one day total productive maintenance practitioner’s...

30 August, 2016 © S A Partners

Hosted by Meda Rottapharm SA Partners in association with Peter Willmott

1st September 2016

One Day

Total Productive Maintenance

Practitioner’s Workshop


• Intro to Meda Rottapharm & their CI journey to date –Richard

Hayes-Operational Excellence Manager

• Ice breaker-World Class Exercise

• TPM Principles-Including Maintenance Self Assess Exercise

• TPM Methodology

• OEE is Simple Exercise & BoB understanding

• TPM case study (Part 1)-Scene setting Richard Hayes

• Part 2-Go See VM Boards of Op Ex Management system

• Go Do ‘Spot the Rot’ 3 x Teams visit Line 4 Asset

• Return to Training Room for lunch

Agenda-this Morning


Agenda –this Afternoon

• Spot the Rot feedback-3 x Teams + Richard, Neil, Andy & Peter

• Molex Case study-Neil Enright (incl Q & A session)

• Discussion on Wider View of OEE & Cultural Issues- Richard,

Neil, Andy & Peter (Tea & coffee on the run)

• Designing & Sustaining your In-house TPM Program & Audit

& Review processes-Peter /Andy + other Cameo case studies

from other industries +Richard & Neil E contributions

• Key Learning Points Does TPM pass the ‘So what ?’ test x 2

Exercises

• Workshop assessment


6x Exercises during the day to

underpin key learning points

• Ice Breaker-What is World class?

• Maintenance Assessment -an ‘Honesty’ check

• The OEE is Simple (+ explanation of Current v. Best of

Best & World Class benchmark OEE )

• Spot the Rot / Condition Appraisal –practical –Go do

• Business Drivers & Potential of TPM to deliver them

• Potential TPM Stoppers & Proposed Countermeasures


To Provide Answers to the Following 7 x Questions • What do we mean by Operational Excellence and TPM Best Practice?

• How do we align TPM with our Operations Philosophy & our Lean

Transformation Journey?

• How to select the right Tools and Techniques & Designing our own in-house

TPM Program ?

• How to assimilate the likely resource commitments for running your TPM

Program.

• How to prepare a compelling Cost / Benefit Business case for your company’s

‘sign off’

• How do we create the right Environment to generate the right Behaviours in

order to Sustain the Gains?

• What are the common Pitfalls to Avoid?

Intended Learning

outcomes


5% of What We Read

10% of What We Hear

15% of What We See

20% of What We See and Hear

40% of What We Discuss With Others

80% of What We Practice and Experience

95% When We Teach Others

Learning, Understanding and

Retention


Ice-Breaker

• Think of a “World Class” sportsperson or team, either

current or past.

• Why are they (or were they) ‘World Class? i.e. What

attributes/characteristics differentiate them from the

rest?

• In other words: What makes (or made) them ‘Special’?


• Train and practice a lot before they perform

• Have dedicated “Improvement Time”

• Are obsessive about attention to detail

• Depend on others, not just self

• Have the right equipment, facilities and environment

• Have a clear vision of what’s possible

• Have a ‘Continuous Improvement’ mentality

• Are totally dedicated

• Maximise their individual and collective potential

• Are well paid when they get there!!

10 x Attributes of “World Class”

Performers


Like any CI activity I now see TPM more as a

SYSTEM within the Shingo Model for Enterprise Excellence.-as such and with

help from my SA Partner colleagues andTPM customers………..

Until about 18 months ago I used

my 3 x cycle, 9 Step TPM model developed over the previous 20 yrs +

11 Step TPM System Model-

Explanatory Note


We Brainstormed what was

missing………….

Collect Equipment

History &

Performance

Information

Define

Measurement &

Potential Review

Progress

Assess the 6 Losses

& Set Improvement

Priorities

Develop Future

Asset Care

Carry Out a Condition

Appraisal

Plan the

Refurbishment,

Spares & Manpower

Carry Out a Critical

Assessment of the

Equipment

Develop

Best Practice

Problem

Prevention

Low

Cost/No

Cost

Solutions

Technical

Solutions

Support

Solutions

FEEDBACK

THE

MEASUREMENT

CYCLE

THE

CONDITION

CYCLE

THE

PROBLEM PREVENTION

CYCLE

Leadership and Behaviours

Skills and Capability

Audit and Review


…and came up with v.2…

I would like to share with you

today, the v.2 version as a 4 x

Cycle-11 step TPM System


Four Cycle-11 Step TPM

Review Performance

Criteria & History

Measurement & Opportunity analysis of KPIs

(incl. OEE)

Equipment Criticality

Assessment

Condition Appraisal & Restoration

plan

Root cause Analysis &

Problem Resolution

Individual & Team Skill

Development

Leadership

& Behaviours

Audit & Review Process

MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY

CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT)

PROBLEM PREVENTION & BEST PRACTICE ROUTINES

FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D

Assess Hidden Losses/wastes

& Set Improvement

priorities

Develop Future Total Asset Care

Best Practice & Standard Work

1 2 3

7

4 5 6

9

8

10 11


• The Condition Cycle now includes an emphasis on Safety,

Energy & Environmental considerations

• Steps 5 & 6 are now combined as one Step 5 in v.2

• So the Equipment steps are now 8, from the original 9

• Also v.2 has 3 x additional steps for the Future State

Realisation…..

*Step 9 -to emphasise the Individual and Team Skill

development requirements

*Step 10 -covering Leadership & Behaviours

*Step11- the Audit & review processes

What are the main differences?


Purpose

People

Process

S A Partners Enterprise

Excellence Model

Impro

ve

Purpose & People Purpose & Process

Process & People

Results Customer


• Our TPM programme is applied via a defined introductory and deployment process within the business unit-Purpose

• The application of our TPM model is applied through a defined sequence of team based ‘learning by doing’ activity-Process

• The outputs of this application are aligned to an evidence based assessment process linked to the teams progress through the model-People

Our TPM Model


1 Month 2 - 6 Months 7-24 Months +

Roll-Out Evolution Pilot Process

TPM Implementation Process

Scoping

Study

Senior

Management

Workshop

4 x Day

TPM

Practitioner’s

Workshop

Secure Management Commitment Trial & Prove the Route Milestones 1-4

POLICY DEVELOPMENT & DEPLOYMENT

Pilot Projects,

Plant Clear

& Clean,

Training &

Communication

Feedback

Mgt

Review

Improvement Zone Partnership

Operational Improvement

Project Improvement

Business Process Improvement


Local Management Review Process-

The Scoping Study

FEEDBACK:

• Key Success Factors

• Benefits

• Risk assessment

• Way Forward

• Business Objectives

• Vision

• Current Initiatives

• CI Progress to date

Assess People’s Perceptions

& Feelings

• Assess OEE

• Produce Production Loss Profile

• Review Implications for Pilot

• Potential Pilots/Roll out/ 5 S activity

Project Infrastructure

& Governance

•Programme Definition

•Cost implications

Mobilise/Agree

Individual Needs

Pilot 1

Pilot 2

Pilot 3

Development Needs:

• Awareness

• Pillar champions

• Facilitator

• Pilot Teams

• Management

1

2 3 4 5

6

7

8

9


Important to recognise the differences

It’s important to recognise the different industry

characteristics in for example , Process,

Manufacturing, Packaging ,Utilities, Repair &

Overhaul-especially (but not exclusively) in terms

of :-

• OEE Measurement

• Operator Impact on Performance

• Maintainer Impact on Performance

• 5S Work place Organisation

• Changeovers

• Standard Work


Recognising the different Characteristics

when applying TPM (1 of 2)

Type of

Facility

OEE Measure Operator

Impact

Maintaine

r Impact

5S –WPO &

Visual Man’

Change

overs

& Set-ups

Standard

Work

A)Process/Bulk

Manufacturing

(Capital

Intense)

Campaign or

Batch OEE as a

Fixed

Repeating

Schedule

Significant.

-Other than

being

Control

Room

based

Major Significant -

contamination

Control

+yields

Significant

+ Cleaning

In Process

& use of

VSM &

ECRS

Major

B)Classic

Manufacturing

(Cell &/or

linked Assets)

Running Clock

OEE

Major -can

be labour

controlled-

rather than

machine

controlled

Major Major -to

create Flow

Major +

use of

VSM &

ECRS

Major

C)Packaging

(Often Labour

Intense +some

Automation)

Running Clock

OEE

Major -can

also be

labour

partly

controlled

Major Major -to

create Flow

Major Major


Type of Facility OEE Measure Operator Impact

Maintainer Impact

5S –WPO & Visual Man’

Changeovers & Set-ups

Standard Work

D)Assembly

(Often Labour

intense & / or

Automated)

Running Clock

OEE

Major

Cycle or

Pulse rate

often

labour

controlled

Major Major to create

Flow

Significant

(&Pre-

Kitting

,VSM &

ECRS

Major

E)Utilities &

Gen. Services

(Often Capital

Intense)

? Relevance of

OEE v.

Efficiency &

other KPI’s

Ranges

from Very

Little to

Major

Major

Housekeeping

resulting in

‘Maintenance

Pride’

Rarely

Applicable

Relevant

F)Warehousing

(Pick and Place

+Automation)

Running Clock

OEE?-Alarms?

Decibels?

Major Major Major to create

Flow

Pre-Kitting

VSM &

ECRS

Relevant

Recognising the different Characteristics

when applying TPM (2 of 2)


The Learning Organisation & TPM

Versatile (Future)

Flexible (Today)

Single Skilled

(60’S / 70’S)

Multi Skilled

(1980’s / 90’s) Specialist

Craftsmen

Experienced

Proficient

Professional

Adaptable

Responsive

Resourceful

All Purpose

Told

Narrow

Fixed

Told

Wider

Semi Variable

Explained

Broad

Variable

Delegated

Involved in Decisions

Able to participate,

Autonomous within

clear boundaries

and rules

Capability

Time


The Future Vision &

Impact on Maintenance

DEVELOPMENT

OF TECHNOLOGY

AND SKILLS

NOW FUTURE ADVANCING AUTOMATION

TPM=Effective

Maintenance

AUTOMATION OF

EQUIPMENT

OPERATIONS

EQUIPMENT

CHIM

Computer/Human Integrated Manufacture

Is No But Reality! Dream

(a ‘Light Bulb’ moment in Japan 1992)

60’s = M

70’s = I M

80’s = C I M

92 + = C H I M


Totally Productive Operations

TPM Manufacturing

TPM (Maint) TPM (Design)

TPA (Admin)

The Value Stream & TPM

Suppliers Company/

Plant Customers

• Supply Chain • Office • Support Services

GOAL: To Maximise Added Value

and Eliminate Waste

“…..In All That We Do.”


