BBA 3rd year, RIMS

CONTENTS:
Seria Topic
l No.
1.
2.
3.
-3.1.
-3.2.
-3.3.
-3.4.
-3.5.
-3.6.
-3.7.
-3.8.
-3.9.
4.
-4.1.
-4.2.
5.
-5.1

ACKNOWLEDGEMENT
INTRODUCTION
ABOUT ADHUNIK METALIKS LTD.
CAPTIVE POWER PLANT
COAL WASHERY
DRI DIVISION
MINI BLAST FURNACE
OXYGEN PLANT
ROLLING MILL
SINTER PLANT
STEEL MELTING SHOPS
QUALITY CONTROL
WHAT IS TOTAL PRODUCTIVE MANAGEMENT?
8 PILLARS OF TPM
IMPLEMENTATION OF TPM
WHY STEP-4 TRAINING IS PROVIDED?
NO. OF PARTICIPANTS FOR STEP-4 TRAINING

Page
No.

1. ACKNOWLEDGEMENT
I extend my deep gratitude and sincere thanks to our
principal Dr. K. K. Patra, RIMS for giving me an
opportunity to carrying my summer project at Adhunik
Metaliks Limited. It is my privilege to thank our head of
department Dr. S. K. Sarangi. I express my sincere thanks
to my guide Mr. Sandip Bhadra, (Sr. Engineer, AML) for his
valuable suggestions and guidance for doing the summer
project.
I express my sincere gratitude to Mr. Ratan J. Ray
(General Manager & Head, Training and Development) for
providing me this wonderful opportunity to do my
summer project work on this topic.

2. INTRODUCTION:
First of all, we fulfilled the formalities regarding gate pass and bus
pass. Then we were told to visit the Training and Development
department, where we were introduced to the company, Adhunik
Metaliks Limited.
We were told to go through the Plant Study Guide book to get a brief
overview of the plant.
Then we came to know about different dos and donts for our safety
and protection inside the plant premises.
Then we received a five-day orientation program schedule.
The orientation program was held so that we can gain knowledge
about the different departments of the plant.
When the orientation program got over, we were send to our
respective department under the guidance of well-known person for
our project.
Under his valuable guidance we collected all required data and
prepared our project.
Then finally, we had submitted the project two days before the last
day of our training so as to rectify the errors if any.

3. ABOUT AML:
Adhunik Metaliks Limited was incorporated as Neepaz Metaliks Private
Limited on 20th November 2001 under the Companies Act, 1956. The
company subsequently became a public limited company and received a
fresh certificate of incorporation in the name of Neepaz Metaliks Limited
with effect from March 25, 2004. The name of the company has been
further changed to Adhunik Metaliks Limited with effect from 9th August
2005.
Adhunik Metaliks Limited (AML), the flagship of the Group, has emerged
as one of the fastest growing alloy, special and construction steel
manufacturing companies in the country with significant presence in the
mining and power sectors through its subsidiaries. It has completed almost
all major capital expenditure for both backward and forward integration and
emerged as an integrated manufacturer of special steel with downstream
utilization of products.
It has set up an integrated steel plant of 0.45 million ton at Sundergarh,
Orissa, with state-of-the-art technology. It has been allotted a captive iron
ore mine at Keonjhar and captive coal mines at Talcher and Angul in
Orissa. The company has also started operations and dispatches from it
captive iron ore mines. Complete integration of facilities and ownership of
captive resources will help the Company insulate itself from any fluctuation
in prices of raw materials along with maintenance of healthy profitability
even in the worst of times.

Over the years, the Company has shown robust financial growth with
consistent profit making. Within a very short span of time, the products of
the Company have been recognized by major automobile component
manufacturing and automobile companies. The Company caters to
diversified sectors including automobiles, telecom, power, railways,
engineering, oil & gas and construction.
Its core business can be classified into three categories: Integrated Steel business through Adhunik Metaliks Limited(AML)
Merchant mining of iron ore and manganese ore through its
subsidiary, Orissa Manganese & Minerals Limited(OM&ML)
Power generation business through its subsidiary, Adhunik Power
and Natural Resources Limited(APNRL)
AML strongly focuses on the reduction of production costs and zero waste
management to make it one of the lowest cost producers of quality steel.

