Ahuja 2007
Ahuja 2007
Ahuja 2007
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To cite this document: I.P.S. Ahuja, J.S. Khamba, (2007),"An evaluation of TPM implementation initiatives in an Indian
manufacturing enterprise", Journal of Quality in Maintenance Engineering, Vol. 13 Iss: 4 pp. 338 - 352
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I.P.S. Ahuja, J.S. Khamba, (2007),"An evaluation of TPM implementation initiatives in an Indian manufacturing enterprise",
Journal of Quality in Maintenance Engineering, Vol. 13 Iss: 4 pp. 338 - 352
http://dx.doi.org/10.1108/13552510710829443
I.P.S. Ahuja, J.S. Khamba, (2007),"An evaluation of TPM implementation initiatives in an Indian manufacturing enterprise",
Journal of Quality in Maintenance Engineering, Vol. 13 Iss: 4 pp. 338 - 352
http://dx.doi.org/10.1108/13552510710829443
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JQME
13,4 An evaluation of TPM
implementation initiatives in an
Indian manufacturing enterprise
338
I.P.S. Ahuja and J.S. Khamba
University College of Engineering, Punjabi University, Patiala, India
Abstract
Purpose – The purpose of this study is to identify maintenance-related losses for ascertaining and
addressing the performance losses, and affecting improvements in the manufacturing performance in
an organization through strategic total productive maintenance (TPM) initiatives.
Design/methodology/approach – In this paper TPM initiatives in the steel manufacturing plant
have been elaborated to ascertain the tangible and intangible benefits accrued as a result of successful
TPM implementation. The approach has been directed toward justification of TPM implementation
for its support to competitive manufacturing in the context of Indian manufacturing industries.
Findings – The paper establishes the long-term effects of TPM on organizational performance in the
Indian context. TPM implementation initiatives have shown marked improvements in the equipment
efficiency and effectiveness, and have also brought about appreciable improvements in other
manufacturing functions in the organization. It has been observed that systematic interventions
regarding TPM deployment have significantly contributed toward improving the manufacturing
system productivity, quality, safety, morale and besides ensuring the cost effectiveness of the
manufacturing function within the organization. The case study reveals that holistic TPM
implementation has lead to establishment of strategic proactive maintenance practices in the
organization for avoiding future system and equipment-related losses, and has marshaled the
organization toward capability building for sustained competitiveness in the global marketplace.
Practical implications – This paper highlights the contributions of maintenance function to ensure
enhanced equipment reliability, thereby affecting improvements in the manufacturing system
performance. In this study the TPM implications in a steel manufacturing plant have been highlighted,
which may be implemented in other manufacturing plants to improve their performance.
Originality/value – The present study encompasses systematic identification of
maintenance-related losses, setting up of targets regarding maintenance performance improvements
and developing guidelines for achieving enhanced manufacturing system performance through
strategic TPM initiatives in the steel manufacturing plant, which can also be important to all
concerned with maintenance and safety in various manufacturing enterprises.
Keywords Productive maintenance, Production equipment, India, Manufacturing systems,
Total quality management
Paper type Case study
Introduction
In the contemporary dynamic globalized world economy, manufacturing organizations
are faced with stiff cut-throat competition. The global competition characterized by the
rapid technological innovations and ever-changing market demands is putting
Journal of Quality in Maintenance enormous pressure on manufacturing organizations across the globe. The
Engineering contemporary manufacturing organizations endeavor to achieve world-class
Vol. 13 No. 4, 2007
pp. 338-352 performance through continuous improvement in the production systems and
q Emerald Group Publishing Limited
1355-2511
development of world-class products and services, to satisfy the peculiar and rapidly
DOI 10.1108/13552510710829443 changing customer requirements. The manufacturing sector globally has witnessed
drastic changes in the later part of the twentieth century. These changes have left their TPM
unmistakable marks on the different facets of the manufacturing organizations (Gomes implementation
et al., 2006). The challenges of stiff competition and the drive for profits are forcing the
organizations to implement various productivity improvement efforts to meet the initiatives
challenges posed by ever-changing market demands (Samuel et al., 2002).
