Total Productive Maintenance

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ABOUT THE TRAINING PROGRAM :-
Total productive maintenance (TPM) is a Japanese culture to improve machine availability through better utilization of maintenance and production resources. TPM is also a critical adjunct to lean manufacturing.
One way to think of TPM is "deterioration prevention": deterioration is what happens naturally to anything that is not "taken care of". For this reason many people refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is "zero error, zero work-related accident, and zero loss".
Finally TPM will provide practical and transparent ingredients to reach operational excellence.


DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance, operation, Store, Supply chain, Quality, safety and engineering activities.


OBJECTIVE :-
At the conclusion of the course each delegate will be able to:-
Get their workplace in order ahead of TPM introduction
Determine the Overall Equipment Effectiveness (OEE) of their machinery
Understand how to improve the efficiency of their machinery
Predict where failures are likely to occur
Be able to design and implement a TPM program.
Get the buy-in of their team
TRAINING PROGRAM COVERAGE :-
The Total Productive Maintenance training course covers the following topics:-
Course Objectives & Definitions
Getting your workplace in order -5S
Understanding the basic concepts of TPM - The 8 Key Strategies
What is Overall Equipment Effectiveness (OEE) and how to measure it
Understanding the 6 Big Losses and how to address their root causes
Autonomous Maintenance
Planned Maintenance
Time Based Maintenance
Condition Based Maintenance
Focused improvement or Small group activities
Store and spareparts management
Early Machine Management
Quality Initiatives
Office TPM
Safety & TPM
How to implement TPM

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Total Productive Maintenance

  1. 1. Improve Productivity, Quality, Safety, Moral of Workforce along with Reduce Cost & Response time with TPM Methodology. Presented by : - Mr. Deepak SahooPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  2. 2. Day Plan Start time – 9.00 End Time : 3 PM TPM Part 1 – 9AM – 11 AM TPM part 2 (5S) – 11.10AM to 12.o5 PM TPM Part 3 (Kaizen Pillar) – 12.45PM to 2 PM TPM Part 4 (JH) – 2.10 PM to 3 PM Lunch time – 12.o5PM to 12.45 Break time @ 11PM and 2 PMPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  3. 3. Agenda • Why Change • Evolution of Business Excellence culture • Overview of TPM • Type of Maintenance • Pillars of TPM • Workplace organization (5 S) - Details • Kaizen Pillar - Details • JH Pillar - DetailsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  4. 4. The Story of Eagle The Story of Eagle…Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  5. 5. The Story of Eagle . . . The eagle has the longest life-span of its’ speciesPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  6. 6. The Story of Eagle . . . It can live up to 70 years But to reach this age, the eagle must make a hard decisionPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  7. 7. The Story of Eagle . . . In its’ 40’s Its’ long and flexible talons can no longer grab prey which serves as food.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  8. 8. The Story of Eagle . . . Its’ long and sharp beak becomes bentPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  9. 9. The Story of Eagle . . . Its’ old-aged and heavy wings, due to their thick feathers, become stuck to its’ chest and make it difficult to fly.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  10. 10. The Story of Eagle . . . Then, the eagle is left with only two options: die or go through a painful process of change which lasts 150 days.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  11. 11. The Story of Eagle . . . The process requires that the eagle fly to a mountain top and sit on its’ nestPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  12. 12. The Story of Eagle . . . There the eagle knocks its’ beak against a rock until it plucks it out The eagle will wait for a new beak to grow back and then it’ll pluck out its’ talonsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  13. 13. The Story of Eagle . . . When its’ new talons grow back, the eagle starts plucking its’ old-aged feathersPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  14. 14. The Story of Eagle . . . And after five months, the eagle takes its’ famous flight of rebirth and lives for ... 30 more yearsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  15. 