TPM Total Productive Maintenance

Total Productive Maintenance
Always Ready and Better Than New
part of the Simpler Business System
page 1

Are any of these familiar?

We were late shipping. The machine broke down. It broke down but we got it back up and running. It runs pretty well most of the time! I need a buffer in case the machine breaks down. Its a temperamental machine, but I know the tricks. Its down. ITS DOWN AGAIN.
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How confident are you in this machines up-time?

page 3
100% Availability? (probably not)

page 4

A lot can be learned from tracking every minute of abnormal time in a manufacturing cell? This is an actual summary tracking sheet of abnormal incidents in a cell in a month
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In this cell, the cell manager did a pareto analysis every two weeks, looking at

Lost time in cell operations (interruptions or downtime) Defects found in-house Defects found at customers
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25.0% of hours were not normal production
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87% of the cell down-time was related to machines

(1390 out of 1600 minutes, with the prototype interruption not counted)
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This is very typical

If tracked in detail, production processes are often in abnormal mode 20% to 40% of the time And 80% of the causes are machine-related!
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How many machines look like this??

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TPM offers a way out of this mess!
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Obvious benefits from diligent TPM

80%+ reduction in unscheduled downtime Resulting improvements in on-time delivery Better quality (from stable machines) Better operator safety
(injuries often happen when people are tinkering)
Longer machine life

(spend less capital)
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TPM = Total Productive Maintenance

Part of the Toyota Production System aka Total Preventative Maintenance Always ready when needed? Better than new (safety, quality, delivery)?
Is the machine

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An important partnership between

The Owner Operator of a machine The Maintenance Supporter of a machine

Established through R.I. Events Sustained with daily discipline Managed by measuring performance

Machine availability (available when needed) Performing at or above spec (better than new)
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Owner Operators

Owner Operators use equipment Owner Operators add value to materials Owner Operators have customers to serve Ownership is a personal choice If you Own a machine

You take responsibility for it You care about it You use your equipment to serve your customers You improve the health of your equipment
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Maintenance Supporters
Maintenance Supporters deliver service

Think of them as the Doctors Think of the machines as young Patients (kids) Think of the Owner Operators as the Parents The Owner Operator is responsible The Maintenance Supporter is a partner There is no finger pointing only improvement!
The goal is the health of the machine

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A Committed Partnership

TPM is a partnership for equipment health Owner Operators

Learn how their machines work Learn how to operate their machines correctly Perform daily tasks (clean, tighten, lube, inspect) Invest time in improving their machines
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A Committed Partnership

TPM is a partnership for equipment health Maintenance Supporters

Help operators operate their machines correctly Teach operators how to do daily upkeep tasks Perform the in-depth scheduled maintenance Invest time in helping improve machines Respond to emergency downtime situations Develop their technical skills (would you want a poorly trained doctor working on your child?)
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Everyday Examples
Who is the Owner Operator? Who is the Maintenance Supporter? What are their roles? What is the maintenance process? How are the results?
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Everyday Examples
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Everyday Examples
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Everyday Examples
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Everyday Examples
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Everyday Examples
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Better Than New

Is the machine better than when it was new?

Safer Better quality Easier to use Easier to clean and maintain More reliable More visual Its been babied and its been improved!
Better than new = best possible used car

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Measure Availability
Availability means when needed, at spec

Availability (%) = available time / scheduled time

Example
480 minutes in the shift Minus 20 min. breaks, minus 15 min. cleanup and PM = 445 min. of scheduled time If there were 45 minutes of machine-caused downtime Availability (%) = (445 45) / 445 = 90%
Goal: 100% available when needed

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Quick Check
Whats was the Availability of this cell?
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Quick Check
Whats was the Availability of machine M7?
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Measure Availability
You can measure Availability of a machine

What % of the available time in a shift was that specific machine available and up to spec? What % of the available time in a shift were all the machines in the cell available and up to spec? Available when needed (and running up to spec)
You can measure Availability of a cell

Remember what Availability means

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Benefits for Owner Operators

TPM makes it easier for Owner Operators! Helps Owner Operators get the job done More control over your work area Safer and cleaner work area Get things working right all the time Time and support to make improvements Less frustration a better place to work!
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Benefits for Cell Managers

On-time delivery (not excuses) Better team morale Better productivity Less rework Less quality problems Fewer injuries Less fire fighting a better place to work!
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TPM Foundation: Daily Data

Think 80/20

80% of downtime is caused by 20% of problems Which machine-related problems are your 20%? Track output hour-by-hour for the cell Log the details of why there were shortfalls Identify the problems that are equipment-related Prioritize the most important problems
Use the production control board

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The Production Control Board is an important source of down-time data.

