Information & Training. | Lean Manufacturing. Just In Time Processing.
Total Productive Maintenance (TMP).
Total Productive Maintenance (TQM) is a team based, continuous activity, which seeks to optimize equipment reliability and output quality throughout a process. Total Productive Maintenance is a combination of traditional preventative maintenance and team based Quality Management. Under such an approach to maintenance, a culture develops where equipment operators have ownership for equipment performance, and support functions such as Engineering, Maintenance, Quality Assurance, Management, etc., all actively and passionately strive to support equipment owners in optimizing equipment performance.
The tools and techniques of Lean & JIT:
– Basic working practices
– Total Productive Maintenance
– Design for manufacture
– Set-up reduction
– Operations focus
– Total staff involvement
– Overall Equipment Effectiveness (OEE)
– Visual management
– Flow layout
– Just-In-Time Supply
– Pull scheduling & Push systems of control
– Kanban control
– 5S method of control
– Levelled scheduling
– Etc. Etc..
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The Eight Pillars of Total Productive Maintenance (TPM).
#1 Focused Improvement
#2 Autonomous Maintenance
#3 Planned Maintenance
#4 Training and Education
#5 Maintenance Prevention
#6 Quality Maintenance
#7 Administrative TPM
#8 Safety and Environmental
#1 Focused Improvement (Kobetsu Kaizen)
Focused improvement spans all activities that impact on the efficiency of equipment, processes and capital assets (e.g. facilities). Focussed improvement seeks to ensure that equipment performs at optimum levels each and every operating day. The objective is to have “zero losses”. “Losses” may be failure to operate a required function or to operate required functions, but at a rate lower than optimum. Equipment losses may be either chronic (the recurring gap between the equipment’s actual effectiveness and its optimal value) or sporadic (the sudden or unusual variation or increase in efficiency loss beyond the typical and expected range). Overall Equipment Effectiveness (OEE) is the key metric of Focused Improvement.
#2 Autonomous Maintenance
Train equipment operators to close the gap between themselves and the maintenance staff, making it easier for both to work as one team.
Implement design changes to the equipment so the operator can identify any abnormal conditions and measure deterioration before it affects the process or leads to a failure. The key concept behind Autonomous Maintenance is the creation of “expert equipment operators” for the purpose of “protecting their own equipment”. The paradigm shift that Autonomous Maintenance addresses is a transition in the operator perception from ‘I run the equipment, Maintenance fixes it’, to ‘I own the performance of this equipment’.
There are two objectives associated with Autonomous Maintenance:
– To foster the development and knowledge of the equipment operators, and
– To establish an orderly shop floor, where the operator may easily detect departure from optimal conditions.
#3 Planned maintenance
Establish Preventative and Predictive Maintenance systems for equipment and tooling. The objective of Planned Maintenance is to establish and maintain optimal equipment and process conditions. Devising a planned maintenance system means raising output (no failures, no defects) and improving the quality of maintenance technicians by increasing plant availability (machine availability).
Like Focused Improvement, Planned Maintenance supports the concept of zero failures. Planned Maintenance activities put a priority on the realization of zero failures. The aim of TPM activities is to reinforce corporate structures by eliminating all losses through the attainment of zero defects, zero failures, and zero accidents.
#4 Education and Training
TPM is a continuous learning process. There are two major considerations to successful achievement of a learning environment:
– Soft skills training: How to work as teams, diversity training and communication skills.
– Technical training: Upgrading problem solving and equipment related skills.
A comprehensive program needs to be implemented to ensure the desired soft skills and technical skills are provided to the appropriate equipment operators and support staff. Such a program will be ongoing and will be continually assessed for suitability and effectiveness based on progress towards achievement of the TPM goals.
Training and Education focuses on establishing appropriate and effective training methods, creating the infrastructure for training, and proliferating the learning and knowledge of the other TPM pillars.
#5 Maintenance Prevention.
Maintenance Prevention is also known as Early Management, Initial
Phase Management or Initial Flow Control.
The objective of MP is to minimize the Life Cycle Cost (LCC) of equipment.
In large part, MP improvements are based on learning from the existing equipment and processes within the Focused Improvement, Autonomous Maintenance, and Planned Maintenance TPM pillar activities.
Establish systems to shorten new product or equipment development start-up, commissioning and stabilization time to maximize output quality and operating efficiency.
New equipment needs to be:
– Easy to operate
– Easy to clean
– Easy to maintain
– Reliable
– Have quick set-up times
The objective being to minimize the Life Cycle Cost (LLC).#6 Quality Maintenance
The key concept of Quality Maintenance is that it focuses on preventive action ‘before it happens’ (cause-oriented approach) rather than reactive measures ‘after it happens’ (results oriented approach).
Quality Maintenance ensures the operation of a process for controlling the condition of equipment, components and materials that affect variability in product quality.
The objective needs to be to set and maintain conditions to accomplish zero defects.
Quality has a direct correlation with material condition, equipment precision, production methods and process parameters.
Quality Maintenance, like Maintenance Prevention, builds on the fundamental learning and structures developed within the Focused Improvement, Autonomous Maintenance, Planned Maintenance, and Maintenance Prevention TPM pillars.
Quality Maintenance supports a key objective of TPM – ensuring that equipment and processes are so reliable that they always function properly.
Pre-conditions for successful Quality Maintenance implementation include abolishment of accelerated equipment deterioration, elimination of process problems, and the development of skilled and competent users.
#7 Administrative TPM
Administrative and support departments can be seen as functions whose principal tasks are to collect, process and distribute information.
Process analysis should be applied to streamline information flow.
Administrative TPM applies TPM activities to continuously improve the efficiency and effectiveness of logistic and administrative functions. These logistic and support functions may have a significant impact on the performance of manufacturing production operations.
TPM must embrace the entire company, including administrative and support departments. No process is a stand-alone activity, but is now fully integrated with, and dependent on, its support activities. Support departments increase process productivity by documenting administrative systems and reducing waste and loss. They can help raise production-system effectiveness by improving every type of organized activity that supports production.
Improved administrative TPM focuses on identifying and eliminating effectiveness losses.
#8 Safety and Environmental
Ensuring equipment reliability, preventing human error, eliminating accidents and environmental damage are the key tenets of TPM.
Assuring safety and preventing adverse environmental impacts are important priorities in any TPM effort.
Any safety or environmental incidents must be fully investigated and appropriate corrective action taken to address. However, such an approach is reactive. In addition to reactive procedures a proactive approach is essential. The potential for any safety and environmental incidents arising needs to be predicted. Risk assessment should form part of this process with the potential for any unacceptable risks eliminated and the lower level risks continually reduced via equipment and process redesign, procedure revision, training, etc..
TPM uses fact based analytical techniques e.g. “5 Why” Analysis, to probe for the root causes which may give rise to safety or environmental risks.
“Lean” & “Just-In-Time”.
The tools and techniques of Lean & JIT:
– Basic working practices
– Total Productive Maintenance
– Design for manufacture
– Set-up reduction
– Operations focus
– Total staff involvement
– Overall Equipment Effectiveness (OEE)
– Visual management
– Flow layout
– Just-In-Time Supply
– Pull scheduling & Push systems of control
– Kanban control
– 5S method of control
– Levelled scheduling
– Etc. Etc..