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COMPANY PROFILE
ROOTS INDUSTRIES LTD (RIL) is a leading manufacturer of horns in India and the
11th largest horn manufacturing company in the world, Head quartered in Coimbatore, India.
ROOTS have been a dominant player in the manufacture of Horns, Casting products,
Industrial cleaning machines, Precision products and other products like Electronic Horns,
Brake Shoes, Brake Pads, Halogen Lamps, Relays, Melody Makers, Roots Parking Guide
System, Piston & Rings, Flashes, etc.,
Since its establishment in 1970, ROOTS had a vision and commitment to
produce and deliver quality products adhering to International standards. With a strong
innovative base and commitment to quality ROOTS has occupied a key position in both
International and domestic market as suppliers to leading OEMS and aftermarket.
Now RIL is the first Indian and first manufacturing company in the world to get
ISO / TS 16949 Certification based on effective implementation of QS 9000 Certification and
VDA 6.1 Certification. Other certifications like E – Certification from Europe, ISO 14001
Certification, and Q1 Certification add crowns to it.
Their competitors includes Bosch, Lucas-TVS, Minda Industries, Harley & Co,
Vibrant Auto components, National Electric company, etc.,
Its customers include the massive automobile giants like Mercedes, Ford, Mitsubishi,
Mahindra & Mahindra, Toyota, Fiat, Tata Motors, Bajaj Tempo Ltd, Kinetic Honda, TVS,
Leyland, etc.,
TPM IN ROOTS:
ROOTS have its strong desire in producing world quality products compete in the
global market. It has assigned a lot of R&D activities to deliver high quality and innovative
products satisfying the needs of its customers. To make it true, ROOTS has been involved in
various activities like 5S, KAIZEN, ISO, etc. And to add a few to its milestone TPM activity
has been started in ROOTS since 2005. The divisions of ROOTS experimenting TPM are
RPCL, RMCL, ROOTS Component Division and ROOTS Horn Division. Now the ROOTS
Industries are at KICK-OFF stage in implementing TPM.
This project involves in the implementation of TPM in Model machine – PRESS
MASTER PSPR20. Primarily 5s is the base and we found problems cannot be clearly seen
when the work place is unorganized. Cleaning and organizing the workplace helps to uncover
1
problems and making problems visible is the first step of improvement. Next we have to be
involved in TPM in analyzing the machine, rectifying the sources of contamination,
abnormalities in equipments, their counter measures, fixing Tentative Standard. Our main
goal is to increase the OEE which would increase productivity, Reduce maintenance cost,
Improve reliability and maintainability, eliminating the defects at source through active
employee participation.
2
Assembly
Mechanical components Electrical components
Electric horn
Accessories
Front cover plates, Back cover plates, Diaphragm plates
Pressing
Stamping
Testing
Painting
Quality Checking
Packing
To Markets
Coils
Coil winding
Coil Testing
Fasteners,Insulators, Conductors
Testing
Scraps
PROCESS LAYOUT
TPM MODEL MACHINE
The machine PSPR 20 is a pressing machine 30 ton capacity used upto 400 strokes
per minute. This machine comprises of auxiliaries such as decoiler, straightner and scrap
cutter. The machine is powered by an electric motor and operates with the assistance of
pneumatic devices, centralized electrical control system. Machine is a self lubricating at an
interval of one working hour. Decoiler decoils the sheet metal strip wounded as a coil and the
straightner straightens the sheet metal strip by the use of consecutive rollers. The decoiler and
straightner are controlled by using cam limit switches. The feeder unit feeds the sheet metal
at every stroke and actuated by pneumatics. Scrap cutter cuts the out coming strip from the
3
press for easy handling. The various process involved are piercing and blanking. The
machine consists of gauges and meters for monitoring.
This machine is used for making the Diaphragm plates, front cover plates and back
cover plates by pressing. The sheet metal coil of required dimensions is fed through the
interchangeable dies of this machine. This machine produces from 1to 5 plates according to
the thickness required per stroke.
