tpm cycle a

Total Productive Maintenance

© 2016 The Leadership Network®

© 2016 Jidoka®

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What does Current State Feel like?Cycle A - Understanding where you are.



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Developing Best Practice

30%DAILY OPERATIONS

70%FIREFIGHTING

20%FIRE-FIGHTING

20%DAILY OPERATIONS

In any Company, 70% fire-fighting is caused by two main phenomena:

Lack of Communication-(Cause)Lack of Adherence to Standards-(Cause)No Standards Exist (Solution)No Time to Deliver 100yr fix(Solution)

> 95%

Leaving only Unknown, Novel Issues of< 5%

}

}

60%SYSTEMATIC CONTINUOUS IMPROVEMENT



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You can join thecircle anywhere…..and you will end upback where you started!!

Try it…..

The Vicious Circle ofReactive Maintenance

WHY?

Can’t predict breakdowns

WHY?

No predictive or preventative maintenance

WHY?

No records, organised resources

or time

WHY?

Reacting to breakdowns



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Breaking the Cycle with the‘100 year fix’

1. Operation2. “Defect” Occurs3. “Defect” is FixedOnly for the same thing to happen again….

21

3

FIX

DEFECTOPERATE



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50

30

10 101015

50

25

0

10

20

30

40

50

60

Reactive Breakdown

Preventive P.M's Predictive CBM Proactive Design-Out

%

Current Benchmark

Current vs. (say,3yr) Benchmark Maintenance Time Allocation



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Self Assessment

In your own organisation



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Maintenance Self Assessment



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Score Range Actual Score of Delegate Groups

21 to 30

12 to 20

5 to 11

1 to 4

0

Benchmark Score for Your Company

TPM as a philosophy addresses each of these ten fundamental reasons forthe gaps in our existing Maintenance practices and recognises that it is theperson carrying out the tasks who is the key, and the way in which he orshe is supported is vital to achieve true cost effectiveness.

21 to 30 We have a major opportunity for improvement

12 to 20 We have significant scope for improvement

5 to 11 We are doing well, but can still gain some benefits

1 to 4 We are almost World Class

0 We are the World’s Best!!!



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• It is the Users or Operators of Equipment, Machines and Processes who can catch the information on the status quo of an item and prevent it from breaking down and that without getting their co-operation, no proper maintenance or asset care can be established.

• Let’s take the example of a Driver (the Operator) of a Private Motor Car…………..

TPM Recognises a Simple Fact:-



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• Other Conditions:L Steering Drag - (Touch & Eyes)L Wheel Bearing - (Hear)J Clutch Wear - (Touch & Hear)L Brake Wear - (Touch & Hear)L Exhaust - (Hear)J Engine Miss-Fire - (Hear & Touch)L Engine Overheat - (Smell)L Petrol Leak - (Smell)

• One Operator to Another:J Exhaust SmokeL Front/Rear LightsL Stop LightsL IndicatorsL Soft TyreL Rear Door not Shut

Front Line Operator Asset CareUsing Our Senses - Car Example

Not a single Spanner or Screwdriver involved in the above 27 Condition Checks. L = 17 of Them have Safety Implications



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TPM is about Team-Work(The Football Team Analogy)

MANAGER/SUPERVISOR

TPMFACILITATOR

DESIGNERS &ENGINEER(S)

FINANCE& HR

QUALITY &PROD CONTROL

STEERINGGROUP

PRODUCTIONPROCESS

MAINTENANCETECHNICIAN

THE CORE TEAM

KEY CONTACTS



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Four Cycle-11 Step TPM

ReviewPerformance

Criteria & History

Measurement & Opportunity

analysis of KPIs

(incl. OEE)

Equipment Criticality

Assessment

Condition Appraisal & Restoration

plan

Root cause Analysis &

Problem Resolution

Individual & Team Skill Development

Leadership & Behaviours

Audit & Review Process

MEASURECURRENT STATE & IDENTIFY OPPORTUNITY

CONDITION REVIEW(INCL. SAFETY ENERGY, & ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICEROUTINES

FUTURE STATE REALISATION THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set

Improvement priorities

DevelopFuture Total Asset Care

Best Practice & Standard Work

1 2 3

4 5 6

7 8

9 10 11



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Effective Maintenance in the Lean Enterprise with a Future

DailyPrevention

MeasureDeterioration

Inject BeforeBreakdown

Routine ServiceCleanAdjustInspect

(Autonomous Maintenance

Monitoring&

Prediction(Condition Based

Monitoring)

TimelyPreventativeMaintenance

(Fixed Interval PM Schedules)

Healthy Equipment is like a Healthy Body!!



