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19° Sesión 07-03-2025 - PC PLADMAN 2024 VII ONLINE LAT
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19° Sesión 07-03-2025 - PC PLADMAN 2024 VII ONLINE LAT

Introduction to Total Productive Maintenance

Overview of the Session

  • The session begins with greetings and an acknowledgment of a delay in starting due to personal issues.
  • This is the 19th session, focusing on Total Productive Maintenance (TPM) and live costing.

What is Total Productive Maintenance?

  • TPM is defined as a methodology within maintenance management aimed at maximizing equipment efficiency through active participation from all organizational levels, from operators to executives.
  • The need for TPM implementation often arises from operations rather than maintenance departments, highlighting the importance of cross-departmental collaboration.

Objectives and Key Elements of TPM

Goals of TPM

  • The primary goal of TPM is to eliminate losses and waste associated with equipment failures, downtime, and production defects.

Key Performance Indicators

  • Three critical elements for calculating Overall Equipment Effectiveness (OEE), which measures efficiency: availability, performance, and quality.

Understanding Efficiency Through Examples

Practical Illustration

  • An analogy involving a bakery illustrates how mechanical failures can hinder achieving production goals. For instance, if a bakery has the capacity to produce 1,000 loaves per hour but only produces 600 due to inefficiencies or lack of skill.

Measuring Production Success

  • Quality also plays a role; out of 800 produced loaves, if many are burnt or unsellable, it affects overall output. Thus, OEE helps measure actual efficiency against potential capacity.

The Five Pillars of TPM

Introduction to Pillars

  • There are typically eight pillars in TPM; however, some sources may condense them into fewer categories based on overlapping concepts.

Importance of Organization

  • The "5S" methodology (Sort, Set in order, Shine, Standardize, Sustain) is crucial for establishing order and discipline necessary for effective maintenance practices.

Challenges in Implementing TPM

Common Misconceptions

5S Methodology in Workplace Organization

Overview of 5S Principles

  • The 5S methodology is crucial for workplace organization, serving as a foundational element rather than a complete solution. It emphasizes the importance of maintaining order and cleanliness.
  • The first principle, Seiri (Sorting), involves eliminating unnecessary items from work areas to avoid confusion and waste, which requires evaluating inventory and tools.
  • Identifying what is useful versus what is not is essential; this includes disposing of broken or unused tools that clutter the workspace.

Implementing Order and Cleanliness

  • The second principle, Seiton (Set in Order), focuses on assigning specific locations for all items to facilitate quick access, thereby reducing downtime.
  • Seiso (Shine), the third principle, stresses the importance of keeping work areas clean to detect leaks or irregularities early before they escalate into major failures.

Standardization and Discipline

  • The fourth principle, Seiketsu (Standardize), involves creating procedures for implementing the first three S's to ensure consistent practices across teams.
  • Shitsuke (Sustain), the final principle, emphasizes fostering a culture of discipline regarding order and cleanliness through continuous training and reinforcement among staff.

Benefits of 5S Implementation

  • Implementing 5S can lead to reduced maintenance times due to improved organization and increased safety by minimizing hazards like spills or exposed wires.
  • Enhanced detection of early failures becomes possible with cleaner equipment, leading to lower repair costs over time as operators can inspect machinery more effectively.

Importance in Various Industries

  • A well-organized environment contributes not only to operational efficiency but also ensures employee safety and satisfaction within their workspace.
  • In critical industries such as mining or food production where equipment reliability is paramount, applying 5S yields immediate improvements in operations.

Evolution Beyond 5S: Introduction of Additional S's

  • There are extensions beyond the original five principles; for instance, some frameworks introduce a sixth S focused on Safety or Sustainability known as "6S."
  • Rames Gulati refers to this extended framework as "5S Plus" or "6S," emphasizing safety within organizational programs while also discussing metrics like Overall Equipment Effectiveness (OEE).

Continuous Improvement Framework: Kaizen

Addressing Production Issues and Root Cause Analysis

Identifying Problems and Setting Objectives

  • The discussion emphasizes the urgency of resolving production issues by identifying root causes, focusing on significant problems rather than minor ones.
  • Introduces the CAPD cycle (Plan-Do-Check-Act), highlighting its seven stages as a framework for continuous improvement in production processes.