MACHINE NAME : PRESS MASTER MACHINE NO : PSPR 20
CAPACITY AT 20 CRANK ANGLE BEFORE BDC. : 30 Tonnes STROKE : 25 mmSHUT HEIGHT FROM BOLSTER : 250 mmRAM ADJUSTMENT : 40 mmTABLE FACE : 560 mm X 300 mmBOLSTER THICKNESS : 90 mmHEIGHT OF TABLE SURFACE FROM FLOOR : 800 mmSTROKE PER MINUTE : 100 - 400 FLYWHEEL ENERGY AT 100 SPM : 200 mkgMOTOR ( Variable spped drive ) : 7.5 kw / 0- 1200 rpmELECTRICAL SUPPY : 415 v , 3 ph. , 50 HzAIR PRESSURE : 5.5 BARAIR CONSUMPTION AT NTP PER CLUTCH OPERATION : 7.5 Lit.APPROXIMATE WEIGHT : 4000 kgs
FEATURE HIGHLIGHTS
CRANKSHAFT RUNS IN ANTI - FRICTION BEARINGSCONNECTING ROD RUNS IN ANTI - FRICTION BEARINGSRECIRCULATING FLOOD LUBRICATION" TURCITE " LINED 8 POINT SLIDE GUIDEWAYSMAIN MOTOR FWD-REV. THRO' ANTI - PLUGGING SWITCH
TPM MODEL MACHINE
4
Clutch unitRam unit
FRL
Scrap
cutter
Panel
CounterLub unit
Feeder
PSPR 20
Machine Photograph
Step - 0
5
TAG CLASSIFICATION
OVERALL EQUIPMENT EFFECTIVENESS (OEE)
OEE = Availability x Performance Efficiency x Rate of Quality product
OEE is just a number for relative comparison of equipment performance. The
real benefits come from using the factors of OEE, which lead to root cause analysis and
eliminating the causes of poor performance. It’s all about collecting, trending,
Performance Efficiency is given by
Performance efficiency =Rate efficiency x Speed efficiency.
7 Types of abnormalities
155
164
57
7 7 13 3
Minor f law s
Un fulf iled basic condition
In accessable places
Contamination sources
Quality defect sources
Unnecessary & non urgent items
Unsafe places
Total - 406 Tags
pending - 5
6
Rate efficiency (RE): Actual average cycle time is slower than design cycle time
because of jams, minor recorded stoppages, small problems and adjustment losses etc. Hence
output is reduced due to this.
Speed (rate) efficiency (SE): Actual cycle time is slower than design cycle time because
of high vibration etc. and hence output of the machine is reduced.
Rate of quality products (yield): It is the percentage of good parts out of total produced.
OVERALL EQUIPMENT EFFECTIVENESS (OEE) MODEL CACLULATION
OEE = A x PE x Q
PE=QUANTITY PRODUCED/ (SPM * PRODUCTION TIME)
A= (TOTAL AVAILABLE TIME - NON VALID TIME)/ TOTAL AVAILABLE TIME
Q=NO OF QUALITY PRODUCTS/QUANTITY PRODUCED
Day Shift C.NO PE % PE/Shift %
02/07 1 906025 76 76
For 2/7/09 OEE DATAS 1st shift
• Availability %=455-155/455=73.95%• Q=14000/14000=100%• Performance Efficiency =14000/(80*230)=76%• OEE =0.76*0.7395*1=50.41%
Day Shift Total
time
(min) Tea time
(min)
Training
time
(min)
Availab
le Time
(min)
Down
Time
(min)
Availability % Performance
efficiency %
Quality
factor %
OEE
%
02/07 1 480 25 - 455 155 73.95 76 100 50.1
For 2/7/09 OEE DATAS 2nd shift
PLANNED DOWN TIME
7
• Availability %=460-95/460=79.35%• Q=13680/13680=100%• Performance Efficiency =13680/(60*300)=76%• OEE =0.73*0.7935*1=62.68%
Day Shift Total
time
(min) Tea time
(min)
Training
time
(min)
Availab
le Time
(min)
Down
Time
(min)
Availability % Performance
efficiency %
Quality
factor %
OEE
%
02/07 2 480 20 - 460 95 79.35 73 100 62.68
For 2/9/09 OEE DATAS 1st shift
• Availability %=455-80/455=82.41%• Q=20100/20100=100%• Performance Efficiency =20100/(65*375)=79%• OEE =0.82*0.79*1=65.36%
Day Shift Total
time
(min) Tea time
(min)
Training
time
(min)
Availab
le Time
(min)
Down
Time
(min)
Availability % Performance
efficiency %
Quality
factor %
OEE
%
02/09 1 480 25 - 455 80 82.41 79 100 65.36
TABLE – 8
CLRI IDENTIFICATION
PLANNED DOWN TIME
PLANNED DOWN TIME
8
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 160
50100150200250300350400450500
TAGS IDENTIFIEDTAGS COMPLETED
CUMMULATIVE TAG MATRIX FLOW
9
CLRI TIME REDUCTION
UNIT AREA CLEANING TIME IN MINUTES
TIME SAVED IN MINUTES
BEFORE JH
AFTER JH
Decoiler Bottom leg & coil holder
3 3
Fan motor cover 5 3 2Motor 2 2Belt cover 5 2 3Total 15 10 5
