Download - TPM Concepts [Compatibility Mode]
Konsep TPM
Pelatihan TPM
Definisi TPM
Suatu usaha yang merasuk, berkelanjutan, keras, tetap, terus-menerus, konsisten, tak kenal lelah, tabah, konstan dan tak berkesudahan untuk menghilangkan kerugian-kerugian di dalam proses-proses produksi
Total Productive Management
atau
Kerugian (Losses)
Kerugian
Kesempatan
=
“Ada harta karun yang tersembunyi di dalam
perusahaan kita”
Cara kerja TPM
Merubah pola pikir perusahaan dengan
Budaya Zero Losses
Pendekatan ter-struktur dan pragmatis untuk Perbaik an Berkesinambungan•Pelaksanaan program secara bertahap•Pelaksanaan sistem audit pada level berbeda untuk kesinambungan perbaikan yang telah dicapai•Di-dokumentasi-kan dengan baik
Ber-orientasi ke pabrik•Sebuah pabrik yang tidak baik bukan bisnis yang baik pula•Memulai hubungan yang baik antara teknisi dan mesin/peralatan
Bergerak pada hasil•Tujuan utamanya adalah untuk menghilangkan rintangan yang paling utama untuk mencapai kinerja yang lebih baik
Merangsang kegiatan team kecil yang saling terkait•Membentuk suatu team yang multi-fungsi
16 Kerugian Utama
Manned Time
Available Time
Operating Time
Production Time
Theoretical Time
Manned Time
Loading Time
Working Time
Effective Time
Value-added Time
Material Input
In Process Material
Final Product
Energy Input
Effective Energy
MesinTenaga Kerja
MaterialEnergi
Planned Losses / Shutdowns
Breakdowns
Set-ups & Adjustments
Die, jig and tools
Minor Stoppages
Speed Losses
Quality Losses
Management Losses
Motion Losses
Line Organisation Losses
Logistic Losses
Measurement Losses
Energy Losses Material Losses
Product Losses
Start-up
Tahapan TPM
KerugianMesin
KerugianTenaga Kerja
KerugianMaterial
KerugianEnergi
16 K
erug
ian
Uta
ma
MesinContoh
EkspansiSeluruh Line
EkspansiSeluruh Pabrik
Fase II -
Konsistensi
Fase I - Implementasi
Tahapan TPMTPM dalam Supply Chain
Pabrik LogistikPurchasing
Perencanaan Produksi
PengembanganProduk
PembuatMesin
SupplierDistributor
&Peminum
TPM Level I
TPM Level II
TPM Level III
Pendekatan TPMBerpikir Sistematis
Mengerti situasi (masalah) secara detil
Menentukan prioritas
Menentukan alat yang tepat untuk tiap jenis masalah
Problem solving always starts with meticulous inves tigation !Problem solving always starts with meticulous inves tigation !
• Mengikut-sertakan orang-orang yang tepat
• Selalu berfokus pada tindakan yang dilakukan
• Menindak-lanjuti hasil yang telah dicapai
Penyelesaian masalah selalu dimulai denganpemeriksaan yang sangat teliti !
Pendekatan TPMBerpikir Sistematis - Konsep “5 Gen”
“5 Gen” Arti Keterangan
GenbaTempat
Kerja
Datang ke tempat kerja !
(di mana masalahnya terjadi; tempat kerja; bicara dengan operator/teknisi)
Genbutsu The originalPelajari secara fisik !
(jangan takut menyentuh mesin; untuk mengerti masalahnya dengan benar)
Genjitsu KenyataanPeriksa Fakta dan data !
(jangan pernah menunjuk suatu masalah jika tidak bisa membuktikannya dengan angka; ukurlah dulu)
Genri Teori
Dasarkan pada Teori !
(segala sesuatu bisa dijelaskan secara masuk akal : dapatkan dan hubungkan dengan akar penyebab dari
masalahnya)
Gensoku MetodeIkuti metode yang benar !
(pakailah selalu alat yang benar, cara2 yang logis)
Konsep TPM
Fokus Sumber daya tidak selalu tersedia, jadi perlu untuk selalu bekerja dengan prioritas
Visualisasi Jika kita gampang melihat, gampang pula untuk mengaturnya
Partisipasi Setiap orang punya pengalaman yang berbeda, yang bisa saling melengkapi !
BerkelanjutanDengan pengawasan yang sering dilakukan dan tindak lanjut akan memastikan kesinambungan hasil, jadi: lakukan pemeriksaan / audit !
