This document summarizes a study on implementing Total Productive Maintenance (TPM) to improve the overall equipment effectiveness (OEE) at an industrial plant. TPM is introduced as an approach to minimize breakdowns and defects through cooperation between production and maintenance. The study analyzed data from a shot peening machine and identified six major losses contributing to low OEE of 67%. An action plan was proposed to implement TPM pillars like autonomous maintenance and focused improvement. After implementing TPM, availability increased to 87.15% and OEE improved to 66.4%, showing potential for further gains through eliminating losses. The study demonstrated that TPM is effective for improving equipment performance and productivity.
The purpose of this paper is to review the literature on Total Productive Maintenance
(TPM) and to present an overview of TPM implementation practices adopted by the manufacturing
organizations. It also seeks to highlight appropriate enablers and success factors for eliminating
barriers in successful TPM implementation.
This document provides an overview of Total Productive Maintenance (TPM), including:
1) TPM aims to optimize manufacturing productivity through comprehensive equipment-focused efforts involving all employees. It is based on teamwork to achieve world-class equipment effectiveness.
2) The document reviews TPM concepts and literature, examining organizational structures, tools, and success criteria for TPM implementation.
3) TPM is defined in various ways focusing on continuous improvement, optimizing equipment reliability, and bringing production and maintenance together through teamwork and good practices. Both Japanese and Western definitions emphasize maximizing equipment effectiveness through preventative maintenance and cross-functional participation.
Good maintenance is fundamental to productive manufacturing system. Total Productive Maintenance (TPM) is an alternative approach to equipment maintenance that seeks to achieve zero breakdowns and zero defects. TPM is an approach to keep the current plant and equipment at its higher productive level through cooperation of all areas of organization. The eight pillars of TPM are very important and serve as guidance to effectively implement TPM programme to improve overall manufacturing performance. In this paper the basic issues like planning, training, overall equipment effectiveness and implementation pertaining to the TPM are discussed.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document summarizes a case study on the implementation of Total Productive Maintenance (TPM) at a printing company in Bangladesh. The implementation focused on four pillars: Focused Improvement, Autonomous Maintenance, Planned Maintenance, and Education & Training. Key metrics like machine breakdown time, mean time between failures, and mean time to repair showed significant improvements after TPM implementation compared to the previous year. For example, machine breakdown time decreased by 30% and mean time between failures increased substantially. The study concludes that TPM transformed maintenance practices and improved employee engagement at the company, leading to enhanced equipment productivity and reduced costs.
Total Productive Maintenance (TPM) is a maintenance program that aims to maximize production by involving all employees in maintenance. The goals of TPM are to increase production while also improving employee morale and satisfaction. It was introduced in Japan in the 1950s and 1960s and focuses on increasing equipment effectiveness through strategies like autonomous, predictive, and preventative maintenance. TPM aims for goals like minimizing breakdowns, achieving high equipment availability and overall equipment effectiveness, reducing costs, and satisfying customers. It provides benefits such as increased productivity, reduced defects, lower costs, and an improved work environment and employee attitudes.
Review Paper On: Total Productive MaintenanceIJARIIT
Importance of TPM which stands for Total Productive maintenance for Liberalization of global economy has resulted tough competition in global market and for the sustainability in market for any product or service, the optimization of resources and costs in all sorts is required. The global competition is based on the innovation of advanced products, processes etc. and technology support is the essential requirement for any advancement in product or process where concept of Total productive maintenance has very much relevance today where it focus on improvement in equipment availability, performance and quality with assuring health and safety of employees and protection of environment.TPM provides a method for the achievement of world class levels of overall equipment effectiveness through people and not through technology or systems alone. It includes the organizational structures, human interactions, analytical tools and success criteria associated with the implementation of Total Productive Manufacturing programs.
Currently wide research is on to find out various methods and processes that will improve quality and
productivity of a firm. Total Productive Maintenance (TPM) is one such means. It is a Japanese philosophy that
focuses upon achieving zero breakdowns and zero defects by maintaining the equipments throughout its use. TPM
integrates all areas of an organization. TPM is all about teamwork, it is a strategy that can help to achieve a world
class level of overall equipment effectiveness (OEE) which is otherwise become difficult to achieve solely by
equipments. OEE takes into consideration the availability rate of the machinery and equipment, the efficiency rate at
which it operates and the quality rate of the products produced. TPM pillars that serve as guidance to effective TPM
implementation program leads to improve in overall manufacturing performance of any organization. An attempt here is to highlight the key issues pertaining to need, benefits, framework, overall equipment effectiveness and implementation of TPM program.
Welcome to International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document summarizes a study on implementing Total Productive Maintenance (TPM) in manufacturing industries. The study was conducted at Manipal Packaging Solutions, which produces cartons and packaging materials. The researchers analyzed key TPM concepts from literature and conducted an empirical study to measure the Overall Equipment Effectiveness (OEE) and productivity of major machines. They found average OEE values between 15-60% compared to the world-class standard of 85%. Productivity varied from 0.09 to 0.34. The results highlighted causes of downtime and decreased productivity. The study provides suggestions to increase efficiency by implementing TPM best practices based on comparing industries that do and do not use TPM. The goal is to help
The purpose of this paper is to review the literature on Total Productive Maintenance
(TPM) and to present an overview of TPM implementation practices adopted by the manufacturing
organizations. It also seeks to highlight appropriate enablers and success factors for eliminating
barriers in successful TPM implementation.
This document provides an overview of Total Productive Maintenance (TPM), including:
1) TPM aims to optimize manufacturing productivity through comprehensive equipment-focused efforts involving all employees. It is based on teamwork to achieve world-class equipment effectiveness.
2) The document reviews TPM concepts and literature, examining organizational structures, tools, and success criteria for TPM implementation.
3) TPM is defined in various ways focusing on continuous improvement, optimizing equipment reliability, and bringing production and maintenance together through teamwork and good practices. Both Japanese and Western definitions emphasize maximizing equipment effectiveness through preventative maintenance and cross-functional participation.
