Tpm basic
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Total productive maintenance basics
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Tpm basic
- 1. 1 Thank You For Not Smoking
- 2. 2 PLANT, MACHINE, OFFICE LAYOUT PEOPLE SUPPORTIVE PRACTICE QUICK SET-UP TOTAL PRODUCTIVE MAINTENANCE CONTAINER -IZATION/ TRANSPOR- TATION SUPPLIER DEVELOPMENT LEVELING/ SMALL LOT LEAD TIME REDUCTION WPO & VISUAL MANAGEMENT PROCESS CAPABILITY SIX SIGMA 20 KEYS ERROR PROOFING EMPLOYEE INVOLVEMENT/ WHITE SHIRT Pull System
- 4. 4 What Do The Following Slides Have In Common ?
- 5. 5
- 6. 6 L i n u m f l a v u m l .
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- 12. 12 What Did The Previous Slides Have In Common ? All Pictures Show Owner Involvement In Maintenance or Restoring Processes
- 13. 13 A support process for AMPS. Upgrading and improving equipment. A people skill building and training process. Part of daily activities. TPM . . . . . What It Is
- 14. 14 Why Do We Need TPM ?? . . . . To Support AMPS Competition Current Condition JIT
- 15. 15 What Is The Origin Of Total Productive Maintenance ? United States - Henry Ford - Preventive Maintenance Japan - Nippon Denso - Productive Maintenance From: To:
- 16. 16 What Does TPM Stand For ? Includes: T Total Total Production System P Productive Perfect M Maintenance Management, System Control
- 17. 17 A set of activities for restoring equipment to its optimal condition and changing the work environment to maintain those conditions through daily maintenance activities. Definition:
- 18. 18 To restructure the corporate culture through behavioral changes and equipment improvements. TEAR DOWN THE WALL Objective:
- 19. 19 To upgrade the capabilities of all company members through education, training, and participation. Intent: TPM
- 20. 20 L O S S To identify productivity losses and involve all members of the company in loss elimination programs. Purpose:
- 21. 21 What Are The Benefits For YOU? Safe Work Environment Job Security Improved Quality Increased Productivity Improved Skills
- 22. 22 PLANT, MACHINE, OFFICE LAYOUT PEOPLE SUPPORTIVE PRACTICE QUICK SET-UP TOTAL PRODUCTIVE MAINTENANCE CONTAINER -IZATION/ TRANSPOR- TATION SUPPLIER DEVELOPMENT LEVELING/ SMALL LOT LEAD TIME REDUCTION WPO & VISUAL MANAGEMENT PROCESS CAPABILITY SIX SIGMA 20 KEYS ERROR PROOFING EMPLOYEE INVOLVEMENT/ WHITE SHIRT Pull System
- 23. 23 TPM is a Team Effort Team AM Begins and works it’s way through all employees including the New Hire of Today. Smaller Teams are Taking over Responsibilities Once Handled Exclusively by Managers and Supervisors.
- 24. 24 TPM Class Make-up All Shifts Of Production Operators Unit Maintenance/Tool Personnel Unit Management Plant Management
- 25. 25
- 26. 26 Photo Of Operators In Initial Clean-Up
- 28. 28 Current Conditions To Improve: Oil Socks Around Machines Workplace Organization
- 29. 29
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- 32. 32
- 33. 33 Current Conditions To Improve: Oil Socks Around Machines Workplace Organization
- 34. 34
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- 37. 37
- 38. 38 What Can Be Expected? Productivity: Value added improvement 1.5 to 2 times. 40% reduction in breakdowns. Overall equipment efficiency up 1.5 to 2 times Quality: Reduction in Work-In-Process (WIP) defects. Reduction in Parts Per Million (PPM). Cost: Production costs reduced by 30%. Quality cost reduced by 30%.
- 39. 39 What Can Be Expected? Safety & Morale: Zero accidents. 5 -- 10 suggestions per employee. Education: Skill upgrading of employees. Delivery: Reduced finished goods inventory by 50%. 100% on-time delivery. Reduced premium freight by 60%.
- 40. 40 Comparison Of Key Indicators Before / After AMPS / TPM Indicator Before After AMPS After TPM Labor As A % Of Sales Scrap As A % Of COS Finished Goods Inventory Cost Of Quality Parts Per Million Delivery 28.9% 5% 5 Days 15% 2500 98% 21.2% 1.5% 1.2 Days 5.6% 37 100 % 18 % 0.7% 0.5 Days 4.0% 7 100 %
- 41. 41 Corrective Preventive Predictive 55.00% 15.00% 8.00% 0% 10% 20% 30% 40% 50% 60% Corrective Maintenance Technology, Inc. 1992 “Maintenance personnel in half of U.S. plants spend 50% of their time fixing problems instead of preventing them.”
- 42. 42 Equipment Failure Statistic 37% Of Equipment Failures Are Due To Poor Lubrication Management Source: JIPM Other Equip. Failures 63.0% Lubrication Method 13.0% Lack Of Lubricant 24.0%
- 43. 43 Equipment Failure Statistic 12% Of Equipment Failures Are Due To Dirt And Poor Clean-Up Habits Other Equip. Failures 51% Dirt 12% Lubrication Method 13% Lack Of Lubricant 24% Source: JIPM
- 44. 44 TPM Measurements : Downtime Planned Unplanned Changeover Time Equipment Check Time Clean-up Time # of Equipment Failures Minor Stoppages Maintenance Costs Accidents Defect Rate
- 45. 45 MEASUREMENTS In-Company Defect Cost Rate Delivery Rate '90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9 80 85 90 95 8 Point s Percent, % Better '90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9 200 400 600 800 1000 1200 1 - 3 PPM Better
- 46. 46 32 Times Improvement Suggestions 1990 1991 1992 1993 0 1 2 3 4 5 1990 1991 1992 1993 0 20 40 60 80 100Suggestions/YearAccidents/Year Accidents MEASUREMENTS Better Better
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- 52. 52 EDUCATION
- 53. 53 What Are Skills? The ability to respond to a situation, without any hesitation, based on prior experience and training.