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Production Control Board at a machine (with downtime notes and details).

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Production Control Board in a cell.

page 35
Use Rapid Improvement Events to Implement TPM

TPM is best implemented through R.I. Events R.I. Events have a 7 week cycle

Prepare for 3 weeks Improve for 5 days Follow Through for 3 weeks
R.I. Events start with bold goals
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Rapid Improvement Events

Suggested target for TPM Events:

cut the Availability gap in half Availability (%) = available time / scheduled time
Example: if the Availability at the start is 70% the availability gap is 30% (100% minus 70%) cut the gap in half means make it 15% so set Availability = 85% as the Event target THIS IS THE BY FRIDAY R.I. EVENT TARGET
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Rapid Improvement Events

Suggested approach for TPM Events:

Set bold goals (cut Availability gap in half) Learn about your level of TPM now Take daily action it really works!
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Before TPM Event (what needs improvement here?)

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After TPM Event (whats better?)

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Assess Your Progress:
1 to 2
4 Levels of TPM Progress

From Level 1 to Level 2:
1 to 2
Restore Equipment Condition
Machines Always Ready

Equipment Better Than New
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1 to 2
TPM Assessment
Getting from Level 1 to Level 2 (Restore Equipment Condition)

Key Actions Details
Do the operators understand how the equipment works? Do they know how to operate the equipment correctly and safely? Do the maintenance people know how the equipment works? Do they know what scheduled maintenance is recommended by the equipment builders? A d il l d k
Notes
introductory
2
operating equipment correctly and safely knowing the recommended equipment maintenance t d i
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1 to 2

Cut Availability gap in half by

Operating equipment correctly and safely

Do operators understand how the equipment works? Do they know how to operate it safely? Do they know how to operate it correctly? Do maintenance people know the equipment well? Do they know how it works inside out? Is the recommended scheduled maintenance known?
Knowing recommended equipment maintenance

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1 to 2

Things you can do:

Clean and paint the machine Tighten fasteners (to correct torque) Lubricate the machine (properly) Inspect the machine (slowly, safely, carefully) SEE AND SOLVE PROBLEMS

Repair missing, worn or broken parts, damage Fix leaks, guards, controls, obvious problems
Set up downtime logs and Availability tracking

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1 to 2

More things you can do:

Establish safe and correct operating procedures

How to start up at the beginning of the shift? How to run the machine? How to change tools and fixtures? How to avoid injuries (specific risks and prevention)? Make sure the operators demonstrate this knowledge Research machine-makers recommendations Add experience-based things to be done
Determine recommended maintenance tasks

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Clearly defined standard daily upkeep procedures.

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Well organized tools make daily upkeep tasks quicker.

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Organized tools and fixtures.

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Tools visually organized behind machine.

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Workbench for operator setup and maintenance tasks.

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TPM tools ready at the machine for operator clean, tighten, lube, inspect.
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2 to 3


2 to 3
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2 to 3
TPM Assessment
Getting from Level 2 to Level 3 (Machines Always Ready)

operators doing standard daily cleaning and daily upkeep maintenance people doing scheduled maintenance
Are daily cleanup and upkeep procedures standardized (clean, tighten, lube, inspect, etc.)? Are these standard procedures being done daily by the operators? Have the scheduled maintenance procedures for the equipment been standardized? Are these standard procedures being done by the maintenance people?
intense
3
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2 to 3

Cut Availability gap in half again by

Establishing regular Operator upkeep tasks

Done by the Owner Operators Standardized (daily, weekly) Managed visually Done by the Maintenance Supporters Standardized (weekly, monthly, quarterly, 6-mo, 1-yr) Managed visually
Establishing in-depth scheduled maintenance

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2 to 3

Things you can do:

Establish Owner Operator maintenance tasks

Clean Tighten Lube Inspect Other machine-specific tasks
Clearly define who does what and how often
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2 to 3


Establish in-depth scheduled maintenance

Done by the Maintenance Supporter Based on machine-makers recommendations With appropriate parts and supplies on hand (pull sys) With clear standard methods and training
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2 to 3


Identify and resolve important machine problems

History of downtime incidents Pareto analysis of the most important problems Clearly define a problem (narrow enough to solve) Find the moment of cause (see the actual parts, process, work-place, people) Determine root causes of the problem Determine root causes of not preventing it Take temporary and permanent action
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Cell Production Control Board (good place to track Availability).

