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1

TPM creates a corporate culture


which constantly strives to
eliminates losses thro
overlapping small group activities
within the organisation.
Developed by JIPM (Japan Institute of Plant Maintenance ) in 1971

Effectiveness of TPM
Impact Area

Productio
n

Quality

Aspect

Improvement

Productivity improvement

1.5 to 2 times

Reduction in Number of Sporadic Failures

1/10 to 1/250

Equipment Operating

1.5 to 2 times

Reduction in Product Defects

1/10

Reduction in Customer Claims-

1/4

Cost Reduction

30%

Reduction in Product Inventories

1/2

Cost

Delivery

Safety

Reduction in Accident, Elimination of


Pollution

50%

Morale

Increase in Number of Employee


Suggestions

5 to 10 times
3

5S

A Basic Pre-Requisite to Achieve TPM


2S Seiton (Systematic Arrangement)

1S Seiri (Sorting Out)

Plan

storage with accessibility


use Labels, Colour code for easy
identification

Make

a boundary
Segregate Required,
Usable, Repairable,
Unwanted items.
Remove Unwanted Items

5S

5S Shitsuke (Self Discipline)

3S Seiso (Shining)
Inspect

and clean machines


& tools regularly

Carry

on 5S activity as a matter of habit


Develop system to maintain standards.
Conduct Self Audit.

4S Seiketsu (Standardize)
Develop

Standards.
Visual Control.
Solve problems.
Create

Results and Recognitions

Tool Maintenance

Sales & Marketing

Ofce TPM

Education & Training

Initial Flow Control

Safety, Health & Environment

Quality Maintenance

Kobetsu Kaizen

Planned Maintenance

Jishu Hozen

8 Pillar Structure
4

To Become a World Class


Manufacturing Organization

5S

Total Employees Participation & Commitment

Kobetshu Kaizen

(Focused Improvement)

Objective:
Reduction of Losses through continual Improvement of
Reliability, flexibility & Effectiveness of Business Process

Activities:

Understanding the major losses of the organization.

Initiating KAIZEN (Improvement) projects with GOAL.

Calculating OEE (overall equipment effectiveness ) and improve.

16 Losses of TPM
Total Loss (Rupees in Lacs)

Machine Related

Man Related
Management

Equipment Failure
Set-up &
Adjustment
Cutting Blade
and Jig change

Material & Energy Related

Minor
Stoppage

Energy
Motion

Line
Organization

Yield
Measurement
& Adjustment

Start-up
Speed

Consumable

Shut Down
Defect &
Rework
Rs. (In Lacs)

Internal Logistic

Rs. (In Lacs)

Rs. (In Lacs)

Loss Calculation
S
N

Loss Heads

Respective KAM
===>
Equipment Failure
1
loss
Set up Loss
2

MEL

FDY

HT

MC

FRG

MNT

QC

PPC

HR

SCM

MKG

F&A

SHE

Total

AM

SS

GD

GC

AR

SD

BD

SR

AM

KR

AB

LK

DJ

(0.66)

(0.66)

(3.63)

(0.33)

(0.33)

(0.20) (0.55)

(0.76)

(5.58)

(5.58)

(6.48)

(6.48)

(209.1
1)

(0.38)

(0.67)

(1.38)

appropriate
base
data.
-

(6.81)

(0.90)

(5.50)

(16.11)

(0.10) (3.54)

Start up loss

Cutting tool repl.


4
Loss
Minor stoppage &
5
Idling loss
Speed loss
6
Defect & Rework
7
Loss
8

Shut Down Loss

Management Loss

Motion Loss
1
0
Line Organization
1
1 loss
Internal Logistic loss
1
(0.38)
2
Measurement &
1
(0.67)
3 Adjustment loss
1
Yield loss
(1.38)
4
Note:
1
Loss Energy
lossshall be much higher after collecting more
at Level-3
(1.45)
(4.90)
(0.46)
5
Only loss data has been captured in level 3 Loss matrix.
1
Consumable Loss
(0.90)
6
1
Inventory Loss
7

(2.69) (60.32)(146.0
9)

(10.61)

