Total Productive Maintenance - JIPM Approach UNDERSTANDING .

Total Productive Maintenance - JIPM ApproachUNDERSTANDINGAn Executive OverviewAPPROACHRevision 5 : April 30,2013RSA Serving Maintenance Mankind . . .2003All Rights Reserve 2013Rolly Angeles

Total Productive Maintenance - JIPM ApproachAdopting the best continuous improvement tool isaiming for “INFINITY and BEYOND”Every company have a product or service to render but moreimportantly, it is your customer that spells all the differencewhy a company still remains in business. Therefore to let yourcustomer stay, industry must satisfy 3 things . . .1. Those that can produce the cheapest2. Those that can produce the highestquality3. Those who can produce the fastestdelivery of them allThat’s why in order to survive the competition, each company isseriously adopting the best continuous improvement practices andTPM tops them all . . .RSA Serving Maintenance Mankind . . .2003Rolly Angeles

Total Productive Maintenance - JIPM ApproachHOW IT ALL STARTED IN INDUSTRIES . . . . .According to Fredrick Taylor, the best way to managean organization was to standardize the activity intosimple repetitive tasks and then closely supervisethem into doing itIn effect, management people do all the thinking aswell as the decisions, while the supervisors act as thewatchers making sure the decision is followed to theletter. Workers are focused on doing what they aretold to do and just follow instructions until they getbored to death.While the western countries focused more on producing big volumes, capacity and production, theJapanese people learned that the best way to run anorganization is to focused more on the voices of theirpeople by allowing them to make decisions in orderto perform their work betterWestern countries slowly realized that they are beingbeaten badly by their Japanese competitors but manyFredrick Winsloy Taylor1856-1915are stubborn and remain trapped into the old Taylor’s paradigmRSA Serving Maintenance Mankind . . .Rolly Angeles2003

Total Productive Maintenance - JIPM ApproachHOW IT ALL STARTED IN INDUSTRIES . . . . .Because of this most American and western stylefactory management, clearly separated the roles ofthe production and maintenance departmentsManagers were convinced that this style was themost effective way to utilize human resources.Operators concentrate on production with little or noknowledge on the structure and function of theirequipment. Concurrently, maintenance received workorders and perform repairs on the equipmentAs a result, both operations and maintenance wenttheir own ways instead of following the path tomutual cooperation and shared responsibility. Thatis why today feud is pretty much alive on both sidesTRIVIA QUESTIONIf Frederick Taylor is still alive, what would behis favourite song as well as those who aremanaging operations ?RSA Serving Maintenance Mankind . . .2003Fredrick Winsloy Taylor1856-1915Rolly Angeles

Total Productive Maintenance - JIPM ApproachLESSONS LEARNED FROM THE JAPANESEUS industries continue to focus on massproduction paradigm in which the way tovictory was to have smart people manageorganizations that produce goods in largebatches at lower costs leading to high profitsHENRY FORDSOICHIIRO HONDAJapanese competitors had developed anew and powerful paradigm, winning organizations are those that listen to the voiceof their workers, customer, design productsand services that meet or exceed theirexpectations and continuously improveall the organizational process that led tocustomer satisfaction . . . .RSA Serving Maintenance Mankind . . .2003Rolly Angeles

Total Productive Maintenance - JIPM ApproachTPM Defined :Implementing TPM by Robinson and Ginder TPM is a plant improvement methodologywhich enables continuous & rapid improvement of the manufacturing process throughthe use of employee involvement, employeeempowerment and closed-loop measurementof results It is a production driven improvement methodology that is designed to optimize equipmentreliability and ensure efficient management ofPlant assetsRSA Serving Maintenance Mankind . . .2003Rolly Angeles

Total Productive Maintenance - JIPM ApproachTPM VISION :One VoiceTPM will aim forinfinity and beyondTPM will try to bringan industry close toan ideal stateZERO ACCIDENTS,DEFECTS andBREAKDOWNSVISIONMISSIONIdeal State : End In MindClearly State where acompany is heading 5 to10 years from nowWhat process it intends touse to achieve it’s visionRules which determines plant prioritiesand how issues are addressedBASIC POLICYMust be supported by company’s vision and missionCOMPANY INDICES AND GOALSTPM MASTER PLAN OF COMPLETIONRSA Serving Maintenance Mankind . . .2003Rolly Angeles

Total Productive Maintenance - JIPM ApproachWhat is Unique about TPM : TPM understands that the equipment is a sharedresponsibility for both operations & maintenanceworking towards a common goal It brings production and maintenance to worktogether to accomplish a common goal whichis to establish basic equipment condition andto prevent accelerated deterioration TPM believes that big problems start from little once and understands theimportance of establishing Basic Equipment ConditionCURRENT MINDSET“ I Operate, You Fix ““ I Fix, You Design ““ I Design, You Manage “RSA Serving Maintenance Mankind . . .2003CORRECT MINDSET“ We are All responsiblefor Our Equipment ““ We take good care ofOur Equipment “Rolly Angeles

Total Productive Maintenance - JIPM ApproachTPM Composed of 8 PillarsAdmin / OfficeTPMAdministrative PeoplePlannedMaintenanceMaintenance PeopleQualityMaintenanceQuality Control GroupAutonomousMaintenanceTraining andEducationProduction & OperationsTraining DepartmentEnvironmentalHealth and SafetyInitial FlowControl ActivitiesEHS DepartmentKobetsu-Kaizen- Purchasing Group- RND Group- Cross Functional Teams- Engineers and ProcessRSA Serving Maintenance Mankind . . .2003Rolly Angeles

