tpm total productive maintenance for quarry plant(2)

PowerPoint Presentation

TPM Total Productive Maintenance Workshop(16/Oct/2016)For: GEMENCHEH GRANITE Sdn. Bhd.Km 22, Jalan Tampin-Gemas,73000, Gemencheh,Negeri Sembilan Darul Ehsan.

Presented by: Timothy WooiITS Management Sdn Bhd TPM -Total Productive Maintenance

International Educational Leadership Speaker. Provides consultation on Lean and leads Kaizen, TPM, Cellular system & Moonshine set up.A multi skill Mechanical background Green Innovator and Founder of Tims Waterfuel, an alternative Fuel supplement using Water that adds power, millage & reduce Co2 emission on Cars.Rode 18,290km thru 24 Countries over 5 months from Penang to London on a 125 CC Cub Cai.

Timothy Wooi

Certified HRDF Trainer & Principal Consultant for Lean Management and a Kaizen Specialist with 30 over years working experience.TPM -Total Productive Maintenance

An NGO Community worker for Prison, Drug Rehabilitation and Crisis Relieve & Training (CREST) Malaysia.

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This is a 2 day Course which is a company wide team-based effort to build quality into equipment and to improve overall equipment effectiveness (OEE) towards Zero Breakdown. Course Overview It uses Total Quality Control and Total Employee Involvement approach, in maintaining the Equipment towards a ready to use condition using energy efficiently. TPM -Total Productive Maintenance

Course ContentDay1Introduction to TPMTypes of MaintenanceOverall Equipment Efficiency ( OEE ) The Pillars of TPM (Part 1)The 6 Major Equipment waste Day2Steps in Introduction of TPMThe 5S Step towards TPMConditions Required for TPMTPM StrategyTPM Tools Set-back of TPM ImplementationCourse Evaluation, Recap and Closing TPM -Total Productive Maintenance

Course Overview

This course will guide you through to assess the activities of Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Maintenance Activities using a Visual Schedule. 5TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiencies and cost savings.TPM -Total Productive Maintenance

To implement a current Lean Maintenance System, Total Productive Maintenance (TPM) by;- understanding different types of Maintenance in TPM. - synergizing Production & Maintenance Staff working together as a team to Implement TPM for Equipment. Techniques - review and externalize Inspection activities to AM. - establishing a baseline through Clean to Inspect, - inspect to detect and Detect to Correct. & - attacking the 6 Big Losses.

Course ObjectiveTPM -Total Productive Maintenance

Upon the completion of the workshop, participant will be able to: 1) Get their workplace in order ahead of TPM introduction 2) Determine the Overall Equipment Effectiveness (OEE) of their machinery 3) Understand how to improve the efficiency of their machinery 4) Predict where failures are likely to occur 5) Be able to design and implement a TPM program

Course ObjectiveTPM -Total Productive Maintenance

Course Content

TPM -Total Productive Maintenance

Day2Steps in Introduction of TPMThe 5S Step towards TPMConditions Required for TPMTPM StrategyTPM Tools Set-back of TPM ImplementationCourse Evaluation, Recap and Closing

STAGE APreparationSTAGE BIntroductionSTAGE CImplementationAnnouncement by Management to introduce TPMIntroductory education campaign for the workforceSetting up TPM and Departmental CommitteesEstablish basic TPM policies and goalsPreparation and Formulation of a master plan

Develop an equipment management programDevelop a planned maintenance programDevelop an autonomous maintenance programIncrease skills of production and maintenance personnelPerfect TPM implementation and raise TPM levelsSTAGE DInstitutionaliseDevelop early equipment management programInvite customers, affiliated companies and subcontractorsSteps in introduction of TPM in Organization

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The main TPM kick-off should take the form of a formal presentation with all the employees attending.

This opportunity can be used to gain the full support of the employeesInvite external customers, affiliated and subcontracting companies

STAGE A - PREPARATORY STAGE Steps in introduction of TPM in Organization

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STEP# 1 Announcement by Management to all about TPM introduction in the organization Proper understanding, commitment and active involvement of the top management in needed for this step. Senior management should have awareness programs, after which announcement is made to all. Publish it in the house magazine and put it in the notice board. Send a letter to all concerned individuals if required.

STAGE A - PREPARATORY STAGE

Step# 2Introductory education campaign for the workforce

Training is to be done based on the need. Some need intensive training and some just an awareness. Take people who matters to places where TPM already successfully implemented.


Step# 3Setting up TPM and Departmental Committees TPM includes all the 8 pillars of TPM as part of it with improvement, autonomous maintenance and quality maintenance.

When committees are set up, it should take care of all those needs under its umbrella of responsibilities.


Step# 4Perfect TPM implementation and raise TPM levelsNow each area is benchmarked and fix up a target for achievement.The main objective of TPM is to increase the OEE of equipment.TPM addresses the causes for accelerated deterioration while creating the correct environment ownership between operators and equipment.


