Comprehensive maintenance system tpm plan. Full-time course "TPM - Total Manufacturing Services

Total Productive Maintenance (TPM)- such an attitude to the equipment in which it is maintained in perfect working condition. This approach is characteristic of the kaizen system and lean manufacturing. TPMis a powerful tool for increasing productivity and an important part of the production.

What is TPM: definition and essence

Total Productive Maintenance (TPM) is a comprehensive approach to the care of equipment, the goal of TPM is to achieve perfect production without breakdowns, stops, slow running, rejects and accidents.

At the heart of TPM proactive and preventive care to improve the operating efficiency of the equipment. The TPM system blurs the boundaries between machine operation and maintenance and empowers operators to take care of their machines. Implementing a TPM program places workers in charge of the machines and encourages shop floor personnel to become more productive.

As one of the lean manufacturing approaches, TPM consists of three components:

Preventive service
+ Universal quality control +
Involvement all staff

First use of the term TPM (Total Productive Maintenance), in the late 60s, is attributed to the Japanese company Nippondenso, which supplied parts to Toyota factories. Seiichi Nakajima is considered the author of the system. he made the greatest contribution to its development.

Difference from the traditional approach

In the traditional approach, the maintenance and care of the equipment is entrusted to service personnel. Maintenance specialists take care of the routine maintenance, adjustment and repair of machines and devices. With TPM, part of the functions of the service personnel is transferred to the machine operators. For what?

Firstly, the person who works on the machine every day will be the first to notice changes in work. With a sufficient level of knowledge, he will detect or even prevent breakdowns in time. Therefore, machine operators are the best source feedback about the technical condition of the equipment.

Secondly, taking care of the machine, the operator is imbued with ideas lean manufacturing and continuous improvement and is committed to the best quality products and high performance.

Foundation of five "C"

The Total Equipment Care System is based on a foundation of five Cs that aims to create a clean, organized work environment.

Each employee adheres to the rules of 5C in the workplace:

1. Sorting - we remove excess from the working area and free up space
2. Compliance with the order - we organize the necessary items, each has its own place
3. Keeping clean - we clean and maintain cleanliness in the work area
4. Standardization - creating standards to fulfill the first three points
5. Improvement – ​​we are constantly looking for ways to improve the workplace.

Toolbox with contoured recesses made of packaging foam

At such a workplace, tools are not lost, and existing and potential breakdowns are detected immediately. The controllability of the working area and the culture of production are increasing, employees are proud of the workplace.

5S in the office - before and after:

Tasks that TRM solves

In lean manufacturing, the TPM system fights against six types of large waste associated with equipment:

1. breakdowns
2. installation and adjustment
3. idling and small stops
4. loss of speed
5. marriage and change
6. starting loss

If we consider equipment maintenance management more broadly, then the effect of it on an enterprise scale is as follows:

• increases the efficiency of machine tools
• increases workshop productivity
• reduces the cost of production
• improves product quality

Total Productive Maintenance is based on eight principles or pillars.

Main stages of TRM implementation

Here is a simplified algorithm for the practical implementation of TPM in production.

Step 1 - Selecting the Experimental Zone

At this point, select the hardware to which you will apply TPM. There are three selection logics:

Companies with no TPM experience are better off starting with the hardware that is the easiest to upgrade. Companies with an average level of TPM experience and support should opt for restrictive equipment or bottlenecks. To reduce the risk of downtime, you need to provide a temporary reserve in advance for the period of withdrawal of equipment from work. Oddly enough, problematic equipment is not the best choice to implement TPM.

The choice of equipment should involve all employees related to it - operators, service personnel and managers. The group must agree on the choice of target equipment. To keep everyone in the loop, hang a board on the shop floor with project implementation plans and progress.

Step 2 - bringing the equipment into full working condition

At this step, general cleaning and other preparations for improved operation are carried out on the equipment. To do this, two concepts are applied at once - 5C and Autonomous service.

