Page 1 of 1. SDD: Total Productive Maintenance REV 1: 2013 November 10

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2 Page 2 of 2 Contents Introduction to TPM... 4 The Main Purpose of TPM... 4 The Pillars of TPM... 5 The Main Purpose of AM... 7 The Role of Autonomous Maintenance in companies Issues that impact AM Autonomous Maintenance Step S (Sort) S (Organising) Summary of step 0 - am Autonomous Maintenance S Sorting S Organising Step 1 Conduct Initial Cleaning and Inspection Step 1 - Initial Cleaning & Inspection Types of Abnormalities Initial Clean-up Procedure Equipment Tagging One Point Lessons Develop cleaning maps Making Lists of Hard to Clean and Sources of Contamination Main TPM board requirements One-Point Lessons: Cleaning Map: Cleaning Standard Operation Sheet with time study (standard time): Visual Board Institutionalisation: Tag Register with Tag Count tracked over time Training and Development Matrix: Index of Figures... 38

3 Page 3 of 3 Figure 1; Why companies need to be efficient

4 Page 4 of 4 Introduction to TPM. The Main Purpose of TPM Eliminate defects, stoppages and safety incidences The ultimate aim of TPM, in the production element of TPM, is to eliminate the losses that take place as a result of the relationship of the person and their machines in the production process. TPM HAS MANY BENEFITS AS LISTED BELOW Sustained 5S, neat and efficient work area free of clutter and waste. These six losses are; Breakdowns, Setup and adjustment, Small stops, Reduced speed, Start-up rejects Production rejects. By eradicating those losses, production efficiency is brought closer towards the infinite goal of optimal production capability. It is because of the infinite possibility of optimal production capability that the idea of continuous improvement is based. The idea of TPM is driven though the business hierarchy from top management to operator level by creating a structured approach governed from senior management level where the operators are held accountable for the state of their equipment. This is pursued through the training and involvement of small, team based working groups within the production environment. Fewer major losses, which are breakdowns, setup and adjustment, small stops, reduced speed, start-up rejects and production rejects Motivated employee, through ownership and job enrichment Improved OEE, with higher availability, efficiency and quality values

5 Page 5 of 5 The Pillars of TPM TPM is founded on 8 key elements (Pillars) each of which occur at staggered periods of time and each with predefined steps which must be strictly followed to achieve the mirroring of the proven concept. These pillars being Focused Improvement; Autonomous Maintenance Focused Improvement Planned Maintenance Training and education Early management Quality management Office TPM SHE (Safety Health and Environment) Figure 2; The TPM Pillars

6 Page 6 of 6 T Figure 3; these words illustrate what TPM is. It s a necessary culture. With South African companies generally purchasing second hand equipment they must do the best with what they have got and TPM is the management plan that will drive that culture. TPM relies on visual management. With progress updates and charts regularly updated and displayed. There is a very important need for top management to drive the program to create this culture because if they are not committed the initial stages will never get off the ground. In this tutorial our journey is going to begin with Autonomous Maintenance.

7 Page 7 of 7 The Main Purpose of AM The purpose of Autonomous maintenance is to teach equipment Team Members how to maintain their equipment by performing daily checks, lubrication, replacement of parts, repairs, precision checks, and other maintenance tasks, including the early detection of abnormalities. CHANGING OUR THINKING From, I run it, you fix it to I run it, and I fix it. Equipment competent Team Members 1. Recognise abnormalities when they see them (The ability to identify abnormalities) 2. Respond swiftly and correctly when abnormalities occur. (The ability to take corrective action 3. Set clear criteria defining what is normal and what is not. (The ability to set conditions) 4. Keep strictly to the rules governing these conditions (The ability to sustain) Team Members become equipment experts, taking ownership of their equipment. Problems that stop or slow the machine can be eliminated by changing the attitude of the people Managers, Operators & Technicians AM is the foundation stone of TPM Activities by Operators to create & maintain base conditions for optimal operation. Without Team Members who can look after their own machines, losses and breakdowns cannot be reduced. It is a way to secure improvements.

