Total Productive Maintenance (TPM) is a system to maximize equipment effectiveness through the involvement of both operators and maintenance personnel. It aims to eliminate equipment breakdowns and reduce the six major losses of production time. The document outlines the origins and benefits of TPM, details its key pillars like autonomous maintenance, and provides an agenda for TPM training covering topics such as setting goals and measuring results.
The document discusses TPM organizational structure and metrics for measuring maintenance effectiveness. It provides details on leadership vision and communication of the TPM program. It also outlines the factory organization structure, including organizing production into cells and optimizing maintenance areas. Metrics are described for measuring various aspects of maintenance effectiveness, plant and equipment performance, quality, costs, training and more. Scoring systems are provided for assessing implementation levels in different areas.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including Overall Equipment Effectiveness (OEE), Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM, which include maximizing equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including forming cross-functional teams, conducting training, creating activity boards, and establishing steering committees to guide the TPM process.
Many companies found a reality gap between the hype versus the reality when implementing TPM. Over 21 yrs of TPM consulting for 25 MNCs I found 2 consistent reasons. (1) Failure to understand the Pillar Details and Pillar linkages. (2) Under-estimating TPM resource requirements.
Please enjoy this highly condensed presentation. Be enriched and blessed.
TPM (Total Productive Maintenance) is a proactive approach to maintenance that relies on operator involvement to optimize equipment effectiveness. It aims to eliminate equipment breakdowns and reduce defects through preventative and predictive maintenance practices. The presentation outlines TPM's role as a lean initiative, its 7 steps including operator autonomous maintenance and professional maintenance skills development. TPM begins with 5S and builds a comprehensive downtime database to predict and prevent issues through planned maintenance.
Total Productive Maintenance (TPM) is a company-wide team-based effort to improve equipment effectiveness and build quality through eliminating accidents, defects, and breakdowns. TPM involves all employees and includes autonomous, planned, and improvement maintenance. Key components are operator training, cleaning standards, general inspections, and continuous equipment improvement through problem identification and solution implementation. The overall goals of TPM are to increase productivity and efficiency while minimizing production issues.
The document provides an overview of Total Productive Maintenance (TPM). It defines TPM as a company-wide effort involving all employees to improve equipment effectiveness and eliminate accidents, defects, and breakdowns through autonomous, planned, and preventative maintenance. The document outlines the eight pillars of TPM implementation, including autonomous maintenance, planned maintenance, training, and continuous improvement. It describes the typical 12 step process for implementing a TPM program in a company.
The document discusses overall equipment effectiveness (OEE) and its calculation. It defines OEE as the product of availability, performance, and quality. Availability accounts for downtime losses. Performance considers speed losses. Quality looks at good units produced. The document provides an example calculation of OEE for a machine with a 77.4% effectiveness rate. It also modifies the OEE calculation to include usability which accounts for stop time losses.
Total Productive Maintenance (TPM) is a system to maximize equipment effectiveness through the involvement of both operators and maintenance personnel. It aims to eliminate equipment breakdowns and reduce the six major losses of production time. The document outlines the origins and benefits of TPM, details its key pillars like autonomous maintenance, and provides an agenda for TPM training covering topics such as setting goals and measuring results.
The document discusses TPM organizational structure and metrics for measuring maintenance effectiveness. It provides details on leadership vision and communication of the TPM program. It also outlines the factory organization structure, including organizing production into cells and optimizing maintenance areas. Metrics are described for measuring various aspects of maintenance effectiveness, plant and equipment performance, quality, costs, training and more. Scoring systems are provided for assessing implementation levels in different areas.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including Overall Equipment Effectiveness (OEE), Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM, which include maximizing equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including forming cross-functional teams, conducting training, creating activity boards, and establishing steering committees to guide the TPM process.
Many companies found a reality gap between the hype versus the reality when implementing TPM. Over 21 yrs of TPM consulting for 25 MNCs I found 2 consistent reasons. (1) Failure to understand the Pillar Details and Pillar linkages. (2) Under-estimating TPM resource requirements.
Please enjoy this highly condensed presentation. Be enriched and blessed.
TPM (Total Productive Maintenance) is a proactive approach to maintenance that relies on operator involvement to optimize equipment effectiveness. It aims to eliminate equipment breakdowns and reduce defects through preventative and predictive maintenance practices. The presentation outlines TPM's role as a lean initiative, its 7 steps including operator autonomous maintenance and professional maintenance skills development. TPM begins with 5S and builds a comprehensive downtime database to predict and prevent issues through planned maintenance.
Total Productive Maintenance (TPM) is a company-wide team-based effort to improve equipment effectiveness and build quality through eliminating accidents, defects, and breakdowns. TPM involves all employees and includes autonomous, planned, and improvement maintenance. Key components are operator training, cleaning standards, general inspections, and continuous equipment improvement through problem identification and solution implementation. The overall goals of TPM are to increase productivity and efficiency while minimizing production issues.
