TPM Introduction
TPM Introduction
Developmental stages of TPM
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Evolution of TPM
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TPM’s Origin at Nippondenso
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• TPM aims to create a system that maximises the overall efficiency of the production system
• TPM creates systems for preventing the occurrence of all losses . This includes systems for realizing “Zero accidents ,Zero defects and zero failures” in the entire life cycle of the production system
• TPM is applied in all functions - production , development , supply chain , HR etc
• TPM is based on participation of all members - top management to front line employees
• TPM achieved zero losses thru overlapping small group activities
What is TPM ?
Origin of “PQCDSM”
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TPM Implementation - Twelve steps Stage Step
1. Announce top management decision to introduce TPM
2. Launch education and campaign to introduce TPM
3. Create organisations to promote TPM
4. Establish basic TPM policies and goals
Pre
para
tory
pha
se
5. Formulate master plan for TPM development
Start of Introduction 6. Hold TPM Kick-off
7. Improve effectiveness of each piece of equipment
8. Develop an autonomous maintenance programme
9. Develop a scheduled maintenance programme for the maintenance department
10. Conduct training to improve operation and maintenance skills
Exe
cutio
n or
impl
emen
tatio
n
11. Develop early equipment management programme
Stabilization 12. Perfect TPM implementation and raise TPM levels
Stage StepQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1
2
3
4
5
Beg
inni
ng
of
intr
oduc
tion
6
7
7.1 Individual Improvement
7.2 Autonomous Maintenance
7.3 Planned Maintenance
7.4 Education and Training
8
9
10
11
Ste
ady
App
licat
ion
12 Application for TM Award
2002 2003
Drafting of Master Plan
Kick Off
2000 2001
Establishing systems for improvement in production
TPM Implementation Master Plan VDL
Pre
para
tion
for
Intr
oduc
tion
Act
ual
Intr
oduc
tion
Description
Declaration ceremony of TPM
Introduction
TPM Promotion Organization
Setting Basic Policy & Target
Safety Health and Environment
Initial Flow Control
Hinshitsu Hozen activities
Office TPM
Pre Audit
5 “S ”
T P MEIGHT PILLARS
EDUCAT TI RO A N I
NA IN ND G
KOBETSU K
AIZEN
OFFICE
TPM
EARLY
MGT.
SAFETY
&
ENV.
QUALITY
MAINT
PLANNED
MAINT
JISHU
HOZEN
• Clearing
• Organising
• Cleaning
• Standardising
• Discipline
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Foundations of TPM5S
A 5S Desk A 5S Stationary Box
Record Room Records Storage
A Storage area for Chemicals
Before After
Before After
• Carrying out Kaizens aiming at elimination of 16 major losses to improve production efficiency
• Losses -• 8 Equipment related Startup , Setup / Adjustment , Changeover , Minor stoppage Speed losses , equipment breakdown , defects and shutdown• 5 Manpower related Management, Motion , Line organisation , Failure to automate and measurement & adjustment• 3 Resources related Yield , Energy , Die / Jigs /Tools
Kobetsu Kaizen
Kobetsu Kaizen - 10 Step Approach
Select Model Equipment , Line or
Process
Organise Project Team
Understand present Losses
Set improvement theme and target
Draft Improvement Plan
Perform analysis and evaluate
countermeasures
Implement Improvement
Confirm Results
Confirm Results Take measures to prevent
recurrence
Horizontal replication
Big Nose Increase speed of Bignose machine Sandeep Binay, Sachin, Sharan
Big Nose Improve manpower productivity Sandeep Sharan, Upendra, Sanjay, Tushar
Big Nose Reduce Noise level Sandeep
Big Nose Implement JH step 4 by Feb 2003 Sandeep
Big Nose Reduce giveaway in bignose Sandeep
Big Nose Reduce bignose laminate wastage Sandeep
Big Nose Implement Jh step 4and 5 on Bignose machine Sandeep Upendra, Sanjay,
Tushar, Rathod
0
20
40
60
80
100
Reduction in inner laminate wastage
% 11.1 3 2.5 2
Wastage due to paper out problem % 3 1 1 0.5Wastage due to pouch placement % 3 1 1 0.5Roll Change % 1.1 0.5 0.2 0.1Spout fitting / Sealing Problem % 4 0.5 0.3 0.3
Reduction in outer laminate wastage
