Dv03pub6hsh8 Script

Copyright © 1992 Society of Manufacturing Engineers

TOTAL PRODUCTIVE MAINTENANCE SCENE 1. CG: FBI WARNING SCENE 2. ANIMATION: SME LOGO SCENE 3. STANDARD MI OPEN

MUSIC UP & UNDER

NARRATOR (V0):

MANUFACTURING INSIGHTS... MANUFACTURING ENGINEERING

MAGAZINE'S VIDEO SERIES FOR INDUSTRIAL MANAGEMENT.

SCENE 4. TPM 9 (09:16:21 - 09:16:28) (LS) RACK FOCUS IN PLANT FLOOR PAN R (MS) OPERATOR AT TERMINAL

NARRATOR (V0):

THIS PROGRAM EXAMINES TOTAL PRODUCTIVE MAINTENANCE,

OR TPM, AND ITS VITAL ROLE IN ACHIEVING WORLD-CLASS

QUALITY.

SCENE 5. TPM 8 (08:30:44 - 08:30:54) (ECU) CHECK SHEET - ZOOM-OUT, PAN L (MS) PLANT FLOOR PC WORK STATION

NARRATOR (V0):

WE BEGIN BY FOCUSING ON TPM'S KEY PRINCIPLES AND

INNOVATIONS, AND HOW THEY PROVIDE A RELIABLE

FRAMEWORK FOR IMPROVING COMPETITIVENESS.

SCENE 6. TPM 5 (05:01:18 - 05:01:23) (EXT) STEELCASE BLDG

NARRATOR (V0):


THEN YOU'LL SEE TPM IN ACTION AT STEELCASE CANADA, IN

MARKHAM ONTARIO --


SCENE 7. TPM 6 (06:19:58 - 06:20:09) (MLS) STEELCASE MAINTENANCE SIGN

NARRATOR (V0):

WHERE SOLID PREVENTIVE MAINTENANCE EFFORTS ARE LAYING

THE GROUNDWORK FOR A TPM PROGRAM ...

SCENE 8. TPM 4 - (04:10:23 - 04:10:30)(ECU) TAPE REEL; ZOOM-OUT (MS)

NARRATOR (V0):

... AT LORAN CASSETTES AND AUDIO PRODUCTS, OF WARREN,

PENNSYLVANIA -- WHERE A SMALL MANUFACTURER IS

SUCCESSFULLY IMPLEMENTING TPM TECHNIQUES ...

SCENE 9. NARRATOR (V0):

... AT MILLER BREWING'S TRENTON, OHIO PLANT WHERE A

PROGRESSIVE "COMPANY CULTURE" HAS TPM FLOURISHING IN

A UNIONIZED ENVIRONMENT ...


... AND AT DELCO REMY'S MAGNEQUENCH PLANT IN ANDERSON

INDIANA WHERE A SIX YEAR EFFORT ESTABLISHED AN

IMPRESSIVE, ADVANCED TPM PROGRAM.


WE THEN WILL WRAP UP BY DISCUSSING HOW TPM'S

CONTINUOUS IMPROVEMENT STRATEGY AND INTEGRATION WITH

NEW TECHNOLOGIES SUPPORTS WORLD CLASS QUALITY.

- FTB -


SCENE 12. (ECU) PENNY ON EDGE RACK FOCUS IN

NARRATOR (V0):

BEN FRANKLIN'S FAMILIAR "A PENNY SAVED IS A PENNY

EARNED", IS COMMON SENSE TOO OFTEN IGNORED ON THE

FACTORY FLOOR.



PRIOR TO THE 1970'S, MANUFACTURING COULD TOLERATE

INEFFICIENCIES -- MANAGEMENT PERCEIVED THE COST OF

DOWNTIME AS NEGLIGIBLE, WITH PRODUCTION COVERED BY

REDUNDANT SYSTEMS.

SCENE 14. HONDA MARYSVILLE FOOTAGE

NARRATOR (V0):

TODAY, FIERCE GLOBAL COMPETITION WON'T ALLOW SUCH

LUXURIES -- FORCING MANUFACTURERS TO CONTINUOUSLY

SEARCH FOR NEW WAYS TO INCREASE PRODUCTIVITY.

SCENE 15. (MS) WIREMAN ON-CAM (00:00:43 - 00:00:58)

WIREMAN (SYNC): The capacity of the plant is directly affected by how well the equipment operates. If the equipment only operates at 50 or 60% efficiency then the plant can only put out 50 or 60% of what it was designed to do.

(MS) WIREMAN ON-CAM (00:02:10 - 00:02:37)

WIREMAN (SYNC): For years maintenance has been thought of as an insurance or fire fighting group that only comes out when there's problems. They fail to consider the preventive side of it, and now with the competitiveness of the world market, we realize that we have to use every possible advantage, and maintenance is one of the unexplored frontiers, so to speak. It's one of the areas where manufacturers can save a lot of money if they only really look at it.


IN 1979, A DUN'S REVIEW STUDY ESTIMATED ONE-THIRD OF

THE 200 BILLION DOLLARS NORTH AMERICAN MANUFACTURING

OPERATIONS SPENT ON MAINTENANCE ACTIVITIES WAS WASTED


-- AND THESE COSTS ARE INCREASING AT 1O TO 15% PER

YEAR, ESCALATING TO MORE THAN 600 BILLION DOLLARS IN

1991.


SCENE 17. (VO) WIREMAN ON-CAM (00:23:38 - 00:24:16)

WIREMAN (VO): And if we stay with the 1/3 rule there...

WIREMAN ON-CAM then we're roughly wasting $200 billion dollars a year in raw maintenance expenditures in North America. We are wasting as much as we spent back in 1979.


WHILE THE IMPORTANCE OF MAINTENANCE IS PAINFULLY

OBVIOUS IN THE FIRE-FIGHTING MODE, TPM ENCOURAGES

EMBRACING NEW STRATEGIES AND SOLUTIONS THAT CAN

SIGNIFICANTLY EASE THAT PAIN.

SCENE 19. (MCU) WIREMAN ON-CAM (00:07:32 - 00:07:41)

WIREMAN (SYNC): TPM is an environment or a culture were everyone in the plant or the facility understands that maintenance is part of their job.

SCENE 20. (CU) WILLIAMSON ON-CAM (15:03:56 - 15:04:09) CG: ROBERT M. WILLIAMSON DIRECTOR - TPM & WORKFORCE 2000 FLUOR DANIEL

WILLIAMSON (SYNC): Basically it's focusing on a partnership between the manufacturing or production people, maintenance, engineering and technical services to improve the equipment effectiveness.

SCENE 21. CG PAGE: TOTAL PRODUCTIVE MAINTENANCE - PREVENTIVE MAINTENANCE - PREDICATIVE MAINTENANCE - WORK ORDER SYSTEM - OPERATOR INVOLVEMENT (ON-CUE)


NARRATOR (V0):

SIMPLY STATED, TPM EMBODIES THE ELEMENTS OF A GOOD

MAINTENANCE PROGRAM WITH THE ADDED COMPONENT OF

OPERATOR INVOLVEMENT.


SCENE 22. (MCU) WILLIAMSON ON-CAM (15:11:06 - 15:11:25)

WILLIAMSON (SYNC): The elements of TPM aren't really new, its planning, scheduling, preventive maintenance, predictive maintenance, training, operators learning to operate their machines effectively...

