How can you use TPM performance indicators to justify investments in new equipment?

As a WCOM (World Class Operations Management) Practitioner, TPM indicators measure manufacturing excellence via OEE (Overall Equipment Effectiveness). It goes beyond blame, focusing on collaboration. OEE considers Availability, Performance, and Quality, identifying losses as improvement opportunities. It's not just a tool, but a catalyst for better parts, higher capacity, and happier customers. WCOM's TPM system empowers continuous improvement, driving a virtuous cycle of operational excellence.

Quando falamos de #TPM e #OEE, estamos abordando estratégias essenciais para eliminar as Seis Grandes Perdas, que s?o as principais vil?s quando se trata de perda de produtividade em ambientes de fabrica??o. Durante a década de 70, o Instituto Japonês de Manuten??o (JIPM - JAPAN INSTITUTE OF PLANT MAINTENANCE) realizou estudos de casos em centenas de empresas japonesas. A partir dessas análises, surgiu o conceito revolucionário da Manuten??o Produtiva Total (TPM). Essa filosofia n?o apenas redefiniu a forma como encaramos a manuten??o, mas também estabeleceu um índice crucial para medir a eficiência geral do equipamento: o OEE (Overall Equipment Effectiveness) (LJUNGBERG, 1998).

You have to put so many things into consideration like capacity of the equipment,maintenance of the equipment and customer's demand

Suponhamos que, em um dia de produ??o, uma fábrica teve 10 horas de tempo total de produ??o. Durante esse período, houve 30 minutos de paradas n?o planejadas. A velocidade de produ??o foi de 50 unidades por hora, e das 500 unidades produzidas, 480 estavam livres de defeitos. Disponibilidade = (10 horas ? 0,5 hora) / (10 horas) × 100% = 95% Desempenho = (Produ??o Real / Produ??o Ideal) × 100% Desempenho = (50 unidades por hora / 60 unidades por hora) × 100% = 83,33% Qualidade = (480 unidades sem defeitos / 500 unidades produzidas) × 100% = 96% Agora, multiplicamos os três valores para encontrar o OEE: OEE = 0,95 × 0,8333 × 0,96 = 0, 7587 Finalmente, convertendo em porcentagem, o OEE é aproximadamente 75,87%.

Benchmark TPM performance by defining key indicators. Use industry reports, best practices, and historical trends. Leverage external sources for sector-specific benchmarks. Analyze best-in-class examples, setting ambitious yet achievable goals. Evaluate your historical data, tracking KPI evolution. Engage with external benchmarking organizations for insights. Implement Lean tools like 5S, Daily Control System, and PDCA. Foster employee involvement for continuous improvement. Last but not the least, Ensure alignment with WCOM (World Class Operations Management) system, emphasizing best demonstrated performance and industry or sector standards.

Desde mi experiencia logre una inversión alta para actualización de equipos a través de la demostración del impacto en la OEE en sus componentes de Disponibilidad y calidad, permitiendo mejoras en 6 meses superiores al 15%

Utilize the WCOM (World Class Operations Management) system Planned Maintenance Pillar and Early Equipment Management to tackle challenges such as "Infant mortality" and address design weaknesses proactively. Prioritize "Preventing Failure" to minimize start-up losses. Conduct comprehensive Life Cycle Cost (LCC) analysis, incorporating Failure Modes and Effects Analysis (FMEA) and robust acceptance tests. Highlight how these measures contribute to reliability, efficiency, and cost-effectiveness in justifying investments in new equipment. and present your analysis & recommendations to decision-makers with clear data. Highlight the advantages & disadvantages of new equipment, how it will support strategic goals and customer satisfaction.

To optimize TPM performance indicators with new equipment within the WCOM System, implement a robust KPI framework. Establish baseline metrics & set targets using an Infinity Loop approach. Employ a Control Loop through a Daily Control System & integrate Improvement Loops to improve. Do routine audits to ensure adherence to standards & identify opportunities for improvement. Utilize a Shopfloor Routine to reinforce best practices. Facilitate Steering Committee Meetings to review performance, discuss escalations,& make strategic decisions. Celebrate by emphasizing the positive impact on KPIs. Foster a culture of continuous improvement, utilizing Kaizen principles and maintaining an open channel for feedback and insights from the shopfloor.

Need to implement robust EM-EEM Pillar with TPM performance indicators as the key success factors in the EM-EEM implementation. Collaborations among the TPM pillars in the EM pilar will be very critical to ensure high achievement in TPM indicators