TPM Tips
TIP #21 - TPM - Maintenance Scheduling
Changing a pump or welding new pipe can be daunting tasks in and of themselves, but add in the environment in which these tasks are performed and the task becomes just that much more difficult. Planners and Schedulers must recognize the fatigue factor when adjusting time frames for particular jobs.
Fatigue factor is a standard allowance of time added to jobs when the mechanic is faced adverse conditions such as weather. For instance, replacing a pipe on an oil transfer line in the middle of winter in Northern Alberta, Canada were temperatures can reach -40 or greater will have a far different effect on the time allotted to complete a job than doing that same job in the summer in 75 degree weather. The fatigue factor will be different even though the job is essentially the same.
Remember Fatigue Factor and be sure to time your jobs appropriately.
TIP #20 - TPM - Focused Improvement
When organizations begin to implement focused improvement activities in their facilities, many get caught up in what is known as the "diabolical circle". The diabolical circle is tantamount to a dog chasing its own tail, there is a lot of activity, but no real progress is being made. Focused Improvement activities are most successful when implemented systematically by cross-functional teams. And we find the following procedure extremely effective for avoiding (or breaking out of) the diabolical circle!
- Select a topic
- Form a cross-functional project team
- Register the topic
- Implement improvement(s)
- Evaluate the results
TIP #19 - TPM - Bearing Storage
An estimated 16% of all premature bearing failures are caused by poor fit, poor storage practices, and being unaware of the availability of the correct mounting tools and methods.
The 'infinite life' theory for rolling bearings states that under good operating conditions and provided the fatigue load limit is not exceeded, bearing life can exceed the life of the machine.
It is important that operations personnel follow ‘best practice’ procedures and avoid common pitfalls that can jeopardize bearing life and lead to unscheduled downtime. A storage tip: if packaged properly, rolling bearings can be stored effectively for several years in a cool, clean, low humidity environment free of dust, shocks and vibrations. Rolling bearings should only be stored lying down and, preferably, with support for the side faces of the rings. If kept in a standing position, the weight of the rings and rolling elements may cause permanent distortions, because the rings are relatively thin-walled.
TIP #18 – Rotating Equipment
60% of 'rotating equipment' downtime is caused by loose fasteners. Consider posting a one-point-lesson on or near each piece of your 'rotating equipment' to verify fastener and bolt tightness. Equipment may include: pumps, generators, mixers, compressors, calendars, turbines, and extruders.
TIP #17:
Many criteria need to be in place in order for a TPM initiative to be successful, including a full time TPM Steering Committee and TPM Champion. It’s critical that the TPM Champion have the right characteristics to help drive and sustain the TPM process as part of daily work. An ideal TPM Champion/Coordinator should possess: project management experience; an understanding of the machinery involved in production and how the processes work; excellent organizational and communication skills; the respect of and credibility with production associates, maintenance and management experience; an understanding of the facility’s organization and how to get things done within the organization’s framework; a true belief in and passion for TPM, an understanding of what a successful TPM implementation entails, and the ability to communicate this knowledge to others in the facility on an ongoing basis.
TIP #15:
The formal announcement of management’s intent to embark on TPM seems a simple task, but it must be positioned and structured correctly for maximum impact on the organization. A general announcement from the plant manager should be followed up with structured inter-department and team communication with each communication providing more and more detail about the program in terms of what’s in it for the employee and how it will impact what they do. Employees recognize the significance of the event only if management delivers a clear, consistent message and will buy-in if they fully understand the impact on them individually.
TIP #14:
For optimal results from early equipment management, you should determine the fabrication method and equipment format early – when modifications can still be made easily at the development and design stages. List goals and gather ideas for factory-friendly products; consider and include new fabrication methods in product designs to foster development and design of more appealing products.
Source- Equipment Planning for TPM – Maintenance Prevention Design, by Fumio Gotoh, published in English by Productivity Press, 1991.
TIP #13:
Basic training for production and maintenance personnel should emphasize on –the-job training and self-development in the workplace. At the same time, a sustained, long-term skill-development program tailored to the needs of the individual and individual workplaces is essential to enable people to cope with today’s rapid technical progress and advancing automation. In the long run, the best way for a company to achieve their objectives is to develop people with excellent skills and abilities, tap into their unlimited potential, and encourage them to take on greater and greater challenges.
