a paper on total productive maintenance
TRANSCRIPT
A
PAPER
ON
TOTAL PRODUCTIVE MAINTENANCE
BYAJAY KUMAR (Final T.C.)
9860043028
&
KANCHAN KUAMR (Final T.P.E.)
09921519684
D.K.T.E.S. Textile & Engineering Institute Rajwada, Ichalkaranji
ABSTRACT:
Today’s world is one of growing expectations, increasingly onerous regulatory constraints,
shifting technological paradigms and apparently endless and urgent reorganizations. In today’s
highly competitive market, cost effectiveness of an enterprise is plays vital role in manufacturing
process. Textile industry is the second largest industry in the world next to agriculture. Total
Productive Maintenance (TPM) is also a cost reduction tool used in industry particularly in
textile mills, where maintenance activities are key to the smooth running of the textile mill.
The requirement for optimal preventive maintenance using, for instance, just in-time (JIT) and
total quality-management (TQM) techniques has given rise to what has been called the total
productive-maintenance (TPM) approach.
.
The objective of TPM is to engender a sense of joint responsibility between supervision,
operators and maintenance workers, not simply to keep machines running smoothly, but also to
extend and optimize their overall performance. In this paper we will see that Total Productive
Maintenance (TPM) challenges the view that maintenance is no more than a function that
operates in the background and only appears when needed
INTRODUCTION
The philosophy of Productive maintenance is evolved, with the change in market conditions
and customer requirements time to time. TPM is a company-wide system developed to
maintain, monitor, and improve all capital assets of a company. For production it is a system
that maximizes equipment effectiveness and maintains product flow.TPM is not just about
“maintenance”. It is about getting the most overall benefit from your equipment over the life
of the equipment.TPM will not be an overnight success. Implementing it throughout a plant
correctly will take several years.
TPM is a innovative Japanese concept. The origin of TPM can be traced back to
1951 when preventive maintenance was introduced in Japan. However the concept of
preventive maintenance was taken from USA. Nippondenso was the first company to
introduce plant wide preventive maintenance in 1960. Preventive maintenance is the concept
wherein, operators produced goods using machines and the maintenance group was dedicated
with work of maintaining those machines, however with the automation of Nippondenso,
maintenance became a problem as more maintenance personnel were required. So the
management decided that the routine maintenance of equipment would be carried out by the
operators which is also called as Autonomous maintenance, one of the features of TPM .
Maintenance group took up only essential maintenance works.
Thus Nippondenso which already followed preventive maintenance also added Autonomous
maintenance done by production operators. The maintenance crew went in the equipment
modification for improving reliability. The modifications were made or incorporated in new
equipment. This lead to maintenance prevention. Thus preventive maintenance along with
Maintenance prevention and Maintainability Improvement gave birth to Productive maintenance.
The aim of productive maintenance was to maximize plant and equipment effectiveness to
achieve optimum life cycle cost of production equipment.
By then Nippondenso had made quality circles, involving the employees participation. Thus all
employees took part in implementing Productive maintenance. Based on these developments
Nippondenso was awarded the distinguished plant prize for developing and implementing TPM,
by the Japanese Institute of Plant Engineers ( JIPE ). Thus Nippondenso of the Toyota group
became the first company to obtain the TPM certification.
WHAT IS TPM?
A process which involves people from factory/office working together safely, in small organized
teams,to ensure and environment possible.
This recently-introduced maintenance strategy for plant and equipment usually
involves a change in the mind-set of personnel towards their job responsibilities. It requires
commitment to the programme by members of the upper level management team as well as
empowering employees to initiate corrective actions for defaulting aspects of the system or
process under their jurisdiction.
It can be considered as the medical science of machines. Total Productive Maintenance (TPM) is
a maintenance program which involves a newly defined concept for maintaining plants and
equipment.
TPM brings maintenance into focus as a necessary and vitally important part of the business. It is
no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of
the manufacturing day and, in some cases, as an integral part of the manufacturing process. The
goal is to hold emergency and unscheduled maintenance to a minimum.
WHY TPM?
TPM was introduced to achieve the following objectives. The important ones are listed below.
Avoid waste in a quickly changing economic environment.
Producing goods without reducing product quality.
Reduce cost.
Produce a low batch quantity at the earliest possible time.
Goods send to the customers must be non defective.
Involve equipment operators in the simple, day-to-day basics of equipment cleanliness
and checks to enhance employee ownership in maintaining and identifying equipment
problems immediately.
