TPM:Total Productive Management full report
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22-03-2010, 07:54 PM



.pdf   TPM-Presentation.pdf (Size: 1.39 MB / Downloads: 565)
Total Productive Management
The methodology of team based practical problem solving to identify and prevent losses that work towards a
Complete company involvement
” Executive Management to Associates
Clear Understanding
” Training
Goals and Objectives
” Keep the end in mind
Focus Natural Work Groups
” Empowerment
Focus Improvements
” Customer Concerns, Downtime, Internal Auditing
TPM (Total Productive Management) is the activities designed to restore equipment to optimal conditions which is
based on Total Participation, ^^M^W^^^Bl from Top management into First line Operators in all department.
Autonomous Maintenance
Improvement
Planned
Maintenance
phase Control
Quality
Maintenance
Training
&
Education
Safety
Environment
Admin
m
t
TPM T
Individual Improvement
Easy-to-manufacture product design
TPM (Total Productive Management) is a management to
Fruit
Manure &
Water
Education & Training
our Profit
Trunk
uipment design (PM's)
Autonomous Maintenan
lanned Maintenance
Just To Name A F
ew...
Benefits of TPM
It is found to be benefiting in all areas
Productivity:
- Increases
¢ * Labor & productivity.
* Value added per perso
* Rate of operation.
- Reduces
Cost:
Reduction in
* man power.
* maintenance cost and
* conservation of energy.
* Breakdowns.
Delivery:
Quality:
Reduces
* Defects of in-process material.
* Defects in processed material.
Safety:
Reduced stock
Inventory turn over increased
Zero accidents. Zero pollution.
TP
M U
mbrell
TPM promotion organization
Implement
Autonomous Maintenance.
^Cleaning is Inspection *Countermeasure for source of contamination & hard to access area *Visual control
Countermeasure for sporadic loss.
>
THREE MAIN CONCEP
1. Focus on improving equipment
effectiveness
2. Shared equipment maintenance
responsibilities
3. Equipment focused natural work
groups
Autonomous Maintenance
Maintain one's own equipment
The activities in which each associate performs daily inspections, lubrication, parts replacement, repair,
troubleshooting, accuracy checks and so forth of their own equipment, aiming at achieving the goal of
"keeping one's own equipment in goo
Seven Steps: Initial Clean-up
Countermeasures for forced deterioration
PM Standards
General Inspection Autonomous Inspection Standardization Autonomous Management
We are creating all losses
WHAT TO LOOK FOR WHEN CLEANING:
LOOSENESS
ALWAYS ANALYSE CAUSE,
OF THESE PROBLEMS
* WEAR AND TEAR
* MISALIGNMENT
POOR SOLDERING £
* POOR WIRING
* CONTAMINATION
*OIL LEAKS
* UNWANTED PARTS
* RUSTY PART
Ogihara
STANDARD OPERATION SHEET
TPM STEP #3 "STANDARDS" PREVENTATIVE MAINTENANCE
OPERATION NAME
WELD GUN SHUNT MAINTENANCE
A.O.S. / PROCESS NUMBER
TOOLS REQUIRED
WIRE BRUSH
SAFETY EQUIPMENT LOCK OUT SAFETY GLASSES
MFG. AIDS
NP STORES ITEMS
REVISION DATE
SMALL HAND FILE
HARD HAT
1
2
INSPECT FOR WEAR AND TEAR ON THE
BOLTS HOLDING THE SHUNTS TIGHT
INSPECT FOR WEAR AND TEAR TO THE
SHUNT BANDS THEMSELVES
O
A
I
T Y
X
7i
m V m z ”\ > I
V m
s I
N T
X
X
i
o c [/> m ;* m m I
N
Q
HAMMER
CHISEL
KEY POINTS
(HOW)
VISUALLY INSPECT FOR ANY
LOOSE BOLTS, DAMAGE TO THE
BOLTS, MOVEMENT OF SHUNT BAND
GUN
VISUALLY INSPECT FOR ANY OF THE
SHUNT BANDS BEING SEPERATED
FROM THE BUNCH IF TORN REMOVE
WITH SNIPS.
GLOVES
SLEEVES
NICE CLEAN
WHAT A
AND WELL MAINTAINED WELD GUN SHOULD
LOOK LIKE.
3
4
INSPECT FOR WELD FLASH BUILD UP
ON THE SHUNTS, ENSURE THAT WELD
FLASH IS NOT JOINING SHUNTS TOGETHER
INSPECT FOR OVERHEATING DAMAGE
X
X
X
X
VISUALLY INSPECT AND MOVE THE
SHUNTS AROUND TO SEE INSIDE,
REMOVE FLASH WITH CHISEL.
SHUNTS SHOULD BE A BRIGHT
COPPER COLOR IF SHUNTS ARE
SHANK IS A VERY
WELD GUN AND
MUST BE WELL
EACH SHUNT BAND IS
TO TRAVEL THROUGH
THEN THE CURRENT
CHANGES PATH AND
EXPLODES ONTO THE
GUN AND THE SHUNT
WHERE IT IS
CONNECTED WHICH
REDUCES THE
CURRENT TRAVELING
TO THE TIPS. WELD
FLASH CAN BUILD A
BRIDGE BETWEEN
REDIRECT THE
CURRENT FLOW. SO
KEEP YOUR SHUNTS
CLEAN AND TIGHT.
IMPORTANT PART OF
Ogihara
Ogihara America Corpor
PAGE NUMBER
OF
Focused Improvement
Is the means by which we determine we have a problem. We then begin to ask the question why, over and over again
until we discover the answer, "Root Cause". Once we have the root cause we formulate a correction to the problem
"Countermeasure". What would make this job work easier or what would prevent this defect from happening.
Remember, the first step to an improvement is to have an irritation and the desire to make it go
away.
Production terms of irritations:
Minor / Major Downtime ^^^^
Cycle Loss Scrap Rework
Dock Audit Findings / Customer Returns / PPM Unsafe conditions Each of these reasons effect OEE.
situation, fo
So when you make your job easier or improve the conditions you are also improving our OEE. It's a WIN/WIN
situation, for everyone.
Presenter
Mike Mullins
Press Maintenance Associate
Project Theme
Press Proximity Switch Shuttle Wire Downtime Reduction
Area of Focus and Reason
Shuttle Proximity Wire v/s Cowhorn Proximity Switch
Area of Focus
MAY
PROXI CHANGE DOWNTIME MINUTES
128
125
APR
PROXI
Proxi cables not protected when not in use (running a single out job)
5000 4000 3000 2000 1000
0
/5747


