In%20order%20to%20understand%20anything,%20you%20must%20not%20try%20to%20understand%20everything

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• In order to understand anything, you must not try
  to understand everything
• Aristotle

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efficiency ?
1 universality
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focus!
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Our focus today,Total Productive Maintenance
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Thinking Hats
With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them. This is where you analyze past trends, and try to extrapolate from historical data. 'Wearing' the red hat, you look at problems using intuition, gut reaction, and emotion. "Putting on my red hat, I think this is a terrible proposal." Usually the feeling is genuine but the logic might not be too great for others to understand.
Using black hat thinking, look at all the bad points of the decision. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them. Black Hat thinking helps to make your plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.
The Green hat focuses on creativity the possibilities, alternatives, and new ideas. It is a freewheeling way of thinking, in which there is little criticism of ideas. The Blue Hat is used to manage the thinking process. "Putting on my blue hat, I feel we should do some more green hat thinking at this point."
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Maintenance, Maintenance, Maintenance,
Maintenance, Maintenance, Maintenance,
Maintenance, Maintenance, Maintenance,
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Maintenance
Maintenance
Breakdown Predictive Preventive
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Total Productive Maintenance
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Keeping the current plant and equipment at its
highest productive level through cooperation of
all areas of the organization
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Maintaining improving equipment
capacityMaintaining equipment for lifeUsing
support from all areas of operationsEncourage
input from all employeesUsing teams for
continuous improvement
!
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Downtime LOSSES
VARIOUS LOSS AREAS
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Planned
Downtime

• Start-ups
• Shift Changes
• Coffee and Lunch Breaks
• Planned maintenance shutdowns

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Unplanned
Downtime

• Equipment breakdown
• Changeovers
• Lack of materials

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Reduced Speed
LOSSES

• Idling and minor stoppages
• Slow downs

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Poor Quality
LOSSES

• Process nonconformities
• Scrap

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Calculating Downtime Losses

• Downtime Losses are measured by Equipment
  availability
• A (T/P) x 100

A Availability T Operating Time (P-D) P
Planned Operating time D Downtime
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Calculating Reduced Speed Losses

• Reduced Speed losses measured by performance
  efficiency
• E ( C x N ) / T x 100

E Performance Efficiency C Theoretical Cycle
Time N Processed Amount (Quantity) T
Operating Time (P-D)
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Calculating Poor Quality Losses

• Poor Quality Losses measured by rate of quality
  products produced
• R ( N Q ) / N x 100

R Rate of Quality Products N Processed Amount
(Quantity) Q Nonconformities
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Calculating Equipment Effectiveness

• Equipment Effectiveness is the products of
  previous metrics
• EE A x E x R

EE Equipment Effectiveness
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TARGET Equipment Effectiveness
85
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TARGET Equipment Effectiveness
Hands-on with Calculations
Last weeks production numbers on manufacturing
center JL58 were as follows Scheduled
operations 10 hours/day 5 days/week Manufactur
ing downtime due to meetings, Material outages,
training, breaks and so forth 410
minutes/week Maintenance downtime scheduled and
equipment breakdown 227 minutes/week Theoretica
l (Standard) Cycle time 0.5 minutes/unit Produc
tion for the week 4450 units Defective parts
made 15 units P 10 hours/day x 5 days/week x
60 minutes/hour 3000 minutes/week D 410
minutes/week 227 minutes/week 637
minutes/week T ( P D ) 3000 637 2363
minutes Please calculate A ( T / P ) x
100 (Equipment Availability) E (C x N) / T
x 100 (Performance Efficiency) R ( N Q
) / N x 100 (Quality Products produced) EE
A x E x R (Equipment Efficiency)
85
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Target Equipment Efficiency 85

• HOW do we achieve 85 EE?

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Break

• We however request Green Hats to start thinking
  about the problem, when well return, well
  discuss about the ideas given out by the Green
  Hats.

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TARGET Equipment Effectiveness
85
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Total Productive Maintenance
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Total Productive Maintenance Recipe
Learn the new philosophy Promote the new
philosophy Fund the training and train
everyone Identify areas of the needed
improvement Formulate performance goals Develop
implementation plan Establish autonomous work
groups
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Life is the art of drawing sufficient
conclusionsfrom insufficient premisesSamuel
Butler