Manufacturing Performance by Tpm

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MANUFACTURING PERFORMANCEAND EVOLUTION OF TPM

ASHOK KUMAR SHARMA*

Department of Mechanical Engineering, Suresh Gyanvihar University,

Mahal, J agatpura, Jaipur, Rajasthan, [email protected]

SHUDHANSHU

Chief Mentor, Suresh Gyanvihar University,Mahal, J agatpura, Jaipur, Rajasthan, India

[email protected]

AWADHESH BHARDWAJ

Department of Mechanical Engineering, MNIT,JLN Marg, Jaipur, Rajasthan, India

[email protected]

Abstract:To improve productivity it is essential to improve the performance of the manufacturing systems. This systemconsists of various resources like labour, materials, tools, plant and equipment, and others, used for production.The desired production output is achieved through high equipment availability, which is influenced byequipment reliability and maintainability. Maintenance function is therefore vital for sustainable performance of

any manufacturing plant, since, a proper maintenance plan improve the equipment availability and reliability.The paper describes the maintenance (Total Productive Maintenance) as strategy to improve manufacturingperformance. Further, 5S as the base of Total Productive Maintenance (TPM) and overall equipmenteffectiveness (OEE) as a measure of effectiveness have also been discussed.

Keywords: Manufacturing performance; TPM; Pillars of TPM; OEE.

1. IntroductionIn todays era of global recession and competition it is basic business requirement to supply quality products atcompetitive prices through reducing manufacturing expenses which is only possible by improvingmanufacturing performance. This increased global competition forcing companies to improve and optimize theirproductivity in order to remain competitive Huang et al. [2003]. Performance can be defined as the extent towhich a company or process fulfill their objectives. In general, productivity is defined as the ratio of the outputto input of a production system. The output of the production system is the products or services delivered whilethe input consists of various resources like the labour, materials, tools, plant and equipment, and others, used forproducing the products or services. With a given input if more outputs of products or services can be produced,then higher productivity efficiency is achieved. Efficiency is doing the things right or it is the measure of therelationship of outputs to inputs and is usually expressed as a ratio. These measures can be expressed in terms ofactual expenditure of resources as compared to expected expenditure of resources. They can also be expressedas the expenditure of resources for a given output. The desired production output is achieved through highavailability, which is influenced by equipment reliability and maintainability. The reliability of equipment isdecreasing with time [Vashisth and Kumar, 2011]. That has brought the maintenance functions into focus toimprove the production systems performance. There is consensus among authors [Madu, 1999; Cooke, 2000;Madu, 2000] that equipment maintenance and system reliability are important factors that affect organizationsability to provide quality and timely services to customers and to be ahead of competition. Manufacturing firmsare realizing that there is a critical need for proper maintenance of production facilities and systems to take best

Ashok Kumar Sharma et al. / International Journal of Engineering Science and Technology (IJEST)

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use [Luxhoj et al., 1997; Stephen, 2000; Cholasuke et al., 2004; Meulen et al., 2008]. Maintenance function istherefore vital for sustainable performance of any manufacturing plant. The paper describes the maintenance asprerequisites for enhanced manufacturing performance and further discusses Total Productive Maintenance(TPM) as a tool to improve manufacturing performance.

2. Role of Maintenance in Manufacturing Performance ImprovementThe business performance can be categorized into, financial, managerial and plant managerial. Financialperformance refers to the financial aspects of the company such as sales or profits and is similar to strategicbusiness performance. Managerial aspects are spread over both financial and operational aspects e.g. salesfigures and employee satisfaction, respectively. Plant managerial aspects are confined to the aspects of shopfloor operations such as productivity, quality and safety, i.e. concerned with manufacturing performance.Effectiveness of manufacturing system doing the right things and measures the output conformance to specifiedcharacteristics. Just-In-Time (J IT), Total Quality Management (TQM), Business Process Re-engineering (BPR),Supply-chain Partnering (SP), Learning Culture (LC), Team-based Working (TW), Concurrent Engineering(CE), Integrated Computer-based Technology (ICT) and Employee Involvement (EI) have been recognized asstrong contributors to manufacturing performance both in the practitioner literature [Waterson et al.1999,Schonberger, 1986, Miller and Schenk, 1997] and the academic literature [Cleveland et al., 1989;Flynn et al., 1995; Sakakibara et al., 1997].

