PREFACE
1. Introduction
2. Why TPM
3. Definition
4. 8 pillars of TPM
5. TPM Development
6. Measurement of TPM
7. Benefits of TPM
8. TQC & TPM
9. JIT & TPM
T.P.M
TOTAL PRODUCTIVE
MAINTENANCE
TPM Overseas
Predictive M
TPM*
Productive M
Maintenance Prevention
Corrective Maintenance
Preventive Maintenance
Break Down Maintenance
1950 1960 1970 1980 1990 2000
Total Productive
Maintenance(TPM)
It is an integrated Management System
that helps manufacturing companies
improve their bottom line by:
- reducing costs,
- increasing quality,
- increasing productivity.
WHY TPM
GENERAL PROBLEM WITH FAILURES
LOW INTEREST BY PRODUCTION SECTOR
PRODUCTION THINKS FAILURE SHOULD BE HANDLED BY
MAINTENANCE
WEAK ATTITUDE TOWARD FAILURE ANALYSIS
PHENOMENA ARE NOT OVSERVED IN DETAIL
BROKEN LOCATIONS AND PLACES NEAR BY ARE NOT EXAMINED
FULLY
ENOUGH GENBUTSU IS NOT COLLECTED AND ANALYSED
CAUSES ARE NOT PURSUED FULLY AND ONLY ACTIONS ARE
TAKEN
FAILURES ARE NOT ANALYSED AT ONSIGHT
MAINTENANCE SYSTEM AND OPERATION ARE WEAK
CHECK CRITERIA ARE NOT DEFINED
GENERAL PROBLEM WITH FAILURES Contd.
MAINTENANCE CALENDER EASILY SHOWING PARTS
REPLACEMENT AND OVERHAULING PERIODS, OILING
AND OIL CHANGE , AND OTHER ITEMS AND OPERATION
SYSTEM FOR IT ARE WEAK.
FAILURE HISTORY SYSTEM
ATTITUDE TOWARDS PREDICTIVE MAINTENANCE
(CBM) IS WEAK.
MEASURED VALUES FLUCTUATE GREATLY AND ARE
NOT RELIABLE
MEASURED VALUES DO NOT CHANGE FOR A LONG
TIME AND LOSE CONFIDENCE IN AUDIT RESULT
PERIODIC MEASUREMENT AND TREND CONTROL ARE
NOT IMPLEMENTED.
WHAT DOES TPM STAND FOR
1DEVELOPMENT OF THE OVER ALL
TOTAL EFFICIENCY
2.THE ENTIRE CYCLE OF THE
PRODUCTION
3.INVOLVE EVERY EMPLOYEE(FROM TOP
TO ASSOCIATES)
MAXIMISE EFFICIENCY OF THE
PRODUCTIVE PRODUCTION
SYSTEM
1.ZERO FAILURE
2.ZERO DEFECTS
3.ZERO ACCIDENTS
MAINTENANCE FOR THE IDEAL STATE OF
MAINTENANCE
PRODUCTION SYSTEM
WHAT IS TPM (production)
TO SET A GOAL TO MAXIMISE EQUIPMENT
EFFICIENCY(OEE)
BY IMPLEMENTING TOTAL SYSTEM FOR PM FOR
THE ENTIRE LIFE OF EQUIPMENT
PARTICIPATION BY ALL DEPARTMENTS,
INCLUDING EQUIPMENT PLANNING,OPERATING
AND MAINTENANCE DEPARTMENTS.
INVOLVING ALL PERSONNEL, INCLUDING TOP
PERSONNEL TO FIRST LINE OPERATORS.
FOR PROMOTING PM BY MOTIVATION
MANAGEMENT,NAMELY,BY AUTONOMOUS SMALL
GROUP ACTIVITIES.
