Implementation of "hanging card activity" in the overall productivity maintenance program - TPM

Date posted: 17/11/2013

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Total Productive Maintenance (TPM) is the first applied management method in Japan, which is then widely applied in industrial production throughout the world.

The TPM was introduced in the 1950s, when factories in Japan introduced and applied Preventive Maintenance (PM) methods from the United States. In this method, machine operation at the workshop is done by the operator and maintenance of the machine is carried out by another specialized unit.

Steering speech on the determination to implement the "Card Activity" by representatives of Nha Be Garment Corporation.

However, with increasing levels of automation, preventive maintenance requires more specialized personnel for the maintenance department, sometimes even higher than the operator. This causes managers to find ways to change, whereby the operator takes care of the daily maintenance work and the dedicated maintenance department manages and carries out routine maintenance work on a regular basis. . The Autonomous Maintenance (AM) concept, one of the eight key pillars of TPM, is also emerging.

The main pillars of TPM

The TPM with the eight major pillars as shown in Figure 1.1, with the foundation of 5S activity, initiates the discovery of problems to carry out improvement activities in the TPM. In which the meaning of each pillar is as follows:
Autonomous Maintenance, the purpose of the operator to repair, maintain the machine and identify the damage to a certain extent. This work helps operators to understand the structure and function of the machine, understand the relationship between machinery and quality, familiarize themselves with rigorous compliance with the rules and to detect and diagnose any irregularities. Of the machine as well as how to overcome quickly and appropriately.

Planned Maitenance: Planned Maitenance, to fulfill the motto "Prevention rather than Healing" to avoid downtime, avoid repeat errors, increase machine life, reduce repair time and maintenance costs. . At the same time, there are plans to use appropriate equipment for the new machinery right from the beginning of operation.

Focus Improvement: Focused improvement, the reality at every organization always arise issues such as: quality, cost, productivity, labor safety ... depending on the time, meaning and level. The necessity of the situation at the time, one chooses to address the problem and form a group or groups to focus on improving those issues. It also encourages small innovations by individuals or in different parts of the organization. All of these activities are part of the organizational development strategy of continuous improvement. But here emphasize one thing if concentrating all resources on one, or some pre-selected target is easy to succeed without wasting time and effort.

Quality Maintenance: To maintain, maintain and manage a good quality management system, quality control from the first stage to the distribution and after sales, systematic remediation and prevention. . Simultaneous analysis of the production process to find the point of error occurrence and conduct appropriate remedies.

Initiative Management: To improve management, to manage and learn from previous improvements, all operators are involved in proposing innovative ideas for process-related work, machine equipment. His hook.
Education & Training: Training, without appropriate training and standardization, TPM and maintenance systems in general, will not materialize. The training must be quality and effective.

Safety, Health and Environment (SHE): Towards no occupational accidents, no occupational diseases, no negative impact on the environment. Particular emphasis is placed on the safety, health and working environment of the operator of the equipment.

Office TPM: indirect TPM activities support the production department ... their task is to collect, process, supply information, serve other needs of production.

With the explanation of the main pillars of the TPM above, it is easy to understand the meaning and role of TPM in enhancing the efficiency of the use of machinery by the participation of all members. In the organization. The only difficulty, however, is how to implement these meanings and desires into real and concrete actions that are difficult. And when applying those philosophies of TPM to different industries with different characteristics, it is even more difficult, and not every business in the world or in Vietnam can develop into drain.
Basic objectives of TPM:
In the TPM, an indicator of the equipment's performance is the "Overall Equipment Effectiveness" (OEE).
The formula for calculating the index is calculated by the following formula: OEE = A x P x Q
Inside:
A - Availability of equipment
A = (Actual running time / Scheduled machine running time) x 100%
P - Performance equipment
P = (Actual Capacity / Design Capacity) x 100%
Q - Level of product quality
Q = (quantity of quality products / quantity of products produced) x 100%
Studies in the world indicate that the average OEE of manufacturing plants is about 60%. For well-managed plants in accordance with world standards, OEE should be 85% or more, with the following components:
- Availability A: 90%
- Performance P: 95%
- Quality Q: 99.99%
According to the above calculation, with the current reality at the manufacturing company, specifically at NBC with one shift of 8 hours, not to mention the break time, short stop time to set parameters or time Broken machine must stop for repair, the availability level of the device just reached
A = (8/24) x 100% = 33%.
The efficiency of the P-device reaches 70% of its designed capacity, for a variety of reasons, such as unskilled workmanship, waste of workmanship, operating procedures, or even dare to run at speed. / Design capacity of the device because it is not "make sure" device running stable for a long time and continuously at such speed.

