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30 August, 2016 © S A Partners
Hosted by Meda Rottapharm SA Partners in association with Peter Willmott
1st September 2016
One Day
Total Productive Maintenance
Practitioner’s Workshop
30 August, 2016 © S A Partners
• Intro to Meda Rottapharm & their CI journey to date –Richard
Hayes-Operational Excellence Manager
• Ice breaker-World Class Exercise
• TPM Principles-Including Maintenance Self Assess Exercise
• TPM Methodology
• OEE is Simple Exercise & BoB understanding
• TPM case study (Part 1)-Scene setting Richard Hayes
• Part 2-Go See VM Boards of Op Ex Management system
• Go Do ‘Spot the Rot’ 3 x Teams visit Line 4 Asset
• Return to Training Room for lunch
Agenda-this Morning
30 August, 2016 © S A Partners
Agenda –this Afternoon
• Spot the Rot feedback-3 x Teams + Richard, Neil, Andy & Peter
• Molex Case study-Neil Enright (incl Q & A session)
• Discussion on Wider View of OEE & Cultural Issues- Richard,
Neil, Andy & Peter (Tea & coffee on the run)
• Designing & Sustaining your In-house TPM Program & Audit
& Review processes-Peter /Andy + other Cameo case studies
from other industries +Richard & Neil E contributions
• Key Learning Points Does TPM pass the ‘So what ?’ test x 2
Exercises
• Workshop assessment
30 August, 2016 © S A Partners
6x Exercises during the day to
underpin key learning points
• Ice Breaker-What is World class?
• Maintenance Assessment -an ‘Honesty’ check
• The OEE is Simple (+ explanation of Current v. Best of
Best & World Class benchmark OEE )
• Spot the Rot / Condition Appraisal –practical –Go do
• Business Drivers & Potential of TPM to deliver them
• Potential TPM Stoppers & Proposed Countermeasures
30 August, 2016 © S A Partners
To Provide Answers to the Following 7 x Questions • What do we mean by Operational Excellence and TPM Best Practice?
• How do we align TPM with our Operations Philosophy & our Lean
Transformation Journey?
• How to select the right Tools and Techniques & Designing our own in-house
TPM Program ?
• How to assimilate the likely resource commitments for running your TPM
Program.
• How to prepare a compelling Cost / Benefit Business case for your company’s
‘sign off’
• How do we create the right Environment to generate the right Behaviours in
order to Sustain the Gains?
• What are the common Pitfalls to Avoid?
Intended Learning
outcomes
30 August, 2016 © S A Partners
5% of What We Read
10% of What We Hear
15% of What We See
20% of What We See and Hear
40% of What We Discuss With Others
80% of What We Practice and Experience
95% When We Teach Others
Learning, Understanding and
Retention
30 August, 2016 © S A Partners
Ice-Breaker
• Think of a “World Class” sportsperson or team, either
current or past.
• Why are they (or were they) ‘World Class? i.e. What
attributes/characteristics differentiate them from the
rest?
• In other words: What makes (or made) them ‘Special’?
30 August, 2016 © S A Partners
• Train and practice a lot before they perform
• Have dedicated “Improvement Time”
• Are obsessive about attention to detail
• Depend on others, not just self
• Have the right equipment, facilities and environment
• Have a clear vision of what’s possible
• Have a ‘Continuous Improvement’ mentality
• Are totally dedicated
• Maximise their individual and collective potential
• Are well paid when they get there!!
10 x Attributes of “World Class”
Performers
30 August, 2016 © S A Partners
Like any CI activity I now see TPM more as a
SYSTEM within the Shingo Model for Enterprise Excellence.-as such and with
help from my SA Partner colleagues andTPM customers………..
Until about 18 months ago I used
my 3 x cycle, 9 Step TPM model developed over the previous 20 yrs +
11 Step TPM System Model-
Explanatory Note
30 August, 2016 © S A Partners
We Brainstormed what was
missing………….
Collect Equipment
History &
Performance
Information
Define
Measurement &
Potential Review
Progress
Assess the 6 Losses
& Set Improvement
Priorities
Develop Future
Asset Care
Carry Out a Condition
Appraisal
Plan the
Refurbishment,
Spares & Manpower
Carry Out a Critical
Assessment of the
Equipment
Develop
Best Practice
Problem
Prevention
Low
Cost/No
Cost
Solutions
Technical
Solutions
Support
Solutions
FEEDBACK
THE
MEASUREMENT
CYCLE
THE
CONDITION
CYCLE
THE
PROBLEM PREVENTION
CYCLE
Leadership and Behaviours
Skills and Capability
Audit and Review
30 August, 2016 © S A Partners
…and came up with v.2…
I would like to share with you
today, the v.2 version as a 4 x
Cycle-11 step TPM System
30 August, 2016 © S A Partners
Four Cycle-11 Step TPM
Review Performance
Criteria & History
Measurement & Opportunity analysis of KPIs
(incl. OEE)
Equipment Criticality
Assessment
Condition Appraisal & Restoration
plan
Root cause Analysis &
Problem Resolution
Individual & Team Skill
Development
Leadership
& Behaviours
Audit & Review Process
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
Assess Hidden Losses/wastes
& Set Improvement
priorities
Develop Future Total Asset Care
Best Practice & Standard Work
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
• The Condition Cycle now includes an emphasis on Safety,
Energy & Environmental considerations
• Steps 5 & 6 are now combined as one Step 5 in v.2
• So the Equipment steps are now 8, from the original 9
• Also v.2 has 3 x additional steps for the Future State
Realisation…..
*Step 9 -to emphasise the Individual and Team Skill
development requirements
*Step 10 -covering Leadership & Behaviours
*Step11- the Audit & review processes
What are the main differences?
30 August, 2016 © S A Partners
Purpose
People
Process
S A Partners Enterprise
Excellence Model
Impro
ve
Purpose & People Purpose & Process
Process & People
Results Customer
30 August, 2016 © S A Partners
• Our TPM programme is applied via a defined introductory and deployment process within the business unit-Purpose
• The application of our TPM model is applied through a defined sequence of team based ‘learning by doing’ activity-Process
• The outputs of this application are aligned to an evidence based assessment process linked to the teams progress through the model-People
Our TPM Model
30 August, 2016 © S A Partners
1 Month 2 - 6 Months 7-24 Months +
Roll-Out Evolution Pilot Process
TPM Implementation Process
Scoping
Study
Senior
Management
Workshop
4 x Day
TPM
Practitioner’s
Workshop
Secure Management Commitment Trial & Prove the Route Milestones 1-4
POLICY DEVELOPMENT & DEPLOYMENT
Pilot Projects,
Plant Clear
& Clean,
Training &
Communication
Feedback
Mgt
Review
Improvement Zone Partnership
Operational Improvement
Project Improvement
Business Process Improvement
30 August, 2016 © S A Partners
Local Management Review Process-
The Scoping Study
FEEDBACK:
• Key Success Factors
• Benefits
• Risk assessment
• Way Forward
• Business Objectives
• Vision
• Current Initiatives
• CI Progress to date
Assess People’s Perceptions
& Feelings
• Assess OEE
• Produce Production Loss Profile
• Review Implications for Pilot
• Potential Pilots/Roll out/ 5 S activity
Project Infrastructure
& Governance
•Programme Definition
•Cost implications
Mobilise/Agree
Individual Needs
Pilot 1
Pilot 2
Pilot 3
Development Needs:
• Awareness
• Pillar champions
• Facilitator
• Pilot Teams
• Management
1
2 3 4 5
6
7
8
9
30 August, 2016 © S A Partners
Important to recognise the differences
It’s important to recognise the different industry
characteristics in for example , Process,
Manufacturing, Packaging ,Utilities, Repair &
Overhaul-especially (but not exclusively) in terms
of :-
• OEE Measurement
• Operator Impact on Performance
• Maintainer Impact on Performance
• 5S Work place Organisation
• Changeovers
• Standard Work
30 August, 2016 © S A Partners
Recognising the different Characteristics
when applying TPM (1 of 2)
Type of
Facility
OEE Measure Operator
Impact
Maintaine
r Impact
5S –WPO &
Visual Man’
Change
overs
& Set-ups
Standard
Work
A)Process/Bulk
Manufacturing
(Capital
Intense)
Campaign or
Batch OEE as a
Fixed
Repeating
Schedule
Significant.
-Other than
being
Control
Room
based
Major Significant -
contamination
Control
+yields
Significant
+ Cleaning
In Process
& use of
VSM &
ECRS
Major
B)Classic
Manufacturing
(Cell &/or
linked Assets)
Running Clock
OEE
Major -can
be labour
controlled-
rather than
machine
controlled
Major Major -to
create Flow
Major +
use of
VSM &
ECRS
Major
C)Packaging
(Often Labour
Intense +some
Automation)
Running Clock
OEE
Major -can
also be
labour
partly
controlled
Major Major -to
create Flow
Major Major
30 August, 2016 © S A Partners
Type of Facility OEE Measure Operator Impact
Maintainer Impact
5S –WPO & Visual Man’
Changeovers & Set-ups
Standard Work
D)Assembly
(Often Labour
intense & / or
Automated)
Running Clock
OEE
Major
Cycle or
Pulse rate
often
labour
controlled
Major Major to create
Flow
Significant
(&Pre-
Kitting
,VSM &
ECRS
Major
E)Utilities &
Gen. Services
(Often Capital
Intense)
? Relevance of
OEE v.
Efficiency &
other KPI’s
Ranges
from Very
Little to
Major
Major
Housekeeping
resulting in
‘Maintenance
Pride’
Rarely
Applicable
Relevant
F)Warehousing
(Pick and Place
+Automation)
Running Clock
OEE?-Alarms?
Decibels?
Major Major Major to create
Flow
Pre-Kitting
VSM &
ECRS
Relevant
Recognising the different Characteristics
when applying TPM (2 of 2)
30 August, 2016 © S A Partners
The Learning Organisation & TPM
Versatile (Future)
Flexible (Today)
Single Skilled
(60’S / 70’S)
Multi Skilled
(1980’s / 90’s) Specialist
Craftsmen
Experienced
Proficient
Professional
Adaptable
Responsive
Resourceful
All Purpose
Told
Narrow
Fixed
Told
Wider
Semi Variable
Explained
Broad
Variable
Delegated
Involved in Decisions
Able to participate,
Autonomous within
clear boundaries
and rules
Capability
Time
30 August, 2016 © S A Partners
The Future Vision &
Impact on Maintenance
DEVELOPMENT
OF TECHNOLOGY
AND SKILLS
NOW FUTURE ADVANCING AUTOMATION
TPM=Effective
Maintenance
AUTOMATION OF
EQUIPMENT
OPERATIONS
EQUIPMENT
CHIM
Computer/Human Integrated Manufacture
Is No But Reality! Dream
(a ‘Light Bulb’ moment in Japan 1992)
60’s = M
70’s = I M
80’s = C I M
92 + = C H I M
30 August, 2016 © S A Partners
Totally Productive Operations
TPM Manufacturing
TPM (Maint) TPM (Design)
TPA (Admin)
The Value Stream & TPM
Suppliers Company/
Plant Customers
• Supply Chain • Office • Support Services
GOAL: To Maximise Added Value
and Eliminate Waste
“…..In All That We Do.”
30 August, 2016 © S A Partners
Cutting to the Core
• Operational Excellence / Lean Thinking is the
speed / pace/velocity with which we receive a
customer’s order and convert it into money into the
Company’s bank account by eliminating waste in
all that we do
• 5S Workplace Organisation is aimed at Creating
Flow
• TPM is about Maintaining that flow through our
critical assets
30 August, 2016 © S A Partners
Purpose of TPM?