As discussed in previous section the performance and competitiveness of manufacturing companies is dependenton the availability, reliability and productivity of their production facilities [Coetzee, 1997; Fleischer et al. 2006;Madu, 2000]. Manufacturing Engineering Society of Australia [1995] recognizes maintenance as tool to achievethe required asset capabilities within an economic context. They define maintenance as the engineeringdecisions and linked actions, necessary and sufficient for optimization of specified equipment capability. Here,the term capability is referred as the ability to perform a specified function within a range of performancelevels that may relate to capacity, rate, quality, safety and responsiveness [Tsang 1999]. Similarly, Kelly statesthat the objective of maintenance is to achieve the agreed output level and operating pattern at minimumresource cost within the constraints of the system condition and safety [Kelly 1989]. Maintenance is also partlyresponsible for technical system safety and to ensure the plant is kept in good condition and acceptable systemimage [Visser and Pretorious, 2003].According to Kelly [1998] the objectives of maintenance are

1. To ensure the plant availability, reliability and product quality.2. To ensure the plant achieves its design life.3. To ensure plant and environmental safety.4. To Ensuring cost effectiveness in operations & maintenance of the manufacturing facilities.

Broadly, maintenance can be categorized into two major classes, i.e. preventive maintenance and correctivemaintenance [Waeyenbergh and Pintelon, 2002]. Preventive maintenance is performed before machine failure.The objective of preventive maintenance is to promote continuous system production and avoid unplannedmaintenance operation, i.e. to reduce the probability of failure in the time period after maintenance has beenapplied.The purpose of maintenance management is to reduce the adverse effects of breakdown and tomaximize the production system availability at minimum cost. Production system breakdown causes loss ofoutput. Corrective maintenance is performed when a machine fails. It usually involves replacing or repairing thecomponent that is responsible for the failure of the overall system. The objective of corrective maintenance is torestore the system to an operating state in the shortest possible time it also strives to reduce the severity ofequipment failures once they occur. The maintenance work management cycle, as outlined by Campbell [1995],

consists of work identification, planning, scheduling, execution and closing the job. Maintenance work isidentified from the preventive, predictive and failure finding work orders that are usually generated by proactivemaintenance. Repair work arises as a result of failure. At the core of the maintenance function are workplanning and scheduling, which defines what gets done and when. To complete the work cycle, effective workexecution is vital in ensuring that required equipment condition and performance is attained.In a survey conducted by Wireman [1990] in USA it was found that maintenance cost for industrial firms hasincreased by 1015% per year since 1979 and the amount of money spent on maintenance functions in aselected group companies was nearly 600 billion dollars in 1989. According to Bevilacqua and Braglia, [2000]maintenance cost can reach 1570% of production costs, variation in this depends upon the type of industry. Thegoals of maintenance operations include improvement of system availability and reliability, increment of systemoperating efficiency through reduction of unplanned downtime and frequency of failures. Mobley [2002]underlined that almost one thirds of all maintenance costs are wasted as the result of unnecessary or impropermaintenance activities.

Bateman [1995] classified maintenance programs as reactive, preventive and predictive maintenance. Preventiveand predictive maintenance represent two proactive strategies by which companies can avoid equipment


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breakdowns. In reactive maintenance the equipment is allowed to run until failure, then the failed equipment isrepaired or replaced [Paz and Leigh, 1994]. Though under reactive maintenance, temporary repairs may be donein order to return equipment to operational condition and permanent repairs made later time[Gallimore and Penlesky, 1988]. Proactive maintenance is a strategy for maintenance whereby breakdowns areavoided through activities that monitor equipment condition and undertake minor repairs to restore equipment tooperational condition. These activities, including preventive and predictive maintenance, reduce the probability

of unexpected equipment failures. Preventive maintenance is often referred to as use-based maintenance wheremaintenance activities are undertaken after a specified period of time or amount of machine use depending uponthe type of machine [Gits, 1992, Herbaty, 1990]. Weil [1998] added another approach in his description of themaintenance spectrum by including TPM. TPM is an aggressive maintenance approach that seeks to improveequipment performance while continuing to avoid equipment failures. The evolution of TPM as a maintenancetool and its various pillars are discussed in section 3 of this article.Further, manufacturing performance can be measured with four different basic parameters cost, quality,delivery, and flexibility that are extended in some studies including several measures [Skinner, 1969,Hayes et al. 1988, Schroeder, 1993, Miller and Roth, 1994, Ward et al. 1995]. In general, business performancemeasures consist of operational and strategic business performance. While the operational business performanceassesses daily or weekly performance of operations and the strategic business performance measures majorcorporate goals such as return on capital, sales and profits. It is suggested by Takahashi and Osada [1990] to

measuring the effectiveness of TPM through managerial performance and plant managerial performance, i.e.two aspects of operational business performance. The detailed discussion of about overall equipmenteffectiveness (OEE) as measure of effectiveness of TPM is given in article 5.1.

3. Evolution of Total Productive MaintenanceThe aim of TPM activities is to reinforce corporate structures by eliminating all losses through the attainment ofzero defects, zero failures, and zero accidents. Of these, the attainment of zero failures is of the greatestsignificance, because failures directly lead to defective products and a lower equipment operation ratio becausefailures directly lead to defective products and a lower equipment operation ratio, which in turn becomes amajor factor for accidents [Shirose, 1996]. The various approaches towards TPM are presented in table 1.

