FINAL Makrand

“MEASURING IMPACT OF TOTAL PRODUCTIVE

MAINTENANCE (TPM) ON PRODUCTIVITY”

A PROJECT REPORT

Submitted by

Makrand D Joshi

Roll No: 28

Under guidance of

Mr. R S Shirwadkar

Senior Manager, MFH

BOSCH Ltd., Nashik

In partial fulfillment for the award of the degree

Of

MBA

(Production and Materials)

MGV’s IMR Nashik.

SUMMER INTERNSHIP PROGRAMME June-July 2010

COMPLETION REPORT

Name of the student : Makrand D Joshi.

Name of the company : Bosch Ltd, Nashik.

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Acknowledgement

I would take this opportunity to thank all associates for giving this valuable and important exposure

in BOSCH Ltd., Nashik. It has been a great learning experience through out the period of 2 months.

It was indeed my pleasure to work on this project in this organization.

I would like to thank Mr. R.S. Shirwadkar (Sr. Manger, BOSCH Ltd.), Mr. .M. S. Bachhav

(Deputy Manager MFH, BOSCH Ltd.) and Mr. P.F. Katware (Senior Engineer MFH, BOSCH

Ltd.) for their valuable guidance and time that they have given me throughout this project. They

really gave me practical knowledge and information which will be very important in my future. They

have been mentors and motivators for me in this important project. I feel happy to work in their

organization under their guidance.

I would also like to sincerely thank Ms. Kavita Nair (HR Manager, BOSCH Ltd.) for giving me this

great opportunity to work in BOSCH for 2 months which turned into a fruitful experience.

I also like to thank my internal guide Mr. Khapare Sir (Professor, MGV’s IMR) who gave me this

opportunity to work on this project which helped me to know the application of theoretical concept

in practical world. I would also express my deep gratitude to Mrs. V.J. Bhalerao (Program

manager, MGV’s IMR) for allowing me to work on this project and representing our college in this

organization.

Lastly, I would thank to all the people who directly or indirectly were part of my project and helped

me to successfully complete my project.

-Makrand D joshi.

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Executive Summary

The project is about analyzing effectiveness of Total Productive Maintenance (TPM)

in manufacturing nozzle holder body section. The project deals with the measurement of

productivity by means of successful implementation of TPM on the bottleneck machine (8-Spindle

Gun Drilling Machine) using the variable, OEE (Overall Equipment Effectiveness).

The ultimate goal of TPM is to implement ‘perfect manufacturing’ Originally

introduced as a set of practices and methodologies focused on manufacturing equipment

performance improvement, TPM has matured into a comprehensive equipment-centric effort to

optimize manufacturing productivity.1 “Total Productive Maintenance is based on teamwork and

provides a method for the achievement of world class levels of overall equipment effectiveness

through people and not through technology or systems alone. This project examines the basic

concepts of TPM and reviews the significant literature related to design, implementation, and

maintenance of TPM programs in manufacturing operations. Investigation includes the

organizational structures, human interactions, analytical tools, and success criteria associated with

the implementation of Total Productive Manufacturing programs.

TPM aims at (Analysis will be judged with help of following points)

1. Establishing a corporate culture that will maximize production system effectiveness.

2. Organizing a practical shop-floor system to prevent losses before they occur throughout the entire

production system life cycle, with a view to achieving zero accidents, zero defects and zero

breakdowns.

3. Involving all the functions of an organization including production, development, sales and

management.

4. Achieving zero losses through the activities of ‘overlapping small groups’

The literature documents dramatic tangible operational improvements resulting from

successful TPM implementation. “Companies practicing TPM invariably achieve startling results,

particularly in reducing equipment breakdowns, minimizing idling and minor stops (indispensable in

unmanned plants), lessening quality defects and claims, boosting productivity, trimming labor and

costs, shrinking inventory, cutting accidents, and promoting employee involvement in , PQCDSM

(Productivity, Quality, Cost, Delivery, Safety, Morale) improvements for early TPM implementers

in Japan.

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P – Productivity: Net productivity up by 1.5 to 2.0 times Number of

equipment breakdowns reduced by 1/10 to 1/250 of baseline. Overall

plant effectiveness 1.5 to 2.0 times greater.

Q – Quality: Process defect rate reduced by 90%. Customer

returns/claims reduced by 75%.

C – Cost: Production costs reduced by 30%.

D – Delivery: Finished goods and Work in Progress (WIP) reduced by half.

S – Safety: Elimination of shutdown accidents. Elimination of pollution

incidents.

M – Morale: Employee improvement suggestions up by 5 to 10 times.

Now questions comes in everyone’s mind how TPM is correlated with the OEE? , the term

OEE deals with three basic factors availability factor, performance factor and quality factor.

Overall Equipment Effectiveness (OEE) is the key metric of Focused

Improvement. Focused Improvement is characterized by a drive for Zero Losses

earning a continuous improvement effort to eliminate any effectiveness loss

.Equipment losses may be either chronic (the recurring gap between the

equipment’s actual effectiveness and its optimal value) or sporadic (the sudden

or unusual variation or increase in efficiency loss beyond the typical and

expected range). “Tracking OEE provides a relative monitor of equipment

productivity and the impact of improvement efforts. Understanding efficiency

losses drives the improvement effort.” Typically, productivity losses are

determined through analysis of equipment and production performance

histories. The impact of productivity losses should be analyzed from two

perspectives; 1) the frequency of loss (the number of occurrences during the

time period), and 2) the impact of the loss (the number lost hours, lost revenue,

cost, etc.). A number of tools are commonly used to analyze productivity losses

in the Focused

1. Pareto Charts.

2. 5-Why Analysis.

3. Fishbone Diagrams.

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4. P-M Analysis.

5. Failure Mode and Effects Analysis (FMEA).

By using OEE as variable I will analyze the impact of TPM on

productivity and recommend to the company whether to implement

this technique on remaining 6 machine or not. (Horizontal Deployment)

Contents

Sr. No. Title Page

No.

1 Introduction 7

2.1 BOSCH Group Background & growth 8

3.1 Company Profile 14

3.2 BOSCH Limited: Nashik Plant (NaP) 15

4.1

4.2

4.2.1

4.2.2

4.2.3

4.2.4

5

6.1

7

8.1

9.1

10.1

Literature Survey

BOSCH TPM model & Pillars of TPM

Eliminating Main Problems

Autonomous Maintenance

Planned Maintenance

TPM appropriate MAE design

Objective And Scope of the project

Data Collection

Data analysis and interpretation

Observation and findings

Conclusion

Suggestion and recommendation

20

21

22

28

31

35

41

42

47

53

54

55

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List of Tables

Table No. Name of the Table Page No.