I 1
)
Category & Responsibility in Producti
Maintenance
Maintenance Activities
To prevent failures To fix failures
Improvement Activities
To extend life span To shorten time to repair
To avoid maintenance
| Predictive
Maintenance
Improvement Maintenance
I Breakdown Maintenance
Improvement of reliability and maintenability
ce-free
NANNABOUSHI
CONNECTOR
IN PRESS WE ALSO USE A NANNABOSHI CONNECTOR WHICH IS JU
AND LABOR. TO REDUCE THIS EXPENSE WE INSTALLED A SMALLER JUNCTION BOX T
PRESS BOLSTERS TO USE A SMALLER CONNECTOR WHICH IS ALREADY CONSTRUCTED BUT
ONLY COST $65.00 WITH MINIMAL LABOR.
Initial Flow Control
Initial Flow
Initial Flow
ngineerin
efit
educed technician training
requ
irements because of common
Machined and installed mounting rails for new panel support.
Installation
itrogen Springs
ASSEMBLY
SIDEWALL
THIS IS THE PROX SWITCH THAT WOULD CHECK FOR THE 6MM NUT PART PRESENT. THE FUNCTION OF THE PROX WAS TO MAKE
CONTACT WITH THE NUT IF A PORTION OF THE NUT WAS WITHIN THE DIAMETER OF THE
PROX SWITCH IT TOOK IT AS BEING IN THE
PROPER LOCATION BECAUSE ALL IT WOULD
CHECK FOR WAS THAT THE NUT WAS PRESENT NOT THAT IT WAS IN THE PROPER LOCATION TO THE HOLE.
OUTER
LINES
THIS IS THE NEW SIRON PROX SWITCH. TH PROX WILL GO INSIDE THE HOLE OF THE NUT AND TAKE A 360 DEGREE READING FOR THE
THICKNESS OF THE NUT. THIS PROX IS ALSO A CUSHION MOUNT WHICH MEANS THE TIP OF THE PROX WILL GO INSIDE THE HOUSING
IF THE PANEL IS NOT PLACED PROPERLY AND IF THE NUT IS BLOCKING THE HOLE . IF THE TIP IS NOT EXTENDED THE PROX WILL
NOT READ. SO THE
ADVANTAGE TO THIS PROX IS IT WILL TAKE A 360 DEGREE READING FOR GO/NOGO AND THE
TIP MUST BE EXTENDED IN ORDER TO READ.
SYRON
360 DEGREE
PROXY
(
THIS IS A PICTURE OF THE PROX INSIDE THE 6MM NUT. THIS
CONDITION MUST BE PRESENT OR THE SIRON
PROX WILL FAULT OUT
THE LINE. NUT MUST BE OVER THE HOLE AND THE TIP OF THE PROX
MUST BE ABOVE THE NUT.
TPM Safety Tag used to identify and
Tape on electrical cord
d
Die Shop Report
Office Report
document safety concerns, OSHA violations, and potential hazard that need correction
Te
8 1
Plant Objectives - Director/Plant Manager
Personal & Facility Annual Objectives - Quarterly Review
Score Card
Score Card
Department Objectives - Manager
Personal & Department Annual Objectives - Quarterly Review
scoe i Cost center Objectives - Facilitator
Personal & Cost Center Annual Objectives - Quarterly Review
Objective
Benchmark | Sep Oct Nov Dec
Quality
QUALITY °/o 93 .3 5 Target 99.22% 99.32% 99.42% 99.52%

