Dv03pub6hsh8 Script

Copyright 1992 Society of Manufacturing Engineers
TOTAL PRODUCTIVE MAINTENANCE
SCENE 1.
CG: FBI WARNING
SCENE 2.
ANIMATION:
SME LOGO
SCENE 3.
STANDARD MI OPEN
MUSIC UP & UNDER
NARRATOR (V0):
MANUFACTURING INSIGHTS... MANUFACTURING ENGINEERING
MAGAZINE'S VIDEO SERIES FOR INDUSTRIAL MANAGEMENT.
SCENE 4.
TPM 9 (09:16:21 - 09:16:28)
(LS) RACK FOCUS IN PLANT FLOOR
PAN R (MS) OPERATOR AT TERMINAL
NARRATOR (V0):
THIS PROGRAM EXAMINES TOTAL PRODUCTIVE MAINTENANCE,
OR TPM, AND ITS VITAL ROLE IN ACHIEVING WORLD-CLASS
QUALITY.
SCENE 5.
TPM 8 (08:30:44 - 08:30:54)
(ECU) CHECK SHEET - ZOOM-OUT, PAN L (MS) PLANT FLOOR
PC WORK STATION
NARRATOR (V0):
WE BEGIN BY FOCUSING ON TPM'S KEY PRINCIPLES AND
INNOVATIONS, AND HOW THEY PROVIDE A RELIABLE
FRAMEWORK FOR IMPROVING COMPETITIVENESS.
SCENE 6.
TPM 5 (05:01:18 - 05:01:23) (EXT) STEELCASE BLDG
NARRATOR (V0):

THEN YOU'LL SEE TPM IN ACTION AT STEELCASE CANADA, IN
MARKHAM ONTARIO --
SCENE 7.
TPM 6 (06:19:58 - 06:20:09) (MLS) STEELCASE
MAINTENANCE SIGN
NARRATOR (V0):
WHERE SOLID PREVENTIVE MAINTENANCE EFFORTS ARE LAYING
THE GROUNDWORK FOR A TPM PROGRAM ...
SCENE 8.
TPM 4 - (04:10:23 - 04:10:30)(ECU) TAPE REEL; ZOOMOUT (MS)
NARRATOR (V0):
... AT LORAN CASSETTES AND AUDIO PRODUCTS, OF WARREN,
PENNSYLVANIA -- WHERE A SMALL MANUFACTURER IS
SUCCESSFULLY IMPLEMENTING TPM TECHNIQUES ...
SCENE 9.
NARRATOR (V0):
... AT MILLER BREWING'S TRENTON, OHIO PLANT WHERE A
PROGRESSIVE "COMPANY CULTURE" HAS TPM FLOURISHING IN
A UNIONIZED ENVIRONMENT ...
SCENE 10.
NARRATOR (V0):
... AND AT DELCO REMY'S MAGNEQUENCH PLANT IN ANDERSON
INDIANA WHERE A SIX YEAR EFFORT ESTABLISHED AN
IMPRESSIVE, ADVANCED TPM PROGRAM.
SCENE 11.
NARRATOR (V0):
WE THEN WILL WRAP UP BY DISCUSSING HOW TPM'S
CONTINUOUS IMPROVEMENT STRATEGY AND INTEGRATION WITH
NEW TECHNOLOGIES SUPPORTS WORLD CLASS QUALITY.
- FTB -

SCENE 12.
(ECU) PENNY ON EDGE RACK FOCUS IN
NARRATOR (V0):
BEN FRANKLIN'S FAMILIAR "A PENNY SAVED IS A PENNY
EARNED", IS COMMON SENSE TOO OFTEN IGNORED ON THE
FACTORY FLOOR.
SCENE 13.
NARRATOR (V0):
PRIOR TO THE 1970'S, MANUFACTURING COULD TOLERATE
INEFFICIENCIES -- MANAGEMENT PERCEIVED THE COST OF
DOWNTIME AS NEGLIGIBLE, WITH PRODUCTION COVERED BY
REDUNDANT SYSTEMS.
SCENE 14.
HONDA MARYSVILLE FOOTAGE
NARRATOR (V0):
TODAY, FIERCE GLOBAL COMPETITION WON'T ALLOW SUCH
LUXURIES -- FORCING MANUFACTURERS TO CONTINUOUSLY
SEARCH FOR NEW WAYS TO INCREASE PRODUCTIVITY.
SCENE 15.
(MS) WIREMAN ON-CAM (00:00:43 - 00:00:58)
WIREMAN (SYNC):
The capacity of the plant is directly affected by how
well the equipment operates. If the equipment only
operates at 50 or 60% efficiency then the plant can
only put out 50 or 60% of what it was designed to do.
(MS) WIREMAN ON-CAM (00:02:10 - 00:02:37)
WIREMAN (SYNC):
For years maintenance has been thought of as an
insurance or fire fighting group that only comes out
when there's problems. They fail to consider the
preventive side of it, and now with the
competitiveness of the world market, we realize that
we have to use every possible advantage, and
maintenance is one of the unexplored frontiers, so to
speak. It's one of the areas where manufacturers can
save a lot of money if they only really look at it.
SCENE 16.
NARRATOR (V0):
IN 1979, A DUN'S REVIEW STUDY ESTIMATED ONE-THIRD OF
THE 200 BILLION DOLLARS NORTH AMERICAN MANUFACTURING
OPERATIONS SPENT ON MAINTENANCE ACTIVITIES WAS WASTED

-- AND THESE COSTS ARE INCREASING AT 1O TO 15% PER
YEAR, ESCALATING TO MORE THAN 600 BILLION DOLLARS IN
1991.
SCENE 17.
(VO) WIREMAN ON-CAM (00:23:38 - 00:24:16)
WIREMAN (VO):
And if we stay with the 1/3 rule there...
WIREMAN ON-CAM
then we're roughly wasting $200 billion dollars a
year in raw maintenance expenditures in North
America. We are wasting as much as we spent back in
1979.
SCENE 18.
NARRATOR (V0):
WHILE THE IMPORTANCE OF MAINTENANCE IS PAINFULLY
OBVIOUS IN THE FIRE-FIGHTING MODE, TPM ENCOURAGES
EMBRACING NEW STRATEGIES AND SOLUTIONS THAT CAN
SIGNIFICANTLY EASE THAT PAIN.
SCENE 19.
(MCU) WIREMAN ON-CAM (00:07:32 - 00:07:41)
WIREMAN (SYNC):
TPM is an environment or a culture were everyone in
the plant or the facility understands that
maintenance is part of their job.
SCENE 20.
(CU) WILLIAMSON ON-CAM (15:03:56 - 15:04:09)
CG: ROBERT M. WILLIAMSON
DIRECTOR - TPM & WORKFORCE 2000
FLUOR DANIEL
WILLIAMSON (SYNC):
Basically it's focusing on a partnership between the
manufacturing or production people, maintenance,
engineering and technical services to improve the
equipment effectiveness.
SCENE 21.
CG PAGE:
TOTAL PRODUCTIVE MAINTENANCE
-
PREVENTIVE MAINTENANCE
PREDICATIVE MAINTENANCE
WORK ORDER SYSTEM
OPERATOR INVOLVEMENT (ON-CUE)

NARRATOR (V0):
SIMPLY STATED, TPM EMBODIES THE ELEMENTS OF A GOOD
MAINTENANCE PROGRAM WITH THE ADDED COMPONENT OF
OPERATOR INVOLVEMENT.
SCENE 22.
(MCU) WILLIAMSON ON-CAM (15:11:06 - 15:11:25)
WILLIAMSON (SYNC):
The elements of TPM aren't really new, its planning,
scheduling, preventive maintenance, predictive
maintenance, training, operators learning to operate
their machines effectively...
TPM 18 - BRICK WALL GRAPHIC
its doing detailed inspections of the equipment, its
small group activities, or natural work units, its
the common sense kinds of things that most companies
are doing now.
SCENE 23.
WILLIAMSON (SYNC):
The best definition of TPM is probably summarized in
the words "improving equipment effectiveness."
SCENE 24.
CG GRAPHIC OF OVERALL FORMULA
NARRATOR (V0):
AN EFFECTIVE FIRST STEP IN UNDERSTANDING TPM IS TO
BENCHMARK THE TRUE OUTPUT OF PRODUCTION EQUIPMENT BY
USING THE "OVERALL EQUIPMENT EFFECTIVENESS" FORMULA.
EXPRESSED AS A PERCENTAGE RATIO, THE "OEE" IS
DEFINED AS AVAILABILITY TIMES PERFORMANCE EFFICIENCY
TIMES THE RATE OF QUALITY PRODUCTS,
SCENE 25.
CG GRAPHIC OF AVAILABILITY FORMULA
NARRATOR (V0):
WHERE AVAILABILITY EQUALS OPERATING TIME MINUS
UNPLANNED DOWNTIME, DIVIDED BY OPERATING TIME, TIMES
100.
SCENE 26.
CG GRAPHIC OF PERFORMANCE EFFICIENCY FORMULA
NARRATOR (V0):

