COMPANY PROFILE

ROOTS INDUSTRIES LTD (RIL) is a leading manufacturer of horns in India and the
11th largest horn manufacturing company in the world, Head quartered in Coimbatore, India.
ROOTS have been a dominant player in the manufacture of Horns, Casting products,
Industrial cleaning machines, Precision products and other products like Electronic Horns,
Brake Shoes, Brake Pads, Halogen Lamps, Relays, Melody Makers, Roots Parking Guide
System, Piston & Rings, Flashes, etc.,
Since its establishment in 1970, ROOTS had a vision and commitment to
produce and deliver quality products adhering to International standards. With a strong
innovative base and commitment to quality ROOTS has occupied a key position in both
International and domestic market as suppliers to leading OEMS and aftermarket.
Now RIL is the first Indian and first manufacturing company in the world to get
ISO / TS 16949 Certification based on effective implementation of QS 9000 Certification and
VDA 6.1 Certification. Other certifications like E – Certification from Europe, ISO 14001
Certification, and Q1 Certification add crowns to it.
Their competitors includes Bosch, Lucas-TVS, Minda Industries, Harley & Co,
Vibrant Auto components, National Electric company, etc.,
Its customers include the massive automobile giants like Mercedes, Ford, Mitsubishi,
Mahindra & Mahindra, Toyota, Fiat, Tata Motors, Bajaj Tempo Ltd, Kinetic Honda, TVS,
Leyland, etc.,

TPM IN ROOTS:

ROOTS have its strong desire in producing world quality products compete in the
global market. It has assigned a lot of R&D activities to deliver high quality and innovative
products satisfying the needs of its customers. To make it true, ROOTS has been involved in
various activities like 5S, KAIZEN, ISO, etc. And to add a few to its milestone TPM activity
has been started in ROOTS since 2005. The divisions of ROOTS experimenting TPM are
RPCL, RMCL, ROOTS Component Division and ROOTS Horn Division. Now the ROOTS
Industries are at KICK-OFF stage in implementing TPM.

This project involves in the implementation of TPM in Model machine – PRESS

MASTER PSPR20. Primarily 5s is the base and we found problems cannot be clearly seen
when the work place is unorganized. Cleaning and organizing the workplace helps to uncover
problems and making problems visible is the first step of improvement. Next we have to be
involved in TPM in analyzing the machine, rectifying the sources of contamination,

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abnormalities in equipments, their counter measures, fixing Tentative Standard. Our main
goal is to increase the OEE which would increase productivity, Reduce maintenance cost,
Improve reliability and maintainability, eliminating the defects at source through active
employee participation.

PROCESS LAYOUT
Testing
Mechanical
Electric
Front
Accessories
Test
Stamping
Pressing
Painting
To
Packing
Coils
Coil
Fasteners,
Scraps
Electrical
Quality
Markets
winding
Testing
cover
horn
Assemblycomponents
Checking
plates,
components
Back
ing
Insulators,
cover plates,
Diaphragm plates
Conductors

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TPM MODEL MACHINE
The machine PSPR 20 is a pressing machine 30 ton capacity used upto 400 strokes
per minute. This machine comprises of auxiliaries such as decoiler, straightner and scrap
cutter. The machine is powered by an electric motor and operates with the assistance of
pneumatic devices, centralized electrical control system. Machine is a self lubricating at an
interval of one working hour. Decoiler decoils the sheet metal strip wounded as a coil and the
straightner straightens the sheet metal strip by the use of consecutive rollers. The decoiler and
straightner are controlled by using cam limit switches. The feeder unit feeds the sheet metal
at every stroke and actuated by pneumatics. Scrap cutter cuts the out coming strip from the
press for easy handling. The various process involved are piercing and blanking. The
machine consists of gauges and meters for monitoring.

This machine is used for making the Diaphragm plates, front cover plates and back
cover plates by pressing. The sheet metal coil of required dimensions is fed through the

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interchangeable dies of this machine. This machine produces from 1to 5 plates according to
the thickness required per stroke.