Quality level of product Q reaches about 80%

Thus, the fact at NBC, the index: OEE = A x P x Q = 33% x 70% x 80% = 18.5%
That is the key when deciding whether to invest in technology equipment and expand production or increase the production capacity of the business.
Recognizing the importance of this, from October 2013, in parallel with the implementation of Lean Manufacturing Replication for manufacturing plants, Nha Be Garment Corporation has decided to implement the program " Total Productive Maintenance TPM "for the production equipment. This TPM program focuses on the implementation of three main pillars of TPM: AM Maintenance, PM Maintenance and FI Focusing, corresponding to three phases of implementation. With specific tasks in the first period, it is necessary to focus on the initial condition of the equipment, visualize equipment management activities with computerization activities, step by step develop the training of the public. The lubricant cleaning test for the operator is the primary goal of the AM Self-Management Maintenance.

Guide to use card hanging by TPM model

In November 2013, the General Productivity Maintenance Board, known as the TPM Board, of the Corporation was formed. On November 15, 2013, under the management of the Board of Directors, TPM Board has implemented the "Card Activity" based on the foundation of 5S activities to detect the defects of machinery equipment as well as the environment. Work, office buildings. According to the content of the program, this is an action necessary to:
- Prevent degradation of equipment
- Gradually bring the equipment back to its initial state
- Maintaining the equipment in stable, reliable working condition
- Ensure the availability of equipment when needed.
This activity was not only disseminated in the production department to those directly involved, but also involved all NBC members with the slogan "Each city NBC members of the manufacturing units and departments contribute a small amount to the great success of the TPM program "under the motto" FINDING - RECOGNIZING - NOTIFYING "defects affecting conditionality. Normal operation of equipment / production area, office for the specialized department. The form and content of this activity will use a "Defective Suspension Card" with detailed information and instructions, specifically, help participants hang cards can easily detect, identify the Defective and notice as shown in Figure 1.2. Accordingly, there are seven basic types of defects:
CLASSIFICATION CLASSIFICATION:
1. Small imperfections:
Operators can resolve the defect that arises with existing capabilities.
2. Hard to operate area:
Operators have trouble working in this area.
3. Source for quality defects:
In addition to the elements from the equipment, sources of defects to quality such as people, materials, methods of implementation
4. Unnecessary items:
Unrelated widgets, not served for that process
5. Lack of basic conditions:
Missing, damaged, or non-standard affects normal working conditions.
6. Source of contamination:
The source of the contaminants to the equipment, product, area of ​​operation.
7. Not safe:
Hazardous factors, affecting safety, health ... to people, equipment, and areas.

Defective card with 7 basic defects

From the point of view of the consultants together with the desire to improve the efficiency of investment in technology equipment, it is necessary to raise the OEE to a higher level. The hanging tag operation, which aims to bring the device state back to its original state for production is just the first step. After achieving this first step, it will be a basic condition for the equipment to be able to participate in continuous production from 8 hours to 16 hours per day, ie from one shift to 2 production shifts. Ensuring the stability and reliability of the equipment, as well as ensure the quality of the product. Only then did the cost-efficiency problem of the new device actually begin to take on value when the device's "readiness" parameter was raised from 33% to 66%, similar One shifts and two shifts respectively. As a result, more and more work must be ensured to ensure stable operation of the equipment through further maintenance and equipment management activities.

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