The Successful Total Productive Maintenance (TPM) Workbook

Contents
TPM Presentation Schedule and Timetable ............................................................................... 2 Identifying TPM Systems and Processes ................................................................................... 3 Activity 1 Vision of Equipment Performance ......................................................................... 4 Activity 2 Develop an Operator Watch-keeping Sheet using 3T with Tolerance Banding .... 8 Activity 3 Building Hi-Performance Teams.......................................................................... 10 Activity 3 Option - Case Study - Design a TPM System for a Novice Operator ..................... 11 TPM Change Management Matrix ........................................................................................... 13 Activity 4 Plan Your TPM Introduction ................................................................................ 19 Free Trainee Assessment and Achievement Certificate ........................................................... 21

TPM Presentation Schedule and Timetable

Activity Introduction Cost of Failure Where is the business return from TPM? A Vision for Equipment Performance Measuring Equipment Performance Using Equipment History Analysis Activity 1 Specify the characteristics of top performing equipment and how they are measured Continue Activity 1 Activity 1 report back and wrap-up Specifying Levels and Skills of Ownership Developing Multifunctional Teams Promoting Operator Ownership The Role and Importance of Supervisors Fact-Based Decisions and Actions Accuracy Controlled Procedures Visual Management Activity 2 Develop a 3T Watch-keeping Sheet Continue Activity 2 Activity 2 report back and wrap-up The Purpose of TPM The Value Added by TPM Identifying TPM System and Processes Match TPM Processes to the Vision Monitoring Operating Effectiveness Activity 3 Building hi-performance teams OR Case Study - Design TPM process for mum, wife or sister Continue Activity 3 Activity 3 report back and wrap-up Resourcing the Processes Providing the TPM Toolkit Prototyping your TPM System Change Management Champions Needed Supporting Your TPM Program Questioning, Learning and Improving Activity 4 Installing TPM and managing its future Wrap-up Finish

Identifying TPM Systems and Processes

How to achieve our aim of eliminating causes of equipment defects, losses and wastes through production operator involvement and ownership of equipment performance to keep equipment running at design performance.

Process
Identify key equipment with poor performance Define required equipment performance Identify the gaps in the performance Identify poor performance causes and evidence What can Operator do? What TPM skills, tools, measures? What cant they do? What TPM documents, charts, training, support systems? Select extent of trial. Develop documents, do training Conduct trial and refine. Expand use to next equipment

Methodology AUTHORISE > PLAN > PREPARE > TRAIN > IMPLEMENT > MEASURE
First advise the management/supervision and then the operation of TPM trial including reasons why and benefits it brings. Explain TPM. Explain the change management process that will be used, e.g. the one below. Specify the equipment involved in TPM trail and the extent of any repairs/rebuilding. Identify managers/supervisors/employees affected and what support is needed from them. Identify current losses, defects and wastes for each item of equipment. Identify the causes of losses, defects and wastes. Specify what equipment performance is necessary in terms of o availability, o product quality o throughput

Identify how to measure those parameters. Develop reporting and predictive KPIs to measure/trend equipment TPM improvements e.g. reporting KPI OEE. Predictive KPI - Number of work orders from watch keeping inspections by Operator Identify what issues affect the achievement of the required performances. Separate causes into Operations Influence, Maintenance Influence, Other Influences Investigate Operations Influence and Maintenance Influence to identify Operator involvement that assists improving equipment performance and list activities for the Operator. Identify skills, tools, measures and charting by Operator to improve equipment performance. Identify skills and knowledge gap to bridge Identify the team of people that provide needed knowledge and support for the Operator engineering, maintenance, production management/supervision Consider how to get Operator/Maintainer/Engineering/Production buy-in of new duty requirements and changes. Develop TPM documentation and 3T procedures with tolerance bands in step-by-step detail. Develop highly interactive and hands-on Operator training. Train Operators thoroughly and fully in all aspects of new methods so they are highly competent. Bring team together and introduce and teach TPM concept to them. Train team in the necessary business management practices required to take-over responsibility for their share of production. Plan with team members how they are to use their new skills and responsibilities in meeting production. Give team members opportunity to use new skills and ensure they are of sufficiently high standard. Conduct a 2 month trial and learn from the experience. Make necessary adjustments to measures/documents/procedures and trial until all is well. Expand trial to include other equipment and learn. Make necessary adjustments to measures/documents/procedures and trial until all is well. Plan staged roll-out to the rest of the facility. Conduct roll-out, monitoring progress and solving problems. Continually introduce improvements once they are tested and proven useful.