- 54. 54 Levels Of Skills Level 0 Level 1 Level 2 Level 3 Level 4 Do Not Know Know The Theory Can Do To Some Degree Can Do With Confidence Can Teach To Others Lack Of Knowledge Lack Of Training Lack Of Training Learned By Doing Knows Extremely Well
- 55. 55 Ability Needed From Operators Ability To Find & Improve Equipment Problems Understanding Of Equipment Functions Understand The Relation Between Equipment & Quality Can Replace Consumable Parts Good Team Member
- 56. 56 Ability Needed From Maintenance Group Can Teach The Proper Operation & Daily Maintenance of Equipment Judge If Equipment Is Operating Normally Or Abnormally Respond To An Abnormal Condition, Select, & Implement A Timely Repair Technical Skills To Diagnose Equipment & Prevent Breakdowns
- 57. 57 TPM One Point Lesson No. Team Leader Super- visor Unit Manager Prepared By: Date Executed Teacher Student ACTUAL RESULTS Theme Category Date Of Preparation Trouble Cases Kaizen Cases Basic Knowledg e
- 58. 58 TPM One Point Lesson 1. Basic Knowledge General information that everyone needs to know. This sheet is used to confirm that everyone understands an item the same way.
- 59. 59 TPM One Point Lesson No. Team Leader Super- visor Unit Manager Prepared By: Date Executed Teacher Student ACTUAL RESULTS Theme Category Date Of Preparation Trouble Cases Kaizen Cases Basic Knowledg e Visual Control 223 5-Feb. 2002 X KF DR MA CR 3-5 KF SB Full oil level Low oil level Site Gage for hydraulic fluid: Oil must stay within the “Full” And “Low” level lines. - - - - - Current level
- 60. 60 2. Kaizen Cases This category is used to document improvement cases that have been completed. This sheet will benefit other teams for possible implementation on their lines. TPM One Point Lesson
- 61. 61 TPM One Point Lesson No. Team Leader Super- visor Unit Manager Prepared By: Date Executed Teacher Student ACTUAL RESULTS Theme Category Date Of Preparation Trouble Cases Kaizen Cases Basic Knowledg e Error Proofing 235 5-Mar. 2002 KF DR MA CR 3-5 KF SB X Before condition: Forgetting to clamp flange in place. Improved condition: Added a locator switch to insure clamps are holding flange in place. Flange Clamp Clamp Locator Switch
- 62. 62 3. Trouble Cases trouble with a piece of equipment, and what was done to solve the problem. This category is very helpful if a past problem occurs again and it is difficult This category is used to document to remember how it was repaired. TPM One Point Lesson
- 63. 63 TPM One Point Lesson No. Team Leader Super- visor Unit Manager Prepared By: Date Executed Teacher Student ACTUAL RESULTS Theme Category Date Of Preparation Trouble Cases Kaizen Cases Basic Knowledg e Tool Brealage 255 5-Jun. 2002 KF DR MA CR 6-5 KF SB X Before Condition: Frequent arbor breakage Improved Condition: Relocated key Arbor Arbor Key ---- Break Key
- 64. 64 TPM Training Outline Program Overview At Work Team Meetings Introduction , Loss Elimination, Education & Training Operator Autonomous Maintenance (Steps 1-3) Operator Autonomous Maintenance (Steps 4-7), Planned Maintenance, Zero Defects, Initial Control System Class # 2 : Class # 4 : Class # 1 : Class # 3 :
- 65. 65 Step #4 Upon completion of the 3rd Step, the team will participate in the TPM Step #4 classes. This will lead the team into the individual support classes for the various machine elements. The team will study the elements on the following slide.
- 66. 66 Outside Source Support Training OIL Screws, Bolts, & Fasteners Equipment Safety Lubrication Hydraulics Pneumatics Drive Systems Electrical Systems Machine Systems
- 69. 69 Breakdowns & Defects Can Be Divided Into 2 Loss Categories 2. Chronic Loss: 1. Sporadic Loss: Defects suddenly occur, or a piece of equipment suddenly stops. The root cause is usually easy to locate. This type of loss does not occur suddenly. There is usually more than one type of cause to the loss, which makes the root cause difficult to locate.
- 70. 70 Why Chronic Losses Remain Unsolved Aware Unaware A B C Counter- measures Taken Unable To Take Neces- sary Action No Counter- measures Taken Only temporary countermeasures No drastic countermeasures Generation of chronic losses overlooked (Such chronic losses as minor stoppage, speed, rework and start-up are most likely to be ignored.) Almost Giving Up Chronic Loss Loss not recognized Loss is under-estimated No quantitative evaluation No satisfactory results No sign of improvement
- 71. 71 Chronic Loss Causes Cause Cause Cause Cause Cause Cause Cause Cause (Single Cause) (Several Causes)(Combinations Of Several Causes) Understanding The Cause It is difficult to focus on and understand causes.
