TPM WORKING COMMITTEE - plant-maintenance.com

1 Tpm/moses1 ZenPower InternationalIndustry TPM ConsultantsMoses Tan (MSc, BIT), is the Principal TPM Consultant of his own Consultancy Company,ZenPower International, since 1996. He was formerly TPM manager of a TDK company for 6 years. His clients include Local, Western, Japanese MNCs in the IC Assembly, Test & Plating, SMT, Materials, Auto parts : OVERVIEWM anufacturing & Administrative of TPM Main manufacturing excellence approach of Toyota and other excellent Japanese companies since the 70 s. TPM is foundationfor JIT, FA, Poka Yoke, Lean Manufacturing, Zero Defects. TPM Reference Standard -JIPM(Japan Institute of Plant Maintenance) Comes from the best of Japanese Industrial Excellence and evolved from the heat of the continuing Energy Crisis and Globalization challenges to achieve More with GOALSTPM GOALS1.

2 Increase asset Utilization and Equipment OEE2. Foster Production Equipment Ownership 3. Equipment breakdown prevention ( Planned Maintenance through CM, TBM, CBM)4. Defect Prevention (QM Process & Poka Yoke )5. Evolving into Self Directed Work Teams (SDWTs) and Lean Structure & Improvement Autonomous Maintenance 4. Planned & Equipment Initial & , Hygiene & Environment10. Quantifiable TPM Measurementtpm/moses6 Executive Overview Of1. Autonomous Maintenance2. Equipment Improvement3. Planned Maintenance4. Quality Maintenance5. Office TPMtpm/moses7 QUICK LOOK ATProductionAutonomous Maintenancetpm/moses8 LOGIC OF AM STEPSSTEPS 1,2,3 IMPROVE THE EQUIPMENT USER -FRIENDLINESSSTEPS 4,5,6 IMPROVE WORKER KNOW-HOW TO MAINTAIN EQUIPMENT THROUGH STRUCTURED SPECIFIC 7 FLATTENED #Step GoalStandardsStep 1 Restoration=> 85% repair rateStep 2 Eliminate Sources of Contamination=>70% successful effortStep 3 Improve Equipment Accessibility=>70% successful effortStep 4 Initial Maintenance Standards> 50% sudden b/d reductionStep 5 General Inspection Skills> 90% sudden b/d reductionStep 6 Autonomous Inspection> 95% sudden b/d reductionStep 7 Organise and manage workplaceTBD by managementAM STANDARDStpm/moses10( Step( Step--1.))

3 Restoration Equipment )1 : Restoration Equipment ) OF LEADERLIST OF EXT/INTABNORMALITIESMEETING TOPLAN COUNTERMEASURESCOUNTERMEASURESSTEP-1 AUDITMODEL MACHINEMAINTENANCESTAFFENGINEERING STAFFAUTONOMOUSMAINTENANCEGROUPFOLLOW UP ON AUDITFEEDBACKCOUNTERMEASURESEXTENDED TO NEXT STEPtpm/moses11( Step( Step--2 : Eliminate Contamination & Stains on Area & Parts)2 : Eliminate Contamination & Stains on Area & Parts)Complete Step-1 Step-1 Summary results & findingsWhat ?Where ?How muchWhy ?AM Team=> 70%Countermeasures1st Pre-Auditby TPM Countermeasuresto TPM WC andimplementationGM/SponsorsAuditOwn areaBuy - Offtpm/moses12( STEP 3 : IMPROVE EQUIPMENT ACCESSIBILITY ).AM LeaderModel m/cPassedStep 2 Areas difficult orinaccessible for cleaningchecking & lubricatingInaccessibleNo Place ToStandWiring or pipingobstructCannot see easilyTime Consumingto cleanTime Consumingto cleanProduct ManagerOperator Leader/ OperatorsSupervisorModel MachineGoes To Step 4 Pre-Auditby TPM OffGMAuditOwnAreaBuy Offtpm/moses13( Step 4 : Initial Maintenance Standards )( Step 4.

