tpm an overview

TPM – An OverviewAgenda :

1 History, Expectation & Need identification.

2 Understanding of OEE Concept and Losses.

3 Pillars Description

4 Home Work before implementing TPM.

5 Steps to Implement.

6 Methodology for elimination of Defects.1 Sporadic causes - Why Why analysis

2 Assignable causes - PM analysis.

7 Kaizen – Power.

8 Benefits and Drawbacks.

TPM – An Overview• Backdrop

– Sales price generating revenues is market driven and because of competitive nature of market, where the quantum of output per annum in industry outnumbers the total consumption. For sustenance The industry has no other choice left than to :

• Reduce the cost of raw material• Reduce the rejection to zero• Optimize the resource utilization

History, Expectation & Need identification

• History– Roots can be traced back to 1950 along side PM– Concept as a system came to existence in 1971 by

Mr. Seichi Nakajima who is presently founder and chairman of JIPM.

– Concept took shape in Toyota motor Company.– Outside Japan in 1980 Mr. Nakajima took first

delegation to USA. The idea was presented at 4th International maintenance conference at Cincinnati.

– 1st Conference took place in Pittsburgh, the same yr.– South Asia followed and European federation of

National maintenance societies EFNMS adopted.

History, Expectation & Need identification• Expectations

– Top management commitment.– Truthfulness of data.– Very slow process.– Cultural change.– Reversal of view point.– Strengthening the weakest link.– Increase sustenance and Profitability.– Understand and Target ZERO.

• Zero Breakdown• Zero Wastage• Zero Defect• Zero Accident


• Need Identification– Maximize Utilization of resources.

• Human (Operator is a child)

• Material (Working Capital)

• Equipment (Capital deployed)

– Increasing Productivity.• In terms of output per operator

• In terms of output per hour

• Skill improvement for qualitative yield

– Reducing the undesirable output to Zero• In terms of Scrap

• In terms of Defects

• In terms of Rework


• Need Identification– Removing unwanted motion facilitating.

• Logistics ( reduce material movement) - Muda

• Minimize operator fatigue - Muri

• Minimize operator strain - Mura

– Increasing Morale.• By inducing sense of ownership

• By creating safe working condition

• By knowledge up gradation

– Foresightedness• Future developments

• Cost reduction activities

Understanding of OEE Concept

• OEE = Overall Equipment Efficiency– Identifies the areas of concerns .– TPM has a very comprehensive road map to identify

the ‘reasons’; why the efficiency is low ?– JIPM has identified 16 major losses that impede

efficiency.– 16 major losses are broadly clubbed in 4categories.– If the equipment effectiveness is more than 85% it is

concluded that the equipment is used efficiently and effectively.

– OEE = Availability X Performance X Quality rate


• Availability rate : (Time factor)– It is the ratio of Operation time / Loading time– Loading time = Total available time – scheduled down

time– Operation Time = Loading time – down time– Schedule down time is the time consciously alloted for

Tea break / Lunch etc.– Down Time is the time for which Equipment was not

available for loading for any reason– In Printing area on any machine a conscious decision is

taken to run at 1 head during lunch (30mn) & Tea (20mn)Loading time becomes 430min & if B/d is for 1 hr then AR = 370/ 430 = 86.05%


• Performance rate : (Speed Factor)

• It is the of Operating speed X net operating rate

• Operating rate = Theoretical cycle time / Actual Cycle Time. = 0.67/0.8 = 83.3% (75/90PPM)

• net operating rate = Processed amount X actual cycle time / Operation time

• Continuing with the same example; suppose the actual processing is of 25000 discs then net operating rate = 25000 X 0.4 / 60 / 370 = 45.05 %

• Therefore P.R. = 83.3 X 0.4505 % = 37.53 %


• Quality rate : ( Rejection factor)

• It is the ratio of Good output / Actual Output

• Continuing with the same example; suppose the good output (after removing the defectives) is 24750 from the actual output of 25000 discs then the Quality rate = 24750 / 25000 = 99 %

• OEE of example becomes 86.05 X 0.3753 X 0.99 = 31.97 %


• Prevailing concept

Available time in min.

Available Capacity in

PPM

Available. Capability in

nos.

