TPM TOTAL PRODUCTIVE MAINTENANCE A Journey to World Class Performance
Origin of TPM Dr. W. Edwards Deming gave birth the concept of TQM in 1970 TPM evolved from TQM In 1980s JIPM (Japan Institute of Plant Maintenance) developed the concept of TPM for Process industries. TPM was brought to India by JIPM in 1990s The first Process Company to introduce TPM was Vikram Cement, followed by Sundaram Fasteners
NEED FOR TPM To increase effectiveness of Machine, Manpower, Material & Methods through Complete Cultural Change in line with , Zero Defect. Zero Breakdown. Zero Customer Complaint Zero Accident. Zero Pollution
Important Concepts in TPM implementation
5 S OF HOUSE KEEPING TPM PERFORMANCE P,Q,C,D,S & M INDICATORS-
OVERALL PLANT EFFECTIVENESS (OPE) 8 PILARS ACTIVITIES VISUAL MANAGEMENT
5 S OF HOUSE KEEPING
JAPANESE
1S 2S 3S 4S
ENGLISH SORT NECESSARY AND UNNECESSARY ITEMS SET IN ORDER NECESSARY ITEMS CLEAN THE EQUIPMENT / AREA TILL IT SHINES
SEIRI SEITON SEISO
SEIKETSU STANDARDISE THE BEST PRACTICES 5S SHITSUKE SUSTAIN THE PRACTICES / MAKE HABIT
IMPORTANT TPM PARAMETERS
EFFECTIVENESS OF TPM IN INDUSTRY IS REFLECTED BY IMPROVEMENT IN FOLLOWING PARAMETERS P-PRODUCTIVITY ENHANCEMENT Q- QUALITY IMPROVEMENT C-COST CONTROL D-DELIVERY IN TIME S-SAFETY M-MORALE
SIGNIFICANT TANGIBLE RESULTS
P-( PRODUCITIVITY ) NET PRODUCTIVITY UP BY 1.5 TO 2 TIMES Q-( QUALITY ) PROCESS DEFECT RATE DOWN BY 90% C-(COST)PRODUCTION COST DOWN BY 30% HALVED (1/2) S-(SAFETY)NO. OF ACCIDENT ZERO - NO. OF POLLUTION INCIDENT ZERO M- ( MORALE) NO. OF IMPROVEMENT SUGGESTION UP BY 5 TO 10 TIMES. D-(DELIVERY) PRODUCT & IN-PROCESS INVENTORIES
SIGNIFICANT INTANGIBLE RESULT ACHIEVING FULL SELF MANAGEMENT OPERATORS HAVE OWNERSHIP OF THE EQUIPMENT, THEY LOOK AFTER IT THEMSELVES WITHOUT DIRECTION. ELIMINATING BREAKDOWNS & DEFECTS AND INSTILLING CONFIDENCE & CAN-DO ATTITUDE. MAKING DIRTY, GRIMMY & OILY WORKPLACES UNRECOGNIZABLY CLEAN, BRIGHT & LIVELY. GIVING PLANT VISITORS A BETTER IMAGE OF THE COMPANY , THEREBY WINNING MORE ORDERS.
