Total Quality Managment - TPM - final year B.E.cs - Presented by DR. K. BARANIDHARAN, SAIRAM INSTITUTE OF MANAGMENT STUDIES (sims) SRI SAI RAM INSTITUTE OF TECHNILIGY (sit) CHENNAI
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
TPM For lean manufacturing chp3 | kobetsu kaizen for production efficiency...博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. Improvement of zero failure
2. Improvement of the setup
3. Improvement of cutting blade change loss
4. Improvement of start up
5. Improvement of Minor stoppage
6.Improvement of Speed losses
7.Improvement of Yield losses
8. Principle of improvement
A presentation on TPM and its goals, pillars, and other aspects have been explored as well as its relation to 5s, OEE these tools also have been shown. In the end, step by step implementation of TPM is also discussed.
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. TPM Concept
2. TPM Definition
3. TPM Philosophy
4. TPM Essence
5. Improvement lead to real benefits
6 .Case of small amount of work
7.TPM organization
8. TPM History
9.TQC&TPM
10. Step 12 of the TPM program
11.8 main pillars of TPM
12. Participation of all employees activities
13. TPM Promotion Organization
14. Case of TPM promotion organizations
15. TPM basic policy and Goal
16. Ask the machine
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
It is a holistic approach towards equipment maintenance where the aim is to achieve the best possible productivity with no breakdowns, no unplanned failures, no stops, no defects and no accidents.
TPM For lean manufacturing chp3 | kobetsu kaizen for production efficiency...博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. Improvement of zero failure
2. Improvement of the setup
3. Improvement of cutting blade change loss
4. Improvement of start up
5. Improvement of Minor stoppage
6.Improvement of Speed losses
7.Improvement of Yield losses
8. Principle of improvement
A presentation on TPM and its goals, pillars, and other aspects have been explored as well as its relation to 5s, OEE these tools also have been shown. In the end, step by step implementation of TPM is also discussed.
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. TPM Concept
2. TPM Definition
3. TPM Philosophy
4. TPM Essence
5. Improvement lead to real benefits
6 .Case of small amount of work
7.TPM organization
8. TPM History
9.TQC&TPM
10. Step 12 of the TPM program
11.8 main pillars of TPM
12. Participation of all employees activities
13. TPM Promotion Organization
14. Case of TPM promotion organizations
15. TPM basic policy and Goal
16. Ask the machine
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
It is a holistic approach towards equipment maintenance where the aim is to achieve the best possible productivity with no breakdowns, no unplanned failures, no stops, no defects and no accidents.
This presentation outlines the processes and benefits of applying enhanced maintenance planning techniques such as Reliability Centred Maintenance at your place of work. Please go to www.simenergy.co.uk for more information.
Failure mode and effects analysis (FMEA)—also "failure modes", plural, in many publications—was one of the first highly structured, systematic techniques for failure analysis. It was developed by reliability engineers in the late 1950s to study problems that might arise from malfunctions of military systems. An FMEA is often the first step of a system reliability study. It involves reviewing as many components, assemblies, and subsystems as possible to identify failure modes, and their causes and effects. For each component, the failure modes and their resulting effects on the rest of the system are recorded in a specific FMEA worksheet. There are numerous variations of such worksheets. An FMEA can be a qualitative analysis.
When working for Petrobras at PRSI (Pasadena Refining System Inc.) I had this opportunity to share my experience as a Maintenance Manager in Brazil with PRSI operators and maintenance crew.
The ultimate guide on constructing a FMEA process for Manufacturing, Maintenance, Services and Design.
The presentation include step by step on how to determine the failure modes, failure effects, assign severity, assign occurrence, assign detection, calculate risk priority numbers and prioritize the RPNs for action. With some examples and illustrations.
Presentation contents:
1. Determing failure modes, effects and causes.
2. FMEA team & team leader.
3. Brainstorming.
4. The basic steps of FMEA.
5. Examples.
This presentation provides a nice introduction to Failure Mode, Effects and Criticality Analysis (FMECA). Includes history and background, definitions, timelines for implementing and describes the FMEA methodology.
