledge on the useful tools for TPM team activities and the practical tips for managing TPM Learn how to kick- start, manage and sustain TPM team activities 2 © Operational Excellence Consulting. All rights reserved.

  3. Contents 1 1 4 4 TPM & TPM Teams Keeping TPM Teams Alive Tools for TPM Team Activities Practical Tips for Managing TPM 5 5 2 2 6 6 Managing TPM Team Activities 3 3 Questions for Discussion 3 © Operational Excellence Consulting. All rights reserved.

  4. What is TPM? ▪ TPM stands for Total Productive Maintenance ▪ Objectives of TPM: 1. Eliminate breakdowns, defects, and all other equipment losses 2. Increase equipment effectiveness 3. Improve company profits 4. Create a satisfying workplace environment ▪ TPM requires participation from everyone 4 © Operational Excellence Consulting. All rights reserved.

  5. TPM is Management & Teams Working Together to Eliminate the Six Big Losses Overall Strategy Management Elimination of Six Big EXAMPLE TEXT Go ahead and replace it with your own text. Losses Teamwork Teams Problem Solving Skills 5 © Operational Excellence Consulting. All rights reserved.

  6. TPM & Team Objectives ▪ The primary goal of TPM is to eliminate the 6 big losses: 1. Breakdowns 2. Setups and changeovers 3. Idling and minor stoppages 4. Reduced speed 5. Defects and rework 6. Startup (yield) loss 6 © Operational Excellence Consulting. All rights reserved.

  7. A Distinguishing Feature of TPM: Overlapping Teams Division Manager Area Manager Department Manager Department Manager Department Manager Teams are organized in such a way that different levels of teams overlap to permit communication and coordination efforts. Team Leader Team Leader Team Leader Operators 7 © Operational Excellence Consulting. All rights reserved.

  8. TPM Team Activities Complement Quality & Process Improvement Teams Process Improvement Team TPM Team Quality Team 8 © Operational Excellence Consulting. All rights reserved.

  9. TPM Improvement Process 1. Set TPM Targets 6. Report Results & Recognize Team 2. Form a Team & Collect Data 3. Analyze Breakdowns & Suggest Improvements 5. Achieve & Verify Targets 4. Track & Record Performance 9 © Operational Excellence Consulting. All rights reserved.

  10. Key Role of Managers & Supervisors: Creating Skill, Motivation & a Favorable Environment ▪ Fostering skills and motivation • Managers and supervisors should first enhance their own work- related skills and expertise • Help people become disciplined • Support people to constantly hone and improve their abilities 10 © Operational Excellence Consulting. All rights reserved.

  11. Basic Team Steps 1 Choose a Team Leader 2 Select a Project 3 Set Targets 4 Schedule Activities & Assign Roles Study Current Conditions 5 Establish Plans 6 Implement 7 Analyze Results & Prevent Backsliding 8 11 © Operational Excellence Consulting. All rights reserved.

  12. Three Leading Players Overall accountable for the department’s contribution to company’s TPM objectives Manager/ Supervisor Coordinates and report TPM team activities and results and liaises with other departments and functions Organizes and guides the TPM team in carrying out team activities Team/ Project Leader TPM Point Person 12 © Operational Excellence Consulting. All rights reserved.

  13. PDCA: The Foundation of Team Activities Act: Take Action Plan: Establish Plan Goal Check: Study Results Do: Implement Plan 13 © Operational Excellence Consulting. All rights reserved.

  14. Operators Play a Critical Role ▪ No one understands the machine better than the person who uses it everyday ▪ The philosophy of TPM is that operators should maintain their own equipment and that it is their job to inspect it regularly and improve it ▪ In TPM activities, operators play a critical role 14 © Operational Excellence Consulting. All rights reserved.

  15. 5W & 1H 3 4 Who When 2 5 What Where 1 6 Why How TPM Team Meeting 15 © Operational Excellence Consulting. All rights reserved.

  16. The 5W & 1H of Improvement Who? What? Where? 1. Who does it? 1. What to do? 1. Where to do it? 2. Who is doing it? 2. What is being done? 2. Where is it done? 3. Who should be doing it? 3. What should be done? 3. Where should it be done? 4. Who else can do it? 4. What else can be done? 4. Where else can it be done? 5. Who else should do it? 5. What else should be done? 5. Where else should it be done? 6. Who is doing 3-Mu’s? 6. What 3-Mu’s are being done? 6. Where are 3-Mus’ being done? When? Why? How? 1. When to do it? 1. Why does he do it? 1. How to do it? 2. When is it done? 2. Why do it? 2. How is it done? 3. When should it be done? 3. Why do it there? 3. How should it be done? 4. What other time can it be done? 4. When do it then? 4. Can this method be used in other areas? 5. What other time should it be done? 5. Why do it that way? 5. Is there any other way to do it? 6. Are there 3-Mu’s in the way of thinking? 6. Are there any time 3-Mu’s? 6. Are there any 3-Mu’s in the method? Source: Masaaki Imai 16 © Operational Excellence Consulting. All rights reserved.

  17. Identifying Problems Look for the 3 Big Problems MUDA MUDA (Waste) MURA MURA (Inconsistency) Work that does not add value (waste) Variation and absence of standards The first thing you need to do is to identify such problems in machines, fixtures, materials, work methods, quality, cost, production volume, delivery, safety or morale. MURI MURI (Strain) Trying to do a job with less than you need Source: Toyota Motor Company 17 © Operational Excellence Consulting. All rights reserved.