PERFORMANCE EFFICIENCY EQUALS THE THEORETICAL CYCLE
TIME MULTIPLIED BY THE PROCESSED AMOUNT, DIVIDED BY
THE OPERATING TIME, MULTIPLIED BY 100.
SCENE 27.
CG GRAPHIC OF RATE OF QUALITY PRODUCTS
NARRATOR (V0):
AND THE RATE OF QUALITY PRODUCTS EQUALS THE PROCESSED
AMOUNT MINUS THE DEFECT AMOUNT, DIVIDED BY THE
PROCESSED AMOUNT, TIMES 100.
SCENE 28.
CG: AVAILABILITY - 90%
PERFORMANCE RATE - 95%
QUALITY RATE - 99%
90% X 95% X 99% = 85% OEE
NARRATOR (V0):
WORLD-CLASS METRICS INDICATE AVAILABILITY SHOULD
EQUAL AT LEAST 90%, THE PERFORMANCE RATE AT LEAST
95%, AND THE QUALITY RATE AT LEAST 99% -- FOR AN OEE
OF 85%.
SCENE 29.
(MS) WIREMAN ON-CAM (00:16:09 - 00:16:22)
WIREMAN (SYNC):
Typically we find companies that are world class
above that. However, many companies in the US, after
they have looked at their overall equipment
effectiveness, find that in many cases it's in the
20s and 30s.
(CU) WIREMAN ON-CAM (00:17:14 - 00:17:31)
Then they begin to realize what the lack of a TPM
program is beginning to cost them and that's where
the first awareness is created. That's where the
program begins to build momentum. But without the
benchmarking initially they never see this.
SCENE 30.
NARRATOR (V0):
THIS PROCESS OFTEN REVEALS DEEP-SEATED, NONCOMPETITIVE SHOP FLOOR BEHAVIOR EXPRESSED BY SUCH

ATTITUDES AS "IF IT AIN'T BROKE, DON'T FIX IT" AND "I
RUN IT, YOU FIX IT".
TO FULLY BENEFIT FROM TPM,
THESE STIFLING PRECEPTS MUST BE REPLACED BY A

SUPPORTIVE "COMPANY CULTURE".
SCENE 31.
(MS) WILLIAMSON ON-CAM (15:02:19 - 15:02:44)
WILLIAMSON (SYNC):
Company culture simply defined is the individual and
collective behaviors of people on the job. Now
people behave on the job in different ways because of
habits, work practices, labor agreements, policy
procedure. The behavior of the people on the job is
governed by a lot of written documentation and past
practices. So its the way an organization behaves
all the way down to the individual.
To set out to change the cultures, changing habits
and practices that quite often have been there since
the company was founded, the preferable approach is
to redirect the culture in sort of an evolution.
Establish new goals, establish new rewards systems,
establish new habits gradually, rather than try to
change the culture.
SCENE 32.
NARRATOR (V0):
ALTERING AN ENTRENCHED CULTURE REQUIRES A COMPANYWIDE COMMITMENT TO "PEOPLE ISSUES".
SCENE 33.
WILLIAMSON (SYNC):
From a management perspective, involve the people
early on. Communicate to them why we're pursuing TPM
as an improvement initiative in our company.
SCENE 34.
(MS) WIREMAN ON-CAM (00:08:58 - 00:09:13)
WIREMAN (SYNC):
Create an awareness of what maintenance impacts. So
again you go to all the different departments whether
it's accounting, whether it's inventory and
purchasing, whether it's the design people, whether
it's the operations group or it's the maintenance
group till everyone have a common understanding of
what maintenance is.
SCENE 35.

People need to understand new ways of thinking about
work, new ways of doing work, new ways of working
together, new ways of improving equipment
effectiveness. They need to understand how am I able
to do some things that in the past I wasn't able to
do.
SCENE 36.
NARRATOR (V0):
WHILE TPM REQUIRES OPERATORS TO MAINTAIN THEIR
MACHINES IN GOOD RUNNING ORDER, PERFORM BASIC
MAINTENANCE, AND DEVELOP THE ABILITY TO DETECT
POTENTIAL PROBLEMS, THESE NEW RESPONSIBILITIES MUST
EVOLVE FROM GOOD MAINTENANCE PRACTICES.
SCENE 37.
(CU) WIREMAN ON-CAM (00:19:47 - 00:20:25)
The essentials would consist of a good preventive
predictive maintenance program being in place. It
would consist of good inventory and storage controls,
purchasing controls for maintenance being in place.
It would consist of a good work order information
system being in place utilizing planning and
scheduling techniques to build ultimately in
equipment history that is accurate enough to provide
good financial data on equipment management and also
to be able to plot engineering terms like mean-time
between failure and mean-time to repair so that we
can do true life cycle costing of the equipment and
optimize our assets.
SCENE 38.
NARRATOR (V0):
A KEY TOOL IN ORGANIZING THE DATA NEEDED TO SUPPORT
AN EFFECTIVE TPM PROGRAM IS THE CMMS, OR COMPUTERIZED
MAINTENANCE MANAGEMENT SYSTEM.
SCENE 39.
WIREMAN (SYNC):
A typical CMMS is comprised of equipment records, of
a work order tracking system, of a preventive
maintenance system, and of a stores and purchasing
system for spare parts.
SCENE 40.
NARRATOR (V0):

AN INDIVIDUAL DESIGNATED AS THE MAINTENANCE PLANNER
MANAGES THE CMMS AND TRANSLATES THE COLLECTED DATA
INTO A PRACTICAL MAINTENANCE STRATEGY.
SCENE 41.
(MS) WIREMAN ON-CAM (01:01:01 - 01:01:19)
WIREMAN (SYNC):
And typically they plan a job ensuring that the
proper steps of the job are listed, that the
materials are ready, that they have the equipment
coordinated with the operations group to be able to
shut it down to do the required maintenance on it.
They are the logistics person for a maintenance task.
SCENE 42.
NARRATOR (V0):
A TPM PROGRAM THAT'S THRUST UPON AN ORGANIZATION
WITHOUT SOLID MAINTENANCE CONTROLS WILL TAKE MORE
TIME AND MONEY TO IMPLEMENT, AND WILL HAVE A HIGH
POTENTIAL FOR
FAILURE.
SCENE 43.
WIREMAN (SYNC):
That is why the commitment up front typically is
getting maintenance under control to begin with and
then beginning the transition or the evolution to the
operator based and team-based and finally the TPM
type of environment.
- FTB -
SCENE 44.
TPM 6 (06:18:30 - 06:18:35) (MS) WELDER
NARRATOR (V0):
STEELCASE CANADA LIMITED IS CANADA'S LEADING
MANUFACTURER OF OFFICE ENVIRONMENT PRODUCTS.
SCENE 45.
TPM 6 (06:16:46 - 06:16:57) (MLS) TRUCK L THRU PLANT
NARRATOR (V0):

