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

I.
WE

Declaration

Stefano Clemente Paul Coakley Liam Scott Matthew Sweeney

B00188005 B00212107 B00200684 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:

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.

III.

Acknowledgment

The investigative team would like to thank the following people for their efforts and guidance throughout this report The guidance received from UWSs 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.

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

Contents
I. II. Declaration ......................................................................................................................... 2 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 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 Total Productive Maintenance History ..................................................................... 10 Total Productive Maintenance Theory ...................................................................... 12 TPM Implementation ................................................................................................ 14 Progression ................................................................................................................ 19 The Benefits of TPM ................................................................................................. 21 The Cost and Cost Benefits of TPM Implementation ............................................... 22 Sustainment ............................................................................................................... 23 Change Management ................................................................................................. 25 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 3.2 3.3 3.4 3.5 3.6 3.7 3.8 Capabilities of a CMMS ............................................................................................ 43 Benefits...................................................................................................................... 44 Disadvantages............................................................................................................ 44 CMMS using Access ................................................................................................. 45 Verdict ....................................................................................................................... 48 CMMS using Maintenance Assistant ........................................................................ 50 Verdict ....................................................................................................................... 53 Web based VS desktop based CMMS....................................................................... 54
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3.9 4

Other CMMS available on market ............................................................................ 55

Development .................................................................................................................... 56 4.1 4.2 TPM Goals ................................................................................................................ 58 World Class ............................................................................................................... 59

T.P.M Tools and Techniques ............................................................................................. 62 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 Visual Management................................................................................................... 62 Kanban ...................................................................................................................... 63 Kaizen........................................................................................................................ 64 5S............................................................................................................................... 66 JIT.............................................................................................................................. 68 Ishikawa Analysis ..................................................................................................... 69 Role of Teams and Group Exercises ......................................................................... 70 Single Minute Exchange of Dies (SMED) ................................................................ 72 Overall Equipment Effectiveness (OEE) .................................................................. 74

TPM Case Studies ............................................................................................................. 78 6.1 6.2 Oki Printing Solutions (Cumbernauld) ..................................................................... 78 Site Visits .................................................................................................................. 81

Conclusion ........................................................................................................................ 98 7.1 Future Work .............................................................................................................. 99

Appendices ..................................................................................................................... 100 8.1 8.2 8.3 8.4 Table of Figures ....................................................................................................... 100 Maintenance Fault Report Sheet ............................................................................ 101 Meetings .................................................................................................................. 102 Project Management............................................................................................... 112

Bibliography .................................................................................................................... 115

1. Introduction
In todays 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 TPMs 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.

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.

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 1950s 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 1960s. 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.

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As these foundations continued to be laid, a more comprehensive system was beginning to take shape. Manufacturers started to adopt a more scientific approach into what motivated their workforce and how the workforce played a vital part in the production process. In the 1970s, TPM evolved into this system. Key elements of a successful and viable maintenance program were brought to the attention of many manufacturers. Basing a system on total employee participation and mutual respect between 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 all contribute to the TPM 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 its history, where it has evolved from may help to point maintenance engineers of the future in the right direction of where TPM is heading. (Anon., 1988)

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2.2 Total Productive Maintenance Theory

TPM by definition is a comprehensive maintenance program that involves the full participation of an organisation and workforce. It is conducted by all employees in small group oriented exercises and is founded on what is known as the Five Pillars of TPM. These pillars are; 1. Maximise equipment effectiveness, improve Overall equipment Effectiveness (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, from top level management to the shop-floor employees. 5. TPM needs to be promoted throughout the workforce, usually accomplished by small group activities. This forms a team building atmosphere and motivation for success in an organisation. These pillars can be viewed as aims or objectives for a successful TPM development program; it is the foundations that an understanding of TPM is built upon. The differentiation 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 crew, who with a specialist knowledge were required to fulfil all maintenance jobs; it has been described as an I operate-you fix method.

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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, 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 or modifications to equipment to prevent breakdowns or improved maintenance accessibility. 3. Total Participation: Simply the full participation of the entire organisations workforce from top management to shop floor workers. Once these principles of TPM have been understood it necessary to look at what TPM achieves. This is in the form of tackling the Six Big Losses. These are losses made in the sense of profitability, performance and capacity or capability of equipment. These losses affect what is known as the Overall Equipment Effectiveness (OEE). Downtime: 1. Breakdown of machines or equipment failure 2. Time lost to setup or adjustment. Speed Losses: 3. Idling and minor stoppages 4. Reduced operating speeds of processes. Defects: 5. Reworking or defective products. (Scrap or quality (specification) defects. 6. Reduced yield between machine start up and production i.e. the number of products produced from machine start up to switch off. (Nakajima, 1998)

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2.3 TPM Implementation

The implementation of TPM as with any pending changes to an organisation will follow a logical path which first must entail asking the question Is the change required? This can only be answered by conducting an investigation into the current systems that are in place or by gathering information on the performance indicators. Only then can an assessment be carried out which may entail benchmarking. Below shows a methodology that could be used to successfully implement TPM: Step 1: The formation of an officially recognised committee if not already in place to direct the establishment in the development of the TPM program Step 2: The committee should have an understanding and be aware of the current situation within the establishment. This will allow an accurate analysis of the current level of TPM development which may be carried out using established review techniques or audit methodology. Particular attention should be paid to the following areas that are said to have an impact on the successful implementation of TPM: 1. 2. 3. 4. 5. 6. 7. 8. 9. Step 3: Some of the most important aspects that must be considered are the obstacles presented to the committee and the driving forces behind this resistance. This knowledge will empower the committee with the necessary information to adapt a strategic plan aimed at successful implementation of TPM. A recommendation would be to adopt the Force Field Analysis method by the committee and use each of the nine categories on separate analysis sheets. The existing organisation. Measures of performance. Alignment to company mission. The involvement of people. An implementation plan. Knowledge and beliefs. Time allocation for implementation. Management commitment. Motivation of management and workforce.

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Step 4: The committee will develop an implementation strategy including timelines and milestones to allow the rollout of the system to be measurable. As previously mentioned it has been well documented that production driven programs have been shown as being the most successful approach in implementing TPM. Therefore the inclusion of the production associates during the development of the strategy will encourage production ownership from the outset furthermore increasing the chances of successful implementation. Also at this stage the full requirements of the five pillars of TPM must be considered, because successful TPM can only be achieved through consideration of each pillar due to their dependence and interrelated requirements. Additionally, at this stage measures of performance and milestone objectives should be included in the plan to provide criteria for assessment, review and direction of the program. Step 5: Project management techniques should be employed to give the implementation of the plan the best opportunity to succeed as advocated by Davis (1997) within his research into the implementation of TPM within the UK. The implementation should also be production driven and this has shown the most probable likelihood of successes and supported by the engineering functions.

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Step 6: At this point it would be prudent to review the strategy and examine the process including milestones and tasks, carry out any required amendments based on this review. Also at this stage it would be relevant to examine the attitude of the workforce including management as this a conceptual model as a key success factor in the implementation of TPM. A review of the achievements of the TPM program must result in the communication and reward of the achievements aimed at reinforcement of successful behaviour and practice. Reward and recognition should be used to encourage and motivate in the required direction. Furthermore, this reinforces management commitment to the TPM program. Conversely, if failure to achieve the required results is seen at the review stage, analysis of why the expectations have not been met must be carried out and consequently amendments to the activities must be promptly made so inappropriate practice or direction is not continued. At this stage the determination of top management and the steering organisation to make TPM succeed must be well communicated to all personnel involved in TPM development. Continuous management commitment is necessary for continued improvement and development of TPM

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2.3.1

TPM Implementation Chart (Figure 2-1)

To successfully implement TPM into an organisation a clear understanding of its development cycle must be achieved. This is typically done by creating a 'Master Plan'. In creating a targeted and systematic approach to a implementation strategy allows management to create goals, standards and objectives that are realistically achievable. The implementation strategy should target: 1. Equipment Effectiveness by eliminating or controlling the 'six big losses. 2. Promote Autonomous Maintenance. 3. Create Quality Control & Assurance techniques. 4. Planned Maintenance techniques. 5. Identify skills and training required.

The TPM Implementation plan was devised by following the TPM Master Plan present in: Nakajima, S. (1988). Introduction to TPM:Total Productive Maintenance. In S. Nakajima, Introduction to TPM:Total Productive Maintenance (pp. 66-67). Cambridge,Massachusetts: Productivity Press.

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Figure 2-1

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2.4 Progression
The successful implementation of TPM creates a vehicle that will enable the company to continue its journey towards World Class accreditation Figure 2-2 shows some of the components that would have to be addressed or implemented most of which are discussed within this report.

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Figure 2-2

2.5 The Benefits of TPM

The benefits for the company that operate a TPM system are wide and varying these ranges from an increase in OEE brought about by the use of effective Preventative Maintenance this reduces the requirement for Reactive Maintenance in turn eliminating the Fire Fighting culture. The increase in up time will create a more effective and competent method in which the demands of the customer will be met, this also improves the overall ability to compete in the world marketplace further enforcing the repute of the company and increasing the vendor rating. This is all good and well but the benefits for the employees must also be noted and these will include less pressure on maintenance staff for urgent repairs through the eradication of reactive type maintenance. Overall job security will be assured if the company is performing well in the market and efficiency levels are achieved. The creation of a working environment with less stress will inevitably lead to improvements in job satisfaction this will be experienced through the whole facility leading to better cooperation between maintenance, production, and other departments further supported by less pressure on production to recover from breakdown losses

2.6 The Cost and Cost Benefits of TPM Implementation

Another consideration for the implementation will be associated costs; this may be the single most important consideration. These additional costs may include additional staff and staff training and the initial maintenance on equipment to achieve a standard close to the original as new condition this may include the purchase of new equipment, these costs may be required during the early stages of the implementation dependent of the strategy adopted. It has been shown that an expected start-up cost can be about 10-20% increase in training and about 15 % increase in maintenance costs for the first two years if a 10% plant coverage is attained by year one (20% by year two). This investment goes down significantly if only a couple of machine centres or units are piloted. In fact, if the desire is slow integration the first year (1-3 pilots only), maintenance costs and training costs may be slight and can often be covered with only slight budget overruns. The major variables are the current condition of your equipment (how well maintained it is), your people (how skilled and knowledgeable they are) and the persistence implementation committee will take in making this work. It may not be in the best interest to focus TPM through all the equipment within the plant because the return on investment (ROI) may not be desirable (cost to implement TPM could be greater than the returns from improvement) these decisions will be based on financial feasibility studies that look at the forecasted growth in production and the associated profit versus the cost. These studies will look at the payback period on any injection of capital this can be accomplished using various methods; these include a simple cumulative payback period or a more realistic Initial Rate of Return (IRR). Return on Investment can be calculated over a five year period with an Expected reduction in maintenance costs of 25-30% and Manufacturing costs 20-25%. Returns should be expected in year two five and not the first year of investment. Any decision on the investment will have to consider that history has shown around 25% of companies who start TPM will be extremely successes full. Another 25% will experience moderate successes but because of competition from other programs or lack of constancy of effort and the lack of committed leadership will only make it a modest success and may revert after a few years of effort. The other 50% will fail in the first 18 to 24 months. (Marshall Institute)
Some of the benefits included by the creation of a TPM system for both the company and staff include job satisfaction and an increased OEE with emphasis on the creation of an untied workforce and last but not least a reduction in the opportunities of accidents

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2.7 Sustainment
TPM is a maintenance program which involves a newly defined concept for maintaining plant and equipment. The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction. The system relies on the participation of the employee to provide the first line of defence. This is achieved by the employee undertaking routine maintenance and pre-use inspection. Another way this is achieved is to have the employee empowered by taking ownership of their particular piece of equipment which is one of the key aspects of TPM and this is taken from its American roots of Total Quality Management (TQM). The reliability and the attention to detail of the operator as an individual can help maintain the integrity of the system. In the same hand, the failure of the system can be initiated by one operative; this could be that they become lax in their approach to their duties and this can if not addressed spread thought the work force. Therefore in an effort to avoid such a situation the recruitment process will be responsible for the selection of the appropriate type of operators. This should be selective in a way that only those potential candidates with the ability to adapt and move with the system be hired which is recognised as one of the main reasons for the failure of any Continuous Improvement method the resistance to change by members of staff. Examples of such behaviours included doing the minimum required, not actively cooperating and promoting the change initiative, and not making an effort to ensure subordinates understood the change effort. 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.

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In contrast and contrary to his expectations, Oreg (2006) found a positive correlation between individuals who reported receiving information about change and their resistance to change. Oreg suggested that the result might indicate that simply providing information does not result in reduced resistance to change, but rather that employees make decisions of whether or not to resist based upon whether or not they agree or disagree with the change proposed. Some of the ways this resistance is overcome is to create and show the operative that they are part of the system this can be achieved by empowering them or championing them with the responsibility and a duty of care for the system this could be done by educating them in the various pieces of equipment or developing them to a level of internal excellence. This type of training should benefit the process and install a level of intrinsic reward upon the operator. (Schlesinger, 1979) Identified and set out six change 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 this approach is paramount The six documented methods include the following: (Schlesinger, 1979)
This section looks at influence that the people factor has on the 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.

