The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
RenNi Consultancy provides operational efficiency improvement services through lean manufacturing, quality management systems, and other process improvement methods. They have worked with over 15 customers across various industries since 2011. Key achievements include helping 3 customers achieve accreditation from automotive OEMs, implementing lean layouts that saved 30% floor space for 2 clients, and establishing a firewall system that reduced rejections to 0 ppm for one customer. Their approach involves understanding customer goals, developing an improvement plan, implementing changes through teamwork, and monitoring progress.
QC is a complex process of pharma manufacturing and significantly determines its performance. Check this presentation on how QC can actually dramatically impact business results!
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 improving equipment effectiveness through employee involvement. It originated in Japan in 1971 as a way to improve machine availability and reduce waste. TPM involves management, operators, and maintenance working together to ensure overall equipment effectiveness. The key pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement activities, planned predictive maintenance, quality maintenance, training, and safety/environmental practices. TPM is implemented in stages, starting with preparation, then introduction, implementation involving the eight pillars, and finally institutionalization so that TPM becomes the organizational culture.
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.
RenNi Consultancy provides operational efficiency improvement services through lean manufacturing, quality management systems, and other process improvement methods. They have worked with over 15 customers across various industries since 2011. Key achievements include helping 3 customers achieve accreditation from automotive OEMs, implementing lean layouts that saved 30% floor space for 2 clients, and establishing a firewall system that reduced rejections to 0 ppm for one customer. Their approach involves understanding customer goals, developing an improvement plan, implementing changes through teamwork, and monitoring progress.
QC is a complex process of pharma manufacturing and significantly determines its performance. Check this presentation on how QC can actually dramatically impact business results!
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 improving equipment effectiveness through employee involvement. It originated in Japan in 1971 as a way to improve machine availability and reduce waste. TPM involves management, operators, and maintenance working together to ensure overall equipment effectiveness. The key pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement activities, planned predictive maintenance, quality maintenance, training, and safety/environmental practices. TPM is implemented in stages, starting with preparation, then introduction, implementation involving the eight pillars, and finally institutionalization so that TPM becomes the organizational culture.
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 Total Productive Maintenance (TPM), a maintenance program concept that aims for zero breakdowns and defects. TPM resembles Total Quality Management in requiring commitment from upper management, empowering employees, and having a long-term outlook. The document outlines the history and background of TPM, what it aims to achieve, and the eight pillars that are key to its implementation: 5S, Autonomous Maintenance, Planned Maintenance, Quality Maintenance, Education and Training, Safety and Health, and Development Management.
Total Productive Maintenance (TPM) is a methodology for optimizing manufacturing equipment effectiveness through a team-based approach involving both maintenance and operators. The goals of TPM include maintaining equipment for its entire life, eliminating losses like defects, accidents, and failures, and empowering employees. It has eight pillars of activities including autonomous maintenance, planned maintenance, quality maintenance, and education/training. TPM aims to reduce waste and improve overall equipment effectiveness through continuous improvement efforts.
PACE: Process and Critical Equipment Conference in Dubai, Sept 24-25Ricky Smith CMRP, CMRT
PACE: Process and Critical Equipment
The key to optimising asset performance efficiency and management is by integrating the equipments,
processes and people.
Join me for a great learning experience. I will be the keynote and will presenting a paper as well. We have some great talent attending, see you in Dubai.
The document discusses maintenance metrics and how to effectively use them. It covers the purpose of metrics which is to drive improvement, set priorities and establish goals. It emphasizes knowing your audience and only communicating metrics that directly affect them. Various types of metrics are defined including MTBF, PM completion rates, and inventory turns. The presentation stresses focusing on key metrics, setting goals, understanding how metrics are influenced, and celebrating successes to drive results. Presentation techniques including using charts to show trends are also covered.
The document summarizes a lean improvement simulation involving 11 students randomly assigned roles in a scaled-down production line. In the first round, the production line faced many issues like bottlenecks and missed deadlines. Later rounds incorporated process improvements like redesigning stations and quality control strategies. This led to higher productivity, less waste and inventory, and better customer satisfaction. The simulation demonstrated how lean concepts like continuous improvement, process design and efficiency can impact an organization's success.
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.
