Thank You

For Not Smoking

1
 PEOPLE
SUPPORTIVE
LEAD TIME PRACTICE
20
REDUCTION KEYS

LEVELING/
EMPLOYEE
SMALL LOT
INVOLVEMENT/
WHITE SHIRT

PROCESS
CAPABILITY Pull
SIX SIGMA System

SUPPLIER
DEVELOPMENT QUICK
SET-UP

CONTAINER
-IZATION/ TOTAL
TRANSPOR-
TATION PRODUCTIVE
WPO
& MAINTENANCE
ERROR PLANT, VISUAL
PROOFING MACHINE, MANAGEMENT
OFFICE
LAYOUT

2
TPM STRATEGIES
Loss
Elimination

Planned Operator
Maintenance Autonomous
System Maintenance

Six
Supporting
Strategies
To TPM

Initial Education
Control And
System Training
Zero
Defects
3
 What Do The Following

Slides Have In Common ?

4
5
L in u m fla v u m l.
6
7
8
9
                                                                                                    

                     

10
11
 What Did The Previous
Slides Have In Common ?

All Pictures Show Owner

Involvement In Maintenance or
Restoring Processes

12
TPM . . . . . What It Is

A support process for AMPS.

Upgrading and improving equipment.

A people skill building and training

process.

Part of daily activities.

13
Why Do We Need TPM ??

 Competition
 Current Condition
 JIT

. . . . To Support AMPS

14
 What Is The Origin Of
Total Productive Maintenance ?

From:
United States - Henry Ford - Preventive Maintenance

To:
Japan - Nippon Denso - Productive Maintenance

15
 What Does TPM Stand For ?
Includes:

T Total Total Production System

P Productive Perfect

M Maintenance Management, System

Control

16
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.

17
Objective:
To restructure the
corporate culture
through behavioral
changes and equipment
improvements.
TE
AR
ALL
DOW W
N
THE

18
Intent:

To upgrade the capabilities

of all company members
through education, training,
and participation.
TPM

19
Purpose:
To identify productivity
losses and involve all
members of the company
in loss elimination
programs.

L O S S

20
What Are The Benefits For YOU?

 Safe Work Environment

 Job Security
 Improved Quality
 Increased Productivity
 Improved Skills

21
 PEOPLE
SUPPORTIVE
LEAD TIME PRACTICE
20
REDUCTION KEYS

LEVELING/
EMPLOYEE
SMALL LOT
INVOLVEMENT/
WHITE SHIRT

PROCESS
CAPABILITY Pull
SIX SIGMA System

SUPPLIER
DEVELOPMENT QUICK
SET-UP

CONTAINER
-IZATION/ TOTAL
TRANSPOR-
TATION PRODUCTIVE
WPO
& MAINTENANCE
ERROR PLANT, VISUAL
PROOFING MACHINE, MANAGEMENT
OFFICE
LAYOUT

22
 TPM is a Team Effort
Team AM Begins and works it’s way
through all employees including the
New Hire of Today.

Smaller Teams are Taking over

Responsibilities Once Handled
Exclusively by Managers and
Supervisors.

23
 TPM Class Make-up
All Shifts Of Production Operators
Unit Maintenance/Tool Personnel
Unit Management
Plant Management

24
25
 Photo Of
Operators In Initial
Clean-Up

26
 Photo From
President’s Clean-
Up

27
Current Conditions To Improve:

Oil Socks Around Machines

Workplace Organization

28
29
30
31
32
Current Conditions To Improve:

Oil Socks Around Machines

Workplace Organization

33
34
35
36
37
 What Can Be Expected?
Productivity:
Valueadded 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%.
38
 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.
39
 Comparison Of Key Indicators
Before / After AMPS / TPM
After After
Indicator Before
AMPS TPM
Labor As A % Of Sales 28.9% 21.2% 18 %
Scrap As A % Of COS 5% 1.5% 0.7%
Finished Goods Inventory5 Days 1.2 Days 0.5 Days

