Total Productive Maintenance (TPM) Principle Document · Total Productive Maintenance (TPM)...
Transcript of Total Productive Maintenance (TPM) Principle Document · Total Productive Maintenance (TPM)...
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Total Productive Maintenance
(TPM)
Principle Document
This document was compiled by Roger Bent of GENEO Consulting Limited
pg. 1
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Context 3 .............................................................................................................
Purpose 3 ............................................................................................................
Benefits 3 .............................................................................................................
Role of a leader 4 ................................................................................................
TPM - Process 4 ..................................................................................................
The 5 Pillars of TPM: 4 ........................................................................................
Overall'Equipment'Effectiveness'(OEE):' 5'..................................................................................................
Purpose( 5(
Bene,its( 5(
Autonomous'Maintenance' 6'..............................................................................................................................
Purpose( 6(
Bene,its( 6(
Planned'or'Preventative'Maintenance'' 6'......................................................................................................
Purpose( 6(
Bene,its( 6(
Effective'Training' 7'................................................................................................................................................
Purpose( 7(
Bene,its( 8(
Early'Equipment'Management' 8'.....................................................................................................................
Purpose( 8(
Bene,its( 8(
Systems' 9'....................................................................................................................................................................
Roles 9 .................................................................................................................
Role'of'Business'Improvement' 9'.....................................................................................................................
Role'of'Central'Maintenance' 9'..........................................................................................................................
Role'of'Operators' 10'..............................................................................................................................................
Appendix(1.(TPM(Strategy(Document((1APager)( 11(
Contact Us 12......................................................................................................
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Context
TPM is an asset care maintenance system designed to optimise and improve
equipment effectiveness, extend
asset life and reduce
maintenance costs.
TPM is a mechanism for
detecting emerging problems
with assets before they impact
upon the bottom line. It helps
maintain and improve
equipment standards to deliver
optimum performance at the lowest possible cost.
Maintenance of benchmark standards relating to plant and equipment
reliability is pivotal providing dependable operational performance. A good
TPM strategy takes an end to end stance – from conceptual process and
equipment design, through operations, to planning for new replacement
facilities to secure future production requirements.
Purpose
The purpose of TPM is to minimise operational disruption from breakdowns
and process issues caused by equipment problems across the value chain.
TPM sets the correct environment for the ownership of maintenance
activities between operations and maintenance.
Benefits
TPM, when implemented fully, provides the following benefits:
• Improvement in achievement of operational objectives and goals.
• All staff engaged and aligned in improvement activity.
• Improved equipment performance over time, increasing availability of assets to produce best quality product
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Role of a leader
TPM provides an opportunity to all employees to participate in maintenance
of plant and equipment. Leaders are therefore key to the deployment of the
methodology.
• Maintain the adherence to current standards. Perform process confirmation of tasks to ensure the baseline for all standards is accurate and the tasks are performed effectively.
• Support the improvement of maintenance standards with the removal of waste to improve value add.
• Ensure capability is built into the teams to successfully deploy the pillars of TPM.
TPM - Process
TPM consists of five Pillars that apply to all assets. For these to be successful
they require effective standards to be in place for the execution of the
maintenance task at hand.
The 5 Pillars of TPM:
TPM provides a platform for operational stability and the aim to generate
excess capacity. This can only be achieved when standardised
maintenance schedules are completed by Artisans and Operators providing
dependable performance and continuous improvement based on shared
experience and learning.
Standardisation:
• Standardised Work for TPM is
critical. It provides a consistent
approach and forms a baseline.
Problems and deviations will be
identified quickly, and corrective
actions can be implemented
appropriately. These documents
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will develop over time, reflecting departmental learning and
experience.
Overall Equipment Effectiveness (OEE):
OEE is a metric used to demonstrate the true effectiveness of an asset in
terms of availability, performance and quality. It is an enabler for teams to
problem solve, drive cross functional teamwork and structure maintenance
for best performance.
Purpose
Improve the equipment performance (bottlenecks) to improve flow in the
value stream, capacity in operations and reduce cost.
Benefits
• Focussed activities to improve the process bottlenecks
• Teamwork between operators and artisans
• Improved unit cost through revenue opportunities
• Re-allocation of resource
• Central maintenance focused on resolution of complex issues
• Focussed on Planned Maintenance
OEE focusses on the elimination of the 6 Big Losses:
1. Breakdowns
2. Setup and Adjustments
3. Minor Stops
4. Reduced Speed
5. Start-up Yield
6. Production Rejects.
From the Value Stream activities and the capacity analysis, OEE is deployed
on the identified bottlenecks to improve performance.
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Any shift in capacity leading to more volume must be managed through pull
systems and buffer management.
Autonomous Maintenance
Purpose
The purpose of Autonomous Maintenance is to provide more ownership with operators for routine maintenance releasing the core maintenance to perform preventative maintenance and technical improvements.
