13. MY SINCERE THANKS
TO…
Dr. T Nambirajan, BE, MBA, PhD
Head of the Department
Department of Management
Studies
School of Management
Pondicherry University
Mr. Sushil Padhy
Assistant General manager
Industrial Products Division
Supreme Industries Ltd.,
Unit – 11, Pondicherry

14. E.P. JOHN
Reg. No. 11397044, DMS, SOM

15. Phase 1 - Introduction
Plastics
Supreme Industries Ltd.
TPM
Phase 2 - Supreme TPM
Pillars of TPM
Phase 3 - Supreme TPM Pillars
Phase 4 - Problems Indentified with
Probable solution
Phase 5 - TPM Effectiveness
Glimpses of TPM practice
Conclusion

17. PLASTICS… Crude Oil
(Naphtha)
Olefins Aromatics
Benzene
Ethylene Propylene Butadiene Toluene
Xylene

18.  Easy availability.
 Low cost in case of mass
production.
 Low cost as compared to cost of
metal.
 Long product life.
 Resistance to corrosion.
 Water proofing capability.

19.  Temperature: barrel zones, tool, die zone
 Pressures: injection max, hold
 Times: injection, hold, tool opening
 Shot size: screw travel
Processing window
Temp. Thermal
degradation
Flash
Short-
shot
Melt
Pressure

20.  Pour Short
 Flashing
 Sink Marks and Voids
 Weld Lines
 Shrinkage

21.  Toxicity
Due to their insolubility in water and inertness pure
plastic generally have low toxicity in their finished
state.
Plastics pass through the digestive system with no ill
effects.
Non-degradability
Plastics are very durable and degrade very slowly, the
molecular bonds that make plastic so durable make it
very much resistant to natural process of degradation.

24.  Founded in 1942, Supreme is an
acknowledged leader of India's plastics
industry.
 Handling volumes of over 190,000 MT
annually.
 19 advanced plants are powered by
technology from world leaders.
 Complement extensive facilities for R & D and
new product development.
 Exports remain a focal area of operations.

26. INDUSTRIAL PRODUCTS DIVIS

27. PLASTIC PIPING SYSTE

28. MAATERIAL HANDLING PRODUCTS DIVISION

29. MOULDED FURNITURE

30. PROTECTIVE PACKAGING DIVISION

31. PLASTIC FILMS DIVISION

32. SUPREME PETROCHEMOCALS LTD.

33. SUPREME EXPANDS AND GROWS…

35.  TPM is an innovative Japanese
concept.
 The origin of TPM - when preventive
maintenance was introduced in 1951.
 The concept was taken from USA.
 Nippon Denso was the first company
to introduce plant wide preventive
maintenance in 1960.

36. TPM means to
achieve high level of productivity,
through total participation of all
people inside the organisation and
then developing self managing abilities
in people and practices.
Productivity, in JIPM-TPM means
increasing production and reducing cost
simultaneously.

37.  Avoiding wastage in a quickly
changing economic environment.
 Producing goods without reducing
product quality.
 Reduce cost.
 Produce a low batch quantity at the
earliest possible time.
 Goods send to the customers must
be non defective.

38. P (Product)
Obtain Minimum 80% OPE.
Obtain Minimum 90% OEE
Run the machines even during lunch.
 Q (Quality)
Operate in a manner, that there are no
customer complaints.
 C (Cost)
Reduce the manufacturing cost by 30%.

39. D (Delivery)
Achieve 100% success in delivering the
goods
 S (Safety)
Maintain a accident free environment.
 M (Morale)
Increase the suggestions by 3 times.
Develop Multi-skilled and flexible workers.

40.  STEP A - PREPARATORY STAGE
 STEP 1 - Announcement by Management to all
about TPM introduction in the organization
 STEP 2 - Initial education and propaganda for
TPM
 STEP 3 - Setting up TPM and departmental
committees
 STEP 4 - Establishing the TPM working
system and target
 STEP 5 - A master plan for institutionalizing

41. A Safer Workplace
 Associate Empowerment
 An Easier Workload
 Increased Production
 Fewer Defects
 Fewer Breakdowns
 Fewer Short Stoppages (Chokotei)
 Decreased Costs
 Decreased Waste (Muda)

42. STEP B
INTRODUCTION STAGE
STAGE C
IMPLEMENTATION
STAGE D
INSTITUTIONALISING STAGE

44. Focused improvement includes all
activities that maximise the overall
effectiveness of equipment, processes
and plants through uncompromising
elimination of losses and improvement
of performance.
Select a topic
Form a project team
Register the topic
Implement the improvement

45. Is geared towards developing operators to be
able to take care of small maintenance tasks.
Step – 0 – Know your equipment
Step – 1 – Initial cleaning
Step – 2 – Corrections of abnormality
Step – 3 – Establish cleaning, inspection
standards
Step – 4 – Perform general inspection
Step – 5 – Perform process general inspection

46. It is aimed to have trouble free
machines and equipments producing
defect free products for total customer
satisfaction.
Preventive Maintenance
Breakdown Maintenance
Corrective Maintenance
Maintenance Prevention

47. Prepare QA matrix
Prepare production input condition analysis table
Prepare problem chart
Evaluate seriousness of problems
Use P-M analysis to track down causes of problems
Assess impact of proposed countermeasures
Implement improvements
Review production – input conditions
Consolidate and confirm check points
Prepare a quality component control table and assure
quality through strict condition control