% 4.8 2 1.5 1Pouch Placement % 1.17 0.49 0.37 0Sealing % 1.06 0.44 0.33 0Photocell correction % 0.67 0.28 0.21 0Paper out % 0.60 0.25 0.19 0Cutting % 0.56 0.23 0.18 0Paper sticking % 0.74 0.31 0.23 0
Improvement in Availability % 87 90 93 95
Improvement in Performance Efficiency
% 82 85 90 95
Improvement in ROQP % 99 99.3 99.5 99.5
Reduce format changeover time Min 94278 65994.6 46196.22 32337.354
Reduce product changeover time Min 59501 35700.6 21420.36 12852.216
Stock - out reduction Min 58241 34944.6 20966.76 12580.056
Reduction in gross capital employment
Rs.Lakh 22 55 105 145
B 1.1 Mounting ro ller
B 1.3 Tension arm assembly
B 1.5 Adjusting roller
B 1.2 Guide ro ller
B1.4 Tension roller
B 1.6 Guide bearing
B 1.7Fould box
B 1.10 Side guard
A 1 Outer laminate
A 2 Pouch
B 2.1 Pusher
B2.2Fould Box plate
B2.3 Outer laminate
B 1 .13 End sealer
32202916212420571886
2001200
22003200
BMMQ-02
JQ-02
SQ-02
DQ-02
2003
man
hrs
ActualTarget
Future Plan.
1. Modify the cutter of Hassia 2 from simple Bladeto a better one to increase the life of the cutter.
2. Rectify the Web Controlling unit for itsmaximum utilization.
ACTION/FEEDBACK TO EQUIPMENT DESIGN
Equipment :Sachet m/c.Destination section : Subham Packaging,FaridabadAccepting Department : Subham Packaging,Faridabad
Production Engineering Section : Production
Prepared by : B.Sharma
Date : 15.08.02
At time of :Specification Concept
Basic DesignDetail Design
No. Date SourceA PriorltyB Problem/Request Action Date Action C Cause D Result Feed to E Details Person
resp.Remark
1 20.07.02 Designdept.(Ext
ernal
Incorporation
mandatory
Mounting holein the sprocketgetting oblong
DesignModif iedused duplexsprocket
01.07.02 ModifyStructure
Specification Change
ZeroFailure
This Machine/Subsequntand SimIlar
Models
Improve
reliability
BinaySharma
1. Fabrication dept, ( in house )
2. Fabrication dept. ( External )
3. Design dept. ( In house )
4. Design dept. (Esternal )
5. User dept.
1. Incorporation
2. Incorporation as faras possible
3. Referance requested
1. Modify structure./mechanism
2. Modify action / function
3. Modify control circuirty
4. Modify surface / heat treat
5. Modify mater ial/shape
A. Information source B. Priorty C. Action D. CationE . Feed backdest ination
1. Planning error
2. Design error
3. Fabrication error
4. Specificaton change
1. This machineonly
2. This machine /subsequent models
3. This machine /subsequent andsimilar moels
1. Increase process capacity
2. Increase capacity
3. Improve reliablity
4. Improve maintainabil
5. Improve cost- effectiveness
6.
7. Improve operatabiliyy
F.Feed back details
After
Before
Singlesprocket
Duplexsprocket
1
2
3
4
5
6
7
8
9
10
• Lack of ownership of operators of their machines• Lack of knowledge about the operating mechanism of machines• Large Nos of defective Tablets• Low operational reliability
Jishu Hozen
I RUN IT, YOU FIX IT
I RUN IT, I FIX IT
JH CONCEPT
• Inculcate ownership of machines by Operators• Develop machine competent Operators• Increase morale of employees
APPROACH
• The 7 STEP approach of Jishu Hozen by JIPM
!7 -8 % 7 -8 -8 9 �& 8 : ��& ; 8 �:,< -�!:8 % �=>�& 8 :�:?@
JISHU HOZEN
WORKPLACE ORGANIZATION AND HOUSEKEEPING-STANDARDIZATION
GENERAL INSPECTION
AUTONOMOUS INSPECTION
FULLY IMPLENMENTED AUTONOMOUS MAINTENANCE PROGRAM
SAFETY
INITIAL CLEANING
ELIMINATE SOURCES OF CONTAMINATION AND INACCESSABLE AREAS
CREATION AND MAINTENANCE OFCLEANING AND LUBRICATION STANDARDS
01
2
3
4
5
6
7
Countermeasures against forced deterioration
In a hard to clean & maintain area, forced deterioration caused breakdowns. Rerouting of pipes made cleaning, maintenance & inspection easier
BEFORE AFTER
AFTERAFTER
BEFOREBEFORE
AFTER
BEFORE
KAIZEN : For easy inspection
IDENTIFICATION OF BLOWER RUNNING
IDENTIFICATION OFWORKING RANGE
ROLL MILL GAP ADJUSTMENT
POSITIONING OF MIXER TROLLY & WEIGH HOPPER
AUTONOMOUS MAINTENANCE DEVELOPMENT
REGULATING THE FLOW MOTOR & CONVEYOR RUNNING STATUS
Visual Control Systems
DIRECTION ARROWS
VCS for motion of Spiral conveyorPipe line naming & valve marking
Ref.: 5 - 21
• Realize efficiency in maintenance department to eliminate 6 major losses
• Increase in MTBF and reduction in MTTR.
