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
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
Office TPM is the seventh pillar and concentrates on all areas that provide administrative and support functions in the organization. The pillar applies the key TPM principles in eliminating waste and losses from these departments.
Office TPM helps in improving productivity and efficiency in the administrative functions of plant and eliminate losses. This includes analyzing processes and procedures towards increased office automation.
It’s aim is to understand the relationship between office and production activities and to achieve customer delight and zero functional losses through creation of efficient office function.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
THIS PPT CONTAIN VMC TRAINING AT GHANDHY COLLEGE SURAT. THIS INCLUDE ABOUT CNC MACHINE, AXIS IDENTIFICATIONS, PART PROGRAMMING, G CODES, M CODES,OPERATING OF VMC....SIMPLE DRAWING FOR VMC INCLUDING LINEAR N CIRCULAR INTERPOLATIONS
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.
Predictive Maintenance vs Preventive MaintenanceMobility Work
Whether your business is small, medium or large, effective equipment maintenance is crucial. The CMMS market is flooded with solutions promising cost and time savings but also demanding a solid investment. Every maintenance professional will tell you that predictive and preventive maintenance are absolutely worth it and of highest importance for asset management.
But how to choose the right maintenance strategy for your equipment according to your budget?
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.
Office TPM is the seventh pillar and concentrates on all areas that provide administrative and support functions in the organization. The pillar applies the key TPM principles in eliminating waste and losses from these departments.
Office TPM helps in improving productivity and efficiency in the administrative functions of plant and eliminate losses. This includes analyzing processes and procedures towards increased office automation.
It’s aim is to understand the relationship between office and production activities and to achieve customer delight and zero functional losses through creation of efficient office function.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
THIS PPT CONTAIN VMC TRAINING AT GHANDHY COLLEGE SURAT. THIS INCLUDE ABOUT CNC MACHINE, AXIS IDENTIFICATIONS, PART PROGRAMMING, G CODES, M CODES,OPERATING OF VMC....SIMPLE DRAWING FOR VMC INCLUDING LINEAR N CIRCULAR INTERPOLATIONS
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.
Predictive Maintenance vs Preventive MaintenanceMobility Work
Whether your business is small, medium or large, effective equipment maintenance is crucial. The CMMS market is flooded with solutions promising cost and time savings but also demanding a solid investment. Every maintenance professional will tell you that predictive and preventive maintenance are absolutely worth it and of highest importance for asset management.
But how to choose the right maintenance strategy for your equipment according to your budget?
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.
Indian SME Development Programs - ADDVALUE Lean Manufaturning ConsultantsADD VALUE CONSULTING Inc
The Government of India (GOI) has initiated the SEVERAL programs in SME sectors to enhance Productivity and Quality. Get Cluster Development Program for Enhancing Productivity. Improve the product quality of the MSE (Micro and Small Enterprise) sector.
An overview of SME's in India, Why are Indian SEM's Crucial! Find the Reasons for Small & Medium Enterprise(SME) Growth and details about Manufacturing Sectors. The opportunities exists for foreign SMEs looking to expand in the Indian market.
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
Know the history of lean six sigma by Nilesh Arora, a founder of AddValue Consulting Inc. He explained What is six sigma and how six sigma process follows?
7 QC Tools are simple statistical tools used for problem solving. Nilesh Arora presented basics of 7 QC Tool training and details about Pareto Diagram.
Nilesh Arora is providing training on lean value stream mapping process. Understand the current and future state Map and how to achieving future state.
Understand the ideas, goals of Lean Visual Management & 5S. The 4 Phases to Visual Management explained by Nilesh Arora, a founder of AddValue Consulting Inc.
ADDVALUE Consulting is a leading Lean Manufacturing Training firm which partners for making Organization Vision and Mission a reality in the smoothest possible way and the shortest possible time.
Lean Manufacturing has been practiced by organisations for decades. From mere tools and techniques, it has evolved as a philosophy, as a culture to be sustained at any cost. More recently, it is seen as the simplest tool which can be applied across the organisation value chain for competitiveness. It is important to understand the Lean basics first and then move on to training and execution journey.