Table1. Various philosophies of TPM

Philosopher Year Definition / Philosophy

Thomas R. Pomorski 2004 Total Productive Manufacturing is a structured equipment-centriccontinuous improvement process that strives to optimizeproduction effectiveness by identifying and eliminatingequipment and production efficiency losses throughout theproduction system life cycle through active team basedparticipation of employees across all levels of the operationalhierarchy.

(Cooke) 2000 TPM is intended to bring both functions (production andmaintenance) together by a combination of good workingpractices, team working, and continuous improvement.

(Lawrence) 1999 TPM is the general movement on the part of businesses to try todo more with less.

(McKone et al.) 1999 TPM is a program that addresses equipment maintenancethrough a comprehensive productive-maintenance deliverysystem covering the entire life of the equipment and involving allemployees from production and maintenance personnel to topmanagement.

(Blanchard) 1997 TPM is an integrated life-cycle approach to factory maintenanceand support

(SME) 1995 TPM is a way of working together to improve equipmenteffectiveness.

(SME) 1995 TPM is a methodology and philosophy of strategic equipmentmanagement focused on the goal of building product quality by

maximizing equipment effectiveness. It embraces the concept ofcontinuous improvement and total participation by all employees


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and by all departments.(Robinson and Ginder) 1995 TPM is a production-driven improvement methodology that is

designed to optimize equipment reliability and ensure efficientmanagement of plant assets.

(Robinson and Ginder) 1995 TPM is a method for bringing about change. It is a set ofstructured activities that can lead to improved management of

plant assets when properly performed by individuals and teams.(Steinbacher and Steinbacher) 1993 TPM is all of the strategies needed to sustain a healthy

maintenance log.

There are two main approaches found in TPM literature i.e. Western Approach and the Japanese Approach, bothhaving similarity. The Japanese approach is promoted by Japanese Institute of Plant Maintenance and describedby Nakajima [Nakajima, 1984, Nakajima, 1989], Tajiri and Gotoh [Tajiri and Gotoh, 1992] andShirose [Shirose, 1996] whereas, Western approach described by Willmott [Willmott, 1994], Wireman[Wireman, 1991] and Hartmann [Hartmann, 1992]. The Western approach is closely tied to the Japaneseapproach. Willmott, [1994] keeping Japanese approach in view offers his own definition that is based onteamwork but does not necessarily require total employee participation, i.e. emphasis has been laid on the use ofteams to achieve specific operational targets. He further states that the concept of TPM process is that all theassets on which production depends are kept always in optimum condition and available for maximum output.Hartmann [1992] presents a similar definition to Willmott and states that Total Productive Maintenancepermanently improves the overall effectiveness of equipment with the active involvement of its operators. TheJapanese approach emphasizes on the role of teamwork, small group activities and the participation of allemployees in the TPM process to achieve equipment improvement objectives hence it is more people andprocess focused. While the Western approach focuses on the equipment with understanding that operatorinvolvement and participation in the TPM effort is required hence, it is focused on equipment improvementobjectives.While comparing Japanese and Western approaches to TPM, Ames [2003], finds that the Japanese are just asfocused directly on the results as the Western approach is, and suggests that although there is very little realdifference in the approaches, The Western definition emphasizes on results as a marketing, or selling, tool togain the interest of Western managers. Similarly, the Japanese Institute of Plant Maintenance also advocatescompany wide application of TPM rather than equipment focus.According to Nakajima [1984] who is considered father of TPM, the TPM -

aims to maximize equipment effectiveness. establishes a thorough system of Preventive Maintenance (PM) for the equipments entire life span. is cross-functional, implemented by various departments (engineering, operators, maintenance,

managers). involves every single employee. is based on the promotion of Preventive Maintenance through the motivation of management and

autonomous small group activity.Shirose [1996] presents a similar view as

TPM strives for maximum equipment effectiveness. TPM establishes a total system of Preventive Maintenance for the entire life of the equipment. TPM includes participation by all sectors of the organization that plan, use, and maintain equipment. TPM participation is from top management to the frontline staff. Execution of TPM is based on small group activity.

JIPM currently defines TPM as follows.TPM aims at:

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

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

Achieving zero losses through the activities of overlapping small groups [J IPM, 1996].3.1.The origin of TPM

Earlier Productive Maintenance was originated in the United States of America in the late 1940s andearly1950s and it was developed from scheduled Preventive Maintenance techniques with the objective to


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improve the reliability and availability of production equipments. The TPM is modified form of United States-style productive maintenance fit to the Japanese industrial environment [Nakajima 1984]. The Japanese Instituteof Plant Engineers (J IPE) was created after study of American Productive Maintenance in the year 1953 and1962 by research group formed by twenty Japanese companies. The JIPE was converted into Japanese Instituteof Plant Maintenance (JIPM) in the year 1969 [Ireland and Dale 2001]. Nippondenso, a Japanese automotivecomponent manufacturer used first time Total Productive Maintenance in the year 1961 with the theme