• Gradual move from Breakdown maintenance to Corrective maintenance to Preventive maintenance to Predictive maintenance
Planned Maintenance
Practice preventive maintenance(PM)based on maintenance calendar
Select maintenance method
Draft standard equipment maintenance procedure
Failure Reduction Activity
ESTABLISHMENT OF PLANNED MAINTENANCE SYSTEM
Rank equipment criticality
Select the equipment parts to be maintained
8 Pillars in Maintenance Activities Activity Aim MQ 03 JQ SQ DQ MQ'04 JQ
1 Support and guidance for Jishu-Hozen activities
Early improvement of fugai and faulty places of Jishu-Hozen activities
Support of maintenance skill enhancement of Jishu-
2 Zero Failure activitiesReduce failures of entire plant to less that 10 %
Thoroughly implement measures to prevent recurrance
3 Establishment of planned maintenance structure
Review maintenance management systemClassify equipment improtanceEfficient implementation such as maintenance planning
4 Lubrication Management activities
Eliminate failures caused by lubrication failureConsolidate oil types and reduce consumption and storage space
5 Spare parts management activites
Cost reduction in dispensing , replenishment and managementReduce to a necssary minimum types
6Maintenance cost management activities
Establish system enabling actions for maintenance cost reduction
7Research of Predictive Maintenance Improve SDM
Restore equipment functions and performance to assure operation till next time-based maintenanceFrom (TBM & BM )to CBM &TBM)Shorter SDM period
8Enhancement of maintenance technology and skills
Predcitive maintenance diagnostic technology and skills and analytical techniques can ce handled
Control of Generating
Support of 4 -evil
Standard Lubrication
Implement visual controls etc
Train Train maintenance
History Cards & B/d froms
Meeting w ith J-H
MTBF analysis
FMEA and PM analysis
Prepare and implement TBM and CBM schedule
Implement and Monitor TBM and CBM
Classif ication of equipment
Preperation of BC Panels
Establish Lubrication Standard
Unilfy Oil types
systemize Purchasing
Install Oil Station
KANBAN
Review Spares Criteria
Systemize purchasing systrem
Implement Maint. Cost Management System
Implement and grasp maint. Cost stratif ication management
Establish and execute SDM
Research of predictive maintenance and move
Shorten SDM
Establish Training porgram w ith Vendors, inhouse training etc.
8- PILLAR JIPM APPROACH TO
PLANNED MAINTENANCE
Degree of deterioration
TBM
Breakdown
Forced deterioration
Life extended 1
Life extended 2
Kaizen on weaknesses(CM)
Inspection
Restoration
Standard
Limit line
TimeNakano San’s Philosphy - Concept of Zero breakdown
Predictive maintenance
(measurem
ent diagnosis of deterioration)
RESTORATION
BASIC CONDITION20KM/L
DETERIORATION10KM/L
IMPROVEMENT25KM/L
� EARLY MANAGEMENT� KAIZEN
� JH ACTIVITIES� PLANNED MAINT.� E & T� KAIZEN
RESTORATION
� JH ACTIVITIES� PLANNED MAINT.
• Shortens trials period for new products introduction (Early Product Management) and achieve First Time
Right
• Design machines - easy to operate and process easy to run (Early Equipment Management) and achieve Vertical startup.
Initial Flow Control
• Achieve zero defects through required equipment maintenance
• Establish conditions that will prevent the occurrence of defects
• Control conditions that will cause defects.