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3 to 4



3 to 4
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3 to 4
TPM Assessment
Getting from Level 3 to Level 4 (Equipment Better Than New)

tracking equipment uptime visually
Has "uptime" been defined clearly (available when needed and performing as expected)? Is uptime being tracked visually at each piece of equipment? Are the operator cleanup and upkeep tasks being managed visually? Are the scheduled maintenance tasks being managed visually? Are the tasks current? Are downtime problems being prioritized? Are operators and maintenance people working together to take corrective action to resolve these problems?
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developmental
4
managing operator and maint. work visually taking corrective action and improving the equipment
3 to 4

Cut Availability gap in half again by

Tracking equipment up-time visually

Is availability defined? Is it being tracked visually? Are tasks defined? Are they being tracked visually? Are downtime problems being prioritized? Are operators and maintenance people working on corrective action to permanently resolve key problems?
Managing operator and maintenance work visually

Taking corrective action and improving equipment

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3 to 4

Things you can do:

Track Availability visually

Production Control Boards for the whole cell Production Control Boards for specific machines Clipboard logs at problem machines Signal lights (andons) to show status (run, wait, down) Signal sounds (andons) to get support when needed Summarize and graph Availability data daily, weekly Pareto analysis of specific sources of downtime
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3 to 4


Make the TPM system even more visual

6S implemented to make process standard visible Machine availability numbers posted visually Downtime log details hour by hour Downtime log summaries in pareto analysis format Owner Operator daily tasks status Maintenance Supporter scheduled tasks status Machine status (available when needed, up to spec?) Machine conditions (in the green or red zone?)
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3 to 4


Improve the equipment

Easier to run correctly and safely Easier and faster to clean, tighten, lube, inspect Eliminate the need for daily upkeep steps Easier and faster to do scheduled maintenance Eliminate the need for scheduled maintenance Permanently resolve specific downtime problems (bet a months pay that it wont happen again?) Easier to move and to reconfigure for other cells
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Help make correct operation simple and visual for each operator.
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Quick-releases for easy dust cleaning and easy sand-paper change.

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TPM reference for operator lubrication of a machine.

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Tips for R.I. Events
TPM
Prepare (during 3 weeks before R.I. Event)

Understand the Operators current conditions

How does this machine work? How do you operate this machine correctly? What maintenance do you do on this machine? How often? When were these last done? What are the recent problems with this machine? How often? How were they addressed? Do you track downtime or uptime? (see the data)
Ask the supervisors these same questions?

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R.I. Event Team Tips
TPM

Spend time with the Maintenance Supporters

How does this machine work? (look for the details) How did you learn about this machine? What does the equipment maker recommend for regularly scheduled maintenance on this machine? What is the scheduled maintenance for this machine? Are we on schedule? What is the downtime history of this machine? What has been done to address the most frequent problems?
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TPM

Track detailed down-time data for 3 weeks

Set up clipboards to track problems Note exactly what happened, for how long and what was done about it? (you cant have too much detail!) Ask the operators to write down their observations

Unusual tool usage, machine cycle time variations? Leaks, contamination, fumes, noises? Vibrations, high temperatures or pressures? Anything odd or unusual?
Gather up all this data for the R.I. Event week
page 78
TPM
Improve (during the 5-day R.I. Event)

Day 1: Study current conditions

Spend time with the equipment (watch, listen, use) Listen to the Operators (ask prep questions again) Listen to the Maintenance Supporters (ask prep questions again) Review the pre-Event data that was gathered Recalculate current Availability and Event target Do TPM Assessment (what level are you at?) CHOOSE PRIORITIES FOR ACTION AS A TEAM
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TPM

Day 2 and 3: Take focused action, do it now!! Think about your focus (based on your TPM level)

