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INTRODUCTION TO TPM

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EVOLUTION OF TPM

BREAK DOWN MAINTENANCE

PREVENTIVE MAINTENANCE

TOTAL PRODUCTIVE MAINTENANCE

1990’S1980’S

1970’S1960’S

2000’S TPM

FACTORY OF FUTURE

PREDICTIVE MAINTENANCE

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TPM POLICY• To Increase Equipment Reliability And Over All

Plant Effectiveness.

• To Manufacture Defect Free Products.

• To Reduce Cost By Ensuring Optimal Utilization Of Resources .

• To Ensure Timely Deliveries To The Satisfaction Of Customers.

• To Promote Safe Practices At Workplaces And Provide A Healthy Working Environment.

• To Promote Team Work By Total Employee Participation Towards Continuous Improvement.

P

Q

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M

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ZERO BREAKDOWN

ZERO REJECTION

ZERO ACCIDENT

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TPM PILLAR ORGANIZATION

PILLAR SUB-COMMITTEE

TPM PROMOTIONAL ORGANIZATIONTPM PROMOTIONAL ORGANIZATION

TPM CORPORATE COMMITTEE

TPM

SECRETARIAT

TPM TEAMS

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TPM 8 PILLARS

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TPM EIGHT PILLAR APPROACH

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PLANNED MAINTENANCE - PILLAR

Role of PM pillar

•Green tag removal activity for abnormalities

•Machine improvement activities through tagging

•Condition based maintenance (CBM)

• Time based maintenance(TBM)

• Spare parts management

•Any machine related clarifications & suggestions

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QUALITY MAINTENANCE - PILLAR

Role of QM pillar

•Any quality related problems & suggestions for rectifications in TPM machines

•Maintaining machine conditions to produce zero defects

•Optimization of setting parameters to get target quality

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KAIZEN - PILLAR

Role of KAIZEN pillar

•Assisting to reduce all 15 losses to improve OEE.

•Forming CFT to reduce cost of consumables.

•Monitoring OEE on monthly basis to improve it to 85%

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INITIAL CONTROL - PILLAR

Role of Initial Control pillar

•Reduction of new product development lead time

•Reduction of new equipment procurement and productionising lead time

•Collecting and using of Maintenance Prevention records for new equipment procurement.

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TRAINING - PILLAR

Role of Training pillar

•Conducting Various training programs for TPM basics, Maintenance skill training, On the job training etc.

•Reducing equipment break down time by enhancing knowledge of employees.

•Reducing accidents by enhancing knowledge of employees on safe work practices

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SAFETY - PILLAR

Role of Safety pillar

•To attain zero accidents

•To maintain TNPCB norms

•Assisting TPM teams in developing machine guards & Safety equipments.

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OFFICE TPM - PILLAR

Role of Office TPM pillar

•To improve efficiency of all administrative departments

•To implement 5S principles in offices

•To make more visible & paper less in office administration.

14QUALITY > 99 %

PERFORMANCE > 90 %

AVAILABILITY > 95 %

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AUTONOMOUS MAINTENANCE

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Autonomous Maintenance (JISHU HOSEN)

• Off shoot of Quality Circle / Zero Defect / Small group activity

• Promoting the culture of every individual preserving his own equipment

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Concept of implementing AUTONOMOUS MAINTENANCE

• Zero defects & Zero failures can be achieved if all people are involved with facilities that will change the way of thinking

• If equipment changes, people will change; if people change, the workshop will also change

• Under the leadership of managerial staff, all persons are doing steps of AM

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• Conventionally With improved automation and manufacturing technology the machine becomes more complicated

• Operating persons concentrate “only on production”, Maintenance persons focused “only on maintenance”

• Operating persons feel that “Failures are the fault of the maintenance staff, failures are caused because of wrong equipment”

