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

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Maintenance, Maintenance, Maintenance, Maintenance, Maintenance,

Main

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nte

nan

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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