Srj tpm


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  • RKFL / HRD/MKS/ TPM 01 - 2007
  • RKFL / HRD/MKS/ TPM 01 - 2007
  • Srj tpm

    2. 2. WHAT IS TOTAL PRODUCTIVE MAINTENANCE(TPM) … • A system of maintenance covering the entire life of the equipment and the total human resource. • TPM is a tried and tested way of eliminating waste, saving money and making factories better places to work. • It gives operators the knowledge and confidence to manage their own machines. • TPM is a long term process to increase skills, raise efficiency and achieve zero losses.
    3. 3. WHY TOTAL PRODUCTIVE MAINTENANCE(TPM) …. <ul><li>The major objectives of the TPM are listed as under : </li></ul><ul><li>Avoid wastage in a quickly changing economic environment. </li></ul><ul><li>Producing goods without reducing product quality. </li></ul><ul><li>Reduce cost. </li></ul><ul><li>Produce a low batch quantity at the earliest possible time. </li></ul><ul><li>Goods send to the customers must be non defective. </li></ul>
    4. 4. SIMILARITIES b/w TPM & TQM… <ul><li>Total commitment to the program by upper level management is required in both programmes. </li></ul><ul><li>Employees must be empowered to initiate corrective action. </li></ul><ul><li>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. </li></ul>
    5. 5. DIFFERENCES b/w TPM & TQM… Category TQM TPM Object Quality ( Output and effects ) Equipment ( Input and cause ) Mains of attaining goal Systematize the management. It is software oriented. Employees participation and it is hardware oriented. Target Quality for PPM Elimination of losses and wastes.
    6. 6. TOTAL PRODUCTIVE MAINTENANCE …. <ul><li>TYPES OF MAINTENANCE </li></ul><ul><li>Breakdown Maintenance </li></ul><ul><li>Preventive Maintenance </li></ul><ul><ul><li>a). Periodic Maintenance </li></ul></ul><ul><ul><li>b). Predictive Maintenance </li></ul></ul><ul><li>3. Corrective Maintenance </li></ul><ul><li>4. Maintenance Prevention </li></ul>
    7. 7. <ul><li>The term “Total Productive Maintenance” was first used in the late 1960’s by Nipponese, a supplier of electrical parts to Toyota. </li></ul><ul><li>In 1971, Nipponese received the Distinguished Plant Award(The PM Prize) from Japan Institute of Plant Maintenance (JIPM). </li></ul><ul><li>Nipponese was the first plant to receive the award as a result of implementing TPM. </li></ul><ul><li>Eventually, Seiichi Nakajima, a vice chairman of JIOPM, became known as the father of TPM, since he provided implementation support to hundreds of plants, mostly in Japan. </li></ul>HISTORY OF TPM… Seiichi Nakajima, Founder of TPM
    8. 8. TOTAL PRODUCTIVE MAINTENANCE …. <ul><li>TPM TARGETS </li></ul><ul><li>PRODUCTION </li></ul><ul><ul><li>I). Obtain Minimum 80% Overall Production Efficiency </li></ul></ul><ul><ul><li>ii). Obtain Minimum 90% Overall Equipment Effectiveness </li></ul></ul><ul><ul><li>iii). Run the Machine during lunchtime </li></ul></ul><ul><li>QUALITY </li></ul><ul><li>Operate in a manner, so that there are no customer complaint </li></ul><ul><li>COST </li></ul><ul><li>Reduce the manufacturing cost by 30% </li></ul><ul><li>DELIVERY </li></ul><ul><li>Achieve 100% success in delivering the goods as required by the customer </li></ul><ul><li>SAFETY </li></ul><ul><li>Maintain an accident free environment </li></ul><ul><li>MULTITASK </li></ul><ul><li>Develop multiskilled & flexible workers. </li></ul>
    9. 9. TOTAL PRODUCTIVE MAINTENANCE … <ul><li>Motives of TPM </li></ul><ul><li>Adoption of Life – Cycle approach for improving the overall performance of production equipments </li></ul><ul><li>Improving Productivity by highly motivated workers which is achieved by Job – Enlargement </li></ul><ul><li>Formation of team of volunteers for activities viz, cause of failure, possible reduction of cycle time; and equipment / process modifications. </li></ul><ul><li>Uniqueness of TPM </li></ul><ul><li>The major difference between TPM and other concepts is that the operators are also made to involve in the maintenance process. </li></ul>
