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TPM Total Productive
Maintenance Workshop
(16/Oct/2016)
For:
GEMENCHEH GRANITE Sdn. Bhd.
Km 22, Jalan Tampin-Gemas,
73000, Gemencheh,
Negeri Sembilan Darul Ehsan.
Presented by:
Timothy Wooi
ITS Management Sdn Bhd
TPM -Total Productive Maintenance
International Educational Leadership Speaker.
Provides consultation on Lean and leads
Kaizen, TPM, Cellular system & Moonshine set
up.
A multi skill Mechanical background Green
Innovator and Founder of Tim’s Waterfuel, an
alternative Fuel supplement using Water that
adds power, millage & reduce Co2 emission on
Cars.
Rode 18,290km thru 24 Countries over 5
months from Penang to London on a 125 CC
‘Cub Cai’.
Timothy Wooi
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.
TPM -Total Productive Maintenance
An NGO Community worker for Prison, Drug Rehabilitation and Crisis
Relieve & Training (CREST) Malaysia.
This is a 2 day Course which is a company wide
team-based effort to build quality into equipment
and to improve overall equipment effectiveness
(OEE) towards Zero Breakdown.
Course Overview
It uses Total Quality Control
and Total Employee
Involvement approach, in
maintaining the Equipment
towards a “ready to use
condition” using energy
efficiently.
TPM -Total Productive Maintenance
Day1
1. Introduction to TPM
2. Types of Maintenance
3. Overall Equipment
Efficiency ( OEE )
4. The Pillars of TPM
(Part 1)
5. The 6 Major
Equipment waste
Day2
1. Steps in Introduction of
TPM
2. The 5’S Step towards TPM
3. Conditions Required for
TPM
4. TPM Strategy
5. TPM Tools
6. Set-back of TPM
Implementation
Course Evaluation, Recap and
Closing
TPM -Total Productive Maintenance
This course will guide you through to assess the
activities of Autonomous Maintenance (AM) on your
current Equipment and to plan the execution of your
Maintenance Activities using a Visual Schedule.
5
TPM defines your Maintenance
schedule and Goals. TPM helps
you plan and develop the
optimal program for your
facility, resulting in increased
efficiencies and cost savings.
TPM -Total Productive Maintenance
To implement a current Lean Maintenance System,
Total Productive Maintenance (TPM) by;
- understanding different types of Maintenance in TPM.
- synergizing Production & Maintenance Staff working
together as a team to Implement TPM for Equipment.
Techniques
- review and externalize Inspection activities to AM.
- establishing a baseline through ‘Clean to Inspect,
- inspect to detect and Detect to Correct.’ &
- attacking the 6 Big Losses.
Course Objective
TPM -Total Productive Maintenance
Upon the completion of the workshop, participant
will be able to:
1) Get their workplace in order ahead of TPM
introduction
2) Determine the Overall Equipment Effectiveness
(OEE) of their machinery
3) Understand how to improve the efficiency of their
machinery
4) Predict where failures are likely to occur
5) Be able to design and implement a TPM program
Course Objective
TPM -Total Productive Maintenance
TPM -Total Productive Maintenance
Day2
1. Steps in Introduction of TPM
2. The 5’S Step towards TPM
3. Conditions Required for TPM
4. TPM Strategy
5. TPM Tools
6. Set-back of TPM
Implementation
Course Evaluation, Recap and
Closing
STAGE A
Preparation
STAGE B
Introduction
STAGE C
Implementation
Announcement by Management to introduce TPM
Introductory education campaign for the workforce
Setting up TPM and Departmental Committees
Establish basic TPM policies and goals
Preparation and Formulation of a master plan
Develop an equipment management program
Develop a planned maintenance program
Develop an autonomous maintenance program
Increase skills of production and maintenance personnel
Perfect TPM implementation and raise TPM levels
STAGE D
Institutionalise
Develop early equipment management program
Invite customers, affiliated companies and subcontractors
Steps in introduction of TPM in Organization
The main TPM kick-off should take the form of a
formal presentation with all the employees
attending.
This opportunity can be
used to gain the full
support of the employees
Invite external
customers, affiliated and
subcontracting companies
STAGE A - PREPARATORY STAGE
Steps in introduction of TPM in Organization
STEP# 1
Announcement by Management to all about TPM
introduction in the organization
Proper understanding, commitment
and active involvement of the top
management in needed for this
step.
Senior management should have
awareness programs, after which
announcement is made to all.
Publish it in the house magazine and put it in the notice
board. Send a letter to all concerned individuals if required.
STAGE A - PREPARATORY STAGE
Step# 2
Introductory education campaign for the workforce
Training is to be done based on the need. Some need
intensive training and some just an awareness.
Take people who
matters to places
where TPM already
successfully
implemented.
STAGE A - PREPARATORY STAGE
Step# 3
Setting up TPM and Departmental Committees
TPM includes all the 8 pillars of TPM as part of it
with improvement, autonomous maintenance and
quality maintenance.
When committees
are set up, it
should take care of
all those needs
under its umbrella
of responsibilities.
STAGE A - PREPARATORY STAGE
Step# 4
Perfect TPM implementation and raise TPM levels
Now each area is benchmarked and fix up a target for
achievement.
The main objective of TPM is to
increase the OEE of equipment.
TPM addresses the causes for
accelerated deterioration while
creating the correct
environment ownership
between operators and
equipment.
STAGE A - PREPARATORY STAGE
A master plan lays out your goals, what you will do
to achieve them and when you will achieve them.
Detailed plans for each pillar have to be prepared
Determining PM frequencies and how to
schedule PM :
 Time-based or usage-based scheduling
 How to measure PM effectiveness and results
 How to measure and analyze downtime and
downtime trends
STAGE A - PREPARATORY STAGE
STAGE B - INTRODUCTION STAGE
This is a ceremony and we should invite all. Suppliers as
they should know that we want quality supply from them.
Related companies and affiliated companies who can be
our customers, sisters concerns etc.
Some may learn from us
and some can help us
and customers will get
the communication from
us that we care for
quality output.
2.The 5’S Step towards TPM Implementation
STAGE C – IMPLEMENTATION
In this stage eight activities are carried which are called
eight pillars in the development of TPM activity.
Of these, four
activities are for
establishing the
system for
production
efficiency,
the other four are for initial control system of new products
and equipment, training & education, one for control of
safety, sanitation as working environment and also
improving the efficiency of administration.
2.The 5’S Step towards TPM Implementation
STAGE C
Implemen-
tation
Develop an equipment management program
Develop a planned maintenance program
Develop an autonomous maintenance program
Increase skills of production and
maintenance personnel
Develop early equipment management program
STAGE C – IMPLEMENTATION
Once a decision has been made to initiate TPM, company and
factory leadership should promote all 8 Steps below.
=
Establish a
Baseline
Energy
Awareness
Cleaning
is Inspecting
Eliminating
Contamination
Visual
Management
Equipment /Tool
Maintenance
Equipment
Lubrication Consumables
Total
Productive
Maintenance
Workshop
(TPM)
1.Develop an autonomous maintenance program
1.Develop an autonomous maintenance program
=
Establish a
Baseline
Energy
Awareness
Cleaning
is Inspecting
Eliminating
Contamination
Visual
Management
Equipment /Tool
Maintenance
Equipment
Lubrication Consumables
Total
Productive
Maintenance
Workshop
(TPM)
Autonomous Maintenance is carried out by Production
Department in Seven steps.
Step 1: Establishing a baseline
Step 2: Cleaning is Inspecting
Step 3: Visual Management
Step 4: Cleaning and lubrication
Step 5: Energy Awareness
Step 6: Eliminating Sources
of Contamination
Step 7: Full implementation of Autonomous Maintenance using
AM Check List & updating TPM board
STAGE C – IMPLEMENTATION
Step #1: Establish a Baseline
that the asset be reliable,
easy to maintain and available
when you need it.
Establish a baseline on your
equipment to determine exactly
what condition it is in right now.
1.Develop an autonomous maintenance program
The goal is:
A baseline helps guide our improvement activities and
provides a starting point from which we can measure our
improvements.
22
To Establish the Baseline Condition of a Used Car
– Check for body damage
–Look for leaks
–
Check tire wear
–
Observe the gauges–
Listen for vibrations and noises
– Check for unusual odors
Check Vibration–
Step #1: Establish a Baseline
23
Is the equipment
difficult to:
Lubricate
Inspect
Reach
Access
Clean
Remove Covers
Establish a Baseline to Determine the Condition
of your Equipment.