Cutting to the Core

• Operational Excellence / Lean Thinking is the

speed / pace/velocity with which we receive a

customer’s order and convert it into money into the

Company’s bank account by eliminating waste in

all that we do

• 5S Workplace Organisation is aimed at Creating

Flow

• TPM is about Maintaining that flow through our

critical assets


Purpose of TPM?

• To maintain Flow

• To get Operational Basics -and Behaviours- in Place

• To focus on Reliability plus Predictability

• To Validate, Stabilise and then Optimise your Manufacturing

Processes

• To Unlock your installed Productive Capacity……

…….by Unlocking the full Potential of your People

• To Engage the ‘Hearts & Minds’ Now


What can TPM give you?

• Provides a structured & systematic approach

• Which is time-tabled and scheduled

• Encourages wide-engagement, bottom up

• With clear roles, responsibilities & accountabilities

• Proven to be sustainable in the right hands

• Above all-It’s very, very practical


You cannot achieve Operational Excellence without Operational Basics

in place!!

This means the fundamentals of:-

• Standard (and Safe) Operating Procedures,

• ‘Best Practice’ Work Place Organisation / 5S

• Basic Manufacturing Process Control

• A Disciplined, self determined, TPM / Asset Care Regime

• Reliable Data Collection & Interpretation

• Continuous Development and Training of our People

A Key Message to Remember


Achieving OE will only work, if:

• You transform the culture !!

Remember that physical and information transformation is

relatively easy – sustainment through changing the culture is

difficult – and why is this the case?….


Striving for Operational Excellence is Revolutionary.

Culture change is Evolutionary, because Resistance

to Change is both universal and a Natural Human

Characteristic.

Creating the Environment

Our philosophy and approach therefore, must

centre on tapping into the potential of our

people through involvement & Teamwork

TPM sets out to do precisely this by giving

ownership to the “new ways of working”


Developing Best Practice

30%

DAILY OPERATIONS

70%

FIREFIGHTING

20%

FIRE-FIGHTING

20%

DAILY

OPERATIONS

In any Company, 70% fire-fighting is

caused by two main phenomena:

Lack of Effective Communication-(Cause)

Lack of Adherence to Standards-(Cause)

No Standards Exist (Solution)

No Time to Deliver 100yr fix(Solution)

> 95%

Leaving only Unknown, Novel Issues of……

This is the first time this has ever happened !!

< 5%

}

}

60%

SYSTEMATIC CONTINUOUS

IMPROVEMENT

30 August, 2016 © S A Partners Slide 31

You can join the

circle anywhere…..

and you will end up

back where you started!!

Try it…..

The Vicious Circle of

Reactive Maintenance

WHY?

Can’t predict breakdowns

WHY?

No predictive or preventative maintenance

WHY?

No records, organised resources or time

WHY?

Reacting to breakdowns

30 August, 2016 © S A Partners Slide 32

Current vs. (say,3yr) Benchmark

Maintenance Time Allocation


Maintenance Self Assessment

Exercise

• In small Groups, Discuss and Rank the 10

Statements

• Do the Exercise from the perspective of your own

Company’s Plant or Facilities

• Add up your Total out of 30 max


21 to 30 We have a major opportunity for improvement

12 to 20 We have significant scope for improvement

5 to 11 We are doing well, but can still gain some benefits

1 to 4 We are almost World Class

0 We are the World’s Best!!!

What are our scores telling us?

Score Range Actual Score of Delegate Groups

21 to 30

12 to 20

5 to 11

1 to 4

0

TPM addresses each of these ten fundamental reasons for the gaps in our existing maintenance practices and recognises that it is the person carrying out the tasks who is the key, and the way in which he or she is supported is vital to achieve true cost effectiveness.


What is TPM?

• TPM is about establishing the correct relationship

between People and their Equipment to create

‘ownership’ and Team Work

• It’s about unlocking your Installed Productive

Capacity by unlocking the Potential of your People


Your TPM Programme will be at Risk of Failure if it is

seen to be Implemented as an Equipment Engineering

or Maintenance Department Driven Initiative

There is much less risk of Failure if it is Implemented and

Managed under the umbrella of the Manufacturing

Function which embraces the Maintenance Engineer and

the Operator as Equal Partners

TPM then becomes Total Productive Manufacturing

Ensuring TPM Success -a note of Caution


TPM Recognises a Simple Fact:-

It is the Users or Operators of Equipment, Machines

and Processes who can catch the information on the

status quo of an item and prevent it from breaking

down and that without getting their co-operation, no

proper maintenance or asset care can be established.

Let’s take the example of a Driver (the Operator) of a

Private Motor Car…………..


Front Line Operator Asset Care

Using Our Senses – Car Example

Routine Checks

Tyre Pressure - Extended Life, Safety (Eyes)

Oil Level - Not Red Light (Eyes)

Coolant Level - Not Red Light (Eyes)

Battery - Not Flat Battery (Eyes)

Safety, Consequential Damage, Inconvenience, Low Productivity, High Cost.

Cleaning the Car - Using your Eyes

Spot Rust

Minor Scratch

Minor Dent

Tyres Wearing Unevenly

Water in Exhaust Pipe

Worn Wipers

Rubber Perishing - Trims

Oil Leak

Suspension



Using Our Senses - Car Example

Other Conditions

Steering Drag - (Touch & Eyes)

Wheel Bearing - (Hear)

Clutch Wear - (Touch & Hear)

Brake Wear - (Touch & Hear)

Exhaust - (Hear)

Engine Miss-Fire - (Hear & Touch)

Engine Overheat - (Smell)

Petrol Leak - (Smell)

One Operator to Another

Exhaust Smoke

Front/Rear Lights

Stop Lights

Indicators

Soft Tyre

Rear Door not Shut

Not a single Spanner or Screwdriver involved in the above 27 Condition Checks.

= 17 of Them have Safety Implications


MANAGER/

SUPERVISOR

TPM

FACILITATOR

DESIGNERS &

ENGINEER(S)

FINANCE

& HR

QUALITY &

PROD CONTROL

STEERING

GROUP

PRODUCTION

PROCESS

MAINTENANCE

TECHNICIAN

THE CORE TEAM

KEY CONTACTS

TPM is about Team-Work

(The Football Team Analogy)



Review Performance

Criteria & History


(incl. OEE)


Assessment


plan


Problem Resolution


Development

Leadership

& Behaviours





FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D


& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11


Effective Maintenance in the

Lean Enterprise with a Future

Daily

Prevention

Measure

Deterioration

Inject Before

Breakdown

Routine Service

Clean

Adjust

Inspect

(Autonomous Maintenance

Monitoring

&

Prediction

(Condition Based

Monitoring)

Timely

Preventative

Maintenance

(Fixed Interval

PM Schedules)

Healthy Equipment is like a Healthy Body!!


Step 6 - Develop Future Total Asset Care

DEVELOP ASSET CARE LISTS, INSPECTION AND PM’S

Overall Plan (6)

Critical Assessment(4)

Condition Appraisal(5a)

Refurbishment Plan(5b)

CMMS

Pre-Programmed Technical/Servicing Timetable

Maintainer PPM’s

Shared Responsibility CBM

Operator FLAC

ASSET Spares List

FEEDBACK

Machine-side plus Visual Indicators

Single Point Lessons

OPERATOR/MAINTAINER TRAINING RECORDS

ROUTINE ASSET CARE Timetable (Machine-Side)

Std Work (8)


Resin Holding Hopper

BEFORE AFTER


Temperature and Pressure Gauges

BEFORE AFTER


Front Line Operator asset Care

(Autonomous Maintenance)

What Is This ? See Next Slide ►



-single point lessons


PILOT SITE

£

OEE

£

SIX

LOSSES

TEAMWORK PROFIT

SUSTAINED COMMITMENT

The TPM Journey

£

Measurement Cycle

Condition Cycle

Problem Prevention

Cycle

KC

T


Improved Operator/Maintainer Understanding of the

Equipment and Processes

Shared Objective to improve Overall Equipment

Effectiveness by:

– Restoring The Equipment to it’s Optimum Condition

– Applying The Most Appropriate TPM Asset Care based on

their Experience

– Resolving Problems Once and For All and Continuously

Improving their Equipment

– Establishing The Best Practices of Operating and Supporting

the Equipment for Life

OWNERSHIP

What’s Different about TPM?


(The western 5S)

SEISO Sort Out

SEIRI Set Limits & Location

SEITON Shine

SHITSUKE Standardise

SEIKETSU Systematise & Sustain

5S - Workplace Organisation

to create FLOW


5S –SORT OUT

STEP 1

“The Art of Throwing Things Away”

Zone the Plant / Facility / System.

Clear obvious unnecessary items not used in

the last 3 months, not useful / not needed.

Identify items which need review/for use

elsewhere including dealing with defective

items (are they useful ?).

Clean, Develop Initial

Standard,Communication,

Identify Sources of Contamination. “Get rid of everything unnecessary”


5S -Set Limits & Locations

STEP 2

“Create a World Class

Workplace”

Analyse current practice.

Decide where things belong.

Decide how things should be put

away.

Aim to reduce obtain / put away time

to 30 seconds or less.

“We can even find it Blindfolded”


5S-SHINE

STEP 3

“A Commitment to Be Responsible

For The Things You Use”

Decide what has to be cleaned and

what to look for.

Refine method to make it easy to clean.

Set standards for cleaning level and

inspection.

Define responsibility for who does what.

Agree cleaning and inspection rules

including frequency. “Cleaning with Meaning”


5S-Standardise

STEP 4

“Making It Easier To Do Things

Right”

“We’re Proud of

our Work Place”

Audit against standards and coach to

improve ease of operation, maintenance,

reliability and safety across all shifts

Refine visual indicators for each standard

to avoid human error, information of

equipment settings, co-ordinate suggestions

made/evaluated, problems solved.

Develop proposals to address areas of

weakness.

Agree priorities for implementation.


5S-Systemise & Sustain

STEP 5

“Make 5S Part of Every Day Life”

Agree new rules to secure the improved

system as part of life. Aim to make it

“self-managed”.

Train everybody to follow the

rules/standards.

Re-visit work areas and review for

ongoing improvement.

Formal problem solving to deal with

implementation problems.

