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Lean Thinking and Methods - TPM

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22 views4 pages

Lean Thinking and Methods - TPM

Uploaded by

shivaprasadhm90
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Lean Thinking and Methods – TPM

TOTAL PRODICTIVE MAINTENANCE


Total Productive Maintenance (TPM) seeks to engage all levels and functions in
an organization to maximize the overall effectiveness of production equipment. This method
further tunes up existing processes and equipment by reducing mistakes and accidents.
Whereas maintenance departments are the traditional center of preventive maintenance
programs, TPM seeks to involve workers in all departments and levels, from the plant-floor to
senior executives, to ensure effective equipment operation.
TPM addresses the entire production system lifecycle and builds a solid, plant-floor based
system to prevent accidents, defects, and breakdowns. TPM focuses on preventing
breakdowns (preventive maintenance), "mistake-proofing" equipment (or poka-yoke) to
eliminate product defects and non-de, or to make maintenance easier (corrective
maintenance), designing and installing equipment that needs little or no maintenance
(maintenance prevention), and quickly repairing equipment after breakdowns occur
(breakdown maintenance)

Method and Implementation Approach


TPM is focused primarily on keeping machinery functioning optimally and minimizing
equipment breakdowns and associated waste by making equipment more efficient, conducting
preventative, corrective, and autonomous maintenance, mistake-proofing equipment, and
effectively managing safety and environmental issues.

Six major losses that can result from poor maintenance, faulty
equipment or inefficient operation

Type of
Costs to Organization
Loss
Unexpecte
d Results in equipment downtime for repairs. Costs can include downtime
breakdown (and lost production opportunity or yields), labor, and spare parts.
losses

Set-up and
Results in lost production opportunity (yields) that occurs during product
adjustment
changeovers, shift change or other changes in operating conditions.
losses
Six major losses that can result from poor maintenance, faulty
equipment or inefficient operation

Type of
Costs to Organization
Loss
Results in frequent production downtime from zero to 10 minutes in length
and that are difficult to record manually. As a result, these losses are
Stoppage
usually hidden from efficiency reports and are built into machine
losses
capabilities but can cause substantial equipment downtime and lost
production opportunity.

Results in productivity losses when equipment must be slowed down to


Speed
prevent quality defects or minor stoppages. In most cases, this loss is not
losses
recorded because the equipment continues to operate.

Quality Results in off-spec production and defects due to equipment malfunction or


defect poor performance, leading to output which must be reworked or scrapped
losses as waste.

Equipment
Results in wear and tear on equipment that reduces its durability and
and capital
productive life span, leading to more frequent capital investment in
investment
replacement equipment.
losses

Organizations typically pursue the four techniques below to implement TPM

1) Efficient Equipment: To measure overall equipment effectiveness, a TPM index,


Overall Equipment Effectiveness (OEE) is used. OEE is calculated by multiplying (each
as a percentage), overall equipment availability, performance and product quality rate.
With these figures, the amount of time spent on each of the six big losses, and where
most attention needs to be focused, can be determined.
2) Effective Maintenance: Thorough and routine maintenance is a critical aspect of TPM.
First and foremost, TPM trains equipment operators to play a key role in preventive
maintenance by carrying out "autonomous maintenance" on a daily basis. ( Autonomous
maintenance is a manufacturing strategy that places the responsibility for basic
maintenance upkeep on the primary equipment user: the machine operator. It's meant to
prevent equipment deterioration by keeping it in like new condition).

{ 7 steps to implement autonomous maintenance

 Increasing worker knowledge and skills about equipment and its upkeep.
 Perform preliminary cleanups and equipment inspections.
 Check and eliminate contamination sources.
 Establish contamination standards.
 Conduct regular inspections.
 Standardize visual maintenance procedures.}

Typical daily activities include precision checks, lubrication, parts replacement, simple
repairs, and abnormality detection. Typical daily activities include precision checks,
lubrication, parts replacement, simple repairs, and abnormality detection. Workers are
also encouraged to conduct corrective maintenance, designed to further keep
equipment from breaking down, and to facilitate inspection, repair and use. Corrective
maintenance includes recording the results of daily inspections, and regularly
considering and submitting maintenance improvement ideas.

3) Mistake-Proofing: Known as poka-yoke1 in lean manufacturing contexts, mistake-


proofing is the application of simple "fail-safing" mechanisms designed to make
mistakes impossible or at least easy to detect and correct. Poka-yoke devices fall into
two major categories: prevention and detection.
a. A prevention device is one that makes it impossible for a machine or machine
operator to make a mistake. For example, many automobiles have "shift locks"
that prevent a driver from shifting into reverse unless their foot is on the brake.
b. A detection device signals the user when a mistake has been made, so that the
user can quickly correct the problem. In automobiles, a detection device might be
a warning buzzer indicating that keys have been inadvertently left in the ignition.
4) Safety Management: The fundamental principle behind TMP safety and environmental
management activities is addressing potentially dangerous conditions and activities
before they cause accidents, damage, and unanticipated costs. Like maintenance,
safety activities under TPM are to be carried out continuously and systematically. Focus
areas include
a. the development of safety checklists (e.g., to detect leaks, unusual equipment
vibration, or static electricity)
b. the standardization of operations (e.g., materials handling and transport, use of
protective clothing, etc.)
c. and coordinating nonrepetitive maintenance tasks (e.g., especially those
involving electrical hazards, toxic substances, open flames, etc.).

In many cases, equipment can be modified (see mistake-proofing) to minimize the


likelihood of equipment malfunction and upset conditions.

Implications for Environmental Performance


Potential Benefits:
Properly maintaining equipment and systems helps reduce defects that result from a
process. A reduction in defects can, in turn, help eliminate waste from processes in
three fundamental ways:

1. fewer defects decreases the number of products that must be scrapped;


2. fewer defects also means that the raw materials, energy, and resulting waste
associated with the scrap are eliminated;
3. fewer defects decreases the amount of energy, raw material, and wastes that are
used or generated to fix defective products that can be re-worked.
TPM can increase the longevity of equipment, thereby decreasing the need to purchase
and/or make replacement equipment. This, in turn, reduces the environmental impacts
associated with raw materials and manufacturing processes needed to produce new
equipment.
TPM often attempts to decrease the number and severity of equipment spills, leaks, and
upset conditions. This typically reduces the solid and hazardous wastes (e.g.,
contaminated rags and adsorbent pads) resulting from spills and leaks and their clean-
up.

Potential Shortcomings:
Failure to consider the environmental aspects or impacts associated with equipment
during mistake-proofing and equipment efficiency improvement can leave potential
waste minimization and pollution prevention opportunities on the table. For example,
equipment can often be modified to reduce or eliminate spills, leaks, overspray, and
misting that increase clean-up needs.

Lean Thinking and Methods - 5S


The 5S Pillars1

1) SORT
2) SET IN ORDER
3) SHINE
4) STANDARDIZE
5) SUSTAIN

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