MPA Maintenance

Total Productive Maintenance (TPM) is a maintenance program concept.Philosophically,TPM resembles Total Quality Management (TQM) in several aspects, such as (1)total commitment to the program by upper level management is required, (2) employees must be empowered to initiate corrective action, and 3) a long range outlook must be accepted as TPM may take a year or more to implement and is an on-going process. Changes in employee mind-set toward their job responsibilities must take place as well.

MPA Maintenance TPM evolved from TQM, which evolved as a direct result of Dr. W. Edwards Deming's influence on Japanese industry. Dr. Deming began his work in Japan shortly after World War II. As a statistician. Dr. Deming initially began to show the Japanese how to use statistical analysis in manufacturing and how to use the resulting data to control quality during manufacturing. The initial statistical procedures and the resulting quality control concepts fueled by the Japanese work ethic soon became a way of life for Japanese industry. This new manufacturing concept eventually became knows as Total Quality Management or TQM. History of TPM

MPA Maintenance Main manufacturing excellence approach of Toyota and other excellent Japanese companies since the 70’s TPM is the foundation for JIT FA Poke Yoke, Lean Manufacturing & Zero Defects Comes from the best of Japanese Industrial Excellence and evolved from the heat of the continuing Energy Crisis and Globalization Challenges to achieve more with Less Background of TPM

MPA Maintenance TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. It is no longer simply squeezed in whenever there is a break in material flow. The goal is to hold emergency and unscheduled maintenance to a minimum. What For TPM?

MPA Maintenance T TotalOverall efficiency. Total production system. Participation of all employees. P Productive Zero defect. No trouble in operation. Safety. M Maintenance Longer life cycle of production system. What is TPM?

MPA Maintenance Aims at “Breakthrough improvement in productivity and reducing chronic losses to zero”. Aims at “Creating a bright, clean, and pleasant factory”. Means “To reinforce people and facilities and through them, the whole organization”. Addresses “Overall equipment effectiveness”. Institutionalizes “Total Employees Involvement” – “Participative management” and an “Overall-small group organization”. Eliminates inter departmental walls and facilitates Cross Functional Management. Is material oriented; it seeks to keep equipment in its intended condition. What is TPM?

MPA Maintenance TPM Results in… Results in building up corporate culture that thoroughly pursues production System efficiency improvement OEE (Overall Equipment efficiency-) Constructs a system to prevent every kind of loss, for example “Zero accidents, Zero defects and Zero failures” based Gemba (Work Place) and Genbutsu (actual thing) over the entire life cycle of a production system. Covers all departments including production, Quality Control, Purchase, marketing, Administration, Design & development, Maintenance & Engineering. Requires all and full involvement from top management to frontline employees. It builds up an overlapping multidiscipline process based management teams to achieve excellence

MPA Maintenance OEE = A x P x Q A= Availability P= Performance Q= Quality What is OEE? Overall Equipment Efficiency

MPA Maintenance Availability = Standard time Standard time – downtime Performance = Components Produced Components supposed to be Produced Quality = Total Acceptable Components Total Components produced How to Calculate OEE?

MPA Maintenance Rising cost of raw material Higher power cost & specific power Higher specific fuel consumption Higher man power cost Heavy losses, low profit due to equipment failures / low reliability / indifferent attitude Lower skill levels and involvement Compartmentalization, lack of horizontal communication Low moral/ organizational politics Unsafe working Pressure from TOP to progress fast Easy funds for /capacity build up Market demand / consumption sluggish, High quality competition in the market Result -Stiff competition, low returns Opportunity to earn profit Increasing quality consciousness in market New plants very efficient and cost effective. Increasing input material cost Increasing wages and salaries. CRISIS FOR THE COMPANY MARKET CIRCUMSTANCESIN-HOUSE CIRCUMSTANCES Why TPM?