Benefits
• Gain in number people engaged in maintenance activities with an appropriate balance of ownership, based on capability, between central maintenance and operators.
• Early detection of asset degradation
• Improved MTBF
• Generates capacity on bottlenecks
• Engages workforce and builds flexibility through multi-skilling
Planned or Preventative Maintenance
A maintenance scheduling system based upon predicted failure rates. .
Purpose
The purpose of planned maintenance is to provide a stable, predictable and
effective maintenance schedule for all assets in the operation.
Benefits
• Predictable life cycle cost of assets
• Effective resource planning for maintenance
• Predictable availability of assets for operations
• Minimum parts holding and reliable levels of inventory
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• Incremental improvements in MTBF
Planned Maintenance is based on a risk assessment (Failure Mode Effect Analysis, FMEA) for what could fail, and what impact that failure would have on operations. This determines priorities of maintenance activities.
Mean time between failure (MTBF) is the required metric to evaluate the
effectiveness of current maintenance activities, provide analysis of
performance of maintenance and generate improvements in availability and
predictability
Effective Training
Training all maintenance staff in the practice of productive maintenance.
Purpose
Effective training is aimed at developing operators in basic maintenance activities for early detection of problems and the development of the central maintenance in appropriate maintenance techniques to support Planned Maintenance. A transfer from ‘know what’ to ‘know how’
A A breakdown will stop the plant / 1 module
B Will eventually stop the plant but buffers exist
Possible to by-pass / bridge out the equipment
Auxillary equipment - no direct impact on production
2 OEM Maintenance Recommendations
3 Frequency of maintenance inspection
4 Number of hours for the task
5 Number of Artisans required for the task
6 PRT available for this task E
L
M
9 Historical Learning and Experience
Spare Parts Strategy
In-house maintenance task7
Critical
Important
Not Critical
Effect of Breakdown
Leadtime of Spareparts
Maintenance Predictability
FM
EA
Pla
nn
ed
Ma
inte
na
nce
In
sp
ectio
ns
Contractor Maintenance Task
1 Prioritisation of Equipment
Spares budgets should be based on a % of capital
cost to create healthy tension (eg 4%).
Decision to stock is calculated objectively
from consideration of the above.
Impact on Quality could also be a
consideration point for Rank A
equipment.
8
Done during Production
Task is done when the plant is stopped
Done during Production
Task is done when the plant is stopped
C
A A breakdown will stop the plant / 1 module
B Will eventually stop the plant but buffers exist
Possible to by-pass / bridge out the equipment
Auxillary equipment - no direct impact on production
2 OEM Maintenance Recommendations
3 Frequency of replacement / refurbishment
4 Number of hours for the task
5 Number of Artisans required for the task
6 PRT available for this task
9 Cost of materials / spare parts
10 Historical Learning and Experience
MT
BF
Generate schedules and spare parts
automatically from SAP.Supervisors currently raise PMO1's manually.
Spares are currently ordered individually. In-house maintenance task
"C" Rank equipment may be run to a
catastrophic failure if justification is clear for
this.
Critical
Important
Not CriticalC
Prioritisation of Equipment1
Contractor Maintenance Task
Sch
ed
ule
d R
ep
air
/ R
efu
rbis
me
nt
7
8
Done during Production
Task is done when the plant is stopped
Done during Production
Task is done when the plant is stopped
Impact on Quality could also be a
consideration point for Rank A
equipment.
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Benefits
• Reduced maintenance cost • Improved availability of assets • Engaged operators and artisans
Autonomous Maintenance TrainingOperators trained by Maintenance to perform basic maintenance activities
• Cleaning equipment
• Inspecting Equipment
• Greasing equipment
• Basic replacement of spares and consumables
• Repeatable autonomous maintenance process
• Autonomous Maintenance is based on Standardised Work and SOPs. Maintenance support the creation of these documents with A&I.
• Operators trained in the basic characteristics of assets and its condition for performance .by maintenance
Central Maintenance Training• OEM training in asset care
• Maintenance strategies as appropriate - condition based monitoring, reliability centred maintenance, et al
Early Equipment Management
The process of influencing OEM design to ensure Design for Maintenance
and Design for Production.
Purpose
To influence the development of future assets to improve performance using local, practical knowledge gained by maintenance and operations
Benefits
• Simplification of maintenance activities
• Assets designed for maintenance and operation
• Reduced MTTR and Planned Maintenance time
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• Experience and Learning is captured through the Continuous Improvement process.
• Equipment Standards are clear to ensure that new equipment procurement does not allow old problems to re-appear on new equipment and processes.
• Installation and commissioning is a critical part of the TPM process to validate new equipment and process ensuring that Standards are met and operational parameters can be achieved.
