TPM SESSION AT

Godrej & Boyce Mfg. Co. ltd.

Overview of TPM

1.TPM aims to maximize equipment Effectiveness

2.TPM aims to establish a total system of PM, designed

for the entire life of equipment.

3.TPM operates in all departments involved with

equipment, including Planning Production, and

Maintenance departments.

4.TPM is based on the participation of all members, from

top management to frontline staff members.

5.TPM is carried out PM through motivation

management, i.e. small-group activities.

Definition of TPM (TPM for Production Sector)

11

1.TPM aims to create a corporate system that maximizes the efficiency

of the production system (overall efficiency improvement)

2.TPM creates systems for preventing the occurrence of all losses on

the front line and is focused on the end product. This includes

systems for realizing "zero accidents, zero defects, and zero

failures" in the entire life cycle of the production system

3.TPM is applied in all sectors, including the production,

development, and administration depar1ments,

4.TPM is based on the participation of all members, ranging from the

top management to frontline employees.

5.TPM achieves zero losses through overlapping small-group

activities.

New Definition of TPM (Company-Wide TPM)-1989

PREV.MAINT.(1951)

CM(1957)

MP(1960)PRODUCTIVE MAINT.

TPMTOTAL PROD. MAINT.

(1971)

AUTO.MAINT.(JISHU HOZEN) PARTICIPATION

BY ALL

TPM ?

FEATURES OF TPMFEATURES OF TPM

FEATURES OF PRODUCTIVE MAINTENANCE

FEATURES OF PRODUCTIVE MAINTENANCE

FEATURES OF PREVENTIVE MAINTENANCE

FEATURES OF PREVENTIVE MAINTENANCE

RELATIONSHIP BETWEEN TPM, PRODUCTIVE MAINTENANCE AND PREVENTIVE MAINTENANCE

RELATIONSHIP BETWEEN TPM, PRODUCTIVE MAINTENANCE AND PREVENTIVE MAINTENANCE

(3)PROD.

MAINT.+AUTO.MAINT.(SMALLGROUP

ACTIVITIES)

(3)PROD.

MAINT.+AUTO.MAINT.(SMALLGROUP

ACTIVITIES)

(2)TOTAL

SYSTEM

( PM-CM-MP)

(2)TOTAL

SYSTEM

( PM-CM-MP)

(1)ECONOMICEFFICIENCY

( PM )

(1)ECONOMICEFFICIENCY

( PM )

SPREAD OF TPM

Automobile Industries-Toyota, Nissan,Mazda

Its Suppliers& Affiliates

Food, Rubber,Oil Refining,Chemicals, Pharmaceuticals,Gas,Cement, Paper Making,Iron & Steel, Printing Etc….

Consumer Electronics,Micro Electronics,

M/C Tools, Plastics, Films etc..

Nippon Denso-1971

SPREAD OF TPM IN OTHER COUNTRIES

JAPAN

SOUTH AMERICA

NORTH AMERICA

EUROPE

ASIA

2001 TPM AWARDS

COUNTRIES NOS.

ASIAJAPAN TAIWAN INDIA THAILAND SOUTH KOREA CHINA MALAYSIA INDONASIA

EUROPE

1098652111

UKFRANCEGERMANYITALYSPAINSWEDENNETHERLANDBELGIUMTURKEY

1154311111

NORTH AMERICA

U.S.A.CANADA

121

SOUTH AMERICA

BRAZILARGENTINACHILE

631

JAPAN -109, OTHERS -75

WHY IS TPM SO POPULAR ?

