Contenu connexe Similaire à TPM Intro (20) TPM Intro2. Total Productive Maintenance
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02
• Think of a “World Class” sportsperson or team,
either current or past.
• Why are they (or were they) ‘World Class? i.e. What
attributes/characteristics differentiate them from
the rest?
• In other words: What makes (or made) them
‘Special’?
World Class Sports Person or
Team
3. Total Productive Maintenance
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• Train and practice a lot before they perform
• Have dedicated “Improvement Time”
• Are obsessive about attention to detail
• Depend on others, not just self
• Have the right equipment, facilities and
environment
• Have a clear vision of what’s possible
• Have a ‘Continuous Improvement’ mentality
• Are totally dedicated
• Maximise their individual and collective potential
• Are well paid when they get there!!
10 x Attributes of “World Class”
Performers
4. Total Productive Maintenance
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• 5% of What We Read
• 10% of What We Hear
• 15% of What We See
• 20% of What We See and Hear
• 40% of What We Discuss With Others
• 80% of What We Practice and Experience
• 95% When We Teach Others
Learning, Understanding and
Retention
6. Total Productive Maintenance
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• In any asset based enterprise the effective and
efficient operation of your assets is a critical factor
in the consistent delivery of customer value.
• Therefore we can consider our ability to maintain
and optimise the performance of those assets as
ONE of the critical systems within your business.
• The principles of TPM applied effectively, act as an
effective system to ensure optimal equipment
performance.
Asset Care/TPM
7. Total Productive Maintenance
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• As a philosophy TPM is capable of supporting and
encouraging ideal behaviours of those working with
and supporting equipment performance.
• If designed effectively TPM integrates seamlessly
with other critical business systems such as visual
management an system of improvement,enabling
consistent and sustainable business growth.
Asset Care/TPM
9. Total Productive Maintenance
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Average day? Opportunities for
learning?
Good Day No Hassle = 1088 parts
Hassle Day = 1088 parts
Bad Day = 950 parts
Hassle Day = 1088 parts
10. Total Productive Maintenance
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• Moving operators to regain productivity = More Cost
• Technical resources = distractedfrom more value adding activity also
More Cost
• Stress = disengagement operator group
• Visual inspection processes rushed?
• Line balance
• WIP rules compromised
• Other lines suffer
• Invisible downtime/issues on equipment
• Supervisor distracted
• Training and learning on back burner etc. etc. etc.
Hassle day
11. Total Productive Maintenance
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• List all the improvement/management tools
currently in place within your operational
environment.
• ______________________________
• ______________________________
• ______________________________
• ______________________________
• ______________________________
• ______________________________
Current State process
management
12. Total Productive Maintenance
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• What is their purpose?
• Are they effective?
• Are they used on a daily weekly basis?
• Are they truly part of how things are done here?
• Do they work synergistically?
• What would be your answers?
• What do we expect TPM to do and how will it fit into
this picture?
Questions
16. Total Productive Maintenance
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Three Insights of Enterprise Excellence
Insight #1:
Ideal Results Require Ideal Behaviour
Insight #2:
Beliefs and Systems Drive Behaviour
Insight #3:
Principles Inform Ideal
Behaviour
Principles guide us
toward ideal
Behaviour? ][
19. Total Productive Maintenance
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The Application of the Enterprise
Excellence Model
PeopleProcess
Purpose
Results
Customer
How stakeholder needs
are understood and
converted into strategy
The “WHY”
Improve
How value is created and
realised across the end to
end enterprise
How people potential is
realised
How strategy is
deployed into the
organisation and how
governance is created
How Principles and
values are translated
into Leadership and
Behaviours
How the process is
continually improved
by the people and how
problems are solved
Sustainable Customer
focussed results, from
an integrated
organisation
21. Total Productive Maintenance
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Enterprise Excellence
Our assessment looks at the purpose of the system and their
effectiveness by examining evidence of its activity and impact on
Ideal Behaviour
Principles
Non negotiable commitments
of business
Systems
The integrated processes which deliver
the results for the organisation
Skills, competencies and confidence
The ability to lead systems, manage processes and
carry out tasks
Know why
Know what
Know how
22. Total Productive Maintenance
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What do we mean by Systems?
Business Alignment
Management System
People
Development
Process
Management
(Common Cause
Special Cause)
System of
Engagement
(Hearts and Hands)
23. Total Productive Maintenance
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Enterprise Excellence Model
Systems (Examples)
PeopleProcess
Purpose
Results
Customer
Stakeholder Management
Strategy Formation
Organisational design
Improve
Order Creation
Product & Asset Lifecycle Mgt
Order Fulfilment
Supply Chain Integration
Health, Safety &
Environment
Reward and recognition
People Skill & Lifecycle Mgt,
Reward & Recognition
Strategy Deployment
Project Management
Management Process
Behaviour Deployment
& Coaching
Leader Standard Work
Communications
Organisational Maturity
& Benchmarking
Continuous
Improvement
Performance Mgt
25. Total Productive Maintenance
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• Number of people approximately equal to the number of
assets
• Machine use may vary based on demand and line balancing
requirements
• Separate maintainer group, separate engineering support
group
• Highly regulated environment?
Types of Asset environments
26. Total Productive Maintenance
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• Operator running series of individual assets
• Separate maintainer group
• Separate engineering support group
• Highly regulated environment?
