PSPD Leadership t hrough Innovation ITC LIMITED Paperboards and Specialty Papers Division Achieving...

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Leadership through Innovation

ITC LIMITEDPaperboards and Specialty Papers Division

Achieving Maintenance Excellence Using TPM Philosophy

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ITC-PSPD (Paperboards and Specialty Paper Division embarked on its Operations Excellence journey in 2006 and over the years significant business results have been achieved.

Adopted TPM philosophy by involving all the people in the organization in improvement teams and bringing in

• Daily Problem Solving & Kaizen culture

• Best Practices in 1. Maintenance, 2. Quality, 3. Operations, 4. Safety, 5. New Product Development, 6. Skill Development and Service Improvements

The team structure followed ensures that both Cross functionality to solve problems and functionality to bring best practices.

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Enablers for Improvemen

t

Daily Management

5 S, Visual Workplace

Self Assessment & Audits, R&R mechanism

Productivity, Quality, Cost, Delivery, Safety, MoralePillar Teams for

Focused Improvement

Focused Improvements and Setting up Best Practices

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Entire Plant is divided into logical Processing Units

AREA 1

AREA 3

AREA 2

AREA 4

AREA 5

Pulp Mill

Packing

Paper Machine

SRP

Utilities

Stores

ZONE3

ZONE1 ZONE2

ZONE4EVP

CSP LK

SRB

•

Daily Management Teams (DMT)-26Nos

Jishu Hozen (JH) Teams-98 Nos

ProductionQuality

Maintenance

OperatorOperator

FitterMeeting daily

Meeting once in a shift

Each Processing Unit is further logically divided into functional areas/equipments

Managers: 630 Nos Employees: 1700 Nos

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My Machine Concept – Individual Ownership of Equipment(s) / Area(s) defined

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The early years of the initiative concentrated on bringing the equipment back to its basic original condition by:

Attacking forced deterioration – Ensuring basic machine hygiene Correcting design weaknesses from the time of installation

This was achieved by bringing in Ownership or “My Machine” concept (included both Operators and Maintenance crew)

Implementation of CLTI checklist Checkpoints to assess the health of the equipment when it is in the running

condition using the 3 basic human senses

The Equipment owners in turn report deviations found (if any)This has given enough inputs in-time to carry out the PM Schedules more effectively.

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Leadership through InnovationSlide - 7

7 7

CHALLENGES•Plant expansion and addition of newer technologies and machineries•Old people moving out and new people coming in•Some of the breakdowns attributable to the lack of Knowledge and Skill

CHOICES•Recruitment of experienced operators and technicians•Hiring External Technical trainers•Developing a robust In-House Maintenance Technical Development facility – A long term solution

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Knowledge enhancement of JH members who learn in detail about the function of their equipment in the entire process, equipment construction and working principles

Skill enhancement of JH members To support JH members to carry out simple abnormality rectification on their

own. Understanding the importance of their daily CLTI checks and identify the

impact it has on the health of the equipment. To identify and correct quality related issues immediately Prediction of possible failures to avoid breakdowns

Creation of trainers within the JH teams who can transfer knowledge.

PS: This is a hands on learning exercise and the JH members are involved at every step by getting support from DMT members and participate in live dismantling / assembly of equipments as far as possible.

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10 Steps of ESFC:

1. Identification of Basic Machine Elements

2. Preparation of Training Packs& On-Job Training Curriculum

3. Creation of Equipment System Flow Chart a) Process Flow Diagramb) Equipment System Flow Diagram

4. Creation of Schematic Diagram

5. Identification of items for mapping problemsa) Identification of Parts Listb) Identification of Overall Inspection Items

6. Creation of Part-Problem Matrix

7. Creation of Inspection Checklist

8. Preparation of Know-Why Sheets

9. Creation of Inspection Manual

10. Training of Workforce

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It is used to identify the various machine elements that JH members will be trained on and also the major parts that will be depicted on the Process Flow diagram & Equipment system flow diagram respectively.

Machine elements will help in identification of subjects for training packs and help employees in understanding the various parts in their respective equipments

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Pack preparation and OJT curriculum designing was a step in which training materials / content were prepared in-house (based on our belief that internal faculty and training pack creators are better positioned to understand the needs and can customize training contents to suit the technical needs of the in-house recipients)based on the machine elements identified in Step 1. These packs were prepared for training the JH members on basic machine concepts.

- 1200 Training Packs created by involving each and every Manager

- Developed within 1 Year

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A) Process Flow DiagramCreation of Process Flow diagram involved logically interlinking all the processes in a particular JH to facilitate easy understanding of the Overall Process.

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B) Equipment System Flow DiagramThis step firstly involved splitting the Process Flow diagram into logical sub-processes. Each sub-process was then depicted on a separate chart interlinking all the equipment. The energy flow in the sub-process was depicted here and therefore the internals of the equipment were shown in this case.