Definisi TPM
1. Bertujuan membangun budaya perusahaan dengan sepenuhnya menjalankan peningkatan efisiensi sistem produksi
2. Membangun suatu sistem untuk mencegah segala macam kerugian, untuk mencapai “zero breakdowns, zero defects and zero accidents” , berdasarkan fakta di lapangan, meliputi seluruh siklus kegiatan sistem produksi
3. Meliputi seluruh departemen termasuk produksi, engineering, logistik, administrasi, dll
4. Memerlukan keterlibatan menyeluruh dari top manajem en sampai operator/teknisi di lapangan
5. Menuju zero losses dengan membentuk small-group activities yang saling melengkapi
Apa itu TPM ?
• TPM bukan hanya suatu alat atau cara2 logis, tapi merupakan suatu kesatuan cara2 logis yang ter-struktur dan saling melengkapi.
• TPM adalah suatu filosofi perbaharuan, yang bekerja dengan proses yang baru maupun yang sudah ada, pada bisnis yang kecil maupun besar.
• TPM mendukung cara kerja yang mandiri, meng-integrasikan alat2 bantu dalam suatu sistem yang bertahap.
Target Utama TPM
• Memaksimalkan kinerja mesin/peralatan, khususnya pada OPI, mutu dan keselamatan kerja, serta selalu memastikan hasil yang bisa dipertahankan
• Mengembangkan suatu dasar bagi cara2 logis dan organisasi yang solid, melalui implementasi suatu regu kerja yang lengkap, dengan meningkatkan otonomi serta tugas dan tanggung jawab yang jelas
• Menciptakan kesadaran akan kebutuhan atas pengembangan berkelanjutan , dengan menetapkan pengukuran yang jelas ( KPI) untuk setiap proses
Target Utama TPM
• Memperkenalkan regu kerja untuk membuat aturan dan prosedur sederhana untuk kegiatan cleaning, inspeksi, pelumasan dan pengencangan , memastikan komitmen total dari teknisi pada mesin/peralatan mereka. Meningkatkan kompetensi dari teknisi melalu i program training dan pendidikan yang spesifik
• Mengoptimalkan kegiatan maintenance
• Memotivasi karyawan dengan mengikut-sertakan mereka dalam suatu proyek yang inovatif`dengan target yang jelas dan menantang mereka melalui pemberdayaan dan kepemimpinan
TPM adalah ...• TPM bisa menjadi sulit, menghabiskan waktu dan sukar dilakukan ... tetapi
hasilnya akan sangat berharga, baik untuk karyawan maupun perusahaan.
• TPM sesuatu yang praktis, logis dan cerdas. Semuanya tentang akal sehat.
• TPM adalah mengenai manusia dan mesin, dan bagaimana bekerja sama secara harmonis, bagaimana bekerja dengan lebih cerdas dari pada bekerja lebih keras.
• TPM adalah bagaimana meningkatkan standar kerja, sumber daya manusia dan mesin.
• TPM mengikut-sertakan pendidikan, pelatihan dan bimbingan kepada karyawan.
• TPM membutuhkan waktu untuk belajar, berubah dan beradaptasi terhadap suatu cara, teknologi dan sistem yang baru.
• TPM , di atas semuanya, membutuhkan komitmen, dukungan, pengertian dan kesabaran.
