Goal of TPM BEKC 4883 ADVANCED MANUFACTURING SYSTEM. What is Total Productive Maintenance (TPM)? Founder/Pioneer of TPM

Transcription

1 BEKC 4883 ADVANCED MANUFACTURING SYSTEM CHAPTER 8: INTRODUCTION TO TOTAL PRODUCTIVE MAINTENANCE (TPM) What is Total Productive Maintenance (TPM)? TPM - a production management method/philosophy, which involves all employees participation in a newly defined concept for maintaining plants and equipment to improve productivity. TPM can be considered as the medical science of machines 1 2 Goal of TPM Founder/Pioneer of TPM To markedly increase production while, at the same time, increasing employees morale and job satisfaction. markedly - describes a change or difference in behaviour or a situation that is very obvious or noticeable Seiichi Nakajima "The Founder/Pioneer of TPM" 3 4 TPM s Established Organizations History of TPM, JIPM & JIPM-S Japan Institute of Plant Maintenance (JIPM) Japan Institute of Plant Maintenance Solution Ltd. (JIPM-S) The Japan Management Association (JMA) establishes a Plant Maintenance (PM) Committee A system for awarding PM Awards is established The Plant Maintenance Department is dissolved and the Japan Institute of Plant Engineers (JIPE) is established The concept of plant maintenance with total participation (Total Productive Maintenance, TPM) is proclaimed The Japan Institute of Plant Maintenance (JIPM) is launched, following approval from the Ministry of International Trade and Industry as charitable corporation The definition of TPM is revised The Society of Plant Engineers Japan (SPEJ) is established The Japan Association of Maintenance and Service Contractors (JAMSC) is launched JIPM Solutions (JIPM-S) Company Limited is separated and transferred from JIPM as a profit-seeking corporation. 5 6 JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 1

2 Why TPM? TPM was introduced to achieve the following most important objectives: Avoid wastage in a quickly changing economic environment. Producing goods without reducing product quality. Reduce cost. Produce a low batch quantity at the earliest possible time. Goods send to the customers must be non defective. 7 Similarities and Differences between TQM and TPM Similarities between TQM and TPM The TPM program closely resembles the popular Total Quality Management (TQM) program. Many of the tools such as employee empowerment, benchmarking, documentation, etc. used in TQM are used to implement and optimize TPM. Following are the similarities between the two: 1. Total commitment to the program by upper level management is required in both programmes. 2. Employees must be empowered to initiate corrective action, and 3. A long range outlook must be accepted as TPM may take a year or more to implement and is an on-going process. 4. Changes in employee mind-set toward their job responsibilities 8 must take place as well. The differences between TQM and TPM Category TQM TPM Object Mains of Attaining Goal Quality (Output and Effects) Systematize the management. It is software oriented. Equipment (Input and Cause) Employees participation and it is hardware oriented 1. Breakdown Maintenance 2. Preventive Maintenance (1951) 2a. Periodic Maintenance (Time Based Maintenance - TBM) 2b. Predictive Maintenance 3. Corrective Maintenance (1957) 4. Maintenance Prevention (1960) Target Quality for PPM Elimination of losses and wastes ) Breakdown Maintenance: Means people waits until equipment fails and repair it. Could be used when the equipment failure does not significantly affect the operation or production or generate any significant loss other than repair cost. 2) Preventive Maintenance (1951): A daily maintenance (cleaning, lubrication, adjustment, inspection, repair - CLAIR), design to retain the healthy condition of equipment and prevent failure through the prevention of deterioration, periodic inspection or equipment condition diagnosis, to measure deterioration. Further divided into periodic maintenance and predictive maintenance. Just like human life is extended by preventive medicine, the equipment service life can be prolonged by doing preventive maintenance JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 2

