TPM 1 saif

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Definition:-

TPM (Total Productive Maintenance) is a maintenance philosophy

designed to integrate equipment maintenance into the manufacturing process.

The goal of any TPM program is to eliminate losses tied to equipment

maintenance or, in other words, keep equipment producing only good product,

as fast as possible with no unplanned downtime.

TPM`s Basic Elements:

1. Maximizes equipment effectiveness.

2. Establishes a thorough system of preventative maintenance (PM) for theequipment`s entire life span.

3. Implemented by various departments (engineering, operations, maintenance).

4. Involves every single employee- from top management to workers on the floor.

5. Based on the promotion of productive maintenance through workforce motivation

management via autonomous small group activities.

OBJECTIVES:-

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Total Productive Maintenance (TPM) can drastically improve maintenance

strategy and efficiency achieved by industries. TPM can properly optimize the

synergy between operators and plant equipment. Furthermore, TPM can also give

contribution to the environmental conservation and work comfort ability. Many

industries in United State of America and Japan have proven how well-implemented

TPM in their industries, have given high cost saving, long lasting continuous

operation, and health & safety program improvement.

This course will present the philosophy of TPM, including on how to

implement that program in the company. It is expected that the participants can

absorb comprehensive a lesson-learned regarding TPM, and implement the TPM

concept and knowledge in their working environment to improve maintenance

management, productivity leading to maximum plant availability with good safety

records.

The main objectives are :-

• To understand the concept of Total Productive Maintenance

• Goals & Pillars

• Implementation of Total Productive Maintenance

• Benefits of Total Productive Maintenance

• Reasons of Failure .

The Goal of Total Productive Maintenance (TPM) :-

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To achieve overall equipment effectiveness, TPM works to eliminate the six big

losses that are formidable obstacles to equipment effectiveness:

Down Time

1. Equipment failure - from breakdowns

2. Setup and adjustment - from exchange of die in injection molding machines,etc.

Speed losses

3. Idling and minor stoppages - due to the abnormal operation of sensors,

blockage of work on chutes, etc.

4. Reduced speed - due to discrepancies between designed and actual speed of

equipment.

Defects

5. Process defects - due to scraps and quality defects to be repaired.

6. Reduced yield - from machine start-up to production stability.

Target:

1. Zero accident,

2. Zero health damage

3. Zero fires.

In this area focus is on to create a safe workplace and a surrounding area that

is not damaged by our process or procedures. This pillar will play an active role in

each of the other pillars on a regular basis.

A committee is constituted for this pillar which comprises representative of

officers as well as workers. The committee is headed by Senior vice President

( Technical ). Utmost importance to Safety is given in the plant. Manager (Safety) is

looking after functions related to safety. To create awareness among employees

various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safetycan be organized at regular intervals.

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We expect our machines to work without failures , produce high quality

output , at the same time consume very less manpower , raw materials , electrical

energy , tools/consumables etc. but this is highly difficult to realize in practice

unless the approach is towards identifying the losses and eliminating them. Total

productivity maintenance , shortly termed as TPM , provides means to achieve and

maintain high levels of productivity.

TPM is based on zero loss concept , viz. ZERO ACCIDENTS , ZERO

DEFECTS and ZERO BREALDOWN , which render equipment highly

“effective”.

TPM is deployed through a unique 8 pillar approach for easy deployment in any

industry of any age.

TPM’s 8 PILLARS :-

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1. Autonomous Maintenance (JISHU-HOZEN):-

Autonomous maintenance is the cleaning, checking, discovering hidden faults

and undertaking simple adjustments by the operators, systematically trained

through a step-by-step program. Autonomous management is to prevent

reoccurrence of the defects by taking pre –emptive actions by the operator. “This

is my machine and I must maintain it” is the underlying philosophy of

autonomous maintenance.

A typical autonomous maintenance follows step-by-step process under:

1. Training to create awareness for equipment cleaning among the circle

members.

2. Preparation of cleaning schedule.3. Model equipment cleaning by section manager

4. Elimination of dirt , dust and oil spillage

5. Establishing basic equipment condition-

A. Cleaning

B. Tightening

C. Lubrication

6. Improving hard to clean, hard to inspect and hard to lubricate.

7. Counter measure to avoid reoccurrence.8. Preparation of lubrication standards.

9. Preparation of general inspection check list.

10. Preparation of process inspection check list.

11.Preparation of cleaning Standards .

12.Preparation of autonomous maintenance check list.

13.Auditing of JISHU-HOZEN activities at every step

14.Motivation by reward schemes.

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2. KOBETSU – KAIZEN :-

Kobetsu kaizen is to continuously improve utilization of worker’s,equipment and material through continuous improvement in the processes and

procedures etc.

It analyses the various causes of time losses and evolve solutions to the

chronic problems.