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. TPM Concept
2. TPM Definition
3. TPM Philosophy
4. TPM Essence
5. Improvement lead to real benefits
6 .Case of small amount of work
7.TPM organization
8. TPM History
9.TQC&TPM
10. Step 12 of the TPM program
11.8 main pillars of TPM
12. Participation of all employees activities
13. TPM Promotion Organization
14. Case of TPM promotion organizations
15. TPM basic policy and Goal
16. Ask the machine
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
TPM Total Productive Maintenance for Quarry Plant(2) Timothy Wooi
This is the day 2 Course for TPM which is a company wide team-based effort to build quality into equipment and to improve overall equipment effectiveness (OEE) towards Zero Breakdown.
It covers Steps in Introduction of TPM, The 5’S Step towards TPM, Conditions Required for TPM, TPM Strategy
TPM Tools, Set-back of TPM Implementation, Course Evaluation, Recap and Closing
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.
The document discusses implementing Lean principles at Caesars casinos to address problems of increasing competition, declining revenues, and the need to improve customer service and employee morale. It considers alternatives like implementing organization-wide process improvement initiatives using Lean and Kaizen events, using process experts, or maintaining current practices. It chooses the organization-wide Lean implementation led by Lean expert Brad Hirsch to generate momentum from previous successes. An action plan is outlined involving multi-day Kaizen events for employees to identify inefficiencies and establish KPI boards and weekly assessments to maintain improvements.
The lean team assessed the status of lean strategy implementation in an assembly unit of a company that specializes in low and medium voltage switchgear products. They formed a lean implementation team and defined key performance indicators like processing time. The existing assembly process was mapped and current performance was measured using Continuous Performance Measurement. Major wastes identified included long walk times, improper layout, and lack of tools at workstations. The lean tools implemented included redesigning the layout to reduce walking, separating tasks among operators to balance work, and providing necessary tools and parts at each station. After implementation, non-value added time decreased by 10 minutes, efficiency increased by 18%, and effectiveness increased by 22%, showing the methodology effectively improved operational performance.
Total productive maintenance (Total Quality Management)Ashwin Ashok Kumar
This document provides an overview of Total Productive Maintenance (TPM). It discusses the history and evolution of TPM, which originated from preventive maintenance practices in Japan. The key aspects of TPM include its 8 pillars - 5S, autonomous maintenance, kaizen, planned maintenance, quality maintenance, training, office TPM, and safety/environment. The document outlines the goals and processes for implementing each pillar. It also provides details on establishing an organizational structure for TPM and examples of companies that have successfully adopted a TPM program.
This document provides information about Total Productive Maintenance (TPM). It discusses TPM strategies and supporting strategies, including loss elimination, operator autonomous maintenance, initial control systems, zero defects, and education/training. Graphics show photos from clean-up activities and current conditions to improve like oil socks and workplace organization. Charts compare key indicators like costs and quality before and after implementing AMPS/TPM. The document also discusses TPM measurements, education and skills training, one point lessons for documenting issues and improvements, and addressing chronic losses.
In industry, total productive maintenance is a system of maintaining and improving the integrity of production, safety 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.
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This document summarizes a presentation on facilities management auditing and benchmarking. The presentation covers:
1. Reviewing the financial benefits that can be achieved through the Scoreboard for Facilities Management Excellence benchmarking process and Continuous Reliability Improvement strategy.
2. Introducing the process for creating the Reliability & Maintenance Excellence Index to measure shop-level performance.
3. Defining the concept of "PRIDE in Maintenance" and the synergistic team-based approach to reliability improvement.
IN THIS SUMMARY
Most aspects of business equate to a process. However, those processes are frequently not as efficient or effective as they could be. Business process improvement or BPI can help companies demonstrate greater customer responsiveness, increase employee productivity, and become more competitive in the market. In The Power of Business Process Improvement, Susan Page describes a ten step approach to BPI that is pragmatic and focused on ease of use. To alert management about improved business processes, the author also recommends developing an executive summary document with six sections: project focus, goals, summary, key findings, deliverables, and appendix.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/power-business-process-improvement
Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.
This document provides an overview of inventory management, modern manufacturing concepts, and production planning techniques. It discusses total productive maintenance (TPM), just-in-time (JIT) manufacturing, kanban systems, and material requirements planning (MRP). TPM aims to optimize equipment effectiveness through autonomous maintenance by all employees. JIT focuses on continuous flow and reducing waste through techniques like cellular layout, setup time reduction, pull-based replenishment, and supplier coordination. Kanban uses visual signals to trigger replenishment in pull-based systems. MRP helps plan dependent demand for components based on a bill of materials, inventory levels, and a master production schedule.
