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)