Total Productive Maintenance

Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Improve Productivity, Quality, Safety, Moral of Workforce along with Reduce Cost & Response time with

TPM Methodology.

Presented by : - Mr. Deepak Sahoo


Day Plan

Start time – 9.00 End Time : 3 PM

TPM Part 1 – 9AM – 11 AM

TPM part 2 (5S) – 11.10AM to 12.o5 PM

TPM Part 3 (Kaizen Pillar) – 12.45PM to 2 PM

TPM Part 4 (JH) – 2.10 PM to 3 PM

Lunch time – 12.o5PM to 12.45

Break time @ 11PM and 2 PM


Agenda

• Why Change

• Evolution of Business Excellence culture

• Overview of TPM

• Type of Maintenance

• Pillars of TPM

• Workplace organization (5 S) - Details

• Kaizen Pillar - Details

• JH Pillar - Details


The Story of Eagle

The Story of Eagle…


The Story of Eagle . . .

The eagle has the longest life-span of its’ species



But to reach this age, the eagle must make a hard decision

It can live up to 70 years



Its’ long and flexible talons can no longer grab prey which serves as food.

In its’ 40’s



Its’ long and sharp beak becomes bent



Its’ old-aged and heavy wings, due to their thick feathers, become stuck to its’ chest and

make it difficult to fly.



Then, the eagle is left with only two options: die or go through a painful process of change

which lasts 150 days.



The process requires that the eagle fly to a mountain top and sit on its’ nest



There the eagle knocks its’ beak against a rock until it plucks it out

The eagle will wait for a new beak to grow back and then it’ll pluck out its’ talons



When its’ new talons grow back, the eagle starts plucking its’ old-aged feathers



30 more years

And after five months, the eagle takes its’

famous flight of rebirth and lives for ...


Why Change !

Many times, in order to survive; we have to start a change process.

Sometimes need to get rid of old memories, habits and other past traditions.

Organizational change is needed in order to align the company with changing business environment.

Due to External Factors Due to Internal Factors

Market volumes, changing product

profile, competition on price and variety,

segment, product specifications, change

in business environment driven by

government Policies etc.

Skills of employees, present plant

technologies with respect to future

product specifications driven by

customers, level of productivity,

Quality, cost and

morale of employees.


The Change Process

The change process starts by

Demonstrated change in the management.

Setting up a new management system and process that reflects new approach and mind set.

Implementing, achieving and sustaining activities in line with new mindset

PLAN

Management creates policy and provides the

vision and mission.

SHARE

Share with employees

UNDERSTAND

Employees understand the vision of Management

Process of change

start


Change !!!!!

NAME FROM TOCustomer orientation

Company Driven Customer Driven

Operational Processes

Output Inspection Input Setting

People processes Individual Effort Team Effort

People skills By pass problem Finding Solution

DecisionsUnilateral

Consultative /Empowered

Leadership Managing Leading

Management Style Delegation Empowerment


Leaders are most important for bringing change in an organization.

Environment makes people !

If environment changes, people change.


More About People ….

• People need to work with their minds not just

hands

• Smart work is always better than Hard work.

• What – how- when – why – of the problem is

more important than who

• Problems are created by people and hence they

alone can find solutions


Decision styles

I decide

I will ask individually and I decide

I will ask you all together and I decide

Let us decide

You decide within constraints


Style of Working

Communication

Cooperation

Collaboration

Team working

working levels


Style of Working level & Team ?

• A group of

• guysA group of guysA collection of

Peoples

A Team Leader

and some peoples

A team is a collection of people related to one another

who share a common objectiveand work in a collaboration with

one anotherto achieve a common target.


Team Leader is the Eyes & Ears of Team

Every team has a leader and members.

A team leader…… First remove his Hat outside.

Has need for improvement

Sets targets for the team

Good communicator

Good coordinator

Works as a member

Resource person for the members

Understands team’s strengths and weaknesses

Has counseling skills


Change Factor and It’s Outcomes

Skills ResourceAction

planRewards

Vision ResourceAction

planRewards

Vision SkillsAction

planRewards

Vision Skills Resource Rewards

Vision Skills ResourceAction

plan

Vision Skills ResourceAction

planRewards

Confusion

Anxiety

Frustration

No Start

Slow Change

Change


Change Management Tools

TQMRCMTPM

6 -Sigma WCM

Lean Manufacturing

JIT TPS OEME


What is Maintenance and Its Objective

Maintenance is a set of organised activities that are

carried out in order to keep an item in its best

operational condition with minimum cost acquired.

