Faurecia Excellence System

Production System

TPM

TOTAL PRODUCTIVE
MAINTENANCE FAU-F-FM1-9041 / EN issue 01

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FAU-S-PS3-5055 / EN issue 02
 TPM Synopsis

Production Tracking Breakdowns Pareto

% of total time
of breakdowns
BREAKDOWN PARETO
50%
Breakdown
chosen
40%

30%

20%
33

10%
15
10 10 8 6
Tool Door Automat Tool Engine Emergency Breakdowns types
move blocked failure broken burnt stop

Non-TRS Pareto
% of opening
time

15%
PARETO :
PRIORITIZATION OF
Repetitive breakdown: Sporadic
12%
SOURCES OF LOSS
Problem-Solving Breakdown:
Focus of
TPM
Methodology Predictive
9%

12.5
maintenance
6%

3% 6.25
4.2
3.1 2.1 1.9 Causes of loss
Programmed Breakdowns Organizational
stops malfunctions
Changeover Micro-failures
slowdowns
Non-quality
Feedback to
conception

Preventive
Are breakdowns
No maintenance
a main problem ?

yes Efficiency Tracking

ACTION PLAN EFFICIENCY TRACKING
Breakdown tracking chart Regulation cell
Length
Frequency
min Nb
Pallet transfert stoppage
Length
Frequency
Nb
Gate Blocked
Length
Frequency
Nb min min
5 35 5 1 5 1000
30 4 0,8 4 800
4
25
3 20 3 0,6 3 600

2 15 2 0,4 2 400
10
1 1 0,2 1 200
5
0 0 0 0 0 0
7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6
S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

Length Length Length

Tuning trouble (scissors) Frequency Broken cutter Frequency Breakdown 6 Frequency
Nb min
min Nb min
Nb 5 1
5 6 5 1

4 5 4 0,8 4 0,8
4
3 3 0,6 3 0,6
3
2 2 0,4 2 0,4
2
1 1 1 0,2 1 0,2
0 0
0 0 0 0
7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6
S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6
S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

Length Length Length

Breakdown 7 Breakdown 8 Breakdown 9
Frequency Frequency Frequency
Nb min Nb min Nb min
5 400 5 600 5 50
350 500
4 4 4 40
300
400
3 250 3 3 30
200 300
2 150 2 2 20
200
100 1 1 10
1 100
50
0 0 0 0 0 0
7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6
7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1
S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

FAU-S-PS3-5055 / EN issue 02 - 2 / 20
Document for internal use only
 CONTENTS

1. Introduction & objectives

2. Measurements
3. 5S
4. Problem solving
5. Repetitive breakdowns
6. Sporadic breakdowns
7. Micro-failures
8. Sustainable improvement
9. TPM Workshop
10. Feedback to design
11. Other indicators

FAU-S-PS3-5055 / EN issue 02 - 3 / 20
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 TPM

1 – INTRODUCTION AND OBJECTIVES

The Total Productive Maintenance is a specific organization involving the entire

work force to systematically and definitely eliminate the causes of production
loss related to machines and therefore increase the reliability and the availability
of installations and contribute to the improvement of the flow and productivity.

The potential gains resulting from a TPM action are:

• Capital optimization: by increasing machine availability and life span, it allows to
reduce the investments needed at the plant level or more.
• Productivity improvement: Depending on the case, such an action allows to reduce
or suppress overtime or manufacture more parts for bottlenecks, and reduce opening
time for other machines. Besides, when machines are located in a assembly line with
several operators, any unplanned stoppage will make all the operators wait and prevent
from standardized work, therefore reliability improvement will have a strong impact on
the line productivity. Finally, improving machine reliability may sometimes enable to give
an operator the responsibility for several close machines.
On the other hand, improving machines reliability will allow to transform curative
maintenance into preventive maintenance and result in an optimization of maintenance
costs
• Quality improvement: unplanned stoppages often create scrap or need to rework,
therefore improving machine reliability will also increase its quality.
• WIP reduction: safety stocks are often necessary to protect downstream processes
from upstream unplanned stoppages. If theses stoppages disappear, safety stock is no
longer useful. Besides, increasing a machine reliability may permit to include it in a
upstream or downstream assembly line when this machine is dedicated to products of
this line.
• Employee empowerment: Successful TPM leads to significant knowledge and
responsibility transfer from experts (e.g. maintenance teams) to operators, and
increases their motivation and commitment.

TRS target within Faurecia is 85% (10% of tool changeovers, 1,5% of unplanned
stoppages, 1,5% of non-quality and 2% of planned stoppages)

FAU-S-PS3-5055 / EN issue 02 - 4 / 20
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 TPM

2 – MEASUREMENTS

Measurement is TPM main key success factor.

• Measurement of efficiency
The indicator of the investment usage rate is the TRS.