Productive Maintenance with Total Employee Participation for improvement in manufacturing performancethan it was spread to Toyota, Mazda, Nissan and their associated vendors [Robinson and Ginder 1995]. Theearliest Japanese TPM implementations got a limited success and only a few companies adopted it[Tajiri and Gotoh 1992]. Actually, in the early 1970s, adoption of TPM began to accelerate as a means toimprove manufacturing effectiveness, soon after Japan faced a decline in economy [Ireland and Dale 2001].TPM extended to United States and the Western world during 1980s and 1990s when companies strived toquality improvement with programs such as Total Quality Management (TQM) [Ireland and Dale 2001].According to Suzuki [1994] adoption of TPM was started in prestigious companies such as Dupont, Exxon,Kodak, Alcoa, AT&T, Ford, Hewlett-Packard and Proctor & Gamble. Nakajima [1988], Nakajima [1989],Hartmann [1992], Willmott [1994] and Shirose [1996] documented the successful application of TPM in variousindustries by late 1990s and many companies have been awarded TPM prize by JIPM and the success story iscontinued world wide.

3.2. Pillars of TPMThe principle activities of TPM are exercised under its various pillars. Different researchers have presenteddifferent pillars but, most accepted model is Nakajimas model of eight pillars [Nakajima, 1984,Nakajima, 1988]. Some Western TPM practitioners have presented more simplified models[Yeomans and Millington, 1997, Steinbacher and Steinbacher, 1993 and SME, 1995]. A comparison between allthese models has been presented in table 2.

Table 2. Comparison of various pillars of TPM

Nakajima Model Yoemans &Millinton Model

Steinbacher &Steinbacker Model

SME Model

Focused

Improvement

Increase Equipment

Effectiveness

Corrective

Maintenncec

Improve Equipment

EffectivenessAutonomousMaintenance

AutonomousMaintenance

AutonomousMaintenance

Involve OperatorsIn Daily Maintenance

PreventiveMaintenance

Planned PreventiveMaintenance

Predictive Maintenance /Preventive Maintenance

----

Education andTraining

Training Education and Training

MaintenancePrevention

Early EquipmentManagement

MaintenancePrevention

Design and Management ofEquipment For MaintenancePrevention

QualityMaintenance

---- ---- Improve MaintenanceEfficiency and Effectiveness

Office TPM ---- ---- ----

Safety, Health &Environment

---- ---- ----

A detailed discussion is presented in the coming sections of the paper.

3.2.1. Focused improvement pillar (Kobetsu Kaizen)

According to Suzuki [1994] Focused improvement encompasses all activities that maximize the overalleffectiveness of equipment, processes, and plants and improves the performance through complete eliminationof losses. It aims at equipment to perform fullest on product manufacturing task and it is the responsibility ofoperators, technicians, engineers, or managers to handle the machines in order to serve the purpose, since,better performance of the equipments will lead to higher productivity of the shop floor hence, make the businesssuccessful [Leflar, 2001]. Nakajima [1988] Maximizing equipment effectiveness requires the complete

elimination of failures, defects, wastes and losses. Leflar [2001] advocate the replacement of equipment onlywhen the technology is obsolete not because it has deteriorated into a poorly performing Machine. The


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practicing on the equipment makes it more possible to learn and maintain the machine. Focused Improvementhas been, and still is, the primary methodology for productivity improvement in the [Thomas, 2003]. Theequipment restoration is a prime initial step in focused improvement. Wireman [1991] underlined that duringmaintenance of equipment tasks like cleaning, lubricating, adjusting, and tightening are neglected. Theequipment failure is eliminated by exposing and eliminating hidden defects that deliberately interrupt equipmentoperation before breakdown [Nakajima, 1988, Tajiri and Gotoh, 1992]. Shirose [1996] puts importance to minor

defects in order to vanish effects created due to the accumulation of minor defects. Similarly, Suehiro [1987]considers the elimination of minor defects to be one of the highest priorities of continuous improvement, even inlarge production units overall improvement arrives as an accumulation of improvements designed to eliminateslight defects. So, it becomes important for factories to make slight defects their primary focus. Further, it issignificant to note that focused improvement and equipment restoration is a continuous process and continuesfor the entire life of the equipment [Wireman, 1991].