Level 1 to Level 2: Restore Equipment Condition Level 2 to Level 3: Machines Always Ready Level 3 to Level 4: Equipment Better Than New ASK: Is this going to cut the Availability gap in half?
Review progress at daily Leaders Meetings
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TPM

Day 4: Stabilize and standardize changes made

Finish up the items that are partly done Plan to leave NOTHING on the open items list Review your focus (based on your TPM level)

Level 1 to Level 2: Level 2 to Level 3: Level 3 to Level 4:
Restore Equipment Condition Machines Always Ready Equipment Better Than New
ASK: Who will do what to keep it this way?
Day 5: Presentation, thanks and wrap-up

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TPM
Follow Through (for 3 wks after R.I. Event)

Complete the Event follow-up items

this should be a very, very short list On Production Control Boards and at the equipment Root causes and permanent corrective action
Review daily down-time tracking

Identify and resolve problems

Track Availability daily (find ways to meet target) Support the cell, follow through diligently
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In a Nutshell:
TPM
DEPENDABLE EQUIPMENT ("better than new")
AVAILABLE WHEN NEEDED and PERFORMING AS EXPECTED Availability = (minutes of up-time) / (minutes of scheduled time)
OPERATORS
- SAFE, CORRECT OPERATION - DAILY CLEANUP - DAILY MAINTENANCE - CORRECTIVE ACTION MANAGE VISUALLY
MAINTENANCE PEOPLE
- KNOWLEDGE OF EQUIPMENT - SCHEDULED MAINTENANCE - EQUIPMENT IMPROVEMENTS - CORRECTIVE ACTION MANAGE VISUALLY
R.I. EVENT GOALS:
REDUCE UNSCHEDULED DOWNTIME BY 50% (CUT THE "AVAILABILITY GAP" IN HALF)
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In a Nutshell:



page 84
In Context:
TPM
TPM is one of the celllevel Lean tools
1-BY-1
LOTSIZE 1 LOADLOAD TAKT TIME OUT STD. -PUT FLOW WORK BASIC 6-S PULL SYS. TPM LEVELING
LOWEST COST
SETUP REDUCTION 1-ITEM
ZERO DEFECTS
BASIC QUALITY CHECKS
DEFECT-FREE
ON-DEMAND
VISUAL MANAGEMENT
page 85
In Context:
Simpler
Notes
TPM
Has Passed TG #
TPM
introductory
Assess your cells progress on TPM
Key Actions
1
Details
Do the operators understand how the equipment works? Do they know how to operate the equipment correctly and safely? Do the maintenance people know how the equipment works? Do they know what scheduled maintenance is recommended by the equipment builders? Are daily cleanup and upkeep procedures standardized (clean, tighten, lube, inspect, etc.)? Are these standard procedures being done daily by the operators? Have the scheduled maintenance procedures for the equipment been standardized? Are these standard procedures being done by the maintenance people? Has "uptime" been defined clearly (available when needed and performing as expected)? Is uptime being tracked visually at each piece of equipment? Are the operator cleanup and upkeep tasks being managed visually? Are the scheduled maintenance tasks being managed visually? Are the tasks current? Are downtime problems being prioritized? Are operators and maintenance people working together to take corrective action to resolve these problems?
Notes
operating equipment correctly and safely knowing the recommended equipment maintenance operators doing standard daily cleaning and daily upkeep maintenance people doing scheduled maintenance tracking equipment uptime visually
developmental
4
intense
3
page 86
In Context:
Simpler
Flow Cell Progress
TPM
tollgate levels as of (date):
1-Item Flow Standard Work
Lean Conversion Tollgates:

new culture asap 4 real #'s managed risk 3 development... 2 1 eval. intro. intense
Assess your cells progress on all 13 of the cell-level Lean tools
Pull Systems Basic 6-S Setup Reduction Takt Time Output TPM Basic Quality Checks Lot-Size 1 Load-Load Leveling Zero Defects Visual Management
THIS IS A 3 TO 5 YEAR JOURNEY. tollgate 1: evaluation (choose Lean) tollgate 2: introduction (start basics) tollgate 3: intense (biggest changes) tollgate 4: development (go solo)
1-Item Flow Visual Management Zero Defects

