TPM Basic

Thank You
For Not Smoking
LEAD TIME REDUCTION
PEOPLE SUPPORTIVE PRACTICE
20 KEYS
LEVELING/ SMALL LOT
EMPLOYEE INVOLVEMENT/ WHITE SHIRT
PROCESS CAPABILITY SIX SIGMA
Pull System
SUPPLIER DEVELOPMENT
QUICK SET-UP
CONTAINER -IZATION/ TRANSPORTATION ERROR PROOFING PLANT, MACHINE, OFFICE LAYOUT
WPO & VISUAL MANAGEMENT
TOTAL PRODUCTIVE MAINTENANCE
TPM STRATEGIES
Loss Elimination Planned Maintenance System Operator Autonomous Maintenance
Six Supporting Strategies To TPM
Initial Control System Zero Defects
Education And Training
What Do The Following Slides Have In Common ?
Linum flavum l.
6
10
11
What Did The Previous Slides Have In Common ? All Pictures Show Owner Involvement In Maintenance or Restoring Processes
12
TPM . . . . . What It Is
A support process for AMPS. Upgrading and improving equipment. A people skill building and training process. Part of daily activities.
13
Why Do We Need TPM ??

Competition Current JIT
Condition
. . . . To Support AMPS
14
What Is The Origin Of Total Productive Maintenance ?

From:
United States - Henry Ford - Preventive Maintenance
To:
Japan - Nippon Denso - Productive Maintenance
15
What Does TPM Stand For ? Includes: T Total Productive Maintenance

Total Production System Perfect Management, System Control
P
M
16
Definition: A set of activities for restoring equipment to its optimal condition and changing the work environment to maintain those conditions through daily maintenance activities.
17
Objective: To restructure the corporate culture through behavioral changes and equipment improvements.
18
Intent:
To upgrade the capabilities of all company members through education, training, and participation.
TPM
19
Purpose:
To identify productivity losses and involve all members of the company in loss elimination programs.
L O S S
20
What Are The Benefits For YOU?

Safe Job
Work Environment
Security
Improved
Increased Improved
Quality
Productivity
Skills
21
LEAD TIME REDUCTION
PEOPLE SUPPORTIVE PRACTICE
20 KEYS
LEVELING/ SMALL LOT
EMPLOYEE INVOLVEMENT/ WHITE SHIRT
PROCESS CAPABILITY SIX SIGMA
Pull System
SUPPLIER DEVELOPMENT
QUICK SET-UP
CONTAINER -IZATION/ TRANSPORTATION ERROR PROOFING PLANT, MACHINE, OFFICE LAYOUT
WPO & VISUAL MANAGEMENT
TOTAL PRODUCTIVE MAINTENANCE
22
TPM is a Team Effort

Team AM Begins and works its way through all employees including the New Hire of Today. Smaller Teams are Taking over Responsibilities Once Handled Exclusively by Managers and Supervisors.
23
TPM Class Make-up

All
Shifts Of Production Operators Maintenance/Tool Personnel
Unit
Unit
Management
Management
Plant
24
25
Photo Of Operators In Initial Clean-Up
26
Photo From Presidents CleanUp
27
Current Conditions To Improve:
Oil Socks Around Machines
Workplace Organization
28
29
30
31
32
Current Conditions To Improve:
Oil Socks Around Machines
Workplace Organization
33
34
35
36
37
What Can Be Expected? Productivity:

Value
added improvement 1.5 to 2 times. 40% reduction in breakdowns. Overall equipment efficiency up 1.5 to 2 times
Quality:
Reduction
in Work-In-Process (WIP) defects. Reduction in Parts Per Million (PPM).
Cost:
Production
costs reduced by 30%. Quality cost reduced by 30%.

