tpm the effective maintenance (2)

TPM the Effective Maintenance

(23/30Apr2016)For: Kotak Malaysia (KOM) Sdn Bhd11-12 Jln Usaha 4, Kawasan Perindustrian, 75450,Ayer Keroh, Melaka Darul Azim. Presented by: Timothy WooiITS Management Sdn Bhd

05/01/20232


TPM Implementation after (AM) & Maintenance

Workshop ActivitiesReview & extract Equipment PM to a ‘Do Dot’ Visual Master Plan & Visual TPM Board.

Attacking 6 big losses of Equipment (PdM) with Engineering Kaizen to maximize Equipment Utilization Quality, Engineering & Maintenance Kaizen Improvement Action Projects & Action Plans

Day 2. Course Content


Maintenance and Reliability is a core business strategy. The key to a successful TPM implementation is Top Management support.

To implement TPM successfully, a 12 steps approach is used. This will lead you to the road to:“ zero breakdowns” and “zero defects’’

Course Overview


To enable Participants understand TPM, after that to Plan, Develop, Implement and oversee the Maintenance program towards a Zero downtime by;

Course Objective


executing Equipment Maintenance timely per schedule and reduce Company’s resources efficiently using ‘low cost or no cost’ techniques as practiced in a Lean and World class Environment.

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What does Maintenance mean

to you?

With TPM the focus of maintenance shifts from that of repairing, or reacting to failures to that of maintaining assets and preventing failures andquality defects in the first place.


The root word of maintenance is Maintain,

more often than not maintenance is looked at as the people that repair

our equipment when it breaks.

Maintenance Operations

TPMSafety and Environmental

Training and Education

AutonomousMaintenanceAutonomousMaintenance Workshops

PlannedMaintenance

Moving from reactive to proactive

maintenance

Attack SixBig Losses

•Equipment failures•Setup and Adjustment•Idling and minor stoppages•Reduced speed•Defects and rework (quality)•Start up losses (reduced yield)

New assets meet production needs and minimize Life Cycle Costs (LCC)

Early EquipmentDesign and

Start upManagement


to Extend life span of Equipment and Tools preventing damages caused by neglect and to cut cost of new Equipment reinvestment.


to improve Productivity and Quality leading to Increased Profit by eliminating unplanned breakdowns and costly downtime.

Failure

PurchasedCondition

ImprovedCondition

Life Cycle Time

Failure

Everyone Stakeholders

Improved Asset Condition

Forced Deterioration

Equipment Failure

TPM Team Based Action

Natural Deterioration

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Where do we want to be?

TPM teaches to plan ahead by preventing equipment failures and quality defects before they occur.


3P Maintenance TPM after AM(Plan, Preventive & Predictive)

Step 9: Re access planned or preventive maintenance program. Create a schedule for preventive maintenance on each piece of equipment.

Step 10: Conduct training to improve operation and maintenance skills. Maintenance department will take on the role of teachers and guides to provide training, advice, and equipment information to the teams.

Step 11: Develop an early equipment management program. Apply preventive maintenance principles during the design process of equipment.

Step 12: Continuous Improvement - As in any Lean initiative the organization needs to develop a continuous improvement mindset.

The main TPM kick-off should take the form of a formal presentation with all the employees attending.

TPM Implementation after AM5.5. TPM kick-off

This opportunity can be used to gain the full support of the employeesInvite external customers, affiliated and subcontracting companies


*5. TPM Implementation

12 steps

Preparation

Kick-off

Implementation

Announcement to introduce TPMIntroductory education campaign for the workforceTPM Promotion (special committees)Establish basic TPM policies and goalsPreparation and Formulation of a master plan

Develop an equipment management programDevelop a planned maintenance programDevelop an autonomous maintenance programIncrease skills of production and maintenance personnel

Perfect TPM implementation and raise TPM levelsStabilizationDevelop early equipment management program

Invite customers, affiliated companies and subcontractors

Stages of successful TPM Implementation

TPM Implementation 5.6. Develop a AM Program

A handing-over of maintenance tasks from specialized maintenance personnel to production operators

Promote the 7 stepsTasks to hand overcleaning lubricating inspectingset-up and adjustment

14

=

Establish aBaseline

EnergyAwareness

Cleaning is Inspecting

EliminatingContamination

VisualManagement

EquipmentMaintenance

EquipmentLubrication Consumables

Total Productive Maintenance

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

TPM Implementation after AMPreparation and Formulation of a master plan


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

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]

TPM the Effective Maintenance Workshop Activities

TPM Implementation after AM5.7 Develop an equipment management program

Form project teamsSelect a base line (model equipment)*identify equipment problems*analyze equipment problems*develop solutions and proposals for improvement

The tools of Total Quality Management and Continuous Improvement are applied to the management and improvement of equipment


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Equipment /Tool Lubrication

The goal is to:Provide guidance in identifying and developing lubrication requirements, routes, and visual cues for the proper lubrication of equipment.