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Preparation of process flow charts and identification parts list by JH members

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The step intended to give a detailed knowledge of parts of the equipment to JH members. This involved dismantling the equipment where ever possible.

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Identification of Parts list helped the JH team members to understand the various components that constitute the whole equipment.

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This step involved collation of all checklists pertaining to the equipment (i.e. Condition Appraisal/PM task list/Condition Monitoring/CLTI) into a single consolidated sheet.

This list was compared later with a part-problem matrix (post Step 6) to know the missing checkpoints and JH members would subsequently update it at a later stage.

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This step involved mapping of equipment parts to the possible failure modes (problems) of the sub-equipment.The output of this exercise was a part-problem matrix (mentioned in Step 5 B) which was used by JH teams to compare and update their current checklists.This also ensured standardization of checklists for similar equipment across the mill.

C

B

A

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This step involved mapping of existing checkpoints (as collated by the team in Step 5 B) with the part-problem matrix (created in Step 6) and inclusion of missing checkpoints for the respective equipment in the teams

Step 1

Inclusion of missing checkpoints after comparing with part-problem matrix

Step 2

B A

C

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Step involves the creation of Know-Why for inspection points (Knowing Why timely checking of a particular checkpoint was critical and how non-conformance would be detrimental for the respective equipment/process/quality.This helped the JH members to understand the relevance of the inspection points.

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This step involved the collation of the outputs of Step 1-8 into a single manual at the equipment level

It is a live document with Why-Whys and OPLs (One Point Lessons) being added as and when they are made.

It helped in the training the JH member (existing Equipment owner) on a particular equipment and also acted as a ready reckoner for his successor in the event that the ownership was transferred.

Also, unlike an OEM equipment manual which is cumbersome to refer to especially by the employees who may not be having a formal background, as this entire ESFC is done as a hands on exercise by the employees, ease of accessing and connecting to the field equipment is far more easier.

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This step involved training of the JH member on his specific using the Inspection Manual.

Classroom training Practical Training session underway

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In-House online training facility :PSPD VIDYALAYA http://pspdbcmweb

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After involving shop floor person (JH member) who is an owner of a equipment, once he has gone through the entire exercise of ESFC (from Step-1 to Step-10), he is able to understand the importance of each part

• its working principle• And possible ways in which it can fail.

This knowledge has enabled the process operator to operate the equipment under standard condition, resulting in,

• less wear and tear of parts• Improved understanding of engineering crew member on the importance of

the equipment health condition for good quality product

• The entire experience of the exercise was appreciated by the workforce especially the ones who did not have any formal training in the past. .

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Post mill-wide training using the ESFC concepts substantial benefits where observed in terms of Maintenance and Quality KPI improvement.

Increase in Kaizen Generation due to better awareness of equipments.

Improvement in Skill Index of JH members due to better understanding of phenomena.

Break downs reduced due to improvement of knowledge on equipments.

Developed trainers internally to train JH members.

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ESFC Initiated

1st Round of Training

Completed

200%

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ESFC Initiated

1st Round of Training

Completed

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Case Study - 1

Reduction of specific steam consumption in Evap #3 from 145 kg/m3 of WBL to 141Kg/M3 by Mr Venkatewarlu, Operator –Evap JH team

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After Kaizen

Circulation Pump

Steam Body

Transfer Pump

SCFT 1

Vapour going to 2A body Vapour

going to 2B body

Condensate Temp avg 95.13 deg C

SCFT 2

SCFT 3

Vapour going to 2C bodySteam Body

Vapour going to 2A body

Vapour going to 2B body

Condensate Temp avg 87.16 deg C Circulation Pump Transfer Pump

SCFT 1

SCFT 2 SCFT

3

WBL consumption 4600 m3/dayWBL consumption 4945 Tons/dayHBL production 1167.569444 Tons/dayWater evaporation 3777.430556LP steam consumption 673.33878 Tons/day90% Condensate recovery 606.004902 Tons/day

Temperature difference 7.97 oCTotal energy 4829.859069 K calConverted into LP steam 8.94418346 Tons/DayTotal saving per year 22.32468192 Lacs/year

Savings:Rs.22.32 Lacs / Year

Before Kaizen

•This idea has evolved after better understanding while preparation of process flow chart which includes operating parameters

Case Study -1 Contd..

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Occurrence: Three per year

Analysis: During why-why analysis reasons could not be found and anvil fixing bolts replaced during every breakdown. Even after changing the bolts failure repeated.While preparation part problem matrix one it was understood from manuals that weight of hammer is important with respect to anvil fixing bolts design.

Action initiated: Replaced with right weight hammers and OPL made to avoid future mistake

Benefits: Lime kiln down time reduced

Elimination of Lime Kiln#1 ESP emitting rapping anvils repetitive failure by Mr Ram babu –Fitter (Lime Kiln JH)

Case Study - 2

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"An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success."

--Stephen Covey

Journey continues……………………………..

PSPD Leadership t hrough Innovation ITC LIMITED Paperboards and Specialty Papers Division Achieving...

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