Results of the TPM implementation included standardized storage, improved productivity in packing and material handling through a new layout, better inventory management, increased OEE from 75% to 83%, and higher quality rates.
The document presents two case studies on implementing Total Productive Maintenance (TPM) at different companies. In the first case study, TPM was implemented at a small-scale agricultural equipment manufacturer which improved organization of assembly lines, increased worker skills, upgraded equipment, and increased overall equipment effectiveness (OEE) from 60% to 82%. The second case study implemented TPM at a plastic bottle manufacturer which standardized storage and production processes, improved layouts, implemented preventative maintenance, enhanced working conditions, and increased OEE from 75% to 83%. Both case studies found that TPM principles helped increase productivity, quality rates, and overall equipment performance.
The document discusses Total Productive Maintenance (TPM), a maintenance program concept that aims for zero breakdowns and defects. TPM resembles Total Quality Management in requiring commitment from upper management, empowering employees, and having a long-term outlook. The document outlines the history and background of TPM, what it aims to achieve, and the eight pillars that are key to its implementation: 5S, Autonomous Maintenance, Planned Maintenance, Quality Maintenance, Education and Training, Safety and Health, and Development Management.
Total Productive Maintenance (TPM) is a methodology for optimizing manufacturing equipment effectiveness through a team-based approach involving both maintenance and operators. The goals of TPM include maintaining equipment for its entire life, eliminating losses like defects, accidents, and failures, and empowering employees. It has eight pillars of activities including autonomous maintenance, planned maintenance, quality maintenance, and education/training. TPM aims to reduce waste and improve overall equipment effectiveness through continuous improvement efforts.
PACE: Process and Critical Equipment Conference in Dubai, Sept 24-25Ricky Smith CMRP, CMRT
PACE: Process and Critical Equipment
The key to optimising asset performance efficiency and management is by integrating the equipments,
processes and people.
Join me for a great learning experience. I will be the keynote and will presenting a paper as well. We have some great talent attending, see you in Dubai.
The document discusses maintenance metrics and how to effectively use them. It covers the purpose of metrics which is to drive improvement, set priorities and establish goals. It emphasizes knowing your audience and only communicating metrics that directly affect them. Various types of metrics are defined including MTBF, PM completion rates, and inventory turns. The presentation stresses focusing on key metrics, setting goals, understanding how metrics are influenced, and celebrating successes to drive results. Presentation techniques including using charts to show trends are also covered.
The document summarizes a lean improvement simulation involving 11 students randomly assigned roles in a scaled-down production line. In the first round, the production line faced many issues like bottlenecks and missed deadlines. Later rounds incorporated process improvements like redesigning stations and quality control strategies. This led to higher productivity, less waste and inventory, and better customer satisfaction. The simulation demonstrated how lean concepts like continuous improvement, process design and efficiency can impact an organization's success.
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.
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. TPM Concept
2. TPM Definition
3. TPM Philosophy
4. TPM Essence
5. Improvement lead to real benefits
6 .Case of small amount of work
7.TPM organization
8. TPM History
9.TQC&TPM
10. Step 12 of the TPM program
11.8 main pillars of TPM
12. Participation of all employees activities
13. TPM Promotion Organization
14. Case of TPM promotion organizations
15. TPM basic policy and Goal
16. Ask the machine
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
TPM Total Productive Maintenance for Quarry Plant(2) Timothy Wooi
This is the day 2 Course for TPM which is a company wide team-based effort to build quality into equipment and to improve overall equipment effectiveness (OEE) towards Zero Breakdown.
It covers Steps in Introduction of TPM, The 5’S Step towards TPM, Conditions Required for TPM, TPM Strategy
TPM Tools, Set-back of TPM Implementation, Course Evaluation, Recap and Closing
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.
The document discusses implementing Lean principles at Caesars casinos to address problems of increasing competition, declining revenues, and the need to improve customer service and employee morale. It considers alternatives like implementing organization-wide process improvement initiatives using Lean and Kaizen events, using process experts, or maintaining current practices. It chooses the organization-wide Lean implementation led by Lean expert Brad Hirsch to generate momentum from previous successes. An action plan is outlined involving multi-day Kaizen events for employees to identify inefficiencies and establish KPI boards and weekly assessments to maintain improvements.