The document provides an overview of Total Productive Maintenance (TPM). It defines TPM as a company-wide effort involving all employees to improve equipment effectiveness and eliminate accidents, defects, and breakdowns through autonomous, planned, and preventative maintenance. The document outlines the eight pillars of TPM implementation, including autonomous maintenance, planned maintenance, training, and continuous improvement. It describes the typical 12 step process for implementing a TPM program in a company.
The document discusses overall equipment effectiveness (OEE) and its calculation. It defines OEE as the product of availability, performance, and quality. Availability accounts for downtime losses. Performance considers speed losses. Quality looks at good units produced. The document provides an example calculation of OEE for a machine with a 77.4% effectiveness rate. It also modifies the OEE calculation to include usability which accounts for stop time losses.
This document provides an introduction to Total Productive Maintenance (TPM). TPM is a Japanese approach that aims to maximize equipment effectiveness through employee involvement. It involves both philosophy and techniques to improve business processes. TPM was first introduced in Japan 20 years ago and involves autonomous maintenance by operators and planned maintenance. TPM aims to reduce breakdowns, improve equipment reliability, and increase productivity. It calculates overall equipment effectiveness based on availability, performance, and quality to measure losses.
Total Productive Manufacturing, Total Perfect Management, Total Profit Management, Total People Management, Total Productive Management, Total Productive Maintenance, Total Productive Management
This document provides an overview of Total Productive Maintenance (TPM). It begins with definitions of TPM, noting that it aims for overall equipment effectiveness through the participation of all employees. The history of TPM is then summarized, originating from Japan in the 1950s. The objectives and principles of TPM are then outlined in brief, including using Overall Equipment Effectiveness as a metric and improving maintenance systems. Finally, the five pillars of TPM are listed as individual improvement, autonomous maintenance, planned maintenance, quality maintenance, and education and training.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is a Japanese approach aimed at maximizing the effectiveness of business facilities and processes through a philosophy of continuous improvement involving all employees. The document outlines the history and origins of TPM, its key roles and objectives in striving for zero losses and maximum efficiency. It also describes the main components and activities of TPM, including autonomous maintenance, equipment improvement, and establishing a clean workplace.
Total productive maintenance (TPM) is a system to maintain and improve production systems through machines, equipment, processes, and employees. It was created by Nippon Denso in the 1970s to add business value. The principle is that many small improvements are more effective than few large improvements. TPM has eight pillars: autonomous maintenance, focused improvement, planned maintenance, quality maintenance, training and education, safety and health, office TPM, and development management. The goals are to eliminate losses, improve equipment effectiveness and manufacturing cost reduction.
This document outlines a presentation on Total Productive Maintenance (TPM). It begins with an introduction of the presenter and then covers topics such as the definition of maintenance, types of maintenance, what TPM is, the history and objectives of TPM, similarities and differences between TPM and Total Quality Management (TQM), the eight pillars of TPM, why TPM is popular, benefits and losses of implementing TPM, and concludes with how TPM can help increase quality and productivity.
The document provides an outline and overview of a 5-day training course on Total Productive Maintenance (TPM) held in Bogor, Indonesia from November 19-23, 2012. It covers the basic concepts and 12 step implementation process of TPM, including defining overall equipment effectiveness, the 8 major equipment losses, quality maintenance tools, and steps to establish autonomous maintenance. The training aims to teach participants how to improve productivity, quality, and efficiency through proper maintenance practices.
TPM For lean manufacturing chp 2 | concept of production efficiency | lea...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 the production efficiency?
2. 8 large loss to inhibit efficiency
3. Seven large loss of equipment
4. Sudden loss and chronic loss
5. Restoration
6. Cleaning is inspection
7. Equipment Ideal
8. Minaor defects
9. PM Analysis
10. maintenance skills
This document provides an overview of Total Productive Maintenance (TPM). It begins with definitions of TPM, noting that it aims for overall equipment effectiveness through the participation of all employees. The history of TPM is then summarized, originating from Japan in the 1950s. The objectives and principles of TPM are then outlined in 3-4 sentences each. Finally, the 8 pillars of TPM are listed and briefly defined.
How to Convert Lean Six Sigma and TPM OEE Losses into ROI / CostsTan Moses
Many Lean 6S and TPM Improvement Projects cannot measure accurately and convincingly. Since Lean 6S, OEE and Process Excellence requires investments, accurate ROI measurements are critical to get Management support.
TPM is a Lean initiative that aims to optimize equipment effectiveness through proactive, preventative, and predictive maintenance involving all employees. It starts with 5S and visual controls to make problems visible. A comprehensive downtime database tracks causes to predict and prevent issues through planned preventative maintenance. Operators expand their role in early problem detection through autonomous maintenance checks and problem solving. The goal is reducing waste like defects and downtime through continuous improvement.
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEEMohamed Fayas
The document outlines an agenda for a BMW TPM management training covering the philosophy and pillars of Total Productive Maintenance (TPM). The agenda includes presentations on TPM overview and philosophy, the eight pillars of TPM, and workshops on problem solving, action planning, and creating a 2005 TPM plan.
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
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM, describes its origins in quality management techniques, and outlines its eight pillars including autonomous maintenance, planned maintenance, and equipment improvement. The document explains how to implement a TPM program over multiple steps, from establishing goals to training personnel. It concludes by noting the benefits of TPM such as increased equipment productivity and reduced costs.