Reliability-centered maintenance (RCM) & Total Productive Maintenance (TPM).pptxSamuel Gher
Two effective theories for maximising equipment care are Reliability-Centered Maintenance (RCM) and Total Productive Maintenance (TPM). Using a data-driven methodology, RCM assigns specific maintenance activities based on the prioritisation of important equipment and the analysis of possible breakdowns. Imagine it like a specialised physician locating and treating particular weak points. TPM, on the other hand, uses employee engagement to promote a continuous improvement culture. Everyone assumes responsibility for maintaining the equipment, from operators doing routine upkeep to quality specialists identifying the underlying causes of defects, much like a well-trained team. Both strive for maximum equipment efficiency, while TPM places more emphasis on cultural change and RCM emphasises accuracy. The best strategy for you will rely on your unique requirements. TPM works best with widespread participation, while RCM excels with vital equipment. In the end, integrating these ideas can result in a really strong
Total Productive Maintenance (TPM) for EVERTS 20Aug2018Timothy Wooi
This is a 2 day Course which is a company wide, team-based effort, to build quality into equipment, and to improve overall equipment effectiveness (OEE) towards Zero Breakdown.
It uses Total Quality Control and Total Employee Involvement approach, in maintaining the Equipment towards a “ready to use condition” using energy efficiently.
This course will guide you through to assess the activities of Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Maintenance Activities using a Visual Schedule.
TPM defines your Maintenance schedule and Goals..
TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiencies and cost savings
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
a company's performance should focus on cost cutting, increasing productivity levels, quality and
guaranteeing deliveries in order to satisfy customers. Total Productive Maintenance (TPM) is one
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.
2022 Consortium for Self-Aware Machining and Metrology Pure Precision
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Introduction to Reliability Centered MaintenanceDibyendu De
Introduces Reliability Centered Maintenance, strategies employed, formulation of effective maintenance plan, reduction of consequences of failures and failure rate.
TPM Total Productive Maintenance Workshop for Quarry Plant (1) 09Oct16Timothy Wooi
This course will guide you through to assess the activities of Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Maintenance Activities using a Visual Schedule. TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiencies and cost savings.
Day1
Introduction to TPM
Types of Maintenance
Overall Equipment Efficiency ( OEE )
The Pillars of TPM (Part 1)
The 6 Major Equipment waste
Day2
Steps in Introduction of TPM
The 5’S Step towards TPM
Conditions Required for TPM
TPM Strategy
TPM Tools
Set-back of TPM Implementation
Course Evaluation, Recap and Closing
12 Benefits of using CMMS - computerized maintenance management systemAndriy Popov
See how computerized maintenance management system can benefit your company. If you like the presentation please LIKE and SHARE!
Read article about CMMS: http://www.logision.com/knowledge/benefits-of-cmms-computerized-maintenance-management-system
More business realted articles: http://www.logision.com/knowledge
Free software for your business: http://www.logision.com/
Planned Maintenance is a proactive approach to maintenance that focuses on minimizing the downtime and costs associated with machine breakdowns. As one of the key pillars of the TPM Excellence framework, the goal of Planned Maintenance is to have trouble-free equipment that produce defect-free products.
Planned Maintenance achieves and sustains availability of machines at an optimum maintenance cost, reduces spares inventory, and improves reliability and maintainability of machines.
In this presentation developed by our JIPM-certified TPM Instructor, you will learn how to plan and organize the Plan Maintenance activities to strengthen the capabilities of your Maintenance department. It clarifies the roles of the Operations and Maintenance departments in supporting the TPM initiative and provides step-by-step guidance on the implementation of the Planned Maintenance pillar.
LEARNING OBJECTIVES
1. Understand what is Planned Maintenance and why it is important in TPM implementation
2. Acquire knowledge on how to plan and organize Planned Maintenance activities
3. Describe the seven implementation steps of Planned Maintenance
4. Gain knowledge on the JIPM TPM Excellence Criteria for Planned Maintenance
CONTENTS
1. Introduction to Planned Maintenance
2. What is Planned Maintenance?
3. Planning & Organizing for Planned Maintenance
4. The 7 Steps of Planned Maintenance
5. JIPM TPM Excellence Criteria for Planned Maintenance
To download this complete presentation, goto:
https://www.oeconsulting.com.sg/training-presentations
INCON Invitation-DeC 2013, organised by..Sri Sairam Institute of Management Studies & Engineering College and Institute of technology,Chennai, Tamilnadu
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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1. TOTAL
PRODUCTIVE
MAINTENANCE
Collected by
Dr. K. BARANIDHARAN
Asst. Prof in Management Studies
Sri Sairam Institute of Technology
Chennai
09/20/12 SRI SAIRAM INSTITUTE OF TECHNOLOGY & 1
SIMS
2. TPM
TOTAL PRODUCTIVE MAINTENANCE ….
