Total Productive Maintenance. Peter Willmott-OMAINTEC 2016 Jeddah December 2016

Transcription

1 Total Productive Maintenance Peter Willmott-OMAINTEC 2016 Jeddah December 2016

2 Which environment would you prefer to work in.. This one...?

3 Which environment would you prefer to work in.. This one...? With an OEE of 60%

4 Which environment would you prefer to work in.. This one...? OR This one? With an OEE of 60%

5 Which environment would you prefer to work in.. This one...? OR This one? With an OEE of 60% With an OEE of 80%

6 TPM a definition. The Purpose of TPM is to unlock the installed productive capacity of your physical assets by unlocking the full potential of your People working with those assets.

7 TPM a definition. The Purpose of TPM is to unlock the installed productive capacity of your physical assets by unlocking the full potential of your People working with those assets. This Process can be achieved by striving for the four zero s of Accidents, Defects, Breakdowns and Minor Stops,through the engagement of all employees in the enterprise to create maximum Added Value, by the elimination of waste in all its forms

8 The TPM End Game is to deliver.. The 4 ZERO s Accidents Defects Total Productive Maintenance Breakdowns Minor Stoppages

9 The Future Vision & Impact on Maintenance DEVELOPMENT OF TECHNOLOGY AND SKILLS Effective Maintenance via TPM CHIM OPERATIONS EQUIPMENT NOW ADVANCING AUTOMATION Computer / Human Integrated Maintenance AUTOMATION OF EQUIPMENT FUTURE Is No Dream - But is Reality!

10 Current vs. (say,3yr) Benchmark Maintenance Time Allocation % Reactive Breakdown Preventive P.M's Predictive CBM Proactive Design- Out Current Benchmark Slide 10

11 Measuring Equipment Effectiveness Overall Equipment Effectiveness = Availability x Performance Rate x Quality Rate

12 Measuring Equipment Effectiveness Floor to Floor Losses Overall Equipment Effectiveness = Availability x Performance Rate x Quality Rate Breakdown Losses C/O & Setup and Adjustment Losses The 6 x Classic Equipment Based Losses

13 Measuring Equipment Effectiveness Overall Equipment Effectiveness = Availability x Performance Rate x Quality Rate Breakdown Losses C/O & Setup and Adjustment Losses Idling & Minor Stoppages Reduced Speed Losses The 6 x Classic Equipment Based Losses

14 Measuring Equipment Effectiveness Overall Equipment Effectiveness = Availability x Performance Rate x Quality Rate Breakdown Losses C/O & Setup and Adjustment Losses Idling & Minor Stoppages Reduced Speed Losses Scrap, Quality Defect & Rework Losses Start up Losses The 6 x Classic Equipment Based Losses

15 The True Cost of Maintenance is 7/8 Hidden.. Easy to Measure (& hence an easy Target) Direct Cost of Maintenance Revenue Budget of -Labour, Materials, Spares Outside Services, Overheads Low Impact on Profit Slide 15

16 The True Cost of Maintenance is 7/8 Hidden.. Easy to Measure (& hence an easy Target) Direct Cost of Maintenance Revenue Budget of -Labour, Materials, Spares Outside Services, Overheads Low Impact on Profit Changeovers Set up & Adjust Idling & Minor Stoppages Running at Reduced Speed Breakdowns Scrap, Yields Rework The Classic 6 Equipment Losses Late Delivery Ineffective Use of Skills Poor Image Low Flexibility Start-up Losses Slide 16

17 The True Cost of Maintenance is 7/8 Hidden.. Easy to Measure Direct Cost of Maintenance Revenue Budget of -Labour, Materials, Spares Outside Services, Overheads Low Impact on Profit Changeovers Set up & Adjust Idling & Minor Stoppages Running at Reduced Speed Breakdowns Scrap, Yields Rework The Classic 6 Equipment Losses Late Delivery Poor Image Start-up Losses More Difficult to Measure Ineffective Use of Skills Low Flexibility High Impact on Profit Slide 17

