TPM -Total Productive Maintenance

TPM Total Productive

Maintenance Workshop
(16/Oct/2016)
For:
GEMENCHEH GRANITE Sdn. Bhd.
Km 22, Jalan Tampin-Gemas,
73000, Gemencheh,
Negeri Sembilan Darul Ehsan.

Presented by:
Timothy Wooi
ITS Management Sdn Bhd
TPM -Total Productive Maintenance

Certified HRDF Trainer & Principal Consultant for Lean Management

and a Kaizen Specialist with 30 over years working experience.
International Educational Leadership Speaker.
Provides consultation on Lean and leads
Kaizen, TPM, Cellular system & Moonshine set
up.
A multi skill Mechanical background Green
Innovator and Founder of Tim’s Waterfuel, an
alternative Fuel supplement using Water that
adds power, millage & reduce Co2 emission on
Cars.
Rode 18,290km thru 24 Countries over 5
Timothy Wooi months from Penang to London on a 125 CC
‘Cub Cai’.
An NGO Community worker for Prison, Drug Rehabilitation and Crisis
Relieve & Training (CREST) Malaysia.
 TPM -Total Productive Maintenance
Course Overview
This is a 2 day Course which is a company wide
team-based effort to build quality into equipment
and to improve overall equipment effectiveness
(OEE) towards Zero Breakdown.
It uses Total Quality Control
and Total Employee
Involvement approach, in
maintaining the Equipment
towards a “ready to use
condition” using energy
efficiently.
TPM -Total Productive Maintenance

Day1 Day2
1. Introduction to TPM 1. Steps in Introduction of
2. Types of Maintenance TPM
3. Overall Equipment 2. The 5’S Step towards TPM
Efficiency ( OEE ) 3. Conditions Required for
4. The Pillars of TPM TPM
(Part 1) 4. TPM Strategy
5. The 6 Major 5. TPM Tools
Equipment waste 6. Set-back of TPM
Implementation
Course Evaluation, Recap and
Closing
TPM -Total Productive Maintenance

This course will guide you through to assess the

activities of Autonomous Maintenance (AM) on your
current Equipment and to plan the execution of your
Maintenance Activities using a Visual Schedule.

TPM defines your Maintenance

schedule and Goals. TPM helps
you plan and develop the
optimal program for your
facility, resulting in increased
efficiencies and cost savings.
5
TPM -Total Productive Maintenance
Course Objective
To implement a current Lean Maintenance System,
Total Productive Maintenance (TPM) by;
- understanding different types of Maintenance in TPM.
- synergizing Production & Maintenance Staff working
together as a team to Implement TPM for Equipment.
Techniques
- review and externalize Inspection activities to AM.
- establishing a baseline through ‘Clean to Inspect,
- inspect to detect and Detect to Correct.’ &
- attacking the 6 Big Losses.
 TPM -Total Productive Maintenance
Course Objective
Upon the completion of the workshop, participant
will be able to:
1) Get their workplace in order ahead of TPM
introduction
2) Determine the Overall Equipment Effectiveness
(OEE) of their machinery
3) Understand how to improve the efficiency of their
machinery
4) Predict where failures are likely to occur
5) Be able to design and implement a TPM program
TPM -Total Productive Maintenance

Day2
1.Steps in Introduction of TPM
2.The 5’S Step towards TPM
3.Conditions Required for TPM
4.TPM Strategy
5.TPM Tools
6.Set-back of TPM
Implementation
Course Evaluation, Recap and
Closing
Steps in introduction of TPM in Organization
Announcement by Management to introduce TPM
Introductory education campaign for the workforce
STAGE A
Setting up TPM and Departmental Committees
Preparation
Establish basic TPM policies and goals
Preparation and Formulation of a master plan
STAGE B
Invite customers, affiliated companies and subcontractors
Introduction
Develop an autonomous maintenance program
Develop an equipment management program
STAGE C Develop a planned maintenance program
Implementation
Increase skills of production and maintenance personnel
Develop early equipment management program

STAGE D
Perfect TPM implementation and raise TPM levels
Institutionalise
Steps in introduction of TPM in Organization
STAGE A - PREPARATORY STAGE
The main TPM kick-off should take the form of a
formal presentation with all the employees
attending.
This opportunity can be
used to gain the full
support of the employees
Invite external
customers, affiliated and
subcontracting companies
STAGE A - PREPARATORY STAGE

STEP# 1
Announcement by Management to all about TPM
introduction in the organization
Proper understanding, commitment
and active involvement of the top
management in needed for this
step.
Senior management should have
awareness programs, after which
announcement is made to all.