Num. parts right x Cycle time

TRS
Opening Time
But to study the efficiency of a machine, it is necessary to analyze the details of the
"non-TRS" (c.f. TRS guideline FAU-S-PS-5004 for more details):

ORGANIZATIONAL
MALFUNCTIONS
lack of material, lack of manpower...

PROGRAMMED STOPS M
under-loading, trials, planned
maintenance, coffee breaks, training... E
A
TOOL CHANGE S
U
T.R.S R
A
BREAKDOWNS
(lasting > 5 min) B
L
E
NON QUALITY
rejects, reworks

MICRO-FAILURES
AND SLOW-DOWNS
-what is left over after deducting the
five other causes of non-TRS.
FAU-S-PS3-5055 / EN issue 02 - 5 / 20
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 TPM

TPM will focus on breakdowns and micro-failures.

An accurate recording over time of the causes of non-TRS has to be done permanently
through the filling of a tracking of production sheet (FAU-F-PS-5004) to give the
duration and the visible causes of all machine stoppages (except micro-failures). To
avoid that any breakdown is not registered under different names, a breakdown
codification has to be established.

FAU-S-PS3-5055 / EN issue 02 - 6 / 20
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 TPM

Through the consolidation of this production follow-up sheets, it is possible first to draw a
pareto of non-TRS causes (to be updated a weekly basis).

TPM will then be decided if breakdowns and micro-failures represent a major loss. If
micro-failures and slowdowns are not significant in the non-TRS, the TPM will be
focused on breakdowns (c.f. §4&5), otherwise it is necessary to verify the reality of
these micro-stops, with an observation of the machine during one or two shifts
performed by production management. Indeed, any mistake in non-TRS
measurement will make grow micro-failures and slowdowns artificially.

% of opening
time
PARETO :
15%
PRIORITIZATION OF
SOURCES OF LOSS
12%
Focus of
TPM
9%

6%
12.5

3% 6.25
4.2
3.1 2.1 1.9 Causes of loss
Programmed Breakdowns Organizational
stops malfunctions
Changeover Micro-failures Non-quality
slowdowns

Without reliable measurements enabling to identify the main problems and to

describe the actual situation, TPM cannot be efficient.

FAU-S-PS3-5055 / EN issue 02 - 7 / 20
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 TPM

When it has been finally decided to focus on breakdowns and/or micro-failures, a

weekly tracking chart (FAU-F-PS-5002) of the select non-TRS cause(s) must be
followed to evaluate the efficiency of the action initiated.

3 – 5S

5S is a necessary preliminary step of TPM, to enable visual control of the application

of standardized settings, and to make anomalies more visible and enhances machine
inspection through the daily cleaning (c.f. 5S guideline (FAU-S-PS-5006) for more
details about this workshop). 5S is very linked to preventive maintenance.

FAU-S-PS3-5055 / EN issue 02 - 8 / 20
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 TPM

4 – PROBLEM SOLVING TOOLS

As seen in §2, prerequisite of TPM problem solving is to secure measurement

reliability. As often as possible, TPM problem solving should be done daily by the
production through the Kaizen process. Problem solving groups should be formalized
only for the most complicated and critical issues. For detailed information about them,
refer to the Guide to Problem-Solving Methodology (FAU-S-LS-0210 on Quality net).

5 – REPETITIVE BREAKDOWNS

When repetitive breakdowns are not easily eradicated, a problem solving group has to
be set-up.
Thanks to production tracking sheet, it is possible to draw a breakdown Pareto
(minimum 3 months of data, to be updated on a monthly basis).

% of total time
of breakdowns
BREAKDOWN PARETO
50%
Breakdown
chosen
40%

30%

20%
33

10%
15
10 10 8 6
Tool Door Automat Tool Engine Emergency Breakdowns types
move blocked failure broken burnt stop

FAU-S-PS3-5055 / EN issue 02 - 9 / 20
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 TPM

The breakdown pareto often allows to identify a few repetitive breakdowns representing
a major share of total breakdown time. The TPM team must select the most critical one
and try to identify root causes (5 Whys), and eliminate them through an action plan
(PDCA). Breakdowns are often multi-cause, therefore the team should not focus only on
the most likely root cause but should also cover the other potential ones. Tally count
could help to prioritize the causes.

The effect of the actions decided will be followed thanks to a tracking chart specific to
the breakdown selected which will also be used as a communication means to the
operators. The team will switch to another breakdown type when this specific one has
been eradicated. The action plan has to be managed by a production supervisor.

As an effect of the TPM work, periodic preventive maintenance plan will be greatly
modified to avoid the identified causes to reappear (c.f. §8).

FAU-S-PS3-5055 / EN issue 02 - 10 / 20
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 TPM

The action plan efficiency tracking enable to track each breakdown (in length and
frequency) help to confirm that the action put in place are effective and lead to a non-
reoccurrence of the breakdowns. The breakdowns are followed over a rolling year and
are updated on a weekly basis.

