Chapter 6Total Productive Maintenance (TPM)

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Outcomes◦ Understand the basics of Total Productive

Maintenance (TPM)◦ Learn the prerequisites of TPM◦ Learn the main components of TPM◦ Understand autonomous maintenance and

preventative maintenance◦ Learn what is involved in a TPM implementation

plan

Total Productive Maintenance

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TPM – A company wide, team-based effort to improve output quality through equipment care and to improve overall equipment effectiveness for its entire life.

Total All employees are involved Aims to eliminate all accidents, defects, and breakdowns

Productive Actions performed during production Troubles for production are minimized

Maintenance Keep in good condition Improve Overall Equipment Effectiveness (OEE)

What is TPM?

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Ultimately to improve customer satisfaction The goal of TPM is to maintain equipment so

it will be able to achieve 100% on-demand availability for immediate use by the next process or customer◦ NO equipment breakdowns, unplanned downtime◦ NO scrap/rework due to equipment failure◦ NO reduced productivity◦ NO equipment start-up losses◦ NO set-up time

Why do TPM?

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Maximize Overall Equipment Effectiveness by minimizing equipment-related losses.

Provide a system of comprehensive maintenance for the life cycle of equipment.

Involve all departments that plan, design, use, and maintain the equipment.

TPM Goal

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Reactive – Traditional maintenance culture◦ Maintenance department considered to be “on-call” ◦ Problems handled as putting out “fires”◦ Product must “Get out the door”◦ Maintenance isn’t a scheduled routine◦ Machinist make parts, they don’t fix the machines

Total Productive Maintenance is Proactive◦ meant to prevent breakdowns◦ scheduled maintenance based on Mean-Time-To-

Failure (MTTF)

Reactive vs. Proactive

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1. Improve Overall Equipment Effectiveness (OEE)

2. Involve operators in daily maintenance3. Improve maintenance efficiency and

effectiveness4. Train all personnel5. Establish early equipment management

and maintenance prevention programs

5 TPM Principles

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Top management commitment◦ Implementation can take time

Dedicated resources◦ Budgeted, time, money, people

5S workplace organization in the sustain phase

Flexible, cross-trainable workers Must be measuring OEE

An understanding of the importance of everyone’s involvement in TPM

TPM Prerequisites

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Improved quality ◦ less variation in the parts

Improved productivity ◦ less work stoppages

Improved delivery ◦ better trust in delivery dates

Improved team member job satisfaction◦ reduces stress on the workers

Reduced inventory◦ No overproduction for “just in case” scenarios

TPM Results

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TPM Rule #1:◦ Issues relating to job security, responsibilities,

classifications, and union support must be resolved.

TPM Rule #2:◦ Success depends on TPM being a part of daily

activities, culture.

TPM Rules

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TPM Rule #3:◦ A partnership must be developed between

manufacturing, maintenance, and engineering which fosters an atmosphere of equipment ownership.

TPM Rule #4:◦ The key to an effective preventative maintenance

component within the TPM initiative is the machine operators.

◦ Up to 75% of breakdowns can be detected and prevented by well trained operators.

TPM Rules

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TPM Rule #5:◦ Safety training must occur for everyone. They

must understand electrical and mechanical hazards exist.

TPM Rule #6:◦ Autonomous maintenance items must be easily

accessible to the operators.

TPM Rule #7:◦ The correct fluids to use must be easily identified.

TPM Rules

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TPM Rule #8:◦ All gauges should be marked to easily identify

safe operating levels

TPM Rule #9:◦ Only purchase equipment from vendors that

easily support TPM efforts.

TPM Rules

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Autonomous Maintenance (AM)◦ daily activity◦ operators take ownership of equipment and

conduct regular cleaning, lubricating and minor maintenance themselves

Preventive Maintenance (PM)◦ Weekly/monthly/yearly activity◦ includes scheduled, predictive and condition-

based maintenance programs.

Main Components of TPM

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7 steps to establish an Autonomous Maintenance System

1. Initial cleaning2. Countermeasures to sources of contamination3. Develop cleaning, lubrication and bolt

tightening/inspection standards4. General operator expectation training5. Develop autonomous maintenance workplace

standards6. Attain process quality assurance and move forward

aiming at zero defects7. Autonomous maintenance continual improvement

Autonomous Maintenance

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Breakdown (reactive mentality)◦ The “wait ‘til it breaks” method

Preventative◦ Planned downtime◦ Periodic maintenance involving general activities;

oiling, cleaning, etc.◦ Overhauls to prevent performance determination

Predictive*◦ Repair or replacement of components before

failure based on expected life

PM Strategies

*See page 225 Figure 6.4B

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Corrective or Improvement◦ Activity to “upgrade” equipment to prevent

breakdown Maintenance Prevention

◦ “Maintenance free” or◦ Very low maintenance items◦ Design to prevent need for maintenance◦ 95% of equipment’s life cycle cost is determined

in the design phase◦ Requires teamwork of design engineers,

maintenance technicians and operators.