Is the equipment
free of:
Dirt/Dust
Paint
Chemicals
Air Leaks
Sand
Steam/Gas Leaks
Process Parts
Oil/Grease Leaks
Water Leaks
Coolant Leaks
Are the following
identified?
Safety Hazards
Lockout Points
Lubrication Points
Inspection Points
E-Stop Procedures
Start up and Shut
Down Procedures
Step #1: Establish a Baseline
Lockout and Tag-out
Standardized multi
lockout and tag-out
devices. (indicate
department for personnel
at work during the
lockout tag-out )
1.Develop an autonomous maintenance program
Step #1a: Safety Procedures before performing
Clean & Inspect
An establishes minimum requirements to disable Hazardous
Energy sources that could cause injury to personnel.
All employees have to comply with the procedure.
What is a Lockout Device?
A device that positively:
prevents a machine from being
started up or turned on,
prevents a machinery part from
moving,
prevents electrical energizing,
blocks a pipeline, steam line or air
line
Step #1a Safety Procedures before performing Clean & Inspect
What is Tag-out?
Tags are warning devices only. They don’t provide the same
level of protection as lockout devices. Use for information
only, along with a locked device. They can only be removed by
an authorized person.
They must be
legible,
securely attached
(e.g. zip-tie) not
string and
resistant to
degradation.
22
Step #1a Safety Procedures before performing Clean & Inspect
When is Lockout / Tag-out required?
When someone will be
servicing or repairing
machinery or equipment
AND
the unexpected
machinery start-up or
release of stored energy
could cause injury
10
Step #1a Safety Procedures before performing Clean & Inspect
Who Lockout / Tag-out
Affected employees –people who
use machines or equipment on
which servicing is performed under
lockout / tag- out.
Other employees –people who
work in the area of locked out
machinery or equipment.
Authorized employees –people who lock or tag-out machines
or equipment to perform servicing.
Step #1a Safety Procedures before performing Clean & Inspect
Six Steps Lockout Procedures
1. Notify
Employees
(the reason there for)
2. Shutdown
Equipment
(depress stop button,
open toggle switch)
3. Isolate
Energy
(from the equipment)
4. Attach
Lockout
Device
5. Release
Stored Energy
6. Verify
Lockout
Service &
Maintenance
Step #1a Safety Procedures before performing Clean & Inspect
Injuries that happened without Lock Out / Tag-Out
Electrocution from live parts
Scalding from steam or hot liquids
Chemical burns or poisoning
From machinery:
- Deep cuts and gashes
- Crushing injuries
- Amputations
All of these can be fatal when severe
Step #1a Safety Procedures before performing Clean & Inspect
Provide a clean, efficient,
and safe work
environment.
Enable you to identify
conditions that lead to
unexpected breakdowns.
The goal is to:
1.Develop an autonomous maintenance program
Step #2 Cleaning is Inspecting
(Action to address Dust and Dirt)
Example: Broken components, fluid leaks, air leaks, etc.
Cleaning is Inspecting
(Action to address Dust and Dirt)
Q: Do you hand wash your Car or send it to a Car
wash?
Step #2 Cleaning is Inspecting
 Clean to Inspect
 Inspect to Detect
 Detect to Correct
 Correct to Perfect
Use the same theory as you would for washing your
car: “Hand Clean vs Car Wash”
Everyone from the team gets Involved!
Step #2 Cleaning is Inspecting
34
Step #3
The goal is to:
Add signs, markings, and other
visual devices so that normal and
abnormal operating conditions
are obvious to anyone at a
glance.
Enhance the cleaning is
inspecting process by identifying
correct locations for stored items
and tools, and correct quantities
of consumables.
 Allow for easy
identification of safety,
quality, environmental, and
process abnormalities.
1.Develop an autonomous maintenance program
35
The goal is to:
 Add Signs, Arrows, and other
Visual Caption so that
Product Quantity, Location
and Flow are obvious and
able to attract anyone at a
glance.
 Enhance the retrieval of Parts
by identifying Specific
location at a logical space for
items to be stored.
 Allow for fast Visual
identification of actual
physical quantity of parts.
Step #3 Visual Management for Autonomous Inspection
36
Abnormal? Unknown? Normal?
How would you know what the
normal operating range is?
How would you know if there
were problems developing?
Step #3 Visual Management for Autonomous Inspection
37
Visual Management Examples
Step #3 Visual Management for Autonomous Inspection
38
Lubrication (Yellow)
Air/Vacuum (Blue)
Hydraulic (White)
Water (Green)
Electrical (Red)
Lockout/Tag/Tryout (Orange and Black)
Inspection Checkpoints (White and Black)3
INSPECTION POINT
AIR PRESSURE
80-100 psi
#1
Main Air Supply
LOCKOUT
Work place Organization Standards - Color Coding
Step #3 Visual Management for Autonomous Inspection
39
Step #4
The goal is to:
Provide guidance in
identifying and
developing lubrication
requirements, routes,
and visual cues for the
proper lubrication of
equipment.
1.Develop an autonomous maintenance program
Why are we concerned about equipment
lubrication?
*Many moving parts
are not lubricated
*Many components are
over lubricated
*Lubricants already in
components are
contaminated
Failures
Components
Resources
Quality
28
Step #4 Equipment Lubrication
41
70% of all mechanical
equipment failures are a
result of improper
lubrication.
Too much lubricant is as bad as too little
S
S
S
S
S
Equipment Lubrication
S
S
S
S
S
Step #4 Equipment Lubrication
42
Example: Bearing Block Lubrication
This picture shows
lubrication to only one side
of bearing.
Before After
This picture shows the additional
grease fitting, so lubrication can
be done on both sides
Step #4 Equipment Lubrication
43
Step #5
The goal is to:
Identify all sources of
energy.
Provide a process to
manage energy costs
switching off machines
to conserve energy
when it is not required.
e
1.Develop an autonomous maintenance program
The Energy commonly used
S Water  Electricity
 Natural gas Hydraulics
 People
 Air/Pneumatic
Inert gases
Gravity
Step #5 Energy Awareness
Hazardous Energy Source Examples
Electricity – live or stored
Live electrical lines, Electrical
capacitors, Lasers
Moving machinery parts
Engines that move machinery
parts, Hydraulic lifts, Pneumatic
(air pressure) lines, Pressurized
water lines, Springs
Step #5 Energy Awareness
Any other active or
stored energy sources
that could harm a worker.
Hazardous Energy Source Examples
Step #5 Energy Awareness
Stored heat (steam lines or hot liquids). Hazardous chemicals
in pipelines under pressure or force of gravity.
What is an energy-isolating device?
An electrical circuit breaker,
A device that physically prevents transmission
or release of energy such as:
A machine block,
A pipeline valve,
Anything else that positively
blocks or isolates energy.
12
Step #5 Energy Awareness
48
Step #6
The goal is to:
 Permanently eliminate
sources of contamination in
order to keep equipment
clean and damage free.
 Simplify equipment for easy
and safe cleaning and
inspecting of places that are
hard to clean, inspect,
lubricate, and adjust.
1.Develop an autonomous maintenance program
49
Source of Contamination
Step #6 Eliminating sources of Contamination
50
Hydraulic Tubes
( Example of two tubes rubbing together)
Step #6 Eliminating sources of Contamination
Develop an A.M. Program for Operators.
Re access maintenance activities, gather data and
validate info for A.M. Checklist.
(Take Pictures before on Kaizen Action Sheet Form.)
Create a DAILY Autonomous Maintenance Checklist.
(Use Visual Roadmap / logout tag-out procedures / TPM
Board )
Operators routine cleaning and inspection will help stabilize
conditions and stop accelerated deterioration.)
1.Develop an autonomous maintenance program
Step 7: Full implementation of Autonomous Maintenance
using AM Check List & updating TPM board
ACTIVITY
Analyze the existing conditions and set goals that are
smart, use S. M. A. R. T. goal setting.
(Gather Info for AM checklist)
AM Check List Exercise
Are the following
identified?
-Safety Hazards
-Lockout Points
-Lubrication Points
-Inspection Points
-E-Stop Procedures
-Start up/Shut Down
Procedures
Step 7: Full implementation AM Check List & TPM board
Goal Setting, S M A R T
HOW ?
Know exactly what you want to
accomplish.
How will you know you met your
goal?
Ensure your goal is not too far to
reach but far enough to be
challenging.
Link goal to something
important to and that inspire you
When do you want your goal to
be met?
The principle of designing the maintenance of
Equipment in the prevention of breakdown.
Develop an equipment management program
2.The 5’S Step towards TPM Implementation
STAGE C – IMPLEMENTATION
Early equipment
management program
can be applied to new
Products and new
Equipment and also
existing Machines.