Pillar
A Pillar is a cross function Team whose mission is to support the
organization to reach its targets
•Eradicating a set of losses
•Through a set of-improvement method-Dan management system
•According to a given Master Plan-Exploded through deployment into detailed action pl an-…that are implemented by improvement teams
Aktivitas utama Pillar
Aktivitas utama Pillar
Aktivitas utama Pillar
TPM ImplementationThe 8 Pillars
Aut
onom
ous
Mai
nten
ance
Pla
nned
Mai
nten
ance
Foc
used
Impr
ovem
ents
Qua
lity
Mai
nten
ance
Edu
catio
n &
Tra
inin
g
Initi
al P
hase
Con
trol
TP
M O
ffice
Saf
ety
& E
nviro
nmen
t
TPM Pillars
Supporting Pillars
Initial PhaseControl (IC)
Education &Training (E&T)
Safety, Health &Environment (SHE)
TPMOffice (TO)
Operational Pillars
Autonomous Maintenance (AM)
PlannedMaintenance (PM)
QualityMaintenance (QM)
FocusedImprovements (SI)
Pillars Objectives
Autonomous Maintenance
Planned Maintenance
Focused Improvement
Initial Phase Control
Education & Training
TPM Office
Quality Maintenance
Safety & Environment
ZeroFailure
ZeroAdministrative Losses
ZeroDefects
ZeroAccidents
A New Concept
Operation
Maintenance
Projects &Improvements
Designing
Ski
lls N
eede
d
Time
OperatorMachine
Technician
Engineering
Supplier
AutonomousMaintenance
PlannedMaintenance
Initial PhaseControl
FocusedImprovement
Education &Training
Specific
Improvements
Objective :
Maximise operational efficiency through the systemic elimination
of specific losses
Specific Losses :• Breakdowns
• Minor Stoppages• Set-ups and Adjustments• Start-ups and Shutdowns
• Speed Losses• Material Losses
• Chronic Losses and Defects
Macro-activities :• Build and update the Losses Deployment
Define the structure of losses Define gaps between current and ideal situations
Quantify ($) the losses Demonstrate results
• Provide methodology to the SGA• Control general improvement programs (5S)
xx
yy
Plant OverallPlant OverallEfficiencyEfficiency
xx
yy
Costs ($)Costs ($)
xx
yy
DeliveryDelivery
xx
yy
OPIOPI
xx
yy
AvailabilityAvailability
xx
yy
PerformancePerformance
xx
yy
QualityQuality
xx
yy
EnergyEnergy
xx
yy
MaterialsMaterials
xx
yy
ManpowerManpower
xx
yy
Lead TimeLead Time
yy
xx
PlannedPlannedInterventionIntervention
yy
xx
SetSet --up andup andAdjustmentAdjustment
yy
xx
BreakdownsBreakdowns
yy
xx
Minor StoppagesMinor Stoppages
yy
xx
Speed LossesSpeed Losses
yy
xx
Rework andRework andReprocessReprocess
yy
xx
Energy LossesEnergy Losses
yy
xx
Material LossesMaterial Losses
yy
xx
OvertimeOvertime
yy
xx
StocksStocks
yy
xx
ProcessProcessControlControl
xx
yy
Plant OverallPlant OverallEfficiencyEfficiency
xx
yy
Plant OverallPlant OverallEfficiencyEfficiency
xx
yy
Costs ($)Costs ($)
xx
yy
Costs ($)Costs ($)
xx
yy
DeliveryDelivery
xx
yy
DeliveryDelivery
xx
yy
OPIOPI
xx
yy
OPIOPI
xx
yy
AvailabilityAvailability
xx
yy
AvailabilityAvailability
xx
yy
PerformancePerformance
xx
yy
PerformancePerformance
xx
yy
QualityQuality
xx
yy
QualityQuality
xx
yy
EnergyEnergy
xx
yy
EnergyEnergy
xx
yy
MaterialsMaterials
xx
yy
MaterialsMaterials
xx
yy
ManpowerManpower
xx
yy
ManpowerManpower
xx
yy
Lead TimeLead Time
xx
yy
Lead TimeLead Time
yy
xx
PlannedPlannedInterventionIntervention
yy
xx
PlannedPlannedInterventionIntervention
yy
xx
SetSet --up andup andAdjustmentAdjustment
yy
xx
SetSet --up andup andAdjustmentAdjustment
yy
xx
BreakdownsBreakdowns
yy
xx
BreakdownsBreakdowns
yy
xx
Minor StoppagesMinor Stoppages
yy
xx
Minor StoppagesMinor Stoppages
yy
xx
Speed LossesSpeed Losses
yy
xx
Speed LossesSpeed Losses
yy
xx
Rework andRework andReprocessReprocess
yy
xx
Rework andRework andReprocessReprocess
yy
xx
Energy LossesEnergy Losses
yy
xx
Energy LossesEnergy Losses
yy
xx
Material LossesMaterial Losses
yy
xx
Material LossesMaterial Losses
yy
xx
OvertimeOvertime
yy
xx
OvertimeOvertime
yy
xx
StocksStocks
yy
xx
StocksStocks
yy
xx
ProcessProcessControlControl
yy
xx
ProcessProcessControlControl
Focused Improvement *
Pillar
Objective :Reduce to zero all the 16 main
losses through the right methodology
(specific for each kind of loss)
Focused ImprovementCharacteristics
Characteristics : Based on short term projects
Project-life teams (SGA)
Result oriented (Clear targets and timing)
Interact with all the other pillars
Control the total losses analysis (Losses Deployment) and the General Improvement Programs
FI Pillar
Provide total loss deployment (high level) as basis for Steering Committee to set priorities.