The following are the big six losses:-

1. Breakdown losses

2. Setup and adjustment losses

3. Idling and minor stoppage losses

4. Speed losses.

5. Quality defect and rework loss

6. Start up losses.

Steps involved to develop Kobetsu Kaizen are :

a. Select equipment / line / process

b. Organize project teams.

c. Collect loss data and summaries present losses

d. Draw kaizen Themes

e. Set targets

f. Analysis and recommendation by the team

g. Display results.

Benefits of Kobetsu – Kaizen are reflected in reduced –

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a. Equipment failures

b. Equipment breakdowns

c. Job change time

d. Tool change time

e. Minor stops

f. Management Losses-

1. Want of operators

2. Want of tools

3. Materials

g. Manufacturing Cost.

3. PLANNED MAINTENANCE :-

Planned maintenance is to achieve “Zero breakdown” by improving the

efficiency of traditional preventive maintenance activities.

Planned maintenance encompasses three forms of maintenance:

a. Corrective maintenance to repair, adjust or replace unsatisfactoryequipment creation.

b. Preventive maintenance to repair, adjust or replace unsatisfactory

equipment to prevent future occurrence of breakdowns.

c. Predictive maintenance to replace fault parts prior to failure without

affecting production by predicting a failure before it occurs with enough

time to be able to make arrangement. Predictive maintenance makes use

of different condition monitoring techniques.

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Planned maintenance aims at :-

Focusing on “planned maintenance” rather than “breakdown maintenance”. Achieving stable production by eliminating equipment failure.

Supporting autonomous maintenance.

Increasing meantime between failures (MTBF).

Reducing maintenance cost.

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Activities involved are :-

1. Maintenance of equipments condition.

• Product Leakage

• Lubricant leakage

• Nut/ bolt tightening and small fixing.

2. Maintenance of operating condition.

• Set design capacity

• Standardize operating method

• Set environmental condition

3. Restoring deterioration

• Daily check points

• Weekly check points

• Calendar based check points

• Shutdown based check points

4. Improving design weakness5. Skill improvement

6. Reliability based maintenance

• Review of equipment maintenance

• Failure pattern and failure analysis

• Reliability based assessment

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7. Maintenance cost control

• Improving life of equipment

• Material substitution

• Change of supplier

•

Rebuilding and reconditioning• Improving maintenance practices

• Import substitution

• Development of in-house of repair facilities

• Spare parts control

• Inventory reduction.

Benefits of planned maintenance are :-

Zero equipment failures and breakdowns

Improved reliability (MTBF)

Improved maintainability (MTTR)

Reduced maintenance cost.

4. QUALITY MAINTENANCE

Quality maintenance is to prevent quality defects (i.e. achieve zero defect

situation) by –

a. Incorporating quality into product through process and equipment

rather than controlling quality by inspecting products and taking action

against defects rather they have occurred.

b. Maintaining perfect machine and tooling condition so that defectives

are not produced.c. Setting and maintaining optimal process condition to get quality

product.

d. Preventing occurrence of defects by periodic measurements and

verification of standards.

e. Taking counter measures (quality kaizen).

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Quality maintenance pillar focuses on four production inputs:

a. Men

b. Materials'

c. Machinery and

d. Methods.

Activities under quality maintenance embraces following activities:-

a. Preparation of quality assurance matrix

b. Identifying co-relation between quality variation and condition

c. Implementation of quality management systems (ISO-9000)

d. Preparation of problem charts (chronic problems).e. Evaluation of problem severity by using failure mode and effect

analysis (FMEA).

f. Using team approach to track down root causes of the problem.

g. Assessing the impact of the proposed counter measures.

h. Implementing of the improvements in the current process

technology.

i. Training of customer for right product application.

Benefits of this pillar are :-

Reduction in customer quality complaint

Reduction in inspection time

Reduction in process defects.

5. MAINTENANCE PREVENTION and EQUIPMENT INITIAL

CONTROL :-

Maintenance prevention design and initial equipment control is designed to

facilitate

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a. Most efficient equipment investment aimed at achieving vertical

start upon full production.

b. Design of equipment which is highly functional, easy to maintain

and which does not fail.

c. Shorten the period of development.d. Achieve low life cycle of equipments.

Activities involved

Following activities may be carried out under this pillar:

a. Initial investment control by preparing block sanction report

effective equipment investment along with scheme for early startup.

b. Activities to study weakness of present equipments.

c. Preparation of MP design sheets for feeding the information

design to enhance the equipment reliability and maintainability.

d. Feed MP design information to sister units.

e. Life value analysis for costly spares / equipments.

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6. EDUCATION AND TRAINING :-

Since success of all other pillars of TPM depends upon the success of

education and training, this is one of the pillars which have direct linkages to

other pillars. The aim of education and training under TPM is –

To develop talent in equipment maintenance and operation.

