Production Maintenance

Total Productive Maintenance

Looking
g After Our Equipment
q p

Maintenance
in a one-piece
i flow Continuous maintenance
in a one-piece flow
Total Productive Maintenance
• “Maintenance is like looking after children. On a day to day
basis you don’t
don t require a doctor
doctor. In a factory your machines
don’t require a technician. Production operators should think
of their machines in the same way as a mother thinks of her
children.”

Director of Maintenance Nissan UK

TPM 2
Our TPM road map...

Effectiveness /
Capability

Predictive
maintenance
Preventive
maintenance
i t

Autonomous
maintenance

Reactive
maintenance time

TPM 3
 Our TPM road map...

Effectiveness /
Capability TPM
Workshop
Predictive
maintenance
Preventive
maintenance
i t

Autonomous
maintenance

Reactive
maintenance time

O
Ongoing
i effort:
ff t Maintenance
M i t prevention
ti
TPM 4
 Our need: maintenance in support of...

• Customer requirements
• C
Competition
titi
• For ourselves
• Lean production

Maintenance
i a one-piece
in i flow
fl Continuous maintenance
in a one-piece flow

TPM 5
 Poor maintenance = waste
9Equipment failure 9Idling and minor stoppages
9T l changes
9Tool h
9Scrap/rework
9Start-up losses

9 Set-up/ Calibr
05/12

adjustments

9 Reduced
speed
E

TPM = elimination of waste + continuous improvement

TPM 6
The Goal of TPM
¾ Regain confidence in our equipment:
¾ Capability
C bilit ((make
k quality
lit parts)
t )
¾ Effectiveness (eliminate delays)

¾ Provide the operators with a machine environment that

enables them to produce good parts more easily

5
3
1
2 4

TPM 7
Typical evolution of equipment

Continuous
TPM eventt improvement
ness
ty and effectiven
Capabilit

New equipment
Actual evolution of capability and effectiveness
C

Months and years

TPM 8
 TPM: Sharing responsibilities

Production Maintenance
• Top up fluids • Perform specialised
• Perform general maintenance maintenance
• Clean interior / outside • Troubleshoot /fix actual and
• Monitor machine condition potential problems
• Call maintenance: detected or • Eliminate their root causes
suspected problems

Manufacturing Engineering
I
Improve maintainability
i t i bilit and
d safety
f t
TPM 9
 What is OEE?

O
Overall
ll E
Equipment
i t Eff
Effectiveness
ti (%) =
Availability Rate x Performance Rate x Quality Rate

How do we calculate that ???

TPM 10
Overall Equipment Effectiveness (OEE)

breaks, meetings,
planned
maintenance
breakdowns, set-up, breakdowns, set-up, breakdowns, set-up,
tool changes, start- tool changes, start- tool changes, start-
ups -120
ups. 120 min ups -120
ups. 120 min ups -120
ups. 120 min
Availability Rate minor stops, minor stops,
= 765/885=86% idling, speed loss, idling, speed loss,
adjustments etc. adjustments etc.
-280
280 min
i -280
280 min

Performance Rate scrap, rework.

-40 min
= 485/765=63%
Quality
y Rate =
445/485=92%

Working Available Operating Productive Effective

Time Time Time Time Time
1440 min 885 min 765 min 485 min 445 min
163% 100% 86% 54% 50%

TPM OEE is 50% 11

 OVERALL EFFECTIVENESS
CALCULATION FORM

OEE calculation form Date: ______/____/____

Machine name: __________________________________________
M hi number:
Machine b |
|____|____|____|____|____|
| | | | |

Basic Availability
Number of shifts: 3 X Hours per shift: 8 X 60 min/h = 1440 min
-
Meetings (average time per day, all shifts): 90 min
-
Lunches (total lunch time in the day, all shifts): 180 min
-
Pl
Planned
d maintenance
i t on machine
hi (avg
( time
ti per d
day, allll shifts):
hift ) 60 min
i
Basic Availability: 1110 min
Available Time
Basic Availability : 1110 min
-
Set-ups and adjustments (average time per day, all shifts): 120 min
-
Calibrations + tests on the machine ((avg
g time p
per day
y all shifts):
) - 30 min
Available Time: 960 min
86%
Machine Rate
Available Time : - 960 min
Breakdowns (time for this machine for year ÷ working days): - 15 min
Idling and minor stoppages (per day, use video observ.): 20 min
-
Speed loss: Cutting time for 1 part (actual): 12 min

