English Version / TPM Concepts and Literature Review / Future Directions for TPM Implementation

Future Directions for TPM Implementation

As a continuous improvement methodology, the TPM process itself under goes continuous improvement. Thomas observes that “in highly technical, rapidly changing environments, traditional TPM methodologies will have to be adapted to provide earlier returns if it is to become a viable means for improvement.” (Thomas 2003)

1 Integrated Continuous Improvement Activity*

Numerous authors have noted that TPM and Lean Manufacturing** are highly complimentary continuous improvement processes. TPM focuses on the optimization of equipment and process productivity (OEE and OFE) while Lean Manufacturing addresses the elimination of waste (labor, time, cost, inventory, etc) while establishing customer-driven (pull), Just-in-Time (JIT) production. As Ames says,“Lean starts with the machine…In automated manufacturing processes, the equipment is the heart and soul of the operation and TPM is the equipment-focused continuous improvement process to maintain the health and well-being of the equipment” (Ames 2003) Lean Manufacturing (as well as other manufacturing continuous improvement programs) rely on stable, reliable equipment with novariation in processing. “Just-in-Time will not work unless you have highly reliable and effective equipment, where the interface between people and machine ismaximized…” (Willmott 1994 p. 5) Similarly, Shirose observes TPM enables JIT by eliminating sporadic failures and minor stoppages, eliminating defects in processing, and improving the efficiency of maintenance activities. (Shirose 1996) TPM andLean Manufacturing, in fact, share common implementation tools including visual controls and the 5S process. Productivity, Inc. states simply “Lean and TPM cannot be separated”. (Productivity 2000)

Other authors have similarly observed that TPM and Reliability Centered Maintenance (RCM) are highly complimentary. (Ben-Daya 2000; Hoshino 2000; Waeyenbergh and Pintelon 2002) RCM provides effective tools to identify equipment faults (TPM Focused Improvement pillar) and to develop and schedule planned maintenance activities (TPM Planned Maintenance pillar). TPM is also the foundation and enabling element that ensures reliable, variation-free equipment performance for Total Quality Management (TQM) (Nakajima 1988; Society_of_Manufacturing_Engineers 1995; McKone, Schroeder et al. 1999), ISO deployment (Inoue 1998; Koike 1998; Ohno 1998; Takahasi 1998), 6-Sigma (Gardner 2003; Tan, Hoh et al. 2003; Thomas 2003; Thomas 2003) and Learning Organizations (Senge 1990; Japan_Institute_of_Plant_Maintenance 1997). The Society of Manufacturing Engineers views TPM as an empowering process that serves as the foundation of productivity improvement processes as illustrated in Figure 33.

Figure 33 - The Productivity Pyramid

Discussion of the integration of TPM with 6-Sigma is emerging currently, and developments bear watching.

2 Expanded scope of TPM objectives – Overall Factory Efficiency

Early TPM implementation was known for its equipment focus. Building from Preventive Maintenance (PM) methodologies, this was a logical first-step for TPM early adaptors. In complex manufacturing environments equipment performance and reliability is a key, if not primary, contributing factor to overall manufacturing performance. As TPM practices, processes, and methodologies mature, the scope of TPM objectives expands beyond this equipment focus and seeks out improvement opportunities throughout enterprise operations. For instance, mature TPM implementations deploy a pillar focused specifically for Administrative TPM. Nakajima refers to deploying TPM to improve the production system ratherthan simply equipment performance. (Nakajima 1984; Nakajima 1988) Overall Equipment Effectiveness (OEE) has been noted as a primary measurement of TPM. Overall Factory Efficiency (OFE) is emerging as an advanced measure of the production system efficiency.***

“The effectiveness of a plant’s production depends on the effectiveness with which it uses equipment, materials, people, and methods. Raising productioneffectiveness in process industries, therefore, starts with the vital issues of maximizing overall plant effectiveness (equipment), raw materials and fuel efficiency (materials), work efficiency (people), and management efficiency (methods). Examine the inputs to the production process (equipment, materials, people, methods) and identify and eliminate the losses associated with each to maximize the outputs (productivity, quality, cost, delivery, safety, environmental, and morale). (Suzuki1994 p. 21)

3 Automation in TPM Implementation****

Factory automation is emerging as a critical element TPM implementation. According to Thomas, automation and information technology are an enabling tools for TPM that can lead to improvements in virtually any TPM pillar. As a specific example, he notes, “In the semiconductor industry, where most processing andmetrology equipment is already highly automated, further improvements in automation are often the most likely means for improving rate efficiency”. (Thomas2003)

Authors note the following specific applications of automation to support effective TPM programs.

Data Collection and Analysis.

