This is the day 2 Course for TPM which is a company wide team-based effort to build quality into equipment and to improve overall equipment effectiveness (OEE) towards Zero Breakdown.
It covers Steps in Introduction of TPM, The 5’S Step towards TPM, Conditions Required for TPM, TPM Strategy
TPM Tools, Set-back of TPM Implementation, Course Evaluation, Recap and Closing
TPM Total Productive Maintenance for Quarry Plant(2)
1. TPM Total Productive
Maintenance Workshop
(16/Oct/2016)
For:
GEMENCHEH GRANITE Sdn. Bhd.
Km 22, Jalan Tampin-Gemas,
73000, Gemencheh,
Negeri Sembilan Darul Ehsan.
Presented by:
Timothy Wooi
ITS Management Sdn Bhd
TPM -Total Productive Maintenance
2. International Educational Leadership Speaker.
Provides consultation on Lean and leads
Kaizen, TPM, Cellular system & Moonshine set
up.
A multi skill Mechanical background Green
Innovator and Founder of Tim’s Waterfuel, an
alternative Fuel supplement using Water that
adds power, millage & reduce Co2 emission on
Cars.
Rode 18,290km thru 24 Countries over 5
months from Penang to London on a 125 CC
‘Cub Cai’.
Timothy Wooi
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.
TPM -Total Productive Maintenance
An NGO Community worker for Prison, Drug Rehabilitation and Crisis
Relieve & Training (CREST) Malaysia.
3. This is a 2 day Course which is a company wide
team-based effort to build quality into equipment
and to improve overall equipment effectiveness
(OEE) towards Zero Breakdown.
Course Overview
It uses Total Quality Control
and Total Employee
Involvement approach, in
maintaining the Equipment
towards a “ready to use
condition” using energy
efficiently.
TPM -Total Productive Maintenance
4. Day1
1. Introduction to TPM
2. Types of Maintenance
3. Overall Equipment
Efficiency ( OEE )
4. The Pillars of TPM
(Part 1)
5. The 6 Major
Equipment waste
Day2
1. Steps in Introduction of
TPM
2. The 5’S Step towards TPM
3. Conditions Required for
TPM
4. TPM Strategy
5. TPM Tools
6. Set-back of TPM
Implementation
Course Evaluation, Recap and
Closing
TPM -Total Productive Maintenance
5. This course will guide you through to assess the
activities of Autonomous Maintenance (AM) on your
current Equipment and to plan the execution of your
Maintenance Activities using a Visual Schedule.
5
TPM defines your Maintenance
schedule and Goals. TPM helps
you plan and develop the
optimal program for your
facility, resulting in increased
efficiencies and cost savings.
TPM -Total Productive Maintenance
6. To implement a current Lean Maintenance System,
Total Productive Maintenance (TPM) by;
- understanding different types of Maintenance in TPM.
- synergizing Production & Maintenance Staff working
together as a team to Implement TPM for Equipment.
Techniques
- review and externalize Inspection activities to AM.
- establishing a baseline through ‘Clean to Inspect,
- inspect to detect and Detect to Correct.’ &
- attacking the 6 Big Losses.
Course Objective
TPM -Total Productive Maintenance
7. Upon the completion of the workshop, participant
will be able to:
1) Get their workplace in order ahead of TPM
introduction
2) Determine the Overall Equipment Effectiveness
(OEE) of their machinery
3) Understand how to improve the efficiency of their
machinery
4) Predict where failures are likely to occur
5) Be able to design and implement a TPM program
Course Objective
TPM -Total Productive Maintenance
8. TPM -Total Productive Maintenance
Day2
1. Steps in Introduction of TPM
2. The 5’S Step towards TPM
3. Conditions Required for TPM
4. TPM Strategy
5. TPM Tools
6. Set-back of TPM
Implementation
Course Evaluation, Recap and
Closing
9. STAGE A
Preparation
STAGE B
Introduction
STAGE C
Implementation
Announcement by Management to introduce TPM
Introductory education campaign for the workforce
Setting up TPM and Departmental Committees
Establish basic TPM policies and goals
Preparation and Formulation of a master plan
Develop an equipment management program
Develop a planned maintenance program
Develop an autonomous maintenance program
Increase skills of production and maintenance personnel
Perfect TPM implementation and raise TPM levels
STAGE D
Institutionalise
Develop early equipment management program
Invite customers, affiliated companies and subcontractors
Steps in introduction of TPM in Organization
10. The main TPM kick-off should take the form of a
formal presentation with all the employees
attending.