In the dynamic and highly challenging environment, reliable manufacturing
equipment is regarded as the major contributor to the performance and profitability of 339
manufacturing systems (Kutucuoglu et al., 2001). Its importance is rather increasing in
the growing advanced manufacturing technology application stages (Maggard and
Rhyne, 1992); therefore, equipment maintenance is an indispensable function in a
manufacturing enterprise (Ahmed et al., 2005). The intense competitive pressure on the
organizations is triggering the top management of these enterprises to look at the
performance of each and every business function, including manufacturing or
maintenance for achieving competitive advantage (Pintelon et al., 2006). In the highly
competitive globalized scenario the maintenance function is being looked on by
manufacturing organizations as a potential source of cost savings and competitive
advantage. The effective integration of maintenance function with engineering and
other manufacturing functions in the organization can help to save huge amounts of
time, money and other useful resources in dealing with reliability, availability,
maintainability and performance issues (Moubray, 2003). This has provided the
impetus to the leading organizations worldwide to adopt effective and efficient
maintenance strategies such as condition-based maintenance (CBM),
reliability-centered maintenance (RCM) and total productive maintenance (TPM),
over the traditional firefighting reactive maintenance approaches (Sharma et al., 2005).
The objective of this paper is to study the effectiveness and implementation of the
TPM program for a steel manufacturing unit, and highlight the contributions made by
strategic TPM initiatives in a typical Indian manufacturing organization. The
approach has been directed toward justification of TPM implementation for its support
to competitive manufacturing in the context of Indian manufacturing industries.
Through a case study of implementing TPM in an Indian manufacturing enterprise,
the TPM implementation issues, roadmap and strategies adopted toward successful
TPM implementation, assessment of performance losses in the production facilities,
contributions of TPM initiatives in improving the organizational performance are
discussed and analyzed. Moreover, the critical success factors in implementing TPM
are also elaborated based on the learning from the study. The study reveals that
holistic TPM implementation has lead to realization of significant enhancement in
manufacturing capabilities in the organization.
TPM
In order to remain competitive in today’s highly challenging and rapidly changing
business environment, a keen understanding of the intricate dynamics of the
production facility is required to be able to manage the organizational resources
effectively to meet the organization’s sustainability efforts. The success in highly
challenging contemporary manufacturing scenario depends on the implementation of
multiple complimentary and proven strategies. While just-in-time (JIT) and total
quality management (TQM) programs have been around for a while, manufacturing
JQME organizations of late, have been putting enough confidence in the latest strategic
quality maintenance tool, TPM.
13,4 TPM as the name suggests consists of three words:
(1) Total. This signifies to consider every aspect and involving everybody from top
to bottom.
(2) Productive. Emphasis on trying to do it while production goes on and minimize
340 troubles for production.
(3) Maintenance. Means keeping equipment autonomously by production
operators in good condition – repair, clean, grease, and accept to spend
necessary time on it.
341
Figure 1.
Eight pillars of TPM
implementation plan
(suggested by JIPM)
Ginder, 1995). The successful implementation of TPM results in the dramatic reduction
of wastage and performance losses associated with production facility. TPM focuses
upon cutting down various organizational performance losses as a strategy toward
affecting manufacturing performance improvements. The various manufacturing and
production losses tackled by TPM include:
.
equipment losses (failure/breakdowns losses, start up losses, product change
over/set up losses, tool changeover losses, minor interruption loss, speed loss,
defects and rework losses, shut down loss);
.
manpower losses (production stoppage losses, line organization losses,
measuring and adjustment loss, management losses, operation motion-related
losses); and
.
material losses (yield losses, consumables i.e. die-jig-tool losses, energy losses).
TPM employs overall equipment effectiveness (OEE) as a quantitative metric for
measuring the performance of a productive system. OEE is the core metric for
measuring the success of TPM implementation program (Jeong and Phillips, 2001).