“We Know it Makes

Sense!”


ADAPT ? Yes, Yes, Yes

ADOPT ? Maybe

CORRUPT ? NEVER, NEVER, NEVER!!!

An OEE Health Warning !


Myths & Realities of OEE

Myth: An OEE of 85% is World Class

Reality: It certainly is NOT

We didn’t let the Japanese finish their sentence !


World Class OEE - Look inside

85% Is not a Golden Goal !

Look Inside OEE at: AV x PR x QR

Packing Line 80% x 96% x 97% = 75%

Flour Mill 98% x 99% x 99% = 96%

Product Cell 90% x 96% x 99% = 85%


So, Why the need to Change?

TRADITIONAL BLAME

CULTURE

FINGER POINTING

FUTURE OEE

CULTURE

BUSINESS MEASURE

DOWNTIME = Maintenance

Department

PRODUCTION = Production

SHORTFALL Department

SCRAP = Quality

Department

} AVAILABILITY RATE %

x

PERFORMANCE RATE %

x

QUALITY RATE % }

OVERALL

EQUIPMENT

EFFECTIVENESS

=


Measuring Equipment Effectiveness Floor to Floor Losses

Idling & Minor

Stoppages

Reduced Speed

Losses

Overall Equipment

Effectiveness =

Availability x Performance Rate x Quality Rate

The 6 x Classic Equipment Based Losses-(Floor to Floor)

Breakdown

Losses

C/O & Setup and

Adjustment

Losses

Scrap, Quality

Defect & Rework

Losses

Startup

Losses


Machine Cycle

Lost quality

Lost performance

Lost availability

Working time available

Equipment

Effectiveness

M/C

#1

M/C

#2

M/C

#3

M/C

#4

M/C

#5

To focus on the worst

OEE (Machine #3) may

miss the point

(capacity is available)

Productive

Capacity

Non-Productive

Capacity

Available

Capacity

Focusing TPM Efforts


Watchout! OEE says nothing about schedule adherence. It is pointless having high OEE if

you are making the wrong products.

OEE can be improved in good and bad ways. Good ways are to reduce minor

stoppages and changeover times. Bad ways are simply to do fewer changeovers,

or avoid making products with high defect rates or more difficult adjustments.

OEE should not be used alone, but alongside schedule attainment which tracks

the sequence and quantity of what was supposed to be made, and manufacturing

lead-time that captures all processing and queuing time within the system.

Machine Cycle

Lost quality

Lost performance

Lost availability

Working time available

Equipment

Effectiveness

M/C

#1

M/C

#2

M/C

#3

M/C

#4

M/C

#5

To focus on the worst

OEE (Machine #3) may

miss the point (capacity

is available)

Machine #5 is the pinch point

even though it has moderate

OEE and comfortable

machine cycle time (Capacity

is restricted throughout the

Value Stream)

Productive

Capacity

Non-Productive

Capacity

Available

Capacity

To focus on the longest

cycle time (Machine #2) may

miss the point (as suggested

in various Value Stream

Mapping publications)

Focusing TPM Efforts


OEE Measurement & Responsibility

FREQUENCY PARAMETER MEASURE RESPONSIBILITY PERSON

Monthly 1 Subsea Wells & Reservoir (ORE) APQ Owner Reservoir Engineer

Monthly 2 Field Management Effectiveness (OFE)

APQ Owner Reservoir Engineer

Weekly `3 Effectiveness of Oil Plant (OPE) APQ Operator OIM

Weekly 4 Separation AQ Operator Production Supervisor

Weekly 5 Flare Minimisation P Operator Production Supervisor

Weekly 6 Gas Compression APQ Operator Production Supervisor

Weekly 7 Overall Gas Compression System

APQ Operator Production Supervisor

Weekly 8 LP Eductor Equipment P Operator Production Supervisor

Weekly 9 Produced Water AQ Operator Production Supervisor

Weekly 10 Fuel Gas System APQ Operator Production Supervisor

Weekly 11 Boilers A Operator Chief Engineer

Weekly 12 Water Injection APQ Operator Production Supervisor

Where the OEE =

A = Availability x P = Performance Rate When Running x Q = Quality Rate Produced



Review Performance

Criteria & History


(incl. OEE)


Assessment


plan


Problem Resolution


Development

Leadership

& Behaviours





FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D


& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11


What Sources do we have?

How Comprehensive are they and…

How Trustworthy are they?

List and Rank them 1to 5, where:-

• 1 is Poor,

• 2 is Fair,

• 3 is Adequate,

• 4 is Very Good

• 5 is Excellent

Step 1 - Sources of Information


Example STEP 1 Sources of Information 1 = Poor, 2= Fair , 3= Adequate, 4= Very Good, 5 = Excellent

SOURCE How Comprehensive ? How Trustworthy?

SAP 4 1 to 5

Efficiency Files (AO1only) 3 3

Kissler Monitor (E14 only) 4 4 to 5

Operator Log Book 3 2

Maintenance Log Book 2 to 3 2 to 3

Tool History Log 3 to 4 3 to 4

Materials Handling Sy 3 5

Robot History (E14 only) 3 Rarely Used

OEM Manuals 4 to 5 2

Operator Knowledge 1 to 5 1 to 5

Maintainer Knowledge 1 to 5 1 to 5

M/C History Single Page 1 5

SORT-Suspect Parts 4 4

Spares Usage 5 5

Daily Activity Sheet 3 to 4 3 to 4

Daily Management Board 3 1 to 5

Material Cycle Count 4 4

Process Change Management 4 3


18 Different Sources of Information

Some Probable Duplications & Very Fragmented

Lot of Data- But very little Information

Should be subjected to the E,C,R,S test

Significant no: of 1’s,2’s or 3’s (23 out of 36)

Differences of opinion depending on Job Role

Can we extract OEE?-Possibly but will be cumbersome

Therefore need to design and Implement OEE Shift Log

Step 1 - Sources of Info

Summary Conclusions


DATE

S F S F S F S F S F S F S F S F

0

F2F #VALUE!

F2F #VALUE!

F2F #VALUE!

F2F #VALUE!

F2F #VALUE!

F2F #VALUE!

D2D #VALUE!

D2D #VALUE!

D2D #VALUE!

D2D #VALUE!

D2D #VALUE!

D2D #VALUE!

0

0

0

TOTAL

1.750 DP

0.558 BRV

1.600 SPARES

0

TOTAL

DP

BRV

SV

SPARES

0

OEE %

#### = 0 = 0 =

#### #### 0

PERFORMANCE

TOTAL VALVES

GOOD VALVES

QUALITY

MACHINE NOT REQUIRED

ACTUAL PRODUCTION

NUMBER OF VALVES RE-WORKED-5 Mins Each

IDEAL TIME

FLEXING / DIVERTED TIME

PAINT PLANT OEE LOG SHEET

TOTAL SHIFT TIME

TOTAL

(mins)

NUMBER OF VALVES LOADED

EQUIP BREAKDOWN

RE-WORKING

FILLING PAINT POT

OPERATING TIME

EMPTYING SLUDGE SACKS

PLANNED PRODUCTION TIME

OPERATING TIME

SET WORK BREAKS

NO PRODUCT / MATERIALS

AVAILABILITY

5S ACTIVITY

START & FINISH TIME OF EACH EVENT

SCHEDULED MEETING

LUNCH S/D & S/UP PROC

SHIFT S/UP & S/DOWN PROC

X X =

OEE Shift Log Sheet Example


Date of Issue: Week: Shift: Machine: Machine No:

Production time (hrs) Total losses (hrs): Availability: OverallMachine

EffectivenessNo. Parts produced: Standard time to make parts (hrs): Performance:

Scrap and re-work produced: Quality:

S F S F S F S F S F S F S F S F S F S F Totals

Production

Re-Working

Awaiting instruction

Set-up/changeover

Inspection, standards room

Tooling

Breakdown

No material or parts

Other machine support

Machine not required

Breaks for lunch

Others

Part No. goods parts produced No. scrap produced No. re-work produced

Totals

Example of Shift Log Sheet as

Input to OEE Calculation


First we’ll do a simple OEE Exercise in Pairs

Then we’ll discuss the merits of calculating a Current

Average OEE v. a Best of Best OEE and a World

Class OEE for a typical manufacturing Asset

Step 2 - OEE Assessment


The OEE is Simple Example

Attendance or Loading Time = 100 Hours

Unplanned Downtime = 10 Hours

During 90 Hours Runtime, Output Planned to be

900 Units

We actually processed 810 Units

Of these 810 units processed only 729 were Good

or Right First Time

What is our OEE score?


OEE Worksheet

a Planned Runtime

b Actual Runtime Breakdowns

Set-ups

Reduced Speed

Minor Stops

c Expected Output in Actual Runtime

d Actual Output

Expected Quality Output e

f Actual Quality Output Scrap/Rework

Start-up Losses

OEE = b/a x d/c x f/e = %


Availability % Performance

Rate % Quality Rate % OEE %

Breakdowns

Set Ups/ Changeovers

Running at Reduced Speed

Minor Stops & Idling

Scrap Rework

Start-up Losses

Current 4

Wks

Average

80 90 97 70

4 Weeks

Best of

Best (BoB)

90 (Wk1) 95 (Wk3) 98 (Wk1& 4) 84

World

Class 95 96 99 89

Self Assessment Example

Difference between Current Average & BoB is (14 / 70) x 100%

= 20% Real improvement In Productive Capacity


Availability % Performance Rate % Quality Rate % OEE %

Breakdowns

Set Ups/ Changeovers

Running at Reduced Speed

Minor Stops & Idling

Scrap Rework

Start-up Losses

Current 4

Wks

Average

OEE

4 Weeks

Best of

Best (BoB)

World

Class

Self Assessment Format


M/c 42 Self Assessment

Availability % Performance

Rate %

Quality Rate

% OEE %

Breakdowns

Set Ups/

Changeovers

Running at

Reduced Speed

Minor Stops &

Idling

Scrap Rework

Start-up

Losses

Current Av 83% 77% 88% 56%

4 Weeks

Best of

Best 92% 89% 95% 78%

World

Class 95% 92% 97% 85%

Benchmarking

Overall Equipment Effectiveness


The M/c 42 is planned to be manned up for 132 Hours per week

At 56% OEE we only achieve 74 Productive Hrs / week

At 78% OEE we can achieve 103 Productive Hrs / week

Yielding a benefit of 29 productive Hrs / week or 1,450 hrs / Yr

Namely

a CHOICE of flexibility at 78% OEE that we do not enjoy

at 56% OEE !!

