TPM should know or not, it improves performance
- 2. 2 Agenda S. No. Activity 1 Background 2 What is TPM? 3 Basic concepts of TPM 4 Pillars in TPM 5 TPM working structure 6 Roles of the different teams in TPM 7 TPM implementation challenges
- 3. Background 1
- 4. The Excellence methodology combined with the best approaches from different initiatives to make roll up on steep slope to remain competitive and have a reliable process | Lean Manufacturing Engine • Eliminate Waste • Enhance Speed • Efficient Value Streams • Lower Inventories • Reliable and effective Supply Chain Six Sigma Engine • Measurement & Benchmarking • Consistent Operations – Low Variability • Reliable Processes • Structured, data & fact-based approach • Improvement project management Journey to World Class WORLD CLASS ZERO LOSSES Sustainable Development • Metrics, Strategy, Projects, Surveillance and Reporting to enhance: • Resource Productivity • Environmental Stewardship • Social Responsibility Total Productive Maintenance (TPM) • Total Involvement through Objective oriented process-based structure • Housekeeping & Daily Management • Process, Asset & People Care • Continuous Improvement, Standardization, Mistake Proofing & Visual Control Organization
- 6. TPM – A definition • Goal is maximizing equipment production rates (overall plant throughput) • Establishment of total PM system covering the entire life of the equipment • Activities spread through all departments, including those which design, use and maintain equipment • All employees participate, from top management to helper • Improvement is multiplied through motivated workforce 6 Seeking more economic way of manufacturing – cut losses Philosophy of Prevention Overlapping Autonomous Small Group Activity and Web Structure
- 7. The goal of TPM is to improve Asset Performance through Asset Care, Process Care and People Care 7 The focus of TPM is to involve everyone and create ownership at all levels People Care Process Care Asset Care TPM has 4 basic objectives: 1. Zero Breakdowns 2. Zero Defects 3. Zero Injuries 4. Zero Waste Benefit to the Organization: Reduction in Breakdown, Repair time and Firefighting Improvement in Quality of products Manufacturing cost reduction Safety and Hygiene improvement – lesser accidents and employee injury. Reduction in occupational hazards. Enhancement of Knowledge and Skill Empowerment of the employees Reduction in searching time for spares – Increase in productivity Improvement in housekeeping and plant upkeep Customer satisfaction - timely dispatch of products Cultural Transformation and Pride in Workplace
- 8. Origin of TPM 8 “Even today TPM is equally important for improvement of Asset performance (OEE) in the plant” • Post the second world war, the Japanese realized that consistent and high-quality products cannot be manufactured due to poorly-maintained equipment. • In 1960, Nippondenso (a parts supplier for Toyota) adopted plant-wide preventive maintenance and further proposed that line-workers perform routine maintenance on their machines. • Autonomous Maintenance, performed by the operators, combined with Preventive Maintenance techniques and a total commitment to high quality and zero losses, leads to Total Productive Maintenance's birth. Production Maintenance TPM Japanese style of PM Maintenance Department’s sole responsibility U.S style of PM Preventive Maintenance
- 9. Why TPM : Maintenance Vs Production tussle 9 In actuality, the culture is of “I run it you fix it”. In this culture the operation and maintenance staff works separately, and it develops a tendency of “blame each other” in case of problems in the equipment. The general attitude of the people is: Maintenance personnel Production doesn’t know how to operate We have got too many repairs hence no time to do corrective maintenance We prepare the standard, but they never follow it. Maintenance does not know its job They take too long to repair the equipment We are too busy to do daily vital checks. Operational personnel Transformation brought by TPM Production Maintenance Traditional Total Productive Maintenance Maintenance Production Collaborative Working
- 11. There are lot of hidden losses within an organization 11
- 12. Aim of TPM is to improve the company by improving its people, process and equipment 12
- 13. How we do look at "Equipment Maintenance“ today? • Traditional Mindset • Fix it, when it breaks down • " Manage the Show" • Change Management • Improving Reliability and Predictability of equipments by analyzing Past breakdown patterns • Doing Low cost modifications to make equipment Operator friendly and Maintainer friendly 13
- 14. Production and Maintenance join hand in hand to attack losses 14 I Operate — You fix! Asset Care From
- 15. How will this partnership help? • Improved Operator understanding of the equipment , parts and their functionalities • Improved Maintainer appreciation of Operation and the difficulties involved in Operation • As a Shared objective, they improve Plant Effectiveness by: • Restoring the equipment to its optimum condition set during start up • Applying the most appropriate asset care • Resolving problems once and for all • Optimizing the process • Establishing Process Control • Establishing best practices for operating and preserving the life of equipment 15 Ownership of the entire plant and equipment similar to how we own our children
