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Heat Transfer: Pillar 2. With The Second Pillar and The Introduction of

The document discusses the five pillars of Total Productive Maintenance. Pillar 2 introduces autonomous maintenance where all employees are responsible for upkeep. Pillar 3 involves scheduling preventative and predictive maintenance. Pillar 4 stresses training employees on continuous improvement. Pillar 5 addresses developing new processes for machines. Once employees feel ownership over equipment, divisions between operators and technicians disappear in favor of a shared goal of efficiency.

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39 views3 pages

Heat Transfer: Pillar 2. With The Second Pillar and The Introduction of

The document discusses the five pillars of Total Productive Maintenance. Pillar 2 introduces autonomous maintenance where all employees are responsible for upkeep. Pillar 3 involves scheduling preventative and predictive maintenance. Pillar 4 stresses training employees on continuous improvement. Pillar 5 addresses developing new processes for machines. Once employees feel ownership over equipment, divisions between operators and technicians disappear in favor of a shared goal of efficiency.

Uploaded by

ahsan ali
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Heat transfer

Pillar 2. With the second pillar and the introduction of


autonomous maintenance, it’s realized that the task of maintenance doesn’t rest
solely with technicians. Everyone, operators, techs, and anyone with expertise
play a part in upkeep.

Pillar 3. This involves the preparation of schedules, for both


preventative and predictive maintenance.

Pillar 4. Training is necessary so that all employees are made


familiar with the principles of Total Productive Maintenance and continuous improvement
and how it relates to their jobs specifically.

Pillar 5. Early management addresses the development of new


processes or new machines. When purchasing new machines part of the selection
process should be the extent of methods of maintenance that will have to be
carried out.
Once a team has reached a stage where they feel ownership or responsibility
for the performance of their machines and equipment, something of a cultural
shift occurs. Segregations of “I’m the operator, and you’re the repair technician”
disappear. Now in place is a unit that realizes they share a responsibility toward
the functioning of their equipment, regardless of their actual roles.

All have the goal of keeping everything running efficiently,


and the SGA team will deal with issues that arise in line with the Pareto Principle.

• Otherwise known as the 80/20 rule, this is a concept that 80%


of the effects will typically come from 20% of the causes. In terms of Total Productive
Maintenance, this would mean that 80% of the losses are caused by only 20% of
the machines.
This part of the process is called the Total
Clean Out, where everything is tidied up on the work floor. Once this is
complete, the next step is the implementation of 5S.

• 5S refers to the five Japanese words (Japanese:seiri, seiton, seison, seiketsu,


shitsuke; English: Sort, Set in Order, Shine, Standardize, and Sustain) that
represent specific guidelines used to manage and organize workspace to the point
where it’s fully controlled and efficient. This is the state which makes quality
production possible. The objective of S5 is for all workplaces to be organized and
clean.

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