Documente Academic
Documente Profesional
Documente Cultură
by
TPM BASICS
History of TPM
TPM is a innovative Japanese concept which
can be traced back to 1951.
However the concept of preventive
maintenance was taken from USA.
Nippondenso was the first company to
introduce plant wide preventive maintenance
in 1960.
Nippondenso which already followed
preventive maintenance also added
Autonomous maintenance done by
production operators.
History of TPM
Preventive maintenancealong
withMaintenance
preventionandMaintainability
Improvementgave birth toProductive
maintenance.
By then Nippon Denso had made quality
circles, involving the employees participation.
Thus all employees took part in implementing
Productive maintenance.
History of TPM
TPM first introduced in Japan 20 years ago
and rigorously been applied in past 10
years
TPM planning & implementation in
Japanese factories supported by JIPM
(Japan Institute of Plant Maintenance)
Awarded yearly prizes to various
industries:
Automotive
Metals
Chemicals
Rubber
Food
Glass etc.
Initially implemented in
high-to-medium volume production
areas
Later successfully applied in:
Low-volume production
High-to-low volume assembly
Development areas
Warehouse
Whole range of industry
1950
1960
1970
1980
1990
Breakdown Maintenance
1951
Preventive Maintenance
Evolution of TPM
1957
Corrective Maintenance
1960
Productive Maintenance
1971 TPM
Z D
G
R
O
U
P
(1965)
Condition-based
ZERO
era
A C
C A
C M
I
P
D A
E I
N G
T
N
(1971)
Role of TPM
Answers of the following questions are
able to tell what role TPM can play within
a company:
Does TPM replace traditional
maintenance techniques ?
Why is it so important ?
What are its policies and objectives ?
No warning of failure
Possible safety risk
Unscheduled downtime of machinery
Production loss or delay
Possible secondary damage
Need for:
Stand-by machinery
A stand-by maintenance team
A stock of spare parts
Costs include:
Post production
Disrupted schedule
Repair cost
Stand-by machinery
Spare parts
To cultivate equipment-related
expertise and skills among operators
Production dept.TPM to
Companywide TPM
What is TPM?
T
Total
Overall efficiency.
Total production system.
Participation of all employees.
Productive
Zero defect.
No trouble in operation.
Safety.
Maintenance
What is TPM?
Why TPM?
MARKET CIRCUMSTANCES
IN-HOUSE CIRCUMSTANCES
Effectiveness of TPM
RESULTS EXPECTED
ESSENTIAL REQUIREMENTS
Productivity enhancement
Employee Involvement
Cost Reduction
Top management Commitment
Delivery period shortening
Management Tools
Sales Expansion
Process
The process adopted is a proven methodology
based on:
1.Understanding the current status
2.Setting up an organisation
3.Training people
4.Identifying
improvement
model
areas
and
machines
for
initial
16 major Losses
OTPM
SHE
DM
E&T
QM
PM
JH
5S
2 JISHU HOZEN
THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF SMALL
MAINTENANCE TASKS .
RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE ON VALUE
ADDED AND
TECHNICAL REPAIRS .
THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO
PREVENT
STEPSIT
FROM DETERIORATING
1. Initial cleaning
2.
3.
4.
General inspection
5.
Autonomous Inspection
6.
Standardization
7.
Autonomous Management
3 PLANNED MAINTENANCE
THIS PILLAR
AIMED TOWARDS
FOUR CATEGORIES
PREVENTIVE MAINTENANCE
BREAK DOWN MAINTENANCE
CORRECTIVE MAINTENANCE
MAINTENANCE PREVENTION
BENEFITS
Equipment Ranking)
2.
deterioration.
eliminating
factors of accelerated
3.
4.
6.
understand phenomenon
Investigate weakness & improve
it
7.
8.
9.
( Improvements to
5.
11.
4 QUALITY MAINTENANCE
THIS PILLAR
AIMED TOWARDS
BENEFITS
1.
2.
3.
4.
5.
6.