MPA Maintenance May decide to adopt TPM To improve equipments operating efficiency and reliability Thereby achieve cost reduction. Market share expansion. Skill development. Zero loss, add profits High productivity full employee involvement & dynamic team Cost reduction through loss control Market share expansion /customer satisfaction INCREASED PROFITABILITY Skill up-gradation Reduced distribution cost Reduced equipment failure Employees involvement Need for a system which focus on:

MPA Maintenance Employee Involvement Top management Commitment Management Tools Productivity enhancement Cost Reduction Delivery period shortening Sales Expansion RESULTS EXPECTEDESSENTIAL REQUIREMENTS Effectiveness of TPM

MPA Maintenance The process adopted is a proven methodology based on: 1. Understanding the current status 2. Setting up an organisation 3. Training people 4. Identifying model areas and machines for initial improvement 5. Improvement of Model machines to the original condition and achievement of zero loss concept. Each machine is to be improved by a Cross Functional Team consisting of 1 team leader (Manager –Level) and 5-6 members consisting of Engineer/Supervisor level. 6. Horizontal deployment of the approach to the rest of the plant 7. Finally covers entire organization and involve every employee from top to bottom. Process

MPA Maintenance 16 major Losses 1. Equipment failure loss 2. Set up & adjustment loss 3. Cutting tool and jig change loss 4. Start up loss 5. Minor Stoppage and idling loss 6. Reduced speed loss 7. Defects &rework loss 8. Shutdown loss 9. Management loss 10. Operating motion loss 11. Line organization loss 12. Logistics loss 13. Measurement and adjustment loss 14. Energy Loss 15. Die, Tool and Jig loss 16. Yield loss EQUIPMENT LOSS MAN LOSS MATERIAL& ENERGY LOSS

MPA Maintenance 7 Types of Waste 1. Over Production waste 2. Inventory waste 3. Conveyance waste 4. Defect production waste 5. Idle time waste 6. Process related waste 7. Operation related waste

MPA Maintenance P PRODUCTIVITYTo achieve planned production. Q QUALITYTo improve product & process quality. C COSTTo reduce cost D DELIVERY To meet delivery targets S SAFETYTo maintain safety M MORALE To improve morale PQCDSMTo be calculated & improved by using PDCA cycle. Set PQCDSM target in all areas

MPA Maintenance SDCA- PDCA Cycle Focus on Vital few AS DC DO Improvement PLAN Improvement Activities ACT TO Improve the standards or its use CHECK the work against the standard Routine work DC AP CHECK Improvement results ACT standardize to results or plan for next improvement cycle Standardization Initiate improvement Know the STANDARD DO the work according to the standard

MPA Maintenance POINTS TO IMPROVE Throw out the Traditional concepts of manufacturing methods Think of How the new method will work: not how it wont Don’t accept excuses Correct Mistakes the moment they are found Problems give you the chance to use your Brain Ask WHY five times Ten persons ideas are better than one person’s knowledge

MPA Maintenance A - Type B - Type C - Type Action : This stage Tool to be used : Y Y analysis Tool to be used : PM analysis Tool to be used : E & T Action taken this stage Problem Problem Resolved without any action chances of reoccurrence Problem Resolved chances of reoccurrence No Action : This stage Problem Problem Resolved No chances of reoccurrence

MPA Maintenance 7 QC Tools 1)Check sheet 2)Pareto diagram 3)Cause & effect Diagram 4)Graph & control charts 5)Histogram 6)Stratification 7)Scatter diagram

MPA Maintenance 5 S PM QM E&T DM SHE JH OTPM

MPA Maintenance

2 J ISHU H OZEN THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF SMALL MAINTENANCE TASKS. RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE ON VALUE ADDED AND TECHNICAL REPAIRS. THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO PREVENT IT FROM DETERIORATING 7 STEPS 1. Initial cleaning 2.Counter measures for the causes of forced deterioration& improve hard to access 3.Preparation of tentative JH standards 4.General inspection 5.Autonomous Inspection 6.Standardization 7.Autonomous Management

MPA Maintenance 3 P LANNED M AINTENANCE THIS PILLAR AIMED TOWARDS TROUBLE FREE MACHINES AND EQUIPMENTS PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER SATISFACTION FOUR CATEGORIES PREVENTIVE MAINTENANCE BREAK DOWN MAINTENANCE CORRECTIVE MAINTENANCE MAINTENANCE PREVENTION BENEFITS ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES OPTIMUM MAINTENANCE COST REDUCES SPARES INVENTORY IMPROVE RELIABILITY AND MAINTENABILITY OF MACHINES

MPA Maintenance 11 Steps Approach to Zero Break down Phase 1 : Change to natural deterioration by eliminating factors of accelerated deterioration. Phase 2 : Extend inherent service life of equipment by corrective maintenance ( Improvements to overcome design limitations) Phase 3 : Research natural deterioration pattern. Study how deterioration increases over time Phase 4 : Search which parameter to measure for deterioration Phase 5 : Implement predictive maintenance Five Phases for concrete actions against breakdown 1.Classify B/D data ( Including Equipment Ranking) 2.Analysis of present status QC Approach 3.Eliminate forced deterioration 4.Find out root cause & implement countermeasure 5.Identify breakdown recurrence / understand phenomenon 6.Investigate weakness & improve it 7.Investigate natural deterioration 8.Set deterioration pattern 9.Select & evaluate maintenance point & standard 10.Decide PM / TBM / CBM 11.Build best maintenance procedure Approach to Zero breakdown

