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Executive TPM Introduction& Overview1. Why Is TPM Important and Relevant?2. How and Why TPM Works?3. How To Implement TPM Effectively AndQuickly And Achieve Bottom-line ROI?4. Q & ATPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com1

Welcome !!Executive TPM Briefing NotesLEAN MANAGEMENT SOLUTIONSMOSES TAN(MSc; BIT)Principal LEAN/TPM ConsultantZenPower InternationalMobile: 65.97273525Fax: 65.64545402Emails: [email protected]@gmail.com- LEAN ScoreBoard SoftwareSolution for LEAN Manufacturers- FastTrack TPM Implementation- eBooks On TPM, Poka Yoke, 5S10 Anson Rd, #16-16; InternationalPlaza,Republic of Singaporewww.tpmquality.comSingapore - MalaysiaIndia - ChinaContact Us For A No-Obligations Top Management Briefing.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com2

A Word About Moses .Moses Tan is the Principal consultant of ZenPower International, an experienced TPM expert since 1996. He greatlyemphasizes on implementation details and methods. With an extended 20 years of experience, Moses was previously aTPM Training Manager with a Japanese-owned semiconductor manufacturer, Silicon Systems, a wholly-ownedsubsidiary of TDK Corporation, Japan. TDK is an advanced TPM Practitioner and a recipient of the prestigious WorldClass TPM award from the JIPM.As TPM manager, he led in hands-on TPM Implementation and conducted TPM Training, 5S, Kai’zen employeesuggestion system and other TPM-related technical skills training. His large clientele includes NEC electronics, CarsemSemiconductor, Hitachi, SCI Manufacturing, NEC Seminconductor, Siemens, Sony Display Devices, Sumitomobakelite, Infineon, Malaysian Newsprint Industries, Yamaha Motors, Hong Leong, Hitachi-Nippon Steel, TaikoElectronics, Showa Denki, Guocera Tiles Industries and the list goes on (see next page)He has consulted for both the discrete and process industries and consistently improved their ROI. His focus ofexpertise includes all the TPM Pillars – Autonomous Maintenance, Planned maintenance, Focused Improvements,Quality Maintenance, Poka Yoke, Office, Administrative and Warehouse TPM, 5S, Kai’zen Suggestion System, WhyWhy Analysis and P-M Analysis with Design of Experiments. He also successfully prepared a major Client for the JIPMPM Award and has conducted numerous public and in-house seminars which were always graded extremely well. He isalso the Inventor of the LEAN ScoreBoard which enables any Manufacturer to convert his Process/machine indicesin LEAN, TPM, 6-Sigma Programs to be quantified into COSTs and vice-versa.He occasionally contributes TPM articles to the Productivity and Services Board, Singapore. He has also receivedprofessional recognitions through awards like the 1989 National Training Awards for the Manufacturing Sector,Singapore; the 1992 & 1994 National Training Commendation Awards, Singapore; 1995 Essay Prize from the SingaporeQuality Association for his published article on “TQM Implementation In Singapore MNCs”.Moses holds a Diploma in Education (Technical); a Diploma in Electronics Engineering from the Singapore Polytechnic;a Bachelor’s in Information Technology from University of southern Queensland; and a MSc In Training (major inTQM) from the University of Leicester, UK.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com3

OUR GROWING LIST OF TPM CLIENTS WHO HAD ENGAGED OUR PROFESSIONALCONSULTING, IN-HOUSE AND PUBLIC TRAINING SERVICES – 1996 TO 2006CARSEM SEMICONDUTOR SDN BHD; CARSEM SEMICONDUCTOR MALAYSI SDN BHD; SCIMANUFACTURING SINGAPORE PTE LTD; SINGAPORE MITSUBISHI BELTING PTE LTD; NECSEMICONDUTOR PTE LTD; DISPLAY DEVICE (Spore) PTE LTD; .SHOWA DENKO HD; SUMITOMOBAKELITE PTE LTD SINGAPORE, SIEMENS COMPONENTS PTE LTD; MALAYSIA NEWSPRINTINDUSTRIES SDN BHD; GUOCERA TILES INDUSTRIES (Kluang) SDN BHD; YAMAHA MOTORS HONGLEONG SDN BHD; HITACHI-NIPPON STEEL PTE LTD SINGAPORE; TAIKO DENKI SDN BHD, SENAI;MALAYSIA NEWSPRINT SDN BHD; TATA MOTORS LIMITED; BHARAT HEAVY ELECTRICALS LIMITED;INDIAN OIL CORPORATION LIMITED; HMT MACHINE TOOLS LIMITED; HEG LIMITED; ITC LIMITED;MOSER BAER INDIA LTD; NTPC LIMITED; NORTH DELHI POWER LIMITED; THE TATA IRON AND STEELCOMPANY LIMITED; TRIDENT AUTO COMPONENTS PVT LTD; HALLA CLIMATE CONTROL (THAILAND)CO LTD;KIRLOSKAR FERROUS INDUSTRIES LIMITED; TIMKEN INDIA LIMITED; SULZER INDIA LIMITED;KIRLOSKAR COPELAND LIMITED; CAPTIVE POWER PLANT; ALLIED NIPPON LIMITED; UNICHEMLABORATORIES LTD; NATIONAL ALUMINIUM COMPANY LTD; KIRLOSKAR BROTHERS LIMITED;SANDVIK ASIA LTD; TATA CHEMICALS LTD; NALCO; TATA POWER LTD; DR REDDY’S LABS, NICHEM;SAMSUMGELECTRONICS;BHARAT HEAVY ELECTRICAL LTDNATIONAL ALUMINIUMS COMPANY LTD; KIRLOSKARBROTHERS LTD; MOSER BAER INDIA LTD;INDIAN OIL CORPORATION LTD; HTM MACHINE TOOLS LTD;HEG LIMITED;ITC LIMITED;NTPC LIMITED; NORTH DELHI POWER LIMITED; TATA IRON AND STEELCOMPANY LTDTRIDENT AUTO COMPONENETS PVT LTD;KIRLOSKAR FERROUS INDUSTRIES LIMITED;SULZER INDIA LTD;KIRLOSKAR COPELAND LIMITED.*References can be supplied upon request.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com4

