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“TPM Basics”

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It is a Japanese approach for• Creating company culture for maximum efficiency• Striving to prevent losses with minimum cost

– Zero breakdowns and failures, Zero accident, and Zero defects etc

• The essence of team work (small group activity) focused on condition and performance of facilities to achieve zero loss for improvement

• Involvement of all people from top management to operator

TOTAL PRODUCTIVE MAINTENANCE

TPM is a innovative Japanese concept which can be traced back to 1951.

However the concept of preventive maintenance was taken from USA. Nippondenso was the first company to introduce plant wide preventive maintenance in 1960.Nippondenso which already followed preventive maintenance also added Autonomous maintenance done by production operators.

History of TPM

Preventive maintenance along with Maintenance prevention and Maintainability Improvement gave birth to Productive maintenance.By then Nippon Denso had made quality circles, involving the employees participation. Thus all employees took part in implementing Productive maintenance. 

History of TPM

• TPM first introduced in Japan 20 years ago and rigorously been applied in past 10 years

• TPM planning & implementation in Japanese factories supported by JIPM (Japan Institute of Plant Maintenance)

• Awarded yearly prizes to various industries: Automotive Metals Chemicals Rubber Food Glass etc.

History of TPM

• Initially implemented in high-to-medium volume production areas

• Later successfully applied in:Low-volume productionHigh-to-low volume assembly Development areasWarehouseWhole range of industry

Breakdown Maintenance

1950 1960 1970 1980 1990

Preventive Maintenance

Corrective Maintenance

Productive Maintenance

Total Productive Maintenance

1951

1957

1960

1971 TPM

Time-based era Condition-based eraQ CCIRCLE

(1962)

Z DGROUP

(1965)

ZEROA CC ACMI PD AE IN GTN(1971)

Evolution of TPMEvolution of TPM

Role of TPMAnswers of the following questions are able to tell what role TPM can play within a company:

Does TPM replace traditional maintenance techniques ? Why is it so important ? What are its policies and objectives ?

TPM and Traditional Maintenance

Reactive maintenance inherently wasteful and ineffective with following disadvantages:

• No warning of failure• Possible safety risk• Unscheduled downtime of machinery• Production loss or delay• Possible secondary damage

Need for:• Stand-by machinery• A stand-by maintenance team• A stock of spare parts

Costs include:• Post production• Disrupted schedule• Repair cost• Stand-by machinery• Spare parts

Real cost of reactive maintenance is more than the cost of maintenance resources and spare parts

Pro-active maintenance (planned, preventive and predictive) more desirable than reactive maintenance

TPM enables or provides:

• The traditional maintenance practices to change from reactive to pro-active

• A number of mechanisms whereby Breakdowns are analyzed Causes investigated Actions taken to prevent further

breakdowns• Preventive maintenance schedule to be

made more meaningful

• To ‘free up’ maintenance professionals to: Carry out scheduled and preventive

maintenance Gather relevant information as important

input to the maintenance system Keep the system up to date To review cost effectiveness

• To develop and operate a very effective maintenance system an integral part of manufacturing

Why is TPM so popular and important ?Three main reasons:

1. It guarantees dramatic results (Significant tangible results) • Reduce equipment breakdowns• Minimize idle time and minor stops• Less quality defects and claims• Increase productivity• Reduce manpower and cost• Lower inventory• Reduce accidents

2. Visibly transform the workplace (plant environment)

• Through TPM, a filthy, rusty plant covered in oil and grease, leaking fluids and spilt powders can be reborn as a pleasant and safe working environment

• Customers and other visitors are impressed by the change

• Confidence on plant’s product increases

3. Raises the level of workers knowledge and skills

As TPM activities begin to yield above concrete results, it helps: • The workers to become motivated• Involvement increases• Improvement suggestions proliferate• People begin to think of TPM as part of the job

TPM Policy and ObjectivesPolicy and objectives:• To maximize overall equipment

effectiveness (Zero breakdowns and failures, Zero accident, and Zero defects etc) through total employee involvement

• To improve equipment reliability and maintainability as contributors to quality and to raise productivity

TPM Basic policy and objectives• To aim for maximum economy in equipment

for its entire life

• To cultivate equipment-related expertise and skills among operators

• To create a vigorous and enthusiastic work environment

TPM Corporate policy for the following purposes:

• To aim for world-class maintenance, manufacturing performance and quality

• To plan for corporate growth through business leadership

TPM Corporate policy:

• To promote greater efficiency through greater flexibility

• Revitalize the workshop and make the most of employee talents

Production dept.TPM to Companywide TPM

T Total • Overall efficiency.• Total production system.• Participation of all employees.

