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“MEASURING IMPACT OF TOTAL PRODUCTIVE

MAINTENANCE (TPM) ON PRODUCTIVITY”

A PROJECT REPORT

Submitted by
Makrand D Joshi
Roll No: 28

Under guidance of

Mr. R S Shirwadkar
Senior Manager, MFH
BOSCH Ltd., Nashik

In partial fulfillment for the award of the degree


Of
MBA
(Production and Materials)

MGV’s IMR Nashik.


SUMMER INTERNSHIP PROGRAMME June-July 2010
COMPLETION REPORT
Name of the student : Makrand D Joshi.
Name of the company : Bosch Ltd, Nashik.

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Acknowledgement

I would take this opportunity to thank all associates for giving this valuable and important exposure
in BOSCH Ltd., Nashik. It has been a great learning experience through out the period of 2 months.
It was indeed my pleasure to work on this project in this organization.

I would like to thank Mr. R.S. Shirwadkar (Sr. Manger, BOSCH Ltd.), Mr. .M. S. Bachhav
(Deputy Manager MFH, BOSCH Ltd.) and Mr. P.F. Katware (Senior Engineer MFH, BOSCH
Ltd.) for their valuable guidance and time that they have given me throughout this project. They
really gave me practical knowledge and information which will be very important in my future. They
have been mentors and motivators for me in this important project. I feel happy to work in their
organization under their guidance.

I would also like to sincerely thank Ms. Kavita Nair (HR Manager, BOSCH Ltd.) for giving me this
great opportunity to work in BOSCH for 2 months which turned into a fruitful experience.

I also like to thank my internal guide Mr. Khapare Sir (Professor, MGV’s IMR) who gave me this
opportunity to work on this project which helped me to know the application of theoretical concept
in practical world. I would also express my deep gratitude to Mrs. V.J. Bhalerao (Program
manager, MGV’s IMR) for allowing me to work on this project and representing our college in this
organization.

Lastly, I would thank to all the people who directly or indirectly were part of my project and helped
me to successfully complete my project.

-Makrand D joshi.

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Executive Summary
The project is about analyzing effectiveness of Total Productive Maintenance (TPM)
in manufacturing nozzle holder body section. The project deals with the measurement of
productivity by means of successful implementation of TPM on the bottleneck machine (8-Spindle
Gun Drilling Machine) using the variable, OEE (Overall Equipment Effectiveness).
The ultimate goal of TPM is to implement ‘perfect manufacturing’ Originally
introduced as a set of practices and methodologies focused on manufacturing equipment
performance improvement, TPM has matured into a comprehensive equipment-centric effort to
optimize manufacturing productivity.1 “Total Productive Maintenance is based on teamwork and
provides a method for the achievement of world class levels of overall equipment effectiveness
through people and not through technology or systems alone. This project examines the basic
concepts of TPM and reviews the significant literature related to design, implementation, and
maintenance of TPM programs in manufacturing operations. Investigation includes the
organizational structures, human interactions, analytical tools, and success criteria associated with
the implementation of Total Productive Manufacturing programs.
TPM aims at (Analysis will be judged with help of following points)
1. Establishing a corporate culture that will maximize production system effectiveness.
2. Organizing a practical shop-floor system to prevent losses before they occur throughout the entire
production system life cycle, with a view to achieving zero accidents, zero defects and zero
breakdowns.
3. Involving all the functions of an organization including production, development, sales and
management.
4. Achieving zero losses through the activities of ‘overlapping small groups’
The literature documents dramatic tangible operational improvements resulting from
successful TPM implementation. “Companies practicing TPM invariably achieve startling results,
particularly in reducing equipment breakdowns, minimizing idling and minor stops (indispensable in
unmanned plants), lessening quality defects and claims, boosting productivity, trimming labor and
costs, shrinking inventory, cutting accidents, and promoting employee involvement in , PQCDSM
(Productivity, Quality, Cost, Delivery, Safety, Morale) improvements for early TPM implementers
in Japan.

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 P – Productivity: Net productivity up by 1.5 to 2.0 times Number of
equipment breakdowns reduced by 1/10 to 1/250 of baseline. Overall
plant effectiveness 1.5 to 2.0 times greater.
 Q – Quality: Process defect rate reduced by 90%. Customer
returns/claims reduced by 75%.
 C – Cost: Production costs reduced by 30%.
 D – Delivery: Finished goods and Work in Progress (WIP) reduced by half.
 S – Safety: Elimination of shutdown accidents. Elimination of pollution
incidents.
 M – Morale: Employee improvement suggestions up by 5 to 10 times.

