Tdkulalo Suzuki: Ed by

Download as pdf or txt
Download as pdf or txt
You are on page 1of 11

Edited by

TDkulalo Suzuki
TPM IN PROCESS INDUSTR·IES

Edited by Tokutar6 Suzuki

Originally published by the


Japan Institute of Plant Maintenance ,

CRC Press is an imprint ot the


Taylor Ii Francis Group, an Intonna business
A PRODUCTIVITY PRESS BOOK
Reprint, 2018
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742

© 1994 by Taylor & Francis Group, LLC


CRC Press is an imprint of Taylor & Francis Group
Originally published as Sochi Kogyno no rPM, © 1992 by Japan Institute of Plant Maintenance
English translation, 1994 originally published by Productivity Press
Printed and bound by Nutech Print Seryices-India
ISBN: 978-1-138-03194-4
Cover design by Jay Cosnett
Graphics by Caroline Kutil, Michele Saar and Gayle Asmus
This book contains information obtained from authentic and highly regarded sources. Reprinted material is quoted with permission, and sources are
indicated. A wide variety of references are listed. Reasonable efforts have been made to publish reliable data and information, but the author and the
publisher cannot assume responsibility for the validity of all materials or for the consequences of their use.
Except as permitted by U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, I

mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage
or retrieval system, without written permission from the publishers.
For permission to photocopy or use material electronically from this work, please access www.copyright.com (http://www.copyright.com/)or contact
""
the Copyright Clearance Center, Inc. (CCC) 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that
provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system
of payment has been arranged.
Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation
without intent to infringe.

Library of Congress Cltaloging-in-Publieltlon Oltl

TPM in process industries I edited by Tokutaro Suzuki.


p. em.
Includes bibliographical references and index
ISBN 1-56327-036-6
I. Plant maintenance=Management. 2. Total productive maintenance. I Tokutaro Suzuki.
TSI92.T72 1994
658.2'02---dc20 94-9749

Visit the Taylor & Francis Web site at


bttp:llwww.taylorandfrancis.com
and the CRC Press Web site at
bttp:llwww.crcpress.com
For sale in India, Pakistan, Nepal, Bhutan, Bangladesh and Sri Lanka only.
'-'
*-' Contents
~

\.t

'-'
~
Publisher's Message ix
~ Preface' xii
Contributors :xv

"
t...; 1 Overview of TPM in Process Industries
Tokutaro Suzuki
1

1
'-' Origin and Development of TPM
Special Features of Process Industries 4
'-' Definition of TPM
Equipment Management in Process Industries
6
7

"'-' TPM Development


Fundamental TPM Development Activities
8
13

2 Maximizing Production Effectiveness 21


'-' I
Ainosuke Miyoshi
\; Production Effectiveness in Process Industries 21
Overall Plant Effectiveness 22

'"'-" . Maximizing the Effectiveness of Production Inputs


Continuous Improvement
References
32
38
44
~
3 Focused Improvement 45

"'-' KOichiNakazato
What Is Focused Improvement?
Losses and the Six Major Results
45
47
,

\..;

'"
\,t
v
vi TPM IN PROCESS INDUSTRIES

Focused Improvement in Practice 49


,...,
The Step-by-Step Approach to Focused Improvement 52
~
Analytical Techniques for Improvement
P-M Analysis
Failure-Loss Reduction Program
59
61
64
,.,
Performance-Loss Improvement Program 75 ~
Defect-LossReduction Program 82
Process Simplification Program 83 ~
,
Conclusion 86 I

References 86
'"
4 Autonomous Maintenance
I0ichi Nakazato
87
""
Developing an Autonomous Maintenance Program
Production and Maintenance are Inseparable
87
88
""'
~
Classifying and Allocating Maintenance Tasks 89
Establishing BasicEquipment Conditions 93
Implementing Autonomous Maintenance Step-by-Step 100 ""'"'
Preparing an Autonomous Maintenance Master Plan 130 ~
Autonomous Maintenance Audits 142

5 Planned Maintenance 145


"""
Makoto Saitoh
Hisao Mizugaki
"'"
Equipment Management in Process Industries
Planned Maintenance in Process Industries
145
147
"""~
The Planned Maintenance System 153
Improving Maintenance Effectiveness
Building a Planned Maintenance System
154
156
""'
~
Step-by-Step Implementation of Planned Maintenance 161
References 198 ~

6 Early Management 199 ~


Hisamitsu Ishii
~
The Need for Early Management 199
Life-CycleCosting 200
MPDesign
The Early Management System
201
204
'"'"
~'

~
..