Education and communication of the forth coming change Participation and Involvement of employees is more likely to succeed Facilitation & Support to ease any employee anxiety Negotiate & Agreements made with employees most effected Manipulation & Co-option selection of influential workers to promote change Explicit & Implicit coercion if all else fails redeployment OR change

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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 to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work. 2. Effective communications to inform personnel of the reasons for the change and why, the benefits of successful implementation including what is in it for us and you as well as the details of the change. 3. The implementation of an effective training and education system with a goal of upgrading the skill level within the organisation. 4. Counter resistance from the employees of the company and align them to overall strategic direction of the organisation. 5. Provide personal counselling to address any change related fears were required. 6. Monitoring of the implementation and fine-tuning as required

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The impact of change on members of staff must be minimal to ensure the implementation and sustainability of the system.

Figure 2-3 represents the stages and feelings towards change that members of staff experience.

These feelings are expressed in various ways and the duration to which productivity is affected will depend on the individual but researcher has shown this to be a typical bath type curve. In the event of prolonged resistance redeployment may be required. The focus on the Employee is paramount to the success of any TPM system; this along with equipment and quality are shown to be key to the sustainability of this method and of many other methods of Continues Improvement systems. The illustration on the right shows the main contributing areas coming together to form the TPM system these include Equipment &Workers working to achieve a high quality product.

Figure 2-3

In summary the effects of change can be reduced but not eradicated and this will be aided by having a clear objective and a definitive path that the journey will follow.

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2.9 Force Field Analysis

Force Field Analysis is a method for listing, discussing, and evaluating the various forces for and against a proposed change. This could be used at any time to evaluate the current progress of system implementation. Force Field Analysis helps you look at the big picture by analysing all of the forces impacting the change and weighing the pros and cons. By knowing the pros and cons, you can develop strategies to reduce the impact of the opposing forces and strengthen the supporting forces.

Figure 2-4 Force Field Analysis

Lewin's force field analysis is used to distinguish which factors within a situation or organisation drive a person towards or away from a desired state, and which oppose the driving forces. These can be analysed in order to inform decisions that will make change more acceptable. 'Forces' are more than attitudes to change ( Kurt Lewin 1957) was aware that there is a lot of emotion underlying people's attitude to change. (change management coach, 2008)

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Forces that help you achieve the change are called "driving forces." Forces that work against the change are called "restraining forces. Force Field Analysis can be used to develop an action plan to implement a change. Specifically it can determine if a proposed change can get needed support & Identify obstacles to successful solutions. Suggest actions to reduce the strength of the obstacles Types of forces that are commonly encountered during change are wide ranging from the Resources Available to Social or organisational trends and the Attitudes of people, these are just a few and are not exclusive. Figure 2-5 Resistance Factors shows a list of commonly encountered forces The diagram shows the forces involved in change, the size of the arrows represents the magnitude of the force represented, if the forces represented are symmetrical then a state of equilibrium is present and any proposed change will stagnate. Methods must be found to reduce restraining forces in an attempt to increase the driving forces and thus implement the desired change.

Vested interests Agencies Values Desires Traditions Personal or group needs Present or past practices

Costs People Events Organizational structures Relationships Regulations

Figure 2-5 Resistance Factors

Within the passenger transport industry there are times when seasonal variations in demand require members of staff to adjust to suit the needs of the business these include variations to working times and a change in what the drivers see as duty although what a driver terms as a change in duty and the operations department terms as a change of duty can sometimes be different. This change in duty may consist of the driver driving a specific type of vehicle A Coach rather than a Bus. This is a common mind set within this industry that on occasion Leeds to voluntary redeployment caused by the employees mind set Other areas within this type on industry is the workshop environment everyone longs for a Five day working week as long as it is Monday to Friday, but this is not advantageous to the business especially when the opportunity arrives during the weekend when the vehicle requirements are historically low to carry out planed and preventative maintenance, this type of change is often met with an initial high resistance but tends to dissipate with the realisation everyone will take part and the frequency will be minimised as long as everyone participates in a duty roster, it also allows for the operations department to sell this change by manipulation of the work force by informing them that overtime may be available during the week for those that have worked the previous weekend, failure to carry out weekend work
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when rostered could lead to an overtime ban so it may be prudent to issue some overtime work occasionally to allow the workforce to maintain the mind-set that they have the opportunity to earn additional income.

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2.10 Preventative Maintenance

The application of TPM may or may not be applicable to all manufacturing/production facilities, where it would be applicable would be within a large manufacturing facility that are producing high volumes of the same product utilising standardised equipment. This would allow us to calculate the meantime between failures on a specific machine. This calculation would therefore allow us to forecast the failure and calculate the meantime between unit replacements which would be most advantageous to any production facility. Figure 2-6 shows a graphical representation of Mean Time between failures.

Figure 2-6 Mean Time Between Failures

This would represent an advantage by allowing the facility manager the ability to utilise one of the common Continuous Improvement tools known as Just in Time. This is where the use of preventative maintenance would be used prior to failure. Preventive maintenance allows us to choose at which point to implement and schedule maintenance when the equipment will be excluded from the production schedule. This along with the procurement of replacement components for the repair or service of the equipment would coincide with this scheduled downtime. In the event that scheduled maintenance is not part of the company policy we can then assume that RM (Reactive Maintenance) is therefore to be used. This type of maintenance can have detrimental effects on time critical production.

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Any problems or machine breakdowns that occur will require immediate rectification mainly due to this interrupting production, but if the break down is not planned then the company may experience prolonged down time. Factors contributing to this may include lead time on components and the availability of subcontractors that are trained to carry out the work. This is not to say that a TPM system will eradicate all unplanned disruptions to production but we can assume that a system that empowers the operative to carry out a small amount of routine maintenance will not suffer the same volume of disturbances to that of a system that has no employee involvement and no preventative maintenance. We therefore have to examine the use of predictive maintenance, which can if not complement a preventative maintenance system, be used solely dependent on the equipment that is to be maintained. One instance where predictive maintenance will be used rather than preventive would be that of electrical circuitry. This can be incorporated as part of a preventative maintenance inspection, by using thermal equipment to inspect a circuit for Hot Spots. We can then put in place preventative measures and replace any board or component showing signs of heat generation signifying an area of resistance that could lead to a future failure. Where it would not be so affective would be within facilities that have a wide range of machinery and manufacture using small batch size or even bespoke components. This would be difficult to plot a pattern required to implement TPM due to the varying workloads and work type.

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2.11 Autonomous Maintenance

As one of the pillars of TPM, autonomous maintenance or self-maintenance encourages the development or training of equipment operators to be able to take care of small maintenance tasks, freeing up skilled maintenance associates to spend time on more value added activities and technical repairs. The activities the operators are expected to carry out are simple, small maintenance tasks such as cleaning, lubricating, visual inspection, tightening of bolts etc. In autonomous maintenance, the machine operators are responsible for the upkeep of the equipment in order to decrease problem downtime and prevent deterioration. See Figure 2-7.

Figure 2-7 Autonomous Maintanance

2.11.1 Goals of autonomous maintenance:

Uninterrupted operation of equipment Flexible operators who can operate and maintain other equipment (meaning illness or absence of an operator has less effect on the process) Elimination of defects at the source through active employee participation Stepwise implementation of autonomous maintenance activities

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2.11.2 Effects/benefits of autonomous maintenance:

Equipment condition is known at all times Unexpected breakdowns are minimized Corrosion is prevented, wear is delayed, and machine life is extended Judgement of machine capability is improved Cost of parts are reduced Machine operation ratio is improved

2.11.3 Steps in Autonomous Maintenance:

Japan Institute for Plant Maintenance (JIPM) has promoted the Autonomous Maintenance in seven steps as seen in Figure 2-8 below:

Figure 2-8

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2.11.4 Train the employees

It is vital that employees are educated on TPM, its advantages, 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 equipment operators must ensure a number of actions must be taken to ensure equipment is kept clean and in usable condition: Tools necessary for cleaning must be located and arranged appropriately to ensure they are easily accessed when needed Employees must perform scheduled cleaning of equipment Oils, grease and any stains must be removed from equipment when noticed After cleaning equipment, any problems discovered must be categorised and appropriately tagged, before contents of tag are transferred to a register If applicable, make note of any area that was inaccessible

2.11.6 Counter measures

If any inaccessible regions were discovered, this must be addressed. It is essential that all regions can be reached easily Machine parts should be modified in such a way that accumulation of dirt and dust will decrease

2.11.7 Tentative standard

An autonomous maintenance schedule should be constructed regarding cleaning, inspection and lubricating. Details such as how to carry out maintenance tasks, what machines each task is applicable to and how often each task should be carried out should be precisely noted The schedule should be followed strictly with dedication

2.11.8 General inspection

Employees are trained in the relevant disciplines such as hydraulics, lubrication, pneumatics, drives, nuts and safety After employees have been trained they should openly share this information with others By acquiring this new technical knowledge, operators will have a better understanding of the equipment they are working with, thus making them more capable of properly inspecting it

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2.11.9 Autonomous inspection

New methods of cleaning and lubricating should be used Each employee should produce his own autonomous schedule Parts or equipment that have never caused any problems or don not require any inspection should be removed from autonomous maintenance schedule o This may include good quality machine parts to avoid defects caused by poor autonomous maintenance Inspection that is made up of preventive maintenance should be included In time, the frequency of clean up and inspection should reduce in particular areas based on experience

2.11.10 Standardisation

Work environment should be modified and organised to ensure there is no difficulty or delay in accessing any item or piece of equipment o Techniques such as SMED and the 5S methodology can be used to assist here Everyone should follow the work instructions with dedication and accuracy Any necessary spare parts for equipment should be planned and procured

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2.12 Pre-use Check

Pre-use checks have become standard in many industries ranging from the Army to production line operations and the road transport industries. The military is where the pre-use checks made the biggest impact. By undertaking these checks many men returned from battle that may not have if these checks had not been carried out. This is in reference to The Mk1willies tank used during the First World War that had reliability issues. The modern approach to pre use checks may or may not be as life threatening but this shows the importance of such a system. It could mean the difference between a good product and scrap or in the transport industry it could be the difference between a clean drivers licence and endorsements. For example the UK transport industry regulator VOSA specifies that operators wishing to participate in the business of road transport whether it is Haulage or passenger transportation must implement the following key points as a minimum requirement:

1. A responsible person must undertake a daily walk around check, preferably immediately before a vehicle is used. 2. First-use inspections are essential for operators who lease, hire or borrow vehicles. These are especially important where vehicles and trailers have been off the road for some time. 3. Drivers must be able to report promptly any defects or symptoms of defects that could adversely affect the safe operation of vehicles. Reports must be recorded and provision should be made to record details of any rectification work done. 4. On some types of vehicles and operations intermediate safety checks may be necessary. 5. Staff carrying out safety inspections must be competent to assess the significance of defects. Assistance must be available to operate the vehicle controls as necessary. 6. Any system of maintaining roadworthiness of vehicles should be effectively and continually monitored. 7. Drivers must be given clear written instructions about their responsibilities. This list of recommendations points towards The Driver assuming ownership of the vehicle and carrying out autonomous maintenance both of which are key components to a Preventative maintenance system, also worth noting is the addition of training for the carrying out of these duties which must be documented. These duties are no different to what machine operators in industry are subject to within a TPM system.

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2.13 Condition Monitoring

Condition monitoring or Condition Based Maintenance is an effective maintenance process where the condition of equipment is monitored, particularly in regard to overheating and vibration, for early signs of impending failure. Equipment is monitored through the utilisation of advanced instrumentation such as machine vibration analysis and infrared imaging devices. With use of such instruments, actual limits can be imposed to trigger maintenance activity. In automatic condition based maintenance, when any monitored or predefined condition limit is exceeded, a signal or output is switched on. This output can be sent immediately and directly to a Computerised Maintenance Management System (see chapter 3) so that a work order can be generated automatically. This is particularly suited to continuous process plants where failure of equipment and unplanned downtime can be extremely costly.

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2.13.1 Vibration analysis in Condition Monitoring

Vibration analysis is the most commonly utilised technology used to monitor equipment and detect early signs of failure. The frequency of vibrations can be mapped and used to trigger maintenance since certain frequencies will only be present when conditions that indicate an impending defect are present. Vibration analysis most often reveals problems in machines involving mechanical imbalance, electrical imbalance, misalignment, looseness and degenerative problems. The actual instrumentation used includes a sensor (typically an accelerometer or transducer) which translates a vibrations amplitude and frequency into electronic signals. The sensor is typically attached to equipment via a magnet (This can be seen in Figure 2-9). When measurements of both amplitude and frequency are available, diagnostic methods (typically involving computer software) can be used to determine the magnitude of the problem and its cause. Vibration analysis methods are typically categorised into three groups: Broadband trending This method looks at the overall machine condition Narrowband trending This method looks at condition of a specific component Signature analysis This involves a visual comparison of current versus normal condition (Normal and current condition can be seen in Figure 2-10 and Figure 2-11)

Figure 2-9

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Figure 2-10 shows a vibration frequency reading taken from a sensor attached to a fan blade. The waveform shape is typical of a reading taken from a healthy piece of equipment. Figure 2-11 shows a reading from the same piece of equipment running at the same operating speed;

however a second source of vibration has been added. Additional vibration can be caused by the following: Imbalance Misalignment Looseness Faulty Bearing

All of the above create extra sources of vibration. Even from a simple visual comparison of Figure 2-10 and Figure 2-11 it can be seen that an abnormal vibration pattern has developed and maintenance is required on this particular piece of equipment. If identified and analysed correctly, these anomalies in vibration patterns can assist in exposing impending failure and signifying when maintenance is necessary.