1 Business Sector & Division 11

2 Financial Result 12

3 Income Statement 13

4 NaP Product Introduction 16

5 Employee Profile 17

6 Bosch NaP Milestone 18

7 Machine Selection Procedure 24

8 Daily OEE monitoring 28

9 TPM tag matrix 33

10 Consolidation statement of losses 35

11 Observations and findings 36

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List of Figures

Sr. No. Name of the Figure Page No.

1 Various Parts of Injectors 8

2 Percentage Share at NaP 15

3 NaP Vision & Mission 16

4 Share Holder of Robert Bosch GmbH 17

5 TPM approach 20

6 Eliminating Main Problems 23

7 Implementation Steps 23

8 Autonomous Maintenance 28


10 Planned Maintenance 31


12 TPM appropriate MAE design 34


14 Flow Chart of TPM 40

15 PDCA analysis

16 MTBF status 48

17 OEE analysis 49

18 Technical Losses Status 49

19 Performance Losses 50

20 Changeover Losses 50

21 Pareto Analysis 51

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Chapter 1

1.1 Introduction

Bosch Nap is the largest manufacturer of Diesel injector’s .MFH department manufactures

Nozzle Holders Body of the injector. Figure shows the various parts of injector -

Banjo BoltNHB

Spring

Shim

Distance piece

Pressure bolt

Nozzle

Cap nut (NRN)

Banjo BoltNHB

Spring

Shim

Distance piece

Pressure bolt

Nozzle

Cap nut (NRN)

Fig-1: Various parts of Injector

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Chapter 2

2.1 BOSCH GROUP BACKGROUND & GROWTH:

The Bosch Group is a leading Global supplier of technology and services. In the areas of

automotive and industrial technology, consumer goods, and building technology, some 275,000

associates generated sales of 38.2 billion Euros in fiscal 2009. The Bosch Group comprises Robert

Bosch GmbH and its more than 300 subsidiaries and regional companies in over 60 countries. If its

sales and service partners are included, then Bosch is represented in roughly 150 countries. This

worldwide development, manufacturing and sales network is the foundation for further growth. Each

year, Bosch spends more than 3.5 billion Euros, or eight percent of its sales revenue, for research

and development, and applies for over 3,000 patents worldwide. With all its products and services,

Bosch enhances the quality of life by providing solutions which are both innovative and beneficial.

The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as “Workshop for

Precision Mechanics and Electrical Engineering.” The special ownership structure of Robert Bosch

GmbH guarantees the entrepreneurial freedom of the Bosch Group, making it possible for the

company to plan over the long term and to undertake significant up-front investments in the

safeguarding of its future. 92 percent of the share capital of Robert Bosch GmbH is held by Robert

Bosch Stiftung GmbH, a charitable foundation. The majority of voting rights are held by Robert

Bosch Industrietreuhand KG, an industrial trust. The entrepreneurial ownership functions are carried

out by the trust. The remaining shares are held by the Bosch family and by Robert Bosch GmbH.

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#Data Source: Bosch Annual Report 2009

Fig-2: Shareholders of Robert Bosch GmbH

The Bosch slogan ‘Invented for Life’ is part of its long tradition, through which it

communicates the Group’s core competencies & vision, that include technological leadership,

modernity, dynamics, quality & customer orientation.

BOSCH GROUP BUSINESS SECTORS & DIVISIONS:

Business sectors and divisions

Automotive Technology Industrial TechnologyConsumer Goods and

Building Technology

Gasoline Systems

Diesel Systems

Chassis Systems Brakes

Chassis Systems Control

Electrical Drives

Starter Motors and

Generators

Car Multimedia

Automotive Electronics

Automotive Aftermarket

Drive and Control

Technology

Packaging Technology

Solar Energy

Power Tools

Thermo technology

Household Appliances

Security Systems

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Steering Systems

Table-1: Business Sectors & Divisions

Key Data of Bosch Group:

For the period from January 1 to December 31, 2009

Sl. No. Bosch Group 2008* 2009*

1.0 Sales revenue 45,127 38,174

1.1 Percentage change from previous year – 2.6 – 15

2.0 Sales revenue generated outside Germany as a percentage of

sales revenue74 76

3.0 Research and development cost 3,889 3,603

3.1 As a percentage of sales revenue 8.6 9.4

4.0 Capital expenditure 3,276 1,892

4.1 As a percentage of depreciation 136 80

5.0 Associates

5.1 Average for the year 282,758 274,530

5.2 As of January 1, 2009/2010 281,717 270,687

6.0 Total assets 46,761 47,509

6.1 Equity 23,009 23,069

6.2 As a percentage of total assets 49 49

7.0 Profit Before Tax (PBT) 942 -1,197

7.1 As a percentage of sales revenue 2.1 -3.1

7.2 Profit After Tax (PAT) 372 -1,214

8.0 Inappropriate earnings (dividend of Robert Bosch GmbH) 75 67

*Currency figures in Millions of Euros

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Table-2: Financial Result

Income Statement of Bosch Group:

For the period from January 1 to December 31, 2009

Bosch Group 2008* 2009*

Sales revenue 45,127 38,174

Cost of Sales –31,553 –27,518

Gross profit 13,574 10,656

Distribution and administrative cost –8,561 –7,819

Research and development cost –3,889 –3,603

Other operating income 1,666 1,084

Other operating expenses –1,275 –1,469

EBIT 1,515 –1,151

Financial income 1,904 1,370

Financial expenses –2,477 –1,416

Profit before tax 942 –1,197

Income taxes -570 –17

Profit after tax 372 –1,214

of which attributable to minority interests 28 46

of which attributable to parent company 344 –1,260

*Currency figures in Millions of Euros


Table-3: Income Statement

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Chapter 3

3.1 Company Profile :

In India, Bosch is a leading supplier of technology and services, and has a strong presence in

the country at numerous locations in diverse industry segments. Bosch set up its manufacturing

operations in 1953, and has grown over the years to 14 manufacturing sites and 3 development

centers. Bosch employs about 18,030 associates in India, and in business year 2008 achieved total

consolidated revenue of over Rs. 6400 crores.

Bosch has been present in India fro more than 80 years- first via representative office in

Calcutta (now known as Kolkata) & then from 1951 via its subsidiary Bosch Limited (then Motor

Industries Company Limited).