Length
Regulation cell Frequency
Nb min
5 35
30
4
25
3 20
2 15
10
1
5
0 0
7

8
S1

S2

S2

S3

S3

S4

S4

S0

S0

S1

S1

ACTION PLAN EFFICIENCY TRACKING

Length Length Length
Regulation cell Frequency Pallet transfert stoppage Frequency Gate Blocked Frequency
Nb min Nb min Nb min
5 35 5 1 5 1000
30 4 0,8 4 800
4
25
3 20 3 0,6 3 600

2 15 2 0,4 2 400
10
1 1 0,2 1 200
5
0 0 0 0 0 0
7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6
S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
Length Length S1 Length
Tuning trouble (scissors) Frequency Broken cutter Frequency Breakdown 6 Frequency
Nb min
min Nb min
Nb 5 1
5 6 5 1

4 5 4 0,8 4 0,8
4
3 3 0,6 3 0,6
3
2 2 0,4 2 0,4
2
1 1 1 0,2 1 0,2
0 0
0 0 0 0
7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6
S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6
S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

Length Length Length

Breakdown 7 Breakdown 8 Breakdown 9
Frequency Frequency Frequency
Nb min Nb min Nb min
5 400 5 600 5 50
350 500
4 4 4 40
300
400
3 250 3 3 30
200 300
2 150 2 2 20
200
100 1 1 10
1 100
50
0 0 0 0 0 0
7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6
7
0
3
6
9
4
7
0
3
6
9
1
4
7
0
3
6

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1
S1
S2
S2
S2
S2
S3
S3
S4
S4
S4
S4
S0
S0
S0
S1
S1
S1

FAU-S-PS3-5055 / EN issue 02 - 11 / 20
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 TPM

6 – SPORADIC BREAKDOWNS

In some cases, the breakdown pareto will show that breakdowns occurring on a
machine are always different. These sporadic breakdowns are harder to solve because
finding the root causes of past breakdowns may be of little help to avoid future ones,
therefore first step is to cross-check these results (to verify that a same breakdown has
not been registered with different names).

In this case, the TPM group has to ensure that any breakdown occurring will not happen
again, either by one-off actions (e.g. machine adaptation) or by preventive maintenance
development. As validation of hypothesis and actions cannot be performed through tally
counts, it has to be done with simulations or trials.

In this case, preventive maintenance has also to be developed with a specific

focus on predictive maintenance, by examining "vital signs" (condition
monitoring) to anticipate future breakdowns.
Breakdowns level

Sporadic Breakdowns

Repetitive Breakdowns

Time

FAU-S-PS3-5055 / EN issue 02 - 12 / 20
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 TPM

7 – MICRO-FAILURES

Micro-failures are often harder to identify and to solve as :

• They are not registered in the tracking of production
• Maintenance is less involved
• It is easy and quick to start-up the machine without eliminating their cause
• They are often underestimated by production staff who may be less motivated to work
on their elimination

Therefore a specific approach is needed. At each step, the whole TPM team has to
observe several micro-failures happening: most team work has to be done in the
shop floor. First of all, a tally count will permit to rank the micro-stop types and select
the most critical one (I.e. the most frequent one).

Through problem solving (Ishikawa, 5 Whys, brainstorming…) a few possible causes of

the micro-stops will be identified, and will have to be confirmed or refuted through a
second tally count of these visible causes. This tally count has to be extremely clear
for the operators who will fill it. If needed, the operators must be trained first to be able to
make a quick diagnosis of this micro-failure. This is part of the knowledge transfer to
the operators, crucial for TPM success.

Tally counts require more data recording from the operators and therefore should be
explained to them, limited in time and concluded with a feedback to them. If the second
tally count is not satisfying (i.e. line "others" is the most frequently filled one), it will have
to be repeated with other causes.

FAU-S-PS3-5055 / EN issue 02 - 13 / 20
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 TPM

Once useful results are available, countermeasures should be determined and applied
to treat the micro-stop, by finding solutions to eradicate the causes identified.
Periodical tally count of the micro-stop occurrences will allow to fill a tracking chart
and to follow the impact of the actions.

FAU-S-PS3-5055 / EN issue 02 - 14 / 20
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 TPM

8 – SUSTAINABLE IMPROVEMENTS

• Operators must be informed, involved and trained in the TPM process

TPM requires operator strong involvement as they will have to bring many data and
information to the TPM team to enable the identification of root causes. Therefore they
must be informed of the global action, its reasons and its progress. Besides, they need
to be trained to be able to identify themselves causes of the breakdowns and micro-
failures they may face. In this perspective they have to participate to TPM problem
solving sessions.

Finally, they will do the first levels of maintenance ("autonomous maintenance").