15. Why Change ! Many times, in order to survive; we have to start a change process. Sometimes need to get rid of old memories, habits and other past traditions. Organizational change is needed in order to align the company with changing business environment. Due to External Factors Due to Internal Factors Market volumes, changing product Skills of employees, present plant profile, competition on price and variety, technologies with respect to future segment, product specifications, change product specifications driven by in business environment driven by customers, level of productivity, government Policies etc. Quality, cost and morale of employees.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  16. 16. The Change Process The change process starts by  Demonstrated change in the management.  Setting up a new management system and process that reflects new approach and mind set.  Implementing, achieving and sustaining activities in line with new mindset Process of PLAN SHARE UNDERSTAND change start Management creates Share with Employees understandpolicy and provides the employees the vision of vision and mission. ManagementPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  17. 17. Change !!!!! NAME FROM TO Customer Company Driven Customer Driven orientation Operational Output Inspection Input Setting Processes People processes Individual Effort Team Effort People skills By pass problem Finding Solution Decisions Consultative / Unilateral Empowered Leadership Managing Leading Management Style Delegation EmpowermentPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  18. 18. Leaders are most important for bringing change in an organization. Environment makes people ! If environment changes, people change.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  19. 19. More About People …. • People need to work with their minds not just hands • Smart work is always better than Hard work. • What – how- when – why – of the problem is more important than who • Problems are created by people and hence they alone can find solutionsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  20. 20. Decision styles You decide within constraints Let us decide I will ask you all together and I decide I will ask individually and I decide I decidePrepared by :- Mr. Deepak Sahoo , TPM Consultant
  21. 21. Style of Working working levels Communication Cooperation Collaboration Team workingPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  22. 22. Style of Working level & Team ? • A group of • guys of guys A group A collection of Peoples A Team Leader and some peoples A team is a collection of people related to one another who share a common objective and work in a collaboration with one another to achieve a common target.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  23. 23. Team Leader is the Eyes & Ears of Team Every team has a leader and members. A team leader……  First remove his Hat outside.  Has need for improvement  Sets targets for the team  Good communicator  Good coordinator  Works as a member  Resource person for the members  Understands team’s strengths and weaknesses  Has counseling skillsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  24. 24. Change Factor and It’s Outcomes Action Skills Resource plan Rewards Confusion Action Vision Resource plan Rewards Anxiety Action Vision Skills plan Rewards Frustration Vision Skills Resource Rewards No Start Action Vision Skills Resource plan Slow Change Action Vision Skills Resource plan Rewards ChangePrepared by :- Mr. Deepak Sahoo , TPM Consultant
  25. 25. Change Management Tools 6- RCM TQM Sigma WCM TPM JIT TPS OE ME Lean ManufacturingPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  26. 26. What is Maintenance and Its Objective Maintenance is a set of organised activities that are carried out in order to keep an item in its best operational condition with minimum cost acquired. PLANT Maximising Production Reduce Breakdowns M A Minimising Energy I Reduce Downtime Usage N T Optimising Useful Life Improving Equipment of Equipment E Efficiency N Providing Budgetary A Improving Inventory Control N Control C Optimising Resources E Implementing Cost Utilisation ReductionPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  27. 27. Type of Maintenance  Run to Failure Maintenance (RTF)  Preventive Maintenance (PM)  Corrective Maintenance (CM)  Predictive Maintenance (PDM)  Improvement Maintenance (IM)Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  28. 28. Type Of Maintenance MAINTENANCE PLANNED UNPLANNED MAINTENANCE MAINTENANCE (REACTIVE) (PROACTIVE) EMERGENCY BREAKDOWN PREDECTIVE PREVENTIVE IMPROVEMENT CORRECTIVE MAINTENANC MAINTENANC MAINTENANCE MAINTENANC E E E STATISTICAL CONDITION - DEFERRED REMEDIAL ENGINEERING DESIGN - - BASED BASED SERVICES OUT WINDOW RUNNIN ROUTINE OPPORT SHUTDOWN SHUTDOWN SHUTDOWN G U-NITY PREVENTIVE IMPROVEMEN CORRECTIVE TPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  29. 