EMPLOYING 650 PEOPLE, THIS 720,00 SQUARE FOOT
FACILITY GENERATES ANNUAL SALES IN EXCESS OF $150
MILLION.
SCENE 46.
TPM 6 (06:20:27 - 06:20:34) (MS) OPERATOR GRINDS
CORNERS
NARRATOR (V0):
IT'S BECOME CLEAR THAT TPM IS AN ESSENTIAL COMPONENT
IN THE FACTORY'S PURSUIT OF WORLD-CLASS MANUFACTURING
OPERATIONS.
TPM 6 (06:19:30 - 06:19:36)
(MS) OPERATOR OPENS DRAWER
EVEN THOUGH STEELCASE HAD A SOLID PREVENTIVE
MAINTENANCE PROGRAM FOR YEARS, MANAGEMENT NOW
REALIZES MORE MUST BE DONE TO ACHIEVE TPM.
SCENE 47.
(MS) MARKOFF ON-CAM (05:01:52 - 05:02:11)
CG: JOHN MARKOFF
MAINTENANCE PLANNER
STEELCASE CANADA LTD.
MARKOFF (SYNC):
We felt that the operators could get involved in some
of their equipment on a one-on-one basis and take
some personal interest in making sure their
equipment's running properly and that the maintenance
staff could be more involved in making some of the
decisions that affect maintenance.
SCENE 48.
TPM 7 (BACKTIME - 07:00:55) (WS) TEAM MEETING
NARRATOR (V0):
THE FIRST STEP TO INVOLVE EMPLOYEES WAS TO FORM A
MAINTENANCE TEAM AND BRAINSTORM OPPORTUNITIES FOR
IMPROVEMENT.
(CU) MARKOFF ON-CAM (05:12:18 - 05:12:56)

The first project was the floor layout of the shop
and management let us do what we wanted to come up

with all the suggestions that we feel would improve
the shop floor...
TPM 6 (06:28:09 - 06:28:30) (WS) PAN R THRU

MAINTENANCE AREA
Management did agree on most every issue and we did
make all those changes to improve the shop itself,
which gave all the employees on the floor confidence
that we really could make the change in the
department if we put our minds to it and formed a
team.
SCENE 49.
TPM 9 (09:15:59:15 - 09:16:06:12) (CU) HANDS WRITE ON
SHEET
NARRATOR (V0):
INSPIRED BY THIS EARLY SUCCESS, THE PLANT FORMED
ANOTHER TEAM TO INVESTIGATE AN UPGRADED CMMS.
TPM 6 (06:21:54:09 - 06:22:03:12)
(MS) MAINTENANCE TECH AT TERMINAL
TO SUPPORT THE NEW SYSTEM, STEELCASE IS UPDATING ALL
ITS EQUIPMENT DATA AND REWRITING PREVENTIVE
MAINTENANCE PROCEDURES -- COMMONLY REFERRED TO AS
PM'S.
SCENE 50.
(MS) MARKOFF ON-CAM (05:09:05 - 05:09:32)
I've involved a couple of the mechanics in rewriting
some of the pm work orders that we do on the machines
to have them more involved because they will be doing
the actual pms on the equipment. So I feel they
should be involved on what is being done on the
equipment based on their knowledge and the manual for
the machine. They could also better inform me of how
long it would take to do certain operations.
SCENE 51.
TPM 6 (06:20:41 - 06:20:49)
(MLS) TWO OPERATORS AT PRESS
NARRATOR (V0):
OPERATOR INVOLVEMENT IS A FUNDAMENTAL FACTOR IN TOTAL
PRODUCTIVE MAINTENANCE -- AT STEELCASE THERE ARE NOW

DAILY AND WEEKLY PREVENTIVE MAINTENANCE CHECKS.
SCENE 52.
TPM 6 (06:02:06 - 06:02:18) (MLS) KARAU ON-CAM
CG: ALBERT KARAU
NC PUNCH PRESS OPERATOR
STEELCASE CANADA LTD.
KARAU (SYNC):
I have to go around to the other side of the machine
and press a lubrication button which automatically
lubricates all the bearings, etc., on the machine,
this only has to be done once every morning when I
start up.
TPM 6
TPM 6
TPM 6
note:
(06:02:24 - 06:02:30) (VO) KARAU

(06:09:53 - 06:09:57) (MS) HAND ON SWITCH
(06:10:03 - 06:10:07) (MLS) TURRET TURNS
can run into next scene
In the turret here, where all the tooling is located,
I have to inspect it weekly...
(MLS) KARAU ON-CAM (06:02:33 - 06:02:55)

just check for any broken springs, loose set screws,
and so on. Other than that, I just try and just keep
the general area around the machine clean...
TPM 6 (06:10:14 - 06:10:25)
(MS) LUBE TURRET AREA
I'm required to grease and oil the machine on a
weekly basis. There are approximately maybe 20-25
grease nipples that I have to make sure the machine
is lubricated.
The table, the work clamps etc, have to be kept
functioning properly so that there are no problem
with those.
TPM 6 (06:04:06 - 06:04:13) (VO) KARAU
TPM 6 (06:11:26 - 06:11:33) (MS) LUBE TABLE AREA
At one time our maintenance department was
responsible for all machine maintenance here.
TPM 6 (06:04:50 - 06:05:12) (MS) KARAU ON-CAM
In those days I was an operator and that was it, I

wasn't involved in any maintenance. The only thing
that I was involved at that time was set ups which
meant changing tools in the turret here, so that was
the only way I could might discover a potential
problem of any kind...
TPM 6 (06:10:51 - 06:10:57)

(MS) OPERATOR LUBES BENEATH HOOD
but as far as greasing, oiling, etc. that was
strictly up to our maintenance people.
TPM 6 (06:04:20 -06:04:27) (MS) KARAU ON-CAM
The operators now at least, play a partial role in
keeping their own equipment in good shape
SCENE 53.
TPM 6 (06:11:52:23 - 06:11:55:08)
(CU) HAND PUSHES BUTTON
TPM 6 (06:11:42:16 - 06:11:48:00)
OPERATOR CHECKS HOSES
NARRATOR (V0):
THROUGH THESE DAILY CLEANINGS AND ROUTINE PM'S,
OPERATORS LEARN MORE ABOUT THEIR MACHINES AND DEVELOP
NEW SKILLS THAT STRONGLY IMPACT PRODUCTIVITY.
SCENE 54.
KARAU (SYNC):
If I discover something lose, I know how to repair it
myself. I know how to sharpen the tooling myself.
That doesn't have to be done by our maintenance
people.
SCENE 55.
TPM
NARRATOR (V0):
WITH THIS GREATER UNDERSTANDING, OPERATORS CAN
DETERMINE WHEN A PROBLEM EXCEEDS THEIR EXPERTISE AND
WRITE A JOB ORDER REQUEST.
TPM 6 (06:29:01 - 06:29:15)
(CU) JOR (ZOOM-OUT) (MS)
NARRATOR (V0):
IN THE PAST, THE ONLY PERSON AUTHORIZED TO DO THIS
FUNDAMENTAL TASK WAS THE LEAD HAND OR FOREMAN, WHICH

OFTEN HINDERED PRODUCTIVITY.
SCENE 56.
(MS) KARAU ON-CAM (06:08:09 - 06:08:25)
KARAU (SYNC):
Well it was a longer time between service because
sometimes the foreman or lead hand might leave it on
his desk for a day or so before he got around to
taking it to maintenance. Whereas now we fill it out
ourselves we take immediately to maintenance. We're
talking five minutes.
SCENE 57.
NARRATOR (V0):
STEELCASE ALSO USES PREDICTIVE MAINTENANCE
TECHNIQUES.
FOR EXAMPLE, OIL SAMPLES ARE COLLECTED
AND SENT TO A SERVICE LABORATORY, WHERE THEY'RE

INSPECTED FOR PARTICULATE CONTENT.
PREPARED AND RETURNED TO STEELCASE.
A REPORT THEN IS
THIS ENABLES
MAINTENANCE TO MONITOR WEAR ON HYDRAULIC SYSTEM

COMPONENTS AND DEVELOP AN EFFECTIVE PM SCHEDULE.
SCENE 58.
NARRATOR (V0):
WHILE STEELCASE IS IN THE EARLY STAGES OF EVOLVING
FROM PM TO TPM, MANY OF ITS MAINTENANCE PROCEDURES
AND THE IMPROVEMENTS MADE SO FAR ARE A POSITIVE
INDICATION OF A COMMITMENT TO WORLD-CLASS
MANUFACTURING PRINCIPLES.
- FTB SCENE 59.

