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World Class Manufacturing PM –

Machine Ledger and PM Calendar
January 21, 2019
2 1,158 8 min read

7 steps of PM
 Step 1. Elimination of forced deterioration and prevention of accelerated
deterioration
 Step 2. Reverse deterioration (Breakdown Analysis)
 Step 3. Establishment of maintenance standards
 Step 4. Countermeasures against weak points of the machine and lengthened
equipment life
 Step 5. Build a periodic maintenance system
 Step 6. Build a predictive maintenance system (trend management)
 Step 7. Maintenance cost management. Establishment of a planned maintenance
system

Machine Ledger
Who needs to have a Machine Ledger?

Machine Ledger and PM Calendar

 Machine Ledger Development (Plan-Do-Check-Act
approach)

(PLAN) Select the team

 Select the Technicians with higher technical skills (i.e. Technical Trainer,
Maintenance Lead Hand)
 Pair him/her with entry/developing level Technicians.
 It is a resource intensive activity. Plan it well with clear deliverables x maintenance
cost & OEE improvement
o One machine of 2000 components
o 1st machine ledger: 2 Technicians 100% for 10-12 weeks
 Allow the team time to study the machine ledger theory and equipment manuals

(PLAN) Focus on pilot machine

Select your No.1 PM – AA model machine based on

Cost Diagram
 (DO) De-compose machine into
components
 Divide the machine into subgroups
 De-compose the subgroups into each component
 Classify each component into ABC
 Gather component’s spare parts information
 Define maintenance strategy
 Link components to other pillars (first AM & Q, then others)

Divide the machine into subgroups

De-compose every subgroup into each component

Classify components into A, B, C

Gather component’s spare parts information

Define PM Strategy
Find the link with other pillars
(DO) Create PM calendar using machine
ledger

(DO) Valuable information

Update it real time and understand trends to improve

Q: What is our PM completion rate? Should be 100%

Can be calculated by week or by component and can we extend the frequency

of our PMs and reduce cost?
Q: When are the BD happening? Before/after PM, how close to the next PM?

One in between PMs, one just after PM (link with T&E pillar), one in week 37
due to lack of basic conditions (link with AM)
Q: What are the root causes for the BDs?

Enterprise Wide Optimization (EWO) will provide those details. In our cases
there were related to lack of PM (PM), insufficient skills (T&E/AM/PM), and lack
of basic conditions (AM)
Q: How much extra unplanned maintenance?

Look for the blue triangles and ask yourselves follow up questions such as: Why
did we have to do unplanned maintenance? How much are we spending on
unplanned activities, should we shorten the PM frequency?
Q: Can I increase the frequency of the PM and reduce cost?

We did not perform the scheduled maintenance on the belt and we have not
had any breakdown – There is an opportunity to evaluate extending the PM
frequency.
Q: What is the MTBF and MTTR for each component?

They both should be updated every time we have a breakdown. If we have

eliminated all the breakdowns, then we measure MTTR (Mean time to replace)
instead of MTTR (Mean time to repair).
Q: How does the MTTR compare against the standard time?

You can see if we are spending more or less vs. the standard time to complete
the task by comparing MTTR and the Standard duration identified in the PM
strategy section. If higher than standard, review the root causes.
Q: What components and time do I need for my next Shutdown in week 52?

Look at the components and standard duration of activities for the shutdown
week and plan your shutdown in advanced.
(DO) How do we get the benefits
 (DO) Other benefits that you can get as you
do the activity
 Restore the equipment to basic conditions
 Define critical parameters
 Apply visual controls to sustain the basic conditions
 Identify, create or update the most critical Standard Maintenance Procedures
(SMP)
 Update or create training manuals
(CHECK) Monitor breakdowns &
maintenance cost results

Monthly tracking of results showing each step start &

end date
(ACT) Expand quickly into AA machines,
then A, B, C
 (ACT) Summary of key points
 Link the machine ledger with the PM calendar since the beginning.
 The machine ledger and PM calendar together are the single most powerful tool to
drive maintenance results (cost and performance).
 They provide the horizontal view of your maintenance activities and improvement
opportunities
 Track KPIs on a monthly basis to check the results
 Breakdown analysis
October 25, 2018In : 5 Why Analysis

0 992 4 min read

Let’s review an example of Breakdown Analysis of the failure that occurred in

real life in material handling department of manufacturing factory:

Step 1. 5W+1H and Phenomenon Summary

Start your Breakdown analysis by answering six simple questions: 5 whys and 1
how
5W+1H
Description
Example
What
What happened? What is the problem?
Mix is not being dispensed from feeder tank
Where
Where did you see the problem? (Production Line, Machine and Location)
Line X feeder tank
Which
Which trend (or pattern) did you see? (Recurring or Sporadic)
Recurring (3rd time in 1 year)
When
When did the problem occur? (Changeover, normal operation, PM or start-up)
Normal operation
Who
Is the problem related to skill? (Either skill dependent or skill independent)
Skill independent
How
How is state changed from normal?
Paddle is not turning

Phenomenon Summary
Use all answers from 5W+1H to construct description of the issue
(HOW+WHAT+WHERE+WHEN+WHICH+WHO)

The paddle isn’t turning and mix is not being dispensed from feeder in Line X
feeder tank in downfeed during normal operation, it’s recurring (it has happened
3 times in 1 year) and was skill independent.

Step 2. Why-why analysis

Why
Answer
Why (The paddle isn’t turning and mix is not being dispensed from feeder in Line X
feeder tank in downfeed during normal operation, it’s recurring (it has happened 3
times in 1 year) and was skill independent)
Gearbox was seized
Why (Gearbox was seized)?
Lubrication failure
Why (Lubrication failure)?
Mix had contaminated gearbox oil
Why (Mix had contaminated gearbox oil)?
Mix was spilling on top of the seal of gearbox
Why (Mix was spilling on top of the seal of gearbox)?
Mix feeder design allows mix to leak onto gearbox – design flaw

Step 3. Major code

Major Code
Description
Mech
Mechanical
Elec
Electrical
Oper
Operational
Compound
Compound, Mechanical, Electrical or other
Hydr
Hydraulic
Pneum
Pneumatic
Fasten
Fasteners

Step 4. Breakdown Reason

Breakdown Causes described here

Immediate Actions Taken

Description
Example
What did you do immediately to put it back to operating condition
Cleared mix spillage and replaced gearbox
Step 5. Countermeasures
Countermeasure
Description
Example
Immediate
What can you do right now to prevent recurrence of the breakdown
Replace with “sealed” gearbox to prevent future mix contamination
Intermediate
Is there a better solution to reduce loss?
Replace gearbox oil every 60 days
Long term
What is solution to eliminate future re-occurrences?
Design and install new seal in all tanks
Visual indicator
Can we use visual indicator to detect issue? Anything we can actively do to show the
abnormality before it happens?

Breakdown Analysis Template

 To download breakdown analysis template, follow this link

Five Causes of Equipment

Breakdowns
February 17, 2019In : Autonomous Maintenance
0 574 3 min read
When equipment breaks down it is necessary to find root cause of the problem.
Let’s review five main causes.

Forced Deterioration
These breakdowns are caused by:

 Lack of Cleaning (accumulation of Dirt and Dust);

 Lack of Inspection (e.g. loose nuts, bolts, etc);
 Lack of Lubrication.
 Lack of Basic Conditions (CIL) !
What will happen…

 if you never clean your stove?

 if you never check the air in your car’s tires?
 if you don’t change the oil in your car for 100,000 miles?
Example:

Forced Deterioration – Countermeasures

 Cleaning Standards – ensure parts are clean and SOCs are removed;
 Inspection & Visual Control – ensure nuts and bolts are in the right place;
 Lubrication Standards – ensure parts are well-oiled and running smoothly.

Natural Deterioration
These breakdowns are caused by:

 Friction and contact between parts;

 Friction between parts and the environment.
 Every Mechanical Part has a limited
life-span, therefore even under basic
conditions (CIL) natural deterioration
will occur.

What will happen…

 if you never change the brakes of your car?

 if you use the same shoe everyday for 2 years?
 after water flows in a pipe for 100 years?

Natural Deterioration – Countermeasures

 Time Based Maintenance (TBM)

Weak Point Part

Breakdowns caused by components that were not correctly designed to support
their function. Component can suffer:
 Overload
 Over heating
 Corrosion
 Accelerated wear
It’s the same as:

 A chair breaking repeatedly, even if you keep replacing it;

 The brake in your car failing repeatedly despite maintenance.

Weak Point Part – Countermeasures

 Redesign component

Out of Operating Condition

These breakdowns are caused by:

 Equipment being ran out of specified conditions. Specified conditions might be:
o Temperature
o Speed
o Air Pressure
What will happen if you…

 Plug your 110V hair dryer in a 220V receptacle

 Dry your cat in the microwave
 Drive an Indy Car in the city
Example:
 Out of Operating Conditions – Countermeasures
 One Point Lessons
 Visual Controls
 Match Marks

Lack of Knowledge
 Breakdowns related to lack of knowledge of:
 Machine operation
 Machine repair
 Installation
It’s the same as:

 YOU driving a Nascar car during a race TODAY!