8 Page 8 of 8 Below illustrates the steps that is Autonomous Maintenance Figure 4; 7 Step AM Implementation

9 Page 9 of 9 Figure 5; Detail process flow of AM

10 Page 10 of 10 The Role of Autonomous Maintenance in companies. The Role of Autonomous maintenance is to allow production and the Maintenance department to work as a team to assist with TPM`s ultimate goal of eliminating losses in the machine / man relationship therefore achieving increased production capability. Autonomous Maintenance focuses on the Equipment to make it perfect or as new. Therefore allowing for zero defects and zero breakdowns occurring from the machine. AUTONOMOUS ACCORDING TO THE DICTIONARY MEANS Independent, self-sufficient or self-governing It builds a relationship between the man and the machine through 7 steps where the operator effectively takes ownership of the machines maintenance activities. The seven steps are important because it allows for a steady and systematic process of transforming the operator from being purely responsible for production and therefore being isolated to taking charge in the machines maintenance. Because machine operators are often lower skilled they are generally reluctant to take on such ownership. Thus the importance of the structured 7 step approach. This approach steadily broadens the operator s responsibility and skills base. The skills assessment is vital to making certain the team grows in knowledge. The skills matrix is displayed on the visual boards in the area. The Team Members responsibility in the end will be to; 1. Prevent deterioration, by improvement of basic machine operation, adjustment to prevent issues, prediction by being aware and Recording for control 2. Measure deterioration, by part and routine inspection 3. Rectify deterioration, by minor improvements. The role of TPM in a nutshell is to give the companies a structure upon which to improve. Something that is missing in other programs. TPM has a holistic approach and because of that will be successful.

11 Page 11 of 11 Issues that impact AM We find in most companies that Maintenance and Production work almost against each other where Production try to push units and Maintenance expected to take care of the factory. But this approach needs to change. Figure 6; Production and maintenance attitudes

12 Page 12 of 12 The view of where we need to be is justly illustrated in the picture below. Figure 7; Machine man relationship

13 Page 13 of 13 Autonomous Maintenance Step 0 This stage is vital for creating awareness of the program even before any preparations are started management must have signed the pledge and assigned roles and responsibilities to pillar heads. 1s and 2s is the foundation stone to base your preparation for step 1. 1s being to sort and 2s being to organize and demarcate. 1S AND 2S Problems and equipment abnormalities cannot be clearly seen when the workplace is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. What one must do with the sorting is to remove what is not necessary in the workplace. What must be done is to remove everything from the line and keep it palletized away from the model area. When an item is required it is noted. After a month what is left is removed permanently. This helps decide what should be kept, what should be kept in store and what should be sold. 1s and 2s will then allow the following, tools 4. Figure 8; Cleaning Equipment Pre-fixed locations, Minimal operator movement, The elimination of searching for A safer working environment.

14 Page 14 of 14 Figure 9; Employees involved in cleaning Figure 10; Table of frequency of use The above table is used to assist with the sorting process. The items are placed in three piles. Low use, Average use and High use. Low use items can be thrown away or placed in deep storage or sold. Average use can be kept onsite but stored away from the work area. High use needs to be kept close to the line. But as the picture on the left of the table illustrates it needs to be organised.

15 Page 15 of 15 1S (Sort) Clear out unnecessary items, take them to salvage area or store Classify necessary & unnecessary tools and equipment around Work Station Figure 11; Sorting 1S (SORT) Hand Tools Gauges Equipment Accessories Spares Cupboards and work tables

16 Page 16 of 16 2S (ORGANISING) Decide the right place for each necessary item (location) Mark the locations by drawing a boundary around the equipment to indicate its zone Exhibit: Equipment Running Job Change Tool Change Break Down 2S (Organising)

17 Page 17 of 17 Summary of step 0 - am Autonomous Maintenance Operator takes ownership of his/her equipment at all times Establish basic conditions of equipment 1S Sorting Classify needed and unneeded items in work area Clear out unneeded items in work area 2S Organising Create a place for every needed item in workplace Pre-fixed locations of tools and equipment Standardise the item location and sustain it Figure 13; Example of an AM activity board