Has to provide cost deployment and potential savings due to improvements
Losses and areas for improvement should be allocated to pillars
Scope of FI PillarScope of FI PillarScope of FI PillarScope of FI Pillar Deployments (General and specific for FI) and target setting
Planned machine stops (start-up, change-over, shutdown)
Organizational losses (out of production)
Work saturation and team efficiency
Energy and Water Reduction
Daily Control System
Focused ImprovementRoadmap for Implementation
Priority Definition
Project Team (SGA)
Losses AnalysisProject Theme
DefinitionProject
Activities
Equipment Improvement
Process Improvement
Standardisation of Actions
Horizontal Extension(AM / PM)
Overall Improvement
MP Activities
• Bottle necks• High payback losses
• Easier to extend• Model Machine
• Involved departments• Involved functions
• 16 main losses • Focused loss• Defined timing
16 Main Losses
Equipment Losses
1 Planned Losses & Shutdowns
2 Set-ups & Adjustments
3 Star-ups
4 Breakdowns
5 Minor Stoppages
6 Speed Losses
7 Quality Losses
Manpower Losses
8 Management Losses
9 Motion Losses
10 Line Organisation Losses
11 Logistic Losses
12 Measurement Losses
Material Losses
13 Die, jig and tools
14 Material Losses
15 Product Losses
Energy Losses 16 Energy Losses
General Programs :• 5S• JIT
•• ...
Autonomous Maintenance (7 steps)
Step 1 : Initial Phase Cleaning
Integration between operator and machine through the Total Clean Out,
eliminating dirtiness, identifying abnormalities and repairing them
Step 2 : Eliminate Sources of Dirtiness and Difficult to Clean / Inspect Areas
Eliminate sources of dirtiness, preventing leakages and difficult access
locations, reducing time for CILT
Step 3 : Improve and Maintain CILT Standards
CILT procedures to assure safety and efficiency (time)
Step 4 : Overall InspectionDetect and repair equipment failures
through training on General Inspections
Step 5 : Autonomous InspectionReview and improve standards, including
Quality aspects
Step 6 : Standardisation Standardise all control actions (procedures, materials, tools, quality, spare parts, etc.)
Step 7 : Autonomous Management Full autonomous control with challenging targets
Autonomous Maintenance(7 steps)
Motivation EquipmentChange Effects
Defects / failures
decrease
People Change
Thinking Change
Defects / failures are the shame of
workshops
Activities Change
Positive efforts for improvement
Effects
Zero defects / failures are
realized
Workshop Change
Preparation
Step 1Step 2Step 3
Step 4Step 5
Step 6Step 7
Making workers think why forced
deterioration occurs and realise why
autonomous maintenance is
necessary
Repairing minor defects
• Cleaning is inspection• Inspection is finding minor defects• Minor defects are things that must
be rectified through improvement
The ability to find minor defects and direction toward improvement is
enforced
• Results are restoration and improvements• Results represent the joy of achievement• Unless effects are clear, people’s way of
thinking does not change
• Bottom-up development from the teams
• Find out problems which must be solved by their
own
Step 1
Initial Phase Cleaning :
• Define model equipment
• Total Clean Out and Tagging
• De-tagging plan and solve tags based on priorities
• Introduction of CILT Standards
Total Clean Out
Intensive intervention to deeply clean and inspect the equipment, defining ideal its conditions and
identifying its failures / abnormalities
The objectives of cleaning
Finding out abnormalities; Finding out failures;
Finding out the contamination sources;
Making the operator familiar with his equipment.
Always remember that
To clean = to inspectIs pressure
OK ?
Difficult tolubricate !
Oil leakage
Too much grease !
Nocover !
Low oil level !
Too dirty !
Lack of oil !
Tagging
During and after the Total Clean Out : any failures or abnormalities have to be
identified with a tag.
Tagging is a continuous action : every time we detect a failure in the equipment a new
tag must be included.
Tagging
• Identify every failure or abnormality (any type, ev en if it is a small one).
• Fill the tag up : clearly write down the requested information.
• Put the tag as close as possible to the failure / a bnormality.
• One failure = One tag
• Fill up the “Tagging Control” form.
Please : fill up the tags in a clear and legible wa y !!!
