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Total Productive Maintenance
TPM brings maintenance into focus as a vital part of business. Maintenance downtime is included in manufacturing scheduling, and in many cases, becomes an integral part of the manufacturing process. TPM assigns the responsibility for preventative and routine maintenance to the same people who operate that individual equipment.
The Three goals of TPM are:
· Zero unplanned failures (no small stops or slow running)
· Zero product defects
· Zero accidents
5S
This refers to the five Japanese wordsseiri, seiton, seison, seiketsu, shitsuke. The key target of 5S is to keep the workplaces clean and organized.
Dojo
Dojo is however an internal training facility to practise this improvement method.
First time right
This expression emphasizes the importance of doing things correct the first time. After all, rework will reduce the Overall Equipment Effectiveness.
Gemba
Gemba is a Japanese term for ‘place where it happens’, here this is the manufacturing floor. The saying “go to the gemba" means that managers should visit their shop floor frequently to discover problems and to help to realize improvements (go and see).
Kaizen
literally this means adjusting a process (kai) to become good (zen). However, Kaizen also stands for implementing small improvements, step-by-step. See also: SGA.
Labelling
Labelling involves the marking of things that are desired or not. Labelling methods vary from cards with desired repair-actions and target dates on it, to marking the correct position of a temperature indicator.
Model machine
During the implementation of TPM, this machine is ahead of the other equipment regarding optimization and standardization by rolling out the TPM pillars.
Overall Equipment Effectiveness (OEE)
This index number for the machine efficiency is multiplication of several sub-indicators, which all have a value between 0 and 1, and 100%. Usually, at least the following sub-indicators are included in the OEE:
· The machine availability A = (scheduled production time – standstill)/( scheduled production time)
· The relative machine performance P = (average processing time)/(fastest possible processing time)
· The Quality Q = the fraction approved products
OEE = A x P x Q x 100%.
One Point Lesson (OPL)
This is a best practise operation procedure written down on a sheet of A4, for example simple (visual) instructions to set-up, inspect and maintain certain machines. The aim is to standardize operating procedures, as a foundation for improvement.
Pareto
This is the concept that 20% of the causes are usually responsible for 80% of the consequences (like machine-failures resulting in a low OEE)
Pillar
The goal of the management pillars is to improve low OEE-values in a targeted way. TPM embraces at least eight management pillars, or areas of special interest. These are:
1. Continuous (focused) improvement
2. Autonomous maintenance - Planned (preventive) maintenance
3. Training (with the aim to standardize the work)
4. Early (equipment) management: maintenance is taken into consideration when new equipment is purchased. Another aim can be the optimal design of a new production line, so that it intrinsically has a high OEE.
5. Quality management
6. TPM in the office: the optimization of administrative processes.
7. Safety and environment
SGA or Small Group Activity
A multi-disciplinary improvement group, with for example engineers, operators and quality inspectors, tries to solve one specific problem that is responsible for a low OEE-value