emqc 071102.pdf
TRANSCRIPT
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ABB Ltd 2002
Total ProducMaintenance (
A workshop for the East M A workshop for the East MQuality Club and BusineQuality Club and BusinesDerbyshire by Terry Derbyshire by Terry
ABB Consultin ABB Consultin
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ABB Ltd 2002
Agenda
1. Introductions
2. Overview of Total ProducMaintenance (TPM)
3. Understanding downtime losses)
4. The role of Overall EquipEffectiveness (OEE)
5. The 5Ss and where it fits
6. Q & A
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ABB Ltd 2002
ABB Process and Business Co(PBC) is a group of 40 managmanufacturing consultants basUK with offices in Derby, WarHumberside and Billingham
We are part of a global networconsultancies comprising of 25worldwide enabling us to brinlocal abilities with multi-natiocapabilities for the benefit of o
Who are we?
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ABB Ltd 2002
Facts about ABBABB is one of the largest technology cworld with broad industry knowledge scope
Around 160,000 employees in more th
Leading position (1, 2 or 3) in each pro
Revenues in 2000: US$ 23 billion
Orders in 2000: US$ 25.44 billion
Headquarters: Zurich, Switzerland
Listed on the following stock exchangStock Exchange, Swiss Exchange, StoExchange, Deutsche Börse Frankfurt, Exchange
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Total ProductiveTotal ProductiveMaintenanceMaintenance
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ABB Ltd 2002
Total ProductiveTotal ProductiveMaintenanceMaintenance
Total ProductiveTotal Productive
MANAGEMENTMANAGEMENT
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Total productive maintenance: what does it mea
Total = Everyone
Productive = No wasted
Maintenance = As new co
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Total productive maintenance: a definition
“ ““ “A process which involves people from
factory/office working together safely, in
small organised teams, to ensure the most
efficient working equipment and
environment possible”
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ABB Ltd 2002
The ‘Pillars’ of TPM
O v e r a
l l E q
u i p m e n
t
E f f e c
t i v e n e s s
t
K a
i z e n
T r a
i n i n g
Management Commitment and Support
TPM Organisation
3 > 5 y
e a r s
Sub-groupssupport
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ABB Ltd 2002
The ‘Pillars’ of TPM
O v e r a
l l E q
u i p m e n
t
E f f e c
t i v e n e s s
t
K a
i z e n
T r a
i n i n g
v a
Management Commitment and Support
TPM Organisation
3 > 5 y
e a r s
Sub-groupssupport
T P M
M a n a g e m e n
t
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ABB Ltd 2002
The main issues that will need to be addressed:
People
Equipment
Methods
Losses/waste
Performance measurement
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People issues include:-Attitudes
Autonomous maintenance
Teamworking
Training
Managing
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Requires a change in attitude from:-“Its not my job”
“Its nothing to do with me”
“What’s the point”
“They don’t so why should we”
“It’ll do”
“Just get it going”
“Don’t tell me”
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ABB Ltd 2002
Equipment issues include:-Condition
Layout
Design
Spares
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Method issues include:-
Cleaning
Storage
Information flow and accuracy
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Loss issues include:-
Wasted time
Wasted effort
Wasted materials
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The six major losses :
1 Equipment Failure
2 Set-ups and changeovers
3 Start-ups4 Minor Stops/Idling
5 Speeds
6 Defects/Rework
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ABB Ltd 2002
Value and Non-ValueExisting Use of Time
1 2 4 5 6 7
After Elimination of Non-Value Added Activity
1 2 3 4 5 6 7
After Compression of Value Added Activities
0 Time Taken
1 2 3 4 5 6
3
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Performance measurement issues include:-
What data you collect
How you collect data
How you use data
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What is OEE?Is a high level measure
Is universal (ie used in process industries and discrecomponent manufacture)
Is a manufacturing benchmark
Is a ‘picture’ of the current situation (via a waterfall
diagram)
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Can be used to…
Calculate current and historical levels of
operational effectiveness
Provide a benchmark for targets and ‘World Class’
dataDetermine ‘the gap’ and to analysis current situatio
and establish where performance can be improved
Monitor the improvement process
Provide improvement priorities and focus
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How is OEE defined?The starting point of OEE is Ideal Performance
Running 8760 hrsAt a maximum proven rate (MPR)With no quality problems
(RFT)
Attributes losses from Ideal Performance toactivity;
Availability
Product RateQuality
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Actual Running Time
8760 Hrs
OEE - Availability
Availability is reduced by…
ShutdownsBreakdownsChangeover timesLack of skilled operators
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OEE - Product Rate
Product Rate is reduced by…