3 2a) Periodic Maintenance (Time Based Maintenance TBM): Consists of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems. 2b) Predictive Maintenance (Condition Based Maintenance CBM): Method in which the service life of important part is predicted based on inspection or diagnosis, in order to use the parts to the limit of their service life. Compared to periodic maintenance, predictive maintenance is condition based maintenance. It manages trend values, by measuring and analyzing data about deterioration and employs a surveillance system, 13 designed to monitor conditions through an on-line system. 3) Corrective Maintenance (1957): It improves equipment and its components so that preventive maintenance can be carried out reliably. Equipment with design weakness must be redesigned to improve reliability or improving maintainability 14 4) Maintenance Prevention (1960): It indicates the design of new equipment. Weakness of current machines are sufficiently studied (on site information leading to failure prevention, easier maintenance and prevents of defects, safety and ease of manufacturing) and are incorporated before commissioning a new equipment. 15 TPM TARGETS (PQCDSM) - Example P - Obtain Minimum 80% OPE (Overall Plant Efficiency) - Obtain Minimum 90% OEE (Overall Equipment Efficiency/Effectiveness) - Run the machines even in during break time. Q Operate in a manner, so that there are no customer complaints. C Reduce the manufacturing cost by 30%. D Achieve 100% success in delivering the goods as required by the customer. S Maintain an accident free environment. M 16 Increase the suggestions by 3 times. Develop multi-skilled and flexible workers. TPM OBJECTIVES Achieve Zero Defects, Zero Breakdown and Zero Accidents in all functional areas of the organization. Involve people in all levels of organization. Form different teams to reduce defects and Self Maintenance. OEE (Overall Equipment Efficiency) The Formulas The OEE calculation is based on the three OEE Factors: Availability, Performance, and Quality (Yield). Here's how each of these factors is calculated. 1) Availability Availability takes into account Down Time Loss, and is calculated as: Availability = Operating Time / Planned Production Time OR A = (MTBF MTTR) / MTBF 17 MTBF Mean Time Between Failures = Total Running Time / Number of Failures MTTR Mean Time To Repair = Total Repair Time / Number of Repairs 18 JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 3

4 OEE (Overall Equipment Efficiency) OEE (Overall Equipment Efficiency) 2) Performance Performance takes into account Speed Loss, and is calculated as: Performance = Ideal Cycle Time / (Operating Time / Total Pieces) Ideal Cycle Time is the minimum cycle time that your process can be expected to achieve in optimal circumstances. It is sometimes called Design Cycle Time, Theoretical Cycle Time or Nameplate Capacity. Since Run Rate is the reciprocal of Cycle Time, Performance can also be calculated as: Performance = (Total Pieces / Operating Time) / Ideal Run Rate 3) Quality (Yield) Quality takes into account Quality Loss, and is calculated as: OEE Quality (Yield) = Good Pieces / Total Pieces OEE takes into account all three OEE Factors, and is calculated as: OEE = Availability x Performance x Quality (Yield) Note: Performance is capped at 100%, to ensure that if an error is made in specifying 19 the Ideal Cycle Time or Ideal Run Rate the effect on OEE will be limited. 20 OEE (Overall Equipment Efficiency) OEE Calculation Example It is very important to recognize that improving OEE is not the only objective. Take a look at the following data for two production shifts. Below are the hypothetical shift data, to be used for a complete OEE calculation, starting with the calculation of the OEE Factors of Availability, Performance, and Quality (Yield). Note that the same units of measurement (in this case minutes and pieces) are consistently used throughout the calculations. OEE Factor Shift 1 Shift 2 Availability 90.0% 95.0% Performance 95.0% 95.0% Quality (Yield) 99.5% 96.0% OEE 85.1% 86.6% Superficially, it may appear that the second shift is performing better than the first, since its OEE is higher. Very few companies, however, would want to trade a 5.0% increase in Availability for a 3.5% decline in Quality! The beauty of OEE is not that it gives you one magic number; it's that it gives you three numbers, which are all useful individually as your situation changes from day to day. And it helps you visualize performance in simple terms - a very practical simplification. 21 Item Data Shift Length 8 hours = 480 min. Short Breaks 15 min. = 30 min. Meal Break 30 min. = 30 min. Down Time 47 minutes Ideal Run Rate 60 pieces per minute Total Pieces 19,271 pieces Reject Pieces 423 pieces Planned Production = [Shift Length - Breaks] Time = [480-60] = 420 minutes Operating Time = [Planned Production Time - Down Time] = [420-47] = 373 minutes Good Pieces = [Total Pieces - Reject Pieces] = [19, ] = 18,848 pieces 22 OEE Calculation Example (contd.) Availability Performance Quality (Yield) = Operating Time / Planned Production Time = 373 minutes / 420 minutes = (88.81%) = (Total Pieces / Operating Time) / Ideal Run Rate = (19,271 pieces / 373 minutes) / 60 pieces per minute = (86.11%) = Good Pieces / Total Pieces = 18,848 / 19,271 pieces = (97.80%) STAGE A Preparatory Stage STAGE B Introduction Stage STAGE C Implementation Stage STAGE D Institutionalizing Stage Thus, OEE = Availability x Performance x Quality = x x = (74.79%) JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 4

