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Wednesday, December 18, 2024

2.8 TOTAL PRODUCTIVE MAINTENANCE ON VESSELS

 

TPM assigns preventive and routine maintenance responsibility to those who operate the individual equipment. In the maritime context, autonomous maintenance by operators is essential due to the decreasing number of crew on board; this creates a sense of ownership of the equipment in the operator, and the best way to implement it would be to have dual competency marine officers (MAROF) on fixed rotation, removing the concept of separate navigation and engineer officers. MAROFs could prevent equipment deterioration through correct operations and daily checks, bring the equipment to its ideal state through restoration and proper management, and establish the conditions needed to keep the equipment well-maintained. Furthermore, riding teams of repair fitters and technicians could undertake major maintenance as and when required under the supervision of MAROFs; this would optimise the use of skilled officers on board and improve their job satisfaction.

Training is another aspect that needs to be focused on to ensure adequate maintenance management in the marine industry. While maintenance is an essential shipboard activity, there is no training imparted in maintenance management either as a subject or as part of one mandatory course. Most countries do not examine candidates for this topic in their competency exams either. However, IMO has developed a model course on maintenance planning and execution, which includes maintenance planning and control. While RCM is not mentioned, it has a similar theme to the extent that the different failure profiles noted in the aviation industry are also shown; this is another indication of the relevance of RCM in the maritime context. Private maritime training institutes could deliver this training, but they are commercial ventures and must generate profit to sustain themselves. Maintenance management could be a topic for competency exams or a mandatory course to create awareness.

 

In the most basic sense, the three goals of TPM are zero unplanned failures (no small stops or slow running), zero product defects, and zero accidents. To achieve these goals, TPM must be applied in the proper amounts and situations and be integrated with the manufacturing system and other improvement initiatives. Therefore, adequate implementation of TPM will not only improve the capability of the equipment but also make the maintenance practice more efficient, making the business more profitable and competitive.

TPM aims to cultivate a sense of ownership in the equipment operator, which is essential for the success of any maintenance program. A comparison can be made between how RCM and TPM deal with the issue of variation in failure intervals. RCM advocates for the use of condition-based maintenance whenever possible and feasible to address this issue, while TPM attempts to stabilise failure intervals by:

1)       establishing basic conditions through cleaning, lubricating, and tightening;

2)       identifying abnormalities and restoring deterioration;

3)       clarifying operating conditions and complying with conditions of use;

4)       eliminating or controlling major contamination sources;

5)       establishing daily checking and lubricating standards; and

6)       Introducing extensive visual control.

These recommendations are highly relevant in the shipping industry, and TPM can facilitate RCM implementation. To a considerable extent, ships' formal safety assessment (FSA) has a similar approach to RCM. The difference could be that FSA considers all hazards, while RCM mainly concerns functional failures. Nevertheless, FSA is a methodology successfully approved for rule-making purposes by the IMO and provides insights on how RCM should be applied in ship operations.


2.8.1 TOTAL PRODUCTIVE MAINTENANCE CONCEPTS

The concepts of TPM can be grouped into three categories: autonomous maintenance, planned maintenance, and maintenance reduction.

2.8.1.1 AUTONOMOUS MAINTENANCE

Autonomous maintenance in the marine industry involves using the crew to perform routine maintenance tasks on the vessel's equipment, including daily cleaning, inspecting, tightening, and lubricating. The crew is familiar with the equipment and can quickly detect any anomalies. Effective implementation of autonomous maintenance requires education and training of manufacturing and maintenance staff, crew, and management on the concepts of TPM, the benefits of autonomous maintenance, and special safety awareness training for equipment operators.

Visual controls can simplify inspection tasks and minimise training. Equipment is labelled to make identifying normal versus abnormal conditions more manageable, and inspections are documented on check sheets, including a map of the area and the appropriate inspection route. The equipment operators also collect daily information on equipment health, including downtime, product quality, and any maintenance performed. This information helps identify signs that equipment is beginning to degrade and may need significant maintenance.