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19 Page 19 of 19 Step 1 Conduct Initial Cleaning and Inspection Once 1s and 2s steps are completed the next step is to prepare for the actual cleaning of the machine. Cleaning and inspection marks the crucial start of the Jishu Hozen activities. Cleaning helps to find what is wrong with the equipment. The three main points to remember about cleaning and inspecting are: Cleaning is inspection. Inspection means finding problems. Problems leads to either restoration or improvement. Visuals form a fundamental item in the preparation of step 1. The first visual which one must have and should be ready at the very beginning is the main TPM board. This shows the company s commitment to the TPM program. It also shows the key KPI`s which show what the company is benchmarking and grading their improvements against. The two other important visual boards are the Autonomous Maintenance board and the Focused improvement board.

20 Page 20 of 20 Step 1 - Initial Cleaning & Inspection Cleaning and Inspection is conducted on the equipment to expose equipment abnormalities. Inspection Means finding problems Dust, stains, oils and grease has to be removed When cleaning oil leakage, loose wires, unfastened nuts and bolts and worn out parts must be taken care Initial cleaning is not intended to be an overhaul or turn around of the equipment or process area The focus is to increase understanding of the equipment through the cleaning process CLEANING A) Meaning of cleaning Simply stated, removing dust, oil, stains, cut powder, sludge and other foreign objects from the equipment area. Through such activities potential equipment defects are highlighted. B) Cleaning is inspection Confirm safety of cleaning in advance Team Members should personally engage in cleaning their own work Open previously unseen covers or lids Figure 14; Team Working together inspecting and tagging Before abnormalities are hidden by a machine covered in grit and grime after abnormalities are uncovered and the machine can be properly maintained Disassemble components if necessary with trained maintenance personnel if required.

21 Page 21 of 21 Figure 16; Cleaning before and after Figure 15; Abnormalities 7 Types of Abnormalities Figure 17; Senses

22 Page 22 of 22 Contamination. Dust, dirt, powder, oil, grease, rust, paint. Minor Flaws. Damage. Cracking, crushing, deformation, chipping, bending. Play. Shaking, falling out, tilting, eccentricity, wear, distortion, corrosion. Slackness. Belts, chains. Abnormal Unusual noise, overheating, vibration, strange Phenomenon. smells, discoloration, incorrect pressure. Unfulfilled Basic Conditions. Adhesion. Blocking, hardening, accumulation of debris, peeling, malfunction. Lubrication. Insufficient, dirty, unidentified, unsuitable leaking. Lubrication Supply. Dirty, damaged or deformed lubricant inlets, faulty lubricant pipes. Oil level gauges. Dirty, damaged, leaking, no indication of correct level. Tightening. Nuts and bolts slackness, missing, crossthreaded, too long, crushed, corroded, unsuitable washers, wing nuts on backwards.

23 Page 23 of 23 Cleaning. Checking. Lubricating. Inaccessible Places. Tightening. Operation. Adjustments. Product. Raw Materials. Lubricants. Liquids. Contamination Sources. Scrap. Others. Machine construction, covers, layout, footholds, space. Construction, covers, layouts, footholds, instrument position and orientation, operating range display. Position of lubricant inlet, construction, height, footholds, lubricant outlets. Covers, construction, layout size, space. Machine layout, position of valves, switches and leavers, footholds. Position of pressure gauges, thermometers, flow meters, moisture gauges, vacuum gauges. Leaks, Spills, Spurts, Scattering, Overflow. Leaks, Spills, Spurts, Scattering, Overflow. Leaking compressed air, gases, steam, vapors, exhaust fumes. Leaking water, Hot Cold, half finished products, waste water, leaking supply lines. Flashes, cuttings, packaging materials and non conforming product. Contaminants by people and forklifts, infiltration through cracked walls, broken windows.

