Profit = Price - Cost. TAKT Time Map Capacity Tables. Visual Control. Poka-yoke (mistake proofing) Kanban. Andon. 3P Prod Prep

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1 GPS Mod 14 Total Productive Maintenance MUDA MUDA Cost Reduction By Eliminating Waste Just-in-Time Profit = Price - Cost GPS Depth Study NVA/VA- Functions/Mgrs Quality Cost Delivery Safety Measures Morale TAKT Time Map Capacity Tables Total R e d e p l o y m e n t Jidoka (human automation) Setup Reduction Changeover Multi-process Operations Standard Operations Heijunka (Leveling) Continuous Flow Total Productive Maintenance Poka-yoke (mistake proofing) Kanban Visual Control Andon Productive Maintenance RPIW Kaizen Kaikuku 3P Prod Prep Module 14 7 Flows Factory Product/Patient Quantity Analysis 7 Flows Medicine 4 No s Sorting Simplifying 5S Sweeping Standardizing Self Discipline 7 Wastes Value Stream Mapping ONE PIECE FLOW TAKT TIME PULL PRODUCTION Global Production System , John Black and Associates LLC (modified from Hiroyuki Hirano, Productivity Press). 14 TPM v Committed Leaders 1

2 Total Productive Maintenance: Key Points TPM is productive maintenance carried out by all employees through small group activities. There are six big losses that limit equipment effectiveness Chronic losses occur repeatedly within a certain range of distribution. Sporadic losses are sudden outbreaks that go beyond that range. 14 TPM v

3 How does TPM Work? TPM is productive maintenance carried out by all employees through small group activities. Five Goals: 1. Maximize equipment effectiveness. 2. Develop a system of productive maintenance for the life of the equipment. 3. Involve all departments that plan, design, use, or maintain equipment. 4. Actively involve all employees - from top management to shop floor workers. 5. Promote TPM through autonomous small group activities. 14 TPM v

4 1. Breakdown. Six Big Losses Limit Equipment Effectiveness Time loss when productivity is reduced. Quality loss caused by defective outcomes. 2. Setup and Adjustment. 3. Idling and Minor Stoppage. 4. Reduced Speed. 5. Quality Defects and Rework. 6. Startup. Yield losses that occur during the early stages of production. 14 TPM v

5 Sporadic and Chronic Losses Chronic usually refers to a phenomenon that occurs repeatedly within a certain range of distribution. Sudden outbreaks that go beyond this range are referred to as sporadic. Restoration is key. To return to previous level. Defect Rate Innovation is key. To achieve optimal conditions. Time Source: TPM Development Program, Seichi Nakajima Chronic losses become obvious when compared to optimal conditions. 14 TPM v

6 Chronic Losses and Hidden Defects Chronic losses are caused by hidden defects. Chronic losses are subtle and difficult to detect. They arise from conditions that are perceived as normal. They often have multiple causes. Chronic losses become obvious when compared with optimal conditions. Maintenance typically addresses sporadic problems. When equipment breaks, they fix it. Focusing on fixing broken equipment leaves little time to address chronic losses. 14 TPM v

7 Sporadic vs. Chronic Losses in Healthcare Patients with diabetes use a meter to measure their blood sugar. This measurement tells them the right amount of insulin to take. Sporadic: Problem: The meter display screen goes blank. Result: Biomed is called and repairs are made. Chronic: Problem: The meter s internal controls are not routinely calibrated. Result: The patient receives an incorrect amount of insulin. 14 TPM v

8 Why Chronic Losses are Neglected The cause is unknown. No obvious fix. No time for root cause analysis. A cause is known, but the action taken is ineffective. Equipment design is complex. Lack of training is mistaken for lack of experience. All stake holders are not working as a team. Factory reps/engineers. Facilities engineers. Maintenance. Staff who operate the equipment. 14 TPM v

9 Reducing and Eliminating Chronic Losses Reduce and eliminate chronic losses by: Mod 14 Total Productive Maintenance Increasing equipment reliability Restoring the equipment to its original operating conditions Identifying and establishing optimal operating conditions Eliminating small defects that are often overlooked. 14 TPM v