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ReviewPerformance

Criteria & History


analysis of KPIs

(incl. OEE)


Assessment


plan


Problem Resolution


Leadership &

Behaviours


MEASURECURRENT STATE

& IDENTIFY OPPORTUNITY

CONDITION REVIEW

(INCL. SAFETY ENERGY, &

ENVIRONMENT)

PROBLEM PREVENTION &BEST PRACTICE

ROUTINES

FUTURE STATE REALISATION

THROUGH A HABIT OF CONTINUOUS IMPROVEMENT

Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set




1 2 3

4 5 6

7 8

9 10 11



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• What Sources do we have? • How Comprehensive are they and… • How Trustworthy are they?• How useful are they at measuring OEE?• List and Rank them 1 to 5, where:-

– 1 is Poor, – 2 is Fair, – 3 is Adequate, – 4 is Very Good – 5 is Excellent

Step 1 - Sources of Information



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Example STEP 1 Sources of Information 1 = Poor, 2= Fair , 3= Adequate, 4= Very Good, 5 = Excellent

Source HowComprehensive?

HowTrustworthy?

Howuseful re Calculating

OEE?

SAP 4 1 to 5 3 to 4-Possibily

Efficiency Files (AO1only) 3 3 No

Kissler Monitor (E14 only) 4 4 to 5 No

Operator Log Book 3 2 No

Maintenance Log Book 2 to 3 2 to 3 No

Tool History Log 3 to 4 3 to 4 No

Materials Handling Sy 3 5 D2D?

Robot History (E14 only) 3 Rarely Used No

OEM Manuals 4 to 5 2 Stds?

Operator Knowledge 1 to 5 1 to 5 No

Maintainer Knowledge 1 to 5 1 to 5 No

M/C History Single Page 1 5 Maybe?

SORT-Suspect Parts 4 4 No

Spares Usage 5 5 No

Daily Activity Sheet 3 to 4 3 to 4 2 to 3 redesign ?

Daily Management Board 3 1 to 5 No

Material Cycle Count 4 4 Stds?

Process Change Management 4 3 No



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• 18 Different Sources of Information • Some Probable Duplications & Very Fragmented • Lot of Data- But very little Information• Should be subjected to the E,C,R,S test • Significant no: of 1’s,2’s or 3’s • Differences of opinion depending on Job Role• Can we extract OEE?-Possibly but will be cumbersome• Therefore need to design and Implement OEE Shift Log

Step 1 - Sources of Info ExampleSummary Conclusions



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• What sources can we ELIMINATE• What sources can we COMBINE• What sources can we REPLACE with something

better• What sources can we SIMPLIFY and standardise

ECRS Test on sources of information



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OEE

Step 2 - Level the pitch!



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ReviewPerformance

Criteria & History


analysis of KPIs

(incl. OEE)


Assessment


plan


Problem Resolution


Leadership &

Behaviours




CONDITION REVIEW


ENVIRONMENT)


ROUTINES



Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set




1 2 3

4 5 6

7 8

9 10 11



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Measuring Equipment EffectivenessFloor to Floor Losses

Overall Equipment Effectiveness =

Availability x Performance Rate x Quality Rate

● Idling & Minor Stoppages

● Reduced Speed Losses

§ Breakdowns

§ Change-Overs

● Scrap,Defect & Rework Losses

● Start up Losses

The 6 x Classic Equipment Based Losses-(Floor to Floor)



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• ADOPT ? Maybe

• ADAPT ? Yes, Yes, Yes

• CORRUPT ? NEVER, NEVER, NEVER!!!

An OEE Health Warning !