OPE

OPE & Loss Calculation of Turning


Machines

Overall Plant Effectiveness = Availability X Performance X


Quality Rate = 45.9
Availability Rate
62.1%

Performance Rate =
73.9%

Calendar Time 7440 Hrs


Down Time 2819.2 Hrs

Loss
Holiday+ Tiffin
No man + No Plan
Absenteeism
No Load
Equipment failure
Set up time

Quality Rate
100%
Roll Turned
Deviation Good Roll -

Minor Stop 102.2 Hrs


Speed Loss 1106.1 Hrs

=
296 No
0 No
296 No

Hrs
1369
.7
545.
2
152.
3

To

improve performance 1 machine (less utilized for less load and man
power)shall be kept standby from Nov13.
Mitigation plan for other losses in slide 19 & 20.

23.7
124.
0
408.
1

Tool not available

6.8
144.
Quality Check
3
OPE
gone
down
due
to 6 holidays
Crane not

OPE Turning

available

45.8

OP
E

MA
Y

JUN
E

JUL
Y

AU
G

SE
P

OC
T

42.
2

49.
9

49.
5

47.
2

44.
9

45.
9

Jishu Hozen

(Autonomous Maintenance)
Ojective:
To maintain basic condition of equipment and stop forced
deterioration.
0 Loss of production due to equipment failure.
0 Quality problem due to equipment malfunctioning
Activities:
Implementation of 7 steps
1.
Initial clean-up & identify fuguies (abnormalities)
2.
Countermeasures for the source of problems and difficult-toaccess locations
3.
Creation of tentative autonomous maintenance standards (CLIT)
4.
General inspection
5.
Autonomous inspection
6.
Standardization
10
7. All-out goals management

5S

7 Steps of Jishu - Hozen

Step 1 Initial Cleaning

Step 2 - Counter Measures

Cleaning

of machine parts
Fuguais.
Rectification of Fuguais

Identify

source of contamination
Identify hard to Access area.
Take Countermeasures and do KAIZENS.

Identify

Step 7 All out Autonomous


Maintenance

Step 3 Tentative Standard for CLIT

Establish

Visual

JH activities as part of
production.

My Machine
I Maintain

Control in M/c parts, lubrication


level, Gauges etc.
Making CLIT (Cleaning / Lubrication /
Inspection / Tightening ) Standards

Step 6 Standardization
Step 4 General Inspection

Develop

Standards for operating


procedure, spare management,
quality etc..

Develop

Step 5 Autonomous Inspection


checklist for inspection with
tentative standard for machine &
Operation.
Create Visual Control.

Inspection Manual.
Operators
Solve problems.
Train

Develop

11

Types of Fuguais
(Abnormalities')

There are Six type of Fuguais (Abnormalities)


1.

Inaccessible area.

2.

Forced Deterioration.

3.

Unsafe Condition.

4.

Items not kept at designated place.

5.

Not user friendly.

6.

Not able to fulfill specified requirement.

12

Fuguais
Nuts and
bolts.

Source of
contaminati
on.

Electrical

Pneumatic
s and
Hydraulics.

Missing.
Different types at one
place.
Different size.
Different length
Too long.
Without washer.
With multiple washers.
With improper washer.
Fitted from top

Structu
re and
floor.

Source of dust. Dirt.


Leakage of air.
Leakage of water.
Leakage of water,
Lubricants.
Bare wire without
insulation.
Cables /without support/.
Cables without gland
El. Panel cover not closing .
Cable wire on floor.
Air leakage/oil leakage/.
Hose without support.
Damage hose.
Rust in pipe line.
Filter chocked.
Lubricant dirty/ not there/.

Safety.

Machin
e

Hole in floor /passage./


Oil water on floor./
No floor/uneven floor./
Damaged floor.
Ladders without hand support
Structure at height without toe
guard.
Projected item on floor /machine
chips on floor.

Rotating parts without cover.


Missing V belt guard.
Vibration.
Noise
Heat
Projected items on floor /
machines
Missing parts.
Non functioning parts
Vibration-Abnormal.
Noise-Abnormal.
Heat-Abnormal.
13

Planned Maintenance

Objective:
Improving reliability and maintainability of equipments

Activities:
Guidance to JH
Time Based Maintenance
Condition Based Maintenance
Improvement for increasing the service life expectancy
Control of replacement parts
Failure analysis and prevention of recurrence.
Lubrication control
14

Planned Maintenance-Activity

Periodic Maintenance System - TBM (Time based maintenance)


i. e. The maintenance activity to be carried out based on the
schedule prepared based on the manufacturers recommendation and past
experience.

