TPM
TPM
TPM
TPM
Why Change?
ACTIONS:
Reduce defectives / scrap Reduction of lost production time Lowest possible cost by reducing waste
Lean System
Peak Performance Pull system / flow production
5S
Visual Factory
TPM
Standardized Work
7 Wastes
Transportation Excess production Added processes Motion
Causes of Waste
Excess Manning
Poor layout and material presentation Rework and extra processes Inconsistent / inefficient work methods
Excess Downtime
Tooling condition Unreliable equipment Long changeovers Incapable process
Causes of Waste
Excess Manning
Poor layout and material presentation Rework and extra processes Inconsistent / inefficient work methods
Excess Downtime
Tooling condition Unreliable equipment Long changeovers Incapable process
Operational Activity Value added Operations Any process that changes the nature, shape or characteristic of the product in line with customer requirements e.g. Pressing, welding, heat treatment.
This is where we make a profit!
Operational Activity Non-Value added Operations Work carried out which is necessary under current conditions, but does not increase product value. e.g. Inspection, tool change, maintenance.
This is where we make a loss!
The objective is to raise the ratio of Value added operations to non-value added operations and eliminate waste.
OPERATOR TIME
WASTE NON-VALUE ADDED
VALUE ADDED
ELIMINATE
NON-VALUE ADDED
VALUE ADDED
7W 7 Types of Waste
1 Over-production
2 Inventory
3 Transportation
4 Process
5 Idle Time 6 Operator Motion 7 Bad Quality
7W 1. Over-production
Producing more than is needed hides a multitude of problems. Excessive set-up times, machine faults, risk of producing obsolete stock.
7W 2. Inventory
Carrying stock attracts cost & storage problems. Storage leads to stacking, racking, sophisticated computers, bar coding & automation, all for an activity that adds no value to the product.
7W 3. Transportation
This may appear unnecessary but does add value. Large transport is easily identified but small transport such as manual labour may not be so noticeable. These can be improved by changes to the work environment.
7W 4. Process
Adds cost but no value - e.g.trimming & moulding to a level that is beyond the required standard adds extra time that customers do not want to pay for.
7W 5. Idle Time
Typically, waiting for
products & services from preceding operations, waiting for work from their previous set-up or waiting for cycles to finish, or meetings to start.
7W 6. Operator Motion
Typically, single handed operations where both should be used, stretching unnecessarily or awkwardly and walking between things. All of these take time or use time poorly, none add value.
7W 7. Bad Quality
Rejects are always produced by systems and procedures created by management. If operators fail it is because the process allowed them to fail through inadequate training or because the process was not capable in the first place.
1. 2. 3. 4. 5.
Equipment breakdowns Defects, scrap, and rework Safety Issues Mini stoppages Reduced speed
What is TPM??
TPM is a Lean tool to optimize the effectiveness of manufacturing equipment and tooling.
1. Starts with 5S / Visual Factory 2. Builds a comprehensive Downtime Database by cause, frequency, and duration 3. Predicts and prevents downtime by PM system 4. Expands role of Operator as first point of early warning and prevention 5. Develops Professional Maintenance skills
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TPM is Planned, Predictive, & Preventive 1. Starts with 5S / Visual Factory 2. Builds a comprehensive downtime data base by cause, frequency, and duration 3. Predicts and prevents downtime by PM system 4. Expands role of Operator as first point of early warning and prevention 5. Professional Maintenance
5S Workplace
A safe, clean, orderly workplace is fundamental to quality, efficiency, and teams
Sort (organize) Shine (clean) Set in order (make orderly and neat) Standardize (visual place for everything) Sustain (maintain the system)
5S is short for: Sort, Set in Order, Shine, Standardize and Sustain 5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts. 5S is one of the activities that will help ensure our companys survival.
