17 Implementing TPM principles

The successful implementation of the five CAN DO steps provides a powerful organizational learning tool. This is because CAN DO influences two important areas of corporate memory:

• process layout

• best practice routines

It provides a positive development path for manager/shopfloor relationships, helping to highlight the barriers to change and conform to world-class values.

The TPM implementation process is built around the CAN DO steps (as are the seven steps of autonomous maintenance). This treats information, collation, equipment, understanding and maintenance as things that are necessary, compared to sources of contamination, human error and hidden losses as unnecessary items. Having decided what is necessary, work processes can then be formalized/refined.

One of the outcomes of implementing best practice in this way is that many tasks can be simplified such that they can be carried out by the most appropriate person. This releases specialist maintenance or production personnel to concentrate on optimization of plant and equipment, providing the gateway to 'better than' new performance. The stepwise implementation philosophy of the TPM principles is set out below.

Continuous improvement in OEE

The initial process of cleaning and establishing order leads to discovering abnormalities, and progresses through four steps:

1 Discover equipment abnormalities.

2 Treat abnormalities and extend focus to supply chain losses.

3 Set optimal equipment conditions to deliver future customer expectations.

4 Maintain optimal equipment conditions during delegation of routine management activities.

The objective of this process is to move progressively towards a situation where all production plant is always available when needed and operating as closely as possible to 100 per cent effectiveness. Achieving this goal will certainly not come easily and may take years. The basic concept is one of continuous improvement: 'What is good enough today will not be good enough tomorrow'.

Operator asset care (autonomous maintenance) As operators become more closely involved in getting the very best from their machines, they move through seven steps towards autonomous or self-directed maintenance:

1 Initial cleaning

2 Carrying out countermeasures at the source of problems

3 Developing and implementing cleaning and lubrication standards

4 General inspection routines

5 Autonomous inspection

6 Organization and tidiness

7 Full autonomous maintenance

As these seven steps are taken, over an agreed and achievable timetable, operators will develop straightforward common-sense skills which enable them to play a full part in ensuring optimum availability of machines. At no stage should they attempt work beyond the limits of their skills: their maintenance colleagues are there for that purpose.

Maintainer asset care

In parallel with the operator asset care steps, maintenance best practice development supports the stepwise implementation.

1 Refurbish critical equipment and establish back-up strategies for software/systems.

2 Contain accelerated deterioration and develop countermeasures to common problems. Establish correct parameter settings.

3 Set condition monitoring and routine servicing standards to improve response times and reduce sporadic failures.

4 Use event analysis to fine-tune asset care delivery towards zero breakdowns.

5 Routine restoration of normal wear to stabilize component life. Hand over routine maintenance to operators.

6 Use senses to detect internal deterioration.

7 To extend component life and improve equipment life prediction. Quality maintenance

The role of maintenance evolves from planned maintenance to lead the quality of maintenance in order to:

1 Eliminate accelerated deterioration.

2 Eliminate design weaknesses.

3 Eliminate minor quality defects as a route to delivering optimum conditions.

4 Systemize/fool-proof to maintain optimum conditions with reduced intervention.

Continuous skill development

The above will only become a reality provided we develop people's competences to:

• establish the purpose of training as a key lever for sharing ideas, values and behaviours;

• establish training objectives linked to business goal delivery;

• agree methods of delivery which make it easy to deploy ideas cross-shift;

• set up a training framework and modules to systematically build capability;

• design a training and awareness programme which encourages practical application to secure skills and future competences.

The programme will be designed around the operators, team members and managers concerned. It will be structured to maximize the contribution of each individual and to develop his or her skills to the limit of his or her capability.

Early equipment management

A further goal of TPM is to reduce equipment life cycle costs and maximize added value by improving:

• maintainability (ease of maintenance)

• intrinsic reliability

• customer-led product and service development

• life cycle cost prediction, feedback and control

In Japan over the last twenty years many hundreds of companies have applied the above principles to their operations. The Japan Institute of Plant Maintenance (JIPM) has carried out stringent audits of TPM achievement and continuity, resulting in the award of PM excellence certificates to successful companies.

The WCS International approach to TPM is to suitably modify, adapt and apply the Nakajima principles to aid communication, taking account of local cultural strengths and industry sector needs without corrupting these well-founded and well-proven original principles.

Figure 2.1 Potential decision styles

Assessing the true costs and benefits ofTPM 19 Table 2.2 Company-wide loss avoidance focus

Cosí area Typical causes of hidden cost
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