P Productive • Zero defect.• No trouble in operation.• Safety.

M Maintenance • Longer life cycle of productionsystem.

What is TPM?

• Aims at “Breakthrough improvement in productivity and reducing chronic losses to zero”.

• Aims at “Creating a bright, clean, and pleasant factory”.• Means “To reinforce people and facilities and through them, the whole

organization”.• Addresses “Overall equipment effectiveness”.• Institutionalizes “Total Employees Involvement” – “Participative

management” and an “Overall-small group organization”.• Eliminates inter departmental walls and facilitates Cross Functional

Management. • Is material oriented; it seeks to keep equipment in its intended

condition.

What is TPM?

• Rising cost of raw material• Higher power cost & specific power• Higher specific fuel consumption• Higher man power cost• Heavy losses, low profit due to

equipment failures / low reliability / indifferent attitude

• Lower skill levels and involvement• Compartmentalization, • lack of horizontal communication• Low moral/ organizational politics• Unsafe working• Pressure from TOP to progress fast

• Easy funds for /capacity build up• Market demand / consumption

sluggish, High quality competition in the market

• Result -Stiff competition, low returns• Opportunity to earn profit• Increasing quality consciousness in

market• New plants very efficient and cost

effective.• Increasing input material cost• Increasing wages and salaries.

CRISIS FOR THE COMPANY

MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES

Why TPM?

• Employee Involvement

• Top management Commitment

• Management Tools

• Productivity enhancement

• Cost Reduction

• Delivery period shortening

• Sales Expansion

RESULTS EXPECTED ESSENTIAL REQUIREMENTS

Effectiveness of TPM

The process adopted is a proven methodology based on:

1. Understanding the current status

2. Setting up an organisation

3. Training people

4. Identifying model areas and machines for initial improvement

5. Improvement of Model machines to the original condition and achievement of zero loss concept. Each machine is to be improved by a Cross Functional Team consisting of 1 team leader (Manager –Level) and 5-6 members consisting of Engineer/Supervisor level.

6. Horizontal deployment of the approach to the rest of the plant

7. Finally covers entire organization and involve every employee from top to bottom.

Process

16 major Losses 1. Equipment failure loss 2. Set up & adjustment loss 3. Cutting tool and jig change loss4. Start up loss 5. Minor Stoppage and idling loss6. Reduced speed loss7. Defects &rework loss8. Shutdown loss9. Management loss10. Operating motion loss11. Line organization loss 12. Logistics loss13. Measurement and adjustment loss14. Energy Loss 15. Die, Tool and Jig loss16. Yield loss

EQUIPMENT LOSS

MAN LOSS

MATERIAL& ENERGY LOSS

5 S

PM

QM

E&T

DM

SHE

JH

OTP

M

2 JISHU HOZEN

•THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF SMALL MAINTENANCE TASKS . •RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE ON VALUE ADDED AND TECHNICAL REPAIRS . •THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO PREVENT IT FROM DETERIORATING

7STEPS 1. Initial cleaning

2. Counter measures for the causes of forced deterioration& improve hard to access

3. Preparation of tentative JH standards

4. General inspection

5. Autonomous Inspection

6. Standardization

7. Autonomous Management

3 PLANNED MAINTENANCE

THIS PILLAR AIMED TOWARDS

• TROUBLE FREE MACHINES AND EQUIPMENTS

• PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER SATISFACTION

FOUR CATEGORIES

• PREVENTIVE MAINTENANCE • BREAK DOWN MAINTENANCE• CORRECTIVE MAINTENANCE• MAINTENANCE PREVENTION

BENEFITS

• ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES • OPTIMUM MAINTENANCE COST• REDUCES SPARES INVENTORY• IMPROVE RELIABILITY AND MAINTENABILITY OF MACHINES

11 Steps Approach to Zero Break down

Phase 1 : Change to natural deterioration

by eliminating

factors of accelerated

deterioration.

Phase 2 : Extend inherent service life of

equipment by corrective

maintenance ( Improvements to

overcome design limitations)

Phase 3 : Research natural deterioration

pattern.