How to implement 5S in practice:

1. take a photo of the equipment in its original form and hang the photo on the board
2. remove debris, unnecessary tools and parts from the work area
3. find a place for each tool and device. For example, hang them on a board with tool outlines or tips.
4. thoroughly clean the machines and work area from dirt, dust, oil leaks, etc.
5. take a picture of the result and put the photo on the board
6. create a simple work area checklist to standardize maintenance
7. make a schedule for checking checklist items - first daily, later - weekly. Optimize the checklist if necessary.

After mastering the 5S, deploy the Autonomous Service program. Work with operators and service personnel to determine what routine maintenance tasks operators can take on. They may need to be trained to perform these tasks.

Switch to Autonomous maintenance according to the following algorithm:

1. Control points.Identify and document key equipment checkpoints - that is, those parts of the machine that need to be checked daily before start-up. Be sure to include all wear parts in the list. Make a map of machine control points as a visual aid for the operator.
2. Visibility. If the control points are covered, replace the protective parts with transparent ones, if possible and safe.
3. Setting points. Identify and document all equipment setup points along with the desired values. Try to apply these settings directly to the equipment as a test tip.
4. Lubrication points. Identify and document all equipment lubrication points. Schedule your lubrication so that it had to change or other planned equipment shutdowns. Consider getting hard-to-reach lubrication points out so they can be handled without shutting down the equipment.
5. Operator training. Teach Operators detect anomalies and report them to line managers.
6. Check list. Make a simple list of Autonomous Maintenance activities that includes all checkpoints, adjustment points, lubrication, and other maintenance tasks under the control of operators.
7. Audit. Make a schedule of checks for the implementation of checklist items. Check the checklist first daily, after weekly. Optimize the checklist as you go.

Step 3 - Measuring Overall Equipment Efficiency

Overall Equipment Effectiveness (OEE) or Overall Equipment Effectiveness- an indicator that determines the proportion of planned production time that was actually productive.

This metric is specifically designed to support TPM activities and track progress towards “Perfect Manufacturing”.

OEE=100% - perfect production
OEE=85% is a high standard for discrete manufacturers
OEE=60% - typical value for discrete manufacturers
OEE=40% is not uncommon for discrete manufacturers that do not apply TPM and lean manufacturing

At this stage, a system is created to track the OEE of the target equipment. This system can be manual or automatic, but it must take into account the reasons for unplanned stops equipment.

In most cases, unplanned equipment downtime is the cause
the biggest losses.

Therefore, it is important to categorize each unplanned downtime, to get a clear picture where productive time is wasted. In some cases, the cause of downtime cannot be identified, and such situations should be placed in a separate category.

Data must be collected for at least two weeks. This is the only way to determine the recurring causes of downtime, the impact of short shutdowns and slow machine cycles on overall performance. Check the data every shift to make sure it is valid and the reason for the stop is correct.

Step 4 - elimination of the main losses

At this step, using the strategy, the most significant sources of lost productive time are eliminated according to the following algorithm:

1. Pick a loss. Based on the OEE score and downtime data, select one top time wastage first in line for elimination. In most cases, the largest loss will be the main source of unplanned downtime.
2. Create a team. Form a cross-functional team to solve the problem. The team should include 4-6 employees - operators, service personnel, managers - who know the equipment perfectly and work together.
3. Gather Information. Gather detailed information about signs of a problem, including observations, physical evidence, and photographs.
4. Organize. Organize a meeting to systematically approach the problem:
   + define possible reasons Problems
   + rate probable causes based on collected information
   + identify the most effective ways solutions
5. Make a schedule. Schedule planned machine downtime to implement approved solutions. If your enterprise already has a change management process in place, be sure to use that process when implementing patches.
6. restart. Restart production and evaluate the effectiveness of the changes made. If the result is positive, document it and move on to the next loss. If the situation has not changed, collect Additional information and have another session to resolve the issue.

Measure OEE at every step, to check the status of losses that have already been eliminated and monitor the overall performance improvement.

Step 5 - Implement Preventive Maintenance Practices

In this step, preventive maintenance is integrated into the equipment maintenance program. Start by identifying machine components that can be serviced.