NARRATOR (V0):
LORAN CASSETTES AND AUDIO PRODUCTS IS A Q-1 SUPPLIER

FOR FORD MOTOR COMPANY AS WELL AS HASBRO TOYS AND
VARIOUS SMALLER CUSTOMERS.
MAINTAINING THE
PRODUCTION EQUIPMENT IS VERY IMPORTANT SINCE THE

COMPANY EMPLOYS ONLY 120 PEOPLE.
SCENE 60.
(MCU) RICH ON-CAM (03:29:52 - 03:30:02)
CG: DICK RICH MAINTENANCE MANAGER
RICH (SYNC):
When that machine goes down it's a big responsibility
to all the maintenance to get it back up and running
as soon as possible. Otherwise we are looking at 30,
40 girls off work for a week till it comes back on
line.
SCENE 61.
NARRATOR (V0):
CAUGHT UP IN FIRE-FIGHTING, LORAN STARTED ITS PM
PROGRAM IN MID 1990.
MANAGEMENT QUICKLY DISCOVERED
THE FIXES WERE NOT NECESSARILY ADDRESSING THE ROOT

CAUSES OF PROBLEMS.
SCENE 62.
(MCU) RICH ON-CAM (03:28:42 - 03:28:59)
RICH (SYNC):
Something would break we'd spend time fixing it. The
first thing you know something else is broken and
you're spending time fixing that. You never have a
chance to go back and fix something right for a long
term fix. And we could see we weren't getting
anywhere.
SCENE 63.
NARRATOR (V0):
THE FIRST STEP TOWARD TPM WAS TO GROUP THE PLANT IN
LOGICAL MAINTENANCE DIVISIONS, THEN ESTABLISH TEAMS
TO SERVICE AND MONITOR THOSE AREAS.
INITIALLY, MANY
EMPLOYEES RESISTED CHANGE ...

SCENE 64.
(CU) RICH ON-CAM (03:16:02 - 03:16:24)
RICH (SYNC):
I think you're going to see some resistance to the
increased work load. It only takes a few minutes.
It's hard to explain to people that it takes 10 - 15
minutes a day to convert, to write out their problem

list and convert that into data on the computer, but
it pays big dividends.
SCENE 65.
NARRATOR (V0):
SHOP MANAGERS ALSO HAD DOUBTS AT FIRST ...
SCENE 66.
SITTIG ON-CAM (02:04:20 - 02:05:33)
CG: LEE SITTIG
MAINTENANCE GROUP LEADER
SITTIG (SYNC):
I had an ex-supervisor that got promoted and when we
started down here he didn't believe in total plant
management, pm schedules and naturally recording them
so we had them for future use. The thing that turned
him around we had a production run that was running
for about six months that was a 1000 over spec and we
couldn't figure out this one part was out of spec. I
got into the computer went back and started checking
the dates of when this started and found that we had
broken an injector bolt on that date. So we went
back to that injector bolt and found that is was
about a 1/1000 too long, ground that 1/1000 off and
restarted the machine up with good product. We would
have never found this if we didn't have this data
recorded and saved in a type of manner that we could
find again.
SCENE 67.
NARRATOR (V0):
WHILE MANAGEMENT BUY-IN IS ESSENTIAL TO STARTING AN
EFFECTIVE PROGRAM, CONTINUED SUCCESS HINGES ON SHOP
FLOOR EMPLOYEES DATA COLLECTION EFFORTS.
TO ENSURE
ACCURACY, LORAN DEVELOPED A CODING SYSTEM THAT

UNIFORMLY IDENTIFIES DIFFERENT PROBLEMS.
SCENE 68.
(MS) SITTIG ON-CAM (02:21:07 - 02:21:22:21)
SITTIG (SYNC):
This is our down time tracking form. It's kept at
all the presses. We put the date, the shift, the
machine number, the total down time for the problem,
who worked on the problem.
(CU) PEN ON FORM (02:23:07 - 02:23:22)
The most important data here right now is the codes A
20. That tells us that it was a press and 20 tells
us what happened with the press. It was not locking

up which refers to 20.
(MS) SITTIG ON-CAM (02:21:35:04 - 02:21:42:00)
This gives us further reference in to trouble
shooting the problem down the road.
(MCU) SITTIG ON-CAM (02:22:13 - 02:22:24)

The people that fill out the downtime tracking form
is the molder on duty at the time or the operator
that is running that machine.
SCENE 69.
NARRATOR (V0):
AT THE END OF THE SHIFT THE OPERATOR ENTERS THIS DATA
INTO A PC-BASED, LOCAL-AREA-NETWORK, CMMS WHERE THE
TPM TEAM CAN DETERMINE ITS OVERALL IMPORTANCE TO
PRODUCTION.
SCENE 70.
(MS) KARDA ON-CAM (03:05:04 - 03:05:12)
CG: BRIAN KARDA
ENGINEERING MANAGER
KARDA (SYNC):
From that data base once a week, the down time sheets
are pulled and those sheets are what's used in the
preventative maintenance teams.
(MCU) KARDA ON-CAM (03:03:04:27 - 03:03:11:00)
The team will look at the down time data for each
area they're responsible for to analyze that data and
see what they can learn from it.
(MS) KARDA ON-CAM (03:03:33 - 03:03:58)
The computerized maintenance management system
basically allows us to track to what extent the pm is
being performed. On a daily basis any maintenance
that is performed is entered into the computer. Once
a week a report is pulled and that will tell us if
the maintenance was done on time, be it weekly,
monthly, quarterly, or yearly maintenance. If the
maintenance is not done, a flag is pulled and a line
is kicked out that indicates that the maintenance was
not performed on time.
(MCU) KARDA ON-CAM (03:04:16 - 03:04:25)
In that type of event the maintenance team would
focus on why that occurred. What can we do to:

number one, maintain the equipment to get us back on
schedule, and number two, prevent that from
reoccurring.
SCENE 71.
NARRATOR (V0):
AN IMPORTANT POINT TO REMEMBER IS ALL DOWN TIME MUST
BE RECORDED.
SCENE 72.
(MS) RICH ON-CAM (03:24:17 - 03:24:29)
RICH (SYNC):
It may take longer to write up the report than the
problem lasted, but still those add up over the
course of the year. You definitely can get a handle
on it real quick when you start checking that data.
SCENE 73.
RICH (VO) (03:24:01 - 03:24:11)
When you see the charts in front of you that you have
a screw station that's acting up or something like
that, it's obvious. And then the teams are amazed at
how much time is actually lost.
SCENE 74.
NARRATOR (V0):
THE CMMS ALSO ENABLES CORRECTLY TRACKING RESPONSE
TIME DATA THAT PREVIOUSLY RENDERED INACCURATE
DOWNTIME INFORMATION.
SCENE 75.
(CU) KARDA ON-CAM (03:05:37 - 03:05:55)
KARDA (SYNC):
We were finding that a machine that was down for five
hours, may have only been worked on for 20 minutes or
30 minutes to be brought back up on line. With that
focus we were able to maximize our efforts there.
And reduce the total down time just by knowing that
the machine was down because we didn't pay attention
to it, not because it required five hours of
attention to bring it back on line.
SCENE 76.
NARRATOR (V0):
A KEY ELEMENT IN LORAN'S SUCCESS IS THE OPEN

COMMUNICATION AND RAPID SHARING OF INFORMATION.
SIMPLY ASSIGNING OPERATORS DATA GATHERING TASKS IS
NOT ENOUGH TO SUSTAIN TPM.
SCENE 77.
(MS) RICH ON-CAM (03:27:24 - 03:27:38)
RICH (SYNC):
The communications board out at the front entry,
employee entry, is there just to remind everybody
that they're not doing something useless. It is
looked at very week and every month new charts are
being brought up and they can see their progress.
(VO) RICH (03:27:42 - 03:27:45)
NOTE: NEED CUTAWAY OF COMMUNICATION BOARD
It's a constant reminder for them, that their work is
not going unnoticed.
We try to get them involved as much as possible.
It's very important to have the, their buy in on the
program. They have to take a vested interest, if
they don't, then you start seeing the slippage in
data collection and you know people are not doing
what's required.
SCENE 78.
NARRATOR (V0):
THE EFFORT GENERATES IMPRESSIVE RESULTS.
THE PRESS
AND FACILITIES TEAM INCREASED PRODUCTION BY 20% WHILE

