Total Productive

Maintenance(TPM) & Its

Implementation
Presented By:
Raj Patel(11BIE005)
Urvish Solanki(11BIE012)
Deep Dave(11BIE020)
Harsh Patel(11BIE039)
Rushikesh Patel(11BIE041)
What is TPM??
TPM is maintenance activity, which provides systematic
approach through which we can find out critical reasons behind
the downtime of factory/plant and develop kaizen/poka-yoke
accordingly.

Thus, TPM plays a vital role in companies where there is high
rate of production.

There are four types of cost of quality:
1)Appraisal Cost
2)Internal Failure Cost
3)External Failure Cost
4)Preventive Maintenance Cost
Here, If we expend more behind preventive
maintenance cost then the first three type of costs can be easily
reduced.
So, That is the core idea behind implementing TPM projects.



Main Benefits Of TPM:

TPM tells us, where exactly we need to improve or develop
kaizen.

Usually, In industries people first develop kaizen and then try
to show that what benefits that kaizen provided.

The companies which implement TPM projects, come to
know that where exactly they need to develop kaizen with the
help of Pareto Chart(ABC analysis & Ishikawa diagram).


TPM----A ZERO Sum Game
TPM BASICS
ZERO
Abnormality
ZERO
Downtime
Loss
ZERO
Safety
Accidents
ZERO
Quality
Defects
P
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D

M
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K
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&

T
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TPM EIGHT PILLARS
Pillar-1 Jishu-
Hozen(Autonomous
Maintenance)
The purpose of Autonomous maintenance is to teach
equipment operators how to maintain their equipment by
performing daily checks, lubrication, replacement of parts,
repairs, precision checks, and other maintenance tasks,
including the early detection of abnormalities.

According to one theory machine doesnt directly
breakdown. It includes 300 visible or not-visible
abnormalities before breakdown.

So, these visible abnormalities are divided into seven
parts:-





Examples of 7 types of abnormalities
5-3.2
Examples of 7 types of abnormalities
Abnormality identification
Abnormality identification on the shop floor is done by using
White and Red tag
White Tag: Mitigation can be done by BEC team (self)
Red Tag: Mitigation requires PM pillar support
After we know abnormality type we fix white/red tag
accordingly.

Then maintenance department takes care of that abnormality
and thus autonomous maintenance activity is carried out.

Some examples:

EXAMPLE OF DIFFICULT TO INSPECT
Classified - Internal use
Classified - Internal use
JISHU HOZEN
Classified - Internal use
WORKPLACE ORGANIZATION
AND HOUSEKEEPING
GENERAL INSPECTION
AUTONOMOUS INSPECTION
FULLY IMPLENMENTED AUTONOMOUS
MAINTENANCE PROGRAM
SAFETY
INITIAL CLEANING
ELIMINATE SOURCES OF CONTAMINATION AND INACCESSABLE
AREAS
CREATION AND MAINTENANCE OFCLEANING
AND LUBRICATION STANDARDS
0
1
2
3
4
5
6
7
7 Step
Approach
Pillar-2 Planned Maintenance
Planned Maintenance (PM) or Scheduled Maintenance is
any variety of scheduled maintenance to an object or item of
equipment.

Specifically, Planned Maintenance is a scheduled service visit
carried out by a competent and suitable agent, to ensure that
an item of equipment is operating correctly and to therefore
avoid any unscheduled breakdown and downtime.
Planned maintenance:

Advantages:
easier planning of maintenance and ordering spares,
costs are distributed more evenly,
no initial costs for instruments for supervision of
equipment.

Disadvantages:
more expensive due to more frequent parts change.
requires training investment and ongoing labor costs

Pillar-3 KAIZEN
Kai in Japanese means Change and Zen means good. The literary
meaning of Kaizen is change for good

Kaizen is continuous improvement process.

Ten Kaizen Principles:

Get rid of all old assumptions.

Don't look for excuses, look for ways to make things happen.

Say "NO" to the status quo.

Don't worry about being perfect - even if you only get it half right " start
NOW!



It does not cost money to do KAIZEN

If something is wrong "Fix it NOW.

Good ideas flow when the going gets tough.

