Total Productive Maintenance

1. Total Productive Maintenance Chit Khin TEC 5133

2. Introduction • Good maintenance is fundamental to productive maintenance. • TPM keep plant and equipment at highest production level. • Use data and statistical tools to determine when a piece of equipment will fail. • Process of periodically performing activities such as lubrication on the equipment.

3. TPM • Total = All encompassing by maintenance and production individuals working together • Productive = Production of goods and services that meet or exceed customers’ expectations. • Maintenance = Keeping equipment and plant in as good as or better than the original condition at all time.

4. TPM (goals) • Maintaining and improving equipment capacity. • Maintaining equipment for life. • Using support from all areas of the operation. • Encouraging input from all employees. • Using teams for continuous improvement.

5. Plan • Assessment - Where are we today? - What system do we have in place and how do they work? - What is the current condition of the plant and equipment? - Are we starting from scratch, or do we have a workable systems that only need to be improved?

6. Plan • Seven basic steps • Management learns the new philosophy. • Management promotes the new philosophy. • Training is funded and developed for everyone in the organization. • Areas of needed improvement are identified. • Performance goals are formulated. • An implementation plan is developed. • Autonomous work groups are established.

7. Learning New Philosophy • Difficult for senior management • learn TPM and its affect on operation • Why Change? • gain competitive edge and increase profit • Tap into unused resourced • brain power of employee • Falvor-of-the-mouth approach • credibility

8. Promoting the Philosophy • Must spend time • Sell idea • Total commitment (Top to Bottom) • Start doing it • taking a organization in a new, more positive direction, employee usually respond

9. Training • Teach the philosophy to managers at all levels. • Not just teach HOW, also teach WHY • Middle Management • small autonomous work groups • most effected level within organization • TPM and TQM lead to flatter management structure • First-line supervisors • easy transition • ability to coach their team • Great Benefit • combine ideas between technician and operators

10. Improvement Needs • Downtime losses 1. Planned a. Start-ups b. Shift changes c. Coffee and lunch breaks d. Planned maintenance shutdowns 2. Unplanned Downtime a. Equipment breakdown b. Changeovers c. Lake of material • Reduced Speed Loses 3. Idiling and minor stoppages 4. Slow-downs • Poor Quality Losses 5. Process nonconformities 6. Scrap

11. Equipment Effectiveness Matrix • Downtime losses measured by equipment availability A = (T/P) x 100 A = availability, T = operating time (P – D) P = planned operating time, D = downtime • Reduced speed looses measured by tracking performance efficiency E = ((C x N) / T) x 100 E = performance efficiency, C = theoretical cycle time N = processed amount (quality)

12. Equipment Effectiveness Matrix • Poor quality losses are measured by tracking the rate of quality products produced. R = ((N-Q) / N) x 100 R = rate of quality products, N = processes amount (quantity) Q = nonconformities • Equipment effectiveness EE = A x E x R EE = equipment effectiveness, overall equipment effectiveness(OEE)  85% (target)

13. Conclusion • Goal • establish time frame • Developing Plans • Develop and implement training • Develop autonomous work groups • Autonomous Work Groups • Established based on natural flow of activity • Reduce the occasions for maintenance activity.