Total Productive Maintenance (TPM) is a method for involving machine operators in the preventive maintenance of their machines to improve reliability and reduce breakdowns. The objectives of TPM are to eliminate losses like downtime, defects, and accidents in order to improve safety, quality, and financial performance. TPM aims for concept zero - zero accidents, defects, and breakdowns - through autonomous maintenance by operators and predictive maintenance techniques. It works by categorizing different types of maintenance and establishing pillars like focused improvement, planned maintenance, and education and training to drive waste to zero.
Total Productive Maintenance (TPM) is a Japanese approach for maximizing equipment effectiveness through the involvement of both maintenance and operations personnel. It aims to eliminate breakdowns and failures, accidents, and defects. The key aspects of TPM include establishing autonomous maintenance by operators, improving equipment reliability, detecting and eliminating faults and problems, and establishing clean and tidy workplaces. TPM was developed in Japan and has led to significant results like increased productivity and reduced costs when implemented successfully.
TPM stands for Total Productive Maintenance and aims to improve productivity through more reliable and less wasteful processes. It focuses on preventative maintenance to keep equipment in good working condition through techniques like autonomous maintenance, where operators are trained to monitor equipment and address early issues. TPM has goals of zero defects, failures, and accidents and uses metrics like Overall Equipment Effectiveness to measure performance. It identifies sources of waste and advocates for 5S principles of organization to establish an efficient workplace. Regular use of TPM results in better equipment condition, fewer breakdowns, reduced spare parts needs, and improved production rates.
This document provides an overview of Total Productive Maintenance (TPM). TPM is a holistic approach to equipment maintenance that aims for perfect production with no breakdowns, small stops, defects, or accidents. It involves 8 principles: autonomous maintenance by operators, planned maintenance based on failure rates, quality maintenance to eliminate defects, focused improvement through cross-functional teams, early equipment management to improve new designs, training and education, maintaining safety and health, and applying TPM techniques to administrative functions. The goals are to maximize equipment efficiency through proactive maintenance and empowering operators while reducing waste.
The document discusses the implementation of Total Productive Maintenance (TPM) at Roots Industries Ltd., an automotive parts manufacturer in India. It describes the electric horn manufacturing process and identifies a pressing machine as the model machine for TPM implementation. Key metrics like Overall Equipment Effectiveness (OEE) are calculated before and after implementing TPM techniques like 5S, training, autonomous maintenance, and quality control measures. As a result of TPM, breakdown time decreased, quality improved to nearly 100%, and OEE increased significantly from 50.85% initially to over 99% after full implementation.
The document is an industrial training report submitted by V.Hema Bhargava Reddy to SRM University. It provides an overview of Reddy's training at the Allison Transmission manufacturing facility. The report describes the key components and manufacturing processes for gears and transmissions. It also covers quality inspection and testing procedures in the metrology, CMM, and chemical labs. The transmission assembly flow process and repair area work are outlined as well.
Implementation of 5S and KOBETSU KAIZEN (TPM Pillar) in a Manufacturing Organ...IRJET Journal
This document discusses the implementation of 5S and Kobetsu Kaizen (a pillar of Total Productive Maintenance or TPM) in a manufacturing organization. It begins with an introduction to TPM, its pillars including 5S. It then presents the results of a case study on implementing 5S and TPM at Majestic Auto Limited, a company that manufactures automotive components. Audits of the 5S system before and after implementation show improvements in organization and cleanliness of the workplace. Calculations of Overall Equipment Effectiveness (OEE) indicate it increased from 49.76% before to 69.27% after implementation, demonstrating a nearly 20% improvement in productivity.
This document provides an introduction to Total Productive Maintenance (TPM). TPM is a Japanese approach that aims to maximize equipment effectiveness through employee involvement. It involves both philosophy and techniques to improve business processes. TPM was first introduced in Japan 20 years ago and involves autonomous maintenance by operators and planned maintenance. TPM aims to reduce breakdowns, improve equipment reliability, and increase productivity. It calculates overall equipment effectiveness based on availability, performance, and quality to measure losses.
Total Productive Manufacturing, Total Perfect Management, Total Profit Management, Total People Management, Total Productive Management, Total Productive Maintenance, Total Productive Management
This document provides an overview of Total Productive Maintenance (TPM). It begins with definitions of TPM, noting that it aims for overall equipment effectiveness through the participation of all employees. The history of TPM is then summarized, originating from Japan in the 1950s. The objectives and principles of TPM are then outlined in brief, including using Overall Equipment Effectiveness as a metric and improving maintenance systems. Finally, the five pillars of TPM are listed as individual improvement, autonomous maintenance, planned maintenance, quality maintenance, and education and training.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is a Japanese approach aimed at maximizing the effectiveness of business facilities and processes through a philosophy of continuous improvement involving all employees. The document outlines the history and origins of TPM, its key roles and objectives in striving for zero losses and maximum efficiency. It also describes the main components and activities of TPM, including autonomous maintenance, equipment improvement, and establishing a clean workplace.