- 74. 74 Chronic Losses Are Generated By The Lack Of Equipment Reliability Design Manufacturing Installation Operation Maintenance
- 75. 75 What Are Slight Defects? Problems which cannot be detected easily. Problems that are not considered to greatly contribute to defects or failures.
- 76. 76 Photo Of Shavings On Bender
- 77. 77 Why Should A High Priority Be Placed On Slight Defects? Stop the snowball effect of accumulating defects. To get to the root cause. Slight defects will develop into critical defects. Forced deterioration will shorten the life span of the equipment.
- 78. 78 2 Types Of Equipment Deterioration Natural Deterioration: Physical wear that occurs even though the equipment is used and maintained properly. Forced Deterioration: Natural deterioration that is increased from negligence on our part, such as lack of oiling, checking, repairing, etc.
- 79. 79 Photo Of A Bar Leaning On A Machine
- 80. 80 Latent Defects Hidden causes of problems Seeds Are . . . .
- 81. 81 2 Types Of Latent Defects Psychological: Physical: Not Visible Need To Disassemble Hidden Behind Covered By Dust, Stains, Etc. Left Ignored Because Of Lack of Interest Or Skill Operator & Maintenance Indifference Not Familiar With The Defect Error In Judgement Of The Defect
- 82. 82 2 Types Of Failures Function Stoppage: Failure causing the equipment to stop completely. Function Deterioration: Equipment function is not fully utilized and is beginning to malfunction by minor stoppages.
- 83. 83 Concept Of Zero Failure We must change our way of thinking to realize that the equipment can be protected from failure. Equipment Failure
- 84. 84 Rules For Zero Failure Discover latent defects to prevent failures “Failure” is only the tip of the iceberg FAILURE LATENT DEFECTS Dust, soiling, adhesion of raw materials. Abrasion, backlash, looseness, leaks Corrosion, deformation, flaws, cracks Temperature, vibration, sound, and other errors
- 85. 85 How To Eliminate Failures To Zero Establish Basic Conditions Maintain Operating Conditions Restore Equipment From A Deteriorated State Improve Weak Points Of Design Upgrade The Skill Level 1. 2. 3. 4. 5.
- 86. 86 5 Countermeasures For Zero Failures And 5 TPM Principles 1. 2. 3. 4. 5. Establish Basic Conditions Keep Operating Conditions Improve Weak Points In Design Improve The Skill Level Education And Training Loss Elimination Planned Maintenance Initial Flow Control Of Equipment Operator Autonomous Maintenance Restore Equipment From A Deteriorated State
- 87. 87 16 Major Losses Which Obstruct Production Efficiency 5 Major Losses Obstructing Manpower Efficiency 3 Major Losses Obstructing Material & Energy Utilization 8 Major Losses Obstructing Equipment Efficiency
- 88. 88 5 Major Losses Obstructing Manpower Efficiency: 1. Management Loss 2. Operating Motion Loss 3. Line Organization Loss 4. Logistics Loss 5. Measurement & Adjustment Loss 16 Major Losses - continued
- 89. 89 3 Major Losses Obstructing Material & Energy Utilization: 1. Energy Loss 2. Die, Tool, & Fixture Loss 3. Material Loss 16 Major Losses - continued
- 90. 90 1. Equipment Failure Loss: Largest failure of all losses. Two types: a. Function-Stoppage: Failure occurs unexpectedly b. Function-Deterioration: Decreases over time 2. Set-Up & Adjustment Loss Set-Up: Losses due to changeover Adjustment: Minor process adjustments 8 Major Losses Obstructing Equipment Efficiency: 16 Major Losses - continued
- 91. 91 3. Consumable Parts Change Loss: Weld tip, weld liners, cutting bits 4. Start-Up Loss: Equipment warm-up and stabilization 5. Minor Stoppage & Idling Loss: Losses we have a tendency to “put up with” - part hanging - pushing re-set button 8 Major Losses Obstructing Equipment Efficiency: 16 Major Losses - continued
- 92. 92 Photo Of Operator Pushing A Reset
- 93. 93 6. Speed Loss: Slowing the equipment down to produce good quality 7. Defect & Rework Loss: Time and manpower lost in both types 8. Shutdown Loss: Planned stoppage of equipment 16 Major Losses - continued 8 Major Losses Obstructing Equipment Efficiency:
- 94. 94 How Do We Plan To Realize Our Losses TPM Step To The Top With TPM
- 95. 95 TPM Measurements: Downtime # Of Equipment Failures -- Planned -- Unplanned Minor Stoppages Changeover Time Maintenance Costs Equipment Check Time Accidents Clean-up Time Defect Rate
- 96. 96 Downtime: Planned Scheduled production stoppage Unplanned Production stoppage due to equipment failure Measurement Details -- --
- 97. 97 Measurement Details Unplanned Downtime: --This category of downtime is made up of the 8 Major Losses Which Obstruct Equipment Efficiency.
- 98. 98 Measurement Details Planned Downtime: --This category is made up of scheduled production stoppages.
