What Is TPM
- No Breakdowns
- No Small Stops or Slow Running
- No Defects
- No Accidents
8 Pillar of TPM Total Productive Maintenance
Traditional TPM Pillars
Eight pillars, or supporting activities, plus the foundational 5S are what make up the classic approach to 8 Pillar of TPM Total Productive Maintenance, which was developed in the 1960s.
The 5S Foundation
Creating a clean and well-organized work environment is the aim of 5S. It is made up of five parts:
- Sort: Remove anything from the workspace that isn’t actually necessary.
- Straighten: Arrange the remaining components.
- Shine: Examine and tidy the workspace.
- Standardize: Establish guidelines for carrying out the aforementioned three tasks.
- Sustain: Make sure the guidelines are followed on a regular basis.
It should be quite obvious how 5S establishes the basis for machinery that operates efficiently. For instance, it is much simpler to locate tools and parts in a neat and orderly workspace, and it is also lot simpler to identify new problems like fluid leaks, material spills, metal shavings from unanticipated wear, tiny fractures in gears, etc.
The Eight TPM Pillars
The majority of the 8 Pillar of TPM Total Productive Maintenance are devoted to proactive and preventative methods for raising equipment reliability.
The Six Big Losses and OEE
Introduction to OEE
A statistic called OEE (Overall Equipment Effectiveness) shows what proportion of scheduled production time is actually productive. It was created to precisely trace the steps taken to achieve “perfect production,” hence supporting TPM activities.
- A 100% OEE score indicates flawless output.
- Discrete producers can achieve a world-class OEE score of 85%.
- For discrete manufacturers, an OEE score of 60% is generally considered average.
- Without TPM and/or lean programs, manufacturers frequently have an OEE score of 40%.
Three basic components make up OEE; each corresponds to a TPM goal mentioned at the beginning of this issue and accounts for a distinct kind of productivity loss.
Visit our dedicated OEE (Overall Equipment Effectiveness) website for a thorough explanation of OEE, including details on how to calculate Availability, Performance, Quality, and OEE.
The aforementioned table illustrates how closely OEE is related to the 8 Pillar of TPM Total Productive Maintenance objectives of No Defects (measured by Quality), No Small Stops or Slow Running (measured by Performance), and No Breakdowns (measured by Availability).
Measuring OEE is crucial for tracking and measuring the gains brought about by TPM activities as well as for exposing and quantifying productivity losses.
Automated OEE Tracking Benefits
An excellent place to start is by manually calculating OEE. There are just five items of data that need to be entered: planned production time, stop time, ideal cycle time, total count, and good count. This can be done using pen and paper or a basic spreadsheet. Manual OEE computations provide a greater grasp of OEE and serve to reinforce the fundamental ideas. But there are also several very compelling reasons to switch over to automated OEE data collecting right away:
Establishing a “Best of the Best” OEE Objective
How to establish a “stretch” goal for OEE that works is an intriguing subject. Coincidentally, there is a fantastic method for doing this known as “Best of the Best.” This is how it functions:
- For a month, monitor OEE (Availability, Performance, and Quality) for the designated equipment. Ensure that the results are compiled by shift.
- Examine each shift’s outcome, noting the greatest individual performance, availability, and quality results throughout the course of all shifts (that is, the highest performance, availability, and quality scores, etc.).
- To determine the “Best of the Best” OEE score, multiply all of the top individual results together.
The stretch goal is represented by this newly determined “Best of the Best” OEE score, which is based on the best performance, quality, and availability actual outcomes for the entire month.
Understanding the Six Big Losses
The OEE loss categories (Availability Loss, Performance Loss, and Quality Loss) can be further subdivided into the most prevalent causes of lost productivity in manufacturing, which are known as the Six Big Losses. The Six Big Losses are incredibly significant because they apply to discrete manufacturing almost everywhere and offer a fantastic foundation for considering, recognizing, and combating waste (i.e., productivity loss).
TPM Illustration
Taking a look at an implementation example is a great method to learn 8 Pillar of TPM Total Productive Maintenance more deeply. A clear and doable implementation path for 8 Pillar of TPM Total Productive Maintenance is given in this section.
Step 1: Determine the Pilot Area
The target equipment for the 8 Pillar of TPM Total Productive Maintenance program pilot is chosen in this step. There are three reasonable methods to go about making this choice.
Here are some additional guidelines:
- Easiest to Improve equipment is typically the best option for a company with limited 8 Pillar of TPM Total Productive Maintenance experience and/or support (whether from internal workers or outside consultants).