GOAL
Increase production
while, at the
same time,
increasing
employee morale
and job
satisfaction.
MKS/TPM/RKFL/01-2008
SRI SAIRAM INSTITUTE OF TECHNOLOGY &
09/20/12 2
SIMS
3. TOTAL PRODUCTIVE MAINTENANCE ….
TPM
Why we need TPM ?
The major objectives of the TPM are listed as
under :
1. Avoid wastage in quickly changing
environment.
2. Reduce Cost of Manufacturing.
3. Produce a low batch quantity at the
earliest possible time.
4. Goods send to Customers must be “
non – defective”
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MKS/TPM/RKFL/01-2008 3
TECHNOLOGY & SIMS
4. Introduction
Total productive
maintenance (TPM ) originated in Japan
in 1971 as a method for improved
machine availability through better
utilization of maintenance and production
resources.
TPM is a maintenance process developed
for improving productivity by making
processes more reliable and less
wasteful.TPM is an extension of
TQM(Total Quality Management)
09/20/12 SRI SAIRAM INSTITUTE OF TECHNOLOGY &
SIMS
4
5. Why TPM ?
• TPM was introduced to achieve the following
objectives. The important ones are listed below.
– Avoid 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.
SRI SAIRAM INSTITUTE OF
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6. What is TPM?
“Strategy of TPM is to change the attitude
from “I use, You maintain” to “I use, I
maintain”.
Think about how to Increase production
and reduced cost by reducing or
eliminating loss, and this is the TPM.
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7. Objectives of TPM
• To improve equipment effectiveness
– TPM examines the effectiveness of facilities by
identifying and examining all loses.
Example: Downtime loses, Speed loses, and defect
loses.
• To achieve autonomous Maintenance
– TPM allows the people who operate equipment to
take responsibility of the maintenance tasks.
• To train all staff in relevant maintenance skills
– TPM places a heavy emphasis on appropriate and
continuous training to all operating and maintenance
staffs
SRI SAIRAM INSTITUTE OF TECHNOLOGY &
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SIMS
8. Objectives of TPM
To plan maintenance
– TPM has a systematic approach to all
maintenance activities.
To achieve early equipment management
– TPM aims to move towards zero
maintenance through “Maintenance
Prevention”.
SRI SAIRAM INSTITUTE OF
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9. MAINTENANCE
SRI SAIRAM INSTITUTE OF TECHNOLOGY &
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SIMS
10. MAINTENANCE….
MAINTENANCE
The Management, control, execution and
quality assurance of activities which
ensure the achievement of optimum
availability and performance of a
plant in order to meet business
objectives.
09/20/12 SRI SAIRAM INSTITUTE OF
MKS/TPM/RKFL/01-2008 10
TECHNOLOGY & SIMS
11. Maintenance –
Objectives :
• To enable product and service quality, and customer satisfaction
through healthy equipments
• Maximize useful life of the equipments
• Prevent unsafe working
• Minimize process variability
• Reduce the operational attributable to the equipments
• Minimize frequency and severity of equipment interruptions
• Maximize the productiveSAIRAM INSTITUTE OF TECHNOLOGY &
capacity of the equipment resources
SRI
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SIMS
12. Why Maintenance is critical ?
Operational cost is one of the key differentiators
Machine would work only if people work
Ever increasing dependence on technology and
machines due to higher levels of automation
Specialized technology calls for specialized
maintenance skills
A good maintenance system can result into an effective
inventory control for spare parts
Maintenance is no longer viewed as reaction to
machine breakdowns, the role is to participate in
quality and productivity enhancement
SRI SAIRAM INSTITUTE OF
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13. Types (Phases) of Maintenance –
Breakdown Maintenance (Pre 1950s) – to set the
machine right when in trouble
Preventive Maintenance (1950s) – establish a
maintenance system to improve machine
performance
Productive Maintenance (1960s) – recognizing
importance of maintenance (1960s), reliability
(1962), maintainability engineering (1962) and
economic efficiency (engineering economy)
Total Productive Maintenance (1970s) – productive
maintenance efficiency through a comprehensive
system based on respect on INSTITUTE OF
SRI SAIRAM individuals or total
09/20/12 TECHNOLOGY & SIMS 13
employee participation
14. Maintenance Decisions –
• Centralized vs. Decentralized Departmentalization
– general or specific skills, physical location, etc.
