COMPANY PROFILE

ROOTS INDUSTRIES LTD (RIL) is a leading manufacturer of horns in India and the

11th largest horn manufacturing company in the world, Head quartered in Coimbatore, India.

ROOTS have been a dominant player in the manufacture of Horns, Casting products,

Industrial cleaning machines, Precision products and other products like Electronic Horns,

Brake Shoes, Brake Pads, Halogen Lamps, Relays, Melody Makers, Roots Parking Guide

System, Piston & Rings, Flashes, etc.,

Since its establishment in 1970, ROOTS had a vision and commitment to

produce and deliver quality products adhering to International standards. With a strong

innovative base and commitment to quality ROOTS has occupied a key position in both

International and domestic market as suppliers to leading OEMS and aftermarket.

Now RIL is the first Indian and first manufacturing company in the world to get

ISO / TS 16949 Certification based on effective implementation of QS 9000 Certification and

VDA 6.1 Certification. Other certifications like E – Certification from Europe, ISO 14001

Certification, and Q1 Certification add crowns to it.

Their competitors includes Bosch, Lucas-TVS, Minda Industries, Harley & Co,

Vibrant Auto components, National Electric company, etc.,

Its customers include the massive automobile giants like Mercedes, Ford, Mitsubishi,

Mahindra & Mahindra, Toyota, Fiat, Tata Motors, Bajaj Tempo Ltd, Kinetic Honda, TVS,

Leyland, etc.,

TPM IN ROOTS:

ROOTS have its strong desire in producing world quality products compete in the

global market. It has assigned a lot of R&D activities to deliver high quality and innovative

products satisfying the needs of its customers. To make it true, ROOTS has been involved in

various activities like 5S, KAIZEN, ISO, etc. And to add a few to its milestone TPM activity

has been started in ROOTS since 2005. The divisions of ROOTS experimenting TPM are

RPCL, RMCL, ROOTS Component Division and ROOTS Horn Division. Now the ROOTS

Industries are at KICK-OFF stage in implementing TPM.

This project involves in the implementation of TPM in Model machine – PRESS

MASTER PSPR20. Primarily 5s is the base and we found problems cannot be clearly seen

when the work place is unorganized. Cleaning and organizing the workplace helps to uncover

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problems and making problems visible is the first step of improvement. Next we have to be

involved in TPM in analyzing the machine, rectifying the sources of contamination,

abnormalities in equipments, their counter measures, fixing Tentative Standard. Our main

goal is to increase the OEE which would increase productivity, Reduce maintenance cost,

Improve reliability and maintainability, eliminating the defects at source through active

employee participation.

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Assembly

Mechanical components Electrical components

Electric horn

Accessories

Front cover plates, Back cover plates, Diaphragm plates

Pressing

Stamping

Testing

Painting

Quality Checking

Packing

To Markets

Coils

Coil winding

Coil Testing

Fasteners,Insulators, Conductors

Testing

Scraps

PROCESS LAYOUT

TPM MODEL MACHINE

The machine PSPR 20 is a pressing machine 30 ton capacity used upto 400 strokes

per minute. This machine comprises of auxiliaries such as decoiler, straightner and scrap

cutter. The machine is powered by an electric motor and operates with the assistance of

pneumatic devices, centralized electrical control system. Machine is a self lubricating at an

interval of one working hour. Decoiler decoils the sheet metal strip wounded as a coil and the

straightner straightens the sheet metal strip by the use of consecutive rollers. The decoiler and

straightner are controlled by using cam limit switches. The feeder unit feeds the sheet metal

at every stroke and actuated by pneumatics. Scrap cutter cuts the out coming strip from the

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press for easy handling. The various process involved are piercing and blanking. The

machine consists of gauges and meters for monitoring.

This machine is used for making the Diaphragm plates, front cover plates and back

cover plates by pressing. The sheet metal coil of required dimensions is fed through the

interchangeable dies of this machine. This machine produces from 1to 5 plates according to

the thickness required per stroke.

MACHINE NAME : PRESS MASTER MACHINE NO : PSPR 20

CAPACITY AT 20 CRANK ANGLE BEFORE BDC. : 30 Tonnes STROKE : 25 mmSHUT HEIGHT FROM BOLSTER : 250 mmRAM ADJUSTMENT : 40 mmTABLE FACE : 560 mm X 300 mmBOLSTER THICKNESS : 90 mmHEIGHT OF TABLE SURFACE FROM FLOOR : 800 mmSTROKE PER MINUTE : 100 - 400 FLYWHEEL ENERGY AT 100 SPM : 200 mkgMOTOR ( Variable spped drive ) : 7.5 kw / 0- 1200 rpmELECTRICAL SUPPY : 415 v , 3 ph. , 50 HzAIR PRESSURE : 5.5 BARAIR CONSUMPTION AT NTP PER CLUTCH OPERATION : 7.5 Lit.APPROXIMATE WEIGHT : 4000 kgs

