Why is Total Productive Maintenance (TPM) so popular and important? - ADDVALUE - Nilesh Arora

1
TPM Basics
by
Best Performing Consulting Organization
Adding Value In Totality !!
2
TPM BASICS
3
TOTAL PRODUCTIVE MAINTENANCE

• It is a Japanese approach for
• Creating company culture for maximum efficiency
• Striving to prevent losses with minimum cost
• Zero breakdowns and failures, Zero accident, and
  Zero defects etc
• The essence of team work (small group activity)
  focused on condition and performance of
  facilities to achieve zero loss for improvement
• Involvement of all people from top management to
  operator

4
History of TPM
TPM is a innovative Japanese concept which can be
traced back to 1951.
However the concept of preventive maintenance was
taken from USA. Nippondenso was the first company
to introduce plant wide preventive maintenance in
1960.
Nippondenso which already followed preventive
maintenance also added Autonomous maintenance
done by production operators.
5
History of TPM
Preventive maintenance along with Maintenance
prevention and Maintainability Improvement gave
birth to Productive maintenance.
By then Nippon Denso had made quality circles,
involving the employees participation. Thus all
employees took part in implementing Productive
maintenance. 
6
History of TPM

• TPM first introduced in Japan 20 years ago and
  rigorously been applied in past 10 years
• TPM planning implementation in Japanese
  factories supported by JIPM (Japan Institute of
  Plant Maintenance)
• Awarded yearly prizes to various industries
• Automotive
• Metals
• Chemicals
• Rubber
• Food
• Glass etc.

7

• Initially implemented in
• high-to-medium volume production areas
• Later successfully applied in
• Low-volume production
• High-to-low volume assembly
• Development areas
• Warehouse
• Whole range of industry

8
1950
1960
1970
1980
1990
Breakdown Maintenance
1951
Preventive Maintenance
Evolution of TPM
1957
Corrective Maintenance
1960
Productive Maintenance
1971 TPM
Total Productive Maintenance
Time-based era
Condition-based era
ZERO A C C A C M I P D A E I N G T N (1971)
Q C C I R C L E (1962)
Z D G R O U P (1965)
9
Role of TPM

• Answers of the following questions are able to
  tell what role TPM can play within a company
• Does TPM replace traditional maintenance
  techniques ?
• Why is it so important ?
• What are its policies and objectives ?

10
TPM and Traditional Maintenance

• Reactive maintenance inherently wasteful and
  ineffective with following disadvantages
• No warning of failure
• Possible safety risk
• Unscheduled downtime of machinery
• Production loss or delay
• Possible secondary damage

11

• Need for
• Stand-by machinery
• A stand-by maintenance team
• A stock of spare parts
• Costs include
• Post production
• Disrupted schedule
• Repair cost
• Stand-by machinery
• Spare parts

12

• Real cost of reactive maintenance is more than
  the cost of maintenance resources and spare parts
• Pro-active maintenance (planned, preventive and
  predictive) more desirable than reactive
  maintenance

13

• TPM enables or provides
• The traditional maintenance practices to change
  from reactive to pro-active
• A number of mechanisms whereby
• Breakdowns are analyzed
• Causes investigated
• Actions taken to prevent further breakdowns
• Preventive maintenance schedule to be made more
  meaningful

14

• To free up maintenance professionals to
• Carry out scheduled and preventive maintenance
• Gather relevant information as important input to
  the maintenance system
• Keep the system up to date
• To review cost effectiveness
• To develop and operate a very effective
  maintenance system an integral part of
  manufacturing

15
Why is TPM so popular and important ?

• Three main reasons
• It guarantees dramatic results (Significant
  tangible results)
• Reduce equipment breakdowns
• Minimize idle time and minor stops
• Less quality defects and claims
• Increase productivity
• Reduce manpower and cost
• Lower inventory
• Reduce accidents

16

• Visibly transform the workplace
• (plant environment)
• Through TPM, a filthy, rusty plant covered in oil
  and grease, leaking fluids and spilt powders
  can be reborn as a pleasant and safe working
  environment
• Customers and other visitors are impressed by the
  change
• Confidence on plants product increases

17

• Raises the level of workers knowledge and skills
• As TPM activities begin to yield above concrete
  results, it helps
• The workers to become motivated
• Involvement increases
• Improvement suggestions proliferate
• People begin to think of TPM as part of the job

18
TPM Policy and Objectives

• Policy and objectives
• To maximize overall equipment effectiveness (Zero
  breakdowns and failures, Zero accident, and Zero
  defects etc) through total employee involvement
• To improve equipment reliability and
  maintainability as contributors to quality and to
  raise productivity

