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Proceedings of the 2017 International Conference on Industrial Engineering and Operations, Management

Rabat, Morocco, April 11-13 ,2017

Total Productive Maintenance (TPM) as a Lean Quality Tool for Enhancing the Overall

Equipment Effectiveness (OEE)

Ahmed Aljabr, Doctoral Student

Doctor of Engineering in Manufacturing Systems (DEMS)

Dr. Daw Alwerfalli, Professor

Director of Master of Engineering Management

A. Leon Linton Department of Mechanical Engineering Department

College of Engineering

Lawrence Technological University

21000 W. Ten Mile Road, Southfield, Michigan, 48075

Abstract

Total Productive Maintenance (TPM) is a plant improvement methodology which enables continuous and rapid improvement of the manufacturing process through use of employee involvement, employee

empowerment, and closed-loop measurement of results is not only for improving machine efficiency. It is continually improving equipment reliability by building the capabilities of people, processes,

facilities and equipment. TPM is a total lean management approach that involves all employees at

all levels of the organization. It is a holistic approach to equipment maintenance that strives to

achieve perfect production.

The objective of TPM is to achieve; zero breakdowns, zero defects, zero accidents, waste

reduction and small stops or slow running equipment. TPM emphasizes proactive and

preventative maintenance to maximize the operational efficiency of equipment. It focuses on

empowering operators to help maintain their equipment at optimal conditions.

This paper outlines the basic requirements for establishing a lean strategy for implementing a

successful TPM program that supports continuous improvements in safety, quality, delivery, cost

and morale at any production facility. The paper also provides valuable ideas of to successfully

launching a new TPM that will achieve maximum OPE (Operator Efficiency) and maximum OEE

(Overall Equipment Effectiveness) program at your organization.

INTRODUCTION:

Total Productive Maintenance (TPM) is a plant improvement methodology which enables continuous and rapid improvement of the manufacturing process through use of employee involvement, employee

empowerment, and closed-loop measurement of results is not only for improving machine efficiency. It is continually improving equipment reliability by building the capabilities of people, processes,

facilities and equipment. TPM is a total lean management approach that involves all employees at

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all levels of the organization. It is a holistic approach to equipment maintenance that strives to

achieve perfect production.

The objective of TPM is to achieve; zero breakdowns, zero defects, zero accidents, waste

reduction and small stops or slow running equipment. TPM emphasizes proactive and

preventative maintenance to maximize the operational efficiency of equipment. It focuses on

empowering operators to help maintain their equipment at optimal conditions.

This paper outlines the basic requirements for establishing a lean strategy for implementing a

successful TPM program that supports continuous improvements in safety, quality, delivery, cost

and morale at any production facility. The paper also provides valuable ideas of to successfully

launching a new TPM that will achieve maximum OPE (Operator Efficiency) and maximum OEE

(Overall Equipment Effectiveness) program at your organization.

The goal of the TPM program is to markedly increase production while, at the same time,

increasing employee morale and job satisfaction.

TPM brings maintenance into focus as a necessary and vitally important part of the business. It is

no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of

the manufacturing day and, in some cases, as an integral part of the manufacturing process. The

goal is to hold emergency and unscheduled maintenance to a minimum. TPM was introduced to

achieve the following objectives. The important ones are listed below.

 Elimination of waste to stay competitive in a global market

 Producing goods without reducing product quality.

 Reduce cost.

 Produce a low batch quantity at the earliest possible time.

 Producing Defect-free products to all customers.

Why Use TPM?

Manufacturing companies could utilize TPM in solving many problems to enhance safety, quality,

delivery, cost and morale. Typical applications include: scheduling, hiring / training, breakdown

maintenance, management support and others. In automotive assembly operations, there is zero

tolerance for assembly line stoppages. TPM is what the automotive industry rely on to keep

assembly line working. Maintenance of tooling and equipment is usually performed on the third

shift when production is idle. It is also performed during plant shut down during the month of July.