FEATURE HIGHLIGHTS

CRANKSHAFT RUNS IN ANTI - FRICTION BEARINGSCONNECTING ROD RUNS IN ANTI - FRICTION BEARINGSRECIRCULATING FLOOD LUBRICATION" TURCITE " LINED 8 POINT SLIDE GUIDEWAYSMAIN MOTOR FWD-REV. THRO' ANTI - PLUGGING SWITCH

TPM MODEL MACHINE

4

Clutch unitRam unit

FRL

Scrap

cutter

Panel

CounterLub unit

Feeder

PSPR 20

Machine Photograph

Step - 0

5

TAG CLASSIFICATION

OVERALL EQUIPMENT EFFECTIVENESS (OEE)

OEE = Availability x Performance Efficiency x Rate of Quality product

OEE is just a number for relative comparison of equipment performance. The

real benefits come from using the factors of OEE, which lead to root cause analysis and

eliminating the causes of poor performance. It’s all about collecting, trending,

Performance Efficiency is given by

Performance efficiency =Rate efficiency x Speed efficiency.

7 Types of abnormalities

155

164

57

7 7 13 3

Minor f law s

Un fulf iled basic condition

In accessable places

Contamination sources

Quality defect sources

Unnecessary & non urgent items

Unsafe places

Total - 406 Tags

pending - 5

6

Rate efficiency (RE): Actual average cycle time is slower than design cycle time

because of jams, minor recorded stoppages, small problems and adjustment losses etc. Hence

output is reduced due to this.

Speed (rate) efficiency (SE): Actual cycle time is slower than design cycle time because

of high vibration etc. and hence output of the machine is reduced.

Rate of quality products (yield): It is the percentage of good parts out of total produced.

OVERALL EQUIPMENT EFFECTIVENESS (OEE) MODEL CACLULATION

OEE = A x PE x Q

PE=QUANTITY PRODUCED/ (SPM * PRODUCTION TIME)

A= (TOTAL AVAILABLE TIME - NON VALID TIME)/ TOTAL AVAILABLE TIME

Q=NO OF QUALITY PRODUCTS/QUANTITY PRODUCED

Day Shift C.NO PE % PE/Shift %

02/07 1 906025 76 76

For 2/7/09 OEE DATAS 1st shift

• Availability %=455-155/455=73.95%• Q=14000/14000=100%• Performance Efficiency =14000/(80*230)=76%• OEE =0.76*0.7395*1=50.41%

Day Shift Total

time

(min) Tea time

(min)

Training

time

(min)

Availab

le Time

(min)

Down

Time

(min)

Availability % Performance

efficiency %

Quality

factor %

OEE

%

02/07 1 480 25 - 455 155 73.95 76 100 50.1

For 2/7/09 OEE DATAS 2nd shift

PLANNED DOWN TIME

7

• Availability %=460-95/460=79.35%• Q=13680/13680=100%• Performance Efficiency =13680/(60*300)=76%• OEE =0.73*0.7935*1=62.68%

Day Shift Total

time

(min) Tea time

(min)

Training

time

(min)

Availab

le Time

(min)

Down

Time

(min)

Availability % Performance

efficiency %

Quality

factor %

OEE

%

02/07 2 480 20 - 460 95 79.35 73 100 62.68

For 2/9/09 OEE DATAS 1st shift

• Availability %=455-80/455=82.41%• Q=20100/20100=100%• Performance Efficiency =20100/(65*375)=79%• OEE =0.82*0.79*1=65.36%

Day Shift Total

time

(min) Tea time

(min)

Training

time

(min)

Availab

le Time

(min)

Down

Time

(min)

Availability % Performance

efficiency %

Quality

factor %

OEE

%

02/09 1 480 25 - 455 80 82.41 79 100 65.36

TABLE – 8

CLRI IDENTIFICATION

PLANNED DOWN TIME

PLANNED DOWN TIME

8

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 160

50100150200250300350400450500

TAGS IDENTIFIEDTAGS COMPLETED

CUMMULATIVE TAG MATRIX FLOW

9

CLRI TIME REDUCTION

UNIT AREA CLEANING TIME IN MINUTES

TIME SAVED IN MINUTES

BEFORE JH

AFTER JH

Decoiler Bottom leg & coil holder

3 3

Fan motor cover 5 3 2Motor 2 2Belt cover 5 2 3Total 15 10 5

Straightener Removing cover 40 bolts

45 3 42

Fan motor cover 5 0 5Motor 2 0 2Bottom cleaning 2 2Top side 5 5Total 59 10 49

Press FRL 2 2Oil filter 1 1Oil pump unit 2 2Feeder unit 4 1 3Left column 7 7Control panel 1 1Right column 2 2Air circuit 2 2Air reservoir 25 1 24Lubrication motor fan