The lean team assessed the status of lean strategy implementation in an assembly unit of a company that specializes in low and medium voltage switchgear products. They formed a lean implementation team and defined key performance indicators like processing time. The existing assembly process was mapped and current performance was measured using Continuous Performance Measurement. Major wastes identified included long walk times, improper layout, and lack of tools at workstations. The lean tools implemented included redesigning the layout to reduce walking, separating tasks among operators to balance work, and providing necessary tools and parts at each station. After implementation, non-value added time decreased by 10 minutes, efficiency increased by 18%, and effectiveness increased by 22%, showing the methodology effectively improved operational performance.
Total productive maintenance (Total Quality Management)Ashwin Ashok Kumar
This document provides an overview of Total Productive Maintenance (TPM). It discusses the history and evolution of TPM, which originated from preventive maintenance practices in Japan. The key aspects of TPM include its 8 pillars - 5S, autonomous maintenance, kaizen, planned maintenance, quality maintenance, training, office TPM, and safety/environment. The document outlines the goals and processes for implementing each pillar. It also provides details on establishing an organizational structure for TPM and examples of companies that have successfully adopted a TPM program.
This document provides information about Total Productive Maintenance (TPM). It discusses TPM strategies and supporting strategies, including loss elimination, operator autonomous maintenance, initial control systems, zero defects, and education/training. Graphics show photos from clean-up activities and current conditions to improve like oil socks and workplace organization. Charts compare key indicators like costs and quality before and after implementing AMPS/TPM. The document also discusses TPM measurements, education and skills training, one point lessons for documenting issues and improvements, and addressing chronic losses.
In industry, total productive maintenance is a system of maintaining and improving the integrity of production, safety 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.
total productive maintenance tpm quizlet
total productive maintenance templates
total productive maintenance tpm program
total productive maintenance courses
total productive maintenance checklist
total productive maintenance tpm
pillars of tpm
total productive maintenance powerpoint
business research topics for mba
mba topics for presentation
mba project topics
mba research topics in management
dissertation topics for mba
mba finance research topics
mba topics on strategic management
thesis topic for mba
This document summarizes a presentation on facilities management auditing and benchmarking. The presentation covers:
1. Reviewing the financial benefits that can be achieved through the Scoreboard for Facilities Management Excellence benchmarking process and Continuous Reliability Improvement strategy.
2. Introducing the process for creating the Reliability & Maintenance Excellence Index to measure shop-level performance.
3. Defining the concept of "PRIDE in Maintenance" and the synergistic team-based approach to reliability improvement.
IN THIS SUMMARY
Most aspects of business equate to a process. However, those processes are frequently not as efficient or effective as they could be. Business process improvement or BPI can help companies demonstrate greater customer responsiveness, increase employee productivity, and become more competitive in the market. In The Power of Business Process Improvement, Susan Page describes a ten step approach to BPI that is pragmatic and focused on ease of use. To alert management about improved business processes, the author also recommends developing an executive summary document with six sections: project focus, goals, summary, key findings, deliverables, and appendix.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/power-business-process-improvement
Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.
This document provides an overview of inventory management, modern manufacturing concepts, and production planning techniques. It discusses total productive maintenance (TPM), just-in-time (JIT) manufacturing, kanban systems, and material requirements planning (MRP). TPM aims to optimize equipment effectiveness through autonomous maintenance by all employees. JIT focuses on continuous flow and reducing waste through techniques like cellular layout, setup time reduction, pull-based replenishment, and supplier coordination. Kanban uses visual signals to trigger replenishment in pull-based systems. MRP helps plan dependent demand for components based on a bill of materials, inventory levels, and a master production schedule.
Results of the TPM implementation included standardized storage, improved productivity in packing and material handling through a new layout, better inventory management, increased OEE from 75% to 83%, and higher quality rates.
The document presents two case studies on implementing Total Productive Maintenance (TPM) at different companies. In the first case study, TPM was implemented at a small-scale agricultural equipment manufacturer which improved organization of assembly lines, increased worker skills, upgraded equipment, and increased overall equipment effectiveness (OEE) from 60% to 82%. The second case study implemented TPM at a plastic bottle manufacturer which standardized storage and production processes, improved layouts, implemented preventative maintenance, enhanced working conditions, and increased OEE from 75% to 83%. Both case studies found that TPM principles helped increase productivity, quality rates, and overall equipment performance.