TPM (company wide)
TAKING A PRIME OBJECTIVE, A COMPANY STRUCTURE
THAT PURSUES PRODUCTION EFFICIENCY TO ITS
ULTIMATE LIMIT
PUTTING TOGETHER A PRACTICAL SHOP FLOOR
SYSTEM TO PREVENT LOSSES BEFORE THEY OCCUR
THROUGHOUT THE ENTIRE PRODUCTION SYSTEM’S
LIFE CYCLE : ZERO ACCIDENTS, ZERO DEFECTS ,ZERO
BREAK DOWN.
INVOLVING ALL FUNCTIONS , INCLUDING PRODUCTION,
DEVELOPMENT, SALES AND MANAGEMENT.
ACHIEVING ZERO LOSSES THROUGH OVERLAPPING
SMALL GROUPS.
OBJECTIVE OF TPM
TO RESTRUCTURE THE
CORPORATE CULTURE
THROUGH IMPROVEMENT OF
HUMAN RESOURCES AND
PLANT EQUIPMENT.
OBJECTIVE OF TPM
IMPROVING 1.OPERATORS:-ABILITY TO
HUMAN PERFORM AUTONOMOUS
RESOURCE MAINTENANCE .
2. MAINTENANCE MEN :-
ABILITY TO HIGH QUALITY
MAINTENANCE.
3.PRODUCTION ENGINEERS:-
ABILITY TO EXECUTE
MAINTENANCE FREE
EQUIPMENT PLAN.
OBJECTIVE OF TPM
IMPROVING 1. ATTAIN EFFICIENCY
PLANT THROUGH REVAMPING OF
EQUIPMENT THE EXISTING
EQUIPMENT.
2. LCC (life cycle cost) –
CONSIDERED DESIGN OF
NEW EQUIPMENT AND
MINIMIZING THEIR RUN-UP
TIME.
8 PILLARS OF TPM
1) INDIVIDUAL IMPROVEMENT
(KOBETSU KAIZEN)
2) AUTONOMOUS MAINTENANCE
(JISHU HOZEN)
3) PLANNED MAINTENANCE
( KEIKAKU HOZEN)
4) QUALITY MAINTENANCE
(HINSHITSU HOZEN)
5) EDUCATION AND TRAINING
6) DEVELOPMENT MANAGEMENT
7) SAFETY , HEALTH & ENVIROMENT
8) OFFICE TPM
1. INDIVIDUAL IMPROVEMENT
(KOBETSU KAIZEN)
LEARN METHODS TO REPAIR
EQUIPMENT, DETECT PROBLEMS OF
EQUIPMENT AND REPAIR THEM
IMMEDIATELY ( ASSOCIATES AND
SUPERVISIORS)
2. AUTONOMOUS MAINTENANCE
(JISHU HOZEN)
It is a type of activity which is done by
small group consist of operators on
machine. It works on the principle of
COT.
(CLEANING, OILING, TIGHTENING).
7STEPS OF JISHU HOZEN
1. INITIAL CLEANING
COMPLETE ELEMINATION OF DUST AND DIRT ESPECIALLY
ON EQUIPMENT
DISCOVERYAND RECTIFICATION OF LATENT DEFECTS
THROUGH CLEAN UP
DISCOVERY OF AREAS WHERE CLEAN –UP AND INSPECTION
ARE DIFFICULT
REMOVAL OF UNNECESSARY THING AROUND EQUIPMENTS
RATIONALIZATION OF OF LUBRICATION
2. COUNTER MEASURES FOR THE CAUSES
OF FORCED DETERIORATION AND
IMPROVING HARD TO ACCESS AREAS
a) Implementation of counter measures against
such sources as dust and dirt and prevention of
splashing of leaks
b) Implementation of counter measures against the
areas where cleaning and inspection are difficult
(operation improvement for shortening the time
needed for cleaning and service).
c)Ranking the priority places for daily inspection
d)Confirmed of KAIZEN and its effect.
3) Preparation of tentative
jishu hozen standards
Preparation of action criteria to
allow positive clean up, lubrication
and retightening maintenance with
shortest time
Kaizen of inspection method
4)General inspection
Mastering inspection skill, utilizing
inspection manuals
Discovery and restoration of
general inspection
Preparation of autonomous
inspection standards
5)Autonomous inspection
Review clean up, lubrication and general
inspection criteria and integrate them into
comprehensive criteria to contribute efficiency
activities.