38
What Can Be Expected? Delivery:

Reduced
finished goods inventory by 50%. 100% on-time delivery. Reduced premium freight by 60%.
Safety & Morale:

Zero
accidents. 5 -- 10 suggestions per employee.
Education:
Skill
upgrading of employees.
39
Comparison Of Key Indicators Before / After AMPS / TPM

Indicator Before After AMPS
21.2% 1.5% 1.2 Days 5.6% 37
After TPM
18 % 0.7% 0.5 Days 4.0% 7
Labor As A % Of Sales 28.9% Scrap As A % Of COS 5% Finished Goods Inventory 5 Days Cost Of Quality Parts Per Million 15% 2500
Delivery
98%
100 %
100 %
40
Maintenance personnel in half of U.S. plants spend 50% of their time fixing problems instead of preventing them.
60% 50% 40% 30% 20% 15.00% 10% 0% 8.00% Corrective Preventive Predictive 55.00%
Maintenance Technology, Inc. 1992
41
Equipment Failure Statistic

Equipment Failures Are Due To 37% Of Poor Lubrication Management
Lubrication Method
13.0% Lack Of Lubricant 24.0%
Other Equip. Failures 63.0%

Source: JIPM
42
Equipment Failure Statistic

Of Equipment Failures Are Due 12% To Dirt And Poor Clean-Up Habits
Lubrication Method 13%
Dirt 12%
Lack Of Lubricant 24%
Other Equip. Failures 51%
Source: JIPM
43
TPM Measurements :
Downtime

of Equipment Failures Stoppages Costs
Planned Unplanned Time
Minor
Maintenance Accidents
Changeover Equipment Clean-up
Check Time Defect Rate
Time
44
MEASUREMENTS
In-Company Defect Cost Rate Delivery Rate
1200 PPM Better 1000 800 95 1 3 90 85
Percent, %
8 Point s Better
600
400 200 '90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9
80 '90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9
45
MEASUREMENTS
Accidents
5 Accidents/Year
Improvement Suggestions
100Suggestions/Year
4
3 2 1 0 1990 1991 1992
80
60 40 20 0 1993 1990
Better
Better
32 Times
1991
1992
1993
46
47
48
49
VIDEO
INTRODUCTION TO TPM
50
BREAK ?
BREAK !!!
BREAK!!!!!!!!!!!!!
51
EDUCATION
52
What Are Skills?

The ability to respond to a
situation, without any

hesitation, based on prior
experience and training.
53
Levels Of Skills
Level 0 Do Not Know Level 1 Know The Theory Level 2 Can Do To Some Degree Level 3 Can Do With Confidence Level 4 Can Teach To Others Lack Of Knowledge Lack Of Training Lack Of Training Learned By Doing Knows Extremely Well
54
Ability Needed From Operators
Ability To Find & Improve Equipment Problems
Understanding Of Equipment Functions

Understand The Relation Between Equipment & Quality
Can Replace Consumable Parts

Good Team Member
55
Ability Needed From Maintenance Group

Can Teach The Proper Operation & Daily Maintenance of Equipment
Judge If Equipment Is Operating Normally Or Abnormally
Respond To An Abnormal Condition, Select, & Implement A Timely Repair

Technical Skills To Diagnose Equipment & Prevent Breakdowns
56
TPM One Point Lesson

No. Theme Date Of Preparation Category Basic Knowledg e Kaizen Cases Trouble Cases Team Leader SuperUnit Prepared visor Manager By:
ACTUAL RESULTS
Date Executed Teacher Student
57
TPM One Point Lesson 1. Basic Knowledge

General information that everyone
needs to know. This sheet is used to confirm that everyone understands an item the same way.
58

No. Theme
223
5-Feb. 2002
SuperUnit Prepared visor Manager By:
Visual Control
Basic Knowledg e Kaizen Cases Trouble Cases
Date Of Preparation Team Leader
Category
X
Full oil level
KF
DR
MA
CR
-----
Current level
Low oil level
Site Gage for hydraulic fluid: Oil must stay within the Full And Low level lines.
ACTUAL RESULTS
Date Executed 3-5 Teacher KF Student SB
59

2. Kaizen Cases
This category is used to document improvement cases that have been completed. This sheet will benefit other teams for possible
implementation on their lines.
60

No. Theme
235
5-Mar. 2002
Error Proofing
Category
KF
DR
MA
CR
Before condition: Forgetting to clamp flange in place.
Improved condition: Added a locator switch to insure clamps are holding flange in place.
Clamp Locator Switch