Total Productive Maintenance (TPM) is a strategy to improve equipment effectiveness and productivity by optimizing maintenance practices and involving all employees. The objectives of TPM are to improve machine effectiveness, efficiency, reliability and maintenance through practices like autonomous maintenance involving operators and preventive maintenance. TPM has eight pillars that guide its implementation including autonomous maintenance, planned maintenance, quality maintenance, education and training, and safety. When implemented effectively, TPM can increase productivity, availability, and overall equipment effectiveness while reducing costs through elimination of waste.
The document discusses KPI development and obsolescence modeling for industrial maintenance. It describes developing KPIs like reactive-proactive ratio and maintenance-production ratio. It also discusses an obsolescence model that considers book value, replacement asset value, and a decision matrix. The document also discusses implementing the KPIs and obsolescence model on cheese slicing machines and evaluating results over different time periods.
1) The document describes a design for improving the preventative maintenance program at Amgen to increase efficiency and effectiveness.
2) Key aspects of the new design include removing redundant or unnecessary tasks, optimizing task frequencies, adding new tasks based on failure history, and training operators to perform some tasks to reduce maintenance costs and downtime.
3) For the improvements to be sustainable, the updated preventative maintenance program needs to be fully implemented and continuous improvement processes established.
The document provides an overview of predictive maintenance. It discusses predictive maintenance programs which regularly monitor critical equipment using condition monitoring techniques like vibration analysis, thermography, lubrication analysis, ultrasonics, and insulation testing to identify problems. The objectives are to maximize equipment availability, minimize wear, and maintain reliability. Maintenance planning, vibration analysis, performance monitoring, and thermographic analysis techniques are also summarized.
This document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through the involvement of all employees. It outlines the history and objectives of TPM, as well as its eight pillars: 5S, Autonomous Maintenance, Focused Improvement, Planned Maintenance, Quality Maintenance, Training, Safety and Health, and Office TPM. Implementing TPM through these pillars can provide benefits such as increased productivity, improved quality, reduced costs, and enhanced employee morale and job satisfaction.
This document defines and describes Total Productive Maintenance (TPM). TPM aims to improve equipment effectiveness and reduce breakdowns and losses through collaborative maintenance practices between operators and maintenance staff. The document outlines the objectives, introduction, pillars and benefits of TPM. The eight pillars of TPM include autonomous maintenance, focused improvement, planned maintenance, quality maintenance, education and training, development management, safety and health, and office TPM. Key performance metrics for TPM include availability, performance, quality, and overall equipment effectiveness. Challenges to implementing TPM include lack of resources, cultural change, and resistance to change.
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.
Total Productive Maintenance (TPM) is a holistic approach to equipment maintenance that aims for perfect equipment performance through involvement of all employees. It combines preventive maintenance with total quality control and employee involvement to create a culture of shared responsibility for equipment. The goals of TPM include achieving minimum 80% production efficiency, 90% equipment efficiency, zero defects, accidents and breakdowns. It has eight pillars including 5S, autonomous maintenance, planned maintenance, focused improvement and training which work together to eliminate equipment losses.
This document provides an overview of Total Productive Maintenance (TPM). It discusses the history and objectives of TPM, as well as the benefits it provides. The core pillars of TPM are also summarized, including 5S, Jishu Hozen, Kobetsu Kaizen, planned maintenance, quality maintenance, and training. TPM aims to maximize equipment effectiveness through improved maintenance practices and employee involvement across all departments. When implemented successfully, TPM can increase productivity and efficiency while reducing costs and improving product quality and customer satisfaction.
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 2
TPM Implementation after (AM) & Maintenance
Workshop Activities
Review & extract Equipment PM to a ‘Do Dot’ Visual Master Plan & Visual TPM Board.
Attacking 6 big losses of Equipment
(PdM) with Engineering Kaizen to maximize
Equipment Utilization
Quality, Engineering & Maintenance Kaizen
Improvement Action Projects & Action Plans
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
Total Quality Management (TQM) is a management philosophy focused on meeting customer needs and expectations through continuous improvement. It emphasizes employee empowerment and involvement across all departments. The key aspects of TQM include defining customers, both internal and external, focusing on continuous process improvement, using tools like flow charts and control charts, and implementing steps like defining objectives and measuring results.
