MAINTENANCE

MANAGEMENT
MODULE 5

Total productive maintenance(TPM)

Definition:
Total productive maintenance is a management system
for optimizing the productivity of manufacturing
equipment through systematic equipment maintenance.
TPM concept means that all employees works in small
group to maximize the improvement of equipment
efficiency.
Operators are working independently with all
maintenance activities of their own equipment and have
also the total responsibility of operation and
maintenance.

 Its a maintenance programme which involves

a newly defined concept for maintaining plants
and equipments.
The goal of the TPM programme is to increase
production, while at the same time increasing
employees morale and job satisfaction.
Under TPM
Everyone is involved in keeping the equipment
in good working order to minimize production
losses

OBJECTIVES OF TPM
Use the system so as to prevent
losses and to reach zero accident,
zero defect and zero breakdowns in
the manufacturing process.
Obtaining zero losses by integrating
the activities of teams with the
production system.
Involve the entire work force from
top to bottom.

Standards
What is a standard?
A standard is a document that
provides requirements, specifications,
guidelines or characteristics that can
be used consistently to ensure that
materials, products, processes and
services are fit for their purpose

ISO 9000 CERTIFICATION

ISO 9000 - Quality management
ISO stands for international organization for
standardization
It is an international body consists of representatives
from more than 90 countries.
The ISO 9000 family addresses various aspects of
quality management and contains some of ISOs best
known standards.
The standards provide guidance and tools for companies
and organizations who want to ensure that their
products and services consistently meet customers
requirements, and that quality is consistently improved.

 ISO 9000 is a series of

standards, developed and
published by the International
Organization for Standardization
(ISO), that define, establish, and
maintain an effective quality
assurance system for
manufacturing and service
industries.

IMPLEMENTATION OF ISO 9000

The process of implementing ISO 9000
depends on:
The sophistication(availiability) of your
existing quality program,
The size of your organization, and
The complexity of your process.
(Complexity is the state of having many
different parts connected or related
with each other in a complicated way).

 The 14 essential steps, briefly

described below, are to be followed
through in order to
implement ISO 9000 quality
management system
successfully:They are as follows:

Steps in implementation of ISO

9000

Step 1: Top management commitment

Step 2: Establish implementation team
Step 3. Start ISO 9000 awareness programs
Step 4: Provide Training
Step 5. Conduct initial status survey
Step 6: Create a documented implementation
plan
Step 7. Develop quality management system
documentation
Step 8: Document control

Step
Step
Step
Step
Step
Step

9. Implementation
10. Internal quality audit
11. Management review
12. Pre-assessment audit
13. Certification and registration
14: Continual Improvement

REGISTRATION PROCESS OF ISO

9000
1. Finding an ISO 9001 Registrar
Youll need to begin searching for an
ISO registrar during the 2 to 3
months your company is still building
its quality system. You can search
the Registrar Accreditation Board
(RAB) at http://www.rabnet.com to
select the registrar right for you.

 Selecting an ISO Registrar

Select a registrar that has experience
within the scope category of your
specific industry, which you can also
find on the RAB site. Keep in mind
accreditation, scheduling issues, fees
and comfort level when selecting the
registrar right for you.

 Creating an ISO Application

A company and a registrar will agree
on the application contract. This is an
important step of the ISO
Registration Process because it
defines the rights and obligations of
both parties, and includes liability
issues, confidentiality and access
rights.

 4. Conducting a Quality
Document Review
The registrar will require a copy of
your quality manual and procedures
to verify that all the requirements of
the standard are addressed. The ISO
Registration Process is not a quick
process, be sure to allow 2-4 weeks
in advance for the registrar to fully
review all of the necessary

 Determining Preassessment Need

Though optional, this 2-4 week initial review of the
system identifies any significant omissions or
weaknesses. It saves time and allows the registrar
to assess any issues and resolve logistics before the
actual assessment audit.
The Preassessment is an initial review of your
Quality Management System to identify any
significant omissions(lack) or weaknesses in the
system and provide your organization an
opportunity to correct any deficiencies before the
regular registration assessment is conducted.

 Issuing an ISO Assessment

During the audit, or physical onsite
inspection of procedures in action,
the auditors will issue findings if they
assess anything that doesnt meet
requirements, or nonconformities.
The length of this step of the ISO
Registration Process will depend on
the scope of the audit and the size
your organization.

 Completing ISO 9001 Registration

After all of the findings are put into the
ISO audit report and nonconformities
are addressed, your company has the
option to register as ISO 9001
conformant. You will receive a certificate
and can also be listed in a register,
which the company can use to publicize
its registration and use in advertising.

