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.
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
TPM is a Japanese concept evolved in 1951. TPM is a robust method of effective machine repairing, maintenance and an organized systematic initiative to increase machine life.
TPM has been recognized widely and accepted by many organizations as a management philosophy for effective asset management.
To improve equipment effectiveness.
To improve efficiency, effectiveness and reliability of maintenance of machines.
To train the staff in relevant maintenance skills.
To achieve early equipment management.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
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
Manufacturing has evolved considerably since the advent of industrial revolution. In current global and competitive age, it is very important for organization to have manufacturing practice which is lean, efficient, cost-effective and flexible.
World class manufacturing is a collection of concepts, which set standard for production and manufacturing for another organization to follow. Japanese manufacturing is credited with pioneer in concept of world-class manufacturing. World class manufacturing was introduced in the automobile, electronic and steel industry.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
TPM is a Japanese concept evolved in 1951. TPM is a robust method of effective machine repairing, maintenance and an organized systematic initiative to increase machine life.
TPM has been recognized widely and accepted by many organizations as a management philosophy for effective asset management.
To improve equipment effectiveness.
To improve efficiency, effectiveness and reliability of maintenance of machines.
To train the staff in relevant maintenance skills.
To achieve early equipment management.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
[Note: To download the complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Autonomous Maintenance (Jishu Hozen) is one of the most important building blocks in any Total Productive Maintenance (TPM) program. Autonomous Maintenance refers to TPM activities that involve operators in maintaining their own equipment, independent of the maintenance department.
One of the basic principles of TPM is that operators are the first line of defense against unplanned equipment downtime. Operators and others in daily contact with equipment can use their knowledge and familiarity with operating conditions to predict and prevent breakdowns and other equipment-related losses. They do this through regular cleaning and inspection of equipment, and through team-based autonomous. maintenance activities that tackle equipment-related problems.
Activities in an Autonomous Maintenance program include: daily inspections, lubrication, parts replacement, simple repairs, abnormality detection and precision checks.
The goals of the Autonomous Maintenance program are to prevent equipment deterioration, restore equipment to its ideal state, and establish basic conditions needed to keep equipment well maintained.
Developed by our JIPM-certified TPM instructor, this Autonomous Maintenance (Jishu Hozen) PPT presentation is packed with diagrams, examples and practical tips and can be used to train shopfloor staff participating in autonomous maintenance activities.
LEARNING OBJECTIVES
1. Understand the key concepts of TPM and AM activities
2. Learn how to implement the AM activities, step by step
3. Learn how to use activity boards, meetings and one-point lessons to promote TPM goals
4. Learn how to measure and audit AM activities and performance
5. Familiarize with the JIPM TPM excellence criteria for AM
6. Understand the critical success factors in sustaining AM activities on the shopfloor
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
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
Manufacturing has evolved considerably since the advent of industrial revolution. In current global and competitive age, it is very important for organization to have manufacturing practice which is lean, efficient, cost-effective and flexible.
World class manufacturing is a collection of concepts, which set standard for production and manufacturing for another organization to follow. Japanese manufacturing is credited with pioneer in concept of world-class manufacturing. World class manufacturing was introduced in the automobile, electronic and steel industry.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
TPM for lean manufacturing chp4 step of “jlshu hozen “activities博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1. What is Jlshu-Hozen ?
2.Conservation activities of manufacturing departments
3.Conservation activities of maintenance department
4.Step method for the development of “Jishu-Hozen”
Step1: Initial-phase cleaning
Step2:Countermeasures for the source of problems
Step3: Establishment of tentative standards for“Jishu-Hozen”
Step4:General [overall] inspection
Step5: Autonomous inspection
Step6:Standardization
Step 7:Thorough implementation of autonomous
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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 ppt may help you to get a clear picture about reliability and maintenance in Production Management.
Feedback is a must!!!1
Regards.
Nazneen Sheikh
It is a holistic approach towards equipment maintenance where the aim is to achieve the best possible productivity with no breakdowns, no unplanned failures, no stops, no defects and no accidents.
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2. Maint enance - Valves Division KSB PUMPS Lt d.
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
3. Maint enance - Valves Division KSB PUMPS Lt d.
History of TPM
• 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.
MPA Maintenance
4. Maint enance - Valves Division KSB PUMPS Lt d.
Background of TPM
• 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
MPA Maintenance
5. Maint enance - Valves Division KSB PUMPS Lt d.
What For TPM?
•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.
MPA Maintenance
6. Maint enance - Valves Division KSB PUMPS Lt d.
What is TPM?
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.
MPA Maintenance
7. Maint enance - Valves Division KSB PUMPS Lt d.
What is TPM?
• 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.
MPA Maintenance
8. Maint enance - Valves Division KSB PUMPS Lt d.
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
9. Maint enance - Valves Division KSB PUMPS Lt d.
What is OEE?
Overall Equipment Efficiency
OEE = A x P x Q
A= Availability
P= Performance
Q= Quality
MPA Maintenance
10. Maint enance - Valves Division KSB PUMPS Lt d.
How to Calculate OEE?