Good maintenance is fundamental to productive manufacturing system. Total Productive Maintenance (TPM) is an alternative approach to equipment maintenance that seeks to achieve zero breakdowns and zero defects. TPM is an approach to keep the current plant and equipment at its higher productive level through cooperation of all areas of organization. The eight pillars of TPM are very important and serve as guidance to effectively implement TPM programme to improve overall manufacturing performance. In this paper the basic issues like planning, training, overall equipment effectiveness and implementation pertaining to the TPM are discussed.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document summarizes a case study on the implementation of Total Productive Maintenance (TPM) at a printing company in Bangladesh. The implementation focused on four pillars: Focused Improvement, Autonomous Maintenance, Planned Maintenance, and Education & Training. Key metrics like machine breakdown time, mean time between failures, and mean time to repair showed significant improvements after TPM implementation compared to the previous year. For example, machine breakdown time decreased by 30% and mean time between failures increased substantially. The study concludes that TPM transformed maintenance practices and improved employee engagement at the company, leading to enhanced equipment productivity and reduced costs.
Total Productive Maintenance (TPM) is a maintenance program that aims to maximize production by involving all employees in maintenance. The goals of TPM are to increase production while also improving employee morale and satisfaction. It was introduced in Japan in the 1950s and 1960s and focuses on increasing equipment effectiveness through strategies like autonomous, predictive, and preventative maintenance. TPM aims for goals like minimizing breakdowns, achieving high equipment availability and overall equipment effectiveness, reducing costs, and satisfying customers. It provides benefits such as increased productivity, reduced defects, lower costs, and an improved work environment and employee attitudes.
Review Paper On: Total Productive MaintenanceIJARIIT
Importance of TPM which stands for Total Productive maintenance for Liberalization of global economy has resulted tough competition in global market and for the sustainability in market for any product or service, the optimization of resources and costs in all sorts is required. The global competition is based on the innovation of advanced products, processes etc. and technology support is the essential requirement for any advancement in product or process where concept of Total productive maintenance has very much relevance today where it focus on improvement in equipment availability, performance and quality with assuring health and safety of employees and protection of environment.TPM provides a method for the achievement of world class levels of overall equipment effectiveness through people and not through technology or systems alone. It includes the organizational structures, human interactions, analytical tools and success criteria associated with the implementation of Total Productive Manufacturing programs.
Currently wide research is on to find out various methods and processes that will improve quality and
productivity of a firm. Total Productive Maintenance (TPM) is one such means. It is a Japanese philosophy that
focuses upon achieving zero breakdowns and zero defects by maintaining the equipments throughout its use. TPM
integrates all areas of an organization. TPM is all about teamwork, it is a strategy that can help to achieve a world
class level of overall equipment effectiveness (OEE) which is otherwise become difficult to achieve solely by
equipments. OEE takes into consideration the availability rate of the machinery and equipment, the efficiency rate at
which it operates and the quality rate of the products produced. TPM pillars that serve as guidance to effective TPM
implementation program leads to improve in overall manufacturing performance of any organization. An attempt here is to highlight the key issues pertaining to need, benefits, framework, overall equipment effectiveness and implementation of TPM program.
Welcome to International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document summarizes a study on implementing Total Productive Maintenance (TPM) in manufacturing industries. The study was conducted at Manipal Packaging Solutions, which produces cartons and packaging materials. The researchers analyzed key TPM concepts from literature and conducted an empirical study to measure the Overall Equipment Effectiveness (OEE) and productivity of major machines. They found average OEE values between 15-60% compared to the world-class standard of 85%. Productivity varied from 0.09 to 0.34. The results highlighted causes of downtime and decreased productivity. The study provides suggestions to increase efficiency by implementing TPM best practices based on comparing industries that do and do not use TPM. The goal is to help
Investigation for development of new tool in dfx shell through literature sur...iaemedu
This document discusses the need for a new tool called Design for TPM to help incorporate total productive maintenance considerations into equipment design. It notes that modifications are often made to equipment on the shop floor during TPM implementation, indicating that customer requirements for maintenance were not fully addressed at the design stage. The document reviews literature on TPM, design processes, reliability and maintainability considerations. It concludes that input from maintenance staff should be incorporated earlier in design to simplify maintenance tasks and reduce costs over the lifecycle of the equipment. A Design for TPM tool could help standardize how customer TPM needs are identified and addressed prior to equipment procurement.
Implementating just in-time production and procurement strategiesAjay Yadav
This document discusses strategies for implementing a just-in-time production and procurement system. It identifies key elements for a successful JIT implementation strategy, including top management commitment, developing policy and procedure manuals, training programs, organizational redesign, and effective communication systems. It also discusses strategies for JIT vendor implementation, such as reducing vendor lot sizes and lead times, sole sourcing of key components, and quality certification of suppliers.
This document summarizes a case study assessing the implementation of Total Productive Maintenance (TPM) at a semi-automated manufacturing company in Bangladesh. TPM is a maintenance strategy aimed at maximizing equipment effectiveness through proactive maintenance involving both maintenance staff and operators. The study analyzed downtime and mean downtime data before and after TPM implementation using Pareto charts and t-tests to identify the most impactful downtime factors and determine if TPM reduced downtime. The results provide suggestions to further improve maintenance and increase production volume.
Production/operations management (POM) involves planning, organizing, and controlling the production process. As part of management, the key functions of POM are to optimize resource utilization, make decisions about production, and ensure goals are aligned with the overall organization's strategy. The POM manager seeks to effectively plan, organize, control, and model human behavior during the conversion of raw materials into finished goods.
Overall equipment effectiveness of critical machines in manufacturing industriesIAEME Publication
This document summarizes a study that assessed the overall equipment effectiveness (OEE) of critical machines in two large manufacturing industries - a tire industry and an automobile industry. The study selected two critical machines from each industry and collected data on their performance over one year to calculate OEE values. OEE considers availability, performance and quality to measure actual equipment effectiveness. The results were statistically analyzed to identify how major losses like downtime and defects influence OEE and where improvements could be targeted.
The document discusses Just-In-Time (JIT) manufacturing systems. It begins by outlining the objectives of understanding the JIT concept, advantages, and characteristics. It then provides an introduction to JIT, explaining that it aims for high-volume production using minimal inventories. The document proceeds to describe the key aspects of JIT systems, including the concept of producing only what is needed, advantages like reduced inventory and costs, and characteristics like uniform workloads and small lot sizes. In summary, the document provides an overview of JIT manufacturing systems, their goals and key elements.