This metric has become widely accepted as a quantitative tool essential for
measurement of productivity in manufacturing operations (Samuel et al., 2002). The
role of OEE goes far beyond the task of just monitoring and controlling the
manufacturing system performance. The OEE measure is central to the formulation
and execution of a TPM improvement strategy (Ljungberg, 1998). It provides a
systematic method for establishing production targets, and incorporates practical
management tools and techniques in order to achieve a balanced view of process
availability, performance efficiency and rate of quality (Bulent et al., 2000). OEE is
calculated by obtaining the product of availability of the equipment, performance
efficiency of the process and rate of quality products:
342
Figure 2.
Organization structure for
TPM implementation
where: TPM
Loading Time 2 Downtime implementation
Availability ð AÞ ¼ £ 100: ð2Þ initiatives
Loading Time
Figure 3.
TPM initiatives associated
with various pillars
used to control the line TPM promotion committee comprising of line incharges and TPM
headed by a section head TPM. implementation
A key feature of this organization structure was that there existed a significant
overlap between various groups indicating that there was complete synergy between initiatives
their operations. TPM Secretariat was responsible for effective administration of TPM
activities. It contained TPM plant level sub-committees for each pillar such as the
Autonomous Maintenance Sub-committee, Focused Improvement Sub-committee, etc. 345
These sub-committees comprised of technical personnel from various sections,
adequately trained in TPM techniques. These were concerned with monitoring the
progress of TPM activities, preparation of reports and presentation of developments
and guidance of TPM promotion teams at various levels of organization. The TPM
manager controlled the working of TPM Secretariat and Plant Level Steering
Committee, thus acting as a coordinator.
To begin with, the training needs of the operators, technicians, foremen, supervisors
and middle level management personnel were ascertained and adequate training and
knowledge was imparted to the employees to have proper understanding of the
underlying TPM principles and fundamentals. Further, plant visits were also organized
to various successful TPM implementing plants to motivate the employees by
demonstrating the potential of TPM initiatives in realizing manufacturing competencies.
The employees were also convinced and motivated about the achievements possible
through holistic TPM implementation, and the retardants addressed through counseling
and taking positive steps toward addressing the concerns of the employees.
TPM implementation started with the selection of key model machines from
different areas and initiation of four activities – autonomous maintenance, preventive
maintenance, focused improvement and quality maintenance at these critical
production facilities. The responsibility for implementation and follow up of TPM
activities at each of the machines was attached to supervisors and engineers concerned
with that particular production activity area. The small group activities (SGA), the
driving force behind the TPM implementation, were then introduced at various
manufacturing areas in the plant with the production operators and executives at the
various levels and related with the different organization functions encouraged to form
the small group kaizen teams.
The teams, comprising six to eight members at various hierarchical levels from
various organizational functions, were constituted to look into the areas of concern
addressing the key function areas. The objectives of the various teams were formulated
which included affecting focused improvement activities, institutionalizing autonomous
maintenance and predictive maintenance activities, motivating workers for suggesting
and implementing kaizen themes, development of one-point lessons for improving
worker knowledge and skills. The team leaders were selected on the basis of their
knowledge and interest in equipment improvement as well as the respect and authority
they commanded from their subordinates. A centralized TPM steering committee was
constituted for training the workers in different functional areas and for catering to
multi-skilling requirements in the various organizational areas. The initiatives regarding
measuring and maximizing OEE, the major thrust behind TPM implementation, were
initiated and the workers were trained and motivated to understand and record various
losses prevailing in the manufacturing systems. The initial benchmarking of equipment
performance helped in highlighting the gap between the existing performance levels
JQME prevailing in the organization and desired manufacturing excellence levels, thereby
13,4 providing a strong impetus for introducing focused company-wide maintenance
improvement strategies through deployment of eight pillar TPM implementation
philosophy across all the critical model equipment in the organization.
