Читать книгу TPM Reloaded - Joel Levitt - Страница 9
ОглавлениеTotal
Before we can really talk about TPM, we have to define and dissect the words. The word total means we, as an organization, are all in. If this was referring to a sport, it would suggest we are going to play full out. One of the dictionary.com definitions says, “involving all aspects, elements, participants, resources, etc.; unqualified; all-out: total war.” We are in total war against deterioration and anything else that detracts from the output.
Another definition is “constituting or comprising the whole; entire; whole: the total expenditure. Of or pertaining to the whole of something....” This means that the whole organization has to align itself to support the TPM process, products, and activities.
The last definition is how deep do we go? The answer is “complete in extent or degree; absolute; unqualified.” We are all in to make TPM work.
Productive
If we are productive, we “have the power of producing; generative; creative: a productive effort.” The TPM effort is producing more output with the same or fewer inputs. So we are generating something. The second definition is important for our understanding. Productive is “causing; bringing about.” This effort will bring about some important changes.
Maintenance
Finally we have the word maintenance. Maintenance activities mean activities that are designed to keep an asset in good condition and not let deteriorate in the first place. If we maintain our weight, it means that we kept our weight the same. Many people think that maintenance is a fancy word for repair or fix. Nothing could be further from the truth — maintenance is activity that avoids the need to repair. If repair is necessary, then maintenance has not been present.
Because the scope of TPM is well beyond the concept of maintenance, we might want to call the effort something more accurate like Total Output Management. But I can leave the naming of your program up to you.
Although TPM, in its entirety, doesn’t apply in many situations, aspects do apply to all maintenance situations.
A Day in the Life of a TPM Shop
At the U.S. Mint, Jim Dunn (a composite person, not a real operator) walks into the coining shop, where he has worked for the last 11 years, to start his shift. At the beginning of every shift he takes a few minutes, starting at one end of the line of his presses, to clean, check the lubricant level and listen to each press. The routine is designed so that there is minimum interruption of the press. If a tool change is imminent, he will do his inspection during that period. He will also time his service to coincide with the end of each batch of material.
He can hear the pitch of the high-speed presses. From his experience he knows that press #1 is running slow and 2, 3, 4 and 5 are right on the money (so to speak). He verifies his hunch by looking at the LCD readout on the Press Control Center. Presses are slowed down sometimes to reduce the number of problems.
Jim knows from his TPM training that “running slower than specification” is one of the losses that it is his job to track down. Making sure all the presses are running correctly, he calls the TPM coordinator for the coining department. They discuss the slowdown and decide to run the press at full speed and watch it closely.
After three hours of perfect operation, the blank feeder jams up. Jim calls the TPM coordinator and they agree to look into the problem. The problem is cleared and the machine is turned back down until the next day, when the team can meet and take a look. Jim calls the floor supervisor and tells him that Press #1 will be out of service the next day for a few hours.
Jim comes in the next day and goes through TLC (Tender Loving Care which translates to Tighten, Lubricate, Clean) on his other presses. A relief operator is assigned to the other presses while the TPM team looks at Press #1. Step one is a thorough hands-on cleaning and inspection. The feeder is looked at very closely.
It becomes clear that the feed fingers have been messed up and are slightly bent. The feeder tube also has some irregularities, and five bolts are loose. These problems are cleared up; then the machine is run up to full speed. The press is stable for the remainder of the shift. Jim tells the second shift operator to keep an eye on Press #1, and reminds her to clean up coffee cups left inside the sound enclosures.
Jim goes home feeling that he made a little, but real, contribution to the organization that day.