• To maintain Flow
• To get Operational Basics -and Behaviours- in Place
• To focus on Reliability plus Predictability
• To Validate, Stabilise and then Optimise your Manufacturing
Processes
• To Unlock your installed Productive Capacity……
…….by Unlocking the full Potential of your People
• To Engage the ‘Hearts & Minds’ Now
30 August, 2016 © S A Partners
What can TPM give you?
• Provides a structured & systematic approach
• Which is time-tabled and scheduled
• Encourages wide-engagement, bottom up
• With clear roles, responsibilities & accountabilities
• Proven to be sustainable in the right hands
• Above all-It’s very, very practical
30 August, 2016 © S A Partners
You cannot achieve Operational Excellence without Operational Basics
in place!!
This means the fundamentals of:-
• Standard (and Safe) Operating Procedures,
• ‘Best Practice’ Work Place Organisation / 5S
• Basic Manufacturing Process Control
• A Disciplined, self determined, TPM / Asset Care Regime
• Reliable Data Collection & Interpretation
• Continuous Development and Training of our People
A Key Message to Remember
30 August, 2016 © S A Partners
Achieving OE will only work, if:
• You transform the culture !!
Remember that physical and information transformation is
relatively easy – sustainment through changing the culture is
difficult – and why is this the case?….
30 August, 2016 © S A Partners
Striving for Operational Excellence is Revolutionary.
Culture change is Evolutionary, because Resistance
to Change is both universal and a Natural Human
Characteristic.
Creating the Environment
Our philosophy and approach therefore, must
centre on tapping into the potential of our
people through involvement & Teamwork
TPM sets out to do precisely this by giving
ownership to the “new ways of working”
30 August, 2016 © S A Partners
Developing Best Practice
30%
DAILY OPERATIONS
70%
FIREFIGHTING
20%
FIRE-FIGHTING
20%
DAILY
OPERATIONS
In any Company, 70% fire-fighting is
caused by two main phenomena:
Lack of Effective Communication-(Cause)
Lack of Adherence to Standards-(Cause)
No Standards Exist (Solution)
No Time to Deliver 100yr fix(Solution)
> 95%
Leaving only Unknown, Novel Issues of……
This is the first time this has ever happened !!
< 5%
}
}
60%
SYSTEMATIC CONTINUOUS
IMPROVEMENT
30 August, 2016 © S A Partners Slide 31
You can join the
circle anywhere…..
and you will end up
back where you started!!
Try it…..
The Vicious Circle of
Reactive Maintenance
WHY?
Can’t predict breakdowns
WHY?
No predictive or preventative maintenance
WHY?
No records, organised resources or time
WHY?
Reacting to breakdowns
30 August, 2016 © S A Partners Slide 32
Current vs. (say,3yr) Benchmark
Maintenance Time Allocation
30 August, 2016 © S A Partners
Maintenance Self Assessment
Exercise
• In small Groups, Discuss and Rank the 10
Statements
• Do the Exercise from the perspective of your own
Company’s Plant or Facilities
• Add up your Total out of 30 max
30 August, 2016 © S A Partners
21 to 30 We have a major opportunity for improvement
12 to 20 We have significant scope for improvement
5 to 11 We are doing well, but can still gain some benefits
1 to 4 We are almost World Class
0 We are the World’s Best!!!
What are our scores telling us?
Score Range Actual Score of Delegate Groups
21 to 30
12 to 20
5 to 11
1 to 4
0
TPM addresses each of these ten fundamental reasons for the gaps in our existing maintenance practices and recognises that it is the person carrying out the tasks who is the key, and the way in which he or she is supported is vital to achieve true cost effectiveness.
30 August, 2016 © S A Partners
What is TPM?
• TPM is about establishing the correct relationship
between People and their Equipment to create
‘ownership’ and Team Work
• It’s about unlocking your Installed Productive
Capacity by unlocking the Potential of your People
30 August, 2016 © S A Partners
Your TPM Programme will be at Risk of Failure if it is
seen to be Implemented as an Equipment Engineering
or Maintenance Department Driven Initiative
There is much less risk of Failure if it is Implemented and
Managed under the umbrella of the Manufacturing
Function which embraces the Maintenance Engineer and
the Operator as Equal Partners
TPM then becomes Total Productive Manufacturing
Ensuring TPM Success -a note of Caution
30 August, 2016 © S A Partners
TPM Recognises a Simple Fact:-
It is the Users or Operators of Equipment, Machines
and Processes who can catch the information on the
status quo of an item and prevent it from breaking
down and that without getting their co-operation, no
proper maintenance or asset care can be established.
Let’s take the example of a Driver (the Operator) of a
Private Motor Car…………..
30 August, 2016 © S A Partners
Front Line Operator Asset Care
Using Our Senses – Car Example
Routine Checks
Tyre Pressure - Extended Life, Safety (Eyes)
Oil Level - Not Red Light (Eyes)
Coolant Level - Not Red Light (Eyes)
Battery - Not Flat Battery (Eyes)
Safety, Consequential Damage, Inconvenience, Low Productivity, High Cost.
Cleaning the Car - Using your Eyes
Spot Rust
Minor Scratch
Minor Dent
Tyres Wearing Unevenly
Water in Exhaust Pipe
Worn Wipers
Rubber Perishing - Trims
Oil Leak
Suspension
30 August, 2016 © S A Partners
Front Line Operator Asset Care
Using Our Senses - Car Example
Other Conditions
Steering Drag - (Touch & Eyes)
Wheel Bearing - (Hear)
Clutch Wear - (Touch & Hear)
Brake Wear - (Touch & Hear)
Exhaust - (Hear)
Engine Miss-Fire - (Hear & Touch)
Engine Overheat - (Smell)
Petrol Leak - (Smell)
One Operator to Another
Exhaust Smoke
Front/Rear Lights
Stop Lights
Indicators
Soft Tyre
Rear Door not Shut
Not a single Spanner or Screwdriver involved in the above 27 Condition Checks.
= 17 of Them have Safety Implications
30 August, 2016 © S A Partners
MANAGER/
SUPERVISOR
TPM
FACILITATOR
DESIGNERS &
ENGINEER(S)
FINANCE
& HR
QUALITY &
PROD CONTROL
STEERING
GROUP
PRODUCTION
PROCESS
MAINTENANCE
TECHNICIAN
THE CORE TEAM
KEY CONTACTS
TPM is about Team-Work
(The Football Team Analogy)
30 August, 2016 © S A Partners
Four Cycle-11 Step TPM
Review Performance
Criteria & History
Measurement & Opportunity analysis of KPIs
(incl. OEE)
Equipment Criticality
Assessment
Condition Appraisal & Restoration
plan
Root cause Analysis &
Problem Resolution
Individual & Team Skill
Development
Leadership
& Behaviours
Audit & Review Process
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
Assess Hidden Losses/wastes
& Set Improvement
priorities
Develop Future Total Asset Care
Best Practice & Standard Work
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
Effective Maintenance in the
Lean Enterprise with a Future
Daily
Prevention
Measure
Deterioration
Inject Before
Breakdown
Routine Service
Clean
Adjust
Inspect
(Autonomous Maintenance
Monitoring
&
Prediction
(Condition Based
Monitoring)
Timely
Preventative
Maintenance
(Fixed Interval
PM Schedules)
Healthy Equipment is like a Healthy Body!!
30 August, 2016 © S A Partners
Step 6 - Develop Future Total Asset Care
DEVELOP ASSET CARE LISTS, INSPECTION AND PM’S
Overall Plan (6)
Critical Assessment(4)
Condition Appraisal(5a)
Refurbishment Plan(5b)
CMMS
Pre-Programmed Technical/Servicing Timetable
Maintainer PPM’s
Shared Responsibility CBM
Operator FLAC
ASSET Spares List
FEEDBACK
Machine-side plus Visual Indicators
Single Point Lessons
OPERATOR/MAINTAINER TRAINING RECORDS
ROUTINE ASSET CARE Timetable (Machine-Side)
Std Work (8)
30 August, 2016 © S A Partners
Resin Holding Hopper
BEFORE AFTER
30 August, 2016 © S A Partners
Temperature and Pressure Gauges
BEFORE AFTER
30 August, 2016 © S A Partners
Front Line Operator asset Care
(Autonomous Maintenance)
What Is This ? See Next Slide ►
30 August, 2016 © S A Partners
Front Line Operator Asset Care
-single point lessons
30 August, 2016 © S A Partners
PILOT SITE
£
OEE
£
SIX
LOSSES
TEAMWORK PROFIT
SUSTAINED COMMITMENT
The TPM Journey
£
Measurement Cycle
Condition Cycle
Problem Prevention
Cycle
KC
T
30 August, 2016 © S A Partners
Improved Operator/Maintainer Understanding of the
Equipment and Processes
Shared Objective to improve Overall Equipment
Effectiveness by:
– Restoring The Equipment to it’s Optimum Condition
– Applying The Most Appropriate TPM Asset Care based on
their Experience
– Resolving Problems Once and For All and Continuously
Improving their Equipment
– Establishing The Best Practices of Operating and Supporting
the Equipment for Life
OWNERSHIP
What’s Different about TPM?
30 August, 2016 © S A Partners
(The western 5S)
SEISO Sort Out
SEIRI Set Limits & Location
SEITON Shine
SHITSUKE Standardise
SEIKETSU Systematise & Sustain
5S - Workplace Organisation
to create FLOW
30 August, 2016 © S A Partners
5S –SORT OUT
STEP 1
“The Art of Throwing Things Away”
Zone the Plant / Facility / System.
Clear obvious unnecessary items not used in
the last 3 months, not useful / not needed.
Identify items which need review/for use
elsewhere including dealing with defective
items (are they useful ?).
Clean, Develop Initial
Standard,Communication,
Identify Sources of Contamination. “Get rid of everything unnecessary”
30 August, 2016 © S A Partners
5S -Set Limits & Locations
STEP 2
“Create a World Class
Workplace”
Analyse current practice.
Decide where things belong.
Decide how things should be put
away.
Aim to reduce obtain / put away time
to 30 seconds or less.
“We can even find it Blindfolded”
30 August, 2016 © S A Partners
5S-SHINE
STEP 3
“A Commitment to Be Responsible
For The Things You Use”
Decide what has to be cleaned and
what to look for.
Refine method to make it easy to clean.
Set standards for cleaning level and
inspection.
Define responsibility for who does what.
Agree cleaning and inspection rules
including frequency. “Cleaning with Meaning”
30 August, 2016 © S A Partners
5S-Standardise
STEP 4
“Making It Easier To Do Things
Right”
“We’re Proud of
our Work Place”
Audit against standards and coach to
improve ease of operation, maintenance,
reliability and safety across all shifts
Refine visual indicators for each standard
to avoid human error, information of
equipment settings, co-ordinate suggestions
made/evaluated, problems solved.
Develop proposals to address areas of
weakness.
Agree priorities for implementation.
30 August, 2016 © S A Partners
5S-Systemise & Sustain
STEP 5
“Make 5S Part of Every Day Life”
Agree new rules to secure the improved
system as part of life. Aim to make it
“self-managed”.
Train everybody to follow the
rules/standards.
Re-visit work areas and review for
ongoing improvement.
Formal problem solving to deal with
implementation problems.
“We Know it Makes
Sense!”
30 August, 2016 © S A Partners
ADAPT ? Yes, Yes, Yes
ADOPT ? Maybe
CORRUPT ? NEVER, NEVER, NEVER!!!
An OEE Health Warning !
30 August, 2016 © S A Partners
Myths & Realities of OEE
Myth: An OEE of 85% is World Class
Reality: It certainly is NOT
We didn’t let the Japanese finish their sentence !