    10. 10. TOTAL PRODUCTIVE MAINTENANCE …. <ul><li>Direct Benefits of TPM </li></ul><ul><li>Increase Productivity and Overall Plant Efficiency by 1.5 to 2 times </li></ul><ul><li>Rectify customers complaints </li></ul><ul><li>Reduce manufacturing cost by ….percent </li></ul><ul><li>Satisfy the customers needs by 100% </li></ul><ul><li>Reduce accidents </li></ul><ul><li>Comply with all relevant governmental regulations </li></ul><ul><li>I ndirect Benefits of TPM </li></ul><ul><li>Higher confidence level among the workers </li></ul><ul><li>Keep the work place clean, neat and attractive </li></ul><ul><li>Favourable change in the attitude of the operators </li></ul><ul><li>Achieve goals by working as Team </li></ul><ul><li>Share knowledge and experience </li></ul><ul><li>The worker get a feeling of OWNING the machine </li></ul>
    11. 11. OBJECTIVES… <ul><li>Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization. </li></ul><ul><li>Involve people in all levels of organization. </li></ul><ul><li>Form different teams to reduce defects and Self Maintenance. </li></ul>
    12. 12. Production Losses and Overall Equipment Effectiveness … Overall equipment effectiveness = Availability x Performance rate x Quality rate (OEE) Breakdown Setup and adjustment Others Idling & minor stoppages Reduced speed Quality defects & rework Start-up yield
    13. 13. Operation time (Scheduled time available – Downtime) Availability = ______________________________________________ x 100 Scheduled time available processed amount x ideal cycle time Performance rate = _____________________________ Operation time Quality rate = Amount good / amount produced
    14. 14. TOTAL PRODUCTIVE MAINTENANCE … <ul><li>Introducing TPM at a Production Unit </li></ul><ul><li>STEP – 1. Preparatory Stage </li></ul><ul><ul><ul><li>Announcement by TOP MANAGEMENT to all about TPM introduction in the organization </li></ul></ul></ul><ul><ul><ul><li>Initial education and publicity for TPM </li></ul></ul></ul><ul><ul><ul><li>Setting up TPM & Departmental committees </li></ul></ul></ul><ul><ul><ul><li>Establishing the TPM working systems & target </li></ul></ul></ul><ul><ul><ul><li>A master plan for institutionalizing </li></ul></ul></ul><ul><li>STEP – 2. Introduction Stage </li></ul><ul><li>STEP – 3. Implementation </li></ul><ul><li>STEP – 4. Institutionalizing Stage </li></ul>
    17. 17. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 1 : 5 S </li></ul><ul><li>TPM starts with 5S. Problems can not be clearly seen when the workplace is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the FIRST STEP of improvement. </li></ul>Japanese Term English Translation Equivalent 'S' term Seiri Organisation Sort Seiton Tidiness Systematise Seiso Cleaning Sweep Seiketsu Standardisation Standardise Shitsuke Discipline Self - Discipline
    18. 18. TOTAL PRODUCTIVE MAaINTENANCE … PILLARS OF TPM <ul><li>PILLAR 2 :JISHU HOZEN </li></ul><ul><li>(Autonomus Maintenance) </li></ul><ul><li>This pillar is geared towards developing Operators to be able to take care of small maintenance tasks, thus freeing up skilled maintenance people to spend time on more value added activity and technical repairs. The operators are responsible for up keep of their equipment to prevent it from deteriorating. </li></ul>
