CASE STUDY: EVALUATION ON TOTAL PRODUCTIVE MAINTENANCE IMPLEMENTATION IN CONTINENTAL SIME TYRE, ALOR SETAR

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1 CASE STUDY: EVALUATION ON TOTAL PRODUCTIVE MAINTENANCE IMPLEMENTATION IN CONTINENTAL SIME TYRE, ALOR SETAR SITI NABILAH MISTI DR. DAVID BELL RAJA MUHAMAD HAFIZ RAJA ADZHAR

2 OVERVIEW 1. Introduction 2. TPM Pillars 3. Six Big Losses 4. Case Study: Continental Sime Tyre, Malaysia 5. Comparison of TPM issues 6. Results and Discussions 7. Future Improvements 8. Conclusion

3 5 Point Definition of TPM Aims at getting the most effective use of equipment. Builds an Advance Maintenance Process Brings together people from all departments concerned with equipment Requires the support and partnership of everyone from shop floor personnel to top managers Promotes and implements autonomous small group activities

4 TPM is not a quick fix If you are looking for a quick fix TPM is not it. It will take three to five dedicated years to fully implement TPM and bring your operation up to world class levels. Quick Fixes are usually just Band-Aids to get you through they do not add value in the long term. They usually create more problems than they fix.

5 TPM Pillars Reference: Asian Composites Manufacturing Sdn. Bhd., (2011). "TPM pitch for certification class," ed. Kedah, Malaysia ACM Sdn Bhd, 2011.

6 Autonomous Maintenance

7 Six Big Losses

8 Case Study WHERE? Continental Sime Tyre, Alor Setar, Malaysia WHY? Failed to achieve maximum potential of TPM HOW? Interviews and questionnaires

9 Comparison of TPM issues in CST AS with Davis theory SIMILARITIES OF TPM FAILURE YES NO Not serious in changing program Inexperienced facilitators or trainers Program conducted is too high level (run by managers for managers) Lack of relationship and structure Shop floor was left out of the program and/or not managed Lack of education and training Program is run by engineering section and production section see this as though it does not concern them Use the Japanese way on applying TPM (through Japanese publication) TPM teams lack the necessary mix of skills and experience Poor structure and organisation in supporting TPM and its activities

10 Identified Shortcomings Equipment breakdown High volume of production Lack of communication between production and maintenance Lack of training for operator Insufficient manpower Accident occurrence

11 Discussion OEE = Availability x Performance x Quality Availability = Operating Time / Planned Production Time Performance = Actual Run Rate / Ideal Run Rate Quality = Good Pieces / Total Pieces

12 Future Improvements Scheme of training given to the staff according to their field of work Apply Root Cause Analysis and concentrate on the equipment that is causing the most problems Proactive maintenance activity to check equipment condition from time to time Carefully schedule the machine run time to avoid wear and fatigue Responsibility transfer between maintenance team and production floor Kaizen improvements

13 Education and Training Lack of Training Problem statement Staff did not have the knowledge to operate and utilise the equipment to its full extent Target Zero defects, zero breakdowns, zero accidents Losses / Waste Identified Quality, Down Time, and Speed Loss (Skilled operator shortage, misfeeds, rejects, breakdowns) Action Suggested / Taken Scheme of training given to the staff according to their field of work

14 Planned Maintenance Equipment Breakdown Problem statement High frequency of equipment breakdowns. Target Zero breakdown Losses / Waste Identified Down Time Loss (Breakdowns) Increase Maintenance s Cost (Spare parts) Action Suggested / Taken Apply Root Cause Analysis which concentrate first on the equipment that causing the most problem

15 Planned Maintenance Preventive Maintenance Problem statement Target Losses / Waste Identified Action Suggested / Taken Insufficient manpower to do preventive maintenance to meet the demands of production 100% time utilisation by maintenance team Down Time Loss (Breakdown and major adjustments) Proactive maintenance activity to check equipments condition from time to time

16 Quality Maintenance High Volume of Production The company got too uptight with high volume of Problem statement Target Losses / Waste Identified Action Suggested / Taken production demands which causing the negligence of the mahine's condition Zero defects Quality Loss and Down Time Loss (Rejects and breakdowns) Carefully schedule the machine run time to avoid wear and fatigue

17 Autonomous Maintenance Lack of Relationship Problem statement There is lack of communication between maintenance and production Target Fully enforce AM practice Losses / Waste Identified Speed, and Down Time Loss (Operator inefficiency, breakdowns) Action Suggested / Taken Responsibility transfer for between maintenance team and production floor

18 Safety, Health, and Environment Complexity Safety Hazards Waste Observation Proposal No indicator for pressure gauges Door cannot close because stuck by iron bar Shortage of vacuum port Do indicator for gauges Remove iron bar from door Come out with systems to control the vacuum port Overproduction Over produce of product Produce as demand Ideal Material Long waiting cart Apply pull system Found 2 safety issue at autoclave (uneven floor & wheel stand high) Electrical wire not keep properly and dangerous for everyone Few broken joint at workplace Cover for wire damaged and can cause danger Need to arrange with F&M to repair the both issue Tie wire using cabel tie at safety place Repair the broken joint Repair wire cover

19 TPM s 3 Predominant Pillars Planned Maintenance (PM) Six Big Losses Training and Education (T&E) Quality Maintenance (QM) Overall Equipment Efficiency (OEE)

20 Thank You

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