PLANT

M

A

I

N

T

E

N

A

N

C

E

Reduce Breakdowns

Reduce Downtime

Improving Equipment

Efficiency

Improving Inventory

Control

Implementing Cost

Reduction

Maximising Production

Optimising Resources

Utilisation

Optimising Useful Life

of Equipment

Minimising Energy

Usage

Providing Budgetary

Control


Type of Maintenance

Run to Failure Maintenance (RTF)

Preventive Maintenance (PM)

Corrective Maintenance (CM)

Predictive Maintenance (PDM)

Improvement Maintenance (IM)


Type Of Maintenance

MAINTENANCE

UNPLANNED MAINTENANCE (REACTIVE)

BREAKDOWNEMERGENCY

PLANNED MAINTENANCE

(PROACTIVE)

CORRECTIVE MAINTENANC

E

REMEDIALDEFERRED

PREDECTIVE MAINTENANC

E

CONDITION -BASED

STATISTICAL - BASED

PREVENTIVE MAINTENANC

E

ROUTINE RUNNING

DESIGN -OUT

ENGINEERING SERVICES

WINDOW

IMPROVEMENT MAINTENANCE

SHUTDOWN CORRECTIVE

SHUTDOWN PREVENTIVE

SHUTDOWN IMPROVEMEN

T

OPPORTU-NITY


Run to Failure Maintenance (RTF)

– Emergency maintenance: it is carried out as fast as

possible in order to bring a failed machine or

facility to a safe and operationally efficient

condition.

– Breakdown maintenance: it is performed after the

occurrence of an advanced considered failure for

which advanced provision has been made in the

form of repair method, spares, materials, labour

and equipment.


Preventive Maintenance (PM)

• Routine maintenance which includes those maintenance activities that arerepetitive and periodic in nature such as lubrication, cleaning, and smalladjustment.

• Running maintenance which includes those maintenance activities that arecarried out while the machine or equipment is running and they representthose activities that are performed before the actual preventive maintenanceactivities take place.

• Opportunity maintenance which is a set of maintenance activities that areperformed on a machine or a facility when an unplanned opportunity existsduring the period of performing planned maintenance activities to othermachines or facilities.

• Window maintenance which is a set of activities that are carried out when amachine or equipment is not required for a definite period of time.

• Shutdown preventive maintenance, which is a set of preventive maintenanceactivities that are carried out when the production line is in total stoppagesituation.


Corrective Maintenance (CM)

• Remedial maintenance, which is a set of activities that are performed to eliminate the source of failure without interrupting the continuity of the production process.

• Deferred maintenance, which is a set of corrective maintenance activities that are not immediately initiated after the occurrence of a failure but are delayed in such a way that will not affect the production process.

• Shutdown corrective maintenance, which is a set of corrective maintenance activities that are performed when the production line is in total stoppage situation.


Improvement Maintenance (IM)

Design-out maintenance which is a set of activities that are used to eliminate the cause of maintenance, simplify maintenance tasks, or raise machine performance from the maintenance point of view by redesigning those machines and facilities which are vulnerable to frequent occurrence of failure and their long term repair or replacement cost is very expensive.

Engineering services which includes construction and construction modification, removal and installation, and rearrangement of facilities.

Shutdown improvement maintenance, which is a set of improvementmaintenance activities that are performed while the production line isin a complete stoppage situation.


Predictive Maintenance (PDM)

• Condition-based predictive maintenancedepends on continuous or periodic condition monitoring equipment to detect the signs of failure.

• Statistical-based predictive maintenancedepends on statistical data from the meticulous recording of the stoppages of the in-plant items and components in order to develop models for predicting failures.


What is TPM ?

• Total Productive Maintenance

• Total Profit Management

• Total People Management

• Total Perfect Manufacturing

• Total Productive Management

• Total Product Manage


How it Origin ?

