The document outlines an agenda and day plan for a presentation on Total Productive Maintenance (TPM) methodology by Mr. Deepak Sahoo. The agenda includes an introduction to TPM, the different pillars and aspects of TPM like 5S workplace organization and Kaizen, and concludes with a story about change using the allegory of an eagle. The day plan details the timing of the different sections of the TPM presentation over a half day session from 9AM to 3PM with breaks.
[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
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
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
[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
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
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.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
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
When companies begin to implement Total Productive Maintenance (TPM) they often start by piloting Autonomous Maintenance (AM). This is understandable as AM is one of the key distinguishing features of TPM and also one of the most important activities when understood correctly. To understand AM correctly it needs to be seen as an improvement activity within TPM, rather than production teams taking on maintenance activities.
In the evolution of TPM in Japan, AM grew out of the 5S activities of production teams, as they found that in order to deal with barriers to Quality, Delivery and particularly Cost performance they needed to improve equipment conditions, initially by applying the principles of 5S and QC circles. AM was not the result of a desire to reduce maintenance costs or maintenance departments wishing to hand tasks over to production, rather it was the result of production teams wishing to control and improve their equipment.
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.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
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
When companies begin to implement Total Productive Maintenance (TPM) they often start by piloting Autonomous Maintenance (AM). This is understandable as AM is one of the key distinguishing features of TPM and also one of the most important activities when understood correctly. To understand AM correctly it needs to be seen as an improvement activity within TPM, rather than production teams taking on maintenance activities.
In the evolution of TPM in Japan, AM grew out of the 5S activities of production teams, as they found that in order to deal with barriers to Quality, Delivery and particularly Cost performance they needed to improve equipment conditions, initially by applying the principles of 5S and QC circles. AM was not the result of a desire to reduce maintenance costs or maintenance departments wishing to hand tasks over to production, rather it was the result of production teams wishing to control and improve their equipment.
Improve the performance of your staff through this invaluable training programs from SIMEON'S PIVOT, a Management Training and Consulting Firm in Lagos Nigeria,
Attaining Agile Fluency: Coaching Techniques - Focus on Goals Over ProcessRavi Kumar
What is coaching?
“It is helping to identify the skills and capabilities that are within the person, and enabling them to use them to the best of their ability” — wikipedia
Individuals and Interactions over Process and Tools.
The above is one of the 4 values espoused in the manifesto but yet it is common to see many agile coaches engage with teams and organisations advocating more and more processes. This is a common sight with new teams and also with teams on the path of agile transition from few months to few years irrespective of the competency, skills and maturity of the teams. Agile Fluency model created by Diana Larse and James Shore highlights the focus on value over compliance and practices at any given level
“ Team fluency depends on more than just the capability of the individuals on the team. It also depends on management structures, relationships, organizational culture, and more. Don’t make the mistake of blaming individuals for low team fluency, or assuming that one highly-skilled individual will guarantee high team fluency ”
An agile coach responsible for building high performing teams will need right set of powerful tools and techniques to leverage while working with teams and also to set the right expectations to both management and teams. This talk will draw from experience using few such powerful tools mentioned below while coaching teams attain fluency.
1) Using Agile Fluency @ High Level to Set Expectations
2) Setting Team Norms & Working Agreements
3) Deliberate Practice
4) Creating Enablers for a Learning Organisation
5) Simple Measures
I have put my opinions on Leadership via this presentation slides. I have highlighted the major areas that needs to be considered and practiced by every leaders in today's corporate world.
The 4 Components of an Employee-Led Lean InitiativeKaiNexus
Presented by Simon Murray and Benny Ausmus of Big Change Agency
In this KaiNexus webinar, you will learn four elements of Lean transformation, including how to:
Create the environment / culture
Bring in structure and systems
Implement and measure the results
Develop the people
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
ABOUT THE TRAINING PROGRAM :-
Root cause analysis (RCA) is a class of problem solving methods aimed at identifying the root causes of problems or events. The practice of RCA is predicated on the belief that problems are best solved by attempting to address, correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptoms. By directing corrective measures at root causes, it is more probable that problem recurrence will be prevented.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance operation and engineering activities.
