WELCOME

Total Productive Maintenance(TPM)

Total Productive Maintenance

Definition: Total Productive Maintenance (TPM) is a structured equipment-centered continuous improvement process that strives to optimize production effectiveness

By identifying and eliminating equipment and production efficiency losses throughout the production system through active team participation of employees across all levels.

Aims of TPM
TPM aims at: Establishing a corporate culture that will maximize production system effectiveness. Organizing a practical shop-floor system to prevent losses before they occur throughout the entire production cycle with a view to achieving zero breakdowns, zero accidents, and zero defects. Involving all the functions of an organization including production, maintenance, quality ,admn, sales and management. Final Goal is to improve OEE

Overall Equipment Effectiveness(OEE)

Overall equipment effectiveness is a measure of availability , performance efficiency and quality rate of a given equipment. It is a measure for monitoring progress related to the implementation of TPM

OEE = availability x performance efficiency x rate of quality products

5

Computation of OEE
Available time - Down time x 100 = 1) Availability = Available time Theoretical cycle time x Qty. Produced x 100 = 2) Performance eff.= Operating time Qty. produced - Qty. defective x 100 = 3) Rate of qlty. = Qty. produced

450mins.-60 mins.
450mins. 0.5 x 400 400 400 - 8 400

x 100=87%

x 100 = 50%

x 100 =98%

OEE = Availability x performance eff. X Rate of qlty. Products x 100 = 0.87 x 0.50 x 0.98 x 100 = 42.6%
6

16 Major Losses
1.
2. 3. 4.

5.
6. 7. 8.

9.
10. 11. 12.

13.
14. 15. 16.

Equipment Failure Loss Setup Loss Cutting tool / Jig / Fixture change loss Startup Loss Minor stoppages & idling Loss Reduced speed loss Defect and rework loss Scheduled down time loss Management Loss Operating motion loss Line organization loss Logistics loss Measurement and adjustment loss Yield loss Energy loss Die, tool, jig, & Fixture loss
7

Losses during production activities (16 losses)

Seven losses that can impede equipment

1.

Equipment failure loss

Breakdown of equipment due to sporadic / chronic failures. These are the cases requiring replacement of parts or repair involving major adjustments / settings. Time loss from end of production of previous item to the point where production of new item is completely satisfied.
8

2.

Set-up loss

Losses during production activities (16 losses)

3.

Cutting tool / jig/fixture change loss

Losses due to regular cutting blade / tool / jig change and extraordinary replacement necessitated by blade / tool / jig damage. Start-up losses Time losses at the start-up after periodic repair / long time stoppage / holidays lunch breaks / tea breaks / shift changes etc.

4.

Losses during production activities (16 losses)

5.

Minor stoppage & idling losses

These are due to temporary functional stoppage / functional recovery through simple measures / adjustments.
Time loss due to difference between standard / normal speed and actual working speed of the equipment ( because of quality / equipment problems)
10

6.

Reduced speed loss

Losses during production activities (16 losses)

7.

Defects and rework losses

Time losses required to repair defective products and turn them to excellent products by reprocessing on the same equipment.

Losses that can impede machine available time

8.

Scheduled down time ( shut down) losses

Time lost when equipment is stopped for planned maintenance, Jishu Hozen, Kaizen activities etc.
11

Losses during production activities (16 losses)

Five losses that can impede manpower efficiency.

9.

Management loss

Waiting time losses that occur due to management, such as waiting for materials, instructions, etc.

10.

Operating motion loss

These include motion losses that occur due to violation of motion economy, skill differences, and an inefficient layout.
12

Losses during production activities (16 losses)

11.

Line organisation loss

Waiting time losses involving multi-process and multi-stand operators and line balance losses in conveyor work( assembly work) etc.
These are manpower losses which occur because automation of distribution operations such as supply, shipment, and transport of parts and products is not enforced though it is possible.
13

12.

Logistics loss

Losses during production activities (16 losses)

13. Measurement and adjustment loss

Manpower losses that result from frequent implementation of monitoring and adjustment to prevent occurrence of quality defects.

Three losses that impede effective use of production resources.

14.

Yield losses

Material losses between raw material / components input and the finished products.

14

Losses during production activities (16 losses)

15.