(When we hit WC levels of 85% OEE the benefit is worth

1,950 extra productive hrs / year)

What is BoB & WC OEE Worth to Us?


The M/c 42

Potential Benefit of 1,450 hrs per year

increase in productive capacity

Agree with Finance the value of 1 hour on the 2 x scenarios

Cost Down Scenario

Make the same in 1,450 hrs per year less time input

Growth Scenario

1,450 hrs per year more production for same input

Namely a CHOICE of flexibility at 78% OEE that we do not enjoy

at 56% OEE !!

How to articulate the Worth to Us?


Question 1: What is stopping us Achieving Best of Best Consistently?

• Answer: We are Not in Control of the Six Big Losses

• However: Best of Best has a High Belief Level. Therefore

Teamwork and Problem Solving will Lead to

Elimination of the Six Big Losses.

Question 2: What is each % point Improvement worth on OEE?

• Answer: 5% Improvement in OEE is often equivalent to

25% of the annual maintenance budget

OEE Performance Measure


80% OEE Cost of 6 Losses

60% OEE

Benefit of attacking 6

losses

INITIAL “BOW-WAVE” effect - Training - Restoration - Time premiums

c. 20% -

c.5 to 10%

What is your OEE Score? AND

What is each % worth?

0 1 yr 2 yr 3 yr

Lost Opportunity

Cost of 6 Losses

C.25% points

OR 40%

What is your OEE Score?

AND

What is each 1% worth?

Direct

Cost of

Maintenance

Note! Experience suggests that in a growth situation, a1% Improvement in OEE

is often equivalent to 5% to 20% of the Direct Maintenance Revenue Cost. So a

5% Improvement in OEE would be equivalent to 25% to 100% of the Direct Cost

of Maintenance .The ‘bow wave’ is a necessary impact to accumulate the gains.

Typical TPM

Cost - Benefit Profile


Reducing/Eliminating

the 6 Losses-Tactics to adopt

BREAKDOWNS Improve detection of conditions contributing to this, spot problems early

C/O & SETUP LOSSES Identify in/outside work and organise/standardise. Identify unnecessary

adjustments and eliminate. Use Precision C/Overs techniques & 5S

MINOR STOPS Use P-M Analysis or 5 Why’s. Cleaning will probably be a key factor.

REDUCED SPEED Identify speed, capability/capacity through experimentation. Speed up

process to magnify design weaknesses. Use P-M Analysis and 5 Why’s to

identify contributory factors.

QUALITY LOSSES Classify causes and develop countermeasures including standard

methods to reduce human error.

START UP LOSSES Establish key control parameters, minimise number of variables, define

standard settings.

LOSS CATEGORY IMPROVEMENT STRATEGY EXAMPLES


Manufacturing Floor

Impact on OEE

OEE % = AVAILABILITY% X PERFORMANCE RATE % X QUALITY RATE %

BREAKDOWN S U & C/O

PUMP Drive Motor

Housing Wiring Bearing SEAL Cyclone

Dirt

Ingress Wrong Type

Seal

Incorrect

Fitting

ALIGNMENT

MONITORING Poor

Seating

ASSET

CARE

VISUAL

HELP

SINGLE POINT

LESSON

LOCAL

“TOOLS”

Classification

(What?)

(Which?)

Unit

Problem

Areas

(What?)

Causes

Solution

(Who? What?

When? How?)

Will Im

pa

ct

on

OE

E!!

Re

so

luti

on

“o

nce

an

d f

or

All”

REFURBISH/

MODIFICATION?


Step 3-Fishbone format

for Assessing 6 Losses

OEE

BREAKDOWNS IDLING AND MINOR STOPS YIELD, REWORK, SCRAP

SET-UPS

CHANGEOVERS

REDUCED SPEED

LOSSES START-UP

LOSSES

AVAILABILITY

RATE

PERFORMANCE

RATE

QUALITY

RATE X X


Example of Assessing 6 Losses

OEE

BREAKDOWNS IDLING AND MINOR STOPS YIELD, REWORK, SCRAP

SET-UPS

CHANGEOVERS

REDUCED SPEED

LOSSES

START-UP

LOSSES

AVAILABILITY

RATE

PERFORMANCE

RATE

QUALITY

RATE X X

Sensor Replacement -

5 mins

Gripper rods breaking

Wait for craftsmen

Reel change - 24 mins

Re-set gripper - 17 mins

Width curl (poor quality

paper) - 165 mins

Manhandling of

reels

Box Lid Jams -13 mins (5)

Ream label jams -10 mins (3)

Box label jams -11 mins (2)

Pemco jams - 8 mins (2)

6 reel instead of 4/8 reel runs

Running @ 18 instead of 20

reams/min to reduce jams

Restriction to 14 reams/mins

on involvo as chain slips

Pallets not full

Box/paper jams in m/c’s

Broke trim

Boxes/reams reloaded onto

line after stoppages

Boxes damaged by robot

Approx. 1/2” off reel diameter

when loading reel on back-stands

Damaged/poor quality paper

80% 90% 97%

70%

Downtime = 211 mins

Figures in brackets denote

frequency of occurrence (Lost production = 8.96

tonnes)


Labour

Materials/Spares

Outside Services

Overheads

-say €1m Revenue Budget

Changeovers

Set up & Adjust

Idling & Minor

Stoppages

Running at

Reduced Speed

Breakdowns

Scrap,

Yields

Rework

Start-up

Losses

Late Delivery

Ineffective

Use of Skills

Poor Image

Low Flexibility

Easy to

Measure

Low Impact

on Profit

Difficult to

Measure

High Impact

on Profit

60%

OEE

€ 50m

Sales

The True Cost of Maintenance

is 7/8 Hidden…..


DCoM= € 1m

Sales at 60% OEE= € 50m

Sales at 72% OEE= € 60m

€ 1m additional Margin(10%)

ie20% increase in OEE

=100% DCoM

(20% real increase in

Productive Capacity)

The True Cost of Maintenance

is 7/8 Hidden…..


You can be very efficient,

but totally ineffective!!

Efficiency

Effectiveness


The Value Stream

and the OEE as an Enabler

65% M/C OEE(90%)

Classic 6 x Losses

FLOOR-TO-FLOOR

OEE

55% DOOR-TO-DOOR

EFFECTIVENESS (85%)

Customers Suppliers

45% “VALUE CHAIN” EFFECTIVENESS (80%)

Where (x%) = Target

y% = Actual


Typical Door to Door

‘management’ losses

•Labour Co-ordination losses

•Product Starvation

•No Packaging Mats

•Pre-Kitting Shortages

•Consumable Stock outs

•Planned PM’s Standard times

•C/o Standard times

•Awaiting QA Clearance Instructions


Maximize Value Added & Eliminate Waste

Through OEE Measurement To Direct/

Focus Action/ Improvement

Site Performance “Contract”

Top Down Target Driven Management,

Bottom-Up Shift Team - Based Activity TO

Unit/Operations

Manager

Manufacturing

Area T/L

& Team

General

Manager Top

Down

Bottom

Up

Overall Supply Chain Efficiency

Factory “Door-to-Door”

OEE

Machine/

Line

OEE

“Floor

To

Floor”

The OEE as an Enabler for a Site

Performance Contract


Maximize Asset Effectiveness

Through OEE Measurement To Direct/

Focus Action/ Improvement

The TPM “Contract”

Top Down Target Driven Management,

Bottom-Up Shift Team - Based Activity

In order to

Top

Down

Bottom

Up

Overall Supply Chain Efficiency

Factory “Door-to-Door”

OEE

Machine/

Line

OEE

“Floor

To

Floor”

3 x Levels of Responsibility

for Asset Effectiveness

The ‘Facilitator’

Shift Supervisor

The Sponsor

Business Unit

Manager

The Do’ers

Shift Manufacturing

Team


The 3 x Level

Team Commitment

• The Process Owner/Business Unit Manager- who is the

SPONSOR of the TPM routines (making Asset Care a non-

optional part of ‘the way we do things here’)

• Shift based Section Leaders who are the FACILITATORS of

the TPM routines (ensuring that the routines are carried out

to the required standard)

• The Operators and Maintainers, who CARRY OUT the

specified TPM routines



Review Performance

Criteria & History


(incl. OEE)


Assessment


plan


Problem Resolution


Development

Leadership

& Behaviours





FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D


& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11


STEP 4

1.0 Sketch the machine process, make sure that you know how it functions

2.0 Identify the components to the level of replacement parts

3.0 Assess each against the headings of maintainability, reliability etc and

total to agree priorities.

CRITICALITY ASSESSMENT

Condition Cycle


Builds Teamwork between Operators & Maintainers

Understanding of the Equipment Functionality

Checklist for Condition Appraisal (Step 5)

Focus for Future TPM Asset Care (Step 7)

Highlights Safety & Environmentally Critical Items

Potential Impact on OEE

Highlights Weaknesses Regarding:-

Ease of Operation

Inherent Reliability

Ease of Maintenance

Step 4 - Criticality Assessment

Outputs


Step 4: Criticality Assessment

Outputs

List all Elements

Assess all Elements

Impact on Six Losses

Optimum Conditions

EQUIPMENT DESCRIPTION

Packing Line 6 (P6)

1-3 RANKING AS IMPACT ON:

S A P Q R M E C TOT

1. Checkweigher 2 3 3 3 1 1 1 3 17

• Safety

• Availability

• Performance

• Quality

• Reliability

• Maintainability

• Environment

• Cost

• 1 = No impact

• 2 = Some impact

• 3 = Major impact

Optimum Checkweigher Conditions

• The checkweigher is calibrated (FLOAC) • The belts are clean (FLOAC) • The correct format is entered (FLOAC) • Load cells are clean (FLOAC) • Motors are in good condition and bearings

are good (FLOAC, PM, condition monitoring) • All rollers are free and easy to rotate

(FLOAC, PM, condition monitoring)


STEP 5a ‘Spot the Rot’

Go to the machine and systematically inspect every square centimetre for

deterioration and refurbishment needs. Look for:

► Dirty or Neglected equipment (Packaging debris and / or dust particles)

► Disconnected hoses

► missing nuts and bolts producing visible instability

► steam leaks and air leaks

► Air Filter Drains That Need Cleaning

► jammed valves

► hydraulic, lubricating and oil leaks

► measuring instruments too dirty to read

► abnormal noises in pumps and compressors

Pay particular attention to critical components. They should be kept in optimum

condition.