Team Formation and Problem Definition

  • Suggests forming a team with relevant specialists to tackle specific issues, such as pneumatic problems in bottle coating, ensuring diverse expertise is involved.
  • Stresses the importance of defining the problem clearly and setting measurable objectives, like reducing Mean Time To Repair (MTTR) and increasing Mean Time Between Failures (MTBF).

Root Cause Analysis Techniques

  • Discusses conducting a root cause analysis using brainstorming sessions to identify potential causes of issues, followed by prioritizing these causes based on their impact.
  • Mentions the relevance of Reliability-Centered Maintenance (RCM) as an effective tool for implementing focused improvements within maintenance strategies.

Understanding RCM and Its Application

Differentiating RCM from Other Maintenance Strategies

  • Clarifies that while RCM focuses deeply on underlying issues through preventive maintenance strategies, traditional failure analysis may only address recurring failures superficially.

Integrating Operator Involvement in Maintenance

  • Highlights Total Productive Maintenance's second principle: autonomous maintenance where operators perform basic inspections and minor repairs to enhance equipment reliability.

Encouraging Operator Participation in Maintenance Tasks

Overcoming Resistance from Operators

  • Discusses challenges faced when encouraging operators to take on maintenance tasks; often they feel it's outside their job description.

Building Habits for Effective Maintenance

  • Recommends gradually introducing operators to inspection tasks by explaining their importance, fostering a culture of proactive maintenance among staff.

Benefits of Autonomous Maintenance

Enhancing Efficiency Through Operator Engagement

  • Emphasizes that involving operators in maintenance can lead to quicker identification of issues, allowing technicians to focus on more complex tasks instead of routine checks.

Planning for Preventive Maintenance

Establishing Ideal Maintenance Frequency

Importance of Preventive Maintenance

  • Establishing the ideal frequency for preventive maintenance is crucial for total productive maintenance management.
  • Effective planning is necessary to ensure equipment efficiency, highlighting the need for a structured approach.

Training as a Key Principle

  • The fourth principle emphasizes the necessity of training personnel; sharing an experience from working at an airport with 75 technicians facing numerous issues.
  • Engaged the Peruvian Institute of Maintenance (IPEM) to evaluate technician skills, which revealed gaps in knowledge and performance.

Evaluating Technician Skills

Assessment Process

  • IPEM conducted evaluations across ten different fields, including mechanics and electricity, using a scoring system from 1 to 10.
  • Questions ranged from basic concepts (e.g., function of a turbocharger) to advanced specifics (e.g., acceptable blow-by pressure for Ford tractor engines).

Results Interpretation

  • Technicians identified their strengths and weaknesses based on evaluation results; this guided targeted training efforts.
  • A graphical representation was created showing individual skill levels across various domains, allowing for personalized development plans.

Developing Training Plans

Tailored Training Approach

  • Based on assessment outcomes, specific training programs were developed focusing on weaker areas such as electricity and safety while reinforcing mechanical skills.
  • Emphasizes identifying team weaknesses rather than providing generic courses; akin to nurturing children's strengths in education.

Multifunctionality in Technical Teams

  • The goal is to create multifunctional teams where technicians can perform various tasks beyond their primary expertise, enhancing overall operational flexibility.

Initial Equipment Management Program

Early Data Recording Importance

  • A fifth principle involves maintaining equipment management from the design stage; early data recording is essential for effective maintenance strategies.

Selection and Role of Maintenance in Asset Management

Importance of Maintenance Participation

  • Emphasizes the necessity for maintenance to be involved in asset selection to ensure adequate support for those assets.
  • Discusses the importance of benchmarking frequency and audits, highlighting how maintenance should participate actively in project evaluations.

Defining Roles in Investment Projects

  • Questions the role of maintenance personnel within investment projects, stressing that they should ideally hold a leadership position.
  • Shares a personal experience regarding challenges faced when new equipment lacks necessary infrastructure, underscoring the need for proactive planning.

Ensuring Proper Asset Management

  • Stresses the importance of maintaining available space for charging equipment, indicating that operational efficiency must be considered during asset acquisition.
  • Warns against acquiring equipment that may not be utilized effectively due to lack of foresight from maintenance teams.

