Total Productive Maintenance (TPM)

Transcription

1 Total Productive Maintenance (TPM) Principle Document This document was compiled by Roger Bent of GENEO Consulting Limited pg. 1

2 Context... 3 Purpose... 3 Benefits... 3 Role of a leader... 4 TPM - Process... 4 The 5 Pillars of TPM:... 4 Overall'Equipment'Effectiveness'(OEE):'... 5' Purpose( 5( Bene,its( 5( Autonomous'Maintenance'... 6' Purpose( 6( Bene,its( 6( Planned'or'Preventative'Maintenance''... 6' Purpose( 6( Bene,its( 6( Effective'Training'... 7' Purpose( 7( Bene,its( 8( Early'Equipment'Management'... 8' Purpose( 8( Bene,its( 8( Systems'... 9' Roles... 9 Role'of'Business'Improvement'... 9' Role'of'Central'Maintenance'... 9' Role'of'Operators'... 10' Appendix(1.(TPM(Strategy(Document((1APager)( 11( Contact Us pg. 2

3 Context TPM is an asset care maintenance system designed to optimise and improve equipment effectiveness, extend asset life and reduce maintenance costs. TPM is a mechanism for detecting emerging problems with assets before they impact upon the bottom line. It helps maintain and improve equipment standards to deliver optimum performance at the lowest possible cost. Maintenance of benchmark standards relating to plant and equipment reliability is pivotal providing dependable operational performance. A good TPM strategy takes an end to end stance from conceptual process and equipment design, through operations, to planning for new replacement facilities to secure future production requirements. Purpose The purpose of TPM is to minimise operational disruption from breakdowns and process issues caused by equipment problems across the value chain. TPM sets the correct environment for the ownership of maintenance activities between operations and maintenance. Benefits TPM, when implemented fully, provides the following benefits: Improvement in achievement of operational objectives and goals. All staff engaged and aligned in improvement activity. Improved equipment performance over time, increasing availability of assets to produce best quality product pg. 3

4 Role of a leader TPM provides an opportunity to all employees to participate in maintenance of plant and equipment. Leaders are therefore key to the deployment of the methodology. Maintain the adherence to current standards. Perform process confirmation of tasks to ensure the baseline for all standards is accurate and the tasks are performed effectively. Support the improvement of maintenance standards with the removal of waste to improve value add. Ensure capability is built into the teams to successfully deploy the pillars of TPM. TPM - Process TPM consists of five Pillars that apply to all assets. For these to be successful they require effective standards to be in place for the execution of the maintenance task at hand. The 5 Pillars of TPM: TPM provides a platform for operational stability and the aim to generate excess capacity. This can only be achieved when standardised maintenance schedules are completed by Artisans and Operators providing dependable performance and continuous improvement based on shared experience and learning. Standardisation: Standardised Work for TPM is critical. It provides a consistent approach and forms a baseline. Problems and deviations will be identified quickly, and corrective actions can be implemented appropriately. These documents pg. 4

5 will develop over time, reflecting departmental learning and experience. Overall Equipment Effectiveness (OEE): OEE is a metric used to demonstrate the true effectiveness of an asset in terms of availability, performance and quality. It is an enabler for teams to problem solve, drive cross functional teamwork and structure maintenance for best performance. Purpose Improve the equipment performance (bottlenecks) to improve flow in the value stream, capacity in operations and reduce cost. Benefits Focussed activities to improve the process bottlenecks Teamwork between operators and artisans Improved unit cost through revenue opportunities Re-allocation of resource Central maintenance focused on resolution of complex issues Focussed on Planned Maintenance OEE focusses on the elimination of the 6 Big Losses: 1. Breakdowns 2. Setup and Adjustments 3. Minor Stops 4. Reduced Speed 5. Start-up Yield 6. Production Rejects. From the Value Stream activities and the capacity analysis, OEE is deployed on the identified bottlenecks to improve performance. pg. 5

6 Any shift in capacity leading to more volume must be managed through pull systems and buffer management. Autonomous Maintenance Purpose The purpose of Autonomous Maintenance is to provide more ownership with operators for routine maintenance releasing the core maintenance to perform preventative maintenance and technical improvements. Benefits Gain in number people engaged in maintenance activities with an appropriate balance of ownership, based on capability, between central maintenance and operators. Early detection of asset degradation Improved MTBF Generates capacity on bottlenecks Engages workforce and builds flexibility through multi-skilling Planned or Preventative Maintenance A maintenance scheduling system based upon predicted failure rates.. Purpose The purpose of planned maintenance is to provide a stable, predictable and effective maintenance schedule for all assets in the operation. Benefits Predictable life cycle cost of assets Effective resource planning for maintenance Predictable availability of assets for operations Minimum parts holding and reliable levels of inventory pg. 6