While implementing autonomous maintenance, addressing concerns such as asking equipment operators to assume additional responsibilities and maintenance staff to give up part of their responsibilities is essential. Management must communicate their support for the new maintenance approach and provide opportunities for the maintenance staff to assume new responsibilities. Ideally, the maintenance staff will be free from their daily firefighting activities and focus on planned maintenance, equipment analysis, and design activities. These changes in roles and responsibilities need to be developed.

 


2.8.1.2 PLANNED MAINTENANCE

By removing some of the routine maintenance tasks through autonomous maintenance, the maintenance staff can start working on proactive equipment maintenance. Planned maintenance activities (preventive maintenance) are scheduled to repair equipment and replace components before they break down; this requires the production schedule to accommodate planned downtime to perform equipment repairs and allow these repairs to be treated as a priority on

par with running the equipment to produce parts. The prevailing theory is that as the planned maintenance goes up, the unplanned maintenance (breakdowns) goes down, and the total maintenance costs go down.

After implementing TPM, the equipment is likely to receive better care. The vessel owner, operator, and crew should determine the appropriate amount of planned maintenance as a team based on the equipment's health and the type of vessel and equipment on board. Excessive maintenance can be as expensive as insufficient maintenance, and therefore, a balance point needs to be determined by a thorough analysis of the equipment.


A detailed understanding of the equipment, including the equipment component level, is required to perform planned maintenance properly. The process should start with the vessel and critical features and extend to the equipment, equipment processes, and process parameters. Once the technical department on shore and the engine department on board have identified the critical process parameters, they should validate them and determine the proper parameter settings, which can be accomplished through the design of experiments (DOE). These DOE can identify the process parameters that provide the most significant leverage for improving equipment performance linked to critical vessel features, and this process can be aided by the Original Equipment Manufacturer (OEM).

Planned maintenance uses data from process capability and machine capability studies to establish acceptable performance levels. Process capability studies evaluate the equipment's ability to operate without breakdowns, while machine capability studies analyse the equipment's ability to perform specific operations and compare the results to industry standards. Regularly conducting these studies can provide indicators that the equipment's performance is deteriorating and the vessel's performance is likely to decline or have a breakdown soon. This data can also be stored in a maintenance database to analyse similar equipment or equipment components for chronic issues, reducing the problems associated with making decisions with insufficient data.



2.8.1.3 MAINTENANCE REDUCTION

The final TPM concept involves equipment design and predictive maintenance, which aim to decrease the total amount of required maintenance. Collaborating with original equipment makers  (OEM) enables the integration of knowledge gained from equipment maintenance into the design of the next generation of equipment. This design for maintenance approach results in easier maintenance equipment, such as easy-to-reach lubrication points and access covers to inspection points. It can be immediately supported with autonomous maintenance. The supplier can also include the visual control markings and labels the customer uses. This collaboration can be used to establish equipment performance criteria, which can serve as an acceptance test for the equipment. Additionally, the supplier can provide data on their components to determine the required frequency of inspections and planned maintenance.

Another way to reduce the required maintenance is through special equipment analysis, which collects data to predict equipment failures. Examples of such analysis include thermography, ultrasound, and vibration analysis. Thermography detects equipment "hot spots" related to bearing wear, poor lubrication, or plugged coolant lines. Ultrasound analysis detects minute cracks in the equipment, and vibration analysis detects unusual equipment vibration. These equipment analyses can be performed periodically, and the frequency can be adjusted as historical data shows trends. They are also helpful in finding the causes of chronic problems that cannot be eliminated with the data collected by the operator's inspections and regular planned maintenance.