Types of Asset environments
27. Total Productive Maintenance
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• Operator running Complex Process
• Separate maintainer group
• Separate engineering support group
• Separate process support group
• High Risk environment?
Types of Asset environments
28. Total Productive Maintenance
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• One or two assets per person?
– Cross trained due to demand and line balancing
requirements
• Multiple Assets Per person?
– Flow
– Sub assembly
• Few people complex process
– High Risk?
Types of asset environment
29. Total Productive Maintenance
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• Pick an example of asset environment which is
closest to your business.
• Consider, in the ideal state, what would be the
ideal systems, tools and behaviours you need to
ensure ideal sustainable results.
• What Shingo principles would be of particular
relevance to asset optimisation?
In Groups consider the ideal
asset management environment
30. Total Productive Maintenance
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How the Best Practice “day job”
culture of Maintenance has evolved
Versatile
People focused
(Today)
Flexible
(00’s)
Single
Skilled
(60’S / 70’S)
Multi
Skilled
(1980’s / 90’s)
Specialist
Craftsmen
Experienced
Proficient
Professional
Adaptable
Responsive
Resourceful
All Purpose
• Told
• Narrow
• Fixed
• Told
• Wider
• Semi Variable
• Explained
• Broad
• Variable
• Delegated
• Team focus
• Greater x’functional
activity
• Participating and
involved with decisions
• Autonomous within
clear boundaries
• Working with
outsourced partners
Capability
Time
31. Total Productive Maintenance
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• You cannot achieve excellence without Operational Basics
in place!!
• This means the fundamentals of:-
– Standard (and Safe) Operating Procedures,
– ‘Best Practice’ Work Place Organisation / 5S
– Basic Manufacturing Process Control
– A Disciplined, Self-determined, TPM / Asset Care Regime
– Reliable Data Collection & Interpretation
– Continuous Development and Training of our People
– Clearly defined roles and responsibilities
A Key Message to Remember
32. Total Productive Maintenance
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• You transform the culture !!
Achieving Lean will only work, if:
Remember that physical and information
transformation is relatively easy – sustainment
through changing the culture is difficult – and why is
this the case?….
33. Total Productive Maintenance
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And The More I Direct My Energy into…
The More I Assume…
The More Suspicious I Become…
The Less I Know About Plans to Change…
The More I Assume…
Poor Communications = Resistance
34. Total Productive Maintenance
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• Striving for world class status is revolutionary.
• Culture change is evolutionary, because resistance to
change is both universal and a natural human
characteristic.
• Our philosophy and approach therefore, must centre on
tapping into the potential of our people through
Involvement & Teamwork
• TPM sets out to do precisely this by giving ownership to the
“new ways of working”
Creating the Environment
36. Total Productive Maintenance
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• Lean thinking is the speed / pace/velocity with which you
receive a customer’s order and convert it into money in
Company’s bank account by eliminating waste in all that we
do
• 5S & Workplace Organisation is aimed at Creating Flow
• Visual Management indicates the status/quality of that
Flow
• TPM is about Maintaining that flow through our critical
assets
Cutting to the Core
37. Total Productive Maintenance
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• TPM is about establishing the correct relationship between
People and their Equipment to create ‘ownership’ and Team
Work
• It’s about unlocking our Installed Productive Capacity by
unlocking the Potential of our People
• Unlocking the discretionary effort and innovative capability
of your team
So what is TPM ?
38. Total Productive Maintenance
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Five Principles of TPM
1. Increase the OEE
4. Increase Skills (Hand & Op, T/W’ing & Problem
Solving)
KNOW OF
UNDERSTANDCAN USE
CAN TRAIN
OTHERS
5. Early Involvement in New Equipment Specification
3. Make Routine Front Line Asset Care part of the job
2. Improveexisting Planned MaintenanceSystems
39. Total Productive Maintenance
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• Over the last three years S A Partners have worked
with the recognised TPM expert Peter Willmott to
develop his original nine step TPM model.
• Our new four cycle eleven step model takes into
account the critical enabling element
leader/management culture & behaviour.
• This focus defines TPM as a key system within an
asset reliant organisation and allows it to integrate
with true Enterprise Excellence Thinking.
Background and Programme
structure
40. Total Productive Maintenance
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Four Cycle-11 Step TPM
Review
Performance
Criteria &
History
Measurement
& Opportunity
analysis of
KPIs
(incl. OEE)
Equipment
Criticality
Assessment
Condition
Appraisal &
Restoration
plan
Root cause
Analysis &
Problem
Resolution
Individual
& Team Skill
Development
Leadership
&
Behaviours
Audit & Review
Process
MEASURE
CURRENT STATE
& IDENTIFY
OPPORTUNITY
CONDITION
REVIEW
(INCL. SAFETY
ENERGY, &
ENVIRONMENT)
PROBLEM
PREVENTION &
BEST PRACTICE
ROUTINES
FUTURE STATE
REALISATION
THROUGH A HABIT
OF CONTINUOUS
IMPROVEMENT
Feedback
A
B
C
D
Assess
Hidden
Losses/wastes
& Set
Improvement
priorities
Develop
Future Total
Asset Care
Best Practice &
Standard Work
1 2 3
4 5 6
7 8
9 10 11