RBIN (formerly MICO, Motor Industries Company limited) is the largest subsidiary of

Bosch in India, founded in 1951. It is the largest auto-component manufacturer in India with a

turnover of over Rs 4750 crores in 2009 with total employee strength of 10,000. Robert Bosch

GmbH holds around 70% stake in Bosch Limited. The company is headquartered in Bangalore

having its manufacturing facilities in Bangalore, Nasik, Naganathapura, Jaipur & Goa. These plants

are TS 16949 and ISO 14001 certified.

The company has developed excellent R&D and manufacturing facilities and a strong

customer base. Its market leadership is testimony to the high quality and technology of its products.

It has a strong presence in the Indian automotive services sector. Bosch’s service network which

spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread

availability of both products and services.

Bosch is also represented by five other group companies in India. Robert Bosch Engineering

& Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India

since 1998, has emerged one of the largest Bosch development centers outside Germany. It provides

end to end engineering technology solutions for all the business sectors of automotive technology,

industrial technology, consumer goods and building technology. Bosch Rexroth India Limited.,

established in 1974 in India, services customers in Ahmadabad and Bangalore. Bosch Chassis

System India Ltd., established in 1982 as Kalyani Brakes Limited in India is amongst the leading

manufacturers of brakes in the country. It currently manufactures a range of Hydraulic Brake

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Systems meeting the stringent quality norms of many leading Indian and international vehicle

manufacturers. Bosch Automotive Electronics India Private Ltd., is a 100% subsidiary of Bosch

Group and is engaged in the manufacture and sale of electronic devices and electronic control units.

The company is based at Naganathapura in Bangalore. Bosch Electrical Drives India Private Ltd., is

a joint venture company. It is based near Chennai and manufactures and sells electrical drives for

various automotive applications such as window lift drive, wiper system, engine cooling fans etc.

RBIN facilitates superior product availability and countrywide after sales services. Bosch

Limited operates in all the business sectors of Bosch - Automotive technology, Industrial

technology, Consumer goods and Building technology. It manufactures and trades products as

diverse as common rail injector and components, diesel and gasoline fuel injection equipment,

industrial equipment, auto-electrical, gear pumps, power tools, packaging machines, special purpose

machines, security systems, Starter –Generator (SG) and Gasoline Systems (GS) and Automotive

Aftermarket (AA).

3.2 BOSCH LIMITED, NASHIK:

The pilot plant at Nashik started in 1969 and from 1974, manufacturing of Nozzles and

Injectors was started at the present location. Nashik plant is specialized in manufacture of

components of fuel injection equipment, especially Nozzles and Injectors for automobile industries,

both in conventional (non-Euro) and Euro series applications. The product application lies in

automotive, stationary engines and in locomotive segments for both inland & export markets. The

plant operation has grown remarkably and steadily in last 40 years. Due to introduction of emission

norms by government of India since 2006, it was expected that the NaP conventional products will

decline in the market. Various new products were introduced to meet customer expectations as per

the introduction of emission norms for vehicles. The table-4 below shows step by step introduction

of new products in NaP.

Sl. No. Product Starting Year Emission

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Norm

1 Nozzle Holder & Nozzles 1969

2 DLL Nozzle (DI) 1974

3 BS 2 Noz. Holder- P Type 2000 BS 2

4 Chevy Injectors (Export) 2002Euro 4

5 Bx Injectors (Export) 2003

6 NBFE (Injectors) 2008 BS2

7 CRI Components 2006

8 CRI Injectors 2008 BS 4

Table-4: NaP Product Introduction

As a strategic measure, Common Rail Injector (CRI) products were introduced which can

meet emission norms up to BS4. The CRI component exports started in 2006.The CRI production

was started in 2007 & new product CRI contribution is planned to grow to 50% of NaP turnover by

2010. The NaP contributed Rs 450 crores in the business of Bosch group during last financial year.

Fig-3: Percentage Share of Product at NaP

From 2006, NaP started production of parts for Common Rail injectors. A world class

production facility is set-up for this contemporary product which is identified under Export Oriented

Unit. This has catapulted NaP into big league as a supplier of parts to International Production

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Network of Bosch. Common Rail Injector assembly production is launched at NaP from 2007 for

which there are customers from Indian OE market. Another prime project for NaP is low-cost

Common Rail Injector (CRI1.1), especially being made for Asian market and planned to be launched

by 2010.This product is a strategic move to support the Asian and Indian markets need of LPV (Low

Priced Vehicle) in coming years.

NAP VISION AND MISSION:

Fig-4: Nap Vision and Mission

Organizational culture:

NaP stakeholders are RBIN, RB-DS, DS/IN, their customers, employees, business partners,

society and shareholders. NaP’s responsibility and commitment towards all the stakeholders is

sensitized with the help of ‘Vision’. In order to achieve targets and to secure the future of Plant, NaP

believes in improving continuously.

Bosch has always been a company driven by its values. The Bosch values are the foundation

upon which future is built. They guide the actions and tell what is important to Bosch and what they

are committed to.

Organizational Relationships:

Except for the shareholders, NaP has direct relationship with all its stakeholders’ viz. RBIN,

RB-DS, DS/IN, customers, employees, business partners, and society.

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NaPMissio

n

Leadership in Production and Logistics of Cost effective diesel injectors through Innovative solutions and best in class Quality

We are the most preferred partner to our customers based on our reliability and leadership in technology and quality

We focus on our core competencies and continuous improvement for sustained and profitable growth

We involve, empower and motivate our people to shape our future together

We, along with our business partners, are cost competitive through lean and effective processes

We commit ourselves towards environment protection & social responsibility

NaPVision

RBIN, RB-DS, DS/IN:

NaP management is jointly lead by a Technical & a Commercial Head who report to DS/IN

Management. Common corporate functions such as Legal, Finance, Sales, Product development,

HR, Direct material purchasing etc. are appropriately integrated with the plant.

Customers:

Main products of NaP are nozzles and injectors with a good mix of conventional and

contemporary technologies. NaP products are supplied to inland and export markets-both for

Original Equipment and Aftermarket. They operate directly with OEMs. For aftermarket, end

customers are handled by Sales Automotive Aftermarket division through its dealer network. Major

OEM customers include Tata Motors Ltd., M&M Ltd, SPIL, Tata-Fiat, Ashok Leyland Ltd & Tata

Cummins Ltd.