or Cutting time for 1 part (optimal):

difference:

parts cut in a day (all shifts):

speed loss:
X
10 min
2 min

100 parts
200 min
Machine Rate: 725 min
76%
Quality Rate
Machine Rate : 725 min
-
Time for rework on and due to machine (average per day): 25 min
-
Scrap (yearly scrap qty X machining time per part ÷ work. days): - 30 min
Quality Rate: 670 min
92%
Overall Effectiveness

Available Time: 86%

X
Machine Rate: 76%
X
Quality Rate: 92%
60%

TPM 12
Effectiveness Eaters

• Set-ups <10 minutes

• Adjustments 0
• Equipment breakdowns 0
• Minor stoppages and idling 0
• Speed same or better than
planned
• Defects 0
• Start
Start-up
up time Minimise

TPM 13
 0
10
20
30
40
50
60
70
80
90
Startt

End

Runn Time

Equ ip Failure

Set-up/adjust

Tooll Change
TPE OBSERVATION

Starrt-up loss
Par t:
Equ ip.:

Ava il. Loss

Stopps/Idling

Speeed loss

Perfform. L oss

Scraa p/Rework

TPM
Dat e:
Name:

Quaality L oss
Identify the “effectiveness eaters”

Remar ks

14
 Which “eaters” should we tackle?

Effectiveness observation
900

800

700
er day

600
Minutes pe

500

400
M

300

200

100

0
Run Idling and Breakdowns Set-up Defects
minor
stoppages

TPM 15
CUT “eaters” in to thin slices

180
160
140
120
100
Minutes

80
M

60
40
20
0
C axis Electrical Conveyor jam
overload problem

B kd
Breakdowns and
d major
j stoppages
t
TPM 16
What is “capability”?

Capability is the tolerance

that the machine can meet
on a regular basis

A «non-capable» machine is a machine that “eats”

tolerance out of its parts

TPM 17
Two characteristics of a machine’s capability:

• Accuracy
ªWhat I see is what I am supposed to get

• Precision
ªI always get the same results (repeatability)

TPM 18
Inaccurate but precise

Average of
obtained
results
ults

Expected
Resu

result

Results are far Obtained

from the expectations: poor accuracy results

Results
R lt vary very littl
little
good precision

Always the same result, but a wrong one!!!

TPM 19
Accurate but imprecise

Average of results meet

the expectations: good accuracy

Average of
obtained
Ressults

results
=
Results vary a lot Expected
poor precision result

Obtained
Obt i d
results

The average is good, but individual results are too spread out!
TPM 20
Accurate and precise

Results exactly meet

the expectations: accuracy
Average of
obtained
ults

results
Resu

=
Expected
result
Results vary very little
precision

Obtained
results

Now, that’s a CAPABLE machine!!!

TPM 21
How do we measure the capability?

Capability analysis
Measure the accuracy
and precision of the axes Y
X

TPM 22
 Gross error analysis
Machine #: 528506 Checked by: Fred Brown Date: 04/24/95
Machine: Elox Wire EDM Controller: Unit/Cell: 840/8729
Axis: Y Direction: minus Tol. Rqmt: 0,006
1 Warm up machine
1. machine.

An example of a 2. Select an axis and direction.

3. Position/affix reference block(s) on table.
4. Position/affix mag-base/indicator on head or table.

capability analysis 5. Move head out to a distance beyond typical work zone.
6. "Zero out" indicator and "zero out" controller ------------->
7. Move head out to a distance beyond work zone again.
8. Bring head up to indicator until controller reads zero.
0 A B C
|___|___|___|

9 Record indicator reading

9. reading.
10. Repeat step 9 for the next 9 steps.
11. Validate initial zero indicator.
12. Do test on all axes for minus & plus direction.
NB Indicator needle should be at 10 o to 15 o degrees to face to be inspected.
Indicator rod should be less than 3 inches.

