TPM (Total Productive Maintenance) is an element of the “lean company management” model, that is Lean Manufacturing, whose main assumption is solely the use of company resources. Toyota was in this direction in the 1950s. Today is a global car manufacturer. Flexibility, high quality, elimination of waste and continuous improvement are the main elements that have contributed to the creation of a production model all over the world.
The concept of TPM aims to achieve the “3 x zero” rule:
– Zero failure
– No production defects
– No accidents at work
This approach is intended to allow complete elimination of production risks. Its success consists of stability, lowering costs and extending the life of machines and equipment. It is worth noting that the goals of the TPM concept are implemented in two areas – in addition to machines, the maintenance of the movement also focuses on the human being. An investment in employee’s knowledge and skills translates into increased responsibility for the work they do.
It is worth supporting the productivity effects with elements such as:
System MES (execution and settlement of production, tracking the condition of machines and sensors)
System APS (production planning)
Activities and processes implemented within the framework of ensuring the availability of technical infrastructure are aimed at maintaining proper production exploitation. This action is called Maintenance. Maintenance services have the task, for example:
– Keep an up-to-date register of plant equipment, machine and equipment inspection as well as maintenance and repair
– Minimizing failures and their ongoing removal
– Taking care of the proper condition of stocks
– Providing Health and Safety
– Optimization of media consumption and maintaining the efficiency of the production process
In the maintenance department, the main task is to guarantee the permanent implementation of production orders. In order to ensure the highest level of availability and operation of machines, it is important to cooperate in several production areas at the same time. I am talking about operating in the corrective, prophylactic and predictive area.
Controlling and supervising technological and production processes in factories can be ensured thanks to the SCADA (Supervisory Control And Data Acquisition) system.
It aims to integrate PLC controllers, providing data migration that allows visualization of processes. Controlling devices under supervision and smooth data processing is possible thanks to such systems. They are the role of an informer who helps take control of production.
Control allows you to control several devices at a time, in a more advanced way than when using only the control panel (HMI). Machine communication with the operator has a wider scale and takes place on fields such as hardware, operating system, data archiving, databases.From the point of view of the end-user application, the software most often presents a schematic of the production line, on which various types of information about the process (eg temperature, pressure, power status, etc.) and machines are applied. Thanks to this, you can control more devices from one place and do it in a more advanced way than when using only HMI panels.
TPM, or what every company needs – a word about prevention.
Many technical departments in Polish enterprises still operate on the reactive way of managing failures, that is, instead of preventing them, they limit themselves to fighting fires. Prevention in many companies is overlooked because it is associated with high financial outlays resulting from the exchange of “still good” consumables and the implementation of expensive computer programs. Often, the state of the machinery park, resulting from the age or technical condition of the equipment, also raises a lot of worries. Such operation on a larger scale does not lead to any savings, on the contrary to the increase in expenditures we spend on the maintenance department. As we know, frequent failures affect OEE or efficiency, and the neglect of replacing such a bearing that is not replaced at the time causes damage to others elements of our machine.
The transition from reactive activities to scheduled maintenance operations – Preventive Maintenance (PM), requires from the heads of UR only self-denial and skillfully approach to the topic. At the initial stage of implementation PM can be practically costless, all you need is Excel, knowledge of your machine park and their DTR, in particular if your machine park is not too extensive. Every maintenance boss at the beginning of his “adventure” with PM should familiarize himself with his machine park and determine, even in Excel, regular reviews of specific components and the frequency of such activities that can be found in the DTR and rely on their own experience. During these activities, the technicians should assess the condition of the components to be inspected and classify them according to the adopted scale, I propose a three-step scale:
Good – means that the component is efficient and its normal maintenance is sufficient (eg only lubrication)
satisfactory – means that the technical condition of the component has deteriorated but there is no sign of imminent failure, it means that its replacement or repair can be planned in the near future,
Critical – the condition of such a component heralds a failure in the near future, so it is undisputedly subject to exchange.
Building a system that will allow us to regularly review machines is the first small step in building preventive maintenance in our company. Remember that according to Kaizen’s philosophy, we strive for perfection in small steps.