TPM Implementation Report

Banjo BoltNHB

Spring

Shim

Distance piece

Pressure bolt

Nozzle

Cap nut (NRN)

Banjo BoltNHB

Spring

Shim

Distance piece

Pressure bolt

Nozzle

Cap nut (NRN)

Introduction

Bosch Nap is the largest manufacturer of Diesel injectors .MFH department manufactures

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

Fig-1: Various parts of Injector

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.

#Data Source: Bosch Annual Report 2009

Fig-2: Shareholders of Robert Bosch GmbH

2

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:

Table-1: 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

3

Steering Systems

Key Data of Bosch Group:

For the period from January 1 to December 31, 2009.

Table-2: Financial Result

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

4


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

5

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 for 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

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

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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).

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.

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Table-4: NaP Product Introduction

Sr. No. Product Starting YearEmission

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

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.

2007 2008

NHA 90% 50%

CRI 10% 50%

10%

50%

90%

90%50%

10%50%

Percentage Share of Products in NaP

Year

Shar

e Pe

rcen

tage

Fig-3: Percentage Share of Product at NaP

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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 qualityWe focus on our core competencies and continuous improvement for sustained and profitable growthWe involve, empower and motivate our people to shape our future together We, along with our business partners, are cost competitive through lean and effective processesWe commit ourselves towards environment protection & social responsibility

NaPVision

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

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.

9

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.

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.

10

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 up to 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 millionth NHA produced

Table-6: Bosch NaP Milestones

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RESEARCH METHODOLOGY

MEANING OF RESEARCH

Research is an active, diligent and systematic process of inquiry aimed at discovering,

interpreting and revising facts. This intellectual investigation produces a greater knowledge of

events, behaviors, theories and laws and makes practical application possible. The term research is

also used to describe an entire collection of information about a particular subject, and is usually

associated with the output of science and the specific method. The word research derives from the

French recherché, from researcher, to search closely where “chercher” means “to search”, its literal

meaning is “to investigate thoroughly’.

Research is funded by the public authorities, by the charitable organization and by private

groups, including many companies. It is defined as the “systematic and objective analysis and

recording of controlled observations that may lead to the development of generalization principles or

theories, resulting in prediction and possibly ultimate control of events.”

Research can be classified into various classes. These classes are not watertight

compartments. There is a certain amount of overlap between the various classifications. Every

classification emphasizes certain aspect of research.

RESEARCH DESIGN

A research design specifies the method and procedures for conducting a particular study. In

this case exploratory and applied type of research is used. An exploratory is generally based on the

primary data that are readily available. It does not have rigid design as researcher may have to

change his focus or direction depending on the availability of variables i.e. statistics graphs and

charting. The second type- applied research is nothing but application of sciences and knowledge to

observe variables i.e. applied theory.

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Literature survey

Introduction and Definition

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

effective use means, 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 the 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. Furthermore 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.

TPM Approach

14

Fig.5: TPM approach

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The 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

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

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Eliminating 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.

Fig.6: pillar eliminating main problems

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Fig.7: Implementation Steps

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

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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

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

20

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.

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?

The answer is,

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

activities”

OEE captures three major losses:21

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

22

OEE Overview:

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

23

Required Availability

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 %.

24

25

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-

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

26

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)

10. visualize according to PDCA cycle27

28


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

3. check attainment of goals

4. set new objectives

29

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-

functional team under the coordination of the maintenance

department.

30

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.

1. Further maintenance activities specified with explanation and pictures:

Listing of activity, checks and values

31

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?

Implementation Step3:

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


1. Check manufacturers standards and include them in concept

2. Evaluate existing maintenance data & experience

3. Create concept for efficient diagnostic systems

4. Evaluate experience of other operating units

32

5. Develop MAE-specific concepts

6. Install diagnostic system

7. Train associates

8. Roll out diagnostic system

9. Check for success

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

33

34

Generalized flow chart of TPM is given below:

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…

35

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.

36

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

37

OBJECTIVE OF PROJECT

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

through variable like OEE.

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 increase. By analyzing the OEE data over certain period of time for the machines we can

suggest plant management about further activities.

38

Data Collection (Primary and secondary Data)

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. Four major losses are 1.Quality losses 2.Changeover Losses 3.Organizational

Losses 4.Performance Losses.