Cost Of Quality 15% 5.6% 4.0%

Parts Per Million 2500 37 7

Delivery 98% 100 % 100 %

40
 “Maintenance personnel in half of
U.S. plants spend 50% of their
time fixing problems instead of
preventing them.”
Maintenance Technology, Inc. 1992

60%

55.00%
50%

40%

30%

20%
15.00%
10%
8.00%

0%
Corrective Preventive Predictive

41
 Equipment Failure Statistic
37% Of Equipment Failures Are Due To
Poor Lubrication Management

Lubrication Method
13.0%
Lack Of Lubricant
24.0%

Other Equip. Failures

63.0%
Source: JIPM

42
Equipment Failure Statistic
Of Equipment Failures Are Due
12% To Dirt And Poor Clean-Up
Habits
Lubrication Method
13%
Lack Of
Dirt Lubricant
12% 24%

Other Equip.
Failures
51% Source: JIPM

43
 TPM Measurements :
 Downtime  # of Equipment Failures
 Planned  Minor Stoppages
 Unplanned  Maintenance Costs
 Changeover Time  Accidents
 Equipment Check Time  Defect Rate
 Clean-up Time

44
 MEASUREMENTS
In-Company Defect Cost Rate Delivery Rate

1200 PPM Percent, %

Better

1000
95 8
Point
800 1 s
- 90
600 3

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

45
 MEASUREMENTS

Accidents Improvement Suggestions

5Accidents/Year 100Suggestions/Year

Better
4 80

Better
3 60
32
Times
2 40

1 20

0 0
1990 1991 1992 1993 1990 1991 1992 1993

46
47
48
49
 VIDEO

INTRODUCTION
TO TPM
50
BREAK ?

BREAK !!!

BREAK!!!!!!!!!!!!!

51
EDUCATION

52
 What Are Skills?
The ability to respond to a
situation, without any
hesitation, based on prior
experience and training.

53
 Levels Of Skills

Level 0 Do Not Know Lack Of Knowledge

Level 1 Know The Theory Lack Of Training

Level 2 Can Do To Some Degree Lack Of Training

Level 3 Can Do With Confidence Learned By Doing

Level 4 Can Teach To Others Knows Extremely Well

54
Ability Needed From Operators

 Ability To Find & Improve Equipment

Problems
 Understanding Of Equipment Functions
 Understand The Relation Between
Equipment & Quality
 Can Replace Consumable Parts
 Good Team Member

55
 Ability Needed From
Maintenance Group

 Can Teach The Proper Operation & Daily

Maintenance of Equipment
 Judge If Equipment Is Operating Normally
Or Abnormally
 Respond To An Abnormal Condition,
Select, & Implement A Timely Repair
 Technical Skills To Diagnose Equipment &
Prevent Breakdowns

56
 TPM One Point Lesson
No.
Theme
Date Of
Preparation
Basic Team Super- Unit Prepared
Kaizen Trouble
Category Knowledg Leader visor Manager By:
Cases Cases
e

Date Executed
ACTUAL Teacher
RESULTS
Student

57
 TPM One Point Lesson

1. Basic Knowledge

General information that everyone

needs to know. This sheet is used to
confirm that everyone understands an
item the same way.

58
 TPM One Point Lesson
No. 223
Theme Visual Control Date Of
Preparation 5-Feb. 2002
Basic Team Super- Unit Prepared
Kaizen Trouble
Category Knowledg Leader visor Manager By:
Cases Cases
e
X KF DR MA CR

Full oil level

----- Current level

Low oil level

Site Gage for hydraulic fluid: Oil must stay within the “Full”
And “Low” level lines.
Date Executed
ACTUAL
3-5
Teacher KF
RESULTS
Student SB

59
 TPM One Point
Lesson
2. Kaizen Cases
This category is used to document
improvement cases that have been
completed. This sheet will benefit
other teams for possible
implementation on their lines.

60
 TPM One Point Lesson
No. 235
Theme Error Proofing Date Of
Preparation 5-Mar. 2002
Basic Team Super- Unit Prepared
Kaizen Trouble
Category Knowledg Leader visor Manager By:
Cases Cases
e
X KF DR MA CR
Before condition: Forgetting to clamp flange in place.

