Ch06 Intro Tpm

8/16/2019 Ch06 Intro Tpm

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An Introductionto

Total P roductiveM aintenance

(TPM)


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What is Total ProductiveMaintenance (TPM)?

• It can be considered as the medicalscience of machines.

• Total Productive Maintenance is amaintenance program which involves anewly defned concept for maintainingplants & equipment.

• The goal o the TPM program is tomarkedly increase production while, at thesame time, increasing employee morale &

job satis action.


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Why TPM?

TPM as introduced to achieve the

follo ing o!"ectives . (The important onesare listed !elo .)

#. Avoid astage in a quic$l%changing economic environment.

. Producing goods ithoutreducing product qualit%.

'. educe cost.. educe production time .

*. +oods send to the customersmust !e non defective.


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The diferences between T M and TPM is summari!ed below.

Category TQM TPM

Object Quality

( Output andeffects )

Equipment

( Input and cause )

Mains ofattaining goal

Systematize t emanagement!

It is soft"areoriented

Employeesparticipation and itis ard"areoriented

Target Quality Elimination oflosses and "astes!


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TPM , -istor%

• /nl% essential TPM is an innovative 0apaneseconcept.

• The origin of TPM can !e traced !ac$ to #1*# henpreventive maintenance as introduced in 0apan.

•Preventive maintenance is the concept herein2operators produced goods using machines and themaintenance group as dedicated ith or$ ofmaintaining those machines2 ho ever ith theautomation of 3ippondenso ,2maintenance became a problem as more maintenance

personnel were required.• 4o the management decided that the routinemaintenance of equipment ould !e carried out !%the operators. ( This is Autonomous maintenance 2one of the features of TPM ). Maintenance grouptoo$ up maintenance or$s.


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TPM Targets

# "btain Minimum #$% "P (Overall Plant Efficiency)

"btain Minimum '$% " ( "verall )uipment*ectiveness +( unch is or operators and notor machines - + un the machines even during

lunch.

"perate in a manner, so that there are nocustomer complaints.' educe the manu acturing cost by /$%.

0chieve 1$$% success in delivering the goodsas re)uired by the customer.

* Maintain an accident ree environment.5 2ncrease the suggestions by / times.6 3evelop Multi4skilled and 5e6ible workers.


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Motives of TPM ا و د ل ا

#!$doption of life cycle approac for impro%ing t eo%erall performance of production equipment!&!Impro%ing producti%ity 'y ig ly moti%ated"or ers " ic is ac ie%ed 'y o' enlargement!*!T e use of %oluntary small group acti%ities foridentifying t e cause of failure + possi'le plant andequipment modifications!

Uniqueness ofTPM ر ف ت ل ا

T e ma or difference 'et"een TPM and ot erconcepts is t at t e operators are also made toin%ol%e in t e maintenance process ! T e conceptof "I ( Production operators ) Operate, You( Maintenance depart ent ) fi!" is not follo"ed!

TPM Objectives

د ه ل ا

$c ie%e ,ero -efects+ ,ero .rea do"n and ,eroaccidents in all functional areas of t eorganization!#!In%ol%e people in all le%els of organization!&!/orm different teams to reduce defects and SelfMaintenance!


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irect benefits ofTPM د ئ ا ف ل ا

Increase producti%ity and OPE ( O%erall PlantEfficiency ) 'y #!0 or & times!

#!1ectify customer complaints!&!1educe t e manufacturing cost 'y *23!*!Satisfy t e customers needs 'y #22 3(-eli%ering t e rig t quantity at t e rig t time+ int e required quality! )4!1educe accidents!

0!/ollo" pollution control measures!Indirect benefits

of TPM د ئ ا ف ل ا

5ig er confidence le%el among t e employees!#!6eep t e "or place clean+ neat and attracti%e!&!/a%ora'le c ange in t e attitude of t eoperators!*!$c ie%e goals 'y "or ing as team!4!5orizontal deployment of a ne" concept in allareas of t e organization!0!S are no"ledge and e7perience!8!T e "or ers get a feeling of o"ning t e

mac ine!


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/77 ( /verall 7quipment78cienc% )

• OEE = A * PE * Q • A - Availability of the machine . Availa!ilit% is proportion of time

machine is actuall% availa!le out of time it should !e availa!le.• A 9 ( MT:; < MTT ) = MT:;.

MT:; < Mean Time :et een ;ailures 9 ( Total unning Time ) =3um!er of ;ailures.MTT < Mean Time To epair.

• PE - Performance E ciency . It is given !% 7 > 47.

Rate e ciency RE! Actual average c%cle time is slo er thandesign c%cle time !ecause of "ams2 etc. Output is reduced becauseo jams"#eed e ciency "E! Actual c%cle time is slo er than designc%cle time machine output is reduced because it is running atreduced speed .

• $ - Refers to %uality rate . Which is percentage of good parts outof total produced sometimes called %ield@.