Total productive maintenance (TPM) is a system to maintain and improve production systems through machines, equipment, processes, and employees. It was created by Nippon Denso in the 1970s to add business value. The principle is that many small improvements are more effective than few large improvements. TPM has eight pillars: autonomous maintenance, focused improvement, planned maintenance, quality maintenance, training and education, safety and health, office TPM, and development management. The goals are to eliminate losses, improve equipment effectiveness and manufacturing cost reduction.
This document outlines a presentation on Total Productive Maintenance (TPM). It begins with an introduction of the presenter and then covers topics such as the definition of maintenance, types of maintenance, what TPM is, the history and objectives of TPM, similarities and differences between TPM and Total Quality Management (TQM), the eight pillars of TPM, why TPM is popular, benefits and losses of implementing TPM, and concludes with how TPM can help increase quality and productivity.
The document provides an outline and overview of a 5-day training course on Total Productive Maintenance (TPM) held in Bogor, Indonesia from November 19-23, 2012. It covers the basic concepts and 12 step implementation process of TPM, including defining overall equipment effectiveness, the 8 major equipment losses, quality maintenance tools, and steps to establish autonomous maintenance. The training aims to teach participants how to improve productivity, quality, and efficiency through proper maintenance practices.
TPM For lean manufacturing chp 2 | concept of production efficiency | lea...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 the production efficiency?
2. 8 large loss to inhibit efficiency
3. Seven large loss of equipment
4. Sudden loss and chronic loss
5. Restoration
6. Cleaning is inspection
7. Equipment Ideal
8. Minaor defects
9. PM Analysis
10. maintenance skills
This document provides an overview of Total Productive Maintenance (TPM). It begins with definitions of TPM, noting that it aims for overall equipment effectiveness through the participation of all employees. The history of TPM is then summarized, originating from Japan in the 1950s. The objectives and principles of TPM are then outlined in 3-4 sentences each. Finally, the 8 pillars of TPM are listed and briefly defined.
How to Convert Lean Six Sigma and TPM OEE Losses into ROI / CostsTan Moses
Many Lean 6S and TPM Improvement Projects cannot measure accurately and convincingly. Since Lean 6S, OEE and Process Excellence requires investments, accurate ROI measurements are critical to get Management support.
TPM is a Lean initiative that aims to optimize equipment effectiveness through proactive, preventative, and predictive maintenance involving all employees. It starts with 5S and visual controls to make problems visible. A comprehensive downtime database tracks causes to predict and prevent issues through planned preventative maintenance. Operators expand their role in early problem detection through autonomous maintenance checks and problem solving. The goal is reducing waste like defects and downtime through continuous improvement.
TO IMPEOVE THE PERFOMANCE OF THE PLANT USING OEEMohamed Fayas
The document outlines an agenda for a BMW TPM management training covering the philosophy and pillars of Total Productive Maintenance (TPM). The agenda includes presentations on TPM overview and philosophy, the eight pillars of TPM, and workshops on problem solving, action planning, and creating a 2005 TPM plan.
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
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM, describes its origins in quality management techniques, and outlines its eight pillars including autonomous maintenance, planned maintenance, and equipment improvement. The document explains how to implement a TPM program over multiple steps, from establishing goals to training personnel. It concludes by noting the benefits of TPM such as increased equipment productivity and reduced costs.
Total Productive Maintenance (TPM) is a method for involving machine operators in the preventive maintenance of their machines to improve reliability and reduce breakdowns. The objectives of TPM are to eliminate losses like downtime, defects, and accidents in order to improve safety, quality, and financial performance. TPM aims for concept zero - zero accidents, defects, and breakdowns - through autonomous maintenance by operators and predictive maintenance techniques. It works by categorizing different types of maintenance and establishing pillars like focused improvement, planned maintenance, and education and training to drive waste to zero.
Total Productive Maintenance (TPM) is a Japanese approach for maximizing equipment effectiveness through the involvement of both maintenance and operations personnel. It aims to eliminate breakdowns and failures, accidents, and defects. The key aspects of TPM include establishing autonomous maintenance by operators, improving equipment reliability, detecting and eliminating faults and problems, and establishing clean and tidy workplaces. TPM was developed in Japan and has led to significant results like increased productivity and reduced costs when implemented successfully.
TPM stands for Total Productive Maintenance and aims to improve productivity through more reliable and less wasteful processes. It focuses on preventative maintenance to keep equipment in good working condition through techniques like autonomous maintenance, where operators are trained to monitor equipment and address early issues. TPM has goals of zero defects, failures, and accidents and uses metrics like Overall Equipment Effectiveness to measure performance. It identifies sources of waste and advocates for 5S principles of organization to establish an efficient workplace. Regular use of TPM results in better equipment condition, fewer breakdowns, reduced spare parts needs, and improved production rates.
This document provides an overview of Total Productive Maintenance (TPM). TPM is a holistic approach to equipment maintenance that aims for perfect production with no breakdowns, small stops, defects, or accidents. It involves 8 principles: autonomous maintenance by operators, planned maintenance based on failure rates, quality maintenance to eliminate defects, focused improvement through cross-functional teams, early equipment management to improve new designs, training and education, maintaining safety and health, and applying TPM techniques to administrative functions. The goals are to maximize equipment efficiency through proactive maintenance and empowering operators while reducing waste.
