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TPM Implementation Blue-Printwww.tpmquality.com
By: Moses Tan (MSc, BIT), Principal TPM Consultant, ZenPower International
ZenPower InternationalPresentation.
Z
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ZenPower InternationalIntroduction.
Who We Are:
ZenPower International was established in 1995 with its registered office in Singapore.
Our Vision.To be the preferred regional provider of training, consultancy and sales services known for its integrity and excellence in business Quality, Reliability and Delivery.
Z
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Understanding and Using Autonomous Maintenance and OEE concept for Continuous
Improvement in manufacturing
Focus:
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LangkahLangkah--1 : 1 : MengembalikanMengembalikan PeralatanPeralatan SepertiSeperti AsalAsal( Step( Step--1 : Restoration Equipment )1 : Restoration Equipment )
OPERATORS
LEADER
MAINT.STAFF
ENGR.STAFF
CONFIRMATION OF PROGRESSDEPT.CHIEF
SUPERVISORSGROUP LEADER
LIST OF EXT/INTABNORMALITIES
MEETING TOPLAN COUNTERMEASURES
COUNTERMEASURES
STEP-1 AUDITMODEL MACHINE
MAINTENANCESTAFF
ENGINEERING STAFF
AUTONOMOUSMAINTENANCEGROUP
FOLLOW UP ON AUDITFEEDBACK
COUNTERMEASURESEXTENDED TO ALL
EQUIPMENT
AUDIT
DEPT.CHIEF
LEADER
SUPERVISORS
TO NEXT STEP
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LangkahLangkah--2 : 2 : MenghapuskanMenghapuskan PuncaPunca--PuncaPunca KekotoranKekotoran( Step( Step--2 : Eliminate Contamination & Stains on Area & Parts)2 : Eliminate Contamination & Stains on Area & Parts)
Complete Step-1
Step-1 Summary results & findings
What ?
Where ?
How much
Why ?
AM Team=> 70%
Countermeasures
1st Pre-Auditby TPM Dept.
Present Countermeasuresto TPM WC andimplementation
GM/SponsorsAudit
Step-3
Own areaBuy - Off
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Langkah-3 : Memudahkan Kerja-Kerja Pembersihan, Pemeriksaan Dan Pelinciran
( Step 3 : Improve Equipment Accessibility ).AM Leader
Model m/cPassedStep 2
Areas difficult orinaccessible for cleaningchecking & lubricating
Inaccessible
No Place ToStand
Wiring or pipingobstruct
Cannot see easily
Time Consumingto clean
Time Consumingto clean
Product Manager
Operator Leader/ Operators
Supervisor
Model MachineGoes To
Step 4
Pre-Auditby TPM Dept.
W/CBuy Off
GMAudit
OwnArea
Buy Off
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LangkahLangkah--4 : 4 : PiawaianPiawaian PenyelenggaraanPenyelenggaraan AwalAwal( Step 4 : Initial Maintenance Standards )( Step 4 : Initial Maintenance Standards )
Model m/cpassedStep 3
Initialmaintenancestandard
Hard to lubricate
Hard to checkoil level
Abnormalityin lubrication
equipmentAbnormalityin circulation of lubrication
Equipmentgets dirty
during oiling
Product Manager
AM Leader
Operator Leader/operatorCounter measure for
cleaning and checking
Supervisor
Draft standardsfor cleaning,inspection &lubrication
Engineer & Maintenance
Trial PeriodAttach
identificationlabel
Confirmstandard for
cleaning,inspect &
lubrication
TPM dept.Pre-audit GM audit
Proliferationof Step 4
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Prepare texts and dailyschedules/check lists
Prepare texts and dailyschedules/check lists
LangkahLangkah--5 : 5 : SkilSkil PemeriksaanPemeriksaan AmAm( Step 5 : General Inspection skills )( Step 5 : General Inspection skills )
•Lubrication •Equipment parts tightening •Pneumatics•Hydraulics•Electrical•Drive System•Water•Fire prevention/safety
•Lubrication •Equipment parts tightening •Pneumatics•Hydraulics•Electrical•Drive System•Water•Fire prevention/safety
select general inspection items
select general inspection items
ManualsManualsManuals
ChecklistChecklist
Cut awaymodels
Cut awayCut awaymodelsmodels
RevisedMaintenance
standards
RevisedRevisedMaintenanceMaintenance
standardsstandards
Managers/supervisorsparticipate in training
Managers/supervisorsparticipate in training
TestTest
Implementgeneral Im..