4 3 2 1
Standard Work Pull Systems
Leveling
0
Basic 6-S
Load-Load Lot-Size 1 Basic Quality Checks TPM
Setup Reduction Takt Time Output
page 87
In Context:
Simpler
Flow Cell Indicators

Base Line ( ) Recent ( ) World Class Target
TPM
Key Indicator
Measurement Details: Time Period
Measure your cells TPM performance

Actual #'s
Key Indicator
Base Line (
Recent (
World Class Target
Track and Graph:

Measurement Details: Time Period Actual #'s
Cell Availability Machine Availability Recurrence of specific problems Pareto analysis of abnormal time
Key Indicator
Base Line (
Recent (
World Class Target
Closely Watch:

Key Indicator
Base Line (
Recent (
World Class Target
page 88
In Context:
Simpler

Base Line ( ) Recent ( ) World Class Target
TPM
Key Indicator
Measurement Details: Time Period
Measure your cells overall performance

Actual #'s
Key Indicator
Base Line (
Recent (
World Class Target
Track and Graph:

Productivity On-Time Delivery Quality Costs Inventory Turns Safety Overtime Turnover
Key Indicator
Base Line (
Recent (
World Class Target
Closely Watch:
Key Indicator Base Line ( ) Recent ( ) World Class Target

page 89
Without TPM there is constant fire-fighting.

page 90
TPM helps create whole-cell performance.

page 91
Simpler
Flow Cell Assessment
1-BY-1
LOTSIZE 1 LOA DLOA D TA KT TIM E OUT STD. -P UT WORK P ULL SY S. TP M LE VE LING
LOW EST COST
SE TUP RE DUCTION 1-ITE M FLOW
ZE RO DE FE CTS
BA SIC 6-S BA SIC QUA LITY CHE CKS
DEFECT-FREE
ON-DEMAND
VISUAL MANAGEMENT
For:
By:
Date:
page 92
Simpler
Flow Cell Progress
tollgate levels as of (date):
1-Item Flow Standard W ork Pull Systems Basic 6-S Setup Reduction Takt Time Output TPM Basic Quality Checks Lot-Size 1 Load-Load Leveling Zero Defects Visual Management
Lean Conversion Tollgates:

new culture asap
4
real #'s
managed risk
3
development...
2 1
intense intro.
eval.
THIS IS tollgate tollgate tollgate tollgate
A 3 TO 5 YEAR JOURNEY. 1: evaluation (choose Lean) 2: introduction (start basics) 3: intense (biggest changes) 4: development (go solo)
1-Item Flow Visual Management Zero Defects

4 3 2 1
Standard Work Pull Systems
Leveling
0
Basic 6-S
Load-Load Lot-Size 1 Basic Quality Checks TPM
Setup Reduction Takt Time Output
page 93
Simpler
Fl ow cells are the place where the perform ance of a value stream is made. Cell-l evel indicators mi rror the indicators we recomm end f or a facility. We recommend the following key indicators of a cells performance: PRODUCT IVITY: In most cell s, unit v olum e is more meaningful than dollars for the people who work i n the cell. In hi gh mix environments, consider creati ng a unit of output (such as carrots) and assigning an arbitrary wellestim ated number of uni ts (or carrots) to each type of i tem that the cell produces. Proposed Measurement: mem ber minutes (includi ng supervisors and supporters) items (or carrots) of actual output from the cell ON-TIME DELIVERY: On-time delivery at the cell l evel i s the key to on-time delivery at the facility level. best measurement of on-time delivery i s whether or not the cell met its takt time. Proposed Measurement: number of items made that were schedul ed for that day total number of items m ade that day QUALITY COSTS: Cell-level quality measurem ents can m irror the facility measurement too. Again, we suggest replaci ng dollars with item counts which are more meaningful to the people who work in the cell. be im portant to conv ert the loss costs into items (or units, or carrots) before calculating the ratio recomm ended below.) Proposed Measurement: scrap + yi eld loss + rework + claims + adjustments + replacements total number of i tems (or units, or carrots) INVENT ORY T URNS: Thi s m easure also work s at a cell level with mi nor m odifications. (Its again important to use item counts (or units, or carrots) for the i nventory number on the bottom of the ratio recommended below.) Proposed Measurement: annualized output of items (or uni ts, or carrots) raw and purchased inv entory + wip i nventory + fi nished goods inventory AL SO WATCH: Safety (number of i ncidents), Overtime (hi ghest hours), Turnover (people leaving) T he
(It will
EXPECT FINANCIAL PERF ORMANCE: Ask and answer these questions: if our measurem ents m eet our targets, whats the impact on the P&L and the bal ance sheet? what are the key transi tional issues (unabsorbed overhead, inventory or equipm ent write-offs)? have we established a month-by-month (or week-by-week) financial plan to track against?
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Simpler