Promises Made at a Recent TPM Conference
As discussed previously, oil refining is not a natural home for TPM. Nevertheless, the adoption of certain precepts will make significant improvement possible. The following precepts were developed recently at a TPM conference for oil refiners in the Persian Gulf:
• Manufacturing equipment uptime: up 40%
• Unexpected equipment breakdowns: down 99%
• Equipment speed: up 10%
• Defects caused by equipment: down 90%
• Equipment output (productivity): up 50%
• Maintenance costs: down 30%
• Return on investment: increased several hundred %
• Safety: approaching zero accidents
• Improved job satisfaction
Other TPM targets included:
• Obtain minimum 80% OPE (Overall Plant Effectiveness).
• Obtain minimum 90% OEE (Overall Equipment Effectiveness).
• Run the machines even during lunch. (Lunch is for operators and not for machines.)
• Operate in a manner so that there are no customer complaints.
• Reduce the manufacturing cost by 30%.
• Achieve 100% success in delivering the goods as required by the customer.
• Maintain an accident-free environment.
• Increase the suggestions from operators by 3 times*.
• Develop multi-skilled and flexible workers.
Improvement in the Delivery of Maintenance Service
For one second, let’s examine TPM and delivery of maintenance service. It is argued by TPM professionals that much of the pure labor benefits flow from the simple fact that the operators are already in front of the machine with the tools and materials whereas the maintenance personnel have to travel. That is true, but not the whole story. TPM is one of the most effective methods of improving the delivery of maintenance service, largely eliminating the time needed for custody transfer, job instructions, travel, and collecting tools and materials, while increasing the effectiveness of the equipment.
In fact, a simple PM Service can take 3 times longer for maintenance personnel than for operations personnel (even at the same depth).
Example:
When maintenance workers do a PM on a piece of equipment, they must go through a variety of steps. These steps are essential, but not productive. In this case, a 45-minute PM might actually take over 400 minutes. In a TPM environment, the same job might be done in 1/3 of the time (Exhibit 2-1).
If this time savings were the only benefit, the program would be a good solid single or double. With the other benefits in improving the OEE (described in full in Chapter 6), TPM is a home run.
Exhibit 2-1 Comparing PM by Maintenance and the Same PM by a TPM Team Member
Selling TPM to Different Stakeholders
If we want to sell TPM within a company, we have to discuss the outcomes that would attract different stakeholder groups. Each such group has different interests, responsibilities, and concerns. We also have to directly address the fears that this kind of change brings on.
Top management and shareholders
The first stakeholder group is management (top management). This group is concerned about profit, getting product out the door, long term viability, and safety. They are sensitive to public opinion and the opinion of shareholders. They also look at any program as a cost that had better provide a return on investment. Last, this group might have bonuses tied to profitable output. Therefore, they will not want to rock the boat unless they see a significant advantage for themselves.
The essential question is how would we prove these benefits? One of the cores of TPM is a rigorous approach to the measurement of all the production losses. For example, the first benefit below (reduced breakdowns and emergencies) is a metric that can be generated from the CMMS for the pilot area. For the other benefits, the metrics are available in TPM, CMMS, or other systems as shown.
Benefits of TPM for top management and shareholders sticking to TPM for the long haul
| • Reduced equipment breakdowns and emergencies: | CMMS |
| • Improved equipment effectiveness and throughput: | OEE |
| • Improved product quality: | OEE or quality system |
| • Improved safety: | Safety metrics |
| • More emphasis on preventive work: | CMMS PM Performance |
| • More emphasis on getting to the root of the problem and eliminating it: | CMMS looking for a reduction of repeat repairs |
| • Lower operating costs: | Look at utilities used per unit of product produced |
| • Reduced raw materials, in process, and finished goods inventories | Various inventory levels |
| • Reduced wait time for maintenance craftsmen: | Work Sampling study |
| • Significant improvement in equipment availability and capacity: | OEE |
| • Improved equipment lifespan: | Accounting records |
| • Improved plant productivity: | Increased profit from plant |
| • Improved decision-making involving employees: | Survey supervisor |
| • Higher morale from improved job satisfaction and : job security | Survey employee |
| • Greater ability to meet customer’s quality and delivery needs: | Survey customers and sales |
Operators
The second group that has to be sold on the project is the operator group. Superficially, TPM looks like extra work. Their first reaction might be that “they are trying to get more work from us without more pay.” In fact the work is different, rather than more. Operators are still there for their whole shift. The only difference is that they will be taking a larger role in their job and in the success of their company. Ultimately, TPM is more satisfying for the operator.