Actual 98.01% 98.32% 97.85% 96.32%
Scrap = # parts 1507 Target 1549 1377 1164

Actual 2176 2165 2080 1236
Rework n/a Target n/a n / a

Actual n/a n/a
Dock Audit n/a Target n/a n/a n/a n/a

Actual 668 651 1645
DMT's 311 Target 80 80 55 55

Actual 187
Delivery
OEE 71.12 Target 78.83% 79.65% 80.48% 81.31%

Actual 70.21% 68.82% 68.06% 67.46%
UPTIME 89.21 Target 91.27% 91.61% 91.96% 92.30%

Actual 84.21% 82.55% 81.96% 88.83%
SPEED LOSS 83.6 Target 87.05% 87.54% 88.03% 88.52%

Actual 85.07% 84.79% 84.87% 78.85%
PLANT EFFICIENCY n/a larget n/a n/a

Actual
QUALITY %> 94.64 Target 99.22% 99.3 2%% 99.42% 99.52%

Actual
Cost
ASSEMBLY BUDGET n/a Target ? $695,124 $605,840

Actual ? $876,101 $977,664
Crib Stock Usage ? Target $109,419 $132,964 $132,964

Actual $153,964 $151,005 $151,007
Excess OT ? Target $22,228 $29,868 $29,868

Actual $83,632 $107,691 $107,691
SCRAP = %> of sales n/a Target 1.20% 1.20% 1.20%

Actual 1.42% 2.30%
Safety
Number of incidents Target 0 O 0 0
Actual
Safety/Ergo Audit findings n/a OPEN 0 5 22
closed on time
CLOSE O 4
On Time incident reports n/a Target 100% 100.0% 100.0% 100.0%

Actual 100%
Safety Awareness Training Ta rget 100%, 100.0% 100.0% 100.0%
Actual 100% 1 00%
5-S Activity Target 100% 100.0% 100.0% 100.0%
Actual
COST
BREAKDOWN OF TOP 3 CONCERNS
1 SAFETY
BREAKDOWN OF ACTIVITY FOR TOP 3 CONCERNS
PLANT TOUR
OAC Future
Apply TPM lessons learned to all ne launches to achieve zero unplanned downtime, zero accidents, and zero quality
concerns
OAC Future of T
¢ Focus Improveme
tiviti<
¢ Quarterly Revolving 5-S Activities
¢ Compatible CMMS to handle our growth needs
Main
Enhanced Planned Maintenance Program
Improved Shop Floor Audit System
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#2
04-08-2012, 11:21 AM

pl send a full report on total productive management.
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