• In House vs. Outsourced System – cost factors,
convenience, skill required, etc.
• Standby Equipments – cost of maintenance (of the
main as well as stand by), time for maintenance,
need for reliability, etc.
• Repair vs. Replacement – cost factors,
performance assurance, etc.
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TECHNOLOGY & SIMS
15. The Evolution of Maintenance
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16. Pillars of TPM
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17. Pillars of TPM
PILLAR 1 - Autonomous
Maintenance
A collaborative team activity involving production,
maintenance, and engineering
Maintaining Basic conditions on shop floor & in Machines.
All over participation through TPM Circles.
Example: 5 S’, JH ZEN ( Autonomous maintenance ), etc.,
An approach that
Develops operating and maintenance skills
Strengthens communication and cooperation
SRI SAIRAM INSTITUTE OF
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18. Steps in JH ZEN :
Conduct initial cleaning/inspection
Eliminate sources of contamination
Establish provisional standards
Develop general inspection training
Conduct general inspections
Improve workplace management and control
Participate in advanced improvement
activities
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TECHNOLOGY & SIMS
19. Steps in JISHU HOZEN:
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20. Pillars of TPM
• PILLAR 2 - Focused
Improvement
• Improvement on every one’s activity.
• Improvement is to eliminate Production losses
and cost reduction.
• Improvement in Reliability, Maintainability, and
cost.
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TECHNOLOGY & SIMS
21. Pillars of TPM
• PILLAR 3 - Planned Maintenance
– Logical analysis “Real causes for real counter measures”.
– Focus on Prevention.
– It is aimed to have trouble free machines and equipments producing
defect free products for total customer satisfaction.
Example: Preventive Maintenance, Breakdown Maintenance, etc.,
• Six steps in Planned maintenance :
– Equipment evaluation and recoding present status.
– Restore deterioration and improve weakness.
– Building up information management system.
– Prepare time based information system, select equipment, parts and
members and map out plan.
– Prepare predictive maintenance system by introducing equipment
diagnostic techniques.
– Evaluation of planned maintenance.
SRI SAIRAM INSTITUTE OF TECHNOLOGY &
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SIMS
23. Pillars of TPM
PILLAR 4 - Quality Maintenance
Developing perfect machine for perfect Quality.
Eliminating In – Process defects and custom complaints.
Policy :
Defect free conditions and control of equipments.
QM activities to support quality assurance.
Focus of prevention of defects at source
Focus on POKA-YOKE. ( fool proof system )
In-line detection and segregation of defects.
Effective implementation of operator quality assurance.
09/20/12 SRI SAIRAM INSTITUTE OF TECHNOLOGY & SIMS 23
24. Pillars of TPM
• PILLAR 5 - Education & Training
– Skills development for uniformity of work practices on machines.
– Skills for Zero defects, Zero breakdowns & Zero accidents.
– Multi Skilled employees in all departments
• Steps in Educating and training activities :
– Setting policies and priorities and checking present status of education and
training.
– Establish of training system for operation and maintenance skill up
gradation.
– Training the employees for upgrading the operation and maintenance skills.
– Preparation of training calendar.
– Kick-off of the system for training.
– Evaluation of activities and study of future approach.
– A clear understanding of the criteria for judging normal and abnormal
conditions
– The ability to quickly respond to any and all abnormalities
SRI SAIRAM INSTITUTE OF TECHNOLOGY &
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SIMS
25. Pillars of TPM
• Four Levels of Skills
– Level 1: Lack both theoretical and practical ability (needs to be
taught)
– Level 2: Knows theory but not in practice
– Level 3: Has mastered practice but not theory
– Level 4: Mastered both practice and theory
SRI SAIRAM INSTITUTE OF TECHNOLOGY &
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SIMS
26. Pillar s of TPM
PILLAR 6 - Development Management
Developing machines for “high equipment effectiveness”.
