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OFFICE TPM
BRIEF HISTORY Formerly known as Madras Refineries Limited (MRL)
Formed in 1965 as a joint venture between the Government of India (GOI),
AMOCO and National Iranian Oil Company (NIOC). AMOCO and GOI
disinvested in 1985 and 2001 respectively. Indian Oil Corporation bought
GOI’s share.
CPCL
“Group company of
Indian Oil Corporation Limited
( IOCL )”
IOCL is “The Highest ranked
Fortune “Global 500”
Indian company”
at 125th position”.
C P C L
ORGANISATION CHART
DIRECTOR (TECHNICAL)DIRECTOR (FINANCE )
CBR UNIT HEAD
MANAGING DIRECTOR
CHAIRMAN
IOCL & GROUP COMPANIES
Others
IOC - 1
NIOC - 2
Independent - 4
DIRECTOR (OPERATIONS)
LOCATION OF REFINERY
CPCL - Manali Refinery
1969 , 10.5 MMTPA, Fuels & Lubes
CPCL – CBR, 1993, 0.5 mmTPA
Increased to 1.0 MMTPA
Has a captive Jetty
MANALI
CBR
Two Refineries – Manali Refinery & CBR
CBR BACKGROUND
• Crude was found in Narimanam by ONGC in 1986 .
• Till 1993, crude was transported to CPCL Manali by roadtrucks / rail wagons for processing.
• CPCL’s 0.5 MMTPA was commissioned in Nov.1993 withpipeline transfer of crude.
• Crude was found in PY-3 off shore in 1988 and productionstarted from 1997 .
• Till 2003, PY-3 crude was transported to CPCL Manali for
processing.
• CBR’s Oil Jetty was commissioned in March 2003.
• Since 2003, PY-3 crude and other crude are being received at
CBR through Oil Jetty . Narimanam supply continues
through pipeline since 1993.
ISO 9001 – 2008
ISO 14001 – 2004
OHSAS 18001 – 2007
TPM EXCELLENCE AWARD – CATEGORY A - 2009
Vision Mission Statement of CPCL
Vision To be the most admired Indian energy company through world class
performance, creating value for stakeholders.
Mission To manufacture and supply petro products at competitive prices, meeting
the quality expectations of the customer.
To pro-actively fulfill social commitments, including environment and safety.
To constantly innovate new products and alternate fuels.
To recognize Human Resources as the most valuable asset and foster a
culture of participation for mutual growth.
To ensure high standards of business ethics and corporate governance.
To maximize growth, achieve national pre-eminence and maximize
stakeholders wealth.
Cauvery Basin Refinery Process Scheme
NAPHTHA
LPG
KEROSENE
DIESEL /
HFHSD NEW- LEVEL 2
LSHS
Crude Tanks
BH
/ P
Y-
3
Na
rim
an
am
Chidambaranar Jetty
Steam
GSU / LRU
0.27 MMSCMD
HP Gas From GAIL
LEAN GAS
ADU
1 MMTPA
LPG
NGL
Steam
Steam
Off Gas - Internal Fuel
PROPANE- NEW LEVEL 1
PROPANE
LP Gas - Kamalapuram
Stabiliser
+
Hy. Naphtha
MAIN PRODUCTSRAW MATERIAL RECEIPT PRODUCTION PROCESS
(2-3%)
(20-23%)
(9-12%)
(40-45%)
(18-22%)
(94 - 95%)
(1- 2%)
KPPL new
KD
6 /
PY
3
TRICHY PIPELINE
TPM IMPLEMENTATION IN CBR
CURRENTLY IN LEVEL 2
FOCUS ON KEY MANAGEMENT INDICES
1. Net Margin
2. Energy Index
THROUGH VARIOUS KEY PERFORMANCE INDICES
BY IMPLIMENTATION OF VARIOUS KEY ACTIVITY INDICES
BY
8 PILLARS ASSISTED BY 8 CIRCLES
DURING LEVEL 1 OUR EMPHASIS WAS TO ACHIEVE
- ELIMINATION OF LOSSES
- THRU 8 PILLAR APPROACH
THIS WAS ACHIEVED DURING JAN 2010
BY CONCERTED EFFORTS BY ALL PILLARS
UNDER THE GUIDANCE OF CII & JIIPM
Understand The Shop
Floor Activities
IMPROVE OFFICESUPPORT TO SHOP FLOOR
Participation In Shop
Floor Meetings
Facilitation To Shop
Floor
INPUT OUTPUTINFORMATI
ON
OTPM KK
OTPM AM
OTPM PM
OTPM QM
OTPM DM
OTPM E& T
OTPM SHE
5S
Eliminate Manufacturing
Cost Loss
Improve Daily Work
Management
Maintain Office Equipment
Zero Breakdown
Establish Defect Free Quality
System
Establish Firefighting Free
New Office
Skill Improvement in Office &
Knowledge improvement in Shop Floor
Maintain Safety, Health &
Environment
Activity Board
Meeting
Communication
OFFICE TPM
Original Trans. Alt. Details
Seiri Sort Clearing
Removal of all items that are not needed
within the scope of current activity.