Failure to operate at the maximum proven rate (MPR) ooriginal equipment manufacturers specifications (OEMMinor StoppagesIdling
Actual Output
Actual Running Time
xMaximum Proven Rate
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OEE - Quality
Quality is reduced by
Producing wasteDefectsReworkStart up losses
Good Output
Actual Output
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OEE - summary
Actual Output
Actual Running Timex
Maximum Proven Rate
Actual Running Time
8760 Hrsx x
OEE = Availability x Product Rate x Quality
Good Output
8760 Hrs x Maximum Proven Rate
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ABB Ltd 2002
‘World class’ OEE
UK best about 40-50%
World class generally accepted as:
for single product process plant, > 95%+for batch plant, > 85%+
NB: Periods of no demand do not reduce availability
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ABB Ltd 2002
The 5Ss (visible factory)
1st S Shift
2nd S Shine
3rd S Sort
4th S Standardise
5th S Stick to the Rules
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The 5Ss (visible factory)
1st S Shift
2nd S Shine
3rd S Sort
4th S Standardise
5th S Stick to the Rules
In Japanese! Seiri
Seiton
Seiso
Seiketsu
Shitsuke
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1st S - Shift (and store)Shift unnecessary items to store or skip them ifobsolete (no use anymore)
Separate those items which are necessary for the jobfrom those which are not
Single out priority items, keep them as close aspossible and in a convenient place
Label up (tag) all equipment to be returned to store ordumped
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2nd S - Shine
Sweep and Shine the workplace
Spring clean the workplace (make the garage look likkitchen)
Secure your safety health and environment
Stop leaks
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3rd S - Sort
Secure a place for everything and store everything inits place including...
Tools for the jobs where they will be used the
most (use 80/20 rule)Consumables (consider using kanbans)
Shopfloor material locations for in and out of pla
Clearly identify work areas, equipment and rout
Compare your work area to your kitchen
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4th S - Standardise
Show that you can do everything in a standardisedway
Show operating procedures in photographs rather
than words near the workplaceSimplify equipment to make it easier to operate
Store files, contents of cupboards, folders VISIB
Get ALL shifts do everything the same way
Keep the place tidy, clean and organised
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The 5th S - Stick to the Rules
Support the process and DONT let it become just
another ‘flavour of the month’
Seek to eliminate root causes of problems
Schedule 5S routines and audits
Set up structured monitoring to maintain the gains
Make your improvements VISIBLE so you (and ever
else) knows you have made a difference
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Seeing is believing…Our experiences show that up to 40% productivityimprovement is available just by getting organised
Strangers should be able to operate in your workplace
Signposts/shadowboards/training/cleaning
Follow with simple tools and techniques for improvesuch as CEDAC and SMED
5Ss is the starting point for any improvement project
Foundation for the commencement of MIT/ContinuoImprovement Teams
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Typical faults you will find include...
Broken & damaged parts
Excessive wear & tear
Misalignments
Dirty & poorly maintained equipment
Rust & corrosion
Leaks
Poor connections & trailing wires
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ABB Ltd 2002
Benefits of the doing the 5Ss
Structure for working SMART not HARD
Involves people
Breaks down barriers between ‘ them ’ and ‘
Easy
Quick
Visible
CHEAP!
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ABB Ltd 2002
TPM & 5Ss focuses on...
Cleaning & Restoring Condition
Monitoring & Inspecting
Lubricating & Repairing
Improving & Organising
Training
Measuring
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ABB Ltd 2002
They address issues such as...
Equipment condition
Breakdowns
Working methods
Efficiency
Skills & knowledge
Standards & measurement
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They can help achieve...
Greater efficiency
Reduced failures
Reduced defects
Greater operator involvement
Better use of the maintenance resource
Less accidents
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ABB Ltd 2002
Key requirements for success include...Long term commitment
Determination to make it work
Start easy – ie 5Ss
Then move on to Autonomous and Preventative Mai
Change up a gear though training to Kaizen andTeamworking
Use other tools as needed ie SMED
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ABB Ltd 2002
So why don’t we do it?We think that it is difficult - its not!
We think we need a consultant to help us – you don’
it’s simple! but…
Must deal with ‘WIFM’
Must be ‘seen’ as important ALL the time!
Standard practice often in departments such as
Warehousing, Stores and Laboratories
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ABB Ltd 2002
So what now?
Get organised
Get cleaning
Get visible
Get fixing and...
GET ON WITH IT!!!
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