Page 26 - TPM A Route to World-Class Performance

TPM-from total productive maintenance to total productive manufacturing 7

development of capability to achieve and then exceed current accepted
levels of world-class performance.
Some myths and realities of the OEE measurement process can be described
as shown in Table 1.1.

Table 1.1 Myths and realities of OEE
Mytn Reality
OEE is a management tool to This misses the benefit of OEE as a shopfloor problem-
use as a benchmark solving tool
OEE should be calculated The computation approach is far less important than
automatically by computer the interpretation. While calculating manually, you
can be asking why?
OEE on non-bottleneck OEE provides a route to guide problem solving. The
equipment is unimportant main requirement is for an objective measure of
hidden losses even on equipment elsewhere in the
chain
OEE is not useful because it OEE is one measure, but not the only one used by
does not consider planned TPM. Others include productivity, cost, quality,
utilization losses delivery, safety, morale and environment
We don‘t need any more Management’s job is to maximize the value generated
output, so why raise OEE from the company’s assets. This includes business
development. Accepting a low OEE defies commercial
common sense

1.5 Modern role of asset care and TPM
Although TPM is better explained as Total Productive Manufacturing, the
way in which maintenance is perceived is a key indicator of a world-class
perspective.
How does ’asset care’ impact on the business drivers and hence the OEE,
productivity, cost, quality, delivery, safety, morale and the environment?
In the world-class manufacturing companies there is one common
denominator: a firm conviction that their major assets are their machines,
equipment and processes, together with the people who operate and maintain
them. The managers of these companies also recognize a simple fact: it is the
same people and equipment that are the true wealth creators of the enterprise.
They are the ones that add the value. TPM is about asset care, which has a
much more embracing meaning than the word ’maintenance’.
The traditional approach to industrial maintenance has been based on a
functional department with skilled fitters, electricians, instrument engineers
and specialists headed by a maintenance superintendent or works engineer.
The department was supported by its own workshop and stores containing
spares known from experience to be required to keep the plant running. The