Publish it in the house magazine and put it in the notice

board. Send a letter to all concerned individuals if required.
STAGE A - PREPARATORY STAGE
Step# 2
Introductory education campaign for the workforce

Training is to be done based on the need. Some need

intensive training and some just an awareness.
Take people who
matters to places
where TPM already
successfully
implemented.
STAGE A - PREPARATORY STAGE
Step# 3
Setting up TPM and Departmental Committees

TPM includes all the 8 pillars of TPM as part of it

with improvement, autonomous maintenance and
quality maintenance.

When committees
are set up, it
should take care of
all those needs
under its umbrella
of responsibilities.
STAGE A - PREPARATORY STAGE
Step# 4
Perfect TPM implementation and raise TPM levels
Now each area is benchmarked and fix up a target for
achievement.
The main objective of TPM is to
increase the OEE of equipment.
TPM addresses the causes for
accelerated deterioration while
creating the correct
environment ownership
between operators and
equipment.
STAGE A - PREPARATORY STAGE

A master plan lays out your goals, what you will do

to achieve them and when you will achieve them.
Detailed plans for each pillar have to be prepared
Determining PM frequencies and how to
schedule PM :
 Time-based or usage-based scheduling
 How to measure PM effectiveness and results
 How to measure and analyze downtime and
downtime trends
2.The 5’S Step towards TPM Implementation
STAGE B - INTRODUCTION STAGE
This is a ceremony and we should invite all. Suppliers as
they should know that we want quality supply from them.
Related companies and affiliated companies who can be
our customers, sisters concerns etc.

Some may learn from us

and some can help us
and customers will get
the communication from
us that we care for
quality output.
2.The 5’S Step towards TPM Implementation
STAGE C – IMPLEMENTATION
In this stage eight activities are carried which are called
eight pillars in the development of TPM activity.

Of these, four
activities are for
establishing the
system for
production
efficiency,

the other four are for initial control system of new products
and equipment, training & education, one for control of
safety, sanitation as working environment and also
improving the efficiency of administration.
STAGE C – IMPLEMENTATION

Develop an autonomous maintenance program

Develop an equipment management program
STAGE C Develop a planned maintenance program
Implemen-
tation Increase skills of production and
maintenance personnel
Develop early equipment management program
1.Develop an autonomous maintenance program
Once a decision has been made to initiate TPM, company and
factory leadership should promote all 8 Steps below.

Establish a Energy
Baseline Awareness

Total
Cleaning Eliminating
is Inspecting Contamination Productive

Visual
Management
Equipment /Tool
Maintenance
= Maintenance
Workshop
(TPM)

Equipment
Lubrication Consumables
STAGE C – IMPLEMENTATION
1.Develop an autonomous maintenance program
Autonomous Maintenance is carried out by Production
Department in Seven steps.
Step 1: Establishing a baseline Establish a Energy
Baseline Awareness
Step 2: Cleaning is Inspecting
Total
Step 3: Visual Management Cleaning Eliminating
is Inspecting Contamination Productive
Step 4: Cleaning and lubrication
Step 5: Energy Awareness
Visual
Management
=
Equipment /Tool
Maintenance
Maintenance
Workshop
(TPM)
Step 6: Eliminating Sources Equipment
Lubrication Consumables
of Contamination
Step 7: Full implementation of Autonomous Maintenance using
AM Check List & updating TPM board
1.Develop an autonomous maintenance program
Step #1: Establish a Baseline
The goal is:
that the asset be reliable,
easy to maintain and available
when you need it.

Establish a baseline on your

equipment to determine exactly
what condition it is in right now.
A baseline helps guide our improvement activities and
provides a starting point from which we can measure our
improvements.
 Step #1: Establish a Baseline
To Establish the Baseline Condition of a Used Car

– Check for body damage

Look
– for leaks – Observe the gauges
Check tire wear – Check for unusual odors
–

Check
– Vibration – Listen for vibrations and noises
22
 Step #1: Establish a Baseline
Establish a Baseline to Determine the Condition
of your Equipment.
Is the equipment Is the equipment Are the following
free of: difficult to: identified?