Level 1
Simple actions performed on safely and easily reachable parts of the machine with tools
attached to it. They do not require nor any dismantling either use of spare parts and just
require to follow standard instructions (basic inspection, cleaning, oil filling…).

Level 2
Actions requiring no more than simple dismantling with tools and spare parts available at
the workstation,. They can be done by trained and habilitated operators who just have to
follow standard instructions (performance controls, easy and standard parts
replacement…).

Level 3
Complex interventions performed with specific tools and spare parts, requiring a simple
dismantling. They have to be done by qualified technicians who will have to follow a
sophisticated procedure.

Level 4
Complex interventions involving elaborate dismantling, usually done at the maintenance
workshop by experts who need a complete set of sophisticated tools.

Level 5
Major renovations made by the machine builder.

FAU-S-PS3-5055 / EN issue 02 - 15 / 20
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 TPM

• Preventive maintenance plan has to be established according to realities

observed in the shop floor which have to progressively replace recommendations
from machine manufacturer.

• Production has to be organized in autonomous production units (UAP)

Maintenance teams should exist in each UAP so that they will work in close relationship
with the production and become more specialized. C.f. Organizing human aspects of
production (FAU-S-EE-1010) in EE net.

• Enhance and facilitate maintenance through smart TPM

• Assess the most frequent maintenance tasks and find ways to facilitate them
• Make any maintenance routine sheet more understandable with visual aids
(pictures, drawings…)
• Apply 5S to the tools
• Highlight the correct operating range of the machine, so that GAP leaders and
supervisors can quickly check that machine settings are conform
• Move all machine counters, warning lights, manometers, filters... outside the
machine, replace opaque hoods by transparent ones.

9 – TPM WORKSHOP

The core team of the action must be composed at least of

• One supervisor (pilot)

• Operators and GAP leaders

• Maintenance technicians

• Manufacturing engineering technicians

• PSE (facilitator)

FAU-S-PS3-5055 / EN issue 02 - 16 / 20
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 TPM

The pilot has to follow the action plan advancement and make sure that all shifts are
regularly involved and informed. The facilitator explains the methodology and makes sure
that all departments commit themselves to the action. The whole team participates in
problem solving and actions.

TPM typically starts with a one or two day workshop in which:

• The methodology is explained

• The targets are defined

• One critical breakdown and/or one critical micro-failure are treated

A weekly meeting has to be organized to review action plan progress, analyze latest data
from the production and discuss of one specific breakdown or micro-stop (typically 2
hours are needed for one problem).

10 – FEEDBACK TO CONCEPTION

For new equipments, target is to:

• Design equipment with a high level of reliability, maintainability, availability and
safety
• Design equipment with a minimum of maintenance operation
• Reduce equipment tuning time

One key success factor of this is an efficient feedback from the TPM workshops to the
conception teams. Therefore, as much information as possible has to be kept to be
used by the designers when they need it.

FAU-S-PS3-5055 / EN issue 02 - 17 / 20
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 TPM

These information typically include:

• Evolution of equipment main indicators (TRS, losses of production…)

• History of main breakdowns/abnormalities

• Improvements implemented and suggested

• Maintenance plan (routine sheet, frequency, duration…)

• Spare part management

All these data will not be useful for designers if they are not properly stored and if forms
used are not standardized and clearly filled (including dates, team members…). The
feedback to conception is the responsibility of the TPM facilitator.

FMEA
Machine specifications (Failure Mode
Effects
Maintenance routine sheet Analysis )
elaboration
Vendor
specifications
Installation and utilization of the machine
Safety issues

Maintenance routine sheet Quality issues

preventive plan updating
5S

Breakdowns
Knowledge gathering / TPM
Micro stops

FAU-S-PS3-5055 / EN issue 02 - 18 / 20
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 TPM

11 – OTHER INDICATORS

MTBF (mean time between failures): The average duration during which the machine or
the installation functioned without any genuine stoppage (i.e. stoppage in which the
cause is related to the machine, to the tooling or to the process data sheet: machine
breakdowns and micro-stops, stoppages for unplanned changeovers (tools used or
broken), stoppages for frequent adjustments, stoppages for inspection (SPC sampling),
stoppages for maintenance…).

Actual production time

MTBF =
Number of genuine stoppages

MTTR (mean time to repair): Equipment maintainability indicator being equal to the
average stoppage time.

Equipment downtime
MTTR =
Number of genuine stoppages w/o micro-stops

FAU-S-PS3-5055 / EN issue 02 - 19 / 20
Document for internal use only
 General information

Author : Production System Efficiency Direction

Date : 09/09/04
Objective of the last modifications :

Cancel and replace : Analysis of TRS-loss problems

List of documents linked with this Standard :

FAU-S-PS3-5055 / EN issue 02 - 20 / 20
Document for internal use only