TPM office Pre-Audit
TPM office Pre-Audit
GM AuditGM AuditProliferate
Step-5
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Prepare texts and dailyschedules/check lists
Prepare texts and dailyschedules/check lists
( Step 5 : General Process Inspection )( Step 5 : General Process Inspection )
• Process Flow• Process knowledge.• Adjustment skills• Abnormalities in Process.• Process flowchart.
• Process Flow• Process knowledge.• Adjustment skills• Abnormalities in Process.• Process flowchart.
Select General Process items
Select General Process items
ManualsManualsManuals
ChecklistsChecklists
Cleaning standards
Cleaning Cleaning standardsstandards
Process Inspectionsschedules
Process Process InspectionsInspectionsschedulesschedules
Managers/supervisorsparticipate in training
Managers/supervisorsparticipate in training
TestTest
Implementgeneral Im..
TPM office Pre-Audit
TPM office Pre-Audit
GM AuditGM AuditProliferate
Step-5
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LangkahLangkah--6 : 6 : PemeriksaanPemeriksaan AutonomiAutonomi( Step( Step--6 : Autonomous Inspection )6 : Autonomous Inspection )
Maintenance Inspection standards,breakdown analysis
Operators who understand theirequipment (able to maintain inspection standards)
Step- 4Step- 4
Daily checking,adjustment,andimprovement ofconditions for correct operation
Daily checking,adjustment,andimprovement ofconditions for correct operation
Step1 to 3:Step1 to 3:
Establish basicconditions(cleaning andlubrication)
Establish basicconditions(cleaning andlubrication)
Step- 5 Revise provisional standards
Finalise standards for cleaning and lubrication
Insp
ectio
n sk
ill c
heck-
up
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LangkahLangkah--7 : 7 : MengaturMengatur Dan Dan MenguruskanMenguruskan TempatTempat KerjaKerjaStepStep--7 : 7 : OrganiseOrganise and Manage Workplaceand Manage Workplace
Organise and set standards for :
EQUIPMENT PRECISIONINSPECTION ITEMS
TOOLS AND MATERIALSFLOW AND STORAGESTANDARDS FOR
INDIVIDUAL WORKRESPONSIBILITIES
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OEE= Availability * Performance Rate * Quality
Rate
= Maximum 100%
Under Actual Manufacturing conditions, some losses are inevitable. Hence the Best Practices have adopted
85% as a realistic monthly target.
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Equipment OEE LossesEquipment Total Available time in 8 hr shift = 480 mins.
Equip. Planned D/T = 20 minsEquip Loading time = 460 mins
Equip UnPlanned D/T = 60 mins
Equip. Operating time
Equip Speed Performance Losses.
Equip Nett Operating time
Equip. Quality Losses
Equip Valuable Operating. time
Rea
l Mea
sura
ble
time
Virt
ual/I
mm
easu
rabl
e tim
e.
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Calculating
Availabilityin OEE .
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Equipment OEE LossesEquipment Total Available time in 8 hr shift = 480 mins.
Equip. Planned D/T = 20 minsEquip Loading time = 460 mins
Equip UnPlanned D/T = 60 mins
Equip. Operating time
Equip Speed Performance Losses.