7 Incremental improvements in MTBF Planned Maintenance is based on a risk assessment (Failure Mode Effect Analysis, FMEA) for what could fail, and what impact that failure would have on operations. This determines priorities of maintenance activities. FMEA Planned Maintenance Inspections 1 Prioritisation of Equipment 2 OEM Maintenance Recommendations 3 Frequency of maintenance inspection 4 Number of hours for the task 5 Number of Artisans required for the task A B A breakdown will stop the plant / 1 module Will eventually stop the plant but buffers exist Possible to by-pass / bridge out the equipment Auxillary equipment - no direct impact on production 6 7 PRT available for this task In-house maintenance task E L M 8 Contractor Maintenance Task 9 Historical Learning and Experience C Critical Important Not Critical Impact on Quality could also be a consideration point for Rank A equipment. Spares budgets should be based on a % of capital cost to create healthy tension (eg 4%). Spare Parts Strategy Effect of Breakdown Leadtime of Spareparts Maintenance Predictability Decision to stock is calculated objectively from consideration of the above. Mean time between failure (MTBF) is the required metric to evaluate the effectiveness of current maintenance activities, provide analysis of performance of maintenance and generate improvements in availability and predictability MTBF Scheduled Repair / Refurbisment 1 Prioritisation of Equipment 2 OEM Maintenance Recommendations 3 Frequency of replacement / refurbishment 4 Number of hours for the task 5 Number of Artisans required for the task 6 PRT available for this task 7 In-house maintenance task 8 Contractor Maintenance Task 9 Cost of materials / spare parts 10 Historical Learning and Experience A B C A breakdown will stop the plant / 1 module Will eventually stop the plant but buffers exist Possible to by-pass / bridge out the equipment Auxillary equipment - no direct impact on production Critical Important Not Critical Impact on Quality could also be a consideration point for Rank A equipment. Generate schedules and spare parts automatically from SAP. Supervisors currently raise PMO1's manually. Spares are currently ordered individually. "C" Rank equipment may be run to a catastrophic failure if justification is clear for this. Effective Training Training all maintenance staff in the practice of productive maintenance. Purpose Effective training is aimed at developing operators in basic maintenance activities for early detection of problems and the development of the central maintenance in appropriate maintenance techniques to support Planned Maintenance. A transfer from know what to know how pg. 7

8 Benefits Reduced maintenance cost Improved availability of assets Engaged operators and artisans Autonomous Maintenance Training Operators trained by Maintenance to perform basic maintenance activities Cleaning equipment Inspecting Equipment Greasing equipment Basic replacement of spares and consumables Repeatable autonomous maintenance process Autonomous Maintenance is based on Standardised Work and SOPs. Maintenance support the creation of these documents with A&I. Operators trained in the basic characteristics of assets and its condition for performance.by maintenance Central Maintenance Training OEM training in asset care Maintenance strategies as appropriate - condition based monitoring, reliability centred maintenance, et al Early Equipment Management The process of influencing OEM design to ensure Design for Maintenance and Design for Production. Purpose To influence the development of future assets to improve performance using local, practical knowledge gained by maintenance and operations Benefits Simplification of maintenance activities Assets designed for maintenance and operation Reduced MTTR and Planned Maintenance time pg. 8

9 Experience and Learning is captured through the Continuous Improvement process. Equipment Standards are clear to ensure that new equipment procurement does not allow old problems to re-appear on new equipment and processes. Installation and commissioning is a critical part of the TPM process to validate new equipment and process ensuring that Standards are met and operational parameters can be achieved. Reduced lead time from design to installation Reduced operating cost through the life of asset Systems To enable effective deployment, TPM requires systems that support: The ability to change maintenance tasks at the appropriate level with the input of expertise to incorporate continuous improvement ideas. Policies supporting innovation and improvement to maintenance systems based on TPM principles. Effective Standardised Work for training and development, effective execution and process confirmation. Roles Role of Business Improvement Develop improvement strategies for the Central and Autonomous Teams Support breakthrough events to improve maintenance and OEE Provide coaching support and input to Standardised Work Provide coaching to artisans and operators in eliminating waste from maintenance activities Support evaluation of ideas and the Early Equipment Management process Role of Central Maintenance Provide training to artisans and operators to support the improvement of maintenance execution. pg. 9

