Page 214 - TPM A Route to World-Class Performance

TPM for equipment desips and suppliers 191

Refine
0 Review construction constraints/opportunities.
0 Agree quality audit milestones for main construction process.
0 Define detailed project plan.
Establish how the equipment wiU be located in relation to other equipment
(layout considerations).
0 Complete quality audit reviews.
0 Establish best practice routines and develop training material.

Tria Vtesting
Project planning.
0 Installation, including workplace organization and OEE measurement
First-m trials.
Confirm best practice and standardization.
Joint sign-off of operation.
1 mpro ve

0 Maintain normal conditions.
0 Stabilize best practice routines.
Strive to estabhh optimum conditions.
Deliver better than new performance.

Conclusions
Figure 9.12 shows how the nine-step TPM improvement plan may be used to
provide inputs to the howledge base. Figure 9.13 shows how the improvement
plan can be used to aid TPM (D) milestone management.
Companies who adopt the philosophy of TPM for design will have the
potential for a huge commercial advantage resulting from equipment with
minimum total life cycle costs, which delivers high overall equipment
effectiveness levels and flawless operation.

Equipment history Record of reliability
OEE Trend indicates need for action
Sixlosses Record of areas of improvement
Criticality assessment Formal review of design performance post-installation
Condition appraisal Auditlrecord of deterioration
Refurbishment plan Record of life time costs
Asset care Planned maintenance costs
Best practice routine Activities need to achieve flawless operation
Problem solving Oppatmities to pass on lessons learned
Figure 9.12 Using the irnprmement plan as inputs to the knowledge base