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Figure 1 Common maintenance problem solved by TPM (1 )

TPM indicators:

1. Mean time between failure (MTBF) 2. Mean time to repair (MTTR) 3. Direct labor hour per maintenance action (DLH / PMA) 4. Total parts cost per removal (TPCPR)

The six big losses addressed by TPM:

1. Break downs 2. Setup and adjustments 3. Idling and frequent stoppages 4. Speed 5. Quality defects in process and rework 6. Startup losses

Types of maintenance:

1. Breakdown maintenance:

It means that people waits until equipment fails and repair it. Such a thing could be used when the

equipment failure does not significantly affect the operation or production or generate any

significant loss other than repair cost.

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2. Preventive maintenance:

It is a daily maintenance (cleaning, inspection, oiling and re-tightening), design to retain the

healthy condition of equipment and prevent failure through the prevention of deterioration,

periodic inspection or equipment condition diagnosis, to measure deterioration. It is further divided

into periodic maintenance and predictive maintenance. Just like human life is extended by

preventive medicine, the equipment service life can be prolonged by doing preventive

maintenance.

2a. Periodic maintenance (Time based maintenance -TBM):

Time based maintenance consists of periodically inspecting, servicing and cleaning

equipment and replacing parts to prevent sudden failure and process problems.

2b. Predictive maintenance:

This is a method in which the service life of important part is predicted based on inspection

or diagnosis, in order to use the parts to the limit of their service life. Compared to periodic

maintenance, predictive maintenance is condition based maintenance. It manages trend

values, by measuring and analyzing data about deterioration and employs a surveillance

system, designed to monitor conditions through an on-line system.

3. Corrective maintenance:

It improves equipment and its components so that preventive maintenance can be carried out

reliably. Equipment with design weakness must be redesigned to improve reliability or improving

maintainability

4. Maintenance prevention:

It indicates the design of a new equipment. Weakness of current machines are sufficiently studied

(on site information leading to failure prevention, easier maintenance and prevents of defects,

safety and ease of manufacturing) and are incorporated before commissioning a new equipment.

Steps of Implementation of TPM Program:

1. A long term strategic plan 2. Introducing the program to the top management 3. Insuring equipment reliability 4. Maintenance inventory records 5. Improving maintenance efficiency 6. Maintenance automation 7. Training programs 8. Optimizing resources 9. Team work

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10. Measuring performance

Obstacles to implementing the TPM program:

1. Low knowledge and skills of workers 2. Poor organizational disciplines 3. Inadequate resources 4. No team work 5. No work order system 6. Reluctance to change 7. Reluctance of Management 8. Psychological barriers 9. Environment

Most costly TPM problems

1. Waiting for instructions 2. Looking for supervisors 3. Checking out the job 4. Multiple trips to get tools or parts 5. Improper tools for the job 6. Waiting for approval 7. Too many workers for the job 8. Slow startup on the job 9. Human Underutilization 10. Improper Use of diagnosis technology 11. Working to the Wrong Metrics

Figure 2 TPM within plant hierarchy (1)

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The 8 Pillars of TPM

The eight pillars of TPM are mostly focused on proactive and preventive techniques for improving equipment reliability and effectiveness:

1. Focused Improvement

2. Autonomous maintenance

3. Planned Maintenance

4. Quality maintenance

5. Cost Deployment

6. Early Equipment Management

7. Training and Education

8. Safety Health Environment

Figure 3, The 8 Pillars of TPM (17)

Foundation of TPM is 5-S:

TPM starts with 5-S. Problems cannot be clearly seen when the work place is unorganized.

Cleaning and organizing the workplace helps the team to uncover problems. Making problems

visible is the first step of improvement.