- 99. 99 Changeover Time: -- Time period from last good piece produced to the first good piece produced on the new part number safely. Measurement Details
- 100. 100 Equipment Check Time: -- The amount of time required to perform daily checks on the equipment. This time is from when the checks begin until all checks are complete on the cell Measurement Details
- 101. 101 Clean-up Time: -- The amount of time required to perform daily clean-up of the equipment and surrounding area Measurement Details
- 102. 102 # Of Equipment Failures: -- Total number of equipment failures on a cell during the shift Measurement Details
- 103. 103 Minor Stoppages: -- Number of equipment minor stoppages during the shift Measurement Details
- 104. 104 Maintenance Costs: -- Associated costs for maintaining the equipment on a line. These costs include all replacement parts cost and the labor required to replace the parts. Also included in these costs are the cleaning supplies to maintain the equipment Measurement Details
- 105. 105 Accidents: -- Number of accidents on a cell . . . . . . lost time and not lost time Measurement Details
- 106. 106 Defect Rate: --Defects generated by process Measurement Details
- 108. 108
- 109. 109 What Is Operator Autonomous Maintenance? Activities where each operator performs timely inspection, lubrication, consumable parts replacement, repair, troubleshooting, accuracy checks, etc. . . . . on their own equipment.
- 110. 110 What Is The Goal Of Operator Autonomous Maintenance? Keeping one's own equipment in good condition by oneself.
- 111. 111 Prevent Machine From Deteriorating Improve Weak Points In Design Establish Basic Conditions Keep Operation Conditions Operators Maintenance Management TPM Roles Of Improve Skill
- 112. 112 Activities Performed By The Operators Prevent Deterioration Measure Deterioration Repair Deterioration
- 115. 115 Activities Of The Maintenance Group Measure Deterioration Repair Deterioration Provide Guidance To Operators
- 116. 116 Maintenance Group Support To Operators In Steps 1 Thru 3 Training & Guidance In Equipment Structures & Functions Guidance On Lubrication Items Assistance In Locating Sources Of Contamination. Improvement To Hard-To-Access Areas Quick Response To Operator Requests 1. 2. 3. 4. 5.
- 117. 117 PRELIMINARY STEP 0 Before starting the step method, the following should be done. Consider safety education about the equipment Revisit the Loss Elimination exercise
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- 119. 119
- 120. 120 Machine / Lock Photo
- 122. 122 STEP 1: Initial Clean-Up Cleaning Is Inspection: – Take pictures to show “Before Conditions” – Safety first – Thoroughly clean dirt accumulated over years – Open covers and guards to clean inside – Also clean the environment around the equipment – Cleaning becomes a normal part of the operator responsibility Using TPM Problem Tags:
- 123. 123 “Before” Photo Of Sizer
- 124. 124 “Before” Photo Of Sizer
- 125. 125
- 126. 126 “After” Photo Of Sizer
- 127. 127
- 129. 129
- 131. 131 STEP 1: Initial Clean-Up - continued Cleaning is Inspection: Using TPM Problem Tags: – Tags to be filled out by all operators – Attach tags to problem location – Each problem requires its own tag – BLUE TAG -- Operator responsible to repair – RED TAG -- Maintenance group responsible for – repairs TPM
- 132. 132 TPMAutonomous Maintenance Step. No. Problem Found Here 1 52 3 4 Equipment: :Asset No.: Date Found: Found By: Description of Problem: Page 1 REMOVE THIS SHEET AFTER ATTACHING TAG AND USE IT AS COPY TPMAutonomous Maintenance Step. No. Problem Found Here 1 52 3 4 Equipment: :Asset No.: Date Found: Found By: Description of Problem: Page 2 ATTACH THIS SHEET TO EQUIPMENT Description of Repair: Page 3 Date Repaired: Repair Made By: RETURN THIS TAG TO THE ORIGINATOR
- 133. 133
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- 136. 136
- 137. 137 Tag History Upon completion of the repair, log or file tags for future reference. Keep the information at the cell. Red tag history highlights: Recurring problems Repair history Maintenance response Blue tag history highlights: Operator repairs and minor stoppages Recurring problems that need to be red tagged
- 138. 138 Photo Of Problem
- 139. 139 Photo Of Problem
- 141. 141 Floor Exercise 1 Initial Clean-up – 1. Participants will go to the designated cell – 2. Facilitators will assign participants to a specific piece of equipment or area – 3. Using the proper cleaning material and TPM tags the participants will clean the equipment and tag all problems. – Continued on next slide
- 142. 142 Floor Exercise 1 - continued 4. Upon Completion Of The Initial Clean-Up: a. Collect All Copies Of TPM Tags b. Take the Tags to the Training Room and Discuss the Tags and Problem Areas. Be Sure to Return the Tags to the Cell Discussion.
- 143. 143 Step 2 Counter Measures for Hard-to- Access & Source of Contamination
- 144. 144 Countermeasures For Hard-To- Access & Source of Contamination Countermeasures For Hard-to-Access Areas 1. Relocate for better access 2. Lexan covers 3. Windows or guards 4. Fill unused or unnecessary holes/grooves – Note: Always use approved and permanent countermeasures.
- 145. 145 Countermeasures For Hard-To- Access & Source of Contamination - continued Eliminate Sources That Make The Equipment Dirty. – 1. Repair or tag leaks – 2. Create ways to remove slag, shavings etc. – 3. Use filters where necessary – 4. Check for exhaust fan possibilities – 5. If the source can not be eliminated, contain the – source until it can be eliminated Note: Always use approved and permanent countermeasures.