Employees:

Particulars M&SS Non-M&SS

Qualificatio

n

Graduates/Post-graduates from across

India

Skilled technicians

(ITI/NCTVT/Diploma) from the state

General

Includes few foreign nationals from

other Bosch plantsSupported by internal union

Employment based on equal opportunity

Expertise from world-wide Bosch locations

We have about 298 substitute/temporary employees

NaP employs 2,855 associates as on end Aug 09. This comprises of 429 M&SS (Managerial)

and 2,426 associates (non-managerial) colleagues. With the changes in product life cycle stages of

different products, redeployment of associates in direct areas is continuously done.

Table-5: Employee Profile

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Bosch NaP Milestones:

Year Description

1969 Start of Pilot Plant

1974 SOP - Nozzles and Nozzle Holders

1988 SOP - Elements and Delivery Valves

1992 ISO 9001 Certification

1996 DSLA Injectors (Euro I) : Manufacture with CKD imports

1997 QS 9000 Certification

1998 SOP - DSLA Nozzles

1999 First export to Automotive After market of Bosch

2000 DSLA nozzles : Approval upto 1800 bar pressure

2001 One Millionth DSLA Nozzle produced

2002 Fifty Millionth NHA produced

2003 ISO/TS-16949,ISO14001 certification, Lead plant status-DN nozzles

2004 Lead plant status for KCA, Sixty Millionth NHA production

2005 27% Export Vision fulfillment

2006 CRI Part production

2007 Common Rail Injector

2008 Eighty million NHA produced

Table-6: Bosch NaP Milestones

Chapter 4

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4. Literature survey

Introduction and Definition

TPM aims the effective use of plant equipment and machinery Above all,

effective use means that MAE runs without unplanned downtime and

manufacture good products TPM uses the potentials of the associates and

improves the workflow.

History of TPM

From where did TPM evolve? What spurred its development?

TPM originated in Japan and was equipment management strategy

designed to support Total Quality Management strategy. The Japanese realized

that companies cannot produce consistent quality product with poorly

maintained equipment.

TPM thus began in 1950s and focused primarily on the preventive

maintenance. As new equipment was installed, the focus was on the

implementing the preventive maintenance recommendations. A high value was

placed on equipment that operated at designed specification with no

breakdowns. During these some years, research group was formed which later

become Japanese Institute Of Plant Management (JIPM).

During 1960s, TPM focused on productive maintenance, reorganizing the

importance of reliability, maintenance and economics efficiency in the plant

design. This focus took much of the data collected about equipment, and

construction phase of equipment management. By the end of 1960s, JIPM had

established and awarded prize to companies that are excelled in maintenance

activities.

Then in 1970s TPM evolved to a strategy focused on achieving PM

efficiency through a comprehensive system based on respect for individual and

total employee participation. It was at this time that “Total “was added to the

productive maintenance. By the need of 1970’s Japanese began to teach TPM

strategies internationally and were recognized for there results.

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This process was an evolutionary one that took time not because it was

technically difficult to produce the results, but because of the efforts to change

the organizational culture so that it values the “Total” concept.

Today the international focus on TPM is intensifying. This interest is

expressed to support a company’s full utilization of its assets. For eg, one of the

prevalent strategies today is the concept of lean manufacturing. It is based on

Toyota production System and is designed to drive out waste from an

organization. Lean manufacturing strategies has yet to produce true benefits

possible because they assume full asset utilization. Further more the full

utilization of assets will never occur without an effective TPM strategy.

Therefore, are lean manufacturing strategies effective today? The answer is no.

A quick review of the current state of maintenance in the US indicates that

change are required if companies want to achieve Lean Manufacturing. General

TPM approach is as shown in the figure.

4.1TPM Approach

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Fig.5: TPM approach

4.2The Bosch TPM Model…

It describes the tasks and activities for planned and global maintenance

for the existing MAE in order to avoid unplanned downtimes and to reduce

planned downtimes.

The implementation of TPM is done with a project organization. The

main target is the implementation of the plant concept. The tasks and

the activities in the next stages of TPM are integrated by the

manufacturing teams, the local and the central maintenance staff. For

every pillar of the TPM model Standards are presented in forms and `21

contents. With these and other standards Point CIP improvement circle

can be drawn on

Machine Selection Procedure:

Table no.7: Machine Selection Procedure

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Table no.7: Machine Selection Procedure

4.2.1Eliminating Main Problems

Eliminating main problems means that operating personnel are put in a

position in which, from the perspective of waste elimination and continuous

improvement, they can systematically analyze downtimes that appear, identify

the causes, and eliminate them permanently.

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Fig.6: pillar eliminating main problems

Fig.7: Implementation Steps

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Machine break-down, start up difficulties (warm-up times, test runs)

Unproductive Operation and minor stops

Reduced work speed (longer cycle time)

Internal the regarded sources of loss in the context of this description are:

Availability losses because of change over, adjusting, calibrating and quality

losses can be also main problems. The systematic is described in the related

element descriptions

Implementation Step 1:

1. Determine sources of loss with the help of check lists, downtime logs, or

electronically generated machine data, shift notes etc

2. Hourly Count

3. OEE calculation with detailed identification of

OEE factors

4. Determine main problems

5. Create A B C analysis for the problems identified

6. Prioritize the problems

7. Analyze and plan corrective actions

8. Review the corrective actions (PDCA)


1. Analyze causes with the help of problem-solving methods such as cause-

effect Diagram

2. Ask 5x why

3. Find causes check and prioritize causes evaluate and present effect


1. Define and implement measures

2. Define improvement potentials with the help of creative

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3. methods such as brainstorming, mind-

mapping

4. evaluate improvement potentials

5. describe actions (action sheets),check for feasibility, set responsibilities

and deadlines

6. agree on actions with persons responsible

7. implement and monitor actions


1. Derive and agree upon standards

2. work directives, quality plans, work plans,

maintenance plans, training plans are set and

implemented jointly with those

involved


1. Control success and document

2. check effectiveness of actions

3. Visualize trends and improvement of result (e.g.

OEE,)

4. visualize according to PDCA system

5. transfer positive results to other areas Internal

Documentation of Deviations:

1. Deviations are documented constantly during shift so Important

information is not lost

2. Information is available any time for associates and management

Deviations show the correlation between drop in of delivery rates and

the information of related problems.

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3. Down time can be linked with OEE Sheet by hourly production

tracking.

4. Top-team leader visualizes the results and causes of down time of

machine/machine group every hour. This procedure/process leads to

identification with the results and involvement in problem solving

process. Hourly production tracking shows the progress and lead to

transparency Problems Downtime Data Collection

Now question comes in our mind how to measure the

effectiveness of the equipment?