• SIGNIFICANT TANGIBLE RESULTS

• TRANSFORMING THE PLANT ENVIRONMENT

• TRANSFORMING THE PLANT EMPLOYEES

WORKEREQUIPMENT

WORKEREQUIPMENT

INVESTMENT INEQUIPMENT

INVESTMENT INEQUIPMENT

MAINTENANCEMAINTENANCE UTILITYUTILITY

MATERIAL AND

ENERGY

MATERIAL AND

ENERGYPRODUCTPRODUCT

CUSTOMER’S

SATISFACTION

CUSTOMER’S

SATISFACTION

OUTPUTOUTPUTINPUTINPUT

MANAGEMENT METHOD

MANAGEMENT METHOD

MANUFACTURINGMANUFACTURINGPRODUCTION PLANNINGPRODUCTION PLANNING

CUSTOMER ORDERS / SALES PLANCUSTOMER ORDERS / SALES PLAN

PRODUCTVITY, QUALITY, COST , DELIVERY

PRODUCTVITY, QUALITY, COST , DELIVERY

PRODUCTION SYSTEMPRODUCTION SYSTEM

SAFETY & MORALE

SAFETY & MORALE

PRODUCE GOOD PRODUCTS QUICKER AND CHEAPER

PRODUCE GOOD PRODUCTS QUICKER AND CHEAPER

Production

CostProduction Efficiency

=

PRODUCTION EFFICIENCY IN TPM

Simultaneously

From TPM of Production Department to Company-wide TPM Covering All Company Activities

TPM Phase 1 TPM of Production Department

TPM Phase 2 Company-wide TPM encompassing production, development, sales and administration

Production

Plant Plant Plant Plant

TPM Phase 1

Top Management

Planning Financial PersonnelGeneral Affairs

Development of products & equipments

Sales

Administrative

TPM Phase 2

TPMIn

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idu

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(Jis

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Pla

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(Kei

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Qu

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TPM 8 Pillar Approach

President

Plant Manager

Section Chief

Sub-Section Chief

Supervisor

Front-line Worker

Company wide TPM Promotion committee

Plant TPM promotion committee

Section TPM promotion committee

Foreman TPM promotion committee (Leader Meeting)

Small group formed on the production floor (PM circle)

FOCUS IMPROVMNT sub-commmittee

AUTO.MAINT sub-committee

Planned Maint.

sub-committee

Initial flow control sub-committee

QUALITY MAINT. sub-committee

Office improvement sub-committee

Education and Trg. sub-committee

Safety and hygiene sub-committee

TPM Promotion Office

Typical TPM Organization Chart

Purpose: • Achieve zero losses of all types.• Achieve ultimate production efficiency improvement

Members:• Staff / Manager

Activities:

• Understanding the 16 major losses

• Calculating and settling goals for overall equipment

efficiency, productivity and production subsidiary resources

• Implementation of PM analysis

• Thorough pursuit of equipment and production “as it

should be”.

Focused Improvement

Autonomous Maintenance

Purpose: •Training of operators for proficient in equipment• Maintaining one’s own equipment selfMembers: Operator, Line LeaderActivities: Implementation of 7 steps

1. Initial clean-up

2. Countermeasures for the source of problems and measures for difficult-to- access locations

3. Creation of tentative autonomous maintenance standards

4. General inspection

5. Autonomous inspection

6. Standardization

7. All-out goals management

Planned MaintenancePurpose: • Improving efficiency of maintenance departments to

prevent 8 major lossesMembers:• Manager and maintenance men of maintenance department

Activities:• Daily Maintenance• Time Based Maintenance• Condition Based Maintenance• Improvement for increasing the service life expectancy• Control of replacement parts• Failure analysis and prevention of recurrence. • Lubrication control

Purpose: Achieve zero defects by supporting and maintaining

equipment conditionsMembers: Quality assurance Staff, Production engineering staff, Manager

Activities:• Verify quality characteristics standards; understand defect

phenomena and performance• Investigating the conditions for building quality, processes

and raw materials, equipment and methods• Investigating, analysing and improving the conditions of

malfunctions• Setting 3M conditions, setting standard values for inspection• Creation of standards that can be followed; trend

management

Quality Maintenance

Purpose: • Reducing product development and prototyping time• Reducing the development, design and fabrication time of equipment• Improving 1-shot start-up stability of products and equipment

Development Management

Members: Research and development staff, Production engineering staff, Maintenance staffActivities:•Setting development and design goals•Ease of production•Ease of QA Implementation•Ease of use•Ease of maintenance•Reliability•Investigate LCC•Design release drawing Production: Identify problems in the prototype, trial run and initial-phase mass production control stages.

