In order to understand
anything, you must
not try to understand
everything
Aristotle
1
efficiency 
universality
Our focus today,
Total
Productive
Maintenance
Thinking Hats
With this thinking hat you focus on the data
available. Look at the information you have, and
see what you can learn from it. Look for gaps in
your knowledge, and either try to fill them or
take account of them. This is where you analyze
past trends, and try to extrapolate from historical
data.
'Wearing' the red hat, you look at
problems using intuition, gut reaction,
and emotion. "Putting on my red hat, I
think this is a terrible proposal." Usually
the feeling is genuine but the logic might
not be too great for others to understand.
Using black hat thinking, look at all the bad
points of the decision. Look at it cautiously and
defensively. Try to see why it might not work.
This is important because it highlights the weak
points in a plan. It allows you to eliminate them,
alter them, or prepare contingency plans to
counter them. Black Hat thinking helps to make
your plans 'tougher' and more resilient. It can
also help you to spot fatal flaws and risks before
you embark on a course of action.
The yellow hat helps you to think
positively. It is the optimistic viewpoint
that helps you to see all the benefits of
the decision and the value in it. Yellow
Hat thinking helps you to keep going
when everything looks gloomy and
difficult.
The Green hat focuses on creativity: the
possibilities, alternatives, and new ideas. It is a
freewheeling way of thinking, in which there is
little criticism of ideas.
The Blue Hat is used to manage the
thinking process. "Putting on my blue
hat, I feel we should do some more green
hat thinking at this point."
aintenance
Maintenance
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Breakdown
Predictive
Preventive
Total
Productive
Maintenance
Keeping the current plant and equipment at its
highest productive level through cooperation of all areas
of the organization
Maintaining & improving equipment capacity
Maintaining equipment for life
Using support from all areas of operations
Encourage input from all employees
Using teams for continuous improvement
Downtime
LOSSES
VARIOUS LOSS AREAS
Planned
Downtime
Start-ups
Shift Changes
Coffee and Lunch Breaks
Planned maintenance shutdowns
Unplanned
Downtime
Equipment breakdown
Changeovers
Lack of materials
Reduced Speed
LOSSES
Idling and minor stoppages
Slow downs
Poor Quality
LOSSES
Process nonconformities
Scrap
Calculating Downtime Losses
Downtime Losses are measured by Equipment availability
A= (T/P) x 100
A = Availability
T = Operating Time (P-D)
P = Planned Operating time
D = Downtime
Calculating Reduced Speed Losses
Reduced Speed losses measured by performance
efficiency
E = { ( C x N ) / T } x 100
E = Performance Efficiency
C = Theoretical Cycle Time
N = Processed Amount (Quantity)
T = Operating Time (P-D)
Calculating Poor Quality Losses
Poor Quality Losses measured by rate of quality
products produced
R = { ( N – Q ) / N } x 100
R = Rate of Quality Products
N = Processed Amount (Quantity)
Q = Nonconformities
Calculating Equipment Effectiveness
Equipment Effectiveness is the products of
previous metrics
EE = A x E x R
EE = Equipment Effectiveness
TARGET Equipment Effectiveness
Hands-on with Calculations
Last week’s production numbers on manufacturing center JL58 were as follows:
Scheduled operations = 10 hours/day; 5 days/week
Manufacturing downtime due to meetings, Material outages, training, breaks and so forth
= 410 minutes/week
Maintenance downtime scheduled and equipment breakdown = 227 minutes/week
Theoretical (Standard) Cycle time = 0.5 minutes/unit
Production for the week = 4450 units
Defective parts made = 15 units
P = 10 hours/day x 5 days/week x 60 minutes/hour = 3000 minutes/week
D = 410 minutes/week + 227 minutes/week = 637 minutes/week
T = ( P – D ) = 3000 – 637 = 2363 minutes
Please calculate
A = ( T / P ) x 100
E = { (C x N) / T } x 100
R = {( N – Q ) / N } x 100
EE = A x E x R
(Equipment Availability)
(Performance Efficiency)
(Quality Products produced)
(Equipment Efficiency)
TARGET Equipment Effectiveness
85%
Target Equipment Efficiency 85%
do we achieve 85% EE?
We however request Green Hats to start thinking about the
problem, when we’ll return, we’ll discuss about the ideas given
out by the Green Hats.
TARGET Equipment Effectiveness
Total
Productive
Maintenance
Total Productive Maintenance Recipe
Learn the new philosophy
Promote the new philosophy
Fund the training and train everyone
Identify areas of the needed improvement
Formulate performance goals
Develop implementation plan
Establish autonomous work groups
Life is the art of drawing
sufficient conclusions
from insufficient premises
Samuel Butler