This opportunity can be
used to gain the full
support of the employees
Invite external
customers, affiliated and
subcontracting companies
STAGE A - PREPARATORY STAGE
Steps in introduction of TPM in Organization
11. STEP# 1
Announcement by Management to all about TPM
introduction in the organization
Proper understanding, commitment
and active involvement of the top
management in needed for this
step.
Senior management should have
awareness programs, after which
announcement is made to all.
Publish it in the house magazine and put it in the notice
board. Send a letter to all concerned individuals if required.
STAGE A - PREPARATORY STAGE
12. Step# 2
Introductory education campaign for the workforce
Training is to be done based on the need. Some need
intensive training and some just an awareness.
Take people who
matters to places
where TPM already
successfully
implemented.
STAGE A - PREPARATORY STAGE
13. Step# 3
Setting up TPM and Departmental Committees
TPM includes all the 8 pillars of TPM as part of it
with improvement, autonomous maintenance and
quality maintenance.
When committees
are set up, it
should take care of
all those needs
under its umbrella
of responsibilities.
STAGE A - PREPARATORY STAGE
14. Step# 4
Perfect TPM implementation and raise TPM levels
Now each area is benchmarked and fix up a target for
achievement.
The main objective of TPM is to
increase the OEE of equipment.
TPM addresses the causes for
accelerated deterioration while
creating the correct
environment ownership
between operators and
equipment.
STAGE A - PREPARATORY STAGE
15. 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
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
STAGE A - PREPARATORY STAGE
16. STAGE B - INTRODUCTION STAGE
This is a ceremony and we should invite all. Suppliers as
they should know that we want quality supply from them.
Related companies and affiliated companies who can be
our customers, sisters concerns etc.
Some may learn from us
and some can help us
and customers will get
the communication from
us that we care for
quality output.
2.The 5’S Step towards TPM Implementation
17. STAGE C – IMPLEMENTATION
In this stage eight activities are carried which are called
eight pillars in the development of TPM activity.
Of these, four
activities are for
establishing the
system for
production
efficiency,
the other four are for initial control system of new products
and equipment, training & education, one for control of
safety, sanitation as working environment and also
improving the efficiency of administration.
2.The 5’S Step towards TPM Implementation
18. STAGE C
Implemen-
tation
Develop an equipment management program
Develop a planned maintenance program
Develop an autonomous maintenance program
Increase skills of production and
maintenance personnel
Develop early equipment management program
STAGE C – IMPLEMENTATION
19. Once a decision has been made to initiate TPM, company and
factory leadership should promote all 8 Steps below.
=
Establish a
Baseline
Energy
Awareness
Cleaning
is Inspecting
Eliminating
Contamination
Visual
Management
Equipment /Tool
Maintenance
Equipment
Lubrication Consumables
Total
Productive
Maintenance
Workshop
(TPM)
1.Develop an autonomous maintenance program
20. 1.Develop an autonomous maintenance program
=
Establish a
Baseline
Energy
Awareness
Cleaning
is Inspecting
Eliminating
Contamination
Visual
Management
Equipment /Tool
Maintenance
Equipment
Lubrication Consumables
Total
Productive
Maintenance
Workshop
(TPM)
Autonomous Maintenance is carried out by Production
Department in Seven steps.