TPM 18 - BRICK WALL GRAPHIC its doing detailed inspections of the equipment, its small group activities, or natural work units, its the common sense kinds of things that most companies are doing now.

SCENE 23. (CU) WILLIAMSON ON-CAM (15:04:10 - 15:04:17)

WILLIAMSON (SYNC): The best definition of TPM is probably summarized in the words "improving equipment effectiveness."

SCENE 24. CG GRAPHIC OF OVERALL FORMULA

NARRATOR (V0):

AN EFFECTIVE FIRST STEP IN UNDERSTANDING TPM IS TO

BENCHMARK THE TRUE OUTPUT OF PRODUCTION EQUIPMENT BY

USING THE "OVERALL EQUIPMENT EFFECTIVENESS" FORMULA.

EXPRESSED AS A PERCENTAGE RATIO, THE "OEE" IS

DEFINED AS AVAILABILITY TIMES PERFORMANCE EFFICIENCY

TIMES THE RATE OF QUALITY PRODUCTS,

SCENE 25. CG GRAPHIC OF AVAILABILITY FORMULA

NARRATOR (V0):

WHERE AVAILABILITY EQUALS OPERATING TIME MINUS

UNPLANNED DOWNTIME, DIVIDED BY OPERATING TIME, TIMES

100.

SCENE 26. CG GRAPHIC OF PERFORMANCE EFFICIENCY FORMULA

NARRATOR (V0):


PERFORMANCE EFFICIENCY EQUALS THE THEORETICAL CYCLE

TIME MULTIPLIED BY THE PROCESSED AMOUNT, DIVIDED BY

THE OPERATING TIME, MULTIPLIED BY 100.


SCENE 27. CG GRAPHIC OF RATE OF QUALITY PRODUCTS

NARRATOR (V0):

AND THE RATE OF QUALITY PRODUCTS EQUALS THE PROCESSED

AMOUNT MINUS THE DEFECT AMOUNT, DIVIDED BY THE

PROCESSED AMOUNT, TIMES 100.

SCENE 28. CG: AVAILABILITY - 90% PERFORMANCE RATE - 95% QUALITY RATE - 99% 90% X 95% X 99% = 85% OEE

NARRATOR (V0):

WORLD-CLASS METRICS INDICATE AVAILABILITY SHOULD

EQUAL AT LEAST 90%, THE PERFORMANCE RATE AT LEAST

95%, AND THE QUALITY RATE AT LEAST 99% -- FOR AN OEE

OF 85%.


WIREMAN (SYNC): Typically we find companies that are world class above that. However, many companies in the US, after they have looked at their overall equipment effectiveness, find that in many cases it's in the 20s and 30s.

(CU) WIREMAN ON-CAM (00:17:14 - 00:17:31) Then they begin to realize what the lack of a TPM program is beginning to cost them and that's where the first awareness is created. That's where the program begins to build momentum. But without the benchmarking initially they never see this.


THIS PROCESS OFTEN REVEALS DEEP-SEATED, NON-

COMPETITIVE SHOP FLOOR BEHAVIOR EXPRESSED BY SUCH


ATTITUDES AS "IF IT AIN'T BROKE, DON'T FIX IT" AND "I

RUN IT, YOU FIX IT". TO FULLY BENEFIT FROM TPM,

THESE STIFLING PRECEPTS MUST BE REPLACED BY A

SUPPORTIVE "COMPANY CULTURE".


SCENE 31. (MS) WILLIAMSON ON-CAM (15:02:19 - 15:02:44)

WILLIAMSON (SYNC): Company culture simply defined is the individual and collective behaviors of people on the job. Now people behave on the job in different ways because of habits, work practices, labor agreements, policy procedure. The behavior of the people on the job is governed by a lot of written documentation and past practices. So its the way an organization behaves all the way down to the individual.

(MCU) WILLIAMSON ON-CAM (15:02:59 - 15:03:23)

To set out to change the cultures, changing habits and practices that quite often have been there since the company was founded, the preferable approach is to redirect the culture in sort of an evolution. Establish new goals, establish new rewards systems, establish new habits gradually, rather than try to change the culture.

SCENE 32.

NARRATOR (V0):

ALTERING AN ENTRENCHED CULTURE REQUIRES A COMPANY-

WIDE COMMITMENT TO "PEOPLE ISSUES".


WILLIAMSON (SYNC): From a management perspective, involve the people early on. Communicate to them why we're pursuing TPM as an improvement initiative in our company.


WIREMAN (SYNC): Create an awareness of what maintenance impacts. So again you go to all the different departments whether it's accounting, whether it's inventory and purchasing, whether it's the design people, whether it's the operations group or it's the maintenance group till everyone have a common understanding of what maintenance is.

SCENE 35.


(MCU) WILLIAMSON ON-CAM (16:07:12 - 16:07:47) People need to understand new ways of thinking about work, new ways of doing work, new ways of working together, new ways of improving equipment effectiveness. They need to understand how am I able to do some things that in the past I wasn't able to do.



WHILE TPM REQUIRES OPERATORS TO MAINTAIN THEIR

MACHINES IN GOOD RUNNING ORDER, PERFORM BASIC

MAINTENANCE, AND DEVELOP THE ABILITY TO DETECT

POTENTIAL PROBLEMS, THESE NEW RESPONSIBILITIES MUST

EVOLVE FROM GOOD MAINTENANCE PRACTICES.

SCENE 37. (CU) WIREMAN ON-CAM (00:19:47 - 00:20:25)

The essentials would consist of a good preventive predictive maintenance program being in place. It would consist of good inventory and storage controls, purchasing controls for maintenance being in place. It would consist of a good work order information system being in place utilizing planning and scheduling techniques to build ultimately in equipment history that is accurate enough to provide good financial data on equipment management and also to be able to plot engineering terms like mean-time between failure and mean-time to repair so that we can do true life cycle costing of the equipment and optimize our assets.


A KEY TOOL IN ORGANIZING THE DATA NEEDED TO SUPPORT

AN EFFECTIVE TPM PROGRAM IS THE CMMS, OR COMPUTERIZED

MAINTENANCE MANAGEMENT SYSTEM.


WIREMAN (SYNC): A typical CMMS is comprised of equipment records, of a work order tracking system, of a preventive maintenance system, and of a stores and purchasing system for spare parts.



AN INDIVIDUAL DESIGNATED AS THE MAINTENANCE PLANNER

MANAGES THE CMMS AND TRANSLATES THE COLLECTED DATA

INTO A PRACTICAL MAINTENANCE STRATEGY.



WIREMAN (SYNC): And typically they plan a job ensuring that the proper steps of the job are listed, that the materials are ready, that they have the equipment coordinated with the operations group to be able to shut it down to do the required maintenance on it. They are the logistics person for a maintenance task.


A TPM PROGRAM THAT'S THRUST UPON AN ORGANIZATION

WITHOUT SOLID MAINTENANCE CONTROLS WILL TAKE MORE

TIME AND MONEY TO IMPLEMENT, AND WILL HAVE A HIGH

POTENTIAL FOR FAILURE.

SCENE 43.

(MCU) WIREMAN ON-CAM (01:14:57 - 01:15:10) WIREMAN (SYNC): That is why the commitment up front typically is getting maintenance under control to begin with and then beginning the transition or the evolution to the operator based and team-based and finally the TPM type of environment.