To develop skill for zero defects, zero breakdowns and zero accidents.

To develop abilities to discover and analyses malfunctions and improve

equipment functioning.

To have multi – skilled in all departments.

Activities Involved

The following activities can be placed under this pillar:

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• Workers skill level assessment in 4 categories to identify their class

room as well as ‘on the job (ojt) training’ needs:

- Cannot do

- Can do- Can do well

- Can teach

• Setting training targets.

• Preparing annual training calendar

• Development of in- house training facilities

• Development of on-the-job training workshops.

• Depute employees to outside training programmes on special subjects.

• Post training evaluation to access effectiveness.

7. OFFICE TPM :-

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Office TPM is to eliminate problems in the non – shop floor areas so that

offices are oriented for excellent support for manufacturing. Typical office

problems analyzed under office TPM are : non availability of files / documents

in time , lengthy meetings without poor agenda , poor housekeeping , insufficient

storage , high inventory , slow manual working , duplicate work , etc.

TPM aims at:-

• Improvement in filing system

• Paperless working

• Office automation

• Reduction in product inventory

• Increase in office productivity

• Speedy communication.

Activities involved:-

The following activities are placed under this pillar:

• 5 ‘S’ implementation

• Improved filing system for easy accessibility and quick retrieval within X (say

45) seconds.

• Building up a system of administrative autonomous maintenance.

• Improving administrative capacity through education and training.

• Creating an efficient staffing system.

• Office automation inventory standards and control system

• Speedy communication.

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8. Safety , hygiene and environmental control :

Safety, hygiene and environment control is to identify and eliminate all

hazard by adopting safe, hygiene and environment friendly activities to prevent

death , disability injuries and occupational diseases at work.

TPM is one of the best tools to enhance safety and environment at work

place through small group activities and involvement at all levels of

organizations for common goal of “Zero accidents” and “Zero pollution”.

TPM aims at-

• Zero accidents• Zero occupational disease

• Zero pollution

Activities involved:-

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Following activities can be placed under this pillar:-

1. Safety and environment policy

2. Safety related activities-

• Preparation of safety manual

• Safety audits

• Implementation of safety work permit system

• Introducing safety award scheme

• Display safety posters and slogans

• Celebration of safety week

• Regular monitoring and analysis of accident cases

3. Pollution control related activities:-

• Initial environment review

• Eliminating of leakage, spills, dust etc.

• Up gradation of existing pollution control equipments

• Tree plantation

• Creating awareness of environmental control through class room

lectures.• Distribution of literature and leaflets , celebration of environment day ,

etc.

• Regular environment audits

4. Detection of problems that may affect safety or environment

5. Hygiene audits

12 – Steps procedure for implementation of TPM

Step 1: Declaration by top management to introduce TPM

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The top person of the organization announces the introduction of TPM in

the company at a gathering of all employees after deliberations on TPM in

apex body and discussion with union leaders. The announcement is also

printed in the company’s notice board.

Step 2: Introductory education and campaign for TPM

All managers are made to attend a TPM course which is generally

2-3days duration.

• Outline of TPM

•

12 steps to implement TPM• One / two exercise on the TPM’s 8 Pillars

• Visit to a few successful TPM companies.

Seminar talks and videos shows are organized to introduce concept to

general employees.

Posers and banners are put at strategic locations to create awareness /

enthusiasm among the employees.

Study groups of selected employees are formed to study books /literature on TPM and disseminate knowledge among others

TPM consultant (JIPM) is selected and arrangements are finalized.

Step 3: Create organization to promote TPM

A steering committee comprising of senior management is

formed for the overall policy, direction, result and progress of TPM. The

steering committee is headed by the company’s top person. The

members of the said committee serve as leaders of 8 TPM pillars.

Eight special committee are set up for the 8 TPM pillars from the

middle management level .the 8 TPM pillar committees constitute the

company’s formal TPM organizations.

TPM promotion secretarial is set up with full – time staff.

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Two model circles – one for the autonomous maintenance and another

for the office TPM are set up.

Step 4: Setting basic policy and targets for TPM

The policy of using TPM to achieve the company’s objectives and

targets is set out by the top management. Only important indicators such

as sales, profitability, employees’ productivity, equipment efficiency etc.

are to be considered as objectives.

Benchmarking exercise is undertaken to determine current status of the

indicators.

Targets are set for key performances areas. The targets must be SMART

(i.e. specific, measurable, achievable, realistic and time bound) targets.

Step 5 : Preparation master plans for implementing TPM

A detailed plan for implementation of each TPM pillar, until the targeted

date of the TPM excellence Award’s audit, is drawn discussed and finalized .