Benefits of TPM for Operators
• Increased decision-making regarding equipment and processes
• Operators become more valuable to company
• Higher morale from improved job satisfaction and job security
• Operators receive additional training
• More cooperative work environment from team work experience
• Higher level of expertise in production
• Increased self esteem from better performance
• Multi-skilled operators in higher demand
• Ability to address issues that plagued operations
• Better equipment availability and reliability
• Better relationships with maintenance
• More appreciation from maintenance of complexity of the production job
At a recent installation for TPM, Paul Wilson, the Managing Director of Aster Training, described the real benefits for the operators.
• Operators no longer had to wait for maintenance technicians to fix trivial problems. The maintenance guys were no longer required to complete tasks that they considered mundane.
• Maintenance technicians, relieved to be rid of their mundane tasks, are given specific projects working with the production staff to cut out some of the biggest loss areas.
• The machine set-up routines were looked at; new purpose-made jigs were constructed to allow production to carry out changeovers without the need for all of the “tweaks” and alignment problems that had previously plagued this process.
• The major parts of the machines prone to wear and tear were put onto a predictive maintenance schedule and their spares managed on a statistical inventory control basis. In fact, one company was even able to sell back some spares to the machine manufacturers which had been previously been bought as insurance.
• The cleanliness and reliability of machines improved significantly as operators took on a series of daily, weekly, and monthly fitness checks. We encouraged the operators to feel a sense of ownership toward their machines and to treat them as their own, something that would have been an alien concept only six months before.
Supervisors and Managers
Related to the operators are their supervisors and managers. This stakeholder group may be significantly harder to convince about TPM. The key to this group is to be sure to incentivize TPM achievements. If the old incentives are kept in place, then the middle managers will be convinced that top management really wants the old outputs. Without that change, TPM looks like icing and not the cake itself.
Benefits of TPM for Operations Supervisorsand Managers
• Higher-skilled operators
• Smoother production
• Easier to meet goals when everyone is pulling the same direction
• Higher worker morale from improved job satisfaction and job security
• More cooperative work environment from team work
• Better relationships with maintenance
• More challenge and more fun
Maintenance Department
The maintenance department can be a great asset in TPM or an anchor to old ways of working. They are now team members lending specific expertise to the TPM team. They are relieved from having to do basic (boring) maintenance and PM. They can concentrate on higher level issues. We also have to address the fears that this kind of change brings on in maintenance workers.
The obvious linkage is between the transfer of workload and near-term layoffs of expensive maintenance workers. This is a real fear that must be addressed. If there are going to be layoffs, please hold off on your TPM adoption until the labor situation settles down. In fact, the workload might increase after TPM is even partially operational because maintenance will be working on projects geared toward improvements of various kinds.
Benefits of TPM for Maintenance Personnel
• Crafts people receive additional training
• More time available for high level Preventive and Predictive Maintenance, projects, and analytics.
• Higher level of expertise in maintenance
• Better relationships with production people
• Crafts people become more valuable to the company
• More cooperative work environment from teamwork
• More fun because of new relationships and sharing problem solving
• Less routine work for lubrication, cleaning, adjustments, inspection, and minor repairs
• Greater ability to troubleshoot and given time get to the root cause
• More appreciation from production of complexity of maintenance job
• Higher morale from improved job satisfaction and job security
The Value Calculator for TPM and Lean Manufacturing
Exhibit 2-2 on the following page shows a sample of the form for estimating costs, benefits, and ROI. This form can be found at http://wcm.nu/economy/tpm.htm