- FTB - SCENE 44. TPM 6 (06:18:30 - 06:18:35) (MS) WELDER

NARRATOR (V0):

STEELCASE CANADA LIMITED IS CANADA'S LEADING

MANUFACTURER OF OFFICE ENVIRONMENT PRODUCTS.

SCENE 45. TPM 6 (06:16:46 - 06:16:57) (MLS) TRUCK L THRU PLANT

NARRATOR (V0):


EMPLOYING 650 PEOPLE, THIS 720,00 SQUARE FOOT

FACILITY GENERATES ANNUAL SALES IN EXCESS OF $150

MILLION.


SCENE 46. TPM 6 (06:20:27 - 06:20:34) (MS) OPERATOR GRINDS CORNERS

NARRATOR (V0):

IT'S BECOME CLEAR THAT TPM IS AN ESSENTIAL COMPONENT

IN THE FACTORY'S PURSUIT OF WORLD-CLASS MANUFACTURING

OPERATIONS.

TPM 6 (06:19:30 - 06:19:36) (MS) OPERATOR OPENS DRAWER

EVEN THOUGH STEELCASE HAD A SOLID PREVENTIVE

MAINTENANCE PROGRAM FOR YEARS, MANAGEMENT NOW

REALIZES MORE MUST BE DONE TO ACHIEVE TPM.

SCENE 47. (MS) MARKOFF ON-CAM (05:01:52 - 05:02:11) CG: JOHN MARKOFF MAINTENANCE PLANNER STEELCASE CANADA LTD.

MARKOFF (SYNC): We felt that the operators could get involved in some of their equipment on a one-on-one basis and take some personal interest in making sure their equipment's running properly and that the maintenance staff could be more involved in making some of the decisions that affect maintenance.

SCENE 48. TPM 7 (BACKTIME - 07:00:55) (WS) TEAM MEETING

NARRATOR (V0):

THE FIRST STEP TO INVOLVE EMPLOYEES WAS TO FORM A

MAINTENANCE TEAM AND BRAINSTORM OPPORTUNITIES FOR

IMPROVEMENT.

(CU) MARKOFF ON-CAM (05:12:18 - 05:12:56)

The first project was the floor layout of the shop and management let us do what we wanted to come up


with all the suggestions that we feel would improve the shop floor...


TPM 6 (06:28:09 - 06:28:30) (WS) PAN R THRU MAINTENANCE AREA

Management did agree on most every issue and we did make all those changes to improve the shop itself, which gave all the employees on the floor confidence that we really could make the change in the department if we put our minds to it and formed a team.

SCENE 49. TPM 9 (09:15:59:15 - 09:16:06:12) (CU) HANDS WRITE ON SHEET

NARRATOR (V0):

INSPIRED BY THIS EARLY SUCCESS, THE PLANT FORMED

ANOTHER TEAM TO INVESTIGATE AN UPGRADED CMMS.

TPM 6 (06:21:54:09 - 06:22:03:12) (MS) MAINTENANCE TECH AT TERMINAL

TO SUPPORT THE NEW SYSTEM, STEELCASE IS UPDATING ALL

ITS EQUIPMENT DATA AND REWRITING PREVENTIVE

MAINTENANCE PROCEDURES -- COMMONLY REFERRED TO AS

PM'S.

SCENE 50. (MS) MARKOFF ON-CAM (05:09:05 - 05:09:32)

I've involved a couple of the mechanics in rewriting some of the pm work orders that we do on the machines to have them more involved because they will be doing the actual pms on the equipment. So I feel they should be involved on what is being done on the equipment based on their knowledge and the manual for the machine. They could also better inform me of how long it would take to do certain operations.

SCENE 51. TPM 6 (06:20:41 - 06:20:49) (MLS) TWO OPERATORS AT PRESS

NARRATOR (V0):

OPERATOR INVOLVEMENT IS A FUNDAMENTAL FACTOR IN TOTAL

PRODUCTIVE MAINTENANCE -- AT STEELCASE THERE ARE NOW


DAILY AND WEEKLY PREVENTIVE MAINTENANCE CHECKS.


SCENE 52. TPM 6 (06:02:06 - 06:02:18) (MLS) KARAU ON-CAM CG: ALBERT KARAU NC PUNCH PRESS OPERATOR STEELCASE CANADA LTD.

KARAU (SYNC): I have to go around to the other side of the machine and press a lubrication button which automatically lubricates all the bearings, etc., on the machine, this only has to be done once every morning when I start up.

TPM 6 (06:02:24 - 06:02:30) (VO) KARAU TPM 6 (06:09:53 - 06:09:57) (MS) HAND ON SWITCH TPM 6 (06:10:03 - 06:10:07) (MLS) TURRET TURNS note: can run into next scene

In the turret here, where all the tooling is located, I have to inspect it weekly...

(MLS) KARAU ON-CAM (06:02:33 - 06:02:55)

just check for any broken springs, loose set screws, and so on. Other than that, I just try and just keep the general area around the machine clean...

TPM 6 (06:10:14 - 06:10:25) (MS) LUBE TURRET AREA

I'm required to grease and oil the machine on a weekly basis. There are approximately maybe 20-25 grease nipples that I have to make sure the machine is lubricated.

TPM 6 (06:02:59 - 06:03:05) (MLS) KARAU ON-CAM

The table, the work clamps etc, have to be kept functioning properly so that there are no problem with those.

TPM 6 (06:04:06 - 06:04:13) (VO) KARAU TPM 6 (06:11:26 - 06:11:33) (MS) LUBE TABLE AREA

At one time our maintenance department was responsible for all machine maintenance here.

TPM 6 (06:04:50 - 06:05:12) (MS) KARAU ON-CAM In those days I was an operator and that was it, I


wasn't involved in any maintenance. The only thing that I was involved at that time was set ups which meant changing tools in the turret here, so that was the only way I could might discover a potential problem of any kind...


TPM 6 (06:10:51 - 06:10:57) (MS) OPERATOR LUBES BENEATH HOOD

but as far as greasing, oiling, etc. that was strictly up to our maintenance people.

TPM 6 (06:04:20 -06:04:27) (MS) KARAU ON-CAM

The operators now at least, play a partial role in keeping their own equipment in good shape

SCENE 53. TPM 6 (06:11:52:23 - 06:11:55:08) (CU) HAND PUSHES BUTTON TPM 6 (06:11:42:16 - 06:11:48:00) OPERATOR CHECKS HOSES

NARRATOR (V0):

THROUGH THESE DAILY CLEANINGS AND ROUTINE PM'S,

OPERATORS LEARN MORE ABOUT THEIR MACHINES AND DEVELOP

NEW SKILLS THAT STRONGLY IMPACT PRODUCTIVITY.

SCENE 54. TPM 6 (06:06:36 - 06:06:43) (MLS) KARAU ON-CAM

KARAU (SYNC): If I discover something lose, I know how to repair it myself. I know how to sharpen the tooling myself. That doesn't have to be done by our maintenance people.

SCENE 55. TPM

NARRATOR (V0):

WITH THIS GREATER UNDERSTANDING, OPERATORS CAN

DETERMINE WHEN A PROBLEM EXCEEDS THEIR EXPERTISE AND

WRITE A JOB ORDER REQUEST.