SUPFINA 20261 &12492

Grinding is a very fine metal cutting process. It produces fine surface finishes with accurate

dimensions. As explained previously the top surface of nozzle holder body needs to be grinded so as

to fit tightly with the distance piece avoiding any kind of leakages.

For grinding operation two dedicated special purpose Supfina machines are used. Two

rotating abrasive wheels are used to smooth flat surface. First wheel is used for rough grinding &

second one is used to achieve fine & smooth surface finish.

The overall machine has two important sections pallet conveyor & main machine block.

Pallet conveyor is used to transport pallets, containing four parts, inside the main machine block. It

has only one station for loading & unloading of body. It has two parallel belts transporting pallets in

opposite directions.

Proximity sensor & actuators mechanisms are used to regulate their flow. Inside the main

machine block there are five stations. Out of these four stations are four chucks, mounted on single

circular base called as Index Table. First chuck is loading & unloading station. Three arms gripper is

used for loading & unloading. Second chuck is pre-measuring station. Here pre-measuring needle is

used to adjust the part height. The part height needs to be matched with the wheel, failing of which

may lead to wheel breakage.

The third & fourth stations are rough & fine grinding wheels respectively. These are mounted

vertically. They perform grinding operation at 4000 rpm. The positions of the chucks with respect to

each other are continuously displayed on the numeric control screen. To achieve these four sensors

are placed on the doges at third & fourth station.

After final grinding chuck again comes to its initial position& gripper arm unloads part to

intermediate station. Intermediate station is used to avoid traffic at the loading & unloading

operations. From here part is again placed back onto the pallet waiting on the conveyor belt. So the

39

gripper arm performs three operations simultaneously loading part from intermediate station to out-

feed station pallet, unloading part from chuck to intermediate station & loading part from in feed

pallet to the same chuck. Then two cross stroke system is used to take the out-feed pallet back to the

unloading station (same as loading station).

The two Supfina machines used are technically advanced ones, namely 20261 Supfina &

12492 Supfina. Out of the two 20261 Supfina is relatively old, it is of numeric control (NC) type.

And the latter one has Computerized Numerical Control (CNC).Also 20261 have pallet size of four

parts whereas letter has pallet size of two only. Being more technically advanced 12492 Supfina

produces parts with higher quality.

Servo Motors are used in both machines to carry out all the mechanical movements. Both of

them have Anti fire mechanism installed. For proper function, the temperature of the oil needs to be

maintained at standard room level temperature.

Depending upon the part diameter, both of them have cycle time of around 7.1 – 8.5 minutes.

In all, at a time 8-10 pallets can be loaded on the conveyor belt. Grinding wheels has a life of about

6000 parts. Because of their critical operations & the cycle time both of these machines are Bottle

Neck machines of the shop. So in order to increase the productivity of the entire value stream,

productivity of bottle neck machines needs to be increased first.

To achieve higher production targets & decrease unplanned breakdown hours, management

had decided to implement TPM concepts on both of them. From January 2010 TPM implementation

steps have been started. TPM being an ongoing process needs substantial time to show the results.

As a part of our project, we collected daily production data & machines technical failure details. The

percentage of OEE, technical failure loss, changeover losses, organizational loss & performance loss

were collected & calculated resp. All of them are discussed in detail in the next section. After

collection, we daily discussed the probable solutions for avoiding technical failures. So action plan

was decided on daily basis to reduce unplanned breakdown hours. The detail analysis of the

collected data is presented in the following sections. And the corrective action plans taken are

provided in the conclusion& recommendation section.

40

1. LOSSES ON SUPFINAS

For Supfinas we mainly considered only three types losses only. These are Changeover Loss,

Technical Failure Loss, Organizational Loss, and Performance Loss. Each of these are explained

with respect to Supfinas as follows-

Change-Over Loss:

NHB bodies of various diameters can be grinded on each of the two machines. Bodies with

17mm & 21mm diameter are commonly grinded. Only the critical thing is that setting needs to be

changed for each type. It involves adjusting pallet height & changing of gripper jaws. This setting

time is consuming production time which leads to reduction in the production quantities daily.

Hence this loss in time is termed as change-over loss.

