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Introduction to TPM: Total Productive Maintenance (Preventative Maintenance Series) by Seiichi Nakajima PDF, ePub eBook D0wnl0ad. This was the first book in English on total productive maintenance (TPM) - a Introduction to TPM: Total Productive Maintenance. Front Cover. Seiichi Nakajima. Get this from a library! Introduction to TPM: total productive maintenance. [Seiichi Nakajima].
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It sets out to achieve these goals by Gap Analysis of previous historical records of Product Defects, Equipment Failures and Accidents. Many companies struggle to implement TPM due to 2 main reasons. First is having insufficient knowledge and skills especially in understanding the linkages between the 8 Pillar-Activities in TPM. It does not help in that most TPM books are long on the theories but scanty on the implementation details.
The second reason is that TPM requires more time, resources and efforts than most of these companies believe they can afford. A typical TPM implementation requires company-wide participation and full results can only be seen after 3 years and sometimes 5 years.
The main reason for this long duration is due to the basic involvement and training required for Autonomous Maintenance participation where operators participate in the restoring the equipment to its original capability and condition and then improving the equipment.
TPM identifies the 7 losses types of waste muda , namely set-up and initial adjustment time, equipment breakdown time, idling and minor losses, speed cycle time losses, start-up quality losses, and in process quality losses, and then works systematically to eliminate them by making improvements kaizen. OEE measurements are used as a guide to the potential improvement that can be made to an equipment and by identifying which of the 6 losses is the greater, then the techniques applicable to that type of loss.
Consistent application of the applicable improvement techniques to the sources of major losses will positively impact the performance of that equipment. Using a criticality analysis across the factory should identify which equipments should be improved first, also to gain the quickest overall factory performance. The use of Cost Deployment is quite rare, but can be very useful in identifying the priority for selective TPM deployment.
There are three logical ways to approach this selection. Pros Cons Easiest to Improve 1. Best opportunity for a 1. More forgiving of limited 2. Immediately increases total 1. Working on a critical asset as a output.
Provides fastest payback. May result in equipment being offline more than desired as it is improved. Most Problematic 1. Improving this equipment 1. Less payback than improving will be well-supported by constraint equipment. Unsolved problems are often 2. Solving well-known unsolved for a reason — it may be problems will strengthen challenging to get good results.
The key is to minimize potential risk by building temporary stock and otherwise ensuring that unanticipated down time can be tolerated. Step Two — Restore Equipment to Prime Operating Condition In this step, the equipment will be cleaned up and otherwise prepped for improved operation. During the audit, update the checklist as needed to keep it current and relevant. Keep audits positive and motivational treat them as a training exercise.
Next, an Autonomous Maintenance program should be initiated. Strive to build a consensus between operators and maintenance personnel on which recurring tasks can be productively performed by operators.
In many cases, light training will be required to bring up the skill level of operators. Consider creating a map of inspection points as a visual aid. Consider indicating settings directly on the equipment as a visual aid for inspection and auditing. Schedule lubrication to occur during changeovers or other planned stops in other words, avoid creating new sources of down time.
Consider externalizing lubrication points that are difficult to access or that require stopping the equipment where feasible and safe to do so. This system can be manual or automated, but the scope of the system must include down time reason code tracking. For most equipment, the largest losses are a result of down time.
Therefore, it is strongly recommended to categorize each down time event to get a clear picture of where productive time is being lost. Providing a category for unallocated down time is especially important with manually tracked OEE. It improves accuracy by providing operators with a safe option when the down time reason is not clear. Data should be gathered for a minimum of two weeks to identify recurring reasons for equipment down time, and to identify the impact of small stops and slow cycles.
Review the 8 Page data during each shift to ensure that it is accurate and to verify that the true causes of down time are being captured. Step Four — Address Major Losses In this step, the most significant sources of lost productive time are addressed.
In most cases, the major loss that is selected should be the largest source of down time. This team should include four to six employees operators, maintenance personnel, and supervisors with the best equipment knowledge and experience…and that are likely to work well together.
Consider using an Ishikawa fishbone diagram at the equipment to collect observations. If there is an existing change control process, be sure to utilize that process when implementing fixes. If sufficiently effective, document any changes to procedures and move on to the next major loss.
Otherwise, collect additional information and organize another structured problem solving session. During this step, OEE data should continue to be carefully reviewed each shift to monitor the status of losses that have already been addressed, as well as to monitor overall improvements in productivity.
Step Five — Introduce Proactive Maintenance Techniques In this step, proactive maintenance techniques are integrated into the maintenance program thus introducing the TPM concept of Planned Maintenance. Consider replacing wear components with low-wear or no-wear versions. Record every instance of replacement, along with information about the component condition at the time of replacement e.
If the component is not on the Planned Maintenance Schedule, consider adding it. This may be a result of a significant customer issues being raised over quality or b significant internal concerns being raised over quality e.
Safety, Health, Environment The company a has no substantive Safety, Health, Environment program, or b the existing program would significantly benefit from being linked into existing TPM activities.
TPM in Administration Administrative issues e. This includes both a achieving short-term success and b maintaining that success over the long-term. This section outlines four techniques for achieving sustainable improvement. Engaging Employees Succeeding Early Providing Active Leadership Evolving the Initiative Engaging employees is important for both short-term and long-term success of initiatives.
This will create a strong, broad-ranging motivation to succeed. Another powerful technique is recognizing and rewarding desired behaviour.
In the context of TPM, this may include providing a monthly rotating trophy for the Best 5S Area or awarding gift certificates each month for the Biggest Kaizen Improvement. Succeeding early helps to ensure long-term success by building momentum behind the initiative. By way of contrast, if an initiative is perceived as having been tried and failed, it will be much harder to successfully implement that initiative in the future.
Providing active leadership is one of the primary responsibilities of senior management up to and including the Plant Manager.
It means regularly demonstrating the importance of TPM activities through words and actions. If I were you I will go to the publication store hurriedly.
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