Figure 2-10

Figure 2-11

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2.13.2 Infrared Thermography in Condition Monitoring

Condition monitoring using IR thermography provides a quick and safe way of detecting problems in many situations. Modern infrared cameras are used to detect increases in temperature that indicate potential problems. These may include increases in the temperature of electrical contacts or insulation. Being non-contact, infrared thermography also provides a condition monitoring technique that can often be safety carried out while equipment is still running. Infrared images are produced by heat as opposed to light, meaning hot spots can be identified and temperature of inner machinery can be measured. Hotter parts show up as red (See Figure 2-12: Hot spots of electrical joints).

Figure 2-12: Hot spots of electrical joints

Changes in heat will graphically display problem areas where wear is taking place or where there is excessive resistance in an electrical circuit. Identification of these hot spots mean required maintenance can be scheduled immediately and attending these faults will, of course, reduce the chance of machine failure and increase the life span of the equipment.

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Typically criticality criteria will be developed for each piece of equipment being monitored, thus should a particular component or machine reach a certain critical temperature, a work order can be scheduled to conduct maintenance. The work order may be created manually or data can be fed into a CMMS to take advantage of automated work order creation. An example of common criticality criteria can be seen in Table 2-1:

Table 2-1

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Computerised Maintenance Management Systems (CMMS)

A computerised maintenance management system or CMMS is a database of information which assists maintenance management officials in knowing what work has been carried out on their assets and at what cost The purpose of a CMMS is to increase asset efficiency and reliability, while keeping the practice of maintenance as cost-effective as possible. It does this by tracking multiple inputs, streamlining maintenance and allowing the elimination of manuals and large volumes of paperwork. A typical CMMS features preventive maintenance tools to better monitor equipment performance, as well as work-order tracking to make departments more efficient. Most computerised management systems have the ability to collect and store information in easily retrievable fields which would allow for the scheduling of programmed maintenance by showing the work done by each machine. The user can then schedule downtime for routine service and repair. In doing so, this should greatly reduce the unscheduled downtime and breakdown maintenance requirements, as well as eradicate any unforeseen catastrophic failures and increase the overall equipment effectiveness (OEE).

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3.1 Capabilities of a CMMS

Basic data storage: At very least a CMMS should be capable of storing data on a number of fields such as assets (equipment), employees, suppliers and clients. Scheduling: It is typical that a CMMS will be capable of scheduling any work delegated to personnel. Inventory control: A CMMS may assist in the management and organisation of spare parts/inventory. Tracking of scheduled and unscheduled maintenance activities: A CMMS should track any maintenance activity, or allow the user to populate the data manually. Reporting: System should be capable of generating reports consisting of summarised data showing past performance or predicted future results. Reports are also essential in preparing a facilities KPIs to aid in evaluating current company performance and making significant personnel and organisational decisions. Other capabilities may include: Work order generation Storing maintenance activity and technical documentation organised by asset Capital and labour cost tracking organised by asset Automated recording of inventory Support for mobile computing KPI monitoring CMMS functions and capabilities vary depending on the complexity of the software, and generally speaking the more money an organisation invests into the purchase of a CMMS, the more features it will have. There are various different CMMSs available on the market, ranging from simple databaselike applications, to more expensive complex systems with more advanced features.

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3.2 Benefits
Arguably one of the greatest benefits of installing a CMMS is the significant decrease in paperwork and manual data tracking activities, freeing up man hours and allowing staff to concentrate on more value adding activities. Other benefits include: Detection of problems before failure actually occurs Minimized downtime A CMMS will naturally provide a balanced schedule of preventative and breakdown maintenance, thus reducing downtime and increasing productivity Elongation of equipment life Maintaining high standard of equipment performance Improved team morale implementation of a CMMS will improve the professionalism, visibility and reputation of your workforce

3.3

Disadvantages
Poor selection of CMMS: it is essential that time is taken to evaluate the needs of the organisation regarding maintenance management and search for the appropriate CMMS in terms of functionality, complexity and service provider. Training: Staff must be trained to use the system effectively. This will typically require more resources in addition to the capital investment of purchasing the system. Failure to adequately train the staff will result in miss-use and under-utilisation of the system. Lack of commitment by workforce: While a CMMS will provide significant advantages to a facility, it has to be fully utilised and maintained by employees to achieve this. It is for this reason that a CMMS champion will often be delegated to encourage its use.

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3.4 CMMS using Access

In its most basic form, a CMMS is a simple database consisting of an asset/equipment register, allowing the user to record and manage their organizations assets as well as track work history. Such a database would be capable of storing data on every asset that the user requires a record of maintenance activities. With regards to this project, and with the intention of demonstrating several capabilities of Computerised Maintenance Management Systems, Microsoft Access was used to demonstrate a basic form of asset management:

Figure 3-1

A database was created consisting of data essential to asset management and logging asset work orders or maintenance. Data was categorised by assets, contacts, employees, cost allocation and cost codes. This is shown in Figure 3-1.

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Figure 3-2

Figure 3-2 shows an asset register containing relevant data for each individual asset e.g. asset

ID, condition, current value and owner. Also shown is an expanded table containing information relevant to any logged work/maintenance for a particular asset, including cost codes, quantity of hours and which employee has been delegated to carrying out the work.

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Figure 3-3

A table containing all logged work on assets including cost/hour is shown in Figure 3-3

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Figure 3-4

Shown in Figure 3-4 is a report which was generated in order to illustrate the cost for each asset. This includes a collection of data drawn from separate tables, as well as a calculated cost for work/maintenance carried out on each asset (this can be seen in the cost col umn). A total cost for maintenance figure was also added to the report.

3.5 Verdict
Realistically speaking, Microsoft access would not be used as a standalone CMMS. While it is cheap to purchase and a user friendly system, its limitations lie in its lack of built in maintenance functions and the time/money it would take to fully develop it. While some of the modules typically found in more specialised maintenance software could be replicated in Access, this would take time and resources. It is not necessary to reinvent the wheel Even for small-medium sized companies with few pieces of equipment and a small workforce, it will likely be more cost effective to purchase a reasonably priced software package from a vendor than it is to invest resources in developing a CMMS in-house.

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The point could also be made that if the employee who developed the system on Access left the organisation, problems may arise in maintaining and ensuring full utilisation of the system.

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3.6 CMMS using Maintenance Assistant

In order to demonstrate some of the more advanced features often found in more specialised bought in software packages, a common and effective CMMS; Maintenance Assistant or MA was used. MA is regarded as a simple and effective program which allows the user to effectively plan and execute an asset maintenance strategy. The system was populated in a way that would resemble, should one be officially created, a CMMS for UWS Hamilton campus. It should be noted that with more time and resources, the system could have been fully utilised with features demonstrated.

Figure 3-5

Built in modules allow Facilities to be set up with ease. This is demonstrated in Figure 3-5.

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Figure 3-6

Equipment can be integrated into CMMS with ease. This is demonstrated in Figure 3-6.

Figure 3-7

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Assets can be organized hierarchically e.g. the grinding wheel is part of the bench grinder, which is located in the Almada building. This can be seen in Figure 3-7. Assets can also be set online and offline.

Figure 3-8

Work orders and requests can be easily generated with the option of assigning maintenance to technicians and automatically sending notifications of pending work to maintenance technicians. This is shown in Figure 3-8.

Figure 3-9

Preventative and scheduled maintenance can be quickly set up from software dashboard. This feature is demonstrated in Figure 3-9. Maintenance can be scheduled based on meter readings, time intervals or custom triggers.
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Other features found in MA include: Intelligent inventory management system to ensure required parts are always on hand Detailed meter reading history to allow tracking of equipment usage Automated procurement have your suppliers send you quotes when youre running low on stock Support for multiple currencies allowing you to manage projects around the world

3.7 Verdict
MA is an example of what can typically be found in a bought in CMMS software package. While similarities can be drawn in terms of table layout and asset organisation between Microsoft office access and MA, the advantages of a purchased, already developed system are clear to see. Built in modules and features allow the user to create work orders, assign maintenance to workforce, automatically create work orders from user defined triggers, set up mobile solutions and much more.

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3.8 Web based VS desktop based CMMS

3.8.1 Desktop based CMMS

A desktop or network based system, is an internal system typically installed and maintained by your organisation or its IT department. By Implementing and utilizing a desktop based CMMS, a company has complete control over all hardware and software, including the server which is internal. If a company has the expertise and appropriate workforce available to maintain the system, then it may be considered the more sensible option, however should there be any problem with the server, or should the need arise to upgrade to superior or more efficient hardware, the costs will be incurred by the company.

3.8.2

Web based CMMS

A web based CMMS is controlled by a third party and outsourced to their servers. This means that the system would have to be accessed via a web browser by inputting a unique IP address. The main advantage of this method is that the user is not required to maintain software, updates, patches etc. and the savings in manpower makes it an appealing option. Other advantages may include: CMMS can be accessed anywhere with an internet connection Mobile solutions can be easily set up Free from any hardware issues that may occur

A major disadvantage of a web based CMMS however is that trust and reliance must be put on the third party maintaining the CMMS. The user of the system has no control or influence on the repair or upkeep of the servers running it, meaning should the CMMS fail, which can be catastrophic in terms of fulfilling work orders, the user would have to rely on others to quickly carry out any repairs or updates needed. With a desktop based system however, any problems can be fixed in house immediately, which would cut any resultant losses from the CMMS being down.

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3.9 Other CMMS available on market

This list shows some of the other CMMS software available and web sites were information can be found.

Agility: Ampro:

http://getagility.com/ http://thirdcitysolutions.com/

Asset Metric: www.prweb.com/releases/equipment_maintenance/kpi_dashboards Bigfoot CMMS Concept Evolution eMaint X3 Maintenance connection MaintiMizer PBS8 http://www.bigfootcmms.com/ http://www.conceptevo.co.uk/ http://www.emaint.com/ http://www.maintenanceconnection.com/mcv18/online/ http://maintimizer.net/ http://www.pdfio.com/k-206418.html

Pront-Xi Maintenance Management: http://www.globalintegratedsolutions.com/

*sites accessed 19 March 22:13 2012

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Development

Total Productive Maintenance (TPM) is a fundamental change in the entire organisation, which focuses everyone towards improved equipment effectiveness. TPM is not a short-term fix, but a long, never-ending journey to Best in Class Factory performance through a continued on-going management commitment. This commitment will ensure the best efforts are delivered time after time but must be initiated from the shop floor to succeed Along with the responsibility for ones actions within a Cross-functional team this may lead to increased employee responsibilities and discipline through self-motivation. Nakajima documented the twelve Steps of TPM Development as listed in Figure 4-1 these are then further divided in to a further Three specific areas: 1. Preparation 2. Implementation 3. Stabilisation

The preparation stage will encompass all the requirements needed to form a Master Plan for the implementation of TPM. The second stage that is present is the implementation phase this is where the preparation of the master plan will undergo scrutiny and many implementations fail. Discipline, standardisation and simplification are to name a few of the constraints within this section. The third and final step is the stabilisation of the system leading to perfected TPM. This can only be fulfilled when success has been achieved in all other areas, this allows for the revisiting of the previous steps to further scrutinise and improve on the system continually checking for adherence and conformity.

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Figure 4-1: The Twelve steps of TPM Development

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4.1 TPM Goals

Operator care programs have been implemented in hundreds of organisation both in process and discrete manufacturing facilities. Benefits of a successfully implemented asset care and reliability improvement program include:

Improvement in OEE Manufacturing Cost Trend Labour Utilisation Production Lead Time Trend Positive Impact on EHS performance Zero unplanned downtime Zero speed losses Zero defects Zero accidents Minimum life cycle cost

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4.2

World Class

Within the manufacturing industry, the term World Class is a recognition given to companies who are the industry leaders and the benchmark within their sector. This does not necessarily refer to those who produce top of the range or luxury products, World Class Manufacturing or WCM is achieved by optimising the manufacturing process, reducing waste and loss and creating an environment where employees feel empowered. WCMs are usually stated to have an OEE of between 85% and 95% which is calculated using the criteria shown in Table 4-1.

OEE Factor Availability Performance Quality Overall OEE

World Class 90.0% 95.0% 99.9% 85.0%

Table 4-1

To achieve best practice and to become world class, manufacturers should aim to optimise performance in the areas which give them a competitive edge such as price, quality, delivery speed, delivery reliability and customer service. The OEE calculation combines three extremely important attributes which are key to achieving world class results in these areas. OEE calculations are therefore widely used to measure performance within the WCM journey Accomplishing these results requires an adoption of these three manufacturing practices: TPM Just In Time / Lean Manufacturing this approach to manufacture concentrates on eliminating non-value added activities or wastes, reducing costs and production times. Total Quality Management a companywide philosophy which gives commitment to continuous improvement in all areas of the business, producing quality first time, empowering the work force and focusing on customer needs

Implementing TPM is the first step in achieving WCM standards. TPM incorporates many of the fundamental principles of TQM such as the desire to achieve 100% quality and the
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encouragement of employees to take ownership of their roles. By implementing TPM the journey to become world class can begin. Error! Reference source not found. shows a 3 year lan to transform an organisation with a low OEE to the world class state, with a target to achieve an OEE of above 75%.

Figure 4-2

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Many of the above steps throughout the three year plan can be accomplished through implementing well structured TPM program. TPM is fundamental to the all stages of the approach shown in the diagram from the starting point to the end of year three. Implementing TPM has many benefits which contribute to improved business performance. Maintaining equipment to a high standard is essential to ensure that the equipment will perform optimally and reliably. TPM provides a structured basis for this to occur and be continuously improved. Production stoppages affect the entire production system, especially when JIT is in place. JIT relies on products being produced exactly when needed to meet demand, rather than to store large inventories. This means that when production is delayed, deliveries must also be delayed as there is no back up stock held which can be shipped out to the customers. The TPM strategy aims to minimise breakdowns and resolve them in a more timely manner, reducing the amount of unplanned production stoppage. The benefits made through the use of TPM mean that product lead times are kept to a minimum, with continuous improvements on costs and quality. These factors make world class manufacturers attractive to customers and encourage customers to return. By combining the principles of TQM and lean manufacturing with a well structured TPM program, manufacturers can plan and implement the tools required to improve their performance and optimise their manufacturing process. Focus should not be lost at the end of this three year plan, in order to remain competitive and remain in the world class category, improvement initiatives should always be in place throughout the organisation.