4 Initial Maintenance Standards )Model m/cpassedStep 3 InitialmaintenancestandardHard to lubricateHard to checkoil levelAbnormalityin lubricationequipmentAbnormalityin circulation of lubricationEquipmentgets dirtyduring oilingProduct ManagerAM LeaderOperator Leader/operatorCounter measure for cleaning and checkingSupervisorDraft standardsfor cleaning,inspection &lubricationEngineer & MaintenanceTrial PeriodAttachidentificationlabelConfirmst andard forcleaning,inspect &lubricationTPM auditProliferationof Step 4tpm/moses14 Prepare texts and dailyschedules/check listsPrepare texts and dailyschedules/check lists( Step 5 : General Inspection skills )( Step 5 : General Inspection skills ) Lubrication Equipment parts tightening Pneumatics Hydraulics Electrical Drive System Water Fire prevention/safety Lubrication Equipment parts tightening Pneumatics Hydraulics Electrical Drive System Water Fire prevention/safetyselect general inspection itemsselect general inspection itemsManualsManualsManualsChecklistCheck listCut awaymodelsCut awayCut awaymodelsmodelsRevisedMaintenancestanda rdsRevisedRevisedMaintenanceMaintenances tandardsstandardsManagers/supervisorspar ticipate in trainingManagers/supervisorsparticipate in trainingTestTestImplementgeneral office Pre-AuditTPM office Pre-AuditGM AuditGM AuditProliferate Step-5tpm/moses15( Step( Step--6 : Autonomous Inspection )6.

5 Autonomous Inspection )Maintenance Inspection standards,breakdown analysisOperators who understand theirequipment (able to maintain inspection standards)Step-4 Step-4 Daily checking,adjustment,andimprovement ofconditions for correct operationDaily checking,adjustment,andimprovement ofconditions for correct operationStep1 to 3:Step1 to 3:Establish basicconditions(cleaning andlubrication)Establish basicconditions(cleaning andlubrication)Step-5 Revise provisional standardsFinalise standards for cleaning and lubricationInspection skill check-uptpm/moses16 StepStep--7 : 7 : OrganiseOrganiseand Manage Workplaceand Manage WorkplaceOrganise and set standards for :EQUIPMENT PRECISIONINSPECTION ITEMSTOOLS AND MATERIALSFLOW AND STORAGESTANDARDS FOR INDIVIDUAL WORKRESPONSIBILITIEStpm/moses17 QUICK LOOK ATPlannedMaintenance Pillartpm/moses18 GOAL OF PLANNED ZERO EQUIPMENT BREAKDOWNS by implementing systems of parts replacement before failure throughTBM and AUTONOMOUS MAINTENANCE STANDARDSGENERAL INSPECTION STDS.

6 +ANNUAL MAINTENANCE PLANSEQUIPMENT TOTAL MAINTENANCE STANDARDStpm/moses19 PLANNED MAINTENANCE ACTIVITIES:O SUPPORT AUTONOMOUS MAINTENANCE ACTIVITIES BY TECHNICAL SUPPORT, BREAKDOWN ANALYSIS AND DEMARCATION BETWEEN PRODUCTION & P-M ANALYSIS FOR CHRONIC TIME BASED MAINTENANCE ITEMSO CONDITION BASED MAINTENANCE SPARES MGTM & MAINTENANCE DAY LOOK ATEquipment ImprovementPillartpm/moses21 ROLE OF PLANT EI TEAMA chieve systematic breakthroughs in equipments 6 BIG LOSSES and establish Standards for Basic Machine Basic Machine Conditions are:1. Cleaning Lubrication Bolt-tightening 6 BIG LOSSES (FOCUS IS AT THE BOTTLENECK PROCESSES.)1. BREAKDOWN LOSSES2. SPEED SETUP DEFECT START-UP OR YIELD LOSSES6.

