Le

an

Ma

inte

na

nce

The TPM Implementation

• Total Productive Maintenance

This can be the most challenging change for an organization

Le

an

Ma

inte

na

nce

TPM Definition

• A structured and systematic approach based on best practices

for performing maintenance activities in order achieve higher

levels of facility and equipment reliability

• Total

– all employees are involved

– it aims to eliminate accidents, defects and breakdowns

• Productive

– actions are performed while production goes on (when safe)

(Pdm)

– troubles for production are minimized

• Maintenance

– keep in good condition

– repair, clean, lubricate

Le

an

Ma

inte

na

nce

TPM Definition

• It is important to understand up front that Total Productive

Maintenance is the most difficult of all the “lean tools” to

implement in companies for two reasons:

• A TPM maintenance implementation requires the

greatest amount of culture change (as compared to

implementing other lean tools) from different groups of

people within the organization almost simultaneously.

• Of all of the areas of potential lean process improvement

within the four walls of an organization, the maintenance

of our equipment is the area which is the furthest behind.

Le

an

Ma

inte

na

nce

Origins of TPM

• Dr. Deming introduced statistical analysis and used the

resulting data to control quality during manufacturing

(TQM)

• Some general concepts of TQM did not work well in the

maintenance environment

• The need to go further than preventive maintenance was

quickly recognized by those companies who were

committed to TQM

• Maintenance became an integral part of TQM in the early

90’s

• Next generation - Lean Six Sigma

Le

an

Ma

inte

na

nce

TPM principles

• Increase Overall Equipment Effectiveness (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

OEE was initially used by the Postal Service. Currently

not used.

Le

an

Ma

inte

na

nce

Au

ton

om

ou

sM

ain

ten

an

ce

Pla

nn

ed

Main

ten

an

ce

Eq

uip

men

tan

dp

rocess

imp

rovem

en

t

Earl

ym

an

ag

em

en

to

fn

ew

eq

uip

men

t

Pro

cess

qu

ality

man

ag

em

en

t

TP

Min

the

off

ice

Education and training

Safety and environmental management

Eight major pillars of TPM

Le

an

Ma

inte

na

nce

Eight major pillars of TPMAutonomous Maintenance (1)

• Train the operators to close the gap

between them and the maintenance staff,

making it easier for both to work as one

team

• Change the equipment so the operator can

identify any abnormal conditions and

measure deterioration before it affects the

process or leads to a failure

Le

an

Ma

inte

na

nce

Eight major pillars of TPMAutonomous Maintenance (1)

• 7 steps are implemented to progressively increase

Operators knowledge, participation and responsibility for

their equipment

– 1. Perform initial cleaning and inspection

– 2. Countermeasures for the causes and effects of dirt

and dust

– 3. Establish cleaning and lubrication standards

– 4. Conduct general inspection training

– 5. Carry out equipment inspection checks

– 6. Workplace management and control

– 7. Continuous improvement

Le

an

Ma

inte

na

nce

Eight major pillars of TPMPlanned maintenance (2)

• Objective: establish Preventative and Predictive

Maintenance systems for equipment and tooling

• Natural life cycle of individual machine elements

must be achieved• Correct operation

• Correct set-up

• Cleaning

• Lubrication

• Retightening

• Feedback and repair of minor defects

• Quality spare parts

Le

an

Ma

inte

na

nce

Eight major pillars of TPMEquipment and process improvement (3)

• Objective: maximize efficiency by eliminating

waste and manufacturing losses

• Manufacturing losses can be categorized into 5

major losses:

Downtime

loss

Speed loss

Quality loss

Equipment failure / breakdowns

Set-up / adjustments

Minor stopping / idling

Reduced speed

Process errors

Rework / scrap

Le

an

Ma

inte

na

nce

Eight major pillars of TPMEquipment and process improvement (3)

Manpower and material losses

Cleaning and checking

Waiting instructions

Waiting quality confirmation

Material yield

Energy losses

Waiting materialsManpower

losses

Material

losses

Consumable material losses

Le

an

Ma

inte

na

nce

Eight major pillars of TPM

Early Management of new equipment (4)

• Objective: establish systems to shorten

– new product or equipment development

– start-up, commissioning and stabilization time for quality

and efficiency

• New equipment needs to be:

– easy to operate

– easy to clean

– easy to maintain and reliable

– have quick set-up times

– operate at the lowest life cycle cost

Le

an

Ma

inte

na

nce

Eight major pillars of TPMProcess Quality Management (5)

• Definition: a process for controlling the condition of

equipment components that affect variability in

product quality

• Objective: to set and maintain conditions to

accomplish zero defects

• Quality rate has a direct correlation with

– material conditions

– equipment precision

– production methods

– process parameters

Le

an

Ma

inte

na

nce

Eight major pillars of TPMTPM in administrative and support departments (6)

• Administrative and support departments can be

seen as process plants whose principal tasks are

to collect, process, and distribute information

• Process analysis should be applied to streamline

information flow

Le

an

Ma

inte

na

nce

Eight major pillars of TPMEducation and training (7)

• TPM is a continuous learning process.