Good out put

OEE (%) Remarks

480 180 86400 24750 28.65 When judged against installed capacity480 150 72000 24750 34.38 same as above - Applicable for DVD only430* 180 77400 24750 31.98 When providing for Management loss430* 150 64500 24750 38.37 same as above - Applicable for DVD only

* = Impact of Concious decision that is provided for 50 min.

Concept of UP time370 180 66600 24750 37.16 Considering a breakdown of 60 min. + (*)370 150 55500 24750 44.59 same as above - Applicable for DVD only

OEE Concept

Equipment 6 Big Losses Affecting

Equipment Failure

Set up & Adjustmt

Iding & Minor stpg

Reduce Speed

Defect in Process

Reduced yield

Loading Time

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Operating Time

Net operating Time

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Understanding of 16 Major Losses

• A Impeding Equipment Efficiency (7)

• B Impeding Machine loading (1)

• C Impeding Human work Efficiency (5)

• D Impeding Effective use of Production (3)


• A Impeding Equipment Efficiency (7)– 1 Failure Loss

• Refers to the losses due to sporadic / Chronic failures, are accompanied by time losses (reduction in o/p, volumes). Cases of functional stoppage, replacement of parts or cases requiring more than 5 to 10 minutes for repair.

• Target – Study measures to raise the reliability and maintainability to reduce down time.

– 2 Setting up / Adjustment losses • Refers to time losses from the end of production of previous

items through product change adjustment to the point where the production of new item is completely started.

• Target – reduce the time to clean, clear, change jig, readjust, measure, shorten cycle time, develop jigs and reduce it to 0.


• A Impeding Equipment Efficiency (7)– 3 Cutting Blade Loss

• Losses due to regular ‘cutting blade’ changes and extraordinary replacement necessitated by blade damage and volume losses (defect and rework).

• Target – Time reduction in tip changes, grinding tool change, post work replacement measurement, leading to setting trouble.

– 4 Startup loss• Losses from startup after long suspension, holidays, repairs,

lunch breaks etc.• Target – Reduce frequency of adjustment, Monday disease.

– 5 Minor Stoppage / Idling loss• Losses that are accompanied by temporary functional stoppage,

allowing recovery through simple measures, losses that do not require any part change or repair and less than 5 min duration


• A Impeding Equipment Efficiency (7)• Target –identify the frequency and analyse the reasons. Apply

PM analysis.

– 6 Speed loss• Primarily because of the low speed (Step down) of equipment.

The difference between design speed and actual speed or when the design speed is lower than present technological stds.

• Target – Reduce quality defects arising due to working at designed speed. Designed – actual speed should be zero.

– 7 Defect / Rework Loss • Time loss due to reworking / converting defective product to a

good product. Sporadic defects are easily fixed. For chronic problems exhaustive study is required.

• Target – Identify loss and apply PM analysis.


• B Impeding Machine Efficiency (1)– 8 Shutdown losses

• Losses when the equipment is stopped for preventive maintenance as well as volume losses that occur due to start up. These are an unavoidable aspects of equipments. They occur based on quality, safety and reliability maintenance requirement of equipment.

• Jobs involves cleaning, inspection, parts replacement, overhauling and precision checking

• Target – Think other than conventional methods, target the reduction of losses by adequate planning.


• C Impeding Human work Efficiency (5)– 9 Management losses

• Work hour losses that occur due to management, such as waiting for instruction, Waiting for material and waiting for repair of defect.

• Target – Identify the concern, Arrange overlaps

– 10 Motion losses• Motion losses due to violation of motion economy such as

losses that occur due to skill differences, and walking losses attributing to inefficient layout.

• Target – Identify the skill gap and reduce and improvise layout

– 11 Arrangement losses• Waiting time losses involving multi process and multi stand

operators and line balance losses in conveyor work.• Target – Identify the sequence and optimise.

Understanding of 16 Major Losses • C Impeding Human work Efficiency (5)

– 12 Losses resulting from lack of automated system• Losses occurring because of non replacement of automated

systems viz. automatic loading and unloading leading to man power reduction also distribution losses

• Target – Identify the alternate method and manpower loading

– 13 Monitoring and adjustment losses• Worker hour losses that result from frequent implementation of

monitoring and adjustment to prevent occurrence of quality defect and flow outs.