A master plan lays out your goals, what you will do to achieve them and when you will achieve them. Detailed plans for each pillar have to be prepared Step# 5 Preparation and Formulation of a master plan Determining PM frequencies and how to schedule PM : Time-based or usage-based scheduling How to measure PM effectiveness and results How to measure and analyze downtime and downtime trends


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STAGE B - INTRODUCTION STAGEThis is a ceremony and we should invite all. Suppliers as they should know that we want quality supply from them. Related companies and affiliated companies who can be our customers, sisters concerns etc. Some may learn from us and some can help us and customers will get the communication from us that we care for quality output.

2.The 5S Step towards TPM Implementation

STAGE C IMPLEMENTATION In this stage eight activities are carried which are called eight pillars in the development of TPM activity.

Of these, four activities are for establishing the system for production efficiency,

the other four are for initial control system of new products and equipment, training & education, one for control of safety, sanitation as working environment and also improving the efficiency of administration.

2.The 5S Step towards TPM Implementation

STAGE CImplemen-tationDevelop an equipment management programDevelop a planned maintenance programDevelop an autonomous maintenance programIncrease skills of production and maintenance personnelDevelop early equipment management program

STAGE C IMPLEMENTATION

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Once a decision has been made to initiate TPM, company and factory leadership should promote all 8 Steps below. =

Establish aBaseline

EnergyAwareness

Cleaning is Inspecting

EliminatingContamination

VisualManagement

Equipment /ToolMaintenance

EquipmentLubrication

ConsumablesTotal ProductiveMaintenanceWorkshop(TPM)1.Develop an autonomous maintenance program

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1.Develop an autonomous maintenance program=

Establish aBaseline

EnergyAwareness

Cleaning is Inspecting

EliminatingContamination

VisualManagement

Equipment /ToolMaintenance

EquipmentLubrication

ConsumablesTotal ProductiveMaintenanceWorkshop(TPM)Autonomous Maintenance is carried out by Production Department in Seven steps. Step 1: Establishing a baseline Step 2: Cleaning is InspectingStep 3: Visual ManagementStep 4: Cleaning and lubrication Step 5: Energy AwarenessStep 6: Eliminating Sources of Contamination

Step 7: Full implementation of Autonomous Maintenance using AM Check List & updating TPM board


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Step #1: Establish a Baselinethat the asset be reliable, easy to maintain and available when you need it.Establish a baseline on your equipment to determine exactly what condition it is in right now.

1.Develop an autonomous maintenance programThe goal is: A baseline helps guide our improvement activities and provides a starting point from which we can measure our improvements.

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To Establish the Baseline Condition of a Used CarCheck for body damageLook for leaksCheck tire wearObserve the gaugesListen for vibrations and noisesCheck for unusual odorsCheck Vibration

Step #1: Establish a Baseline

22The goal is that the car is reliable, available when you need it, and easy to maintain.

Think of the Indy 500 Car Race. In order to win you have to have 100% availability, it must be reliable, and is easy to maintain especially in pit stops. This all takes teamwork.

23Is the equipment difficult to:

LubricateInspectReachAccessCleanRemove Covers

Establish a Baseline to Determine the Condition of your Equipment.Is the equipment free of:

Dirt/DustPaintChemicalsAir LeaksSandSteam/Gas LeaksProcess PartsOil/Grease LeaksWater LeaksCoolant Leaks

Are the following identified?

Safety HazardsLockout PointsLubrication PointsInspection PointsE-Stop Procedures

Start up and ShutDown Procedures

Step #1: Establish a Baseline

23Have the audience read the foil and comment. Story from Canoga Park AMWA team of Employees at our Canoga Park facility conducted an AM Workshop on a Vertical Turret Lathe (VTL). It had been moved from another building to its present location.During the workshop, it was discovered that two of the gearboxes were completely empty of oil! This was a machine that was bought off and cleared to run. The reason: before the machine was moved, it was drained of oil, but no one ever put oil back in, once it was moved!In addition, before the move, the painted the machine, and during the workshop, team members found that the oil sight glasses were painted over and the machine ways were painted.Finally, a serious safety issue was found. The main machine ground that connects to the ground rod, was never hooked up! This is a good example of the importance of baselining.During this workshop, there are forms that will help us identify the condition of the asset today. Some of these conditions could lead to a safety hazard.

Lockout and Tag-outStandardized multi lockout and tag-out devices. (indicate department for personnel at work during the lockout tag-out )1.Develop an autonomous maintenance program Step #1a: Safety Procedures before performing Clean & InspectAn establishes minimum requirements to disable Hazardous Energy sources that could cause injury to personnel. All employees have to comply with the procedure.

What is a Lockout Device?A device that positively:prevents a machine from being started up or turned on,prevents a machinery part from moving,prevents electrical energizing, blocks a pipeline, steam line or air line

Step #1a Safety Procedures before performing Clean & Inspect

25A lockout device is a usually a lock, key, valve or switch cover that holds an energy isolating or control device in the off or safe position until the lockout device is removed. Lockout must be done according to an established procedure.

