TOTAL PRODUCTIVE MAINTENANCE. Res. Assist. Ahmet Can Kutlu

Transcription

1 TOTAL PRODUCTIVE MAINTENANCE Res. Assist. Ahmet Can Kutlu

2 AGENDA TPM Definitions TPM History TPM Components TPM Objectives TPM TQM Comparison Overall Equipment Effectiveness

3 TOTAL PRODUCTIVE MAINTENANCE Total Productive Maintenance (TPM) is an approach which involves a newly defined concept for maintaining plants and equipment. According to Nakajima (1988), "Total Productive Maintenance (TPM) is productive maintenance carried out by all employees through small group activity." In TPM the machine operator is responsible for the maintenance of the machine, as well as its operation.

4 TOTAL PRODUCTIVE MAINTENANCE The goal of the TPM program is to markedly increase production while, at the same time, increasing employee motivation and job satisfaction.

5 TPM TOTAL all employees are involved it aims to eliminate all accidents, defects and breakdowns PRODUCTIVE actions are performed while production goes on troubles for production are minimized MAINTENANCE keep in good condition repair, clean, lubricate

6 TPM TPM is a company-wide approach to world class asset management. TPM is a "loss reduction" strategy that focuses on both equipment and process improvement. TPM is to move from a reactive maintenance to a planned maintenance culture. Early Equipment Management through TPM will help make new equipment acquisitions more practical.

7 TPM Focus Chronic losses Root causes Preventative problem solving Development of equipment management system Increased operators awareness of equipment and its needs

8 Advantages of TPM equipment uptime: up 40% unexpected equipment breakdowns: down 99% equipment speed: up 10% defects caused by equipment: down 90% equipment output (productivity): up 50% maintenance costs: down 30% return on investment: several hundred percent safety: approaching zero accidents job satisfaction: much better

9 TPM - History 1. Breakdown maintenance 2. Preventive maintenance 3. Corrective maintenance 4. Maintenance prevention 5. Productive maintenance

10 TPM - History 1. Breakdown maintenance (1951) It means that people waits until equipment fails and repair it. Such a thing could be used when the equipment failure does not significantly affect the operation or production or generate any significant loss other than repair cost.

11 TPM - History 2. Preventive maintenance It is a daily maintenance (cleaning, inspection, oiling and re-tightening), design to retain the healthy condition of equipment and prevent failure through the prevention of deterioration, periodic inspection or equipment condition diagnosis, to measure deterioration. Just like human life is extended by preventive medicine, the equipment service life can be prolonged by doing preventive maintenance. 2a. Periodic maintenance 2b. Predictive maintenance

12 TPM - History 3. Corrective maintenance (1957) It improves equipment and its components so that preventive maintenance can be carried out reliably. Equipment with design weakness must be redesigned to improve reliability or improving maintainability Maintenance actions carried out to restore a defective item to a specified condition. Tests, measurements, and adjustments made to remove or correct a fault.

13 TPM - History 4. Maintenance prevention (1960) It indicates the design of a new equipment. Weakness of current machines are sufficiently studied (on site information leading to failure prevention, easier maintenance and prevents of defects, safety and ease of manufacturing) and are incorporated before commissioning a new equipment.

14 TPM - History 5. Productive maintenance Preventive maintenance along with Maintenance prevention and Maintainability Improvement gave birth to Productive maintenance. The aim of productive maintenance was to maximize plant and equipment effectiveness to achieve optimum life cycle cost of production equipment.

15 Components of TPM EQUIPMENT MANAGEMENT EQUIPMENT IMPROVEMENT EQUIPMENT PERFORMANCE LOSS ANALYSIS CONTINUOUS IMPROVEMENT TEAMS TPM TOTAL PRODUCTIVE MAINTENANCE PREVENTIVE/ PREDICTIVE MAINTENANCE OPERATOR EXECUTED PM EQUIPMENT INSPECTION PREDICTIVE MAINTENANCE AUTONOMOUS MAINTENANCE SELF DIRECTED TEAMS EMPLOYEE PARTICIPATION SKILLS IMPROVEMENT TOTAL EMPLOYEE INVOLVEMENT

16 TPM Objectives 1. Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization. 2. Involve people in all levels of organization. 3. Form different teams to reduce defects and Self Maintenance.

17 TPM eliminates 6 big losses: 1) Breakdowns, which can result in long, expensive repairs; 2) Set-ups, conversions, and changeovers; 3) Idling and minor stoppages; 4) Reduced equipment speed; 5) Defects and Rework; 6) Start-up Losses.