Failure Tags
Tag #
Team: ________________ Date: _________________
Name: ________________ Equip.:_________________
Dept.: ________________ Order: _________________
Taken out in : ___________ Signature : ___________ _
Time to repair : _______________
Other Failures / Details
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
______________________________________________
Lack / excessivelubrication
Air / water losses
Beer losses
Steam / CO 2 losses
Losses of _________
Abnormal working
Damaged parts
Missing bolts / nuts
Difficult to clean up
Difficult to lubricate
Noise
Vibration
Abnormal temperatureor pressure
Lack of identification
Exposed wiring
SAFETY
Failures / Abnormalities
Suggestion / Corrective Action
Failure Tag Failure Tag
Fro
nt S
ide
Bac
k S
ide
Priorities definition(Example)
Effect
Ease
High
Medium
Low
HighMediumLow
Priority A
Priority A
Priority C
Priority A
Priority B
Priority C
Priority B
Priority C
Priority C
Step 2
Eliminate sources of dirtiness and difficult to clean / inspect areas :
• Analyse sources of dirtiness and difficult to clean areas
• Implement solutions, update CILT Standards and moni tor results
• Improve difficult to inspect areas
Sources of dirtiness
Losses caused by lack of cleanness
Dust, dirtiness and foreign particles drive the equipment to breakdowns due
to wearing, increased load, obstructions, reduced resistance. They also increase
energy consumption.
Breakdowns
Defective or rejected products can be caused by foreign particles infiltration or incorrect working of the equipment.
Defective / Rejected Products
Accelerated Wearing
Dirtiness reduces the visualisation of leakages, loose parts, speed
reduction etc., causing an accelerated wearing of the equipment.
Dirtiness is equal to extra load or stress, which reduces the equipment
speed and increase the number of minor stoppages.
Lower Speed
Step 3
Improve and maintain CILT Standards :
• Improve efficiency of CILT Standards
• Study lubrication system
• Simplify lubrication system
• Improve lubrication schedule
• Train all operators
• Monitor results
Step 4
Overall Inspection :
• Deeply study the equipment understanding its princi ples
• Promote equipment improvements based on the acquire d knowledge
• Train all operators
• Improve visual management
• Improve inspection standards
• Monitor resultsImprove visual management
Step 5
Autonomous Inspection :
• Detail and integrate CILT Standards with general in spection
• Prepare checklist for autonomous inspection
• Promote a team meeting system
• Improve visual management and operating level
• Monitor results
Step 6
Standardisation :
• Standardise all controls
• Improve maintenance management
Step 7
Autonomous Management :
• Establish full autonomous control,managing the targ ets
Maintenance is a
Process“Maintenance is a process and not only a
department”
Maintenance Process
OUTPUTINPUT
Materials, Services and People Performance
EquipmentPerformance
Maintenance Process Performance
Sup
plie
rs
Cus
tom
ers
InternalExternal
InternalExternal
Planned
Maintenance
OptimalMaintenance
PlannedMaintenance
UnplannedMaintenance
Time BasedMaintenance
CorrectiveMaintenance
Condition BasedMaintenance
BreakdownMaintenance
Scheduled Substitution (PvM)
Scheduled Restoration (Overhaul)
Sensorial Inspection
Technical Inspection (PdM)
Functional Inspection
TPM Tags
Planned Repairs (WO)
Urgent Repairs
MTBF
MTTR
Costs
Maintenance InterventionMaintenance Types
Planned
Type Usage Example
Breakdown Maintenance
Functional failure with downtime of equipment
• Urgent repair XCorrective Maintenance (CM)
Functional failures without downtime of equipment
• TPM Tags• Normal repairs X
Condition Based Maintenance (CBM)
Potential failures• Inspections• Predictive Maintenance X
Time Based Maintenance (TBM)
Failure prevention• Preventive Maintenance• Overhauls X
Unp
lann
ed
Sho
rt
Term
Med
ium
Te
rm
Long
Te
rm
Planned Maintenance(7 steps)
Phase 1 :Reduction of MTBF dispersion
Phase 2 :Extension of inherent service life
Phase 3 :Periodic restoration by fixing deterioration
Phase 4 :Service life prediction
Preparation and improvement of