Predictive Maintenance System - CBM (Condition based


maintenance)
i. e. Based on the condition of part decide whether to change or not.

Countermeasure effective rate = why why rate x decision rate x


implementation rate

why why analysis rate = No. of why why analysis done


Total number of breakdowns
Countermeasure decision rate = Countermeasure decided
No. of why why done
Countermeasure implementation rate =
Countermeasure implementation done

15

Planned Maintenance

MTBF is a measure of Reliability of the equipment


MTTR is a measure of Maintainability of the equipment

MTBF Mean Time Between Failures =


Total time -Total Down Time Due To Break Downs
Number of breakdowns
As we do TPM/KAIZEN, this should increase. Higher the value of
MTBF, Better is the health of Machine
MTTR Mean Time To Repair =
Total Down Time Due To Break Downs
Total Number Of Breakdowns
This should decrease with implementation of KAIZENS. Lower is the
value of MTTR ,Better are the maintenances practices/systems.
16

Quality Maintenance

10

(Quality Maintenance)
Objective:

Establish condition that do not produce Quality Deviation.

Constantly improve quality.

Activities:
Verify quality characteristics standards; understand defect
phenomena and performance
Investigating the conditions for building in quality, unit processes
and raw materials, equipment and methods
Investigating, analysing and improving the conditions of
malfunctions
Setting 3M conditions; setting standard values for inspection
Creation of standards that can be followed; trend management
Do Poka-Yoke (Mistake Proofing)

17

Initial Flow Control

11

Objective:

Reducing product development and prototyping time

Reducing the development, design and fabrication time of equipment

Improving 1-shot start-up stability of products and equipment

Activities:
Setting development and design goals
Ease of production
Ease of QA Implementation
Ease of use
Ease of maintenance
Reliability
Investigate LCC
Design release drawing
Production: Identify problems in the prototype, trial run and initial-phase
mass production control stages.
18

Education & Training

12

Objective:
Enhance the personal Proficiency in Equipment & Office Work of all employees.
Improve Morale of Employees

Activities:
Co-ordination with department for skill evaluation.
Develop trainers for Training.
Develop infrastructure for practical work shop.
Ensure result of training through regular assessment.
Prepare skill matrix and monitor for improvement.
Take all the employees to level 4 of skill matrix.

19

Education & Training

Listing of set of skills required for each


trade.
Rating each maintenance personnel on a
scale of (1 4) against each skill.
Person getting 4 for a particular skill is
identified as a trainer to impart on the job
training to others on that skill.
Evaluation Level (scale of 1 4)
1. Understands intellectually but cannot perform
2. Can perform work to some extent
3. Can perform work with confidence
4. Can teach others

20

Ofce Training

13

Objective:

Achieve zero function losses

Creation of efficient offices

Implementation of service support functions for production


departments

Activities:

Autonomous maintenance activities


1.
2.
3.
4.
5.

Initial clean-up (personal space)


Work inventory
Countermeasure for problems
Standardization
Promotion of autonomous management activities of work

Individual improvement through project activities


1. Identify the PQCDSM of the function.
2. Identify the project for improvement.
3. KAIZENS to be done for improvement.
21

OTPM

P- Productivity output/man
Q- Mistakes made in output nos.
C- Cost of office/man
D- Loss of other department due to delay.
S- Safety in the office.
M- No of good suggestion from office staff.

22

Step-1: Initial Clean Up

After 2 S

Place for each stationary


items inside / outside of the
drawers

Removing
unnecessary files
from the Desktop

SHE

Purpose:

Achievement and support of zero failures

Realization of a healthy and safe workplace which improves the morale.

Activities:
Measures to improve equipment safety
Measures to improve work safety
Improvement of work environment (noise, vibration and odors)
Measures to prevent pollution
Creation of healthy employees

Create SHE Policy & Standard.


Train all employee for safety act.

25

TPM Overview Training

14

Change Management & Change


Culture

26