Description
This is a presentation explaining on TPM policy and objectives, fundamental TPM activities, components of TPM, Tangible and Intangible Benefits of TPM.
Total Productive Maintenance (TPM)
1
Introduction to TPM
What is TPM ? ? Total Productive Maintenance (TPM) is both
–a philosophy to permeate throughout an
operating company touching people of all levels
–a collection of techniques and practices
aimed at maximizing the effectiveness (best possible return) of business facilities and processes
2
3
It is a Japanese approach for
• Creating company culture for maximum
efficiency
• Striving to prevent losses with minimum cost
– Zero breakdowns and failures, Zero accident, and Zero defects etc • The essence of team work (small group activity) focused on condition and performance of facilities to achieve zero loss for improvement
• Involvement of all people from top
management to operator
4
History/Origin
• TPM first introduced in Japan and rigorously been applied in past years in various companies all over the world including India • TPM planning & implementation in Japanese factories supported by JIPM (Japan Institute of Plant Maintenance) • Awarded yearly prizes to various industries:
? ? ? ? ? ? Automotive Metals Chemicals Rubber Food Glass etc.
5
• Initially implemented in high-to-medium volume production areas • Later successfully applied in:
? Low-volume production ? High-to-low volume assembly ? Development areas ? Warehouse ? Whole range of industry
6
Role of TPM
Answers of the following questions are able to tell what role TPM can play within a company:
? Does TPM replace traditional maintenance
techniques ? ? Why is it so popular and important ? ? What are its policies and objectives ? ? How does it fit in with TQM ? ? What are its steps, activities and components? ? What are its benefits and results ?
7
TPM and Traditional Maintenance
? Reactive maintenance inherently wasteful and ineffective with following disadvantages:
• • • • • No warning of failure Possible safety risk Unscheduled downtime of machinery Production loss or delay Possible secondary damage
8
Need for:
• • • Stand-by machinery A stand-by maintenance team A stock of spare parts
Costs include:
• • • • • Post production Disrupted schedule Repair cost Stand-by machinery Spare parts
9
? Real cost of reactive maintenance is more than the cost of maintenance resources and spare parts ? Pro-active maintenance (planned, preventive and predictive) more desirable than reactive maintenance
10
? TPM enables or provides:
• • The traditional maintenance practices to change from reactive to pro-active A number of mechanisms whereby ? Breakdowns are analyzed ? Causes investigated ? Actions taken to prevent further breakdowns Preventive maintenance schedule to be made more meaningful
•
11
•
•
To ‘free up’ maintenance professionals to: ? Carry out scheduled and preventive maintenance ? Gather relevant information as important input to the maintenance system ? Keep the system up to date ? To review cost effectiveness To develop and operate a very effective maintenance system an integral part of manufacturing
12
Why is TPM so popular and important ?
Three main reasons:
1. It guarantees dramatic results (Significant
tangible results) • Reduce equipment breakdowns • Minimize idle time and minor stops • Less quality defects and claims • Increase productivity • Reduce manpower and cost • Lower inventory • Reduce accidents
13
2. Visibly transform the workplace
(plant environment) • Through TPM, a filthy, rusty plant covered in oil and grease, leaking fluids and spilt powders can be reborn as a pleasant and safe working environment Customers and other visitors are impressed by the change Confidence on plant’s product increases
• •
14
3. Raises the level of workers knowledge and skills
As TPM activities begin to yield above concrete results, it helps: • The workers to become motivated • Involvement increases • Improvement suggestions proliferate • People begin to think of TPM as part of the job
15
TPM Policy and Objectives
Policy and objectives: • To maximize overall equipment effectiveness (Zero breakdowns and
failures, Zero accident, and Zero defects etc) through total employee involvement
• To improve equipment reliability and maintainability as contributors to quality and
to raise productivity
16
•
TPM Basic policy and objectives (Contd.)
