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CITATION

Borris, Steve. Total Productive Maintenance. US: McGraw-Hill Professional, 2005.

Total Productive Maintenance

Authors: Steve Borris

Published:  December 2005

eISBN: 9780071589260 0071589260 | ISBN: 9780071467339
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  • Contents
  • List of Figures, Formulas, and Tables
  • Preface
  • Acknowledgments
  • Introduction
  • The Development of Maintenance Systems
  • The Writing Technique and the Contents of the Book
  • The Pillars of TPM
  • The Toyota Production System (Also Known As Lean Manufacturing)
  • Finally, Advice for Using the Techniques
  • Chapter 1. TPM—Basic, Use, and Ideal Conditions
  • Fault Development
  • The Basic Condition
  • Technical Standards
  • Overall Equipment Efficiency
  • The availability of the equipment
  • The performance of the equipment
  • The quality of the product
  • Natural and Forced Deterioration
  • Use Conditions
  • The Ideal Condition
  • Improvement Methodology
  • How Do We Restore the Basic Condition?
  • Chapter 2. TPM Jishu-Hozen—Autonomous Maintenance
  • The TPM Initial Clean and Inspect and F-Tagging
  • The Cleaning Map: What and Where to Clean
  • F-Tags: How to Record Fuguai
  • Discovery of a Serious Fault during the Cleaning
  • Tracking the Progress of the Initial Cleans
  • Chapter 3. TPM—Analyzing and Categorizing the Failure Data
  • F-Tags, The Machine History Log, and Minor Stops or Unrecorded Losses Categorizing
  • Finding Out the TPM Causes for the F-Tags to Help Find the Cure
  • Pareto Charts
  • The Defect Map
  • Chapter 4. TPM—Creating Standards and Preparation for Autonomous Maintenance
  • Task Transfer: Red to White F-Tags or PM to AM Tasks
  • Explanation of the Embedding and Responsibility Spreadsheet
  • PM Teams (Kobetsu Kaizen)
  • Chapter 5. TPM: The Education & Training and Safety Pillars
  • The TPM Education & Training Pillar
  • Equipment training
  • A sequence for training equipment
  • Competency: How does TPM assess the skill level of the team members?
  • The TPM Safety Pillar
  • The area map
  • The hazard map
  • Risk assessment
  • Safe working procedures: Using as standards
  • Chapter 6. 5S: Organization and Improvements by Default
  • 5S: SSSSS—The Meaning
  • The Benefits of 5S
  • The Decision to Implement 5S
  • Initial Management Implementation
  • Audit sheets
  • The red tag holding area
  • Step 1: Seiri—Sort
  • Red tag details
  • Step 2: Seiton—Set in Order
  • Step 3: Seiso—Shine
  • The 5S cleaning map or assignment map
  • Step 4: Seiketsu—Standardization
  • Step 5: Shitsuke—Self-Discipline
  • Chapter 7. SMED—Single Minute Exchange of Die
  • Where Did SMED Originate?
  • Step 1: Creating the SMED Team
  • The team members and their responsibilities
  • Step 2: Select the Tool
  • Step 3: Document Every Step of the Changeover
  • Step 4: Viewing the Changeover as a Bar Graph
  • Step 5: Define the Target Time for the Changeover
  • Step 6: Analysis of the Elements
  • The SMED Analysis
  • Implementing ideas
  • Create the new procedure
  • Step 7: Repeating the Exercise
  • Applying SMED to Maintenance and the Use of Turnaround Parts
  • Chapter 8. Deciding on a Maintenance Strategy
  • The TPM PM Analysis
  • The malfunction and PM maps
  • Interpreting PM maps
  • Scheduled maintenance or scheduled restoration
  • Scheduled replacement or scheduled discard
  • The RCM PM Analysis
  • The RCM decision diagram
  • Failure is unacceptable: Redesign the system
  • Recording the process on the decision worksheet
  • Failure finding and calculating acceptable risk
  • Chapter 9. RCM—Reliability Centered Maintenance
  • The First Stage in an RCM Analysis: The Operating Context
  • Example of a Furnace Boatloader Operating Context: Tool Analysis Level
  • Equipment Defined as Functions
  • Identifying Functions and Labeling
  • Functional Failures to Failure Effects
  • Failure modes
  • Failure effects
  • Where Did RCM Come From?
  • Non-Time-Based Failures
  • Infant mortality
  • Chapter 10. Time- and Condition-Based Maintenance
  • Introduction to On-Condition Maintenance
  • Friction between Maintenance and Production
  • What if we were starting from scratch?
  • In Summary
  • Chapter 11. Fault Analysis: A Few Ways to Help Find Root Causes
  • The 5 Why’s
  • Fishbone Diagrams
  • Fault Tree Diagrams
  • OCAPs: Out-of-Control Action Plans
  • Chapter 12. Team Objectives and Activity Boards
  • Activity Boards
  • Team Goals
  • Monitoring Progress
  • What do we monitor?
  • How do we calculate the failure rate and the target improvement?
  • Authority for Working in Specific Machine Areas
  • What Do the Results of a Real RCM Analysis Look Like?
  • Summary of the boatloader analysis
  • Lean Manufacturing
  • Defects
  • Overproduction
  • Waiting
  • Transporting
  • Overprocessing
  • Unnecessary inventory
  • Unnecessary operator movement
  • Value
  • Equipment
  • Pull
  • Chapter 13. Six Sigma: A High-Level Appreciation
  • Graphs and Their Use in Six Sigma
  • Average and standard deviation
  • Standard deviation and z scores
  • The x–y graph
  • The Main Terms of Six Sigma
  • The customer
  • The teams and the leaders
  • The Champion or Sponsor
  • Six Sigma Controller
  • The Rules and Expectations
  • The Six Sigma Charter
  • The Technical Stuff
  • The sigma value
  • Defects per opportunity
  • Defects per million opportunities
  • The Stages of a Six Sigma Analysis
  • Considerations or Limitations in Using Six Sigma
  • Faultfinding the cause of a lamp failure
  • Possible Limitations with Using Statistics
  • Index