Quality Maintenance as a Pillar

  • Introduces "quality maintenance," which focuses on identifying factors affecting product quality rather than merely performing tasks correctly.
  • Uses an example from Kimberly Clark to illustrate how maintenance can impact production quality by addressing defects in products.

Administrative Support and Opportunities

  • Highlights the often-overlooked role of administrative support within maintenance teams, emphasizing their technical expertise is crucial for production expansion decisions.
  • Argues that maintenance should be viewed as an opportunity generator rather than just a cost center, capable of improving efficiency and reducing costs through informed decisions.

Safety and Environmental Responsibility

  • Discusses the dual responsibility of maintenance professionals towards safety and environmental concerns, linking it to legal implications.

Leadership and Incident Reporting in Maintenance

Importance of Leadership in Maintenance

  • Emphasizes the critical role of leadership, noting that while a company may not always lose, a supervisor or manager can face significant personal consequences if they fail to lead effectively.
  • Introduces the concept of "visible leadership," which involves actively engaging with maintenance teams and ensuring safety protocols are followed.

Implementing Visible Leadership

  • Describes a practical approach where supervisors conduct visual inspections on scheduled dates to identify potential risks within the workplace.
  • Highlights the importance of documenting incidents, such as reminding workers to wear safety gear, and encourages signing off on these observations for accountability.

Encouraging Positive Reporting Culture

  • Discusses overcoming initial resistance to incident reporting by focusing on positive reinforcement rather than punishment; rewards are given for identifying hazards instead of penalizing those observed without proper safety measures.
  • Mentions how recognition is provided through small gifts or souvenirs for employees who report incidents effectively, fostering a culture of safety awareness.

Methodology for Total Productive Maintenance (TPM)

  • Outlines eight pillars essential for developing Total Productive Maintenance (TPM), emphasizing that any pillar can be addressed first as long as foundational principles are established.
  • Stresses the need for collaboration across departments, including operations and management, to ensure successful implementation of TPM practices.

Analyzing Operational Efficiency

  • Points out that analyzing operational data reveals losses due to equipment failures and inefficiencies in production processes, which must be addressed systematically.
  • Introduces Overall Equipment Effectiveness (OEE) as a key metric in assessing maintenance productivity and highlights its significance before delving deeper into its components.

Engaging with OEE Metrics

  • Invites questions from participants regarding their understanding of Total Productive Maintenance and OEE metrics discussed so far.
  • Shares resources from SMRP (Society for Maintenance & Reliability Professionals), encouraging participants to explore further information about OEE metrics independently.

Understanding Operational Efficiency and OEE

Key Concepts of Operational Losses

  • The discussion begins with operational themes such as planned changes or piece replacements, which are necessary for continued production. These stops, while not maintenance-related, impact overall productivity.
  • Performance issues arise from reduced speed due to operator delays (e.g., bathroom breaks), affecting quality through losses during startup or rework.
  • The initial four types of losses include stoppages, failures, configurations, and part changes; these are essential for calculating availability.

Calculating OEE (Overall Equipment Effectiveness)

  • A specific example is given regarding a mining company’s OEE calculation for crushers in 2014, showing a slight overachievement against the budgeted target.
  • Total Productive Maintenance (TPM) is introduced as a methodology aimed at enhancing efficiency through eight pillars. The most critical indicator here is OEE.
  • OEE can be calculated simply by multiplying availability, performance rate, and quality metrics.

Clarifying Misconceptions about OEE

  • It is emphasized that there is only one OEE metric applicable to the entire organization rather than separate ones for maintenance or production departments.
  • The speaker plans to demonstrate how to calculate each component of OEE through practical exercises.

Understanding Quality Metrics

  • Quality is described as a binary measure—either an item meets quality standards or it does not. This challenges the notion of expressing quality as a percentage.
  • An explanation follows on how to interpret quality percentages based on sample sizes—quality can only be assessed in terms of compliance versus non-compliance.

Practical Application of Quality Measurement

  • A scenario involving production output illustrates how to calculate quality percentage based on total produced items versus those meeting required standards.
  • Further examples discuss measuring quality in different contexts like transportation fleets and conveyor belts, emphasizing that product transport can affect final product quality.