29. Run to Failure Maintenance (RTF) – Emergency maintenance: it is carried out as fast as possible in order to bring a failed machine or facility to a safe and operationally efficient condition. – Breakdown maintenance: it is performed after the occurrence of an advanced considered failure for which advanced provision has been made in the form of repair method, spares, materials, labour and equipment.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  30. 30. Preventive Maintenance (PM) • Routine maintenance which includes those maintenance activities that are repetitive and periodic in nature such as lubrication, cleaning, and small adjustment. • Running maintenance which includes those maintenance activities that are carried out while the machine or equipment is running and they represent those activities that are performed before the actual preventive maintenance activities take place. • Opportunity maintenance which is a set of maintenance activities that are performed on a machine or a facility when an unplanned opportunity exists during the period of performing planned maintenance activities to other machines or facilities. • Window maintenance which is a set of activities that are carried out when a machine or equipment is not required for a definite period of time. • Shutdown preventive maintenance, which is a set of preventive maintenance activities that are carried out when the production line is in total stoppage situation.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  31. 31. Corrective Maintenance (CM) • Remedial maintenance, which is a set of activities that are performed to eliminate the source of failure without interrupting the continuity of the production process. • Deferred maintenance, which is a set of corrective maintenance activities that are not immediately initiated after the occurrence of a failure but are delayed in such a way that will not affect the production process. • Shutdown corrective maintenance, which is a set of corrective maintenance activities that are performed when the production line is in total stoppage situation.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  32. 32. Improvement Maintenance (IM)  Design-out maintenance which is a set of activities that are used to eliminate the cause of maintenance, simplify maintenance tasks, or raise machine performance from the maintenance point of view by redesigning those machines and facilities which are vulnerable to frequent occurrence of failure and their long term repair or replacement cost is very expensive.  Engineering services which includes construction and construction modification, removal and installation, and rearrangement of facilities.  Shutdown improvement maintenance, which is a set of improvement maintenance activities that are performed while the production line is in a complete stoppage situation.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  33. 33. Predictive Maintenance (PDM) • Condition-based predictive maintenance depends on continuous or periodic condition monitoring equipment to detect the signs of failure. • Statistical-based predictive maintenance depends on statistical data from the meticulous recording of the stoppages of the in-plant items and components in order to develop models for predicting failures.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  34. 34. What is TPM ? • Total Productive Maintenance • Total Profit Management • Total People Management • Total Perfect Manufacturing • Total Productive Management • Total Product ManagePrepared by :- Mr. Deepak Sahoo , TPM Consultant
  35. 35. How it Origin ? PRODUCTION ENGINEERING Preventive maintenance was conceived in the 1950s post world war II. Productive maintenance (developed in 1960s), STATISTICAL PROCESS CONTROL incorporates disciplines like maintenance prevention design, reliability, maintainability engg, and economic engg ORGANIZATION THEORY to enhance the economic life of the equipment investment for the entire life of the equipment Excellent GROUP DYNAMICS Companies Social Learning Theory Nakajima TPM TPM started with the automobile industry & rapidly became part of the culture at Toyota, Nissan & Mazda in Japan and few other COGNITIVE organizations in the USA. Initially TPM activities PSYCHOLOGY were limited to those departments directly BEHAVIORAL involved with production, however now SCIENCE administrative departments have also startedQUALITY MOVEMENT applying the principles of TPM.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  36. 