TPM Presentation Chakri

8/2/2019 TPM Presentation Chakri

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TPMA Manufacturing Initiative



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What is TPM?

• TPM is an abbreviation of Total Productive Maintenance

• TPM calls for people to take ownership of the area theywork in – Collecting performance data

– Analyzing problems – Taking corrective & Preventive countermeasures

– Finally setting up an asset care & process control system

• TPM Emphasizes the importance of people in the plant for bringing about improvements

• TPM promotes a manufacturing team

• TPM involves everyone

TPM will reduce costs and increase productivity & delivery capabilities by

Involving everyone in a systematic process



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What is TPM?

• TPM – Aims at building up a corporate culture that

thoroughly pursues production system

efficiency improvement (OEE) – Constructs a system to prevent every kind of

loss (to achieve zero accidents, zero failuresetc.,)

– Covers all department including production,development, marketing and administration

– Requires all and full involvement from topmanagement to frontline employees



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At Process Plants TPM helps improve

Productivity, Quality, Cost, Delivery, Safety,

Environment and Morale possible.• Overall Plant Effectiveness improved• Productivity improved• Throughput improvement• No. of breakdowns reduced• Shutdown time reduced

• Number of Defects reduced• Number of Customer Complaints

reduced

• Yield & Recoveries improvement• Maintenance Cost reduced• Specific Energy consumption reduced

P

Q

C

• Batch Time reduced• Change-over Time reduced• Order completion improved

• Number of Accidents / Risk level

reduced

• Number of spills and leaks reduced• Dust controlled• Ambient Temperature reduced• Noise reduced

• Number of Suggestions increased

S

D

M

E



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Production and Maintenance are

equal partners in Operations.

PRODUCTION

DRIVEN

MAINTENANCE

DRIVEN

OPERATIONSLED

AS EQUAL

PARTNERS



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Make it Easy to Do Things Right

Make it Easy to Do Things Right

…… and Difficult to Do Things Wrong

…… and Difficult to Do Things Wrong

TPM simplifies routine daily

management by making everything

visual and easy to do right.



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7/8th of the Plant Costs are hidden

Easy to

Measure Low impact

on profit

Difficult to

Measure

High impact

on profit

Labour

Materials

Outside contractors

Overheads

Material Handling Discharge & spillage

Packing loss Energy Loss Fluctuating yield & purityLeakages Corrosion Scattering

Power failure breakdown material loss

Evaporation loss Delay in operation & maintenance Sampling loss

Management loss-wrong decision, communication

Not taking responsibility

Reduced Reactor life Reduced plant life

Image Loss of Goodwill Safe Systems

Corrosion & MOC issues Farmer claims Productivity



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Daily Prevention

Routine Service

Clean

Tighten

Adjust

Inspect

Lubricate

By Operators

MeasureDeterioration

Monitor

Predict

By Operators &

Maintainers

Inject beforebreakdown

Timely PreventiveMaintenance

By Maintainers

Healthy equipment like a healthy body… to

create a factory with a future.



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Problems are not single or

several-independent, but complex and

several-interrelated.

Team approach will lead to long lasting

solutions rather than “Quick Fixes”.

1 PROCESS SUPERVISOR

3

7

5

MAINTAINER

6

4

8 9

OPERATOR

TPM Team of Supervisor/Maintainer/ Operator

2 MAINT. SUPERVISOR

123

4

5

67

8

9



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CANDO improves the evidence on the shop-

floor , that is an essential foundation for a

world class performance.

1. Arrangement

2. N eat & Tidy

3. C leanliness

4. Order

5. Discipline

CANDO is a systematic development process for creating a clean, safe

and efficient workplace, where it is easy to do right.



Implementing TPM



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1. Collect

Equipment History

and Performance

information

2. Define KPIs

3. Define & Assess

Losses and set

Improvement

Priorities

4. Understand

Equipment &; Carry

out a Criticality

Assessment

5. Carry out a

Condition

Appraisal (& Initial

Clean Up)

6. Plan the

Refurbishment,Spares and Manpower

7. Develop future

Asset care &

Inspection lists

8. Develop SPLs/SOPs

9.5 Why / Fishbone /

P-M Analysis

Solutions

Low Cost/ No Cost

Technical

Support

Feedback

Problem Prevention CycleCondition CycleMeasurement Cycle

9 – Step Process



Measurement Cycle



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Equipment History & KPIs

• What we want to improve? What are the performance

measures, by which we know that improvement has occurred?

• What has been the performance against these measures in the

last three months?

• What is the improvement goal for the next three months?

• What is the benefit to company if the goal is achieved



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Date:

SNo. Key Performance Indicator Record Unit Benefit of unit improvement

AREA :

Exercise-Measurement cycle



Condition Cycle



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Abnormality detection with following

guide lines

• Critical element which is not in its ideal condition. What is the

actual condition?

• Major source of contamination

• Hard to clean area

• Unsafe condition

• Hard to access area



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Exercise: Abnormality detection Area / Equipment / Zone : Date:

SNo Abnormality Why Abnormal Cause of abnormality Countermeasure Resp. Date of Completion

Effect if not attended to be taken Plan Actual



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Criticality assessment is a wonderful tool for

gaining agreement and ownership on

priorities.• Build teamwork

• Promotes understanding of the equipment

• Provides a checklist for condition appraisal

• Highlights areas of focus for Asset Care• Highlights safety critical items

• Highlights weaknesses regarding

– Safety

– Operability

– Reliability

– Maintainability



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Criticality assessment involves understanding the

process and equipment

• Sketch the equipment and auxiliaries and make sure how it functions

• Understand the operating / processing principles involved through a Process Flow

Diagram

• Identify assemblies, systems and components up to replacement level

• Assess each against the headings of maintainability, reliability etc and total and

agree on priorities

Equipment

Sub-assembly / System

Component



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EQUIPMENT/ COMPONENT DESCRIPTION

Exercise-Criticality assessment

Condition appraisal is the systematic



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Condition appraisal is the systematic

inspection for abnormalities and

deterioration.