Understanding OEE in Industrial Plant Operations

Reevaluating OEE Indicators

  • The discussion begins with the need to reevaluate the Overall Equipment Effectiveness (OEE) indicator, particularly in industrial plants that utilize transport fleets for cargo.
  • It is emphasized that product quality does not depend on equipment efficiency; thus, quality should be excluded from the OEE calculation when assessing transport equipment.
  • A participant raises a question about measuring efficiency separately for different areas of production, such as elaboration and packaging.

Measuring Efficiency Across Different Areas

  • The speaker clarifies that while it is possible to measure efficiency separately for each area, management often prefers an overall assessment of plant efficiency.
  • The importance of understanding how processes can affect one another is highlighted; inefficiencies in one area can impact overall productivity.

Case Study: Mining Truck Efficiency

  • A hypothetical scenario involving a mining truck is introduced to illustrate how to calculate availability and performance over an 8-hour work period.
  • The example specifies that due to corrective maintenance, the truck only operated for 7 hours instead of the full 8 hours.

Calculating Availability and Performance

  • The speaker outlines how to calculate availability based on actual working hours versus scheduled hours, resulting in a 87.5% availability rate.
  • Performance calculations are discussed next; if the truck could transport 200 tons per trip and make four trips per hour, its expected output needs careful consideration against actual output.

Finalizing Performance Metrics

  • Questions arise regarding whether performance should be calculated based on actual working time or scheduled time; participants engage in this discussion actively.
  • Ultimately, performance is calculated by comparing what was actually produced (4000 tons) against what should have been produced (5600 tons), yielding a performance rate of 71.4%.

Understanding OEE and TEEP in Operations

The Importance of Quality Measurement

  • The speaker emphasizes that certain operations, like those in manufacturing (e.g., Kimberly-Clark), require quality measurement due to the potential for defective products. In contrast, transportation equipment does not affect quality.
  • Examples are provided where defects can be measured, such as in diapers or bottled products, highlighting the necessity of measuring quality in production processes.

Concepts of OEE and TEEP

  • The discussion introduces two key concepts: Overall Equipment Effectiveness (OEE) and Total Effective Equipment Performance (TEEP). OEE is calculated using availability, performance, and quality metrics.
  • TEEP includes an additional factor—utilization—making it a more comprehensive measure than OEE. Both definitions can be found in literature by Rames Gulati.

Application Context of OEE vs. TEEP

  • OEE is suitable for operations that do not run continuously (e.g., 8 AM to 10 PM), while TEEP applies to continuous operations like oil refineries or mining that operate 24/7.
  • The distinction between these measures is crucial for understanding operational efficiency over different time frames.

Practical Example: Bakery Operations

  • A practical example illustrates how a bakery operates for 16 hours but has the capacity to work 24 hours. This discrepancy affects the calculation of both OEE and TEEP.
  • In this scenario, if the bakery produces 900 loaves per hour instead of its maximum capacity of 1000, it reflects on its performance metrics.

Calculating Efficiency Metrics

  • To calculate OEE, one must consider availability (100% with no issues), performance (90% based on actual output), and quality (90% good products). This results in an overall efficiency level of 81%.
  • For TEEP calculation, utilization is factored in; since only 16 out of a possible 24 hours are used, this leads to a lower efficiency metric when compared against full operational capacity.

Misinterpretations in Industry Practices

  • The speaker notes discrepancies between theoretical definitions found in textbooks versus practical applications observed in industry settings regarding how OEE is often miscalculated without considering quality.
  • It’s highlighted that some industries replace quality measurements with utilization due to challenges in measuring product quality accurately.

Understanding Operational Efficiency Metrics

The Importance of Measurement in Operations

  • The speaker emphasizes the significance of understanding operational metrics, stating that the terminology used (like OEE) is less important than knowing what is being measured and why.
  • It is noted that companies often apply these metrics effectively, indicating that a good indicator can be beneficial regardless of its alignment with theoretical definitions.
  • The choice of formula for measuring operational efficiency should align with the type of operation; flexibility in measurement practices is encouraged based on organizational needs.

Customization of Indicators

  • Organizations adapt indicators to fit their management style, suggesting that leaders may develop custom metrics based on data collection methods and convenience.
  • There are no universal definitions for metrics like MTTR or MTBF; high management plays a crucial role in determining how these formulas are established within a company.