TP M M O D E L M AC H IN E
M AC H IN E N AM E : PR ES S M AST ER M AC H IN E N O : PSP R 20

C AP AC IT Y AT 20 C R AN K AN G LE BEFO R E BD C . : 30 T onnes
ST R O KE : 25 m m
SH U T H E IG H T FR O M BO LST ER : 250 m m
R AM A D JU ST M EN T : 40 m m
TA BLE FA C E : 560 m m X 300 m m
BO LST ER T H IC KN ES S : 90 m m
H EIG H T O F TABLE SU R FAC E FR O M FLO O R : 800 m m
ST R O KE PER M IN U T E : 100 - 400
FLYW H E EL EN ER G Y AT 100 S PM : 200 m kg
M O T O R ( V ariable spped drive ) : 7.5 kw / 0- 1200 rpm
ELEC T R IC A L S UPPY : 415 v , 3 ph. , 50 H z
AIR PR ES SU R E : 5.5 BAR
AIR C O N S U M P TIO N AT N TP PER C LU TC H O PER AT IO N : 7.5 Lit.
APPR O X IM A T E W E IG H T : 4000 kgs

FEAT U R E H IG H LIG H T S

C R AN KSH AF T RU N S IN AN T I - FR IC T IO N B EAR IN G S
C O N N E C TIN G RO D R U N S IN AN T I - FR IC T IO N B EAR IN G S
R EC IR C U LAT IN G F LO O D LU BR IC AT IO N
" T U R C IT E " LIN ED 8 P O IN T SLID E G U ID EW AYS
M AIN M O TO R FW D -R EV . T H R O ' AN T I - PLU G G IN G SW IT C H

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 M

R a m u n it

FRL

TAG CLASSIFICATION

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OVERALL EQUIPMENT EFFECTIVENESS (OEE)

OEE = Availability x Performance Efficiency x Rate of Quality product

OEE is just a number for relative comparison of equipment performance. The

real benefits come from using the factors of OEE, which lead to root cause analysis and
eliminating the causes of poor performance. It’s all about collecting, trending,

Performance Efficiency is given by

Performance efficiency =Rate efficiency x Speed efficiency.

Rate efficiency (RE): Actual average cycle time is slower than design cycle time
because of jams, minor recorded stoppages, small problems and adjustment losses etc. Hence
output is reduced due to this.

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 Speed (rate) efficiency (SE): Actual cycle time is slower than design cycle time because
of high vibration etc. and hence output of the machine is reduced.

Rate of quality products (yield): It is the percentage of good parts out of total produced.

OVERALL EQUIPMENT EFFECTIVENESS (OEE) MODEL CACLULATION

OEE = A x PE x Q
PE=QUANTITY PRODUCED/ (SPM * PRODUCTION TIME)
A= (TOTAL AVAILABLE TIME - NON VALID TIME)/ TOTAL AVAILABLE TIME
Q=NO OF QUALITY PRODUCTS/QUANTITY PRODUCED

Day Shift C.NO PE % PE/Shift %

02/07 1 906025 76 76

For 2/7/09 OEE DATAS 1st shift

• Availability %=455-155/455=73.95%
• Q=14000/14000=100%
• Performance Efficiency =14000/(80*230)=76%
• OEE =0.76*0.7395*1=50.41%

Day Shift Total PLANNED DOWN Availabl Down Availability % Performance Quality OEE
TIME
time e Time Time efficiency % factor % %
(min) Tea time Training (min) (min)
(min) time
(min)

02/07 1 480 25 - 455 155 73.95 76 100 50.1

For 2/7/09 OEE DATAS 2nd shift

• Availability %=460-95/460=79.35%
• Q=13680/13680=100%
• Performance Efficiency =13680/(60*300)=76%
• OEE =0.73*0.7935*1=62.68%

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 Day Shift Total PLANNED DOWN Availabl Down Availability % Performance Quality OEE
TIME
time e Time Time efficiency % factor % %
(min) Tea time Training (min) (min)
(min) time
(min)

02/07 2 480 20 - 460 95 79.35 73 100 62.68

For 2/9/09 OEE DATAS 1st shift

• Availability %=455-80/455=82.41%
• Q=20100/20100=100%
• Performance Efficiency =20100/(65*375)=79%
• OEE =0.82*0.79*1=65.36%

Day Shift Total PLANNED DOWN Availabl Down Availability % Performance Quality OEE
TIME
time e Time Time efficiency % factor % %
(min) Tea time Training (min) (min)
(min) time
(min)

02/09 1 480 25 - 455 80 82.41 79 100 65.36

TABLE – 8

CLRI IDENTIFICATION

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 CUMMULATIVE TAG
MATRIX FLOW

CLRI TIME REDUCTION

UNIT AREA CLEANING TIME IN TIME SAVED IN
MINUTES MINUTES
BEFORE AFTER JH
JH
Decoiler Bottom leg & coil 3 3
holder
Fan motor cover 5 3 2
Motor 2 2
Belt cover 5 2 3
Total 15 10 5

Straightener Removing cover 45 3 42

40 bolts

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 Fan motor cover 5 0 5
Motor 2 0 2
Bottom cleaning 2 2
Top side 5 5
Total 59 10 49