36. The Origin Of TPM. • World war II – huge losses to Japanese industry & economy. Japanese Automotive Industry helped by Management Experts from USA • Challenges faced by Japanese industry Low demand for high variety Stringent Quality requirements To produce at Lowest cost to be competitive • Evolution of Planned Maintenance – for quality & reliability Changeover time reduction (SMED) – for flexible & small batches • Evolution of regime of Asset care and People Care • Primary pillars of TPM • Planned Maintenance • Autonomous Maintenance (Basic Equipment Care)Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  37. 37. From FPS – XPS – TPS - TPM TPM was first applied by the Japanese company Nippondenso, a supplier to the automotive industry. TPM Ford Xerox Toyota Production Production Production System System System Later the method was further developed by the Japan Institute for Plant Maintenance.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  38. 38. Break the cycle of (Fix – Operate – Failure – Fix) 3 FIX 1 2 OPERATE FAILURE There is a temptation to fix the failure and keep operating till the next failure. We need to break this cycle.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  39. 39. MMM - A new definition of Asset carePrepared by :- Mr. Deepak Sahoo , TPM Consultant
  40. 40. TPM is Double ‘S’ for sustained implementation Slow & Steady SweetPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  41. 41. Objectives of TPM: Zero Accident 3 Z’s Zero Breakdown Zero Abnormalities What has been decided must be done exactly as per standards Passion No excuses No compromise PerfectionPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  42. 42. TPM Definition: A set of activities for restoring equipment to its optimal condition and changing the work environment to maintain those conditions through daily maintenance activities.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  43. 43. TPM Definition: A set of activities for restoring equipment to its optimal condition and changing the work environment to maintain those conditions through daily maintenance activities.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  44. 44. Total Productive Maintenance: the jargon 5S - This refers to the five Japanese words seiri, seiton, seison, seiketsu, shitsuke. These represent guidelines to organize and manage the workspace in such a way, that a visual controlled and efficient production becomes possible. The key target of 5S is to keep the workplaces clean and organized. Dojo - Strictly speaking this is a sports centre for Japanese martial arts!. Within the framework of TPM, a Dojo is however an internal training facility to practise this improvement method. First time right - This expression emphasizes the importance of doing things correct the first time. After all, rework will reduce the Overall Equipment Effectiveness! Gemba - Gemba is a Japanese term for ‘place where it happens’, here this is the manufacturing floor. The saying “go to the gemba" means that managers should visit their shopfloor frequently to discover problems and to help to realize improvements. Kaizen - Literally this means adjusting a process (kai) to become good (zen). However, Kaizen also stands for implementing small improvements, step-by-step. See also: SGA. Labeling - Labeling involves the marking of things that are desired or not. Labeling methods vary from cards with desired repair-actions and target dates on it, to marking the correct position of a temperature indicator.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  45. 45. Total Productive Maintenance: the jargon 2 Model machine - During the implementation of TPM, this machine is ahead of the other equipment regarding optimization and standardization (by rolling out the TPM pillars) Overall Equipment Effectiveness (OEE) - This index number for the machine efficiency is multiplication of several sub-indicators, which all have a value between 0 and 1, and 100%. Usually, at least the following sub-indicators are included in the OEE: The machine availability A = (scheduled production time – standstill)/( scheduled production time) The relative machine performance P = (average processing time)/(fastest possible processing time) The Quality Q = the fraction approved products In that case, OEE = A x P x Q x 100%. It is possible to add extra sub-indices at will, such as the supply performance S. By doing that, the definition of the OEE can be stretched to such an extent, that it is better to rename it to Overall Factory Efficiency (OFE). In all cases, the aim of carrying out OEE-measurements is the detection of hidden losses. This resembles the elimination of waste with Value Stream Mapping, a tool used in Lean manufacturing. One Point Lesson (OPL) This is a best practise operation procedure written down on a sheet of A4, for example simple (visual) instructions to set-up, inspect and/or maintain certain machines. The aim is to standardize operating procedures, as a foundation for improvement. One Point Lessons are also used to describe suggestions for improvements, which are then (before implementation) subject to discussion and possible adaptation by all the people involved.