10 Eliminating the Six Big Losses Breakdown Losses Take action against breakdowns. Equipment is maintained through small group activities. Factory and facilities engineers set standards. Maintenance trains, repairs, and overhauls. Staff inspect, clean, lubricate, and report anomalies. Begin by cultivating new attitudes. Replace the assumption that all equipment eventually breaks down with the conviction that properly maintained equipment never breaks down. 14 TPM v

11 Eliminating the Six Big Losses Breakdown Losses Five requirements for zero breakdowns. 1. Maintain basic equipment conditions: cleaning, lubricating, and inspecting. 1. Adhere to operating conditions. 2. Restore deterioration. 3. Correct design weaknesses. 4. Improve operator and maintenance skills. 14 TPM v

12 Eliminating the Six Big Losses Breakdown Losses Production versus Maintenance Equipment is maintained through small group activities. Operators must do the following: Maintain basic equipment conditions: cleaning, lubrication, adjustments. Maintain operating conditions: proper operation and visual inspection. Discover deterioration through visual inspection to identify abnormalities. Enhance skills such as equipment operation, setup, adjustment, and visual inspection. Maintenance personnel must do the following: Provide technical support for production departments. Restore deterioration thoroughly and accurately using inspections, condition monitoring, and overhaul. Clarify operating standards by identifying design weaknesses and making appropriate improvements. Enhance maintenance skills for checkups, condition monitoring, inspections, and overhauls. 14 TPM v

13 Eliminating the Six Big Losses Setup and Adjustment Losses Eliminate adjustments, where possible. To eliminate adjustments: Analyze their purpose. Look for root cause. Evaluate methods. Improve unavoidable adjustments. When adjustments cannot be eliminated: Set fixed values. Establish standard work. Train to improve skills. 14 TPM v

14 Eliminating the Six Big Losses Reduced Speed Losses Speed loss is the loss of productivity caused by the difference between the designed speed of a machine and its actual operating speed. Common problems related to speed losses. Vague equipment specifications. Specified speeds are attainable but not achieved. Inadequate investigation of problems. Equipment is used incorrectly. 14 TPM v

15 Eliminating the Six Big Losses Idling and Minor Stoppages Correct minor defects. Caster on cart wobbles. Drawer catches when it opens. Leads on monitor are loose. Apply basic principles of shop floor operations. Routine Inspections scheduled and assigned. Maintenance schedule for each piece of equipment. Ongoing training and cross-training matrix maintained. Identify optimal conditions. Identify required configuration. Investigate design weaknesses (should be explored last). 14 TPM v

16 Eliminating the Six Big Losses Reduce Chronic Quality Defects Chronic quality defects occur when a healthcare system regularly produces totally or partially defective outcomes despite various improvement and control measures. 14 TPM v

17 Eliminating the Six Big Losses General Characteristics of Chronic Quality Defects Improvement efforts have been unsuccessful. Symptoms are addressed, root cause is not. Investigating and identifying root cause is difficult. Managing equipment is limited to specific technical fields, usually maintenance. Maintenance is caught in an unending cycle of break and repair no time for preventive tasks. 14 TPM v

18 Eliminating the Six Big Losses Typical Causes of Chronic Quality Problems Poor deployment of operators and equipment Lack of manpower Equipment poorly maintained Lack of daily Cleaning Optimal Equipment conditions not known Insufficient precision Accelerated deterioration Ineffective cause analysis Chronic Quality Defects Jumping to conclusions about causes Minor defects neglected Giving up because causes are unclear Inadequate observation of equipment Unskilled adjustments Basic equipment conditions poorly maintained Handling errors Operating errors Insufficient operator skills Inability to see how things actually happen Lack of instructions in basics Short parts life Inadequate repair work Inadequate problem analysis Unfamiliarity with the workplace 14 TPM v Intrinsic Weaknesses in equipment Poor equipment debugging Considering problems only from narrow technical viewpoints Source: TPM Development Program, Seichi Nakajima 18

19 Total Productive Maintenance Summary Mod 14 Total Productive Maintenance Total Productive Maintenance reduces equipment breakdowns through a team approach to managing our equipment throughout its total expected lifetime. 14 TPM v