2.8.1.4 EQUIPMENT EFFECTIVENESS

The term equipment effectiveness is commonly used to refer only to the availability or up-time of the equipment, which is the percentage of time it is up and operating. However, the actual effectiveness of equipment depends not only on its availability but also on its performance and rate of quality. A key objective of TPM is to maximise equipment effectiveness by reducing waste in the manufacturing process. The three factors that determine equipment effectiveness are equipment availability, performance efficiency, and quality rate, and these factors are used to calculate the overall equipment effectiveness (OEE) measure, which is discussed further in the TPM Metrics section.

 

2.8.1.5 EQUIPMENT AVAILABILITY

Equipment availability is crucial on a well-functioning vessel, but it may mean something other than the equipment must always be available. In a synchronised system, for example, having an auxiliary engine running when power is not needed results in fuel oil overconsumption. However, when there is a need to increase power, the equipment must be capable of satisfying the demand. Therefore, the equipment management program should balance the costs of maximising equipment utilisation with the costs of storing extra fuel and spares needed for running extra auxiliary engines.

Equipment availability is affected by both scheduled and unscheduled downtime. In a well-functioning system, unplanned downtime is minimised, while planned downtime is optimised based on need levels and the equipment's ability to change as per user needs. The appropriate need evel depends on how often the equipment is down for scheduled and unscheduled repairs.

Unexpected breakdowns are the most common cause of lost equipment availability, affecting crew maintenance times. Keeping backup systems available can minimise the effect of lost availability, but this is only sometimes cost-effective. Another drain on equipment availability is the time required to change over equipment to run. Performance efficiency is another factor that contributes to overall equipment effectiveness.

2.8.1.6 PERFORMANCE EFFICIENCY

Equipment efficiency is a commonly used metric when evaluating a propulsion system ( main engine) or any other system on board. It is typically maximised by running the equipment at its highest speed for as long as possible to increase performance. Conversely, efficiency is reduced by idling time (waiting for orders), minor stops, and lower throughput from running the equipment at a reduced speed. These efficiency losses can be caused by low operator skill, worn equipment, or poorly designed systems.

However, relying solely on equipment efficiency can lead to poor decision-making since the system may not benefit from the traditional goal of 100 per cent efficiency. The essential criteria are how many parts the equipment should be online, not how many can run at a breakneck pace. The target efficiency needs to consider what speed/output the equipment is designed to produce and what is needed as per requirements. When the equipment is up and running, it should be capable of running at its designed speed. However, when running is unnecessary, shut the equipment down and use this time to perform other tasks rather than slowing the equipment down to reduce throughput (e.g. the Auaxiliry engine). This occasional downtime can be valuable for performing autonomous maintenance, planned maintenance, and equipment analysis.

2.7.1.7 QUALITY RATE

An equipment/system on board's primary purpose is to provide propulsion to produce power, not just to keep equipment running or people busy. Therefore, the system only fulfills its purpose if the equipment is available and running at its designed speed but not performing as designed. In such cases, it is best to shut down the equipment to conserve energy and repair it if necessary. Quality losses can also result from long warm-up periods or waiting for other process parameters to stabilise, resulting in lost time, effort, and overconsumption.

Improving the quality rate should be linked to critical requirements. Having vessel performance on a perfect level or close to perfect in every aspect except the critical one that matters most to the customer is of little value. The concept of key characteristics helps align the essential features with the responsible equipment parameters. These are the parameters that need to be improved to maximise the overall system's benefit, and they should be measured when determining the quality rate of the equipment.

2.8.2 TPM METRICS

The additional data collection requirements in TPM are crucial for measuring progress and identifying opportunities for improvement. These metrics include equipment availability, performance efficiency, and quality rate, which calculate the equipment's overall effectiveness (OEE).

In addition to OEE, other metrics commonly used in TPM include the mean time between failures (MTBF), mean time to repair (MTTR), and the number of breakdowns. These metrics help identify chronic problems, evaluate the effectiveness of maintenance activities, and determine the root causes of equipment failures.

It is also essential to track the costs associated with maintenance activities, including planned maintenance, corrective maintenance, and autonomous maintenance. By analysing these costs, organisations can identify opportunities to reduce maintenance expenses and improve the overall efficiency of the maintenance program.