Adhunik Metaliks Limited has different plants for their specific work

3.1 Captive Power Plant (CPP):

A 34 MW CPP has been set up for power generation from waste heat
coming out from the DRI plants and solid waste coming from coal washery
and DRI plants.
The 34 MW captive power plant is generating12 MW electricity using waste heat
from Adhuniks DRI plant and balance 22 MW solid waste from the DRI plant
and coal washery. The capacity calculation is as under:
Particulars Existing 34 MW
Plant Installed Capacity (MW)

34

No. of Working Hours per day

24

No. of Working Day per year

365

Annual Generation of Power (MU)

269.28

Captive Power Plant will be to ensure availability of adequate electrical

energy in a cost effective manner utilizing primarily off gases and waste byproducts of various modules. Adhunik further plans to expand its
captive power plant capacity to 79 MW by setting up an additional 45
MW captive power plant.

3.2 Coal Washery:

The 700,000 TPA Coal Washery has been set up for washing of
RoM coal. The washed coal is being utilized in the DRI plant. Coal and
coal products are mainly used in the production of sponge iron, pig
iron and In captive power plant.
Coal is India's most abundant, safe and secure fossil fuel for use in
Steel Plants, Cement plants and Sponge Iron Plants. However, the only
problem is the limited availability of good quality coal. The ingress of
extraneous dirt further deteriorates the quality. As a result coal of
recommended grade is not available. A dedicated coal washery can only
help the supply of washed clean coal of recommended quality to the user
plants so as to avoid the disadvantages associated with inferior quality of
available coal. Therefore a coal washer having beneficiated beneficiation
capacity is 700,000TPA. The installed capacity has been estimated at 18
hours of working per day and 312 days of working per annum. The coal
washery capacity is being expanded by 700,000 TPA to meet the increased
requirement of proposed DRI and power plants .

3.3 DRI Division:

The 300,000 TPA DRI Division has been set up for the manufacturing of
sponge iron to be used in steel making. The Company's sponge iron
division consists of seven kilns of 100 TPD each and two kilns of 150 TPD
each. The raw materials used in sponge iron making are iron ore (hematite
grade), coal, dolomite / limestone. The sponge iron coming out from cooler
is mixed with non-magnetic char and passed through screen and magnetic
separators via intermediate bins. Finally sponge iron (lumps and fines) as

well as non- magnetic char are stored in separate designated bins. From
bins the sponge iron passes through an automatic packing machine. The
bagged DRI is dispatched either to the customer or released for internal
use in steel melting shop. Thus, there are seven 100 TPD and two 150
TPD modules of DRI plants along with all required auxiliary and balancing
facilities for the production of 300,000 tons of sponge iron per annum. The
plant currently operates on three shifts per day and 300 working days per
annum have been considered for calculating the installed capacity.
Further, a 350 TPD DRI plant is also under implementation which will add a
105,000 TPA capacity from FY 2013.

3.4 Mini Blast Furnace (Pig Iron / Hot Metal) MBF:

This MBF of a capacity of 214,000 TPA has been set up for manufacturing
of pig iron / hot metal to be used steelmaking.
For production of hot metal, the unit has installed a blast furnace. In the
blast furnace, the burden of iron ore and coke is reduced into hot metal.
Coke is used both as reductant and fuel. To maintain heat in the furnace a
stove has been set up. A blast furnace of 262 CuM has also been set up.
The production per CuM is 2.40 tons per day. Considering 340 working
days per annum, the installed capacity of the plant is 214,000 TPA. The
hot metal produced shall be transferred to Electric Arc Furnace for primary
refining or cast in pig casting machine.