Step 1: Establishing a baseline
Step 2: Cleaning is Inspecting
Step 3: Visual Management
Step 4: Cleaning and lubrication
Step 5: Energy Awareness
Step 6: Eliminating Sources
of Contamination
Step 7: Full implementation of Autonomous Maintenance using
AM Check List & updating TPM board
STAGE C – IMPLEMENTATION
21. Step #1: Establish a Baseline
that the asset be reliable,
easy to maintain and available
when you need it.
Establish a baseline on your
equipment to determine exactly
what condition it is in right now.
1.Develop an autonomous maintenance program
The goal is:
A baseline helps guide our improvement activities and
provides a starting point from which we can measure our
improvements.
22. 22
To Establish the Baseline Condition of a Used Car
– Check for body damage
–Look for leaks
–
Check tire wear
–
Observe the gauges–
Listen for vibrations and noises
– Check for unusual odors
Check Vibration–
Step #1: Establish a Baseline
23. 23
Is the equipment
difficult to:
Lubricate
Inspect
Reach
Access
Clean
Remove Covers
Establish a Baseline to Determine the Condition
of your Equipment.
Is the equipment
free of:
Dirt/Dust
Paint
Chemicals
Air Leaks
Sand
Steam/Gas Leaks
Process Parts
Oil/Grease Leaks
Water Leaks
Coolant Leaks
Are the following
identified?
Safety Hazards
Lockout Points
Lubrication Points
Inspection Points
E-Stop Procedures
Start up and Shut
Down Procedures
Step #1: Establish a Baseline
24. Lockout and Tag-out
Standardized multi
lockout and tag-out
devices. (indicate
department for personnel
at work during the
lockout tag-out )
1.Develop an autonomous maintenance program
Step #1a: Safety Procedures before performing
Clean & Inspect
An establishes minimum requirements to disable Hazardous
Energy sources that could cause injury to personnel.
All employees have to comply with the procedure.
25. What is a Lockout Device?
A device that positively:
prevents a machine from being
started up or turned on,
prevents a machinery part from
moving,
prevents electrical energizing,
blocks a pipeline, steam line or air
line
Step #1a Safety Procedures before performing Clean & Inspect
26. What is Tag-out?
Tags are warning devices only. They don’t provide the same
level of protection as lockout devices. Use for information
only, along with a locked device. They can only be removed by
an authorized person.
They must be
legible,
securely attached
(e.g. zip-tie) not
string and
resistant to
degradation.
22
Step #1a Safety Procedures before performing Clean & Inspect
27. When is Lockout / Tag-out required?
When someone will be
servicing or repairing
machinery or equipment
AND
the unexpected
machinery start-up or
release of stored energy
could cause injury
10
Step #1a Safety Procedures before performing Clean & Inspect
28. Who Lockout / Tag-out
Affected employees –people who
use machines or equipment on
which servicing is performed under
lockout / tag- out.
Other employees –people who
work in the area of locked out
machinery or equipment.
Authorized employees –people who lock or tag-out machines
or equipment to perform servicing.
Step #1a Safety Procedures before performing Clean & Inspect
29. Six Steps Lockout Procedures
1. Notify
Employees
(the reason there for)
2. Shutdown
Equipment
(depress stop button,
open toggle switch)
3. Isolate
Energy
(from the equipment)
4. Attach
Lockout
Device
5. Release
Stored Energy
6. Verify
Lockout
Service &
Maintenance
Step #1a Safety Procedures before performing Clean & Inspect
30. Injuries that happened without Lock Out / Tag-Out
Electrocution from live parts
Scalding from steam or hot liquids
Chemical burns or poisoning
From machinery:
- Deep cuts and gashes
- Crushing injuries
- Amputations
All of these can be fatal when severe
Step #1a Safety Procedures before performing Clean & Inspect
31. Provide a clean, efficient,
and safe work
environment.
Enable you to identify
conditions that lead to
unexpected breakdowns.
The goal is to:
1.Develop an autonomous maintenance program
Step #2 Cleaning is Inspecting
(Action to address Dust and Dirt)
Example: Broken components, fluid leaks, air leaks, etc.