ACTUAL RESULTS
Clamp
Flange
61

3. Trouble Cases
trouble with a piece of equipment, and what was done to solve the problem. This category is very helpful if a past problem occurs again and it is difficult This category is used to document to
remember how it was repaired.
62

No. Theme
255
5-Jun. 2002
Tool Brealage
Category
X Before Condition: Frequent arbor breakage
KF
DR
MA
Key
CR
Arbor
Break
Improved Condition: Relocated key

Key
Arbor
ACTUAL RESULTS
63
TPM Training Outline

Class # 1 : Program Overview At Work Team
Meetings
Class # 2 : Introduction , Loss Elimination,

Education & Training
Class # 3 : Operator Autonomous Maintenance

(Steps 1-3)
Class # 4 :Operator Autonomous Maintenance
(Steps 4-7), Planned Maintenance, Zero Defects, Initial Control System

64
Step #4
Upon completion of the 3rd Step, the team will participate in the TPM Step #4 classes. This will lead the team into the individual
support classes for the various machine

elements. The team will study the elements on the following slide.
65
Outside Source Support Training

Screws,
Bolts, & Fasteners

Safety
Equipment
OIL
Lubrication Hydraulics Pneumatics
Drive
Systems
Systems
Electrical Machine
Systems
66
VIDEO PARADIGMS
67
LOSS ELIMINATION
68
Breakdowns & Defects Can Be Divided Into 2 Loss Categories

1. Sporadic Loss: Defects suddenly occur, or a piece
of equipment suddenly stops. The root cause is usually easy to locate.
2. Chronic Loss: This type of loss does not occur

suddenly. There is usually more than one type of cause to the loss, which makes the root cause difficult to locate.
69
Why Chronic Losses Remain Unsolved

CounterA measures Taken Unable To B Take Necessary Action No CounterC measures Taken
Almost No satisfactory results Giving No sign of improvementUp
Aware
Only temporary countermeasures No drastic countermeasures
Chronic Loss
Unaware
Loss not recognized Loss is under-estimated No quantitative evaluation Generation of chronic losses overlooked
(Such chronic losses as minor stoppage, speed, rework and start-up are most likely to be ignored.)
70
Chronic Loss Causes
Cause
Cause Cause Cause
Cause Cause Cause
Cause
(Single Cause) (Several Causes) (Combinations Of Several Causes)
Understanding The Cause
It is difficult to focus on and understand causes.

71
Before Clean-Up Photo
72
Before Clean-Up Photo
73
Chronic Losses Are Generated By The Lack Of Equipment Reliability

Design Manufacturing
Installation
Operation
Maintenance
74
What Are Slight Defects?
Problems which cannot be detected easily. Problems that are not considered to greatly contribute to defects or failures.
75
Photo Of Shavings On Bender
76
Why Should A High Priority Be Placed On Slight Defects?
Stop the snowball effect of accumulating defects.

To get to the root cause. Slight defects will develop into critical defects. Forced deterioration will shorten the life span of the equipment.
77
2 Types Of Equipment Deterioration

Natural Deterioration: Physical wear that occurs even though the equipment is used and maintained properly. Forced Deterioration: Natural deterioration that is increased from negligence on our part, such as lack of oiling, checking, repairing, etc.
78
Photo Of A Bar Leaning On A Machine
79
Latent Defects
Are . . . .
Hidden Seeds
causes of problems
80
2 Types Of Latent Defects

Physical:

Not Visible Need To Disassemble Hidden Behind Covered By Dust, Stains, Etc. Left Ignored Because Of Lack of Interest Or Skill Operator & Maintenance Indifference Not Familiar With The Defect Error In Judgement Of The Defect
81
Psychological:
2 Types Of Failures
Function Stoppage:
Failure causing the equipment to stop completely.
Function Deterioration: Equipment function is not fully utilized and is beginning to malfunction by minor stoppages.
82
Concept Of Zero Failure We must change our way of thinking to realize that the equipment can be protected from failure.
Equipment
Failure
83
Rules For Zero Failure

