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TPM Management

Training
TPM Overview

TPM Award & Its Levels


Each year, The TPM Awards Committee offers TPM Awards
to plants and individuals for exemplary TPM achievement.
Level 4: Award For World
Class Achievement
-Volvo, Sony

Level 3: Special Award


-Toyota

Level 2: TPM Consistent


Commitment Award
-Subaru Isuzu

Level 1: TPM Excellence


Award
-Phillips 66, Milliken,
Motorola, Unilever

yrs
33yrs

yrs
22yrs

yrs
33yrs

yrs
33yrs

Establishes Efcient Production Syste

The 8 Pillars of TPM


PI
PII

FOCUSED
IMPROVEMENT
AUTONOMOUS
MAINTENANCE
PLANNED

PIII MAINTENANCE
PIV
PV
PVI

EDUCATION &
TRAINING
EARLY EQUIPMENT
MANAGEMENT
QUALITY
QUALITY IMPROVEMENT
MAINTENANCE

EFFECTIVE
PVII
ADMINISTRATION
SAFETY &

PVIII ENVIRONMENT

MEASUREMENT OF LOSSES, PROBLEM SOLVING,


RELIABILITY IMPROVEMENT, SMED.
RESET BASE LEVEL, INSPECTION STANDARDS
5S, SETTING STANDARDS.
DOWNTIME REDUCTION
INITIALIZATION OF CONDITION BASED MAINTENANCE
TECHNICAL SKILLS REQUIREMENTS
KNOW- HOW
CHECK OF SPECIFICATIONS
TECHNICAL EVOLUTIONS
REDUCTION OF DEFECTS
OPERATING STANDARDS
5S IN OFFICES
5S IN WAREHOUSES
IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS
MANAGEMENT FOR ZERO ACCIDENT
AND ZERO POLLUTION

TPM
Progress

TPM Master Plan


(Example of The First 3 Years)

Implementation

Expansion

6 Months

1 Year

6 Months

1 Year

Steps 1-7

Step 7

Steps 8-9

Steps 10-11

1. Top Managements
declaration to
introduce TPM

7-(3) Planned Maintenance


7-(4) Training and Skills Development

2. TPM Introduction
Training
3. TPM Organization
4. TPM Policy & Goal
5. Master Plan
6. TPM Kick Off
7-(1) Focused Improvement
7-(2) Autonomous Maintenance

8. (5) Early Equipment Management


9. (6) Quality Improvement
10. (7) Effective
administration
11.(8) Safety &
Environment

12. Total application of TPM

TPM Award

Preparation

Involvement of Each Department By Pillar


(Example)

Production
Production Maintenance Quality Engineering
Purchasing
Sales
Control

Admin.

Focused
Improvement

Autonomous
Maintenance

Planned
Maintenance

Education
&Training

Early
Equipment
Management

Quality
Maintenance

Effective
administration

Safety &
Environment

Eight Pillars of TPM

FI Focus Improvement

PROCEDURE OF IMPROVEMENT PROJECT


Nguyn l

Tm
lt
Vn

What

Why
Plan

Cc bc thc hin

Mc ch

1. Nhn dng vn cn Xc nh u l vn cn gii Checksheet, Six big losses, cc


ci tin
quyt.
th,..

Hin
Quan st, thu thp d liu,
2. Nghin cu hin trng
trng
nm bt thc t

Pareto, Histogram, Bo co s
c, lch s sa cha, OEE

Phn 3. Phn tch nguyn nhn


Tm hiu bn cht vn
tch c th

Fishbone diagram, FTA, 5-Why


Analysis, FMEA, RCA

How

Lp i sch thc hin ci tin

When

K hoch thc hin ci tin


4.1 Lp k hoch ci tin

Who
Wher
e
Do

Check

Action

Cng c thc hin

Hnh
ng

Biu Giant
Ai thc hin
B phn, khu vc no cn ci
tin

4.2 Thc hin k hoch


Kim
5. nh gi tc ng
tra

Hnh ng loi b nhng


nguyn nhn

Cc bin php k thut,


training, hnh chnh,.

Xc nhn kt qu, chi ph tit


gim,..

Pareto, Histogram, OEE ,.. Sau


ci tin

Tiu
6. Tiu chun ho cc gii Loi b vnh vin cc nguyn
chun
php
nhn
ho
7. i chiu li qu trnh Xem xt li cc hot ng v
Kt
v xy dng k hoch
t k hoch cho cng vic
lun
tng lai
sp ti

Pareto, Histogram,
Checksheet, Biu kim
sot, qui trnh,

FI Focus Improvement

OEE OVER EQUIPMENT EFFECTIVENESS


SIX BIG LOSSES

Plant operating time


(time in shift)
Planned
production time

Failure & breakdowns


(Equipment failure,
material shortage,..)
Set up & adjustment
(changeover, tool change,..)
Idling & small stop
(machine wear,
substandard material,..)

