Tpm+basics

Maintenance - Valves Division KSB PUMPS Ltd.
MPA Maintenance

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.

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

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

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?

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?

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?

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

MPA Maintenance
OEE = A x P x Q
A= Availability
P= Performance
Q= Quality
What is OEE?
Overall Equipment Efficiency

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?

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?

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:

MPA Maintenance
• Employee Involvement
• Top management Commitment
• Management Tools
• Productivity enhancement
• Cost Reduction
• Delivery period shortening
• Sales Expansion
RESULTS EXPECTED ESSENTIAL REQUIREMENTS
Effectiveness of TPM

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

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

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

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

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

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

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

MPA Maintenance
7 QC Tools
1) Check sheet
2) Pareto diagram
3) Cause & effect Diagram
4) Graph & control charts
5) Histogram
6) Stratification
7) Scatter diagram

MPA Maintenance
5S
PM
QM
E&T
DM
SHE
JH
OTPM

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

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

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

MPA Maintenance
4 QUALITY MAINTENANCE
• 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

MPA Maintenance
5 EDUCATION TRAINING
• 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

MPA Maintenance
6 DEVELOPMENT MANAGEMENT
• 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

MPA Maintenance
7 SAFETY HEALTH ENVIROMENT
• CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE
• THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON REGULAR BASIC
BENEFITS
• ZERO ACCIDENT
• ZERO FIRES
• ZERO HELATH DAMAGES
• SAFE WORKING CONDITION
• SAFE WORK PRACTICE

MPA Maintenance
8 OFFICE TPM
• 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

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

Tpm+basics

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