Dirt/Dust Safety Hazards

Lubricate
Paint Lockout Points
Inspect
Chemicals Lubrication Points
Air Leaks Reach
Inspection Points
Sand Access
E-Stop Procedures
Steam/Gas Leaks Clean
Process Parts Start up and Shut
Remove Covers Down Procedures
Oil/Grease Leaks
Water Leaks
Coolant Leaks
23
 1.Develop an autonomous maintenance program
Step #1a: Safety Procedures before performing
Clean & Inspect
Lockout and Tag-out
An establishes minimum requirements to disable Hazardous
Energy sources that could cause injury to personnel.
All employees have to comply with the procedure.

Standardized multi
lockout and tag-out
devices. (indicate
department for personnel
at work during the
lockout tag-out )
Step #1a Safety Procedures before performing Clean & Inspect
What is a Lockout Device?
A device that positively:
prevents a machine from being
started up or turned on,
prevents a machinery part from
moving,
prevents electrical energizing,
blocks a pipeline, steam line or air
line
Step #1a Safety Procedures before performing Clean & Inspect
What is Tag-out?
Tags are warning devices only. They don’t provide the same
level of protection as lockout devices. Use for information
only, along with a locked device. They can only be removed by
an authorized person.
They must be
legible,
securely attached
(e.g. zip-tie) not
string and
resistant to
degradation.
22
Step #1a Safety Procedures before performing Clean & Inspect

When is Lockout / Tag-out required?

When someone will be
servicing or repairing
machinery or equipment
AND
the unexpected
machinery start-up or
release of stored energy
could cause injury

10
Step #1a Safety Procedures before performing Clean & Inspect

Who Lockout / Tag-out

Authorized employees –people who lock or tag-out machines
or equipment to perform servicing.

Affected employees –people who

use machines or equipment on
which servicing is performed under
lockout / tag- out.
Other employees –people who
work in the area of locked out
machinery or equipment.
Step #1a Safety Procedures before performing Clean & Inspect
Six Steps Lockout Procedures
1. Notify 2. Shutdown 3. Isolate
Employees Equipment Energy
(the reason there for) (depress stop button, (from the equipment)
open toggle switch)

4. Attach 5. Release 6. Verify

Lockout Stored Energy Lockout
Device

Service &
Maintenance
Step #1a Safety Procedures before performing Clean & Inspect
Injuries that happened without Lock Out / Tag-Out
Electrocution from live parts
Scalding from steam or hot liquids
Chemical burns or poisoning
From machinery:
- Deep cuts and gashes
- Crushing injuries
- Amputations
All of these can be fatal when severe
1.Develop an autonomous maintenance program

Step #2 Cleaning is Inspecting

(Action to address Dust and Dirt)
The goal is to:
Provide a clean, efficient,
and safe work
environment.
Enable you to identify
conditions that lead to
unexpected breakdowns.

Example: Broken components, fluid leaks, air leaks, etc.

 Step #2 Cleaning is Inspecting

Cleaning is Inspecting
(Action to address Dust and Dirt)

Q: Do you hand wash your Car or send it to a Car

wash?
 Step #2 Cleaning is Inspecting

Everyone from the team gets Involved!

 Clean to Inspect
 Inspect to Detect
 Detect to Correct
 Correct to Perfect

Use the same theory as you would for washing your

car: “Hand Clean vs Car Wash”
 1.Develop an autonomous maintenance program
Step #3
The goal is to:
Add signs, markings, and other
visual devices so that normal and
abnormal operating conditions
are obvious to anyone at a
glance.
Enhance the cleaning is
 Allow for easy inspecting process by identifying
identification of safety, correct locations for stored items
quality, environmental, and and tools, and correct quantities
process abnormalities. of consumables.
34
 Step #3 Visual Management for Autonomous Inspection

The goal is to:

 Add Signs, Arrows, and other
Visual Caption so that
Product Quantity, Location
and Flow are obvious and
able to attract anyone at a
glance.
 Enhance the retrieval of Parts
 Allow for fast Visual by identifying Specific
identification of actual location at a logical space for
physical quantity of parts. items to be stored.
35
Step #3 Visual Management for Autonomous Inspection

Abnormal? Unknown? Normal?

How would you know what the

normal operating range is?
How would you know if there
were problems developing?
36
Step #3 Visual Management for Autonomous Inspection
Visual Management Examples

37
Step #3 Visual Management for Autonomous Inspection
Work place Organization Standards - Color Coding
Lubrication (Yellow)

Air/Vacuum (Blue)

Hydraulic (White)

Water (Green)

Electrical (Red)

LOCKOUT
#1
Lockout/Tag/Tryout (Orange and Black)
Main Air Supply

INSPECTION POINT

3 AIR PRESSURE
80-100 psi
Inspection Checkpoints (White and Black)
38
1.Develop an autonomous maintenance program
Step #4

The goal is to:

Provide guidance in
identifying and
developing lubrication
requirements, routes,
and visual cues for the
proper lubrication of
equipment.