Bhupendra Deshwal is seeking a new position to utilize over 10 years of experience in production management and process engineering. He currently works as a Senior Manager of Production and Production Planning & Control at Lumax Industries, where he is responsible for overall production operations, inventory control, process improvement initiatives, and team management. Previously, he held production management roles at Minda Industries and maintenance engineering roles at Sun Vacuum. He has extensive experience leading projects, establishing new production lines, and implementing systems like SAP.
Total Productive Maintenance (TPM) is a methodology used to optimize equipment effectiveness and reduce breakdowns and losses through employee involvement and empowerment. TPM was introduced in Japan in the 1970s to help companies reduce costs, improve productivity and quality, and avoid waste. It involves all employees through techniques like autonomous maintenance and focuses on eliminating the eight major types of losses that inhibit productivity. TPM shares similarities with Total Quality Management in its emphasis on employee participation, documentation, and management commitment to drive continuous improvement.
Industrial engineers work to improve processes, products, and systems. They focus on areas like project management, manufacturing, supply chain management, productivity, quality, and more. Some of their key roles include developing project plans, ensuring manufacturability, managing resources, conducting quality audits, developing strategic plans, and managing change. Industrial engineers use techniques like lean manufacturing, simulation, statistical analysis, and six sigma to solve problems in many different industries.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document discusses Six Sigma, which is a highly disciplined process used by GE to develop and deliver near-perfect products and services. It aims to eliminate defects in processes and get as close to zero defects as possible. GE began focusing on quality in the 1980s with programs like Work-Out that broke down bureaucracy, and now Six Sigma is embedded in their culture and how they work. Key aspects of Six Sigma include focusing on critical quality attributes from the customer's perspective, reducing process variation, and training employees.
The document provides an introduction to Six Sigma and its application to software engineering. It defines Six Sigma as a multi-dimensional, data-driven approach to improving processes, reducing defects and costs, and increasing customer satisfaction and profits. The key dimensions of Six Sigma discussed are philosophy, process, goal, objectives, organization, methodology and tools. It describes the DMAIC and DMADV methodologies for completing Six Sigma projects to solve problems and design processes.
This document discusses data, variation, and process capability. It defines two types of data: continuous data which can be measured, and discrete data which can only be observed and counted. It also explains how to measure the location and spread of data using statistics like the mean, median, mode, standard deviation, and range. The document distinguishes between chance variation from random causes and assignable variation from non-random causes. It states that a process is considered statistically controlled when it only exhibits chance variation. Finally, it defines process capability as representing a process's best performance when under statistical control, and describes different indices used to measure potential capability and demonstrated excellence.
This chapter discusses processes and process analysis methods. It defines a process as a combination used to produce a product or deliver a service. Key characteristics are the most important features to customers. Six Sigma methodology collects data on processes to identify variations and key characteristics in order to improve processes and reduce defects.
Six Sigma is a statistical concept that aims for near perfect production processes. It seeks to reduce defects to 3.4 per million opportunities by focusing on eliminating errors from processes. The chapter introduces Six Sigma and its objectives of driving towards zero defects across all business operations to improve customer satisfaction and reduce costs. It distinguishes Six Sigma from other strategies by focusing on process improvement over outcomes to repeatedly produce high quality results.
The document discusses the five phases of the Six Sigma Breakthrough Strategy: Plan, Assess, Evaluate, Enhance, and Control. It provides details on the steps and activities involved in each phase, such as identifying problems, measuring defects, analyzing data, developing and testing solutions, and monitoring ongoing performance. The strategy aims to improve processes and reduce defects by systematically addressing underlying causes of problems. An example case study describes how a company implemented these phases to reduce errors on vouchers.
1. Six Sigma improvement efforts require contributions from Executive Leaders, Project Champions, Master Black Belts, Black Belts, and Green Belts, each with different defined roles.
2. Executive Leaders keep Six Sigma focused on business problems and strategic goals, while Project Champions translate goals to individual units.
3. Master Black Belts are technical leaders who train and support Black Belts, while Black Belts manage projects and drive teams to deliver results through the Six Sigma process. Green Belts support Black Belt teams.
The document discusses the concept of Cost of Quality (COQ) and compares it to Six Sigma. COQ quantifies quality problems in monetary terms and identifies costs from prevention, appraisal, and failures. COQ assessment provides opportunities for companies to set an improvement tone, support quality processes, and identify and address root causes of poor quality. COQ analysis indicates where failures most contribute to costs and the processes that cause those failures can then be improved to reduce costs more than increasing prevention costs. Six Sigma aims to minimize defects while COQ expresses waste in financial terms.
