the lean enterprise - freesixsigmasite.com · 4 tpm – the philosophy ... –number of kaizen...
TRANSCRIPT
The Lean Enterprise Total Productive Maintenance
www.freesixsigmasite.com
Lean Foundations
Continuous Improvement Training
2
Learning Objectives
• Learn the basic philosophy of TPM
• Explain OEE and how it contributes to a TPM
project, explore OEE components; define and
calculate OEE
• List 6 major components of equipment loss
• Review and adopt the 7 steps to Autonomous
Maintenance
3
TPM – The Need
• Process Industry relies heavily on equipment that is integrated and runs continuously
• When down, losses are costly
• With lower inventories, machines need to be reliable
• Machining and Assembly industries becoming more mechanized to save manpower and do difficult jobs
– More machines to maintain
– Need to save energy
4
TPM – The Philosophy
• TPM aims at using equipment to its maximum and aids in reducing Life Cycle Costs (LCC)
In other words - going all out to eliminate the Losses (Waste) caused by the equipment
• TPM improves work activities that deal with Equipment Set up, Operating parameters, Maintenance, Tear down, Repairs and Breakdowns
• It specifically aims at the complete elimination of the ‘six major losses’ while striving for a goal of zero unscheduled downtime
5
TPM - The Six Major Losses (Waste)
• Downtime Losses
– (1) Equipment failures
– (2) Setup and adjustments
• Speed Losses
– (3) Idling and minor stoppages
– (4) Reduced speed (actual operating
vs. designed)
• Defect Losses
– (5) Defects in process
– (6) Reduced yield between start of
production and stable production
6
Availability
example:
OEE Formulas
1. Unexpected
Eq. Breakdown
2. Set-up &
adjustments
Load – Down Time
Load Time
460 min – 60 min
460
x 100%
= 87%
=
]
=
]
] =
.87 x
Loss Measure Formula Metric
7
Availability
example:
Efficiency
example:
OEE Formulas
1. Unexpected
Eq. Breakdown
2. Set-up &
adjustments
3. Idling and
minor stoppages
4. Reduced
speed
Load – Down Time
Load Time
460 min – 60 min
460
The Theoretical Cycle
Time x Processed Qty
Operating Time
0.5/ unit x 400 units
400 minutes
x 100%
= 87%
x 100%
= 50%
=
]
=
]
] =
.87 x .50 x
Loss Measure Formula Metric
8
Availability
example:
Efficiency
example:
Ratio of Quality
Products
example:
OEE Formulas
1. Unexpected
Eq. Breakdown
2. Set-up &
adjustments
3. Idling and
minor stoppages
4. Reduced
speed
5. Defects in
Process
6. Reduced Yield
Load – Down Time
Load Time
460 min – 60 min
460
The Theoretical Cycle
Time x Processed Qty
Operating Time
0.5/ unit x 400 units
400 minutes
Processed Amount –
Amount of Defects
Processed Amount
400 – 8
400
x 100%
= 87%
x 100%
= 50%
x 100%
= 98%
=
]
=
]
] =
.87 x .50 x .98
Loss Measure Formula Metric
9
Availability
example:
Efficiency
example:
Ratio of Quality
Products
example:
OEE Formulas
1. Unexpected
Eq. Breakdown
2. Set-up &
adjustments
3. Idling and
minor stoppages
4. Reduced
speed
5. Defects in
Process
6. Reduced Yield
Load – Down Time
Load Time
460 min – 60 min
460
The Theoretical Cycle
Time x Processed Qty
Operating Time
0.5/ unit x 400 units
400 minutes
Processed Amount –
Amount of Defects
Processed Amount
400 – 8
400
x 100%
= 87%
x 100%
= 50%
x 100%
= 98%
=
]
=
]
] =
.87 x .50 x .98 = 46.2 % (OEE)
Loss Measure Formula Metric
Overall Equip. Effectiveness
10
OEE Loss Effects.
0
20
40
60
80
100
120
% t
ime
avai
lab
le
24/ 7 scheduled time Availibility Performance (Eff) Yield (Quality)
OEE Pareto Analysis by Loss Category
Overall
Equipment
Effectiveness
Loss
3 & 4
46.2 % OEE
Loss
1 & 2
Loss
5 & 6
11
TPM attacks 6 major “Losses” plus
Elimination of other Wastes (Mura, Muri, Muda)
• Operator Time Losses
– Manpower losses due to operation time being
done more slowly than standard time
(Cycle Time > Standard Time)
• Material Losses
– Losses in yield due to ‘inherent waste’
(cutoff stock, setup pieces, prototype, etc)
– Energy losses such as electricity, gas, and
water when machinery is not doing value-
added work
– Idling losses due to inadequate sensors and
product buildup on conveyors and chutes
12
Best Practices
World Class Goals (A TPM “Vision”)
Before After
Availability 87% > 90%
Performance Efficiency 50% > 95%
Ratio of Quality (Yield) 98% > 99%
Overall Eq. Effectiveness 42.6% > 85%
13
TPM – Operational Goals (Qualitative)
• Increase number of suggestions
• Improve level of teamwork of shop floor
• Improve cross functional teamwork
• Establish maintenance throughout the total equipment life cycle
• People maintain their own equipment
• Machines available for just in time (JIT) application
• Improve machine availability
• Improve working environment (6S)
• Improve Corporate culture and image
• Improve Business performance
14
TPM – Operational Goals (Quantitative)
• Cost Reductions
– Actual and to be reduced
– Energy savings
– Maintenance
• Equipment Efficiencies
– Zero failures (ultimate goal)
– MTBF (mean time between failures)
– MTTR (mean time between repairs)
– Idle Time
15
TPM – Operational Goals, cont.