Practical Application and Challenges

  • The speaker shares an example from industry practice where different managers might measure OEE differently but still achieve effective results. What matters most is clarity on what is being measured.
  • A notable example includes José Quiñones, who measures OEE using availability, performance, and utilization despite differing from standard practices. This highlights adaptability in measurement approaches.

Benchmarking and Performance Insights

  • When entering a new organization unfamiliar with OEE, it’s essential to implement correct measurement practices tailored to specific operations (e.g., transport).
  • Definitions from authoritative sources like Ramesh Gulati and SMRP provide foundational knowledge for understanding key concepts such as utilization, availability, performance, and quality.

Evaluating Operational Efficiency

  • Common benchmarks indicate that an OEE score between 65% to 75% reflects regular performance; scores above this require scrutiny regarding accuracy.
  • The speaker illustrates calculations showing how various factors contribute to overall efficiency scores. For instance, achieving high percentages across all categories (availability, performance, quality) indicates near-perfect operations.

Identifying Issues Through Metrics

  • High OEE scores can sometimes signal miscalculations or underlying issues within maintenance or operations departments.

Understanding Operational Efficiency Metrics

Key Concepts of Operational Efficiency

  • The Overall Equipment Effectiveness (OEE) is a maintenance indicator, not an operational one. It integrates maintenance and operations to provide a comprehensive efficiency number.
  • Availability is calculated based on total time minus planned downtime. For example, in a bakery operating 24 hours with 8 hours planned for non-operation, the available time would be 16 hours.
  • The calculation of availability excludes planned downtime from the total working time. Only the projected available time is considered for metrics.
  • In a continuous operation plant, all operational hours are included in calculations. If there are scheduled downtimes, they should be omitted from the availability metric.
  • To calculate availability: divide actual productive time by the total required operational time. This reflects any downtime due to corrective maintenance or other interruptions.

Performance and Quality Metrics

  • Performance measures capacity productivity against actual output during productive times. It compares what could have been produced versus what was actually produced.
  • Quality assessment involves identifying defective products among those produced. The quality metric divides good outputs by total outputs to determine effectiveness.
  • A sample OEE calculation resulted in 75%, indicating areas for improvement across availability, performance, and quality metrics.

Practical Example of OEE Calculation

  • An example scenario involved an operation with an 8-hour work period where maximum production capacity was set at 100 pieces per hour but faced significant downtimes leading to only half that output being achieved.
  • In this case:
  • Availability = 50% (4 out of 8 hours were operational).
  • Performance = 50% (200 out of expected 400 pieces produced).
  • Quality = 50% (100 out of 200 pieces met quality standards).

Complex Case Study Analysis

  • A more complex scenario involved a machine rated for producing up to 200 units per hour over a span of 720 hours with various downtimes affecting overall productivity.
  • It's crucial to use manufacturer specifications as benchmarks for production limits; if real output consistently falls short, it indicates potential issues with machinery or processes that need addressing.
  • Accurate reporting requires understanding both planned and unplanned downtimes; these factors significantly impact overall equipment effectiveness calculations and subsequent operational strategies.

Summary of Production Data

  • During analysis:
  • Total operational time was adjusted from initial estimates by subtracting planned standbys and maintenance periods.
  • Actual production data revealed discrepancies between expected outputs versus real-time results due to defects and inefficiencies noted during operations.

Understanding OEE and TEEP Calculations

Evaluating Production Time

  • The evaluation time is set at 720 hours, with a planned standby time of 50 hours. There were 72 hours of planned maintenance and 18 hours of unplanned downtime, totaling 90 hours of stoppage.
  • From the productive time of 580 hours, with a production capacity of 200 units per hour, the expected output is calculated as 116,000 units. However, only 10,394 units were produced.

Quality Assessment

  • To determine quality, defective pieces (312) are subtracted from total production (10,394), resulting in a quality rate of approximately 98.3%.
  • The overall equipment effectiveness (OEE) can be calculated using the formula: OEE = Availability times Performance times Quality .

Efficiency Metrics

  • The Total Effective Equipment Performance (TEEP) is derived by multiplying OEE by utilization; for instance, if utilization is based on actual operating hours versus planned operating hours.
  • Questions about understanding these metrics are encouraged to clarify any doubts regarding their application in real operations.