Finally, data on the frequency and severity of safety incidents should also be collected and analysed as part of the TPM program. This data can be used to identify safety risks and develop strategies to mitigate them, reducing the risk of injuries and accidents in the workplace.

2.8.2.1 OVERALL EQUIPMENT EFFECTIVENESS

The OEE is a widely used concept in TPM literature, and it is determined by multiplying the equipment availability, performance efficiency, and quality rate, as previously explained. The equipment operators collect the data required to calculate these values daily, including scheduled downtime, unscheduled downtime, and good or bad performance results. Implementing control charts on these values provides aggregate data that helps track changes in equipment performance. However, predefined thresholds should be established to determine when more detailed data collection is necessary to prevent catastrophic failure. A history of both OEE and more detailed data should be collected to identify undesirable events and their causes to set these thresholds. Although OEE provides a valuable benchmark for tracking TPM program progress, it does not provide enough detail to determine the root cause of equipment performance issues. Therefore, supplemental data is required to identify the cause of observed events.

2.8.2.1.1 SUPPLEMENTAL DATA COLLECTION

These methods are intended to provide more detailed information for problem-solving and decision-making than the aggregate measure of OEE.

One such method is statistical process control (SPC) data, which can be collected on critical product features to provide feedback to equipment operators on the repeatability of specific equipment operations. For example, if the process goes out of control, the SPC data should immediately alert the operator.

Another approach is to collect SPC data on critical process parameters such as feed, speed, temperature, and time. This requires first identifying the vital parameters and determining their optimal settings using design-of-experiments (DOE) techniques. Once established, the operators can collect data or continuously monitor the parameters' performance.

Due to limited data, special "short run" methods may be required for SPC equipment and process parameters analysis.

A process is to be considered

out of control when any of the following are detected in the control charts:

         One point is more than three standard deviations from the process mean

         Two out of three points are at least two standard deviations from the process mean

         Four out of five points are at least one standard deviation from the process mean

         Eight points in a row lie on the same side of the process, which means it is essential to balance providing too little or too much data for analysis.

The data should be easily monitored and analysed to provide benefits without becoming burdensome.

2.8.3 TPM IMPLEMENTATION

The implementation of TPM involves critical issues that must be considered. Based on the TPM concepts discussed earlier, the plan typically takes 3 to 5 years to complete. Below is a brief description of each TPM implementation activity.

2.8.3.1 MASTER PLAN

At this stage, the office technical team, management, and onboard engine team collaborate to determine the scope and focus of the TPM program. The equipment to be included in the program and their implementation sequence are selected. Baseline performance data is collected, and the program's objectives are established.

2.8.3.2 AUTONOMOUS MAINTENANCE

The office and onboard technical/engine team undergo training on TPM's methods, tools, and visual controls. The vessel engine crew cleans and inspects their equipment and performs maintenance work. The engine staff trains the operators ( on deck, bridge) on routine maintenance, and all parties collaborate in developing safety procedures. The vessel crew begins to collect data to assess equipment performance.


2.8.3.3 PLANNED MAINTENANCE

The engine crew, followed by the technical department on shore, analyses the data collected by equipment operators to determine maintenance requirements based on usage and need. If a system for tracking equipment performance metrics and maintenance activities is yet to be available, they create one. The maintenance schedules are integrated into the vessel schedule to avoid conflicts.

2.8.3.4 MAINTENANCE REDUCTION

The knowledge gained from collecting data and implementing TPM is shared with OEM, who incorporate this "design for maintenance" knowledge into the next generation of equipment designs. Additionally, the office and engine develop plans and schedules for periodic equipment analyses such as thermography, vibration and oil analysis. The results of this analysis are recorded in the maintenance database to create accurate estimates of equipment performance and repair requirements. These estimates are then used to develop spare part inventory policies and proactive replacement schedules to ensure that the necessary parts are available when needed.

