tpm presentation

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TOTAL PRODUCTIVE MAINTENANCE (TPM)

Submitted by:

Group 12, BM-BMridul Sharma (B10089)

Arijit Mitra (FB1001)

Inderjit Singh (B10081)

Rahul Rai (B10102)

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WHAT IS TPM?

It is a well-defined and time-tested concept for maintaining plants and equipment.

Can be considered the science of machinery health.

Total: Total employee involvement Productive: Eliminate or minimize

breakdown during production Maintenance: Complete a preventive

maintenance program The old notion of "I operate the equipment,

You Maintain it" is NOT followed.

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HISTORY OF TPM

Dr. Deming(1900-1993)

PM(1951)

Nippondenso(1960’s)

JIPM Award(1971)

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HISTORY OF TPM (CONT’D) Evolved from TQM, introduced by Dr. W. Edwards

Deming after World War II. Dr. Deming showed the Japanese usage of statistical

analysis for manufacturing quality control. Preventative maintenance (PM) was practiced in

most plants resulting in over-serviced machines to improve production.

TPM first used in late 1960’s by Nippondenso, a supplier of electrical parts to Toyota.

In 1971, Nippondenso received the PM Prize from Japan Institute of Plant Maintenance (JIPM).

Seiichi Nakajima, vice chairman of JIOPM, became known as the father of TPM, he supported implementation in hundreds of Japanese plants.

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NEED FOR TPM

Better understanding of equipment performance

Better understanding of equipment criticality and where to deploy improvement efforts

Improved teamwork and a less adversarial approach between production and maintenance

Improved procedures for changeovers and set-ups, leading to reduced costs and better service

Carrying out frequent maintenance tasks, not to mention the better training of operators and maintainers

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NEED FOR TPM (CONT’D)

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NEED FOR TPM (CONT’D)

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5S – THE FOUNDATION OF TPM

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5S – THE FOUNDATION OF TPM

SEIRI - Sort:• It means sorting and organizing the items as

critical, important, frequently used or not currently needed. The item priority should be decided based on utility not cost. As a result, the search time is reduced.

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5S – THE FOUNDATION OF TPM

SEITON - Organize:• The concept here is that "A place for

everything, and everything in its place". After usage items should be stored in their designated storage location. To identify items easily, name plates and colored tags can be used. Vertical racks can be used for organization.

SEISO - Shine:• Seiso involves cleaning the workplace and

ensuring equipment is free of burrs, loose wires, grease, oil, waste, scrap, etc.

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5S – THE FOUNDATION OF TPM

SEIKETSU - Standardization:• Associates decide standards for keeping the

workplace, machines and pathways neat and clean. These standards are implemented for whole organization and are regularly checked.

SHITSUKE - Self Discipline:• Accepting 5S as a way of life forms self-

discipline among the associates. This includes wearing badges, following work procedures, punctuality, dedication to the organization, etc.

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PILLARS OF TPM

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JISHU HOZEN PILLAR

Production Operators perform the TPM Activities of Cleaning, Lubrication, and Inspection on a Daily Basis.

Cleaning• Remove dirt, dust, stains, oil & grease.• Take care of any leaks, loose nuts/bolts.

Inspection• Inspect each part using sight, hearing, smell &

touch to detect vibrations, noises, smells, component heating, smoke or fluid leakage.

• Address these problems with countermeasures.

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JISHU HOZEN PILLAR (CONT’D)

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JISHU HOZEN PILLAR (CONT’D)

Lubrication• Moving components, e.g., bearings, shafts etc.

will fail without lubrication.• It reduces wear & tear, prevents corrosion, cools

moving parts & dampens shock. • Excess lubrication can cause overheating.

Minor Repairs• Replacing consumable parts• Tightening loose connections• Performing precision checks• Adjusting sensors, etc.

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JISHU HOZEN PILLAR (CONT’D)

Production Data Performance tracking considers:

• Production volume• Product quality• Operation efficiency• Time usage

Performance tracking data is collected on a daily basis.

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KOBETSU KAIZEN PILLAR

"Kai" means change and "Zen" means good. Kaizen is small improvement carried out on a continual basis involving all people in the organization. It requires little or no investment.

The goal is to achieve and sustain zero defects and downtimes.

Kobetsu Kaizen focuses on where it has the maximum effect within a firm. It analyses operations data, uncovers waste, uses root cause analysis (e.g., the 5 Why approach), removes waste and measures results.