TPM 6 (06:29:01 - 06:29:15) (CU) JOR (ZOOM-OUT) (MS)

NARRATOR (V0):

IN THE PAST, THE ONLY PERSON AUTHORIZED TO DO THIS

FUNDAMENTAL TASK WAS THE LEAD HAND OR FOREMAN, WHICH


OFTEN HINDERED PRODUCTIVITY.


SCENE 56. (MS) KARAU ON-CAM (06:08:09 - 06:08:25)

KARAU (SYNC): Well it was a longer time between service because sometimes the foreman or lead hand might leave it on his desk for a day or so before he got around to taking it to maintenance. Whereas now we fill it out ourselves we take immediately to maintenance. We're talking five minutes.

SCENE 57.

NARRATOR (V0):

STEELCASE ALSO USES PREDICTIVE MAINTENANCE

TECHNIQUES. FOR EXAMPLE, OIL SAMPLES ARE COLLECTED

AND SENT TO A SERVICE LABORATORY, WHERE THEY'RE

INSPECTED FOR PARTICULATE CONTENT. A REPORT THEN IS

PREPARED AND RETURNED TO STEELCASE. THIS ENABLES

MAINTENANCE TO MONITOR WEAR ON HYDRAULIC SYSTEM

COMPONENTS AND DEVELOP AN EFFECTIVE PM SCHEDULE.


WHILE STEELCASE IS IN THE EARLY STAGES OF EVOLVING

FROM PM TO TPM, MANY OF ITS MAINTENANCE PROCEDURES

AND THE IMPROVEMENTS MADE SO FAR ARE A POSITIVE

INDICATION OF A COMMITMENT TO WORLD-CLASS

MANUFACTURING PRINCIPLES.

- FTB -


LORAN CASSETTES AND AUDIO PRODUCTS IS A Q-1 SUPPLIER


FOR FORD MOTOR COMPANY AS WELL AS HASBRO TOYS AND

VARIOUS SMALLER CUSTOMERS. MAINTAINING THE

PRODUCTION EQUIPMENT IS VERY IMPORTANT SINCE THE

COMPANY EMPLOYS ONLY 120 PEOPLE.


SCENE 60. (MCU) RICH ON-CAM (03:29:52 - 03:30:02) CG: DICK RICH MAINTENANCE MANAGER

RICH (SYNC): When that machine goes down it's a big responsibility to all the maintenance to get it back up and running as soon as possible. Otherwise we are looking at 30, 40 girls off work for a week till it comes back on line.


CAUGHT UP IN FIRE-FIGHTING, LORAN STARTED ITS PM

PROGRAM IN MID 1990. MANAGEMENT QUICKLY DISCOVERED

THE FIXES WERE NOT NECESSARILY ADDRESSING THE ROOT

CAUSES OF PROBLEMS.

SCENE 62. (MCU) RICH ON-CAM (03:28:42 - 03:28:59)

RICH (SYNC): Something would break we'd spend time fixing it. The first thing you know something else is broken and you're spending time fixing that. You never have a chance to go back and fix something right for a long term fix. And we could see we weren't getting anywhere.


THE FIRST STEP TOWARD TPM WAS TO GROUP THE PLANT IN

LOGICAL MAINTENANCE DIVISIONS, THEN ESTABLISH TEAMS

TO SERVICE AND MONITOR THOSE AREAS. INITIALLY, MANY

EMPLOYEES RESISTED CHANGE ...

SCENE 64. (CU) RICH ON-CAM (03:16:02 - 03:16:24)

RICH (SYNC): I think you're going to see some resistance to the increased work load. It only takes a few minutes. It's hard to explain to people that it takes 10 - 15 minutes a day to convert, to write out their problem


list and convert that into data on the computer, but it pays big dividends.


SHOP MANAGERS ALSO HAD DOUBTS AT FIRST ...


SCENE 66. SITTIG ON-CAM (02:04:20 - 02:05:33) CG: LEE SITTIG MAINTENANCE GROUP LEADER

SITTIG (SYNC): I had an ex-supervisor that got promoted and when we started down here he didn't believe in total plant management, pm schedules and naturally recording them so we had them for future use. The thing that turned him around we had a production run that was running for about six months that was a 1000 over spec and we couldn't figure out this one part was out of spec. I got into the computer went back and started checking the dates of when this started and found that we had broken an injector bolt on that date. So we went back to that injector bolt and found that is was about a 1/1000 too long, ground that 1/1000 off and restarted the machine up with good product. We would have never found this if we didn't have this data recorded and saved in a type of manner that we could find again.


WHILE MANAGEMENT BUY-IN IS ESSENTIAL TO STARTING AN

EFFECTIVE PROGRAM, CONTINUED SUCCESS HINGES ON SHOP

FLOOR EMPLOYEES DATA COLLECTION EFFORTS. TO ENSURE

ACCURACY, LORAN DEVELOPED A CODING SYSTEM THAT

UNIFORMLY IDENTIFIES DIFFERENT PROBLEMS.

SCENE 68. (MS) SITTIG ON-CAM (02:21:07 - 02:21:22:21)

SITTIG (SYNC): This is our down time tracking form. It's kept at all the presses. We put the date, the shift, the machine number, the total down time for the problem, who worked on the problem.

(CU) PEN ON FORM (02:23:07 - 02:23:22) The most important data here right now is the codes A 20. That tells us that it was a press and 20 tells us what happened with the press. It was not locking


up which refers to 20.

(MS) SITTIG ON-CAM (02:21:35:04 - 02:21:42:00) This gives us further reference in to trouble shooting the problem down the road.


(MCU) SITTIG ON-CAM (02:22:13 - 02:22:24) The people that fill out the downtime tracking form is the molder on duty at the time or the operator that is running that machine.

SCENE 69.

NARRATOR (V0):

AT THE END OF THE SHIFT THE OPERATOR ENTERS THIS DATA

INTO A PC-BASED, LOCAL-AREA-NETWORK, CMMS WHERE THE

TPM TEAM CAN DETERMINE ITS OVERALL IMPORTANCE TO

PRODUCTION.

SCENE 70. (MS) KARDA ON-CAM (03:05:04 - 03:05:12) CG: BRIAN KARDA ENGINEERING MANAGER

KARDA (SYNC): From that data base once a week, the down time sheets are pulled and those sheets are what's used in the preventative maintenance teams.

(MCU) KARDA ON-CAM (03:03:04:27 - 03:03:11:00) The team will look at the down time data for each area they're responsible for to analyze that data and see what they can learn from it.

(MS) KARDA ON-CAM (03:03:33 - 03:03:58)

The computerized maintenance management system basically allows us to track to what extent the pm is being performed. On a daily basis any maintenance that is performed is entered into the computer. Once a week a report is pulled and that will tell us if the maintenance was done on time, be it weekly, monthly, quarterly, or yearly maintenance. If the maintenance is not done, a flag is pulled and a line is kicked out that indicates that the maintenance was not performed on time.

(MCU) KARDA ON-CAM (03:04:16 - 03:04:25)

In that type of event the maintenance team would focus on why that occurred. What can we do to:


number one, maintain the equipment to get us back on schedule, and number two, prevent that from reoccurring.


SCENE 71.

NARRATOR (V0):

AN IMPORTANT POINT TO REMEMBER IS ALL DOWN TIME MUST

BE RECORDED.

SCENE 72. (MS) RICH ON-CAM (03:24:17 - 03:24:29)

RICH (SYNC): It may take longer to write up the report than the problem lasted, but still those add up over the course of the year. You definitely can get a handle on it real quick when you start checking that data.