Axis Cycle Specified position Actual position Delta

1
1– 0 005
0,005 0 0046
0,0046 -0,000400
0 000400
0,025 0,0244 -0,000600
0,05 0,0502 0,000200
2– 0,005 0,0046 -0,000400
0,025 0,0244 -0,000600
0,05 0,0501 0,000100
3– 0,005 0,0046 -0,000400
0,025 0,0244 -0,000600
0,05 0,0501 0,000100
4– 0,005 0,0046 -0,000400
Y 0,025
0,05
0,0244
0,0501
-0,000600
0,000100
5– 0,005 0,0046 -0,000400
0,025 0,0244 -0,000600
0,05 0,0501 0,000100
6– 0,005 0,0045 -0,000500
0,025 0,0244 -0,000600
0,05 0,0501 0,000100
7– 0,005 0,0045 -0,000500
0,025 0,0244 -0,000600
0,05 0,0501 0,000100
8– 0,005 0,0045 -0,000500
0,025 0,0244 -0,000600
,
0,05 0,0501
, 0,000100
,
9– 0,005 0,0045 -0,000500
0,025 0,0244 -0,000600
0,05 0,0501 0,000100
10– 0,005 0,0045 -0,000500
0,025 0,0243 -0,000700
0,05 0,0501 0,000100
Total -0,009500
g ((accuracy)
Average y) -0,000317
, <====
Test for Stray (avg *3,267) -0,001035
The % of Tolerance is over 25% Std. dev. (or repeatability 0,000316 <====
====>>> THIS IS UNACCEPTABLE 6s (or axis capability) 0,001898 Max:
"Take action" % of Tolerance 31,63% 25%
TPM 23
An example...

Cycle Specified Actual Delta

position position
1– 2.000 2.0000 0
8 000
8.000 8 0002
8.0002 0 0002
0.0002
12.000 12.0004 0.0004
... ... ...

10– 2.000 1.9997 -0.0003

8.000 8.0001 0.0001
12 000
12.000 12 0003
12.0003 0 0003
0.0003

ACCURACY total 0.00140

Average (0.00140/30) 0.00046
PRECISION standard deviation 0.00026
R
Repeatability
t bilit
TPM 24
 An example...
Cycle Specified Actual Delta
position position
1–
1 2.000
2 000 2.0000
2 0000 0
8.000 8.0002 0.0002
gain 12.000 12.0004 0.0004
St a r t a

Axis 10 tim
es
... ... ...

10– 2.000 1.9997 -0.0003

C
Capability
bili = 8.000
12.000
8.0001
12.0003

total
0.0001
0.0003

ACCURACY 0.00140
Average (0.00140/30)
(0 00140/30) 0 00046
0.00046
PRECISION
multiplying the standard Repeatability
standard deviation 0.00026

deviation by 6:

0.00026 x 6 = 0.00156 = Capability

TPM 25
 An example...

T calculate
To l l t the
th
Percentage
g of Tolerance
consumed: i.e. ± 0.002 = 0.004

Divide the capability by the total required tolerance

and multiply by 100
0.00156 ÷ 0.004 x 100 = 39%
capability ÷ tolerance x 100 = % of tolerance

TPM 26
 How to read the results

% of tolerance:
< 25% Acceptable

> 25% Unacceptable

We have a potentially problematic machine

¾ Let’s push the analysis further and find the root causes
¾ Let
Let’s
s eliminate the capability “eaters”
eaters and their root causes
TPM 27
Action plan - Capability

1. Select the tightest tolerance on the parts made on this

equipment
2. For each axis, in each direction:
– Select 3 target positions (close, middle and edge of normal machining
p )
path)
– Run the machine to each of the 3 targets and measure the real position
with an indicator.
– Calculate the capability
– Calculate the percentage of tolerance
3. Find the root causes for the capability “eaters” and eliminate
them

TPM 28
What is a TPM overhaul?

1
1. Let’s
Let s find out the equipment’s
equipment s condition!!!
– Initial cleaning / inspection
– Identify abnormalities

2. Let’s “measure” the equipment’s effectiveness & capability!!!

– OEE data collection
– C
Capability
bilit study
t d
INSPECTION TAG

TPM
Date of Inspection Department Team
No.:

Inspector

3. Let’s repair it!!! Machine Name & Number

Description of Malfunction

– Identify and do all that we can ourselves Corrective Action

– Identify and set an action plan for “specialised” repairs Planned Date
of Action
Person Responsible Planned
Completion Date
Action verified by:

Use red tags to

4
4. L t’ make
Let’s k sure it does
d nott d
deteriorate
t i t again!!!
i !!! identify problems
– Eliminate the root causes of abnormalities
– Define the normal operating conditions (cleaning, lubrication, tightening, etc...)