Preparationand implementation of
autonomous inspection check sheets
Improvement of visual control and
operability.
6)Standardization
Picking the item to be managed
Standardization of management items
and systematization of maintenance
management.
7)Autonomous management
Development of company policy / goals
and quantitative analysis of KAIZEN
activities.
Positive implementation of MTBF
analysis and recording.( Recording failure
by visual control and equipment KAIZEN) .
KEIKAKU HOZEN
(PLANNED MAINTENANCE)
KEIKAKU HOZEN IS PERFORMED BY
THE MAINTENANCE DEPARTMENT IS
A PRACTICAL AND CONCRETE
SYSTEM. IT REQUIRES THE
MAINTENANCE DEPARTMENT TO
DECIDE WHAT MAINTENANCE
METHOD IS TO BE APPLIED ON WHAT
PART OF WHAT EQUIPMENT AND TO
CARRY OUT MAINTENANCE
SYSTEMATICALLY.
1. PREVENTIVE MAINTENANCE
It can be likened to preventive medical science on
equipment. It maintains equipment,s healthy
condition . It prevents deterioration by carrying
out routine maintenance , periodic inspection,
Equipment diagnosis and repairs to restore
equipment condition. There are many types of
preventive maintenance.
Periodic maintenance
(Time based maintenance):- The period of of repair
is chosen based on the the parameter ( production
volume,number of operating days) most
proportional to the deterioration of the equipment.
After the equipment has been run to the end of
cycle, we repair unconditionally. The main
advantage of this type of maintenance is that it does
not take manpower or time for inspection. But big
disadvantage is its repair cost are very high.
Predictive maintenance
(Condition based maintenance):-Monitor and
analyze the deterioration data regularly and
constantly. Repair if the deterioration
parameter reaches a pre determined critical
value.The main advantage of it is that, it
prevents over maintenance. The main
disadvantage is that equipment diagnosis
and monitoring system can be costly.
Overhaul
Inspection and Repair :
Disassemble and inspect the
equipment regularly and judge
its condition .Replace defective
parts if found.
2. Break Down Maintenance
No regular inspection and replacement is carried
out. Equipment is restored after break downs. The
main advantage of this type of break down is that it
extracts the maximum service life from a given
piece of equipment. This is most economical if
break downs does not affect other equipment. The
main disadvantage is that if there is numerous
pieces of equipment , there may be numerous break
downs, which can affect quality and quantity.
3. Corrective Maintenance(CM)
This maintenance involves equipment improvement
that result in maintainability and reliability
improvements , prevention of break down
recurrence,service life extension ,maintenance time
reduction , productivity improvement.
4. Maintenance prevention( MP)
Maintenance prevention incorporates
maintainability and jishu hozen ability etc. In new
equipment design . Corrective maintenance
information provides input to MP. MP activity can
be proactively implemented not only during the new
equipment design stage but also in existing
equipment modification.
Zero break down activity
1)Identify accelerated deterioration factors and carry out
restoration and improvement of equipment conditions.
2)Extend inherent service life of the equipment.
3)Research the natural deterioration pattern
4)Search for deterioration parameter
5) Implement predictive maintenance.
DEVELOPMENT OF
KEIKAKU HOZEN
(7 STEPS)
1) ANALYSIS OF PRESENT STATUS
a)Identify visible and latent troubles of the equipment and rectify
the visible troubles.
b)Place tags on the troubles and remove tags following
restoration or improvement.
c)Analyze break down
d)Monitor the number of tags placed and removed.
e) Record the number of unexpected break downs, defect ratio
MTBF,MTTR as bench mark.
f) Make a map of break down.
g)Draft the improvement plan to deal with identified troubles.