18 The True Cost of Maintenance is 7/8 Hidden..an example Easy to Measure Labour Materials/Spares Outside Services Overheads -say $1m Revenue Budget Low Impact on Profit Idling & Minor Stoppages Changeovers Set up & Adjust $ 50m Sales Running at Reduced Speed Breakdowns 70% OEE Scrap, Yields Rework Late Delivery Poor Image Start-up Losses Difficult to Measure Ineffective Use of Skills Low Flexibility High Impact on Profit Slide 18

19 The Size of the Prize D C of M= $ 1m From Sales at 70% OEE= $ 50m To Sales at 77% OEE= $ 55m $ 0.5m additional Margin (10% ) 10% increase in OEE is equivalent to = 50% DCofM!! (10% real increase in Productive Capacity) Slide 19

20 You can be very efficient, but totally ineffective!! Efficiency Effectiveness Slide 20

21 You can be very efficient, but totally ineffective!! Efficiency Effectiveness Slide 21

22 S A Partners Enterprise Excellence Model-The 3 x P s Improve Purpose How stakeholder needs are understood and converted into strategy The WHY Results Customer Process How value is created and realised across the end to end enterprise People How people potential is realised

23 The TPM Model & the 3x P s to Deliver Zero Stops Our TPM program is applied via a defined introductory and deployment process within the business unit-purpose The application of our TPM System is applied through a defined sequence of team based learning by doing activity-process The outputs of this application are aligned to an evidence based audit & assessment process linked to the teams progress through the model- People

24 TPM Implementation (Purpose) Secure Management Commitment Trial & Prove the Route Milestones 1-4 POLICY DEVELOPMENT & DEPLOYMENT Scoping Study & Diagnostic (for each Lead Site) Local Site Leadership Team Buy-in Workshop 4 x Day TPM Practitioner s Workshop TPM Pilot Projects, with parallel 5S Plant Clear & Clean, Training & Communication Feedback & Management Review of Roll-out Plans Develop Improvement Zone Partnership through Roll-out & Audits Operational Improvement Project Improvement Business Process Improvement 1 Month 2-6 Months 7-24 Months + Pilot Process Roll-Out Evolution

25 Feedback The Four Cycle-11 Step TPM Model-The Process A MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY 1.Review Performance Criteria & History 2.Measurement & Opportunity analysis of KPIs (incl. OEE) 3.Assess Hidden Losses & Set Improvement priorities B CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT) 4.Equipment Criticality Assessment 5.Condition Appraisal & Restoration plan 6. Develop Future Total Asset Care C PROBLEM PREVENTION & BEST PRACTICE ROUTINES 7 Root cause Analysis & Problem Resolution 8 Best Practice & Standard Work D FUTURE STATE REALISATION THROUGH A HABIT OF CONTINUOUS IMPROVEMENT 9.Individual & Team Skill Development 10.Leadership & Behaviours 11. Audit & Review Process

26 4 x Day Practitioner s Workshop- Building TPM Activity boards Learning by Doing Step 5 - Condition Appraisal

27 4 x Day Practitioner s Workshop- Building TPM Activity boards Learning by Doing

28 Journey to TPM Excellence 4 Maturity Milestones-People Self managed team activities -Optimise World class Performance 4 zero s Problems given to managementtop down improvement Bottom up improvement -Stabilise

29 S y s t e m O w n e r s PILLAR CHAMPIONS CI Infrastructure for the TPM Journey towards Zero Losses OEE FLOAC TOP DOWN TARGET DRIVEN MANAGEMENT PM/QM SD EEM 5S MASTER ROLL-OUT PLAN P&C LOG QA HSE

30 S y s t e m O w n e r s PILLAR CHAMPIONS CI Infrastructure for the TPM Journey towards Zero Losses OEE FLOAC PM/QM SD EEM 5S Steering Group FAC DEV FLM COACHING PUB & COMMS MASTER ROLL-OUT PLAN TOP DOWN TARGET DRIVEN MANAGEMENT P&C LOG QA HSE

