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Thank You PowerPoint Presentation

Thank You

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Thank You

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  1. Thank You For Not Smoking

  2. SUPPLIER DEVELOPMENT QUICK SET-UP PLANT, MACHINE, OFFICE LAYOUT PEOPLE SUPPORTIVE PRACTICE LEAD TIME 20 REDUCTION KEYS LEVELING/ SMALL LOT EMPLOYEE INVOLVEMENT/ WHITE SHIRT * People Excellence * Production Excellence * Business Excellence PROCESS CAPABILITY SIX SIGMA Pull System CONTAINER TOTAL PRODUCTIVEMAINTENANCE -IZATION/ TRANSPOR- TATION WPO & VISUALMANAGEMENT ERROR PROOFING

  3. TPM STRATEGIES Loss Elimination Operator Autonomous Maintenance Planned Maintenance System Six Supporting Strategies To TPM Initial Control System Education And Training Zero Defects

  4. What Do The Following Slides Have In Common ?

  5. What Did The Previous Slides Have In Common ? All Pictures Show Owner Involvement In Maintenance or Restoring Processes

  6. TPM . . . . . What It Is A support process for AMPS. Upgrading and improving equipment. A people skill building and training process. Part of daily activities.

  7. Why Do We Need TPM ?? • Competition • Current Condition • JIT . . . . To Support AMPS

  8. What Is The Origin Of Total Productive Maintenance ? From: United States - Henry Ford - Preventive Maintenance To: Japan - Nippon Denso - Productive Maintenance

  9. What Does TPM Stand For ? Includes: T Total Total Production System Productive P Perfect M Maintenance Management, System Control

  10. Definition: A set of activities for restoring equipment to its optimal condition and changing the work environment to maintain those conditions through daily maintenance activities.

  11. Objective: To restructure the corporate culture through behavioral changes and equipment improvements. TEAR WALL DOWN THE

  12. TPM Intent: To upgrade the capabilities of all company members through education, training, and participation.

  13. Purpose: To identify productivity losses and involve all members of the company in loss elimination programs. L O S S

  14. What Are The Benefits For YOU? • Safe Work Environment • Job Security • Improved Quality • Increased Productivity • Improved Skills

  15. SUPPLIER DEVELOPMENT QUICK SET-UP PLANT, MACHINE, OFFICE LAYOUT PEOPLE SUPPORTIVE PRACTICE LEAD TIME 20 REDUCTION KEYS LEVELING/ SMALL LOT EMPLOYEE INVOLVEMENT/ WHITE SHIRT * People Excellence * Production Excellence * Business Excellence PROCESS CAPABILITY SIX SIGMA Pull System CONTAINER TOTAL PRODUCTIVEMAINTENANCE -IZATION/ TRANSPOR- TATION WPO & VISUALMANAGEMENT ERROR PROOFING

  16. TPM is a Team Effort • Team AM Begins and works it’s way through all employees including the NewHire of Today. • Smaller Teams are Taking over Responsibilities Once Handled Exclusively by Managers and Supervisors.

  17. TPM Class Make-up • All Shifts Of Production Operators • Unit Maintenance/Tool Personnel • Unit Management • Plant Management

  18. Photo Of Operators In Initial Clean-Up

  19. Photo From President’s Clean-Up

  20. Current Conditions To Improve: Oil Socks Around Machines Workplace Organization

  21. Current Conditions To Improve: Oil Socks Around Machines Workplace Organization

  22. What Can Be Expected? Productivity: • Value added improvement 1.5 to 2 times. • 40% reduction in breakdowns. • Overall equipment efficiency up 1.5 to 2 times. Quality: • Reduction in Work-In-Process (WIP) defects. • Reduction in Parts Per Million (PPM). Cost: • Production costs reduced by 30%. • Quality cost reduced by 30%.

  23. What Can Be Expected? Delivery: • Reduced finished goods inventory by 50%. • 100% on-time delivery. • Reduced premium freight by 60%. Safety & Morale: • Zero accidents. • 5 -- 10 suggestions per employee. Education: • Skill upgrading of employees.

  24. Comparison Of Key Indicators Before / After AMPS / TPM AfterAMPS AfterTPM Indicator Before Labor As A % Of Sales Scrap As A % Of COS Finished Goods Inventory Cost Of Quality Parts Per Million Delivery 28.9% 5% 5 Days 15% 2500 98% 21.2% 1.5% 1.2 Days 5.6% 37 100 % 18 % 0.7% 0.5 Days 4.0% 7 100 %

  25. 60% 55.00% 50% 40% 30% 20% 15.00% 10% 8.00% 0% Corrective Corrective Preventive Predictive “Maintenance personnel in half of U.S. plants spend 50% of their time fixing problems instead of preventing them.” Maintenance Technology, Inc. 1992

  26. Equipment Failure Statistic Of Equipment Failures Are Due To Poor Lubrication Management 37% Lubrication Method 13.0% Lack Of Lubricant 24.0% Other Equip. Failures 63.0% Source: JIPM

  27. Equipment Failure Statistic Of Equipment Failures Are Due To Dirt And Poor Clean-Up Habits 12% Lubrication Method 13% Lack Of Lubricant 24% Dirt 12% Other Equip. Failures 51% Source: JIPM

  28. TPM Measurements : • # of Equipment Failures • Minor Stoppages • Maintenance Costs • Accidents • Defect Rate • Downtime • Planned • Unplanned • Changeover Time • Equipment Check Time • Clean-up Time

  29. In-Company Defect Cost Rate Delivery Rate MEASUREMENTS PPM Percent, % 1200 1000 Better 8 Points 95 800 1 - 90 3 600 Better 85 400 200 80 '90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9 '90/9 '91/3 '91/9 '92/3 '92/9 '93/3 '93/9

  30. MEASUREMENTS Improvement Suggestions Accidents Suggestions/Year Accidents/Year 100 5 4 80 Better Better 3 60 32 Times 2 40 1 20 0 0 1990 1991 1992 1993 1990 1991 1992 1993

  31. VIDEO INTRODUCTION TO TPM