manufacturing performance maintenance performance maintenance …€¦ · ·...

WORLD CLASSMAUFACTURING

MANUFACTURING PERFORMANCEMAINTENANCE PERFORMANCE

Maintenance drives Maintenance drives manufacturing performancemanufacturing performance

This slideshow will briefly coverThis slideshow will briefly cover……Manufacturing performance is constrained by Manufacturing performance is constrained by the maintenance practices in usethe maintenance practices in use

The evolution of maintenance & manufacturing The evolution of maintenance & manufacturing thought thought –– Breakdown to LeanBreakdown to Lean

5 Pillar TPM (Total Productive Maintenance)5 Pillar TPM (Total Productive Maintenance)

TPM fundamentalsTPM fundamentalsIt’s purpose is to merely place things in context. Further reading is required for an in-depth understanding. You are recommended to read the following:Introduction to TPM - by Seiichi Nakajima (A little gem! The first and the best –– essential reading for every maintenance engineer & production manager)

TPM in Process Industries - editor Tokutaro Suziki (in depth)

Manufacturing performance Manufacturing performance is constrained by theis constrained by the

maintenance practices in usemaintenance practices in use

Maintenance drives manufacturing performanceMaintenance drives manufacturing performance

Manufacturing performance is totally dependent on

maintenance performance

Poor maintenance practices result in unreliable, quality-incapable production equipment, prone to downtime

Sub quality products with unreliable delivery dates

produced at high cost

A realisation that came late to the

world – and which is still unrecognised or

resisted by many

Too much of discrete manufacturing still remains

constrained by archaic thinking and methods

Too much of discrete manufacturing still remains

constrained by archaic thinking and methodsProcess industries have better

practices - because in the 21st

century an unreliable continuous process operation will simply lead to bankruptcy

Entrenched attitudes, caution and inertia still

delayed the implementation of best practice in the

process industries - power, petrochem, etc

There’s a 10 to 20 year gap between

maintenance leaders and the rest of the

There’s a 10 to 20 year gap between

maintenance leaders and the rest of the

field…and - as the best are getting better, the worst

remain the same

The evolution of maintenance & manufacturing thoughtThe evolution of maintenance & manufacturing thought–– from Breakdown to Leanfrom Breakdown to Lean

1 1 BreakdownMaintenance

1950’sbreak & fix!

- the evolution of maintenance thought

Reactive

avoid abuse

2 Preventive Maintenance

1960’s1 1 Breakdown

Maintenance1950’sbreak & fix!

avoid abuse

1960’s

Fixed interval invasive inspections & ‘servicing’

1950’sbreak & fix!avoid abuse

1960’s

Due to the ‘infant mortality’ effect

1960’s

Due to the ‘infant mortality’ effect

Bathtub Failure CurveInfant mortality

(early failures following a maintenance intervention)

3 Productive Maintenance

avoid abuse

1960’s

avoid maintenance

1970’s

avoid maintenance

1970’s

If it ain’t broke, don’t fix it!

avoid abuse

avoid maintenance

1970’s

Pursuit of ‘opportunity maintenance’ – minimisation of administrative shutdowns

1960’s

avoid maintenance

1970’sToyota Production System evolvesToyota Production System evolvesToyota Production System evolves

avoid abuse

avoid maintenance

The production system developed by Toyota Motor Corporation to provide best

quality, lowest cost and shortest lead time through the elimination of waste

1960’s

avoid maintenance

Basic philosophy:1. Don’t make things

with defects!2. Don’t make things you

can’t use or sell at once!

avoid abuse

avoid maintenance

Basic philosophy:1. Don’t make things

with defects!2. Don’t make things you

can’t use or sell at once!

avoid abuse

Six Sigma

4 Total Productive Maintenance

1980’s

avoid loss

avoid maintenance

1970’s

1960’s

1980’s

Avoid the‘Six Big Losses’

- OEE -

avoid abuse

avoid maintenance

1970’s

1980’s

Avoid the‘Six Big Losses’

- OEE -

avoid abuse

avoid maintenance

1970’s

We’ll get to this later!