Source: TPM in Process Industries, by Tokutaro Suzuki, published by Productivity Press, 1994
TIP #12:
Label gauges so abnormalities can be detected by anyone at a glance and from a distance. This simplifies training in autonomous maintenance programs and enhances efficiency when conducting route-based PM inspections.
TIP #11:
When you are performing TPM audits, use the data collected to drive the focus of the TPM Steering Team. Your data should point you to the weakest application area of your implementation. Start your effort there. Once that area has been improved, move on to the next weakest application area. This method of focusing on the weakest area will allow you to achieve the biggest gains in the shortest timeframe.
TIP #10:
Companies when implementing Lean use TPM as a tool to increase Overall Equipment Effectiveness. TPM does drive OEE, but proper implementation of all of the pillars of TPM will stabilize the manufacturing processes in an operation so that the activities of Lean can be successful and sustained.
TIP #9:
When selecting a pressure gauge, a good rule of thumb is to select a gauge that is 2 times the operating pressure. The operating range should occur with-in the middle 50% of the scale.
TIP #8:
When you embark on an Autonomous Maintenance program remember the goal is not simply to clean away accumulated dirt and grim from the equipment. The ultimate goal of Autonomous Maintenance is to stabilize equipment conditions and prevent additional deterioration. Cleaning the equipment allows you to get up close and inspect its condition. Inspection leads to the discovery of less than ideal equipment conditions that could cause breakdowns or unsafe operating conditions. Then once abnormalities have been detected, they can be corrected. To ensure you achieve the best results from your Autonomous Maintenance efforts, take the time to clearly communicate that it is more than just a cleaning activity.
TIP #7:
When a piece of equipment in your facility fails, don’t rush right out and immediately repair or replace it, use the failure as an opportunity to identify the reason for the failure (search out the root cause) and to look for opportunities to make efficiency and energy saving improvements. Create a team to survey the area where the failure occurred looking for efficiency and energy savings opportunities that could be realized through simple repairs or minor equipment modifications. Once the team has done an analysis use this new information to inform your repair or replacement. In many cases the team will identify several opportunities that will lead to significant and long term cost savings.
TIP #6:
Most organizations schedule their PM activities based on a specified time period, but this may not be the most affective approach. Machine parts wear at different intervals, therefore, periodic maintenance or overhaul intervals should be determined by the machine parts with the shortest lives. This suggests a switch over from time based maintenance to condition based maintenance.
TIP #5:
Leaders need to set clear expectations, delegate with clarity, hold people accountable, follow-up, and model the expected behaviors.
TIP #4:
Operators work the hardest when things go wrong (they have to make decisions or get other people involved in taking some action). If the "things gone wrong" were eliminated, operators could focus on continuous improvement. Using their expertise to do continuous improvement, if given the time, is what makes operators feel as if they are empowered. Implementation of the Pillars of TPM eliminates the "things that could go wrong" by introducing a systematic step-by-step process that contains built-in improvement, sustainment and, problem solving activities.
TIP #3:
Are your operators involved in maintaining your equipment? Daily equipment care is a vitally important component of your improvement initiative and your operators are your best defense against equipment breakdowns. When asking operators to identify defects during cleaning and inspection processes, it is important to set-up a communication feedback loop so that operators know when the defect has been completed, repaired or put on hold. This gives greater ownership of the process to the individual, keeps them informed, and keeps them engaged.
TIP #2:
75% of your total maintenance budget can be tied up in spare parts and the management of those spare parts. A look inside most spare-parts stores will show that inventory levels are higher than necessary; in some cases parts are kept on hand for equipment that is no longer in use or extra inventory is carried that is not needed. To help eliminate this problem, consider reducing the amount of permanent stock items and increasing the number of planned-purchased items…and be certain to include your spare parts in your waste reduction efforts.
TIP #1:
Often we find that organizations implementing a process improvement program have neglected to place strong enough emphasis on their equipment. A recent study of Six Sigma projects found that equipment reliability issues were the root cause of between 60-80 percent of the problems studied. This shows that equipment reliability plays an integral part in the success of your improvement efforts. TPM can help increase uptime, increase process efficiency and reduce defects. From operator based maintenance programs that free your skilled maintenance staff from daily fire-fighting, to predictive and preventive maintenance activities, TPM provides the structure needed to ensure your equipment is running optimally.