  18. Six Big Equipment Losses 6 Big Equipment Losses Frequent Sites Function ▪ Conveyors ▪ Transport ▪ Automatic welders Breakdowns Maintenance ▪ Presses ▪ Paint processes ▪ Molding machines Setups & Changeovers Manufacturing ▪ Machine tools ▪ Presses Reduced Speed Inspection ▪ Transfer devices ▪ Sensors ▪ Automated assembly Idling & Technical services Minor Stoppages ▪ Grinding ▪ Presses ▪ Seam welding Defects & Rework Production engineering ▪ Raw material ▪ Components ▪ Fuel Startup (Yield) Loss 18 © Operational Excellence Consulting. All rights reserved.

  19. Clarify Team Goals ▪ Start by having a discussion with your team on equipment conditions ▪ A project topic must be selected from among the many problems ▪ Discussions should be based on facts and should look at equipment performance from several angles ▪ Collect relevant data and organize them as much as possible 19 © Operational Excellence Consulting. All rights reserved.

  20. How to Identify Topics ▪ Begin by looking for waste and reviewing the 6 major losses ▪ Alternatively, you can also pay close attention to what you experience during a typical day’s work, e.g. you might find that equipment occasionally breaks down ▪ Another approach is to anticipate problems that are likely to occur in the future –even if they aren’t problems now 20 © Operational Excellence Consulting. All rights reserved.

  21. Why Do You Need a Target? ▪ Team activities cannot proceed smoothly if everyone has a different idea about what the target or objectives are ▪ Once a project has been identified, make sure everyone understands the what (objectives), when (how long the activity is to last) and how much (numerical targets) ▪ Coherent activities depend on building groups of people with shared perspectives working toward common goals 21 © Operational Excellence Consulting. All rights reserved.

  22. S.M.A.R.T. Goals Specific • Is it clear and unambiguous? • Can it be measured? • How will I know when it is accomplished? Measurable • Is it challenging? • Can it be accomplished? Achievable • Can you make it come true? • Are you willing and able to work? Realistic Timely • Is there a target completion date? 22 © Operational Excellence Consulting. All rights reserved.

  23. Plan with All Team Members ▪ A plan should not be put together by the team leader alone ▪ It should incorporate everyone’s input, clarify the problem and the objectives, and specify who to do what, and how ▪ The specific schedule will vary depending on the project ▪ A plan should have a list of activities to be completed within a certain timeframe, e.g. 3 months 23 © Operational Excellence Consulting. All rights reserved.

  24. Analyze Causes ▪ The cause-and-effect diagram is a common tool to organize all the possible causes to the problem ▪ You need to verify the true cause(s) of the problem before developing the solutions ▪ It is important to ask over and over again why the data look they way they do 24 © Operational Excellence Consulting. All rights reserved.

  25. Selling the Improvement ▪ Any improvement must have the approval of the department head ▪ Explain and ask people to participate ▪ Below are useful pointers to mitigate resistance to change: • Explain the reason for the change • Explain using facts based on actual data and the actual equipment involved • Show respect for the people you talk to 25 © Operational Excellence Consulting. All rights reserved.

  26. Factors for Stratification Factor Examples of Categories Work methods, familiarity, age, gender People Equipment, old vs. new, type, fixtures Machinery Processes, material quality, class, maker Material & parts Temperature, humidity, speed, methods Operating conditions Month, weekday, hour, before vs. after repair Time Quality, old vs. new, lot Product Test device, gauge, sampler, inspector Measurement, inspection 26 © Operational Excellence Consulting. All rights reserved.

  27. Pareto Chart – Data Collection Pizza Defects Pizza Defects - Ranked Category Frequency Category Frequency % of Total Cum % Wrong Toppings 29 Wrong Toppings 29 25% 25% Tastes Bad 10 Pizza Cold 25 21% 46% Forgot Breadsticks 7 Pizza Late 22 19% 64% Wrong Price 2 Wrong Crust 13 11% 75% Driver Had No Change 4 Tastes Bad 10 8% 84% Pizza Cold 25 Forgot Breadsticks 7 6% 90% Pizza Late 22 4 3% 93% Driver Had No Change Wrong Crust 13 Smashed in Box 3 3% 96% Smashed in Box 3 Wrong Price 2 2% 97% Driver Rude 1 Driver Rude 1 1% 98% All other 2 All other 2 2% 100% 27 © Operational Excellence Consulting. All rights reserved.

  28. Cause & Effect Diagram Causes Effect Manpower Methods Machines cause Problem Statement Materials Measurements Mother Nature (Environment) 28 © Operational Excellence Consulting. All rights reserved.

  29. Example of Affinity Diagram Orders Consistently Late Last Quarter Equipment Issues External Factors CommunicationsIssues Equipment Breakdown Major Supplier Filed for Bankruptcy Sales & Marketing Manufacturing Fail to alert when price changes may affect volume Fail to keep production schedule updated Inconsistent adherence to maintenance dates Just-in-time inventory system failed Equipment operated outside of specifications Lack of inventory affects 60 orders Inconsistent adherence to due dates Fail to keep inventory updated Old equipment, due to be replaced, not operating at peak capacity Fail to check production schedule before promising product Fail to communicate unscheduled equipment down-time New supplier overloaded with new clients 29 © Operational Excellence Consulting. All rights reserved.

  30. TRANSPARENT.png Logo Fb / Logo Fb Png / How the hyperconnected are redefining community ... X Logo (Twitter | 01) - PNG Logo Vector Downloads (SVG, EPS) Women In Wilmington for Networking Noshing in Support of Mascots For ... Operational Excellence Consulting a distinguished management consultancy based in Singapore. Our firm specializes in driving transformative growth and innovation by maximizing customer value and minimizing waste through the strategic adoption of Design Thinking and Lean management practices. For more information, please visit www.oeconsulting.com.sg 30 © Operational Excellence Consulting. All rights reserved.

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