Workshop Purpose:
 To ensure Equipment is in
operational condition through
routine inspection of parameters
before start of operation.
 To trigger abnormality before
damage occur.
 To identify Inspection points with
Visual Management for ease of
Inspection using AM Check List.
Develop an Equipment Management Program
 Audit, Review & Externalize Inspection Activities
from Equipment Manual to Autonomous
Maintenance
 Put in place TPM Board with Inspection Points &
AM Checklist with Visual Management,
supporting PM Implementation.
Identify routine Inspection Activities from
Equipment Manual to develop AM Checklist
for AM Inspection & TPM Board.
Noon
Develop an Equipment Management Program
Noon
Log Out / Tag Out on Machine.
Actual Cleaning and Inspection
of Machine to externalize to
Autonomous Maintenance.
(reference Clean & Inspection
Checklist for Production Machine)
Record all problems found during Clean and Inspect to discuss
and address on KAIZEN Action Sheet.
Develop an Equipment Management Program
TPM Board & AM Checklist with Visual
Management Implementation.
TPM Board,
AM Checklist,
Road Map
New products must be designed so that they can
be easily produced on new or existing machines
New machines must be designed for easier
operations, changeover and maintenance.
Develop an Equipment Management Program
Team D Suggested Layout of I nform ation Board
Suggested Layout of Information Board
• Board measures 36X48 mounted -- 40 to 48 inches from the floor
• Attach Consumables list to TPM cabinet door
• Lockout instructions & map to be located on main electrical cabinet (not on TPM Board)
Lube Critical
Cleaning
Route Map
Problem and
Component
Codes
MSS Equipment
Problem Log Sheet
(S.R. Record)
OEE Weekly
Summary Sheet
(if Available)
P.M. Schedule
List of persons
responsible for
updating each item on
this board
TPM Information Board
Machine OperatorMachine Name
Operators’ Name(s)
Instructions for
Lube & Critical
Cleaning
Any Single Point
Lesson place
behind these
instructions TPM Management
Walk-through
Checklist
Small Group
Activity
Improvement
Items (form)
Start-up/Shutdown
Process Map on Back
Team D Note:
Board construction wood
with cork facing or magnetic
Operator Sign-off
Sheet (daily)
DAILY AUTONOMOUS MAINTENANCE CHECKLIST Week:
(Performed by Production) Date:
Waterjet
STEP INSPECTION ITEM/S
CONDI
TION/
READI
NG CHECK BY ACM No SHIFT REMARKS
Record
Actual (Initiate) D,S,N (Actions taken)
M T W T F S S
Verified by : …………………………. Page 2/3
(Area Manager) file:TPM1 rev c
Date :…………………………..
WATERJET
STEP INSPECTION ITEM/S
COND
ITION/
READ
ING
CHECK
BY
ACM
No SHIFT REMARKS
(Indica
te
Actual
) (Initiate) D,S,N (Actions taken)
M T W T F S S
1 Robotic panel and computer
Switch on the robotic panel and computer
_Check weather the robotic panel and computer
working properly or not ;
Normal - window screen appear (/)
Abnormal - Call IS technician if the computer screen
not appear (M)
2 Waterjet abrasive bulk
_Check abrasive filter
Normal - (/)
Abnormal - filter damaged (inform Technician) (D)
_Top-up abrasive before start trimming process
Standard 2 bags / shift
_Use vibrator to filter in abrasive into the bulk
_Open compress air valve and open release valve
at a same time.
_Check air regulator
Normal - 4 bar (/)
Verified by : …………………………. Page 1/3
(Area Manager) file:TPM1 rev B
Date :…………………………..
Waterjet Pool
Tank
water jet
softerner
Pan
el
PC Monitor
S# 1
S# 1
POU
Working
Table
S#2
Abrasive bulk
tranfer tank
Electrical panel
Intensifier pump
Robotic control cabinate
Main Compress air valve
Water inlet valve no1
Water inlet valve
no2
Incoming
Production
Parts
Problem carts
Incoming
Production
Parts
Plywood
Working
Table
Outgoing
Production
Parts
Waterjet Road Map
Set up plans and schedules to
carry out work on equipment
before it breaks down, in order to
extend the life of the equipment
Include Preventive and Predictive
Maintenance
Include management of spare
parts and tools
STAGE C – IMPLEMENTATION
Equipment
Maintenance
Equipment /Tool Maintenance
The goal is to:
• Have a routine schedule of activities
for maintaining the asset in a highly
reliable condition.
• Combine all the processes and tasks
developed in previous modules
relating to maintenance of the
equipment. Ensure PMs are current.
If PMs are not available, create them
for this equipment.
Section B
36
65
Tool Maintenance
Have a routine schedule of
activities for maintaining the asset
in a highly reliable condition.
Pull together all the processes
and tasks developed in previous
modules relating to maintenance
of the equipment. Ensure PMs
are up to date. If PMs are not
available, they should be created
for this equipment.
Equipment
Maintenance
 Work with Reliability Team to
install condition-based
monitoring devices.
The goal is to:
The goal is to:
Develop a list of consumable
items needed for the routine
maintenance of your
equipment. Have a Parts
Change History record.
Establish minimum and
maximum quantities, identify
standard storage locations at
point of use, and apply visual
management.
Consumables
Parts changed history for each machine/equipment
( source of data: finance department based on PO for period from Jan 02 to 29 Jun 04)
Equipment Name:
Asset No.:
Location:
Data of purchase:
Date Part change
Part no. Description RM/unit qty changed Total RM
Consumables
How to keep an effective and useful
equipment history
Critical Consumerable Spares Re-stocking Plan Date:31-May-06
( Source of data: Spare parts changed from Jan 04 to May 06 based on
Avialability vs Lead time)
Equipment Name: Gerber Kit cut
Asset No:
No Part Part Source & Unit Price
Lead
Time
Stock
Level
Name Number Contact NUmber (US$) (Days)
Curren
t Min Max
1Theta axis pulley CR2-033 1 2
2Theta motor A-CR2-194 1 2
3Linear bearing CR2-053 1 2
4Keypad CR2-044 1 2
5Galil mation control card DMC-1040 1 2
6Amplifier icon card A-CB2-110 1 2
7Y axis inter connect card CR2-041 1 2
8X Y axis motor A-CR2-193 1 2
Components of a Well-organized P/PdM Program
 Equipment inventory/numbering system
 Critical Spare parts inventory/forecast
 Sequence of tasks (PM and PdM routes)
Example
Critical
Spare List
Critical spares for water jet cutter machine
Item P/N
1Hi pressure seal kit 001198-1
2Low pressure seal kit 010641-1
3
Mixing
tube
010460-40-
30
4Orifice assembly 014201-10
5Repair kit on/off valve 010200-1
6Swivel assy single axis 010140-1
7Cutting head assy
8Repair kit 3/8 swivel 007117-1
9Pressure valve control
How to Implement Maintenance TPM -3P
(Plan, Preventive & Predictive)
Review Maintenance TPM
-Analyze existing Equipment condition and
set SMART goals.(Choose 1 Equipment first).
Example:-………………………………
Revisit Preventive Maintenance Checklist &
effectiveness of Execution.
TPM kick-off.. & TPM Board
12 Steps to TPM Installation (after step 8 )
 Elements of PdM (mechanical
and electrical)
 Equipment condition
monitoring
 Predicting potential equipment
breakdowns or to avoid
expensive repairs
3P Maintenance TPM (Plan, Preventive &
Predictive Maintenance)
Predictive Maintenance Techniques, Applications,
and Instrumentation covers;
 Starting with a PdM base line
(History of Failure)
 Retighten PM Schedule to
include PdM
 Combining PdM with PM for
greatest overall effect and
least cost Organizational
requirements
Predictive Maintenance (PdM) Implementation
Getting Organized for PdM &Planning for PdM,
the preparatory steps;
On existing machines:
Analyze historical records for
trends of types of failures
frequency of component failures
root causes of failures
Determine how to eliminate the problem and
reduce maintenance through an equipment
design change or by changing the process
 Vibration analysis/monitoring
 Shock pulse method
 Spectrographic oil analysis
 Ferrographic particle analysis
 Thermography/temperature
measurement
 Non-destructive testing (NDT)
 Ultrasonic testing and more
Specific PdM Techniques and Applications
Call for vibration check when
Hour Meter reads 250
Pull Bearing Packs and Inspect
when Hour meter reads 4000
Call for oil analysis when
Hour Meter reads 2000
216
93
1394
Spindle #1
Servos
Power On
Hrs
Hrs
Hrs
Example: Condition-based monitoring devices.