What is Tag-out?Tags are warning devices only. They dont provide the same level of protection as lockout devices. Use for information only, along with a locked device. They can only be removed by an authorized person.They must be legible, securely attached (e.g. zip-tie) not string and resistant to degradation.

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26Tags cannot be used as a substitute for lockout devices. They can only be used alone if there is no other way to positively control hazardous energy. However, they are often used along with lockout devices as an additional warning. The separate sign can be used as further warning or information.

When is Lockout / Tag-out required?When someone will be servicing or repairing machinery or equipment ANDthe unexpected machinery start-up or release of stored energy could cause injury

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27In many fatalities or injuries, another employee will start up a machine or open a valve, not aware that someone else is repairing the machine. The person working on this saw obviously would not want someone inadvertently starting up the saw.

Who Lockout / Tag-out

Affected employees people who use machines or equipment on which servicing is performed under lockout / tag- out.Other employees people who work in the area of locked out machinery or equipment.Authorized employees people who lock or tag-out machines or equipment to perform servicing.


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Six Steps Lockout Procedures1. Notify Employees(the reason there for)2. Shutdown Equipment(depress stop button, open toggle switch)3. Isolate Energy (from the equipment) 4. Attach LockoutDevice5. Release Stored Energy6. Verify LockoutService &Maintenance


29Sequence of Lockout ProcedureNotify all affected employees that a lockout is required and the reason therefor.If the equipment is operating, shut it down by the normal stopping procedure (such as: depress stop button, open toggle switch).Operate the switch, valve, or other energy isolating devices so that the energy source(s) (electrical, mechanical, hydraulic, other) is disconnected or isolated from the equipment.

Injuries that happened without Lock Out / Tag-OutElectrocution from live partsScalding from steam or hot liquidsChemical burns or poisoningFrom machinery: - Deep cuts and gashes - Crushing injuries - Amputations

All of these can be fatal when severe


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Provide a clean, efficient, and safe work environment.Enable you to identify conditions that lead to unexpected breakdowns.The goal is to:1.Develop an autonomous maintenance programStep #2 Cleaning is Inspecting (Action to address Dust and Dirt)

Example: Broken components, fluid leaks, air leaks, etc.

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Cleaning is Inspecting (Action to address Dust and Dirt)Q: Do you hand wash your Car or send it to a Car wash?

Step #2 Cleaning is Inspecting

32Q: What are the benefits of washing your car by hand?A: To allow you to identify problems, leaks, dents, loose parts, etc.Even if you use a car wash it is good to hand wipe the vehicle dry afterwards to inspect it for defects.

Note: Use of pressurized air for cleaning contaminates the machine and spreads unsafe contaminants into the air that we breath.

Clean to InspectInspect to DetectDetect to CorrectCorrect to PerfectUse the same theory as you would for washing your car: Hand Clean vs Car WashEveryone from the team gets Involved!

Step #2 Cleaning is Inspecting

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34Step #3 Visual Management for Autonomous Inspection The goal is to:Add signs, markings, and other visual devices so that normal and abnormal operating conditions are obvious to anyone at a glance.Enhance the cleaning is inspecting process by identifying correct locations for stored items and tools, and correct quantities of consumables.

Allow for easy identification of safety, quality, environmental, and process abnormalities.1.Develop an autonomous maintenance program

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35Visual Management (Identification of Direction)The goal is to:Add Signs, Arrows, and other Visual Caption so that Product Quantity, Location and Flow are obvious and able to attract anyone at a glance.Enhance the retrieval of Parts by identifying Specific location at a logical space for items to be stored.

Allow for fast Visual identification of actual physical quantity of parts.

Step #3 Visual Management for Autonomous Inspection

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Abnormal? Unknown? Normal?How would you know what the normal operating range is?How would you know if there were problems developing?

Visual Management (Identification of Norm) Step #3 Visual Management for Autonomous Inspection

36Show gauge viewfoil and ask:Q: Which of these gauges is correct? (You really cannot tell because there are no visual controls.)

Add numbers to the second gauge with a viewfoil pen.

How do the numbers help?

Now add a piece of pie-shaped window on the 3rd gauge. Even without numbers you can tell if the gauge measure is in the correct operating range.

How could you simplify these gauges?Example: in some race cars they adjust the gauges so the arrows all point up for their normal reading.

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Visual Management ExamplesStep #3 Visual Management for Autonomous Inspection

37Visual Management is the easy identification of devices so that normal and abnormal operating conditions are obvious to anyone at a quick glance. We need to know immediately when something isnt right. We want to be able to quickly detect abnormalities and take action to fix them. Examples are: Reservoirs are marked with high and low limitsGauges are marked with upper and lower operating pressuresAirline lubricators are marked with high and low limits; cleaning and inspection route numbers are assigned and visible.Pipes and hoses have flow direction indicators and are color coded to show type of fluid.Grease fittings are marked with cleaning and inspection route numbers.Electric motors have arrows showing direction of rotation.Fasteners are match marked to show correct tightness.Also, hazardous and dangerous areas and items are color coded for immediate identification.Identify correct locations and quantities for stored consumable items.Instructions are posted on how to respond to abnormal conditions.Visual Management is an integral part of the 5Ss.Create a place for everything...Example: floor marking outlines, shadow boards, fluid indicators, warning lights.This helps make each persons job easier.