SCENE 73. RICH (VO) (03:24:01 - 03:24:11)

When you see the charts in front of you that you have a screw station that's acting up or something like that, it's obvious. And then the teams are amazed at how much time is actually lost.


THE CMMS ALSO ENABLES CORRECTLY TRACKING RESPONSE

TIME DATA THAT PREVIOUSLY RENDERED INACCURATE

DOWNTIME INFORMATION.

SCENE 75. (CU) KARDA ON-CAM (03:05:37 - 03:05:55)

KARDA (SYNC): We were finding that a machine that was down for five hours, may have only been worked on for 20 minutes or 30 minutes to be brought back up on line. With that focus we were able to maximize our efforts there. And reduce the total down time just by knowing that the machine was down because we didn't pay attention to it, not because it required five hours of attention to bring it back on line.


A KEY ELEMENT IN LORAN'S SUCCESS IS THE OPEN


COMMUNICATION AND RAPID SHARING OF INFORMATION.

SIMPLY ASSIGNING OPERATORS DATA GATHERING TASKS IS

NOT ENOUGH TO SUSTAIN TPM.



RICH (SYNC): The communications board out at the front entry, employee entry, is there just to remind everybody that they're not doing something useless. It is looked at very week and every month new charts are being brought up and they can see their progress.

(VO) RICH (03:27:42 - 03:27:45) NOTE: NEED CUTAWAY OF COMMUNICATION BOARD

It's a constant reminder for them, that their work is not going unnoticed. We try to get them involved as much as possible. It's very important to have the, their buy in on the program. They have to take a vested interest, if they don't, then you start seeing the slippage in data collection and you know people are not doing what's required.


THE EFFORT GENERATES IMPRESSIVE RESULTS. THE PRESS

AND FACILITIES TEAM INCREASED PRODUCTION BY 20% WHILE

ACHIEVING COST REDUCTIONS IN RAW MATERIALS THROUGH

REDUCED MOLDING SCRAP.


THE ASSEMBLY TEAM INCREASED DAILY PRODUCTION TOTALS

BY 18.9%, DECREASED DAILY DEFECTS BY 21.7%, DECREASED

DAILY DOWNTIME BY 29%, AND REDUCED DEFECTS ON THE

ESQ CASSETTE ASSEMBLY LINE FROM 6.34% TO A MINUSCULE

.94% OF TOTAL PRODUCTION.

SCENE 80. (MCU) RICH ON-CAM (03:17:10 - 03:17:25)

RICH (SYNC): We've seen a boost in productivity here, at least in


some areas 50 - 60%, in other areas 20 - 30. In all areas we are seeing increased productivity and a lot less down time.



A KEY MILESTONE OF A SUCCESSFUL PM PROGRAM IS THE

COMPARISON OF THE TIME ALLOTTED TO PLANNED AGAINST

THAT SPENT ON UNPLANNED MAINTENANCE ACTIVITIES.

WORLD CLASS MAINTENANCE PROGRAMS ATTAIN A RATIO OF AT

LEAST 80% PLANNED TO 20% UNPLANNED. SINCE TRACKING

THIS DATA, LORAN HAS SHOWN STEADY PROGRESS, AND IS

EAGER TO MOVE TO THE NEXT LEVEL.


RICH (SYNC): Now we're looking at the improvement maintenance, what we call IM. Now we can fix things, we can plan long term fixes, we can do machine work that needs done. We can plan down time a day or two to do some work without having to worry about losing production.


IN A SHORT PERIOD THEY'VE MOVED FROM "FIRE-FIGHTING"

TO PREVENTIVE MAINTENANCE. AND WHILE THE TPM PROGRAM

HASN'T FULLY MATURED TO RELIABILITY ENGINEERING --

WHAT LORAN CALLS IMPROVEMENT MAINTENANCE -- IT IS

ACHIEVING DEFINED GOALS, INCREASING PRODUCTIVITY, AND

SHOWING STEADY IMPROVEMENT.

- FTB -


SCENE 84.

NARRATOR (V0):

ALTHOUGH MILLER BREWING'S BUSINESS IS PROCESS

INDUSTRY RELATED, ITS TPM PROGRAM OFFERS A SOLID ROLE

MODEL FOR DISCRETE PARTS MANUFACTURERS. WHEN THE

COMPANY OPENED ITS TRENTON, OHIO PLANT IN 1991,

MANAGEMENT NOT ONLY LAUNCHED THREE NEW HIGH-TECH

PRODUCTION LINES, BUT INITIATED A NON-TRADITIONAL

"COMPANY CULTURE" IN A VERY TRADITIONAL SETTING.

SCENE 85. (MLS) CZARNECKI ON-CAM (07:00:51 - 07:01:15) CG: PAUL CZARNECKI RELIABILITY SERVICES - TEAM MAINTENANCE MILLER BREWING COMPANY

CZARNECKI (SYNC): This is an operator based maintenance facility. They do and are responsible for all maintenance activities whether it be routine PM inspections, whether it be breakdown maintenance, lubrication, all of these items fall under their domain.

(MCU) CZARNECKI ON-CAM (07:06:04 - 07:06:44)

We met with the UAW up front and developed a partnership with them that predicated the fact that this was a team concept and we wanted to bring this brewery up different than what has been done in traditional environments and they were very willing to work with us to make the changes necessary both in job duties and job scope required that from a traditional environment to make that happen and without their cooperation in this matter, we never would have been to move forward.


UPON GAINING UNION BUY-IN, MILLER BEGAN LOOKING FOR

PEOPLE AMENABLE TO THIS PROGRESSIVE SHOP FLOOR


ENVIRONMENT.



ONCE RECOGNIZED AS A "RIGHT FIT", THOSE HIRED WERE

FIRST TRAINED IN PEOPLE SKILLS. THIS FOCUS CLARIFIED

THE ROLE OF OPERATORS AND ALLOWED THEM TO IMMEDIATELY

CONTRIBUTE IN THE TEAM ENVIRONMENT. MORE ADVANCED,

TECHNICAL SKILL TRAINING CAME ON AN ONGOING BASIS.

SCENE 88. (MCU) PATRICK ON-CAM (08:02:45 - 08:03:08) CG: OSCAR PATRICK MAINTENANCE TECHNICIAN - TEAM MAINTENANCE MILLER BREWING COMPANY

PATRICK (SYNC): Besides training in the technical areas and operating areas, they're also being trained to perform in the starpoint functions, which are administrative type activities. So in other words, instead of trying to become fully trained operators and machinists and mechanics and electricians, they also have to perform every function that is normally done by a supervisor at another manufacturing facility.


THIS INCREASED LEVEL OF RESPONSIBILITY BENEFITS THE

OPERATORS AND COMPANY ALIKE.

SCENE 90. (MS) PATRICK ON-CAM (08:07:23 - 08:07:32)

PATRICK (SYNC): There are no supervisors in the plant and no time clocks in the plant. There is a large level of trust built up with the people that in turn will grow in benefits.

(MS) PATRICK ON-CAM (08:07:05 - 08:07:16)

We are on an average manned and supervisory and management facility, probably 1/3 of what the other facilities are. So that we have 2/3 less people than


the other plants to do the same job with.