Increase skills of production and maintenance personnel
STAGE C – IMPLEMENTATION
Raise the level of inspection for Operators
through Small Group Activities (SGA) and start
focusing on attacking the Six Big Losses of
Production as a baseline.
Maintenance to Train
Operators on Basic:
*Pneumatics
*Hydraulics
*Electrical Systems
*Drive systems
*Machine Specific Training
Sustaining and Continuous Improvement
Form and Sustain Small Group Activities
All remaining tags have been completed
Eliminate or localize any remaining sources of
contamination
Make “Cleaning is Inspecting” easier and faster
Ensure compliance with standards and processes
Ensure management walk-through/audit is being followed
Section BIncrease skills of production and maintenance personnel
Increase skills of production and maintenance personnel
Raise inspection and
restoration skill levels
Review and improve
Cleaning is Inspecting and
Lubrication Standards
Strengthen Routine Maintenance
Enhance visual controls
Ensure operators and maintenance are creating
Single Point Lessons
Standardization
Section B
42
Increase skills of production and maintenance personnel
Maintain effective
Autonomous Maintenance
Maintain effective
autonomous SGA
Integrate proactive
quality maintenance
Review roles of operator Improvements and standardization
of work.
2016/10/7 81
Pneumatic systems
Hydraulic Systems
Electrical Systems
Drive Systems
Maintenance Training For Maintenance group
should then focus on Advanced:
Increase skills of production and maintenance personnel
Machine Specific Training
Skill Specific Training
2016/10/7 82
Single Point Lessons let you quickly (ten minutes or
less) communicate key points on any subject either
verbally or visually.
Increase skills of production and maintenance personnel
You can augment
your lesson with
visual support if
appropriate.
Suggested topics for lessons include, though not
limited to:
Increase skills of production and maintenance personnel
A well prepared Single Point Lesson stands alone, and can be
delivered by anyone who feels comfortable doing so, whether
or not they are a subject matter expert.
A specific maintenance procedure
An inspection task for Quality
Control
A detail of a safety check
An office procedure, such as record
keeping for AM
Promote all the 6 Steps to full Autonomous Maintenance
and Strive to meet zero failures and
zero defects while maintaining
a proactive attitude.
Step 1: Autonomous Maintenance Workshop(8 elements)
Step 2: Sustaining and Continuous Improvement
Step 3: Higher level of inspection
Step 4: Strengthen Routine Maintenance
Step 5: Standardization
Step 6: Autonomous Maintenance
27
Increase skills of production and maintenance personnel
 How to Develop and Install a Good PM System
-Do Dot Visual Master Plan & TPM Board
 Maximizing Equipment Utilization
–Attacking the 6 Big loses
 Engineering TPM Kaizen
-Improvement Projects to address risk of breakdown
- 10 Steps to Improvement Action Plan
timothywooi2@gmail.com
Workshop Activities
Develop an Early Equipment Management Program
STAGE C – IMPLEMENTATION
How to Develop and Install a Good PM System
timothywooi2@gmail.com
Do Dot Visual Master Plan
&
TPM Board
Develop an Early Equipment Mgmt Program
Team D Suggested Layout of I nform ation Board
Suggested Layout of Information Board
• Board measures 36X48 mounted -- 40 to 48 inches from the floor
• Attach Consumables list to TPM cabinet door
• Lockout instructions & map to be located on main electrical cabinet (not on TPM Board)
Lube Critical
Cleaning
Route Map
Problem and
Component
Codes
MSS Equipment
Problem Log Sheet
(S.R. Record)
OEE Weekly
Summary Sheet
(if Available)
P.M. Schedule
List of persons
responsible for
updating each item on
this board
TPM Information Board
Machine OperatorMachine Name
Operators’ Name(s)
Instructions for
Lube & Critical
Cleaning
Any Single Point
Lesson place
behind these
instructions TPM Management
Walk-through
Checklist
Small Group
Activity
Improvement
Items (form)
Start-up/Shutdown
Process Map on Back
Team D Note:
Board construction wood
with cork facing or magnetic
Operator Sign-off
Sheet (daily)
Develop an Early Equipment Mgmt Program
STAGE D – INSTITUTIONALISED
Perfect TPM implementation and raise TPM levels
By all there activities one would has reached maturity
stage. Now is the time for applying for PM award.
Also think of challenging
level to which you can
take this movement.
Steps in introduction of TPM in Organization
 Quality & Kaizen Overview
Quality Improvement Action Plan
 Engineering TPM Kaizen
-Improvement Projects to
address risk of breakdown
 Maximizing Equipment
Utilization
After Maintenance Workshop
STAGE D – INSTITUTIONALISE
Perfect TPM implementation and raise TPM levels
Team Charter/ formation and TPM kick-off
(Kaizen Objective & Scope Form)
Focus Kaizen -Workshop Charter
(Autonomous Maintenance Improvement)
Focus Kaizen -Team Charter
Workshop Activity
Perfect TPM implementation and raise TPM levels
Team Members :
Sponsor : ___________________
Project Facilitator (TPM Support) : Timothy Wooi
Team Leader : ______________ (Dept)
Co-Leader : __________________ ( Dept)
Members:
1. _________________________ ( Dept)
2. _________________________ ( Dept)
3. _________________________ ( Dept)
4. _________________________ ( Dept)
5. _________________________ ( Dept)
6. _________________________ ( Dept)
7. _________________________ ( Dept)
8. _________________________ ( Dept)
Key Interdependencies
1. Production 2, Planning 3. Engineering
[91]
Sample of Focus Kaizen –Team Charter
Background/Core issues:
The current stage of Daily and Weekly
maintenance are executed but not up to
mark. There are many difficulties to do a
good jobs to upkeep the machine at good
condition. Amount the common complaints
are time constraint and discipline to
conduct routine maintenance tasks.
The current audit of the machine condition
show many potential of improvement. The
reoccurrence of printing quality problems
and pressure from keeping up with
production schedule even at low demand
period required the team to re-examine the
current approach of the daily & routine
maintenance.
Perfect TPM implementation and raise TPM levels
Focus Kaizen Objectives :
To improve the current Daily & Weekly Cleaning and Autonomous Maintenance
methodology
To make/impart awareness on Autonomous Maintenance.
[92]
Scope
 Target : Machine ?
 Include: Daily & Weekly Cleaning
Routine Maintenance, all area within the
machine boundary (white mark)
 Exclude: Monthly Planned Maintenance
(major Service, Overhaul), Predictive
Maintenance, Break Down repair.
Kaizen Techniques involved:-
5S,
Visual Management,
Autonomous
Maintenance
Autonomous Maintenance Improvement
Focus Kaizen -Workshop Charter
2016/10/7 93
Gradual, unending
improvement, doing
“little things” better
every day, setting and
achieving ever higher
standards
Engineering TPM (Kaizen)
-Improvement Projects to address risk of breakdown
Perfect TPM implementation and raise TPM levels
3.Conditions Required for TPM
TPM -Total Productive Maintenance
TPM is a paradigm shift that focuses everyone
in the organization toward improved
equipment effectiveness.
TPM is not a short-
term fix, but a
never-ending
journey that drives
the plant toward
world-class
performance.
3. Conditions Required for TPM
A manager that does not spend 20%
of their time involved in TPM is only
offering lip service
Tokutaro Suzuki
Vice Chairman, Japanese
Institute of Plant Maintenance
6 Steps to implement full Autonomous
Maintenance
Step 1: Autonomous Maintenance Workshop(8 elements)
Step 2: Sustaining and Continuous Improvement
Step 3: Higher level of inspection
Step 4: Strengthen Routine Maintenance
Step 5: Standardization
Step 6: Autonomous Maintenance
27
4.TPM Strategy
TPM -Total Productive Maintenance
4.TPM Strategy
4.TPM Strategy
 Increase (OEE)
 Improve existing
planned maintenance
systems
 The operator is the
best condition monitor
 Provide training to upgrade operations and maintenance skills
 Involve everyone and utilize cross-functional teamwork
5.TPM Tools
What tools in lean do we have that ensure
machine reliability, high production capacity,
and also ensure that
the workplace and
machines are not dirty
and oily so that we do
not have quality
defects and equipment
failures?
TPM -Total Productive Maintenance
3P Maintenance TPM (Plan, Preventive &
Predictive Maintenance) Management.
Typical Team members
*five to seven operators
*a maintenance person
*a technical expert
Tools
*Pareto
*Cause & effect
*Root cause
*Methods Analysis
5.TPM Tools
SUSTAINABLE IMPROVEMENT
One of the greatest challenges at any company is
how to achieve sustainable improvement.
This includes both
a) achieving short-term
success and
b) maintaining that
success over the long-
term.