 You needing to pilot a jet flight

Lack of Knowledge – Countermeasures

 One Point Lessons
 Training
 Maintenance Standards


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Blog

12 Step Kaizen Story

2 weeks ago

0 1,347 11 min read

The Key Tool for Executing Continuous

Improvement
12 Step Kaizen is a Better Defined CAP-Do
 Check
1. Identify where the losses are
2. Justify the subject selection by stratifying the data
3. Understand the process and equipment
4. Grasp the actual situation (Identify the Phenomenon)
5. Establish the objective
6. Establish a Work Plan
 Analyze
7. Determine Root Cause
 Plan
8. Propose Countermeasures
 Do
9. Carry out countermeasures
10. Verify results
11. Standardize improvement
12. Make future plans

Step 1. Identify the losses

 Selection & Justification of the subject
Reason why you chose the subject:

 Analyze the loss and make clear why you chose this loss
 Classify and quantify the loss
 Make clear what exactly you want to do with that loss…i.e. Improve the packing
process task

How exactly do you want to improve?

Reduce the number of tasks involved?

Improve the productivity?

Revise and improve ergonomics?

Step 2. Justification of the subject

 Step 3: Understand the Process &
Equipment
 Collect Data
 Go to the “Gemba” (actual place)
o Observe
o Take Photographs / Videos
o Interview
 Understand the Ideal Situation
Collect the Available Data
 Assemble all available related data from Loss Tree Analysis

Go to the “Gemba” (or “actual place”)

 Take Photographs / Videos
 Observe
 Interview
Understand the Ideal Situation
 Summary of the process in question
 Summary of equipment in question
 Structure and mechanism of important points (Structure diagram, lay out)
Understand the basic rules and principles
 Confirm and review basic knowledge for cause analysis
Step 4: Grasp the Actual Situation
(1) Clearly define the control characteristics
 For example, what is the defect?
 How can you quantify it?
 What time unit do you use to control this data? Monthly? Daily?

(2) Establish Benchmark (initial reference point)

 If you do not know the level where you originally were before making the improvement,
you will not be able to measure the improvement after applying the countermeasures.
 The benchmark should be the average of several months
 If you are dealing with a breakdown, you need the data of at least 3 months. If this
breakdown does not happen often, you will need the data of > 3 months
Turn the “problem” into a “Phenomenon”

Phenomenon Means:
 Observing the facts with our own
eyes & all senses
 The facts without presumption
5 Why 1 How (5W 1H) Define problem, use loss data
What:
What thing or product did you see the problem on?

When:
When did the problem occur?
 Where:
1. Where did you see the problem? (Line/Machine/Location)
2. Where on the work or material did you see the problem?
Who:
Is the problem related to skill? (Skill dependent or independent)

Which:
Which trend (pattern) did you see the problem have?

Is the trend random or is there a pattern?

How:
How is the state different from normal condition?

Cause is NOT assigned or implied in the Phenomenon

statement.

CHECK: 5W1H Graphically

 Step 5: Establish the Objective

 What?: Control characteristics that were defined in Step 4?

 For when?: Due date to solve the problem
 What to do?:Numeric objective (Value)
Establish an ambitious but feasible target
Step 6: Make a Plan
 Step 7: Perform Cause Analysis
 Get to the root cause that makes the problem occur and have a clear picture of what is
wrong.
1. 5 Why – Approach the 5 Why from the 4M standpoint.
2. Why-Why – Think of all thinkable causes based on the principles and basic rules.
The 5 Why

Root Cause Analysis – 5 Why

 Causes to Consider
Equipment Branch
 Improper Equipment Ordered
 Poorly Designed Equipment
 Inadequate Maintenance
 Wear & Tear
 Abuse or Misuse
Procedural Branch
 Lack of Procedures
 Inadequate Procedures
 Misunderstood Procedures
 Failure to Warn or Respond
Note: Large losses often occur because of failure to take timely action
Behavioral Branch
 Lack of Knowledge
 Lack of Skill
 Physically Incapable
 Lack of Motivation
Step 7: Perform Cause Analysis – Types of
Losses
Sporadic vs Chronic Losses
 Sporadic
 o Problem has not always been there
o Relationship between cause & effect is clear
o Causes are traced easily
o Easy to establish remedial measures
o Remedial measures are commonly known
 Chronic
o Problem seems to have always been there
o Problem returns even when countermeasures are in place
o Causes cannot be clearly identified
o Relationship between cause and effect is not clear
o Remedial measures are inventive, not traditionally used