QUALITY MOVEMENT

GROUP DYNAMICS

ORGANIZATION THEORY

COGNITIVEPSYCHOLOGY

BEHAVIORAL SCIENCE

STATISTICAL PROCESS CONTROL

Nakajima

PRODUCTION ENGINEERING

Excellent Companies

Social LearningTheory

TPM

Preventive maintenance was conceived inthe 1950s post world war II. Productivemaintenance (developed in 1960s),incorporates disciplines like maintenanceprevention design, reliability,maintainability engg, and economic enggto enhance the economic life of theequipment investment for the entire lifeof the equipment

TPM started with the automobile industry &rapidly became part of the culture at Toyota,Nissan & Mazda in Japan and few otherorganizations in the USA. Initially TPM activitieswere limited to those departments directlyinvolved with production, however nowadministrative departments have also startedapplying the principles of TPM.


The Origin Of TPM.

• World war II – huge losses to Japanese industry & economy. Japanese

Automotive Industry helped by Management Experts from USA

• Challenges faced by Japanese industry

Low demand for high variety Stringent Quality requirements

To produce at Lowest cost to be competitive

• Evolution of Planned Maintenance – for quality & reliability

Changeover time reduction (SMED) – for flexible & small batches

• Evolution of regime of Asset care and

People Care

• Primary pillars of TPM

• Planned Maintenance

• Autonomous Maintenance (Basic Equipment Care)


From FPS – XPS – TPS - TPM

TPM was first applied by the Japanese company Nippondenso, a supplier to the automotive industry.

Later the method was further developed by the Japan Institute for Plant Maintenance.

Toyota Production System

Xerox Production System

Ford Production System

TPM


Break the cycle of (Fix – Operate – Failure – Fix)

OPERATE

1

FAILURE

2

FIX

3

There is a temptation to fix the failure and keep operating till

the next failure. We need to break this cycle.


MMM - A new definition of Asset care


TPM is Double ‘S’ for sustained implementation

Slow & Steady Sweet


Objectives of TPM:

What has been decided

must be done

exactly as per standards

Zero Accident Zero Breakdown

Zero Abnormalities

3 Z’s

No compromise

No excusesPassion

Perfection


TPM Definition:

A set of activities for restoring equipment to its optimal condition and changing the work environment to maintain those conditions through daily maintenance activities.


TPM Definition:

A set of activities for restoring equipment to its optimal condition and changing the work environment to maintain those conditions through daily maintenance activities.


Total Productive Maintenance: the jargon

5S - This refers to the five Japanese words seiri, seiton, seison, seiketsu, shitsuke. These represent guidelines to organize and manage the workspace in such a way, that a visual controlled and efficient production becomes possible. The key target of 5S is to keep the workplaces clean and organized.

Dojo - Strictly speaking this is a sports centre for Japanese martial arts!. Within the framework of TPM, a Dojo is however an internal training facility to practise this improvement method.

First time right - This expression emphasizes the importance of doing things correct the first time. After all, rework will reduce the Overall Equipment Effectiveness!

Gemba - Gemba is a Japanese term for ‘place where it happens’, here this is the manufacturing floor. The saying “go to the gemba" means that managers should visit their shopfloor frequently to discover problems and to help to realize improvements.

Kaizen - Literally this means adjusting a process (kai) to become good (zen). However, Kaizen also stands for implementing small improvements, step-by-step. See also: SGA.

Labeling - Labeling involves the marking of things that are desired or not. Labeling methods vary from cards with desired repair-actions and target dates on it, to marking the correct position of a temperature indicator.


Total Productive Maintenance: the jargon 2

Model machine - During the implementation of TPM, this machine is ahead of the other equipment regarding optimization and standardization (by rolling out the TPM pillars)

Overall Equipment Effectiveness (OEE) - This index number for the machine efficiency is multiplication of several sub-indicators, which all have a value between 0 and 1, and 100%. Usually, at least the following sub-indicators are included in the OEE:

The machine availability A = (scheduled production time – standstill)/( scheduled production time)

The relative machine performance P = (average processing time)/(fastest possible processing time)

The Quality Q = the fraction approved products

In that case, OEE = A x P x Q x 100%.

It is possible to add extra sub-indices at will, such as the supply performance S. By doing that, the definition of the OEE can be stretched to such an extent, that it is better to rename it to Overall Factory Efficiency (OFE). In all cases, the aim of carrying out OEE-measurements is the detection of hidden losses. This resembles the elimination of waste with Value Stream Mapping, a tool used in Lean manufacturing.