ACHIEVING COST REDUCTIONS IN RAW MATERIALS THROUGH
REDUCED MOLDING SCRAP.
SCENE 79.
NARRATOR (V0):
THE ASSEMBLY TEAM INCREASED DAILY PRODUCTION TOTALS
BY 18.9%, DECREASED DAILY DEFECTS BY 21.7%, DECREASED
DAILY DOWNTIME BY 29%,
AND REDUCED DEFECTS ON THE
ESQ CASSETTE ASSEMBLY LINE FROM 6.34% TO A MINUSCULE

.94% OF TOTAL PRODUCTION.
SCENE 80.
(MCU) RICH ON-CAM (03:17:10 - 03:17:25)
RICH (SYNC):
We've seen a boost in productivity here, at least in

some areas 50 - 60%, in other areas 20 - 30. In all
areas we are seeing increased productivity and a lot
less down time.
SCENE 81.
NARRATOR (V0):
A KEY MILESTONE OF A SUCCESSFUL PM PROGRAM IS THE
COMPARISON OF THE TIME ALLOTTED TO PLANNED AGAINST
THAT SPENT ON UNPLANNED MAINTENANCE ACTIVITIES.
WORLD CLASS MAINTENANCE PROGRAMS ATTAIN A RATIO OF AT
LEAST 80% PLANNED TO 20% UNPLANNED.
SINCE TRACKING
THIS DATA, LORAN HAS SHOWN STEADY PROGRESS, AND IS

EAGER TO MOVE TO THE NEXT LEVEL.
SCENE 82.
(MS) RICH ON-CAM (03:29:21 - 03:29:35)
RICH (SYNC):
Now we're looking at the improvement maintenance,
what we call IM. Now we can fix things, we can plan
long term fixes, we can do machine work that needs
done. We can plan down time a day or two to do some
work without having to worry about losing production.
SCENE 83.
NARRATOR (V0):
IN A SHORT PERIOD THEY'VE MOVED FROM "FIRE-FIGHTING"
TO PREVENTIVE MAINTENANCE.
AND WHILE THE TPM PROGRAM
HASN'T FULLY MATURED TO RELIABILITY ENGINEERING -WHAT LORAN CALLS IMPROVEMENT MAINTENANCE -- IT IS
ACHIEVING DEFINED GOALS, INCREASING PRODUCTIVITY, AND
SHOWING STEADY IMPROVEMENT.
- FTB -
SCENE 84.
NARRATOR (V0):
ALTHOUGH MILLER BREWING'S BUSINESS IS PROCESS
INDUSTRY RELATED, ITS TPM PROGRAM OFFERS A SOLID ROLE
MODEL FOR DISCRETE PARTS MANUFACTURERS.
WHEN THE
COMPANY OPENED ITS TRENTON, OHIO PLANT IN 1991,

MANAGEMENT NOT ONLY LAUNCHED THREE NEW HIGH-TECH
PRODUCTION LINES, BUT INITIATED A NON-TRADITIONAL
"COMPANY CULTURE" IN A VERY TRADITIONAL SETTING.
SCENE 85.
(MLS) CZARNECKI ON-CAM (07:00:51 - 07:01:15)
CG: PAUL CZARNECKI
RELIABILITY SERVICES - TEAM MAINTENANCE
MILLER BREWING COMPANY
CZARNECKI (SYNC):
This is an operator based maintenance facility. They
do and are responsible for all maintenance activities
whether it be routine PM inspections, whether it be
breakdown maintenance, lubrication, all of these
items fall under their domain.
(MCU) CZARNECKI ON-CAM (07:06:04 - 07:06:44)
We met with the UAW up front and developed a
partnership with them that predicated the fact that
this was a team concept and we wanted to bring this
brewery up different than what has been done in
traditional environments and they were very willing
to work with us to make the changes necessary both in
job duties and job scope required that from a
traditional environment to make that happen and
without their cooperation in this matter, we never
would have been to move forward.
SCENE 86.
NARRATOR (V0):
UPON GAINING UNION BUY-IN, MILLER BEGAN LOOKING FOR
PEOPLE AMENABLE TO THIS PROGRESSIVE SHOP FLOOR

ENVIRONMENT.
SCENE 87.
NARRATOR (V0):
ONCE RECOGNIZED AS A "RIGHT FIT", THOSE HIRED WERE
FIRST TRAINED IN PEOPLE SKILLS.
THIS FOCUS CLARIFIED
THE ROLE OF OPERATORS AND ALLOWED THEM TO IMMEDIATELY

CONTRIBUTE IN THE TEAM ENVIRONMENT.
MORE ADVANCED,
TECHNICAL SKILL TRAINING CAME ON AN ONGOING BASIS.

SCENE 88.
(MCU) PATRICK ON-CAM (08:02:45 - 08:03:08)
CG: OSCAR PATRICK
MAINTENANCE TECHNICIAN - TEAM MAINTENANCE
PATRICK (SYNC):
Besides training in the technical areas and operating
areas, they're also being trained to perform in the
starpoint functions, which are administrative type
activities. So in other words, instead of trying to
become fully trained operators and machinists and
mechanics and electricians, they also have to perform
every function that is normally done by a supervisor
at another manufacturing facility.
SCENE 89.
NARRATOR (V0):
THIS INCREASED LEVEL OF RESPONSIBILITY BENEFITS THE
OPERATORS AND COMPANY ALIKE.
SCENE 90.
(MS) PATRICK ON-CAM (08:07:23 - 08:07:32)
PATRICK (SYNC):
There are no supervisors in the plant and no time
clocks in the plant. There is a large level of trust
built up with the people that in turn will grow in
benefits.
(MS) PATRICK ON-CAM (08:07:05 - 08:07:16)
We are on an average manned and supervisory and
management facility, probably 1/3 of what the other
facilities are. So that we have 2/3 less people than

the other plants to do the same job with.
(MS) PATRICK ON-CAM (08:07:35 - 08:08:10)

Training the people to perform all the maintenance
that they can reduces the number of highly skilled
people that you have to have in the plant. You do
have to maintain a certain skill level, you have to
have some very technically oriented and skilled
people to maintain the high technology facility that
we have, but for example, at this point in time, we
have sixteen in the core maintenance shop, which is
now thought of as a maintenance organization, and we
have four maintenance team managers. In another
facility, for example, we may have as many as thirty
five to forty management people and up to 200 or more
maintenance within the organization.
SCENE 91.
NARRATOR (V0):
IN ORDER TO OPERATE AT THESE MANNING LEVELS, MILLER
DEVELOPED A UNIQUE PLANT-WIDE COMMUNICATIONS SYSTEM.
SCENE 92.
NARRATOR (V0):
MANY PRODUCTION STATIONS ARE EQUIPPED WITH VIDEO
MONITORS TO OBSERVE CRITICAL AREAS ON THE LINE.
SCENE 93.
NARRATOR (V0):
SINCE MAINTENANCE TECHNICIANS ARE ALSO OPERATORS,
BREAKDOWNS ARE COMMUNICATED ON A MARQUEE NETWORK
THROUGHOUT THE PLANT.
SCENE 94.
NARRATOR (V0):
WHEN A REPAIR REQUIRES SPECIAL SKILLS, AN OPERATOR
TRAINED IN THAT CRAFT RADIOS THE PROBLEM AREA, OFFERS
HIS EXPERTISE, AND, IF NEEDED, ARRANGES TO HAVE
ANOTHER OPERATOR TEND HIS STATION -- ALL WITHOUT

SUPERVISORY INTERVENTION.
SCENE 95.
(MS) PATRICK ON-CAM (08:07:17 - 08:07:23)
PATRICK (SYNC):
The technicians and the people, our employees
actually are performing the jobs that the managers
and supervisors used to do.
SCENE 96.
NARRATOR (V0):
TO FURTHER ADVANCE EFFECTIVE COMMUNICATION, TERMINALS
INTERFACED TO THE CMMS ARE LOCATED THROUGHOUT THE
PLANT FLOOR.
HERE TECHNICIANS ENTER WORK ORDERS THAT
CREATE EQUIPMENT HISTORY DATA.