2.8.3.5 HOLDING THE GAINS        

The organisation's standard operating procedures should include the new TPM practices. Integrating these practices and data collection activities with other production system elements is important to avoid duplication or conflicting requirements. The equipment management methods should be continuously improved to simplify tasks and reduce the effort required to maintain the TPM program.

2.8.3.5 SUMMARY

Total Productive Maintenance (TPM) is an approach to equipment management that emphasises collaboration and teamwork to enhance equipment effectiveness. Successful implementation requires shared responsibilities, full employee involvement, and natural work groups. The analogy to the average car owner can be used to explain the TPM approach. The owner (equipment operator) performs minor maintenance activities like checking the oil and tires and sometimes even gives the car a tune-up. However, if something major goes wrong, an expert auto mechanic (maintenance technician) is called to perform the complex tasks. However, most traditional organisations treat their equipment as a rental car, unlike the car owner who values and takes care of their vehicle.

While TPM is often implemented as a standalone improvement activity, it should be integrated with other vessel elements as an overall system for more significant benefits. For example, the synergy of inventory reduction, hardware variability control, and cycle time reduction can provide more significant benefits than the sum of their parts.

2.8.4 COMMON BARRIERS ENCOUNTERED

Several challenges and setbacks were encountered while implementing the TPM programs mentioned earlier. Although some were unique to specific vessel types, many barriers encountered were common to most TPM programs. The following briefly describes some of these challenges that affected the four sites mentioned earlier and other TPM programs.

2.8.4.1 STRATEGIC DIRECTION

One of the significant challenges to the success of TPM is the need for more strategic direction, which can be the most significant obstacle. Each organisation that decides to implement a TPM program creates a unique implementation plan. Consequently, each program is typically "owned" by one or two individuals within the organisation. If these individuals leave the group, the TPM program may experience a gradual decline in direction and support. Moreover, these programs hinder information, tools, and data sharing among organisations. If a comprehensive TPM strategy and approach were developed, some organisations might be required to backtrack to achieve commonality.

2.8.4.2 PRIORITY GIVEN TO TPM

TPM is often viewed as maintenance rather than a vessel operations issue in the marine industry; this is supported by the fact that most TPM personnel are either maintenance or training personnel. The separation between vessel operations and maintenance is often significant, with these groups rarely reporting to the same organisation until above the executive level. As a result, vessel operations personnel are rarely measured on vessel equipment performance, and the maintenance group is rarely measured on vessel operations, safety, or environmental performance. This separation eliminates any incentive for managers of both organisations to pool their resources to achieve a successful TPM program. The lack of TPM goals and metrics in business plans and performance plans for vessel operations and maintenance provides evidence of this barrier.

 

2.8.4.3 CONFLICTING PROCESSES

The vessel operators are often faced with implementing multiple projects and initiatives simultaneously, including new equipment installations and process improvement initiatives; this can often result in overwhelming workloads and a lack of resources to implement all projects effectively. Implementing additional initiatives, such as a TPM program, without proper documentation and prioritisation may lead to neglecting other important projects.

Vessel operators must prioritise their crew's workload and evaluate the potential for integrating multiple processes into one cohesive initiative. This can help avoid resource competition and ensure that all initiatives are effectively implemented over a longer timeframe. Therefore, it is crucial to evaluate the possible process integration that can be achieved to avoid overwhelming workloads and neglect of important projects.

2.8.4.4 DATA AVAILABILITY

The lack of reliable data for planning purposes has hindered several efforts to implement TPM in the marine industry. The existing data collection methods do not emphasise the benefits of accurately monitoring vessel performance. Without this data, it is challenging to determine the relationship between vessel performance, safety, and maintenance costs. In addition, the data being collected is often not used for any decision-making, so the quality of this data is never verified. The result is that some data is available, but it may be of poor quality and is not collected in a manner that allows easy analysis. Without reliable data, the organisation can not develop accurate prioritisation plans and quantify any of the benefits received from their TPM programs, such as increased safety and reduced maintenance costs.