(Quantitative)
• Safety
– Zero accidents
• Quality
– Zero failures
– Zero complaints
• Education
– Hours of training/ number of sessions
– Number of KAIZEN projects
– Number of Suggestions
16
TPM – Definition of ‘Total’
• Total Effectiveness – Reduction in losses of all equipment to optimize its
effectiveness and improve costs
• Total Maintenance – Involves the whole maintenance system inclusive of
equipment manufacturer, equipment engineering, and equipment user to improve maintainability
• Total Participation – Everyone has a role to make TPM work
– Management to set policy
– Middle management, staff to support and lead
– Maintenance to maintain and train
– Operators to take on new maintenance challenges
17
TPM – Role of Maintenance Function
• Provides technical support for autonomous maintenance done by operators
• Restores deteriorated equipment through checks, inspections, and overhauls
• Identifies Design weaknesses and improves the equipment to error free function (via poka yoke)
• Improves technical maintenance skills for checks, inspections, and overhauls
18
TPM – Role of Operator Function
• Maintains basic condition (cleaning and lubrication)
• Maintains proper condition and standards for
equipment usage
• Partially restores deterioration
• Basic skill levels in:
– Changeover and set up
– Reduction of minor stoppages and adjustments
19
TPM – Autonomous Maintenance
Definition:
• Operations maintains its own equipment
• Utilize 7 step plan*
(*Source: Japan Institute of Plant Maintenance)
20
7 Steps to Autonomous Maintenance
Step 1 – Initial clean-up (External)
• “Kick off” program
• Closely aligned with 6S (5S + 1)
• Management and Staff show commitment
• Clean, Sand and Paint
• Identify sources of defects:
– Gauge hidden
– Limit switch buried in debris
– Crack in Housing
21
7 Steps to Autonomous Maintenance
Step 2 – Stop sources of defects (External)
• Ask ‘why ?’ five times
• Replace parts with cracks
• Replace worn seals
• Teach Operators how to modify equipment
• Conduct Set-up Workshops; Practice Set-ups
• Modify Equipment for easier checking and to eliminate sources for debris and contamination – Guards
– Chip removal
– Acrylic covers to see V - belts and moving parts
22
7 Steps to Autonomous Maintenance
Step 3 – Standards Formulation
• Standards for clean up and checking
– What equipment should be cleaned and
checked?
– What points should be checked?
– Who should check?
– What check sheet should be used?
– How to react to changes.
• Standards are to capture what has been learned
in steps 1 and 2
23
7 Steps to Autonomous Maintenance
Step 4 – Overall Checkup (Internal)
• Leaders (1st line Supervisors) trained – Hydraulics
– Air Pressure
– Electrical/ Electronics
– Lubrication
– Mechanical
• One point lessons developed (Visual Management)
• Team up Engineers, Maintenance, and Operators – Tear down equipment
– Analyze defects
– Present findings
24
7 Steps to Autonomous Maintenance
Step 5 – Autonomous Checkup
• Develop Standards for routine internal checkup
– Hydraulics
– Air Pressure
– Electrical/ Electronics
– Lubrication
– Mechanical
• Operator executes routine checks
25
7 Steps to Autonomous Maintenance
Step 6 – Orderliness and Tidiness
• Improve on Supplier Activity
– Spare parts supply partners
– Spare parts stores
– Spare parts inventory
• Improve on Tool Activity
– Tool Crib orderliness
– Tools frequently used at work station
(refer to Visual Management/ Visual Control)
26
7 Steps to Autonomous Maintenance
Step 7 – “All out” Autonomous Management
• Process never ends
– Metrics
– Audits
• Each process post Result* (actual) against Goal (target)
– Zero lost time accidents
– Zero Defects
– Zero Breakdowns
– Zero set up time or at least < 10 minutes • Practice Quick Changeovers/ SMED (see separate module)
• * Utilize Accountability Meetings (see separate module)
27
Maintenance Prevention Best Practices
• New equipment design integrated w/ New Product Introduction (NPI) efforts
• Input from Reliability Maintenance
• Input from Preventative Maintenance
• Input from KAIZEN activities
• Life Cycle Costing
• Design reviews (Operators, Supervisors, Engineers)
• Assembly at Supplier
• Final Inspection at Supplier
• Maintenance and Operations Manual preparation
• Safety Issues visible, aware and worked
• Preventative Maintenance Schedule posted,
adhered to
28
TPM – Summary
• Total Productive Maintenance is about:
– improved equipment performance
– increased equipment availability
– increased equipment FPY (first pass
yield) or also called FTT (first time through)
– reduced emergency downtime
– increased return on investment
– increased employee skill levels
– increased employee empowerment
The Lean Enterprise Total Productive Maintenance
www.freeleansite.com
Lean Foundations
Continuous Improvement Training