As the complexity of manufacturing operations increases, performance data collection and analysis becomes more difficult. Hino, for instance, observed that manual data gathering was becoming ineffective at Sankyou Seiki Siesakujyo. “A continuation of this situation would have led to a decline inthe improvement awareness and improvement capabilities of operators, impeding equipment improvements.” (Hino 1998 p. 5)

Computers are helpful in establishing an information base and for organizing that information in an easy to use, retrievable, electronic filing cabinet. ”(Robinson and Ginder 1995 p. 69) Automation enhances the accuracy and timeliness of data collection, analysis, and reporting. (Ames 2003)

A number of automation components***** are of specific interest to data collection and analysis in TPM implementation.******

o Computerized Maintenance Management System (CMMS)*******: Typical CMMS functionality includes the following.
-Equipment state (condition) tracking.
-Maintenance task management. (standard work procedures)
-Preventive Maintenance scheduling and management.
-Equipment performance analysis and reporting.
-Parts tracking and management.

o Manufacturing Execution System (MES): The core of factory automation, MES systems include the following functionality.
-Work-in-Progress (WIP) tracking and management.
-Process flow mapping and management.
-Process quality (scrap and rework) management.
-Production performance analysis and reporting.

o Statistical Process Control (SPC)
-Real-time (or near real-time) statistical analysis of product or equipment performance (quality) parameters.
-Alarm and exception notification and management.
-SPC analysis and reporting.

o Equipment Automation
-Monitor and manage equipment operation.
-Equipment alarm notification and management.
-Equipment interface to other automation components.

o Fault Detection and Classification (FDC)
-Identify and capture equipment faults, errors, or variance.
-Classify failure mechanisms for analysis.
-FDC reporting.

Process Control and Management.

Automation provides control and management capability (elimination ofvariance) in advanced manufacturing operations. CMMS, MES, SPC andEquipment Automation were discussed were already presented as tools datacollection and analysis. These automation components also provide controland management capabilities.

Additional automation components to support process control and management include the following.

Advanced Process Control (APC)/Automated Run-to-Run Control (ARRC)
o Monitor and detect variance in product quality or equipment performance.
o Execute real-time closed-loop correction to eliminate processing variation.

Work Management and Dispatching
o Rules-based work dispatching.
o Production and maintenance task management based on real time automated decision making.

Alarm and Exception Management
o Automated identification of equipment and process variation********.
o Deploy standard response activity to contain and eliminate process and equipment variation.

The ‘Visual Factory’.

The Visual Factory is an extension of TPM visual controls in an automated environment. “The term ‘Visual Factory’ encompasses a system of datar epositories, query engines, and web applications that together derive, format, and deliver targeted information to various functional groups.” (Juhl 2003 p.1) The goal of the Visual Factory is to put Key Performance Indicators (KPI’s) in the hands of users (managers, engineers, supervisors, operators) in real-time, easy-to-access formats. A ‘Data Dashboard’ that displays userspecific manufacturing performance information typically supports the Visual Factory. The Data Dashboard is highly integrated with the other automation components to collect and display information critical to the KPI’s.

It is important to note that factory automation is not the ‘magic bullet’ for successful TPM implementation. It is certainly an important tool, but not the entire solution and cannot be viewed as the quick fix that allows an operation to avoid thehard work of establishing an effective continuous improvement program. (Upton1995) Sekine observes that rushing to full automation prematurely may, in fact, hamper the TPM program. (Sekine and Arai 1992) ‘Appropriateness to the task ’ is the most important consideration when deploying automation to support TPM.“…The system is not the solution…the effective use of the system is the solution.”(Robinson and Ginder 1995 p. 69) Like all other tools, the benefit of automation must exceed the cost and the results must be aligned with the TPM goals and objectives. “Automation can help or hurt TPM implementation. If it provides excellent process control, information, and machine operation it is an enabler. If it impedes the same, it is a barrier.” (Gardner 2003)

One topic that has not received significant investigation in the TPM literature is the use of TPM methodology towards the continuous improvement of automation hardware and application performance. Highly automated manufacturing operations are increasingly dependent on factory automation; many, in fact, cannot function without automation support. This is an area that merits further research.

[Original: Total Productive Maintenance (TPM) Concepts and Literature Review by Thomas R. Pomorski, Principal Consulting Engineer, Brooks Automation, Inc.]

* A subsequent paper in this TPM learning module will discuss the integration of TPM with other continuous improvement methodologies in further detail.

** See Pomorski, T. (2002). Lean Manufacturing: Concepts, History, and Literature Review. Cincinnati, OH, The Union Institute and University. for an overview of Lean Manufacturing practices.

*** Within the semiconductor industry, effective management of Overall Factory Efficiency is noted as acritical success factor for 300 mm semiconductor fabrication. Semiconductor_Industry_Association (2002). International Technology Roadmap for Semiconductors: 2002 Update. San Jose CA, Semiconductor Industry Association. A standard methodology for measuring Overall Factory Efficiency in semiconductor operations has been developed. SEMI (2003). SEMI E124: Provisional Guide for Definition and Calculation of Overall Factory Efficiency (OFE) and Other Associated Factory-Level Productivity Metrics. San Jose, SEMI.

**** A detailed discussion of the role of automation in manufacturing productivity will be included in a subsequent paper on Automation Engineering.

***** Basic functionality of automation components is identified. In many cases, one or more specific automation products or tools may execute these capabilities.

****** Detailed functionality and integration of automation components will be discussed in a subsequent paper on Automation Engineering.

******* An emerging term for advanced CMMS systems is Enterprise Asset Management (EAM).

******** Identification of the alarm condition is frequently detected by another automation component such as SPC, Equipment Automation, MES, or CMMS.