• 2 major components

–soft skills training: how to work as teams,

diversity training and communication skills

– technical training: upgrading problem-solving

and equipment- related skills

Le

an

Ma

inte

na

nce

Eight major pillars of TPMSafety and environmental management (8)

• Assuring safety and preventing adverse

environmental impacts are important priorities in

any TPM effort

Before AfterLean Maintenance 6S audit

Le

an

Ma

inte

na

nce

TPM implementation

3 requirements for fundamental improvement

1. Increasing motivation: changing peoples attitudes

2. Increasing competency and peoples skills

Training and Coaching

3. Improving the work environment, so that it

supports the establishment of a program for

implementing TPM

Employee Engagement

To sum it up: COMMUNICATION

Le

an

Ma

inte

na

nce

5. TPM Implementation12 steps

Preparation

Kick-off

Implementation

Announcement to introduce TPM

Introductory education campaign for the workforce

TPM Promotion (special committees)

Establish basic TPM policies and goals

Preparation and Formulation of a master plan

Develop an equipment management program

Develop a planned maintenance program

Develop an autonomous maintenance program

Increase skills of production and maintenance personnel

Perfect TPM implementation and raise TPM levelsStabilization

Develop early equipment management program

Invite customers, affiliated companies and subcontractors

Le

an

Ma

inte

na

nce

TPM Implementation. Announce top management’s decision to introduce TPM

• State TPM objectives in a company newsletter

• Place articles on TPM in the company newspaper

• Seminars for managers

• Slide presentations for all employees

• Special committees at every level to promote TPM

– Newsletters

– Articles

– Videos

– Posters

Symb

1

2

3

4

5

6

7

8

9

Safety Mutilation Ergonomic Quality Check Regulated Environmental In-Process Security Visual

Hazard Key Point Process Stock Key Point Check

Steps Key Points Visuals

The driver backs the vehicle to the door, sets the

brake, shuts off the engine & affixes the chock

blocks.

If chock blocks are missing, the driver is to notify the

expeditor. If the trailer has swinging doors, the driver must

stop and secure the truck/trailer away from the dock & exit

the vehicle. The expeditor will remove the lock/seal, open

and secure each door and return to the dock to observe the

trailer being placed at the door.

The expeditor will make the appropriate scans

(trailer barcode, dock door barcode, seal barcode)

in accordance w/ Surface Visibility guidelines and

confirm the seal # and truck # match.

Expeditor will set scanner to "Arrive/Depart" & scan

barcode on trailer, barcode on dock door and barcode on

trailer seal. The expeditor will remove Form 5398-A and

confirm the seal # and vehicle # are the same. SV Job

Aids Available

The driver will report to the expeditor and give them

their truck keys. The expeditor will ask the driver if

there are another set of keys. The expeditor will

place all truck keys in Orange Box next to dock door

and secure.

An expeditor will be present on the platform at the

scheduled arrival time to ensure the driver hands over all

sets of truck keys prior to the start of unloading.

The expeditor will scan the drivers badge, verify

there is a lock present on the door (driver will remove

and keep lock), cut the seal & driver will open the

trailer door (Expeditor will determine if any volume is

bedloaded)

The expeditor will use their handheld scanner to scan the

drivers badge. They will then verify that a lock is present on

the trailer door and have the driver remove and keep the

lock. The expeditor will then remove the seal from the

trailer door.

Symbols

Operations Work Standards Sheet "Future"Process Name: Springfield NDC Receiving Previous CDF Trips from Des Moines,

Greensboro, Jacksonville & Pittsburgh Date of Last Update: 3/23/2018

If Needed: 1) Some containers may contain mixed

mail and will need to be sorted to separate

containers. 2) Some mail may arrive bedloaded and

will need to be containerized.

For mixed containers, the mailhandler will sort the different

products into existing (if room allows) or new containers.

For bedloaded volume, the different products will have to

be containerized separately and moved to the appropriate

staging areas.

Mail Handler removing the last container will notify

the expeditor that the unloading has been completed.

The expeditor will release the dock lock, remove the

dock leveler and close the trailer door (Green light

will turn Red)

Once the trailer has been fully unloaded, the expeditor will

release the dock lock and remove the dock leveler. They

will shut the trailer & dock doors and give keys back to

driver so they can remove the trailer from the bay.