Seitori Set in Order Arranging
Every tool, bin, files, records,books
should have a place. Shadow boards, tape
and paint
Seiso Shine Neatness
Ensuring everything in the office stays
clean. Both prevention & cleaning
routines apply
Shitsuki Standardise Discipline
The methods used to maintain the gains,
not only standard ops, best current
practice and actively using ISO are
applicable
Seiketsu SustainOngoing
Improvements
Ensuring that the gains are held and
continue to be made. Removal of non-
value actives and unwanted items.
The "5S" Philosophy
Based on Japanese words that begin with ‘S’, the 5S Philosophy focuses on effective work place
organization and standardized work procedures. 5S simplifies your work environment, reduces
waste and non-value activity while improving quality efficiency and safety.
FILE ARRANGEMENT -- 5S
Key Holder Colour
Key Colour
Door PULL/PUSH Colour
Must be same.
MAINTENANCE OF KEY STAND -- 5S
Slide 15
INDUSTRIAL CANTEEN – 5S
OFFICE FOCUSSED IMPROVEMENT
FOCUSSED IMPROVEMENT
Focused Improvement is very important
aspect in OFFICE TPM . Identification of
Losses in office activities and eliminate the
same through OTPM Kaizens.
STREAMLINING THE SYSTEMS IN OFFICE,
INCREASING PRODUCTIVITY,
REDUCES THE TIME, EFFORT AND ULTIMATELY COST,
WHICH ENABLE THE UNIT TO FACE COMPETITION
“VISIBLE COST REDUCTION
IS THE ULTIMATE GOAL”
WIN CUSTOMER CONFIDENCE AND CREATE AN
OUTSTANDING CORPORATE IMAGE THROUGH
EFFICIENT & PROMPT SERVICES TO THE CUSTOMERS
(INTERNAL & EXTERNAL)
FOCUSSED IMPROVEMENT
Kobetsu Kaizen
Analyse present work content, system and procedure
Identify losses
Identify areas for Minimising losses through
1. Elimination of
2. Simplification of
3. Combining of activities
Evolve Kaizens through discussion within the circle
— Data retrieval/search
— Writing (Copying)
— Calculating
— Reading
— Data Entry
Processing Loss
Communication Loss
— Meeting
— Telephone/Fax
— MIS Info Classify Kaizen under PQCDSM
Deploy horizontally whenever possible
Monitor Effectiveness
Implement Kaizen
Register Kaizen
Process Reducing Inventory -KK
Take stock of
Existing Materials
Classify as usable
Slow / non moving
Usable Material
• Consume
• Transfer to other unit
• Disposal
Slow/non moving material
• Convert to make it usable
• Disposal
WHY WHY ANALYSIS
The important function of office TPM is to prepare loss
tree analysis. This analysis is very much helpful to
identify the various hidden losses. Find the way to
eliminate those losses.
LOSS TREE ANALYSIS
(SAMPLE LOSS TREE)
TYPE OF
COST
VARIABLE
COST
FIXED
COST
LOSS- COST MATRIX (SAMPLE)
TOTAL COST(FIXED+VARIABLE)
34121 3304431337
29435 27973
0
5000
10000
15000
20000
25000
30000
35000
40000
95-96 96-97 97-98 98-99 99-00
RS
FIXED /MT
5304 50714628
4257 4049
0
1000
2000
3000
4000
5000
6000
95-96 96-97 97-98 98-99 99-00
RS
VARIABLE COST/MT
28817 2797326709
25178 23924
0
5000
10000
15000
20000
25000
30000
35000
95-96 96-97 97-98 98-99 99-00
RS
FOCUSSED IMPROVEMENT KAIZEN
Rs. 1.5 lacs Loss Eliminated & Cost Saved
OFFICE AUTONOMOUS MAINTENANCE
Jishu Hozen Activities
• Understanding objective of steps
• JH is a learning process
• Avoid chance of redoing
• Main activities of JH are
Activity Board
Meeting
One Point lesson
Kaizen
Identifying and rectifying Fuguai
Maintaining TPM Hours
Visual Indicator (Table marking, Pen tray marking)
BEFORE CONDITIONS
BEFORE CONDITIONS AT WAREHOUSE
BEFORE TPM
BEFORE TPM
BEFORE TPM
BEFORE TPM
BEFORE TPM
BEFORE TPM
BEFORE TPM
BEFORE TPM
BEFORE TPM
BEFORE TPM
MULTIPLE WAREHOUSE AT DIFFERENT LOCATION
BEFORE BANKCHEM.