18 Similarities between TQM and TPM The TPM program closely resembles the popular Total Quality Management (TQM) program. Many of the tools such as employee empowerment, benchmarking, documentation, etc. used in TQM are used to implement and optimize TPM.

19 Similarities between TQM and TPM Total commitment to the program by upper level management is required in both programs Employees must be empowered to initiate corrective action A long range outlook must be accepted as TPM may take a year or more to implement and is an ongoing process. Changes in employee mind-set toward their job responsibilities must take place as well.

20 Differences between TQM and TPM Category TQM TPM Object Mains of attaining goal Target Quality ( Output and effects ) Systematize the management. It is software oriented Quality for PPM Equipment ( Input and cause ) Employees participation and it is hardware oriented Elimination of losses and wastes.

21 Overall Equipment Effectiveness (OEE)

22 Overall Equipment Effectiveness (OEE) OEE analysis starts with Theoretical Production time. That is the amount of time your plant is open and available to produce parts. From the Theoretical Production time, you subtract the Scheduled Downtimes (e.g. Lunch, breaks, mass meetings, periods where there is nothing to produce, scheduled maintenance) The remaining time is the Planned Production Time Within that available period of time we will be faced with Downtime Losses, Speed Losses and Quality Losses That will reduce the max. achievable output and the goal is to reduce or eliminate these losses.

23 OEE, Availability, Performance Efficiency, and Rate of Quality Products Overall Equipment Effectiveness (OEE) accounts for losses due to equipment downtime, slowed production and product defects; Availability is its measure of losses due to equipment downtime; Performance efficiency is its measure of losses due to slowed production; Rate of Quality Products (Quality Yield) is its measure of losses due to product defects.

24 OEE, Availability, Performance Efficiency, and Rate of Quality Products 1. Availability takes into account the Downtime Losses. This includes all events, that stops production for certain period of time, that can be considered as an traceable event, normally several minutes. Equipment failures, no material and change over times have to be considered. The remaining time is called the Operating Time or Utilization

25 OEE, Availability, Performance Efficiency, and Rate of Quality Products 2. Efficiency takes into account Speed Losses. This includes all inhibitors that cause the machine to operate in a speed lower than the maximum. Possible reasons are worker inefficiency, misfeeds, robot speed, machine wear or simply not optimized processes. We call the remaining time Net Production Time

26 OEE, Availability, Performance Efficiency, and Rate of Quality Products 3. Quality Losses includes produced parts or products that do meet the quality standards and have to be reworked or scraped. The remaining time is the Effective Production time

27 Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness = Availability x Performance x Quality Yield Availability = time available for production - downtime time available for production Performance efficiency = ideal cycle time x number of parts produced operating time Quality Yield = total number of parts produced - defect number total number of parts produced

28 Overall Equipment Effectiveness (OEE) The OEE tells you how effective your machine or your piece of equipment works.. or in other words.what the relation of added value vs. waste is It considers the most common and important sources of production losses OEE is the best way to monitor and to improve the effectiveness of your machine, equipment, manufacturing cell or even an assembly line.

29 Overall Equipment Effectiveness (OEE) Based on the experience of successful TPM companies, the ideal factors for Overall Equipment Effectiveness are: Availability... greater than 90% Performance efficiency... greater than 95% Rate of quality products... greater than 99% Successful TPM companies have an Overall Equipment Effectiveness rate greater than 85%.

30 Example Planned Time: 6:00 am to 5:00 pm ( 60 min. break) Downtimes: no material: hydraulic down: no men: 34 min 17 min 9 min Parts / hrs planned: 60 Scrap: 6 To be reworked 4 Parts produced (incl. scrap & rework): 510

31 Example Availability = time available for production - downtime time available for production Time available for production = = 600 min downtime = = 60 min = (600 60) / 600 = 540 / 600 = 0.9 = 90 %

32 Example Performance efficiency = ideal cycle time x number of parts produced operating time Parts / hrs planned: 60 ideal cycle time = 1/60 Ideal production time = 510 / 60 = 8.5 hrs Operating Time = Planned Time unscheduled downtimes Operating Time = 10 hrs 1 hrs = 9 hrs Efficiency = Ideal production time / Operating Time Efficiency = 8.5 hrs / 9.0 hrs = = 94.4 %

33 Example Quality Rate = total number of parts produced - defect number total number of parts produced Quality rate = (510 10) / 510 = 500 / 510 = 0.98 = 98 %

34 Example OEE = Availability x Performance x Quality rate OEE = 0.9 x x 0.98 OEE = = 83.3 %