- 146. 146 Source of Contamination “Before”
- 148. 148 Tree City Welder Before Improvement
- 149. 149 Tree City Welder After Improvement
- 150. 150 Steps In Preparing A Temporary Guard 1 2 3 Improvement Observe Line Think Of A Way To Control The Source Of Contamination Make A Model Using Corrugated Cardboard Try Fabricate Temporary Device Using Galvanized Steel Or Other Material Produce Final Device Suggest As Standardization And Future Design Information
- 152. 152 Hard-To-Access & Source Of Contamination Areas Equipment Name:____________________ Asset No.:____________________ Page No.:____________________ Type Item Cleaning, Lubrication, Inspection Counter- measure Who Found Who Responsible Completion HTA SOC Description Of Problem Target Actual
- 153. 153 Floor Exercise 2 Participants will be given the Hard to Access & Source of Contamination documents to fill out at the cell. Allow 30 minutes to complete this form. Return to the training room for the Report Out.
- 154. 154 Step 3 Prepare Temporary Standards
- 155. 155 Prepare Temporary Standards This step is to enhance the equipment reliability & maintainability.
- 156. 156 Prepare Temporary Standards - continued Temporary Check Sheet For Clean-Up & Lubrication Standards: – What items need to be done – Who will perform the check – Where the location is to be checked – What to use for the inspection or cleaning – Target time to complete the task
- 157. 157 Prepare Temporary Standards - continued Gauges should be marked for high and low operating ranges. Points of lubrication should be marked and color coded for quick, accurate identification.
- 158. 158 Temporary Standard Check Sheet (Inspection, Cleaning, Lubrication) Sketch Line Machine Effective Period Team Leader Supervisor Unit Manager Year Month What To Do & Items UsedI.C.L.DescriptionNo.Zone Target TimeWho How Often A B C D E F G H I
- 159. 159 Sample Of Temporary Standard Check Sheet
- 160. 160 Sample Of Temporary Standard Check Sheet
- 161. 161 Floor Exercise 3 Participants will return to the floor and fill in a Temporary Standard Check Sheet. Return to the training room in 30 minutes for the Report Out.
- 164. 164 “Our old, ineffective, hierarchical model will need to be replaced by the new empowerment model of putting critical thinking and decision-making skills into the hands of a fully educated work force”.
- 165. 165 Program Outline Management Will Receive The Initial Training Of Each Class Upon completing AMPS, The Work Team Will Begin TPM Unit Management Will Assist In The Training Review of Each Step Upon Completion Support Classes on Machine Elements will be Taught to Operators. TPM Outline
- 166. 166 Key Points For Success In Implementation Cooperation Between All Departments Maintenance understanding and support Led By Work Teams Operator Input and Decision on Check Sheet Items TPM Activities Become Part Of The Daily Routine
- 167. 167 Key Points For Success In Implementation (Continued) Transmission Of Education One Point Lesson Sheet Standardization Activities Board: Timing Chart One Point Lessons # Of Equipment Failures Defect Rate # Of Minor Stoppages Current Step In Progress Changeover Time Problem Tag Data "Before" & "After" Pictures Downtime Data Clean-up Time Equipment Check Time Maintenance Costs Accidents
- 168. 168 Quick Repair TPM Meetings Step System Step Review Promote Success Stories Key Points For Success In Implementation (Continued)
- 169. 169 7 Step Development For Operator Autonomous Maintenance Step 1: Step 2: Step 3: Step 4: Step 5: Step 6: Step 7: Initial Clean-Up Countermeasures For Hard- To-Access & Source Of Contamination Prepare Temporary Standards General Inspection Autonomous Inspection Standardization All-Out Autonomous Management Stage 1 Upgrading The Basic Conditions Of The Equipment Stage 2 Steps To Measure & Prevent Deterioration Stage 3 Steps To Expand OAM & Master The Maintenance Skills
- 170. 170 7 Step Development For Operator Autonomous Maintenance Step 1: Step 2: Step 3: Step 4: Step 5: Step 6: Step 7: Initial Clean-Up Countermeasures For Hard- To-Access & Source Of Contamination Prepare Temporary Standards General Inspection Autonomous Inspection Standardization All-Out Autonomous Management Stage 1 Upgrading The Basic Conditions Of The Equipment Stage 2 Steps To Measure & Prevent Deterioration Stage 3 Steps To Expand OAM & Master The Maintenance Skills
- 171. 171 TPM Training Outline Program Overview At Work Team Meetings Introduction , Loss Elimination, Education & Training Operator Autonomous Maintenance (Steps 1-3) Operator Autonomous Maintenance (Steps 4-7), Planned Maintenance, Zero Defects, Initial Control System Class # 2 : Class # 4 : Class # 1 : Class # 3 :
- 172. 172 TPM Implementation Steps 1, 2, & 3 8030LINE:__________ Mazda ExpressTEAM NAME____________ STEP MARCH APRIL MAY JUNE 1 2 3 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26
- 173. 173 Autonomous Maintenance Review Upon completion of each step, the work teams will request a review of the step just completed. This review will allow team and managers to confirm whether the Autonomous Activities are being followed to their intent.
- 174. 174 1 2 3 4 5 6 7 Operator Autonomous Maintenance 7 Steps Initial Clean-up Countermeasures for Hard-To-Access & Source Of Contamination Prepare Temporary Standards General Inspection Autonomous Inspection Standardization Aut. Mgt. T P M
Notes de l'éditeur
- Introduce yourself Ask the audience to introduce themselves.
- This is a series of 7 slides. Each slide will be shown for 3--5 seconds; see if you can tell what they have in common.
- Cord
- All items in the photos have been restored or maintained by their owner.
- Our competition has similar costs in labor and materials; however, TPM will provide many opportunities in reducing machine repair costs and downtime. TPM will upgrade our current condition and make ArvinMeritor a better Just-in-Time supplier.