A ASSIGNMENT on PRODUCTION AND OPERATIONS MANAGEMENT
Q. Prepare a worksheet of operation activities that Amit should inquire about this summer?
Q.To manage the firm , how much does Amit need to know about operations ? WHY?
Q. What are the problems do you expect Amit to encounter this summer – both at Khana Khazana – on wheels and at other institutions.?
Q.If you were Amit , what would you do ? Why?
Lecture notes of production & operation managementComplaint2015
Lectures notes
On
Production and Operation Management
Prepared by
Dr. Sarojrani Pattnaik
Dr. Swagatika Mishra
Assistant Professor
Department of Mechanical Engineering
VSSUT Burla
.
Multi criteria Decision model (MCDM) for the evaluation of maintenance practi...IJERA Editor
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
profitability, and improving the quality besides cutting down the non value added costs greatly. This paper is
an attempt to provide a frame work and pragmatic approach in implementation of TPM. A number of novel
success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
to implement the industrial activities in a more systematic and balanced way to gain far-reaching optimized
productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
Total Productive Maintenance (TPM) in TQMDr.Raja R
This document discusses Total Productive Maintenance (TPM), which aims to integrate equipment maintenance into manufacturing processes to improve productivity and asset availability. TPM emerged from the need to move from reactive to preventative maintenance through predictive maintenance. The goal of TPM is to ensure machinery is always available to manufacture products with minimal rework and downtime. Successful TPM requires cross-functional teamwork and employee involvement in routine maintenance. Metrics like Overall Equipment Effectiveness are used to measure TPM success and identify improvement areas. Companies implementing TPM see decreased maintenance costs, increased equipment uptime and profitability, and improved teamwork.
Total Quality Management (TQM) is a philosophy that involves everyone in an organization working continually to improve quality and achieve customer satisfaction. It defines managing the entire organization so that it excels in all dimensions of products and services important to customers. TQM is a process approach and management strategy.
This chapter discusses measuring and optimizing factory performance through Overall Equipment Effectiveness (OEE). It begins by defining key terms like efficiency, effectiveness, and productivity. OEE is then introduced as a metric to measure equipment performance based on valuable operating time versus loading time. Losses that decrease effectiveness are categorized as downtime, speed, or quality issues. The chapter provides formulas to calculate OEE and analyzes how to implement OEE measurement systems and identify improvement opportunities.
Total Quality Management (TQM) is a method for management and employees to continuously improve production of goods and services through quality and management tools. It aims to increase business and reduce waste. TQM seeks to integrate all organizational functions to meet customer needs and objectives through practices like reducing costs, empowering employees, and making fact-based decisions. The goal of TQM is continuous improvement through preventing mistakes, early detection of issues, and stopping production to address problems.
Relative loss analysis in small scale industries within the proposedIAEME Publication
This document provides an overview of total productive maintenance (TPM) and analyzes relative equipment losses in small-scale industries within the proposed Marathwada Auto Cluster in India. It discusses the 16 types of losses defined in TPM philosophy and conducts a survey of small-scale industries to assess the relative scale of each loss. The findings from this loss analysis are intended to help prioritize training and other TPM initiatives for improving efficiency in the auto cluster.
Operational Effectiveness & Management Program Workshop by TetrahedronSagar Sangam Sahu
The goal of an operations manager is to maintain and standardize the ever changing process improvements. This training is designed in order to empower Operation Managers to identify the points of improvements and implement improvement activities and sustain this through standard operating practices.
Quality and Cost of Accreditation's In Healthcare by Mahboob ali khan ,MHA,CPHQ Healthcare consultant
Accreditations and quality assurance systems have also been observed to reduce the average cost of hospitalization. This clearly indicates that accreditations and quality assurance systems help hospitals to streamline their functions and processes, minimize wastage and thereby aid in enhancing quality and reducing cost of care.
This case study examines a Lean Manufacturing initiative involving three aerospace suppliers - Haynes International Ltd, Precision Parts Engineering Ltd, and Merc Engineering Ltd - and their customer, Unison Engine Components. The objective was to reduce costs and improve delivery performance to combat low-cost competitors. A Lean consultant introduced tools like 5S, improved layouts, kanban systems and visual controls. Early results included a 15-22% improvement in on-time delivery, better awareness of customer needs, and more efficient operations.
This case study examines efforts to improve customer satisfaction and reduce costs at an IT call center. The project team conducted a Define phase to understand key customer requirements around quick response, accurate information, and issue resolution. They mapped the call resolution process and identified opportunities in long wait times and multiple transfers. In Analyze, the team found problem and change calls had higher costs, and Mondays/Fridays were more expensive. They verified staffing levels and training affected transfer rates. In Improve, solutions tested included promoting a web portal, focused training, and staffing adjustments. A pilot found wait times decreased with the new approaches.
This document outlines a presentation on Total Productive Maintenance (TPM). It begins with an introduction of the presenter and then covers topics such as the definition of maintenance, types of maintenance, what TPM is, the history and objectives of TPM, similarities and differences between TPM and Total Quality Management (TQM), the eight pillars of TPM, why TPM is popular, benefits and losses of implementing TPM, and concludes with how TPM can help increase quality and productivity.
The document provides guidance for establishing a quality improvement committee at Rumbek State Hospital in South Sudan. It outlines 7 steps for the committee: 1) Identifying problems and areas for improvement through methods like chart reviews and observations. 2) Setting clear and measurable improvement aims. 3) Selecting quality indicators to measure progress. 4) Developing changes to address root causes of problems. 5) Identifying solutions and strategies. 6) Reviewing progress using tracking tables. 7) Evaluating the process and outcomes through tools like client satisfaction surveys and health facility assessments. The committee will aim to continuously improve quality of clinical services at the hospital.
This case study examines applying lean manufacturing principles to reduce waste in material handling processes at Hughes Christensen, a leading drill bit manufacturer. The methodology developed involves defining management objectives, assessing current operations, selecting lean tools, and implementing solutions. For the crown machining cell, a staging device was added to reduce queue time, travel, and parts handling. The future state value stream map shows an estimated 865 minute or 14.4 hour total time variance from implementing lean improvements to material flow.