5S
1. Sort - All unneeded tools, parts and supplies are removed from the area 2. Set in Order - A place for everything and everything is in its place 3. Shine - The area is cleaned as the work is performed 4. Standardize - Cleaning and identification methods are consistently applied 5. Sustain - 5S is a habit and is continually improved Also - Work areas are safe and free of hazardous or dangerous conditions
Some 5S Examples
After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)
Before 5S
See the difference? 1. Sort - All unneeded tools, parts and supplies are removed area 2. Set in Order - A place for everything and everything is place from the in its
5S Examples - Shine
3. Shine - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.
5S Examples - Standardize
4. Standardize - Cleaning and identification methods consistently applied are
5S Examples - Sustain
5. Sustain - 5S is a habit and is continually improved
5S is a simple concept with powerful results. You will get additional information on 5S so that you will be well equipped.
Our experience is that the more we do 5S the better the work environment becomes: cleaner, safer, more organized, the work is easier, less confusion and less stress.
Use the 5S (work\home\play) - The more you use it the easier it becomes and life just gets better and better.
The Good
New Words
Kanban-(pronounced kon bon) - Pull type inventory control system. Items are only produced to meet customer needs. The request to produce more is signaled from an upstream operation and/or customer orders. Value Stream Map - A diagram of all processes needed to make and deliver the product to the customer.
Categorize at a minimum by Equip, Tooling, C/O, Other Segmented bar graph for E-T-O lost time Subcategories for Equip (e.g.)
Hydraulic / pneumatic Mechanical / lubrication Electrical / controls Shot-end components Slides Cores Inserts Ejector pins
Downtime Database
Tools
Minutes 60 40
Equip
TPM is Planned, Predictive, & Preventive 1. Starts with 5S / Visual Factory 2. Builds a comprehensive downtime data base by cause, frequency, and duration
Rate/hr vs. target or historical normal output (B/W) Database MP2 / maintenance history statistical probability (frequency & duration) Physical prediction of impending failure Sound (bearing) Temperature (cooling water) Flash (core pins) Shot monitoring system SPC on part geometry Hydraulic pressure (ejector pins) Spindle loads (amps) Fluids / Lubrication analysis (milipore) Vibration Signature Analysis
TPM
Production Operators Clean & Check Observe Categorize Production Planning & Control Schedule P.M.
OMP -
Operator training in TPM Operator basic equip inspection & tooling checks Operator basic cleaning Operator lubrication check One point lessons (capture knowledge) TPM Board & TPM Tags (proactive operator involvement)
TPM
Blue Tag-Operator or Maint responsible to repair Red Tag- Safety-related request (priority)
Tag Process
Operator/Supervisor 1. Abnormality Identified 2. Fill out Tag Red= Safety Blue= Prod/Maint 3. Hang C-tag as close to the defect as possible 4. Hang A &B Tags on the TPM Tag status board by Machine location and area of responsibility to correct. 5.Maintenance evaluates problem. If fixed immediately go to 6. If parts or time needed, maint pulls A tag from board. The A tag is MWO. The B tag is posted on the Maint WO status section of the TPM Board with est. timing. 6.After work is completed, maintenance completes back side of A tag and places both the A & B tag in the work completed box 9. Production management reviews the information. Also reviews the comments and takes actions if required. Places tag in history file box located in the office Tag information is recorded and reviewed for continuous improvement of PM database by Production and Maintenance; Repeat operator tags may indicate Maint needs to investigate. Production Management Maintenance
8. If OK, Operator/ supervisor removes C tag from machine and places ABC tags in Completed box. If not OK, tags stay and maint is contacted. Contact noted on tag.
1. Starts with 5S / Visual Factory 2. Builds a comprehensive downtime data base by cause, frequency, and duration 3. Predicts and prevents downtime by PM system 4. Expands role of Operator as first point of early warning and prevention
5. Professional Maintenance
Professional Maintenance
Equip Safety Skill building Cross-training Area Maintenance WC MRO stores Maint Mgmt System Down alarms Radios Planned PM
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OIL
General Inspection Prepare Temporary Standards Countermeasures for Contamination Initial Clean-up
TPM
Initial Focus
5S
What items need to be done Who will perform the check How often to check Where the location is to be checked What to use for the inspection or cleaning Target time to complete the task
TPM Summary
Peak Performance
5S
Visual Factory
TPM
Standardized Work