Improved condition: Added a locator switch to insure clamps

are holding flange in place.

Clamp Clamp

Locator Flange
Switch
Date Executed
ACTUAL
3-5
Teacher KF
RESULTS
Student SB

61
 TPM One Point
Lesson
3. Trouble Cases
trouble with a piece of equipment, and
what was done to solve the problem.
This category is very helpful if a past
problem occurs again and it is difficult
This category is used to document to
remember how it was repaired.

62
 TPM One Point Lesson
No. 255
Theme Tool Brealage Date Of
Preparation 5-Jun. 2002
Basic Team Super- Unit Prepared
Kaizen Trouble
Category Knowledg Leader visor Manager By:
Cases Cases
e
X KF DR MA CR
Before Condition:
Key
Frequent arbor breakage
Arbor

--
--
Break
Key
Improved Condition:
Arbor
Relocated key

Date Executed
ACTUAL
6-5
Teacher KF
RESULTS
Student SB

63
 TPM Training Outline
Class # 1 : Program Overview At Work Team
Meetings

Class # 2 : Introduction , Loss Elimination,

Education & Training

Class # 3 : Operator Autonomous Maintenance

(Steps 1-3)

Class # 4 :Operator Autonomous Maintenance

(Steps 4-7), Planned Maintenance, Zero
Defects, Initial Control System
64
 Step #4
Upon completion of the 3rd Step, the team
will participate in the TPM Step #4 classes.
This will lead the team into the individual
support classes for the various machine
elements. The team will study the elements
on the following slide.

65
Outside Source Support Training
Screws, Bolts, & Fasteners
Equipment Safety
OIL Lubrication

Hydraulics

Pneumatics

Drive Systems
Electrical Systems
Machine Systems
66
 VIDEO

PARADIGMS

67
LOSS ELIMINATION

68
 Breakdowns & Defects Can Be
Divided Into 2 Loss Categories

1. Sporadic Loss: Defects suddenly occur, or a piece

of equipment suddenly stops.
The root cause is usually easy to
locate.

2. Chronic Loss: This type of loss does not occur

suddenly. There is usually more
than one type of cause to the loss,
which makes the root cause
difficult to locate.

69
 Why Chronic Losses
Remain Unsolved
Counter- No satisfactory resultsAlmost
A measures Giving
Taken No sign of improvementUp

Aware Unable To Only temporary countermeasures

B Take Neces-
sary Action No drastic countermeasures
Chronic
Loss No Counter- Loss not recognized
C measures
Taken Loss is under-estimated
No quantitative evaluation
Generation of chronic losses
Unaware overlooked
(Such chronic losses as minor
stoppage, speed, rework and start-up
are most likely to be ignored.)

70
 Chronic Loss Causes

Cause Cause

Cause Cause Cause Cause

Cause Cause

(Single Cause) (Several Causes) (Combinations Of Several Causes)

Understanding
The Cause
It is difficult to focus on and understand causes.
71
Before Clean-Up Photo

72
Before Clean-Up Photo

73
Chronic Losses Are Generated By
The Lack Of Equipment Reliability
 Design
 Manufacturing
 Installation
 Operation
 Maintenance

74
 What Are
Slight Defects?

 Problems which cannot be detected

easily.

 Problems that are not considered to

greatly contribute to defects or
failures.

75
 Photo Of
Shavings On Bender

76
 Why Should A High Priority
Be Placed On Slight Defects?
 Stop the snowball effect of
accumulating defects.
 To get to the root cause.
 Slight defects will develop
into critical defects.
 Forced deterioration will
shorten the life span of the
equipment.

77
 2 Types Of
Equipment Deterioration

Natural Deterioration: Physical wear that occurs

even though the
equipment is used and
maintained properly.

Forced Deterioration: Natural deterioration that

is increased from
negligence on our part,
such as lack of oiling,
checking, repairing, etc.