It can be:

• parts that wear out
• parts that fail
• stress concentration points

The next step is to approve the preventive maintenance intervals:

• for wear parts, set the current wear level and base change interval
• for parts with predictable failure, determine base break interval
• make up scheduled maintenance schedule on the preventive replacement of all wearing and failing components based on the operating time of the equipment
• create standard work order generation process based on a scheduled maintenance schedule.

Further develop feedback system to optimize service intervals. To do this, start a journal in which you enter all wear and tear parts. Note in it the facts of the replacement of parts and their condition at the time of replacement. Enter unscheduled replacements or unaccounted for machine components there to optimize your scheduled maintenance schedule.

In this algorithm for implementing TPM, only some of the pillars of the methodology are taken into account, while others are left behind the scenes. They should be introduced in turn, after placing priorities for a specific production.

TPM results in manufacturing plants

Deploying a TPM program reduces hardware waste: marriage, downtime, slow running, changeovers, revision and rework.

Already 6-12 months after the implementation of the universal equipment care, a manufacturing enterprise achieves the following results:

1. improvement of product quality by 20-25%
2. reduction of complaints from consumers
3. reduction of machine maintenance costs by 10-50%
4. increase in equipment productivity
5. reduction of unscheduled repairs
6. downtime reduction
7. plant capacity increase
8. production cost reduction
9. complete elimination of defects associated with equipment
10. increase in employee job satisfaction
11. increased return on investment
12. reduction in stocks of products in warehouses
13. reduction of accidents in production

Practical examples of using the TPM method

The Japan Institute of Plant Maintenance (JIPM) annually audits companies for excellence in Total Productive Maintenance outside of Japan. In forty years, only 20 companies have made the list of winners.

Arçelik Refrigeration Equipment Factory

Arçelik Factory Workshop in Turkey

In 2016, the Turkish plant received the highest award for first-class achievements in the field of TPM refrigeration equipment Arçelik, the parent company of the Beko brand. This is the first factory to produce household appliances, which received the JIPM award. It took the plant 15 years to achieve this result. Since the introduction of Total Equipment Care in 2002, senior management has not backed down from this strategy, and employees have been involved at all levels.

Tetra Pak packaging plants

Tetra Pak plants hold the record for the most awards in the field of total equipment care. Over the past 12 years, they have received over 70 awards. The corporation switched to TPM back in 1999 and during this period it deployed it to all the plants of its network.

Verdict

The concept of Total Productive Maintenance is the basis for the success of manufacturing companies.

The shop is the place where embodied product quality, and it is difficult to achieve it using machines and tools in unsatisfactory technical condition.

General care of the equipment squeezes the maximum productivity out of the machines in normal operation and maintaining performance for a long time. Perfectly working equipment that is fixed before it breaks saves time, reduces costs and motivates workers.

Total Productive Maintenance (TPM) is one of the lean manufacturing tools that can be used to reduce the cost of equipment downtime due to breakdowns and excessive maintenance. The main idea of ​​TPM is to involve all the personnel of the enterprise in the process of equipment maintenance, and not just the relevant services. The success of the implementation of TPM, as well as any other tool of lean manufacturing, is related to the extent to which the ideas of the methodology are conveyed to the minds of the staff and are positively perceived by them. To facilitate the process of personnel training, it can be used from the portal's file storage. This article provides more detailed description presentation materials, which can be used both independently and for training sessions using the presentation. For the convenience of working with the presentation, the titles of the chapters of the article completely coincide with the titles of the presentation slides.

How it usually goes

The uninterrupted operation of the equipment is the key to the stable functioning of production, and, therefore, the basis for guaranteed order fulfillment and achievement of the planned performance indicators of the enterprise as a whole.