24 Page 24 of 24 Foreign Matter. Shock. Dust, rust, powder, chips, moisture, wire, scraps, wood pieces, paper pieces, stones. Dropping, Jolting, collision, vibration. Moisture. Too little of too much infiltration. Gain Size. Abnormalities in screens, compressed air separators, centrifugal separators. Concentration. Inadequate warming, heating, compounding, mixing, evaporation, stirring. Inadequate warming, heating, compounding, mixing, evaporation, stirring. Pumps, fans, compressors, columns, tanks. Quality Defect Sources. Viscosity. Machinery. Piping Equipment. Pipes, hoses, ducts, valves, dampers. Measuring Instruments. Temperatures, pressure gauges, vacuum gauges, ammeters. Unnecessary and Non- Electrical Equipment. Urgent Items. Jigs and Tools. Spare parts. Makeshift Repairs. Wiring, piping, power leads, switches, plugs. General tools, cutting tools, jigs, dies, frames. Standby equipment, spares, permanent stock, auxiliary materials. Tape, string, wire, metal plates.

25 Page 25 of 25 Floors. Unsafe Places. Unevenness, cracked, holes, projections, peeling, wear of steel chucker plates, slipping. Steps. Too steep, irregular, slipping, missing handrails. Lights Dim, out of position, dirty and broken covers, no explosion proofing. Rotating Machinery. Displaced, fallen oil or broken covers, not safe for emergency, missing emergency stop devices. Lifting Devices. Wires, hooks, brakes and other parts of cranes and hoists. Others. Special substances, solvents, toxic gases, insulating materials, danger signs, protective clothing.

26 Page 26 of 26 Initial Clean-up Procedure Clean and inspect the selected equipment make use of the 5 senses and record the cleaning time. Determine the abnormalities make use of the 7 types of Abnormalities. Locate tags on abnormalities. Figure 18; AM flow Prepare a list of unfilled basic conditions. Compile a list of hard to clean, lubricate, tighten, inspect and adjust. Carry out an audit on the 1st Step. Carry out a meeting after the daily activities.

27 Page 27 of 27 Equipment Tagging This entails making tags, red and white. For the maintenance crews attention and the operators attention respectively. Tagging is the visual representation of abnormalities in equipment. The tagging speeds up the removal of abnormalities. White Tags- If the operators are able to correct abnormalities themselves then a white tag is located at the abnormality. Once the abnormalities are rectified, the relevant tags will be removed. Red Tags- Where red tags are located at abnormalities, the maintenance personnel are required to action. All tagging gets logged to track implementation, making certain all findings are closed Figure 19; typical tags register

28 Page 28 of 28 Typical tagging of equipment Figure 20; Tags White Tags show Issues that the Team Member can sort out themselves. Red Tags require expert maintenance support All this information is captured in a tag register to ensure closing of issues and traceability Tags show information such as Equipment Name Control Number Date Detected Detected by Description of defect

29 Page 29 of 29 One Point Lessons One point lessons should be created with regard to safety with the cleaning of the machine. These One point lessons can be created while doing the cleaning exercises on the line with the help of the maintenance crew. All OPL are captured in a register which is kept line side on the TPM visual board.

30 Page 30 of 30 Figure 21; Example of a OPL Above is an example of the one point lessons that need to be created. In the beginning stages of the OPL development it is preferred that they are made all first by hand and most importantly was done by the operators themselves with the assistance of the maintenance crew.

31 Page 31 of 31 Developing Cleaning Maps Figure 22; example of a Cleaning Standard Cleaning times are captured and formalised so that the equipment is cleaned and inspected daily. Above shows a cleaning map which needs to be started during the initial clean and built upon and improved during the step 1 process.