Operating
time

Reduced speeds
(machine wear,
substandard material,..)Ideal cycle time = Design Cycle time
= Theoretical Cycle time = Nameplate Capacity

Net
Operating
Time
Fully
productiv
e
Time

Lunch time, break time,


maintenance schedule,
period

Defects and rework


Start up losses

OEE = PP x A x P x Q
= (Planning) X Availability X Performance X
Quality
Wasted$
$s

= Good pieces x Ideal Cycle Time / Planned


Production Time

FI Focus Improvement

7 QC TOOL

FI Focus Improvement

7 QC TOOL
7 QC Tool

Tm lc

Mc ch s dng

th

Trc quan d
liu

Th hin d liu sao cho c th hiu c


ngay khi nhn vo th

Biu phn
tn

Quan h
tng h

Th hin mi quan h gia hai yu t

Biu kim
sot

Kim sot
qu trnh

Th hin s phn b ca d liu c nm


trong gii hn kim sot hay khng

Biu phn Nng lc qu Th hin tnh trng phn b ca d liu. Gip


b
trnh
pht hin ra s c t cc dng phn b
Biu nhn Nguyn nhn
qu
gc r

Lit k v sp xp 1 cch h thng cc


nguyn nhn c th gy ra li.

Biu Parato

Vn ni
tri

Mc thng xuyn cc khuyt tt, t l


lu tch. Gip nhn ra vn no cn gii
quyt

Checksheet

Thu thp
thng tin

Thu thp thng tin ti hin trng hoc nh


du khi kim tra

FI Focus Improvement

PM ANALYSIS PRINCIPLE

FI Focus Improvement

PM ANALYSIS STEPS
Step 1 : Clarify the Phenomenon
Step 2 : Conduct a Physical Analysis
Step 3 : Identify Constituent Conditions
Step 4 : Study 4Ms for Causal Factors
Step 5 : Establish Optimal Conditions (Standard
Values)
Step 6 : Survey Causal Factors for Abnormalities
Step 7 : Determine Abnormalities to Be
Addressed
Step 8 : Propose and Make Improvements

FI Focus Improvement

5-Why Analysis Flow

5-Why Analysis
5-Why Analysis
Sheet

FI Focus Improvement

Exp : 5-Why Analysis Sample

FI Focus Improvement

Exp 2: 5-Why Analysis Sample

Generic Information for 5-Why Example: Regular Cola Soft


Drink vs. Diet Cola

The plant received a PR/R from a customer. (We use 5-Why Analysis to
answer every PR/R.)
The PR/R states that the customer received Regular Cola in the right
container (same for both products) with the Diet Cola label. The order called
for Regular Cola.
The plant has two identical lines that are capable of running either of our two
products. The lines are located immediately beside each other. The only
differences in the products are the syrup and the labels.
The plant runs both lines 24 hours per day. There are three shifts that run
7:00 a.m. to 3:00 p.m., 3:00 p.m. to 11:00 p.m., and 11:00 p.m. to 7:00 a.m.
The date code indicates that the defective product was manufactured at 3:03
p.m.
Defective product has been contained and sorted.

FI Focus Improvement
Define
problem
Regular Cola
with diet cola
label
Why
?

Exp 2: 5-Why Analysis Sample


Wrong label

U se

th i

sp
ath
for
Why
the
sp
?
inv ecific
Changeover
es t
n
iga onco
te d
nfo
U se
Why
rm
Oerator not
th i
anc
s
?
eb
pat
certified
Not following
ein
ht
o in
g
procedure
Why
ves
t
Not formal
i ga
?
Why
te w
certification
Not
hy
the ?
procedure
fomalized
pro
Operator
Why
ble
U se
m w procedure
dependent
th i
?
Why
as
Budgetary
s
pa t
not
process: no
ht
det ?
constrains
o in
ect
supervision
Why
ves
Replying of
t
ig a
Why
?
operator to
te t
he
?
follow up
sy s
tem
No formal ic
procedure
roo
Why
Why
monitoring
t ca
u se
?
?
adherence
to
Failure not
procedureWhy
includeed
?
in orginal
FMEA Why
?

Root Cause

Expended to be
covered with
"on-the-job"
training

FI Focus Improvement

FMEA

Getting Started on
FMEA
Understand your
Customer
Needs

=QFD

Ready?