Equip Nett Operating time
Equip. Quality Losses
Equip Valuable Operating. time
Rea
l Mea
sura
ble
time
Virt
ual/I
mm
easu
rabl
e tim
e.
A
B
C
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Availability & Utilization
• Losses due to unplanned downtime only.
• The unplanned events are Machine Breakdown and Setups.
• Small fluctuations.
• Losses due to the …same reasons plus
• Planned downtime ...mainly due to ‘no ...schedule’ during ...poor business …conditions or …holidays, PM shuts
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Calculating
Performance Ratein OEE .
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Equipment OEE LossesEquipment Total Available time in 8 hr shift = 480 mins.
Equip. Planned D/T = 20 minsEquip Loading time = 460 mins
Equip UnPlanned D/T = 60 mins
Equip. Operating time
Equip Speed Performance Losses.
Equip Nett Operating time
Equip. Quality Losses
Equip Valuable Operating. time
Rea
l Mea
sura
ble
time
Vir
tual
/Imm
easu
rab
le t
ime.
1.Equip Breakdown losses.2.Equip Setup losses (>10min)
3. Minor Stoppages losses.
4. Reduced Speed losses.
5. Defect losses
6. Yield/startup losses
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USEFULNESS OF OEE
• Provides a long-term baseline of equipment condition for improvement measurement.
• When an OEE analysis chart is plotted, the exact reasons in terms of the 6 Big Losses are clearly understood.
• Suitable tools can be used to address specific selected Losses.
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Machine Type : ASA 808 Month of data : Oct'01 Analysis Done By : CS Lee Date : 2001Dec05Machine Number : AM10 (TSSOP 14 / 16 ld) Data Attached : Verified By TPM : KS Chew Date : 2001Dec07
1-Month Summarized Data in Minutes1. Total available time = 44640 min2. No schedule time = 26870 min3. Planned downtime = 3655 min 3a. PM time = 0 min 3b. Meeting time = 0 min
3c. Housekeeping / TPM = 3655 min4. Loading time = 1 - 2 - 3 = 14115 min = 846900 sec5. Unplanned downtime = 2941 min 5a. Machine breakdown = 2168 min 5b. Engineering time = 0 min 5c. QC / QA time = 193 min 5d. P.Parts shortage = 580 min 5e. No material (Lot waiting) = 0 min 5f. Facility stoppages = 0 min 5g. Break time / No operator = 0 min 5h. Rework / Retest = 0 min 5i. Conv. / Setup = 0 min6. Production time = 4 - 5 = 11174 min7. Total quantity processed (Actual O/P) = 33877 frame8. TCT (theoretical cycle time) = 109.86 sec 8a. Theoretical possible O/P = 4/8 = 61671 frame9. MCT (machine cycle time) = 128.32 sec 9a. Currently possible O/P = 4/9 = 52799 frameOther remarks:10. Availability rate = 79.16 % Performance rate = 69.39 % Quality rate = 99.80 %
11. OEE = 54.82 % TIME
Remarks: TSSOP 14 / 16 ld = 50 unit / frame.