Contents vii

The Practice of Early'Equipment Management 213


Commissioning Control 228
Collecting and Using Product Design Technology
and MP Design Data 228

7 Quality Maintenance 235


Ikuo Setoyama
Quality Maintenance in Process Industries 235
Quality Maintenance in TPM 236
Preconditions for Successful Quality Maintenance 238
BasicElements of a Quality Maintenance Program 239
Quality Maintenance Implementation: Case Study 244
Who Is Responsible for Quality Maintenance? 258
Building in Quality Through Early Management 259
References 260

8 Operating and Maintenance Skills Training 261


Hisamitsu Ishii
Education and Training in TPM 262
SixSteps to Boost Operating and Maintenance Skills 268

9 TPM in Administrative and Support Departments 283


Mlkoto Harada
The Need for TPM in Administrative and Support Departments 283
Implementing TPM in Administrative and Support Departments 286
Promoting TPM in Administrative and Support Departments 294
Improving Functional Work 294
Administrative Focused Improvement 298
Administrative Autonomous Maintenance 316
References 322

10 Building a Safe, Environmentally Friendly System 323


Ikuo Setoyama
TPM and Safety and Environment Management 323
Zero Accidents and Zero Pollution 324
Key Strategies for Eliminating Accidents and Pollution 325
Step-by-Step Procedure for Eliminating Accidents and Pollution 326
Example of Audit 332
SpecificStrategies for Eliminating Accidents and Pollution 332
References 349
viii TPM IN PROCESS INDUSTRIES

11 TPM Small-Group Activities 351


Akira Ichikawa ,
Characteristics of TPM Small Group Activities 351
The Purpose and Operating of TPM Small Groups 354
The Roles of Small Groups at Each Level 357

12 Measuring TPM Effectiveness 363


Ainosuke Miyoshi {

The Philosophy of Setting Goals 363


Measuring TPM Effectiveness 364
Indicator Types 365
Evaluating .:rpM 372
Measuring TPM Benefits 372
References 378

Appendix 379
TPM Implementation Outside Japan 379
The PM Prize 380

Index 385
Publisher's Message

TPMimproves business results dramatically and fosters safe, pleasant, and


productive workplaces by optimizing the relationships between the people
who work there and the equipment they rely on. In recent years, many process
industries in Japan have profited from TPM, and more recently, divisions of
American companies like Dupont, Exxon, and Kodak have been making TPM
work in their specialized process environments. To be cost-effective, process
plants must operate continuously for long periods. Accidents and breakdowns
involving even one piece of equipment can shut down an entire plant and
endanger life and the environment. Financiallosses can be devastating. Process
industries need a collaborative equipment management system like TPM that
can guarantee safe, stable operation at low cost.
Over the years, it has been an abiding pleasure to watch the evolution and
maturation of effective improvement strategies like TPM in Japan. We are
indebted to the Japan Institute of Plant Maintenance for their continuing com-
mitment to document the processesbehind the excellentresults achieved in·TPM
companies. Translating new materials as they become available, we invariably
see new concepts and methods coming forward to fill gaps in earlier iterations.
rPM in Process Industries, edited by Tokutaro Suzuki, distills almost a
decade of Japanese field experience tailoring the TPM methods and concepts
developed in the fabrication and assembly industry to the process environ-
ment. Like the original rPM Deoeiopmeni Program, rPM in Process Industries
includes chapters on each of the fundamental TPM activities. However, since
rPM Development was first published in Japan in 1982,many new concepts and
refinements have been added to the basic program, in addition to the new
focus on process environments. This book, published in Japan in 1992,includes
chapters on relatively new topics, such as quality maintenance (QM)and safety
x
TPM IN PROCESS INDUSTRIES