3.5 Oxygen Plant:

Modern steel making relies heavily on the use of oxygen to enrich air
and increase combustion temperatures in blast furnaces and open
hearth furnaces as well as to replace coke with other combustible
materials. During the steel making process, unwanted carbon combines
with oxygen to form carbon oxides, which leave as gases.
Oxygen is fed into the steel bath through a special lance. Oxygen is used
to allow greater use of scrap metal in electric arc furnaces. The
Company has also set up 3 units of 400 SM 3 per hour for production
of oxygen for the above purposes. The plant will operate 24 hours in
a day and 330 days in year. The installed capacity of the plant works
out at 97,92,000 NM3 per year.
Apart from the above, Company has set up captive oxygen plant of 3500
NM3/ hr. to meet its enhanced requirement of oxygen and nitrogen with
BOC India.

3.6 Rolling Mill:

With a capacity of 220,000 TPA, the Rolling Mill has been set up for
the manufacturing of rolled products for automobile and engineering
sector. Considering the fact that Alloy & Stainless Steel blooms require
quick

heating (to

avoid

decarburisation) and

thorough

soaking to

achieve trouble free rolling, a Top & Bottom Fired Walking Beam Type
Reheating Furnace has been set up.

In the Rolling Mill. The installed capacity of the rolling mill (with 45 TPH reheating furnace) is 220,000 TPA.

3.7 Sinter Plant:

The 267,300 TPA Sinter Plant has been set up for the production of
sinter to be utilized in blast furnace and
and

coke consumption and

thereby reducing iron ore

improve the productivity of the blast

furnace. Sinter is a hard, strong and porous mass, produced by the

incipient fusion of iron bearing materials, limestone, dolomite and coke
fines. The heat is generated within the mass itself by burning coke. With
the use of sinter in mini blast furnace, fuel consumption rate can be
significantly

brought

down and

simultaneously

improvements

in

productivity and hot metal quality can be achieved. Apart from the
above advantages, almost all the waste materials, flue dust and
sludge can be utilised in the sintering process. It will minimize the waste
disposal problem. Considering the above advantages, one circular sinter
plant having an area of 25 square meters and productivity of 1.5 ton
per square meters has been set up for the conversion of iron ore
fines into sinter. The sinter plant operates 24 hours per day and
considering working of 330 days per annum, the installed capacity of the
plant has been estimated at 267,300 TPA. The Company's
designed and supplied by SSIT, Beijing.

sinter plant is

 3.8 Steel Melting Shop:

The Steel Melting Shop has a capacity of 450,000 TPA and is mainly for the
manufacturing of rolled products for automobile and engineering sector.
The Electric Arc furnace is an established process for the production of
liquid steel using 100% solid charge comprising of appropriate proportion of
scrap and DRI/HBI. About 30% of the total steel production in the world
today is produced through EAF. There have been continuous developments
in this process to increase productivity, decrease energy consumption and
produce cleaner steels.
Use of hot metal increases the productivity and decreases the energy
consumption and makes it more flexible and competitive. Use of ladle
furnace along with EAF has come to ensure the above objectives as well
as optimum consumption of electrical power. Therefore, EAF was
considered to be the logical choice for this plant for manufacturing special
and alloy steel, considering the fact that one of the main metallic input
would be the DRI (generated in its own plant) along with the in- plant
generated scrap. Besides an induction furnace was also setup to cater to
the requirement of normal steel.
As explained above, three steel melting furnaces have been set up, one
EAF with a capacity of 35 ton per batch and the remaining with a capacity
of 20 ton per batch. The capacity calculation of the existing and the
proposed furnace is as under:

Particulars

SMS I

SMS -

II
No. of furnace

Average batch capacity (T)

35

20

Average no. of heats per day of 24 hrs.