OEE-Analysis Format
output
Scale : Y-1 : 5k X-1 : 2.5k
10
20
30
40
50
5 10 15 20 25 30 35 40 45
60
70
80
90
100
110
Theoretical Possible O/P
Current Possible O/P
MTBA + Idling
Total Available Time
Planned downtime + No scheduleLoading time
Unplanned downtimeProduction time
Speed loss
Actual O/P
Unplanned dow ntime
Before
IDENTIFY THE MAJOR LOSSES THROUGH THE OEE ANALYSIS
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Machine Type : ASA 808 Month of data : Oct'01 Analysis Done By : CS Lee Date : 2001Dec05Machine Number : AM10 (TSSOP 14 / 16 ld) Data Attached : Verified By TPM : KS Chew Date : 2001Dec07
1-Month Summarized Data in Minutes1. Total available time = 44640 min2. No schedule time = 26870 min3. Planned downtime = 3655 min 3a. PM time = 0 min 3b. Meeting time = 0 min
3c. Housekeeping / TPM = 3655 min4. Loading time = 1 - 2 - 3 = 14115 min = 846900 sec5. Unplanned downtime = 2941 min 5a. Machine breakdown = 2168 min 5b. Engineering time = 0 min 5c. QC / QA time = 193 min 5d. P.Parts shortage = 580 min 5e. No material (Lot waiting) = 0 min 5f. Facility stoppages = 0 min 5g. Break time / No operator = 0 min 5h. Rework / Retest = 0 min 5i. Conv. / Setup = 0 min6. Production time = 4 - 5 = 11174 min7. Total quantity processed (Actual O/P) = (estimated) frame8. TCT (theoretical cycle time) = 106.79 sec 8a. Theoretical possible O/P = 4/8 = 63444 frame9. MCT (machine cycle time) = 112.64 sec 9a. Currently possible O/P = 4/9 = 60149 frameOther remarks:10. Availability rate = 79.16 % Performance rate = 81.63 % (etd) Quality rate = 99.80 %
11. OEE = 64.48 % TIME
Remarks: TSSOP 14 / 16 ld = 50 unit / frame.
(estimated)
OEE-Analysis Format
output
Scale : Y-1 : 5k X-1 : 2.5k
10
20
30
40
50
5 10 15 20 25 30 35 40 45
60
70
80
90
100
110
Theoretical Possible O/P
Current Possible O/P
MTBA + Idling
Total Available Time
Planned downtime + No scheduleLoading time
Unplanned downtimeProduction time
Speed loss
Estimated O/P
Unplanned dow ntime
IMPROVEMENT DONE CAN BE OBSERVED THROUGH THE OEE ANALYSIS
After
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Various Examples Of Improving OEE.
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No Description Delta (%)
Before After
2.79%109.86 106.79TCT
Improvement
4 OEE 54.82% 64.48%
1
128.32
* 9.66%
112.64 12.22%
3 UPH 2579 2905 12.64%
2 MCT
Speed ImprovementAM 10 - ASA Auto mold 808
Note: Item 1, 2 & 3 are calculated by IE department
Achievement !!
* item 4 is base on no loss from lot-waiting
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Example Of Improving
Performance Rate through Improving
the Equipment MTBA Losses.
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Summary of “Static” Restoration Activities (1st Part]
• Six standards “static” conditions were checked and identified areas need to be restored.
! Indexer clamp’s parallelism was out.
!The index clamper and back rail gap were out of the required spec.
!Output index clamper position not parallel when a lead-frame is clamped.
!One hot plate screw was missing.
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‘Before’ and ‘After’ Restoration MTBA
00002222444466668888
1010101012121212141414141616161618181818202020202222222224242424
BeforeBeforeBeforeBefore AfterAfterAfterAfter
HourHourHourHour
* MTBA based only on Alignment Error stoppages.
1st goal :3 Hr. 12 Min.
2nd goal :22 Hr. 40 Min.
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Equipment Quality Rate
Losses.
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Checked by Prepared by Phenomenon
P-M Analysis ChartNo 1/1
Contributing Condition
Investigation Result4 M
Correlation, Investigation Result 4M Correlation,
Second Item Investigation/ Investigation
Measuring Method
Temporary Decision Criterion
Measurement Value
DecisionInvestigation/
Measuring Method
Temporary Decision Criterion
Measurement Value
Decision(3rd, 4th, 5th and
6th Items)Measuring
Method
Physical view (Logical reasoning)
Investigation Result If NG, Countermeasure ResultTemporary Decision Criterion
Measure - ment Value
Decisionwhy NG? Restoration, Replace -
ment, Improvement, Remodeling
Measurement Value
Decision
1 2
3 4 5 6
7
Standardization and link to TPM
Maintenance System
8