preventive maintenance
Step 1:Asses equipments and understand current status
Step 2 :Restore deterioration and improve weaknesses
Step 3 :Improve information management
Time Based Maintenance
Step 4 :Implement a Periodical Maintenance System
Condition Based Maintenance
Step 5 :Implement a Predictive Maintenance System
Quality maintenance
structure
Step 6 :Overall Equipment Diagnosis
Complete PMSStep 7 :Improve PM Control System
Step 1
Asses equipment and understand current status :
• Classify priority of equipments (ABC)
• Divide critical equipments in parts, identifying ea ch function (malfunction map)
• Define severity indexes for failures modes
• Make the Breakdown Deployment for each critical equ ipment (Pareto Analysis)
• Measure MTBF / MTTR per line, equipment and part (d efine targets)
...Running
TimeRunning
TimeRunning
TimeRunning
Time
DowntimeDowntimeDowntime
Breakdown# 1
Breakdown# 2
Breakdown# 3
Working
Stopped
Time
BreakdownEquipment stoppages that
involve technical repair, usually substituting damage parts, and that have duration
bigger than 5 minutes
MTBF(Mean Time Between Failures)
Average time between to consecutive breakdowns in the
equipment or line
MTTR(Mean Time To Repair)
Average time to re-establish the operating conditions after a
breakdown
A0(Operational Availability)
Indicates the availability of the equipment when excluded the
breakdowns
MTBF =Running Time
# of BreakdownsMTTR =
Breakdown Time
# of BreakdownsA0 =
MTBF
MTBF + MTTRX 100
BreakdownsPerformance Indicators
Pareto Analysis (Breakdown Deployment)
0
5
10
15
20
25
30
35
40
Fill
er
Con
veyo
r
Labe
ller
Pal
letiz
er EB
I
Oth
er
0
5
10
15
20
25
MECH ELEC INST
0
1
2
3
4
5
6
7
8
MECH ELEC INST
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
MECH ELEC INST
Step 2
Restore deterioration and improve weaknesses :
• Restore machine basic conditions
• Horizontal expansion of solutions to other equipmen ts
• Improve weak points of equipments
• Set standards for critical maintenance tasks (reduc e MTTR)
• Training on maintenance tasks
• Support to Autonomous Maintenance teams
Step 3
Improve information management :
• Systematic breakdown analysis (RCFA)
• Define inspection items / inspection data
• Clarification of roles AM / PM
• Review / integrate the usage of the CMMS
• Implement a Spare Parts Management System
Division of RolesAutonomous (AM) and Planned (PM) Maintenance
Correct operation
Set up and adjustment
Cleaning and countermeasures for defects
Lubrication
Tightening
Routine inspection of usage conditions and deterior ation
Periodic inspection
Periodic examination
Periodic shutdown
Trend control
Unscheduled shutdown
Early detection of the situation (countermeasures a nd communication)
Sporadic repair
Enhancement of material strength
Reduction of load
Enhancement of accuracy
Development of condition monitoring
Improvement of inspection work
Improvement of maintenance work
Enhancement of maintenance quality
Minor maintenance
Mai
nten
ance
Sys
tem
Im
prov
emen
t
Maintenance Activities
Improvement Activities
Normal Operation
Routine Maintenance
Periodic Maintenance
Predictive Maintenance
Breakdown Maintenance
Corrective Maintenance (reliability)
Corrective Maintenance
(maintainability)
Target MeansPreventing
DeteriorationMeasuring
DeteriorationRectifying
Deterioration AM PM
X
XXXXXXX X
XXXX
XX
X XX XX X
X XXXX
Maintainability
Administrative Time
Logistic Time Failure Analysis Time
Repair TimeFollow-up Time
Technical Time to Repair
Failure(Breakdown)
NominalSpeed
Total Breakdown Time
• Reporting• Controlling
• Decision• Planning• Ordering
• Communication
Time to React
• Preparation • Spare Parts
• Moving• Tools
• Transportation
• Fact finding• Cause Analysis
• Manuals• Diagrams
• Fixing• Restoring
• Substitution
• Adjustments• Cleaning
• Set-up• Ramp-up time
Maintenance Data
CMMS
Con
ditio
n B
ased
M
aint
enan
ce
Inspection Plan
Cor
rect
ive
Mai
nten
ance
TPM Tags
Work Request
Repair
Bre
akdo
wn
Mai
nten
ance
Equipment Breakdown
Report
Tim
e B
ased
M
aint
enan
ce
Scheduled Substitution
PlanScheduled Restoration
PlanLubrication
Plan (?)