ADDVALUE Consulting Inc (AVCI) is the leader in Operations excellence, Team Excellence, Business Excellence, Life Coaching and Business Coaching across the globe. Nilesh Arora, Founder-Partner, Director of AVCI, with an experience of more than a decade in consulting for manufacturing and service sectors across a vast industrial spectrum, explains the Lean Basics, Pillars and Tools in the most simplified way for organization learning, development and effectiveness.
This Presentation explains:
• How to Create World Class Profitable Organizations?
• What is Lean Manufacturing Management?
• What is Lean Six Sigma?
• What are the benefits of Lean?
• Continual Learning and Development in Organizations
• How to implement Operations excellence, Team Excellence, Business Excellence?
• What are benefits of Lean Strategic Management?
Lean Manufacturing Training Courses: http://goo.gl/XHKHjy
Six Sigma Basics and Training: http://goo.gl/LikNmJ
Micro and Small units: http://goo.gl/2RIjyM
Test your Lean IQ: http://goo.gl/cJKs9U
World’s First Couple Coach: http://goo.gl/op6jY2
Nilesh Arora You tube: http://goo.gl/gGMruK
Nilesh Arora LinkedIn: http://goo.gl/LI61Hu
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Nilesh Arora Slide Share: http://goo.gl/SjMNY4
For complete value addition through Lean Manufacturing by Lean Consultants: http://www.avci-lean.com
The 5S philosophy focuses on effective workplace organization and standard work procedures. It is based on five Japanese words that begin with S. This document contains a translation of those words and their corresponding meanings in values into the English language.
5S programs have been implanted in organizations and the world as a way to improve production values while also improving employee morale and safety.
The 5S philosophy may be applied to most workplace scenario in a short period of time due to its simple nature. However, we are aware that most every organization
has specific needs. If you have questions about how Add Value Consulting Inc can assist you as you implement your 5S program, please feel free to contact us at any
time using the information printed on the front of this booklet.
The 5 s
1s - Seiri
2s - Seiton
3s - Seiso
4s - Seiketsu
5s - Shitsuke
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
For more technical information, visit our website https://intellaparts.com
Democratizing Fuzzing at Scale by Abhishek Aryaabh.arya
Presented at NUS: Fuzzing and Software Security Summer School 2024
This keynote talks about the democratization of fuzzing at scale, highlighting the collaboration between open source communities, academia, and industry to advance the field of fuzzing. It delves into the history of fuzzing, the development of scalable fuzzing platforms, and the empowerment of community-driven research. The talk will further discuss recent advancements leveraging AI/ML and offer insights into the future evolution of the fuzzing landscape.
Quality defects in TMT Bars, Possible causes and Potential Solutions.PrashantGoswami42
Maintaining high-quality standards in the production of TMT bars is crucial for ensuring structural integrity in construction. Addressing common defects through careful monitoring, standardized processes, and advanced technology can significantly improve the quality of TMT bars. Continuous training and adherence to quality control measures will also play a pivotal role in minimizing these defects.
Vaccine management system project report documentation..pdfKamal Acharya
The Division of Vaccine and Immunization is facing increasing difficulty monitoring vaccines and other commodities distribution once they have been distributed from the national stores. With the introduction of new vaccines, more challenges have been anticipated with this additions posing serious threat to the already over strained vaccine supply chain system in Kenya.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
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CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Courier management system project report.pdfKamal Acharya
It is now-a-days very important for the people to send or receive articles like imported furniture, electronic items, gifts, business goods and the like. People depend vastly on different transport systems which mostly use the manual way of receiving and delivering the articles. There is no way to track the articles till they are received and there is no way to let the customer know what happened in transit, once he booked some articles. In such a situation, we need a system which completely computerizes the cargo activities including time to time tracking of the articles sent. This need is fulfilled by Courier Management System software which is online software for the cargo management people that enables them to receive the goods from a source and send them to a required destination and track their status from time to time.
3. It is a Japanese approach for
• Creating company culture for maximum efficiency
• Striving to prevent losses with minimum cost
– Zero breakdowns and failures, Zero accident, and
Zero defects etc
• The essence of team work (small group activity)
focused on condition and performance of facilities to
achieve zero loss for improvement
• Involvement of all people from top management to
operator
TOTAL PRODUCTIVE MAINTENANCE
4. TPM is a innovative Japanese concept which can be
traced back to 1951.
However the concept of preventive maintenance was
taken from USA. Nippondenso was the first company
to introduce plant wide preventive maintenance in
1960.
