TPM 12/6/ What is TPM? TPM WHY IMPLEMENT TPM? Preventative Maintenance. Continuous Improvement. Operator Involvement

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1 Lean Six Sigma DMAIC Workshop Yellow Belt Part 4 TPM 6σ 12/6/ What is TPM What is TPM? Preventative Maintenance Continuous Improvement Operator Involvement Maintenance & Operator Teams TPM 12/6/2011 Kraft Foods Yellow Belt 2 WHY IMPLEMENT TPM? QUALITY: STD WORK: time) SET UP: COST: costs CAPACITY: utilization TP MENVIRONMENT: Support 6 sigma, zero defects goals Support on time deliveries (Takt Increase equipment up time Reduce maintenance/production Increase current equipment Reduce hazardous waste generation 1

2 Definition of TPM 1. Maximizes equipment effectiveness 2. Focuses on entire life cycle 3. Coordinates all departments 4. Involves all employees 5. Is implemented through teams 12/6/2011 Kraft Foods Yellow Belt 4 TPM Operator s Viewpoint All I want to do is run a piece of equipment that doesn t break all of the time! I didn t break it, I just ran the same as always! If you d fix it better it would last longer! Maintainer s Viewpoint All I ever do is fix what you break! If you ran it correctly it wouldn t break so often! If the engineers had to operate or fix this thing they would have designed it better! Management s Viewpoint We paid good money for engineers to design and set up the equipment, but the effectiveness is no where near what we expected, WHY? I don t understand why we have so much downtime, it s costing us millions! 12/6/2011 Kraft Foods Yellow Belt 5 Machine Problems? Describe several equipment issues in your plant 2

3 Insurance Life Insurance for Your Equipment Identifying Measuring Preventing Is like life insurance for your machines 12/6/2011 Kraft Foods Yellow Belt 7 At Home and At Work How do you care for your home, car or personal tools? Lean and Six Sigma How do you care for the equipment or tools at work? 12/6/2011 Kraft Foods Yellow Belt 8 TQM TQM & Continuous Improvement Measure, Measure, Measure Plan, Do, Check, Act Cycle Team Work How can these tools be used with TPM? 12/6/2011 Kraft Foods Yellow Belt 9 3

4 Team Building Building Your Team Maintainers, Operators, and Others Who is on your team? What can they contribute? Select a Team Leader and Recorder 12/6/2011 Kraft Foods Yellow Belt 10 TPM Operating Philosophy 1 Maximize overall equipment efficiency -Zero Accidents, Zero Defects, Zero Breakdowns 2 Philosophy of Prevention -Proactive vs. Reactive 3 Participation of all the associates -Autonomous activities, Small Group activities 4 All management levels from senior managers to operators - Focused Improvement 5 Gemba Principle (Shop-Floor Oriented) -Seeking ideal operation, Visual management TPM Teamwork 2 st Shift Oper Sanitation Supv QA. Mgr. UC Supv. JMAC Main. Mgr. VP of Mftg. 1 st Shift Supv TPM Coordinator 2 st Shift Oper 1 st Shift Oper Seattle Supv. 4

5 Cleaning Equipment Scorecard Use it before you start cleaning Use it again at the start of day two Use it to get ideas for your own Cleaning/Lubrication Checklist Scorecard 12/6/2011 Kraft Foods Yellow Belt 13 Inspect Inspect as You Clean As you wipe, look for breaks, cracks, dents, minor abrasions. Thoroughly inspect every corner and hidden area. 12/6/2011 Kraft Foods Yellow Belt 14 Discrepancies Recording Discrepancies Use your Abnormalities Checklist Identify things your team fixed Identify those things to be fixed later 12/6/2011 Kraft Foods Yellow Belt 15 5

6 Role in TPM The Operator s and Maintainer s Role in TPM Making zero breakdowns a reality Preventing losses at their source Raising skills and machine performance 12/6/2011 Kraft Foods Yellow Belt 16 Why Do Machines Fail? Failure Most failures trace back to things we can control. For Example: 1. Misoperation 2. Lack of maintenance 3. Neglect 12/6/2011 Kraft Foods Yellow Belt 17 Six Big Losses Understanding the Six Big Losses Availability losses Breakdowns/failures Setups/changeovers Performance losses Minor stoppages Reduced speed Quality losses Defects and rework Startup and yield loss 12/6/2011 Kraft Foods Yellow Belt 18 6

7 OEE = Actual output Compared to Theoretical Maximum Output 12/6/ RLM & Associates LLC 19 Calculation: OEE = Availability x Performance x Quality Example: A given Work Center experiences... Availability of 86.7% The Work Center Performance is 93.0%. Work Center Quality is 95.0%. OEE = 86.7% Availability x 93.0% Performance x 95.0% Quality = 76.6% An industry benchmark of 85% is not uncommon Example- Availability Calculation: Availability = Available Time / Scheduled Time A given Work Center is scheduled to run for an 8 hour (480 minute) shift. The normal shift includes a scheduled 30 minute break when the Work Center is expected to be down. The Work Center experiences 60 minutes of unscheduled downtime. Scheduled Time = 480 min -30 min break = 450 Min Available Time = 450 min Scheduled -60 min Unscheduled Downtime = 390 Min Availability = 390 Avail Min / 450 Scheduled Min = 90% 7