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4teps in introduction of TPM inan organi ation

•4tage A , P 7PA AT/ B 4TA+7• 4T7P # , Announcement !% Management to all a!out

TPM introduction in the organi ation • 4T7P , Initial education and propaganda for TPM

• 4T7P ' , 4etting up TPM and departmentalcommittees

• 4T7P , 7sta!lishing the TPM or$ing s%stem andtarget

• 4T7P * , A master plan for institutionali ing 4tage : , I3T /CDETI/3 4TA+74tage E , I34TITDTI/3AFI4I3+ 4TA+7


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/rgani ation4tructure for

TPMImplementation


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PIFFA # , *4


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9apanese Term

(0 )EnglisTranslation

Equi%alent :S:term

Seiri ظ ن ت ل Organizationا Sort

Seiton ب ت ل ##i"ine!ا Sy#te$ati#e

Seiso ظ % ن ت ل leaning&ا S'ee

Seiketsu ن * ت ل Stan"ar"i#ationا Stan"ar"i#e

Shitsuke +,-./0 )ا ت .- ل +ا 1i#ci line Self 2 1i#ci line


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# , 47I I , 4ort out ظ ن ت ل ا

• This means sorting and organi!ing the itemsas critical, important, re)uently used items,useless , or items that are not need as o now.

• 7nwanted items can be salvaged.• 8ritical items should be kept or use nearby

and items that are not be used in near uture,should be stored in some place.

• For t is step! t e wort o t e item s ould bedecided based on utilit" and not cost . 0s aresult o this step, the search time is reduced.


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Priority /requency of ;se 5o" to use

Low 3e## t4an once eryear5 Once er year6

!4ro' a'ay5 Storea'ay fro$ t4e'or7 lace

Average 8t lea#t 9:; $ont4#5Once er $ont45 Once

er 'ee7

Store toget4er


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, 47IT/3 , /rgani e ب ر ت ل ا

• The concept here is that 9 Eacitems as a place! and onl" one

place 9.

• The items should be placed backa ter usage at the same place.• To identi y items easily, name plates

and colored tags has to be used.• :ertical racks can be used or this

purpose, and heavy items occupythe bottom position in the racks.


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', 47I4/ , 4hine theor$place ف ظ ن ت ل

• This involves cleaning the work placeree o burrs, grease, oil, waste,

scrap etc.• ;o loosely hanging wires or oil

leakage rom machines.


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,47IG7T4D ,4tandardi ation ط م ن ت

• mployees has to discuss togetherand decide on standards or keepingthe work place < Machines < pathwaysneat and clean.

• This standards are implemented orwhole organi!ation and are tested <2nspected randomly.


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* , 4-IT4DG7 , 4elf discipline ض ا

• 8onsidering => as a way o li e and

bring about sel 4discipline amongthe employees o the organi!ation.• This includes wearing badges,

ollowing work procedures,punctuality, dedication to theorgani!ation etc.


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PIFFA , 0I4-D -/H73( Autonomous maintenance )

• This pillar is geared towards developingoperators to be able to take care o smallmaintenance tasks, thus reeing up the skilled

maintenance people to spend time on more

value added activity and technical repairs.

• The operators are responsible or upkeep otheir e)uipment to prevent it rom

deteriorating.


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PIFFA , 0I4-D -/H73 (cont)( Autonomous maintenance )

• Polic% • 7ninterrupted operation o e)uipments.• ?le6ible operators to operate andmaintain other e)uipments.• liminating the de ects at source

through active employee participation.• >tepwise implementation o @A

activities.


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0I4-D -/H73 Targets

• Prevent the ailure occurrenceusing @A.

• educe oil consumption by=$%

• educe process time by =$%

• 2ncrease use o @A by =$%


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• 4teps in 0I4-D -/H73

• Preparation o employees.• 2nitial cleanup o machines.

• Take counter measures• ?i6 tentative @A standards• Beneral inspection• 0utonomous inspection• >tandardi!ation and• 0utonomous management.


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PIFFA ' , GAIH73 change or the better

9Cai9 means change , and9Den9 means good ( or the better +.Easically kai!en is or smallimprovements , but carried out on acontinual basis and involve all peoplein the organi!ation.Cai!en is opposite to big spectacularinnovations.Cai!en re)uires no or little investment.


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PIFFA ' , GAIH73 (cont)

The principle behind is that 9a very large numbero small improvements are move e*ective than a

ew improvements o large value.

This pillar is aimed at reducing losses in theworkplace that a*ect our eFciencies.

Ey using a detailed and thorough procedure weeliminate losses in a systematic method using

various Cai!en tools.

These activities are not limited to productionareas and can be implemented in administrativeareas as well .


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Gai en Polic%

Practice concepts o !ero losses inevery sphere o activity.to achieve cost reduction targets inall resourcesto improve over all plant e)uipmente*ectiveness.

6tensive use o PM analysis as atool or eliminating losses.?ocus o easy handling o operators.


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GAIH73 (cont)

• Gai en Target • 0chieve and sustain !ero loses with respectto minor stops, measurement andadjustments, de ects and unavoidabledowntimes.

• 2t also aims to achieve /$% manu acturingcost reduction.

• Tools used in Gai en • PM analysis• Ghy 4 Ghy analysis• >ummary o losses• Cai!en register• Cai!en summary sheet.


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#5 Ma"or losses in a organi ation

#oss $ategor%

>? @ail=re lo##e# 2 Area7"o'n lo##9? Set= : a"B=#t$ent lo##e#C? &=tting


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8lassifcation o losses

$spect Sporadic

Documents

Ch06 Intro Tpm