Engaging employees is important for both short-
term and long-term success of initiatives.
TPM -Total Productive Maintenance
6.Setback of TPM Implementation
A powerful technique for engaging employees is creating a
shared vision of “improved” state of the company, – outlining
how it will benefit employees.
This will create a strong,
broad-ranging motivation to
succeed. Another technique
is recognizing and
rewarding desired behavior.
In the context of TPM, this may include providing a monthly
rotating trophy for the Best 5S Area or awarding gift certificates
each month for the Biggest Kaizen Improvement.
6.Setback of TPM Implementation
For Choosing ITS Management Sdn Bhd
As Your Training Provider
If you have questions or require further assistance
later, please email to:
Itslc98.help@gmail.com
Email Subject: “Attn: Timothy Wooi”
Other inquiries, please email to:
itslc98@gmail.com

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TPM Total Productive Maintenance for Quarry Plant(2)

  • 1. TPM Total Productive Maintenance Workshop (16/Oct/2016) For: GEMENCHEH GRANITE Sdn. Bhd. Km 22, Jalan Tampin-Gemas, 73000, Gemencheh, Negeri Sembilan Darul Ehsan. Presented by: Timothy Wooi ITS Management Sdn Bhd TPM -Total Productive Maintenance
  • 2. International Educational Leadership Speaker. Provides consultation on Lean and leads Kaizen, TPM, Cellular system & Moonshine set up. A multi skill Mechanical background Green Innovator and Founder of Tim’s Waterfuel, an alternative Fuel supplement using Water that adds power, millage & reduce Co2 emission on Cars. Rode 18,290km thru 24 Countries over 5 months from Penang to London on a 125 CC ‘Cub Cai’. Timothy Wooi Certified HRDF Trainer & Principal Consultant for Lean Management and a Kaizen Specialist with 30 over years working experience. TPM -Total Productive Maintenance An NGO Community worker for Prison, Drug Rehabilitation and Crisis Relieve & Training (CREST) Malaysia.
  • 3. This is a 2 day Course which is a company wide team-based effort to build quality into equipment and to improve overall equipment effectiveness (OEE) towards Zero Breakdown. Course Overview It uses Total Quality Control and Total Employee Involvement approach, in maintaining the Equipment towards a “ready to use condition” using energy efficiently. TPM -Total Productive Maintenance
  • 4. Day1 1. Introduction to TPM 2. Types of Maintenance 3. Overall Equipment Efficiency ( OEE ) 4. The Pillars of TPM (Part 1) 5. The 6 Major Equipment waste Day2 1. Steps in Introduction of TPM 2. The 5’S Step towards TPM 3. Conditions Required for TPM 4. TPM Strategy 5. TPM Tools 6. Set-back of TPM Implementation Course Evaluation, Recap and Closing TPM -Total Productive Maintenance
  • 5. This course will guide you through to assess the activities of Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Maintenance Activities using a Visual Schedule. 5 TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiencies and cost savings. TPM -Total Productive Maintenance
  • 6. To implement a current Lean Maintenance System, Total Productive Maintenance (TPM) by; - understanding different types of Maintenance in TPM. - synergizing Production & Maintenance Staff working together as a team to Implement TPM for Equipment. Techniques - review and externalize Inspection activities to AM. - establishing a baseline through ‘Clean to Inspect, - inspect to detect and Detect to Correct.’ & - attacking the 6 Big Losses. Course Objective TPM -Total Productive Maintenance
  • 7. Upon the completion of the workshop, participant will be able to: 1) Get their workplace in order ahead of TPM introduction 2) Determine the Overall Equipment Effectiveness (OEE) of their machinery 3) Understand how to improve the efficiency of their machinery 4) Predict where failures are likely to occur 5) Be able to design and implement a TPM program Course Objective TPM -Total Productive Maintenance
  • 8. TPM -Total Productive Maintenance Day2 1. Steps in Introduction of TPM 2. The 5’S Step towards TPM 3. Conditions Required for TPM 4. TPM Strategy 5. TPM Tools 6. Set-back of TPM Implementation Course Evaluation, Recap and Closing
  • 9. STAGE A Preparation STAGE B Introduction STAGE C Implementation Announcement by Management to introduce TPM Introductory education campaign for the workforce Setting up TPM and Departmental Committees Establish basic TPM policies and goals Preparation and Formulation of a master plan Develop an equipment management program Develop a planned maintenance program Develop an autonomous maintenance program Increase skills of production and maintenance personnel Perfect TPM implementation and raise TPM levels STAGE D Institutionalise Develop early equipment management program Invite customers, affiliated companies and subcontractors Steps in introduction of TPM in Organization
  • 10. The main TPM kick-off should take the form of a formal presentation with all the employees attending. This opportunity can be used to gain the full support of the employees Invite external customers, affiliated and subcontracting companies STAGE A - PREPARATORY STAGE Steps in introduction of TPM in Organization
  • 11. STEP# 1 Announcement by Management to all about TPM introduction in the organization Proper understanding, commitment and active involvement of the top management in needed for this step. Senior management should have awareness programs, after which announcement is made to all. Publish it in the house magazine and put it in the notice board. Send a letter to all concerned individuals if required. STAGE A - PREPARATORY STAGE
  • 12. Step# 2 Introductory education campaign for the workforce Training is to be done based on the need. Some need intensive training and some just an awareness. Take people who matters to places where TPM already successfully implemented. STAGE A - PREPARATORY STAGE
  • 13. Step# 3 Setting up TPM and Departmental Committees TPM includes all the 8 pillars of TPM as part of it with improvement, autonomous maintenance and quality maintenance. When committees are set up, it should take care of all those needs under its umbrella of responsibilities. STAGE A - PREPARATORY STAGE
  • 14. Step# 4 Perfect TPM implementation and raise TPM levels Now each area is benchmarked and fix up a target for achievement. The main objective of TPM is to increase the OEE of equipment. TPM addresses the causes for accelerated deterioration while creating the correct environment ownership between operators and equipment. STAGE A - PREPARATORY STAGE
  • 15. A master plan lays out your goals, what you will do to achieve them and when you will achieve them. Detailed plans for each pillar have to be prepared Determining PM frequencies and how to schedule PM :  Time-based or usage-based scheduling  How to measure PM effectiveness and results  How to measure and analyze downtime and downtime trends STAGE A - PREPARATORY STAGE
  • 16. STAGE B - INTRODUCTION STAGE This is a ceremony and we should invite all. Suppliers as they should know that we want quality supply from them. Related companies and affiliated companies who can be our customers, sisters concerns etc. Some may learn from us and some can help us and customers will get the communication from us that we care for quality output. 2.The 5’S Step towards TPM Implementation
  • 17. STAGE C – IMPLEMENTATION In this stage eight activities are carried which are called eight pillars in the development of TPM activity. Of these, four activities are for establishing the system for production efficiency, the other four are for initial control system of new products and equipment, training & education, one for control of safety, sanitation as working environment and also improving the efficiency of administration. 2.The 5’S Step towards TPM Implementation
  • 18. STAGE C Implemen- tation Develop an equipment management program Develop a planned maintenance program Develop an autonomous maintenance program Increase skills of production and maintenance personnel Develop early equipment management program STAGE C – IMPLEMENTATION
  • 19. Once a decision has been made to initiate TPM, company and factory leadership should promote all 8 Steps below. = Establish a Baseline Energy Awareness Cleaning is Inspecting Eliminating Contamination Visual Management Equipment /Tool Maintenance Equipment Lubrication Consumables Total Productive Maintenance Workshop (TPM) 1.Develop an autonomous maintenance program
  • 20. 1.Develop an autonomous maintenance program = Establish a Baseline Energy Awareness Cleaning is Inspecting Eliminating Contamination Visual Management Equipment /Tool Maintenance Equipment Lubrication Consumables Total Productive Maintenance Workshop (TPM) Autonomous Maintenance is carried out by Production Department in Seven steps. Step 1: Establishing a baseline Step 2: Cleaning is Inspecting Step 3: Visual Management Step 4: Cleaning and lubrication Step 5: Energy Awareness Step 6: Eliminating Sources of Contamination Step 7: Full implementation of Autonomous Maintenance using AM Check List & updating TPM board STAGE C – IMPLEMENTATION
  • 21. Step #1: Establish a Baseline that the asset be reliable, easy to maintain and available when you need it. Establish a baseline on your equipment to determine exactly what condition it is in right now. 1.Develop an autonomous maintenance program The goal is: A baseline helps guide our improvement activities and provides a starting point from which we can measure our improvements.
