Total Productive

Maintenance (TPM)
A workshop for the East Midlands
Quality Club and Business Link
Derbyshire by Terry Ingham of
ABB Consulting

ABB Ltd 2002

Agenda
1. Introductions
2. Overview of Total Productive
Maintenance (TPM)
3. Understanding downtime (the six
losses)
4. The role of Overall Equipment
Effectiveness (OEE)
5. The 5Ss and where it fits in
6. Q & A
ABB Ltd 2002

Who are we?

S ABB Process and Business Consulting

(PBC) is a group of 40 management and

manufacturing consultants based in the
UK with offices in Derby, Warrington,
Humberside and Billingham

S We are part of a global network of ABB

consultancies comprising of 250 people

worldwide enabling us to bring together
local abilities with multi-national
capabilities for the benefit of our clients

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Facts about ABB

S
S
S
S
S
S
S
ABB Ltd 2002

ABB is one of the largest technology companies in the

world with broad industry knowledge and geographic
scope
Around 160,000 employees in more than 100 countries
Leading position (1, 2 or 3) in each product area
Revenues in 2000: US$ 23 billion
Orders in 2000: US$ 25.44 billion
Headquarters: Zurich, Switzerland
Listed on the following stock exchanges: New York
Stock Exchange, Swiss Exchange, Stockholm Stock
Exchange, Deutsche Brse Frankfurt, London Stock
Exchange

Total Productive
Maintenance

ABB Ltd 2002

Total Productive
Maintenance
Total Productive

MANAGEMENT!
ABB Ltd 2002

Total productive maintenance: what does it mean?

Total

Everyone

Productive

No wasted activity

Maintenance

As new condition

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Total productive maintenance: a definition

A process which involves people from
factory/office working together safely, in
small organised teams, to ensure the most
efficient working equipment and
environment possible
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The Pillars of TPM

Management Commitment and Support

Subgroups
support
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Preventative
Maintenance

Training

Kaizen

Autonomous
Maintenance

Overall Equipment
Effectiveness

3 > 5 years

TPM Organisation

Where are you?

Subgroups
support

ABB Ltd 2002

Management Commitment and Support

SHE Management

TPM Management

Preventative
Maintenance

Training

Kaizen

Autonomous
Maintenance

Overall Equipment
Effectiveness

3 > 5 years

The Pillars of TPM

TPM Organisation

Where are you?

The main issues that will need to be addressed:

T People
T Equipment
T Methods
T Losses/waste
T Performance measurement
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People issues include:T Attitudes

T Autonomous maintenance
T Teamworking
T Training
T Managing

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Requires a change in attitude from:Its not my job

Its nothing to do with me
Whats the point
They dont so why should we
Itll do
Just get it going
Dont tell me
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Equipment issues include:T Condition

T Layout
T Design
T Spares

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Method issues include:T Cleaning

T Storage
T Information flow and accuracy

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Loss issues include:T Wasted time

T Wasted effort
T Wasted materials

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The six major losses :

Equipment Failure

Set-ups and changeovers

Start-ups

Minor Stops/Idling

Speeds

Defects/Rework
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Value and Non-Value

Existing Use of Time
1

Time
Cost

After Elimination of Non-Value Added Activity

1

57% Saving

After Compression of Value Added Activities

1 2

73% Saving
Time Taken

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Performance measurement issues include:T What data you collect

T How you collect data
T How you use data

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What is OEE?

Is a high level measure

S Is universal (ie used in process industries and discreet

component manufacture)

S Is a manufacturing benchmark
S Is a picture of the current situation (via a waterfall
diagram)

ABB Ltd 2002

Can be used to

S Calculate current and historical levels of

operational effectiveness

S Provide a benchmark for targets and World Class

data

S Determine the gap and to analysis current situation

and establish where performance can be improved

S Monitor the improvement process

S Provide improvement priorities and focus
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How is OEE defined?