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A Wider Perspective of OEE

Floor to Floor Losses The 6 x Classic Equipment Based Losses

Vs

Door to Door‘Management’ Losses

Supply Chain ’Supplier to Customer’ Losses

Vs



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The Value Stream and the OEE as an Enabler

65% M/C OEE(90%)

Classic 6 x Losses

FLOOR-TO-FLOOR OEE

55% DOOR-TO-DOOR EFFECTIVENESS (85%)

CustomersExternal Suppliers

45% “VALUE CHAIN” EFFECTIVENESS (80%)

Where (x%) = Target

y% = Actual



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• Labour Co-ordination losses• Product Starvation• No Packaging Mats• Pre-Kitting Shortages• Consumable Stock outs• Planned PM’s Standard times• C/o Standard times • Awaiting QA Clearance Instructions

Typical Door to Door‘Management’ Losses



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Important to recognise the differences

It’s important to recognise the different industry characteristics in for example , Process, Manufacturing, Packaging ,Utilities, Repair & Overhaul-especially (but not exclusively) in terms of :-



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Important to recognise the differences

It’s important to recognise the different industry characteristics in for example , Process, Manufacturing, Packaging ,Utilities, Repair & Overhaul-especially (but not exclusively) in terms of :-

• OEE Measurement• Operator Impact on Performance• Maintainer Impact on Performance• 5S Work place Organisation• Changeovers



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Recognising the differences

Facility OEE Measure Operator Impact

Maintainer Impact

5S -WPO Changeovers

Process Campaign or Batch OEE orFixed Repeatable Schedule (FRS)

Manufacturing Running Clock OEE

Utilities Relevance of OEE??

Repair & Overhaul Relevance of OEE??Pulse Line /FRS??



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Recognising the differencesFacility OEE Measure Operator

ImpactMaintainer Impact

5S -WPO Changeovers


Significant Major

Manufacturing Running Clock OEE

Major Major

Utilities Relevance of OEE??

Very Little Major

Repair & Overhaul Relevance of OEE??Pulse Line /FRS??

Very Little Major



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Recognising the differences

Facility OEE Measure Operator Impact

Maintainer Impact

5S -WPO Changeovers


Significant Major Significant(contamination control)

Significant re + CIP’s

Manufacturing

Running Clock OEE Major Major Major (to createFlow)

Major

Utilities Relevance of OEE?? Very Little Major ‘Housekeeping’Eng ‘Pride’

N/A?

Repair & Overhaul

Relevance of OEE??Pulse Line /FRS??

Very Little Major Major (to createFlow)

N/A?



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Value StreamManager

Shift TeamLeaders

ManufacturingArea T/L& Team

Overall Supply Chain Efficiency

Factory “Door-to-Door”(D2D) OEE

Machine/LineOEE

The OEE as an Enabler for a Site Performance Contract at 3 x Levels of Responsibility

Site Performance “Contract”Top Down Target Driven Management,Bottom-Up Shift Team - Based Activity

Maximize Value Added & Eliminate WasteThrough OEE Measurement To Direct/Focus Action/ ImprovementTO

TopDown

Bottom Up

“Floor ToFloor”(F2F)



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The SponsorVSM

The ‘Facilitator’Shift Team

Leader

The Do’ersShift Manufacturing

Team

Overall Supply Chain Efficiency

Factory “Door-to-Door” OEE

Machine/LineOEE

3 x Levels of Responsibilityfor Asset Effectiveness

The TPM “Contract”Top Down Target Driven Management,Bottom-Up Shift Team - Based Activity

Maximize Asset EffectivenessThrough OEE Measurement To Direct/Focus Action/ ImprovementTO

TopDown

Bottom Up

“Floor ToFloor”



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Unit/OperationManager

(D2D)

Availability Performance Quality

Unplanned Supply failure LabourCoordination

* Schedule Adherence

Planned Planned outages(* inc. waiting)

* Processing Losses Planned Material Waste

Goal: Effective use of internal resources (Agile Enterprises)

Loss Map Structure

General Manager Supply Chain

(S2C)


Unplanned Production Plan changes

New Product/ Technology Losses

Late or incomplete deliveries

Planned * Spare capacity/Surplus inventory

*Transport/*Motion Losses

VOC/Specification Losses

Goal: Effective use of potential capacity (Time-based competition)

Manufacturing Area T/L & Team

Equipment(F2F)


Unplanned Breakdowns Idling and Minor Stops

* Defects and rework

Planned Set up and adjustment

Running at reduced speed

Start up Losses

Goal: Effective use of assets (Agile Operations)(* 7 Classic Lean Wastes)



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• YOU CAN’T ALWAYS MEASURE ALL 3 COMPONENTS OF OEE – “WHAT GOES IN MUST COME OUT”– EITHER IT’S RUNNING, OR IT’S NOT!