One Point Lesson (OPL)This is a best practise operation procedure written down on a sheet of A4, for example simple (visual) instructions to set-up, inspect and/or maintain certain machines. The aim is to standardize operating procedures, as a foundation for improvement. One Point Lessons are also used to describe suggestions for improvements, which are then (before implementation) subject to discussion and possible adaptation by all the people involved.



Pareto - This is the concept that 20% of the causes are usually responsible for 80% of the consequences (like machine-failures resulting in a low OEE)

Pillar - The goal of the management pillars is to improve low OEE-values in a targeted way. TPM embraces at least eight management pillars, or areas of special interest. These are:

– Continuous (focused) improvement - kobetsu kaizen

– Autonomous maintenance - jishu hozen ('maintenance is a task of everyone’)

– Planned (preventive) maintenance

– Training (with the aim to standardize the work)

– Early (equipment) management: maintenance is taken into consideration when new equipment is purchased. Another aim can be the optimal design of a new production line, so that it intrinsically has a high OEE.

– Quality management

– TPM in the office: the optimization of administrative processes.

– Safety and environment

Sometimes ‘the optimal use of employee competences’ is added as ninth pillar. Another rather popular extra pillar is Lean Flow, to introduce Lean manufacturing tools and to prevent local optimization.



SGA or Small Group Activity - A multi-disciplinary improvement group, with for example engineers, operators and quality inspectors, tries to solve one specific problem that is responsible for a low OEE-value.

SMED - This acronym stands for Single Minute Exchange of Dies. SMED was invented by Shigeo Shingo at Toyota. He claimed that molds for forming automobile bodies should be exchangeable within ten minutes. Later, this concept widened to reduce machine set-up times in general. In TPM the aim is to increase the OEE, by reducing the standstill time. SMED is also applied in Lean manufacturing.

TPM-boardThis is a board with the size of a poster, with OEE-charts, objectives, activities and the members of a SGA-team. These boards typically hang in places where many people come, for example in coffee rooms.


Operator and Equipment


TPM

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Pillars Of TPM

5S / workplace organization


Healthy equipment like a healthy body.

Measure Deterioration

MonitorPredict

By Operators & Maintainers

Inject before breakdown

Timely Preventive Maintenance

By Maintainers

Daily Prevention

Routine ServiceCleanTightenAdjustInspectLubricate

By Operators

AM Pillar More Details


Enhance pride and ownership at the workplace …

CLEANING

CHECKING

DISCOVER ABNORMALITIES

RESTORE & ELIMINATE ABNORMALITIES

POSITIVE EFFECTS

PRIDE IN THE WORKPLACE

(Event Review)


TPM enhances the effectiveness of both Plant Equipment & Human Resources

Transformation in human resourcesEducation & empowerment of employees such that…• Operators can perform autonomous maintenance• Maintenance can perform high quality maintenance• Every one can focus on product & process

improvements

Transformation in plant equipment

•Efficiency improvement through enhanced utilization of equipment•Proper assessment of Maintenance cost & better spending

Benefits

• Reducing equipmentbreakdowns

• Minimizing idling andminor stops

• Lessening Quality defects/ claims

• Boosting productivity• Shrinking inventory• Cutting accidents• Promoting employee

involvement / increasedsuggestions fromemployees


JH / AM Pillar

OBJECTIVE

TO PRACTISE AUTONOMOUS MAINTENANCE ACTIVITIES TO ACHIEVE ZERO EQUIPMENT FAILURE AND ZERO PRODUCT DEFECT CAUSED BY FORCED DETERIORATION

JISHU HOZEN FOCUSSED ON UPGRADING SKILL OF THE OPERATORS TO ASSESS:

ABILITY TO DETERMINE & JUDGE WHEN OPERATING CONDITIONS BECOMES ABNORMAL.

ABILITY TO MAINTAIN BASIC OPERATING CONDITIONS.

RESPOND QUICKLY TO ABNORMALITIES & INFORM IN CASE OF ANY DOUBTS.