Discover latent defects to prevent failures
Failure is only the tip of the iceberg
FAILURE
LATENT DEFECTS
Dust, soiling, adhesion of raw materials. Abrasion, backlash, looseness, leaks Corrosion, deformation, flaws, cracks Temperature, vibration, sound, and other errors
84
How To Eliminate Failures To Zero

1. Establish Basic Conditions
2. Maintain Operating Conditions 3. Restore Equipment From A Deteriorated State
4. Improve Weak Points Of Design

5. Upgrade The Skill Level
85
5 Countermeasures For Zero Failures And 5 TPM Principles

1.
Establish Basic Conditions Loss Elimination
2.
Keep Operating Conditions
Operator Autonomous Maintenance
3.
Restore Equipment From A Deteriorated State
Planned Maintenance
4.
Improve Weak Points In Design
5.
Improve The Skill Level
Initial Flow Control Of Equipment
86
16 Major Losses Which Obstruct Production Efficiency
5 Major Losses Obstructing Manpower Efficiency 3 Major Losses Obstructing Material & Energy Utilization
8 Major Losses Obstructing Equipment Efficiency
87
16 Major Losses - continued

5 Major Losses Obstructing Manpower Efficiency:
1. Management Loss 2. Operating Motion Loss 3. Line Organization Loss 4. Logistics Loss
5. Measurement & Adjustment Loss

88

3 Major Losses Obstructing Material & Energy Utilization:
1. Energy Loss 2. Die, Tool, & Fixture Loss
3. Material Loss
89

8 Major Losses Obstructing Equipment Efficiency:
1. Equipment Failure Loss: Largest failure of all losses. Two types: a. Function-Stoppage: Failure occurs unexpectedly b. Function-Deterioration: Decreases over time 2. Set-Up & Adjustment Loss Set-Up: Losses due to changeover Adjustment: Minor process adjustments
90

3. Consumable Parts Change Loss: Weld tip, weld liners, cutting bits 4. Start-Up Loss: Equipment warm-up and stabilization Losses we have a tendency to put up with - part hanging - pushing re-set button
5. Minor Stoppage & Idling Loss:
91
Photo Of Operator Pushing A Reset
92

6. Speed Loss: Slowing the equipment down to produce good quality Time and manpower lost in both types Planned stoppage of equipment
7. Defect & Rework Loss:
8. Shutdown Loss:
93
How Do We Plan To Realize Our Losses
TPM
Step To The Top With TPM
94
TPM Measurements:
Downtime -- Planned -- Unplanned Changeover Time # Of Equipment Failures Minor Stoppages Maintenance Costs
Equipment Check Time

Clean-up Time
Accidents
Defect Rate
95
Measurement Details
Downtime:
-- Planned
Scheduled production stoppage Production stoppage due to equipment failure
-- Unplanned
96
Measurement Details
Unplanned Downtime: --This category of downtime is made up of the 8 Major Losses Which
Obstruct Equipment Efficiency.
97
Measurement Details
Planned Downtime:
--This category is made up of
scheduled production stoppages.
98
Measurement Details
Changeover Time:
-- Time period from last good piece produced to the first good piece produced on the new part number safely.
99
Measurement Details
Equipment Check Time:

-- The amount of time required to perform daily checks on the equipment. This time is from when the checks begin until all checks are complete on the cell
100
Measurement Details Clean-up Time:

-- The amount of time required to perform daily clean-up of the equipment and surrounding area
101
Measurement Details
# Of Equipment Failures:
-- Total number of equipment failures on a cell during the shift
102
Measurement Details
Minor Stoppages:
-- Number of equipment minor stoppages during the shift
103
Measurement Details Maintenance Costs:

-- Associated costs for maintaining the equipment on a line. These costs include all replacement parts cost and the labor required to replace the parts. Also included in these costs are the cleaning supplies to maintain the equipment
104
Measurement Details Accidents:

--
Number of accidents on a cell . . . . . . lost time and not lost time
105
Measurement Details
Defect Rate:
-- Defects generated by process
106
TPM TRAINING
107
108
What Is Operator Autonomous Maintenance? Activities where each operator performs timely inspection, lubrication, consumable parts replacement, repair, troubleshooting, accuracy checks, etc. . . . . on their own equipment.
109
What Is The Goal Of Operator Autonomous Maintenance? Keeping one's own equipment in good condition by oneself.
110
TPM Roles Of
Establish Basic Conditions
Keep Operation Conditions
Prevent Machine From Deteriorating
Improve Weak Points In Design
Improve Skill
Operators
Maintenance
Management
111
Activities Performed By The Operators

