Total Productive MaintenanceIntroductionTPMTPM (goals)PlanSlide 6Learning New PhilosophyPromoting the PhilosophyTrainingImprovement NeedsEquipment Effectiveness MatrixSlide 12ConclusionTotal Productive MaintenanceChit KhinTEC 5133IntroductionGood 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.TPMTotal = All encompassing by maintenance and production individuals working togetherProductive = 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.TPM (goals)1. Maintaining and improving equipment capacity.2. Maintaining equipment for life.3. Using support from all areas of the operation.4. Encouraging input from all employees.5. Using teams for continuous improvement.PlanAssessment- 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?PlanSeven basic steps1. Management learns the new philosophy.2. Management promotes the new philosophy.3. Training is funded and developed for everyone in the organization.4. Areas of needed improvement are identified.5. Performance goals are formulated.6. An implementation plan is developed.7. Autonomous work groups are established.Learning New PhilosophyDifficult for senior managementlearn TPM and its affect on operationWhy Change?gain competitive edge and increase profitTap into unused resourcedbrain power of employeeFalvor-of-the-mouth approachcredibilityPromoting the PhilosophyMust spend timeSell ideaTotal commitment (Top to Bottom)Start doing ittaking a organization in a new, more positive direction, employee usually respondTrainingTeach the philosophy to managers at all levels.Not just teach HOW, also teach WHYMiddle Managementsmall autonomous work groupsmost effected level within organizationTPM and TQM lead to flatter management structureFirst-line supervisorseasy transitionability to coach their teamGreat Benefit combine ideas between technician and operatorsImprovement NeedsDowntime losses1. Planneda. Start-upsb. Shift changesc. Coffee and lunch breaksd. Planned maintenance shutdowns2. Unplanned Downtimea. Equipment breakdownb. Changeoversc. Lake of materialReduced Speed Loses3. Idiling and minor stoppages4. Slow-downsPoor Quality Losses5. Process nonconformities6. ScrapEquipment Effectiveness MatrixDowntime losses measured by equipment availabilityA = (T/P) x 100A = availability, T = operating time (P – D)P = planned operating time, D = downtimeReduced speed looses measured by tracking performance efficiencyE = ((C x N) / T) x 100E = performance efficiency, C = theoretical cycle timeN = processed amount (quality)Equipment Effectiveness MatrixPoor quality losses are measured by tracking the rate of quality products produced.R = ((N-Q) / N) x 100R = rate of quality products, N = processes amount (quantity)Q = nonconformitiesEquipment effectivenessEE = A x E x REE = equipment effectiveness, overall equipment effectiveness(OEE) 85% (target)ConclusionGoalestablish time frameDeveloping PlansDevelop and implement training Develop autonomous work groupsAutonomous Work GroupsEstablished based on natural flow of activityReduce the occasions for maintenance
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