“OEE is worldwide established metric for the current Process control of

TPM activities”

OEE captures six big losses:

1. Availability Losses:

Machine and equipment Breakdown

Changeover, setups, adjustments, software changes, test runs,

calibration.

Startup difficulties (Warm up times and test runs)

2. Performance Losses:

Reduced work speed

Unproductive operations and short downtimes

3. Quality Losses:

Process mistakes and quality losses

OEE Overview:

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Answer to this question is OEE over all equipment effectiveness. This

confirms all issues related to the equipment performance. The formula for

equipment effectiveness must look at the availability, rate of

performance and the quality rate. This approach allows all departments

to be involved in determining equipment effectiveness. The formula could

be expressed as:

Availability x Performance rate x Quality rate = Overall all Equipment

Effectiveness

Availability is the required availability minus downtimes divided by

the required availability; it can be expressed as following formula

Required Availability-Downtimes

Required Availability

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Required availability is the time production needs to operate the

equipment minus planned downtimes, such as breaks, schedule lapses

and meetings. Downtime is the actual time the equipment is down for

repairs. It is sometimes called breakdown downtime. The calculation

gives true availability of the equipment, the number that should be used

in the effectiveness formula. The goal for most companies is the number

greater than 90%.

Performance Rate is ideal or designed cycle time to produce the

product multiplied by the output and then divided by the operating time,

as seen in the following formula

Design cycle time x Output

Operating time

Design cycle time is given in some unit of production such as part

per hour. Output is the total output for the given time period. Operating

time is the availability from the previous formula. The result will be a

percentage of performance. This formula is useful for spotting capacity

reduction breakdowns. The goal for the most companies is the number

greater than 95%.

Quality Rate is the production input into the process or equipment

minus the volume or number of quality defect divided by the production

input. The formula is

Production input- Quality Defects

Production input

Production input is the unit of product being fed into the process or

production cycle. Quality defect represents the amount of product that is

below quality standards (not rejected, and there is difference) After the

process or the production cycle is finished. The formula is useful for

spotting production quality problems, even when the poor quality product

is accepted by the customer. the goal for most of companies is higher

than 99 %.

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4.2.2. AUTONOMOUS MAINTENANCE:

Fig. 8: Autonomous Maintenance

Means that all routine activities to maintain systems are done as teamwork by

operating personnel

Acting on their own initiative once they have been trained accordingly. With

sensitivity of equipment operators and TPM system timely maintenance and

repair are natural results. Faults in machines and equipment are recognized

quickly, and remedied safely and quickly.

Includes the following

1. Service work

(E.g. cleaning, improving, oiling, greasing, servicing, testing, adjusting,

marking, correcting, attaching -visualize, standardize, ..... )

2. Repair work

Replace wear parts, carry out minor repairs-`30

( e.g. filters, belts, bearings, lights, fuses, cables, covers,

Valves, missing parts -visualize, standardize)

Fig.9: Implementation steps


1. Plan basic inspecting

2. determine existing standards

3. Train the associates for basic inspection

4. Clean and service MAE function groups, and check whether parts /

assemblies are dirty, faulty, damaged, or loose.

5. Check whether necessary cleaning, greasing, oiling, marking,

servicing has been or has to be done.

6. if checkpoints are out of the limits,

place a TPM card create & implement

actions

7. if necessary, create action sheets with photographic

documentation

8. check standards, if appropriate optimize them

9. check for success (trust curve)`31

10. visualize according to PDCA cycle


1. Agree upon standards for service, incl. cleaning and inspection-provisional

maintenance plans are set and communicated by the appropriate

department


Carry out independent service work and improvement of standards-describe

maintenance tasks-define responsibilities-train associates as necessary-create

and roll out maintenance plan-define and communicate TPM maintenance

intervals-perform maintenance tasks-review standards and optimize if

necessary-check for success


Carry out independent repair work and improvement of standards

1. check manufacturers' standards and improve if

necessary

2. evaluate existing repair data

3. describe repair tasks organize and optimize spare parts inventories

define responsibilities create and roll out repair plan

4. carry out repair tasks

5. check standards and improve

if necessary

6. check for success


1. Continuous improvement of installations and process

quality

2. regularly evaluate key data

`32

3. check attainment of goals

4. set new objectives

5. apply and review PDCA cycle

6. apply and improve problem-solving methods( e.g. 8 Action Tools )

7. use Lernstatt and CIP workshops for improvement potential

8. train associates further

4.2.3 Planned Maintenance

Fig.10: Planned Maintenance

Means that, the systems and facilities are kept so well that

there are no more unplanned downtimes, and the useful life of the

systems and facilities are substantially increased as a result of

further maintenance work. In addition to that diagnostic systems are

used for early warning, a CMMS (Computerized Maintenance

Management System) is used for planning and controlling. These

tasks require advanced knowledge of maintenance, and it is

therefore preferable that they need to be performed with a cross-

`33

functional team under the coordination of the maintenance

department.

Fig11: Implementation steps


Further maintenance activities are carried out by specialist divisions.

Standards similar to in autonomous maintenance:

Proof of execution

Maintenance and repair work plan

Maintenance and repair work instructions:

1. Overview of maintenance and repairing points

2. Short Training (One Point Lesson) for all maintenance and repair

work activities Schedules, Instructions and workflow are

visualized on MAE and/or stored in the maintenance database.


Standards for Further Maintenance Activities:

Elements are identical with those of autonomous maintenance. The level

of detail is related to the difficulty of execution, training of executer and

the possible results in case of wrong execution.

