In order to understand anything, you must not try to understand everything
Aristotle
efficiency 1universality
focus!
Our focus today,
Total Total Productive Productive
MaintenanceMaintenance
With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them. This is where you analyze past trends, and try to extrapolate from historical data.
'Wearing' the red hat, you look at problems using intuition, gut reaction, and emotion. "Putting on my red hat, I think this is a terrible proposal." Usually the feeling is genuine but the logic might not be too great for others to understand.
Using black hat thinking, look at all the bad points of the decision. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them. Black Hat thinking helps to make your plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action.
The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.
The Green hat focuses on creativity: the possibilities, alternatives, and new ideas. It is a freewheeling way of thinking, in which there is little criticism of ideas.
The Blue Hat is used to manage the thinking process. "Putting on my blue hat, I feel we should do some more green hat thinking at this point."
Thinking HatsThinking Hats
Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance, Maintenance,
Main
tenan
ceMai
nte
nan
ce
BreakdownPredictivePreventive
??TotalProductiveMaintenance
Keeping the current plant and equipment at its highest productive level through cooperation of all areas of the organization
!!Maintaining & improving equipment capacity
Maintaining equipment for life
Using support from all areas of operations
Encourage input from all employees
Using teams for continuous improvement
Downtime LOSSESVARIOUS LOSS AREAS
PlannedStart-ups
Shift Changes
Coffee and Lunch Breaks
Planned maintenance shutdowns
Downtime
Unplanned
Equipment breakdown
Changeovers
Lack of materials
Downtime
Reduced SpeedReduced Speed
Idling and minor stoppages
Slow downs
LOSSESLOSSES
Poor QualityPoor Quality
Process nonconformities
Scrap
LOSSESLOSSES
Calculating Downtime Losses
Downtime Losses are measured by Equipment availability
A= (T/P) x 100
A = AvailabilityT = Operating Time (P-D)P = Planned Operating timeD = Downtime
Calculating Reduced Speed LossesCalculating Reduced Speed Losses
Reduced Speed losses measured by performance efficiency
E = { ( C x N ) / T } x 100
E = Performance EfficiencyC = Theoretical Cycle TimeN = Processed Amount (Quantity)T = Operating Time (P-D)
Calculating Poor Quality Losses
Poor Quality Losses measured by rate of quality products produced
R = { ( N – Q ) / N } x 100
R = Rate of Quality ProductsN = Processed Amount (Quantity)Q = Nonconformities
Calculating Equipment Effectiveness
Equipment Effectiveness is the products of previous metrics
EE = A x E x REE = Equipment Effectiveness
TARGET Equipment EffectivenessTARGET Equipment Effectiveness
85%85%
TARGET Equipment EffectivenessTARGET Equipment Effectiveness 85%85%
Last week’s production numbers on manufacturing center JL58 were as follows:
Scheduled operations = 10 hours/day; 5 days/week
Manufacturing downtime due to meetings, Material outages, training, breaks and so forth = 410 minutes/week
Maintenance downtime scheduled and equipment breakdown = 227 minutes/week
Theoretical (Standard) Cycle time = 0.5 minutes/unit
Production for the week = 4450 units
Defective parts made = 15 units
P = 10 hours/day x 5 days/week x 60 minutes/hour = 3000 minutes/week
D = 410 minutes/week + 227 minutes/week = 637 minutes/week
T = ( P – D ) = 3000 – 637 = 2363 minutes
Please calculateA = ( T / P ) x 100 (Equipment Availability)E = { (C x N) / T } x 100 (Performance Efficiency)R = {( N – Q ) / N } x 100 (Quality Products produced)EE = A x E x R (Equipment Efficiency)
Hands-on with Calculations
HOW
do we achieve 85% EE?
Target Equipment Efficiency 85%Target Equipment Efficiency 85%
BreakWe however request Green Hats to start thinking about the problem, when
we’ll return, we’ll discuss about the ideas given out by the Green Hats.
TARGET Equipment EffectivenessTARGET Equipment Effectiveness
85%85%
Total Productive Maintenance
Total Productive Maintenance
Learn the new philosophy
Promote the new philosophy
Fund the training and train everyone
Identify areas of the needed improvement
Formulate performance goals
Develop implementation plan
Establish autonomous work groups
Total Productive Maintenance Recipe
Life is the art of drawing sufficient conclusions
from insufficient premises
Samuel Butler