Background Of TPM Championed by the JIPM organization in Japan. Mandatory participation – Corporate Policy. T Total, P Productive, M Maintenance. T Total, P Production, M Management. T Total, P Perfect, M Management. Evolved in Japan since 70s from Toyota for Companieswho desperately want to WIN in today’s competition.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com5

1.Why Is TPM Important andRelevant?a. Emphasizes Equipment Excellence as backbone ofManufacturing Excellence.b. Integrates Whole Factory’s Improvement Programinto ONE.c. Major Improvement Systems, Measurements &Tools to achieve Zero Defects, Zero Breakdowns,Delivery and Cost-Down Goals.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com6

TPM Focus On Equipment: Every breakdown and defect is due to a deviation from the required Basic Machine Conditions. Adhering To The Basic Machine Conditions keeps Manufacturing Equipment From Breaking Down or Generating Defects.1) Cleaning The Basic Conditions Are: 2) Lubrication, 3) Bolt-Retightening. These are enforced with Equipment Inspection & Precision Checks by Operators, Prod Techs and Maint. Techs.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com7

Concept of Forced Deterioration Equipment deterioration is natural. But neglect cause a much faster and greater amount of deterioration resulting in expensive breakdowns and defects. Main culprits are faulty lubrication, dust, dirt, loose parts, missing, loose or over-tightened bolts and nuts, mis-operation, faulty repairs. TPM aims to achieve Prevention, Early Detection and Restoration of deterioration.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com8

TPM Unites Whole Company In Single ProgramMajor Pillars in TPM Equipment,Process & QAEngineers andworkers, R&DTPM Exec Briefing5S – Admin&WarehouseTPMSafety –Environment,sanitationand hygieneTrainingAdministrative PersonnelDocument Control, Production Planning,Warehouse, Shipping, HR&D, Security,Finance, Purchasing, Stores, Safety, and anygeneral offices or administrative departments.Presented By ZenPower Int'l @www.tpmquality.com9

Total Involvement Needed: Eg: When A ProductionMachine Breaks down, various losses are incurred suchas:1.Time taken to report the breakdown.2.Time taken to locate the technician.3.Time taken to verify the breakdown.4.Time to get tools.5.Time to get spare parts.6.Actual Time to repair the machine.7.Time to buyoff the machine after repair.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.comExcept for #6, theother losses aremanagement oradministrative orsupervisoryrelated losses.10

The Pillars of JIPM-TPM Are:Each Pillar represents one activity-type of TPM focus.1.Equipment-Improvement Pillar.2.Production Autonomous Maintenance Pillar.3.Planned Maintenance Pillar.4.Education & Training Pillar.5.Initial New Equipment & Products Control Pillar (MP)6.Quality Maintenance Pillar.7.Warehouse & Administrative TPM Pillar.8.Safety, Hygiene & Work Environment Pillar.Two other important activities deserve to be emphasized here:9.Target setting and Measurement10. TPM Section/Department.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.comSource: JIPM11

2. How & Why TPM Works?a. Overall Design Logic Of TPM.b. 7 Steps and 4 Stages Of Autonomous Maintenance.c. The Initial Stage Of TPM Sustainability.d. Developing Advanced Stages of TPM. Focused Equipment Improvement Quality Maintenance & Poka YokeChronic DefectsSelf Managing Work TeamsTPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com12

Overall Design Logic / RelationshipBetween TPM PillarsAMCORE Pillars AreEI Autonomous.Maintenance Planned.MaintenancePMOthersQM5STPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com13