  • 22. 22 To Establish the Baseline Condition of a Used Car – Check for body damage –Look for leaks – Check tire wear – Observe the gauges– Listen for vibrations and noises – Check for unusual odors Check Vibration– Step #1: Establish a Baseline
  • 23. 23 Is the equipment difficult to: Lubricate Inspect Reach Access Clean Remove Covers Establish a Baseline to Determine the Condition of your Equipment. Is the equipment free of: Dirt/Dust Paint Chemicals Air Leaks Sand Steam/Gas Leaks Process Parts Oil/Grease Leaks Water Leaks Coolant Leaks Are the following identified? Safety Hazards Lockout Points Lubrication Points Inspection Points E-Stop Procedures Start up and Shut Down Procedures Step #1: Establish a Baseline
  • 24. Lockout and Tag-out Standardized multi lockout and tag-out devices. (indicate department for personnel at work during the lockout tag-out ) 1.Develop an autonomous maintenance program Step #1a: Safety Procedures before performing Clean & Inspect An establishes minimum requirements to disable Hazardous Energy sources that could cause injury to personnel. All employees have to comply with the procedure.
  • 25. What is a Lockout Device? A device that positively: prevents a machine from being started up or turned on, prevents a machinery part from moving, prevents electrical energizing, blocks a pipeline, steam line or air line Step #1a Safety Procedures before performing Clean & Inspect
  • 26. What is Tag-out? Tags are warning devices only. They don’t provide the same level of protection as lockout devices. Use for information only, along with a locked device. They can only be removed by an authorized person. They must be legible, securely attached (e.g. zip-tie) not string and resistant to degradation. 22 Step #1a Safety Procedures before performing Clean & Inspect
  • 27. When is Lockout / Tag-out required? When someone will be servicing or repairing machinery or equipment AND the unexpected machinery start-up or release of stored energy could cause injury 10 Step #1a Safety Procedures before performing Clean & Inspect
  • 28. Who Lockout / Tag-out Affected employees –people who use machines or equipment on which servicing is performed under lockout / tag- out. Other employees –people who work in the area of locked out machinery or equipment. Authorized employees –people who lock or tag-out machines or equipment to perform servicing. Step #1a Safety Procedures before performing Clean & Inspect
  • 29. Six Steps Lockout Procedures 1. Notify Employees (the reason there for) 2. Shutdown Equipment (depress stop button, open toggle switch) 3. Isolate Energy (from the equipment) 4. Attach Lockout Device 5. Release Stored Energy 6. Verify Lockout Service & Maintenance Step #1a Safety Procedures before performing Clean & Inspect
  • 30. Injuries that happened without Lock Out / Tag-Out Electrocution from live parts Scalding from steam or hot liquids Chemical burns or poisoning From machinery: - Deep cuts and gashes - Crushing injuries - Amputations All of these can be fatal when severe Step #1a Safety Procedures before performing Clean & Inspect
  • 31. Provide a clean, efficient, and safe work environment. Enable you to identify conditions that lead to unexpected breakdowns. The goal is to: 1.Develop an autonomous maintenance program Step #2 Cleaning is Inspecting (Action to address Dust and Dirt) Example: Broken components, fluid leaks, air leaks, etc.
  • 32. Cleaning is Inspecting (Action to address Dust and Dirt) Q: Do you hand wash your Car or send it to a Car wash? Step #2 Cleaning is Inspecting
  • 33.  Clean to Inspect  Inspect to Detect  Detect to Correct  Correct to Perfect Use the same theory as you would for washing your car: “Hand Clean vs Car Wash” Everyone from the team gets Involved! Step #2 Cleaning is Inspecting
  • 34. 34 Step #3 The goal is to: Add signs, markings, and other visual devices so that normal and abnormal operating conditions are obvious to anyone at a glance. Enhance the cleaning is inspecting process by identifying correct locations for stored items and tools, and correct quantities of consumables.  Allow for easy identification of safety, quality, environmental, and process abnormalities. 1.Develop an autonomous maintenance program
  • 35. 35 The goal is to:  Add Signs, Arrows, and other Visual Caption so that Product Quantity, Location and Flow are obvious and able to attract anyone at a glance.  Enhance the retrieval of Parts by identifying Specific location at a logical space for items to be stored.  Allow for fast Visual identification of actual physical quantity of parts. Step #3 Visual Management for Autonomous Inspection
  • 36. 36 Abnormal? Unknown? Normal? How would you know what the normal operating range is? How would you know if there were problems developing? Step #3 Visual Management for Autonomous Inspection
  • 37. 37 Visual Management Examples Step #3 Visual Management for Autonomous Inspection
  • 38. 38 Lubrication (Yellow) Air/Vacuum (Blue) Hydraulic (White) Water (Green) Electrical (Red) Lockout/Tag/Tryout (Orange and Black) Inspection Checkpoints (White and Black)3 INSPECTION POINT AIR PRESSURE 80-100 psi #1 Main Air Supply LOCKOUT Work place Organization Standards - Color Coding Step #3 Visual Management for Autonomous Inspection
  • 39. 39 Step #4 The goal is to: Provide guidance in identifying and developing lubrication requirements, routes, and visual cues for the proper lubrication of equipment. 1.Develop an autonomous maintenance program
  • 40. Why are we concerned about equipment lubrication? *Many moving parts are not lubricated *Many components are over lubricated *Lubricants already in components are contaminated Failures Components Resources Quality 28 Step #4 Equipment Lubrication
  • 41. 41 70% of all mechanical equipment failures are a result of improper lubrication. Too much lubricant is as bad as too little S S S S S Equipment Lubrication S S S S S Step #4 Equipment Lubrication
  • 42. 42 Example: Bearing Block Lubrication This picture shows lubrication to only one side of bearing. Before After This picture shows the additional grease fitting, so lubrication can be done on both sides Step #4 Equipment Lubrication
  • 43. 43 Step #5 The goal is to: Identify all sources of energy. Provide a process to manage energy costs switching off machines to conserve energy when it is not required. e 1.Develop an autonomous maintenance program
  • 44. The Energy commonly used S Water  Electricity  Natural gas Hydraulics  People  Air/Pneumatic Inert gases Gravity Step #5 Energy Awareness
  • 45. Hazardous Energy Source Examples Electricity – live or stored Live electrical lines, Electrical capacitors, Lasers Moving machinery parts Engines that move machinery parts, Hydraulic lifts, Pneumatic (air pressure) lines, Pressurized water lines, Springs Step #5 Energy Awareness
  • 46. Any other active or stored energy sources that could harm a worker. Hazardous Energy Source Examples Step #5 Energy Awareness Stored heat (steam lines or hot liquids). Hazardous chemicals in pipelines under pressure or force of gravity.
  • 47. What is an energy-isolating device? An electrical circuit breaker, A device that physically prevents transmission or release of energy such as: A machine block, A pipeline valve, Anything else that positively blocks or isolates energy. 12 Step #5 Energy Awareness
  • 48. 48 Step #6 The goal is to:  Permanently eliminate sources of contamination in order to keep equipment clean and damage free.  Simplify equipment for easy and safe cleaning and inspecting of places that are hard to clean, inspect, lubricate, and adjust. 1.Develop an autonomous maintenance program
  • 49. 49 Source of Contamination Step #6 Eliminating sources of Contamination
  • 50. 50 Hydraulic Tubes ( Example of two tubes rubbing together) Step #6 Eliminating sources of Contamination
  • 51. Develop an A.M. Program for Operators. Re access maintenance activities, gather data and validate info for A.M. Checklist. (Take Pictures before on Kaizen Action Sheet Form.) Create a DAILY Autonomous Maintenance Checklist. (Use Visual Roadmap / logout tag-out procedures / TPM Board ) Operators routine cleaning and inspection will help stabilize conditions and stop accelerated deterioration.) 1.Develop an autonomous maintenance program Step 7: Full implementation of Autonomous Maintenance using AM Check List & updating TPM board
  • 52. ACTIVITY Analyze the existing conditions and set goals that are smart, use S. M. A. R. T. goal setting. (Gather Info for AM checklist) AM Check List Exercise Are the following identified? -Safety Hazards -Lockout Points -Lubrication Points -Inspection Points -E-Stop Procedures -Start up/Shut Down Procedures Step 7: Full implementation AM Check List & TPM board
  • 53. Goal Setting, S M A R T HOW ? Know exactly what you want to accomplish. How will you know you met your goal? Ensure your goal is not too far to reach but far enough to be challenging. Link goal to something important to and that inspire you When do you want your goal to be met?
  • 54. The principle of designing the maintenance of Equipment in the prevention of breakdown. Develop an equipment management program 2.The 5’S Step towards TPM Implementation STAGE C – IMPLEMENTATION Early equipment management program can be applied to new Products and new Equipment and also existing Machines.