78
 Photo Of
A Bar Leaning
On A Machine

79
 Latent Defects

Are . . . .
 Hidden causes of problems

 Seeds

80
 2 Types Of Latent Defects
Physical:  Not Visible
 Need To Disassemble
 Hidden Behind
 Covered By Dust, Stains, Etc.

Psychological:  Left Ignored Because Of Lack of

Interest Or Skill
 Operator & Maintenance
Indifference
 Not Familiar With The Defect
 Error In Judgement Of The
Defect

81
 2 Types Of Failures

Function Stoppage: Failure causing the

equipment to stop
completely.

Function Deterioration: Equipment function is not

fully utilized and is
beginning to malfunction
by minor stoppages.

82
 Concept Of Zero Failure

We must change our way of

thinking to realize that the
equipment can be protected
from failure.

Equipment

Failure

83
 Rules For Zero Failure
Discover latent defects to prevent failures
“Failure” is only
the tip of the
iceberg

FAILURE

LATENT DEFECTS

Dust, soiling, adhesion of raw materials.

Abrasion, backlash, looseness, leaks
Corrosion, deformation, flaws, cracks
Temperature, vibration, sound, and other errors
84
 How To Eliminate
Failures To Zero

1. Establish Basic Conditions

2. Maintain Operating Conditions
3. Restore Equipment From A Deteriorated State
4. Improve Weak Points Of Design
5. Upgrade The Skill Level

85
 5 Countermeasures For Zero Failures
And 5 TPM Principles

1. Establish Basic Conditions Loss Elimination

Operator Autonomous
2. Keep Operating Conditions Maintenance

Restore Equipment
3. From A Deteriorated Planned Maintenance
State

Improve Weak Points

4. Education And Training
In Design

5. Improve The Skill Level Initial Flow Control Of

Equipment

86
 16 Major Losses
Which Obstruct Production Efficiency

 5 Major Losses Obstructing

Manpower Efficiency

 3 Major Losses Obstructing Material

& Energy Utilization

 8 Major Losses Obstructing

Equipment Efficiency

87
 16 Major Losses - continued

5 Major Losses Obstructing Manpower Efficiency:

1. Management Loss
2. Operating Motion Loss
3. Line Organization Loss
4. Logistics Loss
5. Measurement &
Adjustment Loss

88
 16 Major Losses - continued

3 Major Losses Obstructing Material & Energy Utilization:

1. Energy Loss
2. Die, Tool, & Fixture Loss
3. Material Loss

89
 16 Major Losses - continued

8 Major Losses Obstructing Equipment Efficiency:

1. Equipment Failure Loss: Largest failure of all losses.

Two types:
a. Function-Stoppage:
Failure occurs unexpectedly
b. Function-Deterioration:
Decreases over time

2. Set-Up & Adjustment Loss

Set-Up: Losses due to changeover
Adjustment: Minor process adjustments

90
 16 Major Losses - continued

8 Major Losses Obstructing Equipment Efficiency:

3. Consumable Parts Change Loss: Weld tip, weld liners,
cutting bits

4. Start-Up Loss: Equipment warm-up

and stabilization

5. Minor Stoppage & Idling Loss: Losses we have a tendency

to “put up with”
- part hanging
- pushing re-set button

91
 Photo Of
Operator Pushing A Reset

92
 16 Major Losses - continued
8 Major Losses Obstructing Equipment Efficiency:

6. Speed Loss: Slowing the equipment

down to produce good
quality

7. Defect & Rework Loss: Time and manpower lost

in both types

8. Shutdown Loss: Planned stoppage of

equipment

93
 How Do We Plan
To Realize
Our Losses

TPM

Step To The Top

With TPM
94
 TPM Measurements:

Downtime # Of Equipment Failures

 -- Planned
 -- Unplanned Minor Stoppages

Changeover Time Maintenance Costs

Equipment Check Time Accidents

Clean-up Time Defect Rate

95
 Measurement Details

Downtime:
-- Planned Scheduled
production stoppage

-- Unplanned Production stoppage

due to equipment
failure

96
 Measurement Details

Unplanned Downtime:

--This category of downtime is made

up of the 8 Major Losses Which

Obstruct Equipment Efficiency.