Base Line ( ) Recent ( ) W orld Class Target
Key Indicator
Key Indicator
Base Line (
Recent (
W orld Class Target
Key Indicator
Base Line (
Recent (
W orld Class Target
Key Indicator
Base Line (
Recent (
W orld Class Target
page 95
Simpler
TPM
DEPENDABLE EQUIPMENT ("better than new")

AVAILABLE W HEN NEEDED and PERFORMING AS EX PECTED Av ailability = (minutes of up-time) / (minutes of scheduled time)
OPERATORS
SAFE, CORRECT OPERATION DAILY CLEANUP DAILY MAINTENANCE CORRECTIVE ACTION MANAGE VISUALLY
MAINTENANCE PEOPLE
KNOW LEDGE OF EQUIPMENT SCHEDULED MAINTENANCE EQUIPMENT IMPROVEMENTS CORRECTIVE ACTION MANAGE VISUALLY
R.I. EVENT GOALS:
REDUCE UNSCHEDULED DOW NTIME BY 50% (CUT THE "AVAILABILITY GAP" IN HALF)
Dependable equi pment is the purpose of Total Productive Maintenance (TPM) equipm ent thats available when you need it and that perf orms as its expected to perform. The success of TPM depends on a partnership between the operators who use the machine and the maintenance people who support the machine. Operators hav e four key responsibi lities: safe, correct operation of the equipm ent (know how to run it, run it correctly and saf ely) daily cleanup (keep the equipment in a clean and orderly condition) dai ly upkeep (ti ghten, l ube, inspect, etc appropri ate dai ly upkeep) corrective acti on (identify problem s, help get to root causes and take action to resolve and prevent) Maintenance people have four key responsibi lities: know the equipment (how does it work, what needs maintenance and upkeep and when) perform the scheduled maintenance (establ ish and follow an appropriate schedule) make im prov ements to the equipm ent (i nvolve the operator, make the machine better than new) correctiv e action (identify problems, help get to root causes and take action to resolve and prevent) Use v isual management tools to know the answers to these questions at a glance for any machine: i s the machine availabl e now? is it performing as expected? whats its downtime history? i s the operator running the machine safely and correctly? hav e the operators dai ly cleanup and upkeep tasks been compl eted? have the maintenance people completed scheduled maintenance procedures on time? has corrective action been taken to address the root causes of the most im portant probl ems? what i mprovements hav e been m ade to the machine? why?
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Simpler
Notes
TPM
Has Passed TG #
Key Actions
1
Details
Do the operators understand how the equipment works? Do they know how to operate the equipment correctly and safely? Do the maintenance people know how the equipment works? Do they know what scheduled maintenance is recommended by the equipment builders? Are daily cleanup and upkeep procedures standardized (clean, tighten, lube, inspect, etc.)? Are these standard procedures being done daily by the operators? Have the scheduled maintenance procedures for the equipment been standardized? Are these standard procedures being done by the maintenance people? Has "uptime" been defined clearly (available when needed and performing as expected)? Is uptime being tracked visually at each piece of equipment? Are the operator cleanup and upkeep tasks being managed visually? Are the scheduled maintenance tasks being managed visually? Are the tasks current? Are downtime problems being prioritized? Are operators and maintenance people working together to take corrective action to resolve these problems?
Notes
in t r o d u c t o r y
operating equipment correctly and safely knowing the recommended equipment maintenance operators doing standard daily cleaning and daily upkeep maintenance people doing scheduled maintenance tracking equipment uptime visually
d e v e lo p m e n t a l
in t e n s e
3
page 97

Always Ready and Better Than New
part of the Simpler Business System
page 98
EXAMPLE Level 1 to Level 2:
HOB MACHINE
1 to 2
Restoring Equipment Condition