OBJECTIVE :-
At the end of the training program, participants will be able
- To gain a basic understanding of the problem solving and decision-making process and the applicable quality tools that support this process.
- To develop specific competencies to use the structured approach to problem solving and decision making and the supporting quality tools.
TRAINING PROGRAM COVERAGE :-
- Basic knowledge about RCA program.
- What are the RCA tools ?
- More about Why- Why analysis ?
- Videos and case studies on RCA
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
1. Improve Productivity,
Quality, Safety, Moral of
Workforce along with
Reduce Cost & Response
time with
TPM Methodology.
Presented by : - Mr. Deepak Sahoo
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
2. Day Plan
Start time – 9.00 End Time : 3 PM
TPM Part 1 – 9AM – 11 AM
TPM part 2 (5S) – 11.10AM to 12.o5 PM
TPM Part 3 (Kaizen Pillar) – 12.45PM to 2 PM
TPM Part 4 (JH) – 2.10 PM to 3 PM
Lunch time – 12.o5PM to 12.45
Break time @ 11PM and 2 PM
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
3. Agenda
• Why Change
• Evolution of Business Excellence culture
• Overview of TPM
• Type of Maintenance
• Pillars of TPM
• Workplace organization (5 S) - Details
• Kaizen Pillar - Details
• JH Pillar - Details
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
4. The Story of Eagle
The Story of Eagle…
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
5. The Story of Eagle . . .
The eagle has the longest life-span
of its’ species
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
6. The Story of Eagle . . .
It can live up to 70 years
But to reach this age, the eagle
must make a hard decision
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
7. The Story of Eagle . . .
In its’ 40’s
Its’ long and flexible talons can no
longer grab prey which serves as food.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
8. The Story of Eagle . . .
Its’ long and sharp beak becomes bent
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
9. The Story of Eagle . . .
Its’ old-aged and heavy wings, due to their
thick feathers, become stuck to its’ chest and
make it difficult to fly.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
10. The Story of Eagle . . .
Then, the eagle is left with only two options:
die or go through a painful process of change
which lasts 150 days.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
11. The Story of Eagle . . .
The process requires that the eagle fly to a
mountain top and sit on its’ nest
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
12. The Story of Eagle . . .
There the eagle knocks its’ beak
against a rock until it plucks it out
The eagle will wait for a new beak to grow
back and then it’ll pluck out its’ talons
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
13. The Story of Eagle . . .
When its’ new talons grow back, the eagle
starts plucking its’ old-aged feathers
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
14. The Story of Eagle . . .
And after five months, the eagle takes its’
famous flight of rebirth and lives for ...
30 more years
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
15. Why Change !
Many times, in order to survive; we have to start a change process.
Sometimes need to get rid of old memories, habits and other past
traditions.
Organizational change is needed in order to align the company with
changing business environment.
Due to External Factors Due to Internal Factors
Market volumes, changing product Skills of employees, present plant
profile, competition on price and variety, technologies with respect to future
segment, product specifications, change product specifications driven by
in business environment driven by customers, level of productivity,
government Policies etc. Quality, cost and
morale of employees.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
16. The Change Process
The change process starts by
Demonstrated change in the management.
Setting up a new management system and process that
reflects new approach and mind set.
Implementing, achieving and sustaining activities in line
with new mindset
Process of
PLAN SHARE UNDERSTAND change
start
Management creates Share with Employees understand
policy and provides the employees the vision of
vision and mission. Management
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
17. Change !!!!!
NAME FROM TO
Customer
Company Driven Customer Driven
orientation
Operational
Output Inspection Input Setting
Processes
People processes Individual Effort Team Effort
People skills By pass problem Finding Solution
Decisions Consultative /
Unilateral
Empowered
Leadership Managing Leading
Management Style Delegation Empowerment
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
18. Leaders are most important for bringing
change in an organization.