19
TPM Basic policy and objectives

• To aim for maximum economy in equipment for its
  entire life
• To cultivate equipment-related expertise and
  skills among operators
• To create a vigorous and enthusiastic work
  environment

20

• TPM Corporate policy for the following purposes
• To aim for world-class maintenance, manufacturing
  performance and quality
• To plan for corporate growth through business
  leadership

21

• TPM Corporate policy
• To promote greater efficiency through greater
  flexibility
• Revitalize the workshop and make the most of
  employee talents

22
Production dept.TPM to Companywide TPM

23
What is TPM?
T Total Overall efficiency. Total
production system. Participation of all
employees. P Productive Zero defect. No
trouble in operation. Safety. M Maintenance
Longer life cycle of production system.
24
What is TPM?

• Aims at Breakthrough improvement in productivity
  and reducing chronic losses to zero.
• Aims at Creating a bright, clean, and pleasant
  factory.
• Means To reinforce people and facilities and
  through them, the whole organization.
• Addresses Overall equipment effectiveness.
• Institutionalizes Total Employees Involvement
  Participative management and an
  Overall-small group organization.
• Eliminates inter departmental walls and
  facilitates Cross Functional Management.
• Is material oriented it seeks to keep equipment
  in its intended condition.

25
Why TPM?
MARKET CIRCUMSTANCES
IN-HOUSE CIRCUMSTANCES

• Rising cost of raw material
• Higher power cost specific power
• Higher specific fuel consumption
• Higher man power cost
• Heavy losses, low profit due to equipment
  failures / low reliability / indifferent attitude
• Lower skill levels and involvement
• Compartmentalization,
• lack of horizontal communication
• Low moral/ organizational politics
• Unsafe working
• Pressure from TOP to progress fast

• Easy funds for /capacity build up
• Market demand / consumption sluggish, High
  quality competition in the market
• Result -Stiff competition, low returns
• Opportunity to earn profit
• Increasing quality consciousness in market
• New plants very efficient and cost effective.
• Increasing input material cost
• Increasing wages and salaries.

CRISIS FOR THE COMPANY
26
Effectiveness of TPM
RESULTS EXPECTED
ESSENTIAL REQUIREMENTS

• Employee Involvement
• Top management Commitment
• Management Tools

• Productivity enhancement
• Cost Reduction
• Delivery period shortening
• Sales Expansion

27
Process
The process adopted is a proven methodology based
on 1.  Understanding the current
status 2.  Setting up an organisation 3.  Training
people 4.  Identifying model areas and machines
for initial improvement 5. Improvement of Model
machines to the original condition and
achievement of zero loss concept. Each machine
is to be improved by a Cross Functional Team
consisting of 1 team leader (Manager Level) and
5-6 members consisting of Engineer/Supervisor
level. 6.  Horizontal deployment of the approach
to the rest of the plant 7. Finally covers
entire organization and involve every employee
from top to bottom.
28
16 major Losses
EQUIPMENT LOSS
MAN LOSS
MATERIAL ENERGY LOSS
29
JH
PM
QM
ET
DM
SHE
OTPM
5 S
30
(No Transcript)
31
2 JISHU HOZEN

• THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF
  SMALL MAINTENANCE TASKS .
• RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE
  ON VALUE ADDED AND
• TECHNICAL REPAIRS .
• THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR
  EQUIPMENT TO PREVENT IT
• FROM DETERIORATING

7STEPS

1. Initial cleaning
2. Counter measures for the causes of forced
   deterioration improve hard to access
3. Preparation of tentative JH standards
4. General inspection
5. Autonomous Inspection
6. Standardization
7. Autonomous Management

32
3 PLANNED MAINTENANCE

• THIS PILLAR AIMED TOWARDS
• TROUBLE FREE MACHINES AND EQUIPMENTS
• PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER
  SATISFACTION
• FOUR CATEGORIES
• PREVENTIVE MAINTENANCE
• BREAK DOWN MAINTENANCE
• CORRECTIVE MAINTENANCE
• MAINTENANCE PREVENTION
• BENEFITS
• ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES
• OPTIMUM MAINTENANCE COST
• REDUCES SPARES INVENTORY
• IMPROVE RELIABILITY AND MAINTENABILITY OF MACHINES