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T.P.M Tools and Techniques

5.1 Visual Management

Visual Management (VM) is a method of control used in manufacturing facilities. It is the application of using simple visual aids or methods to control, monitor or improve processes. VM techniques such as Kanban, Kaizen and 5S are particularly applicable to TPM as we know that TPM initiatives revolve around the participation of group activities and total involvement of the workforce; ergo the above methods include this strategy. The simplest form of VM in relation to a maintenance program is in a situation where a machine or part of equipment tooling has failed or broken down and needs to be repaired. The fault would be reported, typically on a fault report sheet and brought to the attention of the maintenance staff. The repair would be allocated a job number and the job would be marked up on a board, usually on the work floor, to highlight the machine, fault and date of repair. This form of showing the maintenance schedule or plan is form of visual control i.e. the display of relevant accurate information to the workforce. Other forms of simple VM can be labelling or showing locations of tooling, materials or Health and Safety information for example; Restricted Access signs on the shop floor or fire extinguisher information. At the core of adopting any Visual Management technique is the realisation of a need to streamline, standardise and convey information direct to the workforce in a form that is clear and easy to understand and crucially in a structure that will help to improve their job by: Highlight Problems Reduce Waste Reduce Production Costs i.e. setup, maintenance, changeover Encourage a safe working environment

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5.2 Kanban
Kanban is a system of visual control that was developed as part of the Just in Time (JIT) production approach to manufacturing. It was conceived by Taiichi Ohno, who was an executive at Toyota and is regarded as the creator of the Toyota Production System. Kanban is method of scheduling and signalling when production should begin, length of time in a production run and when a problem has occurred. Kanban cards are the main method of achieving this however as developments in technology and computer software had improved; many companies now use Enterprise Resource Planning (ERP) software such as SAP. These software packages can integrate the Kanban system and achieve the same results. In relation to a maintenance program Kanban is particularly useful. The use of cards to indicate a machine is undergoing unscheduled downtime, or a repair is taken place, easily conveys the information to the workforce and puts in place a control measure that is easy to be understood.

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5.3 Kaizen
Kaizen is described as a continuous method of improvement by the application of small incremental changes to work process or function. The system of PDCA (Plan, Do, Check, Act) is a good way to represent the steps in implementing a Kaizen quality system. This can be seen in Figure 5-1: PDCA diagram:

Figure 5-1: PDCA diagram

It can also be defined in steps:

o o o o o o

Standardize an operation and activities. Measure the standardized operation (find cycle time and amount of in-process inventory) Gauge measurements against requirements Innovate to meet requirements and increase productivity Standardize the new, improved operations Continue cycle

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There are also key elements to making Kaizen work; teamwork is needed to maximise the system, personal discipline to make the system successful, improved morale so as to make employees feel there are part of the solution and not a barrier to improvements also Quality circles and suggestions for improvements build the Kaizen process. Advantages Team involvement Low costs to implement Reduce waste Improves quality of products, communication, capacity Can see immediate results

Disadvantages & Limitations Changing peoples attitudes and work habits Needs management support to maintain process Requires lots of time

In relation to a maintenance program Kaizen is relevant as it seeks include the whole workforce in finding solutions to problems. A Kaizen blitz is typically where this process takes place. A small group within the workforce would come together to address a problem and provide solution over a week to two week time period.

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5.4 5S
A 5S workout is a method of visually controlling and addressing problems in the work floor; it includes a small group coming together and aiming to create standards and agreed upon methods of work. It is broken into five components: Sorting (Seiri)

Determine the unnecessary tools, parts and equipment. Organise tools, parts and equipment on the work floor area and individual staff working area. The essential items are kept and the unnecessary items are eliminated. The workforce then decides upon the items priority and usefulness and where the items should be stored, how they should be stored and the ease of access to items. Simplifying (Seiton)

The sorted tools, parts and equipment should have a set location and the tools, parts and equipment should remain in the set location when not in use. The determined location for each item should be clearly labelled. The objective of simplifying items is to categorise items and encourage the workforce to comply with the agreed upon sorting process and allow the workforce to operate in a more effective method by promoting efficient work flow i.e. the most commonly used tools, parts and equipment in easily accessible locations. Sweeping (Seiso)

Sweeping is described as cleaning the work floor, individual work areas and also the tools, parts and equipment i.e. an organised, tidy and clean work environment. The workforce should take time, typically at the beginning and end of each shift, to clean their work area and take the tools, parts and equipment back to its set location determined in the simplifying stage. By doing this sweeping exercise it ensures that items are in their correct place and out of place items are easily highlighted. Sweeping is not only defined as physically cleaning an area it can also be a visual control measure i.e. looking for spills or rubbish in a working area. Sweeping in both forms should be integrated into operators daily routine, thus maintaining the appropriate level of the organised, tidy and clean work environment.

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Standardising (Seiketsu)

All processes in the production method should have an agreed upon standard and method of operation. Each operator should undertake the same standardised process and method when working on work that is identical in nature. This standardised operating method allows flexibility in the work floor as operators doing the same processes should be able to operate in any work area with the same tools, parts and equipment that are in the same set location in every work area. Sustaining (Shitsuke)

It is vital to the 5S technique that the workforce, who have made the adjustments or changes and agreed upon standards, maintain them and periodically analyse them. There needs to be encouragement and motivation to enforce the changes that have been made and root out any problems that try to regress back into the previous method of work. Once the 5S exercise has been completed the work force should be encouraged to continue to look for more improvements. This allows a mechanism to be in place, which when operators suggest an improvement, a review of the previous 4 S's; Sorting, Simplifying, Sweeping and Standardising can be undertaken and any changes can be made. In relation to TPM, 5S is useful as it allows maintenance operators to optimise their method of work, the storing of their tools, parts and equipment. It creates an atmosphere of encouraging a clean, tidy and organised work environment, so that any maintenance problems are easily highlighted. It also allows maintenance operators a mechanism of reporting and suggesting improvements that can be made to improve their method of working.

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5.5 JIT
Just in Time is a production philosophy often used by companies that have adopted lean manufacture. Focus should be put first on applying lean tools to processes and layout and JIT should be the next stage. JIT is a demand driven and uses a pull system for ordering materials to arrive on site and be moved straight to the required process, eliminating the need for inventory. Material moving between processes is also demand driven and therefore material should not be waiting to be processed for long periods of time. Visual signals at each production phase communicate when materials can be moved to that phase for processing, this is the Kanban System. Regular, small deliveries arrive on site which allows constant flow of material throughout the facility. Production of parts is dependent on demand and therefore production rate is not constant. Visual signals called Kanban between different points in the production communicate when the next part or material is required. In short, the Just-in-Time inventory system focus is having the right material, at the right time, at the right place, and in the exact amount-Ryan Grabosky, without the safety net of inventory. The major advantage of using JIT is that it eliminates the need for warehousing and carrying inventory, which reduces operating costs. However there are several problems which can occur when operating using JIT. Late deliveries of raw materials cause major production delays as there is no back up inventory kept on site. Also, suppliers may charge more as buying in bulk is usually cheaper. On average a 5% price premium is added to cost of JIT orders. JIT is not suited to all companies and often avoided by manufactures who require materials to be delivered from overseas as small, where frequent deliveries are not economical. Further, where there is a high degree of variability in demand, JIT may be difficult to implement effectively

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5.6 Ishikawa Analysis

Ishikawa analysis involves the use of an Ishikawa (fishbone) cause and effect diagram to organise the information known about the causes of a problem or issue and display the information graphically. It begins with a problem, and then identifies possible causes by organising in separate categories that branch off the diagram e.g.

Causes

Problem (effect)

Figure 5-2

Ishikawa analysis is a useful tool frequently used in TPM in that the identification of reasons for the causes and effects of the six losses, such as their elimination, is bound to load an improvement in the OEE. Figure 5-3: Use of Ishikawa analysis in OEE calculation demonstrates this:

Figure 5-3: Use of Ishikawa analysis in OEE calculation

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5.7 Role of Teams and Group Exercises

One of the principles of TPM is the Total Participation of the entire workforce in improving and contributing to the daily operations of an organisation. The TPM model acknowledges that each individual member of the workforce has attributes that contribute and enhance the organisation. To fully utilise the potential skills of the workforce TPM uses small group exercises, these are often referred to as circles or groups. These teams then set goals that correspond to the larger aims and objectives of the organisation i.e. reduction of waste or identifying efficiencies in processes. Allowing the groups to set achievable goals creates an atmosphere of individual success and motivation but also promotes the organisations needs and improves the organisations economic performance. TPM sets out four stages in the development and promotion of small group activities in the workplace. It also creates a relationship that can evaluate the performance of small groups goals against the organisations wider goals. Stage 1: Self Development Group members must be able to perform to a reasonable standard and competence, which should increase the motivation of the group as they acknowledge the importance of each member and what they can contribute to the group. Stage 2: Improvement Activities The group identify areas that need improvement and activities or methods to improve them are suggested, implemented and reviewed. This creates a feeling of accomplishment, self-worth and motivation for the group or circle. Stage 3: Problem-Solving The small group goals are analysed to see if there is a correspondence to the organisations wider aims. The group would then become actively involved in identifying and addressing problems. Stage 4: Autonomous Management Reviewing the success of the small group in problem-solving or implementing improvements, they begin to target higher level goals that are consistent with corporate policy and the organisations economic performance. The group should be able at this stage to work independently and successfully.

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The beginning stages i.e. stages 1 to 3; of using small group activities in the workplace are complementary of the typical management structure. This is done by the small group exercises being undertaken on the work floor and goals set that directly impact on the groups area of work. As described above stage 4 involves the use of small group exercises in achieving higher level aims and objectives. This is done by altering the management structure of the organisation i.e. groups taking a more Human Resources orientated approach. This approach allows the groups to be self-managed and highly motivated to achieve goals that they set and that are consistent with what the organisations wider economic performance. In implementing group activities into the workplace at a high level i.e. stage 4 described above, is where the TPM model succeeds; by getting the total participation of the entire workforce.

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5.8 Single Minute Exchange of Dies (SMED)

SMED is a component of the Lean Methodology; SMED is a process of reducing the time between successful changeovers of the LAST GOOD PRODUCT OF THE PREVIOUS TYPE to the FIRST GOOD PRODUCT OF THE NEW TYPE. The SMED process is conducted often as a group project looking to make efficiencies in production methods. It is conducted by the group running through a process or watching a the video simulating the process and identifying each individual step marking down what type of process the step was and also if the step was internal or external to the changeover. Internal steps are parts of the process that are unable to be conducted whilst the operation or equipment is in use and conversely External steps are parts of the process which are conducted whilst the operation or equipment is in use e.g preparation of tools for set up before current operation is completed. Key to the SMED process is to transfer internal activities to external activities. The group must then look to streamline or optimise the remaining necessary internal operational steps; this can be done by reducing or combining the steps to improve the time taken to complete the simulated SMED changeover. Also the external steps must undergo this same process of optimization. The new procedure is then run through by the project group and documenting all the improvements. This process of simulating, analyzing and improving is repeated until the equipment or process is operating at its peak performance. SMED is particularly relevant to TPM as the foundation of TPM is to target, reduce or eliminate if possible the six big losses. By optimizing, through SMED, the maintenance procedures or overhauling how maintenance engineers approach specific jobs can greatly reduce downtime, speed losses and possible defects.

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Another key principle of the SMED technique that complements the TPM strategy is forming a group or project team to get a broad perspective on how to improve different aspects of the area of interest; this can be done brainstorming or Ishikawa Analysis. A typical SMED approach to maintenance would begin with analyising the current method of approaching maintenance tasks and evaluating the impact that the activity has on other processes. The maintenance task would be scheduled to be conducted by a maintenance engineer and they would follow a procedure such as shown in Figure 5-4

Figure 5-4

The SMED team would document the engineers method of work and determine which operations are internal or external. They would then look at the activities and review how to eliminate, reduce or transfer the steps from internal to external. At the same time as reviewing the operational steps in the maintenance task, a broader review of how maintenance is organised or planned is undertaken, this can be to implement a standard workstation with all the necessary equipment or tooling is located and also where job sheets or permits are allocated to undertake taks. This is to done to fully create an efficient and effective maintenance strategy. Once the group has created an improved technique to use in approaching tasks, the new strategy would be applied and run through, as seen in Figure 5-5

Figure 5-5

The new technique would then undergo scrutiny for any more improvements i.e. the SMED process is repeated and as shown above the improvements made should aid in acheiving the TPM goals.