• Changing such thinking and make them realize that Failure could have been avoided if the operating persons had performed some tightening, Oiling, Cleaning, Inspection & Minor repairs is the approach of Autonomous maintenance

Autonomous Maintenance has evolved from such change in thinking / approach

Conventional approach

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What is Autonomous MaintenanceAutonomous Maintenance means -

Maintaining one’s own equipment

Maintaining one’s own equipment means

• Routine inspection, Oiling

• Parts replacement, Repair

• Checking their own equipment, Early detecting abnormality

Change in thinking / Approach Equipment change

Equipment Change workshop change

Workshop change Zero defect, Zero failure

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Role of operating persons in new Era

• Expertise of the equipment

• Capability of carryout routine maintenance in addition to operation of machine

• Understand clearly and define normality / abnormality

• Develop and practise daily maintenance chart.

• Acquire knowledge to relate Quality problems with machine mal functions

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Autonomous Maintenance

Operating theEquipment

Routine Check

What isAbnormality

How to measure abnormality

Understanding of:

1. Normal Vs Abnormal condition

2. Operating guidelines

3. Action to be taken in case of abnormalities

Training on

1. Capability to find malfunctions

2. Capability to understand machine structure / functions

3. Capability to relate equipment with quality and related abnormalities

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Autonomous Maintenance – Role of Operating / Maintenance staff• Production can be maximised only with the perfect cooperation between

operating and maintenance staff

• Operating and Maintenance staff are like the wheels on both sides of a car

• Under Autonomous Maintenance operating staff takes care of “activities to prevent deterioration” & maintenance staff takes care of “specialised Maintenance”

• It is mandatory that both preventing deterioration & specialised maintenance should go in parallel

Retention activities Improvement activities

Preventing & repairing failuresExtending life, reducing maint. Time, eliminating maint.

Normal operation, Routine maint., periodic maint., predictive maint.

Corrective maint., improvement of reliability & maint., & Maintenance prevention

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• production and maintenance persons if they are not cooperating with each other, we can’t get desired output from the machine

• Role of each of them is detailed below:

Equipment Maintenance

To prevent forced deterioration by

production persons

Specialized maintenanceBy Maintenance persons

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Basic conditions of a machine

Necessary Conditions Desirable conditions

Essential for equipment operation Not dispensable, but not fulfilling may sometimes cause problem

Ideal situation - Meeting both Necessary conditions and desirable conditions

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Concept of creating Basic Conditions

Basic Machine conditions

Eliminate Forced deterioration

Reducing Natural Deterioration

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Machine Maintenance activities

Retention Activities Improvement activities

Both to go parallel

• Normal operation

• Routine maintenance• Corrective maintenance

• Maintenance Prevention

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Activities of the Operating Staff1. Activities to prevent deterioration• Correct operation• Improvement of basic conditions (cleaning, oiling, tightening)• Adjustment• Prediction and early detection of abnormalities• Recording maintenance data2. Measurement of deterioration (mainly through five senses)• Routine inspection• Part of periodic inspection3. Activities to rectify deterioration• Minor improvement• Notification of failures and malfunctions• Assistance for sporadic repair

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• Improvement of basic conditions for the prevention of forced deterioration (cleaning, oiling, inspection and tightening) and routine inspection are the most important activities.

• The participation of operating persons is essential for implementation of effective deterioration prevention, measurement and rectification activities.

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Support to Jishu-hosen by maintenance Staff

Education & Guidance about

• The Structure and functions of equipment, parts’ names

• Regarding linkage of bolts & nuts

• Lubrication, unification of oil classes, oiling intervals and oiling standards

• Inspection techniques and inspection standards

Speedy handling of rectification of malfunctions

Technological assistance in improvement activities

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MotivationChange in Equipment

People change

Change of Thinking

Change of Activities

Workshop change

Result sustained

Repairing minor defects

Results are restoration & improvements

Sense of achievement

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Initial Cleaning

Eliminate source of contamination and inaccessible areas.