RECORDS
ROOM
OPEN
STORAGE
Before TPM After TPM
Slide 41
42
MAINTENANCE AT STORES WORK AREA
AFTER BEFORE
Path
hidden
rack
Disturbing
ladder
Improper
usage of
space
Better
utilisation
More
space
created
43
Cement layer
was removed
with Dozer
Cement
dust -
Retrieval
very
difficult
Place better
utilized
after dust
removal
Place better
utilized after
dust removal
MAINTENANCE AT STORES WORK AREA
Before TPM After TPM
SHIFTING OF YARD MATERIALS INTO INSIDE GODOWN
AFTER BEFORE
SPARE PARTS QUALITY STORAGE
Poor -
quality
storage
Good -
quality
storage
46
RACK –1
AFTER BEFORE
BETTER VISUAL CONTROL ALL
OFFICE PLANNED MAINTENANCE
MAINTAIN OFFICE EQUIPMENT
MAINTAIN OFFICE SYSTEM
ZERO BREAKDOWN
Before After
Proper upkeep of all office equipment
SYSTEM MAINTENANCE
Identify value / Non value added jobs
NECESSARY &
PRODUCTIVE
WORK
UNDER
PERFORMANCE
(EVALUATE
VALUE)
BE INNOVATIVE &
IMPROVE
FURTHER
NECESSARY &
BUT
UNPRODUCTIVE
WORK
LACK OF
VALUE
ABANDON or
DISCONTINUE
OR MODIFY
WASTE
(TIME,
MONEY &
EFFORTS)
ELIMINATE OR
REDUCE
UNNECESSARY &
UNPRODUCTIVE
WORK
DUPLICATION
OF WORK
COMBINE OR
ELIMINATE
PM GOAL: CONCENTRATE ON NECESSARY & PRODUCTIVE WORK AND TRY
TO MAINTAIN OUTPUT VALUES
OFFICE QUALITY MAINTENANCE
DUST PROOF CONTROL
Q
Dust &
Insect
Controlled
G.I ARRANGEMENT - MINIMISING FUGAI -DEFECTQ
Segregation
as per
usage
BETTER VISUAL CONTROL ALL Q
Serration
Damage
avoided
Before TPM After TPMYARD Q
OIL
PRESERVATION
The goal is to make visual to inspect at a glance
Visual Control & Management
Q
OFFICE EDUCATION & TRAINING
OTPM E&T
KNOWLEDGE TRAINING
ON THE JOB OFFICE TRAINING
OFFICE SKILL TRAINING
USE CLASS ROOM
USE OFFICE
ASK THE MEMBERS TO
DEMONSTRATE
128 Training given
32 Subjects covered
28 members
demonstrated and
proved their skill
84 % - CAN
TEACH
TRAINING
LEARNING IS A CONTINUOUS PROCESS
THROUGH READING
THROUGH TRAINING
THROUGH DEMONSTRATION
THROUGH EDUCATION
TRAINING ON
JOB ELIMINATION
JOB CLUBBING
LAYOUT CHANGES
REDUCTION IN MUDAS
OFFICE DEVELOPMENT MANAGEMENT
FINANCE / INSPECTION OFFICE
122 improvements from Old office taken to New Office
BEFORE AFTER
OFFICE SHE
Fire & Safety training to all Office staff
Safety in Office areas
ENSURING MINIMUM STOCKS OF AFFF, DCP & PPES
13
5
Near Miss
Cases Reduced
30
2
0
5
10
15
20
25
30
BEFORE TPM AFTER TPM
DELIVERY TREND
( IN MINUTES )
D
MATREIAL DELIVERY IN STORES.
OTPM - Results
90
80
7065
54
60
50
0
10
20
30
40
50
60
70
80
90
100
Mar' 06 Mar' 07 Mar' 08 Mar' 09 Mar' 10 Mar' 11 Mar' 12
YEAR
Lea
d t
ime
re
du
ctio
n -
Days
Lead Time reduction in procurement
GOODL1L2
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