Step 5-Condition Appraisal


Step 5 a) –Condition Appraisal

Asset Total No

Issues

Safety

Issues

Environment

Issues

Potential Impact

on OEE

F M/c 72 53 (75%) 12(17%) 31 (43%)

M/c 42 54 35 (67%) 21 (40%) 27(50%)

M/c 35 52 24 (46%) 31 (60%) 46 (89%)

C14 36 25 (69%) 32 (89%) 11 (30%)

Total 214 137(64%) 96 (45%) 115 (54%)

Spot the Rot Summary

Total of 214 issues across 4 x Assets of which…

•64% are potential safety issues,

•45% environmental issues and ….

•54% perceived as having a potentially negative impact on the OEE


Practical Go Do exercise

We are now going to go onto the Manufacturing floor

in 3 x Teams and carry out

•Step 5a) Condition Appraisal-Spot the Rot

•Let me brief you………..and give out the templates


THE CONDITION APPRAISAL WILL HELP YOU TO ORGANISE THE

EQUIPMENT INITIAL CLEANING (AN IN DEPTH CONDITION APPRAISAL)

CLEANING

CHECKING

DISCOVERINGABNORMALITIES

RESTORE & ELIMINATEABNORMALITIES

POSITIVE EFFECTS

PRIDE IN THEWORKPLACE

THIS IS PART OF THE “CAN DO” ACTIVITY

ATTITUDE BECOMES

Step 5a-Condition Appraisal


Cleaning is Inspection

Object of Cleaning: Remove dirt, dust

& other contaminants &….

Prevent accelerated deterioration

By means of cleaning… Touch every part of the equipment

By means of touching…

Discover malfunctions in each part

(overheating, vibration, Abnormal noises,

breakdowns)

Constantly check changes

Prevent problems from occurring


Two Types Of

Deterioration

Natural

Accelerated

Age

Wear

Corrosion

Material Property Changes

Design Weaknesses

Environment Masks the Obvious

Conditions of use not Heeded

Failure to Maintain Basic Conditions

Equipment Deterioration



Review Performance

Criteria & History


(incl. OEE)


Assessment


plan


Problem Resolution


Development

Leadership

& Behaviours





FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D


& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11


STEP 5b REFURBISHMENT

The objective of the Refurbishment Programme is to set up a Repair and

Replacement Plan, based on the Condition Appraisal (step 5 )

The plan will provide a detailed summary of actions to be co-ordinated by the team

and will include:

Dates and Timescales

Resource (labour, materials, time)

Responsibilities

Control and feedback (Management of Change)

To aid Planning and Completion of Refurbishment Tasks, it may be helpful to

categorise up to three work packages:

On the Run (Low Cost/Easy to Do/No Outage)

Minor Planned Outage (8 to 24 hours)

Major Planned Outage (involving Redesign/Fabrication).

The Condition Cycle-Step 5b


Step 5b Refurbishment

Progress tracker


Condition Cycle-Step 6

DEVELOP ASSET CARE LISTS, INSPECTION & PM’S

Overall Plan

Critical

Assessment(4)

Condition

Appraisal(5a) Refurbishment

Plan(5b)

CMMS

Pre-Programmed

Technical/Servicing Timetable

Maintainer

PM’s

Shared

Responsibility

CBM

Operator

FLOAC

ASSET

Spares List

FEEDBACK

Machine-side

plus

Visual Indicators Single

Point

Lessons

OPERATOR/MAINTAINER

TRAINING RECORDS

ROUTINE

ASSET CARE Timetable

(Machine-Side)


The Maintenance Technician will carry out the Planned

Maintenance Programme, where a technical judgement is

required.

Every job the Technician does is written down. Analysis

is carried out in the Workshop Groups. The trends can

then be used to initiate Continuous Improvement Activities

The Technician trains the Manufacturing Staff to carry out the Asset Care Activities. If the

Manufacturing Staff do not do it correctly, it is normally because they have not been

shown how to do it.

Every Technician, as part of his induction programme, spends time on the line or process

making product and this quickly develops empathy for the Manufacturing Staff.

The TPM Role of The

Maintenance Technician


The Role of the Maintenance

Technician

• Maintenance • Quality Maintenance Strategy

• Improving Component Reliability (MTBF)

• Reducing Mean Time To Repair (MTTR)

• Operator Asset Care

• Condition Monitoring

• Reliability Centred Maintenance

• Preventative Maintenance

• Failure Analysis (FTA, FMEA)

• Conditions For Zero Breakdowns

• P-M Analysis

• Breakdown Analysis

• Machine Components (Functional Analysis)

• Visual Controls (including 5S)


The Operator predicts a problem before it happens

(i.e. tighten station clamp/air leaks etc) and fixes them during breaks

or end shift.

The Operator will carry out all checks and inspections which don’t

require a technical judgement. Any faults found are fixed by him/her (i.e.

worn hoses/loose limit switches) and reported to Maintenance if

outside their scope.

The Operator will carry out Set-Ups and Changeovers to the product

or process. As a result, he/she is more aware of Process, Cycle Time and

Quality Requirements and Implications

The Operator initially responds to all breakdowns before involving the

Maintenance Technician. Because of their experience working with the equipment,

simple faults can be tackled (i.e. parts being mislocated, adjustments, alarms).

These Four Aspects Give a High Level of

OWNERSHIP

The TPM Role of The Operator


The Role Of the Operator

• Operation • Normal/Abnormal Running

• Asset Care

• Equipment Based Losses

• Equipment Control

• Ability To Detect Abnormalities

• Able To Record / Measure

• Statistically

• OEE

• Lubrication

• Inspection

• Cleaning Standards (5S)

• C.I. Activities

• Asset Care

• Problem Solving

• Team working


• A14 FLOAC control sheet (12 checks) as SPL’s

Step 6 – FLOAC Check list

specified by the operators


Step 6-Standards Established

For Front Line Asset Care

On the ‘start of shift checks’ section Operator..

•is asked to visually confirm guards are in place.

•We will be adding these visual aids to the check list.

On the ‘Once a shift checks’ section Operator..

• is asked to visually confirm that dampeners and

O rings are correct.

is asked to visually confirm Shoes are useable.

is asked to visually check that the air pressure

gage is 80psi.

On the ‘Friday morning check’ section

•Strip box cleaned

•Pulleys clean

•Machine cleaned

•Table cleaned

•Oil level checked


The Link with Human Senses

Sight

Touch

Hear Smell Taste

Vibration

Leaking

()

Over Heating

4th Reason ?


The 4th Reason

Sight

Touch

Hear Smell Taste

Vibration

Leaking

()

Over Heating

They go BANG !!


Vibrations

CAUSE REMEDY

1 Out of Balance Correct or replace

2 Bent Shafts Straighten or replace

3 Poor surface finish Re-work surface

4 Loose nuts and bolts Tighten

5 Insecure clips Secure Clips

6 Insufficient mountings Get extra added

7 Too rigid mountings Get softer ones

8 Slip stick Lubricate

9 Incorrect grade lubricant Clean and replace

10 Worn bearings Replace

11 Excessive speed above standard Reduce speed to standard

Some of the remedies will require a skilled maintenance fitter but some can be carried out by the

operator with some training i.e.: Items 4, 5, 8, 9 and 11 above.

Identified by either visual, feel or noise increase.


Leakages

CAUSE REMEDY

1 Excessive vibration Cure Cause

2 Unabsorbent mountings Refit new mountings

3 Insufficient mountings or supports Fit extra

4 Wrong grade/type component fitted Fit Correctly

5 Poor fitting Refit correctly

6 Overheating Seek and cure cause

7 Technical ignorance/innocence Retrain

8 Material Breakdown Replace

Vibration is one of the major causes of fittings or fixes working loose to cause leaks, but other items

contribute such as poor fitting or overheating, causing seals to first bake then crack, causing leaks.

Identified by: In the case of liquids

Puddles will form

In the case of gases:

Smell or when tested with soapy water, bubbles will form.


Loss of Fluid due to Small Leaks

ONE DROP PER SECOND

1 Month = 770 Litres

1

TWO DROPS PER SECOND

1 Week Loss = 385 Litres

2

DROP BREAKING INTO STREAM

1 Day Loss = 290 Litres

3


Overheating

CAUSE REMEDY

1 Excessive lubrication Remove excess

2 Incorrect lubricant Replace with correct

3 Lubrication failure/contamination Check cause and remedy

4 Low lubricant level Top up

5 Poor fitting Refit correctly

6 Excessive speed above standard Reduce speed to standard

7 Overloading Reduce loading

8 Blockages in system Clean and flush system

9 Excessive pipe length or joints Re-design system


Eliminating Breakdowns and other

‘Unplanned’ Events - The Reality

For Every 100 Unplanned Breakdowns or Minor Stoppages:

40 Can be eliminated by refurbishing and hence

restoring equipment to standard ‘as new’ condition

20 Can be eliminated by applying appropriate Daily

Front line Checks and Best Practice Routines of Operation

25 Can be eliminated by applying regular and relevant

Condition Monitoring and Planned Maintenance

15 Can be eliminated by designing out physical

weaknesses in the equipment



Review Performance

Criteria & History


(incl. OEE)


Assessment


plan


Problem Resolution


Development

Leadership

& Behaviours





FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D


& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11


Step 7 -Problem Solving

Causes Of Chronic Losses

CAUSE

CAUSE

CAUSE

CAUSE

CAUSE

CAUSE

(Single Cause) (Complex Combination of Causes)(Multiple Causes)

Difficulty in pinpointing Cause

CAUSE CAUSE No Single

Solution


Step 7-Problem Solving Cascade


P-M Analysis - On the Job Reality

P-M Analysis is the Problem Solving Tool used in TPM, which Emphasises the

Machine/Human Interface:

There are: The 4 P’s

Phenomena, which are

Physical, which can be

Prevented

Caused by:

Because they are to do with:

The 5 M’s

Materials & Mother nature

Machines

Methods

Manpower

Involving:

Problems, due to

……and We Need a 6th M Which is Measurement


Using P-M Analysis

On The Job Reality

Understand how the mechanism is supposed to work (Criticality Assessment)

Restore Before Renew - That is:

Solve Existing Problems before Introducing New Equipment with New

Problems.