30 August, 2016 © S A Partners
World Class OEE - Look inside
85% Is not a Golden Goal !
Look Inside OEE at: AV x PR x QR
Packing Line 80% x 96% x 97% = 75%
Flour Mill 98% x 99% x 99% = 96%
Product Cell 90% x 96% x 99% = 85%
30 August, 2016 © S A Partners
So, Why the need to Change?
TRADITIONAL BLAME
CULTURE
FINGER POINTING
FUTURE OEE
CULTURE
BUSINESS MEASURE
DOWNTIME = Maintenance
Department
PRODUCTION = Production
SHORTFALL Department
SCRAP = Quality
Department
} AVAILABILITY RATE %
x
PERFORMANCE RATE %
x
QUALITY RATE % }
OVERALL
EQUIPMENT
EFFECTIVENESS
=
30 August, 2016 © S A Partners
Measuring Equipment Effectiveness Floor to Floor Losses
Idling & Minor
Stoppages
Reduced Speed
Losses
Overall Equipment
Effectiveness =
Availability x Performance Rate x Quality Rate
The 6 x Classic Equipment Based Losses-(Floor to Floor)
Breakdown
Losses
C/O & Setup and
Adjustment
Losses
Scrap, Quality
Defect & Rework
Losses
Startup
Losses
30 August, 2016 © S A Partners
Machine Cycle
Lost quality
Lost performance
Lost availability
Working time available
Equipment
Effectiveness
M/C
#1
M/C
#2
M/C
#3
M/C
#4
M/C
#5
To focus on the worst
OEE (Machine #3) may
miss the point
(capacity is available)
Productive
Capacity
Non-Productive
Capacity
Available
Capacity
Focusing TPM Efforts
30 August, 2016 © S A Partners
Watchout! OEE says nothing about schedule adherence. It is pointless having high OEE if
you are making the wrong products.
OEE can be improved in good and bad ways. Good ways are to reduce minor
stoppages and changeover times. Bad ways are simply to do fewer changeovers,
or avoid making products with high defect rates or more difficult adjustments.
OEE should not be used alone, but alongside schedule attainment which tracks
the sequence and quantity of what was supposed to be made, and manufacturing
lead-time that captures all processing and queuing time within the system.
Machine Cycle
Lost quality
Lost performance
Lost availability
Working time available
Equipment
Effectiveness
M/C
#1
M/C
#2
M/C
#3
M/C
#4
M/C
#5
To focus on the worst
OEE (Machine #3) may
miss the point (capacity
is available)
Machine #5 is the pinch point
even though it has moderate
OEE and comfortable
machine cycle time (Capacity
is restricted throughout the
Value Stream)
Productive
Capacity
Non-Productive
Capacity
Available
Capacity
To focus on the longest
cycle time (Machine #2) may
miss the point (as suggested
in various Value Stream
Mapping publications)
Focusing TPM Efforts
30 August, 2016 © S A Partners
OEE Measurement & Responsibility
FREQUENCY PARAMETER MEASURE RESPONSIBILITY PERSON
Monthly 1 Subsea Wells & Reservoir (ORE) APQ Owner Reservoir Engineer
Monthly 2 Field Management Effectiveness (OFE)
APQ Owner Reservoir Engineer
Weekly `3 Effectiveness of Oil Plant (OPE) APQ Operator OIM
Weekly 4 Separation AQ Operator Production Supervisor
Weekly 5 Flare Minimisation P Operator Production Supervisor
Weekly 6 Gas Compression APQ Operator Production Supervisor
Weekly 7 Overall Gas Compression System
APQ Operator Production Supervisor
Weekly 8 LP Eductor Equipment P Operator Production Supervisor
Weekly 9 Produced Water AQ Operator Production Supervisor
Weekly 10 Fuel Gas System APQ Operator Production Supervisor
Weekly 11 Boilers A Operator Chief Engineer
Weekly 12 Water Injection APQ Operator Production Supervisor
Where the OEE =
A = Availability x P = Performance Rate When Running x Q = Quality Rate Produced
30 August, 2016 © S A Partners
Four Cycle-11 Step TPM
Review Performance
Criteria & History
Measurement & Opportunity analysis of KPIs
(incl. OEE)
Equipment Criticality
Assessment
Condition Appraisal & Restoration
plan
Root cause Analysis &
Problem Resolution
Individual & Team Skill
Development
Leadership
& Behaviours
Audit & Review Process
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
Assess Hidden Losses/wastes
& Set Improvement
priorities
Develop Future Total Asset Care
Best Practice & Standard Work
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
What Sources do we have?
How Comprehensive are they and…
How Trustworthy are they?
List and Rank them 1to 5, where:-
• 1 is Poor,
• 2 is Fair,
• 3 is Adequate,
• 4 is Very Good
• 5 is Excellent
Step 1 - Sources of Information
30 August, 2016 © S A Partners
Example STEP 1 Sources of Information 1 = Poor, 2= Fair , 3= Adequate, 4= Very Good, 5 = Excellent
SOURCE How Comprehensive ? How Trustworthy?
SAP 4 1 to 5
Efficiency Files (AO1only) 3 3
Kissler Monitor (E14 only) 4 4 to 5
Operator Log Book 3 2
Maintenance Log Book 2 to 3 2 to 3
Tool History Log 3 to 4 3 to 4
Materials Handling Sy 3 5
Robot History (E14 only) 3 Rarely Used
OEM Manuals 4 to 5 2
Operator Knowledge 1 to 5 1 to 5
Maintainer Knowledge 1 to 5 1 to 5
M/C History Single Page 1 5
SORT-Suspect Parts 4 4
Spares Usage 5 5
Daily Activity Sheet 3 to 4 3 to 4
Daily Management Board 3 1 to 5
Material Cycle Count 4 4
Process Change Management 4 3
30 August, 2016 © S A Partners
18 Different Sources of Information
Some Probable Duplications & Very Fragmented
Lot of Data- But very little Information
Should be subjected to the E,C,R,S test
Significant no: of 1’s,2’s or 3’s (23 out of 36)
Differences of opinion depending on Job Role
Can we extract OEE?-Possibly but will be cumbersome
Therefore need to design and Implement OEE Shift Log
Step 1 - Sources of Info
Summary Conclusions
30 August, 2016 © S A Partners
DATE
S F S F S F S F S F S F S F S F
0
F2F #VALUE!
F2F #VALUE!
F2F #VALUE!
F2F #VALUE!
F2F #VALUE!
F2F #VALUE!
D2D #VALUE!
D2D #VALUE!
D2D #VALUE!
D2D #VALUE!
D2D #VALUE!
D2D #VALUE!
0
0
0
TOTAL
1.750 DP
0.558 BRV
1.600 SPARES
0
TOTAL
DP
BRV
SV
SPARES
0
OEE %
#### = 0 = 0 =
#### #### 0
PERFORMANCE
TOTAL VALVES
GOOD VALVES
QUALITY
MACHINE NOT REQUIRED
ACTUAL PRODUCTION
NUMBER OF VALVES RE-WORKED-5 Mins Each
IDEAL TIME
FLEXING / DIVERTED TIME
PAINT PLANT OEE LOG SHEET
TOTAL SHIFT TIME
TOTAL
(mins)
NUMBER OF VALVES LOADED
EQUIP BREAKDOWN
RE-WORKING
FILLING PAINT POT
OPERATING TIME
EMPTYING SLUDGE SACKS
PLANNED PRODUCTION TIME
OPERATING TIME
SET WORK BREAKS
NO PRODUCT / MATERIALS
AVAILABILITY
5S ACTIVITY
START & FINISH TIME OF EACH EVENT
SCHEDULED MEETING
LUNCH S/D & S/UP PROC
SHIFT S/UP & S/DOWN PROC
X X =
OEE Shift Log Sheet Example
30 August, 2016 © S A Partners
Date of Issue: Week: Shift: Machine: Machine No:
Production time (hrs) Total losses (hrs): Availability: OverallMachine
EffectivenessNo. Parts produced: Standard time to make parts (hrs): Performance:
Scrap and re-work produced: Quality:
S F S F S F S F S F S F S F S F S F S F Totals
Production
Re-Working
Awaiting instruction
Set-up/changeover
Inspection, standards room
Tooling
Breakdown
No material or parts
Other machine support
Machine not required
Breaks for lunch
Others
Part No. goods parts produced No. scrap produced No. re-work produced
Totals
Example of Shift Log Sheet as
Input to OEE Calculation
30 August, 2016 © S A Partners
First we’ll do a simple OEE Exercise in Pairs
Then we’ll discuss the merits of calculating a Current
Average OEE v. a Best of Best OEE and a World
Class OEE for a typical manufacturing Asset
Step 2 - OEE Assessment
30 August, 2016 © S A Partners
The OEE is Simple Example
Attendance or Loading Time = 100 Hours
Unplanned Downtime = 10 Hours
During 90 Hours Runtime, Output Planned to be
900 Units
We actually processed 810 Units
Of these 810 units processed only 729 were Good
or Right First Time
What is our OEE score?
30 August, 2016 © S A Partners
OEE Worksheet
a Planned Runtime
b Actual Runtime Breakdowns
Set-ups
Reduced Speed
Minor Stops
c Expected Output in Actual Runtime
d Actual Output
Expected Quality Output e
f Actual Quality Output Scrap/Rework
Start-up Losses
OEE = b/a x d/c x f/e = %
30 August, 2016 © S A Partners
Availability % Performance
Rate % Quality Rate % OEE %
Breakdowns
Set Ups/ Changeovers
Running at Reduced Speed
Minor Stops & Idling
Scrap Rework
Start-up Losses
Current 4
Wks
Average
80 90 97 70
4 Weeks
Best of
Best (BoB)
90 (Wk1) 95 (Wk3) 98 (Wk1& 4) 84
World
Class 95 96 99 89
Self Assessment Example
Difference between Current Average & BoB is (14 / 70) x 100%
= 20% Real improvement In Productive Capacity
30 August, 2016 © S A Partners
Availability % Performance Rate % Quality Rate % OEE %
Breakdowns
Set Ups/ Changeovers
Running at Reduced Speed
Minor Stops & Idling
Scrap Rework
Start-up Losses
Current 4
Wks
Average
OEE
4 Weeks
Best of
Best (BoB)
World
Class
Self Assessment Format
30 August, 2016 © S A Partners
M/c 42 Self Assessment
Availability % Performance
Rate %
Quality Rate
% OEE %
Breakdowns
Set Ups/
Changeovers
Running at
Reduced Speed
Minor Stops &
Idling
Scrap Rework
Start-up
Losses
Current Av 83% 77% 88% 56%
4 Weeks
Best of
Best 92% 89% 95% 78%
World
Class 95% 92% 97% 85%
Benchmarking
Overall Equipment Effectiveness
30 August, 2016 © S A Partners
The M/c 42 is planned to be manned up for 132 Hours per week
At 56% OEE we only achieve 74 Productive Hrs / week
At 78% OEE we can achieve 103 Productive Hrs / week
Yielding a benefit of 29 productive Hrs / week or 1,450 hrs / Yr
Namely
a CHOICE of flexibility at 78% OEE that we do not enjoy
at 56% OEE !!
(When we hit WC levels of 85% OEE the benefit is worth
1,950 extra productive hrs / year)
What is BoB & WC OEE Worth to Us?
30 August, 2016 © S A Partners
The M/c 42
Potential Benefit of 1,450 hrs per year
increase in productive capacity
Agree with Finance the value of 1 hour on the 2 x scenarios
Cost Down Scenario
Make the same in 1,450 hrs per year less time input
Growth Scenario
1,450 hrs per year more production for same input
Namely a CHOICE of flexibility at 78% OEE that we do not enjoy
at 56% OEE !!