The document discusses implementing Six Sigma in service industries. It explains that while manufacturing processes directly measure outputs like thickness or width, service processes can also be quantified by measuring factors like call handling time or calls attended per day. A company's accounts department found errors in vouchers were a major customer complaint. Analyzing sample vouchers found a defect rate of 30,000 parts per million, equivalent to a 3.35 sigma level. To improve, the company would identify the most critical quality factors, find the root causes of defects, design solutions, implement them, and verify improvements through ongoing audits.
The document defines Six Sigma and explains its statistical concepts. Six Sigma aims to reduce defects per million opportunities by improving process capability and accounting for potential process shifts. It defines a capable process as having variation within ±3 sigma of the mean, capturing 99.73% of items. While most processes naturally vary within ±3 sigma, Six Sigma processes are designed such that this variation is only half the tolerance range. This allows achieving less than 3.4 defects per million opportunities. It also notes that processes may deviate from their centered position by up to 1.5 sigma, so Six Sigma accounts for this potential shift.
Pattern production is a production scheduling method where a fixed sequence of parts is produced. It has two basic principles: fixed time variable quantity, where production time is fixed but quantity may vary, and fixed quantity variable time, where quantity is fixed but production time may vary. Pattern production is necessary when capacity constraints exist that prevent meeting customer demand without it, such as when capacity is okay without changeovers but not with changeovers. Benefits include effective resource utilization, elimination of daily planning and unplanned overtime, and minimized production variation.
This document discusses techniques for reducing changeover times when manufacturing different products or product variants. It introduces the concepts of SMED (Single Minute Exchange of Die), quick changeovers, and breaking changeover operations into internal and external components. The key techniques proposed include observing and video recording current changeover processes, analyzing to identify ways to externalize setup steps, and establishing goals and competitions to continuously reduce changeover times.
This document discusses production methods and the concept of Kaizen or continuous improvement. It describes different production methods like job production, flow production, and batch production and factors to consider when choosing a method. These include the type of product, scale of production, and factor costs. The document also discusses how the layout and design of production can influence efficiency, output, costs and quality. It introduces the Japanese concept of Kaizen, which focuses on gradual, continuous improvement involving everyone in the organization and clear long-term vision. Quality assurance methods like Six Sigma also aim to eliminate defects through a data-driven approach and process improvement.
The document provides tables for rating the severity, occurrence, and detection of potential failures in Failure Mode and Effects Analysis (FMEA). The severity table ranks effects from hazardous without warning to none. The occurrence table ranks likelihood of failures from very high (>100/1000 items) to remote (<0.01/1000 items). The detection table ranks likelihood of detection from absolute uncertainty to error-proofed design. The tables provide guidance for numerically scoring these factors in FMEA.
This document provides an agenda for a supplier day meeting between Magna Donnelly and DaimlerChrysler. The agenda includes presentations on the voice of the customer from DaimlerChrysler, quality metrics and improvements at the Lowell plant, and Magna Donnelly's supply base expectations. It also includes time for questions and closing remarks. Supporting documents provide additional details on quality improvement plans, processes, and strategies being implemented at the Lowell plant to address quality issues, including fast response, control of non-conforming product, risk reduction, standardized operator training, and lessons learned.
The document discusses a case study evaluating the measurement system for a key quality variable (CTQ1) at W.R. Grace. A measurement systems analysis was conducted across four sites measuring CTQ1. The results showed high measurement variation compared to process variation, with an overall %GRR of 94.3. While some sites had acceptable P/T ratios and variation, the overall system lacked discrimination. Improving the measurement system accuracy and precision could help reduce hidden factory costs and further process improvements.
Total Quality Management (TQM) focuses on satisfying both internal and external customers through continuous improvement involving everyone in an organization. It emphasizes management commitment, customer requirements, quality tools and techniques, and teamwork across all levels. The four pillars of TQM are satisfying customers, establishing robust systems and processes, developing people's skills, and using improvement tools.
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
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2. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
Total Productive Maintenance (TPM) is a maintenance
program concept.Philosophically,TPM resembles
Total Quality Management (TQM) in several aspects, such as
(1)total commitment to the program by upper level
management is required,
(2) employees must be empowered to initiate
corrective action, and
3) a long range outlook must be accepted as TPM
may take a year or more to implement and is an on-going
process.
