Total Productive Maintenance developed from concepts promoted by the Japanese Plant Maintenance Institute in 1972. Whilst it is management led and should ideally be part of a company wide total Quality Control Programme, it is primarliy a programme to involve the workforce in self management to a fairly high level.
OEE (Overall Equipment Effectiveness) is the key measure of the tangible benefits obtainable from TPM and the means by which this can be calculated and monitored will be fully discussed.
This TPM course and others in the Lean Manufacturing series are based on David Hutchins extensive experience in Production Engineering in the automotive industry, the management of Quality and more than 30 years intensive research into Japanese management systems. David has visited most Toyota plants in Japan and in the UK, several of its suppliers including Nippon Denso and NGK Spark Plugs, Nissan both in Japan and the UK together with Calsonic, Honda and Hino Motors. He has also worked with Ford in the UK and Germany, Iran Khodro in Iran and parts suppliers in Hungary and Tunisia.
It has been said of David in Japan that he is the European that understands Japanese management better than any other Westerner that we have met.
This course will also be supported by one of the best trainers in the Lean Manufacturing field.
Success requires a good understanding of the fundamental principles behind the process and considerable organisation before the participative process begins. This course will enable managers to understand their role and to begin the planning process. The development of 5S/5C teams is a natural follow on to the development of TPM. This will be fully discussed in our course.
Dates: by mutual agreement
Location: On site.
Fee: The courses vary in content and are customised to suit requirements. Fees will be calculated depending upon the number of days.
Excerpt from David Hutchins forthcoming book Hoshin Kanri - The strategic approach to continuous improvement
Total Productive Maintenance
Total Productive Maintenance (TPM) challenges the view that maintenance is no more than a function that operates in the background and only appears when needed. The objective of TPM is to engender a sense of joint responsibility between supervision, operators and maintenance workers, not simply to keep machines running smoothly, but also to extend and optimise their performance overall. The results are proving to be remarkable.
The goals of TPM are measured using an Overall Equipment Effectiveness (OEE) ratio.
OEE = availability x performance x Quality rate.
Availability = Available time - downtime x 100
Downtime can be calculated by adding together the amounts of time lost due to equipment failures, set-up and adjustment, and idling and minor stoppages.
Performance rate = Ideal cycle time x Processed Quantity x 100
Speed losses are calculated by combining time lost due to idling and minor stoppages and time lost due to reductions in speed.
Quality rate = Processed Quantity - defective quantity x 100
Defective quantity is calculated by combining defects in process start-up and reduced yield.
Typical calculations for OEE prior to the implementation of Just in Time related strategies usually range between 40% and 50% with the former being the more normal. Experience indicates that it is possible to raise this to between 80% and 90% in a period of some two to three years from start up. However, the improvement will usually follow an almost exponential upward curve with the bulk of the gains being in the latter part of the period.
Total Productive Maintenance was developed in Japan in 1971 by the Japanese Institute of Plant Maintenance (JIPM). TPM involves everyone in the company.
The JIPM also identified what they refer to as the six big losses mentioned earlier.
The JIPM also states that “Both operations and maintenance departments should accept the responsibility of keeping equipment in good condition. To eliminate the waste and losses hidden in a typical factory environment, we must acknowledge the central role of workers in managing the production process. No matter how thoroughly plants are automated or how many robots are installed, people are ultimately responsible for equipment operation and maintenance. Every aspect of a machines performance, whether good or bad, can be traced back to a human act or omission. Therefore, no matter how advanced the technology is, people play a key role in maintaining the optimum performance of the equipment.”
Whilst in the early stages, the workforce involvement will usually be limited to membership of multi layer teams, in the longer term, usually in around two to three years, the operator involvement will have developed into fully autonomous self managing maintenance group activities.
Typically, in the early stages, a pioneer team of managers, technical specialists including maintenance department personnel and operators work on one problem production line. Using the project by project disciplines the team select specific problems from amongst the so called ‘6 Big Losses’ that they believe can be solved quickly and easily but which produce tangible and measurable improvements.
At this stage, the programme is then given a high profile and extended to include every one in the plant. The initial teams of workers will be trained in the problem solving tools and taught how to select process related problems as projects. Managers and specialists will act as consultants to the newly formed teams and guide them in the best use of problem solving methods.
At this point the workers will be encouraged to carry out simple plant cleaning activities using the 5S housekeeping concept.
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