39
 Step #4 Equipment Lubrication
Why are we concerned about equipment
lubrication?
Failures

*Many moving parts

are not lubricated
Quality
*Many components are
over lubricated
Resources
*Lubricants already in
components are
contaminated
Components
28
 Step #4 Equipment Lubrication

Equipment Lubrication
S S
S 70% of all mechanical S
S equipment failures are a S
S result of improper S
S lubrication.
S
Too much lubricant is as bad as too little

41
 Step #4 Equipment Lubrication
Example: Bearing Block Lubrication
Before After

This picture shows This picture shows the additional

lubrication to only one side grease fitting, so lubrication can
of bearing. be done on both sides
42
1.Develop an autonomous maintenance program

Step #5
The goal is to:
Identify all sources of
e
energy.
Provide a process to
manage energy costs
switching off machines
to conserve energy
when it is not required.

43
 Step #5 Energy Awareness

The Energy commonly used

 Air/Pneumatic
 People Gravity
S Water  Electricity
Inert gases
 Hydraulics  Natural gas
 Step #5 Energy Awareness
Hazardous Energy Source Examples
Electricity – live or stored
Live electrical lines, Electrical
capacitors, Lasers

Moving machinery parts

Engines that move machinery
parts, Hydraulic lifts, Pneumatic
(air pressure) lines, Pressurized
water lines, Springs
 Step #5 Energy Awareness
Hazardous Energy Source Examples
Stored heat (steam lines or hot liquids). Hazardous chemicals
in pipelines under pressure or force of gravity.
Any other active or
stored energy sources
that could harm a worker.
 Step #5 Energy Awareness
What is an energy-isolating device?
A device that physically prevents transmission
or release of energy such as:
An electrical circuit breaker,

A pipeline valve,

A machine block,

Anything else that positively

blocks or isolates energy.

12
1.Develop an autonomous maintenance program
Step #6
The goal is to:
 Permanently eliminate
sources of contamination in
order to keep equipment
clean and damage free.

 Simplify equipment for easy

and safe cleaning and
inspecting of places that are
hard to clean, inspect,
lubricate, and adjust.
48
Step #6 Eliminating sources of Contamination
Source of Contamination

49
Step #6 Eliminating sources of Contamination
Hydraulic Tubes
( Example of two tubes rubbing together)

50
 1.Develop an autonomous maintenance program
Step 7: Full implementation of Autonomous Maintenance
using AM Check List & updating TPM board
Develop an A.M. Program for Operators.
Re access maintenance activities, gather data and
validate info for A.M. Checklist.
(Take Pictures before on Kaizen Action Sheet Form.)

Create a DAILY Autonomous Maintenance Checklist.

(Use Visual Roadmap / logout tag-out procedures / TPM
Board )
Operators routine cleaning and inspection will help stabilize
conditions and stop accelerated deterioration.)
 Step 7: Full implementation AM Check List & TPM board

ACTIVITY
Analyze the existing conditions and set goals that are
smart, use S. M. A. R. T. goal setting.
Are the following
(Gather Info for AM checklist)
identified?
-Safety Hazards
-Lockout Points
AM Check List Exercise -Lubrication Points
-Inspection Points
-E-Stop Procedures
-Start up/Shut Down
Procedures
Goal Setting, S M A R T

HOW ?
Know exactly what you want to
accomplish.
How will you know you met your
goal?
Ensure your goal is not too far to
reach but far enough to be
challenging.
Link goal to something
important to and that inspire you
When do you want your goal to
be met?
2.The 5’S Step towards TPM Implementation
STAGE C – IMPLEMENTATION
Develop an equipment management program
The principle of designing the maintenance of
Equipment in the prevention of breakdown.

Early equipment
management program
can be applied to new
Products and new
Equipment and also
existing Machines.
Develop an Equipment Management Program

Workshop Purpose:
 To ensure Equipment is in
operational condition through
routine inspection of parameters
before start of operation.

 To trigger abnormality before

damage occur.