Now questions comes in everyone’s mind how TPM is correlated with the OEE? , the term
OEE deals with three basic factors availability factor, performance factor and quality factor.
Overall Equipment Effectiveness (OEE) is the key metric of Focused
Improvement. Focused Improvement is characterized by a drive for Zero Losses
earning a continuous improvement effort to eliminate any effectiveness loss
.Equipment losses may be either chronic (the recurring gap between the
equipment’s actual effectiveness and its optimal value) or sporadic (the sudden
or unusual variation or increase in efficiency loss beyond the typical and
expected range). “Tracking OEE provides a relative monitor of equipment
productivity and the impact of improvement efforts. Understanding efficiency
losses drives the improvement effort.” Typically, productivity losses are
determined through analysis of equipment and production performance
histories. The impact of productivity losses should be analyzed from two
perspectives; 1) the frequency of loss (the number of occurrences during the
time period), and 2) the impact of the loss (the number lost hours, lost revenue,
cost, etc.). A number of tools are commonly used to analyze productivity losses
in the Focused
1. Pareto Charts.
2. 5-Why Analysis.
3. Fishbone Diagrams.
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4. P-M Analysis.
5. Failure Mode and Effects Analysis (FMEA).
By using OEE as variable I will analyze the impact of TPM on
productivity and recommend to the company whether to implement
this technique on remaining 6 machine or not. (Horizontal Deployment)

Contents

Sr. No. Title Page


No.
1 Introduction 7
2.1 BOSCH Group Background & growth 8
3.1 Company Profile 14
3.2 BOSCH Limited: Nashik Plant (NaP) 15
4.1 Literature Survey 20
4.2 BOSCH TPM model & Pillars of TPM 21
4.2.1 Eliminating Main Problems 22
4.2.2 Autonomous Maintenance 28
4.2.3 Planned Maintenance 31
4.2.4 TPM appropriate MAE design 35
5 Objective And Scope of the project 41
6.1 Data Collection 42
7 Data analysis and interpretation 47
8.1 Observation and findings 53
9.1 Conclusion 54
10.1 Suggestion and recommendation 55

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List of Tables
Table No. Name of the Table Page No.
1 Business Sector & Division 11
2 Financial Result 12
3 Income Statement 13
4 NaP Product Introduction 16
5 Employee Profile 17
6 Bosch NaP Milestone 18
7 Machine Selection Procedure 24
8 Daily OEE monitoring 28
9 TPM tag matrix 33
10 Consolidation statement of losses 35
11 Observations and findings 36

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List of Figures

Sr. No. Name of the Figure Page No.


1 Various Parts of Injectors 8
2 Percentage Share at NaP 15
3 NaP Vision & Mission 16
4 Share Holder of Robert Bosch GmbH 17
5 TPM approach 20
6 Eliminating Main Problems 23
7 Implementation Steps 23
8 Autonomous Maintenance 28
9 Implementation Steps 29
10 Planned Maintenance 31
11 Implementation Steps 32
12 TPM appropriate MAE design 34
13 Implementation Steps 35
14 Flow Chart of TPM 40
15 PDCA analysis
16 MTBF status 48
17 OEE analysis 49
18 Technical Losses Status 49
19 Performance Losses 50
20 Changeover Losses 50
21 Pareto Analysis 51

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Chapter 1
1.1 Introduction

Bosch Nap is the largest manufacturer of Diesel injector’s .MFH department manufactures
Nozzle Holders Body of the injector. Figure shows the various parts of injector -

Fig-1: Various parts of Injector

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Chapter 2

2.1 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.