7 MINOR STOPPAGES LOSSEStpm/moses23 MAINTLEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Have chronic B/Ds B/d Repair time PM time. >20% deviation ofservice life range. Root-cause s of breakdownnot clear. Only spontaneousbreakdowns. B/d Repair time = PM time. Within parts service lifespan. Root-causes of B/Ds areclear and addressed. Time-based component D/Trepair time < PM time B/d downtime < 1% Service life of components=> upper range of specs. Condition-based maintsystem Maint staff do only PM. AM do D/T repairs < at DT level. Clear improvementin MTBF Incomplete setupdocumentation. Setup times variation>30%. Complete set-updocumentation On-line and off-line setupsare defined. SetupTime variation < 15% Successful efforts to converton-line to off-line setups All adjustments are fullyclarified and standardized.

8 Optimal set-ups under 10mins. 1st time set-up produce goodparts. No need to adjust anyfurther. No awareness/data. Data on frequency, locationof minor stoppages. Root-causes of minorstoppages are clear andcountermeasures in place. Zero minor stoppages. Equipment specs not clear. No settings documented bydifferent packages/machine models & types. Root-causes are clear Settings documented bypackage / machine type. < 5% variation between sametype machines Countermeasures for root-causes of speed lossesimplemented. Revised settings with notes onquality and accuracy impact. < 2% speed loss. Operates at designed speed orabove. Zero Speed losses Nothing done aboutchronic losses. No results from previousactions Chronic defects arequantified by type, frequencyand volume.

9 Root causes for problems areidentified and understood. Countermeasures implemented effective for early in-processdetection of defects. Q-components identified andeffects on quality are clear. M-Q relationship established. Regular audit of Q-components Loss due to quality defects is< Defect &StartupLossesLEVEL 1 . REDUCED 1/20TH OF CURRENT OF EQUIPMENT 6 BIG LOSSEStpm/moses24 OVERALL EQUIPMENT EFFICIENCYOVERALL EQUIPMENT EFFICIENCYOEE => 85% targetNOTE: OEE IS NOT THE SAME AS UTILIZATION. UTILIZATION MEASURES THE UP-TIME OF THE EQUIPMENT. OEE MEASURES THE ABILITY OF THE EQUIPMENT TO PRODUCE. LIKE THE HORSE-POWER RATING OF AN ENGINE, OEE DESCRIBES THE EQUIPMENT S & Chronic ProblemsWhy-WhyP-M PROBLEMS WITH CLEAR AND ASSIGNABLE PROBLEMS WITH CLEAR CAUSES & NO EFFECTIVE COUNTER-MEASUREStpm/moses26 Why-Why Analysis & P-M Analysis Used with other data analysis or data collection tools.

10 Emphasize on logical reasoning to fully understand the whole chain of cause-effects so as to devise holistic multiple solutions. All defects, breakdowns, accidents and work problems are result of an error by Man which is the Root Cause. Problems are traced to all the 4Ms Solution Sustained by linked to the TPM c ked byPrepared byPhenomenonPhysical view (Logical reas oning)PM Analysi s ChartNo1/3 Hook ing errors occasionally occur during co n t in uo u s w i nd i ngDistance between the roller at the tip of the flyer and hook needle chaduring hookingContrib uting Condit ionI nve st ig at io n Re s ult4 M Correla tion, Fi rs t Ite m I nve st ig at io n Re s ult4M C or re lat ion , Second I t emInvestigat ion/ Investigation ResultIf N G,C ounte rme as ureResIn v e s t i gat ion Measuring MethodT em por ary Decision Cr i t e r i o nMeasure - ment Va l u eDecisionI nv est iga ti on/ Meas uri ng Meth odTem porary Decision Cr i t e r i onMe asure - me n t V a l u eDecision( 3r d, 4t h.)