Task Feedback
Work Order
Task
Report
Report
Report
Step 4
Implement a Periodical Maintenance System :
• Define periodical maintenance methods and plan (TBM )
• Implement a Visual System to control TBM (T-Cards)
• Improve PM system through FTA / FMEA / RCFA
T-Cards System
Step 5
Implement a Predictive Maintenance System :
• Define predictive maintenance technologies
• Define usage areas and responsible (e.g., outsource )
• Define CBM plan
• Train all involved operators / technicians
• Follow up results
CBM(Condition Based Maintenance)
Equipment Condition Main Analysis
Rotating Equipment
Quality of lubricants Ferrography, Viscosity, Spectrography, Gas Chromatography
Loading (vibration, deformation, noise)Low / High Speed Vibration, Balancing, Alignment, Noise measuring
Temperature Case and Bearing Temperature
Static Equipment
Integrity (corrosion, thickness, pitting, scratching, cracking, etc)
Ultrasound, Leakage detection, X-Ray, Gamma Scan, Zyglo
Loading Vibration, Hydrostatic test
Temperature Infrared, Temperature tapes, Pyrometer, Thermo-sensitive paint
Power
Quality of oilDielectric analysis, Viscosity, Spectrography, Gas Chromatography
Loading (vibration and chocking) Vibration analysis, Shock Pulse Meter
Temperature Infrared, Thermography
Power Megohmmeter, Field tests (V, I, Ω)
ControlTemperature Infrared, Thermography
Power MultiAmp, Megohmmeter, Field tests (V, I, Ω)
Mec
hani
cal
Ele
ctric
al
Step 6
Overall Equipment Diagnosis :
• Integrate efforts with Quality Maintenance Pillar ( inspections)
• Support analysis of integration equipment – quality aspects
• Analyse optimal energy consumption, identify gaps a nd take the proper countermeasures
Step 7
Improve PM Control System :
• Improve Budget Control and Reporting System
• Improve Maintenance Cost Control (detail deployment )
• Implement internal benchmarking with the Best Pract ice Machine
• Asses the current system, define improvement points
• Extend activities to other equipments
Quality MaintenanceQuality MaintenanceQuality MaintenanceQuality MaintenanceConceptsConceptsConceptsConcepts
“Zero Defect” can be achieved
Product defects are strongly related to maintenance conditions
A good understanding of the equipment conditions can prevent defects (inspections)
Advanced control of quality parameters is fundamental (SPC)
Quality MaintenanceSome Inter-related Programs
QualityMaintenance
ISO 9000
HACCP
GMP(Good Manufacturing Practices)
Metrology
Quality Pillar harus …Quality Pillar harus …Quality Pillar harus …Quality Pillar harus …
… mengukur dan mendeploy quality losses
… mendeteksi dan membasmi sumber kerugian
… maka akan memperoleh… maka akan memperoleh… maka akan memperoleh… maka akan memperoleh
Mindset switching dari pengendalian mutu produk ke proses pengawasan kemudian ke kondisi manajemen
Suatu system manajemen yang efisien untuk memperoleh keuntungan
Quality Pillar is in change of defining & maintaining
the Zero Defect process conditions
The Qualiti Pillar must first of all quantify and
deploy the Quality Losses
Biaya non qualitasBiaya non qualitasBiaya non qualitasBiaya non qualitas
WasteWasteWasteWaste
ReworkReworkReworkRework
DowngradeDowngradeDowngradeDowngrade
Aktifitas pencegahanAktifitas pencegahanAktifitas pencegahanAktifitas pencegahan Keseragaman produkKeseragaman produkKeseragaman produkKeseragaman produk
Internal QualityInternal QualityInternal QualityInternal QualityInternal QualityInternal QualityInternal QualityInternal Quality External QualityExternal QualityExternal QualityExternal QualityExternal QualityExternal QualityExternal QualityExternal Quality
Customer claimsCustomer claimsCustomer claimsCustomer claims
Kepuasan pelangganKepuasan pelangganKepuasan pelangganKepuasan pelanggan
Audit pada produk jadiAudit pada produk jadiAudit pada produk jadiAudit pada produk jadi
The Quality Pillar must first of all quantify and deploy the quality losses
Customer claims deployment
CustomerC
Contribution of TPM pillars to the Contribution of TPM pillars to the Contribution of TPM pillars to the Contribution of TPM pillars to the
improvement processimprovement processimprovement processimprovement process
Quality MaintenanceExample : 4M Matrix
4M Analysis
Table
Team
Line
Equipment
In Charge
Date
Page
Defect Related Causes
1 2 3 4 5...
... Machine Man Material Method
Foreign G
ases
Foam
ing
Low level ... ... ... ...
• Accuracy• Wear• Failures• Environment• Dimensions• Alignment• Design• Specifications• Sensors
• Forgetting• Overlooking• Error• Training
• Work pieces• Quality• Surfaces• Damages• Dimensions• Spares• Substitutions
• Cleaning• Lubrication• Operation• Inspection• Ranges• Set up• Adjustments• Procedures
Item Class Specification Cause Cause Cause Cause
1
2
3
4
5
6
...