97
 Measurement Details

Planned Downtime:

--This category is made up of

scheduled production stoppages.

98
 Measurement Details

Changeover Time:

-- Time period from last good piece

produced to the first good piece
produced on the new part number
safely.

99
 Measurement Details

Equipment Check Time:

-- The amount of time required to
perform daily checks on the
equipment. This time is from when
the checks begin until all checks are
complete on the cell

100
 Measurement Details

Clean-up Time:
-- The amount of time required to
perform daily clean-up of the
equipment and surrounding area

101
 Measurement Details

# Of Equipment Failures:

-- Total number of equipment failures

on a cell during the shift

102
 Measurement Details

Minor Stoppages:

-- Number of equipment minor

stoppages during the shift

103
 Measurement Details

Maintenance Costs:
-- Associated costs for maintaining the
equipment on a line. These costs
include all replacement parts cost and
the labor required to replace the parts.
Also included in these costs are the
cleaning supplies to maintain the
equipment

104
 Measurement Details

Accidents:
Number of accidents on a
--
cell . . . . . . lost time and not
lost time

105
 Measurement Details

Defect Rate:

-- Defects generated by process

106
TPM TRAINING
Loss
Elimination

Planned Operator
Maintenance Autonomous
System Maintenance

Six
Supporting
Strategies
To TPM

Initial Education
Control And
System Training
Zero
Defects
107
108
 What Is
Operator Autonomous Maintenance?

Activities where each operator

performs timely inspection,
lubrication, consumable parts
replacement, repair,
troubleshooting, accuracy checks,
etc. . . . . on their own equipment.

109
What Is The Goal Of Operator
Autonomous Maintenance?
Keeping one's own
equipment in good
condition by oneself.

110
 TPM Roles Of

Establish Keep Prevent Improve

Improve
Basic Operation Machine Weak
Skill
Conditions Conditions From Points In
Deteriorating Design

Operators Maintenance

Management

111
Activities Performed By The Operators

 Prevent Deterioration
 Measure Deterioration
 Repair Deterioration

112
 Photo Of
Repairing Problem

113
 Photo Of
Repairing Problem

114
Activities Of The Maintenance Group

 Measure Deterioration
 Repair Deterioration
 Provide Guidance To Operators

115
Maintenance Group Support To Operators
In Steps 1 Thru 3
1. Training & Guidance In Equipment Structures &
Functions
2. Guidance On Lubrication Items
3. Assistance In Locating Sources Of
Contamination.
4. Improvement To Hard-To-Access Areas
5. Quick Response To Operator Requests

116
 PRELIMINARY STEP 0

Before starting the step method, the

following should be done.

 Consider safety education about the equipment

 Revisit the Loss Elimination exercise

117
118
119
Machine / Lock Photo

120
 VIDEO

LOCK OUT
TAG OUT
121
 STEP 1: Initial Clean-Up
Cleaning Is Inspection:
– Take pictures to show “Before Conditions”
– Safety first
– Thoroughly clean dirt accumulated over years
– Open covers and guards to clean inside
– Also clean the environment around the
equipment
– Cleaning becomes a normal part of the
operator responsibility
Using TPM Problem Tags:

122
“Before” Photo Of Sizer

123
“Before” Photo Of Sizer

124
125
“After” Photo Of Sizer

126
127
Photo Of Cleaning

128
129
Photo Of Cleaning

130
 STEP 1: Initial Clean-Up - continued
TPM

Cleaning is Inspection:
Using TPM Problem Tags:
– Tags to be filled out by all operators
– Attach tags to problem location
– Each problem requires its own tag
– BLUE TAG -- Operator responsible
to repair
– RED TAG -- Maintenance group
responsible for
– repairs

131
 TPM
Autonomous Maintenance TPM
Autonomous Maintenance
Step. No. 12 3 4 5 Step. No. 12 3 4 5
Problem Found Here Problem Found Here
Equipment: Equipment:
Asset
: No.: Asset
: No.:
Date Found: Date Found:
Found By: Found By:
Description of Problem: Description of Problem:

REMOVE THIS SHEET AFTER ATTACHING

ATTACH THIS SHEET TO EQUIPMENT
TAG AND USE IT AS COPY
Page 1 Page 2

Date
Repaired:

Repair
Made By:

Description of Repair:

RETURN THIS TAG TO THE ORIGINATOR

Page 3
132
133
134
135
136
 Tag History
Upon completion of the repair, log or file tags for
future reference. Keep the information at the cell.
Red tag history highlights:
Recurring problems
Repair history
Maintenance response
Blue tag history highlights:
Operator repairs and minor stoppages
Recurring problems that need to be red tagged

137
Photo Of Problem

138
Photo Of Problem

139
LUNCH !!!

FOOD!!!!!!
140
 Floor Exercise 1
Initial Clean-up
– 1. Participants will go to the designated cell
– 2. Facilitators will assign participants to a
specific piece of equipment or area
– 3. Using the proper cleaning material and
TPM tags the participants will clean the
equipment and tag all problems.

– Continued on next slide

141
 Floor Exercise 1 - continued

4. Upon Completion Of The Initial Clean-Up:

a. Collect All Copies Of TPM Tags
b. Take the Tags to the Training Room
and Discuss the Tags and Problem
Areas.

Be Sure to Return the Tags to the Cell

Discussion. 142
 Step 2

Counter Measures for Hard-to-

Access
& Source of Contamination

143
 Countermeasures For Hard-To-
Access & Source of Contamination

 Countermeasures For Hard-to-Access

Areas
 1. Relocate for better access
 2. Lexan covers
 3. Windows or guards
 4. Fill unused or unnecessary
holes/grooves

– Note: Always use approved and permanent

countermeasures.

144
 Countermeasures For Hard-To-
Access & Source of
Contamination - continued
 Eliminate Sources That Make The Equipment
Dirty.
– 1. Repair or tag leaks
– 2. Create ways to remove slag, shavings etc.
– 3. Use filters where necessary
– 4. Check for exhaust fan possibilities
– 5. If the source can not be eliminated, contain the
– source until it can be eliminated
Note: Always use approved and permanent
countermeasures.

145
Source of Contamination “Before”

146
Source of Contamination
“After”

147
 Tree City Welder
Before Improvement

148
 Tree City Welder
After Improvement

149
Steps In Preparing A Temporary Guard
Observe Line

Think Of A Way To Control

The Source Of
Contamination

Make A Model Using

Corrugated Cardboard
3
2
Try 1
Improvement
Fabricate Temporary Device
Using Galvanized Steel Or
Other Material

Produce Final Device

Suggest As
Standardization And
Future Design Information

150
Temporary Guard Photo

151
 Hard-To-Access & Source Of Contamination Areas
Equipment Asset Page
No.:____________________
Name:____________________ No.:____________________

Type Description Item Completion

Counter- Who Who
Of
Cleaning, measure Found Responsible
HTA SOC Problem Lubrication,
Inspection Target Actual

152
 Floor Exercise 2
 Participants will be given the Hard to
Access & Source of Contamination
documents to fill out at the cell.

 Allow 30 minutes to complete this form.

 Return to the training room for the Report

Out.

153
 Step 3

Prepare Temporary Standards

154
 Prepare Temporary Standards

This step is to enhance the equipment

reliability & maintainability.

155
Prepare Temporary Standards - continued

 Temporary Check Sheet For Clean-Up &

Lubrication Standards:
– What items need to be done
– Who will perform the check
– Where the location is to be checked
– What to use for the inspection or cleaning
– Target time to complete the task

156
Prepare Temporary Standards - continued

 Gauges should be marked for

high and low operating ranges.

 Points of lubrication should be

marked and color coded for quick,
accurate identification.

157
Temporary Standard Check Sheet (Inspection, Cleaning, Lubrication)
Sketch Line Machine Effective Period Team Leader Supervisor Unit Manager
Year
Month
What To Do & How Target
Zone No. Description I.C.L. Items Used Often Who Time

A B C D E F G H I

158
 Sample Of

Temporary Standard Check Sheet

159
 Sample Of

Temporary Standard Check Sheet

160
 Floor Exercise 3

 Participants will return to the floor

and fill in a Temporary Standard
Check Sheet.