33
11 Steps Approach to Zero Break down
Approach to Zero breakdown

• Classify B/D data ( Including Equipment Ranking)
• Analysis of present status QC Approach
• Eliminate forced deterioration
• Find out root cause implement countermeasure
• Identify breakdown recurrence / understand
  phenomenon
• Investigate weakness improve it
• 7. Investigate natural deterioration
• 8. Set deterioration pattern
• 9. Select evaluate maintenance point standard
• 10. Decide PM / TBM / CBM
• Build best maintenance procedure

Five Phases for concrete actions against breakdown
Phase 1 Change to natural deterioration by
eliminating factors of
accelerated deterioration. Phase 2 Extend
inherent service life of equipment by corrective
maintenance ( Improvements to overcome
design limitations) Phase 3 Research natural
deterioration pattern. Study how deterioration
increases over time Phase 4 Search which
parameter to measure for deterioration Phase 5
Implement predictive maintenance
34
4 QUALITY MAINTENANCE

• THIS PILLAR AIMED TOWARDS
• CUSTOMER DELIGHT THROUGH HIGHEST QAULITY
• DEFECT FREE MANUFACTURING
• ELIMINATING NON CONFORMANCES IN A SYSTMATIC
  MANNER
• REACTIVE TO PROACTIVE LIKE (QUALITY CONTROL TO
  QUALITY ASSURANCE)
• BENEFITS
• DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS
• QM ACIVITY TO CONTROL QUALITY ASSURANCE
• FOCUS OF PREVENTION OF DEFECTS AT SOURCE
• FOCUS ON POKA-YOKE (FOOL PROOF SYSTEM)
• IN LINE DETECTION AND SEGREGATION OF DEFECTS
• EFFECTIVE IMPLEMENTATION OF OPERATOR QUALITY
  ASSURANCE
• ACHIEVE SUSTAIN CUSTOMER COMPLAINT ZERO

35
5 EDUCATION TRAINING

• THIS PILLAR AIMED TOWARDS
• DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS
  HIGH AND WHO HAS EAGER TO COME TO WORK AND
  PERFORM ALL REQUIRED FUNCTIONS EFFECTIVELY AND
  INDEPENDENTLY
• EMPLOYEES WILL BE TRAINED TO ADDRESS THE PROBLEM
  BY FINDING THE
• ROOT CAUSE ELIMINATING THEM
• THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS
• BENEFITS
• ACHIEVE AND SUSTAIN ZERO LOSSES DUE TO LACK OF
  KNOWLEDGE /SKILLS /TECHNIQUE
• REMOVE FATIGUE AND MAKE WORK MORE ENJOYABLE
• UPGRADING THE OPERATING MAINTENACE SKILLS

36
6 DEVELOPMENT MANAGEMENT
THIS PILLAR AIMED TOWARDS

• Collection utilization of feedback
  information regarding present products before
• the start of the design.- like MP sheet.
• Measuring needs for Easy of manufacturing
  by analyzing the process for present products.
  
• Measuring needs for Easy of manufacturing by
  analyzing process of new products in the
• stage of planning design of products.
  By identifying failures possibilities based on
  design reviews of new products.
• By identifying failures possibilities based on
  trail manufacturing test of new products.

• BENEFITS
• REDUCES LEAD TIME TO NEW PRODUCT LAUNCH
• REDUCE THE LOSSES
• COST EFFECTIVE

37
7 SAFETY HEALTH ENVIROMENT

• THIS PILLAR AIMED TOWARDS
• CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE
• THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON
  REGULAR BAISI
• BENEFITS
• ZERO ACCIDENT
• ZERO FIRES
• ZERO HELATH DAMAGES
• SAFE WORKING CONDITION
• SAFE WORK PRACTICE

38
8 OFFICE TPM

• THIS PILLAR AIMED TOWARDS
• TO IMPROVE PRODUCTIVITY
• EFFICIENCY IN THE ADMINSTRATIVE FUNCTIONS AND
  IDENTIFY TO ELEMINATE LOSSES
• ANALYZYING PROCESSES AND PROCEDURES TOWARDS
  INCREASED OFFICE AUTOMATION
• BENEFITS
• INVENTORY REDUCTION
• LEAD TIME REDUCTION OF CRITICAL PROCESS
• EQUILISING THE WROK LOAD
• RETRIEVAL TIME REDUCTION (REDUCE REPETITIVE
  WORK)
• BETTER UTYILIZED WORK AREA