  • 55. Workshop Purpose:  To ensure Equipment is in operational condition through routine inspection of parameters before start of operation.  To trigger abnormality before damage occur.  To identify Inspection points with Visual Management for ease of Inspection using AM Check List. Develop an Equipment Management Program
  • 56.  Audit, Review & Externalize Inspection Activities from Equipment Manual to Autonomous Maintenance  Put in place TPM Board with Inspection Points & AM Checklist with Visual Management, supporting PM Implementation. Identify routine Inspection Activities from Equipment Manual to develop AM Checklist for AM Inspection & TPM Board. Noon Develop an Equipment Management Program
  • 57. Noon Log Out / Tag Out on Machine. Actual Cleaning and Inspection of Machine to externalize to Autonomous Maintenance. (reference Clean & Inspection Checklist for Production Machine) Record all problems found during Clean and Inspect to discuss and address on KAIZEN Action Sheet. Develop an Equipment Management Program
  • 58. TPM Board & AM Checklist with Visual Management Implementation. TPM Board, AM Checklist, Road Map New products must be designed so that they can be easily produced on new or existing machines New machines must be designed for easier operations, changeover and maintenance. Develop an Equipment Management Program
  • 59. Team D Suggested Layout of I nform ation Board Suggested Layout of Information Board • Board measures 36X48 mounted -- 40 to 48 inches from the floor • Attach Consumables list to TPM cabinet door • Lockout instructions & map to be located on main electrical cabinet (not on TPM Board) Lube Critical Cleaning Route Map Problem and Component Codes MSS Equipment Problem Log Sheet (S.R. Record) OEE Weekly Summary Sheet (if Available) P.M. Schedule List of persons responsible for updating each item on this board TPM Information Board Machine OperatorMachine Name Operators’ Name(s) Instructions for Lube & Critical Cleaning Any Single Point Lesson place behind these instructions TPM Management Walk-through Checklist Small Group Activity Improvement Items (form) Start-up/Shutdown Process Map on Back Team D Note: Board construction wood with cork facing or magnetic Operator Sign-off Sheet (daily)
  • 60. DAILY AUTONOMOUS MAINTENANCE CHECKLIST Week: (Performed by Production) Date: Waterjet STEP INSPECTION ITEM/S CONDI TION/ READI NG CHECK BY ACM No SHIFT REMARKS Record Actual (Initiate) D,S,N (Actions taken) M T W T F S S Verified by : …………………………. Page 2/3 (Area Manager) file:TPM1 rev c Date :…………………………..
  • 61. WATERJET STEP INSPECTION ITEM/S COND ITION/ READ ING CHECK BY ACM No SHIFT REMARKS (Indica te Actual ) (Initiate) D,S,N (Actions taken) M T W T F S S 1 Robotic panel and computer Switch on the robotic panel and computer _Check weather the robotic panel and computer working properly or not ; Normal - window screen appear (/) Abnormal - Call IS technician if the computer screen not appear (M) 2 Waterjet abrasive bulk _Check abrasive filter Normal - (/) Abnormal - filter damaged (inform Technician) (D) _Top-up abrasive before start trimming process Standard 2 bags / shift _Use vibrator to filter in abrasive into the bulk _Open compress air valve and open release valve at a same time. _Check air regulator Normal - 4 bar (/) Verified by : …………………………. Page 1/3 (Area Manager) file:TPM1 rev B Date :…………………………..
  • 62. Waterjet Pool Tank water jet softerner Pan el PC Monitor S# 1 S# 1 POU Working Table S#2 Abrasive bulk tranfer tank Electrical panel Intensifier pump Robotic control cabinate Main Compress air valve Water inlet valve no1 Water inlet valve no2 Incoming Production Parts Problem carts Incoming Production Parts Plywood Working Table Outgoing Production Parts Waterjet Road Map
  • 63. Set up plans and schedules to carry out work on equipment before it breaks down, in order to extend the life of the equipment Include Preventive and Predictive Maintenance Include management of spare parts and tools STAGE C – IMPLEMENTATION
  • 64. Equipment Maintenance Equipment /Tool Maintenance The goal is to: • Have a routine schedule of activities for maintaining the asset in a highly reliable condition. • Combine all the processes and tasks developed in previous modules relating to maintenance of the equipment. Ensure PMs are current. If PMs are not available, create them for this equipment. Section B 36
  • 66. Have a routine schedule of activities for maintaining the asset in a highly reliable condition. Pull together all the processes and tasks developed in previous modules relating to maintenance of the equipment. Ensure PMs are up to date. If PMs are not available, they should be created for this equipment. Equipment Maintenance  Work with Reliability Team to install condition-based monitoring devices. The goal is to:
  • 67. The goal is to: Develop a list of consumable items needed for the routine maintenance of your equipment. Have a Parts Change History record. Establish minimum and maximum quantities, identify standard storage locations at point of use, and apply visual management. Consumables
  • 68. Parts changed history for each machine/equipment ( source of data: finance department based on PO for period from Jan 02 to 29 Jun 04) Equipment Name: Asset No.: Location: Data of purchase: Date Part change Part no. Description RM/unit qty changed Total RM Consumables How to keep an effective and useful equipment history
  • 69. Critical Consumerable Spares Re-stocking Plan Date:31-May-06 ( Source of data: Spare parts changed from Jan 04 to May 06 based on Avialability vs Lead time) Equipment Name: Gerber Kit cut Asset No: No Part Part Source & Unit Price Lead Time Stock Level Name Number Contact NUmber (US$) (Days) Curren t Min Max 1Theta axis pulley CR2-033 1 2 2Theta motor A-CR2-194 1 2 3Linear bearing CR2-053 1 2 4Keypad CR2-044 1 2 5Galil mation control card DMC-1040 1 2 6Amplifier icon card A-CB2-110 1 2 7Y axis inter connect card CR2-041 1 2 8X Y axis motor A-CR2-193 1 2
  • 70. Components of a Well-organized P/PdM Program  Equipment inventory/numbering system  Critical Spare parts inventory/forecast  Sequence of tasks (PM and PdM routes) Example Critical Spare List Critical spares for water jet cutter machine Item P/N 1Hi pressure seal kit 001198-1 2Low pressure seal kit 010641-1 3 Mixing tube 010460-40- 30 4Orifice assembly 014201-10 5Repair kit on/off valve 010200-1 6Swivel assy single axis 010140-1 7Cutting head assy 8Repair kit 3/8 swivel 007117-1 9Pressure valve control
  • 71. How to Implement Maintenance TPM -3P (Plan, Preventive & Predictive) Review Maintenance TPM -Analyze existing Equipment condition and set SMART goals.(Choose 1 Equipment first). Example:-……………………………… Revisit Preventive Maintenance Checklist & effectiveness of Execution. TPM kick-off.. & TPM Board 12 Steps to TPM Installation (after step 8 )
  • 72.  Elements of PdM (mechanical and electrical)  Equipment condition monitoring  Predicting potential equipment breakdowns or to avoid expensive repairs 3P Maintenance TPM (Plan, Preventive & Predictive Maintenance) Predictive Maintenance Techniques, Applications, and Instrumentation covers;
  • 73.  Starting with a PdM base line (History of Failure)  Retighten PM Schedule to include PdM  Combining PdM with PM for greatest overall effect and least cost Organizational requirements Predictive Maintenance (PdM) Implementation Getting Organized for PdM &Planning for PdM, the preparatory steps;
  • 74. On existing machines: Analyze historical records for trends of types of failures frequency of component failures root causes of failures Determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process
  • 75.  Vibration analysis/monitoring  Shock pulse method  Spectrographic oil analysis  Ferrographic particle analysis  Thermography/temperature measurement  Non-destructive testing (NDT)  Ultrasonic testing and more Specific PdM Techniques and Applications
  • 76. Call for vibration check when Hour Meter reads 250 Pull Bearing Packs and Inspect when Hour meter reads 4000 Call for oil analysis when Hour Meter reads 2000 216 93 1394 Spindle #1 Servos Power On Hrs Hrs Hrs Example: Condition-based monitoring devices.
