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1
INTRODUCTION TO TPM
2
EVOLUTION OF TPM
BREAK DOWN MAINTENANCE
PREVENTIVE MAINTENANCE
TOTAL PRODUCTIVE MAINTENANCE
1990’S1980’S
1970’S1960’S
2000’S TPM
FACTORY OF FUTURE
PREDICTIVE MAINTENANCE
3
TPM POLICY• To Increase Equipment Reliability And Over All
Plant Effectiveness.
• To Manufacture Defect Free Products.
• To Reduce Cost By Ensuring Optimal Utilization Of Resources .
• To Ensure Timely Deliveries To The Satisfaction Of Customers.
• To Promote Safe Practices At Workplaces And Provide A Healthy Working Environment.
• To Promote Team Work By Total Employee Participation Towards Continuous Improvement.
P
Q
C
D
S
M
4
ZERO BREAKDOWN
ZERO REJECTION
ZERO ACCIDENT
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TPM PILLAR ORGANIZATION
PILLAR SUB-COMMITTEE
TPM PROMOTIONAL ORGANIZATIONTPM PROMOTIONAL ORGANIZATION
TPM CORPORATE COMMITTEE
TPM
SECRETARIAT
TPM TEAMS
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TPM 8 PILLARS
AU
TON
OM
OU
S M
AIN
TEN
AN
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ON
TIN
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US
IMPR
OVE
MEN
T (K
AIZ
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PLA
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MA
INTE
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E
QU
ALI
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MA
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NA
NC
E
INIT
IAL
CO
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UC
ATI
ON
&
TRA
ININ
G
SA
FETY
, HE
ALT
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NV
IRO
NM
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T
TPM
IN O
FFIC
E
TPM EIGHT PILLAR APPROACH
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PLANNED MAINTENANCE - PILLAR
Role of PM pillar
•Green tag removal activity for abnormalities
•Machine improvement activities through tagging
•Condition based maintenance (CBM)
• Time based maintenance(TBM)
• Spare parts management
•Any machine related clarifications & suggestions
8
QUALITY MAINTENANCE - PILLAR
Role of QM pillar
•Any quality related problems & suggestions for rectifications in TPM machines
•Maintaining machine conditions to produce zero defects
•Optimization of setting parameters to get target quality
9
KAIZEN - PILLAR
Role of KAIZEN pillar
•Assisting to reduce all 15 losses to improve OEE.
•Forming CFT to reduce cost of consumables.
•Monitoring OEE on monthly basis to improve it to 85%
10
INITIAL CONTROL - PILLAR
Role of Initial Control pillar
•Reduction of new product development lead time
•Reduction of new equipment procurement and productionising lead time
•Collecting and using of Maintenance Prevention records for new equipment procurement.
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TRAINING - PILLAR
Role of Training pillar
•Conducting Various training programs for TPM basics, Maintenance skill training, On the job training etc.
•Reducing equipment break down time by enhancing knowledge of employees.
•Reducing accidents by enhancing knowledge of employees on safe work practices
12
SAFETY - PILLAR
Role of Safety pillar
•To attain zero accidents
•To maintain TNPCB norms
•Assisting TPM teams in developing machine guards & Safety equipments.
13
OFFICE TPM - PILLAR
Role of Office TPM pillar
•To improve efficiency of all administrative departments
•To implement 5S principles in offices
•To make more visible & paper less in office administration.