- 16. How can these help each other partner • Production • Predicts a problem before it happens by identifying abnormalities • Rectifies minor abnormalities and reports major ones to maintenance • Analyses all breakdowns as it happens for root causes along with the maintenance technician • Maintains the equipment in Optimum Condition by regular cleaning, lubrication, tightening and inspection (Asset care activities) • Maintenance • Carries out the Planned Maintenance Program based on past equipment failure patterns • Trains the operating staff to carry out Operator Asset Care activities • Reacts quickly to feedback on abnormalities detected by operating staff • Spends time on the line / process, to understand the difficulties involved in operation • Do modification of the given equipment to make it Operator friendly 16 Production/Process operators own the equipment, use their senses to detect abnormalities before they become breakdowns Maintenance technicians provide judgment & support and respond rapidly to Operator requests
- 17. Healthy equipment is like a healthy body... 17 Daily Prevention Routine Service (Asset Care) Clean Lubricate Tighten Inspect By Operators Inject before breakdown Timely Preventive Maintenance By Maintainers Measure Deterioration Monitor Predict By Operators & Maintainers
- 18. TPM involves every one • TPM calls for people to take ownership of the area they work in • Collecting performance data • Analyzing problems • Taking corrective & preventive countermeasures • Finally setting up an asset care & process control system • TPM emphasizes the importance of people in the plant for bringing about improvements • TPM promotes a manufacturing team, as opposed to a production team, a maintenance team, a quality team, etc. • TPM involves everyone 18 TPM will reduce costs and increase productivity & delivery capabilities by involving everyone in a systematic process
- 19. TPM impacts entire life cycle of Production System 19 Planning and Design of Production System Architecture of production system Operations and maintenance of production system Discontinuation of production system TPM ACTIVITIES Design products which are easy to manufacture Build equipment that will prevent losses Set operating conditions that will not lead to loss Set control conditions that will not cause losses Improve production system
- 20. TPM impacts all aspects of manufacturing system 20 Process Production Details Quantity, Quality Delivery Operator Skills Technical Knowledge, Skill, Attitude Work Basics Order of work, workplace layout, ergonomics, Method Supplementary Material Lubricants, Cutting fluids, machine oil, grinding media, cutting tools etc. Fixtures Dies, Measuring instruments, gauges, hand tools, MH equipment Utilities Electric Power, fuels, Steam, Air Pressure, Gas etc. Input Output Raw Material Specification, Manufacturability, Packaging, Handling & storage, Test reports, Receipt documentation etc. Product, Service Quantity, Quality, Cost, Delivery Time, Lot size Work Environment Degree of cleanliness, Illumination, noise, vibration, Temperature, Humidity Manufacturing Equipment Design, Operating Conditions, Asset Care
- 21. Basic Properties required for Machines 21 Reliability Energy Conservation Safety Operational Ease Autonomous Maintainability Maintainability
- 22. TPM offers an intensive toolkit for improvements in manufacturing system 22 Standardization • Housekeeping • Daily Inspection and Planned Maintenance • Mistake Proofing & Visual Controls • Modifications • Single Point Lessons & SOPs • Audits Infrastructure • Data Recording • Data Visibility • Communications • Knowledge Management Analysis • 5-Why • Fishbone • 9-Step Process • P-M Analysis • Criticality assessment • Condition Appraisal Best Practices • Feedback to Pillar Teams • Planned Maintenance • Projects • Safety Health Environment • Process Optimization • Energy Cost Reduction
- 23. Equipment losses generate from abnormalities which can be detected with our senses • What is an abnormality? • Abnormalities are those conditions which are deviations from ideal condition • Those are the conditions which become normal during course of time • Abnormalities are easy to eliminate than allowing it to generate into a breakdown/accident • The people who use the machine are the best people to identify abnormalities 23 Major Accidents/Breakdowns Abnormalities
- 24. Abnormality identification becomes very easy if the abnormality which is hidden is made visible 24 Clean Check Discover Abnormalities Eliminate Abnormalities Better Workplace
- 25. Pillars in TPM 4
- 26. The 8 Pillars of TPM ensures sustainable improvement in PQCDSM 26 Total Productive Maintenance 5 S, Visual Workplace Self Assessment & Audits Productivity, Quality, Cost, Delivery, Safety, Morale Foundation Pillars House of TPM Office TPM Education and Training Jishu Hozen (Autonomous Maintenance) Kobetsu-Kaizen (Focused Improvement) Quality Maintenance Early Management Keikaki-Hozen (Planned Maintenance) Enviro, Health and Safety