Develop & Evaluate


Product/Process =Brain
Concepts
Storming

Create
an Effective
FMEA Team

=4 to 6 Consensus Based Multi


Level Experts
Determine

= What we
Define the FMEAare and are
Scope
not working

Determine
3
Effects of
The Failure
Mode

Develop and
Drive
7
Action Plan

Severity Rating

Determine
2
1 Determine
Product or
Failure Modes
Process
of Function
Functions

Determine
66
5
4
Determine
Causes of
Calculate &

Controls
The Failure
Assess Risk
Detection Rating
Mode

Occurrence Rating

FI Focus Improvement

FMEA
The FMEA Worksheet
Resp. &
Product
S
O
D R
Failure Failure
Actions
Target
or
E Causes C Controls E P
Mode Effects
/ Plans Complete
Process
V
C
T N
Date

1
Determine
Product or
Process
Functions

Determine
Effects of
The Failure
Mode
Severity
Rating
Determine
Failure
Modes
of Function

Determine
Causes of
The Failure
Mode
Occurrence
Rating

7
Develop
and
Drive
Action Plan

Determine
Controls
Detection
Rating
Calculate
&
Assess
Risk

p
S
E
V

p
O
C
C

p
D
E
T

p
R
P
N

FI Focus Improvement

None

Low

Moderate

High

Extreme

Severity

FMEA
SeverityofEffect

Rating

Mayendangermachineoroperator.Hazardouswithoutwarning

10

Mayendangermachineoroperator.Hazardouswithwarning

Majordisruptiontoproductionline.Lossofprimaryfunction,100%scrap.Possiblejiglockand
MajorlossofTaktTime
Reducedprimaryfunctionperformance.ProductrequiresrepairorMajorVariance.
NoticeablelossofTaktTime
Mediumdisruptionofproduction.Possiblescrap.Noticeablelossoftakttime.
Lossofsecondaryfunctionperformance.RequiresrepairorMinorVariance
Minordisruptiontoproduction.Productmustberepaired.
Reducedsecondaryfunctionperformance.
Minordefect,productrepairedor"UseAsIs"disposition.
Fit&Finishitem.Minordefect,maybereprocessedonline.

8
7
6
5
4
3

MinorNonconformance,maybereprocessedonline.

Noeffect

FI Focus Improvement

Occurrence

FMEA
<.33

10

1in3

>.33

1in8
Process is not in statistical control.
Similar processes have experienced problems.
1in20

>.51

>.67

1in80

>.83

>1.00

1in2000

>1.17

1in15k

>1.33

Low

Process is in statistical control. Only isolated1in150k


failures associated with almost identical processes.

>1.50

Failure is unlikely. No known failures associated


1in1.5M
with almost identical processes.

>1.67

Moderate

High

1in2

Remote

VeryHigh

LikelihoodofOccurrence

Failure Capability
Rate
(Cpk) Rating

Failure is almost inevitable

Process is in statistical control but with isolated failures.


Previous processes have experienced occasional 1in400
failures or out-of-control conditions.

Process is in statistical control.

FI Focus Improvement

Detection

FMEA
Rating

No known control(s) available to detect failure mode.


10

Controls have a remote chance of detecting the failure.

Moderate

Controls may detect the existence of a failure

High

4
Controls have a good chance of detecting the existence
of a failure

VeryHigh

Low

VeryLow

Likelihoodthatcontrolwilldetectfailure

The process automatically detects failure.


2
Controls will almost certainly detect the existence of
a failure.
1

6
5
3

FI Focus Improvement

FMEA

RPN or Risk Priority Number

The Calculation !

Severity x Occurrence x Detection=


RPN

FI Focus Improvement

FMEA

(FMEA) Part or Process


Improvement

FMEA is a technique utilized to define, identify, and eliminate

known or potential failures or errors from a product or a process.


Identify each candidate Part or Process, list likely failure
mode, causes, and current controls
Prioritize risk by using a ranking scale for severity,
occurrence, and detection
Mitigate risk Can controls be added to reduce risk?
Recalculate RPN.
Characteristics with high Risk Priority Numbers should be
selected for Improvement and Action Plans Created
Recalculate RPN After Completion of Action Plans to Validate
Improvements
Resp. &
p p p

Product
or
Process

Failure
Mode

Failure
Effects

S
O
E Causes C Controls
V
C

D R
Actions
E P
/ Plans
T N

120

Hole OversizeUnable to
Wrong
Ball Gage
5
8
Drilling
Hole Install BP Drill Bit Visual Insp3
Fastener
Used

p
Target
S O D R
Complete E C E P
Date
V C T N

Kit Drill 010103


Bits

5115

FI Focus Improvement

Step
1
Problem

RCA ROOT CAUSE ANALYSIS

Capture specifics about the problem as well as the impact


to each of the organization's overall Goals.
- Answer each question in the Outline.