How to articulate the Worth to Us?
30 August, 2016 © S A Partners
Question 1: What is stopping us Achieving Best of Best Consistently?
• Answer: We are Not in Control of the Six Big Losses
• However: Best of Best has a High Belief Level. Therefore
Teamwork and Problem Solving will Lead to
Elimination of the Six Big Losses.
Question 2: What is each % point Improvement worth on OEE?
• Answer: 5% Improvement in OEE is often equivalent to
25% of the annual maintenance budget
OEE Performance Measure
30 August, 2016 © S A Partners
80% OEE Cost of 6 Losses
60% OEE
Benefit of attacking 6
losses
INITIAL “BOW-WAVE” effect - Training - Restoration - Time premiums
c. 20% -
c.5 to 10%
What is your OEE Score? AND
What is each % worth?
0 1 yr 2 yr 3 yr
Lost Opportunity
Cost of 6 Losses
C.25% points
OR 40%
What is your OEE Score?
AND
What is each 1% worth?
Direct
Cost of
Maintenance
Note! Experience suggests that in a growth situation, a1% Improvement in OEE
is often equivalent to 5% to 20% of the Direct Maintenance Revenue Cost. So a
5% Improvement in OEE would be equivalent to 25% to 100% of the Direct Cost
of Maintenance .The ‘bow wave’ is a necessary impact to accumulate the gains.
Typical TPM
Cost - Benefit Profile
30 August, 2016 © S A Partners
Reducing/Eliminating
the 6 Losses-Tactics to adopt
BREAKDOWNS Improve detection of conditions contributing to this, spot problems early
C/O & SETUP LOSSES Identify in/outside work and organise/standardise. Identify unnecessary
adjustments and eliminate. Use Precision C/Overs techniques & 5S
MINOR STOPS Use P-M Analysis or 5 Why’s. Cleaning will probably be a key factor.
REDUCED SPEED Identify speed, capability/capacity through experimentation. Speed up
process to magnify design weaknesses. Use P-M Analysis and 5 Why’s to
identify contributory factors.
QUALITY LOSSES Classify causes and develop countermeasures including standard
methods to reduce human error.
START UP LOSSES Establish key control parameters, minimise number of variables, define
standard settings.
LOSS CATEGORY IMPROVEMENT STRATEGY EXAMPLES
30 August, 2016 © S A Partners
Manufacturing Floor
Impact on OEE
OEE % = AVAILABILITY% X PERFORMANCE RATE % X QUALITY RATE %
BREAKDOWN S U & C/O
PUMP Drive Motor
Housing Wiring Bearing SEAL Cyclone
Dirt
Ingress Wrong Type
Seal
Incorrect
Fitting
ALIGNMENT
MONITORING Poor
Seating
ASSET
CARE
VISUAL
HELP
SINGLE POINT
LESSON
LOCAL
“TOOLS”
Classification
(What?)
(Which?)
Unit
Problem
Areas
(What?)
Causes
Solution
(Who? What?
When? How?)
Will Im
pa
ct
on
OE
E!!
Re
so
luti
on
“o
nce
an
d f
or
All”
REFURBISH/
MODIFICATION?
30 August, 2016 © S A Partners
Step 3-Fishbone format
for Assessing 6 Losses
OEE
BREAKDOWNS IDLING AND MINOR STOPS YIELD, REWORK, SCRAP
SET-UPS
CHANGEOVERS
REDUCED SPEED
LOSSES START-UP
LOSSES
AVAILABILITY
RATE
PERFORMANCE
RATE
QUALITY
RATE X X
30 August, 2016 © S A Partners
Example of Assessing 6 Losses
OEE
BREAKDOWNS IDLING AND MINOR STOPS YIELD, REWORK, SCRAP
SET-UPS
CHANGEOVERS
REDUCED SPEED
LOSSES
START-UP
LOSSES
AVAILABILITY
RATE
PERFORMANCE
RATE
QUALITY
RATE X X
Sensor Replacement -
5 mins
Gripper rods breaking
Wait for craftsmen
Reel change - 24 mins
Re-set gripper - 17 mins
Width curl (poor quality
paper) - 165 mins
Manhandling of
reels
Box Lid Jams -13 mins (5)
Ream label jams -10 mins (3)
Box label jams -11 mins (2)
Pemco jams - 8 mins (2)
6 reel instead of 4/8 reel runs
Running @ 18 instead of 20
reams/min to reduce jams
Restriction to 14 reams/mins
on involvo as chain slips
Pallets not full
Box/paper jams in m/c’s
Broke trim
Boxes/reams reloaded onto
line after stoppages
Boxes damaged by robot
Approx. 1/2” off reel diameter
when loading reel on back-stands
Damaged/poor quality paper
80% 90% 97%
70%
Downtime = 211 mins
Figures in brackets denote
frequency of occurrence (Lost production = 8.96
tonnes)
30 August, 2016 © S A Partners
Labour
Materials/Spares
Outside Services
Overheads
-say €1m Revenue Budget
Changeovers
Set up & Adjust
Idling & Minor
Stoppages
Running at
Reduced Speed
Breakdowns
Scrap,
Yields
Rework
Start-up
Losses
Late Delivery
Ineffective
Use of Skills
Poor Image
Low Flexibility
Easy to
Measure
Low Impact
on Profit
Difficult to
Measure
High Impact
on Profit
60%
OEE
€ 50m
Sales
The True Cost of Maintenance
is 7/8 Hidden…..
30 August, 2016 © S A Partners
DCoM= € 1m
Sales at 60% OEE= € 50m
Sales at 72% OEE= € 60m
€ 1m additional Margin(10%)
ie20% increase in OEE
=100% DCoM
(20% real increase in
Productive Capacity)
The True Cost of Maintenance
is 7/8 Hidden…..
30 August, 2016 © S A Partners
You can be very efficient,
but totally ineffective!!
Efficiency
Effectiveness
30 August, 2016 © S A Partners
The Value Stream
and the OEE as an Enabler
65% M/C OEE(90%)
Classic 6 x Losses
FLOOR-TO-FLOOR
OEE
55% DOOR-TO-DOOR
EFFECTIVENESS (85%)
Customers Suppliers
45% “VALUE CHAIN” EFFECTIVENESS (80%)
Where (x%) = Target
y% = Actual
30 August, 2016 © S A Partners
Typical Door to Door
‘management’ losses
•Labour Co-ordination losses
•Product Starvation
•No Packaging Mats
•Pre-Kitting Shortages
•Consumable Stock outs
•Planned PM’s Standard times
•C/o Standard times
•Awaiting QA Clearance Instructions
30 August, 2016 © S A Partners
Maximize Value Added & Eliminate Waste
Through OEE Measurement To Direct/
Focus Action/ Improvement
Site Performance “Contract”
Top Down Target Driven Management,
Bottom-Up Shift Team - Based Activity TO
Unit/Operations
Manager
Manufacturing
Area T/L
& Team
General
Manager Top
Down
Bottom
Up
Overall Supply Chain Efficiency
Factory “Door-to-Door”
OEE
Machine/
Line
OEE
“Floor
To
Floor”
The OEE as an Enabler for a Site
Performance Contract
30 August, 2016 © S A Partners
Maximize Asset Effectiveness
Through OEE Measurement To Direct/
Focus Action/ Improvement
The TPM “Contract”
Top Down Target Driven Management,
Bottom-Up Shift Team - Based Activity
In order to
Top
Down
Bottom
Up
Overall Supply Chain Efficiency
Factory “Door-to-Door”
OEE
Machine/
Line
OEE
“Floor
To
Floor”
3 x Levels of Responsibility
for Asset Effectiveness
The ‘Facilitator’
Shift Supervisor
The Sponsor
Business Unit
Manager
The Do’ers
Shift Manufacturing
Team
30 August, 2016 © S A Partners
The 3 x Level
Team Commitment
• The Process Owner/Business Unit Manager- who is the
SPONSOR of the TPM routines (making Asset Care a non-
optional part of ‘the way we do things here’)
• Shift based Section Leaders who are the FACILITATORS of
the TPM routines (ensuring that the routines are carried out
to the required standard)
• The Operators and Maintainers, who CARRY OUT the
specified TPM routines
30 August, 2016 © S A Partners
Four Cycle-11 Step TPM
Review Performance
Criteria & History
Measurement & Opportunity analysis of KPIs
(incl. OEE)
Equipment Criticality
Assessment
Condition Appraisal & Restoration
plan
Root cause Analysis &
Problem Resolution
Individual & Team Skill
Development
Leadership
& Behaviours
Audit & Review Process
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
Assess Hidden Losses/wastes
& Set Improvement
priorities
Develop Future Total Asset Care
Best Practice & Standard Work
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
STEP 4
1.0 Sketch the machine process, make sure that you know how it functions
2.0 Identify the components to the level of replacement parts
3.0 Assess each against the headings of maintainability, reliability etc and
total to agree priorities.
CRITICALITY ASSESSMENT
Condition Cycle
30 August, 2016 © S A Partners
Builds Teamwork between Operators & Maintainers
Understanding of the Equipment Functionality
Checklist for Condition Appraisal (Step 5)
Focus for Future TPM Asset Care (Step 7)
Highlights Safety & Environmentally Critical Items
Potential Impact on OEE
Highlights Weaknesses Regarding:-
Ease of Operation
Inherent Reliability
Ease of Maintenance
Step 4 - Criticality Assessment
Outputs
30 August, 2016 © S A Partners
Step 4: Criticality Assessment
Outputs
List all Elements
Assess all Elements
Impact on Six Losses
Optimum Conditions
EQUIPMENT DESCRIPTION
Packing Line 6 (P6)
1-3 RANKING AS IMPACT ON:
S A P Q R M E C TOT
1. Checkweigher 2 3 3 3 1 1 1 3 17
• Safety
• Availability
• Performance
• Quality
• Reliability
• Maintainability
• Environment
• Cost
• 1 = No impact
• 2 = Some impact
• 3 = Major impact
Optimum Checkweigher Conditions
• The checkweigher is calibrated (FLOAC) • The belts are clean (FLOAC) • The correct format is entered (FLOAC) • Load cells are clean (FLOAC) • Motors are in good condition and bearings
are good (FLOAC, PM, condition monitoring) • All rollers are free and easy to rotate
(FLOAC, PM, condition monitoring)
30 August, 2016 © S A Partners
STEP 5a ‘Spot the Rot’
Go to the machine and systematically inspect every square centimetre for
deterioration and refurbishment needs. Look for:
► Dirty or Neglected equipment (Packaging debris and / or dust particles)
► Disconnected hoses
► missing nuts and bolts producing visible instability
► steam leaks and air leaks
► Air Filter Drains That Need Cleaning
► jammed valves
► hydraulic, lubricating and oil leaks
► measuring instruments too dirty to read
► abnormal noises in pumps and compressors
Pay particular attention to critical components. They should be kept in optimum
condition.
Step 5-Condition Appraisal
30 August, 2016 © S A Partners
Step 5 a) –Condition Appraisal
Asset Total No
Issues
Safety
Issues
Environment
Issues
Potential Impact
on OEE
F M/c 72 53 (75%) 12(17%) 31 (43%)
M/c 42 54 35 (67%) 21 (40%) 27(50%)
M/c 35 52 24 (46%) 31 (60%) 46 (89%)
C14 36 25 (69%) 32 (89%) 11 (30%)
Total 214 137(64%) 96 (45%) 115 (54%)
Spot the Rot Summary
Total of 214 issues across 4 x Assets of which…
•64% are potential safety issues,
•45% environmental issues and ….