38Lubrication (Yellow)Air/Vacuum (Blue)Hydraulic (White)Water (Green)Electrical (Red)Lockout/Tag/Tryout (Orange and Black) Inspection Checkpoints (White and Black)

3INSPECTION POINTAIR PRESSURE80-100 psi

#1Main Air Supply

LOCKOUTWork place Organization Standards - Color CodingStep #3 Visual Management for Autonomous Inspection

38Industry standards are provided for the labeling of equipment

(Team C will be responsible for the creation and application of these labels as identified by all teams for their quadrants per these standards)

39Step #4 Equipment LubricationThe goal is to:Provide guidance in identifying and developing lubrication requirements, routes, and visual cues for the proper lubrication of equipment.

1.Develop an autonomous maintenance program

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Why are we concerned about equipment lubrication?

Many moving parts are not lubricated

Many components are over lubricated

Lubricants already in components are contaminatedFailuresComponentsResourcesQuality28Step #4 Equipment Lubrication

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70% of all mechanical equipment failures are a result of improper lubrication.Too much lubricant is as bad as too littleSSSSSEquipment LubricationSSSSSStep #4 Equipment Lubrication

41Lubrication is fundamental requirement of all maintenance. Without lube, the equipment is doomed to fail.Lubrication reduces deterioration, friction, provides cooling, cleaning and flushing away of contaminants.Sometimes using the wrong lubricant, or too much lubricant, may be worse than no lubricant.Q: If you dont maintain oil in your car what will happen?A: Audience input.Oil analysis is a preventive tool used to diagnose equipment problems you might not be able to see. Just as blood analysis might tell us we have a problem within our bodies. Oil analysis can determine part wear or pending failure by determining the types of particulate found in the oil. Oil analysis can tell you when it is time to change oil. Unnecessary oil changes are eliminated saving both resources and money.

42Example: Bearing Block Lubrication This picture shows lubrication to only one side of bearing.Before AfterThis picture shows the additional grease fitting, so lubrication can be done on both sides

Step #4 Equipment Lubrication

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43Step #5 Energy AwarenessThe goal is to:Identify all sources of energy.Provide a process to manage energy costs switching off machines to conserve energy when it is not required.e


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The Energy commonly used

Water

Electricity Natural gas Hydraulics

People

Air/PneumaticInert gasesGravityStep #5 Energy Awareness

44Steam is used to heat buildings, tank lines, autoclaves, ovens

Water is used for everything from drinking fountains to paint booths.

Electricity powers everything from the lighting overhead to major airplane production equipment.

Air runs many of the hand tools and machines we use.

Natural Gas heats many of our buildings and part ovens.

All this energy serves us in building our products, however, it can severely harm us. When we lock out the equipment we must be especially aware of any source of energy to the asset.

Q: Can you name one source of energy not listed here?A: Gravity

Hazardous Energy Source Examples

Electricity live or storedLive electrical lines, Electrical capacitors, Lasers

Moving machinery partsEngines that move machinery parts, Hydraulic lifts, Pneumatic (air pressure) lines, Pressurized water lines, SpringsStep #5 Energy Awareness

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Any other active or stored energy sources that could harm a worker.

Hazardous Energy Source ExamplesStep #5 Energy AwarenessStored heat (steam lines or hot liquids). Hazardous chemicals in pipelines under pressure or force of gravity.

46Chemicals may not seem like stored energy in the normal meaning of the word, but some chemicals like acids, would cause injury if suddenly sprayed or splashed on a worker, thinking a pipeline is empty, disconnects a pipe or opens a valve.

What is an energy-isolating device?An electrical circuit breaker,

A device that physically prevents transmission or release of energy such as:

A machine block,A pipeline valve,Anything else that positively blocks or isolates energy.12Step #5 Energy Awareness

47These are also called energy control devices. Regular on-off switches (push buttons, selector switches, etc.) are not energy-isolating devices since they can fail they are not designed for energy isolation.There is one exception: On a motor vehicle such as a trucks and forklifts, WISHA will accept removal of the key from the ignition as electrical lockout even though a complete energy isolating measure would be to disconnect the battery.

48Step #6 Eliminating sources of ContaminationThe goal is to: Permanently eliminate sources of contamination in order to keep equipment clean and damage free. Simplify equipment for easy and safe cleaning and inspecting of places that are hard to clean, inspect, lubricate, and adjust.