3.2.2. Autonomous maintenance pillar (J ishu Hozen)

Autonomous maintenance is the activity in which operators accept and join hands with maintenance personnelfor the performance and upkeep of their equipment [Robinson and Ginder, 1995]. Autonomous maintenanceinvolves the participation of each and every operator, each maintaining his own equipment and conductingactivities to keep it in the proper condition and running correctly. This takes with the shift in perception ofoperator from I run the equipment, Maintenance person fixes it, to I own the performance of my equipment.This is philosophy is the creation of expert equipment operators for the purpose of protecting their ownequipment [Shirose, 1996]. According to Komatsu [1999] autonomous maintenance is the cornerstone of TPMactivities. It is associated with focused improvement in that both TPM pillars support equipment restoration andsustaining basic equipment conditions. Shirose [1996] states that the prime requirement for operators is to havethe ability to detect abnormalities in the working of equipment with respect to operation and quality of output,based on a sense that there is something wrong. Autonomous maintenance activities the most important assetin achieving continuous improvement, since, the operator is actively involved in daily inspection and cleaning ofhis or her equipment [SME, 1995]. Tajiri and Gotoh [1992] underlined two main aims of autonomousmaintenance, i.e. to cultivate the knowledge and skills in the operators necessary to operate and maintain theirequipment and to establish an organized shop floor, where the operators may easily detect any abnormality.J IPM [1997] underlines the essential skills of operator for autonomous maintenance are -

ability to discover abnormalities in working of the equipment.

ability to remove cause of abnormalities and restore equipment optimal condition. ability to set & maintain equipment optimal conditions.

Autonomous maintenance targets on prevention of equipment deterioration through appropriate operation anddaily inspections, restoration and proper management of equipment and establishment of the basic conditionsessential to keep the equipment up [Suzuki, 1994].

3.2.3. Planned maintenance pillar

According to Suzuki [1994] exercising planned maintenance establishes and maintains optimal equipment andprocess conditions. Japanese Institute of Plant Maintenance viewed planned maintenance as a system whichwhen exercised raises output (zero failures, zero defects and zero abnormalities) and improves the quality ofmaintenance technicians and in turn increases equipment availability. Implementing these activities efficientlycan reduce input to maintenance tasks.These are (described in table 3.) -

Regular preventive maintenance (periodic maintenance, predictive maintenance) to stop failures. Corrective maintenance and daily maintenance prevention to reduce the risk of failure. Breakdown maintenance to restore machines to working order as soon as possible after failure. Providing guidance and assistance in autonomous maintenance.

Table 3. Description of various types of maintenance plans

Type of maintenance Description

BreakdownMaintenance (BM)

This is the maintenance activity performed after equipment failure, stoppage orequipment performance gone dangerous.

Time-BasedMaintenance (TBM)

This is the type of preventive maintenance activity which is scheduled based onsuitable interval of time i.e. daily, weekly and monthly, etc. The objective of

predictive maintenance is to prevent the function of equipment from break down.Preventive maintenance keeps equipment in proper condition by maintaining


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equipment components, assemblies, subassemblies, accessories, attachments ingood condition.

Usage-BasedMaintenance (UBM)

This is the type of preventive maintenance activity which is scheduled based onsome measure of equipment usage i.e. volume of material remove, number of unitsprocessed, number of production cycles, operating hours, etc.It is more suitable than Time-based Maintenance as it is scheduled based on the

stress and deterioration that production activity places on equipment rather than justa period of time.

Condition-BasedMaintenance (CBM)

This is again a form of preventive maintenance which is scheduled by actualvariation or degradation that is measured on the equipment. This is extended versionof the concept of Usage-Based Maintenance by scheduling maintenance based onmeasured wear, variation, or degradation on equipment as a result of productionstresses.

PredictiveMaintenance (PM)

This is further extension of Condition-Based Maintenance to the next level bymonitoring equipment performance and other parameters i.e. voltages, currents,clearances, flows, deviation etc.

CorrectiveMaintenance (CM)

This is planned maintenance that makes permanent continuous improvementchanges to equipment. Within the TPM framework, identification of desirablecorrective action activity occurs within the focused improvement, autonomousmaintenance and planned maintenance TPM pillar activity. Corrective Maintenancemay reduce / eliminate failure modes, improve variation/degradation identification(visual controls), or simplify scheduled or unscheduled maintenance activity.

The effective planned maintenance plan is based on the history and analysis of failure modes to determinepreventive practices, it consists of five elements [Leflar, 1999].

A set of checklists for planned maintenance execution. A schedule for every planned maintenance cycle. Specifications and part numbers for every checklist item. Procedures for every checklist item. Maintenance and parts log (equipment maintenance history) for every machine.

3.2.4. Maintenance Prevention Pillar

Maintenance prevention is also known as early equipment management [Suzuki, 1994], according toShirose [1996] maintenance prevention is set of design activities carried out during the planning andcommissioning of new plant / equipment, that impart to the plant / equipment high degrees of reliability,maintainability, economy, operability, safety, and flexibility, while considering maintenance information andnew technologies. It is applied to equipment, layout and facility as well as new processes and products (designfor manufacturability is considered).The objective is to reduce the life cycle cost by minimizing maintenanceexpenses and deterioration losses.Suzuki [1994] states that maintenance prevention design process improves equipment / plant reliability byidentifying weaknesses in the existing equipment / plant and providing this feedback to the design engineers fortheir consideration. In TPM, the concept of maintenance prevention design is expanded to include design thataims at achieving not only reliability and maintainability but alsoprevention of all possible losses that may

obstruct the effectiveness of the production system effectiveness and chase of overall system improvement.J IPM [1996] issues guideline for maintenance prevention that it should be exercised in a manner to satisfyreliability, maintainability, autonomous maintenance, operability, resource saving, safety, and flexibility.Effective Maintenance Prevention supports reduction of the vertical startup lead-time by improving the initialreliability and reducing variability of equipment and processes. Ideally, equipment designed with maintenanceprevention plan must not break down or produce nonconforming products.