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#Data Source: Bosch Annual Report 2009
Fig-2: Shareholders of Robert Bosch GmbH
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:

Business sectors and divisions

Consumer Goods and


Automotive Technology Industrial Technology
Building Technology

• Gasoline Systems • Drive and Control Technology • Power Tools

• Diesel Systems • Packaging Technology • Thermo technology

• Chassis Systems Brakes • Solar Energy • Household Appliances

• Chassis Systems Control • Security Systems

• Electrical Drives

• Starter Motors and Generators

• Car Multimedia

• Automotive Electronics

• Automotive Aftermarket

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• Steering Systems

Table-1: Business Sectors & Divisions


Key Data of Bosch Group:

For the period from January 1 to December 31, 2009

Sl. No. Bosch Group 2008* 2009*

1.0 Sales revenue 45,127 38,174

1.1 Percentage change from previous year – 2.6 – 15


Sales revenue generated outside Germany as a percentage of
2.0 74 76
sales revenue
3.0 Research and development cost 3,889 3,603
3.1 As a percentage of sales revenue 8.6 9.4

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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

#Data Source: Bosch Annual Report 2009


Table-2: Financial Result
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

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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

#Data Source: Bosch Annual Report 2009

Table-3: Income Statement

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Chapter 3

3.1 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 fro 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

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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
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).

3.2 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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Emission
Sl. No. Product Starting Year
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) 2002


Euro 4
5 Bx Injectors (Export) 2003

6 NBFE (Injectors) 2008 BS2


7 CRI Components 2006
8 CRI Injectors 2008 BS 4

Table-4: NaP Product Introduction

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.

Fig-3: Percentage Share of Product at NaP

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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:


We are the most preferred partner to our customers based on our
reliability and leadership in technology and quality
We focus on our core competencies and continuous improvement
for sustained and profitable growth
We involve, empower and motivate our people to shape our
future together
NaP We, along with our business partners, are cost competitive
Vision through lean and effective processes
We commit ourselves towards environment protection & social
responsibility
NaP
Leadership in Production and Logistics of Cost effective diesel
Missio injectors through Innovative solutions and best in class Quality
n
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.

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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:
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

Particulars M&SS Non-M&SS


Graduates/Post-graduates from across Skilled technicians
Qualification
India (ITI/NCTVT/Diploma) from the state
Includes few foreign nationals from
Supported by internal union
other Bosch plants
General Employment based on equal opportunity
Expertise from world-wide Bosch locations
We have about 298 substitute/temporary employees
different products, redeployment of associates in direct areas is continuously done.

Table-5: Employee Profile

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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 upto 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 million NHA produced

Table-6: Bosch NaP Milestones

Chapter 4

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4. Literature survey

Introduction and Definition


TPM aims the effective use of plant equipment and machinery Above all,
effective use means that 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 there 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. Further more 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.

4.1TPM Approach

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Fig.5: TPM approach

4.2The 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
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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

4.2.1Eliminating 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.

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Fig.6: pillar eliminating main problems

Fig.7: Implementation Steps

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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
8. Review the corrective actions (PDCA)

Implementation Step 2:
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

Implementation Step 3:
1. Define and implement measures
2. Define improvement potentials with the help of creative

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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

Implementation Step 4:
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

Implementation Step 5:
1. Control success and document
2. check effectiveness of actions
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.

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

• OEE captures six big losses:


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

• OEE Overview:

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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
Required Availability

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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 %.

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4.2.2. 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-
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( e.g. filters, belts, bearings, lights, fuses, cables, covers,
Valves, missing parts -visualize, standardize)

Fig.9: Implementation steps

Implementation Step 1:
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 cycle
`32
Implementation Step 2:
1. Agree upon standards for service, incl. cleaning and inspection-provisional
maintenance plans are set and communicated by the appropriate
department

Implementation Step 3:
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

Implementation Step 4:
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

Implementation Step 5:
1. Continuous improvement of installations and process
quality
2. regularly evaluate key data
3. check attainment of goals

`33
4. set new objectives
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-

`34
functional team under the coordination of the maintenance
department.

Fig11: Implementation steps

Implementation Step 1:
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.

Implementation Step 2:
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.
`35
1. Further maintenance activities specified with explanation and pictures:
Listing of activity, checks and values
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?