 Return to the training room in 30

minutes for the Report Out.

161
Implementation
&
Review

162
TPM Requirement

C
H
A A
M
M P
P I
O
S N
S

AMPS Review
163
“Our old, ineffective, hierarchical model
will need to be replaced by the new
empowerment model of putting critical
thinking and decision-making skills into
the hands of a fully educated work force”.

164
 Program Outline
 Management Will Receive The Initial
Training Of Each Class
 Upon completing AMPS, The Work Team
Will Begin TPM
 Unit Management Will Assist In The Training
 Review of Each Step Upon Completion
 Support Classes on Machine Elements will
be Taught to Operators. TPM Outline

165
Key Points For Success In Implementation

 Cooperation Between All Departments

 Maintenance understanding and support
 Led By Work Teams
 Operator Input and Decision on Check
Sheet Items
 TPM Activities Become Part Of The Daily
Routine

166
Key Points For Success In Implementation
(Continued)
 Transmission Of Education
 One Point Lesson Sheet
 Standardization
 Activities Board:
Timing Chart One Point Lessons
# Of Equipment Failures Defect Rate
# Of Minor Stoppages Current Step In Progress
Changeover Time Problem Tag Data
"Before" & "After" Pictures Downtime Data
Clean-up Time Equipment Check Time
Maintenance Costs Accidents

167
Key Points For Success In Implementation
(Continued)

 Quick Repair
 TPM Meetings
 Step System
 Step Review
 Promote Success Stories

168
 7 Step Development For
Operator Autonomous Maintenance
Step 1: Initial Clean-Up
Stage 1
Step 2: Countermeasures For Hard- Upgrading The Basic
To-Access & Source Of
Contamination Conditions Of The Equipment

Step 3: Prepare Temporary Standards

Stage 2
Step 4: General Inspection Steps To Measure &
Prevent Deterioration
Step 5: Autonomous Inspection

Stage 3
Step 6: Standardization Steps To Expand OAM &
Step 7: All-Out Autonomous Master The Maintenance Skills
Management

169
 7 Step Development For
Operator Autonomous Maintenance
Step 1: Initial Clean-Up Stage 1
Step 2: Countermeasures For Hard- Upgrading The Basic
To-Access & Source Of Conditions Of The
Contamination Equipment
Step 3: Prepare Temporary Standards

Stage 2
Step 4: General Inspection Steps To Measure &
Step 5: Autonomous Inspection Prevent Deterioration

Stage 3
Step 6: Standardization Steps To Expand OAM &
Step 7: All-Out Autonomous Master The Maintenance
Management Skills

170
 TPM Training Outline
Class # 1 : Program Overview At Work Team
Meetings

Class # 2 : Introduction , Loss Elimination,

Education & Training

Class # 3 :Operator Autonomous Maintenance

(Steps 1-3)

Class # 4 :Operator Autonomous Maintenance

(Steps 4-7), Planned Maintenance, Zero
Defects, Initial Control System
171
TPM Implementation Steps 1, 2, & 3
8030
LINE:__________ Mazda Express
TEAM NAME____________

STEP MARCH APRIL MAY JUNE

6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26

3
172
 Autonomous Maintenance Review

Upon completion of each step, the work

teams will request a review of the step just
completed.

This review will allow team and managers

to confirm whether the Autonomous
Activities are being followed to their intent.

173
Operator Autonomous Maintenance
7 Steps

T P M

Aut. Mgt.
7
Standardization
6
Autonomous Inspection
5
General Inspection 4
Prepare Temporary Standards 3
Countermeasures for Hard-To-Access & Source Of
Contamination 2
Initial Clean-up
1
174
TPM STRATEGIES
Loss
Elimination

Planned Operator
Maintenance Autonomous
System Maintenance

Six
Supporting
Strategies
To TPM

Initial Education
Control And
System Training
Zero
Defects
175