1. MAINTENANCE MANAGEMENT
SHAHI EXPORTS - UNIT 12

2. ACTIVITIES OF THE MAINTENANCE DEPARTMENT

3. GENERAL PLANNING AND WORKING OF THE
MAINTENANCE DEPARTMENT
• Planning of machinery well in advance as per the style
• Arranging machines for the batch setting well in
advance
• Providing work aids/folders during setting batch to
enhance productivity and quality
• Reducing of machine down time to meet timely
shipment.

4. UP KEEPING THE MACHINE AND REGULAR
MAINTENANCE TASKS
• Maintain machines in peak condition by carrying out
scheduled maintenance.
• Use genuine spare parts for longer life and also to
avoid frequent failures
• Follow up with Planning and IED regarding the future
styles and start preparing the attachments and planning
the machines.
• In case of failures maintain sufficient spare and
machine back up.

5. DETAILED ACTIVITIES OF THE MAINTENANCE
DEPARTMENT:
• Coordinating with the Planning and the I.E department
regarding the type of style running in the batches
(sewing lines). On the basis of the change of the
product requirement, the new machines required are
worked out by this section.
• On the basis of the change in the product
specifications, the machinery requirements are bound
to change. This section works out the changes to be
brought in the batches.

6. DETAILED ACTIVITIES OF THE MAINTENANCE
DEPARTMENT:
• Installation of the new machines whenever required in
the plant
• Planning the type of machine to be positioned in the
line on the basis of the line plan provided to them by
the IE department.
• Verifies the data, check the availability of machines in
any of other units.
• Receives the machine to be attended from the
production floor with details of the problem faced and
nature of breakdown and record same in breakdown
register.

7. DETAILED ACTIVITIES OF THE MAINTENANCE
DEPARTMENT:
• Keeps all the machines in particular bay for easy
identification
• Responsible for keeping record of all inward/outward
and serviced machines
• In case of folders or attachments IED gives the style
bulletin at least a week in advance.
• The Maintenance store will keep Inventory of machine
spares with proper record.

8. DETAILED ACTIVITIES OF THE MAINTENANCE
DEPARTMENT:
• Inventory Management of the spare parts in the stores.
• Receive information for sampling section
also, regarding the requirements of some machines
which are not available with the company.
• Allot 1 mechanic for every 2 batches, who has to be
present throughout the day for the production related
problems with the machines.
• Arrange for the replacement of the machine in case of
machine breakdown

9. BASIC ACTIVITIES REQUIRED TO BE
DONE FOR THE GENERAL PLANNING
AND WORKING OF THE MAINTENANCE
DEPARTMENT

10. S.NO. ACTIVITY
Planning of machinery well in advance as per the
1. PPC plan style wise.
Arranging machines for the batch setting well in
2.
advance as per the IED bulletin for the styles,
indicating the machine requirements for the line.
Providing work aids/folders during setting batch to
3. enhance productivity and quality
Reducing of machine down time to meet timely
4. shipment
Standardization of spare parts (genuine) to obtain
5. good quality seam and good performance of m/c

11. ACTIVITIES REQUIRED FOR THE UPKEEP OF
THE MACHINES AND REGULAR
MAINTENANCE TASKS

12. S.NO. ACTIVITY
Maintain machines in peak condition by carrying
1.
out AM (Autonomous Maintenance), PM
(Preventive Maintenance) and scheduled
maintenance.
Use genuine spare parts for longer life and also to
2. avoid frequent failures.
Follow up with PPC and IED regarding the future
3. styles and start preparing the attachments and
planning the machines.
In case of failures maintain sufficient spare and
4. machine back up.

13. ACTIVITIES DONE FOR THE CONTINUOUS
IMPROVEMENT OF THE PROCESSES ON THE
SEWING LINE

14. S.NO. ACTIVITY
Reducing the batch setting time by proper
1.
planning of machines
Optimize the utility of UBT machines and avoid
2.
the usage of manual trimming by avoiding the
thread wastage and time
Use only cone thread instead of tube thread to
3.
avoid loose stitch, frequent thread exhaustion and
m/c stoppage for each thread changeover
Identify the machine running in lesser RPM and
4.
synchronize the speed
Train the mechanics to counter the tasks with out
5.
delay in reducing the m/c down time

15. ACTIVITIES REQUIRED FOR THE
INTERACTION AND TRAINING OF THE
WORKERS AND ASSOCIATES

16. S.NO. ACTIVITY
Have one to one interaction with the associates
1.
and understand their problem and counsel.
Take the team for outing after each goal setting
2.
and upon achieving the same
Provide education and training to the associate
3.
according to the required skill
Recognize the work of the each and every
4.
associate and if he is found competitive promote
him
A token of appreciation should be given for each
5.
developmental work or innovations

17. TOTAL PRODUCTIVE MAINTAINANCE
“TPM is a plant improvement methodology which
enables continuous and rapid improvement of the
manufacturing process through use of employee
involvement, employee empowerment and closed loop
measurement of results”