3.2.5. Education and Training

Education and training is an essential activity in the process of implementation of TPM, since, the effectivenessof whole programme depends on the degree to which the employees comprehend it and acquire desiredoperations and maintenance skills. According to Suzuki [1994] education and training pillar ensures success ofrest of the pillars. Numerous methods of conducting training have been discussed in the literature some of themare on the job training (OJT), off the job training, one point lesion (OPL) etc. Robinson and Ginder [1995] findthe OPL to be one of the most powerful tools for transferring skills. This is a very short duration self-studylesson prepared by team members focused on a single aspect of equipment or machine structure, its functioning,


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or method of inspection [J IPM, 1997] It is obvious that in many cases sufficient time cannot be secured for thepurpose of education at one time and also operators can acquire such learning practicing repeatedly. One-pointlessons are therefore a learning method frequently used during daily work, such as during morning meetings orother time, is highly effective. Each individual member to think, study, and prepare genuine one-point lessonand to explain its content to all the other circle members, to hold free discussions on the spot and to make theissue more precise [J IPM, 1996]. This teaching technique helps people learn a specific skill or concept in a short

period of time through the extensive use of visual images. Single-point lessons are really effective intransferring the technical skills required for a production operator even for minor maintenance responsibilities[Robinson and Ginder 1995].

3.2.6. Quality maintenance pillar

Precisely, quality maintenance is establishment of conditions that will prohibit the occurrence of defects andcontrol of such conditions to achieve zero defects [J IPM, 1996]. Quality maintenance is achieved bymaintaining conditions within specified standards, inspecting and monitoring conditions to eliminate variation,and executing preventive actions before occurrence of defects or equipment/process failure. It is cause orientedapproach that focuses on preventive action before it happens rather than reactive measures after it happens[J IPM, 1996]. Like maintenance prevention, quality maintenance builds on the fundamental learning andstructures developed within the focused improvement, autonomous maintenance, planned maintenance, andmaintenance prevention pillars of TPM. According to Schonberger [1986] quality maintenance supports a keyobjective of TPM i.e. ensuring reliability of equipment and processes so as to function properly through theirlife cycle.Shirose [1996] describes that the core concept of quality maintenance is integrating and executing the structures,practices, and methodologies established within focused improvement, autonomous maintenance, plannedmaintenance, and maintenance prevention. The consideration of quality maintenance starts at the time ofequipment / process planning and design and production technology development, and it is all about to put theequipment, jigs, and tools for ensuring high quality in the manufacturing process, as well as processingconditions, human skills, and working methods, into their productive states Shirose [1996].

3.2.7. Administrative TPM pillar

Administrative TPM applies TPM activities to continuously improve the efficiency and effectiveness of logisticand administrative functions since, the logistic and support functions have significant impact on the performance

of manufacturing operations. For its effective implementation TPM must embrace the entire company, includingmanufacturing support functions, administrative and support departments. As described in advancedmanufacturing technology literatures, the manufacturing is not a stand-alone activity, but is now fully integratedwith its support functions. According to Suzuki [1994] they can help raise production-system effectiveness byreducing waste, loss and improving every type of organized activity that supports Manufacturing.Administrative TPM focuses on identifying and eliminating effectiveness losses in administrative activities.Implementing Administrative TPM is similar to equipment/process related TPM continuous improvement.

3.2.8.Safety and environmental pillarShirose [1996] depicts safety as the maintenance of peace of mind. Safety and environmental consideration iscrucial in global manufacturing era of lean and green manufacturing and it has be given due weightage in TPM.No TPM program is meaningful without strict focus on safety and environmental concerns. Ensuring highequipment reliability, preventing human error, and eliminating accidents and pollution are the objectives of

TPM [Suzuki 1994]. Implementation of the safety and environmental pillar of TPM targets on zero safety andenvironmental incidents by identifying and eliminating them. Suzuki provides examples of how TPM improvessafety and environmental protection that are described below.

Defective or unreliable equipment is a source of hazardous to the operator and the environment. TheTPM objective of Zero-failure and Zero-defects directly supports Zero-accidents.

Exercising autonomous maintenance enables equipment operators to properly operate equipment andmaintain a clean and organized workstation, and 5-S activities also help eliminating possibilities ofaccidents at shop floor.

TPM-trained operators have close understanding of their equipment and processes and are able toquickly detect and resolve abnormalities that might result in unsafe conditions.