26

10

No. of working days per annum

340

340

Installed capacity if liquid metal (TPA)

309,000

136,000

3.9 Quality Control:

Increased monthly final quality clearances by approximately 70%
over that of previous year
Internal soundness of finished products is substantially improved with
incorporation of 'on surface retarded cooling facilities in mill bay'. This
was possible due to implementation of Lean Manufacturing Systems
at all critical areas coupled with the benefit obtained from improved
steel quality
Accorded plant approval from renowned automotive companies like
Honda Motors, Bosch India, Dana Corporation, Sypris, Hero Honda,
Maruti Suzuki Ltd, etc.
AML steels are being used in all critical applications - crank shaft for
Hero Honda, cam shaft for Tata Motors and Ashok Leyland, gears &
transmission components of 2/4 wheelers, connecting rod for Hero

Honda and Tata Motors, drive shaft for Spicer India and Meritor
Applications, front wheel hub for Ford, etc.
A comprehensive continuous improvement philosophy has been
deployed throughout the organisation to continuously improve the
quality, service and price for all customers by means of perfection of
process methods to ensure that the requirements / needs are always
met.
Customer service representatives have been placed at various
locations to act as the link between the customer and the Quality
Assurance department to ensure that customers are satisfied with the
product or service and so maintain profitable customer relationship.
Benchmark quality standards are set up at steelmaking stage through
ELVAC process with special attention paid to use of raw materials of
highest standards. Manufacturing processes are strongly supported
by VD &AMLC, EMS in continuous casters.
Adhunik Metaliks has been recently certified for ISO 14001
(Environment) and OSHAS 18001 (Health & Safety), besides having
ISO/TS 16949, IBR, RDSO, RITES and BIS (IS-2830 & 2831)
certificates.
Quality of final delivered products is ensured through a number of
important and relevant tests in line with the customers' requirements.

4. WHAT IS TPM?
OBJECTIVES: At the end of the lesson, you will be able to define Total
Productive Maintenance. You will also become familiar with the importance
and necessity of Total Productive Maintenance.
An organization always works towards increasing production, reducing
losses, and ultimately improving the satisfaction level of the customers. In
order to achieve this, the organization needs to focus on the identification
of losses, and gradually reduce or eliminate them. Total Productive
Maintenance (TPM) is a process of continuous improvement and
innovation which enables the organization to identify and eliminate losses.

Total Productive Maintenance is a new philosophy of maintenance that is

based on the efficient equipment and shop floor management. In Total
Productive Maintenance:
Total stands for total effectiveness, total maintenance system and total
participation of all employees.
Productive stands for efficient and effective utilization of all the resources
(man, machine, material, energy etc.)
Maintenance stands for keeping the man-machine-material system in
optimal condition.
TPM was originally defined by the Japan Institute of Plant Management
(JIPM). The definition of TPM includes the following five elements:
1. Maximize Overall Equipment Effectiveness (OEE)
2. Establish a comprehensive Productive Maintenance (PM) system for the
entire life span of the equipment.
3. Involve all departments that plan, use and maintain equipment.
4. Involve all employees from the top management to front line workers.
5. Promote Productive Maintenance through motivation management, i. e.,
autonomous small group activities.

The origin of TPM can be traced back to the early 1950s when Preventive
Maintenance was introduced in Japan. Nippondenso was the first company
to introduce plant wide preventive maintenance in 1960. However, with the
introduction of more and more factory automation, maintenance became a
problem as more maintenance personnel were required. Thus, the
management of Nippondenso, added Autonomous maintenance wherein
the routine maintenance was performed by its
production operators. The maintenance group began identifying
modification to improve overall equipment reliability. The modification were

made or incorporated in the new equipment. This led to corrective

maintenance and maintenance prevention.
Preventive maintenance along with corrective maintenance and
maintenance prevention gave birth to productive maintenance.
The philosophy of TPM deals with three main aspects- improving people,
improving equipment and improving the company. TPM thus emphasizes
effective and efficient utilization of resources.
For example, when an operator runs an equipment and minor or major
problems crops up in the equipment, he calls the maintenance staff to
rectify the problem. The operator himself is not involved in the maintenance
activities. Therefore, the culture that exists is I run it, you fix it.
The concept of TPM does not support the culture, I run it, you fix it. It says
that the operators must own the equipment they operate and should learn
the skills to become equipment competent. In this way, the operator will be
able to take care of the machine s they operate and can rectify all the minor
problems in the machines. This is called autonomous maintenance. In
order to achieve this, the operators need to be provided with additional
maintenance skills through education and training. This is known as
Improving people.