  • 77. Increase skills of production and maintenance personnel STAGE C – IMPLEMENTATION Raise the level of inspection for Operators through Small Group Activities (SGA) and start focusing on attacking the Six Big Losses of Production as a baseline. Maintenance to Train Operators on Basic: *Pneumatics *Hydraulics *Electrical Systems *Drive systems *Machine Specific Training
  • 78. Sustaining and Continuous Improvement Form and Sustain Small Group Activities All remaining tags have been completed Eliminate or localize any remaining sources of contamination Make “Cleaning is Inspecting” easier and faster Ensure compliance with standards and processes Ensure management walk-through/audit is being followed Section BIncrease skills of production and maintenance personnel
  • 79. Increase skills of production and maintenance personnel Raise inspection and restoration skill levels Review and improve Cleaning is Inspecting and Lubrication Standards Strengthen Routine Maintenance Enhance visual controls Ensure operators and maintenance are creating Single Point Lessons
  • 80. Standardization Section B 42 Increase skills of production and maintenance personnel Maintain effective Autonomous Maintenance Maintain effective autonomous SGA Integrate proactive quality maintenance Review roles of operator Improvements and standardization of work.
  • 81. 2016/10/7 81 Pneumatic systems Hydraulic Systems Electrical Systems Drive Systems Maintenance Training For Maintenance group should then focus on Advanced: Increase skills of production and maintenance personnel Machine Specific Training Skill Specific Training
  • 82. 2016/10/7 82 Single Point Lessons let you quickly (ten minutes or less) communicate key points on any subject either verbally or visually. Increase skills of production and maintenance personnel You can augment your lesson with visual support if appropriate.
  • 83. Suggested topics for lessons include, though not limited to: Increase skills of production and maintenance personnel A well prepared Single Point Lesson stands alone, and can be delivered by anyone who feels comfortable doing so, whether or not they are a subject matter expert. A specific maintenance procedure An inspection task for Quality Control A detail of a safety check An office procedure, such as record keeping for AM
  • 84. Promote all the 6 Steps to full Autonomous Maintenance and Strive to meet zero failures and zero defects while maintaining a proactive attitude. Step 1: Autonomous Maintenance Workshop(8 elements) Step 2: Sustaining and Continuous Improvement Step 3: Higher level of inspection Step 4: Strengthen Routine Maintenance Step 5: Standardization Step 6: Autonomous Maintenance 27 Increase skills of production and maintenance personnel
  • 85.  How to Develop and Install a Good PM System -Do Dot Visual Master Plan & TPM Board  Maximizing Equipment Utilization –Attacking the 6 Big loses  Engineering TPM Kaizen -Improvement Projects to address risk of breakdown - 10 Steps to Improvement Action Plan timothywooi2@gmail.com Workshop Activities Develop an Early Equipment Management Program STAGE C – IMPLEMENTATION
  • 86. How to Develop and Install a Good PM System timothywooi2@gmail.com Do Dot Visual Master Plan & TPM Board Develop an Early Equipment Mgmt Program
  • 87. Team D Suggested Layout of I nform ation Board Suggested Layout of Information Board • Board measures 36X48 mounted -- 40 to 48 inches from the floor • Attach Consumables list to TPM cabinet door • Lockout instructions & map to be located on main electrical cabinet (not on TPM Board) Lube Critical Cleaning Route Map Problem and Component Codes MSS Equipment Problem Log Sheet (S.R. Record) OEE Weekly Summary Sheet (if Available) P.M. Schedule List of persons responsible for updating each item on this board TPM Information Board Machine OperatorMachine Name Operators’ Name(s) Instructions for Lube & Critical Cleaning Any Single Point Lesson place behind these instructions TPM Management Walk-through Checklist Small Group Activity Improvement Items (form) Start-up/Shutdown Process Map on Back Team D Note: Board construction wood with cork facing or magnetic Operator Sign-off Sheet (daily) Develop an Early Equipment Mgmt Program
  • 88. STAGE D – INSTITUTIONALISED Perfect TPM implementation and raise TPM levels By all there activities one would has reached maturity stage. Now is the time for applying for PM award. Also think of challenging level to which you can take this movement. Steps in introduction of TPM in Organization
  • 89.  Quality & Kaizen Overview Quality Improvement Action Plan  Engineering TPM Kaizen -Improvement Projects to address risk of breakdown  Maximizing Equipment Utilization After Maintenance Workshop STAGE D – INSTITUTIONALISE Perfect TPM implementation and raise TPM levels
  • 90. Team Charter/ formation and TPM kick-off (Kaizen Objective & Scope Form) Focus Kaizen -Workshop Charter (Autonomous Maintenance Improvement) Focus Kaizen -Team Charter Workshop Activity Perfect TPM implementation and raise TPM levels
  • 91. Team Members : Sponsor : ___________________ Project Facilitator (TPM Support) : Timothy Wooi Team Leader : ______________ (Dept) Co-Leader : __________________ ( Dept) Members: 1. _________________________ ( Dept) 2. _________________________ ( Dept) 3. _________________________ ( Dept) 4. _________________________ ( Dept) 5. _________________________ ( Dept) 6. _________________________ ( Dept) 7. _________________________ ( Dept) 8. _________________________ ( Dept) Key Interdependencies 1. Production 2, Planning 3. Engineering [91] Sample of Focus Kaizen –Team Charter Background/Core issues: The current stage of Daily and Weekly maintenance are executed but not up to mark. There are many difficulties to do a good jobs to upkeep the machine at good condition. Amount the common complaints are time constraint and discipline to conduct routine maintenance tasks. The current audit of the machine condition show many potential of improvement. The reoccurrence of printing quality problems and pressure from keeping up with production schedule even at low demand period required the team to re-examine the current approach of the daily & routine maintenance. Perfect TPM implementation and raise TPM levels
  • 92. Focus Kaizen Objectives : To improve the current Daily & Weekly Cleaning and Autonomous Maintenance methodology To make/impart awareness on Autonomous Maintenance. [92] Scope  Target : Machine ?  Include: Daily & Weekly Cleaning Routine Maintenance, all area within the machine boundary (white mark)  Exclude: Monthly Planned Maintenance (major Service, Overhaul), Predictive Maintenance, Break Down repair. Kaizen Techniques involved:- 5S, Visual Management, Autonomous Maintenance Autonomous Maintenance Improvement Focus Kaizen -Workshop Charter
  • 93. 2016/10/7 93 Gradual, unending improvement, doing “little things” better every day, setting and achieving ever higher standards Engineering TPM (Kaizen) -Improvement Projects to address risk of breakdown Perfect TPM implementation and raise TPM levels
  • 94. 3.Conditions Required for TPM TPM -Total Productive Maintenance TPM is a paradigm shift that focuses everyone in the organization toward improved equipment effectiveness. TPM is not a short- term fix, but a never-ending journey that drives the plant toward world-class performance.
  • 95. 3. Conditions Required for TPM A manager that does not spend 20% of their time involved in TPM is only offering lip service Tokutaro Suzuki Vice Chairman, Japanese Institute of Plant Maintenance
  • 96. 6 Steps to implement full Autonomous Maintenance Step 1: Autonomous Maintenance Workshop(8 elements) Step 2: Sustaining and Continuous Improvement Step 3: Higher level of inspection Step 4: Strengthen Routine Maintenance Step 5: Standardization Step 6: Autonomous Maintenance 27 4.TPM Strategy TPM -Total Productive Maintenance
  • 97. 4.TPM Strategy 4.TPM Strategy  Increase (OEE)  Improve existing planned maintenance systems  The operator is the best condition monitor  Provide training to upgrade operations and maintenance skills  Involve everyone and utilize cross-functional teamwork
  • 98. 5.TPM Tools What tools in lean do we have that ensure machine reliability, high production capacity, and also ensure that the workplace and machines are not dirty and oily so that we do not have quality defects and equipment failures? TPM -Total Productive Maintenance
  • 99. 3P Maintenance TPM (Plan, Preventive & Predictive Maintenance) Management. Typical Team members *five to seven operators *a maintenance person *a technical expert Tools *Pareto *Cause & effect *Root cause *Methods Analysis 5.TPM Tools
  • 100. SUSTAINABLE IMPROVEMENT One of the greatest challenges at any company is how to achieve sustainable improvement. This includes both a) achieving short-term success and b) maintaining that success over the long- term. Engaging employees is important for both short- term and long-term success of initiatives. TPM -Total Productive Maintenance 6.Setback of TPM Implementation
  • 101. A powerful technique for engaging employees is creating a shared vision of “improved” state of the company, – outlining how it will benefit employees. This will create a strong, broad-ranging motivation to succeed. Another technique is recognizing and rewarding desired behavior. In the context of TPM, this may include providing a monthly rotating trophy for the Best 5S Area or awarding gift certificates each month for the Biggest Kaizen Improvement. 6.Setback of TPM Implementation
  • 102. For Choosing ITS Management Sdn Bhd As Your Training Provider If you have questions or require further assistance later, please email to: Itslc98.help@gmail.com Email Subject: “Attn: Timothy Wooi” Other inquiries, please email to: itslc98@gmail.com