Environment makes people !
If environment changes, people change.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
19. More About People ….
• People need to work with their minds not just
hands
• Smart work is always better than Hard work.
• What – how- when – why – of the problem is
more important than who
• Problems are created by people and hence they
alone can find solutions
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
20. Decision styles
You decide within constraints
Let us decide
I will ask you all together and I decide
I will ask individually and I decide
I decide
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
21. Style of Working
working levels
Communication
Cooperation
Collaboration
Team working
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
22. Style of Working level & Team ?
• A group of
• guys of guys
A group
A collection of
Peoples
A Team Leader
and some peoples
A team is a collection of people
related to one another
who share a common objective
and work in a collaboration with
one another
to achieve a common target.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
23. Team Leader is the Eyes & Ears of Team
Every team has a leader and members.
A team leader……
First remove his Hat outside.
Has need for improvement
Sets targets for the team
Good communicator
Good coordinator
Works as a member
Resource person for the members
Understands team’s strengths and weaknesses
Has counseling skills
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
24. Change Factor and It’s Outcomes
Action
Skills Resource
plan
Rewards Confusion
Action
Vision Resource
plan
Rewards Anxiety
Action
Vision Skills
plan
Rewards Frustration
Vision Skills Resource Rewards No Start
Action
Vision Skills Resource
plan Slow Change
Action
Vision Skills Resource
plan
Rewards Change
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
25. Change Management Tools
6-
RCM TQM Sigma WCM
TPM
JIT TPS OE
ME
Lean
Manufacturing
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
26. What is Maintenance and Its Objective
Maintenance is a set of organised activities that are
carried out in order to keep an item in its best
operational condition with minimum cost acquired.
PLANT
Maximising Production Reduce Breakdowns
M
A
Minimising Energy I Reduce Downtime
Usage N
T
Optimising Useful Life Improving Equipment
of Equipment
E Efficiency
N
Providing Budgetary A Improving Inventory
Control N Control
C
Optimising Resources E Implementing Cost
Utilisation Reduction
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
27. Type of Maintenance
Run to Failure Maintenance (RTF)
Preventive Maintenance (PM)
Corrective Maintenance (CM)
Predictive Maintenance (PDM)
Improvement Maintenance (IM)
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
28. Type Of Maintenance
MAINTENANCE
PLANNED UNPLANNED MAINTENANCE
MAINTENANCE (REACTIVE)
(PROACTIVE)
EMERGENCY BREAKDOWN
PREDECTIVE PREVENTIVE IMPROVEMENT CORRECTIVE
MAINTENANC MAINTENANC MAINTENANCE MAINTENANC
E E E
STATISTICAL CONDITION - DEFERRED REMEDIAL
ENGINEERING DESIGN -
- BASED BASED
SERVICES OUT
WINDOW RUNNIN ROUTINE OPPORT SHUTDOWN SHUTDOWN SHUTDOWN
G U-NITY PREVENTIVE IMPROVEMEN CORRECTIVE
T
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
29. Run to Failure Maintenance (RTF)
– Emergency maintenance: it is carried out as fast as
possible in order to bring a failed machine or
facility to a safe and operationally efficient
condition.
– Breakdown maintenance: it is performed after the
occurrence of an advanced considered failure for
which advanced provision has been made in the
form of repair method, spares, materials, labour
and equipment.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
30. Preventive Maintenance (PM)
• Routine maintenance which includes those maintenance activities that are
repetitive and periodic in nature such as lubrication, cleaning, and small
adjustment.
• Running maintenance which includes those maintenance activities that are
carried out while the machine or equipment is running and they represent
those activities that are performed before the actual preventive maintenance
activities take place.