• Target – Identify and increase the process capability

• D Impeding Effective use of Production (3)– 14 Yield loss

• Volume losses generating from weight difference between raw materials and products or between all raw material input and the product.These losses causes high machining time or


• D Impeding Effective use of Production (3)• Reduction in service life of cutting blades.

• Target – Identify Usage ratio and monitor reflection in Balance sheet.

– 15 Energy loss• Wastage of Electricity, fuel, steam, air and water

• Target – Actual consumption should be equal to std. norms

– 16 Die, Jig and fixture losses• Monetary losses resulting from repair of dies, jigs, tools, over

consumption of cutting oil, early end of service life, gases etc.

• Target – Identify and match against std. norms

Pillars Description

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Jish

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Dev

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Off

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Qua

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TPM

• KOBETSU KAIZEN (Focused improvements)– For realising high production efficiency

– Eliminating 16 major losses

– Realise Zero losses in Equipment failure

– Realise Zero losses in Product defect

– Realise ultimate production efficiency

– Target only OEE

– Identify and remove bottlenecks

Pillars Description

KK

• JISHU HOZEN (Autonomus Maintenance)– Operator is a Child and his machine a beautiful toy

– My machine concept

– Operator to have confidence for a race against time

– ‘I operate and I fix’concept

– Follow “CLIT” Clean, Lubricate, Inspect and Test

– Create “SDWT” Self directed work teams

– Follow standards set by the team

– Increase the skill level of operator

– Continuous improvement

Pillars Description

JH

• PLANNED MAINTENANCE– Establish Preventive maintenance

– Target Predictive maintenance

– Satisfy their customers

– Theoretically MTBF should be zero

– Analyse all corrective actions taken during running.

– Think from design improvement angle

– Reduce operational loads

– Fool proof the system.

– Look for weakest link and strengthen the same.

Pillars Description

PM

• QUALITY MAINTENANCE– To certify Equipment conditions that precludes

quality defects and delivers good output only.

– Conditions are checked and measured in Time series to verify that the measured values are with in stds.

– Predict the possibility of occurrence of defect rather than controlling defects as a result of inspection

– Main focus is on 4Ms as source of quality defect.

– ‘Establishing conditions’ means setting the range of material, Eq, method or operating conditions that must be maintained to produce a flawless product.

– Always target the root cause of problem / defect.

Pillars Description

QM

• EDUCATION AND TRAINING– Raise the Technical skills of operators and

maintenance men

– Gap analysis for multi-skilling of operators

– Generate as many one point lessons as possible

– Simulate a ‘Development Centre’

– Mechanise the system to access the skill level of operators after a set interval of time

– Develop a Training centre for JH activities.

– Front line operators and maintenance personnels should acquire the requisit technology and skills to act as its professional custodians.

– Improve people’s zest for life and pride in their work

Pillars Description

E&T

• DEVELOPMENT MANAGEMENT– Shorten trial period for new product

– Shorten development, design and manufacturing period for new equipment

– Anticipate user need and first to launch and skim profits

– Ensure that the time to launch new product should be minimum to have vertical startup.

– Life cycle curve should be judiciously monitored

– Optimise life cycle cost.

– Work on Maintenance Prevention

– Investigate weakness of current equipment and improve the designs.

Pillars Description

DM

• OFFICE TPM– Identify the administrative hidden cost

– Zero loss of opportunity for production

– Planning, Development, Administration does not contribute directly as Production does. Their prime role is to process information and response mechanism for changes taking place in social and business environmt.

– Win Customer confidence.

– What issues we should address to maximise our own efficiency?

– Retrieval of documents in stipulated time.

Pillars Description

OT

• SAFETY, HEALTH AND ENVIRONMENT– Attain and maintain Zero accident level

– Morale can straightaway be judged by the no. of Kaizen participation

– Prevent human errors make system fool proof

– Faulty eq. A common danger source so Zero defect campaign improves safety

– 5S concept in place, shop floor should be a parlor.

– Operators take responsibility of their health.

– Standards and regulation to be adheared by heart.

Pillars Description

SHE

Home Work before implementing TPM

• Getting started

• Write what you speak (develop habit to write correct and precise English) so that an outsider reads and understand.– Distinguish “Temp. problem” and High / low Temp.