•54% perceived as having a potentially negative impact on the OEE
30 August, 2016 © S A Partners
Practical Go Do exercise
We are now going to go onto the Manufacturing floor
in 3 x Teams and carry out
•Step 5a) Condition Appraisal-Spot the Rot
•Let me brief you………..and give out the templates
30 August, 2016 © S A Partners
THE CONDITION APPRAISAL WILL HELP YOU TO ORGANISE THE
EQUIPMENT INITIAL CLEANING (AN IN DEPTH CONDITION APPRAISAL)
CLEANING
CHECKING
DISCOVERINGABNORMALITIES
RESTORE & ELIMINATEABNORMALITIES
POSITIVE EFFECTS
PRIDE IN THEWORKPLACE
THIS IS PART OF THE “CAN DO” ACTIVITY
ATTITUDE BECOMES
Step 5a-Condition Appraisal
30 August, 2016 © S A Partners
Cleaning is Inspection
Object of Cleaning: Remove dirt, dust
& other contaminants &….
Prevent accelerated deterioration
By means of cleaning… Touch every part of the equipment
By means of touching…
Discover malfunctions in each part
(overheating, vibration, Abnormal noises,
breakdowns)
Constantly check changes
Prevent problems from occurring
30 August, 2016 © S A Partners
Two Types Of
Deterioration
Natural
Accelerated
Age
Wear
Corrosion
Material Property Changes
Design Weaknesses
Environment Masks the Obvious
Conditions of use not Heeded
Failure to Maintain Basic Conditions
Equipment Deterioration
30 August, 2016 © S A Partners
Four Cycle-11 Step TPM
Review Performance
Criteria & History
Measurement & Opportunity analysis of KPIs
(incl. OEE)
Equipment Criticality
Assessment
Condition Appraisal & Restoration
plan
Root cause Analysis &
Problem Resolution
Individual & Team Skill
Development
Leadership
& Behaviours
Audit & Review Process
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
Assess Hidden Losses/wastes
& Set Improvement
priorities
Develop Future Total Asset Care
Best Practice & Standard Work
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
STEP 5b REFURBISHMENT
The objective of the Refurbishment Programme is to set up a Repair and
Replacement Plan, based on the Condition Appraisal (step 5 )
The plan will provide a detailed summary of actions to be co-ordinated by the team
and will include:
Dates and Timescales
Resource (labour, materials, time)
Responsibilities
Control and feedback (Management of Change)
To aid Planning and Completion of Refurbishment Tasks, it may be helpful to
categorise up to three work packages:
On the Run (Low Cost/Easy to Do/No Outage)
Minor Planned Outage (8 to 24 hours)
Major Planned Outage (involving Redesign/Fabrication).
The Condition Cycle-Step 5b
30 August, 2016 © S A Partners
Step 5b Refurbishment
Progress tracker
30 August, 2016 © S A Partners
Condition Cycle-Step 6
DEVELOP ASSET CARE LISTS, INSPECTION & PM’S
Overall Plan
Critical
Assessment(4)
Condition
Appraisal(5a) Refurbishment
Plan(5b)
CMMS
Pre-Programmed
Technical/Servicing Timetable
Maintainer
PM’s
Shared
Responsibility
CBM
Operator
FLOAC
ASSET
Spares List
FEEDBACK
Machine-side
plus
Visual Indicators Single
Point
Lessons
OPERATOR/MAINTAINER
TRAINING RECORDS
ROUTINE
ASSET CARE Timetable
(Machine-Side)
30 August, 2016 © S A Partners
The Maintenance Technician will carry out the Planned
Maintenance Programme, where a technical judgement is
required.
Every job the Technician does is written down. Analysis
is carried out in the Workshop Groups. The trends can
then be used to initiate Continuous Improvement Activities
The Technician trains the Manufacturing Staff to carry out the Asset Care Activities. If the
Manufacturing Staff do not do it correctly, it is normally because they have not been
shown how to do it.
Every Technician, as part of his induction programme, spends time on the line or process
making product and this quickly develops empathy for the Manufacturing Staff.
The TPM Role of The
Maintenance Technician
30 August, 2016 © S A Partners
The Role of the Maintenance
Technician
• Maintenance • Quality Maintenance Strategy
• Improving Component Reliability (MTBF)
• Reducing Mean Time To Repair (MTTR)
• Operator Asset Care
• Condition Monitoring
• Reliability Centred Maintenance
• Preventative Maintenance
• Failure Analysis (FTA, FMEA)
• Conditions For Zero Breakdowns
• P-M Analysis
• Breakdown Analysis
• Machine Components (Functional Analysis)
• Visual Controls (including 5S)
30 August, 2016 © S A Partners
The Operator predicts a problem before it happens
(i.e. tighten station clamp/air leaks etc) and fixes them during breaks
or end shift.
The Operator will carry out all checks and inspections which don’t
require a technical judgement. Any faults found are fixed by him/her (i.e.
worn hoses/loose limit switches) and reported to Maintenance if
outside their scope.
The Operator will carry out Set-Ups and Changeovers to the product
or process. As a result, he/she is more aware of Process, Cycle Time and
Quality Requirements and Implications
The Operator initially responds to all breakdowns before involving the
Maintenance Technician. Because of their experience working with the equipment,
simple faults can be tackled (i.e. parts being mislocated, adjustments, alarms).
These Four Aspects Give a High Level of
OWNERSHIP
The TPM Role of The Operator
30 August, 2016 © S A Partners
The Role Of the Operator
• Operation • Normal/Abnormal Running
• Asset Care
• Equipment Based Losses
• Equipment Control
• Ability To Detect Abnormalities
• Able To Record / Measure
• Statistically
• OEE
• Lubrication
• Inspection
• Cleaning Standards (5S)
• C.I. Activities
• Asset Care
• Problem Solving
• Team working
30 August, 2016 © S A Partners
• A14 FLOAC control sheet (12 checks) as SPL’s
Step 6 – FLOAC Check list
specified by the operators
30 August, 2016 © S A Partners
Step 6-Standards Established
For Front Line Asset Care
On the ‘start of shift checks’ section Operator..
•is asked to visually confirm guards are in place.
•We will be adding these visual aids to the check list.
On the ‘Once a shift checks’ section Operator..
• is asked to visually confirm that dampeners and
O rings are correct.
is asked to visually confirm Shoes are useable.
is asked to visually check that the air pressure
gage is 80psi.
On the ‘Friday morning check’ section
•Strip box cleaned
•Pulleys clean
•Machine cleaned
•Table cleaned
•Oil level checked
30 August, 2016 © S A Partners
The Link with Human Senses
Sight
Touch
Hear Smell Taste
Vibration
Leaking
()
Over Heating
4th Reason ?
30 August, 2016 © S A Partners
The 4th Reason
Sight
Touch
Hear Smell Taste
Vibration
Leaking
()
Over Heating
They go BANG !!
30 August, 2016 © S A Partners
Vibrations
CAUSE REMEDY
1 Out of Balance Correct or replace
2 Bent Shafts Straighten or replace
3 Poor surface finish Re-work surface
4 Loose nuts and bolts Tighten
5 Insecure clips Secure Clips
6 Insufficient mountings Get extra added
7 Too rigid mountings Get softer ones
8 Slip stick Lubricate
9 Incorrect grade lubricant Clean and replace
10 Worn bearings Replace
11 Excessive speed above standard Reduce speed to standard
Some of the remedies will require a skilled maintenance fitter but some can be carried out by the
operator with some training i.e.: Items 4, 5, 8, 9 and 11 above.
Identified by either visual, feel or noise increase.
30 August, 2016 © S A Partners
Leakages
CAUSE REMEDY
1 Excessive vibration Cure Cause
2 Unabsorbent mountings Refit new mountings
3 Insufficient mountings or supports Fit extra
4 Wrong grade/type component fitted Fit Correctly
5 Poor fitting Refit correctly
6 Overheating Seek and cure cause
7 Technical ignorance/innocence Retrain
8 Material Breakdown Replace
Vibration is one of the major causes of fittings or fixes working loose to cause leaks, but other items
contribute such as poor fitting or overheating, causing seals to first bake then crack, causing leaks.
Identified by: In the case of liquids
Puddles will form
In the case of gases:
Smell or when tested with soapy water, bubbles will form.
30 August, 2016 © S A Partners
Loss of Fluid due to Small Leaks
ONE DROP PER SECOND
1 Month = 770 Litres
1
TWO DROPS PER SECOND
1 Week Loss = 385 Litres
2
DROP BREAKING INTO STREAM
1 Day Loss = 290 Litres
3
30 August, 2016 © S A Partners
Overheating
CAUSE REMEDY
1 Excessive lubrication Remove excess
2 Incorrect lubricant Replace with correct
3 Lubrication failure/contamination Check cause and remedy
4 Low lubricant level Top up
5 Poor fitting Refit correctly
6 Excessive speed above standard Reduce speed to standard
7 Overloading Reduce loading
8 Blockages in system Clean and flush system
9 Excessive pipe length or joints Re-design system
30 August, 2016 © S A Partners
Eliminating Breakdowns and other
‘Unplanned’ Events - The Reality
For Every 100 Unplanned Breakdowns or Minor Stoppages:
40 Can be eliminated by refurbishing and hence
restoring equipment to standard ‘as new’ condition
20 Can be eliminated by applying appropriate Daily
Front line Checks and Best Practice Routines of Operation
25 Can be eliminated by applying regular and relevant
Condition Monitoring and Planned Maintenance
15 Can be eliminated by designing out physical
weaknesses in the equipment
30 August, 2016 © S A Partners
Four Cycle-11 Step TPM
Review Performance
Criteria & History
Measurement & Opportunity analysis of KPIs
(incl. OEE)
Equipment Criticality
Assessment
Condition Appraisal & Restoration
plan
Root cause Analysis &
Problem Resolution
Individual & Team Skill
Development
Leadership
& Behaviours
Audit & Review Process
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
Assess Hidden Losses/wastes
& Set Improvement
priorities
Develop Future Total Asset Care
Best Practice & Standard Work
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
Step 7 -Problem Solving
Causes Of Chronic Losses
CAUSE
CAUSE
CAUSE
CAUSE
CAUSE
CAUSE
(Single Cause) (Complex Combination of Causes)(Multiple Causes)
Difficulty in pinpointing Cause
CAUSE CAUSE No Single
Solution
30 August, 2016 © S A Partners
Step 7-Problem Solving Cascade
30 August, 2016 © S A Partners
P-M Analysis - On the Job Reality
P-M Analysis is the Problem Solving Tool used in TPM, which Emphasises the
Machine/Human Interface:
There are: The 4 P’s
Phenomena, which are
Physical, which can be
Prevented
Caused by:
Because they are to do with:
The 5 M’s
Materials & Mother nature
Machines
Methods
Manpower
Involving:
Problems, due to
……and We Need a 6th M Which is Measurement
30 August, 2016 © S A Partners
Using P-M Analysis
On The Job Reality
Understand how the mechanism is supposed to work (Criticality Assessment)
Restore Before Renew - That is:
Solve Existing Problems before Introducing New Equipment with New
Problems.