Nippondenso which already followed preventive
maintenance also added Autonomous maintenance
done by production operators.
History of TPM
5. Preventive maintenance along with Maintenance
prevention and Maintainability Improvement gave birth
to Productive maintenance.
By then Nippon Denso had made quality circles,
involving the employees participation. Thus all
employees took part in implementing Productive
maintenance.
History of TPM
6. • TPM first introduced in Japan 20 years ago and
rigorously been applied in past 10 years
• TPM planning & implementation in Japanese factories
supported by JIPM (Japan Institute of Plant
Maintenance)
• Awarded yearly prizes to various industries:
Automotive
Metals
Chemicals
Rubber
Food
Glass etc.
History of TPM
7. • Initially implemented in
high-to-medium volume production areas
• Later successfully applied in:
Low-volume production
High-to-low volume assembly
Development areas
Warehouse
Whole range of industry
8. Breakdown Maintenance
1950 1960 1970 1980 1990
Preventive Maintenance
Corrective Maintenance
Productive Maintenance
Total Productive Maintenance
1951
1957
1960
1971 TPM
Time-based era Condition-based era
Q C
C
I
R
C
L
E
(1962)
Z D
G
R
O
U
P
(1965)
ZERO
A C
C A
C M
I P
D A
E I
N G
T N
(1971)
Evolution of TPM
9. Role of TPM
Answers of the following questions are able to tell
what role TPM can play within a company:
Does TPM replace traditional maintenance
techniques ?
Why is it so important ?
What are its policies and objectives ?
10. TPM and Traditional Maintenance
Reactive maintenance inherently wasteful and
ineffective with following disadvantages:
• No warning of failure
• Possible safety risk
• Unscheduled downtime of machinery
• Production loss or delay
• Possible secondary damage
11. Need for:
• Stand-by machinery
• A stand-by maintenance team
• A stock of spare parts
Costs include:
• Post production
• Disrupted schedule
• Repair cost
• Stand-by machinery
• Spare parts
12. Real cost of reactive maintenance is more
than the cost of maintenance resources and
spare parts
Pro-active maintenance (planned, preventive
and predictive) more desirable than reactive
maintenance
13. TPM enables or provides:
• The traditional maintenance practices to
change from reactive to pro-active
• A number of mechanisms whereby
Breakdowns are analyzed
Causes investigated
Actions taken to prevent further
breakdowns
• Preventive maintenance schedule to be
made more meaningful
14. • To ‘free up’ maintenance professionals to:
Carry out scheduled and preventive
maintenance
Gather relevant information as important
input to the maintenance system
Keep the system up to date
To review cost effectiveness
• To develop and operate a very effective
maintenance system an integral part of
manufacturing
15. Why is TPM so popular and important ?
Three main reasons:
1. It guarantees dramatic results (Significant
tangible results)
• Reduce equipment breakdowns
• Minimize idle time and minor stops
• Less quality defects and claims
• Increase productivity
• Reduce manpower and cost
• Lower inventory
• Reduce accidents
16. 2. Visibly transform the workplace
(plant environment)
• Through TPM, a filthy, rusty plant covered in oil
and grease, leaking fluids and spilt powders can
be reborn as a pleasant and safe working
environment
• Customers and other visitors are impressed by
the change
• Confidence on plant’s product increases
17. 3. Raises the level of workers knowledge and
skills
As TPM activities begin to yield above concrete
results, it helps:
• The workers to become motivated
• Involvement increases
• Improvement suggestions proliferate
• People begin to think of TPM as part of the job
18. TPM Policy and Objectives
Policy and objectives:
• To maximize overall equipment
effectiveness (Zero breakdowns and failures,
Zero accident, and Zero defects etc) through total
employee involvement
• To improve equipment reliability and
maintainability as contributors to quality and to
raise productivity
19. TPM Basic policy and objectives
• To aim for maximum economy in equipment
for its entire life
• To cultivate equipment-related expertise and
skills among operators
• To create a vigorous and enthusiastic work
environment
20. TPM Corporate policy for the following purposes:
• To aim for world-class maintenance,
manufacturing performance and quality
• To plan for corporate growth through business
leadership
21. TPM Corporate policy:
• To promote greater efficiency through greater
flexibility
• Revitalize the workshop and make the most of
employee talents
23. T Total • Overall efficiency.
• Total production system.