Also the grinding wheel has life of around 6000 parts only. This in general daily production

quantity. So it needs to be changed daily. Both of them consume 10 minutes per occurrence. With

appropriate planning & scheduling this loss can be minimized. Other ways to increase the wheel life

needs to be explored.

Technical Failure :

Being NC & CNC machines any kind of technical malfunctioning may occur. From the collected

data the technical losses were found and are mentioned in “Causes & Failures on 20261 Supfina”.

Organizational Loss:

Apart from operating machine, operator is also supposed to carry out other important work. For

loading parts, he needs to bring them from phosphating shop. This transportation time also accounts

for reduced production time. In order to follow quality standards, he needs to check flatness of parts

at regular intervals of time. Also he needs to carry out daily machine cleaning & warm-up at the

starting of the shift. All these decreases production time, affecting its total production quantities.

Performance Losses

It considers the time for which machine remains idle. Here the machine is available for the

production but the operator is not. Generally its value is calculated based on the values of other

losses.

Quality Loss

For the proper function of fuel injector, post grinding the nozzle setting surface should have flatness

of at max of 1.5 mm. Hence it is necessary to check flatness of parts at regular intervals. At random

four parts are selected from the lot for flatness checking. If flatness found to be outside limits then 41

according changes must be made at chuck positions e.g. rotation of index table base. Sometimes if

particular chuck is consistently giving bad flatness, then it is not used for grinding operation. All of

these eat up production time.

All other losses which come under TPM are not applicable for Supfina machines.

Technical Failures on 20261 Supfina-

Belt Problem

It’s basically a conveyor problem. The strips below belt should be rough for smooth pallet

movement. Sometimes due to wear out they become smooth so pallet cannot move properly.

Sensor Problem

Sometimes when the part settings are changed the gripper sensor doesn’t function properly. It’s

mainly because variation in part diameter. So the sensor needs to be set again.

Gripper Problem

It’s gripper alignment trouble. If the gripper alignment is disturbed it cannot load & unload parts

properly.

In/ Out feed problem

One pneumatic cylinder is used at loading station to stop the pallets on moving conveyor. Sometimes

its piston gets jammed or sensor gets disturbed.

Base Position Trouble

It’s nothing but sensor trouble of the earlier mentioned pneumatic cylinder. So that at loading

station pallet may stop exactly below gripper position.

Index Table Problem

The index table on which four chucks are mounted is rotated by belt. Sometimes this belt gets

slipped, ceasing its movements.

Station Problem

This is nothing but remote control trouble due to wrong height of grinding wheel.

Cable Problem

When cables are damaged oil enters into it causing short circuit.

Switch Problem

Continuous oil shower may lead into its percolation in electronic circuit causing malfunctioning.

42

Air pipe Problem

Sometimes pipes supplying pneumatic air gets damaged leading to air leakage.

Motor Problem

Due to some electric trouble motor shaft stops rotating.

Temperature Problem

Supfinas are designed to operate at moderate temperature. Because the electronic used is susceptible

to temperature conditions.

Fuse Problem

Its nothing but short circuit trouble at both in feed & out feed station.

Fire & Heavy Sparking M/C

During grinding, sometimes large amount material is removed from NSS surface. Sometimes it may

result into heavy sparks or fire. So through automatic fire control mechanism machine is switch gets

off.

Measuring Problem

At pre-measuring station, if the thickness of NSS surface of part is found to be more then machine

automatically rejects it without grinding, to avoid wheel damage.

Chuck Problem

Sometimes jaws in the chuck gets jammed which cannot grip parts properly.

Finishing Drive Problem

It’s due to trouble in the motor which lifts the grinding wheels.

Setting Problem

When part type is changed, their height & pallet height needs to be matched to avoid problem at

gripper end.

Most of the above problems are common to 12492 Supfina also. So they are not mentioned

separately.

Below figure represents month-wise frequency of occurrence of each problem starting from January

to June 2010.

