Hi, my question is directed primarily to Daryl Maher but is open to anyone to answer.
We have just achieved our Level 2 TPM award as a factory (through JIPM).
I am part of the Pillar 3 (preventative maintenance) team. Our assessors are encouraging us to move forward with our RCM as part of our Level 3 strategy. As yet we have done one machine in a dept as an initial FMEA project. It was very interesting but we are certainly needing to learn more on the methodology before we go any further. How do you see RCM and TPM fitting together - do they?
Any feedback would be apreciated.

Kind Regards
Mike

TPM (total productive maintenance) don't exclude RCM, infact it reforces RCM.
In my view the TPM process enforces the equipment owner (operations) to take full responsibility of their machines like cleaning, simple lubrications and adjustments.
Not the "it is dirty, call maintenance" way.

Mike,
Several years ago, I had the privilege of working for a large wood re-manufacturing company that went from reactive maintenance to TPM, RCM and JIT inventory. The most cost effective way for a production facility to operate,is to have a smooth operation. To have what they need, when they need it. Machines operating when they are supposed to operate. Shipping schedules set to cooincide with production output. Etc. TPM is only one part of the whole process. As is RCM. However, without one, it's difficult (sometimes impossible) to attain the other. As "svanels" stated, TPM gets production personel involved so they can take ownership of their area. As they get more involved with their equipment, they will start asking questions, that will need to have answers. That's where trained maintenance people and RCM come in. I'll give you an example: Over a period of several weeks, an operator recognized a noise developing in his machine that he was unfamiliar with. He contacted the RCM group, who performed a vibration analysis of his machine. An early bearing defect was discovered. Maintenance was able to schedule this motor for replacement on a down day with no loss of production.
RCM is also beneficial when you want to eliminate bottle necks. Before you can fix a problem, you have to identify what it is. So many people waste time and money with the "shotgun" approach. RCM can help narrow down the cause. Remember, RCM stands for Reliability Centered Maintenance. You want your machines to be reliable. TPM, which includes "clean and inspect" is only the beginning. One of the biggest hurdles is to get away from the "us" and "them" mentality. Production vs. maintenance will ruin the efforts your company is untertaking! It must be a team effort with support at the highest level.

Hi Mike,

I am no expert on TPM, however I have been involved with it in both operational and consulting roles.

Personally I believe that RCM will add substantially to the value that TPM is currently delivering. Specifically it will:

• RCM will provide further depth to the co-management philosophy within TPM by producing the actual routine maitnenance tasks, and feeding into the creation of the corrective tasks, that both disciplines can focus on. (Operations and maintenance)
  
  
• It will provide detail to the routine maintenace regimes that are in place and will force further co-management through the joint effort required in analysis efforts (Cleaning is a preventive restoration task for example)
  
  
• It will add to the understanding of each others roles through the analytical process.
  
  
• As suggested earlier it will provide a structured framework for dealing with existing performance issues on a targetted basis.
  

There are of course specific results from RCM which will also add value to the TPM process, but in terms of how it will compliment the method and if it is compatible, I think this answers the question. (Let me know if not)

Do seek some advice and assistance in getting RCM started, Do get a detailed understanding of the costs in terms of your own time as well as the consulting time, Do get an understanding of how long it will take before you are up to a level of proficiency and Do start the project with a clear understanding of how it will integrate with the existing TPM initiative, through all pillars not merely the PM pillar.

My 2c worth, hope it is of some use,

Thanks guys for the terrific advice so far.

Mike.

Do you know of any RCM consultants down here in New Zealand or Australia you could recommend?

Mike

Congrats for your acievement of Level 2 TPM. Perhaps could you share some of benefits for doing so to the forum? I have no experience in TPM. Do you implement something exactly similar to the one in this article or a slight variation of this? From this article, it is clear that the TPM users need to come with proactive actions which can come from methodologies like RCM etc.

http://www.reliabilityweb.com/art05/tpm.htm

Thanks Josh,we have been doing TPM now for nine years - its a continuous improvement thing so I would say we'll be doing it a bit longer.
There are a lot of different vendors out there basically selling TPM however Unilever worldwide has pushed there factories to take up TPM as part of the improvement campaign and we use the original authors (JIPM)Japan Institute of Plant Maintenance.
We have a consultant and translator who come over every three months and guide us in the journey.
It's been hard at times but the results have been worth it. Not only in productivity and efficiency but also the look and feel of a cleaner nicer factory. I've hosted visitors here who have remarked on it and they've been to a lot of other factories.
And it is true - a cleaner factory will lead to a more efficient operation. For a start no junk lying around, people are more comfortable (moral),there is pride of ownership (wow a biggy) and things don't quite seem to break down as much - that filter that was always having to be cleaned because it got clogged by the surrounding dirt and it always got forgotten about. _ Hey I could go on and on however ----
there are differences - subtle in the way we have adopted TPM than the Japanese. Cultural differences that make it a lot harder to translate what they do on to our side.
We Kiwis are quite a laid back bunch - you guys are probably more in the middle. The Japanese - they have a much more fervent way about how they do things. Needless to say its not an exact copy but an adaptation which everyone has to do to their particular situation. I feel like I've rabitted a bit Josh but there is a lot of meat to the sandwhich - I hope I've given you a bit to chew on.