5 STAGE A Preparatory Stage 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 programmes, 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. STEP 2 - Initial education and propaganda for TPM 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 (contd.) STEP 3 - Setting up TPM and departmental committees TPM includes improvement, autonomous maintenance, quality maintenance etc., as part of it. When committees are set up, it should take care of all those needs. STEP 4 - Establishing the TPM working system and target Now each area is benchmarked and fix up a target for achievement. STEP 5 - A master plan for institutionalizing Next step is implementation leading to institutionalizing where TPM becomes an organizational culture. Achieving PM award is the proof of reaching a satisfactory level STAGE B Introduction Stage STAGE C Implementation Stage This is a ceremony and all should be invited, i.e. suppliers, as they should know that the company always require quality supply from them; related companies and affiliated companies, who can be the customers, sisters concerns, etc. Some may learn and some can help Customers will get the communication from the company that quality output is among their priority. In this stage, eight activities are carried out, which are called eight pillars in the development of TPM activity. There are activities for establishing system for production efficiency, initial control system of new products and equipment, improving the efficiency of administration and for control of safety and sanitation as working environment. 5S, Autonomous Maintenance, Focus Improvement, Planned maintenance, Quality Maintenance, Training, Office TPM, and Safety, Health & Environment Organization Structure for TPM Implementation STAGE D Institutionalizing Stage By means of all the activities, one would has reached maturity stage. Now is the time for applying for PM award. Also think of challenging level to which this movement can be taken JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 5

6 8 Pillars of TPM 8 Pillars of TPM Pillar 1: 5S PILLAR 1 5S TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement. Japanese Term English Translation Equivalent 'S' term Seiri Organization Sort Seiton Tidiness Systematize Seiso Cleaning Sweep Seiketsu Standardization Standardize 31 Shitsuke Discipline Self - Discipline 32 8 Pillars of TPM Pillar 2: Jishu Hozen (J-H) PILLAR 2 JISHU HOZEN (Autonomous Maintenance) This pillar is geared towards developing operators to be able to take care of small maintenance tasks, thus freeing up the skilled maintenance people to spend time on more value added activity and technical repairs. The operators are responsible for up-keeping their equipment to prevent it from deteriorating. 8 Pillars of TPM Pillar 2: Jishu Hozen (J-H) Steps in JISHU HOZEN: Preparation of employees Initial cleanup of machines Take counter measures Fix tentative JH standards General inspection Autonomous inspection Standardization Autonomous management Pillars of TPM Pillar 3: Kobetsu Kaizen PILLAR 3 KOBETSU KAIZEN (Focused Improvement) "Kai" means change, and "Zen" means good (for the better). Basically kaizen is for small improvements, but carried out on a continual basis and involve all people in the organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The principle behind is that a very large number of small improvements are more effective in an organizational environment than a few improvements of large value Pillars of TPM Pillar 3: Kobetsu Kaizen This pillar is aimed at reducing losses in the workplace that affect our efficiencies. By using a detailed and thorough procedure we eliminate losses in a systematic method using various Kaizen tools. These activities are not limited to production areas and can be implemented in administrative areas as well. 36 JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 6