8 Example- Performance Calculation: Performance = (Parts Produced * Ideal Cycle Time) / Available Time A given Work Center is scheduled to run for an 8 hour (480 minute) shift with a 30 minute scheduled break. Available Time = 450 Min Sched -60 Min Unsched Downtime = 390 Minutes The Standard Rate for the part being produced is 40 Units/Hour or 1.5 Minutes/Unit The Work Center produces 242 Total Units during the shift. Note: The basis is Total Units, not Good Units. The Performance metric does not penalize for Quality. Time to Produce Parts = 242 Units * 1.5 Minutes/Unit = 363 Minutes Performance = 363 Minutes / 390 Minutes = 93.0% Example Quality (First Pass Yield) Calculation: Quality = Good Units / Units Started A given Work Center produces 230 Good Units during a shift. 242 Units were started in order to produce the 230 Good Units. Quality = 230 Good Units / 242 Units Started = 95.0% Total Effective Equipment Performance Stated another way, TEEP adds a fourth metric 'Loading', Therefore TEEP = Loading x Availability x Performance x Quality Say, a given Work Center experiences... OEE of 34.0% Work Center Loading is 71.4% TEEP = 71.4% Loading x 34.0% OEE = 24.3% 8

9 Example- Loading Calculation: Loading = Scheduled Time / Calendar Time A given Work Center is scheduled to run 5 Days per Week, 24 Hours per Day. For a given week, the Total Calendar Time is 7 Days at 24 Hours. Loading = (5 days x 24 hours) / (7 days x 24 hours) = 71.4% OEE & TEEP Dataset Johann s Yo Yo Factory Johann Loop started his yo-yo factory 17 years ago, making toys for friends. One thing led to another and Johann s is now supplying his line of yo-yos all over the world. Three years ago, Johann s acquired an automated yo-yo machine (Yangtze Yo-Yo Machine Co.) which was supposed to greatly increase profits. The plant runs on an eight hour shift with two 15 minute breaks and a ½ hour unpaid lunch. The operators shut the Yangtze down 5 minutes before breaks and lunch and it takes an additional 5 minutes to restart the machine. The Yangtze is also shut down for cleanup and service for 15 minutes at the end of the shift. It normally takes 10 minutes for the machine to get going, at the beginning of each shift. Due to bugs and breakdowns in the machine, they only have the machine actually running 5.5 hours, in an eight hour shift. 9

10 Johann s Yo-Yo continued The Yangtze is currently running five days a week on two shifts. The machine is designed to produce 300 completed yo-yos an hour, but is only producing 1,445 units per shift. Not only that, the machine s vision system kicks out 13 of every 125 units produced. Mr. Johann thinks that to meet orders they need to order another machine and this is supported by Snidely Crafty, the corporate accountant. However, the new manufacturing engineer, Johnny (who is Mr. Johann s under-rated son-in-law), thinks the machine is underutilized and wants to show Mr. Johann how bad the metrics really are and they simply need to increase the uptime of their existing equipment. To help Johnny build his case, calculate the First Pass Yield, the OEE and the TEEP. Formulas OEE = Availability x Performance x Quality Availability = Available Time / Scheduled Time Performance= (Parts Produced * Ideal Cycle Time) / Available Time Quality(First Pass Yield) = Good Units / Units Started Loading= Scheduled Time / Calendar Time TEEP= Loading x Availability x Performance x Quality 12/6/ RLM & Associates LLC 29 Pareto of Abnormalities Found Pareto 12/6/2011 Kraft Foods Yellow Belt 30 10

11 Loss Which Loss is the Biggest? Collect loss data and determine which loss is the biggest problem Let s focus here first Setup Breakdowns Idling Startup Defects 12/6/2011 Kraft Foods Yellow Belt 31 Reduced Function Reduced Function is a Loss Too! Two types of failures: 1. Function loss 2. Function reduction Function loss In reduced function, the machine keeps running and may produce delays and wasteful defects Function reduction Minor stoppages Reduced speed 12/6/2011 Kraft Foods Yellow Belt 32 Breakdowns When Do Breakdowns Happen? 1. Initial break-in period 2. Random failure period 3. Wear related breakdown period Number of Breakdowns Initial break-in period Accidental Breakdowns Time Long wear related breakdowns 12/6/2011 Kraft Foods Yellow Belt 33 11

12 Visual Controls Are There Visual Controls Available? 1. Are types of lubrication needed identified 2. Where and controlled by who? 3. Are pressure specifications posted and understood by the operators and maintainers? 4. Where and controlled by who? 5. Are fasteners used correctly? 12/6/2011 Kraft Foods Yellow Belt 34 Restoration Improvement Begins with Restoration Correct accelerated deterioration before modifying equipment or making design improvements Causes for accelerated deterioration: 1. Failure to add oil 2. Water or oil on sensor 3. Grit or dirt in revolving or sliding parts 4. Dirt and dust on cooling fan 12/6/2011 Kraft Foods Yellow Belt 35 5 Why Tool Use the 5 WHY Tool to Dig Up Root causes WHY? Answer WHY? Answer WHY? Answer WHY? Answer WHY? Root Cause 12/6/2011 Kraft Foods Yellow Belt 36 12