Prevent Deterioration
Measure Deterioration
Repair Deterioration
112
Photo Of Repairing Problem
113
Photo Of Repairing Problem
114
Activities Of The Maintenance Group

Measure Repair
Deterioration
Deterioration
Guidance To Operators
Provide
115
Maintenance Group Support To Operators In Steps 1 Thru 3

1. Training & Guidance In Equipment Structures & Functions 2. Guidance On Lubrication Items 3. Assistance In Locating Sources Of Contamination.
4. Improvement To Hard-To-Access Areas 5. Quick Response To Operator Requests
116
PRELIMINARY STEP 0
Before starting the step method, the following should be done.

Consider safety education about the equipment Revisit the Loss Elimination exercise
117
118
119
Machine / Lock Photo
120
VIDEO
LOCK OUT TAG OUT

121
STEP 1:

Initial Clean-Up
Cleaning Is Inspection:
Take pictures to show Before Conditions Safety first Thoroughly clean dirt accumulated over years Open covers and guards to clean inside Also clean the environment around the equipment Cleaning becomes a normal part of the operator responsibility
Using TPM Problem Tags:
122
Before Photo Of Sizer
123
Before Photo Of Sizer
124
125
After Photo Of Sizer
126
127
Photo Of Cleaning
128
129
Photo Of Cleaning
130
STEP 1:
Initial Clean-Up - continued

TPM
Cleaning is Inspection: Using TPM Problem Tags:

Tags to be filled out by all operators Attach tags to problem location Each problem requires its own tag BLUE TAG -- Operator responsible to repair RED TAG -- Maintenance group responsible for repairs
131
Autonomous Maintenance Step. No. 12 3 4 5 Problem Found Here Equipment: Asset No.: : Date Found: Found By: Description of Problem:
TPM
Autonomous Maintenance Step. No. 12 3 4 5 Problem Found Here Equipment: Asset No.: : Date Found: Found By: Description of Problem:
TPM
REMOVE THIS SHEET AFTER ATTACHING TAG AND USE IT AS COPY
ATTACH THIS SHEET TO EQUIPMENT
Page 1
Date Repaired:
Page 2
Repair Made By:

Description of Repair:
RETURN THIS TAG TO THE ORIGINATOR
Page 3
132
133
134
135
136
Tag History
Upon completion of the repair, log or file tags for future reference. Keep the information at the cell. Red tag history highlights: Recurring problems Repair history Maintenance response Blue tag history highlights: Operator repairs and minor stoppages Recurring problems that need to be red tagged
137
Photo Of Problem
138
Photo Of Problem
139
LUNCH !!!
FOOD!!!!!!
140
Floor Exercise 1
Initial Clean-up
1. Participants will go to the designated cell 2. Facilitators will assign participants to a specific piece of equipment or area 3. Using the proper cleaning material and TPM tags the participants will clean the equipment and tag all problems.
Continued on next slide
141
Floor Exercise 1 - continued

4. Upon Completion Of The Initial Clean-Up: a. Collect All Copies Of TPM Tags b. Take the Tags to the Training Room and Discuss the Tags and Problem Areas.
Be Sure to Return the Tags to the Cell
Discussion.
142
Step 2
Counter Measures for Hard-toAccess & Source of Contamination
143
Countermeasures For Hard-ToAccess & Source of Contamination

Countermeasures For Hard-to-Access Areas
1. 2. 3. 4. Relocate for better access Lexan covers Windows or guards Fill unused or unnecessary holes/grooves
Note: Always use approved and permanent countermeasures.
144
Countermeasures For Hard-ToAccess & Source of Contamination - continued

