Total Productive Maintenance
Kaizen Event
A
Kaizen Blitz is a very intensive and focused approach to Process
Improvement. A specific machine, closely
related group of machines, or a specific area within a machine is selected to
be addressed by a multi-functional team of people. The team applies the basic Total Productive
Maintenance (TPM) concepts to the equipment.
These concepts include: Workplace Organization and 5-S (Sort, Set
in Order, Shine, Standardize, and Sustain); Preventive
Maintenance (PM), Autonomous or Operator Assisted Maintenance; Predictive
Maintenance; Visual Controls. The
application of TPM requires a serious commitment on the part of the
organization and its management. While
much can be accomplished during a focused Kaizen event, the hard work comes in
the weeks and months that follow.
First
the team will calculate the Overall Equipment Effectiveness (OEE) for the
equipment that is the subject of the event, and analyze the data. Then the team will apply 5-S concepts to the
equipment and the immediate area. Team
members will Sort and Set in Order all items within the
area. Then everything, particularly the
equipment, is Shined, and "abnormalities" are identified and
tagged that must be addressed in order to return the equipment to a "like
new" condition. The team will identify
and implement "countermeasures" to Sustain the
improvements. Methods and procedures are
implemented to Standardize TPM, and make it a way of life. Roles and responsibilities are often defined
at this stage, and visual procedures documented.
Methods
to collect important equipment related data are identified and implemented by
the team. Finally, a more extensive
Preventive Maintenance program must be developed and implemented, along with
research into possible application of Predictive Maintenance techniques over
time. These activities typically are
addressed after the Kaizen event has been completed, as are abnormalities that
cannot be immediately corrected.
Therefore, the team will develop an action plan with assigned
responsibilities and expected completion dates to insure necessary follow-up.
The
results of such an effort can be significant.
Downtime reductions of 50-60% have been achieved over time. People throughout the organization can
visibly see the improvements, which creates much needed energy and enthusiasm.
Typical 3-Day Agenda
Pre-event: Scoping: identify
subject of event.
Initiate OEE data collection
process
Day 1: Education in basic concepts
Collect and Analyze OEE information
Sort, Set-in-Order, Shine and Tag
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Typical 3-Day Agenda (continued)
Day 2: Initiate correction of abnormalities
Day 3: Develop procedures for Operator Assisted Maintenance
Develop
PM procedures and Critical Spare Parts Lists
Develop
follow-up plan
The actual duration of the
TPM Kaizen event will depend on the current condition of the equipment, and the
amount of effort required to clean it and to make minor repairs.
Typical Deliverables
·
The foundation to
reduce downtime on the equipment that is the subject of the Kaizen event. Measurable improvement in OEE may require
additional time beyond the kaizen event itself.
·
A cross
functional team of people who will be able to apply TPM techniques to other
areas of the operation.
·
Actions List to
assist in follow-up, if all changes were not possible during the Kaizen event
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Total Productive Maintenance (TPM)
One
Day Workshop
One
of the biggest impediments to world class performance is unreliable equipment
and processes. Yet, TPM remains one of
the least understood of all Lean Enterprise concepts. Participants will learn how to improve
equipment reliability by application of TPM concepts. First participants will learn how to measure
equipment reliability by calculating Overall Equipment Effectiveness
(OEE). Then, the four various elements
of a Total Productive Maintenance (TPM) System will be reviewed: Preventive
Maintenance, Predictive Maintenance, Operator Assisted or Autonomous Maintenance
and Productive Maintenance.
Participants
will review how to apply 5-S concepts to the equipment and the immediate area
in order to implement TPM concepts. The
5S approach starts with a Sort and Set-in-Order of all items
within the area. Then everything,
particularly the equipment, is Shined, and "abnormalities" are
identified and tagged that must be addressed in order to return the equipment
to a "like new" condition.
Next "countermeasures" are implemented to Standardize
the new equipment condition. Methods and
procedures are implemented to Sustain TPM - to make it a way of
life. Roles and responsibilities are
often defined at this stage. Visual
procedures documenting the tasks, frequencies, methods and criteria are
developed and implemented at the machine(s).
Photographed
examples are provided throughout of visual techniques to simplify
maintenance tasks for both maintenance personnel and/or operators. Creative application of visual controls
greatly help to reduce the time to perform the tasks required. In addition, methods to collect important
equipment related data are reviewed.
Case studies are provided to reinforce the participants' understanding
of the concepts.
The results of the successful application of TPM concepts
can be significant. Downtime reductions
of 50-60% have been achieved over time.
People throughout the organization can visibly see the improvements,
which creates much needed energy and enthusiasm.
Duration: One day
Who should attend:
anyone from a manufacturing operation who is involved in the use and
maintenance of production equipment, including production operators,
maintenance personnel, and managers.
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Management Associates Tele: 856-235-8051 • Website:
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