• Implement 1 S & 2 S• Motivate• Sell ‘motive’ & improve communication• Listen more and speak less• Understand “Problem” concept• Understand Bath Tub curve


• Getting started• Understand CLIT• Implement Step 0, 1 and 2 of JH before Kick off• Liberate workers – “You have bought their hands win

their heart, You have bought their heads win their brain”• Speak with true Data • Identify Projects related to dirt, mishandling and wrong

handling.• The defects what can be reduced to zero should be made

zero• Implement Kaizen concept


• Getting started

Useful Life

Reduction of failures through maintenance

Period

Failure rate

Category Start up Failures

Chance Failure Wear out Failures

Cause Design / Manufacturing errors

Operational errors Wear out

Counter measure

Trial run at acceptable and start up control

Proper operation Preventive and maintainability improvement

Maintenance Prevention

Steps to Implement

• Step 1 - Decision to introduce TPM• Step 2 - Launch Educational Programme• Step 3 – Create organisation to promote TPM• Step 4 – Establish Basic TPM policies & goals• Step 5 – Formulate a master plan for TPM Dev.• Step 6 – Hold TPM “Kick off”• Step 7 – Improve OEE• Step 8 – Establish JH for operators• Step 9 – Setup maintenance programme For maint. Deptt.• Step 10 – Conduct training to improve mait & operator skill• Step 11 – Develop early equipment Management progm.• Step 12 – Implement TPM fully and aim for higher goals

Methodology for elimination of Defects

• WHY WHY ANALYSYS (Assignable causes)Moser Baer India PRT/WW/000Observed non conformance

Physical Phenomenon

Corrective action taken : Sketch / Diagram

Preventive action proposed :

GUIDELINES

Root Cause is becauser of one of the following items Remarks

1 JH

2 JH

3 PM

4 PM

5 E&T

Signatures : Engineer Section Manager

Action Taken by : JH /PM / Training Kaizen No.

The case of spare parts replacement

The case of non - replace

ment of spare parts

Poor skills

Why 4?

Why 5?

Why 2?

Why 3?

Why 1?

The observation : Symptoms / failure / Breakdown

Deterioration

Weak Design

Poor basic condition

Poor operating condition

The Phenomenon ( Reasons / Causes) {To identify the root cause}


• PM ANALYSYS (Chronic causes)

• Establish Conditions– Identify the Chronic problem– Identify Physical View Contributing conditions and

Primary 4 M conditions.

PHYSICAL PHENOMENON

PHENOMENON PHYSICAL VIEW CONTRIBUTING CONDITIONS PRIMARY 4M CONDITIONHigh thickness of ink High quantity of ink deposition Pressure Pressure Level of squeegee Mesh size of screen

Stroke lenth of cylinderViscosityScreen

SpreaderMore distance between Screenand disc on table



• Establish Conditions Contd…– Derive out Secondary 4 M conditions from Primary

conditions

CONDITIONS

S. No. PRIMARY 4M CONDITION SECONDARY 4M CONDITIONS1 Pressure Level of squeegee Is pressure checked, conforms the standards

Is the calibration validated Contribution of Squeegee' surface Contribution of Squeegee' material Conformance of pressures it can sustain and subjectedMesh size of screenStroke lenth of cylinder



• Evaluation Results of Secondary 4M condition– Identify Check point and check item– Identify Measurement method– Record survey findings and measure against standards– Evaluate and find OK or NG

PM RESULTS (SURVEY RESULTS OF SECONDARY 4M CONDITIONS)

Standard Measured1 Squeegee Holder Pressure guage Visual 2.5Kg to 3 Kg 2.7 Kg OK

Calibration of guage Visual Valid up to 1st July 04 Date overshot / not OKSurface Squeegee Radius guage upto Radius 1.5mm allowed reading OK?NGMaterial Squeegee Comparison Composition (X,Y,Z) (x,y,z) -Life Squeegee Comparison 100000 strokes 80000 OKScreen Squeegee dust Visual Not existing Found under microscope NG

S. No.Survey findings Evaluation

(OK / NG)CHECK SITE (Pos.

Mechanism)Check Item Measurement Method



– Conditions

X

Y1>Y is nonconformance

Standard Conditions

Squeegee worn out

X

Y

Y1

X1 X1>X

Y1>Y



• Restoration Plan– Identify Check Site– Remark the action taken or imp information– Identify Restoration plan, its status and results

• Kaizens– Only a sheet having photographs of Before / After– Sketches can also do if Photos are hard to describe.