Reflect in MP design

Purpose: • Achieve zero function losses• Creation of efficient offices• Implementation of support functions for production departments

Members:

•Leaders and members of administration/Indirect departments

Activities:•Autonomous maintenance activities

1. Initial clean-up (personal space)

2. Work inventory

3. Countermeasure for problems

4. Standardization

5. Promotion of autonomous management activities of work• Individual improvement through project activities

1. Shortening of settlement schedule

2. Improvement of distribution

3. Improvement of purchasing and subcontracting

4. Reform of production control system

Office TPM

Purpose: • Establishment of technical education for operations and

maintenance workersMembers:•Operators•Maintenance workers

Activities:•Basic process of maintenance•Tightening nuts and bolts•Aligning keys•Maintenance of bearings•Maintenance of conductive parts•Prevention of leaks•Maintenance of oil pressure and air pressure equipment•Maintenance of electrical control equipment

Education and Training

Purpose: • Achievement and support of zero failures• Creating a healthy and safe workplace that gives meaning to work

Members:• Safety, health and environment managers and specialised committee members• Staff specialising in safety and health

Activities:• Measures to improve equipment safety• Measures to improve work safety• Improvement of work environment (noise, vibration and odors)• Measures to prevent pollution• Creation of healthy employees• Promotion of invigorating activities

Safety and Health

FUNCTIONS OF VARIOUS TPM COMMITTEES

TPM STEERING COMMITTEE

PERIODIC REVIEW OF TPM IMPLEMENTATION WITH THE HELP OF TPM SECRETARIAT & SUB-COMMITTEES

TPM SECRETARIAT• DEVELOPMENT OF TPM PROGRAMMES

• ENSURE TPM IS MOVING IN RIGHT DIRECTION

• AT RIGHT SPEED

• HOW TO IMPROVE TEAM WORK

• ENSURE FULL INVOLVEMENT OF ALL

TPM EFFORTS ON RIGHT TRACK

DEDICATED SENIOR LEVEL PERSON

• PUBLICISE IN COMPANY MAGAZINES OR THROUGH SEPARATE LETTER

• ANNOUNCE FOR SELECTION OF A MODEL EQUIPMENT WHERE MAXIMUM IMPROVEMENT IS POSSIBLE

• HORIZONTAL REPLICATION

EXAMPLE OF BASIC TPM POLICY & GOALS

•WITH EVERYONE’S PARTICIPATION, TO AIM FOR ZERO BREAK DOWNS AND ZERO DEFFECTS AND SEEK TO MAXIMISE OVERALL EQUIPMENT EFFECTIVENESS

•TO CREATE A WELL ENGINEERED EQUIPMENT AND USE IT TO BUILD IN QUALITY

•TO DEVELOP EQUIPMENT COMPETENT PERSONNEL AND HAVE THEM EXERCISE THEIR FULL POTENTIAL

•TO CREATE LIVELY AND ENERGETIC WORK PLACE

BASIC TPM POLICY

TPM IN TOTALITY

MAXIMISING EFFICIENCY OF TOTAL PRODUCTION SYSTEM

•VISION•MISSION

EXCELLENCE

FOCUS

ZERO ABNORMALITY

ZERO ACCIDENT

ZERO BREAK DOWN

ZERO CUSTOMER COMPLAINTS

ZERO DEFFECTS

ZERO POLLUTION

APPROACH

•TEAM APPROACH•OWNERSHIP•TOTAL EMPLOYEES PARTICIPATION

•TOTAL CUSTOMER SATISFACTION•REWARDS & RECOGNITION•REGULAR REVIEW

SUPPORT

(8-PILLARS)