32. Cleaning is Inspecting
(Action to address Dust and Dirt)
Q: Do you hand wash your Car or send it to a Car
wash?
Step #2 Cleaning is Inspecting
33. Clean to Inspect
Inspect to Detect
Detect to Correct
Correct to Perfect
Use the same theory as you would for washing your
car: “Hand Clean vs Car Wash”
Everyone from the team gets Involved!
Step #2 Cleaning is Inspecting
34. 34
Step #3
The goal is to:
Add signs, markings, and other
visual devices so that normal and
abnormal operating conditions
are obvious to anyone at a
glance.
Enhance the cleaning is
inspecting process by identifying
correct locations for stored items
and tools, and correct quantities
of consumables.
Allow for easy
identification of safety,
quality, environmental, and
process abnormalities.
1.Develop an autonomous maintenance program
35. 35
The goal is to:
Add Signs, Arrows, and other
Visual Caption so that
Product Quantity, Location
and Flow are obvious and
able to attract anyone at a
glance.
Enhance the retrieval of Parts
by identifying Specific
location at a logical space for
items to be stored.
Allow for fast Visual
identification of actual
physical quantity of parts.
Step #3 Visual Management for Autonomous Inspection
36. 36
Abnormal? Unknown? Normal?
How would you know what the
normal operating range is?
How would you know if there
were problems developing?
Step #3 Visual Management for Autonomous Inspection
38. 38
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 PRESSURE
80-100 psi
#1
Main Air Supply
LOCKOUT
Work place Organization Standards - Color Coding
Step #3 Visual Management for Autonomous Inspection
39. 39
Step #4
The goal is to:
Provide guidance in
identifying and
developing lubrication
requirements, routes,
and visual cues for the
proper lubrication of
equipment.
1.Develop an autonomous maintenance program
40. 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
Step #4 Equipment Lubrication
41. 41
70% of all mechanical
equipment failures are a
result of improper
lubrication.
Too much lubricant is as bad as too little
S
S
S
S
S
Equipment Lubrication
S
S
S
S
S
Step #4 Equipment Lubrication
42. 42
Example: Bearing Block Lubrication
This picture shows
lubrication to only one side
of bearing.
Before After
This picture shows the additional
grease fitting, so lubrication can
be done on both sides
Step #4 Equipment Lubrication
43. 43
Step #5
The goal is to:
Identify all sources of
energy.
Provide a process to
manage energy costs
switching off machines
to conserve energy
when it is not required.
e
1.Develop an autonomous maintenance program
44. The Energy commonly used
S Water Electricity
Natural gas Hydraulics
People
Air/Pneumatic
Inert gases
Gravity
Step #5 Energy Awareness
45. Hazardous Energy Source Examples
Electricity – live or stored
Live electrical lines, Electrical
capacitors, Lasers
Moving machinery parts
Engines that move machinery
parts, Hydraulic lifts, Pneumatic
(air pressure) lines, Pressurized
water lines, Springs
Step #5 Energy Awareness
46. Any other active or
stored energy sources
that could harm a worker.
Hazardous Energy Source Examples
Step #5 Energy Awareness
Stored heat (steam lines or hot liquids). Hazardous chemicals
in pipelines under pressure or force of gravity.
47. What is an energy-isolating device?
An electrical circuit breaker,
A device that physically prevents transmission
or release of energy such as:
A machine block,
A pipeline valve,
Anything else that positively
blocks or isolates energy.
12
Step #5 Energy Awareness
48. 48
Step #6
The goal is to:
Permanently eliminate
sources of contamination in
order to keep equipment
clean and damage free.
Simplify equipment for easy
and safe cleaning and
inspecting of places that are
hard to clean, inspect,
lubricate, and adjust.
1.Develop an autonomous maintenance program
51. Develop an A.M. Program for Operators.
Re access maintenance activities, gather data and
validate info for A.M. Checklist.
(Take Pictures before on Kaizen Action Sheet Form.)
Create a DAILY Autonomous Maintenance Checklist.