Eliminate Sources That Make The Equipment Dirty.
1. Repair or tag leaks 2. Create ways to remove slag, shavings etc. 3. Use filters where necessary 4. Check for exhaust fan possibilities 5. If the source can not be eliminated, contain the source until it can be eliminated Note: Always use approved and permanent countermeasures.
145
Source of Contamination Before
146
Source of Contamination After
147
Tree City Welder Before Improvement
148
Tree City Welder After Improvement
149
Steps In Preparing A Temporary Guard

Observe Line
Think Of A Way To Control The Source Of Contamination
Make A Model Using Corrugated Cardboard

3
Try
Fabricate Temporary Device Using Galvanized Steel Or Other Material Produce Final Device
2 1
Improvement
Suggest As Standardization And Future Design Information

150
Temporary Guard Photo
151
Hard-To-Access & Source Of Contamination Areas

Asset Page Equipment No.:____________________ No.:____________________ Name:____________________
Type
HTA SOC
Description Of Problem
Item Cleaning, Lubrication, Inspection
Completion
Countermeasure
Who Who Found Responsible

Target Actual
152
Floor Exercise 2
Participants will be given the Hard to Access & Source of Contamination documents to fill out at the cell. Allow 30 minutes to complete this form. Return to the training room for the Report Out.
153
Step 3
Prepare Temporary Standards
154
Prepare Temporary Standards
This step is to enhance the equipment reliability & maintainability.
155
Prepare Temporary Standards - continued

Temporary Check Sheet For Clean-Up & Lubrication Standards:
What items need to be done Who will perform the check Where the location is to be checked What to use for the inspection or cleaning Target time to complete the task
156
Prepare Temporary Standards - continued

Gauges should be marked for high and low operating ranges. Points of lubrication should be marked and color coded for quick, accurate identification.
157
Temporary Standard Check Sheet (Inspection, Cleaning, Lubrication)

Sketch Line Machine Effective Period Year Month Zone No. Description I.C.L. What To Do & Items Used How Often Who Target Time
Team Leader
Supervisor
Unit Manager
158
Sample Of Temporary Standard Check Sheet
159
Sample Of Temporary Standard Check Sheet
160
Floor Exercise 3
Participants will return to the floor and fill in a Temporary Standard Check Sheet.
Return to the training room in 30 minutes for the Report Out.
161
Implementation & Review
162
TPM Requirement
AMPS Review
163
Our old, ineffective, hierarchical model
will need to be replaced by the new

empowerment model of putting critical
thinking and decision-making skills into

the hands of a fully educated work force.
164
Program Outline
Management Will Receive The Initial Training Of Each Class Upon completing AMPS, The Work Team Will Begin TPM Unit Management Will Assist In The Training Review of Each Step Upon Completion Support Classes on Machine Elements will be Taught to Operators.
TPM Outline
165
Key Points For Success In Implementation

Cooperation Maintenance Led
Between All Departments understanding and support
By Work Teams
Operator
Input and Decision on Check Sheet Items Activities Become Part Of The Daily Routine
TPM
166
Key Points For Success In Implementation

(Continued)
Transmission
One
Of Education
Point Lesson Sheet
Standardization
Activities
Board:
One Point Lessons Defect Rate Current Step In Progress Problem Tag Data Downtime Data Equipment Check Time Accidents
Timing Chart # Of Equipment Failures # Of Minor Stoppages Changeover Time "Before" & "After" Pictures Clean-up Time Maintenance Costs
167
Key Points For Success In Implementation (Continued)

Quick
Repair TPM Meetings Step System Step Review Promote Success Stories
168
7 Step Development For Operator Autonomous Maintenance

Step 1: Initial Clean-Up Stage 1 Step 2: Countermeasures For Hard-ToUpgrading The Basic Access & Source Of Conditions Of The Equipment Contamination Step 3: Prepare Temporary Standards Stage 2 Steps To Measure & Prevent Deterioration Stage 3 Steps To Expand OAM & Master The Maintenance Skills
Step 4: General Inspection Step 5: Autonomous Inspection
Step 6: Standardization
Step 7: All-Out Autonomous Management
169
7 Step Development For Operator Autonomous Maintenance

Step 1: Initial Clean-Up
Step 2: Countermeasures For Hard-ToAccess & Source Of Contamination

