Prepared For Dr Jim Mooney AN INVESTIGATION INTO TOTAL PRODUCTIVE MAINTENANCE AND ITS APPLICABILITY ACROSS VARIOUS ENGINEERING ENVIRONMENTS This thesis is submitted in partial fulfilment for the B.Eng. in Engineering Management Under the auspices of the University of The West of Scotland May 2012 2 I. Declaration WE Stefano Clemente B00188005 Paul Coakley B00212107 Liam Scott B00200684 Matthew Sweeney B00198060 Hereby declare that the project entitled AN INVESTIGATION INTO TOTAL PRODUCTIVE MAINTENANCE AND ITS APPLICABILITY ACROSS VARIOUS ENGINEERING ENVIRONMENTS Submitted by us in partial fulfilment for the B.Eng. in Engineering Management it is our own work and we have not contravened University regulations in submitting this project. In particular, we are aware of the University regulations on plagiarism, cheating and collusion, and are aware of the potential consequences of any breach of regulations in this regard. Signatures Dated: / / 3 II. Abstract Across the manufacturing industry losses and waste occur due to factors such as operators, processes and tooling or equipment. It is vital for organisations to have an effective maintenance strategy to address these problems; Total Productive Maintenance (TPM) is a comprehensive maintenance methodology that compliments this need to solve problems of losses and waste reduction. This study outlines what TPM is and why it should be implemented; determining its principles or objectives and the benefits that should be realised. The related tools and techniques have been assessed and the key components to its successful implementation in industry. Secondary research was conducted to gain an understanding of TPM and its related tools and techniques. Primary research was conducted including site visits to Walker Precision Engineering and Coca-Cola Enterprises also questionnaires were distributed to persons in industry and a case study was undertaken in order to determine its applicability across differing engineering environments. This allowed the group to oversee various different maintenance programs and made it possible to compare and contrast with TPM. We concluded that TPM is a revolutionary concept that has tangible results in reducing maintenance costs whilst increasing the efficiency, capability and profitability of engineering organisations. However from primary research the project team concluded that typically engineering organisations will draw specific components from TPM that are more applicable within their own organisation. 4 III. Acknowledgment The investigative team would like to thank the following people for their efforts and guidance throughout this report The guidance received from UWS‟s Dr Jim Mooney and Mr Peter Griffin during the course of the trimester was invaluable. Also Mr Walker & Barry Sloss from WPE for their accommodation of the team during a visit to Walker Precision Engineering. Paul Dolan of Coca Cola Enterprises for his willingness to communicate with the group and provide insight into operations within the facility and organisation. John Cotton of UWS maintenance for his delegation of time to the group and contribution to primary research. 5 IV. Glossary of Terms 5S: A method of visually controlling and addressing problems in the work floor CBM: Condition Based Maintenance CCE: Coca Cola Enterprises CMMS: Computerised Maintenance Management System FMEA: Fault Modes Effects Analysis IR: Infrared IRR: Internal Rate of Return JIPM: Japan Institute for Plant Maintenance JIT: Just in Time KPI: Key Performance Indicator MA: Maintenance Assistant OEE: Overall Equipment Effectiveness PDCA: Plan, Do, Check, Act PM: Preventative Maintenance RE: Reactive Maintenance ROI: Return on Investment SLA: Service Level Agreement SME: Small to Medium Enterprise SMED: Single Minute Exchange of Dies TPM: Total Productive Maintenance TQM: Total Quality Management UWS: University of the West of Scotland VM: Visual Management VOSA: Vehicle and Operator Services Agency WCM: World Class Manufacturing WPE: Walker Precision Engineering 6 Contents I. Declaration 2 II. Abstract 3 III. Acknowledgment 4 IV. Glossary of Terms 5 Contents 6 1. Introduction 8 1.1 Scope 9 2 Total Productive Maintenance 10 2.1 Total Productive Maintenance History 10 2.2 Total Productive Maintenance Theory 12 2.3 TPM Implementation 14 2.4 Progression 19 2.5 The Benefits of TPM 21 2.6 The Cost and Cost Benefits of TPM Implementation 22 2.7 Sustainment 23 2.8 Change Management 25 2.9 Force Field Analysis 27 2.10 Preventative Maintenance 30 2.11 Autonomous Maintenance 32 2.12 Pre-use Check 36 2.13 Condition Monitoring 37 3 Computerised Maintenance Management Systems (CMMS) 42 3.1 Capabilities of a CMMS 43 3.2 Benefits 44 3.3 Disadvantages 44 3.4 CMMS using Access 45 3.5 Verdict 48 3.6 CMMS using Maintenance Assistant 50 3.7 Verdict 53 3.8 Web based VS desktop based CMMS 54 7 3.9 Other CMMS available on market 55 4 Development 56 4.1 TPM Goals 58 4.2 World Class 59 5 T.P.M Tools and Techniques 62 5.1 Visual Management 62 5.2 Kanban 63 5.3 Kaizen 64 5.4 5S 66 5.5 JIT 68 5.6 Ishikawa Analysis 69 5.7 Role of Teams and Group Exercises 70 5.8 Single Minute Exchange of Dies (SMED) 72 5.9 Overall Equipment Effectiveness (OEE) 74 6 TPM Case Studies 78 6.1 Oki