Best Performing Consulting Organization

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“TPM – Process Industry”

Adding Value In Totality !!

PROCESS INDUSTRY MEANS??

Those industries where primary processes are either continuous , or occur on a batch of materials that is indistinguishable e.g. Food processing ,cement industry, steel industry etc..

WHY TPM IN PROCESS INDUSTRY ?

In Process Industry - The whole structure is based on

machineries mainly.- The best way to earn profit is effective

utilization of machineries which can be done by maintaining machines in good condition

“ TPM is the solution of all problems”

Let’s go thru the case study of

Grinding Unit , Kalol

WHY TPM @JKLC, KALOL ???

“To Make Kalol Grinding Unit The Best Grinding Unit Among All Cement Companies”

MILE STONES OF JKLC FOR TPM CERTIFICATION

Second Internal Audit November– 2014

Cleared Audit of TPM Level-1 December -2014

First Internal Audit January-2014

Rigorous TPM execution started- Oct. 2013

Team Building Workshop Arranged Sep. 2013

Zone division and cross functional teams prepared June-2013

Kicked off TPM with consultant Aprill-2013

WHAT IS TPM??

• To become a world class organization, Organizations must achieve the following:

- World class processes- World class people

- World class machines• TPM is a tool which ensures that organization

attain and sustain world class machines.

PROJECT INITIATION THRU LEAN-TPM Training

8 PILLARS OF TPM

FOCUSED IMPROVEMENT

• The pillar follows a structured set of steps aligned to the Plan, Do, Check, Act (PDCA) cycle, which can be implemented for improvement activities of any size or complexity in any organisation.

• The pillar builds an understanding and analysis of the different loss types affecting an organisation. The pillar operates at a strategic level, identifying the criteria for project selection and TPM deployment that will deliver the business objectives.

AUTONOMOUS MAINTENANCE

• This pillar is called Jishu Hozen (Autonomous Maintenance) AM itself is a 7 Step process

• What is Autonomous ?? It means driven by self Self maintained INDEPENDENT OF OTHERSMaintenance dept----PM only

• It is maintenance that is done autonomously ? (by the ‘self’ !!)

• Now who is the ‘self’ ?? It is the operator(s)• A TPM pillar, which aims at ensuring that the

BASIC CONDITION of the M/c / Equipment is maintained by the operators them self.

AUTONOMOUS MAINTENANCE

• Cleaning - Dirt – poor or improper cleaning

• OILING - No or inadequate oiling / lubrication

• TIGHTENING - Neglecting early signals of vibration, mis-alignment, tightening bolts etc.

• And reduce it and bring it back to its NORMAL life / or basic condition

AUTONOMOUS MAINTENANCE

JKLC First 10 months only & only COT

• Rigorous cleaning is the only way to reduce break downs

• Visual on machines lead to habitual cleaning to workers

• TPM-Lean focuses on Visuals

7-Steps of Autonomous Maintenance• Initial cleaning• Counter measures• Provisional checklist• General inspection and tagging• Autonomous inspection• Standardization• Autonomous management

AUTONOMOUS MAINTENANCE

INITIAL CLEANING

COUNTER MEASURES

• Improve the condition of the machine so that less time is spent in maintaining it.

• Maintenance time must be targeted nearby 10 minutes /shift. If the maintenance time is high then identify why it takes more time?

PROVISIONAL CHECKLIST

• Display-Who/What/ When/ How?• Fix day of the week, time & team to do the

same tagging & untagging

OPL – One Point Lesson

• When you find ABNORMAILITY in M/c – you tag it.

• But.. when you find a ABNORMILITY in operators – you use a OPL.

One Point Lesson

Prepared by: ……….. Approved by ……….Prepared on: ……… Administered by …….Type: Basic Knowledge: V-Belts

Wrong Correct

BIDCOElianto Div

OPL Number:

Vibrating belt indicates that belt is loose

No vibration/oscillation of V belt indicates proper fit

Finally• Make a AM Board• Put up 4 things on the board:1. Look for list2. Tag graph3. Cleaning Schedule4. OPL

AUTONOMOUS MAINTENANCE

One Point Lesson

PLANNED MAINTENANCE

• Generally lead by maintenance team• The initial phase prioritises equipment and

involves evaluating current maintenance performance and costs to set the focus for the pillar activity.

• It can be done based on cost effectiveness suits the system (CBM/TBM)

TRAINING AND EDUCATION

• The knowledge and skills required for carrying out each job are defined, in terms of both complexity of knowledge needed and the number of capable people required to support the business needs.

• A current state analysis assesses the current levels against the established requirements and a training plan is developed to close any gaps.

EARLY MANAGEMENT

• Early Equipment Management focuses on reduction of defect free process so equipment down time is minimal

• Early Product Management aims to shorten development lead times, with teams working on simultaneous activities so that vertical start up can be achieved with zero quality loss

QUALITY MAINTENANCE

• Quality Maintenance is implemented in two phases.• The first phase aims to eliminate quality issues by

analysing the defects, so that optimum conditions can be defined that prevent defects occurring.

• Then, the current state is investigated and improvements are implemented.

• The second phase ensures that quality is sustained, by standardising the parameters and methods to achieve a zero defect system.

OFFICE TPM

• Office TPM team implement office versions of Focussed Improvement and the Training and Education pillars to establish sustainable, performing processes.