EquipmentLubrication

19

70% of all mechanical equipment failures are a result of improper

lubrication.

Too much lubricant is as bad as too little

SSSSS

Equipment LubricationSSSSS


TPM Implementation5.8. Develop a planned maintenance program

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

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Equipment /Tool MaintenanceThe 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 are up to date. If PMs are not available, they should be created for this equipment.

EquipmentMaintenance

Work with Reliability Team to install condition-based monitoring devices.

22

Tool Maintenance Example Tool Maintenance

Call for vibration check whenHour Meter reads 250

Pull Bearing Packs and Inspect when Hour meter reads 4000

Call for oil analysis whenHour Meter reads 2000

216

93

1394

Spindle #1

Servos

Power On

Hrs

Hrs

Hrs

Example: Condition-based monitoring devices.


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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

Components of a Well-organized P/PdM Program Equipment inventory/numbering system Critical Spare parts inventory/forecast Sequence of tasks (PM and PdM routes) Machine maintenance critical spares

Critical spares for water jet cutter machineItem P/N

1Hi pressure seal kit 001198-12Low pressure seal kit 010641-1

3Mixing tube

010460-40-30

4Orifice assembly 014201-105Repair kit on/off valve 010200-16Swivel assy single axis 010140-17Cutting head assy8Repair kit 3/8 swivel 007117-19Pressure valve control

Example Critical

Spare List

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

ConsumablesConsumablesHow to keep an effective and useful equipment history

PdM Implementation5.11. Develop early equipment mgmt. program On existing machines:

Analyze historical records fortrends of types of failuresfrequency of component failuresroot causes of failures

Determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process


TPM principles Increase Overall Equipment Effectiveness (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


Maximizing Equipment Utilization –Attacking the 6 Big loses

[email protected]


Set-Up and Adjustment

Idling andMinor Stoppage Reduced

Speed

Quality:Defects in Process& Rework

Reduced Yield

EquipmentFailures

Easy to measure Low Impact on Profit

Highimpacton profits

Labor Materials/spares Outside servicesMaintenance overhead

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Failures

DefectsSetup and

Minor Stoppage

Reduced

Equipment ReducedYield

in ProcessAdjustment

Idling and

Speed

Availability Efficiency Quality

+ + +

Overall Equipment Effectiveness

X X

OEE is an internationally accepted measure of equipment effectiveness during planned production.It measures how effective equipment is at adding value to the manufacturing process.

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Attacking the Six Big Losses for OEE(Overall Equipment Effectiveness)

To achieve World class OEE Availability > 90% Efficiency > 95% Quality > 99% 90 x 95 x 99 = 85% OEE(Most companies find their OEE at 40 – 50% before TPM)

World class OEE is 85%


Equipment Usage

EffectiveProduction

Setup&Adjustment

Equipment

FailuresDefects

Idling &

Stoppages

Reduced

Speed

Value AddedSt

artu

p los

ses &

Re

duce

d Yi

eld


(Most companies find their Value added Equipment usage to be only at 40 – 50% before TPM)

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The Neglect Cycle

Human Neglect


MinorDefects

Frustration

Losses

#1 Cause of equipment failures


If you asked a Japanese person from a World Class manufacturing company what maintenance means they would probably say:

Maintenance means maintaining and improving the integrity of our production and quality systems through the machines, processes and people who add value to our products and services.


Failure

PurchasedCondition

ImprovedCondition

Life Cycle Time

Failure

Everyone Stakeholders

Improved Asset Condition


Equipment Failure

TPM Team Based Action

Natural Deterioration

PM

PMPM

PMPM

PMPM

PM


Workshop Activities

This Workshop is designed to equip Maintenance Personal with knowledge of Maintenance TPM after A M to:

Focus on the Equipment Maintenance using ‘Do Dot’ Visual Master Plan Check sheet.

Ensure timely execution of (PM) with Production and Management support

Execute (PdM) with Engineering support to ensure Equipment are are always in a ‘ready to use’ condition ‘every time’ towards a ‘Zero Downtime’ as the Goal.

Overview

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Steps to Implement Planned Maintenance(Equipment /Tool Model)

1) Evaluate the current condition of the equipment

2) Improve the conditions to what they should be

3) Evaluate or prepare Preventive Maintenance inspection standards

4) Implement Proactive maintenance to extend service life

5) Improve Inspection and Maintenance efficiency

6) Implement Quality Maintenance

7) Implement CBM

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How to Implement Maintenance TPM -3P (Plan, Preventive & Predictive)

Maintenance Workshop

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 )

How to Develop and Install a Good PM System

[email protected]

Maintenance Workshop

Do Dot Visual Master Plan &

TPM Board

Do Dot Visual Master Plan sampleMaintenance

WorkshopCritical 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:

No Part Part Source & Unit Price

Lead Time

Stock Level

Name Number Contact NUmber (US$) (Days)Curren

t MinMax

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

Shop Floor TPM board (Example)

Team D Suggested Layout of Inform ation Board

Suggested Layout of Information Board• Board measures 36X48 mounted -- 40 to 48 inches f rom the floor• Att ach Consumables list to TPM cabinet door• Lockout instructions & map to be loca ted on main electrical cab inet (not on TPM Board)

Lube CriticalCleaning

Route Map

Problem andComponent

Codes

MSS EquipmentProblem Log Sheet

(S.R. Record)

OEE WeeklySummary Sheet

(if Available)

P.M. Schedule

List of personsresponsible for

updating each item onthis board

TPM Information Board

Machine OperatorMachine Name

Operators’ Name(s)

Instructions forLube & Critical

Cleaning

Any Single PointLesson placebehind theseinstructions TPM Management

Walk-throughChecklist

Small GroupActivity

ImprovementItems (form)

Start-up/ShutdownProcess Map on Back

Team D Note:Board construction woodwith cork facing or magnetic

Operator Sign-offSheet (daily)

Quality & Kaizen Overview Quality Improvement Action

Plan Engineering TPM Kaizen

-Improvement Projects to address risk of breakdown

Maximizing Equipment Utilization

After Maintenance Workshop


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(Kaizen) Focused Improvement

Gradual, unending improvement, doing “little things” better every day, setting and achieving ever higher standards

Engineering TPM (Kaizen) TPM the Effective Maintenance

-Improvement Projects to address risk of breakdown

The Key to One Piece Flow, Just In Time and Lean Manufacturing

IS

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

Strengthen Routine MaintenanceTPM the Effective Maintenance

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.

Higher level of inspectionTPM the Effective Maintenance

Maintenance to Train Operators on Basic:*Pneumatics*Hydraulics*Electrical Systems*Drive systems*Machine Specific Training

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Training and Education

Pneumatic systemsHydraulic SystemsElectrical Systems

Drive SystemsMachine Specific Training

Skill Specific Training

Maintenance Training For Maintenance group should then focus on Advanced:

*Why are we concerned about equipment lubrication?

*Many moving parts are not lubricated

*Many components are over lubricated

*Lubricants already in components are contaminated

Failures

Components

Resources

Quality

28

50

Lubrication (Yellow)

Air/Vacuum (Blue)

Hydraulic (White)

Water (Green)

Electrical (Red)

Lockout/Tag/Tryout (Orange and Black)

Inspection Checkpoints (White and Black) 3

INSPECTION POINT

AIR PRESSURE80-100 psi

#1Main Air Supply

LOCKOUT

Work place Organization Standards ( Visual Management of Equipment) - Color Coding

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Visual Management Examples

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*Single Point LessonsSingle 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. 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.

Elements of PdM (mechanical and electrical) Equipment condition monitoring Predicting potential equipment breakdowns or to avoid expensive repairs

3P Maintenance TPM (Plan, Preventive & Predictive Maintenance)


Predictive Maintenance Techniques, Applications, and Instrumentation covers;

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

TPM the Effective Maintenance Predictive Maintenance (PdM)

Implementation Getting Organized for PdM &Planning for PdM, the preparatory steps;

Predictive Maintenance (PdM) management Implementation program Typical membership of

a team*five to seven operators*a maintenance person*a technical expert

Tools*Pareto*Cause & effect*Root cause*Methods Analysis


Vibration analysis/monitoring Shock pulse method Spectrographic oil analysis Ferrographic particle analysis Thermography/temperature measurement Non-destructive testing (NDT) Ultrasonic testing and more

Specific PdM Techniques and Applications


A manager that does not spend 20% of their time involved in TPM is only

offering lip service

Tokutaro SuzukiVice Chairman, Japanese Institute of Plant Maintenance


The condition of the shop floor

is a reflection of the attitude of

the people!


I run it,you fix it

I fix it,you run it

Total Productive Maintenance is Not,


Autonomous Maintenance is Not

A Quick Fix


For Choosing ITS Management Sdn BhdAs 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

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