SCENE 97.
CG KEY OVER CMMS SCREEN:
CMMS
- STORES SYSTEM
- WORK ORDER SYSTEM
- PM SYSTEM
NARRATOR (V0):
THIS SOPHISTICATED SYSTEM EMBODIES THREE LEVELS -THE STORES SYSTEM, WHICH SUPPLIES ROUTINE MAINTENANCE
MATERIALS, THE WORK ORDER SYSTEM THAT MANAGES ALL
REQUIRED MAINTENANCE WORK, AND THE PM SYSTEM THAT
IDENTIFIES PREVENTIVE MAINTENANCE TASKS.
SCENE 98.
(MS) CZARNECKI ON-CAM (07:10:20 - 07:10:56)
CZARNECKI (SYNC):
Those three work together, and they work together in
a manner that the PM program will flag, based on
time, or run hours depending upon what we set it up
as, flag the need for a task to be completed. Based
on that flag, the computer will go out and order and
purchase the parts for that particular task. The
computer will then turn that task into a work order,
let the planner know that the parts are here for that
particular work order and the planner can then
schedule the job and get it completed.
SCENE 99.
NARRATOR (V0):
WHILE THE COMPUTER FACILITATES THE PROCESS, IT'S THE
DATA COLLECTED BY THE TEAMS AND TECHNICIANS THAT
DRIVE THE SYSTEM.
SCENE 100.
(CU) CZARNECKI ON-CAM (07:12:26 - 07:12:54)
CZARNECKI (SYNC):
We gather, of course, parts data, we gather labor
data, the time to repair, the parts and materials
cost to repair, and also problems, cause, action,
coding, to determine for later analysis what types of
problems we had, what types of things that we need to
do some reliability work on that may be identified
based on that problem, cause, analysis scenario that
we capture on the work order.
SCENE 101.
NARRATOR (V0):
THE DATABASE CREATES INDIVIDUAL EQUIPMENT HISTORIES
THAT IDENTIFY AGING MACHINERY, TREND QUALITY AND
PRODUCTIVITY PROBLEMS, AND RECOGNIZE HIGH COST AREAS
THAT MAY NEED RELIABILITY ENGINEERING.
SCENE 102.
CG PAGE:
RELIABILITY ENGINEERING
- CORRECT CHRONIC PROBLEMS
- STRENGTHEN PARTS
- EXTEND EQUIPMENT LIFE
NARRATOR (V0):
AS PART OF AN ADVANCED TPM PROGRAM, RELIABILITY
ENGINEERING STRIVES TO CORRECT CHRONIC FAILURES -GENERALLY DUE TO DESIGN DEFICIENCIES -- STRENGTHEN
PARTS, AND EXTEND EQUIPMENT LIFE.
SCENE 103.
NARRATOR (V0):
MILLER WAS EXPERIENCING A CHRONIC FAILURE ON A CHAIN
DRIVE IN A CLEAN ROOM.
SINCE EACH LINE PRODUCES A
MILLION DOLLARS WORTH OF PRODUCT PER DAY, THE

OPERATORS INITIATED A PM TO REPLACE THE CHAIN OR
SPROCKET EVERY OTHER WEEK.
WHILE THIS REDUCED
PRODUCTION BREAKDOWNS IT DIDN'T SOLVE THE PROBLEM -SO RELIABILITY ENGINEERING WAS ASKED TO HELP FIND A
PERMANENT SOLUTION.
SCENE 104.
(MS) MALONE ON-CAM (07:25:28 - 07:26:12)
CG: MIKE MALONE
RELIABILITY ENGINEER - TEAM MAINTENANCE
MALONE (SYNC):
We gathered just a regular timing belt, had it
plated, where it would resist corrosion in the wet
environment, spec'ed out a different tensiled belt
that would hold up to the environment a lot better,
and since we have installed this, we have not had a
failure in the room and that's been over three
months. So in effect, we have reduced what was an
every other week failure, into nothing. Right now we
are expected that we won't have to change that
assembly out for at least six months. So for the
time and labor, materials and just productivity on
the line, it's greatly increased it.
SCENE 105.
NARRATOR (V0):
MILLER'S "COMPANY CULTURE" -- WHICH EMBRACES TEAM
WORK, OPERATOR BASED MAINTENANCE, ON-GOING TRAINING,
TRUST, AND OPEN COMMUNICATION -- ENABLED A SUCCESSFUL
TPM PROGRAM THAT WILL CONTINUE GROWING AS THE PLANT
MATURES.
- FTB SCENE 106.
NARRATOR (V0):
DELCO REMY'S MAGNEQUENCH PLANT IN ANDERSON INDIANA
PRODUCES NEODYMIUM IRON BORON MAGNETS AND MAGNETIC
POWDER FOR STARTERS, HAIR DRYERS, ROBOTICS, AND MANY
OTHER PRODUCTS.
FOR THE PAST SIX YEARS THE FACTORY
PRACTICED WHAT IT CALLS CM, OR CONTROLLED

MAINTENANCE.
DURING THIS PERIOD MAGNEQUENCH CREATED
AN ADVANCED PROGRAM THAT USES TEAM WORK, OPERATOR

BASED MAINTENANCE, PREVENTIVE AND PREDICTIVE
MAINTENANCE TECHNIQUES, AND A SOPHISTICATED CMMS.
SCENE 107.
NARRATOR (V0):
MAGNEQUENCH IS COMMITTED TO THE TOTAL TEAM CONCEPT.
THE PLANT IS ORGANIZED INTO PRODUCTION TEAMS HEADED
BY COORDINATORS, SKILLED TRADE TEAMS DIRECTED BY
PLANNERS, AND A CORRECTIVE MAINTENANCE TEAM
CONSISTING OF ONE SKILLED AND ONE PRODUCTION
TECHNICIAN.
SCENE 108.
(MCU) SEAL ON-CAM (12:06:40 - 12:06:52)
CG: RAY SEAL
PRODUCTION TECHNICIAN
MAGNEQUENCH
SEAL (SYNC):
Each person that works on a specific team generally
has a specific responsibility and each one of those
guys, each person in this plant is capable of writing
work orders.
(MS) SEAL ON-CAM (12:05:12 - 12:05:25)
Our skilled trades people are in specific teams,
millwrights, pipefitters, electricians and so on,
each have a team, they each have a planner, there's
not really a foreman or anything like that involved,
the planner works with the computer system where the
jobs come through, they take those jobs and try to
plan out who is going to do what job and which one is
of the highest priority.
SCENE 109.
NARRATOR (V0):
A SOPHISTICATED CMMS -- CALLED "CHAMPS" -- TIES ALL
MAINTENANCE ACTIVITIES TOGETHER.
SHORT FOR
COMPUTERIZED HISTORY AND MAINTENANCE PLANNING SYSTEM,

THE "CHAMPS" DATA BASE CONTAINS PERSONNEL, INVENTORY,
EQUIPMENT, OPEN WORK ORDER, EQUIPMENT HISTORY,

PREVENTIVE MAINTENANCE, AND SCHEDULING INFORMATION.
SCENE 110.
NARRATOR (V0):
DAILY AND WEEKLY PREVENTIVE MAINTENANCE PROCEDURES -SUCH AS MONITORING TEMPERATURE, WATER AND AIR
PRESSURE, AND CARRYING OUT ROUTINE LUBRICATION -- ARE
DONE BY PRODUCTION TECHNICIANS.
DAILY PM'S ARE
REGULATED BY CHECK SHEETS, SOME AS OFTEN AS EVERY

SHIFT.
SCENE 111.
NARRATOR (V0):
AS WEEKLY PM'S COME DUE, THE MAINTENANCE DEPARTMENT
PRINTS OUT WORK ORDERS AND SCHEDULES THEM FOR
COMPLETION BY PRODUCTION TECHNICIANS.
SCENE 112.
NARRATOR (V0):
HERE A VACUUM PUMP IS DRAINED OF CONDENSED WATER AND
OIL VAPORS BEFORE THE BUILD UP CLOGS FILTERS AND
CORRUPTS THE VENTILATION SYSTEM.
UPON FULFILLING THE
TASK, THE OPERATOR ACCESSES THE CMMS, ENTERS THE