To aim for maximum economy in equipment for its entire life To cultivate equipment-related expertise and skills among operators To create a vigorous and enthusiastic work environment
•
•
17
TPM Corporate policy for the following
purposes:
•
To aim for world-class maintenance,
manufacturing performance and quality
•
To plan for corporate growth through
business leadership
18
TPM Corporate policy (Contd.):
• To promote greater efficiency through greater
flexibility
•
Revitalize the workshop and make the most of employee talents
19
Production dept.TPM to Companywide TPM
20
12 TPM Development Program Steps
Preparation
1. Formally announce the decision to introduce TPM 2. Conduct TPM introductory education and publicity campaign 3. Create TPM promotion organization
21
Preparation (Contd.) 4. Establish basic TPM policy and goals 5. Draft a master plan for implementing TPM
Introduction 6. Kick off TPM initiatives
(to cultivate the atmosphere to raise morale, inspiration and dedication)
22
Implementation
7. Build a corporate constitution designed to maximize the effectiveness of facilities
i. Conduct focused improvement activities ii. Establish and deploy autonomous maintenance program iii. Implement planned maintenance program iv. Conduct operation and maintenance skills training
8. Build an early management system for new products and equipment
23
Implementation (Contd.)
9. Build a quality maintenance system
10. Build an effective administration and support system 11. Develop a system for managing health, safety, and the environment
Consolidation
12. Sustain a full TPM implementation and raise levels (Prize)
24
Five fundamental TPM activities
1. 2. 3. 4.
Autonomous maintenance Equipment improvement Quality maintenance MP(Maintenance Prevention) systembuilding 5. Education and training
25
26
27
Components of TPM
28
Practical Components of TPM
To be achieved through TPM team:
? Restore,
maintain and continuously improve the existing facilities
Role of maintenance personnel
o Carry out major repairs
Role of Production personnel
o Maintain ‘basic’ machinery condition to prevent deterioration
29
Role of maintenance personnel (contd.)
Role of Production personnel (contd.)
o Improve weak points and o Monitor machinery eliminate deterioration effectiveness o Plan and carry out preventive maintenance o Regularly inspect to detect problems
o Analyze breakdowns and o Carry out simple performance, and carry out improvements / repairs predictive maintenance
30
?Detect and eliminate faults and problems
Faults that: Problems that: o slow down the operator and make life difficult
o Cause breakdowns and/or stoppages
o Slow the process down o Cause breakdowns and/or stoppages
o Make changeovers difficult
o Slow down the operator and make life difficult
31
Faults and Problems
32
?Detect and eliminate faults and problems
Faults that: Problems that: o Make changeovers difficult o Make workplace dirty, oily and smelly o Make the machinery dangerous to operate and setup => lead to injury
33
o Slow the process down
o Cause inconsistency o Cause rejects o Provide safety hazards
? Establish, monitor and improve process effectiveness
Following six big losses to recognize, measure and reduce: 1. Breakdown losses due to failures and repairs 2. Setup and adjustment losses
1and 2 = availability loss
34
Six big losses (Contd.): 3. 4. 5. 6. Idling and minor stoppage losses Speed losses Scrap and rework losses Start-up losses
3 and 4 = performance loss 5 and 6 = quality loss
35
? Identify and eliminate inherent faults:
– Discover inherent faults either in design and manufacturing of machinery or in methods of operation – Try to reduce their effect wherever possible
36
Identify and eliminate inherent faults (contd.):
– Propose a project with a specially skilled small team to focus on inherent faults to improve overall effectiveness which includes: ? Availability improvement through
? Changeover and setup reduction ? Reliability improvement ? Maintainability improvement
37
? Performance improvement through
• Chronic (big) loss analysis and improvement • Process improvement • Operational improvement
? Quality improvement through
• Process capability study and improvement • Poka yoka (mistake proofing) design • Operational stability re-design
38
? Provide maintenance systems to support facilities
– Introduce more professional tools and techniques (autonomous maintenance) to establish and restore machinery condition – Maintenance systems and resources are to be designed, implemented and continuously improved