    19. 19. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 2 :JISHU HOZEN…. </li></ul><ul><li>POLICY </li></ul><ul><li>Uninterrupted operation of equipments </li></ul><ul><li>Flexible operators to operate & maintain other equipments </li></ul><ul><li>Eliminating the defects at source through active employee participation </li></ul><ul><li>Stepwise implementation of JISHU HOZEN activities. </li></ul><ul><li>JH TARGETS </li></ul><ul><li>Reduce process time by ………% </li></ul><ul><li>Reduce oil/ lubricants consumption by ………..% </li></ul><ul><li>Increase use of JH </li></ul><ul><li>JH STEPS </li></ul><ul><li>Preparation of employees </li></ul><ul><li>Initial cleanup of machines </li></ul><ul><li>Take counter measures </li></ul><ul><li>Fix tentative JH standards </li></ul><ul><li>General inspection </li></ul><ul><li>Autonomus inspection </li></ul><ul><li>Standardization </li></ul><ul><li>Autonomus management </li></ul>
    20. 20. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 3 : KAIZEN </li></ul><ul><li>KAI means change and ZEN means good (for the better). Basically Kaizen is for small improvements, but carried out on a continual basis and involves all people in the organization. The principal behind is that “ a very large number of small improvements are more effective in an organizational environment than a few improvements of large value. </li></ul><ul><li>This pillar is aimed at reducing losses in the work place that affect our efficiencies. By using a detailed and through procedure, we eliminate losses in a systematic method using various Kaizen Tools. These activities are not restricted to production areas and can be implemented in administration area as well. </li></ul>
    21. 21. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 3 : KAIZEN…. </li></ul><ul><li>POLICY – </li></ul><ul><li>1. Practice concepts of Zero Losses in every sphere of activities. </li></ul><ul><li>2. Relentless pursuit to achieve cost reduction targets in all sources. </li></ul><ul><li>3. Relentless pursuit to improve overall plant equipment effectiveness. </li></ul><ul><li>4. Extensive use of PM analysis as tool to eliminate losses. </li></ul><ul><li>5. Focus on easy handling of operators. </li></ul><ul><li>TARGET – </li></ul><ul><li>Achieve and sustain zero losses with respect to minor stops, measurement and adjustments, defects and unavoidable downtime. It also aims to achieve …..% manufacturing cost reduction. </li></ul>
    22. 22. LOSSES… Loss Category <ul><li>Failure losses - Breakdown loss </li></ul><ul><li>Setup / adjustment losses </li></ul><ul><li>Cutting blade loss </li></ul><ul><li>Start up loss </li></ul><ul><li>Minor stoppage / Idling loss. </li></ul><ul><li>Speed loss - operating at low speeds. </li></ul><ul><li>Defect / rework loss </li></ul><ul><li>Scheduled downtime loss </li></ul>Losses that impede equipment efficiency <ul><li>Management loss </li></ul><ul><li>Operating motion loss </li></ul><ul><li>Line organization loss </li></ul><ul><li>Logistic loss </li></ul><ul><li>Measurement and adjustment loss </li></ul>Loses that impede human work efficiency <ul><li>Energy loss </li></ul><ul><li>Die, jig and tool breakage loss </li></ul><ul><li>Yield loss. </li></ul>Loses that impede effective use of production resources
    23. 23. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 4 : PLANNED MAINTENANCE </li></ul><ul><li>It is aimed to have trouble free machines and equipments producing defect free products for total customer satisfaction. </li></ul><ul><li>With planned maintenance, we evolve an effort from a reactive to a proactive method and use trained maintenance staff to help train the operators to better maintain their equipment. </li></ul><ul><li>Policy: </li></ul><ul><ul><li>Achieve and sustains availability of machines </li></ul></ul><ul><ul><li>Optimum maintenance cost. </li></ul></ul><ul><ul><li>Reduce spares inventory. </li></ul></ul><ul><ul><li>Improve reliability and maintainability of machines. </li></ul></ul>