The document discusses the implementation of Total Productive Maintenance (TPM) at Roots Industries Ltd., an automotive parts manufacturer in India. It describes the electric horn manufacturing process and identifies a pressing machine as the model machine for TPM implementation. Key metrics like Overall Equipment Effectiveness (OEE) are calculated before and after implementing TPM techniques like 5S, training, autonomous maintenance, and quality control measures. As a result of TPM, breakdown time decreased, quality improved to nearly 100%, and OEE increased significantly from 50.85% initially to over 99% after full implementation.
The document is an industrial training report submitted by V.Hema Bhargava Reddy to SRM University. It provides an overview of Reddy's training at the Allison Transmission manufacturing facility. The report describes the key components and manufacturing processes for gears and transmissions. It also covers quality inspection and testing procedures in the metrology, CMM, and chemical labs. The transmission assembly flow process and repair area work are outlined as well.
Implementation of 5S and KOBETSU KAIZEN (TPM Pillar) in a Manufacturing Organ...IRJET Journal
This document discusses the implementation of 5S and Kobetsu Kaizen (a pillar of Total Productive Maintenance or TPM) in a manufacturing organization. It begins with an introduction to TPM, its pillars including 5S. It then presents the results of a case study on implementing 5S and TPM at Majestic Auto Limited, a company that manufactures automotive components. Audits of the 5S system before and after implementation show improvements in organization and cleanliness of the workplace. Calculations of Overall Equipment Effectiveness (OEE) indicate it increased from 49.76% before to 69.27% after implementation, demonstrating a nearly 20% improvement in productivity.
1. The document describes quality maintenance processes for shock absorbers at Magneti Marelli Motherson Shock Absorbers India.
2. It details steps taken to restore equipment to proper working condition, such as changing bolts and fittings, to address known causes of defects.
3. Metrics like Cpk were improved from below 1 to over 2 for critical dimensions like piston groove diameter and piston end diameter, indicating the establishment of zero defect conditions.
The document is an internship report submitted by five students who completed internships at Atlas Hitec (Private) Limited from July 4th to August 8th. It summarizes their experiences, including an overview of the company and its products, general education training on topics like 5S and product processes, process training, and a mini project to design a material shortage display system. It concludes with recommendations for minor improvements observed during the internship.
IRJET - Invistigation and Implement of Six Sigma and Reduce Labour Cost a...IRJET Journal
This document discusses an investigation into implementing Six Sigma methods to reduce rejection rates and labor costs in a plastic injection molding process. It begins with an introduction to injection molding and Six Sigma. A case study of an Indian plastic parts manufacturer is presented, where the process was experiencing high rejection rates of 10%. Six Sigma methods were used to identify causes of defects like missing inserts. Solutions included adding a timer to the process logic controller to stop the process if inserts were missing. This reduced rejection rates to only 5% and saved an estimated Rs. 172,800 per year in labor costs by reducing downtime. In conclusion, Six Sigma implementation improved quality, productivity and profits for the company by minimizing variations and defects.
six sigma DMAIC approach for reducing quality defects of camshaft binding pro...Niranjana B
Data collection for 11 months revealed that 26% of the defects are due to improper camshaft binding. The six sigma approach involves DMAIC approach with statistical tools involved in each stage. The main root are identified and improvements are implemented. The quality is improved by reducing the number of defects
Sunil H is seeking a position in industrial automation or as a PLC programmer. He has over 4 years of experience programming PLCs from manufacturers like Siemens, Omron, B&R, and Messung. His experience includes commissioning machines, developing control systems, process optimization, and achieving productivity targets. Previously he has worked on projects involving engine assembly lines, nut runners, gauging machines, pressing machines, and leak testing machines. He is proficient in PLC programming and HMI configuration.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Development of PLC based Transdermal Patch Evaluation SystemIRJET Journal
This document describes the development of a PLC-based system to evaluate the adhesion of transdermal drug patches. The system uses a load cell to measure the peeling force as a patch is removed from a substrate at controlled speeds by a servomotor. The PLC controls the motor and reads the load cell output to perform 180 and 90 degree peel tests according to industry standards. This allows automated testing to improve quality by maintaining consistent test parameters compared to manual methods. The system is designed to objectively measure patch adhesion strength across multiple batches over time to ensure transdermal drug delivery performance.
This document provides an overview of Avinish Kumar Jain's internship presentation at Renault Nissan Automotive India Private Limited (RNAIPL). The objectives of the internship were to get exposed to the organization's functions, structures, and operations, and to learn about various manufacturing and managerial concepts, tools, and techniques applied in the automotive industry. The presentation describes RNAIPL's manufacturing process, from stamping body parts to painting and assembling the final vehicle. It summarizes the key stages in body shop, paint shop, and plastic molding operations to manufacture vehicles like the Nissan Micra.