• Opportunity maintenance which is a set of maintenance activities that are
performed on a machine or a facility when an unplanned opportunity exists
during the period of performing planned maintenance activities to other
machines or facilities.
• Window maintenance which is a set of activities that are carried out when a
machine or equipment is not required for a definite period of time.
• Shutdown preventive maintenance, which is a set of preventive maintenance
activities that are carried out when the production line is in total stoppage
situation.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
31. Corrective Maintenance (CM)
• Remedial maintenance, which is a set of activities that are
performed to eliminate the source of failure without
interrupting the continuity of the production process.
• Deferred maintenance, which is a set of corrective
maintenance activities that are not immediately initiated
after the occurrence of a failure but are delayed in such a
way that will not affect the production process.
• Shutdown corrective maintenance, which is a set of
corrective maintenance activities that are performed when
the production line is in total stoppage situation.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
32. Improvement Maintenance (IM)
Design-out maintenance which is a set of activities that are used to
eliminate the cause of maintenance, simplify maintenance tasks, or
raise machine performance from the maintenance point of view by
redesigning those machines and facilities which are vulnerable to
frequent occurrence of failure and their long term repair or
replacement cost is very expensive.
Engineering services which includes construction and construction
modification, removal and installation, and rearrangement of
facilities.
Shutdown improvement maintenance, which is a set of improvement
maintenance activities that are performed while the production line is
in a complete stoppage situation.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
33. Predictive Maintenance (PDM)
• Condition-based predictive maintenance
depends on continuous or periodic condition
monitoring equipment to detect the signs of
failure.
• Statistical-based predictive maintenance
depends on statistical data from the meticulous
recording of the stoppages of the in-plant
items and components in order to develop
models for predicting failures.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
34. What is TPM ?
• Total Productive Maintenance
• Total Profit Management
• Total People Management
• Total Perfect Manufacturing
• Total Productive Management
• Total Product Manage
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
35. How it Origin ?
PRODUCTION ENGINEERING Preventive maintenance was conceived in
the 1950s post world war II. Productive
maintenance (developed in 1960s),
STATISTICAL PROCESS CONTROL
incorporates disciplines like maintenance
prevention design, reliability,
maintainability engg, and economic engg
ORGANIZATION THEORY to enhance the economic life of the
equipment investment for the entire life
of the equipment
Excellent
GROUP DYNAMICS
Companies
Social Learning
Theory
Nakajima
TPM
TPM started with the automobile industry &
rapidly became part of the culture at Toyota,
Nissan & Mazda in Japan and few other
COGNITIVE organizations in the USA. Initially TPM activities
PSYCHOLOGY were limited to those departments directly
BEHAVIORAL involved with production, however now
SCIENCE administrative departments have also started
QUALITY MOVEMENT applying the principles of TPM.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
36. The Origin Of TPM.
• World war II – huge losses to Japanese industry & economy. Japanese
Automotive Industry helped by Management Experts from USA
• Challenges faced by Japanese industry
Low demand for high variety Stringent Quality requirements
To produce at Lowest cost to be competitive
• Evolution of Planned Maintenance – for quality & reliability
Changeover time reduction (SMED) – for flexible & small batches
• Evolution of regime of Asset care and
People Care
• Primary pillars of TPM
• Planned Maintenance
• Autonomous Maintenance (Basic Equipment Care)
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
37. From FPS – XPS – TPS - TPM
TPM was first applied by the Japanese company Nippondenso, a supplier
to the automotive industry.