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Source of Contamination (intermittently shorting out the machine)

Step #6 Eliminating sources of Contamination

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Hydraulic Tubes ( Example of two tubes rubbing together)

Step #6 Eliminating sources of Contamination

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Develop an A.M. Program for Operators.Re access maintenance activities, gather data and validate info for A.M. Checklist. (Take Pictures before on Kaizen Action Sheet Form.)

Create a DAILY Autonomous Maintenance Checklist. (Use Visual Roadmap / logout tag-out procedures / TPM Board )Operators routine cleaning and inspection will help stabilize conditions and stop accelerated deterioration.)

1.Develop an autonomous maintenance programStep 7: Full implementation of Autonomous Maintenance using AM Check List & updating TPM board

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ACTIVITY Analyze the existing conditions and set goals that are smart, use S. M. A. R. T. goal setting. (Gather Info for AM checklist)

AM Check List ExerciseAre the following identified?-Safety Hazards-Lockout Points-Lubrication Points-Inspection Points-E-Stop Procedures

-Start up/Shut Down Procedures

Step 7: Full implementation AM Check List & TPM board

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Goal Setting, S M A R T

HOW ?Know exactly what you want to accomplish.How will you know you met your goal?Ensure your goal is not too far to reach but far enough to be challenging.Link goal to something important to and that inspire youWhen do you want your goal to be met?

ACM Kaizen Leader Certification CourseMay 6-10, 200253Briefly describe all background

The principle of designing the maintenance of Equipment in the prevention of breakdown.

Develop an equipment management program

2.The 5S Step towards TPM Implementation STAGE C IMPLEMENTATION Early equipment management program can be applied to new Products and new Equipment and also existing Machines.

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Workshop Purpose: To ensure Equipment is in operational condition through routine inspection of parameters before start of operation. To trigger abnormality before damage occur.

To identify Inspection points with Visual Management for ease of Inspection using AM Check List. Develop an Equipment Management Program

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Audit, Review & Externalize Inspection Activities from Equipment Manual to Autonomous Maintenance Put in place TPM Board with Inspection Points & AM Checklist with Visual Management, supporting PM Implementation.Identify routine Inspection Activities from Equipment Manual to develop AM Checklist for AM Inspection & TPM Board. Noon Workshop Activity Develop an Equipment Management Program

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Noon Workshop Activity Log Out / Tag Out on Machine.

Actual Cleaning and Inspection of Machine to externalize to Autonomous Maintenance. (reference Clean & Inspection Checklist for Production Machine)

Record all problems found during Clean and Inspect to discuss and address on KAIZEN Action Sheet. Develop an Equipment Management Program

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TPM Board & AM Checklist with Visual Management Implementation.

TPM Board, AM Checklist, Road Map

New products must be designed so that they can be easily produced on new or existing machinesNew machines must be designed for easier operations, changeover and maintenance. Develop an Equipment Management Program

58The root word of maintenance is maintain, more often than not maintenance islooked at as the people that repair our equipment when it breaks.If you asked a Japanese person from a World Class manufacturing company what maintenance means they would probably say: Maintenance means maintaining and improving the integrity of our production and quality systems through the machines, processes and people who add value to our products and services. With TPM the focus of maintenance shifts from that of repairing, or reacting to failures to that of maintaining assets and preventing failures andquality defects in the first place.

Shop Floor TPM board (Example)

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DAILY AUTONOMOUS MAINTENANCE CHECKLIST Week:(Performed by Production)Date:WaterjetSTEPINSPECTION ITEM/SCONDITION/READINGCHECK BYACM NoSHIFTREMARKSRecord Actual(Initiate)D,S,N(Actions taken)MTWTFSSVerified by : .Page 2/3(Area Manager)file:TPM1 rev cDate :..

AM Checklist (Blank)

Example of Checklist (Waterjet) WATERJET STEPINSPECTION ITEM/SCONDITION/READINGCHECK BYACM NoSHIFTREMARKS(Indicate Actual)(Initiate)D,S,N(Actions taken)MTWTFSS1Robotic panel and computerSwitch on the robotic panel and computer _Check weather the robotic panel and computer working properly or not ;Normal - window screen appear (/)Abnormal - Call IS technician if the computer screen not appear (M)2Waterjet abrasive bulk_Check abrasive filterNormal - (/)Abnormal - filter damaged (inform Technician) (D)_Top-up abrasive before start trimming process Standard 2 bags / shift_Use vibrator to filter in abrasive into the bulk_Open compress air valve and open release valve at a same time._Check air regulator Normal - 4 bar (/)Verified by : .Page 1/3(Area Manager)file:TPM1 rev BDate :..