 8. Checking withSurveillance(careful
watching of something)Audits
To ensure that the system is maintained
and that changes dont result in
deficiencies in the system, registrars
perform regular surveillances of the
system. Over the three-year period of
your certificate, auditors will perform one
full and two partial checks of your system

Standards in the ISO 9000 family include:

ISO 9000 SERIES has five

international standards.
1) ISO9000
2) ISO9001
3) ISO9002
4) ISO9003
5) ISO9004

ISO 9000
This provides guidelines for selection
and use of quality management and
quality assurance standards.

 ISO 9001:It has 20 elements covering

design,development,production,insta
llation and servicing.
This is applicable for the industries
which are doing their own design and
development,production,installation
and servicing.

 ISO 9002:It has 18 elements covering

production and installation.
It is same as that of ISO 9001 without
the first two tasks viz design and
development.
ISO9003:It has 12 elements covering
final inspection and testing for
laborotories and warehouses.etc.

 ISO9004:This provides guidelines to

interpret the quality management
and quality assurance.This also has
suggestions which are not
mandatory.

ISO 9001:2008

ISO 9001:2008
ISO 9001:2008 sets out the criteria for a
quality management system and is the only
standard in the family that can be certified
to (although this is not a requirement). It
can be used by any organization, large or
small, regardless of its field of activity. In
fact ISO 9001:2008 is implemented by over
one million companies and organizations in
over 170 countries.

 This standard is based on a number of

quality management principles including a
strong customer focus, the motivation and
implication of top management, the
process approach and continual
improvement.
Using ISO 9001:2008 helps ensure that
customers get consistent, good quality
products and services, which in turn
brings many business benefits.

Certification to ISO 9001:2008

Checking that the system works is a vital part
of ISO 9001:2008. An organization must
perform internal audits to check how its
quality management system is working. An
organization may decide to invite an
independent certification body to verify that it
is in conformity to the standard, but there is
no requirement for this. Alternatively, it might
invite its clients to audit the quality system for
themselves.

STATISTICAL QUALITY
CONTROL
Quality:
Quality is a measure of how closely a good or
service conforms to specific standard.
Quality standards: may be anyone or a combination of
attributes /variables of the product being
manufactured.
The attributes will include performance, reliablity,
apperence, commitment
to delivery time etc.
The variables may be some measurement variables
like length, width,height,diameter,surface,finish etc.

Most of the above characteristics are

related to products. Similarly some of
the quality characteristics of services
are :
Meeting promising due dates
Safety
Comfort
Security
Less wasting time.

Total quality management

Total quality management is the
management of total quality.
TQM starts with focus on customers
and it is never ending process of
continuous improvement.

Pillers of TQM
Total

TOTAL QUALITY
MANAGEMENT
Total quality management (TQM)
consists of organization-wide efforts
to install and make a permanent
climate in which an organization
continuously improves its ability to
deliver high-quality products and
services to customers.

Principles of TQM
Customer
Employee
Integrated
Strategic
Fact
Continual
based
and
improvement
focused
involvement
system
decision
systematic
making
approach

Be Customer focused
Whatever we do with the
quality,finally customer is the one
who determines the level of quality.
For maintaining the quality the firm
need to focus on the satisfaction and
the requirement of the customers.

Ensure total employee

involvement
This is done after you removes the
fear from workplace, then empower
employeeto provide proper
environment.

Process centered
Fundamental part of TQM is to focus
on process thinking.

Integrated system
A employee must know business
mission,and vision must monitor the
process.
An integrated business system may
be modelled by ISO 9000

Strategic and systematic

approach
Strategic plan must integrate quality
as core component.

Continual improvement
Using analytical and creative thinking
in finding ways to become more
effective.

Fact based decision making

Decision making must be only on
data,not personal thinking or
situational.

Communication
Communication strategy, method
and timeliness must be well defined.

 To be successful implementing TQM, an

organization must concentrate on the eight
key elements:
Ethics.
Integrity.
Trust.
Training.
Teamwork.
Leadership.
Recognition.
Communication.

TQM MODEL

PDCA CYCLE FOR TQM

BENEFITS OF TQM
Strengthened competitive position
Adaptability to changing or emerging market conditions and
to environmental and other government regulations
Higher productivity
Enhanced market image
Elimination of defects and waste
Reduced costs and better cost management
Higher profitability
Improved customer focus and satisfaction
Increased customer loyalty and retention
Increased job security
Improved employee morale
Enhanced shareholder and stakeholder value
Improved and innovative processes