(MS) PATRICK ON-CAM (08:07:35 - 08:08:10) Training the people to perform all the maintenance that they can reduces the number of highly skilled people that you have to have in the plant. You do have to maintain a certain skill level, you have to have some very technically oriented and skilled people to maintain the high technology facility that we have, but for example, at this point in time, we have sixteen in the core maintenance shop, which is now thought of as a maintenance organization, and we have four maintenance team managers. In another facility, for example, we may have as many as thirty five to forty management people and up to 200 or more maintenance within the organization.

SCENE 91.

NARRATOR (V0):

IN ORDER TO OPERATE AT THESE MANNING LEVELS, MILLER

DEVELOPED A UNIQUE PLANT-WIDE COMMUNICATIONS SYSTEM.


MANY PRODUCTION STATIONS ARE EQUIPPED WITH VIDEO

MONITORS TO OBSERVE CRITICAL AREAS ON THE LINE.


SINCE MAINTENANCE TECHNICIANS ARE ALSO OPERATORS,

BREAKDOWNS ARE COMMUNICATED ON A MARQUEE NETWORK

THROUGHOUT THE PLANT.

SCENE 94.

NARRATOR (V0):

WHEN A REPAIR REQUIRES SPECIAL SKILLS, AN OPERATOR

TRAINED IN THAT CRAFT RADIOS THE PROBLEM AREA, OFFERS

HIS EXPERTISE, AND, IF NEEDED, ARRANGES TO HAVE

ANOTHER OPERATOR TEND HIS STATION -- ALL WITHOUT


SUPERVISORY INTERVENTION.


SCENE 95. (MS) PATRICK ON-CAM (08:07:17 - 08:07:23)

PATRICK (SYNC): The technicians and the people, our employees actually are performing the jobs that the managers and supervisors used to do.


TO FURTHER ADVANCE EFFECTIVE COMMUNICATION, TERMINALS

INTERFACED TO THE CMMS ARE LOCATED THROUGHOUT THE

PLANT FLOOR. HERE TECHNICIANS ENTER WORK ORDERS THAT

CREATE EQUIPMENT HISTORY DATA.

SCENE 97. CG KEY OVER CMMS SCREEN: CMMS - STORES SYSTEM - WORK ORDER SYSTEM - PM SYSTEM

NARRATOR (V0):

THIS SOPHISTICATED SYSTEM EMBODIES THREE LEVELS --

THE STORES SYSTEM, WHICH SUPPLIES ROUTINE MAINTENANCE

MATERIALS, THE WORK ORDER SYSTEM THAT MANAGES ALL

REQUIRED MAINTENANCE WORK, AND THE PM SYSTEM THAT

IDENTIFIES PREVENTIVE MAINTENANCE TASKS.

SCENE 98. (MS) CZARNECKI ON-CAM (07:10:20 - 07:10:56)

CZARNECKI (SYNC): Those three work together, and they work together in a manner that the PM program will flag, based on time, or run hours depending upon what we set it up as, flag the need for a task to be completed. Based on that flag, the computer will go out and order and purchase the parts for that particular task. The computer will then turn that task into a work order, let the planner know that the parts are here for that particular work order and the planner can then schedule the job and get it completed.


SCENE 99.

NARRATOR (V0):

WHILE THE COMPUTER FACILITATES THE PROCESS, IT'S THE

DATA COLLECTED BY THE TEAMS AND TECHNICIANS THAT

DRIVE THE SYSTEM.


SCENE 100. (CU) CZARNECKI ON-CAM (07:12:26 - 07:12:54)

CZARNECKI (SYNC): We gather, of course, parts data, we gather labor data, the time to repair, the parts and materials cost to repair, and also problems, cause, action, coding, to determine for later analysis what types of problems we had, what types of things that we need to do some reliability work on that may be identified based on that problem, cause, analysis scenario that we capture on the work order.


THE DATABASE CREATES INDIVIDUAL EQUIPMENT HISTORIES

THAT IDENTIFY AGING MACHINERY, TREND QUALITY AND

PRODUCTIVITY PROBLEMS, AND RECOGNIZE HIGH COST AREAS

THAT MAY NEED RELIABILITY ENGINEERING.

SCENE 102. CG PAGE: RELIABILITY ENGINEERING - CORRECT CHRONIC PROBLEMS - STRENGTHEN PARTS - EXTEND EQUIPMENT LIFE

NARRATOR (V0):

AS PART OF AN ADVANCED TPM PROGRAM, RELIABILITY

ENGINEERING STRIVES TO CORRECT CHRONIC FAILURES --

GENERALLY DUE TO DESIGN DEFICIENCIES -- STRENGTHEN

PARTS, AND EXTEND EQUIPMENT LIFE.

SCENE 103.

NARRATOR (V0):

MILLER WAS EXPERIENCING A CHRONIC FAILURE ON A CHAIN

DRIVE IN A CLEAN ROOM. SINCE EACH LINE PRODUCES A

MILLION DOLLARS WORTH OF PRODUCT PER DAY, THE


OPERATORS INITIATED A PM TO REPLACE THE CHAIN OR

SPROCKET EVERY OTHER WEEK. WHILE THIS REDUCED

PRODUCTION BREAKDOWNS IT DIDN'T SOLVE THE PROBLEM --

SO RELIABILITY ENGINEERING WAS ASKED TO HELP FIND A

PERMANENT SOLUTION.


SCENE 104. (MS) MALONE ON-CAM (07:25:28 - 07:26:12) CG: MIKE MALONE RELIABILITY ENGINEER - TEAM MAINTENANCE MILLER BREWING COMPANY

MALONE (SYNC): We gathered just a regular timing belt, had it plated, where it would resist corrosion in the wet environment, spec'ed out a different tensiled belt that would hold up to the environment a lot better, and since we have installed this, we have not had a failure in the room and that's been over three months. So in effect, we have reduced what was an every other week failure, into nothing. Right now we are expected that we won't have to change that assembly out for at least six months. So for the time and labor, materials and just productivity on the line, it's greatly increased it.


MILLER'S "COMPANY CULTURE" -- WHICH EMBRACES TEAM

WORK, OPERATOR BASED MAINTENANCE, ON-GOING TRAINING,

TRUST, AND OPEN COMMUNICATION -- ENABLED A SUCCESSFUL

TPM PROGRAM THAT WILL CONTINUE GROWING AS THE PLANT

MATURES.

- FTB - SCENE 106.

NARRATOR (V0):

DELCO REMY'S MAGNEQUENCH PLANT IN ANDERSON INDIANA

PRODUCES NEODYMIUM IRON BORON MAGNETS AND MAGNETIC

POWDER FOR STARTERS, HAIR DRYERS, ROBOTICS, AND MANY

OTHER PRODUCTS. FOR THE PAST SIX YEARS THE FACTORY

PRACTICED WHAT IT CALLS CM, OR CONTROLLED

MAINTENANCE. DURING THIS PERIOD MAGNEQUENCH CREATED

AN ADVANCED PROGRAM THAT USES TEAM WORK, OPERATOR


BASED MAINTENANCE, PREVENTIVE AND PREDICTIVE

MAINTENANCE TECHNIQUES, AND A SOPHISTICATED CMMS.



MAGNEQUENCH IS COMMITTED TO THE TOTAL TEAM CONCEPT.

THE PLANT IS ORGANIZED INTO PRODUCTION TEAMS HEADED

BY COORDINATORS, SKILLED TRADE TEAMS DIRECTED BY

PLANNERS, AND A CORRECTIVE MAINTENANCE TEAM

CONSISTING OF ONE SKILLED AND ONE PRODUCTION

TECHNICIAN.