Hinshitshu Hozen
• To Raise skill level of employees through TPM activities• Promotion of TPM activities
Education & Training
Office TPM• Render service and support functions to manufacturing
departments with zero defect.
SHE• Aim - Zero accident and zero pollution
Tools & Techniques
• Why-Why (WW) analysis.• Why Why Because Logical Analysis (WWBLA)• Physical - Phenomena Mechanism (PM) Analysis• Eliminate Combine Reduce Simplify (ECRS)• Industrial Engineering Techniques (IE)• One Point Lessons (OPL)
��������Equipment : Guillotine cutter
Problem :Bar cutting cylinder does not operate smoothly on Startup day (Monday )
Why Answer Action
Why is operation not smooth Moisture in Air line Remove the moisture
Why moisture in cylinderNo filter provided in air line Provided filter
Why excess moisture on start up only
Air drier not switched on after Switched on Air drierstarting air compressor
Why air compressor not switched on Electrician forgot Instruct the electrician
Why electrician forget No interlock between Interlock the Air drier and compressor and Air drier compressor
Why Why Analysis
WWBLA Analysis
PM Analysis
Last Bottle Out First Bottle Out
Product Changeover Time
Internal Activity
More Parallel Tasks
ExternalActivity
ExternalActivity
ECRS : SMED technique
Plan and organize in advance
Work together
Suppress adjustment and trials
ECRS : SMED technique
Packer table made adjustable
Before After
Use of Industrial Engineering – Motion study
Use of One Point Lessons
Hindustan Lever Limited - Khamgaon Factory
TPM - One Point Lesson
DateThe
me
Cla
ssif
icat
ion
No
Basic Knowledge
Improvement Cases
Trouble Cases
DeptMgr
DeptOff
GrpLdr
PrepBy
Act
ual
Res
ults
DateExecuted
Teacher
Student
Safe handling of filled cylinder
No Why : Wrong handling can cause body leak & thus sa fety risk
Know: Don’t Roll Gas Cylinders
M. Anand Bhaskar
21.2.02
TPM in Sales
How will TPM help generate value in Sales?
Field Depot Br.Office
Sales (Vs Target)Value = -------------------------
Cost and Time
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TPM IN SALES
Value creation across the sales value chain
• Process efficiency• Manpower productivity
• Visibility
• Customer Service
•Delivery efficiency•Stock availability
• Market coverage• Stock availability
Outlet leadershipService Leadership
RS RetailBranch Depot
Growth Vision
Sales
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KA
IZE
NPolicy Deployment
5 - S
TPM
Policy Deployment Approach - Sales Business
ExpectationsBenchmarking
aSHE Issues Loss / Cost
Matrix
Key Branch targets (PQCDSM) - 3 yrs
Six Pillar Targets
KK JH E & T SCM IFC SHE
Task Force Circle TargetsREVIEW
MECHANISM
Major Themes
Minor Themes
4 Loss Category & description of Losses
Financial Losses
• Overheads• Sales tax Surprise Liability• Bouncing• Support Expenditure • Logistics • Stock related
•Case fill and line fill•RS Stock availability index•Delivery loss
Service Losses
Manpower Loss•Manpower availability loss•Down time loss
Sales Losses
• Coverage loss• Visibility and Merchandising loss • Line / Value per line losss
3 3
26
Branch Depot Field KK AM SCM E & T IFC SHE P Q C D S M
1.1 Coverage % RSM ASM � � � � � �
1.2 Visiblity and Merchandising ASM � � � � �
1.3 Line / Value per Line Rs RSM ASM � � � �
2.1 Case Fill Line Fill % RSM LM ASM � � � � �
2.2 RS SAI % LM ASM � � � �
2.3 Delivery % LM ASM � � � � �
3.1 Manpower Availability Hrs/Day HRM ASM � � �
3.2 Downtime Hrs/Day RSM/HRM ASM � � � � �
4.1 Overheads Rs RCM ASM � � �
4.2 Sales Tax Surprise Liability Rs RCM ASM � �
4.3 Bouncing Rs RCM ASM � � �
4.4 Support Expenditure Rs RCM ASM � � �
4.5 Logistic Rs RCM LM ASM � �
4.6 Stock Related Rs RCM LM ASM � � �
Major Minor
Loss Category linkage to functions & pillars
Sr.No Major losses
Sub Losses Unit Functional Owner Pillar Owner Target Linkage
4
3
2
1Sales Losses
Service Losses
Manpower Losses
Financial Losses
TPM - Journey from Excellance to World Class
WorldClass
Thanks
TPM CULTUREScore
I KNOWLEDGE 1 to 51. How many TPM instructors/Trainers on advance tools have we developed?2. How much % of our employees have gone through Step-4 training?3 How much % of our employees individual training needs identified/monitored?4 Have we developed/implemented test procedures for general/specific job skills?5 How many worker teachers have been developed so far?6 How much % of employees have upgraded their skills from 2 to 3 (or) 3 to 4 levels during the last 2 years?7 Do we have a system of review of plans(from TINS) bridging the gaps in skills?