Basic Foundations of TPM
Everyday Maintenance
Periodic Maintenance
Instant Maintenance
Corrective Maintenance
Preventative Maintenance
Predictive maintenance
Pro-active maintenance
Autonomous Maintenance
Reliability Centered Maintenance
Motives of TPM
1. Adoption of life cycle approach for improving the overall performance of production
equipment.
2. Improving productivity by highly motivated workers, which is achieved by job
enlargement.
3. The use of voluntary small group activities for identifying the cause of failure, possible
plant and equipment modifications.
TPM Targets:
Obtain Minimum 90% OEE ( Overall Equipment Effectiveness )
Run the machines even during lunch. ( Lunch is for operators and not for machines ! )
Operate in a manner, so that there are no customer complaints.
Reduce the manufacturing cost by 30%.
Achieve 100% success in delivering the goods as required by the customer.
Maintain a accident free environment.
Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.
Uniqueness of TPM
The major difference between TPM and other concepts is that the operators are also made to
involve in the maintenance process. The concept of "I (Production operators)Operate, You
(Maintenance department ) fix" is not followed.
BENEFITS OF TPM
For the company
Higher Overall Equipment Effectiveness
Less “firefighting” to repair machines
Lower operating costs
Better able to meet commitments to customers
Improved ability to compete in the world marketpla
Increase productivity and OPE ( Overall Plant Efficiency ) by 1.5 or 2 times.
Reduce the manufacturing cost by 30%.
Reduce accidents.
Follow pollution control measures
Rectify customer complaints.
For employees
Less pressure on maintenance for urgent repairs
Less pressure on production to recover from breakdown losses
Better cooperation between maintenance, production, and other departments
Reduced chance of accidents
Higher job satisfaction
Improved job security
TPM IS A PARADIGM SHIFT
Old Attitude
TPM Attitude
“I operate, you fix”“I fix, you design”“I design, youoperate”“I operate, you fix”“I fix, you design” ”
“We are all responsiblefor our equipment,our plant, andour future”
MEASURE OF TPM
TPM success measurement - A set of performance metrics which is considered to fit well in a
TPM environment is overall equipment effectiveness, or OEE. For advanced TPM world class
practitioners, the OEE is converted to costs using Target Costing Management (TCM) where all
the manufacturing measurements are merged with the manufacturing costs to enable costs and
manufacturing indices to be translated easily. this allows management to drive all improvements
using cost drivers.
It incorporates three basic indicators of equipment performance and reliability. Thus OEE is a
function of the three factors mentioned below.
1. Availability or uptime (downtime: planned and unplanned, tool change, tool service, job
change etc.)
2. Performance efficiency (actual vs. design capacity)
3. Rate of quality output (Defects and rework)
TOTAL CALENDER TIME
ScheduledDowntime
SCHEDULED PRODUCTION TIME
Set-up Time
Availability
Available Operating Time
UnplannedReportedStoppages
Actual Operating Time
Minor Actual Production Time
UnrecordedStoppages
Throughput Rate
ReducedSpeed
Full Rate Production Time
Rejects andRework Quality Rate
In-Quality Production Time
OEE = Availability x Throughput Rate x Quality Rate
Causes of OEE
Improving OEE1. Measure the extent of the 6 big losses Breakdowns :-Setups and adjustment ,Idling and
minor stoppages,Speed,Quality defects and rework,Start-up (loss of yield),2. Analyze the causes (but focus your efforts )3. Develop solutions & create an improvement plan4. Set targets and estimate the benefits to OEE5. Carry out the plan
6. Establish measurements to monitor results 7. Repeat as necessary
Steps in introduction of TPM in a organization :
Step A - PREPARATORY STAGE :
STEP 1 - Announcement by Management to all about TPM introduction in the organization :
Proper understanding, commitment and active involvement of the top management in needed for this step. Senior management should have an awareness program, after which announcement is made to all.
STEP 2 - Initial education and propaganda for TPM :
Training is to be done based on the need. Some need intensive training and some just an awareness. Take people who matters to places where TPM already successfully implemented.
STEP 3 - Setting up TPM and departmental committees :
TPM includes improvement, autonomous maintenance, quality maintenance etc., as part of it. When committees are set up it should take care of all those needs and involve people from Maintenance; Production; Quality and Engineering.
STEP 4 - Establishing the TPM working system and target :
Now each area is benchmarked and fix up a target for achievement.
STEP 5 - A master plan for institutionalizing :
Next step is implementation leading to institutionalizing wherein TPM becomes an organizational culture. Achieving PM award is the proof of reaching a satisfactory level.