Study how deterioration increases

over time

Phase 4 : Search which parameter to

measure for deterioration

Phase 5 : Implement predictive

maintenance

Five Phases for concrete actions against breakdown1. Classify B/D data ( Including

Equipment Ranking)

2. Analysis of present status QC

Approach

3. Eliminate forced deterioration

4. Find out root cause & implement

countermeasure

5. Identify breakdown recurrence /

understand phenomenon6. Investigate weakness & improve

it

7. Investigate natural deterioration

8. Set deterioration pattern

9. Select & evaluate maintenance

point & standard

10. Decide PM / TBM / CBM

11. Build best maintenance

procedure

Approach to Zero breakdown

4 QUALITY MAINTENANCE

THIS PILLAR AIMED TOWARDS

• CUSTOMER DELIGHT THROUGH HIGHEST QAULITY • DEFECT FREE MANUFACTURING• ELIMINATING NON CONFORMANCES IN A SYSTMATIC MANNER • REACTIVE TO PROACTIVE LIKE (QUALITY CONTROL TO QUALITY ASSURANCE)

BENEFITS

1. DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS2. QM ACIVITY TO CONTROL QUALITY ASSURANCE3. FOCUS OF PREVENTION OF DEFECTS AT SOURCE4. FOCUS ON POKA-YOKE (FOOL PROOF SYSTEM)5. IN LINE DETECTION AND SEGREGATION OF DEFECTS6. EFFECTIVE IMPLEMENTATION OF OPERATOR QUALITY ASSURANCE7. ACHIEVE & SUSTAIN CUSTOMER COMPLAINT ZERO

5 EDUCATION TRAINING

THIS PILLAR AIMED TOWARDS

• DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS HIGH AND WHO HAS EAGER TO COME TO WORK AND PERFORM ALL REQUIRED FUNCTIONS EFFECTIVELY AND INDEPENDENTLY

• EMPLOYEES WILL BE TRAINED TO ADDRESS THE PROBLEM BY FINDING THE ROOT CAUSE & ELIMINATING THEM

• THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS

BENEFITS

1. ACHIEVE AND SUSTAIN ZERO LOSSES DUE TO LACK OF KNOWLEDGE /SKILLS /TECHNIQUE

2. REMOVE FATIGUE AND MAKE WORK MORE ENJOYABLE

3. UPGRADING THE OPERATING & MAINTENACE SKILLS

6 DEVELOPMENT MANAGEMENTTHIS PILLAR AIMED TOWARDS

• Collection & utilization of feedback information regarding present products before the start of the design.- like MP sheet.

• Measuring needs for “ Easy of manufacturing “ by analyzing the process for present products.

• Measuring needs for “ Easy of manufacturing” by analyzing process of new products in the stage of planning & design of products.

By identifying failures possibilities based on design reviews of new products.

By identifying failures possibilities based on trail manufacturing & test of new products. BENEFITS

1. REDUCES LEAD TIME TO NEW PRODUCT LAUNCH 2. REDUCE THE LOSSES 3. COST EFFECTIVE

7 SAFETY HEALTH ENVIROMENT

THIS PILLAR AIMED TOWARDS

• CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE

• THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON REGULAR BAISI

BENEFITS

• ZERO ACCIDENT

• ZERO FIRES

• ZERO HELATH DAMAGES

• SAFE WORKING CONDITION

• SAFE WORK PRACTICE

8 OFFICE TPMTHIS PILLAR AIMED TOWARDS

• TO IMPROVE PRODUCTIVITY

• EFFICIENCY IN THE ADMINSTRATIVE FUNCTIONS AND IDENTIFY TO ELEMINATE LOSSES

• ANALYZYING PROCESSES AND PROCEDURES TOWARDS INCREASED OFFICE AUTOMATION

BENEFITS

• INVENTORY REDUCTION

• LEAD TIME REDUCTION OF CRITICAL PROCESS

• EQUILISING THE WROK LOAD

• RETRIEVAL TIME REDUCTION (REDUCE REPETITIVE WORK)

• BETTER UTYILIZED WORK AREA

• REUDCTION IN ADMINISTRATIVE COSTS

TPM Results in…• Results in building up corporate culture that thoroughly pursues

production

• System efficiency improvement OEE (Overall Equipment efficiency-)

• Constructs a system to prevent every kind of loss, for example “Zero accidents, Zero defects and Zero failures” based Gemba (Work Place) and Genbutsu (actual thing) over the entire life cycle of a production system.