Step 8: Propose Countermeasures

 Study and evaluate countermeasures that are permanent and don’t allow the
recurrence.
 Select the improvement measure considering the following points;
o the cost,
o the restricting conditions,
o impact on other processes and problems
 Review and Prioritize Possible Actions
 Short and Long Term Actions
 Assemble Required Materials
 Schedule Work
Detailed Action Plans for Short Term, Intermediate and Long Term:

Short Term Action – within 1 week

Intermediate Action – within 1 month
Long Term Action – greater than 1 month
Step 9: Carry Out Countermeasures
 Even if the countermeasure is excellent, if the execution is not correct, the problem
will not be solved
 You will need a mechanism to follow up on:
o If actions are completed by due date
o Who is accountable if actions are not completed
 You will need a mechanism to measure and report results:
o What is reported, to whom, how often ?
o What is the period of sustainable results required to achieve verification (Step 10)?

Step 10: Verification of Results

 Decision Point: Were Objectives Obtained?
 Review data for the agreed period (typically 90 days)
 Was the objective stated in Step 5 achieved?
o If YES, progress to Step 11
o If NO, return to Step 7 and re-Analyze

Step 11: Standardize

 In order to prevent recurrences, clarify what items really have to do with the cause and
need to be maintained & controlled.
 The results should be classified as follows so that you can
sustain and control them:
o Equipment related
 “Cleaning, inspection and lubrication standards”
 “Annual Maintenance Program”
 “OPLs”
 “QM Matrix” (Quality)
o Labor related
 “Manual for procedures and labors”

Use the standards and verify that the

results are being sustained.
Create OPLs
 Develop / Revise Standards to Hold the Gains
o Training Standards (i.e. One Point Lessons)
o Cleaning, Inspection and Lubrication Standards *
o Standard Operating Procedures *
o Processing Standards *
o Maintenance Standards *
o Engineering Standards *
* Do not forget to revise all SOPs and Standards to include information
from OPL’s
Step 12: Define Future Plans
 Ask yourself:
 What can you do to obtain greater results?
 What do you have to do to sustain and control the results?
 What other related subjects are there?

Safety, Health and Environment Rules

– SHE Pillar
3 weeks agoIn : Safety
0 1,229 6 min read
Every manufacturing facility should have a set of SHE rules for workers and
visitors/contractors. Rules must be designed in accordance with company
policies as well as local legislation.

Please see below an examples of Safety, Health and Environment Rules:

1. Work at Heights
o Work involving a height of 2m or above requires work permit and fall arrest
equipment
2. Electrical Work
 o Work involving electricity can only be performed by qualified and authorized
professionals
3. Lockout Tagout (LOTO)
o Equipment with powered parts must be locked out / tagged out before work
begins. Any interventions while a machine is moving or able to move is strictly
forbidden
4. Forklifts
o Always walk on the pathways and stay clear of forklifts. Report unsafe situations
to supervisor immediately
5. Never carry out tasks without adequate training
o Do not carry out tasks unless qualified to do so. Always follow proper
procedures for each activity. Ask questions when in doubt
6. Personal Protective Equipment (PPE)
o Wear appropriate PPE for each area/task. Always maintain your PPE in good
condition
7. Visitors
o Visitors should always be accompanied by a company host supervisor/manager
and wear appropriate PPE
8. Contractors
o Contractors must follow all Company’s rules and procedures and always wear
appropriate PPE
9. Clean and Orderly work environment
o Keep area tidy and place all trash in appropriate waste bins
10. Report accidents and incidents
o Report all accidents and incidents immediately to your supervisor – including
property damage and near misses
11. Ergonomics
o Use proper posture and position. Utilize appropriate equipment for
transportation and lifting
12. Respect all signage
o Respect and obey all signage. Walk, never run!
13. Mobile Phones
o The use of mobile phones is laid out in the ‘Smart Phone Policy’. Never walk
and talk or text!
14. Smoking
o Smoking is prohibited, except for at the designated smoking area off company
property at the site entrance
15. Right to refuse work
o If a task given is deemed to be unsafe, the employee has the right to refuse to
perform such task in accordance with OHSA. Immediately call your supervisor
16. Emergencies
o Sound the alarm. For evacuations, proceed to assembly point. Never re-enter
the building unless told it is safe to do so.
 Three Golden Safety Rules
 These three rules are considered the most critical in Manufacturing facilities;
 The rules are designed to protect you and your work colleagues;
 Breaking any of these rules will result in disciplinary action and potentially instant
dismissal or in case of third party contractors – banning from working at current
location or company wide.
 Rule 1. Working at heights. It is considered “Work at heights” if the task involves
working where your feet are 2 meters or higher above the ground. The standard is
stricter (less than 2m) in cases where there is a hazard below where the worker
could fall and hurt himself. Work at heights must only be carried out by qualified
and authorized employees.
 Rule 2. Electrical Work. All electrical work poses high risk. Electrical work must only
be performed by qualified and authorized personnel.
 Rule 3. Lockout/Tagout. For equipment, machines and installations. Lockout/Tagout
ensures that a machine cannot accidentally be energized while work is being
performed. Equipment must be locked out/tagged out before any work begins.
Any interventions are strictly forbidden while a machine is in movement or can
potentially move.
This training is only for reference – always follow safety rules prescribed by your
local legislation and/or H&S department.