Printing Solutions (Cumbernauld) 78 6.2 Site Visits 81 7 Conclusion 98 7.1 Future Work 99 8 Appendices 100 8.1 Table of Figures 100 8.2 Maintenance Fault Report Sheet 101 8.3 Meetings 102 8.4 Project Management 112 9 Bibliography 115 8 1. Introduction In today‟s industrial scenario huge losses and wastage occur on the manufacturing shop floor. This waste is typically down to certain factors such as operators, processes and tooling or equipment. These factors have knock on effects to the production capability or capacity of manufacturing organisations, either by causing idle machines or manpower or by machine downtime. In recent times the introduction of “Zero Oriented” concepts such as zero waste or breakdowns has become a pre-requisite to solving these problems in the manufacturing industry. Henceforth a revolutionary concept of Total Productive Maintenance (TPM) has been adopted in many industries across the world to address the problems listed above. In this study TPM will be evaluated by researching key criteria such as;  What is Total Productive Maintenance?  Why implement TPM?  Related Tools and Techniques  Research into Industry via Site Visits, Questionnaires and Case Studies Due to TPM‟s theoretical advantages and current global emergence, it is a topic of great interest and debate, meriting an investigation into its applicability across various engineering environments. 9 1.1Scope 1.1.1 In scope  Secondary research will be carried out in order to develop a full understanding of total productive maintenance, its history, principles and its emergence and relevance in engineering today. o This will include background reading of relevant literature and internet research. After initial secondary research, write ups will begin on project introduction, TPM history, theory, implementation and components. o A literature review will be carried out on any case studies, articles or relevant books that have been analysed throughout the early stages of the project.  A questionnaire will be developed and distributed to several local businesses in order to initiate primary research. o A survey of UWS will be used to develop the questionnaire o Any findings or opinions drawn from questionnaire replies will be written up and included in the report.  An investigation into computerised maintenance management systems will transpire. This will include a demonstration of a CMMS and its features by utilizing Microsoft access and the maintenance software “Maintenance assistant”.  As part of primary research, the group will undergo several site visits, including Walker Precision Engineering, and the Coca Cola Enterprises bottling plant. o After each visit, a review will be written up containing any conclusions or findings with relation to TPM, as well as, with reason, any recommendations made by the group.  The group will interview the head of maintenance for UWS Hamilton campus o Any findings or conclusions will be converted into report form  After all primary research has been completed time will be allocated to generating the report and combining any material written by separate members of the group. o This will include a review of the report and any fundamental improvements will entail.  Once the report is finalised preparation for the group presentation will begin. 1.1.1 Out of scope  While recommendations will be made following each site visit, the group will not be implementing TPM or any of its components into any of these organisations.  While a mock CMMS will be created for the facilities of UWS, the system will not be incorporated into the organisation. 10 2 Total Productive Maintenance 2.1 Total Productive Maintenance History Total Productive Maintenance (TPM) as it is known today began as an evolving process in the post-World War Two era of Japan. The Deming lectures on Quality Control introduced the concepts of improving quality that help to reduce expenditure on defects while increasing productivity of the workforce and overall market share and profitability of manufacturers. These ideas grew into what is internationally recognised as the excellent reputation of Japanese goods and products. Amongst these aspects of introducing quality control into manufacturing plants was to strategically organise maintenance, not only on the products themselves but also the manufacturing processes creating the products, such as machinery or tooling equipment. The details of the organisation of maintenance; from maintenance staff, the scheduling and planning of maintenance were carefully studied and analysed to achieve the best results. The development cycle of TPM can be broken down into stages of its evolution. It first began in the 1950‟s Japan, where the nation had heavily borrowed from the United States techniques such as Preventative Maintenance (PM), these theories dictate that to predict failure of a machine and conduct maintenance on machines or tooling to stop any failure from occurring is in the best interests of an manufacturing facility, this was the beginning of the establishment of maintenance functions in a manufacturing context. Always improving and adding to the theories of improving quality, Preventative Maintenance slowly morphed into Productive Maintenance, circa 1960‟s. The differentiation between engineering for reliability or Reliability Engineering and simply scheduling maintenance started as a greater understanding was developing into what factors contribute to a quality initiative. Indeed advances in technology and manufacturing processes created a need for skilled maintenance engineers to competently undertake maintenance work with the aim of improving or creating efficiencies in the equipment effectiveness. This began the importance of recognising reliability and the economic efficiency needed in manufacturing plant design. [...]