Springfield NDC mail handlers assigned to the truck

will scan the trailer barcode first. They will then enter

the trailer and begin to unload the containers of mail

using the necessary equipment while scanning each

container as it's being removed. Color code tags

are affixed to each container.

Rolling stock will be wheeled out of the trailer while

palletized mail will need to be removed using a

forklift/pallet jack. During the process of being removed,

each container will need to be scanned "Unloaded" for

Surface Visibility data collection. A color code tag will be

affixed to each container to ensure the timely processing of

that mail.

As mail exits the trailer, the mail handler will transport

the container to the appropriate designated staging

area based on the contents of the container. All

rolling stock will be wheeled to staging lanes directly

outside dock door to wait for available tow motor.

The mail handler will identify the contents of the container

and transport the container to the appropriate designated

staging area. LMP signage and floor lines will be present

to provide visual cues to the employees. Tow motors will

be available to move rolling stock to its designated staging

area.

The expeditor will engage the dock lock and insert

the dock leveler (plate) into the trailer resulting in the

green light to illuminate signaling it is safe to enter

the trailer.

The expeditor will be properly trained in engaging the dock

lock and inserting the dock leveler into the trailer. These

actions prompt the green light next to the door to illuminate.

1

99

76

54

43

2

Le

an

Ma

inte

na

nce

TPM ImplementationEstablish basic TPM policies and goals

• Analyze existing conditions

• Set goals

• Predict results

• 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

Le

an

Ma

inte

na

nce

TPM ImplementationTPM kick-off

• The main kick-off to TPM 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 employees

• Invite external customers, affiliated and

subcontracting companies

Le

an

Ma

inte

na

nce

TPM ImplementationDevelop an equipment management program

• The tools of Total Quality Management and Continuous Improvement are applied to the management and improvement of equipment

• Form project teams (DMAIC, Kaizen, JDI )

• Select model equipment

– identify equipment problems

– analyze equipment problems

– develop solutions and proposals for improvement

Le

an

Ma

inte

na

nce

TPM ImplementationDevelop an equipment management program (3)

• Typical membership of a team

– five to seven operators

– a maintenance person

– a technical expert

• Tools

– Pareto

– Cause & effect

– Root cause

– DOE

Le

an

Ma

inte

na

nce

TPM ImplementationDevelop a planned maintenance program

• Set up plans and schedules to carry out work on

equipment before it breaks down, in order to

extend the life of the equipment

• Include periodic and predictive maintenance

• Include management of spare parts and tools

Le

an

Ma

inte

na

nce

TPM ImplementationDevelop a autonomous maintenance program

• A handing-over of maintenance tasks from

specialized maintenance personnel to production

operators

• Promote the seven steps

• Tasks to hand over

– cleaning

– lubricating

– inspecting

– set-up and adjustment

Le

an

Ma

inte

na

nce

TPM ImplementationIncrease skills of production and maintenance personnel

• The training sessions must be planned shortly

after the kick-off presentation.

• 2 major components

– soft skills training

– technical training

• Train leaders together

• Have leaders share information with group

members

Le

an

Ma

inte

na

nce

TPM ImplementationDevelop early equipment management program(1)

• The principle of designing for maintenance

prevention can be applied to new products, and to

new and existing machines.

• New products must be designed so that they can

be easily produced on new or existing machines

• New machines must be designed for easier

operations, changeover and maintenance

Le

an

Ma

inte

na

nce

TPM ImplementationDevelop early equipment management program(2)

• Existing machines:

– analyze historical records for

• trends of types of failures

• frequency of component failures

• root causes of failures

– determine how to eliminate the problem and reduce

maintenance through an equipment design change or

by changing the process

Le

an

Ma

inte

na

nce

TPM ImplementationPerfect TPM implementation and raise TPM levels

• Evaluate for the PM Award: The Japanese

Institute for Productive Maintenance runs the

annual PM Excellence Award. They provide a

checklist for companies applying for the award.

• Set higher goals

Le

an

Ma

inte

na

nce

TPM Benefits

• Increased equipment productivity

• Reduced equipment downtime

• Increased plant capacity

• Lower maintenance and production costs

• Approaching zero equipment-caused defects

• Enhanced job satisfaction

• Increased Return On Investment

Le

an

Ma

inte

na

nce

Lean Examples

Le

an

Ma

inte

na

nce

Postal Equipment /Maintenance Areas

Le

an

Ma

inte

na

nce

Images of Postal Equipment

Le

an

Ma

inte

na

nce

Questions

Thank you for time and hospitality