Cleaning And Lubrication Standard.

A.M.Inspection

General Inspection

Work place organisation

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3

5

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Fully implemented Autonomous maintenance Program 7

1

4

STEP BY STEP IMPLEMENTATION OF AM

Implementing 1S & 2S 0

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Motivation

People change

Concept of AM step implementationStage 1

Stage 2

Equipment change

Shop change

Stage 3

Stage 4

EducationWilling to maintain one’s own equipment

Defects / Failures decrease

Ability to find & Correct minor defects

Zero defects / Failures realized

Expanding 7 steps to all areas

Realize importance of AM

Mind change

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1st S - SEIRI(SORTING OUT)

Look around your work place for the following things and ask yourself “Is it really necessary for all items to be there?”

• Hand tools (spanners, allen keys, chip removal rod, cleaning brush, lubricating can, screw drivers etc)

• Cutting tools used and new (dies, jaws, coils, grinding wheels, incerts, brazed tools, collets, dresser diamonds, nose etc)

• Measuring instruments (all fixtures, scale, gauges etc)

• Working material (Material in trolley, material out trolley, intermediate stand, etc)

• Cotton wastes, scrap valves, removed machine spares, machine guards, saw dust, etc

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SEIRI contd..

You will get the following answers:

• Some of them may be used frequently

• Some of them may be required occasionally

• Some of them not needed at all

IDENTIFY ALL THE UNWANTED THINGS AND REMOVE THEM FROM THE WORK PLACE TO THE SCRAP YARD (NOT TO YOUR ADJACENT WORK AREA)

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2nd S - SEITON (SYSTAMATIC ARRANGEMENT)

After doing SEIRI you’ll find the following:

• Most frequently used items

• Occasionally needed items

Now the task is to ARRANGE the above things in assigned locations for easy access and identification

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SEITON

How to arrange things ? Things How Where

Trolleys Demarcation & Close to the loading / Labeling unloading points

Hand Tools Shadow Box Near work place(easily approachable)

Cutting Tools Shadow Box / Near Work place table (easily approachable)

Measuring Demarcation & Near Work placeinstruments Labeling

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SEITON - cont...

Things How Where

Cotton waste In a separate Uniform location(unused) bin with label in all m/cs

Scrap Valve/ In a separate Uniform locationRework bin with label in all m/cs

Setting Labeling Shadow Box Pieces

Hyd / Lub Oil Demarcation / easily accessible placecontainers Labeling in each area

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Why cleaning is necessary?

Result of insufficient cleaning

M/C break down

Quality defects

Forced deterioration

Speed loss

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Step 1: Initial Cleaning

AIM

• Helps operators to find malfunctions in the machine through cleaning

• To personally experience that “Cleaning is Inspection”

Equipment cleaning means

• Removing dust, stains, grinding dust, sludge etc.

• Cleaning does not mean keeping the outside appearance shining.

• Total elimination of due stain etc. mainly from the equipment and thereby preventing forced deterioration, exposure of potential defects and adoption of suitable steps in the course of cleaning

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Implementing INITIAL CLEANINGPreparation

Implementation

Meeting

Restoration & improvements

Remove tags

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Preparation stage

• Understanding objectives

• Understanding specific work details

• Planning detailed work

Implementing INITIAL CLEANING

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Implementation Stage

• Removal of dust and stains,

• Improvement of basic conditions ie) Cleaning, Inspection, oiling & tightening

• Identifying the sources of problem & adopt temporary measures

• Removing all unwanted items & arranging all wanted items

Implementing INITIAL CLEANING

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• Conform safety in advance

• Members should clean their machine with full involvement

• Wipe off all dirt accumulated for years

• Open all covers and remove dirt from them

• Disassemble components if necessary

• Do cleaning for the ancillary equipment

Points to be taken care during cleaning

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Tagging ProcedureProblem Identified

Problem Tagged

canoperatorCorrectproblem

Remove TAG

Is the

repair satis-

factory

Corrective Actions

N

Y

N

Correct problem

Y

Return the M/C to

PRODN

OperatorInform

Maintenance

Result of Initial Cleaning

Pink tag

Green tag

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Step 2: Counter measures for sources of problems & Difficult locations

AIM

To cutoff the sources of dust, stains

To prevent scattering of burr, chips, cutting oil, coolant etc.