IRJET- A Case Study for Overall Equipment Effectiveness Improved in Manufactu...IRJET Journal
This document presents a case study on improving overall equipment effectiveness (OEE) in a manufacturing industry. It discusses how OEE is calculated based on availability, performance rate, and quality rate. The study was conducted at Avison Industry in Kolhapur, India. Data was collected on production rates and downtime reasons. It was found that the performance rate was below 95%, indicating room for improvement. Various problems were identified through analysis, such as hole shifting during drilling. Solutions proposed included modifying fixtures, combining drilling and reaming, and changing the production process flow. After implementing solutions, the OEE values improved to above 95%, meeting benchmarks for effective equipment performance.
The document contains reliability data for various pieces of equipment from January to June. It shows the unplanned downtime, number of failures, total working hours, and calculated reliability percentage for each month. Additional charts show the unplanned maintenance downtime and downtime ratio for each month, with calculations to determine control limits. Root cause analysis was performed for main failures on a fan, identifying bearing issues as the primary cause. Recommendations are provided to shift to a more preventive maintenance approach through techniques like TPM to improve reliability.
1. The factors responsible for OEE calculation at the TML Engine Division assembly line are availability, performance, and quality.
2. The parameters for OEE measurement include good count, ideal cycle time, and planned production time.
3. The TML Engine Division assembly line OEE deviates from world and India standards, ranging from 70-90% versus the target of 85%.
4. Reasons for deviation include breakdowns, setup/adjustments, small stops, reduced speeds, and quality issues. Fitting machines in particular cause high losses.
5. Ways to increase OEE include addressing fitting machines, automating clamping, improving accessibility for repairs, focusing on permanent not temporary fixes
Total productivity maintenance (TPM) is a system for maintaining production equipment performance by involving all staff. It aims to eliminate breakdowns and improve productivity. TPM focuses on preventative maintenance through 5S organization and staff empowerment to maintain their own equipment. Overall equipment effectiveness (OEE) is calculated based on performance, availability, and quality to measure productivity levels and identify areas for improvement. Implementing TPM involves selecting a pilot machine, improving its condition, calculating baseline OEE, addressing major issues, and reassessing OEE to drive continuous improvement.
Basically it is a point point presentation of the work which I have done / observed during my internship at RNAIPL.
When I started making this PPT, I was in great confusion about how a internship PPT looks like. I think it would help many of you. Please let me know if there is any mistake in this PPT , so that I could make a note of it and would not repeat that mistake further.
thank you
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
1. TEAM MEMBERS:
1. R.SAI PRABHU RAJ (111412114089)
2. S.SEDHU (111412114096)
3. S.VINOTH (111412114112)
INTERNAL EXTERNAL
PROJECT GUIDE: PROJECT GUIDE:
Dr. S.MAHADEVAN G.SENTHIL KUMAR
Senior Professor Section Manager
Mechanical Department Caterpillar India Pvt. Ltd.
2. ABSTRACT
Now a days there is a large competition among companies. Companies are trying their best
to provide the products in a innovative, exciting, cost effective way in the present globalize
and competitive market
Maintenance department and people responsible for maintenance has the greatest
Influence on the company assets. Without the support of the Quality and Maintenance
it is not possible to meet the requirements of manufacturing plants and customers.
Without effectively maintained equipment; it will not be possible to deliver the products
in the competitive market that requires low cost products at a high quality.
The TPM implementation methodology is suggested for improvement in the availability,
performance efficiency and the quality rate, results in improvement of the overall
equipment effectiveness of the equipment.
The aim of this project is to suggest and study the implementation of the TPM program in
Caterpillar India Pvt. Ltd. Located in Thiruvallur.
3. BRIEF ABOUT CASE COMPANY
Caterpillar Inc., is an American corporation which designs, manufactures, markets and sells
machinery, engines, financial products and insurance to customers
Caterpillar is the world's leading manufacturer of construction and mining equipment, diesel
and natural gas engines, industrial gas turbines and diesel-electric locomotives.
Caterpillar India Pvt Ltd., MATERIAL HANDLING AND UNDERGROUND EQUIPMENT DIVISION
(MH&U) plant is located in Mellanathur, Thiruvallur District, and Tamil Nadu.
It currently employs more than 1000 employees and produces Wheel Loaders, Backhoe
Loaders, and Quarry and Mining Trucks (OHT).
In the CPIL, Thiruvallur plant, there are totally 12 bays are present.
The bays include Warehouse, Assembly line, Tool room, hex bay, axle bay, fabrication bay,
materials bay and along with two paint shops(loader paint shop and new paint shop).
5. S.no parameters
1. Welding type Metal Inert Gas Arc welding
2. Electrode Copper wire of gauge
diameter =1.2 mm
3. Flux coated Gauge diameter =1.6 mm
4. Shielding gas Argon (90%)
Carbondioxide (10%)
5. Robot axes 8
6. coolant Water
SPECIFICATIONS:
6. TOTAL PRODUCTIVE MAINTENANCE
Total Productive Maintenance (TPM) is a system of maintaining and improving the integrity
of production and quality systems through the machines, equipment, processes, and
employees that add business value to an organization.
TPM focuses on keeping all equipment in top working condition to avoid breakdowns
and delays in manufacturing processes.