Operators accept accountability for safety and environmental protection at their workplaces. Safety andenvironmental protection norms are proliferate and enforces as part of the TPM quality maintenance

pillar.


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4. 5S - A Base of TPM5S is based on a Japanese approach to establishing and maintaining an organized and effective workplace is asystematic method to organize, order, clean, and standardize a workplace and keep it that way.[Productivity, 1999]. The 5S includes seiri (sort, organization), seiton (set in order), seiso (shine, cleaning),seiketsu (standardize the cleaning), and shitsuke (sustain, discipline) and referred as the five keys to a totalquality environment [Willmott, 1994, Osada, 1991]. It is a system to reduce waste and optimize productivity andquality through maintaining an orderly workplace and using visual signals to achieve more consistentoperational results. It is aimed at to implant the values of organization, neatness, cleaning, standardization anddiscipline into the workplace basically in its existing configuration. In the daily work of a company, routinesthat maintain organization and orderliness are essential to a smooth and efficient flow of activities. Sort, the firstS, focuses on eliminating unnecessary items from the workplace that are not needed for current productionoperations. Set in order focuses on creating efficient and effective storage methods to arrange items, so that theyare easy to use, and to.Osada [1991] considered 5S as a strategy for organizational development, learning and change, whereas Hirano[1995] took 5S to be an industrial formula that differentiates an organization from its competitors. Kobayashi etal. [2008] compared the frameworks provided by Osada [1991] and Hirano [1995] and made a division between5S as a philosophy and 5S as a technique and concluded that 5S tends to be recognized as a philosophy in Japanand as a technique or tool in the UK and USA. 5S is considered to be the first lean method implemented byfirms.The description of the steps of 5S is given below -

Seiri (sort): Remove all items from the workplace that are not needed for current production operationsor for records. Unnecessary material at the work place can lead to errors and defects.

Seiton (set in order): Arrange and label needed items so that they are easy to locate and use. Seiso (shine): Clean floors, equipment, and work stations, this step also includes identifying and

preventing the sources of contamination or dirt. Seiketsu (standardize): Adopt methods and practices to maintain Sort, Set in Order, and Shine on an

ongoing and continuously improving manner. Shitsuke (sustain): Make 5S standard practice.

5. Performance Measurement in TPMManagement needs information of maintenance performance for planning and controlling the maintenanceprocess. This information is related with effectiveness and efficiency of the maintenance process, its tricks,organization, cooperation and coordination with other units of the organization. Measuring the performance of aprocess provides information both for management and employees concerning the status of the process andenables decisions to be made concerning the adjustment of settings or actions to improve performance.Parida [2006] viewed maintenance performance measurement as the multidisciplinary process of measuring andjustifying the value created by maintenance investment, and taking care of the overall business requirements. Aperformance measurement system is defined as the set of metrics used to quantify the efficiency andeffectiveness of actions [Neely et al. 1995]. Performance measurement is examined from three different levels,(1) from the individual performance measures, (2) from performance measurement of the system and (3)relationship between the performance measurement system and its environment. Neely et al. [1995] alsohighlighted three concepts of performance measurement,(1) classifications of performance measures as per theirfinancial and non-financial perspectives, (2) positioning the performance measures from the strategic context

and (3) support of the organizational infrastructure, like resource allocation, work structuring, informationsystem amongst others. Maintenance performance measurement aligns the strategic objective within thehierarchical levels of the whole organization allowing the visibility of the companys goals and objectives fromthe top management level to the middle management at tactical level and throughout the organization.Maintenance performance indicators measures the utilization of resources, like; labor, materials, contractors,tools and equipment, in return form various cost indicators, such as man power utilization and efficiency,material usage and equipment efficiency tool life etc. Kelly [1997] states that tracking maintenance productivityensures that the targeted levels of maintenance efforts are being continued and that required plant output isachieved.Kaydos [1999] identifies five major outcomes of performance measurement

1. Improved control, since feedback is essential for any system.2. Clear responsibilities and objectives, because good performance measures clarify who is responsible

for specific results or problems.

3. Strategic alignment of objectives, because performance measures have proven to be a good means ofcommunicating a companys strategy throughout the organization.


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4. Understanding business processes, since measuring data requires an understanding of themanufacturing process.

5. Determining process capability, because understanding a process also means knowing its capacity.5.1. Overall equipment effectiveness (OEE)