REQUIRED INFORMATION, AND CLOSES OUT THE WORK ORDER - WHICH THEN BECOMES PART OF THE MACHINE'S EQUIPMENT
HISTORY.
SCENE 113.
(MS) SEAL ON-CAM (12:04:25 - 12:04:35)
SEAL (SYNC):
We're out there trying to monitor change. That's
what this whole thing is about. We're looking for
any kind of change and adjustment to bring that
change back into a norm.
SCENE 114.
NARRATOR (V0):
INCREASED EQUIPMENT AND SYSTEM FAMILIARITY BENEFITS
OVERALL PRODUCTIVITY -- AS OPERATORS IDENTIFY
PROBLEMS REQUIRING PROMPT ATTENTION, THEY IMMEDIATELY
ENTER WORK ORDERS.
SCENE 115.
(CU) BAINTER ON-CAM (13:15:14 - 13:15:22)
CG: LORI BAINTER
CONTROLLED MAINTENANCE TOOLMAKER
MAGNEQUENCH
BAINTER (SYNC):
The planner will be paged so that he will go in and
pick that up and the coordinator for the production
team will make it a point to make personal contact
with him to make sure that's gotten into the process.
SCENE 116.
NARRATOR (V0):
OPEN COMMUNICATION AND SHARING OF INFORMATION LED TO
UNDERSTANDING AND COOPERATION BETWEEN MAINTENANCE AND
PRODUCTION IN OTHER AREAS AS WELL.
FOR EXAMPLE, IN
MORE TRADITIONAL PLANT ORGANIZATIONS A FOREMAN OR

GAGE CRIB ATTENDANT VALIDATES AND INVENTORIES
RETURNED TOOLING.
AT MAGNEQUENCH, PRODUCTION
TECHNICIANS DO THE VALIDATION -- TAGGING EACH TOOL

WITH INFORMATION SUCH AS HOW MANY PARTS WERE RUN,
WHEN IT WAS TAKEN OUT OF SERVICE, AND ANY
REFURBISHMENTS REQUIRED TO RESTORE IT TO OPTIMUM
CONDITION -- AND THE TOOLROOM PLANNER IS RESPONSIBLE
FOR STORING THE TOOLS.
SCENE 117.
CG: - VIBRATION ANALYSIS
- WATER ANALYSIS
- OIL ANALYSIS
NARRATOR (V0):
CENTRAL TO MAGNEQUENCH'S SUCCESS ARE THREE PREDICTIVE
MAINTENANCE PROCEDURES -- VIBRATION ANALYSIS, WATER
ANALYSIS, AND OIL ANALYSIS -- THAT DETECT PROBLEMS
BEFORE THEY CAN OCCUR.
SCENE 118.
NARRATOR (V0):
VIBRATION ANALYSIS ACCOUNTS FOR ABOUT 90% OF THEIR
PREDICTIVE MAINTENANCE EFFORT.
A PORTABLE UNIT
INTERFACES WITH THE CMMS, UPLOADS ROUTE INFORMATION,

STORES THE COLLECTED READINGS, THEN DOWNLOADS THIS
DATA INTO THE EQUIPMENT HISTORY MODULE.
SCENE 119.
(MCU) BAINTER ON-CAM (13:10:32 - 13:10:55)
BAINTER (SYNC):
As we monitor that equipment on a routine basis, and
notice a change or trend upward or downward, then we
begin to track that on a closer frequency and then we
can begin to pinpoint and actually go in and do
analysis on what the actual problem is. It could be
a belt problem or a bearing problem, so we're looking
for that specific problem and that specific bearing
so that we don't have to go in a tear a whole piece
of equipment down, we can just replace that component
before we have a catastrophe and tear the whole thing
up.
SCENE 120.
NARRATOR (V0):
MAINTAINING A CERTAIN TEMPERATURE RANGE IN THE ALLOY
FURNACE IS CRITICAL TO MANUFACTURING HIGH QUALITY

MAGNETS.
SINCE DE-IONIZED WATER TREATED WITH
MOLYBDATE IS USED IN HEAT EXCHANGERS, WATER ANALYSIS

IS CRUCIAL TO THIS PROCESS.
SCENE 121.
NARRATOR (V0):
IT'S TESTED FOR HARDNESS, CONDUCTIVITY,
CORROSIVENESS, PH LEVEL, CHLORINE LEVEL, AND
MOLYBDATE LEVEL.
SCENE 122.
(VOICE UNDER) SEAL (11:19:35 - 11:20:04)
INSERT FOOTAGE TO COVER VOICE
SEAL (SYNC):
If I don't have proper molybdate, the pipes are not
coated, we'll end up with a corrosion problem and
with some of our operations, it requires very pure
water. If I don't keep that water as pure as I can
possible keep it, close to 7 in the PH range, it
reacts inside those systems.
(VOICE UNDER) SEAL (11:19:21 - 11:19:27)
Once it's out of control, it's difficult to bring it
back into control, so we keep it in control all the
time.
SCENE 123.
NARRATOR (V0):
WHILE MAGNEQUENCH'S MAINTENANCE RELATED ACTIVITIES
ADVANCED SIGNIFICANTLY OVER THE PAST SIX YEARS,
INITIATING THE TPM PROGRAM WAS NOT OBSTACLE FREE.
SCENE 124.
(MS) SEAL ON-CAM (13:01:08 - 13:02:16)
SEAL (SYNC):
It's difficult for a guy who is used to pushing a
button on a machine and setting there and watching it
pump out parts everyday, to want to be a part of
making sure that that machinery runs well all the
time.
TPM 9A (09:02:02 - 09:02:16)
It's difficult for a tradesman to feel comfortable
about a production person being involved in what was
traditionally some of his areas.

(MS) SEAL 0N-CAM
For the salary people, there is an area there that
they were always in total control. When they have to
give up that control to the people who are operating
the machinery and to the people who maintain the
machinery, that gets to be pretty difficult because
there is a power involved there that basically is
taken away from you.
SCENE 125.
NARRATOR (V0):
OVER TIME THESE CONCERNS DIMINISHED, ALTHOUGH THE
FACTORY FOUND THAT ATTAINING GAINS MAY BE EASIER THAN
MAINTAINING THEM.
SCENE 126.
(MS) BAINTER ON-CAM (14:03:48 - 14:04:08)
BAINTER (SYNC):
As your organization expands, as people come
the people that originally had the ownership
belief in it are no longer there so you have
back and reinstill that belief in the people
come on board and bring them up to speed.
and go,
and the
to go
that
SCENE 127.
(MS) SEAL ON-CAM (12:15:39 - 12:15:51)
SEAL (SYNC):
Teams have a tendency to get too close knit and see
another team as a problem for them rather than
everybody being one big team composed of a lot of
little teams.
SCENE 128.
(MS) BAINTER ON-CAM (14:04:09 - 14:04:28)
BAINTER (SYNC):
We also have a lot of problems with people who are so
used to that hero type thing and they go out and save
things, that's a real problem for us too, from a
skilled tradespersons standpoint. If you're used to
going out and being that hero and saving things and
saving the day and all the pats on the back, there is
very little of that on this job.
SCENE 129.
NARRATOR (V0):
THERE IS AN UNUSUAL DICHOTOMY HERE -- SUCCESS MAY BE
ITS OWN WORST ENEMY.
SCENE 130.
(VO) SEAL (12:15:55 - 12:16:46) CARRY VIDEO FROM
PREVIOUS SCENE
SEAL (VO):
There's a Thursday morning meeting where everyone is

supposed to communicate team wise...
(MS) SEAL ON-CAM
and it's difficult to get people to go to that
meeting and say, yeah, we're doing fine, because
sometimes every week your going to find, and you feel
really silly going up saying, boy we're really doing
good. But, it's easier for people to go up and
complain because they really have something really
specific and they can get emotional about, but if
your doing fine, the emotions not always there.
SCENE 131.
(MS) BAINTER ON-CAM (13:19:13 - 13:19:25)
BAINTER (SYNC):
When your doing a TPM or your trying to do pro-active
maintenance, it's a continued sell because you keep
your equipment maintained under control and
consequently you reach a point where people say -"this is not doing us any good" and so it's a
continued effort.
SCENE 132.
NARRATOR (V0):
REGARDLESS OF THE INITIAL HURDLES AND THE ONGOING
CHALLENGES, THE SUCCESSES AT MAGNEQUENCH SHOWCASE THE
GAINS TPM CAN PRODUCE.
- FTB SCENE 133.