ImplementationStep3:
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

ImplementationStep4:
1. Check manufacturers standards and include them in concept
2. Evaluate existing maintenance data & experience
`36
3. Create concept for efficient diagnostic systems
4. Evaluate experience of other operating units
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

Implementation Step 5:

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

`37
Fig.12: TPM Appropriate MAE Design

4.2.4 TPM Appropriate MAE Design


Means that the ease of maintenance, accessibility, and user-friendliness of
installations and facilities is considered as early as the planning and
procurement phase. To achieve this, the know-how of associates from
production and maintenance is a very valuable and vital contribution during
collecting of requirements (both specification types) for new MAE

Implementation Step 1:
1. Integrate TPM specialists from manufacturing, planning, service, and QA
2. SE teams at an early stage
3. Use experience from existing MAE and manufacturing concepts, and
include them in planning
4. Internal (Implementation Step 2) Examples of possible topics for
maintenance specifications:
5. Integrate TPM elements in process, machine, and design FMEA
6. Use data from CMMS
7. Use process plans, task matrix, and checklists
8. Input new knowledge, data, and know-how into the CMMS

`38
Fig.13 : Implementation steps

9. Check for success


10. Plans prepared for service and repair
11. Excellent accessibility, ergonomics
12. Ease of operation and maintenance
13. Standardized, identical consumables
14. Visualized service and repair locations
15. Standardized service and repair locations
16. Built-in diagnosis systems
17. Low life-cycle costs

Implementation Step 3:
1. Ensure that specifications are complied with
2. Discuss design with TPM specialists from manufacturing, planning,
service, and QA
3. Analyze spare parts requirements and elaborate spare parts management
4. Plan tool management
5. Develop training concept and plan for implementation
6. Plan change over management
`39
7. Continuously check manufacturing
8. Use PDCA cycle to eliminate weak points at manufacturer
9. Implement qualification concept for operating personnel and service
10. Prior acceptance of system at manufacturer

Implementation Step 4:
1. Conditions for installation are satisfied
2. Associates from manufacturing, planning, service, and QA are involved in
installation and commissioning
3. Perform test of machine capability
4. System and training documentation is present
5. Basic Training is completed
6. Continue MAE training
7. Tool management is ready
8. Precise data recording to identify final weak points
9. Eliminate weak points recognized in accordance with PDCA cycle

2.5.4 Install MAE and put it into Operation Install MAE and put it into operation
(contd.)
1. Target-actual comparison of performance in TPM specifications
2. Proof of performance and final acceptance completely documented
3. Complete spare parts management
4. Create additional documentation and operating, tooling, and maintenance
standards
5. Ensure malfunction-free operation in the long run
6. Permanent data capture, evaluation, and problem elimination, if
necessary
7. Continuous consultation about TPM activities between associates from
manufacturing, planning, and service
8. Needs-driven further training of associates in TPM process
9. Secure experience for subsequent projects

`40
Implementation Step 5:
1. Evaluate efficiency of SE teams, and optimize if necessary
2. Regularly check standards
3. Use experience from present and past projects
4. Process goal attainment according to PDCA cycle
5. Integrate MAE manufacturers in the improvement process
6. Use CIP workshops for improvement potential
7. Further train associates

Generalized flow chart of TPM is given below:

`41
STARTING
TPM

1. Dowe
havePM
program?

YES

2. Evaluatethe
effectivenessof PM
program .

3. It iseffective<
Contd…
20%reactivew ork
perform ed?
`42
Does the work No
order system 10.(A) Establ
requires maintanence
computarization

YES

11.Purchase & implement


CMMS or (EMIS)

12. Is CMMS No
Effective Identify & cor

YES
`43

13.Investigate involvement
in pilot area.
Contd….

YES

18. Investigate Reliability


engineering

Is reliability data
used for all
equipments for
making decisions?

YES

Fig No14: Flow chart of TPM

19. Investigate finacial `44

optimization.
Chapter 5

5.1 Objective of Project

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


through variables like OEE, Quality, Cost and Delivery.

5.2 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
get increased. By analyzing the OEE of the machine we can suggest plant management to deploy
this TPM activity horizontally

`45
Chapter 6
6.1Data Collection (Primary and secondary Data)
6.1.1OEE Analysis:
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. Major four major losses are 1.Quality losses 2.Changeover Losses 3.Organizational
Losses 4. Performance Losses.