1980’s

Applicable to discrete manufacturing –

subsequently adopted by process industries and later general commerce

1960’s

avoid maintenance

1970’s

1980’s

avoid lossRCM arrives on sceneRCM arrives on sceneRCM arrives on scene

avoid abuse

avoid maintenance

1970’s

1980’s

Coincidental, but opportune – especially for process, power generation and high hazard industries,

as well as aviation

1960’s

avoid maintenance

1970’s

1980’s

Based on FMEA(Failure Modes & Effects

Analysis)

avoid abuse

avoid maintenance

1970’s

1980’s

Based on FMEA (Failure Modes & Effects

Analysis)

avoid abuse

avoid maintenance

1970’s

The revolutionary reliability aid - first used by USA military in late 40s - then in NASA’s Apollo missions

1980’s

1960’s

avoid maintenance

1970’s

1980’s

avoid loss

5 ‘ Lean ’-QFD & 6 Sigma

1990’s

avoid abuse

avoid maintenance

1970’s

1990’sIn 1990, James Womack in The Machine that Changed the World coined the phrase ‘Lean Manufacture’

1960’s

avoid maintenance

1970’s

1980’s

avoid lossK 401 DAK

1980’s

avoid loss

1990’s

avoid abuse

avoid maintenance

1970’s

Quality Function Deployment

1980’s

avoid loss

1990’s

avoid abuse

avoid maintenance

1970’s

6 Sigma = 3.4 defects per million

‘opportunities’

The rebranding of TPM?

avoid abuse

avoid maintenance

1970’s

1980’s

avoid loss

TPM – the ‘5 Pillars’

TPM TPM -- the basic the basic ‘‘5 pillars5 pillars’’

1 2 3 4 5

TOTALPRODUCTIVE MAINTENANCE

You need to address them all!

1 2 3 4 5

Ref: Nakajima, 1984

JIPM (Japan Institute of Plant Maintenance)

You need to address them all!

1 2 3 4 5

there are more…

1 2 3 4 5

there are more…

6 Quality maintenance7 Safety, Hygiene & Environment8 Office TPM

1 2 3 4 5

TOTALPRODUCTIVE MAINTENANCE1

EquipmentFailure/Shutdown

2Production Setup &

Adjustment

3Idling &

Minor Stoppages

4Reduced Speed

5Defects in Production

6Reduced Yield

The 6 BIG Losses

Data is collected on each ‘loss’ …

1 2 3 4 5

‘OEE’data

1 2 3 4 5

‘OEE’data

Overall Equipment Effectiveness

1 2 3 4 5

Daily ‘operator’maintenance

1 2 3 4 5

Daily ‘operator’maintenance

PRINCIPLE: A car driver is responsible for his or her car’s condition on a daily basis – checking oil, water, lights, tyres, etc; cleaning it and being sensitive to early signs of potential problems

1 2 3 4 5

We break – you fix!

1 2 3 4 5

ZERObreakdowns

1 2 3 4 5

ZERObreakdowns

Failures that disrupt production

throughput or quality – or service delivery

1 2 3 4 5

Education & training. Problem solving and interpersonal skills -as well as technical

1 2 3 4 5

Education & training. Problem solving and interpersonal skills -as well as technical

TPM is ALL-embracing

1 2 3 4 5

TOTALPRODUCTIVE MAINTENANCETPM is a

socio-technical framework

1 2 3 4 5

Assurance of equipment fitness

for purpose

1 2 3 4 5

Assurance of equipment fitness

for purpose

• Engineering Design• Equipment Selection• Manufacture & Construction• Commissioning

1 2 3 4 5

This is where equipment operability, reliability,

maintainability and (product) quality capability is

fundamentally determined

1 2 3 4 5

These are the prerequisites of

performance

1 2 3 4 5

These are the prerequisites of

performance

The Key Success Factors

1 2 3 4 5

Do these properly…

2 3 4 5

Get this…

2 3 4 5

when the mutually supportive pillars are not in place,

it takes HUGE effort to achieve acceptable manufacturing

performance

PRODUCTIVE MAINTENANCE

‘EARLY’MANAGEMENT

5AUTONOMOUSMAINTENANCE

TPM fundamentals

TPM fundamentalsTPM fundamentals

Profits

TPM & OEE can increase production profits directly and dramatically

Profits

For little or NO capital spending

Profits

For little or NO capital spending

That’s why the Japanese developed it – they had no money!

It’s a management not a technology initiative

TPM fundamentalsTPM fundamentalsTPM is built on teamwork

Well co-ordinated, cross-functional teams working in common purpose

TPM fundamentalsTPM fundamentalsTPM is built on teamwork

Well co-ordinated, cross-functional teams working in common purpose

To avoid the 6 BIG losses

TPM fundamentalsTPM fundamentalsTPM is a top-down initiative

…because the individuals here must work seamlessly as

one - NO silos!

…because the individuals here must work seamlessly as

one - NO silos!

Functional and departmental managers resist the removal of silos. The top dog must is the only one that can stop it!

Essential reading:

Introduction to TPM - by Seiichi Nakajima, Productivity Press

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