A hob machine uses tools like these to cut gears.
page 99
HOB MACHINE
1 to 2

Major systems of a hob:

Spindle Spindle Motor Ways and feed mechanism Cutting tool Cutting oil
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HOB MACHINE
1 to 2

Prepare
The threads on the finished part (unit) had chatter (machining marks). This was caused by worn machine ways that guide the machines movement. The machine was dark in color and covered with oil and metal chips. The area surrounding the machine was covered with oil and oil mist from other machines.
page 101
HOB MACHINE
1 to 2

Prepare
The machine required constant adjustment in order to make good parts. There was only one operator with enough experience to run this finicky machine. The cutting oil contained small chips which contaminated the part. The machine was purchased used with no manuals.
page 102
HOB MACHINE
1 to 2

Improve

The machine was thoroughly cleaned. It was painted white. All lubrication spots were located and marked with orange paint. With technical help the Owner Operators developed lubrication and cleaning procedures. A daily cleaning and lubrication schedule was established with a follow-up check list.
page 103
HOB MACHINE
1 to 2

Improve

A removable sump was added to capture chips. This sump was the chip cleanout point.
Sump Chips To Oil Pump
page 104
HOB MACHINE
1 to 2

Improve
Plexiglas covers were added to contain cutting oil. Cutting oil flow rate was reduced to reduce mist and splashing.
page 105
HOB MACHINE
1 to 2

Results

Chatter was eliminated. Machine ran smoothly without adjustment. All Owner Operators could run the machine. Part cleaning procedures were simplified. Equipment availability rose from 60% to 85%. The machine was kept clean.
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WAVE SOLDERING
2 to 3
Machine Always Ready
FLOW
Twin Chain Conveyor

Heater
Solder Wave P Cool Down Un-Load
Load
Pre-Heat
Solder
page 107
WAVE SOLDERING
2 to 3

Major systems
Twin chain conveyor suspends printed circuit board (PCB) between chains and transports PCB through the machine. The chains have special fingers for holding the PCB. Distance between chains and conveyor speed are controlled by the process owner. Heaters pre-heat the PCB to improve solder joints. Heater temperature and conveyor speed determine PCB temperature.
page 108
WAVE SOLDERING
2 to 3

Major systems
Wave Solder is a tank of molten solder and a pump. The tank has a solid baffle at one end. The pump transfers solder from one end of the tank to the other. This causes the solder pumped into one side of the tank to spill over the baffle to the other side of the tank in essence, creating a wave of solder. The bottom of the PCB brushes against this wave of solder to create the necessary solder joints. (A mask is applied to the PCB to prevent excess solder on the PCB.)
page 109
WAVE SOLDERING
2 to 3

Before TPM
Process owners constantly adjusted pre-heater temperature, conveyor speed, and wave height (pump speed) to achieve acceptable solder joints Electronic components were damaged by excessive heat at pre-heat. Often this was not discovered until the product was in use and failed prematurely.
page 110
WAVE SOLDERING
2 to 3

Before TPM

Excessive solder consumption / excessive dross (contaminated solder removed during cleaning) Solder tank need to be cleaned multiple times per shift due to surface dross build up Conveyor jammed daily PCBs fell off of conveyor inside the machine Inconsistent and uneven solder wave
page 111
WAVE SOLDERING
2 to 3

Before TPM

Poor/weak solder joints (cold flows) Electrical shorts caused by solder bridges Use of an expensive grade of special solder because standard grades no longer worked in the machine Machine required a dedicated process owner for monitoring and adjustment
page 112
WAVE SOLDERING
2 to 3

Conveyor Plan / Observations

Worn fingers, chains not aligned Fingers not across from each other
Causes PCB to twist, jam and fall Conveyor width would change during operation Chains often were not parallel Loose and tight spots jams and falls Board width variation made the problem worse
Conveyor adjustment mechanism worn

page 113
WAVE SOLDERING
2 to 3

Conveyor Improvements

Replaced worn fingers and aligned chains Removed conveyor width adjustment and set chains at a fixed spacing
Implemented standard sized pallets to carry PCB through the machine Added an external return conveyor to return PCB and pallets to the operator
Established standard conveyor speed by PCB and marked speeds on control dial
page 114
WAVE SOLDERING
2 to 3