MPA Maintenance 4 Q UALITY M AINTENANCE THIS PILLAR AIMED TOWARDS CUSTOMER DELIGHT THROUGH HIGHEST QAULITY DEFECT FREE MANUFACTURING ELIMINATING NON CONFORMANCES IN A SYSTMATIC MANNER REACTIVE TO PROACTIVE LIKE (QUALITY CONTROL TO QUALITY ASSURANCE) BENEFITS 1.DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS 2.QM ACIVITY TO CONTROL QUALITY ASSURANCE 3.FOCUS OF PREVENTION OF DEFECTS AT SOURCE 4.FOCUS ON POKA-YOKE (FOOL PROOF SYSTEM) 5.IN LINE DETECTION AND SEGREGATION OF DEFECTS 6.EFFECTIVE IMPLEMENTATION OF OPERATOR QUALITY ASSURANCE 7.ACHIEVE & SUSTAIN CUSTOMER COMPLAINT ZERO

MPA Maintenance 5 E DUCATION T RAINING THIS PILLAR AIMED TOWARDS DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS HIGH AND WHO HAS EAGER TO COME TO WORK AND PERFORM ALL REQUIRED FUNCTIONS EFFECTIVELY AND INDEPENDENTLY EMPLOYEES WILL BE TRAINED TO ADDRESS THE PROBLEM BY FINDING THE ROOT CAUSE & ELIMINATING THEM THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS BENEFITS 1.ACHIEVE AND SUSTAIN ZERO LOSSES DUE TO LACK OF KNOWLEDGE /SKILLS /TECHNIQUE 2.REMOVE FATIGUE AND MAKE WORK MORE ENJOYABLE 3.UPGRADING THE OPERATING & MAINTENACE SKILLS

MPA Maintenance 6 D EVELOPMENT M ANAGEMENT THIS PILLAR AIMED TOWARDS Collection & utilization of feedback information regarding present products before the start of the design.- like MP sheet. Measuring needs for “ Easy of manufacturing “ by analyzing the process for present products. Measuring needs for “ Easy of manufacturing” by analyzing process of new products in the stage of planning & design of products. By identifying failures possibilities based on design reviews of new products. By identifying failures possibilities based on trail manufacturing & test of new products. BENEFITS 1.REDUCES LEAD TIME TO NEW PRODUCT LAUNCH 2.REDUCE THE LOSSES 3.COST EFFECTIVE

MPA Maintenance 7 S AFETY H EALTH E NVIROMENT THIS PILLAR AIMED TOWARDS CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON REGULAR BAISI BENEFITS ZERO ACCIDENT ZERO FIRES ZERO HELATH DAMAGES SAFE WORKING CONDITION SAFE WORK PRACTICE

MPA Maintenance 8 O FFICE TPM THIS PILLAR AIMED TOWARDS TO IMPROVE PRODUCTIVITY EFFICIENCY IN THE ADMINSTRATIVE FUNCTIONS AND IDENTIFY TO ELEMINATE LOSSES ANALYZYING PROCESSES AND PROCEDURES TOWARDS INCREASED OFFICE AUTOMATION BENEFITS INVENTORY REDUCTION LEAD TIME REDUCTION OF CRITICAL PROCESS EQUILISING THE WROK LOAD RETRIEVAL TIME REDUCTION (REDUCE REPETITIVE WORK) BETTER UTYILIZED WORK AREA REUDCTION IN ADMINISTRATIVE COSTS

MPA Maintenance Practice TPM to Attain our Goals  INCREASE IN ASSET UTILIZATION AND EQUIPMENT OEE  FOSTER PRODUCTION EQUIPMENT OWNERSHIP  EQUIPMENT BREAK DOWN PREVENTION (PLANNED MAINTENANCE THROUGH CM TBM &CBM  DEFECT PREVENTION (QM PROCESS & POKA YOKE)  EVOLVING IN TO SELF DIRECTED WORK TEAMS (SDWTS )& Lean Manufacturing

MPA Maintenance