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TPM METHOD

TPM METHOD. Quality production time. TRS =. Opening time. Number of good parts produced x Cycle time. TRS =. Opening time. Cycle time = Initial reference + improvements Initial ref. = Minimum technical time. TPM. GLOBAL INDICATOR: THE TRS.

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TPM METHOD

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  1. TPM METHOD

  2. Quality production time TRS = Opening time Number of good parts produced x Cycle time TRS = Opening time Cycle time = Initial reference + improvements Initial ref. = Minimum technical time TPM GLOBAL INDICATOR: THE TRS

  3. Actual production time Average of good working time MTBF = Number of real stoppages TPM RELIABILITY INDICATOR

  4. It is the average duration in minutes during which the machine or the installation functioned without any stoppages. The stoppages are: - machine breakdowns - breakdowns related to tools - breakdowns related to the product - stoppages for change-overs (used or broken) - stoppages for frequent adjustments - stoppages for inspection (SPC sampling) - stoppages for maintenance Stoppages for tool change-overs are not taken into account TPM RELIABILITY INDICATOR = MTBF (mean time between failure)

  5. BREAKDOWNS • Stoppages >= 5mins • Not often • Systematically noted • Stoppage affects the entire working group • Intervention of an expert • Research necessary before start-up • Identifiable causes • MICRO-STOPPAGES • Stoppages < 5mins • Often • Not noted • Little or no perception by the group • Easy start-up without elimination of the cause (suppression of the effect) • Non identified causes • Little motivation to eliminate them because little perceived impact on production • Strongly involve the operators and automatic installation people for tasks without Added Value TPM BREAKDOWNS AND MICRO-STOPPAGES:

  6. TPM DATA COLLECTIONS • BREAKDOWN RECORDS OF THE LAST 6 MONTHS • PRODUCTION NOTEBOOKS • OPERATOR EXPERIENCE • THE DATE OF THE LAST TECHNICAL MODIFICATION DONE ON ONE PART OF THE MACHINE

  7. TPM : Breakdowns • Pareto of unsolved breakdowns of the last 12 months • Eliminate from this database the solved breakdowns • Priority is to solve breakdowns that represent the highest stoppages • Repetitive breakdowns must be highlighted Pareto analysis of breakdowns breakdown3 breakdown1 breakdown5 breakdown6 breakdown2 breakdown4

  8. People Concerned Methods Know the history of breakdowns and current work PROCESS Steering: Supervisor Execution : Operators Method: Record on a notebook near the machine or installation as they occur Register the anomalies (including the breakdowns) 1 Tps interv. Resp. 0 to 5 mins: GAP 5 to 15 mins: Tech >15 mins: Expert > 30 mins: Maintenance Steering: Supervisor Execution: Maintenance Prof. / Workshop Technician Method: Management of operations and spare parts 2 Carry out the repairs 3 Confirm the cause Steering: Supervisor Execution: Maintenance Prof. + TA + Supervisor Method: 1h30 meeting once a week, 5 Why or eventual creation of a PSG 4 Define the actions to avoid recurrence TPM: BREAKDOWNS TREATMENT METHODOLOGY

  9. Steering: Supervisor Execution: Maintenance Prof. + Supervisor Method: Update and validation of routine sheet. Create or modify if necessary the routine sheet of preventive maintenance 5 Steering: Supervisor Execution : Operators + Maintenance Prof. Method: Following the level of maintenance, define the training needs and train the contributors 6 Apply the new standard Steering: Animation to reach objectives Execution: Application of formalised instructions The history of breakdowns is the back-up document of the process, it is found on the machine and is available for everybody. It is completed by the person carrying out the given task TPM: BREAKDOWNS TREATMENT METHODOLOGY

  10. TPM: BREAKDOWNS WEEKLY MEETING • SUBJECT: breakdowns encountered during the week • PARTICIPANTS: supervisor and maintenance technician • GOAL: ensure that the definitive measures have been implemented to avoid any recurrence of breakdowns • PLAN: • weekly breakdown inventory for the past week • examine causes • actions to be implemented

  11. TPM MICRO-STOPPAGES : CHARACTERISATION • Shut-down < 5mn • Often • No records • Little or no perception by the group • Easy start-up without elimination of the cause (suppression of the effect) • Unidentified cause • Little motivation to eliminate them because little perceived impact on production • Strongly involves the operators and automatic installation people for tasks without Added Value