SCENE 108. (MCU) SEAL ON-CAM (12:06:40 - 12:06:52) CG: RAY SEAL PRODUCTION TECHNICIAN MAGNEQUENCH

SEAL (SYNC): Each person that works on a specific team generally has a specific responsibility and each one of those guys, each person in this plant is capable of writing work orders.

(MS) SEAL ON-CAM (12:05:12 - 12:05:25)

Our skilled trades people are in specific teams, millwrights, pipefitters, electricians and so on, each have a team, they each have a planner, there's not really a foreman or anything like that involved, the planner works with the computer system where the jobs come through, they take those jobs and try to plan out who is going to do what job and which one is of the highest priority.


A SOPHISTICATED CMMS -- CALLED "CHAMPS" -- TIES ALL

MAINTENANCE ACTIVITIES TOGETHER. SHORT FOR

COMPUTERIZED HISTORY AND MAINTENANCE PLANNING SYSTEM,

THE "CHAMPS" DATA BASE CONTAINS PERSONNEL, INVENTORY,

EQUIPMENT, OPEN WORK ORDER, EQUIPMENT HISTORY,


PREVENTIVE MAINTENANCE, AND SCHEDULING INFORMATION.



DAILY AND WEEKLY PREVENTIVE MAINTENANCE PROCEDURES --

SUCH AS MONITORING TEMPERATURE, WATER AND AIR

PRESSURE, AND CARRYING OUT ROUTINE LUBRICATION -- ARE

DONE BY PRODUCTION TECHNICIANS. DAILY PM'S ARE

REGULATED BY CHECK SHEETS, SOME AS OFTEN AS EVERY

SHIFT.


AS WEEKLY PM'S COME DUE, THE MAINTENANCE DEPARTMENT

PRINTS OUT WORK ORDERS AND SCHEDULES THEM FOR

COMPLETION BY PRODUCTION TECHNICIANS.


HERE A VACUUM PUMP IS DRAINED OF CONDENSED WATER AND

OIL VAPORS BEFORE THE BUILD UP CLOGS FILTERS AND

CORRUPTS THE VENTILATION SYSTEM. UPON FULFILLING THE

TASK, THE OPERATOR ACCESSES THE CMMS, ENTERS THE

REQUIRED INFORMATION, AND CLOSES OUT THE WORK ORDER -

- WHICH THEN BECOMES PART OF THE MACHINE'S EQUIPMENT

HISTORY.

SCENE 113. (MS) SEAL ON-CAM (12:04:25 - 12:04:35)

SEAL (SYNC): We're out there trying to monitor change. That's what this whole thing is about. We're looking for any kind of change and adjustment to bring that change back into a norm.



INCREASED EQUIPMENT AND SYSTEM FAMILIARITY BENEFITS

OVERALL PRODUCTIVITY -- AS OPERATORS IDENTIFY

PROBLEMS REQUIRING PROMPT ATTENTION, THEY IMMEDIATELY

ENTER WORK ORDERS.

SCENE 115. (CU) BAINTER ON-CAM (13:15:14 - 13:15:22) CG: LORI BAINTER CONTROLLED MAINTENANCE TOOLMAKER MAGNEQUENCH

BAINTER (SYNC): The planner will be paged so that he will go in and pick that up and the coordinator for the production team will make it a point to make personal contact with him to make sure that's gotten into the process.

SCENE 116.

NARRATOR (V0):

OPEN COMMUNICATION AND SHARING OF INFORMATION LED TO

UNDERSTANDING AND COOPERATION BETWEEN MAINTENANCE AND

PRODUCTION IN OTHER AREAS AS WELL. FOR EXAMPLE, IN

MORE TRADITIONAL PLANT ORGANIZATIONS A FOREMAN OR

GAGE CRIB ATTENDANT VALIDATES AND INVENTORIES

RETURNED TOOLING. AT MAGNEQUENCH, PRODUCTION

TECHNICIANS DO THE VALIDATION -- TAGGING EACH TOOL

WITH INFORMATION SUCH AS HOW MANY PARTS WERE RUN,

WHEN IT WAS TAKEN OUT OF SERVICE, AND ANY

REFURBISHMENTS REQUIRED TO RESTORE IT TO OPTIMUM

CONDITION -- AND THE TOOLROOM PLANNER IS RESPONSIBLE

FOR STORING THE TOOLS.


SCENE 117. CG: - VIBRATION ANALYSIS - WATER ANALYSIS - OIL ANALYSIS

NARRATOR (V0):

CENTRAL TO MAGNEQUENCH'S SUCCESS ARE THREE PREDICTIVE

MAINTENANCE PROCEDURES -- VIBRATION ANALYSIS, WATER

ANALYSIS, AND OIL ANALYSIS -- THAT DETECT PROBLEMS

BEFORE THEY CAN OCCUR.


VIBRATION ANALYSIS ACCOUNTS FOR ABOUT 90% OF THEIR

PREDICTIVE MAINTENANCE EFFORT. A PORTABLE UNIT

INTERFACES WITH THE CMMS, UPLOADS ROUTE INFORMATION,

STORES THE COLLECTED READINGS, THEN DOWNLOADS THIS

DATA INTO THE EQUIPMENT HISTORY MODULE.

SCENE 119. (MCU) BAINTER ON-CAM (13:10:32 - 13:10:55)

BAINTER (SYNC): As we monitor that equipment on a routine basis, and notice a change or trend upward or downward, then we begin to track that on a closer frequency and then we can begin to pinpoint and actually go in and do analysis on what the actual problem is. It could be a belt problem or a bearing problem, so we're looking for that specific problem and that specific bearing so that we don't have to go in a tear a whole piece of equipment down, we can just replace that component before we have a catastrophe and tear the whole thing up.


MAINTAINING A CERTAIN TEMPERATURE RANGE IN THE ALLOY

FURNACE IS CRITICAL TO MANUFACTURING HIGH QUALITY


MAGNETS. SINCE DE-IONIZED WATER TREATED WITH

MOLYBDATE IS USED IN HEAT EXCHANGERS, WATER ANALYSIS

IS CRUCIAL TO THIS PROCESS.



IT'S TESTED FOR HARDNESS, CONDUCTIVITY,

CORROSIVENESS, PH LEVEL, CHLORINE LEVEL, AND

MOLYBDATE LEVEL.

SCENE 122. (VOICE UNDER) SEAL (11:19:35 - 11:20:04) INSERT FOOTAGE TO COVER VOICE

SEAL (SYNC): If I don't have proper molybdate, the pipes are not coated, we'll end up with a corrosion problem and with some of our operations, it requires very pure water. If I don't keep that water as pure as I can possible keep it, close to 7 in the PH range, it reacts inside those systems.

(VOICE UNDER) SEAL (11:19:21 - 11:19:27) Once it's out of control, it's difficult to bring it back into control, so we keep it in control all the time.


WHILE MAGNEQUENCH'S MAINTENANCE RELATED ACTIVITIES

ADVANCED SIGNIFICANTLY OVER THE PAST SIX YEARS,

INITIATING THE TPM PROGRAM WAS NOT OBSTACLE FREE.


SEAL (SYNC): It's difficult for a guy who is used to pushing a button on a machine and setting there and watching it pump out parts everyday, to want to be a part of making sure that that machinery runs well all the time.