Safety, Health and Environment TPM

pillar
3 weeks agoIn : Blog

0 1,397 5 min read

SHE pillar vision is to cultivate a continuous improvement culture that achieves

a sustained record of Safety, Health, & Environmental excellence & realizes
our vision:

ZERO accidents,
ZERO incidents,
ZERO losses.
The SHE Pillar is the cornerstone TPM Pillar that supports and lends stability to
overall continuous improvement process and to all of the other TPM Pillars.
 We believe that a sturdy, well developed SHE Pillar is essential to realizing goals of:
 Achieving zero accidents, zero incidents, and zero losses.
 Building a World Class Supply Chain.
SHE Mission Statement
To enhance and protect most important assets – its people, brands, and reputation.
We will operate in a way that:
 Incorporates SHE concerns into our business strategy
 Recognizes that each of us has responsibility for achieving safety, health, and
environmental excellence
 Identifies and provides resources to accomplish safety, health, and environmental
objectives
 Promotes the culture of zero accidents and zero environmental incidents
 Fully integrates SHE into all business processes
 Champions activities that reduce environmental footprint
SHE Pillar Plan. Creating an Autonomous
Safety Culture
 All Co-workers Internally Motivated to Work Safety
 Have the Necessary Safety Knowledge & Skills
 Everyone Takes Charge of Their Own Safety
 Employees Empowered to Take Safety Action
 SHE Activities are linked to each AM Step
SHE Pillar Plan = Autonomous Safety
 Make SHE A Value – Leadership SHE Training
 SHE as a Way of Working – Integration of SHE & TPM
 Task Based Risk Assessment
 Behaviour Based Safety
 5 S for SHE
 SHE Kaizens
o Ergonomics
o Environmental

SHE Plan to address the 3

Key Areas of Safety Excellence
Proactive Safety Process for Addressing
Underlying Risks

In fact, if one looks further down the base of the safety pyramid, for every
serious accident there are numerous at risk acts and conditions. These at risk
acts and conditions, which are often unseen, are the underlying cause of
accidents.
 SHE Kaizens
 Based Upon Leading SHE Data
o At Risk Behaviours (Observations)
o 5S for SHE data (F Tags)
o Ergonomics data
o Investigation Report Review
 Involve Multi-Disciplinary Teams
 Use Formal Problem Solving – 12 Step Kaizen
 Deliver Value:
o Reduced Risk;
o $ Savings.

SHE & AM Pillar Integration.

Implementation in steps – JIPM concept

SHE Pillar Expectations for sister factories

 Common SHE Loss Tree;
 Focus on Proactive SHE Measures & Losses;
 Common SHE KPIs, Measures and Targets;
 Development of Annual SHE Improvement Plan;
 Implementation of Behaviour Based Safety;
 Integration of SHE & TPM = Autonomous Safety;
 Compliance with global SHE Standards;
 SHE Audits Every 3 Years.
SHE Targets & KPIs
 Traditional
o Recordable Rate
o Environmental Incidents
 New Proactive Measures
o Near Misses
o At Risk Behaviour
o At Risk Conditions
 Key SHE Activity Measures

Improve Communication and Focus on

Improvements based on data

SHE Focused Improvement (FI)

 Examples of FI in Safety, Health and Environment
Forklift Safety Improvement Plan
 Regulate traffic between people and forklifts
 Educate and enforce safe driving of forklifts
 Equip all trucks with seatbelts and enforce their use
 Complete impact monitor implementation on all vehicles.
 Evaluate all battery charging areas
 Proper storage of pallets (not to exceed 16)
Material Handling Ergonomic Strategy
 Complete actions from ergonomic assessment completed in Material Handling
department
 Ergonomic Committee to assess material handling issues as per Investigation Reports
and make recommendations
 Ergonomic Assessments to be carried out for all high risk tasks
 Actions as per recommendations to be completed by Area Supervisors
 The Importance of Safety, Health and
the Environment
3 weeks agoIn : Safety, Health And Environment