The document discusses Kaizen and its implementation at a national bank through a 5-day Kaizen event. It describes the Kaizen schedule and methodology used which involved identifying problems, creating value stream maps, brainstorming solutions, testing solutions, and presenting findings. Results of the event included reducing cycle times by 30-95%, reducing an administrative process time from 20 to 12 minutes, and reducing complaint resolution time from 30 to 8 days. The Kaizen event was considered a powerful improvement tool as it allowed focused problem solving and creativity to generate immediate productivity and quality gains.
Investigation for development of new tool in dfx shell through literature sur...iaemedu
This document discusses the need for a new tool called Design for TPM to help incorporate total productive maintenance considerations into equipment design. It notes that modifications are often made to equipment on the shop floor during TPM implementation, indicating that customer requirements for maintenance were not fully addressed at the design stage. The document reviews literature on TPM, design processes, reliability and maintainability considerations. It concludes that input from maintenance staff should be incorporated earlier in design to simplify maintenance tasks and reduce costs over the lifecycle of the equipment. A Design for TPM tool could help standardize how customer TPM needs are identified and addressed prior to equipment procurement.
Implementating just in-time production and procurement strategiesAjay Yadav
This document discusses strategies for implementing a just-in-time production and procurement system. It identifies key elements for a successful JIT implementation strategy, including top management commitment, developing policy and procedure manuals, training programs, organizational redesign, and effective communication systems. It also discusses strategies for JIT vendor implementation, such as reducing vendor lot sizes and lead times, sole sourcing of key components, and quality certification of suppliers.
This document summarizes a case study assessing the implementation of Total Productive Maintenance (TPM) at a semi-automated manufacturing company in Bangladesh. TPM is a maintenance strategy aimed at maximizing equipment effectiveness through proactive maintenance involving both maintenance staff and operators. The study analyzed downtime and mean downtime data before and after TPM implementation using Pareto charts and t-tests to identify the most impactful downtime factors and determine if TPM reduced downtime. The results provide suggestions to further improve maintenance and increase production volume.
Production/operations management (POM) involves planning, organizing, and controlling the production process. As part of management, the key functions of POM are to optimize resource utilization, make decisions about production, and ensure goals are aligned with the overall organization's strategy. The POM manager seeks to effectively plan, organize, control, and model human behavior during the conversion of raw materials into finished goods.
Overall equipment effectiveness of critical machines in manufacturing industriesIAEME Publication
This document summarizes a study that assessed the overall equipment effectiveness (OEE) of critical machines in two large manufacturing industries - a tire industry and an automobile industry. The study selected two critical machines from each industry and collected data on their performance over one year to calculate OEE values. OEE considers availability, performance and quality to measure actual equipment effectiveness. The results were statistically analyzed to identify how major losses like downtime and defects influence OEE and where improvements could be targeted.
The document discusses Just-In-Time (JIT) manufacturing systems. It begins by outlining the objectives of understanding the JIT concept, advantages, and characteristics. It then provides an introduction to JIT, explaining that it aims for high-volume production using minimal inventories. The document proceeds to describe the key aspects of JIT systems, including the concept of producing only what is needed, advantages like reduced inventory and costs, and characteristics like uniform workloads and small lot sizes. In summary, the document provides an overview of JIT manufacturing systems, their goals and key elements.
A ASSIGNMENT on PRODUCTION AND OPERATIONS MANAGEMENT
Q. Prepare a worksheet of operation activities that Amit should inquire about this summer?
Q.To manage the firm , how much does Amit need to know about operations ? WHY?
Q. What are the problems do you expect Amit to encounter this summer – both at Khana Khazana – on wheels and at other institutions.?
Q.If you were Amit , what would you do ? Why?
Lecture notes of production & operation managementComplaint2015
Lectures notes
On
Production and Operation Management
Prepared by
Dr. Sarojrani Pattnaik
Dr. Swagatika Mishra
Assistant Professor
Department of Mechanical Engineering
VSSUT Burla
.
Multi criteria Decision model (MCDM) for the evaluation of maintenance practi...IJERA Editor
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
profitability, and improving the quality besides cutting down the non value added costs greatly. This paper is
an attempt to provide a frame work and pragmatic approach in implementation of TPM. A number of novel
success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
to implement the industrial activities in a more systematic and balanced way to gain far-reaching optimized
productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
Total Productive Maintenance (TPM) in TQMDr.Raja R
This document discusses Total Productive Maintenance (TPM), which aims to integrate equipment maintenance into manufacturing processes to improve productivity and asset availability. TPM emerged from the need to move from reactive to preventative maintenance through predictive maintenance. The goal of TPM is to ensure machinery is always available to manufacture products with minimal rework and downtime. Successful TPM requires cross-functional teamwork and employee involvement in routine maintenance. Metrics like Overall Equipment Effectiveness are used to measure TPM success and identify improvement areas. Companies implementing TPM see decreased maintenance costs, increased equipment uptime and profitability, and improved teamwork.
Total Quality Management (TQM) is a philosophy that involves everyone in an organization working continually to improve quality and achieve customer satisfaction. It defines managing the entire organization so that it excels in all dimensions of products and services important to customers. TQM is a process approach and management strategy.
This chapter discusses measuring and optimizing factory performance through Overall Equipment Effectiveness (OEE). It begins by defining key terms like efficiency, effectiveness, and productivity. OEE is then introduced as a metric to measure equipment performance based on valuable operating time versus loading time. Losses that decrease effectiveness are categorized as downtime, speed, or quality issues. The chapter provides formulas to calculate OEE and analyzes how to implement OEE measurement systems and identify improvement opportunities.
Total Quality Management (TQM) is a method for management and employees to continuously improve production of goods and services through quality and management tools. It aims to increase business and reduce waste. TQM seeks to integrate all organizational functions to meet customer needs and objectives through practices like reducing costs, empowering employees, and making fact-based decisions. The goal of TQM is continuous improvement through preventing mistakes, early detection of issues, and stopping production to address problems.
Relative loss analysis in small scale industries within the proposedIAEME Publication
This document provides an overview of total productive maintenance (TPM) and analyzes relative equipment losses in small-scale industries within the proposed Marathwada Auto Cluster in India. It discusses the 16 types of losses defined in TPM philosophy and conducts a survey of small-scale industries to assess the relative scale of each loss. The findings from this loss analysis are intended to help prioritize training and other TPM initiatives for improving efficiency in the auto cluster.
