Extend Equipment Life and Productivity with TPM
One of the critical building blocks of the Lean process, Total Productive Maintenance (TPM) is an easy-to-implement system that allows you to increase your equipment’s capacity by 25%-60%, reduce maintenance costs by 10%-50%, eliminate overtime shifts and increase productivity and profits — all while preventing unexpected and potentially catastrophic machine breakdowns. Maximize your productivity and take a proactive approach to unplanned downtime with TPM!
Typical benefits of TPM include:
- Overall Equipment Effectiveness (capacity): 25-65% improvement
- Quality defect: 25-50% improvement
- Maintenance Expenditure: 10-50% improvement
- Percent planned vs. unplanned maintenance: 10-60% increase in planned maintenance
It’s a manufacturer’s nightmare: You have a short shipping window for delivering a huge order to an important customer, and that one machine that always gives you trouble—the older one that makes the parts used in almost every product you manufacture—decides to break down. All of a sudden you can’t ship product. That’s where Total Productive Maintenance (TPM) can help. TPM is a process that maximizes the productivity of your equipment for its entire life. It’s a proactive method for predicting and preventing unplanned downtime.
One of the critical building blocks in the lean continuous improvement process, TPM can increase a machine’s capacity by 25%-60%, reduce maintenance costs by 10%-50%, virtually eliminate overtime shifts, and increase productivity and profits. In addition, TPM allows you to carry lower inventory levels because you don’t need to cover unplanned downtime.
Initial data commonly show that, without a TPM program in place, during a 12-hour day, a machine on average is operating only 40 percent of the time. The two major reasons for 75 percent of the breakdowns are improper lubrication and contamination. The rest of the downtime is due to minor stoppages, long setup and adjustment times, breakdowns, and so on.
The TPM Process and Overall Equipment Effectiveness (OEE)
A TPM project typically uses a modified kaizen format and can span several weeks.
- Training: A team of people is selected, including machine operators, craft maintenance people, supervisors, and management. The process begins with a day of training, simulations and case studies, plus instruction on how to work in teams. The team also learns how to collect Overall Equipment Effectiveness (OEE) data, a simple but very powerful TPM tool.
OEE is shop floor-collectable data that documents how long a machine is actually running, how long it’s down, how many reworks are needed, and so on. OEE provides an easily applied and understandable way of measuring machine utilization. It also serves as a record over time of a machine’s performance and can be used over and over again as a reference guide for future troubleshooting. The TPM team then decides which equipment to target first for improvement.
- OEE Data Collection: During the next three weeks, the first OEE data is collected. This is done by the machine operators themselves, on all shifts. This data serves as baseline data for the project and shows where the problems lie.
- OEE Data Analysis/Problem Prioritization: The team meets to analyze the OEE data and prioritize the problems it uncovers. The problems can be categorized according to the “six big losses” that reduce a machine’s efficiency: breakdowns, setup and adjustment loss, idling and minor stoppages, reduced speed, defects and rework, and startup and yield loss. From there, the root causes of these problems can be targeted and corrected.
- TPM Implementation: Next the team works to restore the equipment to make it as reliable and productive as it is capable of being. Using the OEE data, high failure rate areas are identified and the necessary repairs performed. Then daily and periodic maintenance schedules are established.
A 5S factory organization and cleanup project is also part of the TPM process. Up to 75 percent of unplanned downtime on machines is caused by contamination or improper lubrication. By keeping the machines clean, contamination and leaks are easily identified and can be corrected immediately.
Get to know Eric Decker, Business Development Leader
“The organization’s mission to help improve and strengthen Wisconsin’s manufacturers aligns very closely with my own. I’ve known the WMEP and its staff through my various roles over the years and have always had a lot of respect for the organization.”
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