TPM
Ford Xerox Toyota
Production Production Production
System System System
Later the method was further developed by the Japan Institute for Plant
Maintenance.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
38. Break the cycle of (Fix – Operate – Failure – Fix)
3
FIX
1 2
OPERATE FAILURE
There is a temptation to fix the failure and keep operating till
the next failure. We need to break this cycle.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
39. MMM - A new definition of Asset care
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
40. TPM is Double ‘S’ for sustained implementation
Slow & Steady Sweet
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
41. Objectives of TPM:
Zero Accident
3 Z’s Zero Breakdown
Zero Abnormalities
What has been decided
must be done
exactly as per standards
Passion No excuses
No compromise
Perfection
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
42. TPM Definition:
A set of activities for
restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance
activities.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
43. TPM Definition:
A set of activities for
restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance
activities.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
44. Total Productive Maintenance: the jargon
5S - This refers to the five Japanese words seiri, seiton, seison, seiketsu, shitsuke. These represent
guidelines to organize and manage the workspace in such a way, that a visual controlled and efficient
production becomes possible. The key target of 5S is to keep the workplaces clean and organized.
Dojo - Strictly speaking this is a sports centre for Japanese martial arts!. Within the framework of TPM,
a Dojo is however an internal training facility to practise this improvement method.
First time right - This expression emphasizes the importance of doing things correct the first time.
After all, rework will reduce the Overall Equipment Effectiveness!
Gemba - Gemba is a Japanese term for ‘place where it happens’, here this is the manufacturing floor.
The saying “go to the gemba" means that managers should visit their shopfloor frequently to discover
problems and to help to realize improvements.
Kaizen - Literally this means adjusting a process (kai) to become good (zen). However, Kaizen also
stands for implementing small improvements, step-by-step. See also: SGA.
Labeling - Labeling involves the marking of things that are desired or not. Labeling methods vary from
cards with desired repair-actions and target dates on it, to marking the correct position of a temperature
indicator.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
45. Total Productive Maintenance: the jargon 2
Model machine - During the implementation of TPM, this machine is ahead of the other equipment
regarding optimization and standardization (by rolling out the TPM pillars)
Overall Equipment Effectiveness (OEE) - This index number for the machine efficiency is
multiplication of several sub-indicators, which all have a value between 0 and 1, and 100%. Usually, at least
the following sub-indicators are included in the OEE:
The machine availability A = (scheduled production time – standstill)/( scheduled production time)
The relative machine performance P = (average processing time)/(fastest possible processing time)
The Quality Q = the fraction approved products
In that case, OEE = A x P x Q x 100%.
It is possible to add extra sub-indices at will, such as the supply performance S. By doing that, the definition
of the OEE can be stretched to such an extent, that it is better to rename it to Overall Factory
Efficiency (OFE). In all cases, the aim of carrying out OEE-measurements is the detection of hidden losses.
This resembles the elimination of waste with Value Stream Mapping, a tool used in Lean manufacturing.
One Point Lesson (OPL)
This is a best practise operation procedure written down on a sheet of A4, for example simple (visual)
instructions to set-up, inspect and/or maintain certain machines. The aim is to standardize operating
procedures, as a foundation for improvement. One Point Lessons are also used to describe suggestions for
improvements, which are then (before implementation) subject to discussion and possible adaptation by all
the people involved.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
46. Total Productive Maintenance: the jargon 3
Pareto - This is the concept that 20% of the causes are usually responsible for 80% of the consequences (like
machine-failures resulting in a low OEE)
Pillar - The goal of the management pillars is to improve low OEE-values in a targeted way. TPM embraces
at least eight management pillars, or areas of special interest. These are:
– Continuous (focused) improvement - kobetsu kaizen
– Autonomous maintenance - jishu hozen ('maintenance is a task of everyone’)
– Planned (preventive) maintenance
– Training (with the aim to standardize the work)
– Early (equipment) management: maintenance is taken into consideration when new equipment is
purchased. Another aim can be the optimal design of a new production line, so that it intrinsically
has a high OEE.
– Quality management
– TPM in the office: the optimization of administrative processes.
– Safety and environment
Sometimes ‘the optimal use of employee competences’ is added as ninth pillar. Another rather popular extra
pillar is Lean Flow, to introduce Lean manufacturing tools and to prevent local optimization.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
47. Total Productive Maintenance: the jargon 4
SGA or Small Group Activity - A multi-disciplinary improvement group, with for
example engineers, operators and quality inspectors, tries to solve one specific
problem that is responsible for a low OEE-value.