If operator becomes equipment competent, they are better equipped to run

the equipment. They would know which part of the equipment needs
cleaning, inspection, lubrication and tightening etc. they can then perform
all these activities themselves, without taking the help of maintenance
staffs. Therefore, they will not allow any deterioration to take place on the
equipment they own, so that the equipment will always be maintained. This
is known as Improving equipment.
Once the knowledge and skills of the operator improve, they can assure
that the equipment they own also improves. This in turn, automatically
improves the business results, creates a pleasant work environment and
improves the quality of the people which eventually goes into improving
the company.

The purpose of TPM is to establish a corporate culture that will maximize

the effectiveness of the production system. That is, to organize gengagenbutsu system. It also means to prevent losses, and achieve
reduction-to-zero targets such as zero accidents, zero breakdowns,
zero customer complaints, and zero defects, in the entire production
system life cycle. It involves all functions of an organization including
production, development, sales and management. TPM involves every
member of an organization, from the top management to

shop floor employees and strives to achieve zero losses through small
group activities.
The basic measure associated with TPM is Overall Equipment
Effectiveness (OEE). It offers a simple and powerful measurement tool to
measure the efficiency and effectiveness in terms of availability or uptime,
performance rate and quality rate.

4.1 8 PILLARS OF TPM:

OBJECTIVES: At the end of this lesson, you will be able to define the eight
pillars of TPM.
TPM is practiced through eight pillars that involves all the functional areas
of the department, which work in conjunction with each other to improve
corporate business results and create productive work places.
The Eight pillars are focused improvement, autonomous maintenance,
planned maintenance, education and training, development management,
quality maintenance, safety, health and environment, TPM in office with 5S
being the foundation of TPM.
Implementation of 5S is a pre-requisite for the initiation of TPM in a work
place.
5s is a acronym for five Japanese words- seiri, seiton, seiso, seiketsu,
shitsuke. In an Indian environment, these five pillars of 5S defined as
sorting, systematizing, sweeping, standardizing, and self discipline.
5S helps to develop an organized workplace. As a result, initiation of 5S in
an organization makes TPM implementation easier and effective.
The first pillar of TPM is focused improvement. It involves TPM activities
that pursue effective utilization of equipment, human resources, material
and energy to achieve optimum production efficiency. It is known as
Kobetsu-Kaizen. This pillar focuses on significant reduction in various
types of losses. These improvement activities are performed by crossfunctional project teams, consisting of representatives from operation,
maintenance and quality planning and design section. The ultimate
objective of this pillar is to achieve c condition of Zero losses.

There are certain major losses that are incurred in the production system.
They are:

. Equipment failure
. Production adjustment
. Process failure
. Normal production loss
. Abnormal production loss
. Shutdown
. Quality defect
. Reprocessing

The thorough elimination losses which obstruct the efficiency of equipment

will contribute to the increase in their efficiency. The efficiency of the
equipment is best measured in terms of OEE, which can be calculated on
the basis of availability, performance rate and quality rate of the equipment.
In addition to major losses, there are other losses such as human related
losses and material related losses.

Human related losses occur due to:

. Production stoppage
. Line organization
. Measuring and adjustment
. Poor management
. Poor operating conditions

Material related losses consists of

. Yield loss
. Consumables loss
. Energy loss
Focused improvement aims at eliminating all the losses to raise the
effectiveness of the whole process or plant. The improvement activities can
be efficiently conducted with the help of step by step procedure shown
below;

. Select improvement topic

. Understand the situation
. Expose and eliminate abnormalities
. Analyse the cause
. Plan improvement
. Implement improvement
. Check results
. Consolidate gains

Autonomous maintenance, also known as jishu-hozen is one of the

important basic building blocks of the TPM programme. This pillar is geared
towards developing operators to be able to take care of routine
maintenance tasks to prevent equipment deterioration and bring the
equipment to its ideal state and also to establish basic conditions needed to
keep the equipment well maintained. For a successful autonomous
maintenance programme, the work has to done thoroughly and
continuously. Only then can the maintenance department properly carry out
the specialized maintenance techniques that ensure effective maintenance.