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KOBETSU KAIZEN PILLAR (CONT’D)

Kaizen activities promote efficient equipment and proper utilization of manpower, materials, and energy by eliminating 16 major losses.

Examples :• Relocating equipment for easier access.• Making shields to minimize contamination.• Centralizing lubrication points.• Making debris collection accessible.

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PLANNED MAINTENANCE PILLAR

Objectives of Planned Maintenance:• Achieve & sustain machine availability• Reduce spares inventory• Improve reliability & maintainability

Steps in Planned Maintenance:• Evaluate & record present equipment status.• Restore deterioration and improve weaknesses.• Select equipment, parts and team.• Prepare predictive maintenance system.• Evaluate planned maintenance.

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QUALITY MAINTENANCE PILLAR

Through QM we understand what equipment parts affect quality, eliminate quality concerns and then move to potential quality concerns.

The transition is from reactive to proactive (From Quality Control to Quality Assurance).

QM activities check equipment conditions in time series to verify that measured values are within standard values.

It predicts possibilities of defects and helps to take countermeasures before defects occur.

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TRAINING PILLAR

Its goal is to have multi-skilled employees who perform all required functions effectively and independently.

The focus is on achieving and sustaining zero losses due to lack of knowledge/skills/techniques.

Operators acquire/upgrade skills through education and training.

It is not sufficient for operators to learn how to do something; they should also learn why they are doing it and when it should be done.

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OFFICE TPM PILLAR

Office TPM should be started after activating four other pillars of TPM (Jishu Hozen, Kobetsu Kaizen, Quality Maintenance and Planned Maintenance).

Office TPM must be followed to improve productivity & efficiency in the administrative functions.

It includes analyzing processes and procedures towards increased office automation.

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OFFICE TPM PILLAR (CONT’D)

Office TPM addresses twelve major losses:• Processing loss• Cost loss• Communication loss• Idle loss• Set-up loss• Accuracy loss• Office equipment breakdown• Communication channel breakdown• Time spent on retrieval of information• Unavailability of correct on-line stock status• Customer complaints due to logistics• Expenses on emergency dispatches/purchases

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SAFETY, HEALTH & ENVIRONMENT PILLAR

The objective of this pillar is to ensure:• Zero accidents• Zero health damage• Zero fires

The focus is on creating a safe workplace not damaged due to work procedures.

This pillar plays an active role in each of the other pillars on a regular basis.

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TPM IMPLEMENTATION

Strategic Maintenance Management Process

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TPM IMPLEMENTATION: 12 STEPS BY NAKAJIMA

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TPM IMPLEMENTATION MODEL

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THE ROLE OF COORDINATOR IN THE IMPLEMENTATION

1. To know about Their plant Their processes Their necessities Their human resources Their material resources2. To disseminate the TPM culture by: Giving presentation to multi-level groups Giving individual presentations to

managers, operators, technicians.

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3. Schedule: Creating a master plan and keep it working Training and implementation workshops4. Coordinate: The most concerned area of each

department Resources required to solve them5. Communicate: Projects taken Accomplishments Results6. Justify: Time required Resources used

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PRACTICAL IMPLEMENTATION

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EVALUATION OF TPM PROGRAMME

Find the effectiveness of the department before the programme (Find the need of the programme)

Implement the TPM programme

Take a review of the department after the programme to evaluate the TPM programme by calculating the effectiveness of the department

Example: To find the effectiveness of the store before and after the TPM programme

Direct method:

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SIX BIG LOSSES IN MANUFACTURING

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OEE = Availability X Efficiency X Quality

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Include the “Involvement in TPM” as a requirement in the Balanced scorecard of the department.

Policy deployment within the department TPM engagement is now with every

employee’s Balanced Scorecard Evaluate the TPM component in the balanced

scorecard as per the effectiveness of the programme

Employee Involvement Evaluation: BSC requirement

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Using 7 Visual Quality control Tools

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RELATION WITH TOTAL QUALITY MANAGEMENT

Many of TQM tools (7 QC tools, Benchmarking, employee empowerment etc.) can be used to evaluate TPM.

TQM is a management approach and it is exclusively for management whereas TPM is more related to employee. But TPM initiative is actually to be taken from the management and implementation of TPM should ensure the employee engagement.