6 3 3

Machine frond end

2 2

Ram side 5 5Bolster plate 3 1 2Fly wheel 240 2 238Fly wheel cleaning

6 6

Total Time 308 38 270

Scrap cutter unit

Scrap cutter unit 5 2 3

Total Time 387 60 327

10

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 160

50

100

150

200

250

300

350

400

TAGS IDENTIFIED

CLRI TIME REDUCTION CHART

Before TPM After TPM0

50

100

150

200

250

300

350

400

450

387

60

Before TPM After TPM

CUMMULATIVE REDTAG MATRIX FLOW

CLEANING TIME

11

Before TPM After TPM0

5

10

15

20

2522

0.5

INSPECTION TIME

INSPECTION TIME

FIG – 15

12

13

14

15

16

May-09 Jun-09 Jul-09 Aug-0905

101520253035404550

20

4440

13

Kaizens Implemented

DATAS BEFORE JH STEP-0 STEP-1 STEP-2

ACCIDENTS 0 0 0 0

ACCIDENT DATAS:

BREAK DOWN DATAS:

Break Down BEFORE JH STEP-0 STEP-1 STEP-2

17

Hours 17.2 10.8 13.1 7.66

Break Down

0

5

10

15

20

BEFORE JH STEP-0 STEP-1 STEP-2

Tim

e i

n h

ou

rs

QUALITY RATE CALCULATION:

Before JH activity (Jan-09):

Total number of components produced per month = 5,62,000

Total number of defective components in Dec month =230

QUALITY FACTOR = Q=NO OF QUALITY PRODUCTS/QUANTITY PRODUCED

Q =(5,62,000-230)/ 5,62,000 = 99.959%

NUMBER OF DEFECTIVE PRODUCTS

QUALITY RATE:

18

Activities

BEFORE

JH STEP-0 STEP-1 STEP-2

No of defective

products 230 194 173 124

QUALITY BEFORE JH STEP-0 STEP-1 STEP-2

QUALITY

RATE 99.959 99.965 99.969 99.978

99.945

99.95

99.955

99.96

99.965

99.97

99.975

99.98

BEFOREJH

STEP-0 STEP-1 STEP-2

QUALITYRATE

Quality rate is almost = 100%

OEE ACHIVED BY IMPLEMENTATION OF TPM

In the month of Before TPM OEE were found to be 50.85%

During STEP – 0 ACTIVITY

Time saved by carrying out of JH activity =1155 minutes

Valid time per month = 33410 minutes

Valid time during STEP – 0 =259050 minutes

Increase in valid time = 24905+1155 = 26060 minutes

Availability during STEP – 0 = 26060/33410 = 78%

Performance efficiency during STEP – 0 = 68%

OEE = 0.68*0.78*1.0 = 53.2%

Labour cost per hour= Rs 64

Cost saved = 1155*64/60 = Rs 1232

During STEP – 1 ACTIVITY

Time saved by carrying out of JH activity =4218 minutes

Availability during STEP – 1 = 83.480%

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Performance efficiency during STEP – 1 = 74%

OEE = 0.8348*0.74*1.0 = 61.78%

Cost saved =4218*64/60 = Rs 4500

During STEP – 2 ACTIVITY

Time saved by carrying out of JH activity =1760 minutes

Availability during STEP – 2 = 86.7 %

Performance efficiency during STEP – 2 = 76%

OEE = 0.867*0.76*1.0 = 65.36%

Cost saved = 1760*64/60 = Rs 1880

OEE ACHIVED AND COST SAVED

S.NO Activity Time saved

in minutes

OEE achieved in % Cost saved in Rs

1 Before TPM - 50.85 -

2 STEP-0 1155 53.20 1232

3 STEP-1 4218 61.78 4500

4 STEP-2 1760 65.36 1880

TOTAL COST SAVED

TPM

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OEE CHART:

TARGET ACHIEVED:

SUGGESTIONS:

From the above charts and tables, it is clear that the implementation of TPM will be

an effective process for the company. The implementation of TPM for the whole plant

should be started now in parallel. So that the non-valid time will be reduced and the whole

down time will tend to zero. Along with implementing TPM, SPC study should be done for

all the bottle neck machines to find their statistical performance.

BEFORE TPM AFTER TPM

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ACTIVITY

ACCIDENTS

BREAK DOWNS

COST SAVED IN Rs/hr

NO OF DEFECTIVE PRODUCTS

OEE IN %

Before TPM 0 17.2 - 230 50.85STEP-0 0 10.8 1232 194 53.2STEP-1 0 13.1 4218 173 61.78STEP-2 0 7.66 1760 124 65.36

The other manufacturing tools like Lean-six sigma, Value stream Mapping, Statistical

Process Control had to be implemented in short to improve the plant performance. Due to

globalization, the competition had been increased

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