... between Productive Maintenance and Total Productive Maintenance is in the name Productive Maintenance is built upon planning for failure of equipment, striving for zerodefective products and zero breakdowns This is done by planning and scheduling regular maintenance on equipment and prioritising maintenance tasks It is however a costly way of organising maintenance as it involves a dedicated maintenance. .. fulfil all maintenance jobs; it has been described as an “I operate-you fix” method 12 The shift to TPM rearranged this method and the Total in Total Productive Maintenance is what differentiates it The Total can be described in three meanings relevant to the theory 1 Total Effectiveness: Building a system that fully embodies the advantages and the concepts of Predictive and Productive Maintenance, ... model Maintenance initiatives have always played a major role in many manufacturing companies but to be truly successful in engineering it is a pre-requisite to fully understand what is meant by maintenance, what it entails, what it is trying to achieve and indeed how to get the best results TPM is a model that seeks to answer these questions, its long development is ongoing and to truly understand it‟s... and Productive Maintenance, achieving maximum profitability and economic efficiency 2 Total PM : Being able to establish a maintenance program that will be relevant and span the entire life cycle of the equipment, aiming towards maintenance free equipment, preventative maintenance so problems can be spotted and rectified before they occur and improvement in the maintainability of equipment i.e repairs... approaches and four reasons that people resist change the resistances they documented include: Self-interest: How the change affected them and not the business Misinterpretation: Poor communication or poor understanding of the up and coming changes Low Tolerance to Change: Those that are settled and sceptical to change Differing assessment of proposal: Some employees may think the old way is best changing... Various studies have looked into the resistance caused by the announcement of forthcoming change; any change within an organisation will create anxiety within the workforce - this will occur even when clearly conveyed Wanberg and Banas (2000) document such behaviour that states even a clearly communicated minimal change had an impact on the attitude of workforce 23 “In contrast and contrary to his expectations,... autonomous maintenance advantages and its steps Equipment operators must be fully educated in the machinery/equipment they are working with, as well as the frequency of small maintenance tasks, daily maintenance activities and any how to identify any irregularities in equipment as well as how to address these irregularities 2.11.5 Initial clean-up of machines To practice autonomous maintenance effectively... implementation and sustainability of TMP but these influences are not exclusive within TPM but are present in most restructuring or rolling out of new systems 24 2.8 Change Management This resistance is not only found within the shop floor but can be common within upper and middle management This can be minimised by following some of the key aspects of change management 1 Benefits management and realisation... (OEE) 2 Develop and plan of productive maintenance for the life cycle of equipment, machinery or tooling 3 The involvement of all departments in an organisation that will plan, design utilise or indeed maintain relevant equipment, machinery or tooling through the TPM implementation This may include engineering, design, production and maintenance 4 The full inclusion of the entire organisations workforce,... individuals and from top management to the bottom level of the company structure created an atmosphere of a community, being able to see actions conducted by individuals having an active effect on the success of a company TPM encroaches upon many theories to build a complete picture of how maintenance plays such a vital role in an organisations success Behavioural sciences, systems engineering and logistics . AN INVESTIGATION INTO TOTAL PRODUCTIVE MAINTENANCE AND ITS APPLICABILITY ACROSS VARIOUS ENGINEERING ENVIRONMENTS Submitted by us in partial fulfilment for the B.Eng. in Engineering Management. understanding of total productive maintenance, its history, principles and its emergence and relevance in engineering today. o This will include background reading of relevant literature and. AN INVESTIGATION INTO TOTAL PRODUCTIVE MAINTENANCE AND ITS APPLICABILITY ACROSS VARIOUS ENGINEERING ENVIRONMENTS This thesis is submitted in partial fulfilment for the B.Eng. in Engineering