Ask "WHY" five times - get to the root cause.

Look for wisdom from Ten people rather than one.

Never stop doing KAIZEN.

Pillar-4: Education & Training
The Education and Training Pillar is an in-depth TPM
training presentation which focuses on Education and
Training concept, structure and methodology and the part it
plays in the TPM Pillars system. The aim of this pillar is to
provide education and training systems that build the
capability and engagement of the organization through
methodology, training, coaching and auditing hence
continuously improving our people and business results. With
this in depth guide you will be able to build and implement
successfully the ET Pillar within your organization.
Pillar-5 Office TPM
Office TPM benefits organizations by eliminating
losses in the administrative systems across the
whole organization and into the extended supply
chain. This delivers cost reductions in the
organization's overheads as well as supporting
improvement and sustainability of the
manufacturing process efficiency.

The application of Office TPM also benefits the
organization by developing support functions that
react flexibility to changes in customer requirement
and that ensure a strong brand image is
maintained.

Pillar-6 Safety Health &
Environment
SAFETY
o Identify areas which are unsafe places and unsafe practices
which will lead to accidents
o Do kaizens / take countermeasures to eliminate them

HEALTH
o Identify areas which will lead to health problems for the
employees like smoke, fumes, heat, chemicals etc
o Map the areas for each of them independently
o Do kaizens / take countermeasures to eliminate/reduce them

ENVIRONMENT
o Identify what are the things that are being done in the
organisation which are leading to environmental pollution
o Do kaizens / take countermeasures to eliminate /reduce
them.



If the above is systematically followed with the
right kind of methodology (to be developed by company), this
will lead to the activites of SHE pillar and its contribution to
the company in the journey of TPM

Pillar-7 Quality Maintenance
It is aimed towards customer delight through highest quality
through defect free manufacturing.

Focus is on eliminating non-conformances in a systematic
manner, much like Focused Improvement.

We gain understanding of what parts of the equipment affect
product quality and begin to eliminate current quality
concerns, then move to potential quality concerns. Transition
is from reactive to proactive (Quality Control to Quality
Assurance).

QM activities is to set equipment conditions that preclude
quality defects, based on the basic concept of maintaining
perfect equipment to maintain perfect quality of products. The
condition are checked and measure in time series to very that
measure values are within standard values to prevent
defects. The transition of measured values is watched to
predict possibilities of defects occurring and to take counter
measures before hand.

Target :
Achieve and sustain customer complaints at zero
Reduce in-process defects by 50 %
Reduce cost of quality by 50 %.
Data requirements :
Quality defects are classified as customer end defects
and in house defects. For customer-end data, we have to get
data on
Customer end line rejection
Field complaints.

Pillar-8 Early Equipment
Maintenance
Directs practical knowledge and understanding of
manufacturing equipment gained through TPM towards
improving the design of new equipment.

How Does It Help?

New equipment reaches planned performance levels much
faster due to fewer startup issues.

Maintenance is simpler and more robust due to practical
review and employee involvement prior to installation.

5-S (Foundation Of TPM)
IMPLEMENTATION OF TPM
STEPS FOR TPM IMPLEMENTATION:
Collect The Data (Reasons for the down time)
Group the Data (Similar type of problems under the
same category)
ABC analysis based on Pareto Chart (Find the top 30%
reasons which causes 70% downtime)
Make Root Cause Analysis (RCA) for the top 30%
reasons of downtime (Make Ishikawa/Fishbone/Cause
and effect diagram.)
Again apply ABC analysis on potential causes of
individual reasons of down time and find critical KPOVs
(Key Process Input Variables)
Develop & Implement Kaizen/Poka-Yoke for each
KPOVs
Observe the improvements.