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  46. 46. Total Productive Maintenance: the jargon 3 Pareto - This is the concept that 20% of the causes are usually responsible for 80% of the consequences (like machine-failures resulting in a low OEE) Pillar - The goal of the management pillars is to improve low OEE-values in a targeted way. TPM embraces at least eight management pillars, or areas of special interest. These are: – Continuous (focused) improvement - kobetsu kaizen – Autonomous maintenance - jishu hozen (maintenance is a task of everyone’) – Planned (preventive) maintenance – Training (with the aim to standardize the work) – Early (equipment) management: maintenance is taken into consideration when new equipment is purchased. Another aim can be the optimal design of a new production line, so that it intrinsically has a high OEE. – Quality management – TPM in the office: the optimization of administrative processes. – Safety and environment Sometimes ‘the optimal use of employee competences’ is added as ninth pillar. Another rather popular extra pillar is Lean Flow, to introduce Lean manufacturing tools and to prevent local optimization.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  47. 47. Total Productive Maintenance: the jargon 4 SGA or Small Group Activity - A multi-disciplinary improvement group, with for example engineers, operators and quality inspectors, tries to solve one specific problem that is responsible for a low OEE-value. SMED - This acronym stands for Single Minute Exchange of Dies. SMED was invented by Shigeo Shingo at Toyota. He claimed that molds for forming automobile bodies should be exchangeable within ten minutes. Later, this concept widened to reduce machine set-up times in general. In TPM the aim is to increase the OEE, by reducing the standstill time. SMED is also applied in Lean manufacturing. TPM-board This is a board with the size of a poster, with OEE-charts, objectives, activities and the members of a SGA-team. These boards typically hang in places where many people come, for example in coffee rooms.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  48. 48. Operator and EquipmentPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  49. 49. Individual Improvement Planned Maintenance Development management Pillars Of TPM Education & Training Autonomous TPM Maintenance Quality Maintenance 5S / workplace organizationPrepared by :- Mr. Deepak Sahoo , TPM Consultant TPM in Offices Safety, health & Environment
  50. 50. Healthy equipment like a healthy body. AM Pillar More Details Daily Prevention Measure Inject before Deterioration breakdown Routine Service Monitor Timely Preventive Clean Predict Maintenance Tighten Adjust Inspect Lubricate By Operators & By Operators Maintainers By MaintainersPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  51. 51. Enhance pride and ownership at the workplace … CLEANING CHECKING DISCOVER PRIDE IN THE ABNORMALITIES WORKPLACE RESTORE & ELIMINATE ABNORMALITIES POSITIVE EFFECTS (Event Review)Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  52. 52. TPM enhances the effectiveness of both Plant Equipment & Human Resources Benefits Transformation in human resources Education & empowerment of employees such that… • Reducing equipment • Operators can perform autonomous maintenance breakdowns • Maintenance can perform high quality maintenance • Every one can focus on product & process • Minimizing idling and improvements minor stops • Lessening Quality defects / claims • Boosting productivity • Shrinking inventory Transformation in plant equipment • Cutting accidents •Efficiency improvement through enhanced • Promoting employee utilization of equipment •Proper assessment of Maintenance cost & better involvement / increased spending suggestions from employeesPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  53. 53. JH / AM PillarOBJECTIVETO PRACTISE AUTONOMOUS MAINTENANCE ACTIVITIES TOACHIEVE ZERO EQUIPMENT FAILURE AND ZERO PRODUCT DEFECTCAUSED BY FORCED DETERIORATIONJISHU HOZEN FOCUSSED ON UPGRADING SKILL OF THEOPERATORS TO ASSESS: ABILITY TO DETERMINE & JUDGE WHEN OPERATING CONDITIONS BECOMES ABNORMAL. ABILITY TO MAINTAIN BASIC OPERATING CONDITIONS. RESPOND QUICKLY TO ABNORMALITIES & INFORM IN CASE OF ANY DOUBTS.