18. GOALS SET UP BY THE T.P.M. DEPARTMENT
•Reducing batch setting time from existing 8 hrs to 6
hrs.
•Conducting the skill test for all mechanics and
electricians.
•Checking and synchronizing the m/.c speed and
drives.
•Set up machine overhauling team and eliminate extra
working of mechanics.
•Understand the problems of the associates and provide
the solutions

19. SUB DEPARTMENTS AND DETAILED
ACTIVITIES OF THE TPM DEPARTMENT
1. CENTRAL MAINTENANCE DEPARTMENT:
• Coordinating with the Central Planning and the
Central I.E department regarding the type of style
running in the batches (sewing lines). On the basis of
the change of the product requirement, the new
machines required are worked out by this section of
the CMD.
• On the basis of the change in the product
specifications, the machinery requirements are bound
to change. This section works out the changes to be
brought in the batches.

20. • Installation of the new machines whenever required in
the plant
•Planning the type of machine to be positioned in the
line on the basis of the line plan provided to them by the
Central IE department.
•CMD will verify the data, check the availability of
machines in any of other units or at the least on rental
basis and then will confirm the same to IED.
•CMD will receive machine to be attended from the
production floor with details of the problem faced and
nature of breakdown and record same in breakdown
register.

21. • CMD will consume time for breakdown maintenance
according to the nature of breakdown. If it is minor
technician will take Max. 15 to 20 Minutes. If it is major
technician will take Max. 1 day.
•CMD will receive all the new machines ordered due to
new requirements arising and on arrival of
consignment, the department will call the franchise for
installation and commissioning. After commissioning, it
will obtain ID and Barcode Numbers from B.I (Business
Intelligence).
•CMD will keep all the machines in particular bay for
easy identification.
•CMD is responsible for keeping record of all
inward/outward and serviced machines.

22. • CMD is having responsible for recruiting trainee
mechanics by giving theoretical and practical test &
decide to locate the recruited mechanic for production
floor after judging his caliber.
• In case of folders or attachments IED gives the
style bulletin at least a week in advance. This applies
even for die sets.
• The Maintenance store will keep Inventory of
machine spares with proper record. This store also
comes under the CMD Head
• Inventory Management of the spare parts in the
stores

23. • Receive information fro sampling section
also, regarding the requirements of some machines
which are not available with the company.
• Further the machine operators are trained to clean and
check their machines daily under “Autonomous
Maintenance Program.”
• An AM Clock is attached to all the machines. The
activities are
 Initial Cleaning,
 Implement Counter Measures,
 Preparation for Standardization
[Cleaning, Oiling and Tightening],
 General Inspection,
 Autonomous Inspection,
Standardization and Autonomous Management

24. 2. BATCH MAINTENANCE DEPARTMENT:
• Coordinating with the CMD in times of style change
over.
•Allot 1 mechanic for every 2 batches, who has to be
present throughout the day for the production related
problems with the machines.
•Carrying out Autonomous Breakdown maintenance
for the machines.
•Send the machine to the Central Maintenance
Department in case the machine breakdown is not
repaired on the floor itself. Side by side, arrange for the
replacement of the machine by preparing an IOM
(Indent of Materials) and sending it to the CMD.

25. •Training tailors and other operators for the Autonomous
Maintenance and Preventive Maintenance.
•Machine settings changes according to the fabric type
and the style running
•Inspect tools and cord periodically, and if damaged have
it replaced by an authorized service agent.
•Ensure the oil tank cleaning, and check oil level and oil
condition of the machine.
•The Spot Washing Machine is maintained daily by
cleaning, Belt tension checking, and Oil level checked, Air
leakage attended, loose connections rectified, Steam
leakage attended and noise level maintained.

26. HIEARCHY OF MAINTENANCE
DEPARTMENT

28. CONCLUSION
• This department is not just a maintenance department as its
name suggests.
• The department in fact plans and makes the required machinery
available on time.
• The company also boasts of its own unique Folders and
Attachments fabrication unit wherein the required work aids are
100% fabricated from metal sheets. These attachments are a lot
economical than those purchased from the specialized suppliers.

29. CONCLUSION
• Major area of focus for the department are:
plant improvement methodology
continuous and rapid improvement
employee involvement
PLANT IMPROVEMENT METHODOLOGY:
TPM is a method for bringing about change. It is a set of structured
activities that can lead to improved management of plant assets
when properly performed by individuals and team

30. CONCLUSION
• CONTINUOUS AND RAPID IMPROVEMENT:
A critical aspect of TPM is that improvement should be rapid as
well as continuous. To attain or maintain a leadership position
in industry, a company must continuously improve at a rate that
is faster than that of its competition. Performance targets must
be dynamic, not static.
• EMPLOYEE INVOLVEMENT
It is necessary part of TPM process. The goal is to tap into the
expertise and creative capabilities of the entire plant or facility
through the use of small group activities. They have a
heightened role in defining their job content, along with work
systems and procedures.

31. Thank you 