Project Name: 50% Reduction in
SLE Losses of Blow Mould-
Mechanical.
Line PET 50 (Water Line)


Prepared By:
Harsh Patel & Deep Dave

Guided By :
TN Raghu
Shailesh Panchal
Classified - Internal use
Classified - Internal use
Why Blow Mould???
YTD Data from Jan- May2014
Stratification and Collection of Data
Date Problem Total Time ASSET Type Shift Shift Executive SKUs
2-Jan Preform jammed in hopper 2 Blow Mould-M M Ashift Amit kumar A
06-Jan Preform stuck in hopper 3 Blow Mould-M M Ashift Bhupendra 1000 ml A
15-Jan preform stuck 8 Blow Mould-M M Ashift Bhupendra 1000 ml A
15-Jan preform mixed in hopper 60 Blow Mould-M M B Shift kuldeep 1000 ml A
14-Feb Preform stuck in hopper 2 Blow Mould-M M C shift
Rajesh Kapri
1000 ml A
17-Feb preform jammed in hopper 19 Blow Mould-M M B shift
Rajesh Kapri
1000 ml A
17-Feb preform stuck at hopper discharge 5 Blow Mould-M M C shift
Amit Kumar
1000 ml A
18-Feb preform jammed in hopper 3 Blow Mould-M M B Shift Rajesh Kapri 1000 ml A
18-Feb Preform stuck in hopper discharge 14 Blow Mould-M M C shift
Amit Kumar
1000 ml A
24-Feb Preform jammed in hopper 2 Blow Mould-M M B Shift Rajesh Kapri 1000 ml A
25-Feb Preform jam at hooper 3 Blow Mould-M M Ashift Amit kumar 1000 ml A
25-Feb preform blocked at hopper 4 Blow Mould-M M C Shift Bhupendra Patel 1000 ml A
26-Feb preform stuck at hopper 4 Blow Mould-M M B Shift Rajesh Kapri 1000 ml A
26-Feb preform blocked at hopper 6 Blow Mould-M M C Shift Bhupendra Patel 1000 ml A
7-Mar Preform stuck in hooper 6 Blow Mould-M M C Shift Amit Kumar 1000 ml A
8-Mar Preform stuck in small hopper 20 Blow Mould-M M Ashift Rajesh Kapri 1000 ml A
19-Mar Preform stuck in hooper 2 Blow Mould-M M Ashift
Amit Kumar
1000 ml A
22-Mar preform stuck at hopper 7 Blow Mould-M M B Shift
Amit Kumar
1000 ml A
23-Mar preform stuck at hopper 7 Blow Mould-M M B Shift
Amit Kumar
1000 ml A
26-Mar Preform stuck in hooper 8 Blow Mould-M M B Shift
Amit Kumar
1000 ml A
29-Mar preform stuck at hopper 9 Blow Mould-M M C shift Rajesh kapri 1000 ml A
4-Apr preform stuck at hopper 13 Blow Mould-M M C shift Amit kumar 1000 ml A
5-Apr Preform stuck at hopper 4 Blow Mould-M M C Shift Amit kumar 1000 ml A
10-Apr preform stuck at hopper discharge 3 Blow Mould-M M B Shift Amit kumar 500 ml A
17-Apr Preform stuck at hopper 4 Blow Mould-M M C shift Rajesh kapri 1000 ml A
20-Apr Preform stuck at hopper 5 Blow Mould-M M Ashift
Bhupendra Patel
1000 ml A
Problems Faced :
1. Data entered by different
persons so the same problem
was entered in different way.
2. It was difficult to find same type
of problems with different way of
writing.