II PARTICIPATION / INVOLVEMENT1 How many circles do carry out regular AM activity at their workplace?2 How much % of employees write suggestions/OPLs/Kaizens?3 Are we implementing Kaizens/making efforts to improve participants?4 How many circles do meet weekly? Are we following up/facilitating training at these meetings?5 Are we encouraging excellent visual control/management initiative, model creation, TTC activities in the last 6 months?6 Do we have clarity in PQCDSM targets for circles cascaded down and a regular review system in place?
III REWARD/RECOGNITION 1 Do we have regular 5S audit and reward mechanism in place?2 Are we having regular Kaizen/OPL/MP sheets rewarding ceremony?(atleast once in a Quarter)
3 Do we have clear link of promotion/merit rewarding (annual) based on performance?
4 How much % of employees have presented activity boards to VIPs/Sr.Managers?
6 Do we have newsletters/displays highlighting individual/group performances?
TPM CULTUREScore
IV. PROCESS / RESULTS 1 to 51 Is the PQCDSM targets set by the factory aligned to business needs/world class benchmarks?2 Do we have stretched targets/significant improvement plans like (a) Achieve 90%- OEE (b) double the speed ( c) in house machine development(LCA) (d) 20-30% cost reduction (e) Zero incident injuries & so on?3 Do we have a system of capturing feedback from visitors & actions on these?4 How are processes linkage to the results during last few years?5 How do you rate the achievement of results in your units? What is the level of morale/motivation of the employees?6 Are our activities oriented always towards loss/cost improvement?7 How many Kaizens repacated from other lines/factories?
V TOP MANAGEMENT COMMITMENT1 Do the Senior Management review ask questions on TPM/progress & facilitate?2 Do the TPM steering committee meet every month to review pillar/circulate activities results/processes?3 How many Managers/Officers do take part in regular AM activities(daily/weekly) with the circles?
4 Do we have required resources/organisation/training inputs in place?
5 Do we have regular AM step audits (by circle leader/TPM Secretariat & the by the FMs) for the circles?6 Are there regular events like zero breakdown week/OPL week so on & so forth?7 Do the managers point out /address abnormality while on shopfloor?
* Score Criterion : Not Good-1; Average-2; Satisfactory-3;Good-4; Very Good-5
Classification TQC TPM
Pupose
Objects of management
Means of attaining goals
Development of personnel
Small-group activities Voluntary circle activities
Targets PPM order quality
Unification of formal organization-based activities and small group activities
Thorough elimination of losses and waste ( Inclination toward zero)
Systematization of control (Systematization, standardization)- Software oriented-
Realization of the ideal conditions of the workshop and actual goods - Hardware oriented -
Centered on control technolody (QC method)
Centered on inherent technology (Equipment technology, maintenance skills)
Structural improvement of enterprises (Improvement of business achievements, creation of a pleasant work environment)
Structural improvement of enterprises (Improvement of business achievements, creation of a pleasant work environment)
Quality(Emphasis on output and results)
Equipment ( Emphasis on input and causes)
Comparison of Characteristics of TQC & TPM
PM - Maintenance
Classification ActivityOperation Maintenance
Correct operationSetup and AdjustementCleaning , adress latent defectsLubricationRetighteningRoutine inspectionMinor repairPeriodic inspectionPeriodic examinationTime based overhaulTrend controlLLFUnscheduled overhaulEarly detection of failure and quick repairSporadic repairEnhancement of material strengthReducton of loadEnhancement of accuracyDevelopment of condition monitoringImprovement of inspection workImprovement of maintenance workEnhancement of maintenance quality
Responsibilty
Normal operation
Routine maintenance
Corrective maintenance (reliability)
Corrective maintenance (maintenability)
Periodic maintenance
Predective maintenance
Breakdown maintenance
AM AND PM MAINTENANCE ACTIVITIES CLEARLY DEFINED
Date of Commisn:
Date Problem Details Probable Causes Materials Consumed Qnty.