NARRATOR (V0):
WHAT IS THE FUTURE OF TOTAL PRODUCTIVE MAINTENANCE?
THAT CAN ONLY BE DETERMINED IF AND WHEN THE NATURE OF
TPM -- AND ITS IMPACT ON PRODUCTIVITY -- IS TRULY
UNDERSTOOD AND ACCEPTED BY MANAGEMENT.
SCENE 134.
WIREMAN (SYNC):
It effects our ability to produce a product. Without
that understanding the TPM program never gets the
support it needs across the organization and will
become just another maintenance program and will
never really be effective.
SCENE 135.
NARRATOR (V0):
AFTER CREATING A FUNDAMENTAL AWARENESS, MANAGEMENT
MUST SUPPORT THE PEOPLE, AND COMMIT RESOURCES TO NEW
TECHNOLOGIES TO ACHIEVE SUCCESS.

SCENE 136.
WIREMAN (SYNC):
Everyone from upper management to the line employee
has to be educated to the value of this.

SCENE 137.
WILLIAMSON (SYNC):
The support that he or she gets from the next level
of supervision is most critical. So there has to be
a clear understanding of their new roles in a TPM
environment.
SCENE 138.
NARRATOR (V0):
SUPPORT, IN THE FORM OF TRAINING, IS SIMPLY CRUCIAL.
SCENE 139.
WIREMAN (SYNC):
We've got to define a zone of jobs that the operator
can do that we are willing to commit the resources
necessary for the operators to be trained to do and
in that case autonomous maintenance to that point can
be accomplished.
SCENE 140.
WILLIAMSON (SYNC):
Related training to TPM are visual control systems,
how do you chart progress, how do you communicate to
the people where we are in our TPM efforts, where the
natural work units are in the progress, so visual
controls is a very important part of it.
SCENE 141.
(MCU) WIREMAN ON-CAM (00:11:25 -00:11:43)
WIREMAN (SYNC):
But without training both of the trade skills and
also of the line employees, a TPM program will not
work. There must be technical training at that area,
at that level. And so without that the programs will
fail.
SCENE 142.
WILLIAMSON (SYNC):
People must understand higher and higher levels of
technology in order for manufacturing to be more and
more competitive.
SCENE 143.
NARRATOR (V0):
AS COMPETITION ESCALATES, EQUIPMENT WILL BECOME EVER

MORE COMPLEX.
IN THE NEAR FUTURE, ADVANCES IN
COMPUTER TECHNOLOGY WILL YIELD VERY SOPHISTICATED AND

RELIABLE SYSTEMS.
SCENE 144.
WILLIAMSON (SYNC):
The technologies are available today to truly have a
lights out facility which basically means production
can operate in a technology of its own with very
minimal human interaction.
SCENE 145.
WIREMAN (SYNC):
Things like artificial intelligence which is just now
starting to see an entry into the maintenance arena.
New sophisticated measuring systems, the new use of
computerized systems to provide real-time on line
data.
SCENE 146.
(CU) WILLIAMSON ON- CAM (16:12:44 - 16:13:01)
WILLIAMSON (SYNC):
Expert systems allow operators and maintenance people
to have instant answers to online problem, again, its
shortening that cycle time, its reducing downtime, it
improving product quality by having instant answers
to an immediate problem.
SCENE 147.
NARRATOR (V0):
BUT TECHNOLOGY IN ISOLATION DOES NOT INCREASE
COMPETITIVE POSITION.
IMPROVEMENT STRATEGIES ARE
SEVERELY HANDICAPPED BY POORLY MAINTAINED EQUIPMENT,

AND INDEED, WORLD CLASS PROGRAMS MAY NOT FUNCTION AT
ALL WITHOUT A SOLID TPM PROGRAM.
SCENE 148.
(VO) WIREMAN (01:27:16 - 01:27:25)
TPM 18 PYRAMID GRAPHIC - CELLS ONE & TWO
WIREMAN (VO):
With maintenance as the foundation your quality
program can build because your equipment is reliable.
It's going to produce a quality product every time it
cycles the products going to be in spec.
SCENE 149.
(VO) WILLIAMSON (16:21:26 - 16:21:36)

TPM 18 PYRAMID GRAPHIC - CELL 3
WILLIAMSON (VO):
To achieve JIT manufacturing, you need to have
reliable effective equipment, its essential. Well,
Total Productive Maintenance strategies allow that to
happen.
SCENE 150.
(VO) WIREMAN (01:27:46 - 01:28:19)
TPM 18 PYRAMID GRAPHIC - CELL 4
WIREMAN (VO):
And the same thing is true with total employee
involvement,
WIREMAN ON-CAM
Well if you got problems with your equipment it has
to be addressed by a maintenance program. If you
don't put a maintenance program in place to address
it you're not responding to their suggestions, if you
don't respond to their suggestions the TEI program
falls apart. So maintenance is a foundation program
for those others to build on. Without a maintenance
program in place the other programs will have
partial, limited if any success.
SCENE 151.
(MCU) WILLIAMSON ON-CAM (16:09:39- 16:09:55)
WILLIAMSON (SYNC):
The power of TPM is awesome. What it will do to
improve job satisfaction to the people, and improve
throughput of product and improve equipment
effectiveness is not included in any other type of
improvement strategy.
SCENE 152.
WILLIAMSON (SYNC):
TPM focuses on the capital equipment part and it
focuses on the people part, it brings the people and
the machines closest together, so it's essential for
the future of manufacturing, whether you call it TPM
or not, depends on your own work culture.

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Copyright 1992 Society of Manufacturing Engineers

TOTAL PRODUCTIVE MAINTENANCE

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

TO FULLY BENEFIT FROM TPM,

THESE STIFLING PRECEPTS MUST BE REPLACED BY A

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

(CU) MARKOFF ON-CAM (05:12:18 - 05:12:56)

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

TPM 6 (06:28:09 - 06:28:30) (WS) PAN R THRU

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

(06:02:24 - 06:02:30) (VO) KARAU

(MLS) KARAU ON-CAM (06:02:33 - 06:02:55)

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

TPM 6 (06:10:51 - 06:10:57)

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

FOR EXAMPLE, OIL SAMPLES ARE COLLECTED

AND SENT TO A SERVICE LABORATORY, WHERE THEY'RE

MAINTENANCE TO MONITOR WEAR ON HYDRAULIC SYSTEM

- FTB SCENE 59.

Copyright 1992 Society of Manufacturing Engineers

PRODUCTION EQUIPMENT IS VERY IMPORTANT SINCE THE

Copyright 1992 Society of Manufacturing Engineers

MANAGEMENT QUICKLY DISCOVERED

THE FIXES WERE NOT NECESSARILY ADDRESSING THE ROOT

EMPLOYEES RESISTED CHANGE ...

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

ACCURACY, LORAN DEVELOPED A CODING SYSTEM THAT

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

(MCU) SITTIG ON-CAM (02:22:13 - 02:22:24)

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

AND FACILITIES TEAM INCREASED PRODUCTION BY 20% WHILE

AND REDUCED DEFECTS ON THE

ESQ CASSETTE ASSEMBLY LINE FROM 6.34% TO A MINUSCULE

Copyright 1992 Society of Manufacturing Engineers

Copyright 1992 Society of Manufacturing Engineers

THIS DATA, LORAN HAS SHOWN STEADY PROGRESS, AND IS

AND WHILE THE TPM PROGRAM

Copyright 1992 Society of Manufacturing Engineers

COMPANY OPENED ITS TRENTON, OHIO PLANT IN 1991,