• Reduced lead time from design to installation • Reduced operating cost through the life of asset
Systems
To enable effective deployment, TPM requires systems that support:
• The ability to change maintenance tasks at the appropriate level with the input of expertise to incorporate continuous improvement ideas.
• Policies supporting innovation and improvement to maintenance systems based on TPM principles.
• Effective Standardised Work for training and development, effective execution and process confirmation.
Roles
Role of Business Improvement
• Develop improvement strategies for the Central and Autonomous Teams
• Support breakthrough events to improve maintenance and OEE
• Provide coaching support and input to Standardised Work
• Provide coaching to artisans and operators in eliminating waste from maintenance activities
• Support evaluation of ideas and the Early Equipment Management process
Role of Central Maintenance
• Provide training to artisans and operators to support the improvement of maintenance execution.
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• Sign off Standardised Work Activities for artisans and operators
• Perform process confirmation of Autonomous Maintenance activities
• Perform Planned Maintenance activities
• Coordinate Early equipment Management process
Role of Operators
• Perform autonomous maintenance activities
• Contribute and implement ideas to improve maintenance tasks.
• Adhere to schedule
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Appendix 1. TPM Strategy Document (1-Pager)
123
AA
bre
akd
ow
n w
ill stop
the
pla
nt / 1
mo
du
le
BW
ill eve
ntu
ally
sto
p th
e p
lant b
ut b
uffe
rs e
xis
t
Possib
le to
by-p
ass / b
ridge o
ut th
e e
quip
ment
Auxilla
ry e
quip
ment - n
o d
irect im
pact o
n p
roductio
n
2O
EM
Main
tenance R
ecom
mendatio
ns
3F
requency o
f main
tenance in
spectio
n
4N
um
ber o
f hours
for th
e ta
sk
5N
um
ber o
f Artis
ans re
quire
d fo
r the ta
sk
6P
RT a
vaila
ble
for th
is ta
sk
ELM
9H
isto
rical L
earn
ing a
nd E
xperie
nce
AA
bre
akd
ow
n w
ill stop
the
pla
nt / 1
mo
du
le
BW
ill eve
ntu
ally
sto
p th
e p
lant b
ut b
uffe
rs e
xis
t
Possib
le to
by-p
ass / b
ridge o
ut th
e e
quip
ment
Auxilla
ry e
quip
ment - n
o d
irect im
pact o
n p
roductio
n
2O
EM
Main
tenance R
ecom
mendatio
ns
3F
requency o
f repla
cem
ent / re
furb
ishm
ent
4N
um
ber o
f hours
for th
e ta
sk
5N
um
ber o
f Artis
ans re
quire
d fo
r the ta
sk
6P
RT a
vaila
ble
for th
is ta
sk
9C
ost o
f mate
rials
/ spare
parts
10
His
toric
al L
earn
ing a
nd E
xperie
nce
MTBF
Ge
ne
rate
sch
ed
ule
s a
nd
sp
are
parts
au
tom
atic
ally fro
m S
AP
.S
up
erv
iso
rs c
urre
ntly
rais
e P
MO
1's
man
ually
.
Sp
are
s a
re c
urre
ntly
ord
ere
d in
div
idu
ally
.
Spare
Parts
Stra
tegy
In-h
ouse m
ain
tenance ta
sk
"C" R
ank e
quip
ment m
ay b
e ru
n to
a
cata
stro
phic
failu
re if ju
stific
atio
n is
cle
ar fo
r
this
.
Critic
al
Importa
nt
Not C
ritical
PI
Perio
dic
al In
spectio
n / S
ervic
e (B
ased o
n a
set tim
e fre
quency - e
g D
aily
, Weekly
, Month
ly, 3
Month
ly, 6
Month
ly, A
nnual. N
orm
ally
based o
n a
ppro
x' u
sage).
Ma
inte
na
nce
Stra
tegy P
lannin
gV
3
C
Prio
ritisatio
n o
f Equip
ment
In-h
ouse m
ain
tenance ta
sk
71
Critic
al
Importa
nt
Not C
ritical
Effe
ct o
f Bre
akd
ow
n
Leadtim
e o
f Spare
parts
Main
tenance P
redic
tability
FMEA
Contra
cto
r Main
tenance T
ask
Planned Maintenance Inspections
Contra
cto
r Main
tenance T
ask
Scheduled Repair / Refurbisment
7 1P
rioritis
atio
n o
f Equip
ment
CInsp
Circ
uit In
spectio
n c
arrie
d o
ut w
hile
equip
ment is
runnin
g (B
ased o
n a
set tim
e fre
quency).
OST's
Outs
tandin
g T
asks
(Effe
ctiv
e p
rioritis
atio
n a
nd h
andlin
g o
f identifie
d a
nd o
uts
tandin
g ta
sks
).