Operational Effectiveness & Management Program Workshop by TetrahedronSagar Sangam Sahu
The goal of an operations manager is to maintain and standardize the ever changing process improvements. This training is designed in order to empower Operation Managers to identify the points of improvements and implement improvement activities and sustain this through standard operating practices.
Quality and Cost of Accreditation's In Healthcare by Mahboob ali khan ,MHA,CPHQ Healthcare consultant
Accreditations and quality assurance systems have also been observed to reduce the average cost of hospitalization. This clearly indicates that accreditations and quality assurance systems help hospitals to streamline their functions and processes, minimize wastage and thereby aid in enhancing quality and reducing cost of care.
This case study examines a Lean Manufacturing initiative involving three aerospace suppliers - Haynes International Ltd, Precision Parts Engineering Ltd, and Merc Engineering Ltd - and their customer, Unison Engine Components. The objective was to reduce costs and improve delivery performance to combat low-cost competitors. A Lean consultant introduced tools like 5S, improved layouts, kanban systems and visual controls. Early results included a 15-22% improvement in on-time delivery, better awareness of customer needs, and more efficient operations.
This case study examines efforts to improve customer satisfaction and reduce costs at an IT call center. The project team conducted a Define phase to understand key customer requirements around quick response, accurate information, and issue resolution. They mapped the call resolution process and identified opportunities in long wait times and multiple transfers. In Analyze, the team found problem and change calls had higher costs, and Mondays/Fridays were more expensive. They verified staffing levels and training affected transfer rates. In Improve, solutions tested included promoting a web portal, focused training, and staffing adjustments. A pilot found wait times decreased with the new approaches.
This document outlines a presentation on Total Productive Maintenance (TPM). It begins with an introduction of the presenter and then covers topics such as the definition of maintenance, types of maintenance, what TPM is, the history and objectives of TPM, similarities and differences between TPM and Total Quality Management (TQM), the eight pillars of TPM, why TPM is popular, benefits and losses of implementing TPM, and concludes with how TPM can help increase quality and productivity.
The document provides guidance for establishing a quality improvement committee at Rumbek State Hospital in South Sudan. It outlines 7 steps for the committee: 1) Identifying problems and areas for improvement through methods like chart reviews and observations. 2) Setting clear and measurable improvement aims. 3) Selecting quality indicators to measure progress. 4) Developing changes to address root causes of problems. 5) Identifying solutions and strategies. 6) Reviewing progress using tracking tables. 7) Evaluating the process and outcomes through tools like client satisfaction surveys and health facility assessments. The committee will aim to continuously improve quality of clinical services at the hospital.
This case study examines applying lean manufacturing principles to reduce waste in material handling processes at Hughes Christensen, a leading drill bit manufacturer. The methodology developed involves defining management objectives, assessing current operations, selecting lean tools, and implementing solutions. For the crown machining cell, a staging device was added to reduce queue time, travel, and parts handling. The future state value stream map shows an estimated 865 minute or 14.4 hour total time variance from implementing lean improvements to material flow.
The document discusses Kaizen and its implementation at a national bank through a 5-day Kaizen event. It describes the Kaizen schedule and methodology used which involved identifying problems, creating value stream maps, brainstorming solutions, testing solutions, and presenting findings. Results of the event included reducing cycle times by 30-95%, reducing an administrative process time from 20 to 12 minutes, and reducing complaint resolution time from 30 to 8 days. The Kaizen event was considered a powerful improvement tool as it allowed focused problem solving and creativity to generate immediate productivity and quality gains.
The document discusses the concept of Poka-Yoke, which aims to eliminate defects at their source by preventing mistakes from occurring. It was developed by Shigeo Shingo in the 1960s for Toyota's production system. Poka-Yoke focuses on identifying risks and managing mistakes before they can cause defects through methods like identification, prevention and detection. The document provides examples of how small design changes can make errors impossible, like using different sized holes to prevent inserting terminals incorrectly. It also explains that Poka-Yoke is needed to achieve zero defects and reduce costs from scrap and rework.
This document summarizes a research article from the International Journal of Management about implementing kaizen in an Indian petrochemical plant. The article defines kaizen as continuous improvement and discusses how it is a core part of total quality management. It then describes the kaizen implementation process, principles, variables that influence organizational performance, and aspects of an effective kaizen system including employee participation, management support, and skills development. The article concludes with a case study of kaizen implementation in a large Indian petrochemical plant and areas for further improvement.
Thousands of little & medium scale markets are present in India. All are dealing with Specific troubles causing shortage of manufacturing as well as high quality problems. This 10 case study deals with the kaizen implementation in an industry in an assembly line in India.
Six Sigma is a methodology that seeks to improve processes by reducing defects and variation. It was developed by Motorola to help improve quality and lower costs. The Six Sigma methodology uses a data-driven approach to identify and remove causes of defects and minimize variability in manufacturing and business processes. It aims to achieve as close to zero defect levels as possible.
Total Productive Maintenance (TPM) is a company-wide effort to optimize equipment effectiveness through autonomous maintenance and operational involvement. TPM aims to eliminate accidents, defects, breakdowns and other sources of inefficiency. It combines preventative maintenance practices with total quality control and employee engagement. The goals of TPM include improving equipment effectiveness, developing autonomous maintenance practices, implementing planned maintenance systems, training all staff, and achieving early equipment management. TPM has been shown to increase overall equipment effectiveness, quality, and productivity while reducing maintenance costs and downtime.
This document discusses Total Productive Maintenance (TPM). It provides background on maintenance concepts and the evolution of maintenance philosophies. TPM aims to maximize equipment effectiveness through preventative maintenance involving all departments. The document outlines TPM goals and pillars. It also discusses key performance metrics like Overall Equipment Effectiveness (OEE), which is calculated based on availability, performance efficiency, and quality rate. Examples are provided for computing various loss times that factor into OEE calculations.
The document discusses Total Productive Maintenance (TPM), including its definition, principles, pillars, implementation process, strategies, benefits, and a case study. TPM aims to maximize equipment effectiveness through autonomous maintenance by operators and planned maintenance. The eight pillars of TPM are education and training, safety, autonomous maintenance, planned maintenance, equipment improvement, quality management, early equipment management, and TPM in offices. Human-oriented and process-oriented strategies are described for implementing TPM. Benefits include increased productivity, uptime, capacity and ROI. A case study found that both strategies positively impact TPM implementation levels.