JH Pillar

JISHU - HOZEN IS PROCESS OF CHANGE OF THINKING :

- FROM –

“ I OPERATE THE EQUIPMENT & SOMEBODY ELSE MAINTAIN IT”

- TO -

“ THIS IS MY EQUIPMENT & I MAINTAIN IT”


Kaizen Pillar

Objective : “TO MAXIMISE OVER ALL EFFECTIVENESS OF THE

PLANT AND PROCESS BY ELIMINATION OF ALL LOSSES

AND TO REDUCE COST OF PRODUCTION THROUGH

SMALL GROUP ACTIVITIES ”

Focus on 16 Major Losses


PM Pillar

Objective : “TO ACHIEVE ZERO EQUIPMENT FAILURE AND DOWNTIME WITH MINIMUM MAINTENANCE COST”

Activities : SUPPORT & GUIDANCE FOR JISHU HOZENACTIVITIES

ZERO FAILURE ACTIVITIES

ESTABLISHMENT OF PLANNED MAINTENANCE STRUCTURE

LUBRICATION MANAGEMENT ACTIVITIES

SPARE PARTS MANAGEMENT ACTIVITIES

MAINTENANCE COST MANAGEMENT ACTIVITIES

PREDICTIVE MAINTENANCE IMPROVEMENT &

SHUTDOWN MAINTENANCE

ENHANCEMENT OF MAINTENANCE TECHNOLOGY AND SKILLS


ED Pillar

Objective : TO ELIMINATE PRODUCT DEFECT,EQUIPMENT FAILURE AND

ACCIDENT DUE TO LACK OF SKILL AND KNOWLEDGE.

TO MAKE EACH OPERATION & MAINTENANCE PERSONNEL AN

EXPERT IN OWN AREA.

TO DEVELOP MULTISKILL WORKFORCE.

Activities : TRAINING ON BASICS OF BOLTING,LUBRICATION,

HYDRAULICS, PNEUMATICS AND ELECTRICITY.

EVALUATION OF EFFECTIVENESS OF TRAINING.

IDENTIFY TRAINING NEED FOR MULTI-SKILL ACTIVITY & ORGANISE TRAINING.


QM Pillar

Objective : TO ACHIEVE AND MAINTAIN ZERO DEFECTS IN OUR PRODUCT

FOR TOTAL CUSTOMER SATISFACTION.

Activities : SET CONDITIONS FOR ZERO DEFECT.

MEASURE & INSPECT CONDITIONS AND ANALYSE TRENDS TO PREDICT POSSIBILITY OF DEFECT GENERATION.

MAINTAIN PARAMETERS WITHIN STANDARD VALUES BY TAKING PRIOR COUNTER MEASURES.


SHE Pillar

Objective : TO MAKE & MAINTAIN FACTORY A SAFE & CLEAN WORK PLACE

AND TO ENSURE “ ZERO ACCIDENT” WITH ALL EMPLOYEES

PARTICIPATION

Activities : Accident Reduction

Better Resource Management

Pollution Control

Hygiene Work Place


DM Pillar

Objective : Zero Losses in Process and Zero Waste in system.

Activities : New Product innovation

Value Mapping

Management Style Improvement

Better Work flow

Loss cost structure

Web Matrix

Vender development

Branding


Office TPM Pillar

Objective :

Zero Losses in Management and collaborative work

culture among all department.

Activities : 5S in Office

Financial and other supportive dept.

File Motion Study

Command time study

Productivity cultural study

Work Study


Sustenance Cycle

Sustenance CycleCRR

Communicate

Review / Audit Resistance Prevention


What should we communicate?

Communication levels:

1. Initiative Level

i. TPM Evolution

ii. Definition (Restoring original conditions, continuous improvement, change in the

working environment, daily maintenance activities)

iii. Benefits of TPM – self and organization

iv. Process of implementation

2. Organization level benefits

i. Problem

ii. Improvement

iii. Benefit

3. Actual workplace level – what change is to be incorporated

– Checklist, different method of working, different tools for work and its benefits


Resistance Prevention…

We come across several excuses for not sustaining the improvements.

Most of them can be categorized under the following:

1. Lack of understanding / awareness

2. Lack of motivation / recognition

3. Lack of interest / self benefit

4. Inability to accept change / complacence

5. Non-operational issues


Sustenance…

There are a variety of techniques we can employ to ensure

that our efforts are sustained:

• Development of policies and goals

• Create measurement tools

• Frequent assessments of current conditions to ensure they

are on target

• Creation of Process Improvement Teams to ensure that

these efforts are sustained and enhanced


Thank You !!!!

Any Question ?

Connect With Me @

Mobile :- +974 – 3370 8982

Email :- [email protected]

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