  12. People Concerned Methods PROCESS Select the machines Steering: Supervisor Execution: Technicians and Operators Method: Use of exhaustive film of all the machine anomalies (with follow-up of human intervention). Pareto Register the micro-stoppages 1 2 Select the micro- stoppage to be treated Steering: Supervisor Execution: Operators, Supervisor, Maintenance and Manufacturing Engineering Technicians Method: meetings on the shopfloor with problem solving tools ( Pareto - Brain Storming - 5M cause-effect diagram - 5 Why's) 3 Identify the possible causes of the micro- stoppage Steering : Supervisor Execution: Maintenance Expert Method: Formalise and train the operator in diagnosis 4 From the noted effect, define the diagnosis method of causes Steering: Supervisor Execution: Operators Method: Noted on numbered workstation form (counting) 5 Quantify the causes (counting) TPM: MICROSTOPPAGES TREATMENT METHODOLOGY

  13. 6 Select the causes to be treated in priority Steering: Supervisor Execution: PSG members Method: Pareto - Balancing - Brain storming 7 Look for solutions 8 Set-up the solutions Steering: Supervisor Execution: Manufacturing Engineering Technician - Maintenance Prof. - Operators Method: Depending on the level of machine modification and/or level of maintenance Define the training needs and train the contributors Create or modify if necessary the routine sheet of preventive maintenance 9 10 Apply the new standard Steering: Supervisor Execution: Operators Method: Noted on workstation form (counting) 11 Continue with the "counting" of causes of the micro-stoppage TPM: MICROSTOPPAGES TREATMENT METHODOLOGY

  14. TPM ROLE OF THE OPERATOR • PREVENTIVE MAINTENANCE • Carry out production operations correctly and set up the machine • Do inspection of the machine everyday • Maintain the performance of the machine • Cleaning, Greasing,Tightening • Apply the self maintenance routine sheets • Communicate with maintenance department • Carry out the "counting" of micro-stoppage registration sheets • Carry out the recording of micro-stoppages causes • Participate with engineering and trial of new equipment

  15. TPM ROLE OF THE OPERATOR • CURATIVE MAINTENANCE • Prepare the machine conditions for repair • Give their feelings about the machine and their opinions about the working conditions • Assist technicians during repair and heavy maintenance • Participate in PSG to identify solutions for micro-stoppage and breakdown

  16. Steps during which the operator becomes trained • Elaboration of cause-effect diagram • Diagnosis of the causes of micro-stoppages • Research for solutions • Creation or modification of the preventive maintenance routine sheet • Acquired knowledge • Construction of a cause-effect diagram, methodology and research of causes, knowledge of factors responsible for the correct functioning of the machine • Diagnosis methodology of a malfunction • Technical knowledge • Knowledge of machine maintenance needs TPM: MICRO-STOPPAGES OPERATOR TRAINING

  17. TPM ROLE OF THE MAINTENANCE DEPARTMENT • PREVENTIVE MAINTENANCE • Train and assist the operators • Improve the reliability of the machine and standardise identical equipment • capability, features • cycle time • Improve maintainability • Do technical inspection that need expertise • Continuous improvement of maintenance organization • Participate in the engineering of new equipment

  18. TPM VISUAL ORGANISATION • Examples of visual means • Position markings (machines, tooling, tools, products, etc.) • Colour coding by function, product or workshop • Light paint on dirty objects • Cupboards without doors • Etc...

  19. TPM: preventive maintenance Preventive maintenance procedure Janvier Février Mars Avril Mai Juin Juillet Septembre Octobre Novembre Décembre 1 Vidange moteur Board for scheduling the preventive maintenance Vérification serrage vis support bâti Graissage carter Contrôle tension et usure courroie 3 2 Contrôle dimensionnel axe Weekly meetings 3 5 Machine Date: Note: Atelier Ensemble 4 Configuration initiale Nouvelle configuration Historical account Report of the inspection anomalies Property of Valeo - Duplication prohibited Experience analysis

  20. TPM: preventive maintenance Working conditions Board or datasheet for scheduling the preventive maintenance Janvier Février Mars Avril Mai Juin Juillet Septembre Octobre Novembre Décembre Vidange moteur Vérification serrage vis support bâti Graissage carter Contrôle tension et usure courroie finished Contrôle dimensionnel axe To be done JL JL Nothing wrong Observed defect Property of Valeo - Duplication prohibited

  21. EXAMPLES Obvious TPM • Visual mark for Min and Max levels • Mark to locate the stop position of a mobile part of a machine • Red mark for pressure manometer • Important screws with nut tightening are repaired with visual mark (see 2 on page 49) • Grease locations are highlighted with arrows, numbered and coloured • Part list is labelled on containers (oil tank, pump for greasing operations...)