• Specify the ideal conditions for all critical items

• Conduct a thorough initial cleaning with special attention to

critical items

• Thoroughly inspect against the standards. For machine tools

this could mean static / dynamic accuracy checks

• Establish the relationship between problems and accelerated

deterioration as distinct from natural deterioration



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COMPONENTS/PARTS / EQUIPMENT /

PROCESS PARAMETER

Ideal / Standard

Condition /

Value

Actual Condition /

Value Action required

Condition Appraisal



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Refurbishment - Repair and Replacement

• Prioritise actions based on the criticality

assessment

• Allocate dates, time scales, labour, material,

responsibilities

• Define the review mechanism

• Categorise tasks based on type of stoppage

required



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SNO TASK DESCRIPTION RESPONSIBILITY DATE STATUS

Refurbishment Plan

Responsibilit

y Allocated

Work

Planned

Work

Completed

Confirmed as

Effective



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REORDERLEVEL

MININVENTORY

AREA PURCHASING

SERVICE

LEVEL

NO. PER

EVENT

STOCK

HOLDINGCOST

SNO. PART SPECIFICATION PREFERRED

LOCATION

STOCKING POLICY

Spare Parts Policy

LOCATION CODES SERVICE LEVELS

M At Machine S Strategic

L Local StoresR Run to Failure Item

C Central Stores P Planned Replacement C Consumable



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Asset Care Plan& Servicing

Part Activity Frequency Resp Visual Indicators



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Key Points of the Condition Cycle

• Understanding is the key to ownership andlong term solutions

• Restore before improving

• Make it easy to maintain normal / stableconditions

• Make it easy to spot problems early

• Deal with problems when they are small• Don’t live with inefficiencies and

abnormalities. Strive for Zero Losses



Problem Prevention Cycle



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Single Point Lesson is the primary

standardisation tool.

• Its content can be understood in a couple of minutes

and it can be delivered in about 15 minutes or less

•SPLs are highly visual & self explanatory

• They are essential aid for communication for Operators,

Maintainers, Supervisors, Engineers and Managers



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Progress through the stages of adult

learning using Single Pont Lessons

Have been shown the procedure and explained

Have demonstrated back / understood

Practicing regularly

Confirmed = Can train others = Expert

SPL NO : 1 VER:1 DATE : 9.12.2002SINGLE POINT LESSON



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SINGLE POINT LESSON

What : Gear Box Oil Level Checking Why : Prevents gear box drain out and other maintenance

activitiesHow :

2. Remove Gear box Dip rod

3. Clean the dip rod cleanly with cloth4. Replace the dip rod and check the level.

5. If the level is at ‘H’ replace the dip rod

6. If the level is at ‘L’ or between ‘L’ and ‘H’

7. Pour Oil , until the level reaches ‘H’

8. Replace Dip rod

1. Switch off the equipmentSketch

H

L

GEAR BOX

DIPROD

Tools Required : Spanner 10/11

Visual Aids : DIP ROD “H” and “L” Levels

Confirmation Standard

10 DEC, 2002 12 DEC, 2002 13 DEC, 2002 14 DEC, 2002

The 5 Why technique is used to get to root



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The 5-Why technique is used to get to root

causes and then take preventive action

WHY DID THE EQUIPMENT FAIL?Because a weld broke on the drive spindle

WHY?

Because the spindle was out of alignment

WHY?

Because the Alignment had been adjusted to overcome a build up of ink

WHY?Because the ink viscosity had become thicker than the original setting

could cope with

WHY?

Because the Operator did not know how to measure and control inkviscosity

COUNTER MEASURE: Training for Operators on Controlling Ink Viscosity



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Ref no

Short term action taken

Status Agreed Planned Implemented Effective

DatePHENOMENON ANALYSIS FORM

Describe the phenomenon clearly:

Why

Why-1

Why-2

Why-3

Why-4

Why-5

Is there any thing else to be checked?

Proposed preventive countermeasures

Change in work method

Training required

Routine activity

Predictive check

Preventive maintenanc

Modification

Others



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• Visual Control communicates required importantinformation to people who need it

• It grabs one or more of our senses in order to:

• Alert us to an abnormality

• Help us recover quickly

• Promote adherence and prevention

• Enable successful self management

• Visual Control reduces errors and waste by making

problems visible.

• It identifies the gap between the standard and actual

performance and tells us how to respond.

Transparent Workplace through

Visual Controls



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Visual Controls in daily life



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Visual Control in an Office

FILES NOT IN ORDER



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Shadow boards

SPZ 1600

A visual factory makes it is easy to do

right and difficult to do wrong...



Benefits of TPM



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1% improvement in OEE can provide the same

benefit as a 5% reduction in Maintenance cost.

Benefit of attacking Losses : 25% points

improvement in OEE or 40% improvement

in OEE

Cost of Losses

O E E

65%

80%

1 yr 2 yr 3 yr

Cost increase by 10%

Cost decrease by 20%

Initial “Bow-wave effect : Cost of training, restoration, and lost time

D i r e c t C o s t o f M a i n t e n a n c e



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Thank You

TPM Presentation Chakri

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