DIFFICULT TO ANALYSE THE
DATA
Data was taken
from Jan-May 2014
Date Problem Total Time ASSET Type Shift Shift Executive SKUs Clubbed
2-Jan Preform jammed in hopper 2 Blow Mould-M M Ashift Amit kumar
A
06-Jan Preform stuck in hopper 3 Blow Mould-M M Ashift Bhupendra 1000 ml
A
15-Jan preform stuck 8 Blow Mould-M M Ashift Bhupendra 1000 ml
A
15-Jan preform mixed in hopper 60 Blow Mould-M M B Shift kuldeep 1000 ml
A
14-Feb Preform stuck in hopper 2 Blow Mould-M M C shift
Rajesh Kapri
1000 ml
A
17-Feb preform jammed in hopper 19 Blow Mould-M M B shift
Rajesh Kapri
1000 ml
A
17-Feb preform stuck at hopper discharge 5 Blow Mould-M M C shift
Amit Kumar
1000 ml
A
18-Feb preform jammed in hopper 3 Blow Mould-M M B Shift Rajesh Kapri 1000 ml
A
18-Feb Preform stuck in hopper discharge 14 Blow Mould-M
M
C shift
Amit Kumar
1000 ml
A
24-Feb Preform jammed in hopper 2 Blow Mould-M M B Shift
Rajesh Kapri
1000 ml
A
25-Feb Preform jam at hooper 3 Blow Mould-M M Ashift Amit kumar 1000 ml
A
25-Feb preform blocked at hopper 4 Blow Mould-M M C Shift Bhupendra Patel 1000 ml
A
26-Feb preform stuck at hopper 4 Blow Mould-M M B Shift Rajesh Kapri 1000 ml
A
Action Taken
Solution Done:
1. Identification of same &
repetitive type of problems and
clubbed them under the same
umbrella.
2. Easy to Analyze
3. Dis this exercise with the Help of
Water Line Execs and TL.
Classified - Internal use
Pareto
Classified - Internal use
The highlighted 27.7% (5 out of 18) problems are the reason behind the
60.34% of total time lost.
Understanding the Problem
Classified - Internal use
Understanding The Working Of Dedust and Star Wheel
Understanding the Problem
Classified - Internal use
Understanding The Working of Unscrumbler Roller and Rail
Identifying Potential Causes via Cause & Effect Diagram
Classified - Internal use
1. ISHIKAWA FOR INFEED DEDUST AND STAR WHEEL LIMIT SET
OFF
Identifying Potential Causes via Cause & Effect Diagram
Classified - Internal use
2. ISHIKAWA FOR PREFORM STUCK IN UNSCRUMBLER ROLLER
OR RAIL
Identifying Potential Causes via Cause & Effect Diagram
Classified - Internal use
3. ISHIKAWA FOR OVEN TEMPRETURE AND FLUID CIRCULATION
PROBLEM.
Identifying Potential Causes via Cause & Effect Diagram
Classified - Internal use
4. ISHIKAWA FOR MOULD PROBLEMS(LOCK PROBLEM ,MOULD NOT
FREE ,CLEANING)
Identifying Potential Causes via Cause & Effect Diagram
Classified - Internal use
5. ISHIKAWA FOR OUTFEED CONVEYOR OR RAIL JAMMED.
Critical KPIV Identification
1. KPOV - INFEED DEDUST AND STAR WHEEL LIMIT
SET OFF
Classified - Internal use
1,3,6,9
No. Potential X's (KPIV)
Probability(No. of
Occurences of that
Breakdown)
Severity(Time required to repair-
MTTR)
Rating
1 Preform Defect of source 9 6 54 54 16%
2 lack of inspection In preforms 9 6 54 108 33%
3 preform doesnt get enough force to come out of stopper 9 6 54 162 49%
4 ovality problrm 9 6 54 216 66%
5 preform is having very low weight 6 6 36 252 77%
6 elecric fault in hopper 3 9 27 279 85%
7 preform speed not constant in rail 3 6 18 297 91%
8 speed or angle not proper 3 6 18 315 96%
9 lack of knowledge about problem rectification 1 9 9 324 99%
10 preform crushed of high force 3 1 3 327 100%
11 preform not dumped 1 1 1 328 100%
328
KPOV- infeed dedust & starwheel torque limit setoff
Critical KPIV Identification
2. KPOV - PREFORM STUCK IN UNSCRUMBLER
ROLLER OR RAIL
1,3,6,9
No. Potential X's (KPIV)
Probability(No. of
Occurences of that
Breakdown)
Severity(Time required to repair-
MTTR)
Rating
1 preform does not move at proper angle in rail 9 6 54 54 30%
2 ovality problem 6 6 36 90 50%
3 preform rail is slightly damaged 6 6 36 126 70%
4 low weight of preform 6 3 18 144 80%
