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TPM Total Productive Maintenance for Quarry Plant(2)

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

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TPM Total Productive Maintenance for Quarry Plant(2)

  1. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
  37. 37. 37 Visual Management Examples Step #3 Visual Management for Autonomous Inspection
  38. 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. 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. 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. 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. 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. 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. 44. The Energy commonly used S Water  Electricity  Natural gas Hydraulics  People  Air/Pneumatic Inert gases Gravity Step #5 Energy Awareness
  45. 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. 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. 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. 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
  49. 49. 49 Source of Contamination Step #6 Eliminating sources of Contamination
  50. 50. 50 Hydraulic Tubes ( Example of two tubes rubbing together) Step #6 Eliminating sources of Contamination
  51. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
  65. 65. 65 Tool Maintenance
  66. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
  96. 96. 6 Steps to implement full Autonomous Maintenance 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 4.TPM Strategy TPM -Total Productive Maintenance
  97. 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. 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. 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. 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. 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. 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

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