The life cycle of equipment consists of a sequential alternation of two phases: operation and maintenance. The responsibility for implementing these phases is usually assigned to different services. Technological personnel are involved in the operation of the equipment, and maintenance services (mechanics, electricians, programmers, etc.) are engaged in preventive maintenance and repair. This separation of duties is quite natural, since operation and maintenance require specific skills. The operational staff controls the production technology, monitors the quality, and ensures the fulfillment of planned indicators. Service staff performs equipment monitoring, preventive maintenance and troubleshooting activities. Unfortunately, such separation of functions often causes mutual misunderstanding between the operational and maintenance services and, as a result, leads to inefficient maintenance of the equipment as a whole.

Why is this happening?

For many enterprises, it is quite common for the repair and maintenance services to have different, unrelated goals, and as a result, different indicators that characterize the effectiveness of their activities. For operators, the main thing is the fulfillment of planned indicators. Often this is understood as the implementation of the plan at any cost and leads to the merciless operation of equipment requiring preventive maintenance or, even worse, requiring immediate repair. For repair services, the main thing is to perform tasks to bring faulty equipment into working condition. However, when equipment fails time after time due to misuse, there is a natural feeling in the service desk environment that the work of the repairman is not valued, and the achievement of planned performance indicators does not depend on the efforts made.

What happens?

The conflict of interests of technological and maintenance personnel cannot but affect the overall efficiency of production. "Tug of war" takes a lot of effort and in no way contributes to the clear, uninterrupted operation of the equipment. In turn, the instability of the functioning of production leads to difficulty in planning, postponing the deadlines for fulfilling orders, and increasing costs. The moral and psychological atmosphere in the team, which turns out to be divided into warring tribes, does not improve in any way.

What would you like?

The ideal case is when the state of the equipment (operation-maintenance) can be predicted at any foreseeable moment in time. Such predictability can only be achieved if it is possible to completely get rid of force majeure shutdowns of equipment due to its failure. It is quite natural that any equipment is subject to wear and sooner or later there comes a moment when worn parts are destroyed, leading to equipment failures as a whole. It is important to prevent such a development of events, to predict the onset of a critical situation in time and take measures to prevent it. Thus, the time required for extraordinary repairs should be completely eliminated from the maintenance phase. In this case, the equipment may be either in the operating phase or in the planned maintenance phase.

How to do it?

In order to receive full control over the performance of production equipment, it is necessary to radically reconsider the attitude towards it. First of all, the care of the equipment should concern not only the repair service, but also production personnel. This means that the indicator of the effectiveness of the use of equipment should become decisive for both structural units. Simple preventive maintenance, condition monitoring, recording of equipment problems can be assigned to operational workers. After all, whoever they are most of the time use the equipment for its intended purpose. It is they who have the opportunity to continuously monitor its condition and take timely measures to prevent critical situations. At the same time, the task of repair services is to carry out maintenance in such a way as to reduce the probability of its breakdown during operation to an infinitesimal value. To do this, continuously analyze emerging technical problems and use the results of the analysis to plan preventive maintenance in accordance with the needs of maintenance, as well as to create instructions for maintaining equipment in operation.

Methodological base

Total Productive Maintenance (TPM) allows you to significantly increase the efficiency of equipment use. Here and below, we will understand the efficiency of equipment use as a combination of two indicators that characterize the relative time of equipment operation and the relative time of unscheduled downtime due to equipment breakdowns (both indicators refer to the total time of production operation). The task of TPM is to maximize the first indicator and decrease (ideally to zero) the second.

To solve this problem, TPM is based on a number of fundamental principles.

1. The condition of the equipment is inextricably linked with the general culture of workers (both operators and repairers). It is important that the personnel know their equipment, be able to identify faults, and, most importantly, not be indifferent to the problems of the technical part.

2. Since the operation of the equipment takes up most of the time, supervision, recording of the facts of deviations and basic maintenance should be entrusted to the operating personnel. Indeed, who, if not a person who constantly works with equipment, can determine the primary signs of a problem? Who else but he is able to tighten the bolt in time or lubricate without wasting time waiting for the ever-busy repairmen.

3. Like any methodology, TPM requires strict consistency in its implementation. Maintenance activities should be documented in a language that all workers can understand. Maintenance activities must be continuously monitored. Ineffective activities should be reviewed. Problems should be recorded and systematically analyzed. The results of the analysis should serve as a starting point for revising the methodology.