5 parameters not set properly 3 6 18 162 90%
6 preform material problem 3 3 9 171 95%
7 sensor malfunctuning 1 9 9 180 100%
180
KPOV- preform stuct in unscrambler roller and rail
Classified - Internal use
Critical KPIV Identification
3. KPOV - OVEN TEMPRETURE AND FLUID
CIRCULATION PROBLEM
Classified - Internal use
1,3,6,9
No. Potential X's (KPIV)
Probability(No. of
Occurences of that
Breakdown)
Severity(Time required to repair-
MTTR)
Rating
1 poor water quality 9 6 54 54 21%
2 MS pipe used(high corrosion) 9 6 54 108 42%
3 stainer or circulation chockup 6 9 54 162 63%
4 parameters improper in oven(neck damage) 3 9 27 189 73%
5 exhaust fan in off mode 3 9 27 216 84%
6 AHU external heat affects 3 6 18 234 91%
7 solanoid valve not working 1 9 9 243 94%
8 machine not protected from environment 3 3 9 252 98%
9 valve closed 1 6 6 258 100%
258
KPOV- Oven temprature and Fluid circulation problem
Critical KPIV Identification
4. KPOV - MOULD PROBLEMS(LOCK PROBLEM
,MOULD NOT FREE ,CLEANING)
1,3,6,9
No. Potential X's (KPIV)
Probability(No. of
Occurences of that
Breakdown)
Severity(Time required to repair-
MTTR)
Rating
1 lock pin gets loose 6 9 54 54 26%
2 rusting in pin 9 6 54 108 52%
3 mould base cleaning 6 6 36 144 70%
4 improper fitting in X mould 3 9 27 171 83%
5 other mechanical and elecrical faults 3 9 27 198 96%
6 water connection problem in mould 1 9 9 207 100%
207
KPOV- mould problem(lock problem,mould not
free,cleaning)
Classified - Internal use
Critical KPIV Identification
5. KPOV - OUTFEED CONVEYOR OR RAIL JAMMED
Classified - Internal use
1,3,6,9
No. Potential X's (KPIV)
Probability(No. of
Occurences of that
Breakdown)
Severity(Time required to repair-
MTTR)
Rating
1 low weight of preform 6 9 54 54 16%
2 ovality problem 6 9 54 108 32%
3 adjustment not maid according to change in oven temprature 6 6 36 144 42%
4 preform high/low temprature 6 6 36 180 53%
5 preblow pressure 6 6 36 216 63%
6 end cap problem 3 9 27 243 71%
7 old stock of preform used 3 9 27 270 79%
8 material distribution problem(mould cooling) 3 9 27 297 87%
9 moisture is high in preform 3 6 18 315 92%
10 preblow high/low angle 6 3 18 333 97%
11 HMI stop button touched unnecessarily 1 9 9 342 100%
342
KPOV- outfeed conveyor and rail jammed
Critical KPIV Listed with Action Plan, Responsibility and Timelines
No. KPOV Critical KPIV Root Cause Action Plan
Responsibili
ty
Timelines Status
1
1. in feed
dedust &
star wheel
torque limit
setoff.
defect of source
2 lack of inspection
3
preform doesnt get
enough force to
come out of stopper
4 ovality problrm
5
preform is having
very low weight
1
2. preform
stuck in
unscramble
r roller and
rail.
preform does not
move at proper
angle in rail
2 ovality problem
3
preform rail is
slightly damaged
4
low weight of
preform
Classified - Internal use
Critical KPIV Listed with Action Plan, Responsibility and Timelines
No. KPOV Critical KPIV Root Cause Action Plan
Responsibili
ty
Timelines Status
1
3. Oven
temperature
and Fluid
circulation
problem
poor water quality
2
MS pipe used(high
corrosion)
3
stainer or
circulation chockup
4
paramers inproper
in oven(neck
damage)
5
exhaust fan
problem
1
4. Mould
problem(loc
k problem,
mould not
free,
cleaning)
lock pin gets loose
2 rusting in pin
3
mould base
cleaning
4
improper fitting in X
mould
Classified - Internal use
Critical KPIV Listed with Action Plan, Responsibility and Timelines
No. KPOV Critical KPIV Root Cause Action Plan
Responsibili
ty
Timelines Status
1
5. out feed
conveyor
and rail
jammed.
low weight
2 ovality problem
3
adjustment not
maid according to
change in oven
temperature
Classified - Internal use