0 586 10 min read

One rationale for the existence of private enterprise is that it contributes to the
community by creating value. Thus it is only natural that companies that provide
no value or that are harmful to the community should fall by the wayside. A
reputation for maintaining a hazard-free, healthy workplace and a cheerful and
animated corporate culture can only enhance a company’s value and help make
it an attractive career choice. Attracting talented people able to contribute
significantly to their company’s future is an essential part of ensuring its
continued prosperity. The establishment and maintenance of such a corporate
image depends upon every single employee having a strong sense of belonging
to the organisation and behaving appropriately. Practices that result in
accidents, hazards, or pollution are a threat to a company’s very existence and
should be systematically eliminated by means of a comprehensive SHE (safety,
health, and environment) program.

Companies that are constantly afflicted by malfunctioning equipment or whose

employees are forever troubleshooting unexpected problems cannot expect to
establish a reputation for having a cheerful and animated corporate culture.
SHE programs do not require anything highly specialized or out of the ordinary;
they simply entail establishing entirely ordinary conditions through entirely
ordinary activities that anyone can perform. They can be undertaken within the
TPM program and can be performed in the workplace as part of any other daily
activity, and they do in fact constitute a basic part of all other activities.

The basic approach to safety, health and environmental management in TPM is

multi-pronged. A zero-accident scenario must be achieved by eliminating every
conceivable hazard or concern that might give rise to a safety incident. At the
same time, all sources of health or environmental problems must be rooted out,
enabling the company to create pleasant and hospitable workplaces whilst
protecting the natural environment.

A TPM program is developed in practice by using an approach based on eight

main activities, or “pillars”, each of which is advanced step by step to
progressively higher levels. Section “How Safety Relates to the other TPM
Pillars” describes how safety ties into each of the eight pillars, while Figure
“Zero-Loss Business Management” shows how a Safety, Health and
Environment program, together with Training and Development, forms the
foundation of effective business management.
Zero-Loss Business Management

1 Autonomous Maintenance

Step 1 of Autonomous Maintenance is Initial Cleaning. Safety problems, (unsafe

situations, unsafe behaviours, and other hazards) are identified during this step
along with the other problems usually addressed in Autonomous Maintenance.
The problems are then tackled through restoration and improvement during
Step 2, and provisional standards are established in Step 3 to sustain the
situation. Effective action must be taken during these steps to clear up any
nagging concerns that operators may have relating to the possibility of
behavioural accidents, fire, explosion, or other undesirable incidents. From Step
4 onwards, activities are pitched at progressively higher levels, with the aim of
creating worker-friendly, accident-free workplaces. However, this cannot be
achieved through Autonomous Maintenance alone, and must be developed in
conjunction with the other TPM pillars.

2 Effective Maintenance (also applies to Focused

Improvements aimed at reducing equipment failures)

The key objective of Effective Maintenance is to eliminate unexpected

breakdowns. This improves safety, because equipment problems often lead to
accidents, which are often due to operators’ lack of experience in dealing with
abnormalities or carrying out non-routine tasks. Working towards zero
breakdowns, minor stops and other equipment-related problems lessens the
chance of accidents happening. However, maintenance itself necessitates a
great deal of non-routine work, so painstaking efforts must be made to identify
unsafe situations or unsafe behaviours and nip every possible accident in the
bud.

3 Early Management

This pillar aims to create user-friendly, hazard-free equipment that can be

operated with confidence. Fail-safe mechanisms and error-proofing systems
should be incorporated into machinery and plant from the early design stages,
and ways found to simplify operating and maintenance tasks to avoid the need
for strenuous physical effort. The purpose of Early Management is to work
towards achieving robust, trouble-free equipment and comfortable work
environments, from the development phase onward

4 Quality Maintenance (also applies to Focused Improvements

aimed at reducing quality defects)

Quality Maintenance aims to sustain zero-defect conditions (conditions

guaranteeing defect-free product) in every production process. Any lapse in
managing these conditions creates the possibility not only of quality defects but
also of accidents or other mishaps. Rigorous establishment and sustainment of
processing conditions is particularly crucial when hazardous materials are being
handled. If a quality defect occurs, non-routine work will be required to deal with
the problem, increasing the risk of an accident, which is why Quality
Maintenance is important not only for guaranteeing product quality but also for
improving safety.