4. Full involvement of the company's personnel, from workers to top management. Generally, when we are talking about the involvement of personnel in a particular process, it is impossible to separate the involvement of workers and the involvement of managers. Only in the case when the ideas of TPM are supported at any level of the management hierarchy, only then can we talk about the effective application of the methodology. Of course, the forms of involvement are significantly different for managers and subordinates. For some, this is observation, registration and direct maintenance, for others it is downtime analysis, documentation development, control, and for others it is the adoption of organizational and management decisions, analysis of the effectiveness of the methodology, etc. The appearance of a "weak link" in any place can lead to a decrease in the effectiveness of the technique and to its further complete collapse.

Loss of equipment operation

The TPM methodology is aimed at eliminating the systemic losses of equipment operation. What does it mean? This means that any losses that are associated with the existing system of operation and maintenance of equipment can potentially be eliminated. First of all, it concerns the losses associated with equipment breakdowns and the associated decrease in productivity and increased repair costs. TPM allows you to eliminate losses associated with excessive time and material resources when setting up and reconfiguring equipment. Idling, slowing down and stopping the equipment lead to increased wear and therefore also fall under the TPM methodology. Faulty equipment leads to an increase in the yield of defective products, so the use of TPM allows you to reduce the cost of rejects. This also includes losses during the start-up of equipment.

Proper use of TPM can significantly reduce or even completely eliminate all of these losses.

Expected effect

A necessary condition for the effective implementation of TPM is the requirement to improve the overall culture of equipment maintenance by personnel. The consolidation of the foundations of such a culture in the work team leads to the fact that the equipment begins to be regarded not as a means of production, but as the basis for the prosperity of the enterprise and the guarantee of the financial well-being of its employees. Naturally, the elimination of equipment maintenance losses causes a chain reaction of increasing the efficiency of production as a whole. In short, the result of implementing TPM can be described as increase productivity and quality while reducing maintenance and scrap costs.

Stages of TPM

The peculiarity of the TPM methodology is that on its basis a smooth and planned transformation is possible. existing system service to a more perfect one. To this end, it is convenient to present the TPM implementation path as a sequence of stages, each of which pursues quite specific goals and, most importantly, gives a very tangible effect.

1. Operational fault repair - an attempt to improve the existing service system and find its weaknesses.

2. Maintenance based on forecasts - organizing the collection of information about equipment problems and their subsequent analysis. Planning preventive maintenance of equipment.

3. Corrective maintenance - improvement of equipment during maintenance in order to eliminate the causes of systematic failures.

4. Autonomous service - the distribution of functions for the maintenance of equipment between operating and maintenance personnel.

5. Continuous improvement is a must for any lean tool. In fact, it means the involvement of personnel in the continuous search for sources of loss of operation and maintenance, as well as the proposal of methods for their elimination.

Stage 1: Operational repair

The first step in implementing TPM is to squeeze everything possible out of the existing service system. This leads to the fact that its shortcomings are manifested and the need for change becomes obvious.

Of course, one should start with a total revision of the documents regulating the operation and repair activities. Along the way, you should pay attention to what types of work are performed spontaneously or unreasonably, and which ones arose under the influence of objective necessity. All types of work should be regulated, indicating the responsible persons, the time frame and the grounds for the implementation of the relevant activities.

Next, you need to analyze the traffic pattern material flows spare parts and Supplies. At this stage, attention should be paid to the convenience and speed of obtaining necessary materials from the warehouse, as well as the mechanism for their delivery to the place of service.

Close attention should be paid to the result of repair and maintenance work. Is the service provided sufficient? Has its functionality been fully restored? How often are temporary node recovery measures used? What is needed to improve the quality of repair work?

The main goal of this stage is the systematization of the existing procedure for maintenance and repair of equipment, as well as the complete restoration of its functionality.

