the electrical, hydraulic, mechanical, pipefitter checklists 2. Tag all abnormalities 3. Document abnormalities using "Tag Log"
PHASE 2 1. Prioritize abnormalities via "TagLog" 2. Identify causes of abnormalities PHASE 3 1. Develop PM standards for abnormalities via "Inspection Standards Worksheet" 2. Identify PM frequency based on priority ranking 3. Build PM schedules based on inspection standards PHASE 4 1. Training
maintenance and operators on PM standards and PM schedules 2. Implement PM schedules 3. Monitor PM
schedule usage and effectiveness (OEE) 4. Update standards to reflect changes in requirements FIGURE 1.1 Four- phased preventive maintenance approach.
required for effective PM implementation. In addition, implementing moni-toring measurements provides the vehicle to adjust and change the perfor-mance of the equipment. Overall equipment effectiveness is an effective monitoring tool for these reasons.
The total productive maintenance methodology consists of four key phases, as outlined in Figure 1.2. The methodology starts by returning equipment to almost new condition. Next, the focus is on zero breakdowns through proper maintenance. The third phase focuses on consolidating information for future use. The final phase of TPM is zero defects.
Complete TPM implementation centers on autonomous maintenance, equipment improvement, maintenance prevention systems, and quality maintenance, as shown in Figure 1.3. Autonomous maintenance involves developing preventative maintenance practices. For equipment improve-ment, the equipment activities should focus on eliminating all break-downs through physical equipment analysis (PEA) techniques to target zero breakdowns. For maintenance prevention systems, the organiza-tion should develop an informaorganiza-tion system that consists of all TPM activi-ties. Equipment- related decisions are then based on the maintenance and performance data. Finally, quality maintenance focuses on eliminating equipment- related defects through physical quality analysis (PQA). The goal is zero defects.
Preventive maintenance is a time- or usage- based method of maintaining equipment. Much like maintenance of oil changes in your automobile, main-tenance activities are performed on equipment based on defined time or usage intervals to prevent equipment breakdowns from occurring. Examples of preventive maintenance are PM schedules and team activities.
Return equipment to almost new
condition
Zero breakdowns
Consolidate TPM information for
future use
Zero defects Phase 1
Phase 2
Phase 3
Phase 4
FIGURE 1.2
Total productive maintenance phases.
Complete TPM Impelemtation Autonomous Maintenance (Eliminate accelerated deterioriation) Preventative Maintenance
Equipment Improvement Equipment activities focusing on eliminating all breakdowns via physical equipment analysis (PEA)
techniques
Zero Breakdowns
Maintenance Prevention Systems
Information system consisting of all
TPM activities used to expand initiative and make equipment related decisions based on maintenance and performance data
Quality Maintenance TPM activities focusing on eliminating equipment related defects via physical quality analysis (PQA) techniques
Zero Defects
FIGURE 1.3 Total productive maintenance implementation.Predictive maintenance is a situation- based method of maintaining equip-ment. Maintenance activities are performed on equipment based on visible signals or diagnostic techniques to prevent equipment breakdowns from occurring. Examples of predictive maintenance include vibration analy-sis, ultrasound, thermography, laser measuring, generator analyanaly-sis, and oil analysis.
TPM Project Backgrounds
This book provides several real- world case studies and applications of TPM that have shown significant improvement in meeting customer requirements and reducing downtime of processes. These cases can be used by both indus-try professionals and academics to learn how to apply TPM. The case studies will benefit readers by showing them the TPM methods and how to inte-grate them for process improvement. The case studies provide a detailed, step- by- step approach to TPM with clear direction from project infancy to completion.
The book is designed to engage the reader by enabling hands- on experi-ence with real TPM project cases in a safe environment, where experiexperi-enced Lean and maintenance managers can help mentor the students in the TPM methodologies. Case studies are designed to enable students to work through the exercises and to provide sufficient background information so that they can apply the tools as if they collected the data themselves. This will help prepare them to see actual data and make decisions when they embark on real- world projects.
The TPM case studies provide an overview of each project for the students so that they understand the background of the project, as well as sufficient information regarding the processes that need to be improved. Data that were actually collected in the TPM projects are provided for application of TPM tools and analysis. In addition, the tools are reinforced with thought- provoking homework problems at the end of chapters to provide stimulating work for the student readers.
TPM Case Study Goals
To successfully complete the TPM case studies, participants must apply appropriate problem- solving methods and tools from the TPM toolkit to understand the problem, develop potential process improvements, and develop a plan to implement change.
Learning Design
Each case study is designed so that the teams of students experience the fac-tors listed below:
• Team interaction, definition of team ground rules, brainstorming, and consensus building, as well as the stages of team growth
• Choosing how to apply TPM tools and problem- solving methods
• Supporting their decisions and application of the tools with data
• Reviewing information for relevant and irrelevant information and data, and reframing into what is important to solve the problem
• Development of an understanding and application of specific tools and problem- solving methods
• Development of written and oral communication through customer interaction and written reports and presentations, as well as the abil-ity to present technical information
• Application of project management tools to manage activities and complete tasks in a timely manner
• Experience in solving an unstructured problem in a safe learning environment where mentoring is available
The instructor’s role is to facilitate the learning process. It is critical for the instructor to act as a coach or mentor to the student teams. It can also be help-ful to have mentors experienced in applying TPM tools and methods assigned to each student team to mentor them in the application of TPM projects.
Most TPM programs work on projects in teams. Therefore, the instructor can organize the students into teams of four to six students depending upon the class size. There is a great deal of value in having students work together as a team to work on a TPM project. They can learn how to work more effec-tively as a team, and team members can transfer learning across the team members because students grasp the difficult concepts of TPM at different paces. An effective way to organize the teams is to determine the students’
experience and balance the team with a group ranging from no experience to extensive experience.
Conclusion
The book is divided into three parts to provide an introduction to TPM, case studies, and implementation strategies. Part 1 provides an overview
and introduction to the TPM methodology (Chapters 2–6). Part 2 provides detailed information on TPM implementation (Chapters 7–12). Part 3 pro-vides in- depth case studies (Chapters 13–17).
Questions
1. Explain how maintenance works in traditional manufacturing.
2. How does a machine breakdown affect a process operating using continuous flow and pull?
3. What are the differences between TPM and traditional manufacturing?
4. List and describe the six preventable losses.
5. What are the phases in the four- phased preventive maintenance approach? Describe each phase.
6. Which of the phases in the four- phased preventive maintenance approach focuses on zero breakdowns through proper maintenance?
7. What is autonomous maintenance?
8. What is the difference between predictive and preventive maintenance?
References
Cudney, E. (2009). Using Hoshin Kanri to Improve the Value Stream. Productivity Press, New York.
Cudney, E., Furterer, S., and Dietrich, D. (2013). Lean Systems: Applications and Case Studies in Manufacturing, Service, and Healthcare. CRC Press, New York.
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