`34

1. Further maintenance activities specified with explanation and pictures:

Listing of activity, checks and values

2. Executor (associate, setter)

3. Needed devices, tools, spare parts

4. Planned duration(first evaluation by estimation is possible, time

observation or MTM-MEK)

5. Response limits for deviations of downtime

Find answer to the following questions:

1. Which system has the most failures?

2. Where are most maintenance hours spent?

3. Where are the most spare parts/wear parts needed?

4. Where are the most auxiliary materials used?

ImplementationStep3:

To define criteria for evaluating the equipment- Registration and analysis of

current status of MAE with evaluation of most susceptible modules, parts and

processes

1. Create concept and specifications for a CMMS (Computerized Maintenance

Management System) (ie. SAP PM, etc)

2. Evaluate existing experience

3. Evaluate experience of other operating units

4. Choose one CMMS

5. Install CMMS

6. Train associates

7. Roll out CMMS

8. Check for success

9. Optimize and continuously improve CMMS

ImplementationStep4:

1. Check manufacturers standards and include them in concept

2. Evaluate existing maintenance data & experience

`35

3. Create concept for efficient diagnostic systems

4. Evaluate experience of other operating units

5. Develop MAE-specific concepts

6. Install diagnostic system

7. Train associates

8. Roll out diagnostic system


10. Optimize and continuously improve diagnostic system


1. Regular evaluation of metrics

2. Regular check for standards

3. Assess handling and results of the CMMS and diagnosis system, and

optimize if appropriate

4. Check attainment of goals

5. Set new objectives

6. Apply and review PDCA system

7. Apply and improve problem-solving methods

8. ( e.g. 8 Action Tools )

9. Use CIP workshops for improvement potentials

10. Continuous training for associates

`36

Fig.12: TPM Appropriate MAE Design

4.2.4 TPM Appropriate MAE Design

Means that the ease of maintenance, accessibility, and user-friendliness of

installations and facilities is considered as early as the planning and

procurement phase. To achieve this, the know-how of associates from

production and maintenance is a very valuable and vital contribution during

collecting of requirements (both specification types) for new MAE


1. Integrate TPM specialists from manufacturing, planning, service, and QA

2. SE teams at an early stage

3. Use experience from existing MAE and manufacturing concepts, and

include them in planning

4. Internal (Implementation Step 2) Examples of possible topics for

maintenance specifications:

5. Integrate TPM elements in process, machine, and design FMEA

6. Use data from CMMS

7. Use process plans, task matrix, and checklists

8. Input new knowledge, data, and know-how into the CMMS

`37

Fig.13 : Implementation steps


10. Plans prepared for service and repair

11. Excellent accessibility, ergonomics

12. Ease of operation and maintenance

13. Standardized, identical consumables

14. Visualized service and repair locations

15. Standardized service and repair locations

16. Built-in diagnosis systems

17. Low life-cycle costs


1. Ensure that specifications are complied with

2. Discuss design with TPM specialists from manufacturing, planning,

service, and QA

3. Analyze spare parts requirements and elaborate spare parts management

4. Plan tool management

5. Develop training concept and plan for implementation

6. Plan change over management

`38

7. Continuously check manufacturing

8. Use PDCA cycle to eliminate weak points at manufacturer

9. Implement qualification concept for operating personnel and service

10. Prior acceptance of system at manufacturer


1. Conditions for installation are satisfied

2. Associates from manufacturing, planning, service, and QA are involved in

installation and commissioning

3. Perform test of machine capability

4. System and training documentation is present

5. Basic Training is completed

6. Continue MAE training

7. Tool management is ready

8. Precise data recording to identify final weak points

9. Eliminate weak points recognized in accordance with PDCA cycle

2.5.4 Install MAE and put it into Operation Install MAE and put it into operation

(contd.)

1. Target-actual comparison of performance in TPM specifications

2. Proof of performance and final acceptance completely documented

3. Complete spare parts management

4. Create additional documentation and operating, tooling, and maintenance

standards

5. Ensure malfunction-free operation in the long run

6. Permanent data capture, evaluation, and problem elimination, if

necessary

7. Continuous consultation about TPM activities between associates from

manufacturing, planning, and service

8. Needs-driven further training of associates in TPM process

9. Secure experience for subsequent projects

`39


1. Evaluate efficiency of SE teams, and optimize if necessary

2. Regularly check standards

3. Use experience from present and past projects

4. Process goal attainment according to PDCA cycle

5. Integrate MAE manufacturers in the improvement process

6. Use CIP workshops for improvement potential

7. Further train associates

Generalized flow chart of TPM is given below:

`40

No

YES

No

YES

No

YES

No

YES

No

YES

1. Do we have PM program?

STARTING TPM

Develop a PM program

2. Evaluate the effectiveness of PM program.

3. It is effective < 20% reactive work

performed?

Implement effective PM procedure.

4. Review Maintenance Store.

5. Are store effective > 95% service level.

Develop effective stores procedure.

6. Review work order system..

7. Are work orders fully utilized.(100%

coverage)

Implement an effective work order system.

8. Review planning & scheduling.

9. Is planning & scheduling

effective >80% weekly.

Implement an effective maintenance & scheduling.

10. Investigate computarization of work order system.

Contd…

`41

No

NoYES

No

YES

No

YES

Operator cleaning & inspectingwork requests visual system.

No

YES

No

Does the work order system

requires computarization

10.(A) Establish manual maintanence system.

10(B) Is the manual system

effective?

Establish manual maintanence system.

Evaluate work order process11.Purchase & implement CMMS or (EMIS)

12. Is CMMS Effective Identify & correct problems.

13.Investigate involvement in pilot area.

Are there activities the operator could

be involved in?

Reavaluate the activities.

14. Identify the activities.

15. Are the operators certified

to perform the activities?

Train & certify the operators to perform he activities.

16. Begin operator involvement.

17. Is predictive maintenance being

performed?

Begin predictive maintenance.

`42

Contd….

YES

Life cycle costingFMEA

No

YES

Total cost analysisAll costa related to decisions are calculated.

No

YES

No

YES

18. Investigate Reliability engineering

Is reliability data used for all

equipments for making decisions?

Begin using reliabilty engineering techniques.

19. Investigate finacial optimization.

20. Are the tools & data available for

financial optimization?

Develop the tools and data.

21. Use financial optimization

22. Are we successful with

TPM?

Investigate problems & correct.

23. Strive for continuous

Improvement.

Fig No14: Flow chart of TPM

`43

Chapter 5

5.1 Objective of Project

To analyze the effectiveness of Total Productive Maintenance (TPM) on productivity

through variables like OEE, Quality, Cost and Delivery.

5.2 Scope of Project

Total Productive Maintenance (TPM) has wide scope in the company. Currently it is in initial stage.

By the implementation of TPM on bottleneck process, the productivity of the machine will definitely

get increased. By analyzing the OEE of the machine we can suggest plant management to deploy

this TPM activity horizontally

`44

Chapter 6

6.1Data Collection (Primary and secondary Data)

6.1.1OEE Analysis:

Data for the month June and July is primary data and Jan to May is secondary data. This data

indicates effectiveness of the equipment (How equipment is productive) On the basis of the data we

measured losses. Major four major losses are 1.Quality losses 2.Changeover Losses 3.Organizational

Losses 4. Performance Losses.