Make All Aware of the Problem/Opportunity

Observe Current Situation & Take Measurements

Define the Problem in Physical Terms and Identify Factors which Contribute to its

Occurrence

Develop Optimum Solutions for all Contributory Factors

Try out Ideas First and Check the Results

Apply Proven Low Cost or No Cost Solutions First

Implement Ideas As Soon As Possible

Standardise Best Practice with All Those Involved

Monitor and Review


• Event Analysis format

• Ask Why? x 5

• RCA

• FMEA

• A3 Problem solving

• DMAIC

Problem Solving & Prevention tools


Agree Best Practice

Standardise (Train and Assess)

Practice and Refine (Pass on Lessons Learnt)

Problem Prevention Cycle- Step 8

-Best Practice Routines

= Standard Work


Best

Techniques

Of Asset

Care

Correct

Operation

The Right Tools,

Information,

Spares,

Facilities,

Equipment

Best Practice Framework

for Standard work


Contain content which can be delivered in 10 minutes or less

Are highly Visual

Are an Essential aid to communication for Operators,

Maintainers, Managers and Support Staff

Address the Main Stages of the Learning Process:-

Explain (Awareness)

Demonstrate (Understanding)

Practice (Skill Development)

Confirm (Competent to Train Others)



The BPR cascade as Standard

Work to SPL’s

Best Practice Routine

Standard Operating

Procedure-1

Single Point Lesson-1

Standard Operating

Procedure-2

Single Point Lesson 2 Single Point Lesson-3


Step 8: Develop Best Practice

Standard Work and SPL’s

JOB BREAKDOWN SHEET

MAJOR STEPS KEY POINTS REASON FOR

KEY POINTS

(WHAT) (HOW) (WHY)

STEP # 1

Turning On The

Grip Verification

For The Robot

1) Turn the key to pgm/man mode. Press the power button , then press the GRIP VER. button to enable the green light.

1) To ensure the robot will not operate if it fails to pick sprue. This ensures the mould won’t close on sprue and damage tooling.

STEP # 5

Checking The

Water Flow In

The Machine

1) Check and make sure that there’s an adequate water

flow level in the machine.

1) To ensure that the water system is operating correctly.

STEP # 6

Check To

Ensure The

Regrind Return

Selector Box Is

Switched To

No.2 For L.C.P

Return

1) Check to ensure that the selector box which is located

at the rear of the machine is on the correct number to

co-operate with the regrind return system.

1) To ensure the regrind return works correctly.


• SPL’s & WI’s from other Moulding TPM

Machines (D02 etc) are also applicable and

transferable to M/c A14

Step 8 Develop Best Practice as

Standard Work SPL’s

WIN 271 SPL Moulding Machine Platen parallelism check

WIN 272 SPL Moulding machine barrel wear check

WIN 273 Daily Review oc CPC Data.

WIN 281

Instructions on How To Use Handheld Gas Torches & How To Store Gas Bottles in Production Areas.

WIN 275 Correct Ticketing System for Tubs

WIN 276 Correct method of transporting tubs throghout the plant.

WIN 203 Mould machine Changeover Steps

WIN 204 Check & Clean Hopper Filters & Screens , Filters & Dust Buckets

WIN 205 Verification of Mould Machine Chutes

C:/Users/pdespard/AppData/Local/Microsoft/Windows/Temporary Internet Files/Content.MSO/WIN271.doc







C:/Users/pdespard/AppData/Local/Microsoft/Windows/Temporary Internet Files/Content.MSO/WIN275.xlsx





C:/Users/pdespard/AppData/Local/Microsoft/Windows/Temporary Internet Files/Content.MSO/WIN203.XLS

C:/Users/pdespard/AppData/Local/Microsoft/Windows/Temporary Internet Files/Content.MSO/WIN204.xls

C:/Users/pdespard/AppData/Local/Microsoft/Windows/Temporary Internet Files/Content.MSO/WIN205.XLS


Skills and Competency Matrix

Has been shown the Process

Has carried out Process

Is competent in Process Is able to train others

TRAINING MATRIX

EQUIPMENT

Training Activities/Single Point Lessons

Team

Members Name Spl

1

Spl

2

Spl

3

Spl

4

etc etc

Sean

Jim etc

Fred etc

Harry etc

etc

etc


• Step 1 - What did Sources of Info tell us?

• Step 2 –What is Best of Best worth to us in output & £ value?

• Step 3 - Key differences between F2F & D2D OEE losses

• Step 4 - What did the Criticality Assessment tell us ?

• Step 5a– Spot the Rot-Were we surprised at what we found?

• Step 5b – What is estimated cost of Refurbishment ?

• Step 6 - How long will the FLOAC checks take to do for each Shift? And

have we validated our PM’s? Are there technical CBM opportunities?

• Step 7 - The Importance of Reoccurrence Prevention v. Temporary quick

fixes

• Step 8 – How important are Standards and Best Practice/SPL’s /Skills

enhancement?

Some Key Learning Points of

each step


Pilot Projects &

Roll-out Planning




TPM Implementation Process

Scoping

Study

Senior

Management

Workshop

4 x Day

TPM

Practitioner’s

Workshop



Pilot Projects,

Plant Clear

& Clean,

Training &

Communication

Feedback

Mgt

Review



Project Improvement




Review Performance

Criteria & History


(incl. OEE)


Assessment


plan


Problem Resolution


Development

Leadership

& Behaviours





FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D


& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11


8

Hrs

Week No.

Recording /History

OEE Measurement

6 Loss/ Assessment

Criticality Assessment

Condition Appraisal

Refurbishment

Future Asset care

Best Practice Routines

Problem Prevention

Typical Pilot Project

Structure ‘foot-print’

Typically 2 x Shift Based Teams consisting of Operators & Technicians and the Facilitator meet every 2 weeks for an 8 hour TPM Activity Session, subject to shift logistics .over c.16 calendar weeks

1 3 5 7 9 11 13 15

Steps 1 to 8

A

3

B


Typical Pilot Project Timetable

WEEK NO CONTENT SUPPORT ACTIVITIES

1

Initial Training and Pilot Selection & Schedule of

Project Activity sessions

(Step1) Equipment History & Sources of

information

OEE Loss and KPI Recording

Systems

Value/non value adding

definitions

2 to 3 (2)OEE KPI Evaluation (3)Assessment of the

hidden factory.

Team Activity Board

F2F & D2D Loss definitions

4 to 5 (4)Criticality Assessment (5a)Condition Appraisal Spot the Rot

Clear and Clean Activity

6 to 7 (5b)Refurbishment Plan (6)Future TPM Asset Care.

Trial Level 1a/1b Audit

Refurbishment Plan

FLOAC Training

8 to 13

(8) Problem Prevention and

(9)Best Practice Design

Single Point Lesson Development

Refurbishment Action

Trial Improvements


M/C Visual Help/Aids

14 to 15 Prepare for Presentation

Refurbishment Action cont/d…

Trial Improvements cont/d…

Training Plan

16 Presentation Dry Run/Presentation • Actual Level 1a /1b audit


Line 10 –Weekly Loading Plan

Shift A = 7 Ops + 1 Mech Shift B= 5 Ops + 1 Mech

Planned Loading Hrs =82.75 hrs per week


TPM Pilot Logic for Line 10

• Divide the Line into 2 x halves- Filling and Packing

• Shift A does Step 1 to 9 on Filling

• Shift B does Step 1 to 9 on Packing

• (Both teams will have a common OEE measure)

• Each shift based team would meet separately every two weeks for

an 8 hr activity session on 8 occasions over a sixteen week cycle

• Each shift TPM team would comprise 5 members:-

*1 x Senior Operator / Team Leader +2 x Operators

*1 x Mechanical Maintenance (+ Electrician as required)

*1 x TPM Facilitator

Key contacts to support each team on an as required basis


The resource

requirement perspective

• We need 32 man-hrs per fortnight (1 Senior Op + 2

Ops + 1 Maintainer x 8hrs) for each shift (ie 32

man-hrs of cover to back fill from an average

weekly shift compliment of 6 Ops + 1 Maintainer

over 10 shifts = 560 man-hrs

• This equates to <6% of attendance time to cover

the TPM Activity days over the 16 week pilot cycle


Improvement Plan for Similar /

Replicated Equipment

COMMON COMMON

80% common 20% unique

100%

Unique




COMMON




FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D

80% common

20% unique



1 2 3

7

4 5 6

9

8

10 11


Date: 04 /03/13 Model Line 10 Filling Shift A packing Shift B / Shift: Version:1.1

Date

11/03

25/03

08/03

22/04

06/05

20/05

03/06

17/06

01/07

15/07

29/07

12/08

Week No

1

3

5

7

9

11

13

15

17

19

21

23

SAp Support

½ Day

½ Day

½ Day

½ Day

1 Day

Audits

Launch

Trial 1a/1b

Actual 1a/1b

MEASUREMENT CYCLE

1 Sources of Info

2 OEE Av / BoB / WC

Record

3 Six Loss assessment

Revisit

CONDITION CYCLE

4 Criticality assessment

5 Condition appraisal

5 Refurbishment Program

6 Future Asset Care

FLOAC

PM’s

CBM

PROBLEM PREVENTION

7 Problem Solving

8 Best practices routines

Prepare Level 1a / 1b

TPM IMPROVEMENT PLAN FORWARD PROGRAMME

Line 10 TPM Project Programme


From 8 x Step Pilot Project……

STEP Project

1. History & Standards

2. OEE

3. Assess 6 Losses

4. Critical & Risk Assessment

5a Condition Appraisal

5b Refurbishment /Restore

6. Future TPM Asset Care

(FLOAC,CBM & PM)

7. Problem Prevention

8. BPR

CLOSE

OUT x

Measurement

Cycle

Condition

Cycle

Problem

Prevention

Cycle


……..to 4 x step CI-PDCA Process

STEP Project C I Process

1. History & Standards

2. OEE

3. Assess 6 Losses

4. Critical & Risk Assessment

5a Condition Appraisal

5b Refurbishment /Restore

6. Future TPM Asset Care

(FLOAC,CBM & PM)

7. Problem Prevention

8. BPR

OEE

CLOSE

OUT x

REFINING

PDCA

Measurement

Cycle

Condition

Cycle

Problem

Prevention

Cycle


From TPM Project to CI Process

(Post Level 1a / 1b)

The Plan, Do, Check, Act Habit:-

• It is preferable that the initial pilot project (s) are treated

as a single entity beyond Levels 1a/1b for the purposes

of continuous improvement reviews as follows….