Energy losses

Losses in electrical power, fuel, steam, compressed air, water etc. due to inefficient operation of machines, equipments and plants.
Expenses due to premature failures of dies, jigs, fixtures and tools required for production.

16.

Die, tool, jig and fixture losses

15

6 Major Losses on Equipment

(That Affect OEE)
1. Equipment failure loss - due to breakdown. 2. Set-up and adjustment loss - due to changeover from batch to batch. 3. Idling and minor stoppages loss - due to abnormal operation of sensors, blockages of chutes etc. 4. Reduced speed loss - due to discrepancies between designed and actual speed of equipment. 5. Process defects loss - due to scraps and defects to be reworked / repaired. 6. Reduced yield loss - due to machine start-up to stable production.
16

Loss Structure
SHIFT WORKING TIME AVAILABLE TIME OPERATING TIME NET OPERATING TIME VALUABLE OPERATING TIME DEFECT LOSS - Reduced speed loss - Minor stoppage & -Rejection idling loss ( qty. rejted x cycle time) -Reduced yield - Re-work

MANAGEMENT LOSS DOWNTIME LOSS SPEED LOSS -Breakdown -Set up change -Tool change - Start-up loss - Planned shut down -No material -No tool/ gauge -No drawing/ spec. -No power

AVAILABLE TIME = SHIFT WORKING TIME - MANAGEMENT LOSS OPERATING TIME = AVAILABLE TIME - DOWNTIME LOSS NET OPERATING TIME = OPERATING TIME - SPEED LOSS VALUABLE OPERATING TIME = NET OPERATING TIME - DEFECT LOSS

17 RG

Total Productive Maintenance pillars

18

5S
Jishu-Hozen Kobetsu-Kaizen Hinshitsu-Hozen
19

AUTONOMOUS MAINTENANCE ( JISHU-HOZEN)

20

Evolving autonomous maintenance (7 steps)

Initial clean-up (cleaning and inspection) Taking counter measures against sources of dirt & dust Formulation of tentative cleaning & lubrication standards General Inspection Autonomous Inspection Standardization Autonomous management
21

PLANNED MAINTENANCE

22

Planned Maintenance

The objective of Planned Maintenance is to establish and maintain optimal conditions of equipment and process. Planned Maintenance supports the concept of zero failures. Planned maintenance activities put a priority on the realization of zero failures

23

Maintenance Activities
Planned Maint. Unplanned Maint.

Preventive Maint.

Corrective Maint.

Maint. Prevention

Break down Maint.

Daily / Routine Maint.

Condition Based Maint.

For Reliability

For Maintainability

Planned

Emergency

Time Based Maint.

Usage based Maint.

MP Activities

24

FOCUSED IMPROVEMENT ( KOBETSU KAIZEN)

25

Focused improvement

Focused improvement includes all activities that maximize the overall effectiveness of equipment, processes, and plants through uncompromising elimination of losses and improvement of performance. The driving concept behind Focused Improvement is Zero Losses.

26

Focused improvement

Overall Equipment Effectiveness (OEE) is the key metric of Focused Improvement. Focused Improvement is characterized by a drive for Zero Losses, meaning a continuous improvement effort to eliminate any effectiveness loss.

27

Targets for Focused Improvement

PQProductivity
Improvement in OEE improvement in Value addition /employee

Quality
Incoming quality Process quality Outgoing quality Customer complaints Warranty cost

28

Targets for Focused Improvement

C

Cost
Reduction through
OEE Increase Lead time/through put time Inventory Consumables

Delivery
Improve through
OEE Increase Bottleneck machine/process

29

Targets for Focused Improvement

S- Safety

Achieve zero accidents

Training on machine operations Identify unsafe actions and locations

Take corrective actions

Motivate operating personnel through involvement/participation Analysis of past accidents through WHY- WHY analysis

Morale
Improve morale of operators through

Involvement & participation in circles Encouragement to generate Kaizens and reward for suggestions/improvements done

30

QUALITY MAINTENANCE (HINSHITSU-HOZEN)

31

Quality Maintenance

Objective of QM is to eliminate in process defects and customer complaints. Quality maintenance, in a nutshell, is establishment of conditions that will preclude the occurrence of defects and control of such conditions to reduce defects to zero. The key concept of Quality Maintenance is that it focuses on preventive action before it happens (cause oriented approach) rather than reactive measures after it happens
32

Quality Maintenance

Quality Maintenance is achieved by establishing conditions for zero defects:

Maintaining conditions within specified standards Inspecting and monitoring conditions to eliminate variation and Executing preventive actions in advance of defects or equipment/process failure.