Waterjet Pool

Tank

water jet softerner PanelPC MonitorS# 1S# 1POU

WorkingTable S#2Abrasive bulk tranfer tankElectrical panel Intensifier pump Robotic control cabinateMain Compress air valveWater inlet valve no1Water inlet valve no2

Incoming Production Parts

Problem carts

Incoming Production Parts

PlywoodWorkingTable

Outgoing Production PartsWaterjet Road Map

Waterjet Road Map (Example)

Develop a Planned Maintenance ProgramSet up plans and schedules to carry out work on equipment before it breaks down, in order to extend the life of the equipment Include Preventive and Predictive Maintenance

Include management of spare parts and tools


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EquipmentMaintenanceEquipment /Tool MaintenanceThe goal is to:Have a routine schedule of activities for maintaining the asset in a highly reliable condition.Combine all the processes and tasks developed in previous modules relating to maintenance of the equipment. Ensure PMs are current. If PMs are not available, create them for this equipment.

Section B36 Develop a Planned Maintenance Program

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Tool MaintenanceExample Tool Maintenance

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Equipment /Tool MaintenanceHave a routine schedule of activities for maintaining the asset in a highly reliable condition.Pull together all the processes and tasks developed in previous modules relating to maintenance of the equipment. Ensure PMs are up to date. If PMs are not available, they should be created for this equipment.

EquipmentMaintenance Work with Reliability Team to install condition-based monitoring devices. Develop a Planned Maintenance ProgramThe goal is to:

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ConsumablesThe goal is to:Develop a list of consumable items needed for the routine maintenance of your equipment. Have a Parts Change History record.Establish minimum and maximum quantities, identify standard storage locations at point of use, and apply visual management.

Consumables Develop a Planned Maintenance Program

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Parts changed history for each machine/equipment( source of data: finance department based on PO for period from Jan 02 to 29 Jun 04)Equipment Name:Asset No.:Location:Data of purchase:DatePart changePart no.DescriptionRM/unitqty changedTotal RM

Consumables

ConsumablesHow to keep an effective and useful equipment history Develop a Planned Maintenance Program

Critical Consumerable Spares Re-stocking PlanDate:31-May-06( Source of data: Spare parts changed from Jan 04 to May 06 based on Avialability vs Lead time)Equipment Name: Gerber Kit cut Asset No: NoPartPart Source & Unit PriceLead Time Stock LevelNameNumberContact NUmber(US$)(Days)CurrentMinMax1Theta axis pulleyCR2-033122Theta motorA-CR2-194123Linear bearingCR2-053124KeypadCR2-044125Galil mation control cardDMC-1040126Amplifier icon cardA-CB2-110127Y axis inter connect cardCR2-041128X Y axis motorA-CR2-19312

Develop a Planned Maintenance Program


Components of a Well-organized P/PdM Program Equipment inventory/numbering system Critical Spare parts inventory/forecast Sequence of tasks (PM and PdM routes) Example Critical Spare ListCritical spares for water jet cutter machineItemP/N1Hi pressure seal kit001198-12Low pressure seal kit010641-13Mixing tube010460-40-304Orifice assembly014201-105Repair kit on/off valve010200-16Swivel assy single axis010140-17Cutting head assy8Repair kit 3/8 swivel007117-19Pressure valve control


How to Implement Maintenance TPM -3P (Plan, Preventive & Predictive) Review Maintenance TPM-Analyze existing Equipment condition and set SMART goals.(Choose 1 Equipment first).Example:-Revisit Preventive Maintenance Checklist & effectiveness of Execution.TPM kick-off.. & TPM Board 12 Steps to TPM Installation (after step 8 ) Develop a Planned Maintenance Program


Elements of PdM (mechanical and electrical) Equipment condition monitoring Predicting potential equipment breakdowns or to avoid expensive repairs

3P Maintenance TPM (Plan, Preventive & Predictive Maintenance) Predictive Maintenance Techniques, Applications, and Instrumentation covers;


Starting with a PdM base line (History of Failure) Retighten PM Schedule to include PdM Combining PdM with PM for greatest overall effect and least cost Organizational requirements

Predictive Maintenance (PdM) Implementation

Getting Organized for PdM &Planning for PdM, the preparatory steps; Develop a Planned Maintenance Program

PdM ImplementationOn existing machines:Analyze historical records fortrends of types of failuresfrequency of component failuresroot causes of failuresDetermine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process Develop a Planned Maintenance Program

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Vibration analysis/monitoring Shock pulse method Spectrographic oil analysis Ferrographic particle analysis Thermography/temperature measurement Non-destructive testing (NDT) Ultrasonic testing and more Specific PdM Techniques and Applications


Call for vibration check whenHour Meter reads 250

Pull Bearing Packs and Inspect when Hour meter reads 4000

Call for oil analysis whenHour Meter reads 2000

216931394Spindle #1ServosPower OnHrsHrsHrs

Example: Condition-based monitoring devices. Develop a Planned Maintenance Program

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Increase skills of production and maintenance personnel

STAGE C IMPLEMENTATION Raise the level of inspection for Operators through Small Group Activities (SGA) and start focusing on attacking the Six Big Losses of Production as a baseline.