Stage 2: Forecast-Based Maintenance

Most businesses have some form of preventive maintenance on their equipment. Basically, in the form of scheduled preventive repairs (PPR). The main idea of ​​the PPR is to make the necessary repairs or replacement of parts before equipment failure leads to a stop in production. In the vast majority of cases, the scope of work performed in the PPR is determined by the passport characteristics of the equipment (based on the manufacturer's data) and the defective list, which is formed by the repairmen, guided by the current situation. However, in order to adequately predict the need for a particular type of service, it is not enough just to know the current situation, you also need to know the history of maintenance and operation of each piece of equipment. Only from the analysis of history can one learn the patterns of occurrence of certain malfunctions. And for this, the manufacturer's recommendations are by no means enough - to change this bearing every six months. After all, the equipment does not work in laboratory conditions. It is likely that the manufacturer could not take into account the conditions of your enterprise. Therefore, it is important not only to take into account the manufacturer's data, but also to autonomously collect statistical information about problems, analyze it and use it to plan equipment maintenance work.

Stage 3: Corrective Maintenance

The supplier of any equipment expects it to operate under very specific conditions and for a very specific purpose. In conditions real enterprise it is not always possible to follow the manufacturer's recommendations exactly. There are many reasons for this: from climatic conditions to market conditions, which makes it necessary to modernize equipment to expand the range. One way or another, equipment may not always meet the requirements of specific conditions, which, of course, should lead to a corresponding change in equipment maintenance work. In this case, maintenance should include a set of measures that will allow the equipment to best meet the conditions of its operation. In fact, we are talking about improving equipment, increasing its reliability, ease of operation and maintenance. At this stage, in addition to the repairers, the operating personnel should be directly involved in the activity to identify ways to improve the equipment.

Stage 4: Offline Service

This stage is the most difficult in the TPM implementation process, since it is associated with the direct involvement of operational personnel in equipment maintenance activities. This step should be approached very carefully so that additional features are perceived, if not with enthusiasm, then at least with an awareness of their usefulness. The involvement of personnel in independent maintenance of equipment must be preceded by a study of the principles of operation of the equipment, its main characteristics, possible malfunctions and methods for diagnosing them. Accordingly, job and work instructions for staff should be revised. To facilitate offline maintenance, you need to use visualization tools that remind you to pay attention to critical areas and remember to maintain them. At the end of the 4th stage, employees must clearly understand what work they must perform, and which require their presence. qualified specialists repair services. Equally important is the participation of personnel in the collection of information about the condition of the equipment. At the same time, there should not be trifles that you can give up on. Any change in the parameters of the equipment, the appearance of dirt, smudges, odors should be recorded, and the information should be brought to the attention of those responsible for analyzing the condition of the equipment.

Stage 5: Continuous Improvement

Activities for continuous improvement does not need special comments. This is one of the basic principles of lean manufacturing. With regard to TPM, this means motivating employees to continuously improve their skills, search for opportunities to upgrade equipment, improve its maintainability and reliability. In addition, the existing TPM system should also be systematically reviewed. Special attention at the same time, it is necessary to pay attention to the methods of interaction between services, the efficiency of collecting information about malfunctions, and the relevance of regulatory documentation. The TPM system must not conflict with health, safety and environmental regulations. Based on these considerations, general directions for improving the TPM system should be outlined and followed when defining tasks for individual sections and divisions.

Working groups

Successful introduction of the methodology of general productive maintenance of equipment is possible only in the case of systematic coordinated activities of all production and repair departments. In order to combine efforts and coordinate their application, a working group should be organized, which will be responsible for planning activities and monitoring the results of the implementation of the planned activities. The basic principles for creating working groups are discussed in the article "Organization of the activities of working groups" . The approaches proposed there are fully applicable in the case of the introduction of TPM.

Where to begin?

You can start implementing TPM right now, without waiting for the first results of your activity working group. One of the basic principles of TPM is that dirty equipment cannot be serviceable! Dirt contributes to increased wear and deterioration of working conditions. In addition, dirt hides defects that can be immediately detected on clean equipment. Start small - put things in order in the workplace and maintain it all the time! It is small but very important step on the way to working equipment.