Step 3: Prepare Temporary Standards
Stage 1 Upgrading The Basic Conditions Of The Equipment
Step 4: General Inspection Step 5: Autonomous Inspection
Stage 2 Steps To Measure & Prevent Deterioration Stage 3 Steps To Expand OAM & Master The Maintenance Skills
Step 6: Standardization
Step 7: All-Out Autonomous Management
170
TPM Training Outline

Class # 1 : Program Overview At Work Team
Meetings
Class # 2 : Introduction , Loss Elimination,

Education & Training

(Steps 1-3)

(Steps 4-7), Planned Maintenance, Zero Defects, Initial Control System
171
TPM Implementation Steps 1, 2, & 3

8030 LINE:__________
STEP MARCH
Mazda Express TEAM NAME____________

APRIL MAY JUNE
6 13 20 27
1
3 10 17 24
1 8 15 22 29
5 12 19 26
3
172
Autonomous Maintenance Review

Upon completion of each step, the work
teams will request a review of the step just

completed. This review will allow team and managers to confirm whether the Autonomous Activities are being followed to their intent.
173
Operator Autonomous Maintenance 7 Steps

T P M
Aut. Mgt. Standardization Autonomous Inspection General Inspection Prepare Temporary Standards Countermeasures for Hard-To-Access & Source Of Contamination Initial Clean-up
6
5 4 3 2 1
174
TPM STRATEGIES
175

TPM Basic

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Thank You

For Not Smoking

LEAD TIME REDUCTION

PEOPLE SUPPORTIVE PRACTICE

LEVELING/ SMALL LOT

EMPLOYEE INVOLVEMENT/ WHITE SHIRT

PROCESS CAPABILITY SIX SIGMA

CONTAINER -IZATION/ TRANSPORTATION ERROR PROOFING PLANT, MACHINE, OFFICE LAYOUT

WPO & VISUAL MANAGEMENT

TOTAL PRODUCTIVE MAINTENANCE

Six Supporting Strategies To TPM

Initial Control System Zero Defects

Education And Training

What Do The Following Slides Have In Common ?

Why Do We Need TPM ??

What Is The Origin Of Total Productive Maintenance ?

What Does TPM Stand For ? Includes: T Total Productive Maintenance

What Are The Benefits For YOU?

LEAD TIME REDUCTION

PEOPLE SUPPORTIVE PRACTICE

LEVELING/ SMALL LOT

EMPLOYEE INVOLVEMENT/ WHITE SHIRT

PROCESS CAPABILITY SIX SIGMA

CONTAINER -IZATION/ TRANSPORTATION ERROR PROOFING PLANT, MACHINE, OFFICE LAYOUT

WPO & VISUAL MANAGEMENT

TOTAL PRODUCTIVE MAINTENANCE

TPM is a Team Effort

TPM Class Make-up

Shifts Of Production Operators Maintenance/Tool Personnel

Photo Of Operators In Initial Clean-Up

Photo From Presidents CleanUp

Current Conditions To Improve:

Oil Socks Around Machines

Current Conditions To Improve:

Oil Socks Around Machines

What Can Be Expected? Productivity:

in Work-In-Process (WIP) defects. Reduction in Parts Per Million (PPM).

costs reduced by 30%. Quality cost reduced by 30%.

What Can Be Expected? Delivery:

Safety & Morale:

accidents. 5 -- 10 suggestions per employee.

Comparison Of Key Indicators Before / After AMPS / TPM

Maintenance Technology, Inc. 1992

Equipment Failure Statistic

Other Equip. Failures 63.0%

Equipment Failure Statistic

Lack Of Lubricant 24%

Other Equip. Failures 51%

of Equipment Failures Stoppages Costs

Planned Unplanned Time

Changeover Equipment Clean-up

Check Time Defect Rate

1200 PPM Better 1000 800 95 1 3 90 85

80 '90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9

What Are Skills?

situation, without any

experience and training.

Ability Needed From Operators

Ability To Find & Improve Equipment Problems

Understanding Of Equipment Functions

Can Replace Consumable Parts

Ability Needed From Maintenance Group

Respond To An Abnormal Condition, Select, & Implement A Timely Repair