    24. 24. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 4 : PLANNED MAINTENANCE…. </li></ul><ul><li>TARGET: </li></ul><ul><ul><li>Zero equipment failure and breakdown. </li></ul></ul><ul><ul><li>Improve reliability and maintainability by 50%. </li></ul></ul><ul><ul><li>Reduce maintenance cost by 20%. </li></ul></ul><ul><ul><li>Ensure availability of spares all the time. </li></ul></ul><ul><li>STEPS: </li></ul><ul><ul><li>Equipment evaluation and recording present status. </li></ul></ul><ul><ul><li>Restore deterioration and improve weakness. </li></ul></ul><ul><ul><li>Building up information management system. </li></ul></ul><ul><ul><li>Prepare time based information system, select equipment, parts and members and map on the plan. </li></ul></ul><ul><ul><li>Prepare predictive maintenance system by introducing equipment diagnostic techniques and </li></ul></ul><ul><ul><li>Evaluation of planned maintenance. </li></ul></ul>
    25. 25. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 5 : QUALITY MAINTENANCE (QM) </li></ul><ul><li>It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is on eliminating non-conformances in a systematic manner. We gain understanding of what parts of the equipment affect product quality and begin to eliminate current quality concerns then move to potential quality concerns. Transition is from reactive to proactive. </li></ul><ul><li>POLICY: </li></ul><ul><ul><li>Defect free conditions and control of equipments </li></ul></ul><ul><ul><li>QM activities to support quality assurances. </li></ul></ul><ul><ul><li>Focus of prevention of defects at source </li></ul></ul><ul><ul><li>Focus on fool proof (POKA YOKE) system. </li></ul></ul><ul><ul><li>In-line detection and segregation of defects. </li></ul></ul><ul><ul><li>Effective implementation of operator quality assurance. </li></ul></ul>
    26. 26. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 5 : QUALITY MAINTENANCE (QM)… </li></ul><ul><li>TARGET: </li></ul><ul><li>Achieve and sustain customer complaints at zero. </li></ul><ul><li>Reduce in-process defects by 50%. </li></ul><ul><li>Reduce cost of quality by 50%. </li></ul><ul><li>DATA REQUIREMENTS: </li></ul><ul><li>Quality defects are classified as “CUSTOMER END DEFECTS” and IN HOUSE defects. For customer-end data, we have to get data on </li></ul><ul><li>1. Customer end line rejection </li></ul><ul><li>2. Field complaints </li></ul><ul><li>In-house data include data related to products and data related to process. </li></ul>
    27. 27. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 6 : TRAINING </li></ul><ul><li>It is aimed to have multi-skilled revitalized employees whose moral is high and who has eager to come to work and perform all required functions effectively and independently. Education is given to operators to upgrade their skill. </li></ul><ul><li>The employees should be trained to achieve the form phase of skill which are as under: </li></ul><ul><li>PHASE 1 : Do not know. </li></ul><ul><li>PHASE 2: Know the theory but cannot do. </li></ul><ul><li>PHASE 3: Can do but cannot teach. </li></ul><ul><li>PHASE 4: Can do and also teach. </li></ul>
    28. 28. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 6 : TRAINING…. </li></ul><ul><li>POLICY : </li></ul><ul><li>Focus on improvement of knowledge skill & techniques. </li></ul><ul><li>Creating a training environment for self learning based on felt needs. </li></ul><ul><li>Training curriculum/tools/assessment etc. Conductive to employees’ revitalization. </li></ul><ul><li>Training to remove employee fatigue and make work enjoyable. </li></ul><ul><li>TARGET: </li></ul><ul><li>Achieve and sustain downtime due to want men at zero on critical machines. </li></ul><ul><li>Achieve and sustain zero losses due to lack of knowledge/skills/Techniques </li></ul><ul><li>Aim for 100% participation in suggestion scheme. </li></ul>