Maintenance to Train Operators on Basic:PneumaticsHydraulicsElectrical SystemsDrive systemsMachine Specific Training

Sustaining and Continuous ImprovementForm and Sustain Small Group ActivitiesAll remaining tags have been completedEliminate or localize any remaining sources of contaminationMake Cleaning is Inspecting easier and fasterEnsure compliance with standards and processesEnsure management walk-through/audit is being followed Section BIncrease skills of production and maintenance personnel

78Criteria for step two:1. All of the tags from the workshop are completed.2. Small group activity is in place and continuing on where the workshop left off. 3. All sources of contamination are eliminated or contained4. Cleaning is inspecting is under 10 minutes.5. The area management is conducting management walk-through and audits.6. Standards that were developed during the workshop are being followed.If any one of these follow-up items are being neglected you have not advanced to Step Two.

Increase skills of production and maintenance personnelRaise inspection and restoration skill levelsReview and improve Cleaning is Inspecting and Lubrication Standards

Strengthen Routine MaintenanceEnhance visual controlsEnsure operators and maintenance are creating Single Point Lessons

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Standardization Section B42Increase skills of production and maintenance personnelMaintain effective Autonomous MaintenanceMaintain effective autonomous SGAIntegrate proactive quality maintenance

Review roles of operator Improvements and standardization of work.

80Criteria for step five:1. Standard work in place both for how the equipment is maintained as well as how the process is performed. 2. Maintaining all of the previously mention items in steps two through four. 3. Integrating Quality Maintenance into the operators daily activities. If all of these items are not being performed then you have not advanced to step five.

2016/10/781Pneumatic systemsHydraulic SystemsElectrical SystemsDrive Systems

Maintenance Training For Maintenance group should then focus on Advanced:

Increase skills of production and maintenance personnelMachine Specific TrainingSkill Specific Training

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2016/10/782Single Point LessonsSingle Point Lessons let you quickly (ten minutes or less) communicate key points on any subject either verbally or visually. Increase skills of production and maintenance personnelYou can augment your lesson with visual support if appropriate.

82Single point lesson can and should be created by everyone. They are a great way of sharing knowledge and moving towards standard work.

Single Point LessonsSuggested topics for lessons include, though not limited to:Increase skills of production and maintenance personnelA well prepared Single Point Lesson stands alone, and can be delivered by anyone who feels comfortable doing so, whether or not they are a subject matter expert.A specific maintenance procedureAn inspection task for Quality ControlA detail of a safety checkAn office procedure, such as record keeping for AM

83Single point lesson can and should be created by everyone. They are a great way of sharing knowledge and moving towards standard work.

Promote all the 6 Steps to full Autonomous Maintenance and Strive to meet zero failures and zero defects while maintaining a proactive attitude.

Step 1: Autonomous Maintenance Workshop(8 elements)Step 2: Sustaining and Continuous ImprovementStep 3: Higher level of inspectionStep 4: Strengthen Routine MaintenanceStep 5: Standardization Step 6: Autonomous Maintenance

27Increase skills of production and maintenance personnel

How to Develop and Install a Good PM System -Do Dot Visual Master Plan & TPM BoardMaximizing Equipment Utilization Attacking the 6 Big losesEngineering TPM Kaizen -Improvement Projects to address risk of breakdown - 10 Steps to Improvement Action Plan

[email protected] Workshop Activities Develop an Early Equipment Management Program



How to Develop and Install a Good PM System

[email protected] Do Dot Visual Master Plan & TPM Board Develop an Early Equipment Mgmt Program


Shop Floor TPM board (Example)

Develop an Early Equipment Mgmt Program

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STAGE D INSTITUTIONALISED Perfect TPM implementation and raise TPM levels

By all there activities one would has reached maturity stage. Now is the time for applying for PM award.Also think of challenging level to which you can take this movement. Steps in introduction of TPM in Organization

Quality & Kaizen Overview Quality Improvement Action Plan Engineering TPM Kaizen -Improvement Projects to address risk of breakdown Maximizing Equipment Utilization

After Maintenance Workshop

STAGE D INSTITUTIONALISEPerfect TPM implementation and raise TPM levels


Team Charter/ formation and TPM kick-off (Kaizen Objective & Scope Form)

Focus Kaizen -Workshop Charter(Autonomous Maintenance Improvement)Focus Kaizen -Team Charter Workshop Activity Perfect TPM implementation and raise TPM levels

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Team Members :Sponsor : ___________________Project Facilitator (TPM Support) : Timothy WooiTeam Leader : ______________ (Dept)Co-Leader : __________________ ( Dept)Members:_________________________ ( Dept)_________________________ ( Dept)_________________________ ( Dept)_________________________ ( Dept)_________________________ ( Dept)_________________________ ( Dept)_________________________ ( Dept)_________________________ ( Dept)Key Interdependencies1. Production 2, Planning 3. Engineering

[91]Sample of Focus Kaizen Team CharterBackground/Core issues: The current stage of Daily and Weekly maintenance are executed but not up to mark. There are many difficulties to do a good jobs to upkeep the machine at good condition. Amount the common complaints are time constraint and discipline to conduct routine maintenance tasks. The current audit of the machine condition show many potential of improvement. The reoccurrence of printing quality problems and pressure from keeping up with production schedule even at low demand period required the team to re-examine the current approach of the daily & routine maintenance.