Press FRL 2 2
Oil filter 1 1
Oil pump unit 2 2
Feeder unit 4 1 3
Left column 7 7
Control panel 1 1
Right column 2 2
Air circuit 2 2
Air reservoir 25 1 24
Lubrication motor 6 3 3
fan
Machine frond 2 2
end
Ram side 5 5
Bolster plate 3 1 2
Fly wheel 240 2 238
Fly wheel 6 6
cleaning
Total Time 308 38 270

Scrap cutter Scrap cutter unit 5 2 3

unit

Total Time 387 60 327

CUMMULATIVE REDTAG
MATRIX FLOW
CLRI TIME REDUCTION CHART

CLEANING TIME

FIG – 15

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12
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 DATAS BEFORE JH STEP-0 STEP-1 STEP-2
ACCIDENTS 0 0 0 0

ACCIDENT DATAS:

Break Down BEFORE JH STEP-0 STEP-1 STEP-2

Hours 17.2 10.8 13.1 7.66

BREAK DOWN DATAS:

Break Down

20
Time in hours

15

10

0
BEFORE JH STEP-0 STEP-1 STEP-2

QUALITY RATE CALCULATION:

Before JH activity (Jan-09):
• Total number of components produced per month = 5,62,000
• Total number of defective components in Dec month =230
• QUALITY FACTOR = Q=NO OF QUALITY PRODUCTS/QUANTITY
PRODUCED
• Q =(5,62,000-230)/ 5,62,000 = 99.959%
NUMBER OF DEFECTIVE PRODUCTS

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 BEFORE
Activities JH STEP-0 STEP-1 STEP-2
No of defective 230 194 173 124
products

QUALITY BEFORE JH STEP-0 STEP-1 STEP-2

QUALITY
RATE 99.959 99.965 99.969 99.978

QUALITY RATE:

99.98

99.975

99.97

99.965
QUALITY
99.96 RATE

99.955

99.95

99.945
BEFORE STEP-0 STEP-1 STEP-2
JH

• Quality rate is almost = 100%

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OEE ACHIVED BY IMPLEMENTATION OF TPM

In the month of Before TPM OEE were found to be 50.85%

During STEP – 0 ACTIVITY

• Time saved by carrying out of JH activity =1155 minutes
• Valid time per month = 33410 minutes
• Valid time during STEP – 0 =259050 minutes
• Increase in valid time = 24905+1155 = 26060 minutes
• Availability during STEP – 0 = 26060/33410 = 78%
• Performance efficiency during STEP – 0 = 68%
• OEE = 0.68*0.78*1.0 = 53.2%
• Labour cost per hour= Rs 64
• Cost saved = 1155*64/60 = Rs 1232

During STEP – 1 ACTIVITY

• Time saved by carrying out of JH activity =4218 minutes
• Availability during STEP – 1 = 83.480%
• Performance efficiency during STEP – 1 = 74%
• OEE = 0.8348*0.74*1.0 = 61.78%
• Cost saved =4218*64/60 = Rs 4500

During STEP – 2 ACTIVITY

• Time saved by carrying out of JH activity =1760 minutes
• Availability during STEP – 2 = 86.7 %
• Performance efficiency during STEP – 2 = 76%
• OEE = 0.867*0.76*1.0 = 65.36%
• Cost saved = 1760*64/60 = Rs 1880

OEE ACHIVED AND COST SAVED

S.NO Activity Time saved OEE achieved in % Cost saved in Rs
in minutes
1 Before TPM - 50.85 -

2 STEP-0 1155 53.20 1232

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 3 STEP-1 4218 61.78 4500

4 STEP-2 1760 65.36 1880

TOTAL COST SAVED

OEE CHART: TPM

BEFORE TPM AFTER TPM

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 COST NO OF
ACTIVIT ACCIDENT BREAK SAVED DEFECTIVE OEE IN
Y S DOWNS IN Rs/hr PRODUCTS %
Before
TPM 0 17.2 - 230 50.85
STEP-0 0 10.8 1232 194 53.2
STEP-1 0 13.1 4218 173 61.78
STEP-2 0 7.66 1760 124 65.36
TARGET ACHIEVED:

SUGGESTIONS:
From the above charts and tables, it is clear that the implementation of TPM will be
an effective process for the company. The implementation of TPM for the whole plant
should be started now in parallel. So that the non-valid time will be reduced and the whole
down time will tend to zero. Along with implementing TPM, SPC study should be done for
all the bottle neck machines to find their statistical performance.

The other manufacturing tools like Lean-six sigma, Value stream Mapping, Statistical
Process Control had to be implemented in short to improve the plant performance. Due to
globalization, the competition had been increased

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