Activity 1 Vision of Equipment Performance

In this exercise identify the factors that tell you that your plant and equipment is performing excellently. For equipment in your operation define what good performance looks like. Equipment Type Characteristics of Top Performance Measures of Top Performance How to Achieve

Equipment Type

Characteristics of Top Performance Service flow in operation Service pressure in operation

Measures of Top Performance Required flow rate on meter or for timed flow. Required pressure on gauge Power draw within +- 10% of BEP design range Availability of 98% (ready to use 51 weeks per year.) Bearing vibration velocity readings are below 1.5 mm/s

How to Achieve Adjust flow with discharge valve Adjust pressure with discharge valve Adjust impeller diameter or select correct size pump Maintain pump in topclass condition Balance, alignment and precise, accurate assembly

Pump

Running at Best Efficiency Point (BEP) Always available for planned production. Maintenance cost is low

Equipment Type

Characteristics of Top Performance

Measures of Top Performance

How to Achieve

Equipment Type

Characteristics of Top Performance

Measures of Top Performance

How to Achieve

Activity 2 Develop an Operator Watch-keeping Sheet using 3T with Tolerance Banding

Item Freq Target Performance Tolerance
Good Flow 20% to +15% Sight bolts are tight and clean Better Flow 15% to +10% Clean feel if loose with gloved hands Best Flow 10% to +5% Clean, check if tight with ring spanner

Inspection Readings
Pressure: Flow: Which bolts were loose? Loose nut/bolt? Broken bolt? Bolt pulled-out?

Adjustments Made

Final Readings

Time & Date

Each Shift Pump 123A

BEP 10,000 lt/hr flow at 500 KPa pressure

First Monday of each month on day shift

Check hold-down bolts are tight and clean

Item

Freq

Target Performance

Tolerance
Good Better Best

Inspection Readings

Adjustments Made

Final Readings

Time & Date

Activity 3 Building Hi-Performance Teams

TPM requires combining people together Team Characteristics of Hi-Performance Share a common vision. Talk about what it means to them. Discuss how to achieve it together. Act as one; talk as one. Measures of Hi-Performance

Purpose

Measurable, line-of-sight goals

Duties

Knowledge

Documentation

Tools

Skills

Group Structure

Organisational Structure

Visual Management Tools

Activity 3 Option - Case Study - Design a TPM System for a Novice Operator
Equipment Top Performance Characteristics What Causes Top Performance? Running at BEP; low vibration Accurate balance, alignment and dampening Cleanliness, repair air leaks How Can Operator Assist Performance? Identify pump-set degradation in performance; increased vibration Check holding bolts and looseness TPM / Equipment Skills Needed Meter readings, using body senses for observing equipment operation Know how to report needed maintenance TPM / Equipment Knowledge Needed Causes of bearing failures, causes of vibration, knowledge of BEP importance Causes of vibration; causes of looseness Tools Needed Stethoscope, flow / pressure / power metering Device for cleaning pump frame/base Suitable cleaning device Performance Measures Needed BEP; maximum allowable vibration Visual inspection Visual inspection of cleanliness and listen for air leaks. Training Needed Pump operation , pump performance and pump-set condition monitoring Bolt deterioration and causes in the plant Safe cleaning practices; maintenance reporting

Centrifugal pump

Flow, pressure, BEP, maintenance cost

Vibration < 1.5 mm/s Smooth full stroke,; free to pivot, no air leaks; undamaged rod/cylinder/cover

Air ram

Keep clean, report leaks

Know how to report needed maintenance

How to clean outside of cylinder safely

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Equipment

Top Performance Characteristics

What Causes Top Performance?