39
TPM Results in

• Results in building up corporate culture that
  thoroughly pursues production
• System efficiency improvement OEE (Overall
  Equipment efficiency-)
• Constructs a system to prevent every kind of
  loss, for example Zero accidents, Zero
  defects and Zero failures based Gemba (Work
  Place) and Genbutsu (actual thing) over the
  entire life cycle of a production system.
• Covers all departments including production,
  Quality Control, Purchase, marketing,
  Administration, Design development, Maintenance
  Engineering.
• Requires all and full involvement from top
  management to frontline employees. It builds up
  an overlapping multidiscipline process based
  management teams to achieve excellence

40
OEE A x P x Q
What is OEE?
Overall Equipment Efficiency
A Availability P Performance Q Quality
41
How to Calculate OEE?
42

• Example 1
• A medium volume manufacturing facility with a
• capacity of producing 2 parts/minute actually
  produced 800 parts in a planned running 2 shifts
  of 8 hours each. It had breaks and scheduled
  maintenance for 40 minutes and also faced 40
  minutes breakdowns and 1 hour 20 minutes for
  changeover and adjustment. Number of rejects and
  re-works were 10 and 6 parts respectively.
  Calculate its overall effectiveness
• Planned production time 2x8 hrs. 960 minutes
• Loading time 960-40 (breaks scheduled
  maintenance) 920 min.
• Down-time 40 (Breakdowns) 80(Changeover
  adjustment) 120
• Loading time Down time 920 - 120
• Availability --------------------------------x
  100 ----------------x100 87
• Loading time 920

43

• Example 1 (Contd.)
• Quantity produced 800
• Performance --------------------------------x1
  00 -------------x100 50
• Time run x Capacity/given time (920-120)x2
• Amount produced Amount defects Amount
  re-work
• Quality ---------------------------------------
  -------------------------------- x 100
• Amount produced
• 800 10 6
• -------------------- x 100 98
• 800
• Overall effectiveness (OEE) 0.87 x 0.5 x 0.98 x
  100 42.6

44

• Example 2
• A chemical plant was expected to run for 120
  hours/week continuously with production capacity
  of 2400 metric tones /hour. At the end the week
  it produced 220,000 tones together with a waste
  of 3000 tones. It had120 minutes breakdowns and
  460 minutes changeover and adjustment. Calculate
  plant overall effectiveness.
• Planned production time 120 hrs/week 7200
  minutes
• For continuous production, breaks and scheduled
  maintenance 0
• Therefore, loading time 7200-0 7200 min.
• Down-time 120 (Breakdowns) 460(Changeover
  adjustment) 580
• Loading time Down time 7200 - 580
• Availability --------------------------------x
  100 ----------------x100 92
• Loading time 7200

45

• Example 2 (Contd.)
• Quantity produced 220,000
• Performance ---------------------------x100
  ------------------x100 83
• Time run x Capacity
  (6620)x(2400/60)
• Amount produced Amount waste
• Quality ---------------------------------------
  ------x 100
• Amount produced
• 220,000 3000
• -------------------- x 100 98.6
• 220,000
• Overall effectiveness 0.92 x 0.83 x 0.986 x 100
  75.3

46
MTBF

• Mean Time Between Failure
• The average amount of operating time between
  consecutive breakdowns for an item of equipment
  (or plant).
• Formula
• Operating time is productive time plus production
  delays.
• Number of failures or breakdown events is the
  number of failures on an item of equipment (or
  plant).
• Interpretation

• Maintenance effort required is decreasing.
• Maintenance practices / mechanisms are
  effective.
• Failure frequency is decreasing.
• Operating conditions are improving.

MTBF

• Maintenance effort required is increasing.
• Maintenance practices / mechanisms are
  ineffective.
• Failure frequency is increasing.
• Operating conditions are deteriorating.

47
MTTR

• Mean Time To Repair
• The average maintenance time required to keep an
  item of equipment (or plant) operational.
• Formula
• Down time is the total time equipment (or plant)
  is down for maintenance work (preventive and
  corrective).
• Number of failures or breakdown events is the
  number of failures on an item of equipment (or
  plant).
• Interpretation

• Maintenance practices / mechanisms are
  ineffective.
• Poor clean-up (work preparation) practices.
• Ineffective work practices.

MTTR

• Maintenance practices / mechanisms are
  effective.
• Clean-up (work preparation) practices
  effective.
• Effective work practices.

48
ADDVALUE Services
VALUE ADDED COACHING-VAC
BUSINESS COACHING
LIFE COACHING
Operation Excellence
Counselling
Team Excellence
Therapy
Adding Value In Totality !!
Business Excellence
Astrology
49
AddValue at a glance
Best Performing Consulting Organization
Business Coaching
Life Coaching
50
Thank You