History of Total Productive Maintenance (TPM) - ADDVALUE - Nilesh Arora

1. “TPM Basics” by Best Performing Consulting Organization AddingValueInTotality!!

2. TPM BASICS

3. It is a Japanese approach for • Creating company culturefor 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. 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. 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. 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) Z D G R O U P (1965) Q C C I R C L E (1962)

9. 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 ? Role of TPM

10. 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 TPM and Traditional Maintenance

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. 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 Why is TPM so popular and important ?

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 plant’s 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. 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 maintainabilityas contributors to quality and to raise productivity TPM Policy and Objectives

19. 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 TPM Basic policy and objectives

20. TPM Corporate policyfor 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. TTotal • Overall efficiency. • Total production system. • Participation of all employees. PProductive • Zero defect. • No trouble in operation. • Safety. MMaintenance • Longer life cycle of production system.

24. 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. MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES • 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. • 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 CRISIS FOR THE COMPANY

26. RESULTS EXPECTED ESSENTIAL REQUIREMENTS • Productivity enhancement • Cost Reduction • Delivery period shortening • Sales Expansion • Employee Involvement • Top management Commitment • Management Tools

27. 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. 1. Equipment failure loss 2. Set up & adjustment loss 3. Cutting tool and jig change loss 4. Start up loss 5. Minor Stoppage and idling loss 6. Reduced speed loss 7. Defects &rework loss 8. Shutdown loss 9. Management loss 10. Operating motion loss 11. Line organization loss 12. Logistics loss 13. Measurement and adjustment loss 14. Energy Loss 15. Die, Tool and Jig loss 16. Yield loss EQUIPMENT LOSS MAN LOSS MATERIAL& ENERGY LOSS

29. JH SHE PM QM E&T DM OTPM 5 S

31. 2 JISHUHOZEN • 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 Initial cleaning Counter measures for the causes of forced deterioration& improve hard to access Preparation of tentative JH standards General inspection Autonomous Inspection Standardization 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 • REUDCTION IN ADMINISTRATIVE COSTS

39. 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. Overall Equipment Efficiency OEE = A x P x Q A= Availability P= Performance Q= Quality

41. Availability = Standard time – downtime Standard time Performance = Components Produced Components supposed to be Produced Quality = Total Acceptable Components Total Components produced

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 = --------------------------------x100 = ----------------x100 = 87% Loading time 920

43. Example 1 (Contd.) Quantity produced 800 %Performance = --------------------------------x100 = -------------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 = --------------------------------x100 = ----------------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.

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