43

Belt

Prob

lem

Sens

or P

robl

em

Grip

per P

robl

em

In/O

ut F

eed

Prob

lem

Base

Pos

ition

Tro

uble

Inde

x Ta

ble

Prob

lem

Stati

on P

robl

em

Cabl

e Pr

oble

m

Switc

h Pr

oble

m

Air P

ipe

Leak

age

Mot

or P

robl

em

Tem

pera

ture

Pro

blem

Fuse

Pro

blem

Fire

& H

eavy

Spa

rkin

g M

echa

nism

M/C

colli

ng u

nit p

robl

em

Mea

surin

g Un

it Pr

oble

m

Chuc

k Pr

oble

m

Fini

shin

g Dr

ive

Prob

lem

Lifter

Pos

ition

Pro

blem

Setti

ng P

robl

em

0

2

4

6

8

1

6

21 11

3 4

1 1 1 1 1 1 112 2 2

11

6

1 1 12

12

1 1 12

1 1 1 1

Technical B/D History of 20261 supfina

JanFebMarAprMayJun

Problem

Fre

quen

cy

Above figure represents the detail Pareto of technical losses on 20261 Supfina. As we can see

from the Fig. I, the gripper alignment problem is the most frequent one, followed by In/out feed

problem. All others are infrequent ones. To solve the in/out feed problem, at these stations all the

sensors & their cables have been changed. Note that due to the restricted training period, the data for

July month cannot be included. As success of corrective steps most of the problems occurrence is

reduced in the month of June.

To solve the Gripper alignment problem, we have decided to dismantle the gripper & again

set its alignment properly. However due to timing constraints management has decided to go ahead

with this plan in July month end. The other important feature of this graph is that most of the

problems are occurring very rarely, almost once in year. So in order to avoid them, we need to have

at-least one have planned maintenance in which we should check & readjust each & every

component of machine, from the point of view of damage, wear or alignment trouble.

44

Technical Failures of 12492 Supfina

Most of the problems of this machine are same as that of the 20261 Supfina. Hence only the unique

problems are mentioned here.

Error Height Trouble

To keep part & pallet height at desired level, proximity sensor & laser sensor is used right at the

input gates. This trouble occurs due to malfunctioning of these sensors only.

FST 11/FST12 Problem

These are pre grinding & fine grinding stations respectively. For new wheels there is problem of

incomplete grinding.

Motor Drive Problem

When machine is switched off, sometimes while starting next time motor drive of machine doesn’t

starts.

Separator Problem

Z47 & Z43 sensors used to regulate the flow of pallets malfunctions sometimes.

Simo-drive Problem

Sometimes machine oil is leaked in to green cables of electronic circuitry.

45

In/O

ut F

eed

Prob

lem

Switc

h Pr

oble

m

Erro

r Hei

ght P

robl

em

Chuc

k Pr

oble

m

Conv

eyor

Tra

ck P

robl

em

Poka

-yok

e pr

oble

m

Chuc

k Re

plac

emen

t

sens

or P

robl

em

FST

11 p

robl

em

Grip

per A

lignm

ent p

robl

em

Pre

mea

surin

g Pr

oble

m

Elec

trica

l Pro

blem

Air/

Oil

Leak

age

Mot

or D

rive

Prob

lem

sepa

rato

r Pro

blem

M/C

trip

pro

blem

Tube

Life

pro

blem

FST

12 P

robl

em

Sim

odriv

e Pr

oble

m

Mac

hine

Hea

t Pro

blem

Load

ing/

Unlo

adin

g Tr

oubl

e

0

2

4

6

8

3 3

1 1 1

5

12 2

5

1 1 1

3

1

3

1 1 1

7

21 1 1

21 1

21 1

21 1

4

1 1 1 12

1

8

4

2

4

23

1 1 1

6

2 2 2

Technical B/D History of 12492 Supfina

JanFebMarAprMayJun

Problem

Freq

uenc

y

Above figure represents the consolidation of the technical failures for 12492 Supfina

Machine. It is clearly evident from the side bar graph that the problems of gripper alignment &

Poka-yoke are the most frequent ones. Apart from them various sensor troubles, FST 11 & In/out

feed troubles are also major contributing factors to unplanned machine break-down hours.

Probably June is having highest unplanned machine break down hours. Here important thing

should be noted; almost all types of problems are increased in numbers. This indicates more planned

breakdown hours should be devoted for the machine for its full-fledged servicing. Air oil leakage &

Simo-Drive problems also need to be given immediate attention. The Poka-yoke trouble is reaching

at its peak in June; this means it needs to be tackled immediately.

