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Case Study: Purple
How Purple Reduced their Equipment Downtime by 54% With L2L
Purple's leadership knew that the most important factor in...
Arriving to my parent's house one afternoon, I found my 16-year-old sister lying on the couch, distraught, and sobbing uncontrollably. When I asked what was wrong, all I could get out of here was that she "broke the car." After a moment to try and get her calmed down, I asked what she meant. She then began to describe a loud pop followed by the engine making a loud hissing sound like a train.
See, my sister had only recently turned 16 and my parents had purchased her a used car. My father had taken great care to teach her that at every 3,000 miles she was to take the car to the garage and get the oil changed. Her anguish was around the fact that she did not have the time to take the car in, and she was 78 miles over her 3,000 mile interval, thus convincing her that was the root cause of the issue.
Turns out, that the car had blown a spark plug clean out of its hole, which if you are mechanically inclined, you will know has absolutely nothing to do with the oil change being 78 mile past due. But what the story does relate is that even at a basic skill level, an operator of a car has certain obligations to the maintenance process of an automobile; if given the proper training and tools, they will take this obligation seriously.
We see this type of dedication and obligation every day in manufacturing plants, but like the operators of cars, operators of production equipment need the same training and tools to take care of their machines. For the last 30 years the tool that has been deployed for this in manufacturing has been Total Productive Maintenance (TPM)—and within that, the Pillar of Autonomous Maintenance.
Originated as a concept in the 1950s by Seiichi Nakajima, Total Productive Maintenance began as an overall strategy to properly manage production equipment and strengthen the relationship of production and maintenance by giving operators greater ownership over equipment.
Later in the early 1970s, these concepts were published in English and began to emerge in Western production facilities by the early to late 1980s. The concept of allowing the operator to play a role in the daily maintenance of the production equipment has slowly—but surely—found its way into almost every corner of Western manufacturing.
Although Mr. Nakajima introduced Total Productive Maintenance with 6 original pillars, most companies who practice Total Productive Maintenance use the evolved 8 Pillar approach for defining TPM in their factory. These pillars are:
The reason it is important to understand the 8 Pillars is because all too often, Total Productive Maintenance within factories has been boiled down to only one of these pillars: Autonomous Maintenance, or Operators Preventative Maintenance OPM's.
The key is to understand the power of Operator maintenance and its role in the overall maintenance strategy.
Understanding why and where Autonomous Maintenance fits into an overall maintenance strategy is vital for any organization trying to move towards a proactive maintenance culture.
AM tasks, such as daily cleaning and inspection, allow operators to identify and monitor small abnormalities on machines and in the process. Finding and fixing these small problems in their infant stages (before they fester and become catastrophic downtime events) reduces the need for greater reactive maintenance measures that cost vital time and money.
During one Autonomous Maintenance Kaizen event, we had teams on the shop floor performing routine Cleaning and Inspection on hydraulic inertia welders. Because a great amount of power was needed to generate the energy for the inertia, each welder was powered by a high horsepower electric motor housed in a soundproof enclosure. As the teams cleaned the motors, they discovered that the motor's cooling fan under the shroud had become brittle and begun to break apart.
Further investigation found that the fans mounted on the soundproof house were installed incorrectly. The air from the fan on the motor was running opposite the cooling fans mounted on the enclosure. This created a scenario where the fan was getting no cool air, and the hot air in the house swirled around causing the temperature to rise to the point of failure.
Looking back, the team found that over the past few years, these motors had failed to the costs of tens of thousands of dollars. One can only guess at the thousands of dollars and countless labor hours avoided by finding this abnormality during the cleaning and inspection phase of Total Productive Maintenance.
So why, with incredible results, do TPM efforts flounder to move forward and deliver on the results?
The answer is simple: complexity!
Performing these simple tasks on a daily basis seems to be a relatively easy ask of the production operators, and in most cases it is. Where the complexity comes into play is the daily management of the entire system.
The daily management of paperwork, checklists, abnormality repairs, etc., can be daunting. In most cases, companies hire a Total Production Maintenance coordinator devoted to the single task of ensuring paper inspection sheets are distributed, filled out, and picked up on a daily basis.
In a large factory, that is all but impossible, so people stop doing it. It will only take about 2 days of operators realizing "if it's not important for them to get me a new checklist, then it must not be important for me to do it." But this is all changing!
With new cloud-based technology, daily cleaning and inspection checklists can now be delivered directly to the operator via a mobile device. Specifically written for their machine, these task lists can be updated remotely in virtual document control and be changed the very next day without any legwork to distribute the new change.
Abnormalities that are found during the inspection can quickly be entered into the system with no tags or paperwork, and then prioritized along with other maintenance work scheduled for the machine. And finally, cloud-based total productive maintenance programs have all of the data stored in real-time and archived in history. It is all immediately accessible to maintenance for troubleshooting and teams for root cause analysis efforts.
We must understand that when speaking about maintenance in a factory, we are not talking about a group of people, and we are not talking about real-estate in the factory where toolboxes are stored. What we are talking about is the system or the process chosen by the company to care for, repair and improve the production machinery.
Sadly, in a lot of cases, Reactive Maintenance is that system. But within those companies who are winning, Proactive Maintenance is their choice, and that choice will always have the involvement of the production operator.
With new cloud-based systems like L2L's CloudDISPATCH, it is becoming much easier to manage these systems. So if you would like to see how L2L can put new life into your Total Productive Maintenance process, let us schedule a demo for you today.
Mar 4, 2021by Devin Baldwin
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What makes L2L so unique is the fact that the product was developed by real manufacturing users. People that truly understand the day-to-day issues and concerns that drive the production floor.