Understand your Process Logic !!

=A) Yes Yes Yes

B) Yes No Yes

C) Yes No No

D) Yes Yes No

IF “NO” TREAT AS 100%

A P QX XOEE



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Define your Units of Measure

•Always Use of Time•Always RelevantAvailability

•Weight Per Period•Units per Period•Line Speed

Performance

•Rejects -v- Rework•Weight or Units•Giveaway!

Quality



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OEE Measurement & ResponsibilityExample Offshore Oil & Gas

FREQUENCY PARAMETER MEASURE RESPONSIBILITY PERSON

Monthly 1 Subsea Wells & Reservoir (ORE) APQ Owner Reservoir Engineer

Monthly 2 Field Management Effectiveness (OFE) APQ Owner Reservoir Engineer

Weekly `3 Effectiveness of Oil Plant (OPE) APQ Operator OIM

Weekly 4 Separation AQ Operator Production Supervisor

Weekly 5 Flare Minimisation P Operator Production Supervisor

Weekly 6 a) Gas Compression APQ Operator Production Supervisor

Weekly b) Overall Gas Compression System APQ Operator Production Supervisor

Weekly c) LP Eductor Equipment P Operator Production Supervisor

Weekly 7 Produced Water AQ Operator Production Supervisor

Weekly 8 a) Fuel Gas System APQ Operator Production Supervisor

Weekly b) Boilers A Operator Chief Engineer

Weekly 9 Water Injection APQ Operator Production Supervisor

Where The OEE =

A = Availability x P = Performance Rate When Running x Q = Quality Rate Produced



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What Can it Deliver in Improved Overall Equipment Effectiveness

Steel Plant from 74% to 90%

Chemical Plant from 33% to 74%

White Goods from 79% to 88%

Automotive from 48% to 75%

Flour Mill from 88% to 96%

Filling Line (A) from 55% to 85%

Filling Line (B) from 68% to 80%

Packing Line(1) from 66% to 87%

Packing Line(2) from 50% to 70%

OEE is the main KPI of TPM



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12 Months Average 2010

4 Wks Aver to 21 March 2011

4 Wks Aver to 30 Sept 2011

OEE 20.7% 44.2% 49.5%

Eq Failures 25.7% 16.0% 4.0%

Idle Time 38.0% 28.7% 21.5%

No Data 2.1% 0% 0%

Line Restraint 5.9% 0% 0%

Minor Stops 7.8% 5.7% 2.7%

Actual v. Target (Prod Plan)

73.0% 89.0% 100 %

Fill & Pack Line 6 Improvements(at Milestone 2 Achievement)



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Myths & Realities of OEE

Myth:An OEE of 85% is World Class

Reality:It certainly is NOT

We didn’t let the Japanese finish their sentence !



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World Class OEE

85% Is not a Golden Goal !

Look Inside OEE @ AV x PR x QR

Packing Line 80% x 96% x 97% = 75%

Flour Mill 98% x 99% x 99% = 96%

Product Cell 90% x 96% x 99% = 85%



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Myth:OEE is a Management Tool to use as a benchmark

Reality:This misses the point of OEE as a practical manufacturing-floor problem solving tool



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• Beware of not comparing like with like• Not just ‘Apples with Apples’ But ‘Bramleys with

Bramleys’!!!• Number and variety of product changes has big impact

on Availability• Who sets the Standards for Performance rates?

(Production Planning; Equipment Supplier or Engineering?)

• How big an impact does manning levels and skill levels have on cycle time?

• Are all minor stoppages recorded?• Are you measuring all aspects of quality including

packaging materials?