TPM 9A (09:02:02 - 09:02:16)

It's difficult for a tradesman to feel comfortable about a production person being involved in what was traditionally some of his areas.


(MS) SEAL 0N-CAM For the salary people, there is an area there that they were always in total control. When they have to give up that control to the people who are operating the machinery and to the people who maintain the machinery, that gets to be pretty difficult because there is a power involved there that basically is taken away from you.



OVER TIME THESE CONCERNS DIMINISHED, ALTHOUGH THE

FACTORY FOUND THAT ATTAINING GAINS MAY BE EASIER THAN

MAINTAINING THEM.

SCENE 126. (MS) BAINTER ON-CAM (14:03:48 - 14:04:08)

BAINTER (SYNC): As your organization expands, as people come and go, the people that originally had the ownership and the belief in it are no longer there so you have to go back and reinstill that belief in the people that come on board and bring them up to speed.


SEAL (SYNC): Teams have a tendency to get too close knit and see another team as a problem for them rather than everybody being one big team composed of a lot of little teams.


BAINTER (SYNC): We also have a lot of problems with people who are so used to that hero type thing and they go out and save things, that's a real problem for us too, from a skilled tradespersons standpoint. If you're used to going out and being that hero and saving things and saving the day and all the pats on the back, there is very little of that on this job.


THERE IS AN UNUSUAL DICHOTOMY HERE -- SUCCESS MAY BE

ITS OWN WORST ENEMY.

SCENE 130. (VO) SEAL (12:15:55 - 12:16:46) CARRY VIDEO FROM PREVIOUS SCENE

SEAL (VO): There's a Thursday morning meeting where everyone is


supposed to communicate team wise... (MS) SEAL ON-CAM

and it's difficult to get people to go to that meeting and say, yeah, we're doing fine, because sometimes every week your going to find, and you feel really silly going up saying, boy we're really doing good. But, it's easier for people to go up and complain because they really have something really specific and they can get emotional about, but if your doing fine, the emotions not always there.



BAINTER (SYNC): When your doing a TPM or your trying to do pro-active maintenance, it's a continued sell because you keep your equipment maintained under control and consequently you reach a point where people say --"this is not doing us any good" and so it's a continued effort.


REGARDLESS OF THE INITIAL HURDLES AND THE ONGOING

CHALLENGES, THE SUCCESSES AT MAGNEQUENCH SHOWCASE THE

GAINS TPM CAN PRODUCE.

- FTB - SCENE 133.

NARRATOR (V0):

WHAT IS THE FUTURE OF TOTAL PRODUCTIVE MAINTENANCE?

THAT CAN ONLY BE DETERMINED IF AND WHEN THE NATURE OF

TPM -- AND ITS IMPACT ON PRODUCTIVITY -- IS TRULY

UNDERSTOOD AND ACCEPTED BY MANAGEMENT.


WIREMAN (SYNC): It effects our ability to produce a product. Without that understanding the TPM program never gets the support it needs across the organization and will become just another maintenance program and will never really be effective.


AFTER CREATING A FUNDAMENTAL AWARENESS, MANAGEMENT

MUST SUPPORT THE PEOPLE, AND COMMIT RESOURCES TO NEW

TECHNOLOGIES TO ACHIEVE SUCCESS.



WIREMAN (SYNC): Everyone from upper management to the line employee has to be educated to the value of this.



WILLIAMSON (SYNC): The support that he or she gets from the next level of supervision is most critical. So there has to be a clear understanding of their new roles in a TPM environment.


SUPPORT, IN THE FORM OF TRAINING, IS SIMPLY CRUCIAL.


WIREMAN (SYNC): We've got to define a zone of jobs that the operator can do that we are willing to commit the resources necessary for the operators to be trained to do and in that case autonomous maintenance to that point can be accomplished.


WILLIAMSON (SYNC): Related training to TPM are visual control systems, how do you chart progress, how do you communicate to the people where we are in our TPM efforts, where the natural work units are in the progress, so visual controls is a very important part of it.

SCENE 141. (MCU) WIREMAN ON-CAM (00:11:25 -00:11:43)

WIREMAN (SYNC): But without training both of the trade skills and also of the line employees, a TPM program will not work. There must be technical training at that area, at that level. And so without that the programs will fail.


WILLIAMSON (SYNC): People must understand higher and higher levels of technology in order for manufacturing to be more and more competitive.


AS COMPETITION ESCALATES, EQUIPMENT WILL BECOME EVER


MORE COMPLEX. IN THE NEAR FUTURE, ADVANCES IN

COMPUTER TECHNOLOGY WILL YIELD VERY SOPHISTICATED AND

RELIABLE SYSTEMS.



WILLIAMSON (SYNC): The technologies are available today to truly have a lights out facility which basically means production can operate in a technology of its own with very minimal human interaction.


WIREMAN (SYNC): Things like artificial intelligence which is just now starting to see an entry into the maintenance arena. New sophisticated measuring systems, the new use of computerized systems to provide real-time on line data.

SCENE 146. (CU) WILLIAMSON ON- CAM (16:12:44 - 16:13:01)

WILLIAMSON (SYNC): Expert systems allow operators and maintenance people to have instant answers to online problem, again, its shortening that cycle time, its reducing downtime, it improving product quality by having instant answers to an immediate problem.


BUT TECHNOLOGY IN ISOLATION DOES NOT INCREASE

COMPETITIVE POSITION. IMPROVEMENT STRATEGIES ARE

SEVERELY HANDICAPPED BY POORLY MAINTAINED EQUIPMENT,

AND INDEED, WORLD CLASS PROGRAMS MAY NOT FUNCTION AT

ALL WITHOUT A SOLID TPM PROGRAM.

SCENE 148. (VO) WIREMAN (01:27:16 - 01:27:25) TPM 18 PYRAMID GRAPHIC - CELLS ONE & TWO

WIREMAN (VO): With maintenance as the foundation your quality program can build because your equipment is reliable. It's going to produce a quality product every time it cycles the products going to be in spec.

SCENE 149. (VO) WILLIAMSON (16:21:26 - 16:21:36)


TPM 18 PYRAMID GRAPHIC - CELL 3 WILLIAMSON (VO): To achieve JIT manufacturing, you need to have reliable effective equipment, its essential. Well, Total Productive Maintenance strategies allow that to happen.


SCENE 150. (VO) WIREMAN (01:27:46 - 01:28:19) TPM 18 PYRAMID GRAPHIC - CELL 4

WIREMAN (VO): And the same thing is true with total employee involvement,

WIREMAN ON-CAM Well if you got problems with your equipment it has to be addressed by a maintenance program. If you don't put a maintenance program in place to address it you're not responding to their suggestions, if you don't respond to their suggestions the TEI program falls apart. So maintenance is a foundation program for those others to build on. Without a maintenance program in place the other programs will have partial, limited if any success.

SCENE 151. (MCU) WILLIAMSON ON-CAM (16:09:39- 16:09:55)

WILLIAMSON (SYNC): The power of TPM is awesome. What it will do to improve job satisfaction to the people, and improve throughput of product and improve equipment effectiveness is not included in any other type of improvement strategy.


WILLIAMSON (SYNC): TPM focuses on the capital equipment part and it focuses on the people part, it brings the people and the machines closest together, so it's essential for the future of manufacturing, whether you call it TPM or not, depends on your own work culture.

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