- Preventive Maintenance was practiced by Henry Ford and Ford Motor Company. The Japanese then expanded the idea to involve all members of the company in maintaining the equipment and facilities. Thus, beginning Total Productive Maintenance…...
- This is a total involvement process. All divisions and departments will be exposed to this process. “Total” encompasses everyone, and “Productive” refers to being people oriented.
- Read Slide This process restores our current equipment to it’s optimal operating condition. It is NOT a new equipment buying program! Are our machines in top condition now?
- Read Slide We All must change the way to look at equipment. These bricks represent old ideas and philosophies, paradigms, attitudes, and ways of doing business that must be broken down.
- -Education & Training is underway now. -The participation will be on the production floor performing daily activities.
- Briefly discuss benefits.
- To ensure thorough training, the following is the class make-up: ---All shifts of Production Operators ---Unit Maintenance / Tooling Personnel ---Plant Management ---Senior Management was trained first. In order to support, they must understand.
- As plant manager, Jim Stegemiller participated in an TPM course.
- This is one of the work teams participating in the initial clean-up.
- Even Vice Chairman and President Bill Hunt (center), participated in TPM. He is very aware that producing good parts in a dirty, poorly maintained facility is quite difficult and not cost effective.
- Many of our machines have oil socks around them because oil leaks are left unattended.
- Not only does this show a problem that has gone unattended, it shows safety issues. This area is very slick and the hose is a trip hazard.
- Like AMPS, TPM addresses Workplace Organization.
- Do you think this Kanban system is functional?
- Through TPM we expect improvements in the following areas: -Productivity -Quality -Cost
- We also expect improvements in these areas: -Delivery -Safety & Morale -Education
- -These items have been tracked with AMPS Certification. -We will continue to measure and strive for never ending improvement. -We must tap the potential by implementing TPM.
- Read slide With a properly implemented TPM program, maintenance personnel have the time to work on equipment and prevent major maintenance and repair costs.
- 37% of equipment failures are due to poor lubrication management.
- 12% of equipment failures are caused by dirt and poor clean-up habits.
- Read slide Discuss
- This is a Japanese factory. Notice the white floors, machines and clothes. Leaks and dirt are easy to locate in this environment.
- Japan factory with machines raised for easy cleaning.
- This factory in Japan has constructed a this break area on the plant floor for their factory operators.
- One Point Lessons help sustain the improvement process. They are to be maintained in the cell for future reference.
- One Point Lessons help sustain the improvement process. They are to be maintained in the cell for future reference.
- One Point Lessons help sustain the improvement process. They are to be maintained in the cell for future reference.
- One Point Lessons help sustain the improvement process. They are to be maintained in the cell for future reference.
- Breakdowns & Defects can be divided into 2 categories: 1. Sporadic Loss:Defects suddenly occur or a piece of equipment stops suddenly. 2. Chronic Loss:This type of loss is the opposite of sporadic. This one does not occur suddenly and is difficult to locate the root cause.
- Why do chronic losses remain unsolved? Of the losses we are aware of, there are three reasons: 1. A countermeasure was taken, but there are no satisfactory results or signs of improvement. 2. Only temporary countermeasures were taken because production cannot stop long enough to implement permanent countermeasures. 3. No countermeasures have been taken because the loss is underestimated. Lastly, we are not aware of the loss.
- Three levels of causes of chronic losses. 1. A single cause for the loss. 2. Several individual causes of the loss. 3. Combinations of causes for the loss.
- This photo shows an Eagle sizer before clean-up. By removing the covers, we can see oil inside the machine. These problems go unnoticed until the covers are removed or there is a breakdown.
- This is a different Eagle sizer. Notice all of the weld slag in the base of the machine and inside the machine. What problems could this cause? Answer:With the motor, coupling and moving parts, the slag will contaminate and wear the moving parts.
- Chronic losses are generated by the lack of equipment reliability in any of the following ways: ---How the equipment is designed ---How the equipment was manufactured ---How the equipment was installed ---How the equipment is operated ---What type of maintenance is performed on the equipment
- These are problems that cannot be detected easily, or that are not considered to greatly contribute to defects or failures.
- This is an example of how slight defects begin. This photo shows metal shavings on a bender head. What problem could these shavings cause? Answer:These will work there way into bearings and moving parts of the head and cause a failure. By keeping this head clean, we can eliminate a slight defect that will grow into a failure.
- Why should we place high priority on slight defects? ---Stop the snowball effect of accumulating defects ---To get to the root cause before it causes a breakdown ---These slight defects will become critical defects ---Ignoring deterioration will shorten equipment life
- There are 2 types of equipment deterioration: 1. Natural deterioration--Wear that occurs even when the equipment is properly maintained. 2. Forced deterioration--Natural deterioration that is increased from negligence, such as lack of oiling, checking or repairing slight defects.
- This is an example of forced deterioration. What forced deterioration do you see in this photo? Answer:The bar leaning against the conduit that contains wires will eventually pull the wires out and cause a short. This will lead to equipment failure. Note: After 3 days, items such as this bar, lose visibility to operators and will continue to be overlooked.
- Latent Defects are the causes of problems that we cannot see. They are often referred to as “Seeds”.
- There are 2 types of Latent Defects. 1. Physical--Not visible because they are hidden inside or covered by dirt. 2. Psychological--Ignored because of lack of training or skills.
- There are 2 types of failures. 1. Function Stoppage--Failure causing the equipment to stop completely. 2. Function Deterioration--Equipment function is not fully utilized and is beginning to malfunction causing minor stoppages.