2.8.5 SUCCESS FACTORS AND ENABLERS

It is not surprising that some of the factors contributing to successful TPM programs involve avoiding the barriers discussed earlier. However, additional activities are also common among the more successful programs. For this analysis, a successful TPM program is defined as one that has developed and followed through with implementation plans and has achieved the expected benefits. It is important to note that success is not solely measured in significant financial savings, as some programs may have less ambitious goals yet still be considered successful if they achieve their stated objectives.

2.8.5.1 MANAGEMENT SUPPORT

The successful implementation of TPM requires a highly supportive management team committed to the program; this means that management should do more than allow TPM to be implemented; they should be an integral part of the driving force behind it. Management activities include rewarding teams for proactive maintenance, revising business plans to include TPM goals, allowing vessel crews to attend training sessions, and communicating the TPM goals to the entire organisation. With management's full support, the TPM program can succeed even if the TPM coordinator or critical personnel leave the organisation.

2.8.5.2 FOCUSED APPROACH

In the marine industry, it is vital to prioritise the implementation of TPM practices to achieve the most significant benefits. While there may not be a universal method for prioritisation, developing a clear master plan is crucial, as it allows organisations to allocate resources efficiently and address the most pressing equipment issues. Successful TPM programs in the marine industry have had the support of a committed management team, who rewarded proactive maintenance and communicated TPM goals to the entire organisation.

2.8.5.3 OPERATOR ( vessel management team ) OWNERSHIP

It is also essential to involve the vessel's crew in implementing TPM. Crew members responsible for operating and maintaining the equipment on board should be trained in the methods and tools of TPM. They should be encouraged to take responsibility for cleaning, inspecting their equipment, and performing maintenance tasks. The office technical and vessel engine team should train all the crew members on performing maintenance, and all should be involved in developing safety procedures.

It is also important for the crew members to collect data to determine equipment performance. The crew members can provide valuable insights into the condition of the equipment, which can be used to determine maintenance requirements. The office technical and vessel engine team can use this data to develop accurate estimates of equipment performance and repair requirements.

For example, in manufacturing, the marine industry must prioritise the implementation of TPM based on the equipment and systems most critical to vessel operations; this requires a clear master plan for how the vessel will transition to TPM practices and a focused plan of attack.

Management also needs to assume a leadership role in TPM implementation while allowing the crew members to take a prominent role in its development and implementation. The crew members' involvement in implementing TPM enables them to invest some of their blood, sweat, and tears in the TPM plans, resulting in proactive equipment inspection and maintenance.

2.8.5.4 JUST-IN-TIME TRAINING

For the vessel management team, ensuring that training is delivered at the appropriate time is vital to be effective. Training that is provided too early or too late can be equally ineffective. Therefore, it is essential to time the training to deliver it just before the individual is required to apply the knowledge in their job. This approach, known as just-in-time (JIT) training, allows individuals to reinforce their learning by immediately applying it hands-on. JIT training also minimises the impact of training on the vessel's operations by delivering training in small doses over an extended time.

2.8.5.5 INTEGRATED PROCESSES AND SCHEDULES

Failing to integrate the various vessel operation and maintenance processes can create conflicts and inefficiencies. It is essential to have a cohesive plan that integrates the vessel's maintenance schedule with the schedule to avoid conflicts and prioritise resources; this includes incorporating scheduling activities and coordinating access to the vessel among various departments and teams involved in vessel operation, maintenance, testing, and research and development. Just-in-time training should also be considered to ensure crew members are trained using their new knowledge, reinforcing classroom learning with direct and immediate feedback.

2.8.6 BENEFITS OF TPM

When considering whether to implement a TPM program for ocean-going vessels, it is important to ask what benefits can be gained from such an initiative. The answer is simple: TPM can help reduce the operating costs of vessels; this is particularly true for vessels that rely on complex equipment and automated systems. However, the actual savings will depend on the current state of the vessel's system and the specific type of equipment used. For example, if the equipment is already performing well, focusing on other ways to improve the system may be more beneficial. Each vessel must be evaluated for its unique situation to determine whether TPM brings significant advantages.