• Participation of all employees.
P Productive • Zero defect.
• No trouble in operation.
• Safety.
M Maintenance • Longer life cycle of production
system.
What is TPM?
24. • Aims at “Breakthrough improvement in productivity and reducing
chronic losses to zero”.
• Aims at “Creating a bright, clean, and pleasant factory”.
• Means “To reinforce people and facilities and through them, the whole
organization”.
• Addresses “Overall equipment effectiveness”.
• Institutionalizes “Total Employees Involvement” – “Participative
management” and an “Overall-small group organization”.
• Eliminates inter departmental walls and facilitates Cross Functional
Management.
• Is material oriented; it seeks to keep equipment in its intended
condition.
What is TPM?
25. • Rising cost of raw material
• Higher power cost & specific power
• Higher specific fuel consumption
• Higher man power cost
• Heavy losses, low profit due to
equipment failures / low reliability /
indifferent attitude
• Lower skill levels and involvement
• Compartmentalization,
• lack of horizontal communication
• Low moral/ organizational politics
• Unsafe working
• Pressure from TOP to progress fast
• Easy funds for /capacity build up
• Market demand / consumption
sluggish, High quality competition in
the market
• Result -Stiff competition, low
returns
• Opportunity to earn profit
• Increasing quality consciousness in
market
• New plants very efficient and cost
effective.
• Increasing input material cost
• Increasing wages and salaries.
CRISIS FOR THE COMPANY
MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES
Why TPM?
27. The process adopted is a proven methodology based on:
1. Understanding the current status
2. Setting up an organisation
3. Training people
4. Identifying model areas and machines for initial improvement
5. Improvement of Model machines to the original condition and
achievement of zero loss concept. Each machine is to be improved
by a Cross Functional Team consisting of 1 team leader (Manager –
Level) and 5-6 members consisting of Engineer/Supervisor level.
6. Horizontal deployment of the approach to the rest of the plant
7. Finally covers entire organization and involve every employee from
top to bottom.
Process
28. 16 major Losses
1. Equipment failure loss
2. Set up & adjustment loss
3. Cutting tool and jig change loss
4. Start up loss
5. Minor Stoppage and idling loss
6. Reduced speed loss
7. Defects &rework loss
8. Shutdown loss
9. Management loss
10. Operating motion loss
11. Line organization loss
12. Logistics loss
13. Measurement and adjustment loss
14. Energy Loss
15. Die, Tool and Jig loss
16. Yield loss
EQUIPMENT LOSS
MAN LOSS
MATERIAL& ENERGY LOSS
31. 2 JISHU HOZEN
•THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF SMALL MAINTENANCE TASKS .
•RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE ON VALUE ADDED AND
TECHNICAL REPAIRS .
•THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO PREVENT IT
FROM DETERIORATING
7STEPS
1. Initial cleaning
2. Counter measures for the causes of forced deterioration& improve hard to access
3. Preparation of tentative JH standards
4. General inspection
5. Autonomous Inspection
6. Standardization
7. Autonomous Management
32. 3 PLANNED MAINTENANCE
THIS PILLAR AIMED TOWARDS
• TROUBLE FREE MACHINES AND EQUIPMENTS
• PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER SATISFACTION
FOUR CATEGORIES
• PREVENTIVE MAINTENANCE
• BREAK DOWN MAINTENANCE
• CORRECTIVE MAINTENANCE
• MAINTENANCE PREVENTION
BENEFITS
• ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES
• OPTIMUM MAINTENANCE COST
• REDUCES SPARES INVENTORY
• IMPROVE RELIABILITY AND MAINTENABILITY OF MACHINES
33. 11 Steps Approach to Zero Break down
Phase 1 : Change to natural deterioration by
eliminating
factors of accelerated deterioration.
Phase 2 : Extend inherent service life of
equipment by corrective maintenance
( Improvements to overcome design
limitations)
Phase 3 : Research natural deterioration
pattern.