46

Improvements made as a result of TPM on Machine 12492

47

Data Analysis and Interpretation

OEE Details of 12492 & 20261 Machines:

48

49

Details of Losses:

Supfina NSS Grinding Machines in W1190

50

OEE and Loss Analysis for June month:

12492 Machine:

70%

4%

19%

3%4%

Machine-12492 Jun OEE Analysis

OEETechnical lossesPerformance lossesOrganisational lossesChangeover losses

Pie chart represents the average production hour’s break-down in June month for 12492

Supfina. Compared to other Supfinas the Average OEE percentage for this one is quiet on higher

side. It is close to 70%.

TPM steps are getting it close towards the actual target of 74%. However the major

roadblock for this month was performance loss. It accounted for 19% of the total losses. It is closely

followed by Technical Failure & Changeover losses with 4% contribution. Organizational Loss

remained at 3%. One good thing which can be mentioned over here is management has succeeded in

keeping the quality loss at 0. This means all the parts produced are as per quality standards, ensuring

customer satisfaction. One thing needs to be mentioned that July production data cannot be supplied

due to training period restrictions.

51

20261 Machine:

71%

3%

19%

3% 4%

Machine-20261 Jun OEE Analysis

OEETechnical lossesPerformance lossesOrganisational lossesChangeover losses

The pie-chart of June production data for 20261 Supfina, for the year 2010, the target OEE

is 74%., but the performance loss, forced the OEE values low.

Out of all, the organization & technical failures are the major relief for maintaining the OEE

Value. The Changeover Loss is quiet low at 4% result of better production planning and control.

52

Observations 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

Average 66% to

68%

Table No.11: Observations and findings

53

SUGGESTIONS

1. On the basis of data analysis and interpretation, deployment of TPM

activity horizontally will improve the productivity in other departments.

2. TPM should reached to the root level (Lower level like associates, OJTs)

3. TPM activity should become a part of continuous improvement process.

54

CONCLUSION

As explained previously, the production details were collected for the month of June & July

on daily basis. Systematic compilations of these data is already been presented in form of Pie-chart.

All the data collected were analyzed daily & action plan were decided to counter technical failures.

The detail conclusions which can be drawn are as follows.

From the graph of technical break-down history we can see that gripper alignment problem is

the most frequent one for both the Supfinas & it is reaching at its peak in June. This indicates that

with proper planning, management should undertake these machines for planned maintenance to fix

the gripper alignment properly once again.

Second most common problem in this year is In/out feed trouble. So it needs to be tackled

effectively. For 20261 Supfina the occurrences of Sensor, Index Table, Station, Base position, air

pipe and cooling problem are reduced significantly.

12492 Supfina is additionally down with Poka-yoke trouble. As an action plan, its needle was

replaced. Other alarming problem is Air/oil Leakages. This indicates their supply pipes needs to be

replaced. Another success of TPM steps is control over continuously rising Pre-measuring problem.

Its zero occurrences indicate that this problem is completely eliminated. It appears that Switch, error

height, conveyor track, Simo-drive; servo motor troubles have been eliminated completely.

As far as this year’s production data is concerned, for 20261 Supfina, technical failures are

decreasing continuously from 6% in January to minimum at 3% in April. Then it is again reaching

its peak at 8% in June. This means machine requires more of planned break-down hours.

Zero quality loss means that parts produced are as per quality standards. Organizational

losses are also showing increasing trend. This means effective planning is necessary to control them.

Other good thing one should notice is that performance loss is on decline.

The major success of TPM steps is that the OEE values are on the rise. It is gradually moving

towards the set target of 74%. This trend is most noticeable form the data of 12492 Supfina. Its OEE

increased from 59% in January to 66% in June.

All other trends are similar to that of 20261 Supfina. From the collected data, it can be

concluded that TPM implementation steps are showing the results & they are moving in right

direction.

55

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.

56

SUGGESTIONS

4. On the basis of data analysis and interpretation, deployment of TPM

activity horizontally will improve the productivity in other departments.

5. TPM should reached to the root level (Lower level like associates, OJTs)

6. TPM activity should become a part of continuous improvement process.

57

58

Bibliography:

1. Production and Operation Management by L. C. Jhamb.

2. Total Productive Maintenance by Terry Varghese.

3. http://www.tpmclubindia.org/

59

Documents

TPM Implementation Report