tpm cycle b

Total Productive Maintenance

© 2016 The Leadership Network®

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Current State and Criticality AssessmentCycle B



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Four Cycle-11 Step TPM

ReviewPerformance

Criteria & History

Measurement & Opportunity

analysis of KPIs

(incl. OEE)

Equipment Criticality

Assessment

Condition Appraisal & Restoration

plan

Root cause Analysis &

Problem Resolution

Individual & Team Skill Development

Leadership &

Behaviours

Audit & Review Process

MEASURECURRENT STATE

& IDENTIFY OPPORTUNITY

CONDITION REVIEW

(INCL. SAFETY ENERGY, &

ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICE

ROUTINES

FUTURE STATE REALISATION

THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set

Improvement priorities

DevelopFuture Total Asset Care

Best Practice & Standard Work

1 2 3

4 5 6

7 8

9 10 11



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1.0 Sketch the machine process, make sure that you know how it functions

2.0 Identify the components to the level of replacement parts

3.0 Assess each against the headings of maintainability, reliability etc. and total to agree priorities.

Step 4 - Criticality Assessment



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Equipment Criticality Assessment Form



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• Let’s look at an everyday example….

• The Motor car (Worked exercise)

Car Criticality Exercise



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Car criticality Exercise



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• Let’s look at another example….

• Taking the example of the data projector.

• What is the critical component?

Another example



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• Builds Teamwork between Operators & Maintainers• Understanding of the Equipment Functionality• Checklist for Condition Appraisal (Step 5)• Focus for Future TPM Asset Care (Step 6)• Highlights Safety & Environmentally Critical Items• Potential Impact on OEE• Highlights Weaknesses Regarding:-

þEase of OperationþInherent ReliabilityþEase of Maintenance

Step 4 - Criticality Assessment Outputs



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EQUIPMENT DESCRIPTION

Packing Line 6 (P6)

1-3 RANKING AS IMPACT ON:

S A P Q R M E C TOT

1. Checkweigher 2 3 3 3 1 1 1 3 17

Step 4 - Criticality Assessment

List all Elements

Assess all Elements

Impact on Six Losses

Optimum Conditions

• Safety

• Availability

• Performance

• Quality

• Reliability

• Maintainability

• Environment

• Cost

1 = No impact

2 = Some impact

3 = Major impact

Optimum Checkweigher Conditions• The checkweigher is calibrated (FLOAC)

• The belts are clean (FLOAC)

• The correct format is entered (FLOAC)

• Load cells are clean (FLOAC)

• Motors are in good condition and bearings are good (FLOAC, PM, condition monitoring)

• All rollers are free and easy to rotate (FLOAC, PM, condition monitoring)



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Condition Appraisal



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ReviewPerformance

Criteria & History


analysis of KPIs

(incl. OEE)


Assessment


plan


Problem Resolution


Leadership & Behaviours


MEASURECURRENT STATE & IDENTIFY OPPORTUNITY

CONDITION REVIEW(INCL. SAFETY ENERGY, & ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICEROUTINES

FUTURE STATE REALISATION THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set




1 2 3

4 5 6

7 8

9 10 11



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• Go to the machine and systematically inspect every square centimetre for deterioration and hence refurbishment needs.

• Look for:– Dirty or neglected equipment– Disconnected hoses– Missing nuts and bolts producing visible instability– Steam leaks and air leaks– Air filter drains that need cleaning– Jammed valves– Hydraulic, lubricating and oil leaks– Measuring instruments too dirty to read– Abnormal noises in pumps and compressors

• Pay particular attention to critical components. They should be kept in optimum condition

Step 5 - Condition Appraisal(Spot the Rot)



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Step 5a - Condition Appraisal

Sort-Should these bags be here?

Opportunities for better visual management?



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Spot the Rot

What is the optimum setting??