Study how deterioration increases over
time
Phase 4 : Search which parameter to measure
for deterioration
Phase 5 : Implement predictive maintenance
Five Phases for concrete actions against breakdown
1. Classify B/D data ( Including
Equipment Ranking)
2. Analysis of present status QC
Approach
3. Eliminate forced deterioration
4. Find out root cause & implement
countermeasure
5. Identify breakdown recurrence /
understand phenomenon
6. Investigate weakness & improve it
7. Investigate natural deterioration
8. Set deterioration pattern
9. Select & evaluate maintenance point
& standard
10. Decide PM / TBM / CBM
11. Build best maintenance procedure
Approach to Zero breakdown
34. 4 QUALITY MAINTENANCE
THIS PILLAR AIMED TOWARDS
• CUSTOMER DELIGHT THROUGH HIGHEST QAULITY
• DEFECT FREE MANUFACTURING
• ELIMINATING NON CONFORMANCES IN A SYSTMATIC MANNER
• REACTIVE TO PROACTIVE LIKE (QUALITY CONTROL TO QUALITY ASSURANCE)
BENEFITS
1. DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS
2. QM ACIVITY TO CONTROL QUALITY ASSURANCE
3. FOCUS OF PREVENTION OF DEFECTS AT SOURCE
4. FOCUS ON POKA-YOKE (FOOL PROOF SYSTEM)
5. IN LINE DETECTION AND SEGREGATION OF DEFECTS
6. EFFECTIVE IMPLEMENTATION OF OPERATOR QUALITY ASSURANCE
7. ACHIEVE & SUSTAIN CUSTOMER COMPLAINT ZERO
35. 5 EDUCATION TRAINING
THIS PILLAR AIMED TOWARDS
• DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS HIGH AND WHO HAS EAGER
TO COME TO WORK AND PERFORM ALL REQUIRED FUNCTIONS EFFECTIVELY AND
INDEPENDENTLY
• EMPLOYEES WILL BE TRAINED TO ADDRESS THE PROBLEM BY FINDING THE
ROOT CAUSE & ELIMINATING THEM
• THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS
BENEFITS
1. ACHIEVE AND SUSTAIN ZERO LOSSES DUE TO LACK OF KNOWLEDGE /SKILLS
/TECHNIQUE
2. REMOVE FATIGUE AND MAKE WORK MORE ENJOYABLE
3. UPGRADING THE OPERATING & MAINTENACE SKILLS
36. 6 DEVELOPMENT MANAGEMENT
THIS PILLAR AIMED TOWARDS
• Collection & utilization of feedback information regarding present products before
the start of the design.- like MP sheet.
• Measuring needs for “ Easy of manufacturing “ by analyzing the process for present products.
• Measuring needs for “ Easy of manufacturing” by analyzing process of new products in the
stage of planning & design of products.
By identifying failures possibilities based on design reviews of new products.
By identifying failures possibilities based on trail manufacturing & test of new products.
BENEFITS
1. REDUCES LEAD TIME TO NEW PRODUCT LAUNCH
2. REDUCE THE LOSSES
3. COST EFFECTIVE
37. 7 SAFETY HEALTH ENVIROMENT
THIS PILLAR AIMED TOWARDS
• CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE
• THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON REGULAR BAISI
BENEFITS
• ZERO ACCIDENT
• ZERO FIRES
• ZERO HELATH DAMAGES
• SAFE WORKING CONDITION
• SAFE WORK PRACTICE
38. 8 OFFICE TPM
THIS PILLAR AIMED TOWARDS
• TO IMPROVE PRODUCTIVITY
• EFFICIENCY IN THE ADMINSTRATIVE FUNCTIONS AND IDENTIFY TO ELEMINATE LOSSES
• ANALYZYING PROCESSES AND PROCEDURES TOWARDS INCREASED OFFICE AUTOMATION
BENEFITS
• INVENTORY REDUCTION
• LEAD TIME REDUCTION OF CRITICAL PROCESS
• EQUILISING THE WROK LOAD
• RETRIEVAL TIME REDUCTION (REDUCE REPETITIVE WORK)
• BETTER UTYILIZED WORK AREA
• REUDCTION IN ADMINISTRATIVE COSTS
39. TPM Results in…
• Results in building up corporate culture that thoroughly pursues
production
• System efficiency improvement OEE (Overall Equipment efficiency-)
• Constructs a system to prevent every kind of loss, for example “Zero
accidents, Zero defects and Zero failures” based Gemba (Work Place) and
Genbutsu (actual thing) over the entire life cycle of a production system.