Straightener Removing cover 40 bolts
45 3 42
Fan motor cover 5 0 5Motor 2 0 2Bottom cleaning 2 2Top side 5 5Total 59 10 49
Press FRL 2 2Oil filter 1 1Oil pump unit 2 2Feeder unit 4 1 3Left column 7 7Control panel 1 1Right column 2 2Air circuit 2 2Air reservoir 25 1 24Lubrication motor fan
6 3 3
Machine frond end
2 2
Ram side 5 5Bolster plate 3 1 2Fly wheel 240 2 238Fly wheel cleaning
6 6
Total Time 308 38 270
Scrap cutter unit
Scrap cutter unit 5 2 3
Total Time 387 60 327
10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 160
50
100
150
200
250
300
350
400
TAGS IDENTIFIED
CLRI TIME REDUCTION CHART
Before TPM After TPM0
50
100
150
200
250
300
350
400
450
387
60
Before TPM After TPM
CUMMULATIVE REDTAG MATRIX FLOW
CLEANING TIME
11
Before TPM After TPM0
5
10
15
20
2522
0.5
INSPECTION TIME
INSPECTION TIME
FIG – 15
12
13
14
15
16
May-09 Jun-09 Jul-09 Aug-0905
101520253035404550
20
4440
13
Kaizens Implemented
DATAS BEFORE JH STEP-0 STEP-1 STEP-2
ACCIDENTS 0 0 0 0
ACCIDENT DATAS:
BREAK DOWN DATAS:
Break Down BEFORE JH STEP-0 STEP-1 STEP-2
17
Hours 17.2 10.8 13.1 7.66
Break Down
0
5
10
15
20
BEFORE JH STEP-0 STEP-1 STEP-2
Tim
e i
n h
ou
rs
QUALITY RATE CALCULATION:
Before JH activity (Jan-09):
Total number of components produced per month = 5,62,000
Total number of defective components in Dec month =230
QUALITY FACTOR = Q=NO OF QUALITY PRODUCTS/QUANTITY PRODUCED
Q =(5,62,000-230)/ 5,62,000 = 99.959%
NUMBER OF DEFECTIVE PRODUCTS
QUALITY RATE:
18
Activities
BEFORE
JH STEP-0 STEP-1 STEP-2
No of defective
products 230 194 173 124
QUALITY BEFORE JH STEP-0 STEP-1 STEP-2
QUALITY
RATE 99.959 99.965 99.969 99.978
99.945
99.95
99.955
99.96
99.965
99.97
99.975
99.98
BEFOREJH
STEP-0 STEP-1 STEP-2
QUALITYRATE
Quality rate is almost = 100%
OEE ACHIVED BY IMPLEMENTATION OF TPM
In the month of Before TPM OEE were found to be 50.85%
During STEP – 0 ACTIVITY
Time saved by carrying out of JH activity =1155 minutes
Valid time per month = 33410 minutes
Valid time during STEP – 0 =259050 minutes
Increase in valid time = 24905+1155 = 26060 minutes
Availability during STEP – 0 = 26060/33410 = 78%
Performance efficiency during STEP – 0 = 68%
OEE = 0.68*0.78*1.0 = 53.2%
Labour cost per hour= Rs 64
Cost saved = 1155*64/60 = Rs 1232
During STEP – 1 ACTIVITY
Time saved by carrying out of JH activity =4218 minutes
Availability during STEP – 1 = 83.480%
19
Performance efficiency during STEP – 1 = 74%
OEE = 0.8348*0.74*1.0 = 61.78%
Cost saved =4218*64/60 = Rs 4500
During STEP – 2 ACTIVITY
Time saved by carrying out of JH activity =1760 minutes
Availability during STEP – 2 = 86.7 %
Performance efficiency during STEP – 2 = 76%
OEE = 0.867*0.76*1.0 = 65.36%
Cost saved = 1760*64/60 = Rs 1880
OEE ACHIVED AND COST SAVED
S.NO Activity Time saved
in minutes
OEE achieved in % Cost saved in Rs
1 Before TPM - 50.85 -
2 STEP-0 1155 53.20 1232
3 STEP-1 4218 61.78 4500
4 STEP-2 1760 65.36 1880
TOTAL COST SAVED
TPM
20
OEE CHART:
TARGET ACHIEVED:
SUGGESTIONS:
From the above charts and tables, it is clear that the implementation of TPM will be
an effective process for the company. The implementation of TPM for the whole plant
should be started now in parallel. So that the non-valid time will be reduced and the whole
down time will tend to zero. Along with implementing TPM, SPC study should be done for
all the bottle neck machines to find their statistical performance.
BEFORE TPM AFTER TPM
21
ACTIVITY
ACCIDENTS
BREAK DOWNS
COST SAVED IN Rs/hr
NO OF DEFECTIVE PRODUCTS
OEE IN %
Before TPM 0 17.2 - 230 50.85STEP-0 0 10.8 1232 194 53.2STEP-1 0 13.1 4218 173 61.78STEP-2 0 7.66 1760 124 65.36
The other manufacturing tools like Lean-six sigma, Value stream Mapping, Statistical
Process Control had to be implemented in short to improve the plant performance. Due to
globalization, the competition had been increased
22