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Figure 3.19 TPM improvement plan

In order to provide a precise and firm structure for the TPM process, WCS International has developed the nine-step TPM improvement plan, which has three distinct cycles:

1 The measurement cycle

2 The condition cycle

3 The problem prevention cycle

In order to ensure the quality of implementation for each TPM pilot application, the TPM team members are taken step by step through the main elements as shown in Figure 3.19.

Measurement cycle

Equipment history record

The TPM team analyse existing information sources and determine the future records to be kept with regard to the history of the equipment. This will aid future problem resolution.

Off measurement and potential

In parallel with this exercise, the team carry out the initial measurement of overall equipment effectiveness in order to determine current levels of performance, the best of the best interim targets and the ultimate world-class levels.

Assess the six losses

This is a 'first cut' assessment of the impact of each of the six losses, and is usually aided by 'fishbone' analysis charts and 'brainstorming' in order to prioritize the losses.

Condition cycle

Critical assessment

In order to decide which are the most critical items, the TPM equipment team list the main sub-assets. Then they independently assess each of the sub-assets from their perspective and rank them on a scale of 1 (low) to 3 (high), taking into account criteria such as OEE, maintainability, reliability, impact on product quality, sensitivity to changeovers, knock-on effect, impact on throughput velocity, safety, environment and cost. The team should reach a consensus of ranking and weighting of the most critical items. Other very useful outputs of the critical assessment are that it:

• helps to build teamwork;

• helps the team to fully understand the equipment;

• provides a checklist for the condition appraisal;

• provides a focus for future asset care;

• highlights safety-critical items;

• highlights weaknesses regarding operability, reliability and maintainability.

50 TPM—A Route to World-Class Performance Condition appraisal

Following the above step, the TPM pilot teams can start the equipment condition appraisal. Typically a team will comprise a team leader with two operators and two maintainers as team members plus, of course, the TPM facilitator. The TPM pilot team should start the condition appraisal by carrying out a comprehensive clean-up of the equipment to see where deterioration is occurring. This will include removing panels, so that a deep clean can be carried out.


The next task of the TPM team is to decide what refurbishment programme is required in order to restore the equipment to an acceptable level of condition from which the ideal condition can be pursued. Depending on the extent of refurbishment needed, up to three work packages may be appropriate:

• Work requiring an 8- to 24-hour outage

• Project work involving redesign and/or subcontractors

Future asset care

Whilst completing the condition appraisal the team can also determine the future asset care programme in terms of who does what and when. They can decide the daily prevention routines - the lubricate, clean, adjust and inspect activities, which will be carried out by operations staff. They can also decide upon the condition monitoring activities needed to measure deterioration -remember that the best condition monitor is the operator using the machine. The operator acts as the ears, eyes, nose, mouth and common sense of his maintenance colleague and can call him in when things start to go wrong and before they become catastrophic. Finally, the team also decides upon the regular PPM - the planned, preventive maintenance - and contribute to the condition monitoring, whilst the maintainer does the PPM scheduled work. This asset care step also determines the spares policy for the specific equipment under review.

Problem prevention cycle

Best practice routines (BPRs)

The TPM pilot team will develop its own BPRs regarding the equipment operation and asset care policy and practice. All these feed back into an improved OEE score which will encourage the continuous improvement 'habit' - this is central to the TPM philosophy. As in total quality, the personnel will also become empowered!

Problem prevention

This final step is about getting at root causes and progressively eliminating them. P-M analysis is a problem-solving approach to improving equipment effectiveness which states: There are phenomena which are physical, which cause problems which can be prevented (the four Ps) because they are to do with materials, machines, mechanisms and manpower (the four Ms).

This is the acid test of the TPM pilot(s) since the teams are trained, encouraged and motivated to resolve (once and for all) the six losses which work against the achievement of world-class levels of overall equipment effectiveness. These problem-solving opportunities can usually be classified as:

• operational problems/improvements involving no cost or low cost and low risk solutions;

• technical problems/improvements, often involving the key contacts and also some cost and, hence, risk;

• support services and/or support equipment problems/improvements which can involve the key contacts and some low cost but low risk.

Obviously the elimination of problems needs to be developed into the best practice routines, the impact of which will feed back into an improved OEE figure.

In order to summarize the previous explanation, Figure 3.20 shows that TPM involves a team of craftsmen and operators who are supported by their key contacts and who follow the TPM improvement plan through initial

Teamwork Profil

Figure 3.20 The TPM journey pilots in order to eliminate the six major losses. Their progress is measured by improvements in the overall equipment effectiveness which allows the team to understand the need to continuously improve. Finally, the TPM process will only work provided it has the sustained commitment of everybody -which, of course, must start from the top.

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