31 S y s t e m O w n e r s PILLAR CHAMPIONS CI Infrastructure for the TPM Journey towards Zero Losses OEE FLOAC PM/QM SD EEM 5S Steering Group FAC DEV FLM COACHING PUB & COMMS MASTER ROLL-OUT PLAN TOP DOWN TARGET DRIVEN MANAGEMENT P&C LOG QA HSE 11 STEP TPM PROCESS AND 5S / WPO

32 S y s t e m O w n e r s PILLAR CHAMPIONS CI Infrastructure for the TPM Journey towards Zero Losses OEE FLOAC PM/QM SD EEM 5S Steering Group FAC DEV FLM COACHING PUB & COMMS MASTER ROLL-OUT PLAN TOP DOWN TARGET DRIVEN MANAGEMENT Top Down SLT 30 pt Review x2 per yr P&C LOG QA HSE 11 STEP TPM PROCESS AND 5S / WPO Bottom up Level 1a / 1b to 4a/4b Evidence based Audits

33 S y s t e m O w n e r s PILLAR CHAMPIONS CI Infrastructure for the TPM Journey towards Zero Losses OEE FLOAC PM/QM SD EEM 5S Steering Group FAC DEV FLM COACHING PUB & COMMS MASTER ROLL-OUT PLAN TOP DOWN TARGET DRIVEN MANAGEMENT Top Down SLT 30 pt Review x2 per yr LEARNING ORGANISATION P&C LOG QA HSE 11 STEP TPM PROCESS AND 5S / WPO Bottom up Level 1a / 1b to 4a/4b Evidence based Audits

34 Top Down 30 Point Bi-Annual System Owner Review- Example of Results over 3 x Years Slide 34

35 Recognising the different Characteristics when applying TPM Type of Facility Measure of Performance Operator Impact Maintainer Impact 5S WPO & Visual Man Change overs & Set-ups Standard Work A)Process/Bulk Manufacturing (Capital Intense) B)Utilities & Gen. Services (Often Capital Intense) C)Remote & Dispersed Assets ie Windmills, Phone masts, H20 Reservoirs

36 Recognising the different Characteristics when applying TPM Type of Facility Measure of Performance Operator Impact Maintainer Impact 5S WPO & Visual Man Change overs & Set-ups Standard Work A)Process/Bulk Manufacturing (Capital Intense) Campaign or Batch OEE as a Fixed Repeating Schedule Significant. -Other than being Control Room based Major Significant - contamination Control +yields Major Cleaning In Process & use of VSM & ECRS Major B)Utilities & Gen. Services (Often Capital Intense)? Relevance of OEE v. Efficiency & other KPI s Ranges from Very Little to Major Major Housekeeping resulting in Maintenance Pride Rarely Applicable Relevant C)Remote & Dispersed Assets ie Windmills, Phone masts, H20 Reservoirs Alarms freq Callout freq MTBF MTTR&R Very Little Major Limited application Rarely applicable Relevant

37 Speciality Chemical Case Study Constrained by Pinch Point Output in its Sodium Acetate Plant The Challenge: To unlock installed Productive Capacity of the SA Asset and thus avoid Capital Cost of replicating Capacity

38 Background A leading manufacturer of Speciality Chemicals for the detergent industry 182 Employees running a Highly regulated site. Pressing need to improve the effectiveness of a new (3 year old) chemical plant producing Sodium Acetate Implemented a Total Productive Maintenance (TPM) training programme and methodology that encourages close, cross-functional teamwork to effectively manage the plant and its equipment through the Operators and Maintainers

39 Where would you prefer to work? With an OEE of 33%?

40 Where would you prefer to work? With an OEE of 33%?

41 Where would you prefer to work? or with an OEE of 74%

42 Where would you prefer to work? or with an OEE of 74% In a plant with well designed, fit for purpose, safe, reliable and with well maintained equipment?