(Use Visual Roadmap / logout tag-out procedures / TPM
Board )
Operators routine cleaning and inspection will help stabilize
conditions and stop accelerated deterioration.)
1.Develop an autonomous maintenance program
Step 7: Full implementation of Autonomous Maintenance
using AM Check List & updating TPM board
52. ACTIVITY
Analyze the existing conditions and set goals that are
smart, use S. M. A. R. T. goal setting.
(Gather Info for AM checklist)
AM Check List Exercise
Are the following
identified?
-Safety Hazards
-Lockout Points
-Lubrication Points
-Inspection Points
-E-Stop Procedures
-Start up/Shut Down
Procedures
Step 7: Full implementation AM Check List & TPM board
53. Goal Setting, S M A R T
HOW ?
Know exactly what you want to
accomplish.
How will you know you met your
goal?
Ensure your goal is not too far to
reach but far enough to be
challenging.
Link goal to something
important to and that inspire you
When do you want your goal to
be met?
54. The principle of designing the maintenance of
Equipment in the prevention of breakdown.
Develop an equipment management program
2.The 5’S Step towards TPM Implementation
STAGE C – IMPLEMENTATION
Early equipment
management program
can be applied to new
Products and new
Equipment and also
existing Machines.
55. Workshop Purpose:
To ensure Equipment is in
operational condition through
routine inspection of parameters
before start of operation.
To trigger abnormality before
damage occur.
To identify Inspection points with
Visual Management for ease of
Inspection using AM Check List.
Develop an Equipment Management Program
56. Audit, Review & Externalize Inspection Activities
from Equipment Manual to Autonomous
Maintenance
Put in place TPM Board with Inspection Points &
AM Checklist with Visual Management,
supporting PM Implementation.
Identify routine Inspection Activities from
Equipment Manual to develop AM Checklist
for AM Inspection & TPM Board.
Noon
Develop an Equipment Management Program
57. Noon
Log Out / Tag Out on Machine.
Actual Cleaning and Inspection
of Machine to externalize to
Autonomous Maintenance.
(reference Clean & Inspection
Checklist for Production Machine)
Record all problems found during Clean and Inspect to discuss
and address on KAIZEN Action Sheet.
Develop an Equipment Management Program
58. TPM Board & AM Checklist with Visual
Management Implementation.
TPM Board,
AM Checklist,
Road Map
New products must be designed so that they can
be easily produced on new or existing machines
New machines must be designed for easier
operations, changeover and maintenance.
Develop an Equipment Management Program
59. Team D Suggested Layout of I nform ation Board
Suggested Layout of Information Board
• Board measures 36X48 mounted -- 40 to 48 inches from the floor
• Attach Consumables list to TPM cabinet door
• Lockout instructions & map to be located on main electrical cabinet (not on TPM Board)
Lube Critical
Cleaning
Route Map
Problem and
Component
Codes
MSS Equipment
Problem Log Sheet
(S.R. Record)
OEE Weekly
Summary Sheet
(if Available)
P.M. Schedule
List of persons
responsible for
updating each item on
this board
TPM Information Board
Machine OperatorMachine Name
Operators’ Name(s)
Instructions for
Lube & Critical
Cleaning
Any Single Point
Lesson place
behind these
instructions TPM Management
Walk-through
Checklist
Small Group
Activity
Improvement
Items (form)
Start-up/Shutdown
Process Map on Back
Team D Note:
Board construction wood
with cork facing or magnetic
Operator Sign-off
Sheet (daily)
60. DAILY AUTONOMOUS MAINTENANCE CHECKLIST Week:
(Performed by Production) Date:
Waterjet
STEP INSPECTION ITEM/S
CONDI
TION/
READI
NG CHECK BY ACM No SHIFT REMARKS
Record
Actual (Initiate) D,S,N (Actions taken)
M T W T F S S
Verified by : …………………………. Page 2/3
(Area Manager) file:TPM1 rev c
Date :…………………………..