The plans are drawn carefully and in-depth. If the plans are not carefully

draw, target dates will be missed and key resources wasted.

Step 6: TPM kick- off

Top management from headquarter, affiliated companies, suppliers areinvited and a large scale event is held to kick off TPM project in the

organization. The event is generally half – day affair involving presentations

by the management model circles.

Pledge ceremony for employees representatives (employees taking to

do TPM)

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Initial flow control for new products and equipment (or early management) to

ensure easy to manufacture product development (i.e. shortest time to move from

design to regular production for new products and equipment) and easy –to – operate

equipment.

Quality management to achieve zero defect status by ensuring defect free

equipments and standardize process conditions.

Office TPM to increase productivity and efficiency of the administrative and

support functions.

Safety, hygiene and environment to achieve zero accidents and zero contamination

(i.e. zero pollution).

Sub steps common to all pillars are:

Form a model circle on a pillar

Model circle to work on small focus are (e.g. small office for office

TPM pillar, one machine for implementing autonomous management,one small section to implement safety and environment pillar etc.) in

the section.

Standardize steps.

Form general circles on the pillar

Extend / deploy the standardized steps to whole area to achieve the

goals of the pillar.

Conduct PDCA and kaizen on the pillar until achievement of the

desired results on the pillar.

Step 12: Total application of TPM and raising its level

TPM promotion committee monitors, on continuous basis,

implementation through periodic meetings.

Set targets are evaluated continually through periodic basis on scale of

PQCDSM (productivity, quality, cost, delivery, safety and morale).

Various award schemes like best Kiazen Themes, Best TPM Circles,

Best presentation board etc. are implemented for motivation of employees.

Monthly communication meetings are held to present achievement of

different circles.

BENEFITS OF TPM

TPM can results in following benefits to the organization –

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Greater equipment availability

Low production cost

Development of employees

Greater employee involvement due to small group activities

Improved quality

Few customers complaints Few industrial accidents

Improved workers morale

Clear distinction between responsibility and authority

Improved company’s competitive strength

TPM V/S TQC , TQM , LEAN MANUFACTURING , Theory Of

CONSTRAINTS

TQC / TQM TPM Theory of Constraints

Lean ( JIT &TPS)

Six Sigma

First

Mentioned

1960s 1980s 1970 1984 1988 Late 1980s

Origin ‘Gurus’ Like

Shewarts Juran ,Deming And

Crosby

Nippondenso Goldratt Tyota (Toyoda

Ohno & Shingo)And NUMMI

(Womack &

Jones)

Smith of Motoro

And GeneralElectrics

Focus Reduction of

variation quality

of processes and product

Waste Loss ,

reduction of

downtime

Exploitation of

constraints &

subordinationof non –

constraints to

the constraintin order to

increase

through put

Value Creation

material

&Informationflow pull

perfection

Reduction of

variation

Distinguis

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contributi

on

Statistical

Quality control.

Involvement of

other Departments.

Process

Orientation TheReduction of

variation

increases quality

Team

involvement on

the shop floor.

Preventivemaintenance leads

to reduction of

downtime. Ahigher process

capability zero

defects.

Focus

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one constraints

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heijunka. One

piece – flow.

Value streammapping.

Respect for

people

Organizationa

structure with

improvement

experts (black beand green

belts).Project

oriented.Quantification

cost savings

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Any company trying to achieve World class status through other programs

such as Computer Integrated Manufacturing (CIM) , Just in Time (JIT), Total

Quality Control (TQC), Total Employee Involvement(TEI) , or LEAN

Manufacturing , Will soon find what this program’s will not work without total

reliability of the company’s assets , which is the primary responsibility of the

maintenance organization . In particular , Just In Time , Total Quality Control , And

Total Productivity Maintenance are all essential . Without Full utilization of these

programs , The goal of being globally competitive will never be………..

IMPACT :-

Positive :-

1. Productivity – Productivity Improvement Reduction in number of sporadic failures

2. Quality –

Reduction in product defects , Reduction in customer complaint.

3. Cost –

Reduction in maintenance cost

4. Delivery –

Reduction in product inventories.

5. Safety –

Reduction in accident elimination pollution.6. Motivation –

Increase in number of employee suggestion.

7. Self maintenance –

Operator to take care of machine themselves.

8. Confidence –

Zero Break down and zero defects operator get new confidence their own

abilities.

9. Clean Environment –

Work place used to be clean and pleasant

10. Improved the Image –

Company image improve so possibility of increase in orders.

Negative :-

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1. Poor Equipment Utilization

2. Poor customer satisfaction

3. High Accident rate

4. Delayed Delivery scheduled

Future Growth :-

The Success of any Lean Implementation is for the most part of common sense

application . Devote the time and effort to build the new culture and the results will

show up immediately and at long term.

Documents

TPM 1 saif