 To identify Inspection points with

Visual Management for ease of
Inspection using AM Check List.
 Develop an Equipment Management Program

Noon
Identify routine Inspection Activities from
Equipment Manual to develop AM Checklist
for AM Inspection & TPM Board.
 Audit, Review & Externalize Inspection Activities
from Equipment Manual to Autonomous
Maintenance
 Put in place TPM Board with Inspection Points &
AM Checklist with Visual Management,
supporting PM Implementation.
Develop an Equipment Management Program

Noon
Log Out / Tag Out on Machine.

Actual Cleaning and Inspection

of Machine to externalize to
Autonomous Maintenance.

(reference Clean & Inspection

Checklist for Production Machine)

Record all problems found during Clean and Inspect to discuss

and address on KAIZEN Action Sheet.
 Develop an Equipment Management Program
TPM Board & AM Checklist with Visual
Management Implementation.
New products must be designed so that they can
be easily produced on new or existing machines
New machines must be designed for easier
operations, changeover and maintenance.

TPM Board,
AM Checklist,
Road Map
Team D Suggested Layout of Information Board Note:
• Bo ard mea sure s 36X48 mo unted -- 40 to 4 8 inches f rom the floor Board const ruction wood
• Att ach Consum ables list to TPM ca bin et d oor with cork facing or magnetic
• Lo cko ut instructions & m ap t o be lo ca ted on m ain electrical cab in et (not on TPM Board)

TPM Information Board

Machine Name Machine Operator

Lube Critical Operators’ Name(s) OEE Weekly

Cleaning Summary Sheet
Route Map Instructions for (if Available)
Lube & Critical
Operator Sign-off
Cleaning
Sheet (daily)
Any Single Point
Lesson place
Problem and behind these
Component TPM Management P.M. Schedule
instructions
Codes Walk-through
Checklist

Small Group
Activity
Improvement Start-up/Shutdown List of persons
MSS Equipment
Items (form) Process Map on Back responsible for
Problem Log Sheet
updating each item on
(S.R. Record)
this board
Team D Sugges ted Layout of I nform ation Board
 DAILY AUTONOMOUS MAINTENANCE CHECKLIST Week:

(Performed by Production) Date:

Waterjet

CONDI
TION/
READI
STEP INSPECTION ITEM/S NG CHECK BY ACM No SHIFT REMARKS

Record
Actual (Initiate) D,S,N (Actions taken)

M T W T F S S

Verified by : …………………………. Page 2/3

(Area Manager) file:TPM1 rev c

Date :…………………………..
 WATERJET

COND
ITION/
READ CHECK ACM
STEP INSPECTION ITEM/S ING BY No SHIFT REMARKS
(Indica
te
Actual
) (Initiate) D,S,N (Actions taken)
M T W T F S S
1 Robotic panel and computer
Switch on the robotic panel and computer
_Check weather the robotic panel and computer
working properly or not ;
Normal - window screen appear (/)
Abnormal - Call IS technician if the computer screen
not appear (M)

2 Waterjet abrasive bulk

_Check abrasive filter
Normal - (/)
Abnormal - filter damaged (inform Technician) (D)
_Top-up abrasive before start trimming process
Standard 2 bags / shift
_Use vibrator to filter in abrasive into the bulk
_Open compress air valve and open release valve
at a same time.
_Check air regulator
Normal - 4 bar (/)

Verified by : …………………………. Page 1/3

(Area Manager) file:TPM1 rev B

Date :…………………………..
 Waterjet Road Map

Main Compress air valve

S# 1

Problem carts Robotic control cabinate S#2

Tank
Electrical panel
Intensifier pump
Abrasive bulk
tranfer tank
PC Monitor
S# 1 Water inlet valve no1
POU

Incoming Incoming
Production Production Working water jet
Pan
Parts Parts Table softerner
el
Waterjet Pool

Working Water inlet valve

Table no2

Outgoing Plywood
Production
Parts
STAGE C – IMPLEMENTATION

Set up plans and schedules to

carry out work on equipment
before it breaks down, in order to
extend the life of the equipment

Include Preventive and Predictive

Maintenance

Include management of spare

parts and tools
 Section B

Equipment
Maintenance
Equipment /Tool Maintenance
The goal is to:

• Have a routine schedule of activities

for maintaining the asset in a highly
reliable condition.

• Combine all the processes and tasks

developed in previous modules
relating to maintenance of the
equipment. Ensure PMs are current.
If PMs are not available, create them
for this equipment.
36
Tool Maintenance

65
Equipment
Maintenance
The goal is to:
Have a routine schedule of
activities for maintaining the asset
in a highly reliable condition.