SMED - This acronym stands for Single Minute Exchange of Dies. SMED was
invented by Shigeo Shingo at Toyota. He claimed that molds for forming automobile
bodies should be exchangeable within ten minutes. Later, this concept widened to
reduce machine set-up times in general. In TPM the aim is to increase the OEE, by
reducing the standstill time. SMED is also applied in Lean manufacturing.
TPM-board
This is a board with the size of a poster, with OEE-charts, objectives, activities and
the members of a SGA-team. These boards typically hang in places where many
people come, for example in coffee rooms.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
49. Individual
Improvement
Planned Maintenance
Development
management
Pillars Of TPM
Education & Training
Autonomous
TPM
Maintenance
Quality Maintenance
5S / workplace organization
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
TPM in Offices
Safety, health &
Environment
50. Healthy equipment like a healthy body.
AM Pillar More Details
Daily Prevention Measure Inject before
Deterioration breakdown
Routine Service Monitor Timely Preventive
Clean Predict Maintenance
Tighten
Adjust
Inspect
Lubricate
By Operators &
By Operators Maintainers By Maintainers
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
51. Enhance pride and ownership at the workplace …
CLEANING
CHECKING
DISCOVER PRIDE IN THE
ABNORMALITIES WORKPLACE
RESTORE & ELIMINATE
ABNORMALITIES
POSITIVE EFFECTS (Event Review)
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
52. TPM enhances the effectiveness of both Plant Equipment &
Human Resources
Benefits
Transformation in human resources
Education & empowerment of employees such that… • Reducing equipment
• Operators can perform autonomous maintenance breakdowns
• Maintenance can perform high quality maintenance
• Every one can focus on product & process • Minimizing idling and
improvements minor stops
• Lessening Quality defects
/ claims
• Boosting productivity
• Shrinking inventory
Transformation in plant equipment
• Cutting accidents
•Efficiency improvement through enhanced • Promoting employee
utilization of equipment
•Proper assessment of Maintenance cost & better
involvement / increased
spending suggestions from
employees
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
53. JH / AM Pillar
OBJECTIVE
TO PRACTISE AUTONOMOUS MAINTENANCE ACTIVITIES TO
ACHIEVE ZERO EQUIPMENT FAILURE AND ZERO PRODUCT DEFECT
CAUSED BY FORCED DETERIORATION
JISHU HOZEN FOCUSSED ON UPGRADING SKILL OF THE
OPERATORS TO ASSESS:
ABILITY TO DETERMINE & JUDGE WHEN OPERATING
CONDITIONS BECOMES ABNORMAL.
ABILITY TO MAINTAIN BASIC OPERATING CONDITIONS.
RESPOND QUICKLY TO ABNORMALITIES & INFORM IN CASE OF
ANY DOUBTS.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
54. JH Pillar
JISHU - HOZEN IS PROCESS OF CHANGE
OF THINKING :
- FROM –
“ I OPERATE THE EQUIPMENT &
SOMEBODY ELSE MAINTAIN IT”
- TO -
“ THIS IS MY EQUIPMENT & I MAINTAIN IT”
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
55. Kaizen Pillar
Objective :
“TO MAXIMISE OVER ALL EFFECTIVENESS OF THE
PLANT AND PROCESS BY ELIMINATION OF ALL LOSSES
AND TO REDUCE COST OF PRODUCTION THROUGH
SMALL GROUP ACTIVITIES ”
Focus on 16 Major Losses
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
56. PM Pillar
Objective :
“TO ACHIEVE ZERO EQUIPMENT FAILURE AND
DOWNTIME WITH MINIMUM MAINTENANCE COST”
Activities :
SUPPORT & GUIDANCE FOR JISHU HOZENACTIVITIES
ZERO FAILURE ACTIVITIES
ESTABLISHMENT OF PLANNED MAINTENANCE STRUCTURE
LUBRICATION MANAGEMENT ACTIVITIES
SPARE PARTS MANAGEMENT ACTIVITIES
MAINTENANCE COST MANAGEMENT ACTIVITIES
PREDICTIVE MAINTENANCE IMPROVEMENT &
SHUTDOWN MAINTENANCE
ENHANCEMENT OF MAINTENANCE TECHNOLOGY AND SKILLS
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
57. ED Pillar
Objective :
TO ELIMINATE PRODUCT DEFECT,EQUIPMENT FAILURE AND
ACCIDENT DUE TO LACK OF SKILL AND KNOWLEDGE.