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5.9 Overall Equipment Effectiveness (OEE)

Overall Equipment Effectiveness (OEE) is a measurement of how successful a manufacturing process is performing. It gives a gauge to the operator of current manufacturing performance against the designed capacity or capability planned for. It is calculated by three elements: Availability, Performance Efficiency and Quality. Availability: Availability, also referred to as Operating rate is based upon a ratio of operation time against the loading time i.e. available time / scheduled time. Loading Time is the time available for use per day subtracting planned downtime, planned downtime is time allocated for the machine not in use for reasons such as planned maintenance or other uses. The operation time is calculated by downtime minus the loading time, the time the process is operational in production. Availability = Operation Time Loading Time = Loading Time Downtime Loading Time So for example: If a machine has a scheduled run of 500 minutes in a day shift with a planned downtime of 20 minutes during the day. However an unscheduled stoppage in the run occurs for 75 minutes. The availability would be calculated as such; Loading Time: 500 20 = 480 (minutes) Operation Time: 480 75 = 405 (minutes) Availability = 405 480 x 100% = 84 .4 % With any performance indicator the data gathered must be accurate and up to date to be reliable and give a true reflection of the Availability figure. Performance Efficiency: Performance Efficiency is calculated by multiplying the designed cycle time of a process by the amount of products produced and then divided over the operating time of that production run i.e. Performance Efficiency = Designed Cycle Time x Processed Amount Operating Time The designed cycle time is to give an indication of the theoretical time it would take for one product to go through a process and allow for any minor stoppages.
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The processed amount is simply the number of products produced in that production run and the operating time is the time that the production run lasts for. So for example an engineer wants to calculate the efficiency of a production run, the standard cycle time for each product is 0.5 minutes (30 seconds) and in a production run of 500 minutes ( approx. 8.3 hours) it is anticipated that 500 units will be produced. Performance Efficiency = 0.5 x 500 x 100% 500 = 50% This calculation indicates that to the engineer that the process is only operating at 50% efficiency. To improve this figure the engineer would need to analyse the process to either decrease the operating time and still produce the same amount of products or produce more parts in the operating time. Often the cycle time can vary, this takes into account that the actual cycle time can differ from the designed cycle time. This variation can allow engineers to calculate the speed losses, minor stoppages and idling (time wasted to non-production or nonvalued added processes). So in the example above the designed cycle time was 0.5 minutes, however if a minor stoppage was to occur e.g. a set-up change and the actual cycle time was 0.75 minutes (45 seconds),but was still producing 500 items over the 500 minute production run, the engineer would calculate the Net Operating Rate. Operating Speed Rate = 0.5 x 100% 0.75 = 66.67%

Net Operating Rate = Processed Amount x Actual Cycle Time Operating Time = 500 x 0.75 x 100% 500 = 75% Therefore the engineer can conclude that the Net Operating Rate is at 75% so the losses account for 25% of the operating time. So when these figures are used to calculated to find the performance efficiency; Performance Efficiency = 0.6667 x 0.75 x 100 = 50%

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Rate of Quality Products: The Rate of Quality Products is used to determine the rate of quality products produced in a production run. It is calculated by taking the defective quantity and subtracting it off the processed amount then dividing over the processed amount. Rate of Quality Products = Processed Amount Defect Quantity Processed Amount x 100%

This rate of quality of products can determine the losses made to defects or rework needed on a product. So for example in a production run where 500 units are produced but 24 products are defective or not to quality standards (specification) the Rate of Quality Products would be as follows: Rate of Quality Products = 500 24 x 100% 500 = 95.2 % This indicates then to an engineer that the process is producing 95.2% quality products and 4.8% of the products are defective.

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Overall Equipment Effectiveness OEE utilises the Availability, Performance Efficiency and Rate of Quality Products and calculates a figure that determines how well a facility is operating. The OEE would be calculated as: OEE = Availability x Performance Efficiency x Quality Rate = 0.844 x 0.5 x 0.952 x 100% = 40.2 % For our example the facility is operating at 40.2 %, this figure would then be compared against other similar facilities or companies to get a compare and contrast of the facilities performance.

The OEE is classified to show the performance position of the company, as processes are improved engineers should look to achieve what is deemed to be world class standards. The world class standard of OEE is calculated by taking the optimum levels of the OEE components, as shown below: Availability of processes should strive to be above 90%, this would require careful analysis of where scheduled downtime is occurring and how to prevent breakdowns. Performance Efficiency standards should be set to aim for 95%, again analysis would be undertaken to bring the actual cycle times in line with designed cycle time. Optimising the processed amount of products and the production run timescale would allow greater efficiencies to be found. Rate of Quality Products should be operating at 99%; this would mean eliminating defects and products needing rework. These optimum figures should create an OEE of 85% e.g. OEE = Availability x Performance Efficiency x Quality Rate = 0.90 x 0.95 x 0.99 x 100% = 85+ %

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TPM Case Studies

6.1 Oki Printing Solutions (Cumbernauld)

A TPM program has been adopted in 2009 by the Okis Cumbernauld plant to complement their Lean approach to operations. This plan was led by the Okis maintenance supervisor Thomas Brown, who aimed to attain small scale achievements using the minimum amount of people and transfer results to other machines and lines. The strategy meant that short term goals were continually achieved and the initial programme was completed in just nine months. The long term goal was to implement TPM across the factory. The programme included operators being trained to perform autonomous maintenance, where the operators carry out basic first-line maintenance. This was to increase the level of operators skill in asset care. Browns proposal was immediately backed by Craig Douglas, the general manager as it was clear that the project would provide significant benefits for limited investment, exactly the type of project that was required at the time that the country was being led into a recession. The team included the highly experienced senior technician, Kenny Millar and equipment engineer, Stuart Grady. They had the skills to drive short term improvements in existing machines into longer term gains through modifying and redesigning processes. Brown simplified the classic seven principles of TPM into a five step plan: 1. Examine the initial condition of equipment and maintenance procedures 2. Restore equipment to base condition 3. Improve 4. Simplify activities 5. Sustain The machinery with the worst downtime record was selected as the pilot project so that the greatest possible outcomes could be achieved. The toner filling line (line 1) was selected and a method for operators to record stops and failures was defined. The average result over the period of study was 4h 55mins of downtime per week before the introduction of TPM. A parallel project ran during this time to install Frontline, a computerised maintenance management system (CMMS). What followed was a rigorous clean of every part of the equipment, carried out over a seven hour period one weekend by Brown, Millar and Grady themselves. With regular monitoring, the basis of an autonomous maintenance schedule was created. The schedule demanded roughly 5 hours a week offline an actual increase in current downtime. To prevent this, operators were allocated 35 minutes for nozzle cleaning, while technicians

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handled the bulk of the work offline. At this early stage, dramatic improvements were achieved. Downtime was reduced from 4 hours 55 minutes per week to just 78 minutes. The technicians who were involved inspected key parts for early signs of failure and amended the existing PM schedule to prevent these problems developing. Within a month, the schedule was stable. The whole facility had an improved appearance and overtime was almost completely eliminated as a result of less unplanned production stoppages. Brown recalled that: The hard part in your first project is justifying to production why you want to close the machine down. It helped that we got a lot of things right first time which made it more appealing to management and allowed us to continue with other machines in other areas of the business. The dramatic improvements that were achieved meant that other areas were asking for it. With stability achieved the team focused on continuous improvement, conducting Fault Modes Effects Analysis (FMEA) on problems that had arisen during the project. The underlying cause in most cases was powder contamination. Simple low cost solutions to these problems were merged with the existing production at low cost but provided substantial reductions in the maintenance schedule. Okis use of TPM allowed stability which meant they could now use more sophisticated techniques derived from Six Sigma, together clearing away the simple but costly causes of production loss. By this time the monthly cleaning cycle had gone from 25 hours to just 2.5 hours per week, where much of it could be transferred to operators as autonomous maintenance. Five operators were trained to perform machine start-ups, rather than one technician handling it all. The CMMS, Frontline, allowed Oki to understand the nature of downtime so it could be categorised and fed back into the maintenance schedule and FMEA work. In September 2009, the CMMS was used on line four, a mirror image of line one, but without making any of the improvements so that the differences in output from the two lines could be understood. It showed up an issue with the conveyor which was not part of the original TPM plan. Again powder contamination was found to be the root cause, a clear justification for the work done on line one. To date, the project has reduced downtime by 41.58 hours per month, saved 22.5 hours in autonomous maintenance and three hours in maintenance time. Add this to the 23,000 saved annually through work done from FMEA and it adds up to more than 35,000 on each line. Okis well-structured TPM project saw a return on investment in only three months, while productivity gains are on-going. Bench marking of improvement throughout the projects enabled Browns programme to be accepted by operators and management alike. Annual savings of 35,000 on each line were made thanks to reductions in downtime and the elimination of overtime as a result of TPM. Other benefits such as improved operators skill level and team morale were achieved. Oki continue to adapt their maintenance schedule in
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conjunction with the CMMS and FMEA to continually optimise and improve equipment reliability, improving the OEE (overall equipment effectiveness).

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6.2 Site Visits

6.2.1 Walker Precision Engineering

The team met with Gary Walker and Barry Sloss of Walker Precision Engineering (WPE) in order to conduct research into how WPE conduct machine maintenance. It was found that WPE primarily conduct maintenance reactively when faults occur and do not operate using TPM. Preventative maintenance is subcontracted to the manufacturers of the machinery such as Matsuri. On reflection from this visit, the main reason that WPE do not use TPM is due to the nature of their work. They are in the business of mostly short-term subcontract manufacture and therefore have a work schedule which varies on a regular basis. A machine may perform regularly changing processes, making failures difficult to predict due to varying levels of stress being subjected to equipment. As machines do not operate repeat processes long term, failures cannot be predicted accurately and therefore the team feels that certain concepts of TPM are unsuited to this company. Principles such as autonomous maintenance and periodic preventative maintenance are relevant to WPE.

WPE are a Small to Medium-sized Company (SME) which have a manufacturing site in Glasgow and Poland, as well as offsite chemical engineering and clean room facilities in Glasgow. As part of this project, the team visited the Glasgow based manufacturing site. At this site, WPE manufacture and in some cases design and assemble products primarily for the defence and aerospace sectors. WPEs' main clients are currently large OEMs, for example, BAE systems and Rolls Royce. State of the art CNC machines are used at WPE to produce parts to extremely tight tolerances.

The aims of the visit were to investigate the way in which WPE conduct maintenance to their machinery, analyse OEE figures (Availability, Quality Rate, and Performance) and discuss issues such as maintenance budgets, continuous improvement and maintenance training. A structured questionnaire was created prior to the meeting to assist discussions. The full questionnaire can be found in APPENDIX All members in the project team contributed to questioning Managing Director Gary Walker and Manufacturing Supervisor Barry Sloss.

WPEs' maintenance strategy consists of mostly reactive maintenance, although some level of preventative and autonomous maintenance is conducted. WPE subcontract the majority of complex, high cost maintenance to the manufacturer of the equipment... Less complex maintenance is carried out by maintenance staff employed full time by WPE. Five maintenance staff are employed full time including two electricians for housekeeping and general machine maintenance.

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6.2.1.1 Maintenance Scheduling and Record Keeping

WPE do not use a CMMS to record maintenance issues. However, paper records for maintenance repairs are kept as a requirement for Health and Safety. These records protect WPE against accident claims as the company can prove regular maintenance is carried out when required. Faults that occur are recorded by operators on Maintenance Fault Report Sheets and repairs are scheduled on a large white board on the shop floor which is shown below in Figure 6-1 and Figure 6-2. A copy of the Maintenance Report Sheet can be found in Appendix 1. The board consists of all planned maintenance for each machine in the workshop. Information from the fault report sheets are recorded on the planned preventative maintenance board. There are currently no instances of major recurring problems that need addressing and therefore the majority of this work was minor, for example light bulbs needing replaced, air filters to be cleaned etc. As shown in the pictures below there is also planned preventative maintenance scheduled to machines, such as services. These regular services are undertaken by the manufacturers of the machinery. The board includes the following information:

Figure 6-1

Figure 6-1: Columns Fans, Air filters, Oil and Coolant Levels, Motor, Backup Battery, Next

Service, Comments

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Figure 6-2

Figure 6-2: Columns Location, Machine Name, Fault, Date, Reported By, Attended By, Start

date, Remarks

NB: It should be noted that while images are of poor quality they were used simply as proof of recorded planned maintenance at WPE.

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6.2.1.2

Reactive Maintenance

WPE respond to breakdowns as soon as possible in an attempt to avoid contracts being delivered late. The majority of their machinery has work scheduled constantly during normal operating hours and therefore, in most cases, lengthy downtime means contracts are not completed on time. Overtime is usually necessary to combat the effects of machine downtime of several hours or more. Service Level Agreements (SLAs) are in place for subcontracted maintenance. WPE have stated that SLAs are almost always adhered to at this facility and in the opinion of Gary Walker, this is because WPE are regular customers to these companies and have been for a number of years. A machine repair of the Matsura CNC 5 axis mill was being carried out during the visit. The spindle had undergone a catastrophic failure; however the reason for this could not be defined. An engineer from Matsura was on site within hours, within the requirements of the SLA. The mill was down for 4 days to make the spindle repair and therefore a second shift was required the following Saturday and Sunday to reduce the impact of this downtime.

6.2.1.3

Preventive Maintenance

Preventive maintenance is currently present at WPE in the form of periodic machine services which WPE subcontract to the manufacturers of their machinery. Machine parts are only usually replaced as a result of a failure, therefore resulting in unscheduled downtime which reduces productivity and profitability. To prevent servicing from disrupting production it has been suggested by the team that services should be performed outside normal operating hours on Saturdays and Sundays where possible.

6.2.1.4

Autonomous Maintenance

CNC operators have been trained to perform autonomous maintenance as part of their daily duties. Before operation of a CNC machine, operators must check oil and coolant levels and refill if required. Cleaning and greasing of vital machine parts is then performed to ensure the machine performs optimally. Operators are also responsible for ensuring a tidy work place by performing a visual sweep of their work area at the start and finish of their shift, ensuring all equipment is put away when not in use.