- 27. The 8 Pillars of TPM 27 TPM Pillar Pillar description / focus areas Autonomous Maintenance (Jishu Hozen) • Every team is an “Autonomous Maintenance Agent” • Operators have the autonomy to clean, inspect, and upkeep the equipment they operate Planned Maintenance (Keikaki-Hozen) • Planned Maintenance for all equipment • Adherence to Maintenance Plan • Effectiveness- Zero Breakdowns Focused Improvement (Kobetsu-Kaizen) • Continuous Improvement Initiatives • Avoid the loss of equipment, talent, raw materials, and energy ect. Quality Maintenance • Zero defective products • Stringent Process Control • Highest Customer Satisfaction Education and Training • Training needs are identified for all employees • Comprehensive training program-Technical, Behaviour and Specific Areas – Quality and Safety Early Management of Equipment • Design for Quality Assurance, • Design for Maintainability, • Life Cycle Costing. Environment, Health and Safety • Zero Safety Incidents • Zero Environmental Discharge/Pollution Office TPM • Eliminating losses in the administrative systems • Supporting improvement and sustainability of the manufacturing process efficiency
- 28. Autonomous Maintenance focuses on Ownership of equipment & Asset care 28 AM / JH Pillar
- 29. Planned Maintenance Pillar aims to achieve zero unplanned downtime 29 Understand current equipment situation Restore deterioration Carry out focused improvements Build an information management system Refine planned maintenance regime Refine Periodic Maintenance Build predictive maintenance system 1 2 3 4 5 6 7 PM Pillar
- 30. Kobetsu kaizen pillar is meant for focused improvement projects 30 Strategic projects in each area to ensure achievement of results through a focused approach We use the Six Sigma DMAIC approach for these projects KK pillar approach KK Project Kaikakus When is this done? • Solutiontoproblem is not known • Problemneedsdata analysis/optimization · Solutionto problem(Action)is known · Implementation isrequired What is the approach? · Projectidentification · DMAIC methodology · GototheGemba+ · Identifyactionpoints · Createactionplan · Implement FM / KK Pillar
- 31. Quality Maintenance Pillar follows 10-Step methodology to achieve zero defects in product quality 31 Step Objective Tool 0 Prioritise the processes for applying QM Impact Implementation Matrix, Pareto Chart, Brainstorming 1 Prioritise sub-processes for improvement rather than focus on all sub processes QA Matrix 2 For the critical sub-processes, conditions which will give defect free output 4 M & I Conditions Analysis 3 What are the problems which prevent zero defect Problem Chart 4 Prioritise Action points Impact Implementation Matrix 5 Analyse problems Gemba visits, Kaizen, kaikaku, FI, Six Sigma, PM Analysis 6 Assess Impact of Proposed Countermeasures before implementation FMEA 7 Implement Improvements Action Planning 8 Have we achieved defect free output? Review of 4M & I Condition Analysis 9 Consolidate and confirm checkpoints Quality Check Matrix 10 Sustaining Improvements Incorporation in CLTI checklists, Control Charts QM Pillar
- 32. Skill Development Pillar focuses on competency building through gap analysis 32 Role Description (Unique Position) KSA Identification Act. Profile Matching Gap Analysis Training Method Identification Training Plan Training Effectiveness Measurement Task Analysis 1 2 3 4 5 6 7 8 SD / E&T Pillar
- 33. Early Management– Why? 33 One of the targets is to reach the Vertical Start-up PROBLEMS EFFICIENCY Time for conventional start up Time for vertical start- up Objective Time Vertical Start up Conventional Start up Few Outputs of an effective EM Pillar: • Skilled people for operation and maintenance • Equipments should be: • Easy Operatability • Easy Monitoring • Easy Maintainability • Easily able to identify issues/root causes • Safe and Environment friendly 10 percent overrun on capital will cost almost half of what a 1 percent loss in efficiency will cost in 10 years! EM Pillar
- 34. Environment Health and Safety Pillar focuses on achievement of zero accident and minimum impact on environment 34 EHS 5S Ownershi p Safety Inspection Visual Control Risk Assessment Safety Suggestio n EHS Pillar
- 36. Daily Management process will be driven by DMTs – permanent process- based cross-functional teams that eventually take responsibility of daily operations management 36 AM / JH Pillar Factory is divided in to Areas • Production Quality Maintenance AREA 1 AREA 3 AREA 2 AREA 4 AREA 5 AREA 4 AREA 1 AREA 5 AREA 3 AREA 6 AREA 2 Each Area is owned by Daily Management Team Each area would be divided into number of JH teams comprising of members from operations and maintenance group
- 37. Linkage between JHs, DMTs and Pillar Teams AM / JH Pillar • The JH Leader reports into the DMT and is responsible for seeking support of DMT whenever required • One member from the DMT represents each Pillar team • Each pillar is headed by a functional champion who brings in expertise and best practices to the pillar. • Pillars bring in thought leadership and execution/ implementation happens through the DMT Pillar DMT JH JH JH DMT JH JH JH Pillar DMT JH JH JH
- 38. Roles of different teams in TPM 6
- 39. Roles of each team 39 Pillar Team DMT JH Team ·Initial meeting for 5-10 min discussing yesterday's problems and analysis using Why-Why/fishbone, safety to ·Performing CLTI activity scheduled for the day ·Identification and elimination of abnormalities during JH ·Perform Self-assessment JH Audits ·KPI tracking and KPI variances of previous day to be analyzed using Why-Why analysis/Fish bone analysis ·Abnormalities noted by JH teams to be discussed and action plans created. ·DMT/JH excellence level progress ·Review of yesterday’s action plan/any other issue ·Every Friday, Review of pending abnormalities ·Making OPLs and training OPLs ·Reviewing and Displaying the best Kaizens ·Creation of plant-wide systems for improvement in Productivity, Quality, Cost, Delivery, Safety, Morale and bringing in Best Practices