TO MAKE EACH OPERATION & MAINTENANCE PERSONNEL AN
EXPERT IN OWN AREA.
TO DEVELOP MULTISKILL WORKFORCE.
Activities :
TRAINING ON BASICS OF BOLTING,LUBRICATION,
HYDRAULICS, PNEUMATICS AND ELECTRICITY.
EVALUATION OF EFFECTIVENESS OF TRAINING.
IDENTIFY TRAINING NEED FOR MULTI-SKILL ACTIVITY &
ORGANISE TRAINING.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
58. QM Pillar
Objective :
TO ACHIEVE AND MAINTAIN ZERO DEFECTS IN OUR PRODUCT
FOR TOTAL CUSTOMER SATISFACTION.
Activities :
SET CONDITIONS FOR ZERO DEFECT.
MEASURE & INSPECT CONDITIONS AND ANALYSE TRENDS
TO PREDICT POSSIBILITY OF DEFECT GENERATION.
MAINTAIN PARAMETERS WITHIN STANDARD VALUES BY
TAKING PRIOR COUNTER MEASURES.
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
59. SHE Pillar
Objective :
TO MAKE & MAINTAIN FACTORY A SAFE & CLEAN WORK PLACE
AND TO ENSURE “ ZERO ACCIDENT” WITH ALL EMPLOYEES
PARTICIPATION
Activities :
Accident Reduction
Better Resource Management
Pollution Control
Hygiene Work Place
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
60. DM Pillar
Objective :
Zero Losses in Process and Zero Waste in system.
Activities :
New Product innovation
Value Mapping
Management Style Improvement
Better Work flow
Loss cost structure
Web Matrix
Vender development
Branding
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
61. Office TPM Pillar
Objective :
Zero Losses in Management and collaborative work
culture among all department.
Activities :
5S in Office
Financial and other supportive dept.
File Motion Study
Command time study
Productivity cultural study
Work Study
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
63. What should we communicate?
Communication levels:
1. Initiative Level
i. TPM Evolution
ii. Definition (Restoring original conditions, continuous improvement, change in the
working environment, daily maintenance activities)
iii. Benefits of TPM – self and organization
iv. Process of implementation
2. Organization level benefits
i. Problem
ii. Improvement
iii. Benefit
3. Actual workplace level – what change is to be incorporated
– Checklist, different method of working, different tools for work and its benefits
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
64. Resistance Prevention…
We come across several excuses for not sustaining the improvements.
Most of them can be categorized under the following:
1. Lack of understanding / awareness
2. Lack of motivation / recognition
3. Lack of interest / self benefit
4. Inability to accept change / complacence
5. Non-operational issues
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
65. Sustenance…
There are a variety of techniques we can employ to ensure
that our efforts are sustained:
• Development of policies and goals
• Create measurement tools
• Frequent assessments of current conditions to ensure they
are on target
• Creation of Process Improvement Teams to ensure that
these efforts are sustained and enhanced
Prepared by :- Mr. Deepak Sahoo , TPM Consultant
66. Thank You !!!!
Any Question ?
Connect With Me @
Mobile :- +974 – 3370 8982
Email :- dksahoo2@gmail.com
Prepared by :- Mr. Deepak Sahoo , TPM Consultant