2. Maintenance is defined as the management, control, execution and quality assurance of activities which ensure the achievement of optimum availability and performance of a plant in order to meet business objectives.
3. T: TOTAL   Participation of all Employees. Include all Departments, operation, equipment and process.P: PRODUCTIVE Pursue the maximization of efficiency of the production system by making all loses zero. Zero accidents Zero defects Zero breakdowns.M: MAINTENANCE To improve the efficiency of the equipment. Maintenance means the entire life cycle of the production system. Maintenance is not only to repair and maintain the machines.
4. 1. The major difference between TPM and other concepts is that the operators are also made to involve in the maintenance process.2. Avoid wastage in quickly changing environment.3. Reduce Cost of Manufacturing.4. Produce a low batch quantity at the earliest possible time.5. Goods send to Customers must be “ non – defective”
5. Increased Employee MoraleIncreased ProductivityImproved Sharing & Working as a TeamImproved cleaning of the working placeImproved Product QualityImproved Customer SatisfactionReduced CostsImproved Delivery TimeEnhanced safety RecordsImproved ImageImproved Reputation
6. TPM is a partnership between the maintenance and production organization to improve product quality, reduce waste, reduce cost, increase equipment availability and improve maintenance state.
7. First Second Generation Third Generation Generation Fix it when it Higher plant Higher plant broke availability reliability and Longer availability equipment life Greater safety Lower Costs Better quality Longer equipment life Cost Effectiveness1940 1950 1960 1970 1980 1990 2000
8.  Corrective (or) breakdown maintenance It implies that repairs are made after failure of machine or equipment Scheduled (or) Routine maintenance It is a stitch-in-time procedure aimed to avoiding breakdowns
9.  Preventive maintenance It is carried out before the failure arises (or) prior to the equipment actually breakdowns. E.g. Overhauling & Periodic upkeep. Predictivemaintenance Equipment Condition evaluated periodically and maintenance carried out.
10. Improve Equipment EffectivenessAchieve AutonomousPlan MaintenanceTo Train all staff in maintenanceskillsTo Zero Breakdowns
11. 1 Breakdowns Long interruptions,. Costly Repairs2 Setup and changeover Taking Longer time than. needed3 Idling time and Hard to quantify, add to. stoppages big losses4 Reduced speed Equipment cycle time. reduces5 Defects and reworks Quality losses & Unhappy. customer
12.  Increased productivity Equipment reliability Reduced down time Increased plant capacity Low production maintenance costs Team work Between Production & Maintenance People Improved safety & Profit
13.  Totalcommitment of upper level management. Employees must be empowered to initiate corrective action. Category TQM TPM Quality ( Output and Equipment ( Input Object effects ) and cause ) Systematize the Employees Mains of management. It is participation and it is attaining goal software oriented hardware oriented Elimination of losses Target Quality for PPM and wastes.
14. PILLARS OF TPM JISHU HOZEN KOBETSU KAIZEN Planned Maintenance Quality Maintenance Training Office TPM Safety , Health & Environment 5SSEIRI SEITON SEISO SEIKETSU SHITSUKE
15.  FIRST STEP of improvement SEIRI – SORTOUT:  Keep only essential items and eliminate what is not required, prioritizing things as per requirements and keeping them in approachable places. Everything else is stored or discarded. SEITON – ORGANIZE:There should be a place for everything and everything should be in its place. Each tool, part, supply, or piece of equipment should be kept close to where it will be used – in other words, straightening the flow path. SEISO – SHINE THE WORKPLACE:Keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. SEIKETSU – STANDARDIZATION: Work practices should be consistent and standardized. Everyone should know exactly what his or her responsibilities are for adhering to the first 3 Ss. SHITSUKE – SELF DISCIPLINE: When an issue arises such as a suggested improvement, a new way of working, a new tool or a new output requirement, review the first 4 Ss and make changes as appropriate.
16. POLICY3. Uninterrupted operation of equipments4. Flexible operators to operate & maintain other equipments5. Eliminating the defects at source through active employee participation6. Stepwise implementation of JISHU HOZEN activities.JH TARGETS8. Reduce process time by predicted values9. Reduce oil/ lubricants consumption by predicted valus10. Increase use of JHJH STEPS12. Preparation of employees13. Initial cleanup of machines14. Take counter measures15. Fix tentative JH standards16. General inspection17. Autonomus inspection18. Standardization19. Autonomus management
17. KAI means change or improvement and ZEN means good (for the better). Kobetsu means focused. Basically Kobetsu Kaizen is for small adjustments and corrections but effects the whole process and carried out on a continual basis and involves all people in the organization.The principal behind is that “ a very large number of small improvements are more effective in an organizational environment than a few improvements of large value.
18. With planned maintenance, we evolve an effort from a reactive to a proactive method and use trained maintenance staff to help train the operators to better maintain their equipment.Policy: • Achieve and sustains availability of machines • Optimum maintenance cost. • Reduce spares inventory. • Improve reliability and maintainability of machines.
19.  It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is on eliminating non-conformances in a systematic manner. Quality defects are classified as “CUSTOMER END defects” and “IN HOUSE defects”. For customer-end data, we have to get data on Customer-end line rejection and field complaints. In- house data include data related to products and data related to process.
20. It is aimed to have multi-skilled revitalized employees whose moral is high and who has eager to come to work and perform all required functions effectively and independently. Education is given to operators to upgrade their skill. The employees should be trained to achieve the form phase of skill which are as under:PHASE 1: Do not know.PHASE 2: Know the theory but cannot do.PHASE 3: Can do but cannot teach.PHASE 4: Can do and also teach.
21.  Office TPM should be started after activating from other pillars of TPM (JH, KK, and QM.PM). Office TPM must be established to improve productivity, efficiency in the administrative function and identify eliminate losses. This includes analyzing process and procedure towards increased office automation. Statistical analysis will give higher effectiveness to investigate the production and management departments simultaneously.Tpm office has responsibility to take the report of the losses and gainings then scheduling the traning hours professional trainers for the entire company.
22.  Downtime loss : A=(T/P)x100 where A = availability, T=operating time (P-D), P=planned operating time, D=Downtime Reduced speed loss : E= (CxN) x 100 T E = perf efficiency, C= Theoticiacl cycle time, N= Processed amt quantity Poor quality Loss : R = = (N-Q) x 100 N R=rate of quality pdts, N-processed amt, Q=non conformity OEE = A x E x R
23.  6 major losses are need to be measures1- PLANNED (startups, shift change, coffee&lunch break, planned maintenance shutdowns)2-Unplanned Downtown ( Equipment breakdown, change over, Lack of material,3-Idling and minor stoppage4-Slow downs5-Proces NC6- Scrap
24. Trainer & Consultant https://sites.google.com/site/anubhawalia/ www.prism-global.org, email@example.com