- 40. Roles of each team 40 JH Team DMT Pillar team ·Initial meeting for 5-10 min discussing yesterday's problems and analysis using Why-Why/fishbone, safety to ·Performing CLTI activity scheduled for the day ·Identification and elimination of abnormalities during JH ·Perform Self-assessment JH Audits ·KPI tracking and KPI variances of previous day to be analyzed using Why-Why analysis/Fish bone analysis ·Abnormalities noted by JH teams to be discussed and action plans created. ·Pillar agenda for the day ·DMT/JH excellence level progress ·Review of yesterday’s action plan/any other issue ·Every Friday, Review of pending abnormalities ·Making OPLs and training OPLs ·Reviewing and Displaying the best Kaizens ·Creation of plant-wide systems for improvement in Productivity, Quality, Cost, Delivery, Safety, Morale and bringing in Best Practices
- 42. TPM requires proactive change management approach to create a culture of Equipment Ownership (1/2) 42 Leadership Competency Motivation • Perception that Leaders do not “Walk the Talk” • Lot of firefighting and not able to follow systematic approach for problem solving • Inadequate questioning of Status quo – multiple inspection and approvals, high inventory etc. • Irregular and inadequate review of improvement initiatives • Lack of coaching and guidance to the teams • Inadequate process for Training Need Identification • Training Effectiveness is not measured • Lack of training on structured problem solving methodologies, Lean tools etc. • In appropriate measurement of losses • Wrong perception about Autonomous Maintenance activities • Lack of recognition and celebration of good work done • Lack of Reward and Recognition policy • Inadequate PMS system • Maintenance teams always have been rewarded for reduction in failure, not on reliability improvement • Conduct workshop for the Leaders at regular interval involving the top management • Identify Change Agents and Champion for the initiative with defined roles and responsibilities • Define structured review mechanism and review guidelines for the leaders • Prepare schedule for shop floor rounds, interaction with employees on floor and addressing their concerns • Develop structured systematic process for training need identification and measurement of training effectiveness • Conduct repeated trainings and workshops on problem solving tools, Focused Improvement tools • Conduct “Train the Trainer” program and develop internal trainers • Deploy Goals and ensure participation in training as trainer and trainee is linked with appraisal • Start the practice of “Good Work Done” – examples of good work in respective area at the beginning of any review or meeting • Deploy Reward and Recognition policy • Respect for the effect Operation team actions have on asset health • Start campaigns and involve employees at all levels • Deploy Goals and ensure performance of the Managers in improvement through Kaizen, high Impact Projects is linked with appraisal Challenges faced in TPM Implementation How we manage Change
- 43. TPM requires proactive change management approach to create a culture of Equipment Ownership (2/2) Challenges faced in TPM Implementation How we manage Change Communicati on Equipment Ownership Contract Workforce Management • Lack of clarity in Communication • Employees are unaware of the vision for the organization their role in it • Employees feel that their voice is not heard by the organization • Failure to start with operator-involved maintenance • Operators have knowledge gap in equipment and its working principle • Inspections get too technical and too complicated too fast • Inspection results and proactive work identification goes nowhere • No direct communication with the management • Lack of Recognition • Lack of Motivation and Sense of Belongingness • Prepare communication plan – frequency, agenda and by whom • Start Open Forum to listen the Voice of Employees – Improvement ideas, Concerns and feedback on quarterly basis • Make the workplace Visual – Important communications, instructions are displayed across the plant • Involve operators in reliability by having them carry out inspections, get involved in setting work completion priorities • Structured training through skill gap identification, measurement of skill index • Clear identification of operations team role related to maintenance(CLTI) and ensuring training and timely review mechanism • Make sure to have the back-end ability to act on the inspections and complete the proactive action your operators are identifying • Senior officials addressing them directly will make Contractual employees feel part of the organization and develop a greater bond to the company • Involvement of Contract workforce in Reward and Recognition policy • Mentor and Mentee Assigning each permanent employee (mentor) a group of mentees to guide them in their On-Job training and day to day routine • Scope of work and MIP to be clearly defined during contacting stage and same to be implemented