5 Training and Development

In Training and Development within TPM, skills (the ability to do the job) are
divided into five levels, ranging from level 0 (no knowledge at all) to level 4
(capable of teaching others), and the capabilities of individual operators are
upgraded level by level. Accidents can happen if operators do not know how to
handle tools correctly, for example, so this pillar of TPM helps to eliminate
unsafe behaviour by improving people’s operating and maintenance skills.

6 TPM in Administration and Support

Safety is also important in administrative and support departments.

Development departments, for example, operate equipment such as pilot plants
and test rigs in their laboratories to test new products and manufacturing
processes, so they must manage safety effectively in order to prevent any
accidents from occurring when using this equipment. Support departments may
be responsible for packaging and transporting the final products, so they must
also identify and resolve any unsafe situations or behaviors occurring in their
 workplaces through the step-by-step development of an Autonomous
Maintenance program as described in (1) above.

TPM Pillars
May 6, 2018In : TPM
0 1,130 1 min read

Total Productive Maintenance focuses

on increasing of productivity. By
measuring the Overall Equipment
Effectiveness, breakdowns and other
losses like sub-standard quality, are
identified and resolved.
Low OEE? High Production cost? Take our free TPM Instructor course and start
saving today!
 Autonomous Maintenance
 Focused Improvement
 Planned Maintenance
 Quality
 Early Equipment Management
 Training and Education
 Manufacturing Support
 Safety, Health and Environment
 Autonomous Maintenance (AM)

Focused Improvement (FI)

Planned Maintenance (PM) or Effective Maintenance (EM)

 Quality (Q) or Quality Maintenance (QM)

Early Equipment Management (EEM)

Education and Training (E&T) or Training & Development (T&D)

Manufacturing Support (MS) or Administration/TPM Office

Safety, Health & Environment (SHE)
TPM Meetings

TPM Road map

TPM Master Plan
 Capdo form tracking – Check Analyze
Plan Do
December 2, 2018In : Blog

0 613 31 second read

Ready to start your own Focused Improvement Project? CAP-Do will be fast an
efficient approach to achieve KPIs and targets. To capture and track progress
you will need a CAP-Do template.
Template can be downloaded here
If you require one in Excel spreadsheet format, please contact us.

HOME
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M-P sheet (EEM) free template

download
July 17, 2018In : Blog
0 484 1 min read
The use of the latest maintenance data and technology when planning or
building new equipment to promote greater reliability, maintainability, economy,
operability and safety while minimizing maintenance costs and deterioration
related loss.

We offer free downloadable template in pdf format, to download, please click on

template below:
 Some of Early Equipment Management Goals:
 Vertical Start-up
o Short start-up period
o High OEE% that increases steadily
 Equipment must be/have:
o Intrinsically reliable design
o Cleaning lubrication inspection standards for AM&PM
o Audit checklists
o Easy to clean, inspect, lubricate and change-over
 o Easy to maintain and repair
o Easy to operate (fail-safe)
o Easy to obtain data for predictive maintenance and for further improvement
 People must have obtained the skills for operation, maintenance and improvement
of equipment

5W 1H Templates and Why-Why

Analysis
May 5, 2018In : Templates
0 1,305 2 min read

What is why-why analysis?

Methodology used to determine all possible causes for a specific phenomenon
in an effort to determine the cause and eliminate it.

What is the phenomenon?

Observe the facts with your own eyes, what exactly do you see. Observation
without presumption.

.pdf template can be downloaded here

5W 1H Analysis

.pdf template can be downloaded here

5W 1H and Why-Why Analysis in one document

 .pdf template can be downloaded here

FI BASIC TOOLS – 5W 1 H AND 5 WHY

ANALYSIS
PURPOSE: To find countermeasures against all root causes, thus preventing
recurrence.
PROCESS: Clarify the situation using 5W1H, keep asking Why until you find the
root cause, and then develop actions to prevent recurrence by attacking the root
cause.
1. Gathering details about the Loss (5W 1H)
2. Identifying the link to Other Pillars
3. Performing the Root Cause Analysis (5 Why Analysis)
4. Generating the Action Plan
Test the logic of the final tree – Use of “because test”

Some questions to be asked:

 Which parts of this equipment are involved/critical?
 What is the function of each part?
 What dimensions are relevant, critical?
 Which materials are involved /critical?
 Which forces/counter-forces are relevant, critical?
 Is the process known/described in a Critical Responsibilities/OPL/SOP/Training
Checklists?
 Who are the resources on this equipment/process?
Validate each level of Why?
 Go look, listen, Feel, Smell, ask- “Watch with a purpose”
 Simulate
 Make the fix (Restore) and monitor
 Do the verification on the floor!