    29. 29. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 6 : TRAINING…. </li></ul><ul><li>STEPS IN TRAINING ACTIVITES: </li></ul><ul><li>Setting policies and priorities and checking present status of education and training. </li></ul><ul><li>Establish of training system for operations and maintenance skill up gradation. </li></ul><ul><li>Training the employees for up gradation the operation and maintenance skills. </li></ul><ul><li>Preparation of training calendar. </li></ul><ul><li>Kick-off the training. </li></ul><ul><li>Evaluation of activities and study of future approach </li></ul>
    30. 30. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 7 : OFFICE TPM </li></ul><ul><li>Office TPM should be started after activating from other pillars of TPM (JH, KK, and QM.PM). Office TPM must be flowed to improve productivity, efficiency in the administrative function and identify eliminate losses. This includes analyzing process and procedure towards increased office automation. Office TPM covers twelve major losses. These are: </li></ul><ul><li>Processing loss </li></ul><ul><li>Cost loss including in areas such as procurement, accounts marketing leading to high inventories. </li></ul><ul><li>Communication loss. </li></ul><ul><li>Idle loss. </li></ul><ul><li>Set-up loss. </li></ul><ul><li>Accuracy loss </li></ul><ul><li>Office equipment breakdown. </li></ul><ul><li>Communication channel breakdown. </li></ul><ul><li>Time spent on retrieval of information. </li></ul><ul><li>Non availability of correct on line stock status. </li></ul><ul><li>Customer complaints due to logistics. </li></ul><ul><li>Expense on emergency dispatches/purchases. </li></ul>
    31. 31. Office TPM and its Benefits : <ul><li>Involvement of all people in support functions for focusing on better plant performance </li></ul><ul><li>Better utilized work area </li></ul><ul><li>Reduce repetitive work </li></ul><ul><li>Reduced inventory levels in all parts of the supply chain </li></ul><ul><li>Reduced administrative costs </li></ul><ul><li>Reduced inventory carrying cost </li></ul><ul><li>Reduction in number of files </li></ul><ul><li>Reduction of overhead costs (to include cost of non-production/non capital equipment) </li></ul><ul><li>Productivity of people in support functions </li></ul><ul><li>Reduction in breakdown of office equipment </li></ul><ul><li>Reduction of customer complaints due to logistics </li></ul><ul><li>Reduction in expenses due to emergency dispatches/purchases </li></ul><ul><li>Reduced manpower </li></ul><ul><li>Clean and pleasant work environment. </li></ul>
    32. 32. TOTAL PRODUCTIVE MAINTENANCE … PILLARS OF TPM <ul><li>PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT : </li></ul><ul><li>Target : </li></ul><ul><li>Zero accident, </li></ul><ul><li>Zero health damage </li></ul><ul><li>Zero fires. </li></ul><ul><li>In this area focus is on to create a safe workplace and a surrounding area that is not damaged by our process or procedures. This pillar will play an active role in each of the other pillars on a regular basis. </li></ul>
    33. 33. P Q C D S M in Office TPM : <ul><li>P - Production output lost due to want of material, Manpower productivity, Production output lost due to want of tools. </li></ul><ul><li>Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework. </li></ul><ul><li>C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of communication, Demurrage costs. </li></ul><ul><li>D - Logistics losses (Delay in loading/unloading) </li></ul><ul><li>Delay in delivery due to any of the support functions </li></ul><ul><li>Delay in payments to suppliers </li></ul><ul><li>Delay in information </li></ul><ul><li>S - Safety in material handling/stores/logistics, Safety of soft and hard data. </li></ul><ul><li>M - Number of kaizens in office areas. </li></ul>
    34. 34. Conclusion … TPM is a Lean tool for Quality and Productivity…