Date wi
M
Jan Feb
72 64
66 63
62 65
67 64
68 68
69 67
70 65
61 64
66 Table No.8: OEE Date-wise
63
69 60 `46
60 70
Date wis
M
Jan Feb Ma
67 62 64
66 66 67
68 72 68
72 75 66
68 68 65
69 72 69
70 69 65
65 62 68
70 68
Table No.8: OEE Date-wise
64
69
6.1.2Tag Matrix TPM:
70 68
66 60 72
Tag matrix consists of open point list of the problems found out at the time of TPM kick off. This
sheet is used to identify the type of abnormalities and the person responsible for the same. The data
65 64
shows the second step of BOSCH TPM mode (Autonomous Maintenance) 71
64 72 68
68 68 68 `47

72 69 62
TPM
M a c h in e / E q u1i 2p 2m3e1n t :

S R .N o S l. n o D a te L o c a t io n

1 T a g n o . 3 4 1 4 / 1 1 / 2 0 0 8 H y d r a u lic T a n k

2 T a g n o . 3 3 1 4 / 1 1 / 2 0 0 9 H y d r a u lic T a n k

3 T a g n o . 1 4 / 1 1 / 2 0 1 0 H y d r a u lic T a n k

4 T a g n o . 4 1 1 4 / 1 1 / 2 0 1 1 H y d r a u lic T a n k

5 T a g n o . 8 1 1 4 / 1 1 / 2 0 1 2 H y d r a u lic T a n k

6 T a g n o . 8 4 1 4 / 1 1 / 2 0 1 3 H y d r a u lic T a`48n k
28 T a g n o . 31 14 / 1 1 / 2 0 L0 .8H . S i d e S p i n d l

29 T a g n o . 21 74 / 1 1 / 2 0 L0 .8H . S i d e S p i n d l

30 T a g n o . 21 84 / 1 1 / 2 0 L0 .8H . S i d e S p i n d l

31 T a g n o . 11 24 / 1 1 / 2 0 L0 .8H . S i d e S p i nWd il r

32 T a g n o . 11 34 / 1 1 / 2 0 L0 .8H . S i d e S p i n d l

33 T a g n o . 11 44 / 1 1 / 2 0 L0 .8H . S i d e S p i n d l

34 T a g n o . 11 54 / 1 1 / 2 0 L0 .8H . S i d e S p i n d l
Table No.9: TPM tag matrix
35 T a g n o . 61 24 / 1 1 / 2 0 0E8 l e c t r i c P a n e l
36 T a g n o . 61 34 / 1 1 / 2 0 0E8 l e c t r i c P a nP eal n e
37 T a g n o . 61 44 / 1 1 / 2 0 0 8B e l o w O P
`49

38 T a g n o . 61 54 / 1 1 / 2 0 A0 /8C E l e c t r i c p a n e
CLIT (Cleaning, Lubrication, Inspection and Tightening) technique used in the planned maintenance
the third step of the BOSCH TPM model. By this step we analyzed important aspects and what
happens if an associate ignores these points

`50
Chapter 7

7.1 Data Analysis and Interpretation


In the data analysis, we have reached to percentage losses as given below:

OEE
Q u a lity lo s s e s
12418 C h a n g e o v e r lo s
O rg a n iz a tio n a l
WIDMA - 8 Spindle gun drilling mach

T e c h n ic a l L o s s
P e rfo rm a n c e L o

OEE
Q u a lity lo s s e s
Table10: Consolidation statement of losses
12533

C h a n g e o v e r lo s
Bottleneck Machi

O rg a n iz a tio n a l
T e c h n ic a l L o s s
P e rfo rm a n c e L o
`51
7.2 PDCA for technical Failures:

Fig. No.15 :PDCA analysis

`52
Fig No16: MTBF Status

Fig No 17: OEE Status

`53
Fig No18: Technical Losses Status

3
: Fig No. 19: Organizational Losses Status

`54
Fig No. 20: Performance Losses Status

Fig No. 21: Change over Losses

`55
Fig No.22: Pareto Analysis

`56
Chapter 8

8.1Observations and findings:


1.
Graph Findings Actions Decided Relative Changes Action completed
(RYG Status)
Planned 15 Days To 30
MTBF Increasing trend Maintenance Days

Autonomous and
Technical losses Decreasing Trend planned 20%
Maintenance
Organizational Decreasing Trend Correction of
Loss planning and 18%
scheduling
Change over Setup
Losses Increasing trend adjustments, 20%
QCO’s

TPM activity-
OEE Shows increasing QCO/Less 68% to 74%
trend Changeover
losses

Table No.11: Observations and findings

`57
Chapter9
9.1 Conclusion:

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.

`58
Chapter 10
10.1 Suggestions / Recommendations:

1. On the basis of data analysis and interpretation I would like to suggest


deployment of TPM activity horizontally.
2. TPM should reached to the bottom level (Lower level like associates,
OJT’s)
3. TPM activity should become a continuous improvement process.

`59

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