– Specialist skills to provide for breakdowns, servicing and improvement of complex controls and mechanisms
39
? Purchase and install facilities that provide best return
The selection and purchase of new machinery must be approached:
– In a professional and structured way
– As an integral part of the overall manufacturing system
40
The selection and purchase of new machinery must be approached (Contd.):
– To conform the TPM philosophy of the company
– To meet the present and future need of the business – To achieve world-class competitive performance in manufacturing
41
Measuring Effectiveness of Facilities
The effectiveness of facilities
– is its best possible return generated – is calculated as percentage of each group of 6 big losses (discussed earlier)
Overall facilities effectiveness (OEE) =
%Availability
• Breakdown losses • Set-up and adjustment losses
x
%Performance x
• Idling and minor stoppage losses • Speed losses
%Quality
• Scrap and rework losses • Start-up losses
42
Loading time – Breakdown & Setup loss %Availability = -----------------------------------------------x 100 Loading time Where loading time = planned production/operation time – breaks – planned maintenance time Quantity produced % Performance = ----------------------------------- x 100 Time run x Capacity/Given time or Time run – Minor stoppages – Reduced speed = -------------------------------------------------------------- x 100 Time run
43
% Quality = Amount produced –Amount defects –Amount re-processed ---------------------------------------------------------------------x 100 Amount produced or Time run – Defect time – Re-processing time = -------------------------------------------------------------- x 100 Time run
44
Tangible and Intangible Benefits of TPM
? Tangible benefits:
o Productivity up due to
? Sudden breakdowns down ? Overall facilities effectiveness up
o o o o o o
Process defect rate down Customer compliant/claims down Products and work-in-process down Shutdown accidents down Pollution incidents down Improvement suggestions up
45
Tangible benefits (contd.):
o Financial losses drop due to reduction in breakdowns o Repair costs drop o Maintenance labour-hours reduce o Energy costs reduce o Company’s manufacturing profit ratio up
46
? Intangible benefits:
o Achieving full-self management
? Operators have ownership of their equipments ? They look after it by themselves without direction
o Eliminating breakdowns and defects o Growing confidence and ‘can-do’ attitude o Making previously dirty and oily workplaces to a unrecognizably clean, bright and lively o Giving better image to the visitors and thereby getting more orders
47
48
49
50
51
doc_753178772.ppt
This is a presentation explaining on TPM policy and objectives, fundamental TPM activities, components of TPM, Tangible and Intangible Benefits of TPM.
Total Productive Maintenance (TPM)
1
Introduction to TPM
What is TPM ? ? Total Productive Maintenance (TPM) is both
–a philosophy to permeate throughout an
operating company touching people of all levels
–a collection of techniques and practices
aimed at maximizing the effectiveness (best possible return) of business facilities and processes
2
3
It is a Japanese approach for
• Creating company culture for maximum
efficiency
• Striving to prevent losses with minimum cost
– Zero breakdowns and failures, Zero accident, and Zero defects etc • The essence of team work (small group activity) focused on condition and performance of facilities to achieve zero loss for improvement
• Involvement of all people from top
management to operator
4
History/Origin
• TPM first introduced in Japan and rigorously been applied in past years in various companies all over the world including India • TPM planning & implementation in Japanese factories supported by JIPM (Japan Institute of Plant Maintenance) • Awarded yearly prizes to various industries:
? ? ? ? ? ? Automotive Metals Chemicals Rubber Food Glass etc.
5
• Initially implemented in high-to-medium volume production areas • Later successfully applied in:
? Low-volume production ? High-to-low volume assembly ? Development areas ? Warehouse ? Whole range of industry
6
Role of TPM
Answers of the following questions are able to tell what role TPM can play within a company:
? Does TPM replace traditional maintenance
techniques ? ? Why is it so popular and important ? ? What are its policies and objectives ? ? How does it fit in with TQM ? ? What are its steps, activities and components? ? What are its benefits and results ?