•KOBETSU KAIZEN•PLANNED MAINT.•EDU.& TRG.•QUALITY MAINT•INITIAL FLOW CONTROL•OFFICE TPM•SHE•JISHU HOJEN

EFFECTIVENESS

P PRODUCTION

Q QUALITY

C COST

D DELIVERY

S SAFETY

M MORAL

RESULT

•SHARE HOLDER’S DELIGHT•CUSTOMERS DELIGHT•PROCESS EXCELLENCE•CONT. IMPROVING ORGANISATION

TPM

(Increase with respect to bench mark 1996-97)

1.00

1.25

1.50

1.75

2.00

No.

of t

imes

Series1 1.00 1.45 1.46 1.65 1.67 1.77 1.87

1996-97 1997-98 1998-99 1999-2000 2000-2001Avg. Apr'01 to

Oct'012001-2002

(Target)

Company – APRODUCTIVITY --- COMPANY-A

664.08

6.5

55.63

168.46

76.25

321.68

0

100

200

300

400

500

600

700

1996-97 1997-98 1998-99 1999-2000 2000-01 2001-02 (tilldate)

Downtime trendDOWNTIME TREND --- COMPANY-A

0

1

2

3

4

5

6

7

% of Sales 6.2 2.69 1.25 1.24 1.19 1.11

1996-97 1997-98 1998-99 1999-2000 2000-01Apr'01 to Sep''01

Customer complaints Company – ACUSTOMER COMPLAINTS --- COMPANY-A

0

0.2

0.4

0.6

0.8

1

1.2

No

. o

f T

ime

s

Series1 1 0.84 0.85 0.81 0.81 0.81 0.78

1996-97 1997-98 1998-99 1999-2000 2000-012001-02(Till

Date)Target

(2002-03)

GOODGOODGOODGOOD

Decrease with respect to Bench Mark 1996-97)

Cost Company – ACOST --- COMPANY-A

MAJOR ACCIDENTS STATISTICS OF THE PLANT (EXCLD SMS)

51

22

5171722

0102030405060

1996-97 1997-98 1998-99 1999-2000 2000-01 2001-02(TillDate)YEAR

NO. O

F AC

CIDE

NTS

Safety Company – ASAFETY --- COMPANY-A

WHAT TPM IS NOT?

• ONLY MAINT. DEPARTMENT’S ACTIVITY---NO

• TPM--- PRODUCTIVITY DRIVEN INITIATIVE ---ONLY MAINT CAN NOT DO

• MAINT.--- ASSET MANAGEMENT

• TPM---TOTAL PARTICIPATIVE MANAGEMENT

TPM SUCCESS FACTORS

• TOP MANAGEMENT TIME FOR MONTHLY STEERING COMMITTEE REVIEW MEETING

• SUCCESS OF MANAGER MODEL MACHINES• PARTICIPATION BY ALL• GOOD & DEDICATED PERSON FOR TPM

SECRETARIATE.• DEPARTMENTAL / CIRCLE MEETINGS.• 8 PILLARS SUB-COMMITTEE MEETINGs.

TPM SUCCESS FACTORS

• PEOPLE’S MOTIVATION THROUGH VARIOUS SCHEMES SUCH AS

A)MOTIVATING SUGGESTION SCHEMES B) REWARDS & RECOGNITION FOR

VARIOUS TPM ACTIVITIES• LAUNCHING OF COMPAIGNS FROM TIME TO

TIME SUCH AS 5S, , BEST ACTIVITY BOARD, BEST KAIZEN, BEST OPL ETC..

• TPM GALLERY,ACTIVITY DISPLAY BOARDS• LINKING OF TPM ACTIVITIES WITH

APPRAISAL SYSTEM• ONE RELIGION