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Theconditionappraisalwillhelpyoutoorganisetheequipmentinitialcleaning(anindepthconditionappraisal)

Step 5 - Condition Appraisal

This is all part of the “Can Do” Activity

Positive Effects

Restore & EliminateAbnormalities

DiscoveringAbnormalities

Checking

Cleaning

Attitude Becomes

Pride in the

workplace



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• Go to the assigned Area and in 30 minutes find as many things wrong, no matter how small, incidental or apparently “trivial”. If it’s not as you would expect it or want, then list it!

• Take some close-up photographs to illustrate some of your examples

• Include the Workplace Organisation as well as the Equipment itself.

• When you think you’ve finished, re-look and find 10 more things wrong.

• Complete only the ‘Description’ column at the Area and the other columns back at the Training Room

Spot The Rot’ Exercise



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Item No

Description Safety Issue?

Environment Issue?

Potential Impact of the OEE?

Yes No Yes No High Med Low Zero

Spot the Rot Form



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TEAM TotalIssues

SafetyIssues

EnvironmentalIssues

OEE Impactof H,M & L

TOTAL

%

Spot the Rot Summary



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1. TPM is about positive obsessive attention to detail.2. Use our given senses of Look, Listen, Smell, Feel /Touch, Discuss.3. Even the smallest thing wrong can develop into a major problem. At best

it will stay as it is. At worst it will deteriorate. It certainly won’t get better on its own !

4. Spotting what’s wrong is only half of the solution. Correcting the problem with a permanent ‘100 year fix’ is the other half.

5. Many small problems have potential safety and/or environmental issues.

6. Some will eventually impact on the OEE7. In the real TPM “Cleaning is Inspection.... is spotting deterioration.... is

catching it before it becomes catastrophic.... is pride in the workplace.... is a “hassle” free shift.... Resulting in ‘’Pride of Ownership”

Spot the Rot Exercise-Key Learning Points



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• The objective of the Restoration or Refurbishment Programme is to set up a Repair and Replacement Plan, based on the Condition Appraisal (Step 5b )

• The plan will provide a detailed summary of actions to be co-ordinated by the team and will include:– Dates and Timescales– Resource (labour, materials, time)– Responsibilities– Control and feedback (Management of Change)

• To aid Planning and Completion of Refurbishment Tasks, it may be helpful to categorise up to three work packages:– On the Run (Low Cost/Easy to Do/No Outage)– Minor Planned Outage (8 to 24 hours)– Major Planned Outage (involving Redesign/Fabrication).

Step 5b - Restoration Plan



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ReviewPerformance

Criteria & History


analysis of KPIs

(incl. OEE)


Assessment


plan


Problem Resolution


Leadership & Behaviours


MEASURECURRENT STATE & IDENTIFY OPPORTUNITY

CONDITION REVIEW(INCL. SAFETY ENERGY, & ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICEROUTINES

FUTURE STATE REALISATION THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set




1 2 3

4 5 6

7 8

9 10 11



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Step 6 - Cleaning is Inspection

Object of Cleaning:Remove dirt, dust

& other contaminants &….

Prevent accelerateddeterioration

By means of cleaning…Touch every part of

the equipment

By means oftouching…

Discover malfunctionsin each part

(overheating, vibration,Abnormal noises,

breakdowns)

Constantly check changes

Prevent problems fromoccurring



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Understanding EquipmentDeterioration

Two Types

Of

Deterioration

Natural

Accelerated

Age

Wear

Corrosion

Material Property Changes

Design Weaknesses

Environment Masks the Obvious

Conditions of use not Heeded

Failure to Maintain Basic Conditions



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• TPM is centred on Teamwork between the Operator and the Maintenance Technician by taking shared responsibility for the health and reliability of their Equipment Assets So we need to view and consider both roles together in order to define who does what and hence the why, when and how.

• We encourage the analogy that healthy equipment is just like a healthy body. In this scenario the Operator is the Nurse of the Asset (the patient) and the Technician is the Doctor (and occasionally the Surgeon) of the Asset.



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Effective Maintenance in the Lean Enterprise with a Future

DailyPrevention

MeasureDeterioration

Inject BeforeBreakdown

Routine ServiceCleanAdjustInspect

(Autonomous Maintenance

Monitoring&

Prediction(Condition Based

Monitoring)

TimelyPreventativeMaintenance

(Fixed Interval PM Schedules)

Healthy Equipment is like a Healthy Body!!