...
71717171
TPM
Steering Committee
AM Pillar PM Pillar FI Pillar
AM
teamPM
teamFI
team
TPM Action MatrixQuarterly Deployment /Target Setting
G-A-B
KPI’SHeineken
ManufacturingStar
TPMSteering Committee
Detailed Deployments by Pillars
Focused Improvement PillarEvaluate all the deployments
concerning costs
TARGETS
TEAMS
The Pillars launch and support teams
Continue Improvement Loop
TEAM BOARD
From the From the From the From the Area loss level Area loss level Area loss level Area loss level to the team level.to the team level.to the team level.to the team level.
From the BREWERY From the BREWERY From the BREWERY From the BREWERY level to the main loss level to the main loss level to the main loss level to the main loss
in the Areain the Areain the Areain the Area
GOOD RESULTS
GAPS FTR
0200400600800
10001200
22 x 20 x 16x 12x 9 x
Extract losses
020040060080010001200
22 x 20 x 16x 12x 9 x
Monthly KPI Follow up
Quality
Maintenance
QA Matrix
Failure Mode SeverityHistorical Data
SpecificationFiltration Filling ...
Type Frequency Filtering CIP Rinsing Filling Crowning ... . ..
Defects
Excessive O 2 B In Process 5 % < x
Lack of CO 2 ACustomer Complaint
0,1% X < Y < Z
... ...
Quality Assurance
Quality Control
LSC
LIC
LC
QM establishes the relationship among the equipments, the processes and the quality parameters, defining and
controlling activities to achieve zero defects
Education &
Training
Department : Responsible :Training Plan # : Evaluation Date :
Wor
k / T
ask
Cla
ssifi
catio
n
Dra
win
g
Lubr
icat
ion
Saf
ety
# 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Item
s
Technicians Max
imum
Poi
nts
Tot
al P
oint
s
%
A
B
C
...
ClassificationLevel 1 - Doesn't know the issueLevel 2 - Knows the issue but doesn't execute itLevel 3 - Can do it up to a certain levelLevel 4 - Executes the task with confidenceLevel 5 - Can teach other technicians
Rad
ioac
tivity
pro
tect
ion
Personnel Training
Pre
ssur
e,
Pne
umat
ics
and
Hyd
raul
ics
Wea
ring
part
s
Com
plem
enta
ry
Kno
wle
dge
Oth
ers
Pum
ps m
aint
enan
ce
Spa
re p
arts
con
trol
Vib
ratio
n an
alys
is
...App
lied
lubr
icat
ion
Inst
rum
enta
tion
... Ele
ctric
Mot
ors
... ... ... Tec
hnic
al d
raw
ing
Val
ves
Sol
enoi
d-va
lves
Cyl
inde
rs
...Fai
lure
ana
lysi
s
Spe
ed c
ontr
olle
rs
... ...Mai
nten
ance
tool
s
Scr
ews
and
nuts
... ... Mec
hani
cal a
djus
tmen
ts
Wel
ding
... ... Gea
rs a
nd g
ear-
boxe
s
Sco
re
Bas
ics
Tec
hnic
al S
kills
Inst
alla
tions
Initial Phase
Control
Start-up period
Target
OP
I
0
# of
Fai
lure
s
Des
ign
Man
ufac
turin
g
Dec
omm
issi
onin
g
Inst
alla
tion
Pro
duct
ion
Flo
w
Start-upperiod
Target
OP
I
0
# of
Fai
lure
s
Des
ign
Man
ufac
turin
g
Dec
omm
issi
onin
g
Inst
alla
tion
Pro
duct
ion
Flo
w
Conventional Start-up Vertical Start-up
Safety &
EnvironmentA
ctio
ns
AM Pillar Development
PreventiveActions
CorrectiveActions
Keep equipment in perfect conditions to obtain maxi mum safety level
Preventive Actions :• Related to the steps of
Autonomous Maintenance, during equipment restoration
• Specific risk analysis
Corrective Actions :• Historical analysis of root cause
of accidents• Horizontal expansion to other
equipments
TPM Office
TPM Office
AM Office SI OfficeMeasurement and
Control
OrganisationalImprovement
FlowImprovement
Performance
TPM Pillars
Planned Maintenance(roots)
Autonomous Maintenance(ground)
Initial Phase Control(leaves)
Quality Maintenance(insecticide)
Focused Improvements(pruning)
Education & Training(water)
Profit(fruits)
Safety & Environment(protection)