Man hrs. worked
Material Cost
Manpower cost Remarks
Details :-
Model No:
NAME OF EQUIPMENT :- Area:
Sr.no
Supplier:Date of manufacturing:
Plant :
Make:
Asset No.:
VDL -EQUIPMENT HISTORY CARD
A B CCBM L L F RemarkSr.No. Equipment List
Rating TBM
Ranking of Equipment and Maintenance systems
Sr.No. EquipmentW1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4
1 Super Chilling No 1 M S M M M M M M S M M M
2 Super Chilling No 2 M S M M M M M M S M M M
3 Cold Well Pump 1 M M M M M M M M M M
4 Cold Well Pump 2 M M M M M M M M M M
5 Hot Well Pump No 1 M M M M M M M M M M
6 Hot Well Pump No 2 M M M M M M M M M M
7 Water Chilling Plant 1 M S M M M M M M M S M M
8 Water Chilling Plant 2 M S M M M M M M M S M M
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CHILLING PLANT (TSP)SEP OCTMAY JUNE JULY AUGJAN FEB MAR APRIL
MAINTANANCE SCHEDULE (TSP Crutcher)
SR.NO. EQUIPMENT NAME.
EQUIPMENT NO. RESPONSIBILITY REASON
WORK INSTRUCTION FRQUANCE JAN FEB MAR APRI MAY
101 HOT WELL PUMP- A 232069 S.V.SALVI VDL/TSP/M101 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23102 HOT WELL PUMP- B 232070 S.V.SALVI VDL/TSP/M102 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23103 OPEN CRUTCHER PUMP-A 236343 M.L.BHOSLE VDL/TSP/M103 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23104 OPEN CRUTCHER PUMP-B 236344 M.L.BHOSLE VDL/TSP/M104 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23105 MAZZONI PLODDER 209008 M.L.BHOSLE VDL/TSP/M105 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23106 RECUBRATOR- A 206005 M.L.BHOSLE VDL/TSP/M106 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23107 RECUBRATOR- B 206004 M.L.BHOSLE VDL/TSP/M107 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23108 MAZZONI BLOWER 240091 M.L.BHOSLE VDL/TSP/M108 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23109 Service dry Vaccum pump-A 227013 S.V.SALVI VDL/TSP/M109 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23110 Service dry Vaccum pump-B 227014 S.V.SALVI VDL/TSP/M110 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23111 Water eing. Vaccum pump 227935 S.V.SALVI VDL/TSP/M111 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23112 Colling tower pump- A S.V.SALVI VDL/TSP/M112 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23113 Colling tower pump- B S.V.SALVI VDL/TSP/M113 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23114 CLOSED CRUTCHER PUMP-A M.L.BHOSLE VDL/TSP/M114 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23115 CLOSED CRUTCHER PUMP-B M.L.BHOSLE VDL/TSP/M115 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23116 CR-4 CERCULATION PUMP S.B.PAWAR VDL/TSP/M116 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23117 SCRAP BOILING TRANSFER PUMP M.L.BHOSLE VDL/TSP/M117 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23118 OPEN CRUTCHER- A M.L.BHOSLE VDL/TSP/M118 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23119 OPEN CRUTCHER- B M.L.BHOSLE VDL/TSP/M119 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23120 CLOSED CRUTCHER- A M.L.BHOSLE VDL/TSP/M120 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23121 CLOSED CRUTCHER- B M.L.BHOSLE VDL/TSP/M121 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23122 CLOSED CRUTCHER- C M.L.BHOSLE VDL/TSP/M122 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23123 FEED PUMP M.L.BHOSLE VDL/TSP/M123 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23124 