48.  Evaluate the current training program and set
policy and priority strategies
 Design a program for improving operating and
maintenance skills
 Implement operating and maintenance skill
training
 Design and develop a skill-development
system
 Foster an environment that encourages self-
development
 Evaluate the activities and plan for the future

49. BUSINESS GROWTH…
EFFECTIVE TRAINING
+ VE
GROWT
H
ORGANISATION WINS THE COMPETITION
NORMAL
TRAINING BUSINESS
COMPETITION WINS THE
ORGANISATION - VE
GROWT
H
NO TRAINING

50.  Clarify the system’s mission
 Formulate several alternative proposals
capable of fulfilling the mission
 Identify criteria for evaluating the system
and techniques for quantifying these
 Evaluate the proposals
 Document the analytical results and
processes

51. Development Management and Start-up Period
Overall equipment efficiency
Start-up period
Overall equipment efficiency (%) 
Overall equipment efficiency (%) 
— —
— Start-up period —
— —
— —
— Full-scale —
— Target line Overall Full-scale —
operation Target line
— equipment operation —
efficiency immediately
— immediately —
 No. of minor defects
 No. of minor defects
after start-up
— conventional after start-up —
conventional
— picture —
picture
— —
— 0 0 —
— —
— —
I
I
In
De
Ins
In
M
M
Ma
ns
ns
D
D
De
itia
st
ta
ta
— —
co
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nu
nu
nu
si
si
sig
om
om
all
all
lll-p
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ph
mm ing
— D —
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fac
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n
as
as
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se
— om n —
iss
iss
iss
t
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e
M
Pr
Pr
Pr
No. of an m
ion
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— —
on
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uf is
minor defects si
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uc
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— D ac on —
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Pr
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w
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se low
se w

52. Establish basic safety requirements through,
 Step – 1 Detect and correct any
problems that might affect safety or the
environment.
 Step – 2 Improve safety and
environment by eliminating sources of leaks,
spills and dust.
 Step – 3 Establish individual safety
routines.

53. The five core activities for 0ffice TPM
 Increase work efficiency through focused
improvement
 Build a system of administrative
autonomous maintenance
 Improve administrative capacity through
education and training
 Create an efficient staffing system
 Develop a work evaluation system

55. Commitment
Denial
Kick-off Resistance
Consultant IN Aug 2007 Jan 2011 Consultant OU
Resistance Exploration

56.  Vision - To grow business with dignity and
respect
Mission - To retain a world-class
manufacturer of competitive plastic products.
 Core values Integrity
Customer loyalty
Continuous improvement
Innovation
Uncompromising quality

57. TPM is a philosophy, which brings results
when practised. It achieves the optimum
use of resources and obtains best results.
Committed to achieve excellence in
performance by achieving
Zero breakdowns
Zero accidents
Zero defects
with the practice of TPM as a way of life
by all employees, throughout the

58. TPM EQUALS
Total Performance Management
through
Total Productive Maintenance
through
Total Perfect Manufacturing
by
Total employee involvement

60.  TPM starts with 5S.
 Problems cannot be clearly seen when
the work place is unorganized.
 Cleaning and organizing the workplace
helps the team to uncover problems.
 Making problems visible is the first
step of improvement.

61. Japanese English
Equivalent 'S' term
Term Translation
Seiri Organisation Sort
Seiton Tidiness Systematise
Seiso Cleaning Sweep
Seiketsu Standardisation Standardise
Shitsuke Discipline Self - Discipline

62. Pareto Diagram
Cause & Effect
Diagram
Histogram
Control Charts
Scatter Diagrams
Graphs
Check Sheets

64.  Management Indicators
 Plant Effectiveness Indicators
 Quality Indicators
 Energy-Saving Indicators
 Maintenance Indicators
 Training and Morale Indicators
 Safety and Environment

65.  Operating profit
 Ratio of operating profit to gross
capital
 Value-added productivity
 Labour productivity
 Cost reduction
 Headcount reduction
 Reduction in product stock value
 Reduction in work-in-process value
 Equipment investment efficiency
 Plant/Labour ratio

66.  Overall plant effectiveness
 Overall effectiveness of important
equipment
 Availability
 Performance rate
 Standard production rate
 Average actual production rate
 Quality rate
 Number of equipment (plant) failures
 Number of process failures

67.  Process defect rate
 Cost of process defects
 Number of defects passed on
 Number of warranty claims
 Overall yield

68.  Electricityconsumption
 Steam consumption
 Fuel consumption
 Water consumption
 Lubricant/Fluid consumption
 Auxiliary materials consumption

69.  Reliability and maintainability
indicators
 Maintenance efficiency indicators
 Maintenance cost indicators
 Other maintenance indicators

70.  Number of meetings
 Number of FI topics registered
 Cost savings due to FI
 Number of suggestions
 Number of outside presentations
 Number of one-point lesson sheets
 Number of PM trainees
 Number of official qualifications
acquired

71.  HR ASPECTS OF INDUSTRIAL
CERTIFICATIONS
 HR ASPECTS OF TPM
 MARKETING ASPECTS OF
CERTIFIED ORGANISATIONS ETC,