Importance of OEE and TEEP

  • OEE measures real efficiency during scheduled operation times while TEEP assesses potential across all available time.
  • Understanding both metrics helps identify improvement opportunities within scheduled production times versus total asset potential.

Benefits and Hidden Costs

  • Key benefits of monitoring OEE include improved return on investment and enhanced process quality. It also aids in uncovering hidden inefficiencies within operations.
  • "Hidden factories" refer to inefficiencies that arise from poor planning or unexpected failures leading to lost resources without clear visibility.

Maintenance Strategies

  • A discussion on maintenance strategies highlights that insufficient preventive maintenance leads to increased failure rates and costs over time.
  • Investing adequately in preventive maintenance can reduce failures significantly despite initial high costs associated with such strategies.

Understanding Maintenance Strategies

The Inverse Relationship of Maintenance Costs

  • Investing heavily in preventive maintenance leads to lower corrective maintenance costs, while minimal investment in preventive maintenance results in higher corrective costs.
  • A balance must be struck between preventive and corrective strategies to optimize total maintenance costs, as both extremes lead to high expenses.

Intelligent Maintenance Strategy

  • The concept of "intelligent maintenance" is introduced, emphasizing the need for a balanced approach rather than leaning too heavily on either preventive or corrective measures.
  • The speaker critiques the practice of manipulating numbers for managerial convenience, highlighting the importance of accurate data representation.

Types of Asset Lifespan

  • Three types of asset lifespan are discussed: economic life, profitable life, and physical life.
  • Physical life refers to using equipment until it can no longer function.
  • Economic life focuses on maximizing profitability before replacement becomes necessary.

Decision-Making in Equipment Replacement

  • When considering vehicle purchases, selling at five years may yield profit compared to holding onto it for ten years without returns; this illustrates economic lifespan decision-making.
  • Life cycle costing (LCC) is defined with an emphasis on economic life as a critical factor in determining when to replace equipment.

Recommended Literature on Cost Management

  • The speaker recommends "Jardin's book" as an excellent resource for understanding cost management related to maintenance and reliability.
  • Specific chapters focus on LCC and provide formulas tailored for different scenarios regarding equipment replacement over varying project durations.

Graphical Representation of Costs Over Time

  • A graphical analysis shows that capital expenditures (capex), operational costs, and maintenance costs evolve over time; capex decreases while operational/maintenance costs increase.

Understanding Equipment Replacement Costs

The Importance of Replacement Timing

  • The speaker emphasizes the need to replace equipment when maintenance costs begin to rise, indicating that ownership costs and operational expenses increase over time.
  • Identifying the optimal replacement age is crucial; this will be calculated in the next session by analyzing cost curves for different equipment.

Key Concepts: TCO vs. Life Cycle Costing

  • Two important concepts will be discussed: Total Cost of Ownership (TCO) and Life Cycle Costing (LCC). While TCO is part of LCC, they are not interchangeable.

Comprehensive Cost Considerations

  • Poor management often focuses solely on acquisition costs, neglecting other significant factors like operational energy consumption and software requirements.
  • Additional hidden costs include training personnel for new technologies and installation logistics, which can lead to unexpected expenses.

Maintenance and Operational Costs

  • It's essential to consider both preventive maintenance costs (like filters and oil changes) and corrective maintenance due to potential failures that may arise from new equipment.
  • Inventory considerations are also vital; cheaper equipment might require more spare parts than a reliable but initially more expensive option.

Risk Assessment in Equipment Selection

  • Evaluating risks associated with equipment failure is critical. For instance, electric machinery may have fewer environmental risks compared to traditional combustion engines.
  • The resale value of equipment should also be factored into total cost assessments; some brands retain value better than others.

Final Thoughts on Decision Making

  • Companies often overlook comprehensive cost evaluations beyond initial purchase prices. A thorough analysis can lead to better long-term decisions regarding asset management.

Next Steps in Learning

Upcoming Session Overview

  • In the next session, practical exercises will help participants calculate various costs associated with equipment replacement decisions.

Encouragement for Active Participation

  • Participants are encouraged to engage with course materials actively, fostering a culture of curiosity and personal research within their organizations.

Integration of 5S Principles

  • The speaker highlights that 5S principles form the foundation for effective operational pillars; without orderliness and cleanliness, systems may fail.

Conclusion & Future Engagement