HEAT EXCHANGER- A 249001 M.L.BHOSLE VDL/TSP/M124 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23125 HEAT EXCHANGER- B 249002 M.L.BHOSLE VDL/TSP/M125 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23126 BAROMATRIC CONDENSER-A250018 M.L.BHOSLE VDL/TSP/M126 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23127 BAROMATRIC CONDENSER-B250017 M.L.BHOSLE VDL/TSP/M127 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23128 FEED TANK 237075 M.L.BHOSLE VDL/TSP/M128 YEARLY 10129 COUSTIC STORAGE TANK-A 237085 M.L.BHOSLE VDL/TSP/M129 YEARLY 10130 COUSTIC STORAGE TANK-B 237084 M.L.BHOSLE VDL/TSP/M130 YEARLY 10131 COUSTIC STORAGE TANK(48%)237083 M.L.BHOSLE VDL/TSP/M131 YEARLY 10132 CR-10 HOT WATER TANK 237082 M.L.BHOSLE VDL/TSP/M132 YEARLY 10133 CODEX TANK 237081 M.L.BHOSLE VDL/TSP/M133 YEARLY 10134 DFA BLEND CR-13 A 237079 M.L.BHOSLE VDL/TSP/M134 YEARLY 10135 DFA BLEND CR-13 B 237080 M.L.BHOSLE VDL/TSP/M135 YEARLY 10136 SCRAP PER GEAR BOX M.L.BHOSLE VDL/TSP/M136 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23137 COUSTIC BLENDING TANK 250033 M.L.BHOSLE VDL/TSP/M137 YEARLY 10138 SALT MELTING TANK 250032 M.L.BHOSLE VDL/TSP/M138 YEARLY 10139 SCRAP BOILING TANK-A 237073 M.L.BHOSLE VDL/TSP/M139 YEARLY 10140 SCRAP BOILING TANK-B 237074 M.L.BHOSLE VDL/TSP/M140 YEARLY 10141 HEAT EXCHANGER CIRCULATION PUMPS.B.PAWAR VDL/TSP/M141 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23
Location:Done By:
Sr.No. Frequency of check1 Y
2 Y3 M4 M5 M
6 Y7 Y
8 M9 M
10 Y
11 Y12 M13 M14 M
Sign of Officer
MOTOR UNLOAD CURRENT
MOTOR ON LOAD CURRENT
MOTOR FOUNDATION
CABLE GLANDMOTOR EARTHING
COOLING FAN
No. of Hrs
PH TO PH
DEBEARING CONDITION
Spares consumed :
IR VALUE
WDG. RESISTANCEPH TO E
MOTOR TERMINALSTERMINAL CONNECTOR
NDEFAN COVER
END COVERSDE
NDEBEARING LUBRICATION
Date:
Description Remarks
CHECKLIST FOR MOTOREquipment No.
VD L/D F A/W I - 02 RE V 0 0 – HIG H P RE SS UR E P UMP M AIN T .
P urpose – P rec autio ns to be ta ke n w hile do ing maint. jo b o n H.P . pump
S co pe - T his procedure is applicable for h.p. pumps .
F requency – As on w hen re quired.
R espons ibility – E ng ineering o ffic er and fitter
D eta il o f opera tion -
1 – S hut the pump
2 . S hut suc tio n a nd discha rge va lve o f pump
3 . D ra in line a t suc tio n and disc harg e through dra in po int.
4 . S hut low pressure feeding pump.
5 . Iso la te pump e lec trica lly and remo ve fuses . Be fore s tarting pumpma int. ,ensure pump is no t ge tting s tart.
6 . E nsure discha rge va lve is no t pass .
7 . Info rm opera tor a bo ut yo ur job.
8 . T ake ins tuc tion fro m o fficer w ha t job is to be do ne .
9 . W ea r require d PP E befo re opening o f pump.
10.Use proper to o ls for ma int.
P re pa re d by R ev ise d by A utho rise d b y
Sr. No. Break Down Date Start Time End Time TTR T.B.F. Remark
Equipment Name:
Equipment Name Type
RPM
RPM
RPM
RPM
RPM
1 2 3 4 5 6
Inspection Period
Measuring location
Date 5 61 2 3 4
Bearing No
Initial value Reading
Measuring Location
Horizontal
Vertical
Spike Energy Remarks
AreaSchematic Dig
VDL - IRD Reading Sheet Plant
Bearing No
Bearing No
Bearing No
Bearing No
1 2 3 4 5
6.1.2 APPROACH OBJECTIVES, TARGETS & MASTER PLAN
PM ACTIVITIES TO IMPROVE MACHINE
AVAILABILITY
MAINTENANCE COST REDUCTION
ASSISTANCE TO JH ACTIVITIES
CORRECTIVE MAINTENANCE
ACTIVITIES FOR ZERO BREAKDOWN
PM PILLAR ACTIVITIES