Jan Feb Mar Apr May June July72 64 62 72 72 73 6666 63 66 73 73 70 6762 65 72 75 75 72 6967 64 67 78 78 80 5968 68 68 70 70 66 6669 67 69 65 71 52 6270 65 69 70 70 73 7061 64 61 60 72 79 7166 63 66 64 64 69 8269 60 70 71 71 72 6060 70 60 72 75 78 7265 62 65 75 75 85 7464 64 72 69 69 73 7068 65 68 69 76 79 7169 62 69 74 74 7572 58 64 70 72 7372 60 72 72 72 8566 61 66 73 73 7868 60 68 78 78 7467 66 67 74 74 5864 62 70 78 78 7068 65 68 65 80 6070 67 64 68 81 6466 62 66 73 73 6269 66 69 66 73 5869 67 65 54 75 6670 65 65 55 7365 67 65 67 68 7465 64 69 78 78 7265 65 65 72 81 7265 63 70 70 80

67 64 67 70 74 71

Date wise OEE detailsM/C 12533

Table No.8: OEE Date-wise

`45

Jan Feb Mar Apr May June July67 62 64 72 72 77 8066 66 67 73 73 77 7668 72 68 75 75 74 7472 75 66 78 78 67 6368 68 65 70 70 73 7869 72 69 65 71 76 6670 69 65 70 70 77 7265 62 68 60 72 66 7070 68 64 64 64 73 6469 70 68 71 71 71 6966 60 72 72 75 73 7065 64 71 75 75 77 7264 72 68 69 69 72 6968 68 68 69 76 78 7472 69 62 74 74 7769 64 62 70 72 6772 72 75 72 72 6666 67 72 73 73 8267 71 74 78 78 7368 67 73 74 74 7269 70 67 78 78 4668 68 71 65 80 6270 64 72 68 81 4366 69 72 73 73 6564 68 62 66 73 6669 65 69 54 75 7570 71 70 55 7365 65 80 67 68 7369 75 73 78 78 7068 65 72 72 81 6569 70 70 70 80

68 68 69 70 74 70

Date wise OEE detailsM/C 12231

Table No.8: OEE Date-wise

6.1.2Tag Matrix TPM:

Tag matrix consists of open point list of the problems found out at the time of TPM kick off. This

sheet is used to identify the type of abnormalities and the person responsible for the same. The data

shows the second step of BOSCH TPM mode (Autonomous Maintenance)

`46

TPM Period

Machine / Equipment:12231 Meeting Time 9.30 am

SR.No Date Location Exact description of Abnormalties

Type of Tag(Red/White) /Tag

No. Ex R100 Put by Br

eakd

owns

Quali

ty D

efects

Cost

incre

ase

Accid

ent

resp

onsib

ility

close

d

1 Tag no. 34 14/11/2008 Hydraulic Tank Oil man to be shown oil level. Red SSY/DAR TEF 12/PMI closed

2 Tag no. 33 14/11/2009 Hydraulic Tank Frequency of Hydraulic filter Red SSY/DAR PMI closed

3 Tag no. 14/11/2010 Hydraulic Tank Hyd tank. Cleaning to be specified in PM Red SSY/DAR PMI closed

4 Tag no. 41 14/11/2011 Hydraulic Tank Visualizatiojhn of oil level Red SSY/DAR TEF12/PMI closed

5 Tag no. 81 14/11/2012 Hydraulic Tank Motor direction not visualised Red SSY/DAR TEF11 21.11.08

6 Tag no. 84 14/11/2013 Hydraulic Tank Pressure Guage monitoring missing Red SSY/DAR TEF12/PMI closed

7 Tag no.1 14/11/2008 Coolant Tank Pressure guage broken Red UJK/PND TEF12 20.11.08

8 Tag no.44 14/11/2008 Coolant Tank Protection Guard broken Red UJK/PND TEF12 closed

9 Tag no.1 14/11/2008 Coolant Tank Water leakage in tray Red UJK/PND TEF7 20.11.08

10 Tag no.47 14/11/2008 Coolant Tank Coolant level visualisation problem Red UJK/PND TEF12 closed

11 Tag no.50 14/11/2008 Coolant Tank No marking on valve blank Red UJK/PND TEF12 closed

12 Tag no.38 14/11/2008 Coolant Tank Visualisation of pressure guage not available ( RH side and LH side ) Red UJK/PND TEF12 closed