A Benchmarking Health Warning!Some ?’s to Ask Yourselves



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Myth:OEE should be calculated automatically by computer

Reality:The computation approach is far less important than the interpretation. Whilst initially calculating or inputting manually you can be asking ‘why’ (before mechanising)



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Myth:OEE on non-bottleneck equipment is unimportant

Reality:OEE provides a route to guide problem solving. The main requirement is for an objective measure of hidden losses even on equipment elsewhere in the chain especially if it is generating ‘controllable’ waste or non-value adding



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Myth:We don’t need any more output, so why raise OEE

Reality:Management’s job is to maximise the value generated from the company’s assets. This includes business development. Accepting a low OEE defies commercial common sense



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Myth:OEE is not useful because it does not consider planned utilisation losses and, for example labour co-ordination losses and material supply losses

Reality:OEE is one measure, but not the only one used. Others include productivity, cost, quality, delivery, safety, morale and environment. Often these ‘Door to Door’ Management losses (as opposed to Equipment, ‘Floor to Floor’ losses) are vitally important



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Measuring Equipment EffectivenessFloor to Floor Losses

Overall Equipment Effectiveness =

Availability x Performance Rate x Quality Rate

● Idling & Minor Stoppages

● Reduced Speed Losses

§ Breakdowns

§ Change-Overs

● Scrap,Defect & Rework Losses

● Start up Losses

The 6 x Classic Equipment Based Losses-(Floor to Floor)



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Why Change?

TRADITIONAL BLAMECULTURE

FINGER POINTING

FUTURE OEECULTURE

BUSINESS MEASURE

DOWNTIME = MaintenanceDept

PRODUCTION = ProductionSHORTFALL Dept

SCRAP = Quality Dept} AVAILABILITY %

x

PERFORMANCE RATE %

x

QUALITY RATE %} OVERALLEQUIPMENT

EFFECTIVENESS=



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• Attendance or Loading Time = 100 Hours• Unplanned Downtime = 10 Hours

• During 90 Hours Runtime, Output Planned to be 900 Units

We actually processed 810 Units

• Of these 810 units processed only 729 were Goodor Right First Time

• What is our OEE score?

OEE- A Simple Example



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OEE Worksheet

a Planned Runtime

b Actual Runtime BreakdownsSet-ups

Reduced SpeedMinor Stops

c Expected Output in Actual Runtime

d Actual Output

Expected Quality Outpute

f Actual Quality Output Scrap/ReworkStart-up Losses

OEE = b/a x d/c x f/e = %



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OEE Worksheet Answer

a Planned Runtime

b Actual Runtime BreakdownsSet-ups

100 hrs

90 hrs

Reduced SpeedMinor Stops

c Expected Output in Actual Runtime

d Actual Output

900

810

Expected Quality Outpute

f Actual Quality Output Scrap/ReworkStart-up Losses

810

729

OEE = b/a x d/c x f/e = %90

x810

x729

----- ------- ----- = 73%100 900 810



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OEE is Simple - Answer Explanation

Quality: 729 Units out of 810 Units

Availability: 90 hours out of 100 hours

Actual Expected

Performance: 810 Units out of 900 Units

Actual Expected

90x810

x729

----- ------- ----- = 73%100 900 810

x 100OEE =



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Availability % Performance Rate % Quality Rate % OEE %

➲ Breakdowns➲ Set Ups/

Changeovers

➲ Running at Reduced Speed

➲ Minor Stops & Idling

➲ Scrap Rework➲ Start-up

Losses

Current 4 WksAverage OEE 80 90 97 70

4 Weeks Best of Best (BoB) 90 (Wk1) 95 (Wk3) 98 (Wk1& 4) 84

World Class 95 96 99 89

Self Assessment Example

Difference between Current Average & BoB is (14 / 70) x 100%= 20% Real improvement In Productive Capacity



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Availability % Performance Rate % Quality Rate % OEE %

➲ Breakdowns➲ Set Ups/

Changeovers

➲ Running at Reduced Speed

➲ Minor Stops & Idling

➲ Scrap Rework➲ Start-up

Losses

Current 4 WksAverage OEE ? ? ? ?

4 Weeks Best of Best (BoB) ?? ?? ?? ??

World Class ??? ??? ??? ???