Quick process for developing new products.
Example: KAIZEN
Kaizen Policy :
Practice concepts of zero losses in every sphere of activity.
relentless pursuit to achieve cost reduction targets in all
resources.
Relentless pursuit to improve over all plant equipment
effectiveness.
Extensive use of PM analysis as a tool for eliminating losses.
Focus of easy handling of operators.
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27. Pillars of TPM
PILLAR 7 - Safety, Health &
Environment
Zero accidents and Zero hazards at
works.
Zero Pollution at Plant and
Environment.
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28. Pillars of TPM
• PILLAR 8 - Office TPM
– Office TPM must be followed to improve productivity, efficiency in the
administrative functions and identify and eliminate losses. This includes
analyzing processes and procedures towards increased office
automation
– Plans & Guidelines:
– Providing awareness about office TPM to all support departments
– Helping them to identify P, Q, C, D, S, M in each function in relation to
plant performance
– Identify the scope for improvement in each function
– Collect relevant data
– Help them to solve problems in their circles
– Make up an activity board where progress is monitored on both sides -
results and actions along with Kaizens.
– Fan out to cover all employees and circles in all functions.
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29. Pillars of TPM
• P Q C D S M in Office TPM :
– P - Production output lost due to Material, Manpower productivity,
Production output lost due to want of tools.
– Q - Mistakes in preparation of cheques, bills, invoices, payroll,
Customer returns/warranty attributable to BOPs, Rejection/rework in
BOP's/job work, Office area rework.
– C - Buying cost/unit produced, Cost of logistics - inbound/outbound,
Cost of carrying inventory, Cost of communication, Demurrage costs.
– D - Logistics losses (Delay in loading/unloading)
• Delay in delivery due to any of the support functions
• Delay in payments to suppliers
• Delay in information
– S - Safety in material handling/stores/logistics, Safety of soft and hard
data.
– M - Number of Kaizens in office areas
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30. Steps in introduction of TPM in a organization
Stage Step (Nakajima’s 12 Steps)
Preparation Stage Step 1:Announce top management’s decision to introduce
TPM
Step 2:Introductory education campaign
Step 3:TPM Promotion
Step 4:Establish basic TPM policies and goals
Step 5: Preparation and Formulation of a master plan
Preliminary Implementation Stage Step 6:TPM kick-off
TPM Implementation Stage Step 7:Develop an equipment management program
Step 8:Develop a planned maintenance program
Step 9:Develop a autonomous maintenance program
Step 10:Increase skills of production and maintenance
personnel
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management program
30
32. Steps in introduction of TPM in
a organization
Step 1: Announce top
management’s decision to
introduce TPM
– State TPM objectives in a company
newsletter
– Place articles on TPM in the company
newspaper
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33. Steps in introduction of TPM in
a organization
Step 2: Introductory education
campaign
Seminars for managers
Slide presentations for all employees
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34. Steps in introduction of TPM in
a organization
Step 3:TPM Promotion
– Special committees at every level to promote
TPM
– Establish an organizational structure
– Newsletters
– Articles
– Videos
– Posters
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35. Steps in introduction of TPM in
a organization
Step 4: Establish basic TPM
policies and goals
Analyze existing conditions
Set goals
Goals that are Result oriented, Specific,
Measurable, Attainable and Realistic
Predict
TPM policies and goals should be very much
clear to everyone involved in TPM
implementation results. OF
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36. Steps in introduction of TPM in a organization
• Step 5: Preparation and Formulation of a
master plan
– A master plan lays out your goals, what you will do to
achieve them and when you will achieve them
– Detailed plans for each pillar have to be prepared
– This activity can be carried out by a consultant, plant
personnel, or both.