Perfect TPM implementation and raise TPM levels

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Focus Kaizen Objectives :To improve the current Daily & Weekly Cleaning and Autonomous Maintenance methodologyTo make/impart awareness on Autonomous Maintenance.

[92]ScopeTarget : Machine ?Include: Daily & Weekly Cleaning Routine Maintenance, all area within the machine boundary (white mark)Exclude: Monthly Planned Maintenance (major Service, Overhaul), Predictive Maintenance, Break Down repair.

Kaizen Techniques involved:- 5S, Visual Management, Autonomous Maintenance

Autonomous Maintenance Improvement Focus Kaizen -Workshop Charter

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2016/10/793(Kaizen) Focused ImprovementGradual, unending improvement, doing little things better every day, setting and achieving ever higher standardsEngineering TPM (Kaizen) -Improvement Projects to address risk of breakdown

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3.Conditions Required for TPM


TPM is a paradigm shift that focuses everyone in the organization toward improved equipment effectiveness. TPM is not a short-term fix,but a never-ending journey that drives the plant toward world-class performance.

3. Conditions Required for TPM

A manager that does not spend 20% of their time involved in TPM is only offering lip service

Tokutaro SuzukiVice Chairman, Japanese Institute of Plant Maintenance

6 Steps to implement full Autonomous Maintenance

Step 1: Autonomous Maintenance Workshop(8 elements)Step 2: Sustaining and Continuous ImprovementStep 3: Higher level of inspectionStep 4: Strengthen Routine MaintenanceStep 5: Standardization Step 6: Autonomous Maintenance

27 4.TPM Strategy


4.TPM Strategy

4.TPM Strategy Increase (OEE) Improve existing planned maintenance systems The operator is the best condition monitor

Provide training to upgrade operations and maintenance skills Involve everyone and utilize cross-functional teamwork

5.TPM ToolsWhat tools in lean do we have that ensure machine reliability, high production capacity,and also ensure that the workplace and machines are not dirty and oily so that we do not have quality defects and equipment failures?TPM -Total Productive Maintenance

The 3P Maintenance TPM (Plan, Preventive & Predictive Maintenance) Management.Typical Team membersfive to seven operatorsa maintenance persona technical expertToolsParetoCause & effectRoot causeMethods Analysis

5.TPM Tools

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SUSTAINABLE IMPROVEMENTOne of the greatest challenges at any company is how to achieve sustainable improvement. This includes both achieving short-term success andmaintaining that success over the long-term. Engaging employees is important for both short-term and long-term success of initiatives. TPM -Total Productive Maintenance

6.Setback of TPM Implementation

A powerful technique for engaging employees is creating a shared vision of improved state of the company, outlining how it will benefit employees. This will create a strong, broad-ranging motivation to succeed. Another technique is recognizing and rewarding desired behavior. In the context of TPM, this may include providing a monthly rotating trophy for the Best5SArea or awarding gift certificates each month for the Biggest Kaizen Improvement.6.Setback of TPM Implementation

For Choosing ITS Management Sdn BhdAs Your Training ProviderIf you have questions or require further assistance later, please email to:[email protected] Email Subject: Attn: Timothy Wooi Other inquiries, please email to: [email protected]

Team D Suggested Layout of Information BoardSuggested Layout of Information Board Board measures 36X48 mounted -- 40 to 48 inches from the floor Attach Consumables list to TPM cabinet door Lockout instructions & map to be located on main electrical cabinet (not on TPM Board)

OEE Weekly Summary Sheet
(if Available)

P.M. Schedule

List of persons responsible for updating each item on this board

TPM Information BoardMachine OperatorMachine Name

Operators Name(s)

Instructions for Lube & Critical Cleaning

Any Single Point Lesson place behind these instructions

TPM Management Walk-through ChecklistSmall Group Activity Improvement Items (form)

Start-up/Shutdown Process Map on BackTeam D

Note:
Board construction wood with cork facing or magnetic

Operator Sign-off Sheet (daily)

Team D Suggested Layout of Information BoardSuggested Layout of Information Board Board measures 36X48 mounted -- 40 to 48 inches from the floor Attach Consumables list to TPM cabinet door Lockout instructions & map to be located on main electrical cabinet (not on TPM Board)

OEE Weekly Summary Sheet
(if Available)

P.M. Schedule

List of persons responsible for updating each item on this board

TPM Information BoardMachine OperatorMachine Name

Operators Name(s)

Instructions for Lube & Critical Cleaning

Any Single Point Lesson place behind these instructions

TPM Management Walk-through ChecklistSmall Group Activity Improvement Items (form)

Start-up/Shutdown Process Map on BackTeam D

Note:
Board construction wood with cork facing or magnetic

Operator Sign-off Sheet (daily)