Step
2

Analysis

Lay out the cause-and-effect relationships for the incident.


- Write down one of the Goals that was affected.
- Write the impact to that Goal in the next box.
- Answer the question "Why did that happen?" Ask Why again.
- In the more detailed analysis, ask as many Why questions as
necessary to thoroughly explain the issue.

Step
3 Solutions
Identify the specific actions that will be taken to reduce the
risk of a similar issue occurring.
- Place a possible solution above the cause that it controls.
- Evaluate the different possible solutions.
- Create a plan for actions or a combination of actions that will
be implemented.

http://www.thinkreliability.com/searchindustry.aspx#in
dustrial

AM Autonomous Maintenance

The 7 steps of Autonomous Maintenance


1.

-Detect problems of lines and restore its original state.


Initial Cleaning
managing the line autonomously.
(Initial Inspection & -Start
( 5S, Minor Stops, Quality )
Restoration) -Create & perform temporary

3 Years

Cleaning/Lubrication procedures.

2. Source of Contamination
-Solve Sources of Contamination and
& Hard-to-Reach areas Hard to Reach areas. (Cleaning, Inspection, Lubrication)
3. Standards of Cleaning
& Lubrication
4. General Inspection

-Develop tentative standards for cleaning, lubrication and


inspection.
-Provide training on their equipments, products and
materials, inspection skills and other AM skills.

5. Autonomous Inspection

Develop a routine maintenance standard by operators

6. Standardize Autonomous
Standardize routine operations related to workplace
management such as quality inspection of products,
Maintenance operations
life cycle of jigs, tools, set up operation and safety.

7.

Autonomous
Management

Autonomous team working

AM Autonomous Maintenance

What to detect during Initial Cleaning?


Categories of Abnormality

S: Safety Items : safety area, spot, work


environment
1: 5 S Related Items:
Sort: Unnecessary items
Store: Disorganized storage, Lack of Visual
Indications
Shine: Cleanliness/Preserve
2: Sources of Contamination:
Leaks, Spills
3: Hard-to-Reach area
4: Broken/Missing Parts
5: Basic Conditions:
Lubrication
Tightening
Cleaning & Inspection
6: Quality Related: Causes of defect

AM Autonomous Maintenance

Before

After

AM Autonomous Maintenance

F-Tagging

During
Initial Cleaning
Tag
Tag
Issued
Issued

Afterwards
Every Day Process

Tag
Tag
Restore
Restore
dd

AM Autonomous Maintenance

Monitoring Tags

Tag
Tag
Issued
Issued
Tag
Tag
Restore
Restore
dd

PM Planned Maintenance

Implementing Planned Maintenance


PHASE 2

PHASE 3

PHASE 4

Improve MTBF

INCREASE TIMELIFE

SYSTEMATIC REPAIR

FAILURE PREDICTION

AUTONOMOU
S
MAINTENANC
E

1 Initial Cleaning
4 Inspection system 5 Entire process
2 Sources of
inspection
contamination,
Hard-to-reach area
3 Standardize

6 A.M. System

7 A.M. Management

1 Evaluate
Equipment & Understand
Current Conditions
PLANNED MAINTENANCE

6 -Evaluate & Establish PLANNED MAINTENANCE


SYSTEM

PHASE 1

2 Repair degradations
and improve weakness
3 Information
system
(Database)
4 Preventive
Maintenance
System
5 -Predictive
Maintenance
System

PM Planned Maintenance

PM
PM -- Main
Main Activities
Activities
Improvement
Improvement
of
of Equipment
Equipment

MTBF
MTBF

Preventive Maintenance
Corrective Maintenance
Maintenance Prevention
Breakdown Maintenance
Support for Autonomous
Maintenance

Improvement
Improvement of
of
Maintenance
MaintenanceSkills
Skills

MTTR
MTTR

Specialized maintenance
skills

Equipment repair skills


Inspection and measurement
skills

Equipment diagnostic skills


Develop new maintenance
technologies

PM Planned Maintenance

M. T. T. R & M.T.B.F CALCULATION MODE


MEAN

MTBF=

TIME

FAILURE

( OPENING TIME STOPS TIME)


STOPS NUMBER FOR FAILURE

MEAN

MTTR=

BETWEEN

TIME

TO

REPAIR

SUM OF TIME STOPS FOR FAILURE


STOPS NUMBER FOR FAILURE

E&T Education & Training

Education
Education&
&Training
TrainingMaster
Masterplan
plan
- Communication manner
- Basic management tools
- Cost measurement
- TPM control

R
SO
VI

4 - Actual role of a Engineering.