Well, let's set a goal, shall we? (instead of conclusion)

The effectiveness of the TPM technique has been proven by time and large quantity companies that have chosen this path. In the field of TPM, there is even an award for the most successful enterprises that have implemented the methodology. We must admit that this is not easy to do. The main difficulty is the coordinated unification of efforts all employees of the enterprise (this was already mentioned above). However, one should not forget that the effectiveness of your enterprise as a whole depends on the coordinated action of departments. And the more difficult conditions the market economy will offer, the more urgent the task of team building will become. Start now, especially since the guiding thread is already in your hands.

Literature

1. A.Ichikawa, I.Takagi, Yu.Takebe, K.Yamasaki, T.Izumi, S.Sinotsuka TPM in simple and accessible presentation/ Per. from Japanese A.N. Sterlyazhnikova; Under scientific Ed. V.E. Rastimeshina, T.M. Kupriyanova. - M .: RIA "Standards and Quality", 2008. - 128 p., ill. - (series "Business Excellence").

Seminar - training "Total maintenance of equipment (TPM)" allows you to gain basic knowledge about the Lean production system in terms of organizing efficient and safe operation of equipment.

The training is practical in nature, so at least 50% of the time is devoted to workshops and group discussions. But since target audience training are senior managers of technical and production units, heads of HR departments and development services at the training are more focused on strategic issues in the implementation of TPM than on studying TPM tools. For a more in-depth practical study of TPM tools in the Lean Consult product line, there are other seminars - trainings on this topic.

The training will cover the goals, concept, basic principles and components of TPM. Participants will study the types of losses and the main indicators associated with the operation of equipment. An overview of the main TPM tools will be made. One of the main components of TPM, autonomous service, will be studied in detail.

Key issues such as the redistribution of roles and responsibilities of the main TPM participants, the strategy and implementation algorithm that exist will also be considered. information Technology support for TPM processes.

During the training, examples from real consulting projects of the Lin Consult group on the implementation of Lean production at enterprises in Russia and Kazakhstan will be used, incl. at a joint Franco-Kazakhstan enterprise.

The knowledge gained as a result of the training will allow participants to get answers to the following questions regarding the TPM system:

• What is TPM?
• What problems are solved with TPM?
• What are the goals of TPM?
• What are the risks and benefits of implementing TPM?
• What is TPM made of?
• What tools are used in TPM?
• Who is involved and responsible for what in the TPM system?
• What is the sequence of steps to deploy a TPM system?
• What human, material and other resources and to what extent are necessary for the implementation of TPM?
• What information technologies are used to support TPM?
• What are the critical success factors for implementing TPM?
• What will change for me personally and my department after the successful implementation of TPM?

As a result of practical exercises, participants will be able to learn:

• Identify, evaluate and prioritize equipment related issues
• Calculate the coefficient of overall equipment efficiency (OEE)
• Develop visual standards for autonomous maintenance of equipment by operators
• Distribute roles and responsibilities in the work of TPM

TPM (Total Equipment Maintenance)(eng. Total Productive Maintenance, TPM) is a production equipment management concept aimed at increasing the efficiency of maintenance. The Total Equipment Care method is built on the basis of stabilization and continuous improvement of maintenance processes, a preventive maintenance system, zero-defect operation, and the systematic elimination of all sources of waste.

TPM means, loosely translated, "Total Efficient Maintenance". At the same time, "universal" refers not only to productive and economical maintenance, but also to the whole complete system of effective care of the equipment during its service life, as well as to the inclusion in the process of each individual employee and various departments through the involvement of individual operators in maintenance. Moreover, the application of TPM requires certain commitments from the management of the enterprise.

The Total Equipment Maintenance system is not about the exclusive problem of maintenance of equipment, but about a broad understanding of maintenance of production assets as an integration of operations and maintenance processes, early involvement of maintenance personnel in the development of equipment maintenance schedules and accurate recording of the condition of equipment for purposeful maintenance of it. in good order. TPM plays important role particularly in just-in-time production management, as maintenance-related interference leads to time losses that increase along the entire value chain.