14QUALITY > 99 %
PERFORMANCE > 90 %
AVAILABILITY > 95 %
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AUTONOMOUS MAINTENANCE
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Autonomous Maintenance (JISHU HOSEN)
• Off shoot of Quality Circle / Zero Defect / Small group activity
• Promoting the culture of every individual preserving his own equipment
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Concept of implementing AUTONOMOUS MAINTENANCE
• Zero defects & Zero failures can be achieved if all people are involved with facilities that will change the way of thinking
• If equipment changes, people will change; if people change, the workshop will also change
• Under the leadership of managerial staff, all persons are doing steps of AM
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• Conventionally With improved automation and manufacturing technology the machine becomes more complicated
• Operating persons concentrate “only on production”, Maintenance persons focused “only on maintenance”
• Operating persons feel that “Failures are the fault of the maintenance staff, failures are caused because of wrong equipment”
• Changing such thinking and make them realize that Failure could have been avoided if the operating persons had performed some tightening, Oiling, Cleaning, Inspection & Minor repairs is the approach of Autonomous maintenance
Autonomous Maintenance has evolved from such change in thinking / approach
Conventional approach
19
What is Autonomous MaintenanceAutonomous Maintenance means -
Maintaining one’s own equipment
Maintaining one’s own equipment means
• Routine inspection, Oiling
• Parts replacement, Repair
• Checking their own equipment, Early detecting abnormality
Change in thinking / Approach Equipment change
Equipment Change workshop change
Workshop change Zero defect, Zero failure
20
Role of operating persons in new Era
• Expertise of the equipment
• Capability of carryout routine maintenance in addition to operation of machine
• Understand clearly and define normality / abnormality
• Develop and practise daily maintenance chart.
• Acquire knowledge to relate Quality problems with machine mal functions
21
Autonomous Maintenance
Operating theEquipment
Routine Check
What isAbnormality
How to measure abnormality
Understanding of:
1. Normal Vs Abnormal condition
2. Operating guidelines
3. Action to be taken in case of abnormalities
Training on
1. Capability to find malfunctions
2. Capability to understand machine structure / functions
3. Capability to relate equipment with quality and related abnormalities
22
Autonomous Maintenance – Role of Operating / Maintenance staff• Production can be maximised only with the perfect cooperation between
operating and maintenance staff
• Operating and Maintenance staff are like the wheels on both sides of a car
• Under Autonomous Maintenance operating staff takes care of “activities to prevent deterioration” & maintenance staff takes care of “specialised Maintenance”
• It is mandatory that both preventing deterioration & specialised maintenance should go in parallel
Retention activities Improvement activities
Preventing & repairing failuresExtending life, reducing maint. Time, eliminating maint.
Normal operation, Routine maint., periodic maint., predictive maint.
Corrective maint., improvement of reliability & maint., & Maintenance prevention
23
• production and maintenance persons if they are not cooperating with each other, we can’t get desired output from the machine
• Role of each of them is detailed below:
Equipment Maintenance
To prevent forced deterioration by
production persons
Specialized maintenanceBy Maintenance persons
24
Basic conditions of a machine
Necessary Conditions Desirable conditions
Essential for equipment operation Not dispensable, but not fulfilling may sometimes cause problem
Ideal situation - Meeting both Necessary conditions and desirable conditions
25
Concept of creating Basic Conditions
Basic Machine conditions
Eliminate Forced deterioration
Reducing Natural Deterioration
26
Machine Maintenance activities
Retention Activities Improvement activities
Both to go parallel
• Normal operation
• Routine maintenance• Corrective maintenance
• Maintenance Prevention
27
Activities of the Operating Staff1. Activities to prevent deterioration• Correct operation• Improvement of basic conditions (cleaning, oiling, tightening)• Adjustment• Prediction and early detection of abnormalities• Recording maintenance data2. Measurement of deterioration (mainly through five senses)• Routine inspection• Part of periodic inspection3. Activities to rectify deterioration• Minor improvement• Notification of failures and malfunctions• Assistance for sporadic repair
28
• Improvement of basic conditions for the prevention of forced deterioration (cleaning, oiling, inspection and tightening) and routine inspection are the most important activities.
• The participation of operating persons is essential for implementation of effective deterioration prevention, measurement and rectification activities.
29
Support to Jishu-hosen by maintenance Staff
Education & Guidance about
• The Structure and functions of equipment, parts’ names
• Regarding linkage of bolts & nuts
• Lubrication, unification of oil classes, oiling intervals and oiling standards
• Inspection techniques and inspection standards
Speedy handling of rectification of malfunctions
Technological assistance in improvement activities
30
MotivationChange in Equipment
People change
Change of Thinking
Change of Activities
Workshop change
Result sustained
Repairing minor defects
Results are restoration & improvements
Sense of achievement
31
Initial Cleaning
Eliminate source of contamination and inaccessible areas.