It is important to note that TPM implementation does come with a cost, including training and changes to procedures and roles. However, the benefits of improved equipment reliability and utilisation, reduced equipment wear and tear, and decreased maintenance issues have been well-documented in many industries. For example, in the marine industry, increased equipment availability may also enable vessels to delay purchasing additional equipment to meet employment demands.

In the marine industry, increasing scheduled maintenance activities can also drastically reduce unscheduled maintenance and breakdown repairs, leading to cost savings. This is particularly important for vessels that operate in remote areas, where breakdowns can result in significant delays and additional costs. Preventive maintenance can also help extend the vessel's and equipment's lives, reducing the need for costly replacements. Additionally, improving equipment reliability and utilisation can increase the efficiency of operations, resulting in increased productivity and profitability.

Implementing TPM in the marine industry can also improve safety, which is vital in this field. Ensuring equipment is properly maintained and inspected reduces the risk of accidents and injuries. Furthermore, improving equipment performance and reliability can help reduce environmental risks and comply with regulatory requirements.

In summary, implementing TPM in the marine industry can lead to cost savings, improved efficiency and productivity, increased safety, and environmental compliance. However, like any other industry, the optimal amount of preventive maintenance must be determined through a cost-benefit analysis to balance excessive maintenance costs and breakdowns.

2.8.6.1 REDUCED VARIATION

In addition to the benefits mentioned above, TPM can help reduce energy costs and environmental impact. Properly maintained equipment running at optimal conditions typically uses less energy and produces less waste; this can lead to significant cost savings for the organisation and help reduce its carbon footprint. By implementing TPM practices such as energy audits and identifying opportunities for energy savings, organisations can reduce their energy consumption and improve their sustainability. Additionally, TPM can help improve workplace safety by identifying and eliminating potential hazards in the production process; this can lead to a safer work environment and reduce workers' compensation costs for the organisation. Overall, the benefits of TPM are numerous and can positively impact an organisation in many ways.

2.8.6.2 INCREASED VESSEL AVAILABILITY

Implementing TPM can also lead to increased vessel availability. By reducing unscheduled downtime and increasing equipment reliability, vessels can spend more time in operation and less time in repair or maintenance; this is particularly important for vessels that operate on tight schedules or in harsh environments where maintenance and repairs are more challenging to perform. An effective TPM program can also reduce setup and changeover times, allowing vessels to transition between tasks more quickly and efficiently. The result is increased productivity and value-added time for the vessel and crew. Companies that have successfully implemented TPM in the marine industry have seen increased vessel productivity, maintenance cost reductions, and customer satisfaction improvements due to increased vessel availability.

2.8.6.3 REDUCED MAINTENANCE COSTS

By shifting maintenance focus from reactive repairs to proactive improvement, organisations can reduce their overall maintenance costs. The traditional approach of fighting fires and handling unpredictable workloads requires extra staffing. However, by implementing scheduled maintenance events and autonomous maintenance under TPM, organisations can level-load the work across all staff members and free up maintenance staff to focus on proactive equipment improvements and analysis. This transition requires a management team that values improved maintenance's potential gains over reducing staff headcount. Moreover, TPM also contributes to reduced energy consumption since equipment operates more efficiently, spending less time idling. Though gains from energy conservation may not be staggering, they still contribute to reducing overall manufacturing costs. Successful companies have achieved significant benefits from TPM, including a reduction in maintenance spending.