33

Three Donts of QM

Dont receive defective material from suppliers Dont produce defective material Dont send defective material to customers

34

OFFIC TPM

35

Office TPM

Office TPM is applying TPM activities to continuously improve the efficiency and effectiveness of logistic and administrative functions. Office TPM increases office productivity by documenting administrative systems and reducing waste and loss.

36

Office TPM

They can help increasing production-system effectiveness by improving every type of organized activity that supports production. Like equipment effectiveness improvement office TPM focuses on identifying and eliminating losses in administrative activities.

37

EDUCATION AND TRAINING

38

Education and Training

This Pillar covers skill training programme for operators and maintenance men to raise their existing skill level. Steps involved
Identify skill need Training skill Skill assessment( internal) Skill evaluation (outside/certificate)

39

Machine Maintenance Skills

Basics of Bolts and Nuts both from theory and practice Basics of keys and bearings both theory and practice Basics of gears, V-belts, and drive system both theory and practice Basics of hydraulics, pneumatic, electrical, and electronics both theory and practice
40

Training programme for operators on AM /JH

Training content
Importance and benefits of AM Operators role in AM Basic construction of machine and its basic condition Meaning of abnormality

Dirty, loose, hanging, leaking, splashing/spilling, broken, hardened, excess length/heat, vibration, corrosion, crushed, unwanted, missing, bent, worn out, abnormal noise, discolour etc.
41

Training programme for operators on AM /JH

Each abnormality leads to what Safety aspects of machine Use of different materials for initial cleaning Clean to Inspect equipment Inspect equipment to Discover abnormalities Discover abnormalities to Correct abnormalities Correct abnormalities to improve performance Improve performance to perfect Use of tags

42

SAFETY AND ENVIRONMENT MANAGEMENT

43

Safety and environment

Attain and keep zero-accident level Create a healthy and clean working area Install safety measures against equipment Make the operation safe Improve working environment

Noise, vibration and dust

Take measures to achieve environment protection Pay attention to the health and hygiene of employees Promote clean and healthy activities

44

Safety and environment

88% of accidents where caused by unsafe acts of people, 10% where the result of unsafe physical conditions, and 2% he considered acts of God/Nature According to the Heinrich Principle, for every 500,000 safety incidents there are 300near misses, 29 injuries, and 1 death,

45

TOOLING MANAGEMENT

46

Tool management

This pillar is an addition to the 8 pillars in TPM This pillar is added as 9th pillar of TPM in the organization where tool cost is considerably high. This pillar addresses to improve productivity by eliminating all losses due to tools and by providing right tool at right time at minimum cist.

47

Tool cost reduction

Tool Engineering

Tool management

Increase tool life

Salvage

Lower price

Low inventory

New technology Surface coat Geometry change

Recycle Conversion

Indegenisation Bulk order/discount Alternate supplier

Tool planning Replenishment Variety reduction Obsolete sale

48

Prioritizing for cost reduction

High consumption Low value Consumption Priority-2

High consumption High value

Priority-1

Low consumption Low value Priority-4 Value

Low consumption High value Priority-3

49

MP SYSTEM or DEVELOPMENT MANAGEMENT or INITIAL FLOW CONTROL

50

Initial flow control

Initial flow control refers to design activities carried out during the planning and construction of new equipment, that impart to the equipment high degrees of reliability, maintainability, economy, operability, safety, and flexibility, It considers maintenance information and new technologies, and to thereby reduce maintenance expenses and deterioration losses.

51

Initial flow control

Initial Flow Control is also known as

Maintenance Prevention, Early Management and Initial Phase Management

The classic objective of Initial flow control is to minimize the Life Cycle Cost (LCC) of equipment.

52

Examples of Benefits achieved through TPM implementation ( Tangible)

Equipment failures reduced from 1,000 per month to 20 per month. Quality defects reduced from 1.0% to 0.1%. Warranty claims reduced by 25%. Maintenance costs reduced by 30%. WIP decreased by 50%. Productivity improved by 50%.
53

Questions and Comments

54