- The Constraint/Bottleneck equipment is nearly always the best option for a business with moderate to strong 8 Pillar of TPM Total Productive Maintenance knowledge and/or support (from internal workers or outside consultants). By creating temporary stock and taking other steps to ensure that unexpected stop times may be accepted, the aim is to reduce possible risk.
- Teams frequently choose the equipment that presents the greatest challenges. But unless it’s also the Constraint/Bottleneck, this is rarely the best option.
Make sure to involve all relevant employees (managers, operators, and maintenance staff) in the selection process to build broad support for the 8 Pillar of TPM Total Productive Maintenance project. Additionally, strive to get a consensus within the group regarding the equipment choice.
Establish a local visual focal point for the project (such as a project board) where plans and progress updates can be posted after the pilot area has been chosen.
Step 2: Get the Equipment Back in Top Working Order
The equipment will be cleaned and generally prepared for better performance in this step. We’ll start with two essential 8 Pillar of 8 Pillar of TPM Total Productive Maintenance ideas:
- 5S
- Self-Scanning Maintenance
The next step is to start an autonomous maintenance program. Aim to reach an understanding between operators and maintenance staff regarding what routine chores can be completed by operators in an efficient manner. In many situations, operators’ skill levels will need to be raised with some minor training.
Step 3: Begin Assessing OEE
A system is implemented in this step to monitor OEE for the equipment that is the goal. This system must contain unscheduled halt time reason code tracking. It can be manually automated.
Unplanned halt times cause the highest losses for most equipment. It is therefore highly advised to classify every unscheduled stop occurrence in order to have a clear picture of where time that could be spent being productive is being squandered. Adding a category for “unallocated” stop times—that is, stop times for which the cause is uncertain—is also advised.
When OEE is manually tracked, it is especially crucial to provide a category for unallocated halt time. By giving operators a safe choice in situations where the stop time reason is unclear, it increases accuracy.
For the purpose of determining the impact of minor stops and slow cycles, as well as identifying recurrent causes for equipment unexpected halt times, data should be collected for at least two weeks. Every shift, check the data to make sure it’s accurate and that the real reasons for unscheduled stop times are being recorded.
Step 4: Handle Significant Losses
The biggest causes of wasted productive time are dealt with in this stage. Introduced is the 8 Pillar of TPM Total Productive Maintenance idea of Focused Improvement, or Kaizen.
OEE data should be closely examined every shift during this phase in order to track the progress of losses that have previously been corrected and to keep an eye on general productivity gains.
Step 5: Present Preventive Maintenance Methods
This stage introduces the 8 Pillar of TPM Total Productive Maintenance idea of planned maintenance by including proactive maintenance approaches into the maintenance schedule.
Additional TPM Activities
The Simplified Roadmap is designed to offer a gradual, methodical approach to 8 Pillar of TPM Total Productive Maintenance implementation.
There are four more 8 Pillar of TPM Total Productive Maintenance tasks that are outside the purview of the Simplified roadmap. So, when should these activities be introduced? becomes the question. Prioritizing the selection of new activities should be done in accordance with the incremental, step-by-step method, taking into account the most immediate and pressing demand.
Sustainable Improvement
Improving a firm in a sustainable way is one of its biggest problems. This covers both the following:
- Attaining immediate success
- Sustaining that success over time. The four methods for attaining sustainable improvement are described in this section.
- Engaging Employees
- Succeeding Early
- Providing Active Leadership
- Evolving the Initiative
The success of initiatives in the short- and long-term depends on employee engagement. Making a clear statement about how employees will benefit from the company’s “improved” future condition is a great strategy for employee engagement. This will generate a powerful, all-encompassing drive for achievement. A further effective strategy is to identify and reward desired behavior. Within the framework of 8 Pillar of TPM Total Productive Maintenance , this may entail giving away gift cards for the Biggest Kaizen Improvement each month or offering a rotating trophy for the Best 5S Area.
By giving the project impetus, 8 Pillar of TPM Total Productive Maintenance early success contributes to long-term success. In contrast, it will be far more difficult to carry out an endeavor successfully in the future if it is thought to have been tried and failed.
One of the main duties of senior management (including the Plant Manager) is to exercise active leadership. It entails consistently highlighting the significance of 8 Pillar of TPM Total Productive Maintenance activities in both spoken and written communication. The innate inclination of employees to revert to previous work habits and behavioral patterns is countered by proactive leadership. It continuously injects fresh vitality into the endeavor, which eventually finds its way into the workforce as new, deeply entrenched habits.
In order to prevent the initiative from becoming stale and the staff from growing comfortable, evolving it employs continuous improvement strategies. Maintaining the initiative’s interest and freshness is the aim. Continually adjusting the initiative to a changing environment through evolution also contributes to its long-term success.
NEXT ACTION YOU SHOULD TAKE
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