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TPM philosophy

Total Productive Maintenance is a team based approach to ensuring that production equipment is functioning in a perfect order. The goals of TPM are ZERO downtime, ZERO defects and ZERO accidents. A key elements of TPM is Autonomous Maintenance which incorporates basic maintenance duties into operator's work schedule. This enables specialists from the Maintenance Department to switch from fixing breakdowns mode to Preventive, Predictive and other specialized Maintenance tasks. 

TPM Progress is measured by OEE (Overall Equipment Effectiveness) which ties together machine availability, performance and quality. World Class companies can achieve OEE on the level of 85%.


Autonomous Maintenance

Autonomous Maintenance combines functions of operators and specialists from the maintenance department in shared responsibility for maintaining equipment in perfect working order. Production operators receive step by step education in equipment functions, design, up keep and preventive procedures, and take over part of Maintenance department responsibilities with regard to cleaning, lubricating and inspection. This allows the specialists to spend more time on advanced maintenance, predicting failures and continuous improvement of equipment.

 

Knowledge transfer to operators and their gradual integration in formal maintenance activities is done in seven steps. Teams of operators meet regularly, conduct brainstorming sessions on eliminating problems and process standardization and strive to achieve targets of each step set by management. A characteristic feature of the program is also a formal assessment of progress after completion of each step.

 

Step 1 - Initial Cleaning: clean equipment inside and out and restore initial conditions by discovering and correcting abnormalities

Step 2 - Eliminate Sources of Contamination: identify and remove sources of contamination to reduce cleaning time

Step 3 - Cleaning and Lubrication Standards: establish preliminary standards for cleaning, lubricating, equipment tightening

Step 4 – General Inspection: develop preliminary standards for equipment inspection and train operators in their implementation

Step 5 – AM Standards: combine standards from Steps 3 and 4 to develop an optimal system for inspection, cleaning and lubrication. Set visual controls and reduce time of each task

Step 6 - Quality Assurance: train operators in process inspection and quality control and continuously improve product quality

Step 7 - Autonomous Management: continuously improve existing standards, use metrics (VPM) to enhance the maintenance process

Planned Maintenance

Planned Maintenance is a program that develops a professional maintenance system, focused on prevention. There are seven steps of implementation:

  1. Setting targets, prioritizing and cataloguing equipment, developing a system of performance indicators
  2. Helping operators to restore basic condition of equipment
  3. Developing a systematic analysis of sources of breakdowns
  4. Creating or acquiring an electronic database to manage prevention, spare parts, documentation
  5. Implementing standards on prevention and spare parts management, using the database to manage prevention activities
  6. Implementing Predictive Maintenance - using diagnostic tools to detect problems
  7. Improving the system using Visual Performance Management

 

SMED

SMED is an acronym for Single Minute Exchange of Die. Its goal is to perform any machine changeover in under 10 minutes. Reduction in set up time directly improves machine efficiency and furthermore allows to reduce batch sizes which is a key element of lean conversion. 

The SMED Methodology was developed by Shigeo Shingo, a consultant to Toyota. It prescribes to divide all of the setup functions into internal and external tasks. Internal tasks are setup jobs which in the current procedure can be accomplished only when the machine is stopped, while external tasks could be performed when the machine is operating. It is then a relatively straightforward exercise to eliminate external tasks from the setup procedure and brainstorm opportunities to convert some of the internal tasks into external ones or reduce their duration. 

The effect of such actions is frequently an over 50% reduction in changeover time. 

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