– Consultant involvement typically begins with a plant
visit to observe production operations, learn about
the equipment (type, function, condition, problems
and losses etc.), study maintenance operations
(structure, size and tasks etc.), gauge orderliness and
cleanliness in the plant, and talk to employees to
determine their motivation and attitude
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38. Steps in introduction of TPM in a
organization
Step 6: TPM kick-off
The main kick-off to TPM should take
the form of a formal presentation
(feasible study Report)with all
the employees attending
This opportunity can be used to gain
the full support of the employees
Invite external customers, affiliated
and subcontracting companies
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39. Steps in introduction of TPM in a organization
• Step 7: Develop an equipment management program
– The tools of total quality management and continuous improvement are
applied to the management and improvement of equipment
– Form project teams
– Select model equipment
- Identify equipment problems
- Analyze equipment problems
- Develop solutions and proposals for improvement
– Typical membership of a team
- Five to seven operators
- A maintenance person
- A technical expert
– Tools
- Pareto
- Cause & effect
- Root cause
- Methods analysis
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40. Steps in introduction of TPM in a
organization
• Step 8: Develop a planned maintenance
program
– Set up plans and schedules to carry out work on
equipment before it breaks down, in order to
extend the life of the equipment
– Include periodic and predictive maintenance
– Include management of spare parts and tools
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41. Steps in introduction of TPM in a
organization
• Step 9: Develop a autonomous maintenance
program
– A handing-over of maintenance tasks from
specialized maintenance personnel to production
operators
– Tasks to hand over
- Cleaning
- Lubricating
- Inspecting
- Set-up and adjustment
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42. A Chart for Autonomous Maintenance
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43. Steps in introduction of TPM in a
organization
• Step 10: Increase skills of production and
maintenance personnel
– The training sessions must be planned shortly
after the kick-off presentation
– 2 major components
- soft skills training
- technical training
– Train leaders together
– Have leaders share information with group
members
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45. Steps in introduction of TPM in a organization
• Step 11: Develop early equipment management program
– The principle of designing for maintenance prevention can be
applied to new products, and to new and existing machines
– New products must be designed so that they can be easily
produced on new or existing machines
– New machines must be designed for easier operations,
changeover and maintenance
– Existing machines:
- analyze historical records for
- trends of types of failures
- frequency of component failures
- root causes of failures
- determine how to eliminate the problem and reduce
maintenance through an equipment design change or by
changing the process
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46. Steps in introduction of TPM in a
organization
• Step 12: Perfect TPM implementation and raise TPM levels
– Evaluate for the PM Award: The Japanese Institute for Productive
Maintenance runs the annual PM Excellence Award. They provide a
checklist for companies applying for the award
– Set higher goals
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47. 6 Big Loses
Six Big Loss Loss Category Examples Comment
Category
Breakdowns Down Time Loss Tooling Failures There is flexibility
Unplanned on where to set the
Maintenance threshold between
General a Breakdown
Breakdowns (Down Time Loss)
Equipment Failure and a Small Stop
(Speed Loss).
Setup and Down Time Loss Setup/Changeover This loss is often
Adjustments Material Shortages addressed through
Operator Shortages setup time
Major Adjustments reduction
Warm-Up Time programs.
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48. 6 Big Loses
Six Big Loss Loss Category Examples Comment
Category
Small Stops Speed Loss Obstructed Product Typically only
Flow includes stops that
Component Jams are under five
Misfeeds minutes and that
Sensor Blocked do not require
Delivery Blocked maintenance
Cleaning/Checking personnel.
Reduced Speed Loss Rough Running Anything that
Speed Under Nameplate keeps the process
Capacity from running at its
Under Design theoretical
Capacity maximum speed
Equipment Wear (a.k.a. Ideal Run
Operator Rate or Nameplate
Inefficiency Capacity).
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49. 6 Big Loses
Six Big Loss Loss Category Examples Comment
Category
Startup Quality Loss Scrap Rejects during
Rejects Rework warm-up, startup
In-Process Damage or other early
In-Process production. May be
Expiration due to improper
Incorrect Assembly setup, warm-up
period, etc.
Production Quality Loss Scrap Rejects during
Rejects Rework steady-state
In-Process Damage production.
In-Process
Expiration
Incorrect Assembly
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50. Benefits of TPM
• The properly implemented TPM has made excellent progress
in a number of areas. These include;
• Increased equipment productivity
• Improved equipment reliability
• Reduced equipment downtime
• Increased plant capacity
• Extended machine line
• Lower maintenance and production costs
• Approaching zero equipment-caused defects
• Improved team work between operators and maintenance
people
• Enhanced job satisfaction
• Improved return on investment
• Improved safety
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51. Thank you
Collected by
Dr. K. BARANIDHARAN
Asst. Prof in Management Studies
Sri Sairam Institute of Technology
Chennai
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