Total Productive Maintenance - JIPM ApproachGoals of Each TPM PillarPlanned MaintenanceQuality Maintenance- Attain Predictive Mtce Stage- Increase MTBF Reduce Breakdown- Improve reliability & lower costs- Elimination of defects- Elimination of chronic problemsAutonomous MaintenanceAdmin/Office TPM- Establish Basic Equipment Condition- Perform basic repairs and set-up- Reduce Idling and Minor Stoppages- Empowered Operators- Reduce of Product inventory andWork-In-Process- Speed of Information transmissionInitial Flow ControlActivities (IFCA)Focused Improvement- Attain 85% OEE on critical machines- Elimination of 6 Equipment Losses- Improve indices on PQCDSMEnvironmental, Healthand Safety (EHS)- Zero accidents and plant disasters- Compliance to environmental stds.RSA Serving Maintenance Mankind . . .2003- Well develop system of MP Design- Improvement in Vertical Start-uptime of equipment being purchaseZero BreakdownsZero Rejects/DefectsZero AccidentsTraining and Education- Effective training skills assessment- Systematic training programs- Support each pillar training needsRolly Angeles

Total Productive Maintenance - JIPM ApproachKEY GOALS AND KPI’s FOR PLANNED MAINTENANCEINDICATORGOAL WE WANT TO ACHIEVE Reduce BreakdownRank A Equipment ZeroRank B Equipment 100% of Rank B Improve MTBFImprove MTBF by 60 - 70 % Reduce MTTRReduce Time To Repair to less than 0.15 hrs Reduce Maintenance CostReduce Maintenance Cost to 50 % Increase UtilizationIncrease Utilization to 98 % Improve Set-Up TimeSet-up Time to be less than 15 minutes Improve Maintenance Skill48 hours of Technical Training per yearfor every maintenance Reduce Spare PartsReduce cost of inventory to 40 %Measuring Maintenance activities are geared towards challenging thesegoals and as these goals start to improve, skills also improve . . . .RSA Serving Maintenance Mankind . . .2003Rolly Angeles

Total Productive Maintenance - JIPM ApproachTPM Involves Total Employee ParticipationCompany’sDepartmentsTPM Pillars1. AutonomousMaintenance2. PlannedMaintenance3. FocusedImprovement4. QualityMaintenance5. Initial FlowControl Activities6. Admin/OfficeTPM7. Environmental,Health and Safety8. Training and SkillDevelopmentRSA Serving Maintenance Mankind . . . Direct Involvement2003Indirect InvolvementRolly Angeles

Total Productive Maintenance - JIPM ApproachTPM pillars aim to eliminate 16 Big Losses8 Equipment Losses Breakdown Loss Set-Up and Adjustment Loss Cutting Blade Loss Start-Up Loss Idling and Minor Stoppage Loss Speed Loss Defect and Rework Loss Shutdown Loss5 Manpower Losses Management Loss Operating motion Loss Line Organization Loss Logistic Loss Measurement andAdjustment Loss3 Other Losses Energy Loss Yield Loss Die Tool and Jig LossOperation : Destruct and Destroy Equipment’s 16 Big LossesCross-functional Focused-Improvement Team - Kobetsu-KaizenRSA Serving Maintenance Mankind . . .2003Rolly Angeles

Total Productive Maintenance - JIPM ApproachTPM 12 Developmental Step by Step ApproachStageStepPreparatory (6 months)1. Declaration of Top Management to introduce TPM2. Conduct TPM Educational Campaign3. Create a TPM promotional organization4. Establish TPM Basic Policy and Goals5. Create a Master Plan of Implementing TPMIntroduction6. Kick-off TPMImplementation (3 yrs)7. Establish system to improve Production Efficiency7.1 Implement Kobetsu-Kaizen Pillar7.2 Implement Autonomous Maintenance Pillar7.3 Implement Planned Maintenance Pillar7.4 Training & education for operation and mtce8. Build an Initial Flow Control Activities9. Build a Quality Maintenance System10. Implement Admin./Office TPM for support system11. Establish a system for effective EHSStabilization12. Total TPM implementation and raise levelThe most difficult part will always be the start-up processRSA Serving Maintenance Mankind . . .2003Rolly Angeles

Preparatory StageImplementation proach2002200320042005TPM MASTER PLANItemDetails of ActivitiesQ11Top Management FormallyAnnounce TPM2TPM Introductory Educationand promotional campaign3Creation of TPM Promotional456Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4PlanPlanTPM Kick-OffQ1ActualEstablished Basic TPMCompletionQ4PlanActualTPM Master Plan ofQ3ActualOrganization and OfficePolicy and alignment of goalsQ2PlanActualPlanActualPlanActual7Maximize Production Effectiveness7.1 Implement Focused Improvement(Kobetsu-Kaizen Pillar)7.2 Implement Autonomous Maintenance10 cases20 cases30 cases40 cases50 cases60 cases61 cases62 cases63 cases64 cases65 cases66 casPlanActualStep 1Step 2 - 3Step 3- 4Step 5 - 7Phase 0Phase 1Phase 2Phase 3Phase 4PlanningStep 1Step 2 - 3Step 3- 4Step 6Step 1 - 2Step 3 - 4Step 5Step 1 - 2Step 3 - 4Step 5Step 2 - 3Step 3- 4Step 5 - 7Step 1 - 2Step 3 - 4Step 5PlanActual7.3 Implement Planned MaintenancePlanActual7.4 Training Skills and EducationPlanActual8System for Initial Flow Control Activities Plan9(Early Equipment Management)ActualSystem for Quality MaintenancePlanAim for Zero-Defects10Administrative/Office TPMActualPlanStep 1Actual11Establish Effective EHS SystemPlanfor Zero Accidents, Zero Pollution ActualRSA AimServing Maintenance Mankind . . .12Challenge the TPM Excellence Awards Plan2003Rolly Angeles