How Can Operator Assist Performance?

TPM / Equipment Skills Needed

TPM / Equipment Knowledge Needed

Tools Needed

Performance Measures Needed

Training Needed

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TPM Change Management Matrix

Awareness > Interest > Desire > Action
Pressure for change
3 Policy and action plan in place Regular reviews Active commitment from top management

Clear shared vision

3 High level of awareness and support at all levels Staff highly motivated

Capacity (resources)
3 Resources (staff and funding) routinely committed Cost savings re-invested for further improvements

Action (and performance)

3 Action being taken and embedded throughout the organisation Monitoring and reporting of progress

2 Policy agreed and communicated to all staff

2 Representatives from all levels of management chain involved in planning process and drawing up action plan(s) All staff given opportunity to make an input

2 Key staff working on plans and projects. Staffing and funding needs identified and resources becoming available

2 Wider engagement across the organisation Low-cost and more nocost measures implemented

1 Board level champion appointed Drafting of policy

1 Key and supportive staff identified for assisting in drafting policy, taking action, and driving the process

1 Champion appointed at middle management level (to support the Boards Champion). Training & development needs assessment

1 Commencement of action at some levels of the organisation. Some no-cost measures implemented

0 No explicit policy Business as usual, no forward planning Lack of consistent leadership & responsibility (buckpassing)
Courtesy www.oursouthwest.com

0 De-motivated staff kept in the dark No communication. General mistrust

0 No investment. High stress levels in overworked and under-valued staff No training & development

0 Zero action (or limited to crisis management)

Start from where you are and move upward in each column.

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Extract from The Greatest Management Principle in the World book by Michael Leboeuf

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Activity 4 Plan Your TPM Introduction

Action Needed Priority to Implement A/B Benefit if Achieved People Affected / Impact Resources Required Schedule to Meet

Advise operation of TPM trial

People are fully informed of the new improvement effort and how it affects them.

Operators, maintainers, managers Their support is critical Production Manager

A well developed TPM proposal and implementation plan. Meetings to explain TPM and to involve them in the development of TPM in this particular operation

Start date for TPM project roll-out

Win support of people critical to TPM introduction

Will own TPM Get their commitment to provide people, ideas Maintenance Manager and willing support Provide men for the TPM support teams

Prior TPM start

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Action Needed

Priority to Implement A/B

Benefit if Achieved

People Affected / Impact

Resources Required

Schedule to Meet

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Free Trainee Assessment and Achievement Certificate

A service available to course Attendees for no extra charge is an initial audit/assessment of their workplace practices. We provide written feedback/advice and a certification of what has been done based on real examples provided to us from your operation. If the principles/practices of the course are applied well we acknowledge that with a certification of accomplishment reflecting the current level of achievement and expertise (Mastery/Excellence/Competence/Understanding/Awareness). That way when you employ the ideas from the presentations we can guide and encourage you in their use and best practice application. As your operation continually improves you can apply for new levels of certification to reflect its accomplishments. 1. the completed final draft of the Change Management Matrix Assessment
Change Management Assessment

2. the completed final draft of the TPM Introduction Plan

TPM Introduction Plan

3. a full set of the final completed Operator Minor Maintenance Procedures done to ACE 3T requirements and two (2) samples of completed Watch-keeping Checklists
Operator Minor Maintenance ACE 3T Procedures Completed Operator Watchkeeping Checklists (x2)

4. all spreadsheet listing of maintenance history 12 months before TPM and 6 months after TPM is in use for all equipment identified in the TPM Implementation Plan
12 months of Maintenance History before TPM 6 months of Maintenance History after TPM is in use

Send documents to Lifetime Reliability Solutions, PO Box 2091, Rossmoyne, Western Australia, 6148. Include a stamped self addressed envelope if you want the documents returned. 21