To improve places where cleaning & oiling are difficult

To nurture the bud of improvement among all

To help cleaning & oiling with in target time

Purpose

To make improvements based on hard work

Share a sense of satisfaction over the achievement

Strengthen the teams’ ability to improve equipment

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Identification

Counter measures of sources of contamination

Dust, stain, burr, chip, oil, air etc.

material, shape & composition and The origin of the source

Analysis

Counter measures

Review of tentative cleaning standards

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Identification of difficult places

Counter measures of Difficult places

Places where time taken is more & not able to do

Analysis

Counter measures

Review of tentative cleaning standards

Places difficult to clean, Inspection & Oiling

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Step 3: Establishing tentative standards

AIM

• To improve reliability and maintainability of the machine

• By making tentative cleaning, oiling, lubricating standard

• Easy to follow the standards by the workers

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Clarification of cleaning / Inspection areas

Implementing step 3

Preparation of standards

Implementation

Deviation from the target time

Clarification of Oiling areas

Improvement & Execution

Approved

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Step 3: Implementation

Preparation of Cleaning / Inspection standards

1. Clarification the location

2. Clarification of method

3. Clarification of standards

4. Clarification of measures to fix abnormality

5. Clarification of frequency

6. Target time setting

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Step 3: Implementation

Preparation of Oiling standards

1. Clarification of machine members

2. Clarification of oiling points

3. Clarification of oiling standards

4. Clarification of oiling methods

5. Clarification of oiling tools

6. Clarification of frequency

7. Target time

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Step 3: Implementation

Oiling point description tableNo. Oiling point Oiling

standardsOiling type

Oiling methods

Oiling tools

Time frequency

Color based control of oiling

Color Oil typeRed P –32Blue Y-100Green W-68

Oiling label

Oiling point Grinding wheel spindle

Frequency Weekly

Oil type M AB5

Resp. Maintenance

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Step 4: General Inspection

AIM

• To understand the structure and principles of working of the equipment

• To inspect all parts of the equipment

• To identify the latent defects and restoring to its idle state

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Implementing OVERALL INSPECTION

EDUCATION REGARDING BASIC KNOWLEDGE (LEADER CLASS)

CONVEYING THE INFORMATION TO OPERATORS

PRACTICING WHAT WAS STUDIED AND FINDING MALFUNCTION

PROMOTING VISUAL CONTROL

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STEP - 5 AUTONOMOUS INSPECTION Identify and resolve inconsistencies between planned

and autonomous maintenance tasks

Finalize distribution of general inspection items between maintenance and production

Review and incorporate items resulting from equipment improvement activities

Revise, standardise and document autonomous maintenance activities in an Autonomous Maintenance Standards Manual

Study and assure correct machine operation procedures

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STEP - 6 WORK PLACE ORGANIZATION

Expands team activities beyond equipment to other aspects of the work process, e.g.:

Parts and materials, WIP Tools, fixtures, measuring instruments

Process flow

Operating standards, setup/ changeover

Quality control

Exposes opportunities for improved organisation, standardisation and visual control

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STEP - 7 FULLY IMPLEMENTED AUTONOMOUS MAINTENANCE PROGRAM

Follows up on continuing projects from earlier stages

Continues to build operators’ diagnostic and maintenance skills

Expands team participation to a wide variety of equipment related improvement projects

Promotes full integration of teams in the company’s equipment management strategy

Continues to standardize improvement activities and extend results into all areas