13 5 WHY S - AN EXAMPLE The Problem - A Worn Chain: WHY WAS IT WORN? REPLACE WORN CHAIN BAD SPROCKET $$ HIGH COST $$ REPLACE SPROCKET WHY IS THE SPOCKET BAD? WORN BEARINGS REPLACE BEARINGS WHY WERE THEY WORN? BROKEN GREASE LINE REPLACE LINE WHY WAS IT BROKEN? BROKE DURING CLEANING MAKE VISIBLE DURING CLEANING $$ LOW COST $$ TP M Why? Why Ask Why? Problem: The cylinder moves slowly Why is movement slow? Because there s a clog in the strainer. Why is the strainer clogged? Because the oil is contaminated. Why is the oil contaminated? Debris enters through holes and gaps on the upper plate of the tank. Solution: Prevent chips from scattering. Close holes and gaps. 12/6/2011 Kraft Foods Yellow Belt 38 Shared Tasks Shared TPM Tasks OPERATORS MAINTENANCE Become equipment focused Become equipment focused Daily/Shift inspections Routine cleaning Identifying problems early Fixing minor problems Accurately reporting problems as soon as discovered Clean up after each shift See maintainers as teammates Daily review of discrepancies Maintenance prevention Predictive Maintenance Follow-up on major problems Education/training operators when necessary Clean up after all maintenance See operators as teammates 12/6/2011 Kraft Foods Yellow Belt 39 13

14 INSPECTION CLEAN TO INSPECT INSPECT TO DETECT DETECT TO CORRECT CORRECT TO PERFECT PERFECT TO PROTECT.. TP M Sixty percent of all jobs are simple Emergency repairs Inspections Lubrication Oil changes Adjustments Conditions checks Planned replacements Modifications Reconditioning 12/6/ RLM & Associates LLC 41 Standards Cleaning/Lubrication Standards Step Item Location Criteria Action Who Interval Time 1. List task in logical sequence 2. Indicate what, where, when, and how often it is to be cleaned/lubricated or inspected 3. Identify criteria to be used 4. Indicate who is supposed to perform task and how long it should take 5. Identify logical action of completing task These cleaning/lubrication standards will be very simple at first and then become more complex as they are used and refined. Remember to keep them simple and easy to understand. These are items that the operator or maintenance person should be able to do quickly and efficiently without complicated training. 12/6/2011 Kraft Foods Yellow Belt 42 14

15 12/6/2011 Cleaning/Lubrication Standard Equipment Name Step Item/Location Location Criteria Action Check for Problems Equipment body Daily 2 min 3 Equipment base Oil & Dust free Seep/wipe off Oper. Daily 2 min 4 Hydraulic lines No leaks or cracks Wipe off Oper. Daily 1 min 5 Cutting drums Smooth & no cracks Wipe off Oper. Weekly 4 min 6 Electrical conn. No cracks or loose Observation Oper. Weekly 1 min 7 Air Hoses No cracks or loose Observation Oper. Weekly 1 min 8 Drive gears Properly lubed Gear grease Maint. Monthly 10 min 9 Oil reservoir Properly filled XYZ-30 oil Maint. Monthly 10 min 12/6/2011 Oper. Every shift Time 2 Wipe off Oper. Interval All Around Oil & Dust free Observation Who 1 Kraft Foods Yellow Belt 2 min 43 Cleaning/Lubrication Standard Equipment Name Step Item/Location Location Criteria Action Who Interval Time /6/2011 Kraft Foods Yellow Belt 44 Checklist 12/6/2011 Kraft Foods Yellow Belt 45 15

16 Abnormalities/Improvement Abnormalities/Improvement Worksheet No. Abnormality Improvement Dept. Discovered Fix /6/2011 Kraft Foods Yellow Belt 46 TPM PHILOSOPHY Implementing the TPM philosophy demands: Equipment running at optimal conditions People with higher equipment knowledge and skills A strategy that is focused on controlling all factors that impact quality, reliability and cost at the source. TP M AUTONOMOUS MAINTENANCE Involves producers in the maintenance process Involves producers in the problem solving Improves everyone s skill levels and understanding of the equipment s function. Utilizes 5S, visual management and standard work to ensure routine maintenance & maintainability. TP M 16

17 AUTONOMOUS MAINTENANCE The 4 elements of Autonomous Maintenance are: - Review equipment and area - Establish a plan to improve 5S, visual management - Establish Standard Work - Evaluate training needs TP M ASK WHY? Ask Why To Get At The Root Cause, Not The Symptoms Ask Why To Take Action To Prevent The Problem Ask Why To Reduce The Maintenance and Repair Costs TP M EVENT GOAL 30 SECONDS TO INSPECT OPERATING CONDITIONS AND TO LUBE EQUIPMENT TP M 17

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