Cleaning And Lubrication Standard.
A.M.Inspection
General Inspection
Work place organisation
2
3
5
6
Fully implemented Autonomous maintenance Program 7
1
4
STEP BY STEP IMPLEMENTATION OF AM
Implementing 1S & 2S 0
32
Motivation
People change
Concept of AM step implementationStage 1
Stage 2
Equipment change
Shop change
Stage 3
Stage 4
EducationWilling to maintain one’s own equipment
Defects / Failures decrease
Ability to find & Correct minor defects
Zero defects / Failures realized
Expanding 7 steps to all areas
Realize importance of AM
Mind change
33
1st S - SEIRI(SORTING OUT)
Look around your work place for the following things and ask yourself “Is it really necessary for all items to be there?”
• Hand tools (spanners, allen keys, chip removal rod, cleaning brush, lubricating can, screw drivers etc)
• Cutting tools used and new (dies, jaws, coils, grinding wheels, incerts, brazed tools, collets, dresser diamonds, nose etc)
• Measuring instruments (all fixtures, scale, gauges etc)
• Working material (Material in trolley, material out trolley, intermediate stand, etc)
• Cotton wastes, scrap valves, removed machine spares, machine guards, saw dust, etc
34
SEIRI contd..
You will get the following answers:
• Some of them may be used frequently
• Some of them may be required occasionally
• Some of them not needed at all
IDENTIFY ALL THE UNWANTED THINGS AND REMOVE THEM FROM THE WORK PLACE TO THE SCRAP YARD (NOT TO YOUR ADJACENT WORK AREA)
35
2nd S - SEITON (SYSTAMATIC ARRANGEMENT)
After doing SEIRI you’ll find the following:
• Most frequently used items
• Occasionally needed items
Now the task is to ARRANGE the above things in assigned locations for easy access and identification
36
SEITON
How to arrange things ? Things How Where
Trolleys Demarcation & Close to the loading / Labeling unloading points
Hand Tools Shadow Box Near work place(easily approachable)
Cutting Tools Shadow Box / Near Work place table (easily approachable)
Measuring Demarcation & Near Work placeinstruments Labeling
37
SEITON - cont...
Things How Where
Cotton waste In a separate Uniform location(unused) bin with label in all m/cs
Scrap Valve/ In a separate Uniform locationRework bin with label in all m/cs
Setting Labeling Shadow Box Pieces
Hyd / Lub Oil Demarcation / easily accessible placecontainers Labeling in each area
38
Why cleaning is necessary?
Result of insufficient cleaning
M/C break down
Quality defects
Forced deterioration
Speed loss
39
Step 1: Initial Cleaning
AIM
• Helps operators to find malfunctions in the machine through cleaning
• To personally experience that “Cleaning is Inspection”
Equipment cleaning means
• Removing dust, stains, grinding dust, sludge etc.
• Cleaning does not mean keeping the outside appearance shining.
• Total elimination of due stain etc. mainly from the equipment and thereby preventing forced deterioration, exposure of potential defects and adoption of suitable steps in the course of cleaning
40
Implementing INITIAL CLEANINGPreparation
Implementation
Meeting
Restoration & improvements
Remove tags
41
Preparation stage
• Understanding objectives
• Understanding specific work details
• Planning detailed work
Implementing INITIAL CLEANING
42
Implementation Stage
• Removal of dust and stains,
• Improvement of basic conditions ie) Cleaning, Inspection, oiling & tightening
• Identifying the sources of problem & adopt temporary measures
• Removing all unwanted items & arranging all wanted items
Implementing INITIAL CLEANING
43
• Conform safety in advance
• Members should clean their machine with full involvement
• Wipe off all dirt accumulated for years
• Open all covers and remove dirt from them
• Disassemble components if necessary
• Do cleaning for the ancillary equipment
Points to be taken care during cleaning
44
Tagging ProcedureProblem Identified
Problem Tagged
canoperatorCorrectproblem
Remove TAG
Is the
repair satis-
factory
Corrective Actions
N
Y
N
Correct problem
Y
Return the M/C to
PRODN
OperatorInform
Maintenance
Result of Initial Cleaning
Pink tag
Green tag
45
Step 2: Counter measures for sources of problems & Difficult locations
AIM
To cutoff the sources of dust, stains
To prevent scattering of burr, chips, cutting oil, coolant etc.