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Methodology used for improving overall equipment effectiveness by Implementi...IJMER
The global marketplace is highly competitive and organizations who want to survive long-term, have to continuously improve, change and adapt in response to market demands. Improvements in
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method, which can be used to achieve these goals. TPM is an approach to equipment management that
involves employees from both production and maintenance departments. Its purpose is to eliminate major
production losses by introducing a program of continuous and systematic improvements to production
equipment.
This document provides an introduction and overview of Total Productive Maintenance (TPM). TPM is a maintenance program that aims to increase production while also improving employee morale. It seeks to minimize downtime and unscheduled maintenance by involving operators in maintenance activities. The goals of TPM are to achieve at least 90% overall equipment effectiveness, reduce manufacturing costs by 30%, and ensure zero defects. TPM traces its origins back to 1951 in Japan and was pioneered by Nippondenso, who incorporated operator-led autonomous maintenance and equipment modifications to birth the concept of productive maintenance.
This document provides an introduction and overview of Total Productive Maintenance (TPM). TPM is a maintenance program that aims to increase production while also improving employee morale. It seeks to minimize downtime and unscheduled maintenance by involving operators in maintenance activities. The goals of TPM are to achieve at least 90% overall equipment effectiveness, reduce manufacturing costs by 30%, and ensure zero defects. TPM traces its origins back to 1951 in Japan and was pioneered by Nippondenso, who incorporated operator-led autonomous maintenance and equipment modifications to birth the concept of productive maintenance.
OVERALL EQUIPMENT EFFECTIVENESS OF CRITICAL MACHINES IN MANUFACTURING INDUSTR...IAEME Publication
Overall Equipment Effectiveness (OEE) is a measure used in Total Productive Maintenance (TPM), a maintenance program which involves a newly defined concept for maintaining plants and equipment, to calculate the percentage of actual effectiveness of the equipment, taking into consideration the availability of the equipment, the performance rate when running and the quality rate of the manufactured product measured over a period of time (days, weeks or months). The equipment criticality is decided by considering how and how much the equipment affects the production volume and quality.
Floyd's introduction to total productive maintenanceFloyd Patterson
This document provides an overview of Total Productive Maintenance (TPM). TPM is a maintenance program that aims to maximize equipment effectiveness and minimize breakdowns by involving both operators and maintenance personnel. It discusses the origins and goals of TPM, as well as the eight pillars that are key to its implementation, including 5S, autonomous maintenance, and focused improvement. TPM metrics like overall equipment effectiveness (OEE) and total effective equipment performance (TEEP) are also introduced to measure utilization and identify areas for improvement. The document outlines the various stages of introducing and institutionalizing a TPM program within an organization.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
This document describes the development of a TPM tracking device for a machine shop. It discusses the need for such a device to minimize wastage and maximize productivity. It outlines the hardware and software components of the system, including an AVR controller to collect data from machines, Ethernet connectivity to transmit data to a PC, and a GUI interface to visualize the data for operators and managers. The system aims to help track machine performance and downtime in order to improve overall equipment effectiveness.
This document summarizes a study on implementing Total Productive Maintenance (TPM) in a manufacturing organization to improve Overall Equipment Effectiveness (OEE). TPM aims to maximize equipment availability and minimize downtime through innovative maintenance strategies. The study focuses on measuring OEE and reducing equipment downtime at a manufacturing company. It reviews literature on TPM and maintenance management. The methodology implements TPM steps and measures OEE to increase productivity, quality and profits through improved maintenance policies and continuous production process inspections.
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Development Of An Effective Industrial Maintenance Practice For Plant Optimum...IJERA Editor
Plant optimization is a sound fiscal decision and this is a key attribute of good operational management. The
decision to adhere strictly to the maintenance measurements, controls and efficiencies necessary for optimum
performance not only enhances the plant operations, it quite often produces a safer operating facility and
protects plant asset or investment. Plant operations rely on dependable acquired knowledge, skills, equipment
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environment. The goal is to achieve optimum availability and optimum operating condition of the equipment
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Total Productive Maintenance - A Systematic Reviewijsrd.com
TPM is an effective tool and a practical technique, which is aimed at maximizing the effectiveness of the facility by minimizing the downtime of machine, production losses and the material, production losses that occurs during the continuous production process. This also increase the working efficiency and productivity of the employee and a positive inclination is registered in the overall environment of a company. This paper presents the literature review of total productive maintenance which is a positive approach for solving the manufacturing problem, also gives the objective of TPM, a detail about a six big losses, 8 pillar of TPM also give the tool used for improvement, implementation stages, methodology for calculating the overall equipment efficiency and also give the direct and indirect benefits of TPM. The aim of this paper is to study the TPM concept and its implementation program which gives a successful improvement in overall equipment efficiency.
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This document provides an overview of Total Productive Maintenance (TPM). It discusses the history and evolution of TPM, which originated from preventive maintenance practices in Japan. The key aspects of TPM include its 8 pillars - 5S, autonomous maintenance, kaizen, planned maintenance, quality maintenance, training, office TPM, and safety/environment. The document outlines the goals and processes for implementing each pillar. It also provides details on establishing an organizational structure for TPM and examples of companies that have successfully adopted a TPM program.
IRJET- Effective Implementation of Planned Maintenance in a Gas Producing Pla...IRJET Journal
This document discusses the effective implementation of planned maintenance at a gas producing plant using Total Productive Maintenance (TPM) methodology. It begins by introducing TPM and explaining that planned maintenance is one of its pillars, with the goal of optimizing equipment efficiency through scheduled maintenance tasks. The document then provides details of the planned maintenance program implemented at a specific gas producing plant, including developing maintenance plans and schedules based on failure analysis, performing preventative maintenance to reduce failures and increase equipment availability, and tracking metrics like mean time between failures and mean time to repair to measure improvements. In summary, the document outlines how a gas plant used planned maintenance as part of TPM to increase equipment uptime and reduce maintenance costs.