SAFETY,HEALTH & ENVIRONMENT
OFFICE TPM
EDUCATION & TRAINING DEVELOPMENT MANAGEMENT QUALITY MAINTENANCE
PLANNED MAINTENANCE
FOCUSSED IMPROVEMENT
AUTONOMOUS MAINTENANCE
8 PILLARS OF TPM 5 S OF HOUSE KEEPING
TPM
AUTONOMOUS MAINTENANCE MAINTAINING BASIC CONDITIONS ON PLANT AND IN MACHINE ALL OVER PARTICIPATION THROUGH TPM CIRCLES
FOCUSSED IMPROVEMENT IMPROVEMENT IS EVERYONES ACTIVITY IMPROVEMENT IS TO ELIMINATE PRODUCTION LOSSES AND TO REDUCE COST LOGICAL ANALYSIS OF REAL CAUSES FOR REAL COUNTER MEASURES
PLANNED MAINTENANCE FOCUSED ON PREVENTION IMPROVEMENT IN RELIABILITY, MAINTAINABILTY AND COST
QUALITY MAINTENANCE DEVELOPING PERFECT M/C OF PERFECT QUALITY ELIMINATION OF IN PROCESS DEFECTS AND CUSTOMER COMPLAINTS
DEVELOPMENT MANAGEMENT DEVELOPING M/C FOR HIGH EQUIPMENT EFFECTIVENESS QUICK PROCESS FOR DEVELOPING NEW PRODUCTS
SAFETY, HEALTH & ENVIRONMENT TO ACHIEVE ZERO ACCIDENT, ZERO HEALTH HAZARDS AT WORK TO MAINTAIN ZERO POLLUTION
AUTONOMOUS MAINTENANCE The purpose of autonomous maintenance is to understand & maintain the equipment by its owner by performing : Daily checks Replacement of small parts Repairs at site Precision checks Early detection of abnormal conditions
WHY AUTONOMOUS MAINTENANCE
To prevent equipment deterioration To maintain equipment in optimal condition To establish basic equipment condition To eliminate equipment failure To make operator familiar with his equipment To eliminate Quality defect To eliminate cost losses
AUTONOMOUS MAINTENANCE ACTIVITY BY MD
AUTONOMOUS MAINTENANCE ACTIVITY BY DOPN
AUTONOMOUS MAINTENANCE ACTIVITY BY DFN
7 TYPES OF ABNORMALITIES 1. Minor Flaws 2. Unfulfilled Basic Condition 3. Inaccessible places 4. Contamination sources 5. Quality Defect Sources 6. Unnecessary and non-urgent items 7. Unsafe places
SOME TYPICAL ABNORMALITY
SOME TYPICAL ABNORMALITY
AUTONOMOUS MAINTENANCE STEPS STEP 0: Know your equipment STEP 1: Perform Initial Cleaning STEP 2: Eliminate sources of Malfunction STEP 3: Establish cleaning and checking standards STEP 4: Intensify Visual Controls STEP 5: Perform General Process Inspection STEP 6: Systematic Autonomous Maintenance STEP 7: Practice Full self-management
VISUAL MANAGEMENT ACTIVITY PILOT PLANT
KAIZEN
Kaizen = Fill difference between present status and goal
- Aim at good condition in the past.
Restorative Difference Past Level Present Level Difference
-Aim at achieving what the equipment and the operation must be in the future.
Renovating Kaizen
Future Level Present Level
First, bring to a condition of the past,
another line or another company Copying is also technology Develop new ideas by changing conception Importance is to train people who can maintain
8 MAJOR LOSSES IN PROCESS INDUSTRY
AVAILABILITY 1. 2. 3. 4. SHUT DOWN LOSS PRODUCTION ADJUSTMENT LOSS EQUIPMENT FAILUR LOSS PROCESS FAILURE LOSS
PERFORMANCE 5. NORMAL PRODUCTIION LOSS 6. ABNORMAL PRODUCTION LOSS QUALITY 7. QUALITY DEFECT LOSS 8. REPROCESSING LOSS
OVERALL PLANT EFFECTIVENESS (OPE)
OPE = AVAILABILITY x PERFORMANCE RATE x QUALITY RATE
WHERE
CALENDER TIME (SHUTDOWN LOSS+ MAJOR STOPPAGE LOSS)
AVAILABILITY= ---------------------------------------------------------------------------x100%
CALENDER TIME AV. ACTUAL PRODUCTION RATE
PERFORMANCE RATE=------------------------------------------------------- X 100%
STANDARD PRODUCTION RATE PRODUCTION AMOUNT-(QUALITY DEFECT+REPROCESSING LOSS)
QUALITY RATE =------------------------------------------------------------------------ X 100%
PRODUCTION AMOUNT