It is important to note that the actual benefits of TPM will vary based on each organisation's specific circumstances and challenges. TPM is not a one-size-fits-all solution, requiring careful planning, implementation, and monitoring to ensure its success. It is also important to recognise that TPM is not a quick fix or a short-term solution. It requires a long-term commitment to continuous improvement and a willingness to adapt to changing circumstances and emerging challenges. With the right approach and mindset, however, TPM can be a powerful tool for improving equipment reliability, reducing costs, increasing productivity, and enhancing overall competitiveness

2.8.6.4 REDUCED INVENTORY

Any marine organisation that uses unreliable equipment on their vessels must maintain an unnecessarily large stock of spare parts to fulfil the operational demands. In contrast, the equipment is nonoperational—the more unreliable the equipment, the larger the necessary stock of spare parts. If a vessel system is composed of unreliable equipment, the spare parts inventory must be kept higher than desirable to accommodate equipment performance uncertainty. This extra inventory can create many problems: vessel operational requirements change takes too long to incorporate; the new lead time must allow for using up the spare parts inventory. Further, any defective parts produced can sit in the inventory, waiting to be discovered at the next step in the maintenance process. The inventory is effectively hiding these maintenance problems. Implementing a TPM program removes much of the uncertainty in the vessel system's equipment reliability and maintenance cycle time.

The spare parts for the vessel equipment are another source of unnecessary inventory holding costs. The spare parts are used to repair the equipment, which could occur at any time on unreliable equipment. Once again, the uncertainty in the equipment performance requires extra inventory. Through reliability engineering, data collection and analysis, the maintenance staff can develop an accurate estimate of the necessary spare parts and the frequency of their usage. Implementing TPM will allow the maintenance technicians to perform the analysis required to optimise their spare parts inventory policy.

Additional effort should be applied to reducing inventory via improved scheduling systems and synchronised maintenance processes.

2.8.6.5 IMPROVED SAFETY

The initial steps in implementing the autonomous maintenance activities of TPM in the marine industry create an environment that could quickly reduce safety and increase accidents; this is the result of crew members taking on additional and unfamiliar maintenance tasks for which they may not have been effectively trained. Since these tasks are new to the crew and often involve potentially hazardous activities (such as inspecting machinery in confined spaces or working at heights), they pose a new threat to the crew's safety. Therefore, ensuring the crew's safety must be a primary function of the TPM implementation plan; this requires extensive training, developing "fool-proof" maintenance tasks, and implementing improved procedures. Also, the crew better understands their equipment by performing routine maintenance tasks frequently. This new knowledge helps the crew make more intelligent decisions to reduce the potential hazards that the equipment presents. Therefore, the safety of all individuals involved with the vessel must be a top priority of any good TPM program.

The improved safety within TPM has allowed some marine companies to reduce their accidents to zero. Another side benefit of the TPM program is that pollution is often reduced due to more efficient equipment, which extends the safety improvements to include the marine environment.

2.8.6.6 IMPROVED MORALE

The final benefit of implementing TPM is improved crew morale. Of course, any change in the workplace can cause disruption. Still, TPM uses onboard teams to develop and deploy the implementation plans, giving the crew increased control and ownership over the vessel equipment. This ownership allows the crew to take pride in their work and make informed decisions on equipment use. However, this requires management support and the willingness to give decision-making authority to the operators. If managers are unwilling to do so, morale may suffer rather than improve.

The vessel's engineers also benefit from TPM as they have more time to perform equipment analysis, work with equipment designers, and engage in other technically challenging tasks. The engine crew will not necessarily see a drop in their workload as they shift to more proactive maintenance activities, such as developing preventive maintenance requirements for the equipment. This change requires management support to allow the engine crew to develop their skills and take on these new tasks.

Disclaimer:

Out of Box Maritime Thinker © by Narenta Consilium Group 2022 and Aleksandar Pudar assumes no responsibility or liability for any errors or omissions in the content of this paper. The information in this paper is provided on an "as is" basis with no guarantees of completeness, accuracy, usefulness, or timeliness or of the results obtained from using this information. The ideas and strategies should never be used without assessing your company's situation or system or consulting a consultancy professional. The content of this paper is intended to be used and must be used for informational purposes only.

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