3 -TPM trainer (loss kaizen and self maintenance)
2 - Engineer education (level 1- level 5)
(production control, quality control, morale, 5S...)
1 - Professional maintenance skill(PLC, Hydraulic,

G
EN

-TPM, Team work.


- 5-Why, PM analysis, FMEA, RCA,
- Kaizen keyword.
- Advanced maintenance skill.
- HSE, ISO, Maintenance procedure.
- 5S (Seiri, Seiton, Seiso, Seiketsu, Sitsuke).

Process capacity;
PM analysis,
7 QC tools.
Maintenance skills
Line balance...
Management skill-up
Cost Saving Control

OR
W
KE
R

-Basic maintenance,
-Operation & OJT (On job training)
-Simple 5S
-Maintenance procedure, maintenance instruction, Form,
-Company history, rules, HSE

1.
2.
3.
4.
5.
6.
7.

F
AF
ST

5
4
3
2
1

R
EE

6
5
4
3
2
1

IN

For new
staff,
supervisor,
Engineer,
staff,
Worker)

R
PE
SU

4
3
2
1

ADVANCED
EDUCATION

E&T Education & Training

Education
Education&
&Training
TrainingMaster
Masterplan
plan
Step 4: Training and Evaluation

Step 3: Set Individual Skill Challenge Target

Step 2: Design Training System


Including follow-up system such as OJT (=on
the job training)
Documentation of Individual Skill Levels

Step 1: Skills/Techniques
Inventory and Hierarchy
Create a list of Operational and Maintenance Skills and Techniques

EEM Early Equipment Management

Early Equipment Management

(Prevention of Maintenance)
Objective
Objective
MinimizeLCC
LCC(=Life
(=LifeCycle
CycleCost)
Cost)of
of equipment
equipmentby
bythe
thefeedback
feedbackofof
Minimize
experiencefrom
fromthe
thedevelopment
developmentstage
stageofof equipment
equipmentand
andproduct
product
experience
View
ViewPoints
Points
Product
ProductDevelopment
Development

Easy-to-manufacture
Defect-free
Competitive
Clarify 4M conditions
-Material
-Method

-Machinery
-Manpower

Equipment
Equipment
Development/Investment
Development/Investment
Free from major losses
Easy to use
Easy to maintain
Easy to clean
Have quick set-up time
Operate with lowest LCC

EEM Early Equipment Management

B SUNG SAU
KHI C SCH

QM Quality Maintenance

Quality
Maintenance

Aim
Aim
Toensure
ensurethat
thataaplant
plantisisininaaperfect
perfectcondition
conditionwhere
where100
100%
%
To
qualitygoods
goodsare
areproduced,
produced,zero
zerodefects
defects
quality
Ensuring high quality through equipment arrangements at
each process

Steps
Steps

Establish conditions for zero defects


Prevent the occurrence of quality defects
by maintaining the conditions within
certain standards
Inspect and monitor such conditions in
time series
Predicting the possibility of quality defect
occurrence by reviewing changes in
measured values
Take countermeasures in advance

Result
ResultOriented
OrientedApproach
Approach
after
afteritithas
hashappened
happened

Cause
CauseOriented
OrientedApproach
Approach
before
beforeitithappens
happens

QM Quality Maintenance

Tham kho thm


-http://www.plant-maintenance.com/articles/tpm_intro.shtml

-http://www.tpmconsulting.org/english_show.php?
id=7&engin=TPM%20Literature%20Review,%20concep
t%20and%20structure
-D\TPM\TPM Study guide_nippon
-D\TPM\TPM draft

QM Quality Maintenance

Quality
approach
QUALITY
QUALITYDEFECT
DEFECT

Equipment not capable

Improper Process Conditions

Build equipments which do


not create defects

Human Error

Educate operators

Crisis
Quality Assurance
Results
Control

Control
of
Causes
Preventive

Equipment Monitoring
Correspondence between Quality
features and Process conditions or
Equipment Capability

Activities of
Auto -Maintenance
Field Training

Train operators to detect


and correct anomalies
MANAGE
MANAGECONDITIONS
CONDITIONS
OF
ZERO
OF ZERODEFECT
DEFECT

QM Quality Maintenance

TPM Pillar support to


Basic

QM Quality Maintenance

QM Quality Maintenance

QM Quality Maintenance

Total Productive Maintenance is


operator driven reliability:

The Operators Creed of TPM


Keep it clean
Keep it lubricated
Monitor for degradation
Maintain it before production is affected
Simplify and improve it

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