  22. 1 3 2 EXAMPLES Obvious TPM

  23. FIELD APPLICATION

  24. TPM PILOT WORKSHOP • CRITERIA • Line or bottle-neck machines (in order to gain capacity and availability) • Presenting a low "MTBF" • Strongly penalising the flow • Semi-automatic installations consisting of manual workstations (the activity of the operator depends upon the good functioning of the installation)

  25. TPM schedules • Preliminary "5S" operations • implementation of cleaning procedure • implementation of inspection procedure • visual organisation • TPM methodology • TRS measure • MTBF measure • Treatment of breakdowns • Treatment of micro-stoppages • Complement the preventive maintenance procedure

  26. People Concerned Methods PROCESS Select the machines Steering: Supervisor Execution: Technicians and Operators Methods: Use of exhaustive film of all the machine anomalies (with follow-up of human intervention). Pareto Record the micro-stoppages 1 2 Select the micro- stoppage to be treated Steering: Supervisor Execution: Operators, Supervisor, Maintenance and Manufacturing Engineering Technicians Methods: meetings on the shopfloor with problem solving tools ( Pareto - Brain Storming - 5M cause-effect diagram - 5 Why's) 3 Identify the possible causes of the micro- stoppage Steering : Supervisor Execution: Maintenance Expert Methods: Formalise and train the operator in diagnosis 4 From the noted effect, define the diagnosis method of causes Steering: Supervisor Execution: Operators Methods: Noted on numbered workstation form (counting) 5 Quantify the causes (counting) TPM: MICROSTOPPAGES TREATMENT METHODOLOGY

  27. 6 Select the causes to treat in priority Steering: PSG Leader Execution: PSG team members Method: Pareto - Balancing - Brain storming 7 Look for solutions Look for solutions 8 Set-up the solutions Steering: Maintenance, Manufacturing Engineering Execution: Manufacturing Engineering Technician - Maintenance Prof. - Operators Method: Depending on level of machine modification and/or level of maintenance Define the training needs and train the contributors Create or modify if necessary the preventive maintenance routine sheet 9 10 Apply the new standard Steering: Supervisor Execution: Operators Method: Registered on workstation sheet (counting) 11 Continue the "counting" of the causes of the micro-stoppage TPM: MICROSTOPPAGES TREATMENT METHODOLOGY

  28. TPM WORKSHOPS RESULTS

  29. FEEDBACK TO DESIGN

  30. TPM specification book PREVENTIVE MAINTENANCE ELABORATION Supplier advices FMECA Building of preventive maintenance booklet breakdown Micro-stoppages set up / start of the machine 5"S" Quality Safety Up'dating of preventive routine datasheet Collection of experience

  31. TPM: FMECA FMECA • Failure Modes and Effects Criticality Analysis • Tool to improve understanding of the working conditions and the stop risks of a machine • Identify the weak parts of a machine • Study effects of failure (Reliability Maintainability Risk Safety) • Study and plan solutions for corrective and preventive actions to improve reliability • Rules to operate the machine to its optimum

  32. TPM: FMECA Thinking approach • CAUSE : Why did it occur ? • EFFECT : What has happened according to the machine operator ? The machine itself ?

  33. TPM: FMECA Quotation Gravity disastrous Critical Minor Midle value Repair time >60mn or quality / saafety risk Repair time between 15 &60mn Repair time between 5 &15mn Repair time < 5 min Frequency Annual quarterly weekly daily value rMax 1 fault/quater Max 1 fault/week Less 1 fault/year 1 fault/day Detection probability Detection probability Minor Middle Critical disastrous Previous indications but none noticeable for the operator Previous signs before failure leading to preventive maintenance Previous signs before failure but difficult to see by the operator No Previous sign before failure

  34. Correctives actions TPM: FMECA • Risk priority index IPR = G x F x D causes number correctives actions necessary 64 1 16 IPR

  35. TPM THE MAINTENANCE PLAN • The current maintenance plans are established from recommendations from the machine manufacturer and do not take into account any specific use and realities observed in the field

  36. TPM THE MAINTENANCE PLAN • The TPM approach allows the : • Organisation of observations • Construction of maintenance plans from the observation of reality • Training of operators from these new plans

  37. TPM MISSION AND RESPONSIBILITIES OF A TPM LEADER • Definitions • Mission of area • Concise summary of what the studied organisation section should carry out • Responsibilities (of area and its members) • Areas of activity or of competence in which the area has been delegated, was designated for or is considered as particularly competent • Activities of section members (the "actors") • Concrete tasks are carried out by the personnel in order to assume their responsabilities and accomplish their mission

  38. TPM MISSION AND RESPONSIBILITIES OF A TPM LEADER • Process • Determination of the mission and of responsibilities • Determination of customers and of their requirements • Determination of suppliers and of their requests • Validation of requests with the customers • Validation of requests with the suppliers • Evaluation and redistribution of means to satisfy the new requests - action plans • Implementation and follow-up of indicators

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