To improve places where cleaning & oiling are difficult
To nurture the bud of improvement among all
To help cleaning & oiling with in target time
Purpose
To make improvements based on hard work
Share a sense of satisfaction over the achievement
Strengthen the teams’ ability to improve equipment
46
Identification
Counter measures of sources of contamination
Dust, stain, burr, chip, oil, air etc.
material, shape & composition and The origin of the source
Analysis
Counter measures
Review of tentative cleaning standards
47
Identification of difficult places
Counter measures of Difficult places
Places where time taken is more & not able to do
Analysis
Counter measures
Review of tentative cleaning standards
Places difficult to clean, Inspection & Oiling
48
Step 3: Establishing tentative standards
AIM
• To improve reliability and maintainability of the machine
• By making tentative cleaning, oiling, lubricating standard
• Easy to follow the standards by the workers
49
Clarification of cleaning / Inspection areas
Implementing step 3
Preparation of standards
Implementation
Deviation from the target time
Clarification of Oiling areas
Improvement & Execution
Approved
50
Step 3: Implementation
Preparation of Cleaning / Inspection standards
1. Clarification the location
2. Clarification of method
3. Clarification of standards
4. Clarification of measures to fix abnormality
5. Clarification of frequency
6. Target time setting
51
Step 3: Implementation
Preparation of Oiling standards
1. Clarification of machine members
2. Clarification of oiling points
3. Clarification of oiling standards
4. Clarification of oiling methods
5. Clarification of oiling tools
6. Clarification of frequency
7. Target time
52
Step 3: Implementation
Oiling point description tableNo. Oiling point Oiling
standardsOiling type
Oiling methods
Oiling tools
Time frequency
Color based control of oiling
Color Oil typeRed P –32Blue Y-100Green W-68
Oiling label
Oiling point Grinding wheel spindle
Frequency Weekly
Oil type M AB5
Resp. Maintenance
53
Step 4: General Inspection
AIM
• To understand the structure and principles of working of the equipment
• To inspect all parts of the equipment
• To identify the latent defects and restoring to its idle state
54
Implementing OVERALL INSPECTION
EDUCATION REGARDING BASIC KNOWLEDGE (LEADER CLASS)
CONVEYING THE INFORMATION TO OPERATORS
PRACTICING WHAT WAS STUDIED AND FINDING MALFUNCTION
PROMOTING VISUAL CONTROL
55
STEP - 5 AUTONOMOUS INSPECTION Identify and resolve inconsistencies between planned
and autonomous maintenance tasks
Finalize distribution of general inspection items between maintenance and production
Review and incorporate items resulting from equipment improvement activities
Revise, standardise and document autonomous maintenance activities in an Autonomous Maintenance Standards Manual
Study and assure correct machine operation procedures
56
STEP - 6 WORK PLACE ORGANIZATION
Expands team activities beyond equipment to other aspects of the work process, e.g.:
Parts and materials, WIP Tools, fixtures, measuring instruments
Process flow
Operating standards, setup/ changeover
Quality control
Exposes opportunities for improved organisation, standardisation and visual control
57
STEP - 7 FULLY IMPLEMENTED AUTONOMOUS MAINTENANCE PROGRAM
Follows up on continuing projects from earlier stages
Continues to build operators’ diagnostic and maintenance skills
Expands team participation to a wide variety of equipment related improvement projects
Promotes full integration of teams in the company’s equipment management strategy
Continues to standardize improvement activities and extend results into all areas
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