Pull together all the processes

and tasks developed in previous
modules relating to maintenance
of the equipment. Ensure PMs
 Work with Reliability Team to are up to date. If PMs are not
install condition-based available, they should be created
monitoring devices. for this equipment.
Consumables The goal is to:
Develop a list of consumable
items needed for the routine
maintenance of your
equipment. Have a Parts
Change History record.
Establish minimum and
maximum quantities, identify
standard storage locations at
point of use, and apply visual
management.
 Consumables

How to keep an effective and useful

equipment history
Parts changed history for each machine/equipment
( source of data: finance department based on PO for period from Jan 02 to 29 Jun 04)
Equipment Name:
Asset No.:
Location:
Data of purchase:

Date Part change

Part no. Description RM/unit qty changed Total RM
Critical Consumerable Spares Re-stocking Plan Date:31-May-06
( Source of data: Spare parts changed from Jan 04 to May 06 based on
Avialability vs Lead time)

Equipment Name: Gerber Kit cut

Asset No:

Lead Stock
No Part Part Source & Unit Price Time Level
Curren
Name Number Contact NUmber (US$) (Days) t Min Max

1Theta axis pulley CR2-033 1 2

2Theta motor A-CR2-194 1 2

3Linear bearing CR2-053 1 2

4Keypad CR2-044 1 2

5Galil mation control card DMC-1040 1 2

6Amplifier icon card A-CB2-110 1 2

7Y axis inter connect card CR2-041 1 2

8X Y axis motor A-CR2-193 1 2

Components of a Well-organized P/PdM Program
 Equipment inventory/numbering system
 Critical Spare parts inventory/forecast
 Sequence of tasks (PM and PdM routes)
Critical spares for water jet cutter machine
Example Item P/N
1Hi pressure seal kit 001198-1
Critical 2Low pressure seal kit 010641-1
Spare List Mixing
3 tube
010460-40-
30
4Orifice assembly 014201-10
5Repair kit on/off valve 010200-1
6Swivel assy single axis 010140-1
7Cutting head assy
8Repair kit 3/8 swivel 007117-1
9Pressure valve control
How to Implement Maintenance TPM -3P
(Plan, Preventive & Predictive)
Review Maintenance TPM
-Analyze existing Equipment condition and
set SMART goals.(Choose 1 Equipment first).
Example:-………………………………
Revisit Preventive Maintenance Checklist &
effectiveness of Execution.
TPM kick-off.. & TPM Board
12 Steps to TPM Installation (after step 8 )
 3P Maintenance TPM (Plan, Preventive &
Predictive Maintenance)
Predictive Maintenance Techniques, Applications,
and Instrumentation covers;
 Elements of PdM (mechanical
and electrical)
 Equipment condition
monitoring
 Predicting potential equipment
breakdowns or to avoid
expensive repairs
Predictive Maintenance (PdM) Implementation
Getting Organized for PdM &Planning for PdM,
the preparatory steps;
 Starting with a PdM base line
(History of Failure)
 Retighten PM Schedule to
include PdM
 Combining PdM with PM for
greatest overall effect and
least cost Organizational
requirements
On existing machines:
Analyze historical records for
trends of types of failures
frequency of component failures
root causes of failures
Determine how to eliminate the problem and
reduce maintenance through an equipment
design change or by changing the process
Specific PdM Techniques and Applications
 Vibration analysis/monitoring
 Shock pulse method
 Spectrographic oil analysis
 Ferrographic particle analysis
 Thermography/temperature
measurement
 Non-destructive testing (NDT)
 Ultrasonic testing and more
Example: Condition-based monitoring devices.

Call for vibration check when

216 Hrs
Hour Meter reads 250
Spindle #1

93 Hrs Pull Bearing Packs and Inspect

when Hour meter reads 4000
Servos

1394 Hrs Call for oil analysis when

Hour Meter reads 2000
Power On
STAGE C – IMPLEMENTATION
Increase skills of production and maintenance personnel
Raise the level of inspection for Operators
through Small Group Activities (SGA) and start
focusing on attacking the Six Big Losses of
Production as a baseline.
Maintenance to Train
Operators on Basic:
* Pneumatics
* Hydraulics
* Electrical Systems
* Drive systems
* Machine Specific Training
Increase skills of production and maintenance personnel
Section B

Sustaining and Continuous Improvement

Form and Sustain Small Group Activities
All remaining tags have been completed
Eliminate or localize any remaining sources of
contamination
Make “Cleaning is Inspecting” easier and faster
Ensure compliance with standards and processes
Ensure management walk-through/audit is being followed
Increase skills of production and maintenance personnel

Strengthen Routine Maintenance

Raise inspection and
restoration skill levels
Review and improve
Cleaning is Inspecting and
Lubrication Standards

Enhance visual controls

Ensure operators and maintenance are creating
Single Point Lessons
Increase skills of production and maintenance personnel
Section B

Standardization
Review roles of operator Improvements and standardization
of work.