Design of Autonomous Maintenance.(Approach to changing worker mindset, Improve Worker-Skills & workplace culture)Advanced AM Steps 5,6,7 heavilyrely on Planned Maintenance, EI,QM, Solving Chronic Problems.Sustainable FoundationalPhase is at AM Step 4Step 0MotivationStep 1Step 2Step 3Step 4Improve the EquipmentStep 5Improve the OperatorsEyes-opened.TPM Exec BriefingStep 6Step 7ImproveOrganization. Culture.Presented By ZenPower Int'l @www.tpmquality.com14

We Take A Very Quick Look AtCORE PILLAR - AutonomousMaintenance. They Are Structured. They Are Sequentially Implemented They Are Led By Production SupervisorsBut Technically Supported By MaintenanceGroup.TPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com15

AM STANDARDSStep #Step GoalStep 1Restoration 85%Step 2Eliminate Sources of Contamination 70% successful effortStep 3Improve Equipment AccessibilityStep 4Initial Maintenance StandardsStandards 70% successful effort 50% sudden b/d reductionStep 5General Inspection SkillsStep 6Autonomous InspectionStep 7Organise and manage workplaceTPM Exec Briefing 90% sudden b/d reduction 95% sudden b/d reductionTBD by managementPresented By ZenPower Int'l @www.tpmquality.com16

( Step-1 : Restoration Equipment )LEADEROPERATORSMAINTENANCESTAFFSUPERVISORSGROUP LEADERDEPT.CHIEFMAINT.STAFFLIST OF EXT/INTABNORMALITIESMEETING TOPLAN NOMOUSMAINTENANCEGROUPENGR.STAFFCONFIRMATIONOF PROGRESSSTEP-1 AUDITMODEL MACHINELEADERSUPERVISORSTO NEXT STEPFOLLOW UP ON AUDITFEEDBACKAUDITCOUNTERMEASURESEXTENDED TO ALLEQUIPMENTDEPT.CHIEFTPM Exec BriefingPresented By ZenPower Int'l @www.tpmquality.com17

( Step-2 : Eliminate Contamination & Stains on Area & Parts)What ?Complete Step-1Where ?Step-1 Summaryresults & findingsAM Team 70%CountermeasuresHowmuchWhy ?Step-3GM/SponsorsAuditTPM Exec Briefing1st PreAuditby TPMDept.PresentCountermeasuresto TPM WC andPresented By ZenPower Int'l @implementationwww.tpmquality.comOwn areaBuy - Off18

( STEP 3 : IMPROVE EQUIPMENT ACCESSIBILITY ).Model m/cPassedStep 2InaccessibleAreas difficult orNo Place Toinaccessible for cleaningStandchecking & lubricatingWiring or pipingobstructCannot seeeasilyModel MachineGoes ToStep 4TimeTimeConsumingConsumingtotocleancleanAM LeaderProduct ManagerOperator Leader/ OperatorsSupervisorGMAuditTPM Exec BriefingOwnW/CAreaBuyPresentedOffBy ZenPowerBuyInt'l @Offwww.tpmquality.comPre-Auditby TPM Dept19 .

( Step 4 : Initial Maintenance Standards )Hard tolubricateModel m/c InitialpassedHard to checkAM LeadermaintenanceStep 3oil levelstandardProduct ManagerAbnormalityin atorin circulationDraft standardsCounter measure forof lubricationfor cleaning,cleaning and checkingEquipmentinspection &gets dirtySupervisorlubricationduring oilingEngineer & MaintenanceConfirmstandard forAttachcleaning,identificationTrial Periodinspect &labellubricationProliferationof Step 4TPMTPMdept.Exec BriefingPresented By ZenPower Int'l @20GM auditPre-auditwww.tpmquality.com

AM Step 4 Initial MaintenanceStandardsInformationCollected From: Equipment .Cleaning Standards. AM Steps 1-3 Lubrication Study.Program. Bolt-tightening Study.Program Why-Why Analysis of.Equipment Sporadic.Breakdowns.TPM Exec Briefing Equipment .Lubrication Standards. Equipment Inspection .StandardsPresented By ZenPower Int'l @www.tpmquality.com21

A Strategic Implementation Plan SeesAM Steps 0-4 As A Single Stage. Resource Allocation. Implementation Strategies & focus. Delay Advanced Planned Maint., EI, QM till Foundation .is laid.Sustainable FoundationalPhase is at AM Step 4Step 0TPM Exec BriefingStep 1Step 2Step 3Step 4Step 5Step 6Presented By ZenPower Int'l @www.tpmquality.comStep 722

( Step 5 : General Inspection skills ) Lubrication Lubrication Equipment Equipmentpartspartstighteningtightening Pneumatics Pneumatics Hydraulics Hydraulics Electrical Electrical Drive DriveSystemSystem Water Water Fire tep-5TPM Exec tandardsstandardsGMGMAuditAuditPresented By ZenPower Int'l neral Im.TPMTPMofficeofficePre-AuditPre-Audit23

( Step-6 : Autonomous Inspection )Inspection skill check-upMaintenance Inspection standards,breakdown analysisStep-5 Revise provisional ntimproveme