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6.2.1.5

Continuous Improvement Methods at WPE

6.2.1.5.1

5S

Barry Sloss has recently begun implementing the 5S system at WPE. A 5S board is located in the workshop area which includes information on how a 5S work out should be conducted and current 5S actions that are in progress. At the time of the visit a renovation of a storage area was underway using the 5S methodology. 5S should be an on-going process in order to sustain improvements, but it was seen that the 5S action list was blank, suggesting a lack of commitment and dedication to this form of continuous improvement from the workforce and management at present.
6.2.1.5.2 Kaizen

Kaizen boards are used as part of Visual Management to communicate improvement progress to the work force. Kaizen events are commonly used at WPE to improve repeat contracts, with the aim of increasing production efficiency. The outcomes of these kaizen events were not discussed as part of the visit.

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6.2.1.6

Suggested Improvements

While WPE do not currently utilise a CMMS, there are clear benefits and advantages that could be obtained from its implementation. It should be noted that Microsoft Project is currently in use for scheduling, recording work orders and downtime respectively. The recommendation could therefore be made that a CMMS which works in conjunction with Microsoft Project should be implemented, thus no extra labour would be required for populating and utilising the system as an employee is already delegated to scheduling work orders on Microsoft project. This also introduces the possibility for automated condition analysis e.g. vibration measurement or thermal imaging installed on equipment, which can be used in conjunction with a CMMS to help identify potential equipment problems prior to failure After analysis of the discussion with Gary Walker and Barry Sloss and a tour of the facility, the team were able to make suggestions which could improve the maintenance program at WPE. WPE could benefit from implementing a CMMS, although this would incur significant installation costs. Machine services should be scheduled out with normal operating times i.e. Saturday or Sunday evenings. This could greatly reduce disruption to production which could yield benefits in lead times, efficiency, OEE, capacity and therefore increase sales revenues and reduce operating costs. Minor changes in equipment capability (of a few microns or less) are usually ignored unless this has an impact on component tolerance levels. These issues are often ignored to reduce maintenance costs when it is unnecessary to restore equipment back to factory standard. However, a reduction in capability can often mean the beginning of greater problems arising which may require major maintenance work to amend. To achieve improved long term process stability, minor changes in capacity of 5 micron or greater should be reported and preventative maintenance should be scheduled to reduce the risk of unplanned downtime.

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6.2.1.7

Conclusion

WPEs approach to maintenance is more reactive than preventive, but this approach is more suited to them than adopting a comprehensive TPM approach. There is currently evidence of TPM principles being adopted at WPE such as continuous improvement, autonomous maintenance, planned maintenance and preventative maintenance but improvements could be made in all these areas. To achieve this suggestions have been developed by the team which, if implemented, could improve the OEE, the core aim of TPM, as seen in Figure 6-3

Figure 6-3: The core aim of TPM

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6.2.2 Coca-Cola Enterprises East-Kilbride

A site visit took place to Coca-Cola Enterprises (CCE) in East Kilbride; the group were able to interview Paul Dolan who is their Technical Manager however he has been recently promoted to CCE Operational Excellence Manager for the European Supply Chain. The questionnaire devised by the group was used in getting an insight into the Maintenance and Continuous Improvement Strategy on site.
6.2.2.1 CCE Site

The East Kilbride site for Coca-Cola Enterprises was opened in 1964 and currently employs 181 staff. The production facility has 4 manufacturing lines that output approximately 14.9 million cases of Coca-Cola, Diet Coke, Fanta, Sprite, Appletiser, Peartiser and varieties of fruit juices combined. Major Capital Expenditure in investment has taken place in implementing an Automated Storage and Retrieval System (ASRS) which can hold 14,000 pallets at full capacity. Also recent projects have been taken place in implementing a new Bottle Blower that takes the pre-forms of the Polyethylene Terephthalate (PET) bottles and moulds them into the appropriate bottle shape for each drink in production.
6.2.2.2 Maintenance

CCE at East-Kilbride undertake various methods of maintenance, this can range from preventive and planned maintenance to promoting autonomous maintenance. There is asset budget available for the maintenance program; this can include scheduled services, training courses for operators and any new equipment that needs to be bought in. The maintenance program at CCE is described as their Asset Care program, many of the production lines and bottling equipment are bought in from their Original Equipment Manufacturer (OEM) and they provide service agreements on the equipment. They also provide training on the equipment for the operators so the operator themselves are able to diagnose problems and repair if possible. The equipment is programmed so if a fault occurs it is automatically detected and the production line is able to shut down, however unscheduled downtime can affect the profitability of the facility and increased shifts are put in place to re-coup any losses.
6.2.2.3 Autonomous Maintenance

Autonomous Maintenance has been implemented into the facility to allow operators on the production line to take responsibility for their own area of operation. This is done using a Lubricate, Inspect and Clean (LIC) method. Before production begins the operator will do a pre-use check on the equipment by checking various metrics such as oil levels, lubrication on gearing, general cleanliness and tidiness of the area.

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6.2.2.4

CMMS

In operation is an onsite CMMS called Maximo, however they are moving to implement a SAP system that will align and integrate them with other European sites over the next 2-3 years. Also on each production line a system called Line-View is in place that controls and monitors the production capacity and output from the line. The CMMS allows the production engineers to run a report once a week and distribute what are known as Line Packs that give information direct to the operators of what work needs to be done, if there is scheduled or planned maintenance tasks on the equipment. The reports allow feedback through the production management team to the engineering and maintenance team, and then typically a cross-functional team will meet to discuss any matters arising from the reports or feedback.
6.2.2.5 Condition Monitoring

The equipment has Condition Monitoring systems in place; primarily Thermo-graphic Imagery and Vibration Sensors. These systems allow real time monitoring of the process and create data that operators can monitor and control if there are any significant problems that occur in production e.g. there are Vibration Sensors are in place on gearboxes that were having recurring problems, the data feedback allowed maintenance managers to identify the problem and distribute the data across the supply chain to monitor the problems and rectify it. The systems also allow reports to be run off from the CMMS that are delivered to the Asset Care officials to record any programs.
6.2.2.6 Operation Excellence

At CCE they have introduced a new continuous improvement strategy known as Operational Excellence (OE), the methodology has what are described as compasses. These are factors that contribute to improving the business. Some examples of this are: Autonomous Maintenance i.e. getting operators to take responsibility for their area of production. 5S i.e. undertaking a 5S workout across the site including all members of workforce understanding why it is necessary and being able to sustain any changes that are agreed upon. Value Stream Mapping.

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6.2.2.7

Conclusion

From the research and site visits findings, we can acknowledge that CCE implement and integrate many aspects of the TPM methodology and have been able to tailor it with many other continuous improvement strategies to devise an Operational Excellence model. Bringing together the workforce in cross-functional teams to assess problems and improve the facility is a key tool of the TPM system and is evident in CCE. This OE system allows CCE to invest in Asset Care programs that help to increase capacity, production and profitability. The integration of a CMMS into the facility has allowed the management team to schedule in maintenance tasks and receive real time data monitoring of the production lines. Coca-Cola Enterprises are the market leader in delivering sustainable growth in their industry, from the secondary research and theory undertaken it can be concluded that a well thought Asset Care program or maintenance methodology such as TPM does indeed create tangible results in increasing productivity and profitability.

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6.2.3

Questionnaire

To get an insight into the role of maintenance in organisations a questionnaire was devised and distributed to appropriate people. A questionnaire was sent to a contact at Iberdrola:
6.2.3.1 Iberdrola Questions

1. Do you conduct any form of maintenance/preventative maintenance? In an operating power station, there is both a preventative and reactive maintenance regime. 2. Is maintenance planned or routinely carried out? It is largely dependent on the following: - The equipment/system being maintained - Whether the maintenance needs to be completed online or offline - Whether the maintenance is part of the long term maintenance plan or is reacting to a particular breakdown or fault Within a typical 12 month period, a power station will have an outage period where many of the maintenance activities will be completed. The length of the outage will depend on the work being carried out. Its in the operators interest to keep this period to as small a period as is possible. When equipment is procured for a power station, it will come with a pre-defined maintenance regime consisting of online and offline maintenance activities. Online activities are generally just inspections whereas offline activities will be intrusive e.g. replacement of parts etc. For large complex components such as gas turbines or boilers, the maintenance regime is extensive. Many systems within a power station will also be designed with a certain degree of redundancy e.g. a boiler feedwater pump (high pressure, critical component) will typically be installed in a 2x100% or 3x50% configuration. This is to ensure that if one pump fails, it can be brought out of service and repaired without bringing the power station offline. Some systems within a power station will have sub-systems in place that actively prevent faults. E.g. In a boiler, you will find sootblowers installed on the various levels of the boiler house. These systems use air or steam to clear the boiler tubes of ash/soot. If these systems were not in place, the heat transfer and hence the system performance would seriously degrade and potentially result in a boiler tube bursting which can be an expensive, time intensive repair. The sootblowers will typically operate automatically but can be brought online by the operator if and when required. 3. What is the asset value of the whole organisation? Assets are collectively worth billions of pounds (plus)

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A typical new Combined Cycle Gas Turbine power plant (e.g. Damhead Creek) of a nominal 800MWe capacity can cost 700m plus A new supercritical coal power plant of a nominal 1600MWe capacity would cost over a billion pounds.

4. Who conducts maintenance i.e. a dedicated maintenance team or individual responsibility? (Autonomous maintenance) A power station will have a dedicated Operations and Maintenance staff. The in-house team are responsible for the daily up keep of the plant and repairs. Repairs are typically completed at site in the station workshop. The power stations will also have an inventory of spare equipment e.g. valves, instrumentation, small pumps etc. As part of a power station warranty. OEM (original equipment manufacturers) will often have service contracts for key equipment. They will visit the site during an outage to complete maintenance activities. This is more common for large, critical components as the knowledge required is specialist. 5. How is the budget set? Who allocates the budget for maintenance? Senior management at organisation, power plant management will distribute resources. 6. Do you have any unscheduled downtime, what is the procedure when this occurs? Reporting procedure for faults? Within a power stations predicted annual availability, there is an allowance for unscheduled downtime. Faults are generally identified through the station control system (via the plant instrumentation e.g. pressure, temperature, flow rate gauges) that will alert the operator to a fault. Faults will also be picked up on routine maintenance rounds and by equipment fault monitoring systems which can send a signal to the main control room. Critical systems will have a high degree of condition monitoring that not just monitor the process but also the equipment itself e.g. vibration The operator is responsible for the safe operation of the plant, and he/she will have a predefined list of actions in the event of any fault. Generally if the fault is serious /dangerous, automatic systems will kick in and bring the plant offline whilst alarming the operator. Minor faults detected by the control system will alarm the operator. 7. If a breakdown occurs, does it greatly affect your organisations profitability, capacity or effectiveness? A major fault at a large generating plant which brings the power station offline will result in a serious impact on revenue. The power generator if it has a large fleet can manage shortfalls and as discussed earlier, redundancy is often designed into a plant to avoid single point failures. I.e. critical systems/components will have redundancy designed in to allow the plant to continue operation whilst awaiting a repair.
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8. Do you sub contract maintenance services? Yes depending on the type of work. Specialist contractors may be required e.g. working on a project just now to replace a gas pipeline into a power station. This requires a specialist horizontal directional drilling contractor Do Service Level Agreements take place and what is your opinion on SLAs? No comment 9. Are you aware of Total Productive Maintenance? Yes-Power Plants typically have Planned, Predictive Maintenance due to nature of operations. 10. What is the opinion of management in regards to the importance of maintenance? Is there adequate resources made available for maintenance? Maintenance is a critical activity required to enable the reliable operation of the plant at its maximum potential. 11. Do you feel that there is an open minded atmosphere towards continuous improvement (CI) in the organisation? Does management push CI strategy or does the workforce suggest their own improvements? N/A 12. Do you have a maintenance training program? Many of the plant O&M staff are brought onto site during a power plant commissioning period and training is overseen by the developer. 13. Do you have a computerised maintenance management system (CMMS)? Plant O&M staff will use a CMMS to record maintenance jobs or bought in resources. 14. In what instances does Health & Safety or Risk Assessments determine maintenance requirements or repairs? Method statements, risk assessments and a permit to work system are always necessary. The method statement sets out the task in detail, what has been done and where, what needs isolated etc A permit to work will not be granted without a method statement and risk assessment. A permit to work system will ensure that the work environment is safe e.g. mechanical and/or electrical isolations are in place (and the equipment cannot be inadvertently operated).

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Discussion As described above the maintenance in power plants where a number of different techniques take place i.e. planned, preventative, reactive and sub-contracting, plays an important role due to the nature of the business. Power plants supply the National Grid with electricity that is a prerequisite for any business to occur and a blackout or outage would severely dent the organisations revenue or economic performance. Strategic use of maintenance prevents this scenario from occurring. It is also clear that many power plants require a dedicated Operations & Maintenance (O&M) workforce that help keep power plants productive, these O&M staff are highly trained and often skilled engineers. Conclusion We can conclude that maintenance is critical to the productive output in power plants. A TPM model would be suitable for use in this type of area as it employs many techniques that are already present in the current setup. The use of a designed CMMS would aid the recording maintenance jobs and also record the distribution and allocation of resources to strategically analyse whether investment is justified. Also the TPM model emphasises the use of techniques such 5S, Kaizen and Small Group Exercises, these are all techniques that require little capital investment but can provide results economically and productively.

An interview with the Maintenance Manager at the University of the West of Scotland was set up and the questionnaire was used to get an insight into maintenance at the universitys Hamilton campus.

