Page 204 - TPM A Route to World-Class Performance

TPM for equipment designers

and suppliers

Behind the plant and equipment used in the production process there are
three functional groups, namely:
Operations
Commercial
Engineering
These make up three essential partners for new product/equipment
introduction. This chapter describes in outhe how these activities must be
co-ordinated and focused on the TPM objectives. The partnership requires a
sustained drive towards improving project and design management
performance through the elimination of hidden losses such as poor
maintainability, operability, and reliability early in the equipment management
process.
Designers and engineers need to improve their skills by:

regular visits to the shopfloor and learning from what operators and
maintainers have to say;
studymg what has been achieved in equipment improvement as a result
of self-direded and quality maintenance activities;
gaining hands-on experience with equipment, including operation,
cleaning, lubrication and inspection;
supporting P-M analysis as part of the key contad/team activities;
conducting maintenance prevention analyses.

Figures 9.1 and 9.2 show how the five goals of TPM can be achieved
through design feedback, early warning systems and objective testing of new
ideas.
Figure 9.3 portrays the benefits of using TOM design techniques, TPM (D),
as the driver for Early Equipment Management (EEM). All partners are involved
in achieving the continuous improvement habit, learning how to deliver
flawless operation in less time.
It also shows what the TPM (D) process can deliver over the life of the
equipment. The gap between typical (or traditional) output/value and true
potential by getting it right in the early stages is huge.
Figure 9.4 illustrates the concept that two-thirds of the lifetime costs of
new equipment is determined (but not spent) in the early design specification
stages and can, therefore, be said to be designed in. T~IS serves to emphasize