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