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6.2.3.2

UWS Questions

1. Do you conduct any form of maintenance/preventative maintenance? Depends, typically reactive maintenance such as the campus building i.e. doors, walls, windows, campus estate gardens, fixtures and fittings. Some preventative maintenance done on equipment such as the elevators, automatic doors, air conditioning and heating systems. Although these are typically sub-contracted out to suppliers. 2. Is maintenance planned or routinely carried out? Yes most jobs will be planned; the routine checks are done on sub-contracted jobs. 3. What is the asset value of the whole organisation? For the whole of UWS in the region of 70 million, unsure of the Hamilton Campus individual value. 4. Who conducts maintenance i.e. a dedicated maintenance team or individual responsibility? (Autonomous maintenance) There is 13 maintenance staff onsite, including a maintenance manager. Some complexity in that there are sub-contracts that acquires more maintenance staff on site doing jobs. 5. How is the budget set? Who allocates the budget for maintenance? The budget is set by the senior management, the maintenance budget is 500,000 however this covers existing contracts and general maintenance costs. 6. Do you have any unscheduled downtime, what is the procedure when this occurs? Reporting procedure for faults? Often when a breakdown occurs the fault will be reported the maintenance staff, who will organise the repair if possible or call in the supplier and sub-contract the job. All maintenance jobs are recorded. 7. If a breakdown occurs does it greatly affect your organisations profitability, capacity or effectiveness? It can do- if there are problems to the heating system or lifts can restrict operations of the building or access.

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8. Do you sub contract maintenance services? Do Service Level Agreements take place and what is your opinion on SLAs? Yes most high value assets will have sub-contracts or complex equipment e.g. the elevators, heating system or automatic doors. SLAs do take place, typically well adhered to and can work if there is good relationship between supplier and customer. 9. Are you aware of Total Productive Maintenance? Yes, but feel it would be difficult to implement, if it is applicable. 10. What is the opinion of management in regards to the importance of maintenance? Is there adequate resources made available for maintenance? Yes the University take maintenance seriously as the campus needs to be a fit and proper environment for teaching. Adequate resources are made to the maintenance staff to operate and plan the maintenance tasks. 11. Do you feel that there is an open minded atmosphere towards continuous improvement (CI) in the organisation? Does management push CI strategy or does the workforce suggest their own improvements? Some things could be improved but CI area not really applicable for the day to day running of the campus. There is good communication and clear channel so organisation operates well. There are regular meetings taking place for improvements or maintenance requirements. 12. Do you have a maintenance training program? Basic training given to the maintenance staff such as Facilities Management and general skills in plumbing, electrics and joinery. 13. Do you have a computerised maintenance management system (CMMS)? There is a system in place on newer campuses, yet to be fully introduced into the building due to its age. 14. In what instances does Health & Safety or Risk Assessments determine maintenance requirements or repairs? General H&S standards need to be met to keep the campus a safe environment for teaching. There is regular Risk Assessments on the campus, the H&S officer for the organisation conducts H&S meetings and makes suggestions. This is often done by surveying the campus.

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Discussion As described above the maintenance in the Hamilton Campus of the University of the West of Scotland uses a number of different techniques i.e. preventative, reactive and subcontracting. However each different technique is used as maintenance plays an important role due day to day requirements of the organisations. The campus is often busy with visitors and students and the buildings need to be in a fit, proper and safe environment for teaching, strategic use of maintenance allow this to occur. It is also clear that whilst the UWS Hamilton Campus has a dedicated maintenance workforce that help keep the campus productive, a number of maintenance jobs are sub-contracted to the supplier e.g. the elevators, heating system and automatic doors. Conclusion We can conclude that maintenance is important to the running of the university campus but not critical. A TPM model would not be suitable for use in this type of area as the type of maintenance functions do not dictate the productive output of the organisation. Some TPM components could be implemented to help improve the day to day running of the campus such as the use of a designed CMMS which would aid the recording maintenance jobs and also record the distribution and allocation of resources to strategically analyse whether investment is justified. Basic, generic software such as Microsoft Access or Excel would be applicable. Also the TPM model emphasises the use of techniques such 5S, Kaizen and Small Group Exercises, these are all techniques that require little capital investment but can provide results economically and productively

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Conclusion

Following the completion of the project An Investigation into Total Productive Maintenance and its Applicability Across Various Engineering Environments we have came to understand the theory of TPM, its tools and techniques, its desired benefits and possible limitations. From the site visit to Walker Precision Engineering we found that due to the unpredictability of work orders and the high end bespoke of the companys products, major components of TPM are not realistically applicable e.g. planned preventative maintenance on a large scale. However the recommendation of adopting certain TPM tools such as a CMMS to coordinate the maintenance strategy have been suggested. From the site visit to Coca Cola enterprises it is apparent this organisation takes full advantage of some if not most of the major tools, techniques and components of TPM e.g. full commitment to autonomous and preventative maintenance, also utilisation of common TPM technologies (e.g. CMMS, Condition monitoring devices). Through the Operational Excellence program the company has implemented, they have achieved a high standard of asset care and it is evident there is a dedicated, company-wide mindset towards this objective. Following the distribution of questionnaires, we found that within UWS Hamilton campus, maintenance is health and safety based and little or no major TPM components were utilised, in fact any major maintenance is sub-contracted with OEMs i.e. lifts and heating systems. Feedback from Iberdrola showed that TPM tools were present while the organisation does not regard itself as a TPM based company i.e. a CMMS is used in the power plant operations to automatically schedule any required maintenance and ensure equipment effectiveness. In conclusion TPM is an effective maintenance strategy in increasing asset care and increasing productivity whilst emphasising the importance of participation of the work force from the top to bottom of the hierarchal ladder. Its applicability to organisations is dependent on the predictability of work orders and frequency.

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7.1 Future Work

Total Productive Maintenance (TPM) has continued to be developed since its conception therefore it can be concluded that TPM will continue to evolve and be adopted into other methodologies. Further investigation into the topic would merit an investigation into how TPM is incorporated within various management methodologies such as Lean or Six Sigma i.e. Lean Maintenance or Lean Sigma Maintenance.

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Appendices

8.1 Table of Figures

Figure 2-1 .............................................................................................................................................. 18 Figure 2-2 .............................................................................................................................................. 20 Figure 2-3 .............................................................................................................................................. 26 Figure 2-4 Force Field Analysis .............................................................................................................. 27 Figure 2-5 Resistance Factors ............................................................................................................... 28 Figure 2-6 Mean Time Between Failures .............................................................................................. 30 Figure 2-7 Autonomous Maintanance................................................................................................... 32 Figure 2-8 .............................................................................................................................................. 33 Figure 2-9 .............................................................................................................................................. 38 Figure 2-10 ............................................................................................................................................ 39 Figure 2-11 ............................................................................................................................................ 39 Figure 2-12: Hot spots of several electrical joints ................................................................................ 40 Figure 3-1 .............................................................................................................................................. 45 Figure 3-2 .............................................................................................................................................. 46 Figure 3-3 .............................................................................................................................................. 47 Figure 3-4 .............................................................................................................................................. 48 Figure 3-5 .............................................................................................................................................. 50 Figure 3-6 .............................................................................................................................................. 51 Figure 3-7 .............................................................................................................................................. 51 Figure 3-8 .............................................................................................................................................. 52 Figure 3-9 .............................................................................................................................................. 52 Figure 4-1: The Twelve steps of TPM Development ............................................................................. 57 Figure 4-2 .............................................................................................................................................. 60 Figure 5-1: PDCA diagram ..................................................................................................................... 64 Figure 5-2 .............................................................................................................................................. 69 Figure 5-3: Use of Ishikawa analysis in OEE calculation..................................................................... 69 Figure 5-4 .............................................................................................................................................. 73 Figure 5-5 .............................................................................................................................................. 73 Figure 6-1 .............................................................................................................................................. 82 Figure 6-2 .............................................................................................................................................. 83 Figure 6-3: The core aim of TPM ........................................................................................................... 87

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8.2 Maintenance Fault Report Sheet

Appendix 1

This is a fault report sheet seen at WPE.

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8.3 Meetings
Agenda: 07/02/2012 The following is an agenda for a project meeting with Dr.Jim Mooney, on the 07/02/2012.The project is on TPM and group contains Paul Coakley, Stefano Clemente, Liam Scott, and Matthew Sweeney. Register Project Idea: TPM Implementation Agreement of Work Plan How do we get Site Visits Organising time and work load Resources Other Business

Minutes: Meeting 07/02/2012 The meeting was chaired by Dr Jim Mooney. Register: Following people were registered as present at meeting:Paul Coakley, Liam Scott, Matthew Sweeney and Stefano Clemente. Agenda: The agenda was agreed upon for topics to discuss. Work Plan: The division of work and tasks for the following week were allocated and agreed upon. Site Visits: Site Visits were discussed with Dr Jim Mooney referring us to speak to Peter Griffin. The procedure and planning required for site visits was outlined and what topic areas we should be researching as a group before we go to the site visit. Timeline: It was mentioned that we should consider making up a plan of action for the weeks ahead in relation to tasks to be completed. Other Business: We discussed research materials and resources available to the group. Next Meeting: The next meeting will take place on the 14/02/2012 in the same location.
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Agenda: 14/02/2012

The following is an agenda for a project meeting with Dr.Jim Mooney, on the 14/02/2012. The project is on TPM and group contains Paul Coakley, Stefano Clemente, Liam Scott, and Matthew Sweeney. Register Agreement of previous meeting minutes Progress Update Discussion on TPM strategy Discussion on Case Studies Discussion of Resources Discussion on Site Visit Discussion on Questionnaire Project Plan: use of MS Project

Minutes of Meeting 14/02/2012 How we can implement it Benefits that can be achieved if theyve achieved anything in their overall equipment effectiveness Costs thats been involved draw comparison between before implementation and after Overall benefits and transition from previous method to improved method went in comparison to the theory Initially do research on that talking about different theorists for each but dont know what company were going to go to yet so dont know the figures so looking to do a prediction Hopefully well be able to see the KPIs for a before and after comparison Discussed earlier visits we could arrange, we can then focus directly on what it is Do groundwork now but for bulk of project if focusing on visiting or company then we need to visit first as only so much from internet Jim Mooney - From own experience, an example is try to improve efficiency of energy. Went and looked at company, where they were, what theyve done in past
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and tried to think baseline approach then done an audit on visit. Sheet with standard questions which I asked engineer be prepared. Inspection checklist Should we email that to the person were going to visit beforehand? Jim Mooney not sure about that. Nothing wrong with doing that Specific questions on KPIs? Jim Mooney - Nothing wrong with doing that but as well as plan your project plan your visit as its only a couple of hours and theres more than your group there so someone might ask a question relevant to you. So youre going to have to do the audit and assess where they are and observe what I could see. What knowledge I have now, I could use to make an improvement. List measures out by low cost and high cost do it on cost basis. So I gave them a list of recommendations with the report, your report back to us so to speak. Based on your knowledge you report on how youd implement if already implemented how youd take it a step further and what improvements youd think that would make. Now I would say itd save you this amount of money so I gave them a figure, so if you implement these measures I estimate youd have a 10% reduction on your annual energy bill. So companies like figures. You implement this, you get improvement how much youd save. Try to tie it down in waste reduction or something like that. Indicators. KPIs is a number isnt it and overall what time period so Id say a 10% reduction in a 12 month period. If you do this, this and this. What are the benefits this. What measures do you have to undertake to achieve that? So you set a target one and a half months later you come back to check it and theyve not met the target, you do whats called monitoring. So youve set the target and implement the monitoring programme. So when your 3 months into the project set 10% saving and youve only achieved 1% were not going to hit the target, whats gone wrong? You can review it and say well this isnt going to happen, you need to change this. So you can implement measures, what you expect your measures to achieve in terms of some savings and make a recommendation as to how youd monitor that project. So when you walk away from a company youve left them with what the benefits potentially are, time period to achieve that and a reviewing process to make sure you hit the target. So you research just now continuous improvement methods and you research the companies and before you go any visit, you plan the visit and from there you think what you could do for that company. Once you visit youll probably change the ideas of it when you come back, review of the company you visit and then give your recommendations. I think thats what to do, thats my suggestion. Need to plan next 10 weeks activities, allocate tasks within the group, put 2 or 3 names against each activity for cover in case someone goes off sick. Start to do research on the subject area both primary and secondary. Dont let it drag on too long and then start to plan the visits in terms of the questions youre going to ask. Whats going to be difficult for us is putting a date on the site visits I think they will happen pretty quickly Peter tends to be good at organising them. Do we contact them or does Peter? Peter does it.
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Stefano: Standard questionnaire send one out to different companies and analyse the data we get back? Jim :Just sort out your aims and objectives Liam: Feel like theres too many ideas PC: Focus it on one area Liam: Do you think itd be a good thing to focus on OEE or machine performance? Jim: I dont know much about the subject area PC: If we can wait and see what feedback we get as far as visits go as in where we go and then we can focus our efforts on what that company does and how they do it regardless of the industry. As long as the company is involved in CI. What and how do they do it? The where and how is the important bit Jim: I think its the how they do it and in your view is it efficient? What to do is do a dummy run before you go on the visit on a company thats well known. Dummy audit and practise audit. I can only talk about it from my own experience with what I did Matthew: Are we better focusing on one or two of the visits? Jim: I think you get 3 or 4 visits maybe. Its up to you as a group to decide. Stefano: SO should we be examining case studies cause Ive got a couple of examples of places that have implemented TPM Jim: Thats good, yeah. You can compare and contrast. Matthew: Theres a couple of good ones that show you the before and after the implementation PC: The marking schedule contains a mark for primary research and application of theory within the group we had assumed this was going to be the same thing. Our primary research will be based on the application of theory or is that possible? Jim: You need to remind yourself whats meant by background research. PC: Primary research is like our visits we are therefore researching it. We will ask and look at theory on secondary research; well come to a conclusion and see how thats applied when we do our primary research. Jim: How well do you do your primary research in terms of the visits and apply your theory to that? PC: Is there any need for MS Project in this? Jim: Not really but certainly do a GANT chart and a timeline.