PM Strategies

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Initial Phase◦ Clean and inspect and repair the area or

equipment◦ Eliminate problem sources (leaks) ◦ Eliminate inaccessible areas◦ Draw up cleaning and lubrication schedules with

responsibilities For machine operators (AM) For equipment maintenance department (PM)

Phases of TPM

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Second Phase◦ Predictive maintenance

Using technology to predict machine failure. Heat analysis; vibration; electrical current

◦ Scheduled maintenance Using data to regularly schedule machine down-time

with the machine repair group.

Remember – For you to have any chance of becoming LEAN, all the machines must have predictable, high levels of uptime!

Phases of TPM

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The ratio of fully productive time to planned production time.

OEE - the product of three measurements Equipment Availability

◦ Measures how often equipment is not producing Equipment Efficiency Performance

◦ Measures actual machine cycle time Equipment Quality Performance

◦ Compares the # of good pieces produced/total number produced

Overall Equipment Effectiveness (OEE)

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Takes “downtime” loss into account Measure how often equipment is not producing parts

due to breakdown Includes anything that stops planned production for an

appreciable length of time

EA = Scheduled Production Time - Unplanned Downtime Scheduled Production Time

Since, Uptime = Scheduled Production Time – Unplanned Downtime

Then, EA = Uptime / Scheduled Production Time

Equipment Availability (EA)

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EA = Scheduled Production Time - Unplanned Downtime Scheduled Production Time

The group works an 8 hour shift 6 days per week. There is 8 hours of planned meetings per week with 5 hours of unplanned downtime.

 What is the EA? EA = (48-8) – 5 = .875 (48-8) 

Equipment Availability (EA) – Example Problem

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Takes “speed loss” into account Measure actual cycle time vs. expected cycle

time Measure actual number of parts vs. expected

number of parts Includes any factor that causes the process to

operate at less than maximum speed

EEP = (Standard Cycle Time) X (# of Pieces Produced)

Uptime

Equipment Efficiency Performance (EEP)

- Standard cycle time is measured in time per piece, i.e. if 2 parts are made per hour, cycle time is ½ hour.

- # of pieces produced included both good and bad parts produced- EEP cannot be valued any greater than 1.0

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EEP = (Standard Cycle Time) X (# of Pieces Produced) Uptime

30 good parts and 3 defective parts were produced with a standard cycle time of one part per hour.

 What is the EEP? EEP = (1 part) X (30+3)

(1 hour) 35 EEP = .943

Equipment Efficiency Performance (EEP) – Example Problem

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Takes “quality loss” into account Includes pieces that do not meet the standard

EQP = Total # Produced – Total # Defective Total # Produced

Since, # of good pieces = Total # Produced – Total # Defective

Then, EQP = # of Good Pieces Total # Produced

Equipment Quality Performance (EQP)

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EQP = Total # Produced – Total # Defective Total # Produced

A total of 33 parts were produced, 3 pieces were found defective.

 What is the EQP? EQP = 33-3

33 EQP = .909 

Equipment Quality Performance (EQP) – Example Problem

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OEE = (EA) X (EEP) X (EQP)

Current World Class benchmarks for these are:

EA = 90%, EEP = 95%, EQP = 99%

OEE = .90 X .95 X .99OEE = 84.65%

Overall Equipment Effectiveness (OEE)

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OEE = (EA) X (EEP) X (EQP)

EA = .875 

EEP = .943 

EQP = .909 

OEE = (.875) X (.943) X (.909) = .75 or 75% 

Overall Equipment Effectiveness (OEE) – Example Problem

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Make sure everyone is involved – especially the Maintenance Department!

Get buy-in from the area operators Make it easy for the operators to learn how

to perform the AM activity A good 5S program is essential to the

success of TPM Celebrate when you have successes!

Best Practices/Lessons Learned for TPM

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TPM can significantly improve a plant’s quality, productivity, and product delivery

TPM can generate culture changes in a plant

The only long term competitive advantage any company can have is its people.

Summary