The need of autonomous maintenance can be very well explained through

the Heinrichs triangle. Mr. Heinrich, a German insurance agent, found the
relationship between the smallest invisible problem and a major failure and
establishes the theory of 1:29:300:3000. The theory explains that any
equipment or machine has approximately 3000 invisible problems which if
not identified and restored timely can lead to 300 minor problems which in
turn will develop 29 medium problems and finally will lead a major problem.
Thus to avoid any major problem, all the invisible minor problems should be
identified and necessary countermeasures should be taken for the same. If
this theory is followed, then the status of zero accident and zero defects
in the equipment can be achieved.
Autonomous maintenance is implemented in seven steps given below:

. Perform initial cleaning

. Address contamination sources and inaccessible places
. Establish cleaning and checking standards
. Conduct general equipment inspection
. Perform general process inspection
. Perform systematic autonomous maintenance
. Practice self-employment

Planned maintenance should establish and maintain optimal and process

conditions. It should be efficient and cost effective. In a TPM development
program, planned development is a deliberate methodical activity of
building and continuously improving such a maintenance system. Planned
maintenance is also known as keikaku hozen. The process of planned
maintenance is to sustain adequate equipment condition at all times to
have uninterrupted production.

An effective planned maintenance system can be developed by following a

step by step sequence given below:

. Evaluate the equipment and understand its current condition

. Restore deterioration and correct weaknesses.
. Build an information management system
. Build a periodic maintenance system
. Build a predictive maintenance system
. Evaluate a planned maintenance system

Education and training aims to maximize the potential of every employee

and create a corporate environment able to respond positively to the
changing business climate, technological advances, equipment
sophistication and management innovation. This pillar helps to visualize the
specific knowledge, skills and management abilities the employee of the
organization should have and design the training programme in such a way
that the vision is achieved.
The development management pillar of TPM deals with the maintenance
prevention activities, undertaken at the design and development stage of
the equipment. The purpose of these activities is to minimize future
maintenance cost and deterioration losses of new equipment. Under this
pillar, a system is developed in which the equipment is easy and safe to
operate and maintain. It should not breakdown and produce nonconforming
products.
Development management improves reliability by investigating
weaknesses in existing equipment and feeding the information back to the
designer. In this way, the organization is able to achieve vertical start up.
Quality maintenance is known as hinshitsu hozen. Quality maintenance is
a method for building in quality and preventing quality defects through the
process and through the equipment. It consists of activities that ascertain
precise process condition and control equipment conditions to produce
perfect products. The main objective of this pillar is to achieve the goal of
zero customer complaints and zero defects.

Safety, health and environment ensures safety and prevents adverse

environmental impacts through equipment reliability, elimination of human
errors and accidents and creating a pollution free work environment. The
main objective of this pillar is the elimination of danger and unsafe
conditions to achieve the target of zero accidents. It also aims to build a
companywide management system that supports, promote and directs the
creation of safe, pollution free, hospitable workplace.
The last pillar, TPM in office, aims to produce TPM in the administrative
and support departments that play an important role in backing up the
production activities. These departments play an important role in
processing information from the functional fields of the production system
and provide necessary advice and support the production activities to
reduce cost and to strengthen the competitive edge. TPM activities
supported by administrative departments not only support TPM in the
workplace, but also strengthen the function of then departments
themselves by improving their own organization and culture. A TPM
program in office aims to create an information factory and applies process
analysis to streamline the information flow.

TPM in office is implemented by using three pillars.

1. Build a system of administrative autonomous maintenance.
2. Increase the work efficiency through focused improvement.
3. Improve administrative capacity through education and training.