• Day to Day Routines of TPM Asset Care become ‘Part of

the Way we do things Here’ (Plan, Do)

• Fortnightly 2 Hr max, Line side Review of Performance,

OEE, Problems & Opportunities (Check , Act)

• Plus Routine Short Interval Control Shift Reviews


CI-TPM Infrastructure

for Programme Governance

SteeringGroup

FAC DEV

FLM COACHING

PUB’ & COMMS

TOP DOWN TARGET

DRIVEN MANAGEMENT

MASTER ROLL-OUT

PLAN

LEARNING

ORGANISATION

PIL

LA

R

CH

AM

PIO

NS

9 STEP TPM PROCESS AND

5S / WPO

Top Down SLT

30 pt Review x2

per year

PIL

LA

R C

HA

MP

ION

S

OEE

FLOAC

PM/QM

SD

EEM

5S

P&C

LOG

QA

HSE

Bottom up Level

1a / 1b to 4a/4b

Evidence based

Audits


Pillar Champion’s Role

• Understanding what is required as a specific

Champion in order to Drive Continuous

Improvement using the TPM ‘enabling’ tool

• Developing the Policy for your Pillar & ensuring

its Consistent Deployment


Typical Pillar Champions

Pillar Champion Typical Job Holder

OEE Value Stream Managers (+Fin manager)

FLOAC Production Manager ( Shift Supervisors)

PM & Q of M Maintenance Manager

Skill Development (Generic) Human Resources Manager

Skill Development (Technical) Production Manager

5S –Workplace Organisation Shift Supervisors (Production Manager )

EM/Major Projects Manufacturing Engineering Manager

Publicity and Comms TPM Facilitator

(Logistics) Planning Manager

(Quality ) Quality Manager

(HSE) HSE Manager


Po

lic

y D

ep

loy

me

nt

Le

ve

ls

Strategic Intent Business Goals SLT-Level 1

VS & Functional Goals –VSM’s,Prod & Maint Managers -Level 2

Process / Line Leader & Team Goals –Level 3

CI-TPM Infrastructure Principles

using Policy Deployment

• OEE & Other KPI’s

• FLOAC

• 5S /W P O

• Planned Maintnce Q of M

• Early Equipment Mang’

• Skill Dev & Team Effectiveness

• Comms & Engagement

• Ops Planning

• QA

• HSE

TOP DOWN TARGET

DRIVEN MANAGEMENT

2 x year Top Down 30pt

Review

BOTTOM UP/SHIFT

TEAM ACTIVITY

L1a to L4b

LEARNING

ORGANISATION

Performance

Reporting

SLT

Policy

Deployment


1

2

3

4

Problems given to

management- top down

improvement

Bottom up

improvement

-Stabilise

Self managed team

activities

-Optimise

World class

Performance

4 zero’s

Reactive

Proactive

4 Milestones of TPM &

Team Performance


INPUT

EFFORT

OWNERSHIP

RESPONSIBILITY

OPERATOR AS TECHNICIAN

MAINTAINER AS ENGINEER

FIRST LINE MANAGER

MANAGER AS ENTREPRENEUR

CONSULTANT

MANAGEMENT

SUPERVISION

Initial Pilot

Trial & Prove

the Route

Milestone 1

Introduction

Everyone

Involved

Milestone 2

Refine Best Practice

& Standardise

Get the Basics

Right

Milestone 3

Build

Capability

Innovation Achieve Spark

to Start Vision

Milestone 4

Strive for

Zero Losses

TIME 3 - 5 YEARS

CAPABILITY

Step 11 - Roll Out Evolution


Milestone 4:

Strive for Zero Targets

Set Fast Track

Everyone Involved

Define Accountabilities

Milestone 1:

(Introduction)

Milestone 3:

(Build Capability)

Milestone 2:

(Refine Best Practice

& Standardise)

Level 4B Checklist

Level 1A

Level 4A Checklist

Level 3A Level 2B

Level 2A

Level 1B

Level 3B Checklist

Achieve Optimum Conditions

Reduce Effort

Increase Customer

Responsiveness

Reset Vision

Define Optimum Conditions

Use P-M Analysis

Improve Equipment Precision

Improve the Quality of

Maintenance

Achieve skill levels for zero

targets

Define Training Needs

Make it Easy to Do

Involve Support Departments

Set up Early Warning System

Achieve Adherence

Delivering the Production Response

thro’ 10 Pt Audits / Reviews


The TPM Journey-5x Stages

Ou

t o

f c

on

tro

l

In c

on

tro

l

Sta

bilis

ing

Fo

rec

as

t w

ith

Co

nfi

de

nc

e

Mo

bil

isa

tio

n

Benefit

Time

Op

tim

isin

g &

Imp

rovin

g

Milestone 1

Milestone 2 Milestone

3

Milestone 4


Step 1-Initial Cleaning

Step 2 –Countermeasures at source of Problems

Step 3-Cleaning & Checking Standards

Step 4-General Inspection

Step 5-Autonomous

Inspection

Step 7

Full AM

Step 6-Organisation

& Tidiness

Ability to Detect

problems

& understand

equipment

improvement

Knows Function

& Criticality

of Equipment

Knows Relationship

between Equipment

Capability

& Product Quality

MS 1ab

MS 2b

MS 3a

MS4a

MS 3b

MS 2a

The 7 Steps of A.M. &

It’s alignment to Milestones 1 to 4

MS4b



Review Performance

Criteria & History


(incl. OEE)


Assessment


plan


Problem Resolution


Development

Leadership

& Behaviours





FUTURE STATE

REALISATION

THROUGH A

HABIT OF

CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D


& Set Improvement

priorities



1 2 3

7

4 5 6

9

8

10 11


Creating the right Culture

for sustainable change

• Addressing the soft cultural issues

• Generating the right behaviours

• Some personal views and ideas


Focus & Influence Time Horizons

(Micro Management)

Shift / Daily Weekly

Primary Primary

Site Leadership

Team

Deputy Managers

Section Leader &

Teams

VSM’S & Prod

Man’gers

Monthly Qtrly

Sec

Primary

Primary Primary Sec

Sec

Sec Primary Sec

Sec

Annually

See Next Slide for What we Need ►

Primary

Primary Primary


Focus & Influence Time Horizons

-What we need

Shift / Daily Weekly

Site Leadership

Team

Section Leader &

Teams

VSM’S & M/C Man’ger+PM’s& Maint Man’ger

Monthly Qtrly

Primary

Sec Primary Primary

Primary

Primary Primary Sec

Sec

Annually

Trust to Delegate


The Right Framework & Infrastructure

….use of the Right Tools & Techniques

..to Generate the Right

Behaviours

A Sustainable Continuous Improvement

Environment Demands:-

√

√

√

√ ? ? ?


Some Behavioural Issues

to consider

• Remember that Management get back

the Behaviours that they themselves

exhibit !!


15 x Reasons Why Change Fails

or is not Sustainable-A Health Warning

• Lack of Clear, Consistent Leadership and Direction

• Lack of Planning and Preparation, Measurement and Feedback

• Change Programme has no Clear Vision

• Lack of a thorough Risk Assessment & Countermeasure Definition

• Poor Communication

• Unclear Roles / Responsibilities / Accountabilities (as described & delivered via the Bi-annual , Top Down 30pt Review)

• Goals are set ,but too far in the Future

• Misunderstanding of what Change is

• The Quick- fix Solution

• The Legacy of Previous Change

• Sacred Cows-‘The way we do things around here’

• Fear of Failure

• Employee Resistance

• Ill-Prepared Employees

• Inappropriate and Inadequate external training and advice

Minimising these 6 x RED risks via a CI / TPM Coordinator


The Difference Between

Management and Leadership

According to Stephen Covey…..

• ‘’Management is efficiency in climbing the ladder

of success……


The Difference Between

Management and Leadership

According to Stephen Covey…..

• ‘’Management is efficiency in climbing the ladder

of success……

• ….Leadership determines whether the ladder is

leaning against the right wall."


Lean Leadership Behaviours

• Standards - Which are Consistently Communicated & Applied

• Responsiveness & Pace - When Deviations Occur

• Continuous Improvement - By Stretching the Standards

• Striving for Perfection - So We at least Make Progress

• Specified Value Streams -Micro to Macro-M/c to Supply Chain

• Respect -For our Customers & Employees, + & those Standards

• Autonomy - Putting our People before Products/Service


Consider a new way of working

•Understand the purpose of the system & manage the

organisation as a system with trust & delegation

•Design the system against demand & deal with demand variety

•Derive measures from the work-not arbitrary targets

•Modify traditional management thinking of set , measure &

monitor resources, to one where the….

•Role of management changes to set the standards and provide

the resources –and then delegate and trust your staff to act on

the system with pace and responsiveness when deviations

occur from standard with robust audit / integrity processes


Command & control

v. Systems thinking

Command & control Characteristic Systems thinking

Top down thinking Perspective Outside in & bottom up

Performance & standards Set by Management Determined by User

Decision Making Separated from work At the workplace

Coach & Mentor Improve system service

Role of Management Tell and Sell

Set & manage resources


Command & control

v. Systems thinking

Command & control Characteristic Systems thinking

Top down thinking Perspective Outside in & bottom up

Performance & standards Set by Management Determined by User

Decision Making Separated from work At the workplace

Pride &ownership Employee Motivation Carrot & stick

Coach & Mentor Improve system service

Role of Management Tell and Sell

Set & manage resources


Team Leader’s Job

With Proactive Support of their Manager / Process Owner

To Manage & Deliver the Manufacturing Processes

To Manage & Develop their Team / People

To “Facilitate” Target Driven Continuous Improvement

The first two are usually both a ‘Given’ & Accepted

If the third one is regarded as “Optional’’- it will not

happen!!


Ask My Opinion about the Best Way.

Include it in the Future Ways of Working.

Feedback the Result to Me.

Train Me and Coach Me.

Give Me Dedicated Improvement Time…..

…And It Results in a “Trouble Free” Shift

As an Operator or Maintainer,

I Will Do Something Different If You……..


Poor Communications

= Resistance

The Less I Know About Plans to Change

The More I Assume

The More I Assume

The More Suspicious I Become

And The More I Direct My Energy into


Effective Communication

= Team work

If it Stops Here

We’re in Trouble ►

If it Stops Here

We’re in Trouble ◄

This is Our Aspiration !!