TPM 29
Clean Inspect Repair

On CLEAN equipment,
equipment

problems are VISIBLE

A visible problem is a problem

WE CAN SOLVE!
TPM 30
Let’s use our senses

Unfamiliar
noises
i
Unusual
odours
Over-
heating,
vibration,
etc...

Leaks,
corrosion,, etc...

TPM 31
 Our cleaning strategy:

SAFETY !!! 1 Observe safetyy rules

(including padlocking)
2 Take pictures "before"
3 Complete the evaluation sheet
4 Deep clean everywhere
(like new)
TPM
INSPECTION TAG

No.:
5 Document abnormalities
55555
Date of Inspection Department Team Inspector

(red tags) Machine Name & Number

why
6 Establish a work plan for corrections
why Description of Malfunction

why 7 Apply corrections

why 8 Use the equipment
why (1 work shift) Corrective Action

9 Restart the cleaning

10 Complete the evaluation sheet Planned Date Person Responsible Planned Action verified by:
of Action Completion Date

11 Take pictures "after"

TPM 32
Facilitate access and make it visible

Numerous Hinges “Pear holes” Sliding rails

bolts / screws

Custom design
adapted tools...
Handles Windows

TPM 33
Inspect screws, nuts & bolts

INSPECTION TAG

TPM
Date of Inspection Department Team
No.:

Inspector

Machine Name & Number

Description of Malfunction

Corrective Action

Planned Date Person Responsible Planned Action verified by:

of Action Completion Date

TPM 34
 Summary of abnormalities: screws, nuts and bolts

Total Total
Abnormalities Broken Bolt too
identified: bolt short

Screws, nuts & bolts Total

Missing
Total
Crooked
bolt bolt

Inspection form
Total Total
Missing Loosened
nut nut

Total Total
Misaligned
Mi li d Damaged
bolt head

Total Total
Misaligned Damaged
nut nut

Total verified:
OTHERS

Marked
bolts:

Verified and NTA Missing without consequence

(white dot) (yellow circle)

Maintenance only Maintenance alone and tightening

(red dot) mark (red dot, white line)

Critical or subject to loosening Verify tightening daily (yellow dot,

TPM (yellow dot) white line) 35
Some examples...

STOP
??? !!!
STOP

Out of reach / distant safety devices

Equipment that blocks access

TPM 36
Implement standards

HYDRAULIC LUBRICATION GREASE

WATER DANGER PNEUMATIC

TPM 37
Identify normal operating conditions

G XX

Direction

e No.
of motor normally
y

Valve
CLOSED
rotation

Direction of fluid
circulation
TPM 38
A few standards ...

Normal position
Valve No.

normally
OPEN
of a valve Filter installed
with a Velcro
normally
b d
band
Valve No.

CLOSED
alve No.

normally
THROTTLED
Va

Anti-skid
floor covering Self sticking
arrows
TPM 39
A few standards ...

DANGER
R O T A T I O N
WATCH YOUR
FINGERS AND
YOUR HANDS

R O T A T I O N

Gear -
Risk of injury
R O T A T I O N

Normal motor
rotation
Source of
electrical energy
TPM 40
A few standards ...

CHAIN
Shape/Size N. of Chain N. of Links
TPM INSPECTION TAG

No.:

Date of Inspection Department Team Inspector

Machine Name & Number

Description of Malfunction

FILTER
Number

Corrective Action

FILTER Planned Date

of Action
Person Responsible Planned

Completion Date
Action verified by:

Number

Shape/Size N. of Belt

Belt

TPM 41
Effectiveness and Capability:
establishing
es ab s g youyour be
benchmark
c a

You are
here

Continuous
TPM event improvement 90
80
70
60
ness

50
40
30
20
and effectiven

10
0
Capability a

New equipment
Actual evolution of capability and effectiveness

Months and years

TPM 42