A Review on Implementation of TPM in Manufacturing IndustryIJMER
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This document provides an overview of Total Productive Maintenance (TPM), including its origins and objectives. TPM aims to maximize equipment effectiveness through proactive maintenance practices involving both operators and technical experts. It was pioneered by Japanese companies like Toyota in the 1970s and focuses on improving equipment reliability to reduce downtime and costs. Key aspects of TPM include training operators to perform preventative maintenance tasks, open communication between operators and other teams, and a proactive approach to identifying and addressing potential issues before failures occur.
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The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness by improving maintenance and involving operators. TPM covers the entire life of equipment and aims to eliminate waste and reduce costs through preventative maintenance. It differs from total quality management by focusing on equipment inputs rather than just output quality. The pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement through kaizen, planned maintenance, and quality maintenance.
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A Total Productive Maintenance (TPM) Approach To Improve Overall Equipment Efficiency
1. International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.2, Issue.6, Nov-Dec. 2012 pp-4383-4386 ISSN: 2249-6645
A Total Productive Maintenance (TPM) Approach To Improve Overall
Equipment Efficiency
Hemant Singh Rajput1, Pratesh Jayaswal2
1
(Mechanical, M.I.T.S. /R.G.P.V., India)
2
(Department of Mechanical Engineering, R.G.P.V. University, India)
ABSTRACT:Good maintenance is fundamental to Together by a combination of good working practices,
productive manufacturing system. Total Productive team working,
Maintenance (TPM) is an alternative approach to And continuous improvement [5]. TPM is
equipment maintenance that seeks to achieve zero intended to bring both functions (production and
breakdowns and zero defects. TPM is an approach to keep maintenance) together by a combination of good working
the current plant and equipment at its higher productive practices, team working and continuous improvement [6].
level through cooperation of all areas of organization. In
this paper the selected machines were carefully studied in II. PILLARES OF TPM
an industry. Data for past have been analyzed and results The Japan Institute of Plant Maintenance propose
achieved are quite encouraging in terms of motivated the introduction of TPM program is based on the
employees, improvement in overall equipment effectiveness implementation of a series 8 pillars of TPM in a systematic
(OEE) and reduction in no. of accidents on shop floor. The way to optimize plant and equipment efficiency by crating
analysis has revealed that there are 98% good perfect relationship between man and equipment. The
components, 2% rework losses, where the nine most diagram below represents a common structure of TPM.
common causes were identified for the machine stoppages. Figure 1
The OEE was 67% and the six big losses represent 35% • Autonomous Maintenance / Jishu Hozen.
loss of the product time. Based on the findings, it was • Focused Improvement /Kobestu Kaizen.
recommended to implement a TPM to improve the OEE of • Planned Maintenance.
the plant. • Quality Maintenance.
• Training.
Keywords: Manufacturing performance, overall • Office TPM.
equipment effectiveness implementation, planning, • Safety, Health and Environment.
training, TPM, etc. • Initial Flow Control.
I. INTRODUCTION
In this competitive world total elimination of
waste is necessary for the survival of the organization. The
wastes generated due to the failure shutdown of facilities
that have been built, with huge investment and also waste
such as defective products should be absolutely
eliminated. In a manufacturing scenario, the desirable
productivity, cost, inventory, quality and delivery all
depend on the efficient functioning of the company’s
facilities. The philosophies like, total quality management Fig. 1 Pillars of TPM
(TQM), just in time (JIT), flexible manufacturing systems
(FMS),etc. have led to a comprehensive maintenance III. AUTONOMOUS MAINTENANCE/JISHU
technique known as total productive maintenance (TPM) HOZAN
[1]. Hartman defines TPM as “Total Productive Japanese name of autonomous maintenance is
Maintenance permanently improves the overall JISHU HOZEN. This activity is geared towards
effectiveness of equipment with the active involvement of developing operators to be able to take care of small
operators” [2]. The aim of TPM to reduce maintenance tasks, thus freeing up the skilled maintenance
The six major equipment losses, to zero, have people to spend time on more value added activity and
been recognized as necessary for corporate survival. TPM technical repairs. The operators are responsible for upkeep
is a unique Japanese system of plant management, of their equipment to prevent it from deteriorating.
developed from preventive maintenance concept. This Autonomous maintenance includes any activity performed
approach emphasizes the role of teamwork, small group by the production department that has a maintenance
activities, and the participation of all employees to function and is intended to keep the plant operating
accomplish equipment improvement objectives [3]. It efficiently and stable in order to meet production plans [1].
challenges a sense of joint responsibility between Autonomous maintenance is closely linked with focused
operators and maintenance workers, not only to keep the improvement in that both support equipment restoration
machines running smoothly, but also to extend and and sustaining basic equipment conditions [14].
optimize their overall performance [4]. It is also defined Following policies are adopted for developing JISHU
as, bringing both functions (production and maintenance) HOZEN:
www.ijmer.com 4383 | Page
2. International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.2, Issue.6, Nov-Dec. 2012 pp-4383-4386 ISSN: 2249-6645
• Uninterrupted operation of equipment’s. The first two losses are known as down time loss
• Flexible operators to operate and maintain other and are used to calculate availability of a machine. The
equipment’s. third and fourth are speed losses that determine the
• Eliminating the defects at source through active performance efficiency and the final two losses are
employee participation. considered to be losses due to defects in the products. OEE
• Stepwise implementation of JH activities. is measured in terms of these six losses, which are
function of availability, performance rate and quality rate
IV. FOCUSSED IMPROVEMENT/ KAIZAN of the machine, production line or factory [11]. And
Focused improvement includes all activities that claims, increasing productivity, reducing costs, shrinks
maximize the overall effectiveness of equipment, inventory, decreasing accidents and promoting employee
processes and plants through elimination of losses [15]. It involvement [12]. Suzuki cites Productivity, Quality,
includes identification, quantification and elimination of Costs, Delivery, Safety and Morale (PQCDSM),
losses that affect productivity, quality, performance, etc. improvement for early TPM implantation.
OEE is a key metric of focused improvement. Focused
improvement is characterized by a drive for zero losses
meaning continuous improvement effort to eliminate any
effectiveness losses. Kaizen is a Japanese word for
improvement. According to Kaizen, it is a fact that every
employee of the company is capable of improving his
work and the method of working. Kaizen forms an
essential part of TPM.
V. OEE AND SIX MAJOR LOSSES
The literature reveals that no standard exists for
calculation of OEE. The OEE calculation is quite general
and can be applied to any manufacturing organization [7].