Team Working in TPM

August 15, 2019In : Black Belt Training
0 381 6 min read

Why are we interested in Team Working?

Restructuring the Workplace
 Fewer levels of hierarchy
 More demands
 Less time
 No room for empty jobs
 No room for empty bosses
 Greater need for skilled workforce
 True productivity
True Productivity Means…
 More Teamwork
 More brains
 Less stupidity

TPM provides : “WHAT TO DO”

Team Working provides: ”THE WAY TO DO IT”
 World Class Manufacturing
 World Class manufacturing changes the traditional view that labor is the problem
and equipment is the solution;
 The new focus is that equipment is the problem and labor is the solution.

Manufacturing Advantage – Plant

 Innovation is generally restricted to process and shaping;
 Innovation is generally restricted to single products;
 Some competitive advantage on discrete products;
 Most equipment is obtained from suppliers;
 Our competitors use the same suppliers;
 Therefore there is no real competitive advantage from the equipment.
Plant only provides the potential for Competitive Advantage

Manufacturing Advantage – People

 Commonly supplied equipment can give uncommon performance when improved
and used effectively;
 Competitive Advantage by improving and using equipment more imaginatively &
effectively than competitors;
 Improvement of equipment can start in the design and commissioning stages;
 Therefore commissioning time can be reduced;
 Improvement and more effective use of equipment after commissioning can
enhance Competitive Advantage.
People realize the potential of equipment for Competitive Advantage over all
products.
Plant + People Gives Competitive Advantage

Team Work…

Small group of people who cooperate

together in such a way that they
accomplish more than the sum of the
individuals
SYNERGY 1 + 1 = 3
 A group of up to 10 people who rely on each other to reach a common purpose.

Team Development

Effective Working Teams

 Informal – lack of tension
 Commitment & determination to the goals of the team
 Discussion where all participate
 People listen
 Decision making based on facts and data
 Comfortable when disagreeing – attack issues not people
 Acceptance of differences in opinion
 Ability to resolve conflict
 Strong constructive feedback – that is accepted
 People feel free to express themselves
 A supportive atmosphere
 Belief in one another
 High motivation to communicate and work together.
Key Team Working Values
 Anything can and should be improved
 Teamwork works
 There is value in difference
 Problems are golden nuggets
 Each team member makes a difference
 The person doing the job knows it best
 The improvement process is never finished
 Involvement builds commitment
 Support builds success.
Stages in Team Development
Balance Between People & Task

Moving to High Performance

 Forming
 Group of individuals
 Little or no identity
 What is this all about?
 Why me?
 Can I cope?
 Who are the other people I am now working with?

Storming
 Conflicts identified
 Unclear objectives
 Unclear priorities
 Formation of sub-groups
 Difficulty in resolving problems
 Disagreement over resources Switching off

Norming
 Trying things out
 Improvement in commitment
 Developing trust
 Formulating framework
 Key issues
 Roles and responsibilities
 Differences recognised and accepted

From Storming to Norming

 Performing
 Differences highly valued
 Very effective communication
 Team is envied by outsiders
 Continuous learning evident
 Individuals cover for each other

Norming to Performing
 COMPLETELY COMFORTABLE
 MANAGING PEOPLE’S EXPECTATIONS
 MATCHING SKILLS & COMPETENCIES
 TO WHAT’S NEEDED
 NOT TIME DEPENDENT
 COMMUNICATION

What Leadership Styles?

 Leader styles to aid Team Member Development

What Good Leaders Do

 Select, shape and bond the team
 Take symbolic action
 Break bottlenecks and barriers to change
 Establish tough yet achievable goals
 Empower people
 Establish clear, energising and shared vision
 Characteristics of Good Leaders
 Integrity, trust, respect and loyalty
 Power to inspire commitment
 Direct in a democratic and fair way
 Build and acknowledge successful individuals and teams
 Create and manage change
 Manage complexity and ambiguity
 Clarify and communicate well
 Use power wisely
 Action orientated

Requirements for Success

The Right Combination for Change…

 Key learning points
 Team working is not rocket science
 TPM is about PEOPLE
 There is a lot of information available on this subject & a great deal of consultancy
and training agencies who can provide help in this area.
BUT !!!
 Don’t underestimate how hard it is to successfully implement & sustain Team
Based Improvement
 Don’t forget…….Leaders provide Leadership
 Don’t assume you can just get a consultant in to “set up team working and facilitate
high performance teams”.