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Eliminating Breakdowns and other ‘Unplanned’ Events - The Reality

For Every 100 Unplanned Breakdowns or Stoppages:

➢ 40 Can be eliminated by refurbishing and hence restoringequipment to standard conditions (Step 5)

➢ 20 Can be eliminated by applying appropriate Daily Front LineOperator Checks (Step 6) and Best Practice Routines ofOperation (Step 8)

➢ 25 Can be eliminated by applying regular and relevant ConditionMonitoring and Planned Maintenance (Step 6)

➢ 15 Can be eliminated by designing out physical weaknesses inthe equipment (Step 7)



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• In order to keep the equipment to its restored state and standard, it is vital to divide the Total Asset Care into three elements:

• Front Line Operator Asset Care Checks. – Abbreviated to FLO’AC’s and carried out on a shift or day-

by-day or even weekly basis-not requiring spanners or screwdrivers but making maximum use of visual indicators, in order to make it easy to do right, and difficult to do wrong. The operator therefore starts to carry out the more interesting tasks and progressively expand their knowledge and capability. Floac check generally take less than 10 mins.

Ongoing Asset Care



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• Condition Based Monitoring.– Abbreviated to CBM routines which are selectively

applied using the well proven technologies of thermography, oil debris analysis and vibration monitoring-but also recognising that the best condition monitor ever invented is the Operator using their own senses of look, listen, feel & touch-(with the proviso that initially this excludes anything electrical )

•

Ongoing Asset Care



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• Planned Maintenance schedules. – Referred to as PM’s which are usually based on a

combination of fixed interval and /or post inspections and include spares provisioning

Ongoing Asset Care



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• There are major benefits of this overall approach for the Maintenance Technician – They can spend more time on design and engineering

out problems – Less work is outsourced – More knowledge and ability is developed in-house – The Technicians themselves feel more motivated and

more valued

• For the operator– Opportunity for skill development– Better understanding of the work that they do– Respected and valued for their opinions

Ongoing Asset Care



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• In the real TPM “Cleaning is Inspection.... is Spotting Deterioration.... is Catching it before it becomes Catastrophic.... is pride in the workplace.... is a “hassle free’’ shift.... Resulting in ‘’Pride of Ownership”.

Using our senses



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Sight Touch Hear Smell Taste

Vibration ➼ ➼ ➼

Leaking ➼ ➼ (➼)

Over Heating ➼ ➼ ➼

4th Reason ?

The Link with Human Senses



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Sight Touch Hear Smell Taste

Vibration ➼ ➼ ➼

Leaking ➼ ➼ (➼)

Over Heating ➼ ➼ ➼

They go BANG !! ➼ ➼ (➼)

The Link with Human Senses



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• Three key factors about those Front Line Operator Asset Care Checks….– They quite probably don’t get done by anyone at the

moment (so it’s not a hidden agenda to get the Operator to do the Maintainer’s job) and ….

– They do not involve using any spanners, screwdrivers- far less voltmeters !

– The checks are developed by both the Operator and the Maintenance Technician – Who also helps train the Operators to carry them out via Single Point Lessons and Standard Work

Developing FLOACs



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DEVELOP ASSET CARE LISTS, INSPECTION AND PM’S

Step 6 - Develop Future Total Asset Care

Overall Plan (6)

CriticalAssessment(4)

ConditionAppraisal(5a)

RefurbishmentPlan(5b)

CMMS

Pre-ProgrammedTechnical/Servicing Timetable

MaintainerPPM’s

Shared Responsibility CBM

Operator FLAC

ASSETSpares List

FEEDBACK

Machine-sideplusVisual Indicators

SinglePoint Lessons

OPERATOR/MAINTAINERTRAINING RECORDS

ROUTINE ASSET CARETimetable (Machine-Side)

Step 8



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• Review Criticality analysis work sheet.

• Review condition appraisal or ‘Spot the Rot’ assessment form

Work sheets

tpm cycle b

Business