7.
5 EDUCATION TRAINING
THIS PILLAR
AIMED TOWARDS
BENEFITS
1.
2.
3.
6 DEVELOPMENT MANAGEMENT
THIS PILLAR
AIMED TOWARDS
suring needs for Easy of manufacturing by analyzing the process for present
dentifying failures possibilities based on trail manufacturing & test of new produc
BENEFITS
1.
2.
3.
AIMED TOWARDS
BENEFITS
ZERO ACCIDENT
ZERO FIRES
8 OFFICE TPM
THIS PILLAR
AIMED TOWARDS
TO IMPROVE PRODUCTIVITY
BENEFITS
INVENTORY REDUCTION
TPM Results in
Results in
building up corporate
thoroughly pursues production
culture
Requires
all
and
full
involvement
from
top
management to frontline employees. It builds up an
overlapping
multidiscipline
process
based
OEE
that
(Overall
What is OEE?
Overall Equipment Efficiency
OEE = A x P x Q
A= Availability
P= Performance
Q= Quality
Components Produced
Performance =
Quality =
Example 1
A medium volume manufacturing facility with a
capacity of producing 2 parts/minute actually produced
800 parts in a planned running 2 shifts of 8 hours each.
It had breaks and scheduled maintenance for 40
minutes and also faced 40 minutes breakdowns and 1
hour 20 minutes for changeover and adjustment.
Number of rejects and re-works were 10 and 6 parts
respectively. Calculate its overall effectiveness
Planned production time = 2x8 hrs. = 960 minutes
Loading time
= 960-40 (breaks & scheduled maintenance) = 920 min.
Down-time =40 (Breakdowns) + 80(Changeover & adjustment)= 120
Loading time Down time
920 - 120
%Availability = --------------------------------x100 = ----------------x100 = 87%
Loading time
920
Example 1 (Contd.)
Quantity produced
800
%Performance = --------------------------------x100 =
-------------x100 = 50%
Time run x Capacity/given time (920-120)x2
Example 2
A chemical plant was expected to run for 120
hours/week continuously with production capacity
of 2400 metric tones /hour. At the end the week it
produced 220,000 tones together with a waste of
3000 tones. It had120 minutes breakdowns and
460 minutes changeover and adjustment. Calculate
plant overall effectiveness.
Planned production time = 120 hrs/week = 7200 minutes
For continuous production, breaks and scheduled
maintenance = 0
Therefore, loading time = 7200-0 = 7200 min.
Down-time = 120 (Breakdowns) + 460(Changeover &
adjustment) = 580
Loading time Down time
7200 - 580
%Availability = --------------------------------x100 =
Example 2 (Contd.)
Quantity produced
220,000
%Performance = ---------------------------x100 =
------------------x100 = 83%
Time run x Capacity
(6620)x(2400/60)
MTBF
Mean Time Between Failure
The average amount of operating time between consecutive
breakdowns for an item of equipment (or plant).
Formula
MTBF =
Operating Time
Number of Failures or Breakdown Events
Interpretation
MTBF
MTBF
Maintenance effort required is increasing.
Maintenance practices / mechanisms are
ineffective.
Failure frequency is increasing.
Operating conditions are deteriorating.
MTTR
Mean Time To Repair
The average maintenance time required to keep an item of
equipment (or plant) operational.
Formula
MTTR =
Down Time
Number of Failures or Breakdown Events
Down time is the total time equipment (or plant) is down for maintenance
work (preventive and corrective).
Number of failures or breakdown events is the number of failures on an
item of equipment (or plant).
Interpretation
MTTR
MTTR
ADDVALUE Services
VALUE ADDED COACHINGVAC
BUSINESS
COACHING
Operation
Excellenc
e
Team
Excellenc
e
Business
Excellenc
e
LIFE COACHING
Counselli
ng
Therapy
Adding Value In
Totality !!
Astrology
AddValue at a glance
Best Performing Consulting Organization
Business Coaching
Life Coaching
Thank You