The rationale for incorporating Total Machine Maintenance into the Lean manufacturing (TPS) philosophy is presented in Figure 1.

Diagram 1. Incorporating TPM into Loss Prevention Solutions.

The goal of implementing TPM is to eliminate chronic losses:

• Equipment failure
• High changeover and adjustment times
• Idling and minor faults
• Reduced performance (speed) in equipment operation
• Defective Parts
• Losses during commissioning of equipment.

Eight Principles of TPM

1. Continuous improvement: practice-oriented prevention of 7 types of waste.
2. Autonomous maintenance: the operator of the equipment must independently carry out inspection, cleaning work, lubrication work, as well as minor maintenance work.
3. Maintenance planning: ensuring 100% availability of equipment, as well as carrying out activities kaizen in the field of maintenance.
4. Training and education: employees must be trained in accordance with the requirements for improving the qualifications for the operation and maintenance of the equipment.
5. Launch control: realize vertical launch curve new products and equipment.
6. Quality management: realizing the goal of "zero defects in quality" in products and equipment.
7. TPM in administrative areas: waste and waste are eliminated in indirect production units.
8. Occupational safety, environment and health: the requirement to convert plant accidents to zero.

Autonomous maintenance is the most important principle of TPM. Its goal is to minimize the loss of efficiency that occurs due to device failures, short stops, scrap, etc. To do this, an increasing part of the necessary maintenance activities (cleaning, lubricating, technical inspection of devices) are simplified, standardized and gradually transferred to the field. in the duties of employees. As a result, the staff of the chief mechanic's department is freed, on the one hand, from the current routine activities, so that they get more time to develop and implement improvement measures. On the other hand, now the equipment (devices) can be provided with the necessary maintenance, which previously could not be made available at all or in a timely manner due to the lack of adequate resources.

The TPM concept was developed in Japan in the late 60s and early 70s by Nippon Denso, a supplier of electrical equipment for Toyota Corporation, in conjunction with the formation production system Toyota (TPS). In the early 90s of the last century TPM implemented in different versions at enterprises around the world. TPS founder Taiichi Ono is famous for saying, "Toyota's strength comes not from process cures, but from preventive maintenance." The experience of Russian and global companies in the implementation and use of the TPM system can be found in Almanac "Production Management".

The implementation of the Total Equipment Maintenance method in TPS is described in the sequence presented in Figure 2.

Scheme 2. Systematic course of action in the implementation of TPM in the Toyota Production System.

how effective tool lean manufacturing method recent times actively implemented in Russia at many enterprises - the Yaroslavl Tire Plant (SIBUR-Russian Tires holding), the Chepetsk Mechanical Plant, the Chelyabinsk Plant for the production plastic windows(LLC "Etalon"), the confectionery factory of OJSC "Bolshevik" in Moscow, etc.

Total Manufacturing Service (abbr. TPM) is an ideology, methods and tools aimed at maintaining the constant performance of equipment with the involvement of all personnel. Universal manufacturing service is applied to ensure continuity production processes. main goal system is to achieve the highest possible efficiency of the equipment, by reducing losses in the following main categories: reduction of equipment downtime due to breakdowns; reduction of equipment downtime during changeovers, adjustments; reducing/eliminating the time that equipment produces defective products.

Passing the course allows you to get the following results:

• Mastering the TPM technique;
• Organization of at least one type of equipment based on TPM principles;
• Developed TPM standards;
• Developed system for checking and evaluating the condition of equipment;
• TPM improvement plan for the future.

Features of the training:

Training in the "TPM" course does not require special training and is available to any specialist / manager. The course focuses on practical use the TPM tool, during the training, specialists apply new knowledge by working directly with the equipment. New approaches can be easily replicated throughout the company, affecting any number of production units and types of equipment. At successful implementation projects, training participants receive a TPM specialist certificate. Depending on the scale of TPM implementation, training can take from 1 to 3 weeks.