OEE is a measurement used to determine how efficiently a
machine is running. Though the definition implies that
OEE is the measure of a particular machine, but it can also
be used to measure efficiency of product lines, sections of
a plant or even the entire plant. Philip Godfrey [8] notes
that the effective operation of individual pieces of
production equipment, assembly lines or whole factory is
dependent on the three factors of OEE [9]. OEE is the
most effective measure for driving plant improvement. It
continuously focuses the plant on the concept of zero-
waste [10]. Unless careful monitoring occurs, the reduced
capacity goes unnoticed or is accepted as normal. OEE can
be considered to combine the operation, maintenance and
management of manufacturing equipment and resources
[2]. The losses are divided into six major categories, which
affect the overall performance of the equipment namely
[10]:
1. Equipment failures/breakdown losses are the time The overall performance of equipment’s can be
losses and quantity losses caused by defective enhanced by identifying and eliminating the root causes.
products. OEE is used as a tool to measure the effectiveness of
2. Set-up and adjustment losses are defined as time equipment’s to know the current condition. It helps to
losses resulting from downtime and defective identify the areas of improvement required in terms of
products that occur when production of one item ends availability, performance efficiency and quality rate of
and the equipment is adjusted to meet the products classifying them into six major losses, as
requirements of another item. identified by Nakajima in the OEE model [10]. These six
3. Idling and minor stop losses occur when the major losses are overcome by the Focused Equipment
production is interrupted by a temporary malfunction Improvement (FEI) and Autonomous Maintenance (AM)
or when a machine is idling. activities of TPM, (Refer fig. 2). These activities will be
4. Reduced speed losses refer to the difference between more effective if carried, in small groups or teams, which
equipment design speed and actual operating speed. are more active, dynamic, self-motivated and also
5. Reduced yield losses occur during the early stages of increasing one’s-self-confidence of participants.
production from machine start up to stabilization.
6. Quality defects and reworks are losses in quality VI. PROBLEM STATEMENT
caused by malfunctioning of production equipment. Model Machine selected for the implementation of TPM is
Shot Peening Machine for the following reasons.
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3. International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.2, Issue.6, Nov-Dec. 2012 pp-4383-4386 ISSN: 2249-6645
• Poor performance among the other shot -peening TCT - theoretical cycle time,
machines PA - processed amount, and
• Oldest machine OT - operating time.
• Dusty and dark atmosphere Targeted capacity of shot peening machine is 22 MT/hr.
• Poor house-keeping Theoretical cycle time is 2.72min./MT and
• Poor safety Processed Amount (PA) 11000 MT/ month (approx.)
Performance efficiency (PE) = 2.72 × 11000/627.5 × 100
VII. OBJECTIVES = 79.4%
The objectives of this case study were, PE = Speed efficiency × Rate efficiency
• Improve equipment reliability and maintainability. Where,
• To cultivate the equipment-related expertise among Speed efficiency = ICT /ACT
operators. ICT - Ideal cycle time and
• Maximize OEE, through total employee involvement. ACT - Actual cycle time
• Create an enthusiastic work environment. Rate efficiency = (PA × AT) /OT,
Where,
VIII. PROPOSED IMPLEMENTATION PLAN FOR TPM AT is Actual time. These losses occur due to machine
The following plan were used for the implementation of running at slower speed than the designed speed because
TPM activities, of vibration and improper maintenance, also due to idle
• Initial cleaning and minor stoppage etc.
• Listing and classification of abnormalities Rate of Quality products = ((PA-DA) /PA) × 100
• Why-Why Analysis
• Kaizen = (11000-220)/11000 × 100 = 98%.
• Jishu Hozan
Defected Amount = 2% of PA = 440 MT (app)
• Safety
OEE on Shot Peening Machine = Availability ×
IX. DATA ANALYSIS Performance Efficiency × Rate of Quality
First of all out of the whole plant process
equipment’s bottleneck equipment is identified and was = 0.8715 × 0.794 × 0.98 = 66.4%
decided to consider this for TPM implementation study.
Major losses during the production on this equipment were
pointed out using a time study. The study was carried out
in all three shifts for two continuous hours in each shift.
Two persons standing on either side of the line with the
stop watches noted down whenever there was a stop or any
other situation occurring, which led to idle or stoppage
time on equipment. Three days continuously the study was
conducted and finally average of all these readings were
calculated in order to decide the final values of various
losses on respective equipment. According to study, small
interruptions were the biggest contributors to the time
losses. So looking into the type of losses it seems that
there is lot of scope for improvement in the profitability
after implementation of TPM.
Calculation of OEE:
Working days in a month = 30 × 24 hrs.
Planned down time in a month = 10 hrs.
Setup adjustment losses per day (Which includes material
not available, Job setting, rework) = 1.75hrs
Setup adjustment losses per month = 52.5 hrs. X. CONCLUSION
Breakdown time in hrs. Per day = 1 hrs. The process of recording information must
Breakdown time per month = 30 hrs. remain simple, but effective for future data analysis .if
Total down time per month = (Planned down time + setup provisions were made to highlight such problems and
adjustment losses + breakdown time)/month = 10 + 52.5 + possible causes, then it may lead to the correction of
30 = 92.5 hrs. /month common problems such as breakdowns and rework.
Operating time per month = Running Time - Total down Ultimately if possible, the aim is to eliminate such causes.
time = 720 hrs. -92.5 hrs. = 627.5 hrs. Information provided by the trend analysis can provide a
Availability = (loading Time – Down Time)/Loading time basis for forming- long-term plans. The maintenance
= (720-92.5)/720 = 87.15% department can plan spending requirements by using
Performance efficiency (PE) is calculated as historical information to state the return on investments by
PE = ((TCT×PA)/OT) ×100 contributing to the annual business plan of the company.
Where, Therefore if the world-class performance of 85%OEE was
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4. International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.2, Issue.6, Nov-Dec. 2012 pp-4383-4386 ISSN: 2249-6645
achieved then 20%increase in OEE would have represent [7] Philip Godfrey, “Overall Equipment Effectiveness”
enhance the annual earning .To achieve this target efficient Manufacturing Engineering, 81(3), 2002, 109-112.
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Information provided by the trend analysis can provide a 1989).
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effectiveness as a basis for TPM activities,
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