GOALS OF TPM:
Enhance the volume of the production
employee morale
job satisfaction.
In order for TPM to be effective, the full support of the total workforce is required.
10. ROOT CAUSE & CORRECTIVE ACTION (RCCA)
1.1 Problem Description : Oil leak observed in isolation transformer.
Before: After:
Machine Name & Type : Main frame robot Isolation transformer
Corrective Action : Isolation Transformer oil leak arrested and visibility checked.
Why ? Gauge area thread loosened.
How ? Teflon added and thread tightness corrected.
Future Sustenance ? During PM isolation transformed condition will be checked. PM point
added.
11. 1.2. Problem Description : Coil drum emptiness cannot be identified during auto welding.
Before: After:
Machine Name & Type : Coil Drum.
Corrective Action : A new sensor has been provided to find whether coil drum coil end has been
reached or not. If reached alarm will be triggered.
Why ? Coil drum emptiness cannot be identified during auto welding.
How ? Sensor has been provided to find whether coil drum coil end has been reached or not.
12. 1.3. Problem Description : Panel cooler filter cleaning status has not been displayed.
Before: After:
Machine Name & Type : Main Frame robot UPS
Corrective Action : Now a check sheet has been provided for filter cleaning.
Why ? Panel cooler filter check sheet has not been provided.
How ? New check sheet has displayed.
Future Sustenance ? Check sheet activity will be carried out weekly.
13. Before 5S –Manframe Robot Layout:
COLUMN
MANUAL WELDING POWER
SOURCE
MASTER ROBOT
W
A
Y
G
U
I
D
E
MASTER FRONIUS
POWER SOURCE
CHILLER UNIT
MANUAL WELDING POWER
SOURCE
DUST COLLECTOR
SLAVE FRONIUS
POWER SOURCE
COLUMN
COLUMN
COLUMN
BALL PAC WIRE
FEEDER
(3,4,5,6)
TAIL STOCK
SLAVE ROBOT
MASTER ROBOT
BALL PAC WIRE
FEEDER
(1,2)
ROBOT CONTROL
PANEL
WS-2
MAIN FRAME
ROBOT 1
ELECTRICAL
CONTROL PANEL
TAIL STOCK
SLAVE ROBOT
G
U
I
D
E
W
A
Y
HEAD STOCK
DUST COLLECTOR
ROBOT CONTROL
PANEL
WS-1
SLAVE FRONIUS
POWER SOURCE
CHILLER UNIT
HEAD STOCK
MASTER FRONIUS
POWER SOURCE
COLUMN SAFETY
LIGHT
CURTAIN
SAFETY
LIGHT
CURTAIN
WAY
IN/OUT
WAY
IN/OUT
14. After 5S Mainframe Robot layout:
COLUMN
MANUAL WELDING POWER
SOURCE
MASTER ROBOT
W
A
Y
G
U
I
D
E
MASTER FRONIUS
POWER SOURCE
CHILLER UNIT
MANUAL WELDING POWER
SOURCE
DUST COLLECTOR
SLAVE FRONIUS
POWER SOURCE
COLUMN
COLUMN
COLUMN
TOOLS CUPBOARD
SCISSOR LIFT
STEP LADDER
TEACH PENDENT
BALL PAC WIRE
FEEDER
(3,4,5,6)
TAIL STOCK
SLAVE ROBOT
MASTER ROBOT
BALL PAC WIRE
FEEDER
(1,2)
ROBOT CONTROL
PANEL
WS-2
MAIN FRAME
ROBOT 1
ELECTRICAL
CONTROL PANEL
TAIL STOCK
SLAVE ROBOT
TEACH PENDENT
G
U
I
D
E
W
A
Y
HEAD STOCK
DUST COLLECTOR
ROBOT CONTROL
PANEL
WS-1
SLAVE FRONIUS
POWER SOURCE
CHILLER UNIT
TOOLS CUPBOARD
HEAD STOCK
MASTER FRONIUS
POWER SOURCE
COLUMN SAFETY
LIGHT
CURTAIN
SAFETY
LIGHT
CURTAIN
WAY
IN/OUT
WAY
IN/OUT
15. Sl.no Check points
Impact
matrics
Inspectio
nMethod
Interval
Machine
status
image
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
1 Check the TCP (tool centre point) by using the reference program (Alt
FN+Z).
Daily ON
2 Check the robot reference for Master & SLAVE by selecting the robot
reference program and Ensure the robot reference is less than 1 mm for
properweldforTwinandsingle torch
once in2
frames
ON
3 Check camera reference of master & slave by selecting the camera
reference check program.Ensure the camera reference is less than 1mm
forproperweld.
once in2
frames
ON
4 Check the condition of the gas nozzle.Nozzle should be free from
damage,spatter and dust free.Ensure that contact tip is place centredof
the gas nozzle
Daily ON
5
Dailytorchservice:Checkandexchange the contacttipifwornout. Daily ON
6
Measure shieldinggas flowrate atthe weldingtorchgas nozzle Daily ON
7 Checkthe functionofeachemergencystopbutton andthe external safety
devices(safetydoor,lightbarrier)
Daily ON
8 Make sure,that all control cabinet doors are properly closed and the
coolingfans/airconditionare working.
