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TPM (D) milestone TPM (D) TPM (D) Objective management Knowledge base testing of new ideas

TPM (D) milestone TPM (D) TPM (D) Objective management Knowledge base testing of new ideas

Figure 9.2 Early equipment management: framework for maintenance prevention

Figure 9.2 Early equipment management: framework for maintenance prevention

9.1 Objective testing

This is technology/process design-oriented and requires a search for new ideas using:

• Intrinsic reliability Repeatability of optimum conditions; simple construction; simple installation

Commercial Engineering
Figure 9.5 Design issues: product design influences equipment design, and operations design is influenced by both

Figure 9.6 Selecting the best design: many possible combinations of product, equipment and operation design. Customer requirements for timely, high-quality, low-cost products and services must provide the basis for selecting the preferred option

9.2 Milestone management

The commercial, operations and engineering subteams each have a role throughout the design process, as set out in Figure 9.7. Milestone reviews aid early problem detection and secure buy-in at each stage.

Allocates ^ clear roles so Creates a safety net to trap problems early

Builds ownership

Figure 9.7 TPM(D) milestone management roles

9.3 The knowledge base

This requires study and analysis of:

• TPM activities and solutions: best practice routines, single-point lessons;

• operability: make it easy to do right and difficult to do wrong;

• maintainability: breakdown/inspection reports, maintenance prevention;

• reliability: defect analysis, six losses, OEE.

Figure 9.8 illustrates the links between objective testing and feedback in the knowledge base. Figure 9.9 illustrates a key knowledge base function to define reasons for defects and ultimately design out the weaknesses.

9.4 Refining the knowledge base

The achievement of effective knowledge base usage entails setting goals and determining measures which will progressively eliminate or simplify component parts.

Analysis steps to design out those defects include:

1 Collect breakdown analysis data and single point lessons issues

2 Analyse and ask 'why' five times:

• Consequences of failure?

• Improve reliability?

• Improve maintainability?

• Set and maintain optimal conditions?

Allocates ^ clear roles so Creates a safety net to trap problems early

Builds ownership

Figure 9.7 TPM(D) milestone management roles

Technical problems/ Technology shopfloor information

Technical problems/ Technology shopfloor information

Figure 9.8 Objective testing

9.5 Standardization

Standardization is one of the main outputs from refining the knowledge base helping to deliver easy maintenance and trouble-free operation. Standardization can be applied to:

• operation procedures

• set-ups and changeovers

• asset care routines

• fixtures and fittings:

- adaptors

- connectors

- thread sizes

- screw, nut, bolt heads

- quick release

• monitoring and control:

- gauges

- electric

- pneumatic

- instrumentation

• Can the equipment/item cope with the environment? (dust/heat/damp/ vibration: adverse as well as normal conditions)

• Can the equipment control be simplified?

• Can the item be made of a cheaper/different material?

• Can a cheaper service be used?

Operability

This is aimed at making it easy to do right, difficult to do wrong.

• Are frequent adjustments required?

• Are handles or knobs difficult to operate?

• Are any specialized skills or tools required for operation/adjustment? (start-up, shutdown)

• Are blockages/stoppages likely? (How are they resolved?)

• Has any diagnostic function been built in? (glass panels, gauges, indicators)

• Start-ups and shutdowns: is additional manning required?

• How robust is the equipment? (Will the equipment break down or product quality be affected by poor operation?)

• Is the operator's working posture unhealthy?

Maintainability

The keys here are to try to eliminate maintenance or to make it easy, infrequent and low-cost.

• Can we eliminate the need for maintenance?

• Are areas easy to clean, lubricate or check?

• How long is the equipment set-up time?

• How frequently does the equipment need tuning or calibrating?

• Are specialized maintenance skills required?

• Can failure be predicted?

• Have any self-diagnostic functions been built in? (Is it easy to find the cause of failures?)

• Can parts be easily replaced and plant restored quickly?

• How reliable is the equipment?

• Can we extend the maintenance interval?

• Does the equipment structure facilitate maintenance? (lifting heavy parts, etc.)

• What routines are required?

• What spares support is required?

• Can breakdowns be restored cheaply? (Can spare materials and parts be purchased cheaply?)

9.7 Typical equipment design project framework

The core project team should include representatives from the three essential partners as shown in Figure 9.10. This could be made up of:

• designer/specifier

• planner/specifier

• manufacturing engineer

• equipment operator

• equipment maintainer

• equipment supplier

• facilitator

The key contacts could include:

• purchasing

• product engineering

• process engineering

Figure 9.10 Delivering world-class performance

A timetable for an equipment design project is shown in Figure 9.11. Initial training would involve the core team and the key contacts. The activity sessions are described below.

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