PCO
SPS
CM
PTPM
Pro
cess T
PM
(Done a
uto
nom
ously
by P
rocess O
pera
tors
, eg c
leanin
g, in
spectio
n a
nd b
asic
com
ponent c
hange).
Stat
Sta
tuto
ry Inspectio
n / M
ain
tenance (L
egal re
quire
ment to
com
ply
with
legis
latio
n).
Typ
es o
f Tota
l Pro
ductive
Main
tenance (T
PM
) Activity
Sp
are
s b
ud
ge
ts s
ho
uld
be
ba
se
d o
n a
% o
f ca
pita
l
co
st to
cre
ate
he
alth
y ten
sio
n (e
g 4
%).
De
cisio
n to
stock is c
alc
ula
ted
ob
jectiv
ely
from
co
nsid
era
tion
of th
e a
bo
ve
.
8
All typ
es o
f TP
M c
an b
e im
pro
ved a
nd o
ptim
ised
usin
g th
e C
I / Innova
tion p
rocess. D
aily
exp
erie
nces a
nd le
arn
ings s
hould
be u
tilised to
identify o
pportu
nitie
s th
at w
ill Maxim
ise
OE
E.
(Overa
ll Equip
ment E
ffectiv
eness).
RC
FA
- C/M
, Optim
isatio
n o
f PR
T's
, Yoko
ten, E
quip
ment
Impro
vem
ent, T
rain
ing &
Skill-U
p
Done d
urin
g P
roductio
n
Task is
done w
hen th
e p
lant is
sto
pped
Done d
urin
g P
roductio
n
Task is
done w
hen th
e p
lant is
sto
pped
Pla
nned C
hange O
ut (S
chedule
d R
epair / R
efu
rbis
hm
ent b
ased o
n M
TB
F in
vestig
atio
n to
pre
vent b
reakd
ow
n d
ue to
worn
parts
).
Stru
ctu
red P
roble
m S
olvin
g (M
ajo
r concern
s / fa
ilure
s s
hould
follo
w th
e R
CFA
pro
cess. C
onsid
er T
PM
impro
vem
ents
to p
revent re
-occurre
nce.
Conditio
n M
onito
ring (e
g, T
em
pera
ture
& v
ibra
tion a
naly
sis
, oil s
am
plin
g / a
naly
sis
, wear m
easure
ment a
nd c
orre
ctio
n b
efo
re u
npla
nned s
top).
UBI
Usage B
ased In
spectio
n / S
ervic
e (B
ased o
n u
sage / u
tilisatio
n - e
g h
ours
in s
erv
ice, o
r tonnes o
f pro
cessed p
roduct)
Imp
act o
n Q
ua
lity co
uld
als
o b
e a
co
ns
ide
ratio
n p
oin
t for R
an
k A
eq
uip
me
nt.
Imp
act o
n Q
ua
lity co
uld
als
o b
e a
co
ns
ide
ratio
n p
oin
t for R
an
k A
eq
uip
me
nt.
Pro
cure
ment,
Sta
rt-Up &
Intro
ductio
n
Pla
nt &
Equip
ment D
esig
nD
esig
n s
hould
be b
ased o
n S
tandard
s th
at d
escrib
e &
illustra
te "B
est P
ractic
e" fro
m le
arn
ing &
experie
nce
Com
plia
nce d
urin
g In
sta
llatio
n &
Com
mis
sio
nin
gV
endors
must s
upply
/ insta
ll / com
mis
sio
n e
quip
ment to
meet S
tandard
s a
nd O
pera
tional P
ara
mete
rs
Buy-O
ffEngin
eerin
g, E
xecutio
n &
Pro
cess m
ust c
onfirm
equip
ment m
eets
require
ments
befo
re a
cceptin
g e
quip
ment
Stro
ng e
xpecta
tions to
Vendors
should
bet s
et u
sin
g c
lear
Sta
ndard
s. V
endors
must a
dhere
to S
tandard
s to
ensure
that e
quip
ment m
eets
require
ments
. Apply
CI / In
novatio
n
prin
cip
les to
these S
tandard
s.
8
Done d
urin
g P
roductio
n
Task is
done w
hen th
e p
lant is
sto
pped
Done d
urin
g P
roductio
n
Task is
done w
hen th
e p
lant is
sto
pped
C
pg. 11
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Contact Us
This document was written by Roger Bent. For further details on how GENEO can support
your organisation with Lean transformation, please contact us on:
www.geneo.co.uk
Mark Radley - Director [email protected]
m:+44(0)7753600158
Tim King - Director [email protected]
m: +44(0)7810820414
pg. 12
GENEO Consulting Limited
7 the Parade
Leamington Spa
Warwickshire
CV32 5SG
+44(0)1926423132