2) RESTORATION AND IMPROVEMENT OF THE
DETEROIRATED EQUIPMENT.
a)Eliminate accelerated deterioration and restore the deteriorated
equipment condition.
b)Thorough investigate the cause of break downs(Apply WHY WHY
ANALYSIS)
c)Thoroughly prevent the recurrence of breakdowns
d)Perform corrective maintenance to extend the service life of parts
with short service life.
e)Consider transferring some inspection items to jishu hozen.
f)Classify cases of restoration and improvement.monitor the plan and
actual performance of restoration and improvement activity.
g)Improve the skills of the maintenance department.
h)Identify the parts to be maintained in preparation for drafting the
standard maintenance procedures.
3) TENTATIVE STANDARD MAINTENANCE
PROCEDURE
a)For each piece of equipment,identify the parts to
be inspected for preventive maintenance.
b)Identify routine maintenance items, such as
cleaning.
c)For each piece of equipment , draft a standard
maintenance procedure.
d)Clarify the task allotment between the production
department and the maintenance department.
e)For the time being, implement inspection and a
part replacement cycle,based on the tentative
standards.
f)Draft the maintenance calendar.
4)GENERAL INSPECTION OF QUALITY
FUNCTION
a)Understand the functional mechanisms of the
equipment more thoroughly.
b)Understand the manufacturing process and
machining principles.
c)Perform general inspection on jigs, cutting
tools ,tool holders.
d)Understand the quality characteristics of the
products.
e)Discover the equipment components that
determine the product quality.
5)IMPROVEMENT OF INSPECTION
AND MAINTENANCE EFFICIENCY
a)Make a Q-M matrix.
b)Incorporate items that require maintenance in to
the standard maintenance procedure or standard
jishu hozen procedure and maintain such items
properly.
c)Take actions to deal with difficulty to inspect
areas.
d)Review and modify the maintenance calendar.
e)Increase equipment reliability by increasing the
number of periodic maintenance items based on
deterioration measurement data.
f)Maintain each part of the equipment and replace
only the deteriorated parts in order to reduce
maintenance cost.
6) EXECUTION OF PREDICTIVE
MAINTENANCE
a)Identify the parts that have had serious break down
in the past and that cause critical damage when they
fail.
b)For each piece of equipment , select the parts to
receive predictive maintenance.
c)Research and use commercially available equipment
diagnostic devices.
d)Research the deterioration pattern and select the
deterioration parameters to measure.
e)Implement trend monitoring by simplified diagnosis
and periodic precise diagnosis.
f)Challenge in house development of equipment
diagnostic devices.
7)HORIZONTAL REPLICATION
a) Draft the standard inspection and maintenance procedures
to be followed by the maintenance department on all the
necessary equipment.
b) Here are the procedures for horizontal replication
1) Assess the level of restoration and improvement done
on the equipment.
2)Thoroughly improve the parts for which restoration and
improvement and have not been completed or done it at all.
3)Identify all the inspection items including quality related
items.
4)Draft the inspection and maintenance procedure.
5)Make the maintenance calendar and implement
preventive maintenance.
c) Carry out the until standard maintenance procedures have
been developed for all necessary equipment.
d) Continue to enhance maintenance through hands on
activity.
QUALITY MAINTENANCE
SYSTEM (HINSITSU HOZEN)
REALIZE ZERO DEFECT THROUGH
OBSERVING THE REQUIRED
EQUIPMENT MAINTENANCE.
(PRODUCTION ,MAINTENANCE ,QA)
EDUCATION AND TRAINING
CONDUCT EDUCATION AND TRAINING
TO IMPROVE OPERATION AND
MAINTENANCE SKILL
(OPERATORS, MAINTENANCE MAN)
DEVELOPMENT MANAGEMENT
VISUAL CONTROL SYSTEM FOR
PRODUCTS AND EQUIPMENT.
SAFETY , HEALTH & ENVIROMENT
ESTABLISH CONDITIONS TO
ACHIEVE ZERO ACCIDENTS AND
ZERO PUBLIC NUISANCE AND
CREATE A HEALTHY AND CLEAN
WORKING AREA.