STEP B - INTRODUCTION STAGE
This is a ceremony and we should invite all. Suppliers as they should know that we want quality supply from them. Related companies and affiliated companies who can be our customers, sisters concerns etc. Some may learn from us and some can help us and customers will get the communication from us that we care for quality output.
STAGE C - IMPLEMENTATION
In this stage eight activities are carried which are called eight pillars in the development of TPM activity.
Of these four activities are for establishing the system for production efficiency, one for initial control system of new products and equipment, one for improving the efficiency of administration and are for control of safety, sanitation as working environment.
STAGE D - INSTITUTIONALISING STAGE
By all there activities one would has reached maturity stage. Now is the time for applying for PM award. Also think of challenging level to which you can take this movement.
Organization Structure for TPM Implementation :
Pillars of TPM
The pillars over which the TPM implementation is developed are:
1. Autonomous Maintenance - Autonomous maintenance is one of the unique features of TPM, which believes that individuals should be responsible for their own equipment and have to perform autonomous maintenance. Autonomous maintenance consists of cleaning, lubrication, retightening and inspection.
2. Kaizen - Gradual, incremental and constant improvement in process by involving everyone in an organization. It is a continuous program to improve quality and increase productivity. It is said that Kaizen has been one of the key ingredients in Japan’s competitive success in the world market.
3. Planned Maintenance - A planned maintenance schedule should be planned for timely replacement of components which is must for the effective operation of equipment and long life. This has to be followed by the maintenance team. In spinning mills, components like card wires, top roller cots require timely grinding and buffing respectively to keep them in good condition for the production of good quality slivers and yarns.
4. Quality Maintenance - It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is on eliminating non-conformances in a systematic manner, much like Focused Improvement. Transition is from reactive to proactive (Quality Control to Quality Assurance).
5. Education and training - Education and training are investments in people that yield multiple returns. Operative in each department must be trained, in such a way that they must improve the understanding about functions of their machines, early detection of abnormalities, ability to do improvements, on machines operated by them.
6. Office TPM - Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analyzing processes and procedures towards increased office automation.
7. Safety, Health and Environment (SHE) - 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. The target of SHE is Zero accident, Zero health damage and Zero fire.
Japanese Term English Translation Equivalent 'S' term
Seiri Organization Sort
Seiton Tidiness Systematize
Seiso Cleaning Sweep
Seiketsu Standardization Standardize
Shitsuke Discipline Self – Discipline
The People of Successful TPM
Difficulties faced in TPM implementation :
One of the difficulties in implementing TPM as a methodology is that it takes a considerable
number of years. The time taken depends on the size of the organization. There is no quick way
for implementing TPM. This is contradictory to the traditional management improvement
strategies. Following are the other difficulties faced in TPM implementation.
• Typically people show strong resistance to change.
• Many people treat it just another “Program of the month ” without paying any focus and also
doubt about the effectiveness.
• Not sufficient resources (people, money, time, etc.) and assistance provided
• Insufficient understanding of the methodology and philosophy by middle management
• TPM is not a “quick fix ” approach, it involve cultural change to the ways we do things
• Departmental barrier existing within Business Unit
• Many people considered TPM activities as additional work/threat.
Conclusion:.
Most manufacturing industries are fighting a war to survive! In to-days highly competitive
economy, business must face the challenge of continually improving the quality of the goods or
services. TPM may be the only thing that stands between success and total failure for some
companies
Today, with competition in industry at an all time high, TPM be the only thing that stands
between success and total failure for some companies. It can be considered as the medical
science of machines. One of the most important advantages of TPM is the improvement in the
Leadership environment. The level of satisfaction and morale among the personnel raises and a
feeling of “ownership” develop towards the equipment, the product and the company.
Total productive-maintenance (TPM) is a proven and successful procedure for
introducing maintenance considerations into organizational activities.
REFERENCES:
1. Productivity Press, Inc., P.O. Box 13390, Portland, OR 97213-0390
2. Robinson, Charles J., Ginder, Andrew P., "Implementing TPM", Productivity Press, Portland Oregon, 1995.
3. Society of Manufacturing Engineers, P.O. Box 6028, Dearborn, MI 48121
4. Steinbacher, Herbert R., Steinbacher, Norma L., "TPM for America", Productivity Press, Portland, Oregon, 1995.
5. Takahashi, Yoshikazu, and Osada, Takashi, "TPM", Asian Productivity Organization, Tokyo, 1990.6. Robert, J. (2002) Total productive maintenance (TPM),
7. Lee, K. (2002) Total Productive Maintenance (TPM),
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