Table 1, 5-S terminology

Japanese Term English Translation Equivalent 'S' term

Seiri Organisation Sort

Seiton Tidiness Systematize

Seiso Cleaning Sweep

Seiketsu Standardization Standardize

Shitsuke Discipline Self - Discipline

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Figure 4 5-S Methodology (2)

The 5-S Program…  Creates proper environment for Standard Work  Pre-requisite to perfect quality  Encourages visual controls  Intolerant to waste  Places high value on safety  Promotes employee satisfaction

Keys to 5-S Success

 Get Everyone involved  Integrate 5-S principles into daily work requirements  Communicate need for 5-S, roles of participants, how it is implemented  Be consistent in following 5-S principles in all areas of the (office/factory)  Periodic senior management involvement is absolutely required  Follow through -finish what is started- 5-S takes effort and persistence  Link 5-S activities with all other kaizen initiatives

Benefits of 5 S’s

1. Improve safety 2. Decrease down time 3. Raise employee morale 4. Identify problems more quickly 5. Develop control through visibility 6. Establish convenient work practices

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Case Study:

This case study was conducted at Chrysler- JNAP Plant, gave the following data (2014)

Definitions:

Availability: The available time can be defined as the time of production to operate the equipment minus the

other planned downtime like breaks, meetings etc. The down time can be defined as the actual time for

which the equipment is down for repairs or changeovers. This time is also sometimes known as the

breakdown time. The output of this formula gives the true availability of the equipment. This value is used

also in the overall equipment effectiveness formula to measure the effectiveness of the equipment

Availability= {(Total Loading time – Total downtime) / Total Loading Time} x 100

Performance Efficiency

The performance efficiency can be defined as the ideal or design cycle time to produce the item multiplied

by the output of the equipment and then divided by the operating time. This will give the performance

efficiency rate of the equipment.

PE= Total Actual Amount of Product x 100 / Target amount of Product

Quality Rate: The quality rate can be expressed as the process quantity minus the volume or number of

defective quantity then divided by processed quantity.

Quality Rate = (Processed Quantity – Defective Quantity) x 100 / Processed Quantity

Where, the quality defects mean the amount of products which are below the quality standards i.e. the

rejected items after the production process. This formula is very helpful to calculate the quality problems in

the production process. In this case study the following data were collected from the broaching machines area at

JNAP

Table 2: OEE for Broaching Machine I Before TPM Implementation

Before TPM Implementation A Shift Time 448 B Planned Downtime 60 C Running Time (A-B) 388 D Running Time Losses 78 E Operating Time (C-D) 310 F Availability (E/C)x 100 79.9% G Output 180 H Expected output 212

I Efficiency 79%

J Rejection 46

K Quality level 69%

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Table 3: OEE for Broaching Machine II After TPM Implementation

After TPM Implementation

A Shift Time (General) 448

B Planned Downtime 60

C Running Time (A-B) 388

D Running Time Losses 58

E Operating Time (C-D) 330

F Availability (E/C)x 100 85.1%

G Output 207

I Expected Output 249

J Efficiency 83.1%

K Rejection 2

L Quality level 99%

Table 4: OEE for Broaching Machine I After TPM Implementation

I Expected Output 234

J Efficiency 76.9%

K Rejection 8

L Quality 95.5%

OEE= Availability x Performance Efficiency x Quality Rate 80% x 76.9% x 95.5% = 58.7%

Table 5: OEE Improvement Before and After TPM Implementation

Name of Machine OEE %

Before After

Broaching Machine I 63 78

Broaching Machine I 61 69

Cylindrical Grinder 55 69

Surface Grinder 54 70

The objective of JNAP Assembly plant is to achieve world class OEE. Results of implementing

TPM program at JNAP showed a tremendous enhancement of OEE at JNAP. Comparison of JNAP

data to world class examples of OEE is shown in Table 6.

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Table 6, comparison of JNAP data with World Class OEE data

Table 7: Percentage of World Class OEE

OEE Factors OEE World Class

A% 90.0

PE% 95.0

QR% 99.9

OEE% 85.0

Conclusion

Analyzing the data of the case study conducted at JNAP. It can be seen that OEE has shown a

progressive growth as shown as a result of effective implementation of TPM program at JNAP.