Changes in employee mind-set toward their
job responsibilities must take place as well.
3. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
• TPM evolved from TQM, which evolved as a direct result
of Dr. W. Edwards Deming's influence on Japanese industry.
• Dr. Deming began his work in Japan shortly after
World War II. As a statistician.
• Dr. Deming initially began to show the Japanese how to
use statistical analysis in manufacturing and how to use the
resulting data to control quality during manufacturing.
• The initial statistical procedures and the resulting quality
control concepts fueled by the Japanese work ethic soon
became a way of life for Japanese industry.
•This new manufacturing concept eventually became knows
as Total Quality Management or TQM.
History of TPM
4. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
• Main manufacturing excellence approach of Toyota and
other excellent Japanese companies since the 70’s
•TPM is the foundation for JIT FA Poke Yoke, Lean
Manufacturing & Zero Defects
• Comes from the best of Japanese Industrial Excellence
and evolved from the heat of the continuing Energy Crisis
and Globalization Challenges to achieve more with Less
Background of TPM
5. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
•TPM brings maintenance into focus as a necessary
and vitally important part of the business.
•It is no longer regarded as a non-profit activity.
• Down time for maintenance is scheduled as a part
of the manufacturing day and, in some cases, as an
integral part of the manufacturing process.
•It is no longer simply squeezed in
whenever there is a break in material flow.
•The goal is to hold emergency and
unscheduled maintenance to a minimum.
What For TPM?
6. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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?
7. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
• 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?
8. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
9. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
OEE = A x P x Q
A= Availability
P= Performance
Q= Quality
What is OEE?
Overall Equipment Efficiency
10. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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?
11. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
• 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?
12. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
May decide to adopt TPM
To improve equipments operating efficiency and reliability
Thereby achieve cost reduction. Market share expansion.
Skill development. Zero loss, add profits
High productivity full employee involvement & dynamic
team
Cost reduction through loss control
Market share expansion /customer satisfaction
INCREASED PROFITABILITY
Skill up-gradation
Reduced distribution cost
Reduced equipment failure
Employees involvement
Need for a system which focus on:
14. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
15. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
16. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
7 Types of Waste
1. Over Production waste
2. Inventory waste
3. Conveyance waste
4. Defect production waste
5. Idle time waste
6. Process related waste
7. Operation related waste
17. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
P PRODUCTIVITY To achieve planned production.
Q QUALITY To improve product & process quality.
C COST To reduce cost
D DELIVERY To meet delivery targets
S SAFETY To maintain safety
M MORALE To improve morale
PQCDSM To be calculated & improved by using PDCA cycle.
Set PQCDSM target in all areas
18. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
SDCA- PDCA Cycle
Focus
on
Vital
few
A S
DC
DO
Improvement
PLAN
Improvement
Improvement
Activities
ACT
TO Improve the
standards or its use
CHECK the work
against the standard
Routine
work
D C
AP
CHECK
Improvement
results
ACT
standardize
to results or
plan for next
improvement
cycle
StandardizationInitiate improvement
Know the
STANDARD
DO
the work
according to
the standard
19. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
POINTS TO IMPROVE
•Throw out the Traditional concepts of manufacturing methods
•Think of How the new method will work: not how it wont
•Don’t accept excuses
•Correct Mistakes the moment they are found
•Problems give you the chance to use your Brain
•Ask WHY five times
•Ten persons ideas are better than one person’s knowledge
20. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
A - Type B - Type C - Type
Action : This stage
Tool to be used : Y Y analysis Tool to be used : PM analysis Tool to be used : E & T
Action taken this stage
Problem
Problem Resolved
without any action
chances of reoccurrence
Problem Resolved
chances of reoccurrence
No Action : This stage
Problem Problem
Problem Resolved
No chances of reoccurrence
24. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
25. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
26. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
27. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
28. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
29. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
30. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
31. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
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
32. Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance
Practice TPM to Attain our Goals
INCREASE IN ASSET UTILIZATION AND EQUIPMENT OEE
FOSTER PRODUCTION EQUIPMENT OWNERSHIP
EQUIPMENT BREAK DOWN PREVENTION (PLANNED MAINTENANCE
THROUGH CM TBM &CBM
DEFECT PREVENTION (QM PROCESS & POKA YOKE)
EVOLVING IN TO SELF DIRECTED WORK TEAMS (SDWTS )& Lean Manufacturing