Page 108 - TPM A Route to World-Class Performance

The TPM improvemmt plan 89

Level 1 Lael 2
Start-up losses not recognized understood 1 Start-up losses understood in terms of
or recorded breakdowns and changeovers
2 Start-up losses quantified and measured
hvel3 Lael 4
Process stabilization dynamics understood 1 Start-up losses minimized through process
and improvements implemented control
Causes due to minor stops aligned with 2 Remedial actions on breakdowns, set-ups,
start-up losses minor stops and idling minimize start-up
losses

Figure 5.12 OEE assessment: start-up losses

1 hprovement strategy examples 1

Breakdowns Improve detection of conditions contributing to this, spot problems
early.
Set-up losses Idenbfy in/outside work and organize/standardize. Idenw unnecessary
adjustments and eliminate.
Minor stops Use P-M analysis. Cleaning will probably be a key factor.
Reduced Idenbfy speed, capability/capacity through experimentation. Speed up
speed process to maw design weaknesses. Use P-M analysis to idenq
contributory factors.
WtY Classlfy causes and develop countenneasures, including standard
losses methods to reduce human error.
Start-up Establish key control parameters, minimize number of variables,
losses define standard settings.

Figure 5.13 Reducing/eliminating the six losses

5.2 Condition cycle

Step 4 Critical assessment
The aim here is to assess the equipment production process and to agree the
relative criticality of each element. This will enable priority to be allocated for
the conditional appraisal, refurbishment, future asset care and improvement
of those elements most likely to have an effect on overall equipment
effectiveness.
The approach is to review the produdion process so that all members of
the team understand (probably for the first time!) the mechanisms, controls,
material processing and operating methods. Operators and maintainers must
be involved in idenhfyvlg the most critical parts of the process from their
own perspective.