Availability = Standard time – downtime
Standard time
Components Produced
Performance =
Components supposed to be Produced
Total Acceptable Components
Quality =
Total Components produced
MPA Maintenance
11. Maint enance - Valves Division KSB PUMPS Lt d.
Why TPM?
MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES
• Easy funds for /capacity build up • Rising cost of raw material
• Market demand / consumption • Higher power cost & specific
sluggish, High quality competition power
in the market • Higher specific fuel consumption
• Result -Stiff competition, low • Higher man power cost
returns • Heavy losses, low profit due to
• Opportunity to earn profit equipment failures / low reliability /
• Increasing quality consciousness indifferent attitude
in market • Lower skill levels and involvement
• New plants very efficient and cost • Compartmentalization,
effective. • lack of horizontal communication
• Increasing input material cost • Low moral/ organizational politics
• Increasing wages and salaries. • Unsafe working
• Pressure from TOP to progress fast
CRISIS FOR THE COMPANY
MPA Maintenance
12. Maint enance - Valves Division KSB PUMPS Lt d.
Need for a system which focus on:
Cost reduction through loss control
Market share expansion /customer satisfaction
INCREASED PROFITABILITY
Skill up-gradation
Reduced distribution cost
Reduced equipment failure
Employees involvement
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
MPA Maintenance
14. Maint enance - Valves Division KSB PUMPS Lt d.
Process
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.
MPA Maintenance
15. Maint enance - Valves Division KSB PUMPS Lt d.
16 major Losses
1. Equipment failure loss
2. Set up & adjustment loss
3. Cutting tool and jig change loss
4. Start up loss
EQUIPMENT 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 MAN LOSS
12. Logistics loss
13. Measurement and adjustment loss
14. Energy Loss
15. Die, Tool and Jig loss MATERIAL& ENERGY LOSS
16. Yield loss
MPA Maintenance
16. Maint enance - Valves Division KSB PUMPS Lt d.
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
17. Maint enance - Valves Division KSB PUMPS Lt d.
Set PQCDSM target in all areas
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.
MPA Maintenance
18. Maint enance - Valves Division KSB PUMPS Lt d.
SDCA- PDCA Cycle
DO CHECK
Improvement Improvement D C Improvement
results
Activities PLAN
ACT
Improvement P A standardize
to results or
plan for next
improvement
Focus cycle
on Initiate improvement Standardization
Vital
few
ACT
Know the
TO Improve the A S STANDARD
Routine standards or its use
DO
work CHECK the work C D the work
against the standard according to
the standard
MPA Maintenance
19. Maint enance - Valves Division KSB PUMPS Lt d.
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
20. Maint enance - Valves Division KSB PUMPS Lt d.
A - Type B - Type C - Type
Problem Problem
Problem
Action : This stage No Action : This stage
Action taken this stage
Problem Resolved
Problem Resolved Problem Resolved
No chances of reoccurrence
chances of reoccurrence without any action
chances of reoccurrence
Tool to be used : Y Y analysis Tool to be used : PM analysis Tool to be used : E & T
MPA Maintenance
24. Maint enance - Valves Division KSB PUMPS Lt d.
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
7STEPS
FROM DETERIORATING
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
25. Maint enance - Valves Division KSB PUMPS Lt d.
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
26. Maint enance - Valves Division KSB PUMPS Lt d.
11 Steps Approach to Zero Break down
Approach to Zero breakdown
1. Classify B/D data ( Including
Five Phases for concrete actions against breakdown
Equipment Ranking)
2. Analysis of present status QC
Phase 1 : Change to natural deterioration by
Approach
eliminating
3. Eliminate forced deterioration
factors of accelerated deterioration.
4. Find out root cause & implement
countermeasure
Phase 2 : Extend inherent service life of 5. Identify breakdown recurrence /
equipment by corrective maintenance understand phenomenon
6. Investigate weakness & improve it
( Improvements to overcome design
limitations)
Phase 3 : Research natural deterioration pattern. 7. Investigate natural deterioration
8. Set deterioration pattern
Study how deterioration increases over
time
9. Select & evaluate maintenance point &
Phase 4 : Search which parameter to measure
standard
for deterioration
10. Decide PM / TBM / CBM
11. Build best maintenance procedure
Phase 5 : Implement predictive maintenance
MPA Maintenance
27. Maint enance - Valves Division KSB PUMPS Lt d.
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
MPA Maintenance
28. Maint enance - Valves Division KSB PUMPS Lt d.
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
MPA Maintenance
29. Maint enance - Valves Division KSB PUMPS Lt d.
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
MPA Maintenance
30. Maint enance - Valves Division KSB PUMPS Lt d.
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
MPA Maintenance
31. Maint enance - Valves Division KSB PUMPS Lt d.
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
MPA Maintenance
32. Maint enance - Valves Division KSB PUMPS Lt d.
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
MPA Maintenance