Self Assessment Format



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TEAM Current Average OEE

Best of Best OEE

World Class OEE

Weekly Value of BoB

& World Class

ULMA 3 Input

58% @168 hrs= 97.5 Prod hrs

73%122.5

81%136.0

+25.0 hrs / wk+38.5 hrs / wk

ULMA 3 Output

59% @168 hrs= 99.0 Prod hrs

75%126.0

85%143.0

+27.0 hrs / wk+44.0 hrs / wk

OEE Potential Benefit - Example



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ReviewPerformance

Criteria & History


analysis of KPIs

(incl. OEE)


Assessment


plan


Problem Resolution


Leadership &

Behaviours




CONDITION REVIEW


ENVIRONMENT)


ROUTINES



Feed

back

A

B

C

D

Assess Hidden

Losses/wastes& Set




1 2 3

4 5 6

7 8

9 10 11



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Question 1: What is stopping us Achieving Best of Best Consistently?– Answer: We are Not in Control of the Six Big Losses– However:Best of Best has a High Belief Level. Therefore

Teamwork and Problem Solving will Lead to Elimination of the Six Big Losses.

Question 2 : What is each % point Improvement worth on OEE?– Answer: 20% Improvement in OEE is often equivalent to

100% of the annual maintenance budget

OEE Performance Measure



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Step 3-Fishbone format for Assessing 6 Losses

AvailabilityRate

PerformanceRate

Qualityrate

BREAKDOWNS IDLING & MINOR STOPS YIELD, REWORK, SCRAP

X X

SET-UPSCHANGEOVERS

REDUCED SPEEDLOSSES

START-UPLOSSES

OEE



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Boxes/reams reloaded onto line after stoppages

Broke trim

Box/paper jams in m/c’s

Step 3-Fishbone format for Assessing 6 Losses

AvailabilityRate

PerformanceRate

Qualityrate

IDLING & MINOR STOPS YIELD, REWORK, SCRAP

X X

SET-UPSCHANGEOVERS

REDUCED SPEEDLOSSES

START-UPLOSSES

Sensor Replacement -5 mins

Gripper rods breaking

Wait for craftsmen

Reel change - 24 minsRe-set gripper - 17 mins

Width curl (poor quality paper) - 165 mins

Manhandling of reels

Box Lid Jams -13 mins (5)

Ream label jams -10 mins (3)

Box label jams -11 mins (2)

Pemco jams - 8 mins (2)

6 reel instead of 4/8 reel runs

Running @ 18 instead of 20 reams/min to reduce jams

Restriction to 14 reams/minson involvo as chain slips

Pallets not full

Boxes damaged by robot

Approx. 1/2” off reel diameter when loading reel on back-stands

Damaged/poor quality paper

80% 90% 97%

70%

Downtime = 211 mins

Figures in brackets denote frequency of occurrence

(Lost production = 8.96 tonnes)

OEE

BREAKDOWNS



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LabourMaterials/SparesOutside ServicesOverheads

ChangeoversSet up & Adjust

Idling & Minor Stoppages

Running at Reduced Speed

Breakdowns

Scrap,YieldsRework

Start-upLosses

Late Delivery

IneffectiveUse of Skills

Poor Image

Low Flexibility

Easy toMeasure

Low Impacton Profit

Difficult toMeasure

High Impact on Profit

The True Cost of Maintenance is7/8 Hidden…..



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Labour Materials /SparesOutside Services Overheadssay €1m Revenue Budget

ChangeoversSet up & Adjust

Idling & Minor Stoppages

Running at Reduced Speed

Breakdowns

Scrap,YieldsRework

Start-upLosses

Late Delivery

IneffectiveUse of Skills

Poor Image

Low Flexibility

Easy toMeasure

Low Impacton Profit

Difficult to Measure High Impact on Profit

The True Cost of Maintenance is7/8 Hidden…..

60% OEE€ 50m Sales



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You can be Very Efficient, but totally Ineffective!!

DCofM= € 1m

Sales at 60% OEE= € 50mSales at 72% OEE= € 60m€ 1m additional Margin (@10% on € 10m)20% increase in OEE=100% DCofM

(12 points =20% real increase inProductive Capacity)



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• If you cannot measure you cannot improve.

• Thoughts and reflections on OEE in your environment?

OEE

tpm cycle a

Business