RESTORATION PLAN

S. No. Check Site Abnormality Remarks Restoration Planned Status Results1 Squeegee Surface worn out Life not completed Replce after a definate Complete OK

interval2 Screen Squeegee dust Conduct trials every Inprocess awaited

10K strokes & check under microscope

KAIZEN - POWER

• Theme – Should address either of 16 losses• Present Status / Problem – Depict either Present status or

Problem (Before)• Analysis – Proper Why Why analysis as per sheet to

identify the root cause (sheet attached)• Idea – Should be opposite to root cause• Counter measure – Implementation of idea, written in

past tense (After)• Results – In graphical form, Should corroborate with

theme.• Benefits – Preferably in monitory terms or morale

(Should include the total benefit after horizontal deployment). The benefits should reflect in company’s financial statements.

KAIZEN - POWER

• Horizontal Deployment – Duplication of the same Kaizen at similar applications / machine.

• The Kaizens should be deployed at the site of application

• All types of Kaizens should be encouraged.

• The idea should be original and conceived first time.

• All activities relating to cost reduction / facilitation / Time reduction are Kaizens.

• No. of Kaizens offered are the barometer to sense the Morale of employees.

KAIZEN - POWER

Root Cause kaizen Idea Kaizen

Burr No Burr Cover

Tool Life Short Long Life Coating Material Change

Easy to Loose Difficult Double nuts

Less Friction More Change Design

Difficult to Inspect Easy Change location Inside Outside

Poka Poka Yoke Sensor

Expensive CheapSteel Plastic; Import Domestic; Alternate vendorSueo Yamaguchi, Advisor TPM Club, India

KAIZEN - POWERActivity QM PM OTPM DM ETLoss No./Step

Q C S M

Plant : Packaging dept.

Problem/Present status : 1> The cases without disc/blank disc used to get packed as there was no check earlier. 2> Customer complaints of missing discs inside the cases etc. Countermeasure Bench mark

Kaizen startKaizen finish

Analysis : Results :

Because the machine packs it.Why the machine packs it ? 50000Because it presents itself for packing. PPMIs it possible to stop BS reaching packing point?

Scope & plan for horizontal diploymentS.no. Target date Responsibility Status

0

Yes Before kaizen After Kaizen

Moser Baer India Ltd KAIZEN IDEA -SHEET

KK JH

Result AreaP

SHE

D

Machine : TAM B/W ,WE-12 Date : Kaizen theme : To eliminate the customer complaints regarding the non availability of disc in Jewel case.

Idea : Detect the presence of Blank substrate. (Poka Yoke)

50000 ppm

The Disc is packed in Jewel case on automatic packing machine having 120ppm packing speed

A capacitive sensor is provided in line, it senses the metallic layer which is always present in disc. Since Blank Substrare is a plastic mass; the input from sensor is processed in PLC which subsequently remove the Jewel case from line.

Target Zero

Operator manually transfer the discs from spindle to machine cartiage. Team members : The stacked discs move on spindles having blank substrate at top and bottom.

The blank substrate is provided to safeguard the discs from any abraison / damage by chance. Benefits :

1> Customer complaints of NC of packed cases without disc

eliminated 100 %. 2> Machine productivity gets improved. 3> Less Re-work options.

Sometimes the customer receives a blank substrate instead of disc

Why customer receives a blank substrare instead of Disc ?

Not always, there is a possibility that by mistake BS may reach the machine as the operator transfer the disc manually.

M/c no.

Can we detect the presence of BS and prevent it from packing?

BENEFITS AND DRAWBACKS

• Benefits– Profits goes up as losses are removed.– Actual inefficiencies of organisation are known.– Brings assertiveness amongst operator as their

knowledge level goes up. – Cultural change.– Cost competitive. – High Morale.– People are not removed but redeployed.– Responsibility towards society.

BENEFITS AND DRAWBACKS

• Drawbacks– Long drawn process.– Lot of patience is required.– Calls for increase in inventory of Spares.– Paper work increases.– Calls for Absolute Zero. – Initial Benefits are easily seen but when approaching

Zero, the cost involved goes high making it unviable.– Activity fails unless the Top management is non

committed and expect from middle management.

tpm an overview

Documents

screen stroke

apply pm analysis

impeding equipment

impeding effective

skill level

cultural change

target identify

service life