4.2 IMPLEMENTATION OF TPM:

OBJECTIVE: At the end of this lesson, you will be able to list 12 steps of
TPM implementation.
The TPM implementation is a 12 step process. These steps can be broadly
categorized under preparation, preliminary implementation, implementation
and stabilization stage.
Time taken to implement TPM in an organization will depend on its size,
level of technology, management standards and current level of productive
maintenance. Keeping these factors in mind, the organization sets targets
to achieve TPM.
STEP-1
The top management must make an official announcement of the decision
to implement TPM. This can be accomplished through a formal
presentation that introduces the concept, goals, and expected benefits of
TPM. The management also needs to ensure that the employees are
sufficiently motivated and competent enough to manage their own activities
successfully.

STEP-2
The second step of this stage is to launch an educational campaign
through training programs. The training programs should be designed to
explain TPM, eliminate resistance to TPM and raise morale.

STEP-3
Once the introductory education of the employees is completed, the
building of TPM promotional system can begin. Special committees are
formed at every level of the organization to promote TPM.

JIPM recommends a network of overlapping small groups organized at

every level. Each group leader participates as a member in a small group
at the next level. These group leaders serve as a link between levels
facilitating vertical as well as horizontal communication.

STEP-4
The fourth step is to establish basic TPM policies and goals by analysing
existing conditions and predicting results.
Goals should be quantifiable precise, specifying the target, quantity and
time frame. Once the goals have been set, they must be developed further
in each department and at each level.

STEP-5
The last step of this step is to formulate a master plan for TPM
development. The master plan should include a detailed implementation
plan for eight core TPM activities which are:
1. Focused improvement
2. Autonomous maintenance
3. Planned maintenance
4. Education and training
5. Development management
6. Quality maintenance
7. Office TPM
8. Safety, health and environment

STEP-6
The TPM kick off is the first step of implementation, the beginning of battle
against the major losses. The kick-off should be designed to cultivate an
atmosphere that raises morale and inspire dedication. During the kick-off,
employees are informed of the plans developed so far and the work
accomplished during the preparation stage.

STEP-7
In this step, TPM is implemented through the four core activities to improve
the effectiveness of the equipment experiencing the loss. Four core
activities are focused improvement, autonomous maintenance, planned
maintenance and training.

STEP-8
Development management is implemented in this step. The objective is to
minimize future maintenance costs and deterioration losses of new
equipment.

STEP-9
Quality maintenance method are implemented in this step. The idea is to
build in quality, during the process of production and prevent quality
defects.

STEP-10

Safety is promoted systematically as a part of TPM activities. Safety

activities are implemented step by step to assure occupational health and
safety and prevent adverse environmental impacts.

STEP-11
The quality and timeliness of the information supplied by the administrative
and support departments has a major impact on production activities.
Therefore office TPM is introduced in this step to support TPM in the
workplace and strengthen the functions of the various departments.

STEP-12
The final step in TPM development program is to perfect TPM
implementation and set even higher goals for the future. Simultaneously,
the TPM implementation is evaluated for the PM Prize.

5.

WHY STEP-4 TRAINING IS PROVIDED?

The work areas are divided into circles as per the capability of the
personnels. The circle is called as JH Circles or Jishu Hozen circles. Two
types of personnels are included in the Jishu Hozen circle- Operation,
Maintainance (Electrical, Mechanical)
Their Responsibility is to maintain and restore cleanliness of the area. The
operators should be capable of doing the basic maintenance on the
machine on which they operate. If major breakdowns (more than 30
minutes) occur then it is sorted out by the maintenance personnel. If any
anomaly occurs and it is handled by the operation personnel, it is tagged as
White Fuguai. If it is restored by maintenance personnel, it is tagged as
Red Fuguai.
In order to do the jobs of the operation in the circle area assigned the
operators should possess basic maintenance skill and the competency
level of the operators needs to be enhanced. So trainings to the operators
are imparted to bridge the gap between the actual level and the desired
level.
Training sessions are conducted in every circle which comes under the
jurisdiction of the education and training pillar. To make the operators
competent so that they can eliminate White Fuguais, trainings are given to
the operators by trained maintenance personnel. Only the circles which are
in Step-3 are given trainings. A summary report on the number of operators
trained is provided department-wise which concludes my project.