10 Sign off Standardised Work Activities for artisans and operators Perform process confirmation of Autonomous Maintenance activities Perform Planned Maintenance activities Coordinate Early equipment Management process Role of Operators Perform autonomous maintenance activities Contribute and implement ideas to improve maintenance tasks. Adhere to schedule pg. 10

11 Appendix 1. TPM Strategy Document (1-Pager) OST's Outstanding Tasks (Effective prioritisation and handling of identified and outstanding tasks). PCO SPS Planned Change Out (Scheduled Repair / Refurbishment based on MTBF investigation to prevent breakdown due to worn parts). Structured Problem Solving (Major concerns / failures should follow the RCFA process. Consider TPM improvements to prevent re-occurrence. PI Periodical Inspection / Service (Based on a set time frequency - eg Daily, Weekly, Monthly, 3 Monthly, 6 Monthly, Annual. Normally based on approx' usage). UBI Usage Based Inspection / Service (Based on usage / utilisation - eg hours in service, or tonnes of processed product) CInsp Circuit Inspection carried out while equipment is running (Based on a set time frequency). CM Condition Monitoring (eg, Temperature & vibration analysis, oil sampling / analysis, wear measurement and correction before unplanned stop). PTPM Process TPM (Done autonomously by Process Operators, eg cleaning, inspection and basic component change). All types of TPM can be improved and optimised using the CI / Innovation process. Daily experiences and learnings should be utilised to identify opportunities that will Maximise OEE. (Overall Equipment Effectiveness). RCFA - C/M, Optimisation of PRT's, Yokoten, Equipment Improvement, Training & Skill-Up Types of Total Productive Maintenance (TPM) Activity Stat Statutory Inspection / Maintenance (Legal requirement to comply with legislation). 10 Historical Learning and Experience 9 Cost of materials / spare parts MTBF Scheduled Repair / Refurbisment 8 Contractor Maintenance Task "C" Rank equipment may be run to a catastrophic failure if justification is clear for this. 7 In-house maintenance task 6 PRT available for this task 5 Number of Artisans required for the task Generate schedules and spare parts automatically from SAP. Supervisors currently raise PMO1's manually. Spares are currently ordered individually. 4 Number of hours for the task 3 Frequency of replacement / refurbishment 2 OEM Maintenance Recommendations C Auxillary equipment - no direct impact on production Not Critical Possible to by-pass / bridge out the equipment 1 Prioritisation of Equipment A A breakdown will stop the plant / 1 module B Will eventually stop the plant but buffers exist Critical Important Impact on Quality could also be a consideration point for Rank A equipment. 9 Historical Learning and Experience 6 PRT available for this task E L 7 In-house maintenance task M 8 Contractor Maintenance Task Effect of Breakdown Leadtime of Spareparts Maintenance Predictability FMEA Planned Maintenance Inspections Decision to stock is calculated objectively from consideration of the above. 5 Number of Artisans required for the task Spare Parts Strategy 4 Number of hours for the task 3 Frequency of maintenance inspection Spares budgets should be based on a % of capital cost to create healthy tension (eg 4%). 2 OEM Maintenance Recommendations C Auxillary equipment - no direct impact on production Not Critical Possible to by-pass / bridge out the equipment 1 Prioritisation of Equipment A A breakdown will stop the plant / 1 module B Will eventually stop the plant but buffers exist Critical Important Impact on Quality could also be a consideration point for Rank A equipment. Procurement, Start-Up & Introduction Buy-Off Engineering, Execution & Process must confirm equipment meets requirements before accepting equipment Compliance during Installation & Commissioning Vendors must supply / install / commission equipment to meet Standards and Operational Parameters Plant & Equipment Design Design should be based on Standards that describe & illustrate "Best Practice" from learning & experience Strong expectations to Vendors should bet set using clear Standards. Vendors must adhere to Standards to ensure that equipment meets requirements. Apply CI / Innovation principles to these Standards. Maintenance Strategy Planning V3 pg. 11

12 Contact Us This document was written by Roger Bent. For further details on how GENEO can support your organisation with Lean transformation, please contact us on: Mark Radley - Director markradley@geneo.co.uk m:+44(0) Tim King - Director timking@geneo.co.uk m: +44(0) GENEO Consulting Limited 7 the Parade Leamington Spa Warwickshire CV32 5SG +44(0) pg. 12