Case study data in Tables 2 and 3 showed that

Availability has increased from 79.9% to 85.1 %

Output has increased from 180 units/min to 207 units / min

Efficiency has increased from 79% to 79%

Reject has been reduced from 46 parts to 2 parts

Quality level has increased from 69% to 99%

Today, with competition in industry at an all-time high, TPM may be the only thing that stands

between success and total failure for some companies TPM can be adapted to work not only in

industrial plants, but also in construction, building maintenance, transportation, and in variety of

other situations. Total productive maintenance (TPM) is a maintenance philosophy that requires

the total participation of the workforce. TPM incorporates the skills of all employees and focuses

on improving the overall effectiveness of the facility by eliminating the waste of time and

resources. Typically, total productive maintenance is a concept that is most easily applied to a

manufacturing facility. One of the most important measurements of total productive

% 0.00

% 20.00

40.00 %

60.00 %

% 80.00

% 100.00

120.00 %

OEE JNAP

OEE world Class

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maintenance is overall equipment effectiveness (OEE). It is a measure of availability, performance

efficiency and quality rate. Employees must be educated, convinced and totally committed to the

program and the extended time frame necessary for full implementation, leading to total success of

achieving World Class OEE.

BIOGHRAPH

Dr. Ahmed Aljabr is a post doctorate fellow at the Mechanical Engineering at Lawrence Technological

University/ He is a Six Sigma Mater Blackbelt Certified, his experience span most industries and operational

areas including working in different successful project. He is an expert in the areas of Lean Six Sigma,

Continues Improvement, Quality Management, Lean Manufacturing, Operational Excellence, Optimization,

Strategy, Project Management, Supply Chain Management, Public Relation, and Global Leadership. He

received an Exemplary Leadership Award, Best leader of the year from Lawrence Technological University,

and Outstanding Leadership Award from Saudi Arabian Cultural Mission, Saudi Embassy at Washington

D.C. He has BS in Mechanical Engineering, MS in Manufacturing System Engineering, MS in Engineering

Management, and he is PhD in Manufacturing System Engineering at Lawrence Technological University

Biographies

Dr. Daw Alwerfalli Prominent professor, senior technical industry consultant and manufacturing

engineering educator with a tremendous expertise in program and curriculum development in

higher technical education. Highly experienced and dedicated community leader with great ability

to work with an array of constituencies and coalitions in developing shared organizational vision to

create and implement strategies aimed at advancing common causes to accomplish goals in

fulfilment of the organization’s mission. Possess good analytical and decision-making skills, and

the ability to conceptualize new initiatives and solutions to problems while possessing an outcomes

orientation. Highly perceived expert and industrial advisor, driven to acquire and apply industry

proven standards, practices, and methodologies to offer the best possible solutions that improve,

productivity, quality, performance and reliability while reducing costs. Published numerous well

recognized technical papers in local, National and international conferences.

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References:

1. Daw Alwerfalli, TPM Executive Training Module, JTE, Daimler-Chrysler, 2008

2. Daw Alwerfalli, JNAP, Daimler-Chrysler, TPM training, 2014

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5. Prabhuswamy, M; Nagesh, P; Ravikumar, K (February 2013). "Statistical Analysis and Reliability Estimation of Total Productive Maintenance". IUP Journal of Operations

Management. Rochester, NY: Social Science Electronic Publishing. XII (1): 7–

20. SSRN 2246601.

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14. Prof. Pradeep Kumar “A Methodology for implementing Total productive maintenance in

manufacturing Industries- A Case Study”, IJERD, Vol. 5, Issue2.

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Industries Using SWOT Analysis-A review”, IJEIT, Vol.1, Issue 4, April 2012.

16. Mr. Ranjeet M. Jadhav, Mr.Morosin Alessandro, Prof. S.H.Sawant “Total Productive

Maintenance Theoretical Aspect: A journey Towards Manufacturing Excellence”, IOSR-

JMCE, ISSN: 2278-1684, pp: 51-59.

17. Productivity improvement through Total Productive Maintenance (TPM): Part III of III

KAIZEN Institute, 2/18/2015

Lean Manufacturing

Introduction and overview

Practices of lean

Principles of lean

Types of wastes in lean manufacturing

Goals and strategy of lean manufacturing

Notions in the strategic elements in lean

Steps in implementing a lean project management system.

Steps of lean transformation

Pros and cons of lean manufacturing