61. WATERJET
STEP INSPECTION ITEM/S
COND
ITION/
READ
ING
CHECK
BY
ACM
No SHIFT REMARKS
(Indica
te
Actual
) (Initiate) D,S,N (Actions taken)
M T W T F S S
1 Robotic panel and computer
Switch on the robotic panel and computer
_Check weather the robotic panel and computer
working properly or not ;
Normal - window screen appear (/)
Abnormal - Call IS technician if the computer screen
not appear (M)
2 Waterjet abrasive bulk
_Check abrasive filter
Normal - (/)
Abnormal - filter damaged (inform Technician) (D)
_Top-up abrasive before start trimming process
Standard 2 bags / shift
_Use vibrator to filter in abrasive into the bulk
_Open compress air valve and open release valve
at a same time.
_Check air regulator
Normal - 4 bar (/)
Verified by : …………………………. Page 1/3
(Area Manager) file:TPM1 rev B
Date :…………………………..
62. Waterjet Pool
Tank
water jet
softerner
Pan
el
PC Monitor
S# 1
S# 1
POU
Working
Table
S#2
Abrasive bulk
tranfer tank
Electrical panel
Intensifier pump
Robotic control cabinate
Main Compress air valve
Water inlet valve no1
Water inlet valve
no2
Incoming
Production
Parts
Problem carts
Incoming
Production
Parts
Plywood
Working
Table
Outgoing
Production
Parts
Waterjet Road Map
63. 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
STAGE C – IMPLEMENTATION
64. Equipment
Maintenance
Equipment /Tool Maintenance
The goal is to:
• Have a routine schedule of activities
for maintaining the asset in a highly
reliable condition.
• Combine all the processes and tasks
developed in previous modules
relating to maintenance of the
equipment. Ensure PMs are current.
If PMs are not available, create them
for this equipment.
Section B
36
66. 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.
Equipment
Maintenance
Work with Reliability Team to
install condition-based
monitoring devices.
The goal is to:
67. 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
68. 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
Consumables
How to keep an effective and useful
equipment history
69. Critical 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 Min Max
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
70. Components of a Well-organized P/PdM Program
Equipment inventory/numbering system
Critical Spare parts inventory/forecast
Sequence of tasks (PM and PdM routes)
Example
Critical
Spare List
Critical spares for water jet cutter machine
Item P/N
1Hi pressure seal kit 001198-1
2Low pressure seal kit 010641-1
3
Mixing
tube
010460-40-
30
4Orifice assembly 014201-10
5Repair kit on/off valve 010200-1
6Swivel assy single axis 010140-1
7Cutting head assy
8Repair kit 3/8 swivel 007117-1
9Pressure valve control
71. How to Implement Maintenance TPM -3P
(Plan, Preventive & Predictive)
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 )
72. 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;
73. 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
Predictive Maintenance (PdM) Implementation
Getting Organized for PdM &Planning for PdM,
the preparatory steps;
74. On existing machines:
Analyze historical records for
trends of types of failures
frequency of component failures
root causes of failures
Determine how to eliminate the problem and
reduce maintenance through an equipment
design change or by changing the process
75. 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
76. Call for vibration check when
Hour Meter reads 250
Pull Bearing Packs and Inspect
when Hour meter reads 4000
Call for oil analysis when
Hour Meter reads 2000
216
93
1394
Spindle #1
Servos
Power On
Hrs
Hrs
Hrs
Example: Condition-based monitoring devices.
77. Increase skills of production and maintenance personnel
STAGE C – IMPLEMENTATION
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.