43 The Classic 4 x Phases of Improvement 1- Out of Control- Process Unstable 2- In Control- Process Stabilised 3- Improving- Process Optimised 4- Able to Forecast with Confidence

44 The results after 12 months Major Best Practices introduced Core TPM members removed from plant Core TPM trained staff back in plant 74% OEE Best of Best Performance Impact of engaged team Refurbishment Step 6

45 Percentage of Availability Availability 140 UCL= Out of Control Stabilized _ X= LCL= Weeks

46 Percent of Performance 100 Performance In Control & Improving UCL= Out of Control _ X= LCL= Weeks

47 Percentage of Quality Quality 105 UCL= Improving 95 _ X= Out of Control LCL= Weeks

48 Quotable Quotes from the TPM Team of Operators & Maintainers We are being listened to & encouraged We are all buying into it There s only one best way We have not had to compromise our values We not only know the What but also the How and the Where to get help Who would have thought we could double our batches!!

49 Quotable Quotes from the TPM Team of Operators & Maintainers We are being listened to & encouraged We are all buying into it There s only one best way We have not had to compromise our values We not only know the What but also the How and the Where to get help

50 Quotable Quotes from the TPM Team of Operators & Maintainers We are being listened to & encouraged We are all buying into it There s only one best way We have not had to compromise our values We not only know the What but also the How and the Where to get help Who would have thought we could double our batches!!

51 Result Additional c. $ 1.5 m t/o with net margin of 10% Total training and refurbishment costs of $ 60k 6 months Pay-back Result? WIN /WIN!

52 Result Additional c. $ 1.5 m t/o with net margin of 10% Total training and refurbishment costs of $ 60k 6 months Pay-back Result? WIN /WIN! Also Winner of UK National Training Awards for internal training and development of front line staff using the 11 step TPM model

53 National Training Award Winners Celebrating Success Slide 53

54 Before TPM Activity Out of Sight In Sight

55 After TPM Activity In Sight, Restored and Improved

56 Temperature & Pressure Gauges BEFORE TPM AFTER TPM

57 Visual Equipment Indicators BEFORE TPM AFTER TPM

58 Step 6-Front Line Operator Asset Care Check Lists What s this? See next slide

59 Site wide results over 3 years using TPM as the major driver Maintenance Cost per Unit of Output Energy Cost per Unit of Output Reference Year 3 Years Later % Change $0.084 $ % $0.063 $ % Output Units per Head count Total Cost per Unit of Output 120, , % $0.85 $ %

60 Step 8 Highly Visual Single Point Lessons

61 Before TPM 8 Step Activity

62 After TPM 8 Step Activity 20 Weeks Later

63 Training Needs for TPM A growing number of Asset and Utility Owners are expecting their third party Operational and Maintenance Service Providers to be both competent and capable in applying the TPM concepts and also the embedded cultural and behavioral aspects.

64 TPM Practitioners Course Timetable Week No 1 2 to to Content Module A 5 days at Host Site Home Plant / Utility Practical Application work Module B 5 days at Host Site Home Plant / Utility Practical Application work Module C 5 days at Host Site

65 Outcomes This 15 day course, delivered as 3 x discrete and progressive weekly modules, focuses on the principles and practicalities of implementing such an approach by adapting (not simply adopting ) the well proven TPM philosophy. The extensive use of exercises and case studies will be used to illustrate the key learning points and pitfalls to be avoided. Working in syndicate teams, the delegates will progressively apply an 11 Step proven process to a Pilot Project physical asset, as Learning by Doing Based in a host facility, the delegates will also gain an in-depth understanding of the critical issues surrounding the need to change skill sets, culture and behavioral aspects which have a direct impact on Team Work effectiveness. An interactive, exercise based and participative approach is used, including practical application work between Weekly Modules A and B, and also between Modules B and C. This approach could lead to an OMAINTEC Accreditation Certificate / Diploma on satisfactory completion of all 3 x Modules and the interspersed place of work practical application work

66 Target Industry Sectors: All sectors carrying out the operations and maintenance of property, buildings and infrastructure, including equipment and services. For example: All forms of Public Utilities (water, gas, electricity). Transport systems. Facilities such Airports, Docks, Terminals. Healthcare and learning establishments including Hospitals and Universities. Food & Beverage manufacture & packaging plants

67 Thank you for your interest. PS-Which of you are going to be the Adopters???

68 Thank you for your interest. PS-Which of you are going to be the Early Adopters???