• Covers all departments including production, Quality Control, Purchase, marketing, Administration, Design & development, Maintenance & Engineering.

• Requires all and full involvement from top management to frontline employees. It builds up an overlapping multidiscipline process based management teams to achieve excellence

OEE = A x P x Q

A= AvailabilityP= PerformanceQ= Quality

What is OEE?

Overall Equipment Efficiency

Availability =

Standard time

Standard time – downtime

Performance =Components Produced

Components supposed to be Produced

Quality =Total Acceptable Components

Total Components produced

How to Calculate OEE?

Example 1A medium volume manufacturing facility with a capacity of producing 2 parts/minute actually produced 800 parts in a planned running 2 shifts of 8 hours each. It had breaks and scheduled maintenance for 40 minutes and also faced 40 minutes breakdowns and 1 hour 20 minutes for changeover and adjustment. Number of rejects and re-works were 10 and 6 parts respectively. Calculate its overall effectiveness

Planned production time = 2x8 hrs. = 960 minutesLoading time = 960-40 (breaks & scheduled maintenance) = 920 min.Down-time =40 (Breakdowns) + 80(Changeover & adjustment)= 120

Loading time – Down time 920 - 120%Availability = --------------------------------x100 = ----------------x100 = 87%

Loading time 920

Example 1 (Contd.) Quantity produced 800

%Performance = --------------------------------x100 = -------------x100 = 50%Time run x Capacity/given time (920-120)x2

Amount produced – Amount defects – Amount re-work%Quality = ----------------------------------------------------------------------- x 100

Amount produced 800 – 10 – 6 = -------------------- x 100 = 98%

800

Overall effectiveness (OEE) = 0.87 x 0.5 x 0.98 x 100 = 42.6 %

Example 2A chemical plant was expected to run for 120 hours/week continuously with production capacity of 2400 metric tones /hour. At the end the week it produced 220,000 tones together with a waste of 3000 tones. It had120 minutes breakdowns and 460 minutes changeover and adjustment. Calculate plant overall effectiveness.

Planned production time = 120 hrs/week = 7200 minutesFor continuous production, breaks and scheduled maintenance = 0 Therefore, loading time = 7200-0 = 7200 min.Down-time = 120 (Breakdowns) + 460(Changeover & adjustment) = 580

Loading time – Down time 7200 - 580%Availability = --------------------------------x100 = ----------------x100 = 92%

Loading time 7200

Example 2 (Contd.) Quantity produced 220,000

%Performance = ---------------------------x100 = ------------------x100 = 83%Time run x Capacity (6620)x(2400/60)

Amount produced – Amount waste%Quality = ---------------------------------------------x 100

Amount produced 220,000 – 3000 = -------------------- x 100 = 98.6%

220,000

Overall effectiveness = 0.92 x 0.83 x 0.986 x 100 = 75.3 %

MTBFMean Time Between Failure

• The average amount of operating time between consecutive breakdowns for an item of equipment (or plant).

Formula

– Operating time is productive time plus production delays.– Number of failures or breakdown events is the number of failures on an item of equipment (or

plant).

Interpretation

MTBF =Operating Time

Number of Failures or Breakdown Events

MTBFMTBF

• Maintenance effort required is increasing.• Maintenance practices / mechanisms are ineffective.• Failure frequency is increasing.• Operating conditions are deteriorating.

• Maintenance effort required is decreasing.• Maintenance practices / mechanisms are effective.• Failure frequency is decreasing.• Operating conditions are improving.

MTTR Mean Time To Repair

• The average maintenance time required to keep an item of equipment (or plant) operational.

Formula

– Down time is the total time equipment (or plant) is down for maintenance work (preventive and corrective).

– Number of failures or breakdown events is the number of failures on an item of equipment (or plant).

Interpretation

MTTR =Down Time

Number of Failures or Breakdown Events

MTTRMTTR

• Maintenance practices / mechanisms are effective.• Clean-up (work preparation) practices effective.• Effective work practices.

• Maintenance practices / mechanisms are ineffective.• Poor clean-up (work preparation) practices.• Ineffective work practices.

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