• To make office work smooth, office TPM is focused using 5S,LBM etc.

SAFETY, HEALTH AND ENVIRONMENT

• SHE pillar activities aim to reactively eliminate the root causes of incidents that have occurred, to prevent Reoccurrence, and proactively reduce the risk of future potential incidents by targeting near misses and potential hazards.

8 PILLARS OF TPM

• J:\JKLC\TPM External Audit Level -1\8 pillar doc status.xls

OEE= A factor * P factor * Q factor• Availability Factor = (Run time/ Net operating time)*100,• Calendar time = 30*24* 60 = 43200 min• Net operating time = Calendar time- (planned

shutdown+ no schedule production + planned maintenance)

• Run time = Schedule O.T. - Down time losses

TPM MEASURE: 1 OEE

• Performance Factor = (Actual O.P/Total O.P)*100• Quality Factor= (Good O.P/Actual O.P)*100

TPM MEASURE: 1 OEE

MTBF(Mean time between failure)= Total running time /Number of breakdowns

TPM MEASURE: 2 MTBF

TPM MEASURE: 3 MTTRMTTR(Mean time to repair)= Total down time /Number of breakdowns

Jan/13

Feb/13

Mar/13

Apr/13

May/13

Jun/13

Jul/13

Aug/13

Sep/13

Oct/13

Nov/13

Dec/13

Jan/14

Feb/14

Mar/14

Apr/14

May/14

Jun/14

Jul/14

Aug/14

Sep/14

Oct/14

Nov/14

OPC

0.82 0.72 0.92 0.95 0.93 0.97 0.91 0.87 0.85 0.87 0.89 0.87 0.84 0.84 0.90 0.96 0.94 0.86 0.82 0.88 0.85 0.85 0.88

PPC

0.86 0.72 0.87 1.00 0.98 1.01 0.96 0.94 0.98 0.94 0.94 0.92 0.88 0.91 0.97 0.99 1.03 0.95 0.84 0.91 0.93 0.94 0.94

0.10

0.30

0.50

0.70

0.90

1.10

0.82

0.72

0.92 0.

95

0.93 0.

97

0.91

0.87

0.85 0.87 0.89

0.87

0.84

0.84 0.

90

0.96

0.94

0.86

0.82 0.

88

0.85

0.85 0.

88

0.86

0.72

0.87

1.00

0.98 1.

01

0.96

0.94 0.

98

0.94

0.94

0.92

0.88 0.

91 0.97 0.99 1.

03

0.95

0.84

0.91 0.

93 0.94

0.94

OPCExponential (OPC)PPCExponential (PPC)

TPM MEASURE 1: OEE

TPM MEASURE 2: MTBF

APR-2013 TO JUL-2013 AUG-2013 TO NOV-2013 DEC-2013 TO MAR-2014 APR-2014 TO JUL-2014 AUG-14 TO NOV-14

120240

360480

600

120120

240

36060

120

240

360 120 240

120

24024 120 120

120

240 120

240 360

120

240120

240360

120

240 360

480

600

120

60120

240120

120

240

360

480

600

120

240

360

48060

Mill oil Temp. High Water Spray System Main Drive Fault CA Fan Torsion ShaftPinion Bearing Mill i/l oil Pr. Low 567 BE1 567 gb1 lppb operate Clutch Jam

TPM MEASURE 3: MTTRAP

R-20

13 T

O JU

L-20

13

AUG

-201

3 TO

NO

V-20

13

DEC

-201

3 TO

MAR

-201

4

APR-

2014

TO

JUL-

2014

AUG

-14

TO N

OV-

14

-50

50

150

250

350

450

550

650

Clutch Jam567 gb1 lppb operate567 BE1 Mill i/l oil Pr. LowPinion Bear-ingTorsion ShaftCA FanMain Drive FaultWater Spray SystemMill oil Temp. High

Trainings

Shop floor Clearing @5

Let Us Make Our Plant A Better Plant Every Moment.

New Bag Filter For Dust Control (Developed In-House)

Kaizen

One Truck Unloading Time - 14- 16 Minutes (Qty -17 Ton)

Benefits: 1. Power Saving2. Effective fleet utilization 3. Effective Plant Area Utilization ( Parking )

Two Trucks Unloading Time - 18- 21 Minutes (Qty -34 Ton)Three Trucks Unloading Time - 40- 45 Minutes (Qty -51 Ton)

Fly Ash Unloading SystemKaizen

Kaizen

TEAM BUILDING WORKSHOP

Glimpse of JKLC Plant

STORES Before After

Before After

Cement Mill Area

Glimpse of JKLC Plant

Before AfterScrap Yard Area

Glimpse of JKLC Plant

Visuals at Shop floor and Lab

Glimpse of JKLC Plant

Rewards for TPM Quiz

Awarded as TPM Certified Organization

TPM Benefits

1. OWNERSHIP & RESPONSIBILITY2. EFFECTIVE INVENTORY UTILISATION & CONTROL3. BRINGING STAFF CLOSER TO THE MACHINES &

PROCESSES4. TEAM BUILDING5. ENHANCE PLANT AESTHETICS6. INNOVATIONS GALORE7. OUT OF BOX THINKING

Road Map -Year 2015

Lean Certification for implementing overall lean tools in organization

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