13 Tag no.48 14/11/2008 Coolant Tank Pipe mounting not proper Red UJK/PND TEF12 21.11.08

14 Tag no.46 14/11/2008 Coolant Tank Coolant level switch broken Red UJK/PND TEF11 closed

15 Tag no. 3 14/11/2008 Hydraulic Hydraulic cap nut missing White Rajole W118 open

16 Tag no. 2 14/11/2008 Hydraulic 4 nuts not available on cover White Rajole W118 closed

17 Tag no.59 14/11/2008 Hydraulic Filter to be cleaned Red MSB TEF12 closed

18 Tag no. 57 14/11/2008 Hydraulic Oil flow monitoring sensor not available Red MSB TEF11 closed

19 Tag no.56 14/11/2008 Hydraulic Direction of cooling water not available Red MSB TEF12 closed

20 Tag no.4 14/11/2008 Hydraulic Plastic pipe cover from bolts missing White MSB W118 closed

21 Tag no.5 14/11/2008 Hydraulic Motor rotation direction not available White MSB TEF11 closed

22 Tag no. 26 14/11/2008 L.H. Side Spindle Machine guard not locking properly hing broken Red MBK TEF7 closed

23 Tag no. 25 14/11/2008 L.H. Side Spindle Tube from exhaust unit not proper Red SSW TEF7 closed

24 Tag no. 58 14/11/2008 L.H. Side Spindle leakage ( probable ) at high pressure line Red RSS TEF12 closed

25 Tag no. 10 14/11/2008 L.H. Side Spindle Removal of Sticky burr and oil. Cleaning of machine bed White SSW SHOP closed

26 Tag no. 29 14/11/2008 L.H. Side Spindle Clips of high pressure line enclosure not proper Red MBK TEF12 closed

27 Tag no. 30 14/11/2008 L.H. Side Spindle Probable leakage of oil from joint Red RSS TEF12 closed

Sl.no

Abnormality leads to

`47

28 Tag no. 31 14/11/2008 L.H. Side Spindle Probable leakage of oil from joint Red SSW TEF12 closed

29 Tag no. 27 14/11/2008 L.H. Side Spindle Air gun hook to be provided Red MBK TEF12 closed

30 Tag no. 28 14/11/2008 L.H. Side Spindle Light arrangement to be provided Red MBK TEF11 closed

31 Tag no. 12 14/11/2008 L.H. Side Spindle Wiring arrangement to be designated with color code White RSS TEF11

32 Tag no. 13 14/11/2008 L.H. Side Spindle Air unit for FRL not properly supported White RSS TEF12 closed

33 Tag no. 14 14/11/2008 L.H. Side Spindle Hinge broken for L.H.S door White SSW TEF7 open

34 Tag no. 15 14/11/2008 L.H. Side Spindle High pressure line dial unit not visible Red SSW TEF12 closed

35 Tag no. 62 14/11/2008 Electric Panel Electric cable routing bottom not proper Red SBV TEF11 closed

36 Tag no. 63 14/11/2008 Electric Panel Panel all wiring, Tray covers, I/O covers to be put properly Red SBV TEF11 closed

37 Tag no. 64 14/11/2008 Below OP Bracke to be tightened Red SBV SHOP closed

38 Tag no. 65 14/11/2008 A/C Electric panel Opening of old A/C to be properly closed Red SBV TEF7 22.11.08

39 Tag no. 66 14/11/2008 Coolant tanik Pressure switch connection not ok Red SBV TEF11 closed

40 Tag no. 41 14/11/2008 Hydraulic power pack Visualisation of oil level not proper Red TER TEF12 closed

41 Tag no. 68 14/11/2008 Machine Back Contamination of chips and coolant Red Rajguru SHOP closed

42 Tag no. 69 14/11/2009 Machine Fixture Wire hanging and connections not proper Red Rajguru TEF11 closed

43 Tag no. 70 14/11/2010 Below Fixture Access difficult for cleaning Red Rajguru SHOP open

44 Tag no. 51 14/11/2011 General oil pipe No place for setting guages Red Rajguru SHOP open

45 Tag no. 52 14/11/2012 Oil pipe Nr. Fixture Oil leakage from joints Red Rajguru TEF12 open

46 Tag no. 53 14/11/2013 Above Fixture Oil leakage fromoil drain chute Red Rajguru TEF12 closed

47 Tag no. 54 14/11/2014 Fixture Oil leakage from joints Red Rajguru TEF12 open

48 Tag no. 55 14/11/2015 Slide wire hanging for side limit dog Red Rajguru TEF11 closed

49 Tag no. 06 14/11/2016 Chip Conveyor Screw of Motor cap missing White SHB TEF11 closed

50 Tag no. 37 14/11/2017 Machine Front Dirty platform of associates Red GNR TEF7 20.11.08

51 Tag no. 38 14/11/2018 Coolant tank No visualisation of pressure guage Red MSB TEF12 closed

52 Tag no. 39 14/11/2019 Coolant tank Filter removal not easy Red MSB SHOP open

53 Tag no. 80 14/11/2020 Chip Conveyor Guage glass broken Red MSB TEF12 closed

Table No.9: TPM tag matrix

`48

CLIT (Cleaning, Lubrication, Inspection and Tightening) technique used in the planned maintenance

the third step of the BOSCH TPM model. By this step we analyzed important aspects and what

happens if an associate ignores these points

`49

Chapter 7

7.1 Data Analysis and Interpretation

In the data analysis, we have reached to percentage losses as given below:

Avg-2009 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-1065 68 64 65 69 75 720 0 0 0 0 0 02 1 1 1 2 2 33 3 3 3 2 2 25 3 4 4 3 2 4

25 25 28 27 24 19 19

60 67 64 67 70 73 710 0 0 0 0 0 02 2 1 2 3 3 44 4 4 2 1 2 36 1 5 4 3 2 3

28 26 26 25 23 20 19

60 68 68 69 70 74 700 0 0 0 0 0 02 2 2 2 3 3 63 2 3 2 2 2 37 3 3 3 3 2 3

28 25 24 24 22 19 18

65 63 66 64 68 74 730 0 0 0 0 0 02 2 2 2 3 2 33 3 2 4 3 3 25 4 4 5 4 3 2

25 28 26 25 22 18 20

12231

OEEQuality lossesChangeover lossesOrganizational lossesTechnical LossesPerformance Losses

Technical LossesPerformance Losses

12533


OEEQuality lossesChangeover lossesOrganizational losses

1241812356


Bottleneck Machines

WIDM

A - 8 Spindle gun drilling machines (W

118)

Table10: Consolidation statement of losses

`50

7.2 PDCA for technical Failures:

Fig. No.15 :PDCA analysis

`51

Fig No16: MTBF Status

Fig No 17: OEE Status

`52

Fig No18: Technical Losses Status

3

: Fig No. 19: Organizational Losses Status

`53

Fig No. 20: Performance Losses Status

Fig No. 21: Change over Losses

`54

Fig No.22: Pareto Analysis

`55

Chapter 8

8.1Observations and findings:

1.

Graph Findings Actions Decided Relative Changes Action completed

(RYG Status)

MTBF Increasing trend

Planned

Maintenance

15 Days To 30

Days

Technical losses Decreasing Trend

Autonomous and

planned

Maintenance

20%

Organizational

Loss

Decreasing Trend Correction of

planning and

scheduling

18%

Change over

Losses Increasing trend

Setup

adjustments,

QCO’s

20%

OEE Shows increasing

trend

TPM activity-

QCO/Less

Changeover

losses

68% to 74%

Table No.11: Observations and findings

`56

Chapter9

9.1 Conclusion:

BOSCH being largest auto component manufacturer has implemented many steps in the

direction of improvement. TPM being a major issue has been tackled by giving special attention.

This project helped to learn how the losses can be tracked from time to time. Also various ways of

reducing unwanted down times were analyzed and implemented in the due course of this project.

From above observations and findings I came to the conclusion that TPM initiative has very

good exposure in the company as it is continuous improvement process. By analyzing Overall

Equipment Effectiveness I came to conclusion that the productivity got increased.

The project benefited the company as well as me. The summer internship project turned to be

an important learning experience for me. Many new things and management techniques were

observed practically in the organization.

`57

Chapter 10

10.1 Suggestions / Recommendations:

1. On the basis of data analysis and interpretation I would like to suggest

deployment of TPM activity horizontally.

2. TPM should reached to the bottom level (Lower level like associates,

OJT’s)

3. TPM activity should become a continuous improvement process.

`58

`59

Documents

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