7 8 Pillars of TPM Pillar 3: Kobetsu Kaizen Tools used in Kaizen: P-M Analysis relies on investigational method based upon physical principles of sciences, causes and effect analysis, interaction of physical elements, part function, mean life of components and their characteristics under varying determinant conditions. Why-Why Analysis Summary of Losses Kaizen Register Kaizen Summary Sheet 8 Pillars of TPM Pillar 3: Kobetsu Kaizen The objective of TPM is maximization of equipment effectiveness. TPM aims at maximization of machine utilization and not merely machine availability maximization. As one of the pillars of TPM activities, Kaizen pursues efficient equipment, operator and material and energy utilization that is extremes of productivity and aims at achieving substantial effects. Kaizen activities try to thoroughly eliminate 16 major losses Major Losses in a Manufacturing Organization Loss 1. Failure losses - Breakdown loss 2. Setup / adjustment losses 3. Cutting blade loss 4. Start up loss 5. Minor stoppage / Idling loss. 6. Speed loss - operating at low speeds. 7. Defect / rework loss 8. Scheduled downtime loss 9. Management loss 10. Operating motion loss 11. Line organization loss 12. Logistic loss 13. Measurement and adjustment loss 14. Energy loss 15. Die, jig and tool breakage loss 16. Yield loss. Category Losses that impede equipment efficiency Loses that impede human work efficiency Loses that impede effective use of production resources Impede: to slow down or cause problems for the advancement or completion of something 39 8 Pillars of TPM Pillar 4: Planned Maintenance PILLAR 4 KEIKAKU HOZEN (Planned Maintenance) It is aimed to have trouble free machines (zero breakdown) and equipments producing defect free products for total customer satisfaction. This breaks maintenance down into 4 "families" or groups which were defined earlier. Preventive Maintenance Breakdown Maintenance Corrective Maintenance Maintenance Prevention With Planned Maintenance, the efforts have been evolved from a reactive to a proactive method and use trained maintenance staff to help train the operators to better maintain their equipment Pillars of TPM Pillar 4: Planned Maintenance Six Steps in Planned Maintenance: 1) Equipment evaluation and recording present status. 2) Restore deterioration and improve weakness. 3) Building up information management system. 4) Prepare time based information system, select equipment, parts and members and map out plan. 5) Prepare predictive maintenance system by introducing equipment diagnostic techniques and 6) Evaluation of planned maintenance. 8 Pillars of TPM Pillar 5: Hinshitsu Hozen (Quality Maintenance) PILLAR 5 HINSHITSU HOZEN (Quality Maintenance) It is aimed to have trouble free machines and equipments producing defect free products for total customer satisfaction. It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is on eliminating non-conformances in a systematic manner, much like Focused Improvement. We gain understanding of what parts of the equipment affect product quality and begin to eliminate current quality concerns, then move to potential quality concerns. Transition is from reactive to proactive (Quality Control to Quality Assurance) JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 7

