Taming Technology

Research into how TPM countermeasures remove the causes of stoppages from over 500 line running years, identifies 2 areas that contribute to 85% of the causes of breakdowns. These are... 

  • Deterioration of equipment condition 
  • Human error

Understanding Causes of Deterioration

Accelerated deterioration due to, for example contamination, is a significant factor in the premature failure of components.  

The above research identified that reducing causes of accelerated wear stabilises and extends the life of around 80% of components.  That makes their remaining lifespan more predictable which means that servicing of these components can be more easily triggered before a failure occurs.

Another major cause of accelerated wear is Human error. This is responsible for around 50% of component failures.  

The factors that contribute to human error risk are:

  • Unclear instruction,
  • Complex working methods
  • Lack of training.

Developing work routines that are easy to do right, difficult to do wrong and simple to learn not only reduces the likelihood of failure but also provide a vehicle to improve process precision, reduce defects, reduce energy waste and improve material yield. We call this activity Problem Prevention.

The TPM countermeasures to accelerated wear and human error involved the enhancement of 6 shop floor processes.  These are: 

  1. Asset specific focussed improvement glide paths to track progress towards stable operation.
  2. The systematic removal of causes of accelerated wear and human error.
  3. Cross functional team engagement with removing skill and knowledge gaps
  4. Skill development of best practice operation and asset care capabilities 
  5. Standardisation of work routines to assure consistency of working methods across shifts and work groups
  6. Simplification of complex and difficult to complete work routines to reduce the risk of human error and prevent problems before they occur. 

When your organisation is trapped in a cycle of fix and failure it can be difficult to break out of it.  Even though the definition of insanity is doing the same thing over and over again and expecting a different result, when you are in the muck and bullets it is not easy to be objective about what to do next.

Find out how your organisation measures up against the TPM practices of well known and award winning organisations by booking a 2 hour online in company Reliability Gap Analysis session for Manufacturing Leaders.
The content provides an insight for up to 8 delegates into how award winning and well respected organisations are able to systematically achieve reliable operations that deliver year on year improvement in performance. 

At the heart of the journey to Tame Technology for Good!, is the Asset Improvement Plan (AIP).  A template of improvement tools and cross functional teamwork processes to stabilise equipment effectiveness and break out of reactive management practices. 

The content of the Asset Improvement Plan is developed from our work with well known and award winning organisations.  

aip

THE VISUALISE CYCLE

The steps within this cycle raises team understanding of  the asset or system under review, how it should work and what its potential is. This cycle provides foundation knowledge to support the development of condition and best practice standards. It also raises understanding of cause/effect mechanisms to supports the development of lasting solutions to equipment problems.

THE RESTORE CYCLE

The steps within this cycle guides the team through a systematic assessment of asset condition standards and practices for operating and maintaining the asset. This includes the use of Single Point Lessons to standardise the application of best practice.

THE INNOVATE CYCLE

The steps within this cycle supports the application of appropriate Focussed Improvement and Problem Prevention tools to ratchet up Effectiveness.

Included in this cycle are tools to encourage innovation, improve process capability and apply visual management to make tasks easy to do right, difficult to do wrong and simple to learn.