32 Page 32 of 32 Develop cleaning maps Develop drawings or use pre-existing equipment drawings to identify areas to clean that Team Members can use when doing their daily routine tasks of cleaning is inspecting. Figure 23; Developing Cleaning Map

33 Page 33 of 33 Making Lists of Hard to Clean and Sources of Contamination

34 Page 34 of 34 Summary of hard to access or Summary of Contamination areas Zone / Area Equipment Name Preceding Process REF Picture Area on Equipment where found Source of contamination Hard to clean access areas Cuttings from press not going through the shute Hard to clean from grooves 1 Inside Press next to Die 2 Oil is sprayed onto sheet Spraying nozzles for part blank, this contaminates transfer the entire area Solution Every shift Make changes to shutes Every Shift Make a shield around area to prevent oil spraying all over Every shift Place cardbord under stillages to capture oil Every shift Team should come up with solution. Every shift Make certain the trays are not blocked 3 At the end of the line, offload conveyor stillages 4 At the beginning of the transfer in the fenced off area 5 Drip trays on either side of the sliders Oil comes down the sliders from the main reservoir 6 Floor around press Oil is on the floor around the press Difficult to clean oil Every shift Need to look at fixing seals to prevent oil 7 At the base of the die tool Scrap pieces are caught inside steps Prevent scrap from not falling through the shute Every shift Fix shutes Figure 24; Example of hard to sheet From the parts that are placed in the bin, carry oil from transfer oiling Instance of occurrence Hard to access as fenced and dangerous

35 Page 35 of 35 Map of Sources of Contamination and Hard to Do Equipment Name Area Fargo Press Hall 3 TPM Pillar Pillar step Autonomous Maintennacne Contamination Countermeasure no Hard to Countermeasure Section 1 Crown of Press 2 Transfer section of Press 3 Tool Section of press Figure 25; Sources of Contamination Details Contamination and hard to clean areas Contamination and hard to clean areas Contamination and hard to clean areas

36 Page 36 of 36 Main TPM board requirements. One-Point Lessons: All one point lessons for the model area are to be completed in line with the JIPM Standards for hard to access, clean, inspect and lubricate. One-point lessons for safety aspects to be completed as well for the model area. One point lessons linked to the cleaning instruction where required for difficult elements are also a requirement Cleaning Map: Detailed schematic of the model area equipment outlining points for cleaning, cleaning agents and referencing one-point lessons where required in the document. Cleaning Standard Operation Sheet with time study (standard time): Detailed step by step process sheet that allows operators to follow the instructions for cleaning according to the pre-defined cleaning standards. This will require the maintenance team to determine with production the cleaning operations, equipment required and the iterative steps to ensure compliance to safety regulations. Visual Board Institutionalisation: The visual board should serve as the audit hub. All requisite documents should be presented close to the line for frequent team discussions. This is critical for both pillars and requires a properly specified board that draws the attention of the floor visually. The team structures should be included as well Tag Register with Tag Count tracked over time Training and Development Matrix: Who has been trained, what is their level of competence towards TPM? The matrix should follow a competency check process and audits should allow for these checks to occur spontaneously.

37 Page 37 of 37 TPM can only function when we are ready for change. work in a team. are willing to take responsibility. act cooperative. think in processes instead of departments and shifts. see failures as chances. take time. The End

38 Page 38 of 38 Index of Figures Figure 1; Why companies need to be efficient... 3 Figure 2; The TPM Pillars... 5 Figure 3; these words illustrate what TPM is. It s a necessary culture Figure 4; 7 Step AM Implementation... 8 Figure 5; Detail process flow of AM... 9 Figure 6; Production and maintenance attitudes Figure 7; Machine man relationship Figure 8; Cleaning Equipment Figure 9; Employees involved in cleaning Figure 10; Table of frequency of use Figure 11; Sorting Figure 12; Organising Figure 13; Example of an AM activity board Figure 14; Team Working together inspecting and tagging Figure 15; Cleaning before and after Figure 16; Senses Figure 17; Abnormalities Figure 18; AM flow Figure 19; typical tags register Figure 20; Tags Figure 21; Example of a OPL Figure 22; example of a Cleaning Standard Figure 23; Developing Cleaning Map Figure 24; Example of hard to sheet Figure 25; Sources of Contamination... 35