- The concept of Zero Failures is changing how we think about equipment. The paradigm video relates to this concept because we must tear down our expectations that equipment will breakdown.
- To achieve Zero Failures, we must discover the Latent Defects that cause failures. This is similar to the AMPS slide with the ship on the water and the rocks as barriers. In TPM the rocks are dust, dirt, leaks, wear, etc.
- Read slide.
- This sheet shows the relationship between the ways of eliminating failures to zero and the supporting strategies of TPM.
- There are 16 Major Losses which obstruct production efficiency. They are in the following 3 categories: Read slide
- The 5 Major Losses obstructing manpower efficiency: 1. Management loss--waiting for materials or instructions 2. Operating motion loss--non value added movements 3. Line organization loss--standard work loss 4. Logistics loss--man hours spent doing direct work by someone other than a direct worker 5. Measurement and adjustment loss--frequent adjustments to maintain quality
- The 3 Major Losses obstructing material and energy utilization are: 1. Energy loss--utilities not effectively used 2. Die, tool and fixture loss--extra costs related to unnecessary wear and breakage 3. Material loss--difference between the weight of the raw material and the weight of the finished product
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- Operator pushing a Reset
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- These are the items we plan to track in TPM. TPM will have an impact on each of these items.
- Read slide As a reminder, the 8 major losses which obstruct equipment efficiency are: 1. Equipment failure loss 2. Changeover / set-up and adjustment loss 3. Consumable parts change loss 4. Start-up loss 5. Minor stoppage and idling loss 6. Speed loss 7. Defect and rework loss 8. Shutdown loss
- Read slide Scheduled production stoppages include meetings and breaks.
- A specific amount of time at the beginning or end of each shift should be designated for daily clean-up and PM. Daily PM sheets should be designed for each piece of equipment in the cell.
- A record of “Close Calls” or “Near Misses” should also be kept and discussed in weekly E.I. Meetings.
- Safety must be the first concern of all ArvinMeritor Employees.
- Along with production…. equipment inspections, parts replacement, troubleshooting, etc. will become a part of the daily routine of each operator.
- Read slide With everyone taking care of their own equipment like it was their own property, the performance of the equipment will improve and the skill level of all members will increase.
- Some of the activities that will be performed by the operators are: ---Prevent deterioration by performing timely lubrications ---Measure deterioration by performing timely equipment checks ---Restore deterioration by replacing worn parts or detecting and communicating early signs of trouble Note: Activities performed by operators are aimed at assisting Maintenance. Maintenance should be involved in setting the standards.
- This is a photo of a lubrication hose being shortened because it had a “kink” in it because it was too long. The kink would not allow the lubrication fluid to flow smoothly. This problem was found during the initial clean-up.
- This is a photo of a broken handle being repaired during the initial clean-up.
- The activities of the maintenance group are similar to the operator, but they will use their skills to maintain the equipment by performing the following: ---Measure deterioration by performing timely equipment checks ---Restore deterioration by replacing worn parts and reacting to operator requests ---Provide guidance to operators by assisting them through the TPM steps
- Some of the ways the maintenance group can support the operators are: ---Training and guidance on equipment functions ---Guidance on lubrication items ---Assistance in locating sources of contamination ---Improvement to Hard-to-Access areas ---Quick response to operator requests
- Before starting the steps, there is a preliminary step 0 which does the following: --Discuss safety issues about the equipment and practice safe clean-up habits such as lifting, bending, picking items up, debris on floors, etc. ---Revisit the Loss Elimination exercise and review the 8 Major Equipment Losses to look for these items during clean-up. 1.Equip. Failure5. Minor Stoppage 2.Set-up and Adjustment6. Speed 3.Consumable Pts. Chg. 7. Defect & Rework 4. Start up8. Shutdown 1. Equipment Failure Loss 2. Set-Up & Adjustment Loss 3. Consumable Parts Change Loss 4. Start-Up Loss
- Another safety item to be discussed is the Lock-Out, Tag-Out procedure. Whenever anyone removes covers to clean the inside of the equipment, it must be locked out by the individual(s) cleaning that piece of equipment. SHOW LOCKOUT TAGOUT VIDEO
- Lockout / Tagout is a United States OSHA regulation that should be used to ensure that a machine cannot be accidentally started during servicing activities. All ArvinMeritor facilities must comply to local Lockout / Tagout laws and regulations. In the absence of standards equal to ArvinMeritor standards, the facility must adopt the ArvinMeritor program.
- This photo shows a Leonard bender that is locked out. Notice 3 locks; this shows that there are 3 people servicing the machine. Also see the “Notice”sign on the machine. It is a reminder to lockout the equipment when servicing this machine.
- Step 1: The Initial Clean-up. This is not merely cleaning equipment to make it look good, but to clean the equipment to inspect for defects. These defects can be hidden behind covers that are rarely removed or by dirt. Remember Lockout/Tagout.
- This is a Resener sizer that was scheduled for the initial clean up. Does some of your equipment look like this?
- This is the same Resener sizer before cleaning. Does this look like some of your equipment?
- This is an after clean-up picture of the Resener sizer. Now, if there is an oil leak we can find it immediately because it will be very noticeable.
- These extra parts were found in one sizer. Do you recognize any of the parts? ---Flange---Allen wrench ---Weld tips---Oxygen sensor --- Bolts (2 sizes)---Nut How do you think they got there? Possible answers:Left from changeover, small bolts came out of loose switch, or didn’t know where to put them!
- Nine containers of debris were found under the equipment being cleaned.
