The Simplified Roadmap is optimized to provide an incremental, step-by-step approach to implementing TPM. So, what comes next in the TPM journey?

TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of equipment. It blurs the distinction between the roles of production and maintenance by placing a strong emphasis on empowering operators to help maintain their equipment.

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In this step, a system is put into place to track OEE for the target equipment. This system can be manual (refer to www.oee.com for detailed information about performing manual OEE calculations) or automated (such as Vorne’s XL Productivity Appliance™), but the scope of the system must include unplanned stop time reason code tracking.

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It should be reasonably intuitive how 5S creates a foundation for well-running equipment. For example, in a clean and well-organized work environment, tools and parts are much easier to find, and it is much easier to spot emerging issues such as fluid leaks, material spills, metal shavings from unexpected wear, hairline cracks in mechanisms, etc.

OEE consists of three underlying components, each of which maps to one of the TPM goals set out at the beginning of this topic, and each of which takes into account a different type of productivity loss.

During this step, OEE data should continue to be carefully reviewed each shift to monitor the status of losses that have already been addressed, as well as to monitor overall improvements in productivity.

For a complete discussion of OEE, including information on how to calculate Availability, Performance, Quality, and OEE visit our dedicated OEE (Overall Equipment Effectiveness) page.

Once the pilot area has been selected, create a local visual focus for the project (e.g., a project board) where plans and progress updates can be posted.

One of the greatest challenges at any company is how to achieve sustainable improvement. This includes both a) achieving short-term success and b) maintaining that success over the long-term. This section outlines four techniques for achieving sustainable improvement.

TPMpillars

This newly calculated “Best of the Best” OEE score represents the stretch goal – derived from the best results actually achieved across the month for Availability, Performance, and Quality.

In this step, the most significant sources of lost productive time are addressed. The TPM concept of Focused Improvement (also known as Kaizen) is introduced.

There are an additional four TPM activities that are not within the scope of the Simplified Roadmap. The question then becomes, when should these activities be introduced? In keeping with the incremental, step-by-step approach, selection of new activities should be prioritized based on whatever is the most pressing and urgent need.

TPM checklistExample

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OEE loss categories (Availability Loss, Performance Loss, and Quality Loss) can be further broken down into what is commonly referred to as the Six Big Losses – the most common causes of lost productivity in manufacturing. The Six Big Losses are extremely important because they are nearly universal in application for discrete manufacturing, and they provide a great starting framework for thinking about, identifying, and attacking waste (i.e., productivity loss).

Engaging employees is important for both short-term and long-term success of initiatives. A powerful technique for engaging employees is creating a shared vision of the future “improved” state of the company – and clearly outlining how it will benefit employees. This will create a strong, broad-ranging motivation to succeed. Another powerful technique is recognizing and rewarding desired behavior. In the context of TPM, this may include providing a monthly rotating trophy for the Best 5S Area or awarding gift certificates each month for the Biggest Kaizen Improvement.

It is extremely important to measure OEE in order to expose and quantify productivity losses, and in order to measure and track improvements resulting from TPM initiatives.

OEE (Overall Equipment Effectiveness) is a metric that identifies the percentage of planned production time that is truly productive. It was developed to support TPM initiatives by accurately tracking progress towards achieving “perfect production”.

In this step, proactive maintenance techniques are integrated into the maintenance program (thus introducing the TPM concept of Planned Maintenance).

TPMAuditChecklist pdf

The traditional approach to TPM was developed in the 1960s and consists of 5S as a foundation and eight supporting activities (sometimes referred to as pillars).

In this step, the equipment will be cleaned up and otherwise prepped for improved operation. Two key TPM concepts will be introduced:

which step oftpmis the last step of the preparation stage?

The implementation of a TPM program creates a shared responsibility for equipment that encourages greater involvement by plant floor workers. In the right environment this can be very effective in improving productivity (increasing up time, reducing cycle times, and eliminating defects).

As can be seen from the above table, OEE is tightly coupled to the TPM goals of No Breakdowns (measured by Availability), No Small Stops or Slow Running (measured by Performance), and No Defects (measured by Quality).

An excellent way to get a deeper understanding of TPM is to walk through an implementation example. This section provides a step-by-step roadmap for a simple and practical TPM implementation.

Monodzukuri Test Learning TextbookPDF

8 pillars ofTPM PDF

TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives to achieve perfect production:

Evolving the initiative applies continuous improvement techniques to ensure that it does not become stale and that employees do not become complacent. The goal is to keep the initiative fresh and interesting. Evolving the initiative also helps to ensure that it thrives over the long-term by constantly adapting it to a changing environment.

The eight pillars of TPM are mostly focused on proactive and preventative techniques for improving equipment reliability.

Providing active leadership is one of the primary responsibilities of senior management (up to and including the Plant Manager). It means regularly demonstrating the importance of TPM activities through words and actions. Active leadership combats the natural tendency of employees to drift back into old patterns of behavior and old ways of working. It continually feeds new energy into the initiative, which over time is absorbed by employees in the form of new ingrained behaviors.

Manually calculating OEE is a great way to start. It can be done with pencil and paper or with a simple spreadsheet, and only five pieces of data are needed (Planned Production Time, Stop Time, Ideal Cycle Time, Total Count, and Good Count). Performing manual OEE calculations helps reinforce the underlying concepts and provides a deeper understanding of OEE. However, there are also very strong benefits to quickly moving to automated OEE data collection:

An interesting question is how to set an effective “stretch” goal for OEE. As it happens, there is an excellent technique for doing so called “Best of the Best”. Here is how it works:

Succeeding early helps to ensure long-term success by building momentum behind the initiative. By way of contrast, if an initiative is perceived as having been tried and failed, it will be much harder to successfully implement that initiative in the future.

Next, an Autonomous Maintenance program should be initiated. Strive to build a consensus between operators and maintenance personnel on which recurring tasks can be productively performed by operators. In many cases, light training will be required to bring up the skill level of operators.

Total Productive MaintenancePDF

TPM checklistExcel

Data should be gathered for a minimum of two weeks to identify recurring reasons for equipment unplanned stop time, and to identify the impact of small stops and slow cycles. Review the data during each shift to ensure that it is accurate and to verify that the true causes of unplanned stop time are being captured.

For most equipment, the largest losses are a result of unplanned stop time. Therefore, it is strongly recommended to categorize each unplanned stop event to get a clear picture of where productive time is being lost. It is also recommended to include a category for “unallocated” stop time (i.e., stop time where the cause is unknown). Providing a category for unallocated stop time is especially important with manually tracked OEE. It improves accuracy by providing operators with a safe option when the stop time reason is not clear.

In this step the target equipment for the pilot TPM program is selected. There are three logical ways to approach this selection.

In order to create a wide base of support for the TPM project, make sure to include the full spectrum of associated employees (operators, maintenance personnel, and managers) in the selection process, and work hard to create a consensus within the group as to the equipment selection choice.