Make All Aware of the Problem/Opportunity
Observe Current Situation & Take Measurements
Define the Problem in Physical Terms and Identify Factors which Contribute to its
Occurrence
Develop Optimum Solutions for all Contributory Factors
Try out Ideas First and Check the Results
Apply Proven Low Cost or No Cost Solutions First
Implement Ideas As Soon As Possible
Standardise Best Practice with All Those Involved
Monitor and Review
30 August, 2016 © S A Partners
• Event Analysis format
• Ask Why? x 5
• RCA
• FMEA
• A3 Problem solving
• DMAIC
Problem Solving & Prevention tools
30 August, 2016 © S A Partners
Agree Best Practice
Standardise (Train and Assess)
Practice and Refine (Pass on Lessons Learnt)
Problem Prevention Cycle- Step 8
-Best Practice Routines
= Standard Work
30 August, 2016 © S A Partners
Best
Techniques
Of Asset
Care
Correct
Operation
The Right Tools,
Information,
Spares,
Facilities,
Equipment
Best Practice Framework
for Standard work
30 August, 2016 © S A Partners
Contain content which can be delivered in 10 minutes or less
Are highly Visual
Are an Essential aid to communication for Operators,
Maintainers, Managers and Support Staff
Address the Main Stages of the Learning Process:-
Explain (Awareness)
Demonstrate (Understanding)
Practice (Skill Development)
Confirm (Competent to Train Others)
Single Point Lessons
30 August, 2016 © S A Partners
The BPR cascade as Standard
Work to SPL’s
Best Practice Routine
Standard Operating
Procedure-1
Single Point Lesson-1
Standard Operating
Procedure-2
Single Point Lesson 2 Single Point Lesson-3
30 August, 2016 © S A Partners
Step 8: Develop Best Practice
Standard Work and SPL’s
JOB BREAKDOWN SHEET
MAJOR STEPS KEY POINTS REASON FOR
KEY POINTS
(WHAT) (HOW) (WHY)
STEP # 1
Turning On The
Grip Verification
For The Robot
1) Turn the key to pgm/man mode. Press the power button , then press the GRIP VER. button to enable the green light.
1) To ensure the robot will not operate if it fails to pick sprue. This ensures the mould won’t close on sprue and damage tooling.
STEP # 5
Checking The
Water Flow In
The Machine
1) Check and make sure that there’s an adequate water
flow level in the machine.
1) To ensure that the water system is operating correctly.
STEP # 6
Check To
Ensure The
Regrind Return
Selector Box Is
Switched To
No.2 For L.C.P
Return
1) Check to ensure that the selector box which is located
at the rear of the machine is on the correct number to
co-operate with the regrind return system.
1) To ensure the regrind return works correctly.
30 August, 2016 © S A Partners
• SPL’s & WI’s from other Moulding TPM
Machines (D02 etc) are also applicable and
transferable to M/c A14
Step 8 Develop Best Practice as
Standard Work SPL’s
WIN 271 SPL Moulding Machine Platen parallelism check
WIN 272 SPL Moulding machine barrel wear check
WIN 273 Daily Review oc CPC Data.
WIN 281
Instructions on How To Use Handheld Gas Torches & How To Store Gas Bottles in Production Areas.
WIN 275 Correct Ticketing System for Tubs
WIN 276 Correct method of transporting tubs throghout the plant.
WIN 203 Mould machine Changeover Steps
WIN 204 Check & Clean Hopper Filters & Screens , Filters & Dust Buckets
WIN 205 Verification of Mould Machine Chutes
30 August, 2016 © S A Partners
Skills and Competency Matrix
Has been shown the Process
Has carried out Process
Is competent in Process Is able to train others
TRAINING MATRIX
EQUIPMENT
Training Activities/Single Point Lessons
Team
Members Name Spl
1
Spl
2
Spl
3
Spl
4
etc etc
Sean
Jim etc
Fred etc
Harry etc
etc
etc
30 August, 2016 © S A Partners
• Step 1 - What did Sources of Info tell us?
• Step 2 –What is Best of Best worth to us in output & £ value?
• Step 3 - Key differences between F2F & D2D OEE losses
• Step 4 - What did the Criticality Assessment tell us ?
• Step 5a– Spot the Rot-Were we surprised at what we found?
• Step 5b – What is estimated cost of Refurbishment ?
• Step 6 - How long will the FLOAC checks take to do for each Shift? And
have we validated our PM’s? Are there technical CBM opportunities?
• Step 7 - The Importance of Reoccurrence Prevention v. Temporary quick
fixes
• Step 8 – How important are Standards and Best Practice/SPL’s /Skills
enhancement?
Some Key Learning Points of
each step
30 August, 2016 © S A Partners
Pilot Projects &
Roll-out Planning
30 August, 2016 © S A Partners
1 Month 2 - 6 Months 7-24 Months +
Roll-Out Evolution Pilot Process
TPM Implementation Process
Scoping
Study
Senior
Management
Workshop
4 x Day
TPM
Practitioner’s
Workshop
Secure Management Commitment Trial & Prove the Route Milestones 1-4
POLICY DEVELOPMENT & DEPLOYMENT
Pilot Projects,
Plant Clear
& Clean,
Training &
Communication
Feedback
Mgt
Review
Improvement Zone Partnership
Operational Improvement
Project Improvement
Business Process Improvement
30 August, 2016 © S A Partners
Four Cycle-11 Step TPM
Review Performance
Criteria & History
Measurement & Opportunity analysis of KPIs
(incl. OEE)
Equipment Criticality
Assessment
Condition Appraisal & Restoration
plan
Root cause Analysis &
Problem Resolution
Individual & Team Skill
Development
Leadership
& Behaviours
Audit & Review Process
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
Assess Hidden Losses/wastes
& Set Improvement
priorities
Develop Future Total Asset Care
Best Practice & Standard Work
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
8
Hrs
Week No.
Recording /History
OEE Measurement
6 Loss/ Assessment
Criticality Assessment
Condition Appraisal
Refurbishment
Future Asset care
Best Practice Routines
Problem Prevention
Typical Pilot Project
Structure ‘foot-print’
Typically 2 x Shift Based Teams consisting of Operators & Technicians and the Facilitator meet every 2 weeks for an 8 hour TPM Activity Session, subject to shift logistics .over c.16 calendar weeks
1 3 5 7 9 11 13 15
Steps 1 to 8
A
3
B
30 August, 2016 © S A Partners
Typical Pilot Project Timetable
WEEK NO CONTENT SUPPORT ACTIVITIES
1
Initial Training and Pilot Selection & Schedule of
Project Activity sessions
(Step1) Equipment History & Sources of
information
OEE Loss and KPI Recording
Systems
Value/non value adding
definitions
2 to 3 (2)OEE KPI Evaluation (3)Assessment of the
hidden factory.
Team Activity Board
F2F & D2D Loss definitions
4 to 5 (4)Criticality Assessment (5a)Condition Appraisal Spot the Rot
Clear and Clean Activity
6 to 7 (5b)Refurbishment Plan (6)Future TPM Asset Care.
Trial Level 1a/1b Audit
Refurbishment Plan
FLOAC Training
8 to 13
(8) Problem Prevention and
(9)Best Practice Design
Single Point Lesson Development
Refurbishment Action
Trial Improvements
Single Point Lessons
M/C Visual Help/Aids
14 to 15 Prepare for Presentation
Refurbishment Action cont/d…
Trial Improvements cont/d…
Training Plan
16 Presentation Dry Run/Presentation • Actual Level 1a /1b audit
30 August, 2016 © S A Partners
Line 10 –Weekly Loading Plan
Shift A = 7 Ops + 1 Mech Shift B= 5 Ops + 1 Mech
Planned Loading Hrs =82.75 hrs per week
30 August, 2016 © S A Partners
TPM Pilot Logic for Line 10
• Divide the Line into 2 x halves- Filling and Packing
• Shift A does Step 1 to 9 on Filling
• Shift B does Step 1 to 9 on Packing
• (Both teams will have a common OEE measure)
• Each shift based team would meet separately every two weeks for
an 8 hr activity session on 8 occasions over a sixteen week cycle
• Each shift TPM team would comprise 5 members:-
*1 x Senior Operator / Team Leader +2 x Operators
*1 x Mechanical Maintenance (+ Electrician as required)
*1 x TPM Facilitator
Key contacts to support each team on an as required basis
30 August, 2016 © S A Partners
The resource
requirement perspective
• We need 32 man-hrs per fortnight (1 Senior Op + 2
Ops + 1 Maintainer x 8hrs) for each shift (ie 32
man-hrs of cover to back fill from an average
weekly shift compliment of 6 Ops + 1 Maintainer
over 10 shifts = 560 man-hrs
• This equates to <6% of attendance time to cover
the TPM Activity days over the 16 week pilot cycle
30 August, 2016 © S A Partners
Improvement Plan for Similar /
Replicated Equipment
COMMON COMMON
80% common 20% unique
100%
Unique
80% common 20% unique
80% common 20% unique
80% common 20% unique
COMMON
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
80% common
20% unique
80% common 20% unique
80% common 20% unique
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
Date: 04 /03/13 Model Line 10 Filling Shift A packing Shift B / Shift: Version:1.1
Date
11/03
25/03
08/03
22/04
06/05
20/05
03/06
17/06
01/07
15/07
29/07
12/08
Week No
1
3
5
7
9
11
13
15
17
19
21
23
SAp Support
½ Day
½ Day
½ Day
½ Day
1 Day
Audits
Launch
Trial 1a/1b
Actual 1a/1b
MEASUREMENT CYCLE
1 Sources of Info
2 OEE Av / BoB / WC
Record
3 Six Loss assessment
Revisit
CONDITION CYCLE
4 Criticality assessment
5 Condition appraisal
5 Refurbishment Program
6 Future Asset Care
FLOAC
PM’s
CBM
PROBLEM PREVENTION
7 Problem Solving
8 Best practices routines
Prepare Level 1a / 1b
TPM IMPROVEMENT PLAN FORWARD PROGRAMME
Line 10 TPM Project Programme
30 August, 2016 © S A Partners
From 8 x Step Pilot Project……
STEP Project
1. History & Standards
2. OEE
3. Assess 6 Losses
4. Critical & Risk Assessment
5a Condition Appraisal
5b Refurbishment /Restore
6. Future TPM Asset Care
(FLOAC,CBM & PM)
7. Problem Prevention
8. BPR
CLOSE
OUT x
Measurement
Cycle
Condition
Cycle
Problem
Prevention
Cycle
30 August, 2016 © S A Partners
……..to 4 x step CI-PDCA Process
STEP Project C I Process
1. History & Standards
2. OEE
3. Assess 6 Losses
4. Critical & Risk Assessment
5a Condition Appraisal
5b Refurbishment /Restore
6. Future TPM Asset Care
(FLOAC,CBM & PM)
7. Problem Prevention
8. BPR
OEE
CLOSE
OUT x
REFINING
PDCA
Measurement
Cycle
Condition
Cycle
Problem
Prevention
Cycle
30 August, 2016 © S A Partners
From TPM Project to CI Process
(Post Level 1a / 1b)
The Plan, Do, Check, Act Habit:-
• It is preferable that the initial pilot project (s) are treated
as a single entity beyond Levels 1a/1b for the purposes
of continuous improvement reviews as follows….