7
TPM and Traditional Maintenance
? Reactive maintenance inherently wasteful and ineffective with following disadvantages:
• • • • • No warning of failure Possible safety risk Unscheduled downtime of machinery Production loss or delay Possible secondary damage
8
Need for:
• • • Stand-by machinery A stand-by maintenance team A stock of spare parts
Costs include:
• • • • • Post production Disrupted schedule Repair cost Stand-by machinery Spare parts
9
? Real cost of reactive maintenance is more than the cost of maintenance resources and spare parts ? Pro-active maintenance (planned, preventive and predictive) more desirable than reactive maintenance
10
? TPM enables or provides:
• • The traditional maintenance practices to change from reactive to pro-active A number of mechanisms whereby ? Breakdowns are analyzed ? Causes investigated ? Actions taken to prevent further breakdowns Preventive maintenance schedule to be made more meaningful
•
11
•
•
To ‘free up’ maintenance professionals to: ? Carry out scheduled and preventive maintenance ? Gather relevant information as important input to the maintenance system ? Keep the system up to date ? To review cost effectiveness To develop and operate a very effective maintenance system an integral part of manufacturing
12
Why is TPM so popular and important ?
Three main reasons:
1. It guarantees dramatic results (Significant
tangible results) • Reduce equipment breakdowns • Minimize idle time and minor stops • Less quality defects and claims • Increase productivity • Reduce manpower and cost • Lower inventory • Reduce accidents
13
2. Visibly transform the workplace
(plant environment) • Through TPM, a filthy, rusty plant covered in oil and grease, leaking fluids and spilt powders can be reborn as a pleasant and safe working environment Customers and other visitors are impressed by the change Confidence on plant’s product increases
• •
14
3. Raises the level of workers knowledge and skills
As TPM activities begin to yield above concrete results, it helps: • The workers to become motivated • Involvement increases • Improvement suggestions proliferate • People begin to think of TPM as part of the job
15
TPM Policy and Objectives
Policy and objectives: • To maximize overall equipment effectiveness (Zero breakdowns and
failures, Zero accident, and Zero defects etc) through total employee involvement
• To improve equipment reliability and maintainability as contributors to quality and
to raise productivity
16
•
TPM Basic policy and objectives (Contd.)
To aim for maximum economy in equipment for its entire life To cultivate equipment-related expertise and skills among operators To create a vigorous and enthusiastic work environment
•
•
17
TPM Corporate policy for the following
purposes:
•
To aim for world-class maintenance,
manufacturing performance and quality
•
To plan for corporate growth through
business leadership
18
TPM Corporate policy (Contd.):
• To promote greater efficiency through greater
flexibility
•
Revitalize the workshop and make the most of employee talents
19
Production dept.TPM to Companywide TPM
20
12 TPM Development Program Steps
Preparation
1. Formally announce the decision to introduce TPM 2. Conduct TPM introductory education and publicity campaign 3. Create TPM promotion organization
21
Preparation (Contd.) 4. Establish basic TPM policy and goals 5. Draft a master plan for implementing TPM
Introduction 6. Kick off TPM initiatives
(to cultivate the atmosphere to raise morale, inspiration and dedication)
22
Implementation
7. Build a corporate constitution designed to maximize the effectiveness of facilities
i. Conduct focused improvement activities ii. Establish and deploy autonomous maintenance program iii. Implement planned maintenance program iv. Conduct operation and maintenance skills training
8. Build an early management system for new products and equipment
23
Implementation (Contd.)
9. Build a quality maintenance system
10. Build an effective administration and support system 11. Develop a system for managing health, safety, and the environment
Consolidation
12. Sustain a full TPM implementation and raise levels (Prize)
24
Five fundamental TPM activities
1. 2. 3. 4.
Autonomous maintenance Equipment improvement Quality maintenance MP(Maintenance Prevention) systembuilding 5. Education and training
25
26
27
Components of TPM
28
Practical Components of TPM
To be achieved through TPM team:
? Restore,
maintain and continuously improve the existing facilities
Role of maintenance personnel
o Carry out major repairs
Role of Production personnel
o Maintain ‘basic’ machinery condition to prevent deterioration
29
Role of maintenance personnel (contd.)