Maintenance to Train
Operators on Basic:
*Pneumatics
*Hydraulics
*Electrical Systems
*Drive systems
*Machine Specific Training
78. Sustaining and Continuous Improvement
Form and Sustain Small Group Activities
All remaining tags have been completed
Eliminate or localize any remaining sources of
contamination
Make “Cleaning is Inspecting” easier and faster
Ensure compliance with standards and processes
Ensure management walk-through/audit is being followed
Section BIncrease skills of production and maintenance personnel
79. Increase skills of production and maintenance personnel
Raise inspection and
restoration skill levels
Review and improve
Cleaning is Inspecting and
Lubrication Standards
Strengthen Routine Maintenance
Enhance visual controls
Ensure operators and maintenance are creating
Single Point Lessons
80. Standardization
Section B
42
Increase skills of production and maintenance personnel
Maintain effective
Autonomous Maintenance
Maintain effective
autonomous SGA
Integrate proactive
quality maintenance
Review roles of operator Improvements and standardization
of work.
81. 2016/10/7 81
Pneumatic systems
Hydraulic Systems
Electrical Systems
Drive Systems
Maintenance Training For Maintenance group
should then focus on Advanced:
Increase skills of production and maintenance personnel
Machine Specific Training
Skill Specific Training
82. 2016/10/7 82
Single Point Lessons let you quickly (ten minutes or
less) communicate key points on any subject either
verbally or visually.
Increase skills of production and maintenance personnel
You can augment
your lesson with
visual support if
appropriate.
83. Suggested topics for lessons include, though not
limited to:
Increase skills of production and maintenance personnel
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.
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
84. Promote all the 6 Steps to full Autonomous Maintenance
and Strive to meet zero failures and
zero defects while maintaining
a proactive attitude.
Step 1: Autonomous Maintenance Workshop(8 elements)
Step 2: Sustaining and Continuous Improvement
Step 3: Higher level of inspection
Step 4: Strengthen Routine Maintenance
Step 5: Standardization
Step 6: Autonomous Maintenance
27
Increase skills of production and maintenance personnel
85. 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
timothywooi2@gmail.com
Workshop Activities
Develop an Early Equipment Management Program
STAGE C – IMPLEMENTATION
86. How to Develop and Install a Good PM System
timothywooi2@gmail.com
Do Dot Visual Master Plan
&
TPM Board
Develop an Early Equipment Mgmt Program
87. Team D Suggested Layout of I nform ation Board
Suggested Layout of Information Board
• Board measures 36X48 mounted -- 40 to 48 inches from the floor
• Attach Consumables list to TPM cabinet door
• Lockout instructions & map to be located on main electrical cabinet (not on TPM Board)
Lube Critical
Cleaning
Route Map
Problem and
Component
Codes
MSS Equipment
Problem Log Sheet
(S.R. Record)
OEE Weekly
Summary Sheet
(if Available)
P.M. Schedule
List of persons
responsible for
updating each item on
this board
TPM Information Board
Machine OperatorMachine Name
Operators’ Name(s)
Instructions for
Lube & Critical
Cleaning
Any Single Point
Lesson place
behind these
instructions TPM Management
Walk-through
Checklist
Small Group
Activity
Improvement
Items (form)
Start-up/Shutdown
Process Map on Back
Team D Note:
Board construction wood
with cork facing or magnetic
Operator Sign-off
Sheet (daily)
Develop an Early Equipment Mgmt Program
88. STAGE D – INSTITUTIONALISED
Perfect TPM implementation and raise TPM levels
By all there activities one would has reached maturity
stage. Now is the time for applying for PM award.
Also think of challenging
level to which you can
take this movement.
Steps in introduction of TPM in Organization
89. Quality & Kaizen Overview
Quality Improvement Action Plan
Engineering TPM Kaizen
-Improvement Projects to
address risk of breakdown
Maximizing Equipment
Utilization
After Maintenance Workshop
STAGE D – INSTITUTIONALISE
Perfect TPM implementation and raise TPM levels
90. Team Charter/ formation and TPM kick-off
(Kaizen Objective & Scope Form)
Focus Kaizen -Workshop Charter
(Autonomous Maintenance Improvement)
Focus Kaizen -Team Charter
Workshop Activity
Perfect TPM implementation and raise TPM levels
91. Team Members :
Sponsor : ___________________
Project Facilitator (TPM Support) : Timothy Wooi
Team Leader : ______________ (Dept)
Co-Leader : __________________ ( Dept)
Members:
1. _________________________ ( Dept)
2. _________________________ ( Dept)
3. _________________________ ( Dept)
4. _________________________ ( Dept)
5. _________________________ ( Dept)
6. _________________________ ( Dept)
7. _________________________ ( Dept)
8. _________________________ ( Dept)
Key Interdependencies
1. Production 2, Planning 3. Engineering
[91]
Sample of Focus Kaizen –Team Charter
Background/Core issues:
The current stage of Daily and Weekly
maintenance are executed but not up to
mark. There are many difficulties to do a
good jobs to upkeep the machine at good
condition. Amount the common complaints
are time constraint and discipline to
conduct routine maintenance tasks.