Mike

What are the criteria to pass the level 2 TPM by JIPM? Just curious to know. TQ

Hi josh, criteria includes of course that Level 1 has been passed but the assessors are looking for improvments as shown by performance indicators/metrics eg:OEE,MTBF,MTTR also improvements achieved (1point lessons),, productivity increase - rate of - reduced costs - inventory, maintenance etc, reduced inventory, elimination of accidents, pollution control, and the creation of a favorable work environment - I suppose you could say they look at just about everything.
Level 3 is working up the supply chain so by the end of it not only is your factory totally TPM'd but also your 3 partys are suppose to tow the line too!
To be considered for the prize you have to compile a TPM implementation report which is basically a really big wad of paper outlining all you have done and all you are planning to do. This is then sent for evaluation and becomes part of the initial and final assessments.
It's a journey and certainly not an overnight experience and you must comit an awful lot both in time and money - however the gains pay off.

Mike.

Dear All,

I would like to bring back an old question from Mike and hope I bought some light regarding this matter.

How do you see RCM and TPM fitting together ?

TPM is the whole pie, RCM is one slice of the pie. The pie includes all 8 pillars of TPM which are Training and Education, Autonomous Maintenance, Planned Maintenance, Focused improvement, Initial Flow Control Activities, office TPM, EHS Group, and Quality Maintenance Group.

RCM perfectly fits the last phases of Planned Maintenance. The decision diagram (ALGORITHM) being used on TPM will be used on Phase 3, while Phase 4 deals with Predictive Maintenance, RCM perfectly fits Phase 3 and Phase 4 of TPM's Planned Maintenance, this is where these 2 actually team up together.

Regards,

Rolly Angeles

quote:

Do you know of any RCM consultants down here in New Zealand or Australia you could recommend?

Hello Mike,

I worked in NZ for 3 years and used ARMS Reliability Engineers from Australia to assist with our RCM project. This was standalone RCM Improvement project and not a part of the TPM pie. I am now based in Australia and work for ARMS Reliability Engineers, we are still actively involved in NZ working for a number of key clients. If you would like more information please contact me on the details below, or take a look at our website.


Cheers - Gary

Gary Tyne
Reliability Engineer

ARMS Reliability Engineers
T: +61 3 5255 5357
F: +61 3 5255 5778
E: gtyne@reliablity.com.au
W: www.reliability.com.au

Thanks Gary - we are using Asset Partnership (NZ).

Mike.

Also as an aside - We are planning to run a 3 day RCM workshop on our site - in conjunct with Asset Partnership.
Anyone Upper South Island/Lower North Island NZ give me a buzz if you're interested.

Mike.

Gee I'm boosting my Karma points today.
Thanks for the note Rolly.
Things are a lot clearer now we are making the cake.

RCM also has branches into Pillar 2 - Autonomous Maintenance, Pillar 5 - Early Equipment (esp. MP info), Pillar 4 - Training, Pillar 1 - (what we call) Focused Improvement, and Pillar 6 (into Quality Maintenance part), into Pillar 8 - Safety - in fact in to most in some way.

Mike.

This message has been edited. Last edited by: mike66,

Mike,

Last 2000 to 2001 we acquire a JIPM consultant who does not know how to speak english together with a translator, Japanese to english and it cost a lot, they went to our plant for 2 years every quarter, finding problems to correct and mostly conducting line audits and what he wanted us to do on his next visit. We worked real hard, and all our managers are forced to do TPM (glad we have the JIPM consultant), until his final visit in which he said that your plant is now ready for JIPM Certification, when I go back Japan, I now call them.

Unluckily we did not get the awards due to some major changes in the organization including the CEO. But deep in my heart I know we will pass if we continue with our journey. This is one lesson I will never ever forget in our TPM implementation. TPM is always a Top Down Approach, while RCM can start from your most experience people on the asset and sell them to your management or rather a down-up approach.

Mike your plant had been certified by JIPM, can you provide some advise for those industries aiming for JIPM Certification based from your experience, highly appreciate.

Regards,

Rolly Angeles

(P.S. I have some training materials on TPM on the sales portion if you should be interested)

What are Initial Flow Control Activities and Early Equipment (esp'ly MP info)?

Josh,

MP design means maintenance prevention design. there are 2 activities incorporated into the IFCA (inital flow control activities) and eem (early equipment management)

Pillars directly involved in this activities will be Autonomous Maintenance, Planned Maintenance and Focused Improvements. TPM believes that every equipment have their own design weaknesses and from time to time TPM continuously improves them. The improvements carried out by these pillars are being studied and documented so that in the future when the plant purchase these equipments, these modifications are being incorporated in the new equipment .

If we speak about IFCA, it speaks about the previous equipment's commisioning time, or TPM term this as the vertical start up time, the goal on IFCA will be to improve the vertical start up time. If it takes a month to commisson your equipment to run what are the things that must be done to lessen the commissioning time so we can set-up the equipment much faster than that of the previous one.

Rgards,

Rolly ANgeles

Rolly, thanks for your replies.
It sounds like you were in the same predicament we are - a translator certainly introduces a complexity within the equation - though we are very confident our translator is on the ball - she is very good and has a deep understanding of our plant (after 12 years).

JIPM is regarded as the initiator/guardian of TPM therefore highly regarded especially in Asia though not the only option.
Over the years other vendors have sprung up all of whom I'm sure can deliver a quality product eg Centre for TPM .
I guess it depends what you require and how much you can spend.
Multinationals on the whole tend to have greater resource to afford however smaller companies wishing to take on TPM would be advised to explore some of the local vendors and see what they can get - perhaps using consultants such as yourself Rolly.

Mike.

Josh, in reply to your posting Rolly is correct. It is a way to ensure vertical startup - a regimented continual review throughout the plan/design process, and benchtesting the product as it is assembled so that the commissioning and handover sequence is basically flawless.

This is one of the areas we are currently working on to improve - and really it is ensuring you have all your inputs - as Rolly states - it covers data feedins from all of the first 3 pillars to ensure when you build new plant all the relevant learnings are incorporated and errors are not replicated.

It is also a method of standardising and reducing inventory

Mike.