TPM for equipment designers and suppliers

Behind the plant and equipment used in the production process there are three functional groups, namely:

• Operations

• Commercial

• Engineering

These make up three essential partners for new product/equipment introduction. This chapter describes in outline how these activities must be co-ordinated and focused on the TPM objectives. The partnership requires a sustained drive towards improving project and design management performance through the elimination of hidden losses such as poor maintainability, operability, and reliability early in the equipment management process.

Designers and engineers need to improve their skills by:

• regular visits to the shopfloor and learning from what operators and maintainers have to say;

• studying what has been achieved in equipment improvement as a result of self-directed and quality maintenance activities;

• gaining hands-on experience with equipment, including operation, cleaning, lubrication and inspection;

• supporting P-M analysis as part of the key contact/team activities;

• conducting maintenance prevention analyses.

Figures 9.1 and 9.2 show how the five goals of TPM can be achieved through design feedback, early warning systems and objective testing of new ideas.

Figure 9.3 portrays the benefits of using TOM design techniques, TPM (D), as the driver for Early Equipment Management (EEM). All partners are involved in achieving the continuous improvement habit, learning how to deliver flawless operation in less time.

It also shows what the TPM (D) process can deliver over the life of the equipment. The gap between typical (or traditional) output/value and true potential by getting it right in the early stages is huge.

Figure 9.4 illustrates the concept that two-thirds of the lifetime costs of new equipment is determined (but not spent) in the early design specification stages and can, therefore, be said to be designed in. This serves to emphasize



Equipment effectiveness





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