TPM_Training_Day1

[Audio] The introduction to Total Productive Maintenance, also known as TPM, begins now. We will examine the eight pillars of this method, which strives to optimize the operational effectiveness of equipment. Let's proceed!.

[Audio] TPM is a company-wide approach to equipment maintenance that emphasizes proactive and preventive maintenance to maximize the operational efficiency of equipment. It involves all employees, from top management to shop-floor workers, and focuses on empowering operators to take responsibility for routine maintenance. The ultimate goals are zero unplanned downtime, zero defects, and zero accidents. By taking care of minor issues promptly, we can reduce downtime and increase productivity. For instance, in the sewing section, machines stopped frequently due to problems like thread jams or loose screws. After implementing TPM, operators were trained to maintain their machines daily, resulting in a significant reduction in downtime and an increase in output..

[Audio] Operators carry out basic maintenance, like cleaning and inspections, to prevent minor failures. This type of maintenance is called Autonomous Maintenance. In Line 4, operators clean their sewing machines daily, checking feed dogs and oil levels. Machine jamming incidents dropped by 40%..

[Audio] The planned maintenance system is a scheduled maintenance approach that relies on machine usage and history to prevent equipment failures. By performing routine checks, such as inspecting belts and foot pressures, every 30 days, we have seen a significant reduction in emergency breakdowns, with a decrease of 60% since its implementation..

[Audio] Quality Maintenance, also known as QM, is about keeping machines running within set parameters to prevent defects. This ensures that equipment operates within its designed specifications, reducing the likelihood of errors and malfunctions. For instance, skipped stitches were traced back to a worn spring in the flatlock machine's presser foot. By adding a simple check to our planned maintenance routine, we were able to stop the recurrence of these defects..

[Audio] Small cross-functional teams identify and solve problems that cause chronic losses. For example, a team found that frequent bobbin changes slowed down the production line. By installing bobbin holders every two machines, they reduced the time spent on these changes by 12 minutes per shift, boosting productivity by 8%..

[Audio] Operators and mechanics are involved in the selection or design of new machines, ensuring that their needs and concerns are considered, which leads to improved machine design and operation. For example, when acquiring new feed-off-arm machines, mechanics recommended larger oil tanks and external oil gauges. This modification simplified maintenance tasks and decreased the necessity for expensive service calls..

[Audio] Operators were trained on adjusting tension for various fabric types, ensuring they could handle both routine and complex issues confidently. As a result, puckering issues decreased by 25% within three months..

[Audio] Safety measures are essential to prevent injuries and maintain a safe working environment. Protective guards have been installed on all sewing machine belts and needles to reduce the risk of accidents. Operators have been trained on proper machine shutdown procedures to ensure a smooth stop and prevent any unexpected movements. As a result, reported hand injuries have decreased by 35%..

[Audio] TPM is not limited to manufacturing processes alone. It can also be applied to office and administrative tasks to enhance overall production efficiency. For instance, the merchandising team introduced fabric ETA boards, which reduced machine downtime caused by fabric delays by 15%. This illustrates how TPM can benefit various aspects of our operations, not just production lines..

[Audio] OEE stands for Overall Equipment Effectiveness, which is a measure of how well our equipment performs. We calculate it by multiplying three factors: availability, performance, and quality. For instance, if we have 20000 minutes available for production, but only use 21,500 minutes, our availability would be 93.02%. Additionally, if our production plan is to achieve 90% of what we planned, but we actually achieve 95%, our performance would be 90%. Furthermore, if our quality rate is 95%, when we multiply these numbers together, we get an OEE of 79.53%. MTTR stands for Mean Time To Repair, which is the average time it takes to fix a piece of equipment when it breaks down. For example, if we experience four breakdowns per week, and each takes 30 minutes to repair, our MTTR would be 30 minutes. MTBF stands for Mean Time Between Failures, which is the average time between when a piece of equipment fails and when it's repaired. For instance, if we have two failures in 80 hours, our MTBF would be 40 hours. These key terms help us understand how well our equipment is performing, and where we can improve..