Laura Dietrich: Maintenance Manger

Antoinette Lockett: Plant Manger

Waseem Manzoor: Quality Manger
Xiaoyan Liu: Production Manger

Meeting Agenda
I.
II.

Understanding Downtime -Group

Major Losses of TPM -Antoinette Lockett
I.
II.
III.
IV.

III.

Planned Downtime Losses -Xiaoyan Liu

Unplanned Downtime Losses -Laura Dietrich
Reduce Speed LossesPoor Quality Losses -Waseem Manzoor

Total Productive Maintenance

I.
II.
III.
IV.
V.
VI.

What is TPM -Antoinette Lockett

Breakdown of TPM -Laura Dietrich
TPM History -Laura Dietrich
TPM Evolution
Goal of TPM -Antoinette Lockett
Three Principles of Prevention

Meeting Agenda Cont.

I.
II.

TPM-8 Pillars-Laura Dietrich

Kick off TPM

I.
Launching TPM- Preparatory Stage-Antoinette Lockett
II.
Autonomous Maintenance- Xiaoyan Liu
III. Equipment Management Life Cycle- Xiaoyan Liu
IV.
TPM Implementation-Waseem Manzoor
V.
Launching TPM- Stabilization-Waseen Manzoor
VI.
Eliminating Equipment Losses-Laura Dietrich
VII. Improvement Goals for Chronic Losses-Laura Dietrich
III.
Overall Equipment Efficiency

IV.

I.

What is OEE-Xiaoyan Liu

II.
III.

OEE Factors-Xiayon Liu

Calculating OEE-Waseem Manzoor

TPM Benefits-Xiaoyan Liu

Understanding
Downtime

MAJOR LOSSES

Planned Downtime losses

Start-ups
shift changes
coffee and lunch breaks
planned maintenance shutdowns

Unplanned Downtime Losses

Equipment breakdown
Changeovers
Lack of material

Reduced Speed Losses

Idling and minor stoppages

Slow-downs

Poor Quality Losses

Process non-conformities
Scrap

TPM

What is Total Productive

Maintenance?
TPM is a plant improvement
methodology which enables continuous
and rapid improvement of the
manufacturing process through use of
employee involvement, employee
empowerment, and closed-loop
measurement of results

Breakdown of TPM
TOTAL = All encompassing by
maintenance and production
individuals working together
PRODUCTIVE = Production goods and
services that meet or exceed
customers expectations
MAINTENANCE = Keeping equipment
and plant in as good as or better than
the original conditions at all times

TPM - History
Productive maintenance (PM) originated in
the U.S. in late 1940s & early 1950s
Japanese companies modified and enhanced
it to fit the Japanese industrial
environment
The first use the term TPM was in 1961 by
Nippondenso, a Japanese auto components
manufacturer
Seiichi Nakajima head of JIPM, one of the
earliest proponents, known as the Father of
TPM

TPM - Evolution

Breakdown maintenance
Preventive maintenance (PM)
Productive maintenance
Total productive maintenance

Goals of TPM
1. Aims at getting the most effective use of
equipment
2. Builds a comprehensive PM system
3. Brings together people from all departments
concerned with equipment
4. Requires the support and cooperation of
everyone from top managers down
5. Promotes and implements PM activities based
on autonomous small group activities.
6. Maintaining Equipment for life
7. Encouraging input from all employees
8. Using teams for continuous improvement

Three Principles of Prevention

Maintenance of normal conditions
Early discovery of abnormalities
Prompt response

TPM 8 PILLARS

5s

Safety, health and

Environment

Office TPM

Training

Quality Maintenance

Planned Maintenance

Kobetsu Kaizen

Autonomous Maintenance

PILLARS OF TPM

Kick off TPM

Launching TPM- Preparatory Stage

Announce top managements decision
to introduce TPM
Launch an educational campaign to
introduce TPM
Create an organizational structure to
promote TPM
Establish basic policies
Form a master plan for implementing
TPM

Launching TPM- Preliminary

Implementation

Launching TPM- TPM Implementation

Improve the effectiveness of each critical
piece of equipment
Set up and implement autonomous
maintenance
Establish a planned maintenance system in
the maintenance department
Provide training to improve operator and
maintenance skills
Develop an early equipment management
program

Launching TPM- Stabilization

Perfect TPM
implementation and raise
TPM levels

Eliminating Equipment Losses

Improvement Goals for Chronic Losses

OEE

What is OEE
OEE (overall equipment efficiency) is
a best practices way to monitor and
improve the efficiency of your
manufacturing processes
machines
manufacturing cells
assembly lines

OEE Factors
Plant Operating Time
Planned production time
planned downtime ie. breaks

Availability
downtime losses

Performance
Speed losses

Quality
Quality losses

World Class OEE

OEE Factor

World Class

Availability

90.0%

Performance

95.0%

Quality

99.9 %

OEE

85.0%

Calculating OEE
Availability = Operating time/planned
production
Performance = Ideal Cycle Time / Total
Pieces
or

(total pieces / Operating time)/Ideal Run time

Quality = Good Pieces / Total Pieces

OEE = Availability X Performance X
Quality

Example OEE Calculation

Item
Data
8 hrs = 480 min.
Shift length
Short Breaks 2@ 15 min. = 30 min
Meal Break 1 @ 30 min = 30 min
47 min
Down Time
Ideal Run Time 60 pieces per min
19,271 pieces
Total Pieces
423 pieces
Reject Pieces

Availability =
Operating time
Planned production time
= 373 minutes / 420 minutes
= 0.8881 (88.81%)

Performance =
(Total pieces /Operating time)
Ideal Run Time
= (19,271 pieces/373 minutes)/60
pieces per minute
= 0.8611 (86.11%)

Quality =
Good Pieces
Total Pieces
= 18,848 / 19,271 pieces
= 0.9780 (97.80 %)

OEE =
Availability X Performance X Quality
= 0.8881 X 0.8611 X 0.9780
= 0.7479 (74.79%)

TPM BENIFITS

TPM - Benefits
Improved equipment eliminates the root cause of
defects
Defects are prevented through planned
maintenance
Preventive maintenance costs are reduced as
equipment operators conduct autonomous
maintenance
Improved equipment designs ensure that new
equipment naturally produces fewer defects
Simplified products designs and a redesigned
process produce with few defects
Engineers, technicians and managers are trained in
maintenance and quality

TPM - Benefits
(Japanese TPM Prize winners during 1982-1984)
Equipment failures reduced from 1,000/month
to 20/month
Quality defects reduced from 1.0% to 0.1%
Warranty claims reduced by 25%
Maintenance costs reduced by 30%
WIP decreased by 50%
Productivity improved by 50%. (Patterson &
Fredendall, 1995)

TPM Success stories

USPS Albany, New York: annual save of
$86,000; could save $4.5 million if applied
nationwide
Yamato Kogyo Corp., Japan:
- productivity up by 130%,
- accidents cut by 90%,
- defects reduced by 95%,
- employee suggestion rate increased by
over 300%