programming. Moreover, the chapters on programs like planned maintenance


and early management (MP design) are clearer and more comprehensive, and
reflect 10 years' additional observation and application. Chapter 12 on mea-
surement and management indicators will be particularly helpful for managers
looking for ways to express TPM results more effectively.
Like many of its predecessors in our TPM series, this book answers ques-
tions readers have been asking since the basic text, rPM Development Program,
was first published in English in 1989.For example, the types of losses encoun-
tered in process industries differ in striking ways from those found in fabrica-
tion and assembly industries. We have often received questions about
categorizing, measuring, and evaluating loss in process environments. This
book details for the first time how overall plant effectiveness (OPE)is calculated
and reviews, with numerous examples, the philosophy and strategies for loss
reduction in a process environment.
Other frequent questions concern the methods for promoting the most fun-
damental of TPM programs - cross-functionalproject team activity to reduce
targeted equipment-related losses. In this book, these activities are referred to
as "focused improvement" because in process industries, the priority for these
intensive team activities is raising the effectiveness, not just of individual
equipment items, but of an entire process or plant. Individual projects may be
"focused" on bottleneck processes or on the need for process simplification,for
example. A lengthy chapter by JIPMconsultant KoichiNakazato explains how
this activity can be effectivelyplanned and coordinated on a plantwide scale -
information that will be helpful to TPM managers in both process and discrete
manufacturing environments.
Another important building block in TPM development is autonomous
maintenance performed by the production department. The principal goals and
activitiesof autonomous maintenance are the same in any manufacturing envi-
ronment - to change people's understanding and work habits using equipment
as instructional tools, while moving closer to optimal performance by restoring
and controlling deterioration and correcting abnormalities. Process industries,
however, have had to adapt certain aspects of autonomous maintenance plan-
ning and program focus.The key question in process environments is: how can
operators effectively carry out the cleaning, inspection, lubrication, and
impr~vement activities associated with autonomous maintenance when the
number, variety, process complexity, and size of equipment and plant are
so high compared to the number of operators? This book reveals how to over-
come a low operator-to-equipment ratio with detailed practical suggestions for
limiting the equipment to be included in the program, carefully planning and
'-'
\." ..

V Publisher's Message xi

'-'
'-"
~
coordinating pilot activity and lateral deployment, and carrying out certain
steps concurrently.
'-' In American TPM implementations, autonomous maintenance is often lim-
ited to "task-transfer" - training and reallocating to operators PM work
"
~
requiredfor equipment in its current state. In the more progressive approach rec-
ommended in this book, activities focus first on understanding and improving
conditions, then on defining and reallocating work. As equipment is restored

'"
\.I
and causes of deterioration are understood and controlled through maintain-
ability improvements, the required work changes.
This is particularly important in view of many companies' long-range
plans to minimize operating personnel and increase unattended operation.
'"
\J
Short-term activities may involve operators in carrying out and improving the
efficiencyof periodic maintenance and repairs. The long-term focus of a mature
TPM program, however, should be improving reliability and maintainability so
that future operator responsibilities can conceivably consist only of inspection.
'--' We are particularly grateful to the team of authors, all full-time consultants
'--' with the Japan Institute of Plant Maintenance, for their willingness to docu-
ment and share their implementation experience. Their insights are based on
'-' many years' work with many different companies. We extend special thanks to
Mr. YoshikiTakahashi, Vice-president and Secretary General of JIPM, for grant-
'-' ing permission to produce this English edition, and to John Loftus for his excel-
\.; lent translation.
Thanks also to the Productivity Press staff and freelancers who helped cre-
'-' ate this book: Julie Zinkus for copyediting and proofreading; Catchword, Inc. for
proofreading and indexing; Karen Jones and Jennifer Albert for editorial man-
'-' I
agement; Bill Stanton and Susan Swanson for design and production manage-
ment; Caroline Kutil, Michele Saar, Gayle Asmus, and Harrison Typesetting,
'-' Inc. for typesetting and art preparation; Jay Cosnett for cover design.
\,
Norman Bodek
Chairman, Productivity, Inc.
"-'
\.i Connie Dyer
Director of rPM Research and Development
~ Productivity, Inc.

'-'

You might also like