Daily ON
9
Checkthe shildinggas manifoldpressure between4to5bar. Daily
10 Before switching off the robot system, move the robot system to parking
position.
Daily ON
11 Cleanthe exchangable protection glass of the laser camera with a cotton
swabs and isopropyl alcohol or glass cleaner when the laser camera is
switchedoff
Daily ON
12 Make sure thatthe chillerunitwaterlevelbetweenminandmaxlimitand
sure waterflowis greeninthe outputindicator
Daily ON
13 Ensure the Teach pendant coil is twist free.If twist found ,remove and
restore.
Daily ON
14 Check the antispatter oil level at the back sink of 1st axis of the robotin
masterandslave.
Daily
operatorsignature
DateoftheMonth>>
DailycheckpointsMFR-1------------------/2016
Operator performed maintanance (OPM) check sheet of igm robot welding systems
17. Overall Equipment Effectiveness (OEE)
Overall Equipment Effectiveness = Availability x Performance x Quality Yield
Availability = time available for production - downtime
time available for production
Performance = ideal cycle time x number of parts produced
operating time
Quality Yield = total number of parts produced - defect number
total number of parts produced
18. S.NO DOWNTIME LOSSES TIME (minutes)
1. Setup loss 22:48
2. Breakdown loss 18:17
3. Startup loss 8:42
4. Tool change 7:38
5. Inspection 6:57
Total 63.02
ITEM DATA
Shift Length 8 hours 30 minutes (510 minutes)
Break (2) 10 minute and (1) 30 minute
Down Time 63 minutes 02 seconds
Standard time for welding of model:777
frame
4 hours 30 minutes.
Before TPM-Downtime losses
Availability data for shift-1
19. 1. Planned Production Time (Total Time):
Formula: Total time = Shift Length − Break
= 510 minutes − 50 minutes = 460 minutes
2. Run Time:
Formula: Available time - losses
= 460 minutes − 63 minute 02 seconds
=396 minutes 58 sec.
3. Availability:
Formula: Run Time / Total Time
= 396 minutes 58 sec / 460 minutes
= 0.8621 (86.21%)
4. Performance:
Formula: (Standard Time× Total Count) / Run Time
= (460 minutes × 0.65) / (396 min 58 sec)
= 0.7539 (75.39%)
5. Quality:
Formula: Good Count / Total Count
= 2 (777 frame) / 2 (777 frame) = 1.00 (100%)
Here Quality is 100%
6. OEE:
Formula: Availability × Performance × Quality
= 0.8621 × 0.7539 × 1.00= 0.6499~ (65%)
20. Availability data for shift-1
After TPM-Downtime losses
S.NO DOWNTIME LOSSES TIME (minutes)
1. Setup loss 16:07
2. Breakdown loss 10:22
3. Startup loss 7:29
4. Tool change 6:41
5. Inspection 5:16
Total 45:15
ITEM DATA
Shift Length 8 hours 30 minutes (510 minutes)
Break (2) 10 minute and (1) 30 minute
Down Time 53 minutes 02 seconds
Standard time for welding of 777 frame 4 hours 30 minutes.
21. 1. Planned Production Time (Total Time):
Formula: Total time = Shift Length − Break
= 510 minutes − 50 minutes
= 460 minutes
2. Run Time:
Formula: Available time - losses
= 460 minutes − 45 minutes
= 415 minutes
3. Availability:
Formula: Run Time / Total Time
= 415 minutes / 460 minutes
= 0.9021 (90.21%)
4. Performance:
Formula: (Standard Time× Total Count) / Run Time
= (460 minutes × 0.7) / (415 minutes)
= 0.7869 (78.69%)
5. Quality:
Formula: Good Count / Total Count
= 2 (777 frame) / 2 (777 frame)
= 1.00 (100%)
Here Quality is 100%
6. OEE:
Formula: Availability × Performance × Quality
= 0.9021 × 0.7869 × 1.00
= 0.7098 ~ (70.98%)
22. Before vs After OEE
0
20
40
60
80
100
120
Availability Performance Quality OEE
Chart Title
Before After
ITEMS Before After
Availability 86.21% 90.21%
Performance 75.39% 78.69%
Quality 100% 100%
OEE 65% 70.98%
23. Total productive maintenance (TPM) is one of the best tools for making our industries competitive and effective, in
the field of maintenance.
TPM may be the only thing that stands between success and total failure for some companies as far as maintenance is
concerned.
While implementing TPM we found some barriers for effective implementation of TPM and performed Root Cause
Corrective Action (RCCA) to correct the issues.
Also we corrected the basic layout of the IGM robot section with 5S requirements, by assigning the specific place
for components like TEACH PENDENT, SCISSOR LIFT, TOOLS CUPBOARD.
Then we prepared daily check sheet for the IGM robot welding machine so that by checking it daily, breakdown
issues can be minimised as much as possible.
By our activities we could increase Overall Equipment Effectiveness (OEE) from 65% to 70.98%.
CONCLUSION