- Why would the black spot be on the side of the machine? Answer:Oil running out from inside. To help the situation absorbent rags were put at the base of the machine. The intent of TPM is to recognize the problem and get it repaired, not take measures to accommodate the problem by soaking it up with rags.
- Notice the plastic bottle used (instead of a bracket) to hold the drain pipe in place.
- Here is a picture of a machine after it has been cleaned. Leaks and other problems are no longer hidden by dirt and grease.
- The TPM tags are to be placed on each location that a defect is found. These tags not only create a list of things to do, but serve as a visual reminder that there is a defect that needs attention.
- The TPM tag consists of three pages: 1. One copy is attached to the machine as close to the defect as possible. 2. One copy will be kept on the TPM board for reference and tracking. 3. The third copy of the red card will be sent to maintenance until the problem is corrected. This portion of the card will be returned to the cell when the correction is completed. Examples of Boards on following slides. .
- This Gladstone TPM board has the line layout which allows operators to hang tags on the image of the equipment needing repairs. Maintenance knows at a glance where they need to work. Some cells have chosen to hang tags on a layout image of the cell because of tags being exposed to weld sparks etc.
- This board (located in the Franklin facility) combines TPM, CIT and General information in one easy to access area.
- This Gladstone TPM board also allows the tags to be placed on a symbol for the equipment needing repairs.
- This Gabriel de Mexico TPM board makes problem identification and location a simple task.
- The first tag is blue and shows a missing screw. The back tag is red and refers to the hydraulic hose that is rubbing on the machine and developing a hole. What could be done in this case to improve the situation? Possible answer:Re-route the hose.
- This is a photo of a conduit pulling loose. What problem could this cause? Possible answer:Foreign material getting inside the conduit and causing an electrical short.
- Upon the completion of the Initial Clean-up: ---Collect all copies of the TPM tags. ---These will be used for classifying the types of defects and developing a repair schedule. ---One member of each team will present the defect findings on their equipment.
- Step 2 is Countermeasures for Hard-to-Access and Source of Contamination areas. In this step we must: ---Improve the areas that are difficult to inspect, clean, and lubricate. ---The 4 examples above are only a few, be sure to explore all possibilities.
- Step 2 is Countermeasures for Hard-to-Access and Source of Contamination areas. In this step we must: ---Eliminate or control the generating sources that make the equipment dirty. ---The examples above are only a few, be sure to explore all possibilities.
- This is a “before” photo of how the lubricant was getting inside the machine. The 2 open holes once had cylinder shafts running through them. They were removed when they were no longer needed for the process. The lubricant is supposed to flow in the groove in the middle, and back to the pump. However, much of the lubricant was able to get inside the machine through the 2 holes.
- This photo shows the improvement made by plugging the 2 holes. This problem was repaired during an initial clean-up when the operator showed a maintenance member where he thought the lubricant was getting into the machine. This machine is now dry inside.
- This a photo of a Tree City Welder with large weld curtains to contain the sparks and weld flash.
- This is the same Tree City Welder. Weld curtains have been removed. This Tree City has point-of-use guarding. This improvement will also allow better air flow through the line.
- As we begin to eliminate or control the generating sources of contamination, we should consider trying different designs of covers. One way to try many different designs is to make them out of cardboard. When the best design is found, make it out of a permanent material. This is an inexpensive way to find the best method.
- This is one of the Tree City Welders seen earlier. To find the best design of covers, cardboard was used initially as a quick way to try different sizes and shapes. This photo shows one of the cardboard pieces tried on this welder.
- To document the areas that were difficult to access and the sources of contamination, these items should be documented on the sheet “Hard-to Access & Source of Contamination Areas” This sheet serves as a schedule tool of when the item should be repaired an by whom.
- This step is to enhance equipment reliability and maintainability. In this step we will prepare standards for lubrication, cleaning and items to inspect. The experience gained in steps 1 and 2 combined with support from the maintenance group will enable us to prepare the initial check sheets.
- To prepare the temporary standards, we will use the sheet “Temporary Standard Check Sheet Criteria (Inspection, Cleaning, Lubrication). The following letters correspond with the check sheet. A. Sketch of machine B. Specific section of machine C. Corresponding number on the TPM check list D. Description of zone E. Inspection, Cleaning, or Lubrication F. What to do and what to use G. Frequency to perform task H. Who is to perform the task I. Target time to complete the task
- Temporary Standard Check Sheet
- Temporary Standard Check Sheet
- AMPS training is required before a cell can receive TPM review. However, the cell can start TPM before completing AMPS.
- Successful implementation must start with a good understanding of this statement.
- The key factors that lead to successful development of the TPM program are listed on these three slides. Discuss various points.
- Read right side
- Step 4 consists of: Hydraulics/Pneumatics Machine & Drive Components Electricity
- This is a team’s target calendar for completing steps of TPM. Splitting the steps allows time for the TPM process to become ingrained in the daily activities and for the team to develop a tag history. Each process needs to be habit before the review takes place.
- The Autonomous Maintenance Review will be performed at the completion of each of the 7 steps. Upon completion of each step, the work teams will request a review. The reviewing committee will be made up of selected members designated by each plant. This review will allow the managers to confirm whether the Operator Autonomous Maintenance activities are being followed to their intent.
- These are the 7 steps for Operator Autonomous Maintenance: 1. Initial clean-up 2. Countermeasures for Hard-to-Access & Source of Contamination 3. Prepare Temporary Standards 4. General Inspection 5. Autonomous Inspection 6. Standardization 7. Autonomous Management