8 8 Pillars of TPM Pillar 5: Hinshitsu Hozen (Quality Maintenance) PILLAR 5 HINSHITSU HOZEN (Quality Maintenance) (contd.) QM activities is to set equipment conditions that preclude quality defects, based on the basic concept of maintaining perfect equipment to maintain perfect quality of products. The condition are checked and measure in time series to very that measure values are within standard values to prevent defects. The transition of measured values is watched to predict possibilities of defects occurring and to take counter measures before hand. Target (example): Achieve and sustain customer complaints at ZERO. Reduce in-process defects by 50 % Reduce cost of quality by 50 %. 8 Pillars of TPM Pillar 6: Training PILLAR 6 TRAINING It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is on eliminating non-conformances in a systematic manner, much like Focused Improvement. We gain understanding of what parts of the equipment affect product quality and begin to eliminate current quality concerns, then move to potential quality concerns. Transition is from reactive to proactive (Quality Control to Quality Assurance) Pillars of TPM Pillar 6: Training 8 Pillars of TPM Pillar 7: Office TPM PILLAR 6 TRAINING (contd.) PILLAR 7 OFFICE TPM QM activities is to set equipment conditions that preclude quality defects, based on the basic concept of maintaining perfect equipment to maintain perfect quality of products. The condition are checked and measure in time series to very that measure values are within standard values to prevent defects. The transition of measured values is watched to predict possibilities of defects occurring and to take counter measures before hand. 45 Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, PM). Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analyzing processes and procedures towards increased office automation. Office TPM addresses twelve major losses, which are: 1) Processing loss 2) Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories 3) Communication loss 46 8 Pillars of TPM Pillar 7: Office TPM PILLAR 7 OFFICE TPM (contd.) 4) Idle loss 5) Set-up loss 6) Accuracy loss 7) Office equipment breakdown 8) Communication channel breakdown, telephone and fax lines 9) Time spent on retrieval of information 10) Non availability of correct on line stock status 11) Customer complaints due to logistics 12) Expenses on emergency dispatches/purchases 47 8 Pillars of TPM Pillar 8: Safety, Health & Environment PILLAR 8 SAFETY, HEALTH AND ENVIRONMENT Target : Zero accident, Zero health damage, Zero fires. In this pillar, focus is on how to create a safe workplace and a surrounding area that is not damaged by our process or procedures. This pillar will play an active role in each of the other pillars on a regular basis. A committee is constituted for this pillar, which comprises representative of officers as well as workers. The committee is headed by Senior vice President ( Technical ). Utmost importance to Safety is given in the plant. Manager (Safety) is looking after functions related to safety. To create awareness among employees various competitions like safety slogans, quiz, drama, posters, etc. related to safety can be organized at regular intervals. 48 JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 8

9 JIPM s TPM Awards Category 1) Award for TPM Excellence, Category B 2) Award for TPM Excellence, Category A 3) Award for Excellence in Consistent TPM Commitment 4) Special Award for TPM Achievement 5) Advanced Special Award for TPM Achievement 6) Award for World-class TPM Achievement 2008 TPM Awards List 49 CONCLUSION TPM may be the only thing that stands between success and total failure for some companies, in today s all time high competition in industry. TPM is proven to be a program that works. TPM can be adapted to work not only in industrial plants, but in construction, building maintenance, transportation, and in a variety of other situations. Employees must be educated and convinced that TPM is not just another "program of the month" and that management is totally committed to the program and the extended time frame necessary for full implementation. If everyone involved in a TPM program does his or her part, an unusually high rate of return compared to resources invested may be expected. 50 References for Further Readings References for Further Readings Seiichi Nakajima, "TPM Development Program, Japan Institute of Plant Maintenance, TPM for Every Operator, Productivity Press, Leflar, James, Practical TPM: Successful Equipment Management at Agilent Technologies, Productivity Press, Campbell, John D. and Reyes-Picknell, James (2006), Uptime, 2nd Edition: Strategies for Excellence in Maintenance Management, Productivity Press. Introduction to TPM: Total Productive Maintenance, 1989 Author: Seiichi Nakajima P-M Analysis: An Advanced Step in TPM Implementation, 2004 Authors: Mitsugu Kaneda, Yoshifumi Kimura, Shirose Kunio JIPM; JIPM-S; M. Zainon, FKE UTeM. All rights 9