improving productivity through lean and total productive maintenance

Improving productivity through Lean and Total Productive Maintenance

Activities

Project summary implemented in a retail

printing facility

Problem Solving 101

Studies have shown that fixing a problem requires 90% of the time spent in finding the root cause……..

7 Steps of Corrective Action

• “7 Steps approach” is a problem-solving methodology for product and process improvement.

• It is structured into seven disciplines, emphasizing team synergy.

• The team as whole is better and smarter than any 1 of us

• Each discipline is supported by a checklist of assessment questions,

such as “what is wrong with what”, “what, when, where, how much”.

Implementing the 7 Steps of Corrective Action

1. Problem Statement

2. Interim Action

3. Root Cause of Occurrence

4. Root Cause of Non-Detection

5. Temporary Corrective Action

6. Permanent Corrective Action

7. Closure

FIND 2 KEY

ROOT CAUSES:

PROBLEM STATEMENT

FACTS AND DATA

ASK WHY

5 TIMES

TEMPORARY ACTION

PERMANENT ACTION

TRACK AND CONFIRM

- OF OCCURRENCE

- OF NOT DETECTING

7 Step Process in relation to 6 Sigma

FIND 2 KEY

ROOT CAUSES:

PROBLEM STATEMENT

FACTS AND DATA

ASK WHY

5 TIMES

TEMPORARY ACTION

PERMANENT ACTION

TRACK AND CONFIRM

- OF OCCURRENCE

- OF NOT DETECTING

Define

Measure

Analyze

Improve

Control

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The Action Statement - Defined

• The efforts to assist the pressroom in documentation of press profiles, quality analysis and process variation may be enhanced by a collective approach, encompassing managers, operators, support departments and suppliers.

Define

The purpose of a press profile is determine the issues that operators face effecting the performance and efficiency of the press.

Process variation will determine those areas of the press that fail to remain in control during operation

Quality measurement provides information on the ability of the press to produce a customers expectation of Quality

Documentation of these processes assist to develop action plans needed to improve the process and determine cost associated to the improvements.

Improvements effect

Customer Satisfaction – Plant Profitability – Employee’s Work Environment.

Define - Measure - Tools

• Process Variation - “30 x 30” - Production Sampling• Unplanned Downtime - Top 10 Causes - Pivot Table

Report • Waste - Top 10 Causes - Pivot Table Reports• Quality Attainment -Curve Measurement - Worksheet• Press Profile - Operator’s Checklist • Temperature Profile - Ink Audit Report• Vibration Analysis - Report• Paper Performance - Paper Audit • Broken Windows - Pictures • Sop Audits

Analysis

• Any of the tools previously mentioned are good by themselves, but when combined together provide direction and priority to what needs to be accomplished to improve.

• What comes first, the compass or the clock? Before one can truly manage time (the clock), it is important to know where you are going, what your priorities and goals are, in which direction you are headed (the compass). Where you are headed is more important than how fast you are going. Rather than always focusing on what's urgent, learn to focus on what is really important.  

Improve

• Use the Action Item Register to set time lines and responsibility

• Insure the TPM program is updated when needed• Spin off projects • Training Opportunities• Feed back to suppliers – ink and paper • Develop capital plan as required

Control

• Saving projects• Sop Audits • 5s • Training Matrix• Weekly Maintenance Meetings • Customer Reviews

Clean And Check Inspections

List of items that require cleaning and checking

Pictures – simple to augment the Audit

Used good and bad examples

Press Audits in conjunction with Ink Supplier

Press Profile Report – What the Operators Report

Using Vibration Analysis

What is the downtime requirements and costs

Pivot Table Reports Top 10 Causes

Profile – using crew input ,30x30 and work orders

reconcile with Ink audit and Vibration report

Profile - question TPM – housekeeping effectiveness

30x 30 Summary Report – feeds the profile

Utilize Paper Suppliers to Assist in Paper Audits

Bridge Notch Core –note the amount of paper

Full Notch Core –note the increased amount of paper

Core Racks allow for a very quick observation of many cores

Best Practice

It only takes a minute to inspect the clamp for burrs and damage and

insure all lights are working

Overall rolls are in good shape –continually work on damage root causes

Technical Audit

Review reports and charts to insure they are in the right spot for the right reason

Roller Program

Metric Score Card

Tools in the Box

• Profile – Weekly Meeting• Score Cards – Weekly Posted• 5s Inspections• Technical Audits• Ink Supplier Audits• Roller Program• Auxiliary Equipment TPM • Paper Supplier Audits• 30 by 30 – Press Curve Work Sheet

This is an abbreviated review of an improvement

project developed and implemented for a wide web retail Print Facility.

For more information Contact Information Tim Hopper (204) 996-9057 or timhopper12@gmail.com