Maintain effective
Autonomous Maintenance
Maintain effective
autonomous SGA
Integrate proactive
quality maintenance

42
 Increase skills of production and maintenance personnel

Maintenance Training For Maintenance group

should then focus on Advanced:

Pneumatic systems
Hydraulic Systems
Electrical Systems
Drive Systems

Machine Specific Training

Skill Specific Training
2016/10/7 81
 Increase skills of production and maintenance personnel

Single Point Lessons let you quickly (ten minutes or

less) communicate key points on any subject either
verbally or visually.

You can augment

your lesson with
visual support if
appropriate.

2016/10/7 82
Increase skills of production and maintenance personnel

Suggested topics for lessons include, though not

limited to:
A specific maintenance procedure
An inspection task for Quality
Control
A detail of a safety check
An office procedure, such as record
keeping for AM

A well prepared Single Point Lesson stands alone, and can be

delivered by anyone who feels comfortable doing so, whether
or not they are a subject matter expert.
 Increase skills of production and maintenance personnel

Promote all the 6 Steps to full Autonomous Maintenance

and Strive to meet zero failures and
zero defects while maintaining
a proactive attitude.

Step 6: Autonomous Maintenance

Step 5: Standardization
Step 4: Strengthen Routine Maintenance
Step 3: Higher level of inspection
Step 2: Sustaining and Continuous Improvement
Step 1: Autonomous Maintenance Workshop(8 elements)

27
 STAGE C – IMPLEMENTATION
Develop an Early Equipment Management Program

Workshop Activities
 How to Develop and Install a Good PM System
-Do Dot Visual Master Plan & TPM Board
 Maximizing Equipment Utilization
–Attacking the 6 Big loses
 Engineering TPM Kaizen
-Improvement Projects to address risk of breakdown
- 10 Steps to Improvement Action Plan

[email protected]
 Develop an Early Equipment Mgmt Program

How to Develop and Install a Good PM System

Do Dot Visual Master Plan

&
TPM Board

[email protected]
 Develop an Early Equipment Mgmt Program

Team D Suggested Layout of Information Board Note:

• Bo ard mea sure s 36X48 mo unted -- 40 to 4 8 inches f rom the floor Board const ruction wood
• Att ach Consum ables list to TPM ca bin et d oor with cork facing or magnetic
• Lo cko ut instructions & m ap t o be lo ca ted on m ain electrical cab in et (not on TPM Board)

TPM Information Board

Machine Name Machine Operator

Lube Critical Operators’ Name(s) OEE Weekly

Cleaning Summary Sheet
Route Map Instructions for (if Available)
Lube & Critical
Operator Sign-off
Cleaning
Sheet (daily)
Any Single Point
Lesson place
Problem and behind these
Component TPM Management P.M. Schedule
instructions
Codes Walk-through
Checklist

Small Group
Activity
Improvement Start-up/Shutdown List of persons
MSS Equipment
Items (form) Process Map on Back responsible for
Problem Log Sheet
updating each item on
(S.R. Record)
this board
Team D Sugges ted Layout of I nform ation Board
Steps in introduction of TPM in Organization
STAGE D – INSTITUTIONALISED
Perfect TPM implementation and raise TPM levels
By all there activities one would has reached maturity
stage. Now is the time for applying for PM award.

Also think of challenging

level to which you can
take this movement.
STAGE D – INSTITUTIONALISE
Perfect TPM implementation and raise TPM levels
After Maintenance Workshop
 Quality & Kaizen Overview
Quality Improvement Action Plan
 Engineering TPM Kaizen
-Improvement Projects to
address risk of breakdown
 Maximizing Equipment
Utilization
Perfect TPM implementation and raise TPM levels

Workshop Activity
Team Charter/ formation and TPM kick-off

Focus Kaizen -Team Charter

(Kaizen Objective & Scope Form)