S The starting point of OEE is Ideal Performance

S
S
S

Running 8760 hrs

At a maximum proven rate (MPR)
With no quality problems
(RFT)

S Attributes losses from Ideal Performance to 3 core areas of

activity;

S
S
S

Availability
Product Rate
Quality

ABB Ltd 2002

OEE - Availability

S Availability is reduced by
S
S
S
S

Shutdowns
Breakdowns
Changeover times
Lack of skilled operators
Actual Running Time
8760 Hrs

ABB Ltd 2002

OEE - Product Rate

S Product Rate is reduced by

S Failure to operate at the maximum proven rate (MPR) or

S
S

original equipment manufacturers specifications (OEMs)

Minor Stoppages
Idling
Actual Output
Actual Running Time
x
Maximum Proven Rate

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OEE - Quality

S Quality is reduced by
S Producing waste
S Defects
S Rework
S Start up losses

Good Output
Actual Output

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OEE - summary
OEE =

Availability x Product Rate x Quality

Actual Running Time

8760 Hrs

Actual Output
Actual Running Time
x
Maximum Proven Rate

Good Output

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8760 Hrs x Maximum Proven Rate

Good Output
Actual Output

World class OEE

S UK best about 40-50%

S World class generally accepted as:
S for single product process plant,
S for batch plant, > 85%+

> 95%+

NB: Periods of no demand do not reduce availability

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The 5Ss (visible factory)

1st S Shift
2nd S Shine
3rd S Sort
4th S Standardise
5th S Stick to the Rules
ABB Ltd 2002

The 5Ss (visible factory)

1st S Shift

In Japanese!
Seiri

2nd S Shine

Seiton

3rd S Sort

Seiso

4th S Standardise

Seiketsu

5th S Stick to the Rules

Shitsuke

ABB Ltd 2002

1st S - Shift (and store)

T Shift unnecessary items to store or skip them if
obsolete (no use anymore)
T Separate those items which are necessary for the job
from those which are not
T Single out priority items, keep them as close as
possible and in a convenient place
T Label up (tag) all equipment to be returned to store or
dumped
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2nd S - Shine
T Sweep and Shine the workplace
T Spring clean the workplace (make the garage look like the
kitchen)
T Secure your safety health and environment
T Stop leaks

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3rd S - Sort
T Secure a place for everything and store everything in
its place including...
T

Tools for the jobs where they will be used the

most (use 80/20 rule)

Consumables (consider using kanbans)

Shopfloor material locations for in and out of plant

Clearly identify work areas, equipment and routes

Compare your work area to your kitchen

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4th S - Standardise
T Show that you can do everything in a standardised
way
T

Show operating procedures in photographs rather

than words near the workplace

Simplify equipment to make it easier to operate

Store files, contents of cupboards, folders VISIBLY

Get ALL shifts do everything the same way

Keep the place tidy, clean and organised

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The 5th S - Stick to the Rules

T Support the process and DONT let it become just

another flavour of the month

T Seek to eliminate root causes of problems
T Schedule 5S routines and audits
T Set up structured monitoring to maintain the gains
T Make your improvements VISIBLE so you (and everyone

else) knows you have made a difference

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Seeing is believing
T Our experiences show that up to 40% productivity
improvement is available just by getting organised
T Strangers should be able to operate in your workplace
T Signposts/shadowboards/training/cleaning
T Follow with simple tools and techniques for improvement
such as CEDAC and SMED
T 5Ss is the starting point for any improvement project
T Foundation for the commencement of MIT/Continuous
Improvement Teams
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Typical faults you will find include...

T Broken & damaged parts
T Excessive wear & tear
T Misalignments
T Dirty & poorly maintained equipment
T Rust & corrosion
T Leaks
T Poor connections & trailing wires
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Benefits of the doing the 5Ss

T Structure for working SMART not HARD
T Involves people
T Breaks down barriers between them and us
T Easy
T Quick
T Visible
T CHEAP!
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TPM & 5Ss focuses on...

T Cleaning & Restoring Condition
T Monitoring & Inspecting
T Lubricating & Repairing
T Improving & Organising
T Training
T Measuring
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They address issues such as...

T Equipment condition
T Breakdowns
T Working methods
T Efficiency
T Skills & knowledge
T Standards & measurement
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They can help achieve...

T Greater efficiency
T Reduced failures
T Reduced defects
T Greater operator involvement
T Better use of the maintenance resource
T Less accidents
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Key requirements for success include...

T Long term commitment
T Determination to make it work
T Start easy ie 5Ss
T Then move on to Autonomous and Preventative Maintenance
T Change up a gear though training to Kaizen and
Teamworking
T Use other tools as needed ie SMED
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So why dont we do it?

T We think that it is difficult - its not!
T We think we need a consultant to help us you dont
its simple! but
T Must deal with WIFM
T Must be seen as important ALL the time!
T Standard practice often in departments such as
Warehousing, Stores and Laboratories
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So what now?
T Get organised
T Get cleaning
T Get visible
T Get fixing and...

T GET

ON WITH IT!!!

ABB Ltd 2002