Before Adjustment After TPM
Marked settings Speed Control

PCB
PCB Pallets of standard dimension

page 115
WAVE SOLDERING
2 to 3

Pre-Heat Plan / Observations

Non-functioning elements in both heaters Heaters could be adjusted to excessively high settings that damaged components A safe heating range existed that provided adequate preheat
page 116
WAVE SOLDERING
2 to 3

Pre-Heat Improvements
Replaced non-functioning elements resulted in more and more even heating Removed top pre-heater
No longer needed when lower heater was fully functional Improved access to the machine for cleaning and maintenance
Set a standard temperature that was safe for all components (removed adjustment).
page 117
WAVE SOLDERING
2 to 3

Wave Solder Plan / Observations

The bottom of the solder tank was filled with dross and other contamination
Caused consistent flow to the pump, resulting inconsistent flow from the pump, resulting in poor solder wave New solder was immediately contaminated
page 118
WAVE SOLDERING
2 to 3

Wave Solder Plan / Observations

The tank was difficult to reach and therefore difficult to clean properly Contamination was difficult to detect

Cant see bottom of tank Need to send samples to outside lab for analysis
page 119
WAVE SOLDERING
2 to 3

Wave Solder Improvements

Cleaned tank and pump Inserted removable dross catcher. This allowed daily cleaning by process owners rather than quarterly cleaning my maintenance Placed solder tank on slide so that it could be easily removed for cleaning. This improved safety and access Sent solder samples for analysis monthly, rather than wait until things got bad
page 120
WAVE SOLDERING
2 to 3

Before After TPM Removable Dross Catcher Contamination Solder P P Slide
Machine Frame
page 121
WAVE SOLDERING
2 to 3

Results of TPM

Equipment Availability increased from 60% to 87%. Process Owner now does other value added activities Lower solder costs due to less usage, dross, and ability to use standard solder Eliminated heat related field failures Eliminated need for post solder wave inspection and rework
page 122
WAVE SOLDERING
2 to 3
page 123
3 to 4

This assembly cell consisting of simple, reliable equipment replaced a CNC drilling machine and engine lathe. Results included 0 down time, process owners built to order rather than wait for parts from the machine shop, lower operating costs, and lower capital costs (total expenditures for equipment < $1,500 mostly from a local Sears store).
page 124

TPM Total Productive Maintenance

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Total Productive Maintenance

Always Ready and Better Than New

part of the Simpler Business System

Total Productive Maintenance

Are any of these familiar?

How confident are you in this machines up-time?

100% Availability? (probably not)

Total Productive Maintenance

Total Productive Maintenance

Total Productive Maintenance

25.0% of hours were not normal production

Total Productive Maintenance

87% of the cell down-time was related to machines

Total Productive Maintenance

This is very typical

How many machines look like this??

Total Productive Maintenance

TPM offers a way out of this mess!

Total Productive Maintenance

Obvious benefits from diligent TPM

Longer machine life

Total Productive Maintenance

TPM = Total Productive Maintenance

Total Productive Maintenance

An important partnership between

The Owner Operator of a machine The Maintenance Supporter of a machine

Maintenance Supporters deliver service

The goal is the health of the machine

TPM is a partnership for equipment health Owner Operators

TPM is a partnership for equipment health Maintenance Supporters

Better Than New

Is the machine better than when it was new?

Better than new = best possible used car

Availability means when needed, at spec

Availability (%) = available time / scheduled time

Goal: 100% available when needed

Whats was the Availability of this cell?

Whats was the Availability of machine M7?

You can measure Availability of a machine

You can measure Availability of a cell

Remember what Availability means

Benefits for Owner Operators

Benefits for Cell Managers

TPM Foundation: Daily Data

Use the production control board

The Production Control Board is an important source of down-time data.

Production Control Board at a machine (with downtime notes and details).

Production Control Board in a cell.

Use Rapid Improvement Events to Implement TPM

R.I. Events start with bold goals

Rapid Improvement Events

Suggested target for TPM Events:

Rapid Improvement Events

Suggested approach for TPM Events:

Before TPM Event (what needs improvement here?)

After TPM Event (whats better?)

Assess Your Progress:

4 Levels of TPM Progress

From Level 1 to Level 2:

Restore Equipment Condition

From Level 2 to Level 3:

Machines Always Ready

From Level 3 to Level 4: