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True TPM, a Total Process Reliability Centered Asset Management Machine

Dale Uitto, CMRP, REC, PMP, Maintenance Excellence Manager, Medtronic

Track 4: Organization and Leadership

Abstract

Asset Management is more than a maintenance excellence program, Total Productive

Maintenance (TPM) is more than autonomous maintenance, and Lean Manufacturing is more

than waste reduction. Total Process Reliability is the integration of these systems, it brings

cultural transformation, cradle to grave accountability, and engages all levels of the organization

in improved asset reliability. Without this integration, you can only achieve pockets of

excellence and a hardy “I told you so” from manufacturing.

Introduction

When we started to develop our asset management system framework, we quickly realized that it

had to be more than a maintenance system. The first time we presented our framework to senior

leadership it was quickly noted, “Isn’t this just TPM?” After that, the team started looking at

asset management in a very different way; we started building an integrated asset management

system, not an asset maintenance system.

Journey of Discovery

We struggled with Total Productive Maintenance (TPM) implementation because we were

culturally unprepared and allowed the eight TPM pillars to become compartmentalized. (Figure

#1)

Figure #1 Total Productive Manufacturing Pillars

Based on the TPM pillars, we starting building our asset management framework in the same

format, but quickly discovered we were missing process interactions. We knew that process

interactions would break down our compartments. (Figure #2)

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Figure #2 Total Process Reliability Pillars

At a standstill of how to visual build our framework we engage Operational Excellence, they

kindly suggested the swim lane process. This was a breakthrough not only because of the visual

concepts, but we engaged Operational Excellence in building our asset management system. If

we were to build a Total Process Reliability System it would require a cross functional team of

management, operational excellence, maintenance, manufacturing, and engineering.

The cross-functional team built the swim lanes by turning the eight pillars of TPM sideways.

(Figure #3)

Figure #3 Total Productive Maintenance Pillars

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We combined the eight TPM pillars into four cross-functional tracks. (Figure #4)

1. Governance and administrative excellence and Craft and Operator Skills Enhancement

and Training became Organizational Excellence.

2. Quality Driven Maintenance, Safety, Health, and Environmental Excellence and Planned

Maintenance became Maintenance Excellence.

3. Autonomous Maintenance became Manufacturing Excellence.

4. Early Equipment Management became Engineering Excellence.

Improved Equipment Effectiveness and Root Cause Failure Analysis (RCFA) are in

themselves cross-functional teams of management, operational excellence, maintenance,

manufacturing, and engineering.

Figure #4 Four Cross Functional tracks

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This led us to three fundamental concepts:

1. Adding the Asset Management System brought strategic focus. (Figure #5)

Figure #5 Asset Management Systems – Strategic Focus

2. We had always struggle with Total Production Maintenance (TPM) because of the “M”

word, “maintenance”. To implement Total Productive Maintenance effectively we

changed the name to Total Production Manufacturing (TPM).

3. The combination and interactions of all the four tracks we defined as Total Process

Reliability. (Figure #6)

4. Improved Equipment Effectiveness and Root Cause Failure Analysis (RCFA) are cross-

functional by nature.

In the process of developing an asset management system we discovered, Total Process

Reliability. We broke down our traditional chimneys and to transform our cultural, now we had

a single focus, Total Process Reliability.

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Figure #6 Focused Total Process Reliability

System Development

Total Process Reliability is our systematic approach to engage our organization in true TPM.

With Total Process Reliability, each cross-functional team has responsibilities and interacts

directly through the Governance team.

1. Governance Team owns: Strategic Focus

2. Leadership and Operational Excellence: Organizational Excellence

3. Maintenance owns: Maintenance Excellence

4. Manufacturing owns: Manufacturing Excellence

5. Engineering owns: Engineering Excellence

Total Process Reliability brings the cultural transformation, cradle to grave accountability, and

responsibility with the goal of engaging all levels of the organization, leading to improved

overall equipment effectiveness.

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Strategic Focus (figure 7)

Figure #7, Strategic Focus

Strategic focus defines:

Governance, oversight, infrastructure, and management of the entire system

Engages our leadership team, management, operations excellence, maintenance,

manufacturing, and engineering in strategic development and management

Defines the critical assets we will focus on

Defines our implementation strategy

We utilized ISO 55000 as a structural backbone to develop our asset management system.

(Figure #8)

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Figure #8, Asset Management Structure

We defined our strategic focus though the Strategic Organizational Plans and Objectives.

The Executive Champion defined the Strategic Organizational Plans and Objectives as Goals,

and Objectives, with the focus on critical constraint asset.

The team cascaded the goals and objectives as Clear Line of Sight, Aligned Vision, Goals, and

Objectives vertically and horizontally to the Facility floor. (Figure #9)

Figure #9, Clear line of sight Goals, and Objectives

Through our Aligned Vision, Goals, and Objectives the team defined our Total Process

Reliability objectives as:

Asset Management Policy and Vision

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Focused Strategic Asset Management Plans

Focused Asset Management Objectives

Governance (oversight, infrastructure, and management team)

The Governance Team is “Accountable” for the oversight and implementation of the entire Asset

Management System.

Through Governance, we defined our asset management track strategies.

Organizational Excellence Strategy

The Organizational Excellence Strategy defines the Corporate and Site Champions roles

and responsibilities in developing and establishing the Asset Management System

through the Governance, oversight, and infrastructure cross-functional team.

Maintenance Excellence Strategy

The Maintenance Excellence Strategy defines the Maintenance Leadership’s roles and

responsibilities in developing and establishing maintenance mythologies, procedures, and

processes.

Manufacturing Excellence Strategy

The Manufacturing Excellence Strategy defines the Production Leadership’s roles and

responsibilities in developing, establishing and sustaining a culture of Total Productive

Manufacturing (TPM).

Engineering Excellence Strategy

The Engineering Excellence Strategy defines the Engineering Leadership’s roles and

responsibilities in the implementing Design for Reliability.

Development, Implementation and Optimization of Asset Management Plans

Through the cross-functional teams and strategies, we executed our Total Process Reliability

goals as actionable plan, process, and procedures:

Focused Asset Management Plans

Asset Management Plans and Processes implementation

Optimized Asset Performance through Monitoring, Evaluation, Analysis and

Improvements (Plan, Do Check Adjust)

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Tactical Roadmaps (Figure #10)

The Tactical Roadmap defines the implementation and optimization of Asset Management Plans

and Processes. (Figure #10)

Figure #10, Tactical Roadmap

Organizational Excellence (Figure # 11)

Figure # 11, Organizational Excellence Roadmap

Assessment and Roadmaps to Excellence

The Governance team developed an Assessment Tool to measure all the element of the asset

management system against best in class standards. (Figure #12)

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Figure # 12, Assessment Tool

We translate the assessment gap into actionable items and manage them to completion

through Governance. (Figure 13)

Figure # 13, Assessment Action Plans

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MRO Inventory Management

The Governance Team deployed Maximo (CMMS, Computerized maintenance

Management System) as the system of record to procure, managed and controlled all

MRO parts, stock, non-stock, and order on request.

Craft and Operator Skills Enhancement

The Governance Team maps its available resources to its planned activities to determine

any training and skills gaps. We used the Individual Development Process (IDP) to

bridge the gaps. We developed basic training standards and process. (Figure 14)

Figure #14, Basic Training Standards and Processes

Resources, Discipline and Compliance

The Governance Team defines the roles and responsibilities for everyone engaged in the

Asset Management System, management, operational excellence, maintenance,

manufacturing, and engineering.

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Tactical Roadmaps

Maintenance Excellence (Figure #15)

Figure # 15, Maintenance Excellence Roadmap

Reliability Centered Maintenance (RCM/FMECA)

Maintenance Leadership defines the Reliability Centered Maintenance (RCM/FMECA)

methodology to complete a review of all Assets Management Plans focusing the analysis

process and implementation where a return on this investment is most profitable. (Figure

#16)

Figure #16, Reliability Centered Maintenance and Root Cause Failure Mythology

Tree

Root Cause Failure Analysis (RCFA)

Maintenance Leadership defines the Root Cause Failure Analysis (RCFA)

methodology to react immediately to a preventable failure occurrence. Root

cause failure analysis (RCFA) is highly interrelated with Maximo, and reliability

centered maintenance. Maximo is the system of record all asset and component

failures and their root cause. (Figure #16)

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Failure Reporting & Corrective Action System (FRACAS)

Maintenance Leadership defines the Failure Reporting and Corrective Action

System (FRACAS) failure identification and prevention methodology. (Figure

#16)

FRACAS is highly interrelated with Maximo, root cause analysis and reliability

centered maintenance. Maximo is the system of record all asset and component

failures and their root cause.

Maximo Workorder Content, Planning, Scheduling, Execution, and Review

Maintenance Leadership defines and establishes the Maximo Workorder Content

Requirements

Maximo Workorder Planning and Scheduling

Maintenance Leadership defines the Planners and Schedulers roles and responsibilities

for the use, and management of Maximo to plan and schedule preventive (PM/PdM/Cal)

and corrective maintenance (CM) work activities.

Maximo Workorder Execution

Maintenance Leadership defines the roles and responsibilities for the planners/schedules,

managers, supervisors, maintenance technician, and operators for the execution of

Maximo workorders.

Maximo Workorder Review

Maintenance Leadership defines the roles and responsibilities for the planners/schedules,

managers, supervisor, maintenance technician and operators for the Post Mortem Review

of executed Maximo workorders.

Predictive (PdM) Maintenance

Maintenance Leadership defines the appropriate use and application of predictive

(condition based) maintenance methodologies.

Workflow Analytics and Value Stream Mapping

Maintenance Leadership conducts asset management system process flow or value stream

mapping exercises to identify process flow waste.

Maintenance Prevention (MP)

Maintenance Leadership defines the appropriate use and application of precision

maintenance (maintenance prevention) methodologies.

1) Precision maintenance

2) Precision lubrication

3) Lubricant Tribology (oil testing)

Precision Maintenance

Maintenance Leadership defines the maintenance technician’s roles and

responsibilities for the application and management of precision maintenance tools

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and technologies. Precision maintenance is the proactive elimination the failures

caused by improper adjustment and component installations.

Lubrication Excellence

Maintenance Leadership defines the appropriate use and application of lubrication

excellence methodologies. Lubrication excellence includes:

Lubrication visual factory color-code standards and procedures for

tagging/labeling of lubricants and lubrication points (Figure #17)

Calculated lubrication volumes and frequency for every asset. The volumes and

frequencies are validated using ultrasound technology

All asset are modified to include desiccant breathers, level gauges, sample ports,

quick disconnects, external lubrication (grease) lines, lubrication distribution

manifolds to allow lubrication and sampling to occur which the asset is operating

Figure #17, Lubrication Visual Factory Color-Code Standard

Lubricant Tribology (Oil Testing)

Maintenance Leadership defines the Lubrication Technicians roles, responsibilities

procedures, and process for the application and management of lubricant tribology.

Wrench Time Analysis and Optimization

Maintenance Leadership focuses on measuring and improving maintenance wrench time,

(maintenance labor utilization).

Reliability Improvement Kaizens

A cross functional team of management, operational excellence, maintenance

manufacturing and engineering identify and implement asset reliability kaizen events

focused on the elimination or mitigate the failure risk.

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Tactical Roadmaps

Manufacturing Excellence (Figure #18)

Figure #18, Manufacturing Excellence Roadmap

Total Productive Manufacturing (TPM)

Note: The team rearranged the steps to support compliance with FDA regulations.

Senior Leadership engaged the entire facility, administration, front office, management,

manufacturing, operational excellence, maintenance, facilities and engineering in the first

three steps to TPM. This is in compliance with FDA (Food and Drug Administration),

cGMP (current, Good Manufacturing Practices) regulations.

Step 1: Develop Strategy, Standards, and Expectations (rules before tools)

Step 2: Training to the Strategy, Standards, and Exceptions

Step 3: Implement Workplace Organization, Housekeeping, and visual factory visual

controls

Manufacturing Leadership engaged the front line supervisor and operators, with the

support from maintenance and engineering in TPM steps 4 and 5. We started the process

on the critical constraint assets with the objective to bring the asset back to a

maintainable state.

Step 4: Conduct deep Cleaning to Inspection

Step 5: Eliminate Sources of Contamination, Defects, Abnormalities, and Inaccessible

Areas (repairs and design modification)

The front line supervisors are accountable for the implementation and sustainability for

the process with support from the Governance Team.

Advance Total Productive Manufacturing (TPM); Operator led Reliability (OLR)

Manufacturing Leadership engages the supervisors and operators in advanced TPM on

strategically applicable assets, the critical few.

TPM teams independently (fully autonomous) optimizing asset reliability through data

collection, and continuous improvements, with the focus being the elimination or

mitigation of the six major losses. (Figure #19)

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Figure #19, Six Major Losses

TPM teams have implemented the basic TPM steps 1- 5, and now add the Operator Led

Reliability TPM Steps 6 and 7.

Step 6: Operator Led Setups, Adjustments, Inspections and Repairs

Asset setups, adjustments, and basic troubleshooting/repairs are performed by

the operators through Maximo with limited support by maintenance

Step 7, Total Process Reliability, Optimized Asset Performance

Operators are performing or supporting root cause failure analysis on

triggered events

Operators are engaged in reliability improvement Kaizens

The teams are using appropriate data collection tools to optimize asset

performance

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Tactical Roadmaps

Engineering Excellence (Figure #19)

Figure #19, Engineering Excellence Roadmap

Early Equipment Management

Engineering Leadership establish a cross functional team of management, operational

excellence, maintenance, manufacturing, project engineering, reliability and maintenance

engineering, early in the project initiation phase with the objective to design and install

new or rebuilt assets with high levels of performance.

The team is responsible acquiring, and installing new asset that deliver exceptional levels

of performance, availability >95%.

Life Cycle Analysis

Engineering Leadership utilizes Life Cycle Cost or Total Cost of Ownership (TCO) in all

phases of the assets life cycle. We based our assets selection on total cost of ownership:

availability, reliability, maintenance, operating cost and energy efficiency.

Reliability, Availability, Maintainability and Safety (RAMS)

Engineering Leadership utilizes the Reliability, Availability, Maintainability, and Safety

(RAMS) process to establish a symbiotic relationship between the OEM supplier and the

facility. The relationships built upon maintenance and operating proven best practices,

data and data sharing, and trust.

We strategically deploy the process where there is a symbiotic relationship between a

long-term OEM supplier and the facility. The objective is to optimize asset reliability

from design generation to generation.

The RAMS process develops and optimizes, operations, maintenance and reliability

strategies with strategic suppliers.

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Implementation Strategy

We vetted our asset management system, strategic focus, and tactical roadmaps, then began the

process of developing our corporate and facility level implementation strategy.

We determined the corporate implementation strategy based on facility size, maintenance spend,

criticality to the business and overall maintenance performance. (Figure #20)

Figure # 20, Corporate Rollout Strategy

The overall maintenance performance, key performance indicators used to rank the facilities

were:

1. % Preventative Maintenance Completed to Schedule

2. % Calibration Completed to Schedule

3. % Reactive (schedule break-in) by labor

4. % Preventative Maintenance Yield (related CM workorders)

The facility implementation strategy focused on four process phases. (Figure #21)

Figure #21, Facility Implementation Phases

Focus Plant

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

1 Plant 1 56% 27-May 13-Jul

1 Plant 2 89% 27-May 24-Aug

1 Plant 3 94% 11-May 22-Jun

1 Plant 4 1% 26-May 15-Jun

1 Plant 5 98%

1 Plant 6

1 Plant 7 83%

1 Plant 8 18%

1 Plant 9 71%

3 Plant 10

3 Plant 11

3 Plant 12

3 Plant 13

2 Plant 14 100% 4-May 8-Jun

2 Plant 15 100% 11-Jun

2 Plant 16 94% New Mgr

2 Plant 17 98% 11-May

2 Plant 18 95% New Mgr

2 Plant 19 100%

2 Plant 20 99%

2 Plant 21 100% New Mgr

2 Plant 22 100%

2 Plant 23 100% 11-May

2 Plant 24 100%

FY16

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Summary

We have started this journey to build a sustainable framework for our Asset Management

System. We struggled with building our frameworks until we realized five fundamental points.

1 Organizational Excellence engages management and operational excellence in building a

sustainable system foundation.

Breakdowns cultural barriers through cross-functional teams and system

interactions

We engage our stakeholders to build and sustain the system

2 Maintenance Excellence engages maintenance, maintenance engineering and reliability

engineering is optimizing asset reliability.

3 Manufacturing Excellence engages operators and frontline supervisors in optimizing

asset reliability.

Total production Maintenance was and still is the original asset management

system

4 Early Equipment Management engages engineering in design for reliability and

optimizing asset reliability.

5 Improved Equipment Effectiveness engages the entire facility as a cross functional team

focused on optimizing asset reliability.

With the engaged cross-functional teams and a strong stakeholder partnerships, we built best in

class process that have resulted in:

Increase Overall Equipment Effectiveness (OEE) (Figure #22)

Reduced unscheduled downtime (Figure #23)

Reduced scrap rate (Figure #23)

Improved maintenance resource utilization

MRO Part spend and inventory reduction (Figure #24 & 25)

Figure #22, Overall Equipment Effectiveness

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Figure #23, Unscheduled Downtime

Figure #24 Scrap Rate

Figure #24 MRO Part Send Reduction

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Figure #25 MRO Inventory Reductions

The end state is a cultural transformation where the entire enterprise is accountable and

responsible to achieve best in class maintenance and reliability performance.

Contact information:

Dale Uitto, CMRP, REC, PMP, dale.uitto@yahoo.com

Key Words: asset management, autonomous maintenance, culture change, critical equipment,

governance, TPM, roadmap, tactical, strategy, vision, reliability centered maintenance