TPM Training Room


Gaining Site Leadership

Team Commitment at the Front-end




Typical TPM Implementation

Process

Scoping

Study

Senior

Management

Workshop

4 x Day

TPM

Practitioner’s

Workshop



Pilot Projects,

Plant Clear

& Clean,

Training &

Communication

Feedback

Mgt

Review



Project Improvement



• 08.30 Intro’s / Expectations / Ice Breaker Exercise

• 08.45 Our Manufacturing Processes here at the xyz plant & suitability for TPM Principles /

Techniques Plus how TPM will support our Operational Excellence programme, including some

relevant sector case studies

• 10.00 How do we Currently Rate ourselves at Maintenance Best Practice ? (Assessment

Exercise in pairs, plus OEE Assess Exercise in 2 x teams)

• 11.10 Coffee Break

• 11.15 Manufacturing floor Activity Visit to typical pilot area (Spot the Rot Exercise in two teams

• 12.00 2 x Syndicate Team’s Feed-Back

• 12.30 Extended Lunch Break (for delegates to catch-up on urgent ‘day job’ items)

• 13.30 Cultural Issues and Engagement

• 14.30 Planning &Sustaining our TPM Programme-Audit and Review Processes (+ further case

studies)

• 15.00 Does TPM Pass the ‘So What ?’ test (2 x Exercises: Company’s Business Drivers and

TPM ‘Fit’, plus Stoppers & Countermeasures)

• 15.30 Review of the Day, Key Learning Points and agree Way Forward

• 16.00 Close

SLT Buy-in Session Agenda


Business

Drivers

Potential

Impact of TPM

–Team A

Profitability 3

Meet Customer Requests 3

Quality with Compliance 2

Safety 3

Reputation 3

Cost Competitiveness 3

Increase Market Share 3

Reduce Inventory 2

Increased OEE 3

0 = None 1 = Some 2 = Significant 3 = Major

1 Day Site Management Team Workshop

Business

Drivers

Potential

Impact of

TPM –Team B Reduced Cost of

Production 3

Increased Quality 3

Meet Deliveries on Time 2

Increased Outputs / OEE’s 3

Good Safety record 2

Minimise Inventory Levels 2

Minimise Lead Times 2

Increased Competitiveness 3

Total Score 20 / 24 = 83% Total Score 25 / 27 = 93%


What Will Inhibit These New Ways of Working ?

Team A ----Stoppers Team A----Countermeasures

Lack of Acceptance & Buy-in Engagement thro’ Education

Building Teams

Fear of Change Reassurance & Involvement from Start-Up

Cost & People Resources Investment. Make Resources available. Planning. Re-

structuring

Unrealistic Expectations

Milestone Recognition

Education, Training & coaching

Recognition for every Improvement (Big and small)

Poor Communication/ Objective alignment Ongoing Communication

Loss of Momentum Put Governance Structure in place-Regular SMT

Reviews

Team B---Stoppers Team B----Countermeasures

People’s Attitude / Understanding Relevant Training

Fear of Change / New Roles • Communication Plan & Cascade

Benefit not immediately Apparent Planning of Work / Publicise Results

Poor Teamwork Improve Understanding thro’ coaching

Lack of Perseverance / follow through Persist through Review and Action+ Pillar Champs

Lack of Support / commitment from Management Provide necessary Support / resources/ Budget


IF you decide to investigate further

Suggested Way Forward ……

• Scope the potential application of TPM

• Run a one day Senior Leadership Team ‘Buy-in

session

• Followed by 4 x Day TPM Practitioners Workshop

• Then Launch Pilot Project(s) (Team selection will be

vital)

• Put parallel Governance system & Pillar Champions in

place

• C.16 week cycle-Feedback to SLT-Level 1A/1B Audit

• Site roll-out plan for next c.2 Yrs


Local Management Review Process-

The Scoping Study

FEEDBACK:

• Key Success Factors

• Benefits

• Risk assessment

• Way Forward

• Business Objectives

• Vision

• Current Initiatives

• CI Progress to date

Assess People’s Perceptions

& Feelings

• Assess OEE

• Produce Production Loss Profile

• Review Implications for Pilot

• Potential Pilots/Roll out/ 5 S activity

Project Infrastructure

& Governance

•Programme Definition

•Cost implications

Mobilise/Agree

Individual Needs

Pilot 1

Pilot 2

Pilot 3

Development Needs:

• Awareness

• Pillar champions

• Facilitator

• Pilot Teams

• Management

1

2 3 4 5

6

7

8

9


What will this approach

to TPM give you?

• Provides a structured & systematic approach

• Which is time-tabled and scheduled

• Encourages site-wide engagement

• With clear roles & responsibilities

• Proven to be sustainable in the right hands

• Above all-It’s very practical


Think big-Seek Perfection

“The greatest danger for most of us is not that

our aim is TOO HIGH and we MISS IT, but that it is TOO LOW And we REACH IT.”

Michelangelo c.1450


Think big-Seek Perfection

“If we STRIVE for PERFECTION we might

not achieve it, but at least we will be MAKING PROGRESS.”

Today- 2016


Key Success Factors

Priority

Sufficient Resources of People, Money & Time

Resultant Pace of CI / TPM Activity

Clear/Transparent

Leadership and

Direction

Sufficient

Facilitation &

Coaching

Ownership &

Delivery of

Relevant

Business

Drivers


Treat Every Problem

as an Opportunity

• HOW should I deal with this ???

• H with Honesty

• O with Open-mindedness and…..

• W with Willingness

• If you’re able to practice these behaviours

you may often be surprised at the result !!


Learning and Understanding

Tell Me and I Forget

Show Me and I Believe

Let Me Practice and I Understand

Let Me Improve and I Take Care

Let Me Innovate and I Master

Yes!


Some Case Studies to illustrate what TPM

can deliver in the right hands


Refurbishment Step 5b

Major Best Practices

introduced

Core TPM members removed

from plant

Core TPM trained staff back in plant

Impact of engaged team

74% OEE Best of Best

Performance

The results after 12 months


1413121110987654321

140

120

100

80

60

40

20

0

Weeks

Pe

rce

nta

ge

of

Av

aila

bilit

y

_X=67.8

UCL=136.9

LCL=-1.4

Availability

Out of Control In Control


1413121110987654321

100

90

80

70

60

50

Weeks

Pe

rce

nt o

f P

erfo

rm

an

ce

_X=75.40

UCL=99.54

LCL=51.26

Performance

Out of Control

& Unacceptable

In Control

& Improving


1413121110987654321

105

100

95

90

85

80

Weeks

Pe

rce

nta

ge

of

Qu

ality

_X=93.77

UCL=105.58

LCL=81.96

Quality

Out of Control

& Unacceptable

In Control

& Improving


The Classic

4 x Phases of Improvement

1-Out of Control-Process Unstable

2-In Control-Process Stabilised

3-Improving-Process Optimised

4-Able to Forecast with Confidence


Result

• Additional c. £1.2 m t/o with net margin 10%

• Total training and refurbishment costs of £60k

• 6 months Pay-back

• Result ? WIN / WIN !


Medical devices -TPM Pilot Benefits

after 9 months (and after c .2 years)

1st 9 Months

• Reduced Maintenance spend € 52,000

• Reduced Non core Hours Over Time € 211,000

• Less Consumables € 50,000

• Additional Annualized Savings € 213,000

• TOTAL € 526,000

• Plus Cap Ex Cost Avoidance € 950,000

(After c.2 years ,accumulated cost avoidance = € 4.75 m)


Level 2b-Audit

Medical Devices – Case Study

Refine Best Practice Regime and Standardise Milestone 2


80% of maintenance activities planned?

0

10

20

30

40

50

60

70

80

Before TPM Present

Planned vs Unplanned Maintenance time

Planned

Unplanned


Has the initial Best of Best OEE

performance targets been achieved?

Begining of TPM

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

20/0

6/20

05

21/0

6/20

05

22/0

6/20

05

22/0

6/20

05

23/0

6/20

05

23/0

6/20

05

24/0

6/20

05

25/0

6/20

05

26/0

6/20

05

26/0

6/20

05

28/0

6/20

05

28/0

6/20

05

29/0

6/20

05

29/0

6/20

05

30/0

6/20

05

30/0

6/20

05

01/0

7/20

05

01/0

7/20

05

05/0

7/20

05

08/0

7/20

05

09/0

7/20

05

12/0

7/20

05

13/0

7/20

05

Date

% O

EE

OEE

BOB


Has the initial Best of Best OEE

performance targets been achieved?

Latest Figues

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

28/1

1/05

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2/05

Date

% O

EE

OEE

BOB


Are unit cost reducing?

• Headcount of 15 Re-deployed to New Product

– ( From 60 employees to 45 employees).

• Production Rates have increased 20%

• Savings of c.€ 1 million in avoiding annual wages and

employment costs + recruitment and training costs

Coilwinding Area - 30% increase in effectiveness


Fill & Pack Line 6 Improvements

(at Milestone 2 Achievement)

12 Months Average 2010

OEE 20.7% Eq Failures 25.7% Idle Time 38.0% No Data 2.1% Line Restraint 5.9% Minor Stops 7.8% Actual v. Target 73.0% (Prod Plan)

4 wks Aver to 30 Sept 2011

49.5% 4.0%

21.5% 0% 0%

2.7% 100 %

Improvement

x 2.5 increase

Down by x 6

Halved

Eliminated

Eliminated

Down by 65%

100% OTIF


TPM Project-OEE Improvements

Asset Mile

Stone

Level

%OEE

Start

%OEE

Current

%Increase

in Productive

Capacity

Press 24 1 34 68 100

E10 1 38 67 76

M/c 10 1 35 52 49

SNN Insert 1 37 64 73

D M/c 1 37 49 32

Average 36 60 67



Asset Mile

Stone

Level

%OEE

Start

%OEE

Current

%Increase

in Productive

Capacity

B2 2 45 91 102

A14 2 28 97 246

M/c 33 3 30 75 150

M/c 53 3 45 57 27

D02 3 28 35 25

E14 4 47 92 96

A01 4 15 35 133

Average 34 69 103



Asset Mile

Stone

Maturity

Level

%OEE

Start

%OEE

Current

%Increase

in Productive

Capacity

Average OEE of

12 Assets

1 to 4 35% 64% 83%

Asset Mile Stone

Maturity

Level

Alarms

Start

Alarms

Now

Moulding

Starvation

Hrs -Start

Moulding

Starvation

Hrs- Now

Materials

Handling

System

3 463 /wk 76 /wk 18 hrs /wk 3 hrs /wk


Appendix A

Shingo Transformation approach

and the potential impact of the TPM System

one day total productive maintenance practitioner’s...

Documents