Figure 4 indicates the representative loss tree for a critical sample machine. It
clearly depicts the identification of various performance losses associated with the
346 sample machine. The data reveals significantly high total equipment losses (107
hours), manpower losses (195 hours) and material losses (Rs.0.45 lac.) at the start of the
TPM implementation program. Subsequently, the benchmarks and targets for various
losses for the sample machine were identified as shown in Figure 5, and the strategies
for controlling of the different losses were evolved and effectively deployed through
total employee involvement. The roadmap for addressing various performance losses
was evolved by holistic deployment of TPM initiatives. At this stage various
maintenance improvement initiatives were adopted which included implementation of
tracking root causes for the identified losses, failure mode and effect analysis (FMEA),
developing planned maintenance check sheets, putting into place predictive
maintenance initiatives at critical equipment, PM analysis, 5S implementation and
various other maintenance improvement initiatives.
These initiatives resulted in significant reduction in the performance losses over a
period of time as depicted by Figure 6. The trends in total equipment loss, manpower
loss and material loss reveal a significant improvement in the system performance
through drastic reduction in performance losses, and validated the extremely high
potential of TPM initiatives toward addressing equipment related losses. This resulted
in substantial increase in the total plant uptime as revealed from Figure 7.
Figure 8 depicts the trend in OEE of the critical sample machine over a period of
time. The results reveal a significant improvement in OEE as a result of strategic TPM
Figure 4.
Loss tree for a critical
sample machine
TPM
implementation
initiatives
347
Figure 5.
Bench mark and targets
for various losses
Figure 6.
Losses chart for a critical
sample machine
initiatives, from a meager 30.6 percent at the time of start of TPM implementation
program to 71.6 percent after the successful TPM implementation. This can be
attributed to focused improvement initiatives for identification and mitigation of the
factors contributing to low overall equipment effectiveness. The holistic TPM
implementation has also revealed drastic reduction in losses and significant
enhancement in total plant uptime for the manufacturing facility, as revealed in
Figure 9.
This was followed by horizontal deployment of TPM implementation initiatives to
all the production facilities at the plant. The benefits accrued by the enterprise through
strategic TPM implementation included productivity enhancement (P) by way of
JQME
13,4
348
Figure 7.
Total plant uptime
Figure 8.
Overall equipment
effectiveness evaluation
for critical machine
349
Figure 9.
Losses distribution for
manufacturing facility
.
reduction in customer rejections: 50-75 percent;
.
reduction in accidents: 90-98 percent;
.
reduction in maintenance cost: 18-45 percent;
.
reduction in defects and rework: 65-80 percent;
.
reduction in breakdowns: 65-78 percent;
.
reduction in energy costs: 8-27 percent;
.
increase in employee suggestions: 32-65 percent; and
.
total savings resulting from effective implementation of kaizen themes as a result
of significantly enhanced participation across the organization: Rs. 80 million.
Conclusions
The study reported in this work has revealed that there is an emerging need for TPM
implementation in the Indian industry and the need to develop an indigenous action
plan to foster TPM implementation practices and procedures. TPM has proved to be a
means to supplement the concerted improvement efforts by addressing equipment and
other related problems that adversely affect the performance of the manufacturing
system. TPM implementation in the enterprise has demonstrated the effective
realization of optimized equipment effectiveness, breakdown elimination and
promotion of autonomous operator maintenance through day-to-day activities
involving the total workforce. TPM has helped the enterprise in improving the synergy TPM
between the maintenance department and rest of the manufacturing functions, implementation
resulting in elimination of defects, improved manufacturing process reliability and
OEE, affecting cost reductions thereby strengthening sustainability efforts of the initiatives
organization to meet cut-throat global competition for business excellence. TPM has
provided an excellent means to improve the overall efficiency of the manufacturing
system. Thus, in a highly competitive scenario, TPM might prove to be one among the 351
best of the proactive strategic initiatives that can lead the organizations to scale new
levels of achievements and could really make the difference between success and
failure of the organizations.
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