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  54. 54. JH Pillar JISHU - HOZEN IS PROCESS OF CHANGE OF THINKING : - FROM – “ I OPERATE THE EQUIPMENT & SOMEBODY ELSE MAINTAIN IT” - TO - “ THIS IS MY EQUIPMENT & I MAINTAIN IT”Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  55. 55. Kaizen Pillar Objective : “TO MAXIMISE OVER ALL EFFECTIVENESS OF THE PLANT AND PROCESS BY ELIMINATION OF ALL LOSSES AND TO REDUCE COST OF PRODUCTION THROUGH SMALL GROUP ACTIVITIES ” Focus on 16 Major LossesPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  56. 56. PM Pillar Objective : “TO ACHIEVE ZERO EQUIPMENT FAILURE AND DOWNTIME WITH MINIMUM MAINTENANCE COST” Activities :  SUPPORT & GUIDANCE FOR JISHU HOZENACTIVITIES  ZERO FAILURE ACTIVITIES  ESTABLISHMENT OF PLANNED MAINTENANCE STRUCTURE  LUBRICATION MANAGEMENT ACTIVITIES  SPARE PARTS MANAGEMENT ACTIVITIES  MAINTENANCE COST MANAGEMENT ACTIVITIES  PREDICTIVE MAINTENANCE IMPROVEMENT &  SHUTDOWN MAINTENANCE  ENHANCEMENT OF MAINTENANCE TECHNOLOGY AND SKILLSPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  57. 57. ED Pillar Objective :  TO ELIMINATE PRODUCT DEFECT,EQUIPMENT FAILURE AND ACCIDENT DUE TO LACK OF SKILL AND KNOWLEDGE.  TO MAKE EACH OPERATION & MAINTENANCE PERSONNEL AN EXPERT IN OWN AREA.  TO DEVELOP MULTISKILL WORKFORCE. Activities :  TRAINING ON BASICS OF BOLTING,LUBRICATION, HYDRAULICS, PNEUMATICS AND ELECTRICITY.  EVALUATION OF EFFECTIVENESS OF TRAINING.  IDENTIFY TRAINING NEED FOR MULTI-SKILL ACTIVITY & ORGANISE TRAINING.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  58. 58. QM Pillar Objective :  TO ACHIEVE AND MAINTAIN ZERO DEFECTS IN OUR PRODUCT FOR TOTAL CUSTOMER SATISFACTION.  Activities :  SET CONDITIONS FOR ZERO DEFECT.  MEASURE & INSPECT CONDITIONS AND ANALYSE TRENDS TO PREDICT POSSIBILITY OF DEFECT GENERATION.  MAINTAIN PARAMETERS WITHIN STANDARD VALUES BY TAKING PRIOR COUNTER MEASURES.Prepared by :- Mr. Deepak Sahoo , TPM Consultant
  59. 59. SHE Pillar Objective :  TO MAKE & MAINTAIN FACTORY A SAFE & CLEAN WORK PLACE AND TO ENSURE “ ZERO ACCIDENT” WITH ALL EMPLOYEES PARTICIPATION Activities :  Accident Reduction  Better Resource Management  Pollution Control  Hygiene Work PlacePrepared by :- Mr. Deepak Sahoo , TPM Consultant
  60. 60. DM Pillar Objective :  Zero Losses in Process and Zero Waste in system. Activities :  New Product innovation  Value Mapping  Management Style Improvement  Better Work flow  Loss cost structure  Web Matrix  Vender development  BrandingPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  61. 61. Office TPM Pillar Objective :  Zero Losses in Management and collaborative work culture among all department. Activities :  5S in Office  Financial and other supportive dept.  File Motion Study  Command time study  Productivity cultural study  Work StudyPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  62. 62. Sustenance Cycle Communicate Sustenance Cycle CRR Review / Audit Resistance PreventionPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  63. 63. What should we communicate? Communication levels: 1. Initiative Level i. TPM Evolution ii. Definition (Restoring original conditions, continuous improvement, change in the working environment, daily maintenance activities) iii. Benefits of TPM – self and organization iv. Process of implementation 2. Organization level benefits i. Problem ii. Improvement iii. Benefit 3. Actual workplace level – what change is to be incorporated – Checklist, different method of working, different tools for work and its benefitsPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  64. 64. Resistance Prevention… We come across several excuses for not sustaining the improvements. Most of them can be categorized under the following: 1. Lack of understanding / awareness 2. Lack of motivation / recognition 3. Lack of interest / self benefit 4. Inability to accept change / complacence 5. Non-operational issuesPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  65. 65. Sustenance… There are a variety of techniques we can employ to ensure that our efforts are sustained: • Development of policies and goals • Create measurement tools • Frequent assessments of current conditions to ensure they are on target • Creation of Process Improvement Teams to ensure that these efforts are sustained and enhancedPrepared by :- Mr. Deepak Sahoo , TPM Consultant
  66. 66. Thank You !!!! Any Question ? Connect With Me @ Mobile :- +974 – 3370 8982 Email :- dksahoo2@gmail.comPrepared by :- Mr. Deepak Sahoo , TPM Consultant

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