• Day to Day Routines of TPM Asset Care become ‘Part of
the Way we do things Here’ (Plan, Do)
• Fortnightly 2 Hr max, Line side Review of Performance,
OEE, Problems & Opportunities (Check , Act)
• Plus Routine Short Interval Control Shift Reviews
30 August, 2016 © S A Partners
CI-TPM Infrastructure
for Programme Governance
SteeringGroup
FAC DEV
FLM COACHING
PUB’ & COMMS
TOP DOWN TARGET
DRIVEN MANAGEMENT
MASTER ROLL-OUT
PLAN
LEARNING
ORGANISATION
PIL
LA
R
CH
AM
PIO
NS
9 STEP TPM PROCESS AND
5S / WPO
Top Down SLT
30 pt Review x2
per year
PIL
LA
R C
HA
MP
ION
S
OEE
FLOAC
PM/QM
SD
EEM
5S
P&C
LOG
QA
HSE
Bottom up Level
1a / 1b to 4a/4b
Evidence based
Audits
30 August, 2016 © S A Partners
Pillar Champion’s Role
• Understanding what is required as a specific
Champion in order to Drive Continuous
Improvement using the TPM ‘enabling’ tool
• Developing the Policy for your Pillar & ensuring
its Consistent Deployment
30 August, 2016 © S A Partners
Typical Pillar Champions
Pillar Champion Typical Job Holder
OEE Value Stream Managers (+Fin manager)
FLOAC Production Manager ( Shift Supervisors)
PM & Q of M Maintenance Manager
Skill Development (Generic) Human Resources Manager
Skill Development (Technical) Production Manager
5S –Workplace Organisation Shift Supervisors (Production Manager )
EM/Major Projects Manufacturing Engineering Manager
Publicity and Comms TPM Facilitator
(Logistics) Planning Manager
(Quality ) Quality Manager
(HSE) HSE Manager
30 August, 2016 © S A Partners
Po
lic
y D
ep
loy
me
nt
Le
ve
ls
Strategic Intent Business Goals SLT-Level 1
VS & Functional Goals –VSM’s,Prod & Maint Managers -Level 2
Process / Line Leader & Team Goals –Level 3
CI-TPM Infrastructure Principles
using Policy Deployment
• OEE & Other KPI’s
• FLOAC
• 5S /W P O
• Planned Maintnce Q of M
• Early Equipment Mang’
• Skill Dev & Team Effectiveness
• Comms & Engagement
• Ops Planning
• QA
• HSE
TOP DOWN TARGET
DRIVEN MANAGEMENT
2 x year Top Down 30pt
Review
BOTTOM UP/SHIFT
TEAM ACTIVITY
L1a to L4b
LEARNING
ORGANISATION
Performance
Reporting
SLT
Policy
Deployment
30 August, 2016 © S A Partners
1
2
3
4
Problems given to
management- top down
improvement
Bottom up
improvement
-Stabilise
Self managed team
activities
-Optimise
World class
Performance
4 zero’s
Reactive
Proactive
4 Milestones of TPM &
Team Performance
30 August, 2016 © S A Partners
INPUT
EFFORT
OWNERSHIP
RESPONSIBILITY
OPERATOR AS TECHNICIAN
MAINTAINER AS ENGINEER
FIRST LINE MANAGER
MANAGER AS ENTREPRENEUR
CONSULTANT
MANAGEMENT
SUPERVISION
Initial Pilot
Trial & Prove
the Route
Milestone 1
Introduction
Everyone
Involved
Milestone 2
Refine Best Practice
& Standardise
Get the Basics
Right
Milestone 3
Build
Capability
Innovation Achieve Spark
to Start Vision
Milestone 4
Strive for
Zero Losses
TIME 3 - 5 YEARS
CAPABILITY
Step 11 - Roll Out Evolution
30 August, 2016 © S A Partners
Milestone 4:
Strive for Zero Targets
Set Fast Track
Everyone Involved
Define Accountabilities
Milestone 1:
(Introduction)
Milestone 3:
(Build Capability)
Milestone 2:
(Refine Best Practice
& Standardise)
Level 4B Checklist
Level 1A
Level 4A Checklist
Level 3A Level 2B
Level 2A
Level 1B
Level 3B Checklist
Achieve Optimum Conditions
Reduce Effort
Increase Customer
Responsiveness
Reset Vision
Define Optimum Conditions
Use P-M Analysis
Improve Equipment Precision
Improve the Quality of
Maintenance
Achieve skill levels for zero
targets
Define Training Needs
Make it Easy to Do
Involve Support Departments
Set up Early Warning System
Achieve Adherence
Delivering the Production Response
thro’ 10 Pt Audits / Reviews
30 August, 2016 © S A Partners
The TPM Journey-5x Stages
Ou
t o
f c
on
tro
l
In c
on
tro
l
Sta
bilis
ing
Fo
rec
as
t w
ith
Co
nfi
de
nc
e
Mo
bil
isa
tio
n
Benefit
Time
Op
tim
isin
g &
Imp
rovin
g
Milestone 1
Milestone 2 Milestone
3
Milestone 4
30 August, 2016 © S A Partners
Step 1-Initial Cleaning
Step 2 –Countermeasures at source of Problems
Step 3-Cleaning & Checking Standards
Step 4-General Inspection
Step 5-Autonomous
Inspection
Step 7
Full AM
Step 6-Organisation
& Tidiness
Ability to Detect
problems
& understand
equipment
improvement
Knows Function
& Criticality
of Equipment
Knows Relationship
between Equipment
Capability
& Product Quality
MS 1ab
MS 2b
MS 3a
MS4a
MS 3b
MS 2a
The 7 Steps of A.M. &
It’s alignment to Milestones 1 to 4
MS4b
30 August, 2016 © S A Partners
Four Cycle-11 Step TPM
Review Performance
Criteria & History
Measurement & Opportunity analysis of KPIs
(incl. OEE)
Equipment Criticality
Assessment
Condition Appraisal & Restoration
plan
Root cause Analysis &
Problem Resolution
Individual & Team Skill
Development
Leadership
& Behaviours
Audit & Review Process
MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY
CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)
PROBLEM PREVENTION & BEST PRACTICE ROUTINES
FUTURE STATE
REALISATION
THROUGH A
HABIT OF
CONTINUOUS
IMPROVEMENT
Fe
ed
ba
ck
A
B
C
D
Assess Hidden Losses/wastes
& Set Improvement
priorities
Develop Future Total Asset Care
Best Practice & Standard Work
1 2 3
7
4 5 6
9
8
10 11
30 August, 2016 © S A Partners
Creating the right Culture
for sustainable change
• Addressing the soft cultural issues
• Generating the right behaviours
• Some personal views and ideas
30 August, 2016 © S A Partners
Focus & Influence Time Horizons
(Micro Management)
Shift / Daily Weekly
Primary Primary
Site Leadership
Team
Deputy Managers
Section Leader &
Teams
VSM’S & Prod
Man’gers
Monthly Qtrly
Sec
Primary
Primary Primary Sec
Sec
Sec Primary Sec
Sec
Annually
See Next Slide for What we Need ►
Primary
Primary Primary
30 August, 2016 © S A Partners
Focus & Influence Time Horizons
-What we need
Shift / Daily Weekly
Site Leadership
Team
Section Leader &
Teams
VSM’S & M/C Man’ger+PM’s& Maint Man’ger
Monthly Qtrly
Primary
Sec Primary Primary
Primary
Primary Primary Sec
Sec
Annually
Trust to Delegate
30 August, 2016 © S A Partners
The Right Framework & Infrastructure
….use of the Right Tools & Techniques
..to Generate the Right
Behaviours
A Sustainable Continuous Improvement
Environment Demands:-
√
√
√
√ ? ? ?
30 August, 2016 © S A Partners
Some Behavioural Issues
to consider
• Remember that Management get back
the Behaviours that they themselves
exhibit !!
30 August, 2016 © S A Partners
15 x Reasons Why Change Fails
or is not Sustainable-A Health Warning
• Lack of Clear, Consistent Leadership and Direction
• Lack of Planning and Preparation, Measurement and Feedback
• Change Programme has no Clear Vision
• Lack of a thorough Risk Assessment & Countermeasure Definition
• Poor Communication
• Unclear Roles / Responsibilities / Accountabilities (as described & delivered via the Bi-annual , Top Down 30pt Review)
• Goals are set ,but too far in the Future
• Misunderstanding of what Change is
• The Quick- fix Solution
• The Legacy of Previous Change
• Sacred Cows-‘The way we do things around here’
• Fear of Failure
• Employee Resistance
• Ill-Prepared Employees
• Inappropriate and Inadequate external training and advice
Minimising these 6 x RED risks via a CI / TPM Coordinator
30 August, 2016 © S A Partners
The Difference Between
Management and Leadership
According to Stephen Covey…..
• ‘’Management is efficiency in climbing the ladder
of success……
30 August, 2016 © S A Partners
The Difference Between
Management and Leadership
According to Stephen Covey…..
• ‘’Management is efficiency in climbing the ladder
of success……
• ….Leadership determines whether the ladder is
leaning against the right wall."
30 August, 2016 © S A Partners
Lean Leadership Behaviours
• Standards - Which are Consistently Communicated & Applied
• Responsiveness & Pace - When Deviations Occur
• Continuous Improvement - By Stretching the Standards
• Striving for Perfection - So We at least Make Progress
• Specified Value Streams -Micro to Macro-M/c to Supply Chain
• Respect -For our Customers & Employees, + & those Standards
• Autonomy - Putting our People before Products/Service
30 August, 2016 © S A Partners
Consider a new way of working
•Understand the purpose of the system & manage the
organisation as a system with trust & delegation
•Design the system against demand & deal with demand variety
•Derive measures from the work-not arbitrary targets
•Modify traditional management thinking of set , measure &
monitor resources, to one where the….
•Role of management changes to set the standards and provide
the resources –and then delegate and trust your staff to act on
the system with pace and responsiveness when deviations
occur from standard with robust audit / integrity processes
30 August, 2016 © S A Partners
Command & control
v. Systems thinking
Command & control Characteristic Systems thinking
Top down thinking Perspective Outside in & bottom up
Performance & standards Set by Management Determined by User
Decision Making Separated from work At the workplace
Coach & Mentor Improve system service
Role of Management Tell and Sell
Set & manage resources
30 August, 2016 © S A Partners
Command & control
v. Systems thinking
Command & control Characteristic Systems thinking
Top down thinking Perspective Outside in & bottom up
Performance & standards Set by Management Determined by User
Decision Making Separated from work At the workplace
Pride &ownership Employee Motivation Carrot & stick
Coach & Mentor Improve system service
Role of Management Tell and Sell
Set & manage resources
30 August, 2016 © S A Partners
Team Leader’s Job
With Proactive Support of their Manager / Process Owner
To Manage & Deliver the Manufacturing Processes
To Manage & Develop their Team / People
To “Facilitate” Target Driven Continuous Improvement
The first two are usually both a ‘Given’ & Accepted
If the third one is regarded as “Optional’’- it will not
happen!!
30 August, 2016 © S A Partners
Ask My Opinion about the Best Way.
Include it in the Future Ways of Working.
Feedback the Result to Me.
Train Me and Coach Me.
Give Me Dedicated Improvement Time…..
…And It Results in a “Trouble Free” Shift
As an Operator or Maintainer,
I Will Do Something Different If You……..
30 August, 2016 © S A Partners
Poor Communications
= Resistance
The Less I Know About Plans to Change
The More I Assume
The More I Assume
The More Suspicious I Become
And The More I Direct My Energy into
30 August, 2016 © S A Partners
Effective Communication
= Team work
If it Stops Here
We’re in Trouble ►
If it Stops Here
We’re in Trouble ◄
This is Our Aspiration !!