Role of Production personnel (contd.)
o Improve weak points and o Monitor machinery eliminate deterioration effectiveness o Plan and carry out preventive maintenance o Regularly inspect to detect problems
o Analyze breakdowns and o Carry out simple performance, and carry out improvements / repairs predictive maintenance
30
?Detect and eliminate faults and problems
Faults that: Problems that: o slow down the operator and make life difficult
o Cause breakdowns and/or stoppages
o Slow the process down o Cause breakdowns and/or stoppages
o Make changeovers difficult
o Slow down the operator and make life difficult
31
Faults and Problems
32
?Detect and eliminate faults and problems
Faults that: Problems that: o Make changeovers difficult o Make workplace dirty, oily and smelly o Make the machinery dangerous to operate and setup => lead to injury
33
o Slow the process down
o Cause inconsistency o Cause rejects o Provide safety hazards
? Establish, monitor and improve process effectiveness
Following six big losses to recognize, measure and reduce: 1. Breakdown losses due to failures and repairs 2. Setup and adjustment losses
1and 2 = availability loss
34
Six big losses (Contd.): 3. 4. 5. 6. Idling and minor stoppage losses Speed losses Scrap and rework losses Start-up losses
3 and 4 = performance loss 5 and 6 = quality loss
35
? Identify and eliminate inherent faults:
– Discover inherent faults either in design and manufacturing of machinery or in methods of operation – Try to reduce their effect wherever possible
36
Identify and eliminate inherent faults (contd.):
– Propose a project with a specially skilled small team to focus on inherent faults to improve overall effectiveness which includes: ? Availability improvement through
? Changeover and setup reduction ? Reliability improvement ? Maintainability improvement
37
? Performance improvement through
• Chronic (big) loss analysis and improvement • Process improvement • Operational improvement
? Quality improvement through
• Process capability study and improvement • Poka yoka (mistake proofing) design • Operational stability re-design
38
? Provide maintenance systems to support facilities
– Introduce more professional tools and techniques (autonomous maintenance) to establish and restore machinery condition – Maintenance systems and resources are to be designed, implemented and continuously improved
– Specialist skills to provide for breakdowns, servicing and improvement of complex controls and mechanisms
39
? Purchase and install facilities that provide best return
The selection and purchase of new machinery must be approached:
– In a professional and structured way
– As an integral part of the overall manufacturing system
40
The selection and purchase of new machinery must be approached (Contd.):
– To conform the TPM philosophy of the company
– To meet the present and future need of the business – To achieve world-class competitive performance in manufacturing
41
Measuring Effectiveness of Facilities
The effectiveness of facilities
– is its best possible return generated – is calculated as percentage of each group of 6 big losses (discussed earlier)
Overall facilities effectiveness (OEE) =
%Availability
• Breakdown losses • Set-up and adjustment losses
x
%Performance x
• Idling and minor stoppage losses • Speed losses
%Quality
• Scrap and rework losses • Start-up losses
42
Loading time – Breakdown & Setup loss %Availability = -----------------------------------------------x 100 Loading time Where loading time = planned production/operation time – breaks – planned maintenance time Quantity produced % Performance = ----------------------------------- x 100 Time run x Capacity/Given time or Time run – Minor stoppages – Reduced speed = -------------------------------------------------------------- x 100 Time run
43
% Quality = Amount produced –Amount defects –Amount re-processed ---------------------------------------------------------------------x 100 Amount produced or Time run – Defect time – Re-processing time = -------------------------------------------------------------- x 100 Time run
44
Tangible and Intangible Benefits of TPM
? Tangible benefits:
o Productivity up due to
? Sudden breakdowns down ? Overall facilities effectiveness up
o o o o o o
Process defect rate down Customer compliant/claims down Products and work-in-process down Shutdown accidents down Pollution incidents down Improvement suggestions up
45
Tangible benefits (contd.):
o Financial losses drop due to reduction in breakdowns o Repair costs drop o Maintenance labour-hours reduce o Energy costs reduce o Company’s manufacturing profit ratio up
46
? Intangible benefits:
o Achieving full-self management
? Operators have ownership of their equipments ? They look after it by themselves without direction
o Eliminating breakdowns and defects o Growing confidence and ‘can-do’ attitude o Making previously dirty and oily workplaces to a unrecognizably clean, bright and lively o Giving better image to the visitors and thereby getting more orders
47
48
49
50
51
doc_753178772.ppt