Focus Kaizen -Workshop Charter

(Autonomous Maintenance Improvement)
Perfect TPM implementation and raise TPM levels
Sample of Focus Kaizen –Team Charter
Team Members : Background/Core issues:
Sponsor : ___________________
Project Facilitator (TPM Support) : Timothy Wooi The current stage of Daily and Weekly
Team Leader : ______________ (Dept)
maintenance are executed but not up to
mark. There are many difficulties to do a
Co-Leader : __________________ ( Dept)
good jobs to upkeep the machine at good
Members: condition. Amount the common complaints
1. _________________________ ( Dept) are time constraint and discipline to
2. _________________________ ( Dept) conduct routine maintenance tasks.
3. _________________________ ( Dept)
4. _________________________ ( Dept)
The current audit of the machine condition
5. _________________________ ( Dept) show many potential of improvement. The
6. _________________________ ( Dept) reoccurrence of printing quality problems
7. _________________________ ( Dept) and pressure from keeping up with
8. _________________________ ( Dept) production schedule even at low demand
period required the team to re-examine the
Key Interdependencies
current approach of the daily & routine
1. Production 2, Planning 3. Engineering maintenance.
[91]
 Focus Kaizen -Workshop Charter
Autonomous Maintenance Improvement
Focus Kaizen Objectives :
To improve the current Daily & Weekly Cleaning and Autonomous Maintenance
methodology
To make/impart awareness on Autonomous Maintenance.

Kaizen Techniques involved:- Scope

5S,  Target : Machine ?
Visual Management,
Autonomous  Include: Daily & Weekly Cleaning
Routine Maintenance, all area within the
Maintenance machine boundary (white mark)
 Exclude: Monthly Planned Maintenance
(major Service, Overhaul), Predictive
Maintenance, Break Down repair.

[92]
Perfect TPM implementation and raise TPM levels

Engineering TPM (Kaizen)

-Improvement Projects to address risk of breakdown

Gradual, unending
improvement, doing
“little things” better
every day, setting and
achieving ever higher
standards
2016/10/7 93
 TPM -Total Productive Maintenance
3.Conditions Required for TPM
TPM is a paradigm shift that focuses everyone
in the organization toward improved
equipment effectiveness.

TPM is not a short-

term fix, but a
never-ending
journey that drives
the plant toward
world-class
performance.
 3. Conditions Required for TPM

A manager that does not spend 20%

of their time involved in TPM is only
offering lip service

Tokutaro Suzuki
Vice Chairman, Japanese
Institute of Plant Maintenance
TPM -Total Productive Maintenance
4.TPM Strategy
6 Steps to implement full Autonomous
Maintenance

Step 6: Autonomous Maintenance

Step 5: Standardization
Step 4: Strengthen Routine Maintenance
Step 3: Higher level of inspection
Step 2: Sustaining and Continuous Improvement
Step 1: Autonomous Maintenance Workshop(8 elements)

27
 4.TPM Strategy
4.TPM Strategy
 Increase (OEE)
 Improve existing
planned maintenance
systems
 The operator is the
best condition monitor

 Provide training to upgrade operations and maintenance skills

 Involve everyone and utilize cross-functional teamwork
 TPM -Total Productive Maintenance
5.TPM Tools
What tools in lean do we have that ensure
machine reliability, high production capacity,

and also ensure that

the workplace and
machines are not dirty
and oily so that we do
not have quality
defects and equipment
failures?
 5.TPM Tools
3P Maintenance TPM (Plan, Preventive &
Predictive Maintenance) Management.
Typical Team members
*five to seven operators
*a maintenance person
*a technical expert
Tools
*Pareto
*Cause & effect
*Root cause
*Methods Analysis
 TPM -Total Productive Maintenance
6.Setback of TPM Implementation
SUSTAINABLE IMPROVEMENT
One of the greatest challenges at any company is
how to achieve sustainable improvement.
This includes both
a) achieving short-term
success and
b) maintaining that
success over the long-
term.
Engaging employees is important for both short-
term and long-term success of initiatives.
 6.Setback of TPM Implementation
A powerful technique for engaging employees is creating a
shared vision of “improved” state of the company, – outlining
how it will benefit employees.
This will create a strong,
broad-ranging motivation to
succeed. Another technique
is recognizing and
rewarding desired behavior.

In the context of TPM, this may include providing a monthly

rotating trophy for the Best 5S Area or awarding gift certificates
each month for the Biggest Kaizen Improvement.
 For Choosing ITS Management Sdn Bhd
As Your Training Provider

If you have questions or require further assistance

later, please email to:
[email protected]

Email Subject: “Attn: Timothy Wooi”

Other inquiries, please email to:
[email protected]