OFFICE TPM
TO IMPROVE EFFICIENCY OF SALES
AND PRODUCTION – SUPPORTING
DEPARTMENT MUST STANDARDIZE
INDIVIDUAL WORK, 5S ETC.
THE TWELVE STEPS OF
TPM DEVELOPMENT
ATTACH:XL FILE
MEASUREMENT OF TPM
OVERALL EQUIPMENT EFFECTIVENESS
Overall Equipment Effectiveness
(OEE)
OEE ratio is a function of the
complete manufacturing system,
process line, or individual piece of
equipment.
The components of OEE are:
- Availability,
- Performance, and
- Quality
Overall Equipment Effectiveness
(OEE)
The OEE measure helps operators,
supervisors, and maintenance staff
improve productivity by helping them
identify and progressively eliminate the
factors which reduce the OEE measure.
The TPM component helps breakdown
barriers which prevent them from working
together as a team and gets people
involved from all areas of the business.
Overall Equipment Effectiveness
(OEE)
OEE is a comprehensive metric that
indicates the relative productivity of a
piece of equipment compared to its
theoretical performance.
While this metric can be determined for all
equipment in the factory, it is particularly
important for bottleneck equipment as it
identifies areas critical for the
improvement of equipment productivity.
Overall Equipment Effectiveness
(OEE)
The OEE value has many other uses:
- A method for measuring the starting point of a
plant or line or equipment.The value can be
compared over time to quantify the levels of
improvement.
- A way to identify bottleneck pieces of
equipment.
- A way to identify the true productivity losses.
- A way to prioritize your efforts to increase OEE
and improve productivity.
Overall Equipment Effectiveness
(OEE)
The
OEE is calculated as:
OEE= Availability X Performance X
Quality rate X 100
Availability rate =(loading time-down time)
--------------------------------
loading time
Performance rate =
(Standard cycle time X product unit processed
-----------------------------------------------------------------
operating time
Quality rate =
product unit processed - (defect +rework)
------------------------------------------------------------------
product unit processed
Overall Equipment Effectiveness (OEE)
To establish OEE ratio, it must be possible to
measure the six big losses:
1. Equipment failure and breakdowns,
2. Set-ups and adjustments,
3. Idling and minor stops,
4. Reduced speed,
5. Reduced yield, and
6. Scrap.
Benefits of TPM
TANGIBLE EFFECT
PRODUCTION - VALUE ADDED
PRODUCTIVITY IMPROVEMENT.
1.5 TO 2 TIMES
1)REDUCTION IN SPORADIC
FAILURES TO 1/250
Benefits of TPM
QUALITY - REDUCTION IN
DEFECTS RATE IN PROCESS BY
ONE TENTH
REDUCTION IN CUSTOMER
COMPLAINTS TO ONE FOURTH
Benefits of TPM
COST :
PRODUCTION COST REDUCED BY
30%
Benefits of TPM
DELIVERY :
REDUCTION IN PRODUCT
INVENTORIES BY 50%
Benefits of TPM
SAFETY & MORALE :
ZERO ACCIDENTS
ZERO POLLUTION
Benefits of TPM
INTANGIBLE
1)ALL OUT AUTONOMOUS MAINTENANCE, THAT IS
THAT IS JISHU HOZEN OF EQUIPMENT.
2) SELF CONFIDENCE CAN BE BUILT UP
THROUGH ZERO FAILURE AND ZERO DEFECT
OPERATION
3)GREASE , CHIPS AND DUST WILL BE REMOVED
AND A DELIGHT FULL WORKING ENVIROMENT
CAN BE CREATED
4) GOOD MAINTENANCE IMPRESSION TO
VISITORS LEADS TO SUCCESSFUL ORDER
RECEIVING
COMPARISION OF THE
CHARACTERISTICS OF TQC
AND TPM
Attach : Excel file
COMPARISION TO JIT &TPM
ATTECH: XL
FILES
SSS.xls
THANK YOU