Overall Equipment Effectiveness (OEE) is viewed as key performance measure in mass-productionenvironments applied to any kind of product. It was introduced by Nakajima [1988] in the context of TotalProductivity Maintenance (TPM) and is focused at equipment / machines. Being aggregated metric instead ofmany detailed metrics, OEE is experienced as user friendly and clear overall metric and appreciatedprofessionals. According to Huang et al. [2003] report that the concept of OEE is becoming increasingly popularand that it has been widely used as a quantitative tool essential for the measurement of productivity insemiconductor manufacturing operations, because of extreme capacity constrained facility investment. Theystate that traditional metrics for measuring productivity, throughput and utilization, are insufficient foridentifying the problems and underlying improvements needed to increase productivity.OEE is defined as a measure of total equipment performance, that is, the degree to which the equipment is doingwhat it is supposed to do [Williamson, 2006]. Many aspects of OEE have been considered as, Ljundberg [1998]states that the definition of OEE does not take into account all factors that reduce the capacity utilization, e.g.planned downtime, lack of material input, lack of labour. Moreover, the available time for operation would be amore appropriate basis for time measurement than the loading time as it was originally used. Similarly, DeGroote [1995] utilizes a fixed planned production time and calculates the difference between the actual andplanned production time. Sattler and Schlueter [1998], J onsson and Lesshammar [1999] and Jeong and Phillips[2001] advocate for a more appropriate time basis. Again it is obvious that the accuracy of OEE is mainlydependent on the quality of the data collected. Nakajima [1988] defines six large equipment losses whichcontribute to reduced OEE and the same analyzed by Pintelon et al. [2000] for palletizing plant are 1. Losses responsible for reduced availability index:

a. Equipment failure/breakdown losses are categorized as time losses when productivity is reduced, andquality losses caused by defective products.

b. Setup/adjustment time losses result from downtime and defective products that occur when theproduction of one item ends and the equipment is adjusted to meet the requirements of another item.

2. Losses responsible for reduced performance index:a. Idling and minor stop losses occur when production is interrupted by a temporary malfunction or when

a machine is idling.b. Reduced speed losses refer to the difference between the equipment design speed and the actualoperating speed.

3. Losses responsible for reduced quality index:a. Reduced yield occurs during the early stage of production from machine startup stabilization.b. Quality defects and rework are losses in quality caused by malfunctioning production equipment.

The losses under first category are known as downtime losses and are used to calculate the availability index(AI) of equipment. Losses under second category are known as speed losses which occur due to operatingequipment lower than the designed speed. These are used to calculate the performance index (PI). The thirdcategory of losses due to defective production, and are used to measure the quality rate.The availability index can be calculated as -

loading time - downtime

loading timeAI

(1)

Where as availability efficiency (AE) can be expressed as

Xloading time - downtime 100

loading timeAE

Loading time is the working time minus planned downtime, where downtime is the stoppage time loss due tobreakdowns, setup and adjustments also termed as unplanned downtime. Hence, it is a function of the number ofbreakdowns within a specified time period and related measures such as mean time between failures (MTBF)and mean time to repair (MTTR) [Pintelon et al. 2000]. MTBF and MTTR are claimed to be measures ofequipment health & achievement and are related to objectives such as functional performance and processcapability [Sharma et al. 2011; Wilson 1999].


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The performance index can be calculated as -

theoretical cycle time x processed amount

operating timePI

(2)

Where as Performance efficiency (PE) related to rate of production can be expressed as X

theoretical cycle time x processed amount 100operating time

PE

The quality index can be calculated as -

processed amount - defect amount

processed amountQI

(3)

Where as quality efficiency can be expressed as

Xprocessed amount - defect amount 100

processed amountQE

Using equation (1), (2), and (3) overall equipment effectiveness can be calculated as

x xOEE AI PI QI (4)SEMI [2000] expresses OEE entirely in terms of time units in which the losses are expressed in time. SEMI[2001] defines six main states of manufacturing equipment, which are again related to the types of losses as,discussed earlier.The idea behind OEE is to have a metric indicating the performance of equipment. However,OEE is not directed towards the equipment itself, but also includes the effects of the environment of theequipment. This is caused by viewing time losses, because of a lack of input items or no buffer space for itemsin the time base, although this no-input or no-output situation cannot be put on the account of the equipment DeRon and Rooda [2006]. Huang et al. [2003] find the concept of OEE becoming increasingly popular and widelyused quantitative tool for performance measurement.

The manufacturers have used many performance measurement indices derived originally from the concept ofOEE and customized to fit their particular industrial requirements. These are overall factory effectiveness(OFE), overall plant effectiveness (OPE), overall throughput effectiveness (OTE), production equipmenteffectiveness (PEE), overall asset effectiveness (OAE), and total equipment effectiveness performance (TEEP).

6. ConclusionA maintenance strategy is a decision rule which establishes the sequel of maintenance actions in order tomaintain or restore the system in a specified state by using the suitable resources. From the whole discussion itis resulting that TPM is a structured equipment-centric continuous improvement process that strives to optimizeproduction effectiveness by identifying and eliminating losses associated with equipment and productionefficiency throughout the production system life cycle through active team-based involvement of employees

across all levels of the operational hierarchy. The results of the extensive literature review indicates that TPM,has a strong positive impact on multiple dimensions of manufacturing performance and OEE is a valuablemeasure that provides information on the sources of lost time and lost production. OEE is a valuable tool thatcan help management to unleash hidden capacity and therefore reduce overtime expenditures incurred due toreduced capacity.

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