The current audit of the machine condition
show many potential of improvement. The
reoccurrence of printing quality problems
and pressure from keeping up with
production schedule even at low demand
period required the team to re-examine the
current approach of the daily & routine
maintenance.
Perfect TPM implementation and raise TPM levels
92. Focus Kaizen Objectives :
To improve the current Daily & Weekly Cleaning and Autonomous Maintenance
methodology
To make/impart awareness on Autonomous Maintenance.
[92]
Scope
Target : Machine ?
Include: Daily & Weekly Cleaning
Routine Maintenance, all area within the
machine boundary (white mark)
Exclude: Monthly Planned Maintenance
(major Service, Overhaul), Predictive
Maintenance, Break Down repair.
Kaizen Techniques involved:-
5S,
Visual Management,
Autonomous
Maintenance
Autonomous Maintenance Improvement
Focus Kaizen -Workshop Charter
93. 2016/10/7 93
Gradual, unending
improvement, doing
“little things” better
every day, setting and
achieving ever higher
standards
Engineering TPM (Kaizen)
-Improvement Projects to address risk of breakdown
Perfect TPM implementation and raise TPM levels
94. 3.Conditions Required for TPM
TPM -Total Productive Maintenance
TPM is a paradigm shift that focuses everyone
in the organization toward improved
equipment effectiveness.
TPM is not a short-
term fix, but a
never-ending
journey that drives
the plant toward
world-class
performance.
95. 3. Conditions Required for TPM
A manager that does not spend 20%
of their time involved in TPM is only
offering lip service
Tokutaro Suzuki
Vice Chairman, Japanese
Institute of Plant Maintenance
97. 4.TPM Strategy
4.TPM Strategy
Increase (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
98. 5.TPM Tools
What tools in lean do we have that ensure
machine reliability, high production capacity,
and also ensure that
the workplace and
machines are not dirty
and oily so that we do
not have quality
defects and equipment
failures?
TPM -Total Productive Maintenance
99. 3P Maintenance TPM (Plan, Preventive &
Predictive Maintenance) Management.
Typical Team members
*five to seven operators
*a maintenance person
*a technical expert
Tools
*Pareto
*Cause & effect
*Root cause
*Methods Analysis
5.TPM Tools
100. SUSTAINABLE IMPROVEMENT
One of the greatest challenges at any company is
how to achieve sustainable improvement.
This includes both
a) achieving short-term
success and
b) maintaining that
success over the long-
term.
Engaging employees is important for both short-
term and long-term success of initiatives.
TPM -Total Productive Maintenance
6.Setback of TPM Implementation
101. A powerful technique for engaging employees is creating a
shared vision of “improved” state of the company, – outlining
how it will benefit employees.
This will create a strong,
broad-ranging motivation to
succeed. Another technique
is recognizing and
rewarding desired behavior.
In the context of TPM, this may include providing a monthly
rotating trophy for the Best 5S Area or awarding gift certificates
each month for the Biggest Kaizen Improvement.
6.Setback of TPM Implementation
102. For Choosing ITS Management Sdn Bhd
As Your Training Provider
If you have questions or require further assistance
later, please email to:
Itslc98.help@gmail.com
Email Subject: “Attn: Timothy Wooi”
Other inquiries, please email to:
itslc98@gmail.com