30 August, 2016 © S A Partners
TPM Training Room
30 August, 2016 © S A Partners
Gaining Site Leadership
Team Commitment at the Front-end
30 August, 2016 © S A Partners
1 Month 2 - 6 Months 7-24 Months +
Roll-Out Evolution Pilot Process
Typical TPM Implementation
Process
Scoping
Study
Senior
Management
Workshop
4 x Day
TPM
Practitioner’s
Workshop
Secure Management Commitment Trial & Prove the Route Milestones 1-4
POLICY DEVELOPMENT & DEPLOYMENT
Pilot Projects,
Plant Clear
& Clean,
Training &
Communication
Feedback
Mgt
Review
Improvement Zone Partnership
Operational Improvement
Project Improvement
Business Process Improvement
30 August, 2016 © S A Partners
• 08.30 Intro’s / Expectations / Ice Breaker Exercise
• 08.45 Our Manufacturing Processes here at the xyz plant & suitability for TPM Principles /
Techniques Plus how TPM will support our Operational Excellence programme, including some
relevant sector case studies
• 10.00 How do we Currently Rate ourselves at Maintenance Best Practice ? (Assessment
Exercise in pairs, plus OEE Assess Exercise in 2 x teams)
• 11.10 Coffee Break
• 11.15 Manufacturing floor Activity Visit to typical pilot area (Spot the Rot Exercise in two teams
• 12.00 2 x Syndicate Team’s Feed-Back
• 12.30 Extended Lunch Break (for delegates to catch-up on urgent ‘day job’ items)
• 13.30 Cultural Issues and Engagement
• 14.30 Planning &Sustaining our TPM Programme-Audit and Review Processes (+ further case
studies)
• 15.00 Does TPM Pass the ‘So What ?’ test (2 x Exercises: Company’s Business Drivers and
TPM ‘Fit’, plus Stoppers & Countermeasures)
• 15.30 Review of the Day, Key Learning Points and agree Way Forward
• 16.00 Close
SLT Buy-in Session Agenda
30 August, 2016 © S A Partners
Business
Drivers
Potential
Impact of TPM
–Team A
Profitability 3
Meet Customer Requests 3
Quality with Compliance 2
Safety 3
Reputation 3
Cost Competitiveness 3
Increase Market Share 3
Reduce Inventory 2
Increased OEE 3
0 = None 1 = Some 2 = Significant 3 = Major
1 Day Site Management Team Workshop
Business
Drivers
Potential
Impact of
TPM –Team B Reduced Cost of
Production 3
Increased Quality 3
Meet Deliveries on Time 2
Increased Outputs / OEE’s 3
Good Safety record 2
Minimise Inventory Levels 2
Minimise Lead Times 2
Increased Competitiveness 3
Total Score 20 / 24 = 83% Total Score 25 / 27 = 93%
30 August, 2016 © S A Partners
What Will Inhibit These New Ways of Working ?
Team A ----Stoppers Team A----Countermeasures
Lack of Acceptance & Buy-in Engagement thro’ Education
Building Teams
Fear of Change Reassurance & Involvement from Start-Up
Cost & People Resources Investment. Make Resources available. Planning. Re-
structuring
Unrealistic Expectations
Milestone Recognition
Education, Training & coaching
Recognition for every Improvement (Big and small)
Poor Communication/ Objective alignment Ongoing Communication
Loss of Momentum Put Governance Structure in place-Regular SMT
Reviews
Team B---Stoppers Team B----Countermeasures
People’s Attitude / Understanding Relevant Training
Fear of Change / New Roles • Communication Plan & Cascade
Benefit not immediately Apparent Planning of Work / Publicise Results
Poor Teamwork Improve Understanding thro’ coaching
Lack of Perseverance / follow through Persist through Review and Action+ Pillar Champs
Lack of Support / commitment from Management Provide necessary Support / resources/ Budget
30 August, 2016 © S A Partners
IF you decide to investigate further
Suggested Way Forward ……
• Scope the potential application of TPM
• Run a one day Senior Leadership Team ‘Buy-in
session
• Followed by 4 x Day TPM Practitioners Workshop
• Then Launch Pilot Project(s) (Team selection will be
vital)
• Put parallel Governance system & Pillar Champions in
place
• C.16 week cycle-Feedback to SLT-Level 1A/1B Audit
• Site roll-out plan for next c.2 Yrs
30 August, 2016 © S A Partners
Local Management Review Process-
The Scoping Study
FEEDBACK:
• Key Success Factors
• Benefits
• Risk assessment
• Way Forward
• Business Objectives
• Vision
• Current Initiatives
• CI Progress to date
Assess People’s Perceptions
& Feelings
• Assess OEE
• Produce Production Loss Profile
• Review Implications for Pilot
• Potential Pilots/Roll out/ 5 S activity
Project Infrastructure
& Governance
•Programme Definition
•Cost implications
Mobilise/Agree
Individual Needs
Pilot 1
Pilot 2
Pilot 3
Development Needs:
• Awareness
• Pillar champions
• Facilitator
• Pilot Teams
• Management
1
2 3 4 5
6
7
8
9
30 August, 2016 © S A Partners
What will this approach
to TPM give you?
• Provides a structured & systematic approach
• Which is time-tabled and scheduled
• Encourages site-wide engagement
• With clear roles & responsibilities
• Proven to be sustainable in the right hands
• Above all-It’s very practical
30 August, 2016 © S A Partners
Think big-Seek Perfection
“The greatest danger for most of us is not that
our aim is TOO HIGH and we MISS IT, but that it is TOO LOW And we REACH IT.”
Michelangelo c.1450
30 August, 2016 © S A Partners
Think big-Seek Perfection
“If we STRIVE for PERFECTION we might
not achieve it, but at least we will be MAKING PROGRESS.”
Today- 2016
30 August, 2016 © S A Partners
Key Success Factors
Priority
Sufficient Resources of People, Money & Time
Resultant Pace of CI / TPM Activity
Clear/Transparent
Leadership and
Direction
Sufficient
Facilitation &
Coaching
Ownership &
Delivery of
Relevant
Business
Drivers
30 August, 2016 © S A Partners
Treat Every Problem
as an Opportunity
• HOW should I deal with this ???
• H with Honesty
• O with Open-mindedness and…..
• W with Willingness
• If you’re able to practice these behaviours
you may often be surprised at the result !!
30 August, 2016 © S A Partners
Learning and Understanding
Tell Me and I Forget
Show Me and I Believe
Let Me Practice and I Understand
Let Me Improve and I Take Care
Let Me Innovate and I Master
Yes!
30 August, 2016 © S A Partners
Some Case Studies to illustrate what TPM
can deliver in the right hands
30 August, 2016 © S A Partners
Refurbishment Step 5b
Major Best Practices
introduced
Core TPM members removed
from plant
Core TPM trained staff back in plant
Impact of engaged team
74% OEE Best of Best
Performance
The results after 12 months
30 August, 2016 © S A Partners
1413121110987654321
140
120
100
80
60
40
20
0
Weeks
Pe
rce
nta
ge
of
Av
aila
bilit
y
_X=67.8
UCL=136.9
LCL=-1.4
Availability
Out of Control In Control
30 August, 2016 © S A Partners
1413121110987654321
100
90
80
70
60
50
Weeks
Pe
rce
nt o
f P
erfo
rm
an
ce
_X=75.40
UCL=99.54
LCL=51.26
Performance
Out of Control
& Unacceptable
In Control
& Improving
30 August, 2016 © S A Partners
1413121110987654321
105
100
95
90
85
80
Weeks
Pe
rce
nta
ge
of
Qu
ality
_X=93.77
UCL=105.58
LCL=81.96
Quality
Out of Control
& Unacceptable
In Control
& Improving
30 August, 2016 © S A Partners
The Classic
4 x Phases of Improvement
1-Out of Control-Process Unstable
2-In Control-Process Stabilised
3-Improving-Process Optimised
4-Able to Forecast with Confidence
30 August, 2016 © S A Partners
Result
• Additional c. £1.2 m t/o with net margin 10%
• Total training and refurbishment costs of £60k
• 6 months Pay-back
• Result ? WIN / WIN !
30 August, 2016 © S A Partners
Medical devices -TPM Pilot Benefits
after 9 months (and after c .2 years)
1st 9 Months
• Reduced Maintenance spend € 52,000
• Reduced Non core Hours Over Time € 211,000
• Less Consumables € 50,000
• Additional Annualized Savings € 213,000
• TOTAL € 526,000
• Plus Cap Ex Cost Avoidance € 950,000
(After c.2 years ,accumulated cost avoidance = € 4.75 m)
30 August, 2016 © S A Partners
Level 2b-Audit
Medical Devices – Case Study
Refine Best Practice Regime and Standardise Milestone 2
30 August, 2016 © S A Partners
80% of maintenance activities planned?
0
10
20
30
40
50
60
70
80
Before TPM Present
Planned vs Unplanned Maintenance time
Planned
Unplanned
30 August, 2016 © S A Partners
Has the initial Best of Best OEE
performance targets been achieved?
Begining of TPM
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
20/0
6/20
05
21/0
6/20
05
22/0
6/20
05
22/0
6/20
05
23/0
6/20
05
23/0
6/20
05
24/0
6/20
05
25/0
6/20
05
26/0
6/20
05
26/0
6/20
05
28/0
6/20
05
28/0
6/20
05
29/0
6/20
05
29/0
6/20
05
30/0
6/20
05
30/0
6/20
05
01/0
7/20
05
01/0
7/20
05
05/0
7/20
05
08/0
7/20
05
09/0
7/20
05
12/0
7/20
05
13/0
7/20
05
Date
% O
EE
OEE
BOB
30 August, 2016 © S A Partners
Has the initial Best of Best OEE
performance targets been achieved?
Latest Figues
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
28/1
1/05
29/1
1/05
30/1
1/05
01/1
2/05
02/1
2/05
03/1
2/05
04/1
2/05
05/1
2/05
05/1
2/05
06/1
2/05
06/1
2/05
07/1
2/05
08/1
2/05
08/1
2/05
09/1
2/05
09/1
2/05
10/1
2/05
11/1
2/05
11/1
2/05
12/1
2/05
13/1
2/05
13/1
2/05
14/1
2/05
Date
% O
EE
OEE
BOB
30 August, 2016 © S A Partners
Are unit cost reducing?
• Headcount of 15 Re-deployed to New Product
– ( From 60 employees to 45 employees).
• Production Rates have increased 20%
• Savings of c.€ 1 million in avoiding annual wages and
employment costs + recruitment and training costs
Coilwinding Area - 30% increase in effectiveness
30 August, 2016 © S A Partners
Fill & Pack Line 6 Improvements
(at Milestone 2 Achievement)
12 Months Average 2010
OEE 20.7% Eq Failures 25.7% Idle Time 38.0% No Data 2.1% Line Restraint 5.9% Minor Stops 7.8% Actual v. Target 73.0% (Prod Plan)
4 wks Aver to 30 Sept 2011
49.5% 4.0%
21.5% 0% 0%
2.7% 100 %
Improvement
x 2.5 increase
Down by x 6
Halved
Eliminated
Eliminated
Down by 65%
100% OTIF
30 August, 2016 © S A Partners
TPM Project-OEE Improvements
Asset Mile
Stone
Level
%OEE
Start
%OEE
Current
%Increase
in Productive
Capacity
Press 24 1 34 68 100
E10 1 38 67 76
M/c 10 1 35 52 49
SNN Insert 1 37 64 73
D M/c 1 37 49 32
Average 36 60 67
30 August, 2016 © S A Partners
TPM Project-OEE Improvements
Asset Mile
Stone
Level
%OEE
Start
%OEE
Current
%Increase
in Productive
Capacity
B2 2 45 91 102
A14 2 28 97 246
M/c 33 3 30 75 150
M/c 53 3 45 57 27
D02 3 28 35 25
E14 4 47 92 96
A01 4 15 35 133
Average 34 69 103
30 August, 2016 © S A Partners
TPM Project-OEE Improvements
Asset Mile
Stone
Maturity
Level
%OEE
Start
%OEE
Current
%Increase
in Productive
Capacity
Average OEE of
12 Assets
1 to 4 35% 64% 83%
Asset Mile Stone
Maturity
Level
Alarms
Start
Alarms
Now
Moulding
Starvation
Hrs -Start
Moulding
Starvation
Hrs- Now
Materials
Handling
System
3 463 /wk 76 /wk 18 hrs /wk 3 hrs /wk
30 August, 2016 © S A Partners
Appendix A
Shingo Transformation approach
and the potential impact of the TPM System