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Agenda: 21/02/2012

The following is an agenda for a project meeting with Dr.Jim Mooney, on the 21/02/2012. The project is on TPM and group contains Paul Coakley, Stefano Clemente, Liam Scott, and Matthew Sweeney. Register Agreement of previous meeting minutes Progress Update Discussion on Gantt Chart Discussion on Report Structure Discussion on Site Visit Discussion on Questionnaire Project Plan: use of MS Project

Minutes of meeting 21/02/2012 Meeting length 25 minutes The following people were present at the time of meeting: Paul Coakley, Liam Scott, Stefano Clemente, Matthew Sweeney The meeting was overseen by Dr. Jim Mooney First site visit to walker precision engineering was discussed o Contribution of visit to project objectives o Any useful information or conclusions drawn from the visit were discussed Interview with UWS head of maintenance John Cotton was discussed Microsoft project WBS was presented to Jim Mooney o It was suggested that structure should be in chapters Problems accessing library electronic database were discussed o Solutions/alternatives were suggested Questions as to how to correctly reference journals were brought up o Recommendations made by Jim Mooney o After debate, the correct procedure was agreed on
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Possible future visits were discussed o It was agreed that coca cola visit should take place within 2-3 weeks It was decided that preparation for this visit would initiate immediately o It was noted that Terex visit had been rescheduled to the end of march Questions were raised on whether this would affect the progress of the project The conclusion was drawn that this delay would not significantly harm project progress Distribution of questionnaire was discussed

Next meeting scheduled for 28/02/2012

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Agenda: 28/02/2012

The following is an agenda for a project meeting with Dr.Jim Mooney, on the 28/02/2012. The project is on TPM and group contains Paul Coakley, Stefano Clemente, Liam Scott, and Matthew Sweeney. Register Agreement of previous meeting minutes Progress Update Report sections that are completed Report sections that are incomplete Plan for Next Visit Use of report structure Other business

Minute 28/02/2012 Meeting length: 16 Minutes The following people were present at the time of meeting: Paul Coakley, Liam Scott, Stefano Clemente, Matthew Sweeney The meeting was overseen by Dr. Jim Mooney Write up WPE and UWS discussed and Jim Mooney provided guidance on format for write up indicated should be treated as an Audit of the sites etc. Outlined chapters for Jim Mooney as discussed previous week. Indicated what sections were complete and what was incomplete Work Packages for following week were discussed and agreed upon The report structure was discussed as confusion in placing certain chapters. Possible future visits were discussed o It was agreed that coca cola visit should take place within 2-3 weeks It was decided that preparation for this visit would initiate immediately

Distribution of questionnaire was discussed

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Agenda: 06/03/2012

The following is an agenda for a project meeting with Dr.Jim Mooney, on the 06/03/2012. The project is on TPM and group contains Paul Coakley, Stefano Clemente, Liam Scott, and Matthew Sweeney. Register Agreement of previous meeting minutes Progress Update o Hand Report to Jim Gantt Chart Update Next Visit Use of report structure Other business

Minutes of Meeting 06/03/2012 No meeting was held on the 06/03/2012 as the group supervisor Dr.Jim Mooney was unable to attend.

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Agenda: 13/03/2012

The following is an agenda for a project meeting with Dr.Jim Mooney, on the 13/03/2012. The project is on TPM and group contains Paul Coakley, Stefano Clemente, Liam Scott, and Matthew Sweeney. Register Agreement of previous meeting minutes Progress Update o Hand Report to Jim Gantt Chart Update Next Visit Use of report structure Other business

Minutes of Meeting 13/03/2012 No meeting was held on the 13/03/2012 as the group supervisor Dr.Jim Mooney was unable to attend.

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Agenda: 20/03/2012

The following is an agenda for a project meeting with Dr.Jim Mooney, on the 20/03/2012. The project is on TPM and group contains Paul Coakley, Stefano Clemente, Liam Scott, and Matthew Sweeney. Register Agreement of previous meeting minutes Progress Update Next Visit Use of report structure Other business

Meetings 20/03/2012 Meeting length: 12 Minutes The following people were present at the time of meeting: Paul Coakley, Liam Scott, Stefano Clemente, Matthew Sweeney The meeting was overseen by Dr. Jim Mooney As no meeting taken place in 2 weeks progress was reviewed and agreement that project was nearing completion. Jim Mooney clarified deadlines for submission A draft copy was handed to Jim Mooney, he highlighted the chapters were incorrect and he outlined how to solve the problem. The site visit for Coca-Cola was discussed and planned for the following week. Tasks were assigned to: o Paul to discuss TPM implementation costing. o Liam to discuss Just In Time. o Stefano to discuss further TPM components. o Matthew to discuss condition monitoring.

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8.4 Project Management

The assignment was given for the third year Engineering Applications Project, where a number of thesis topics were made available. The topic of interest for our group was the Investigation into the Application of Total Productive Maintenance and its Applicability within Various Engineering Environments. The first stage of the project was forming the team and agreeing upon topics of interest, work division and schedule. The group consisted of four members: Stefano Clemente Paul Coakley Liam Scott Matthew Sweeney

The group then researched into areas that encompass the TPM spectrum and gathered resources that would provide the knowledge base of the information and research materials; Project Brief TPM History TPM Theory TPM Implementation Process TPM Components: OEE, Autonomous Maintenance, Methodologies: Kaizen, Lean, SMED, Small Group Exercises World Class & Benchmarking Computerised Maintenance Management System (CMMS) Case Studies Questionnaire Analysis & discussion Site Visits analysis & discussion TPM discussion: Advantages and Disadvantages

Once the topic areas were clarified the group scheduled out the project tasks and created a Gantt chart on MS Project, using MS project is a useful tool as it allows the group to record progress, make changes to the schedule and flag up any potential problems.

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8.4.1

Initial Planning

The group then began the initial work stages over the first six weeks, compiling project report files, sourcing resource materials and reviewing the progress made and clarifying further work.

8.4.2

Week 6 Review

After the sixth week the group met to discuss progress and began to compile a draft report and edit the files. The Gantt chart was updated and completed topics were marked off and work in progress was reviewed to acknowledge the progress made.

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8.4.3

Week 10 Review

After the tenth week the group met to discuss progress and began to compile a final draft report and edit the files. Compile together the Appendices and also the reference material that was used in the report. .The Gantt chart was updated and completed topics were marked off. We acknowledged the project was effectively complete and only final editing was to be done before submission.

8.4.4

Conclusion

The project plan aided in creating a targeted approach to completing the tasks set out. The tasks were able to be completed on time and in some cases ahead of schedule. This was due to cohesive teamwork and a clearly defined timelines set out in meetings and agreed upon work packages.

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Anon., n.d. [Online]. C.J. Bamber, (. o. S. U. J. S. (. o. S. U. M. H. (. o. S. U., 1999. Factors affecting successful implementation of total productive maintenance. Journal of Quality in Maintenance Engineering, pp. 162-181. change management coach, 2008. Force Field Analysis - Kurt Lewin. [Online] Available at: http://www.change-management-coach.com [Accessed 20 March 2012]. FumioGotoh, 1991. Equpment Planning for TPM. In: Equpment Planning for TPM. London: Cambridge Press. Levitt, J., 2003. Complete Guide to Preventive and Predictive Maintenance. New York: Industrial Press. Marshall Institute, n.d. The Cost and Cost Benefits of TPM Implementation. [Online] Available at: http://www.marshallinstitute.com/default.asp?Page=Maintenance_Resources&Area=Articles&ARTI D=tpmcstben [Accessed 21 March 2012]. Nakajima, S., 1989. TPM: Development Program. Cambridge: Productivity Press, Inc. Nakajima, S., 1998. TPM Development Program : Implamenting TPM. In: TPM Development Program. London: Cambridge Press. No Author, 2008. TPM: GSPI Experience. [Online] Available at: http://reyadel.wordpress.com/ [Accessed 10 03 2012]. Sapp, D., 2011. [Online] Available at: http://www.wbdg.org/om/cmms.php [Accessed 01 03 2012]. Schlesinger, K. &., 1979. Six Change Approaches-Kotter and Schlesinger. [Online] Available at: http://www.valuebasedmanagement.net/methods_kotter_change_approaches.html [Accessed Tuesday March 2012]. Sullivan, G., 2010. [Online] Available at: http://www1.eere.energy.gov/femp/pdfs/omguide_complete.pdf [Accessed 05 03 2012]. Tajiri, M., 1992. TPM Implementation: A Japanese Approach. Avenue of the Americas, New York: McGraw-Hill, Inc. Timothy C, K., 2006. Maintanance Planning & Scheduling. In: Maintanance Planning & Scheduling. Boston: Elsevier Butterworth Heinemann.

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Anon., 1988. Introduction to TPM. In: Introductiopn to TPM. London: Cambridge Press. Anon., n.d. [Online]. C.J. Bamber, (. o. S. U. J. S. (. o. S. U. M. H. (. o. S. U., 1999. Factors affecting successful implementation of total productive maintenance. Journal of Quality in Maintenance Engineering, pp. 162-181. change management coach, 2008. Force Field Analysis - Kurt Lewin. [Online] Available at: http://www.change-management-coach.com [Accessed 20 March 2012]. FumioGotoh, 1991. Equpment Planning for TPM. In: Equpment Planning for TPM. London: Cambridge Press. Levitt, J., 2003. Complete Guide to Preventive and Predictive Maintenance. New York: Industrial Press. Marshall Institute, n.d. The Cost and Cost Benefits of TPM Implementation. [Online] Available at: http://www.marshallinstitute.com/default.asp?Page=Maintenance_Resources&Area=Articles&ARTI D=tpmcstben [Accessed 21 March 2012]. Nakajima, S., 1989. TPM: Development Program. Cambridge: Productivity Press, Inc. Nakajima, S., 1998. TPM Development Program : Implamenting TPM. In: TPM Development Program. London: Cambridge Press. No Author, 2008. TPM: GSPI Experience. [Online] Available at: http://reyadel.wordpress.com/ [Accessed 10 03 2012]. Sapp, D., 2011. [Online] Available at: http://www.wbdg.org/om/cmms.php [Accessed 01 03 2012]. Schlesinger, K. &., 1979. Six Change Approaches-Kotter and Schlesinger. [Online] Available at: http://www.valuebasedmanagement.net/methods_kotter_change_approaches.html [Accessed Tuesday March 2012]. Sullivan, G., 2010. [Online] Available at: http://www1.eere.energy.gov/femp/pdfs/omguide_complete.pdf [Accessed 05 03 2012]. Tajiri, M., 1992. TPM Implementation: A Japanese Approach. Avenue of the Americas, New York: McGraw-Hill, Inc. Timothy C, K., 2006. Maintanance Planning & Scheduling. In: Maintanance Planning & Scheduling. Boston: Elsevier Butterworth Heinemann.

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Anon., 1988. Introduction to TPM. In: Introductiopn to TPM. London: Cambridge Press. Anon., n.d. [Online]. C.J. Bamber, (. o. S. U. J. S. (. o. S. U. M. H. (. o. S. U., 1999. Factors affecting successful implementation of total productive maintenance. Journal of Quality in Maintenance Engineering, pp. 162-181. change management coach, 2008. Force Field Analysis - Kurt Lewin. [Online] Available at: http://www.change-management-coach.com [Accessed 20 March 2012]. FumioGotoh, 1991. Equpment Planning for TPM. In: Equpment Planning for TPM. London: Cambridge Press. Levitt, J., 2003. Complete Guide to Preventive and Predictive Maintenance. New York: Industrial Press. Marshall Institute, n.d. The Cost and Cost Benefits of TPM Implementation. [Online] Available at: http://www.marshallinstitute.com/default.asp?Page=Maintenance_Resources&Area=Articles&ARTI D=tpmcstben [Accessed 21 March 2012]. Nakajima, S., 1989. TPM: Development Program. Cambridge: Productivity Press, Inc. Nakajima, S., 1998. TPM Development Program : Implamenting TPM. In: TPM Development Program. London: Cambridge Press. No Author, 2008. TPM: GSPI Experience. [Online] Available at: http://reyadel.wordpress.com/ [Accessed 10 03 2012]. Sapp, D., 2011. [Online] Available at: http://www.wbdg.org/om/cmms.php [Accessed 01 03 2012]. Schlesinger, K. &., 1979. Six Change Approaches-Kotter and Schlesinger. [Online] Available at: http://www.valuebasedmanagement.net/methods_kotter_change_approaches.html [Accessed Tuesday March 2012]. Sullivan, G., 2010. [Online] Available at: http://www1.eere.energy.gov/femp/pdfs/omguide_complete.pdf [Accessed 05 03 2012]. Tajiri, M., 1992. TPM Implementation: A Japanese Approach. Avenue of the Americas, New York: McGraw-Hill, Inc. Timothy C, K., 2006. Maintanance Planning & Scheduling. In: Maintanance Planning & Scheduling. Boston: Elsevier Butterworth Heinemann.

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