• Covers all departments including production, Quality Control, Purchase,
marketing, Administration, Design & development, Maintenance &
Engineering.
• Requires all and full involvement from top management to frontline
employees. It builds up an overlapping multidiscipline process based
management teams to achieve excellence
40. OEE = A x P x Q
A= Availability
P= Performance
Q= Quality
What is OEE?
Overall Equipment Efficiency
41. Availability =
Standard time
Standard time – downtime
Performance =
Components Produced
Components supposed to be Produced
Quality =
Total Acceptable Components
Total Components produced
How to Calculate OEE?
42. Example 1
A medium volume manufacturing facility with a
capacity of producing 2 parts/minute actually produced 800 parts
in a planned running 2 shifts of 8 hours each. It had breaks and
scheduled maintenance for 40 minutes and also faced 40
minutes breakdowns and 1 hour 20 minutes for changeover and
adjustment. Number of rejects and re-works were 10 and 6 parts
respectively. Calculate its overall effectiveness
Planned production time = 2x8 hrs. = 960 minutes
Loading time = 960-40 (breaks & scheduled maintenance) = 920 min.
Down-time =40 (Breakdowns) + 80(Changeover & adjustment)= 120
Loading time – Down time 920 - 120
%Availability = --------------------------------x100 = ----------------x100 = 87%
Loading time 920
43. Example 1 (Contd.)
Quantity produced 800
%Performance = --------------------------------x100 = -------------x100 = 50%
Time run x Capacity/given time (920-120)x2
Amount produced – Amount defects – Amount re-work
%Quality = ----------------------------------------------------------------------- x 100
Amount produced
800 – 10 – 6
= -------------------- x 100 = 98%
800
Overall effectiveness (OEE) = 0.87 x 0.5 x 0.98 x 100 = 42.6 %
44. Example 2
A chemical plant was expected to run for 120 hours/week
continuously with production capacity of 2400 metric tones
/hour. At the end the week it produced 220,000 tones together
with a waste of 3000 tones. It had120 minutes breakdowns and
460 minutes changeover and adjustment. Calculate plant overall
effectiveness.
Planned production time = 120 hrs/week = 7200 minutes
For continuous production, breaks and scheduled maintenance = 0
Therefore, loading time = 7200-0 = 7200 min.
Down-time = 120 (Breakdowns) + 460(Changeover & adjustment) = 580
Loading time – Down time 7200 - 580
%Availability = --------------------------------x100 = ----------------x100 = 92%
Loading time 7200
45. Example 2 (Contd.)
Quantity produced 220,000
%Performance = ---------------------------x100 = ------------------x100 = 83%
Time run x Capacity (6620)x(2400/60)
Amount produced – Amount waste
%Quality = ---------------------------------------------x 100
Amount produced
220,000 – 3000
= -------------------- x 100 = 98.6%
220,000
Overall effectiveness = 0.92 x 0.83 x 0.986 x 100 = 75.3 %
46. MTBF
Mean Time Between Failure
• The average amount of operating time between consecutive breakdowns for
an item of equipment (or plant).
Formula
– Operating time is productive time plus production delays.
– Number of failures or breakdown events is the number of failures on an item of equipment (or
plant).
Interpretation
M TBF =
Operating Time
Number of Failures or Breakdown Events
MTBF
• Maintenance effort required is increasing.
• Maintenance practices / mechanisms are ineffective.
• Failure frequency is increasing.
• Operating conditions are deteriorating.
• Maintenance effort required is decreasing.
• Maintenance practices / mechanisms are effective.
• Failure frequency is decreasing.
• Operating conditions are improving.
47. MTTR
Mean Time To Repair
• The average maintenance time required to keep an item of equipment (or
plant) operational.
Formula
– Down time is the total time equipment (or plant) is down for maintenance work (preventive and
corrective).
– Number of failures or breakdown events is the number of failures on an item of equipment (or
plant).
Interpretation
M TTR =
D ow n Tim e
N um ber of Failures or Breakdow n Events
MTTR
• Maintenance practices / mechanisms are effective.
• Clean-up (work preparation) practices effective.
• Effective work practices.
• Maintenance practices / mechanisms are ineffective.
• Poor clean-up (work preparation) practices.
• Ineffective work practices.
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