Tpm Presentation 12 Steps 1 121[1]

1TPM - 12 Step Approach

TPM - 12 Step Approach


Definition of TPM

In early 70’s TPM focused on production sector aiming to maximize the equipment efficiency The new definition was set in 1989 aiming to create a corporate system that maximizes efficiency of production system

Classical Definition: Total Productive Maintenance

JIPM Defines it As :Total Perfect Manufacturing

Leading toTotal Production Management

Leading toTotal Profit Management


Effects of TPM

Effects of TPM always evaluated in terms of P - Production Q - Quality C - Cost D - Delivery S - Safety M - Morale

Intangible effects My Machine concept - First - Line operator owns the equipment Concept of Zero Clean Workplace


Philosophy of TPM

Basic philosophy of TPM is Prevention & Participation by all

departments & personnel, including top personnel to first-line

operators

Keeping the equipment in optimal condition with Visual control

Make a clean workplace


TPM & Concept of Loss

The concept of loss is basic to practicing TPM

TPM aims at elimination or reduction of losses

JIPM propounds 16 types of losses in manufacturing

environment i.e.

Equipment Efficiency related

Human efficiency related

Cost related


16 LOSSES

Equipment Efficiency

Availability Related

1 Break Down loss 2 Setup loss

3 Tool change loss 4 Start up loss

5 Planned Maintenance

Performance Related

6 Minor stops

7 Reduced speed

Defect Related

8a Scrap

8b Rework


Human efficiency

9 Management Losses

10 Operating motion Loss

11 Line Organization loss

12 Loss due to failure to automate

13 Loss due to Adjustment & Measurement

Cost Related

14 Yield Loss

15 Energy Loss

16 Die/Tool loss

16 LOSSES


OEE is the indicator of effectiveness of machine

A composite factor considering Availability, Performance &

Defect losses

It is tantamount to capability of equipment to deliver the

maximum possible good output

Overall Equipment Effectiveness


Step-wise implementation of TPM

Phases of TPM implementation Program

Phase 1 - Preparation for Launch

Phase 2 - Launch

Phase 3 - Execution

Phase 4 - Establish


Step 1 - Resolve to introduce TPM

Top person along with senior management visits TPM

practicing plants to see the effect of TPM

Declaration by top person determination to introduce

TPM at a gathering of managers, staff and all employees

Publicity to the event in company newsletter

Setting up an interim committee to organize for TPM

introduction


Introduction of TPM without proper training and education can

lead to failure of the movement

Organizing TPM awareness seminars for employees

Poster and slogan contest

Publishing articles on TPM in company newsletter

Plant visits to TPM practicing companies

Step 2 - Introductory education and campaign


Step 3 - TPM Promotional Organization & Model Machines

TPM is an activity which requires constant facilitation and

tracking till a critical mass is achieved

A full time promotional office called as “TPM Secretariat” is

formed

People who are trained as TPM Facilitators are part of this

secretariat

Steering committee is formed consisting of senior plant

personnel


Step 3 - TPM Promotional Organization & Model Machines

Plant in-charge is the chairman of TPM steering committee

Senior level manager is made in-charge of the secretariat

Specialized sub-committees are formed headed by senior

person from the relevant area with representation from each

department


Model Machine Activity

Each unit selects a model machine/equipment Manager

alongwith his engineers and staff work on the machine to

Do initial cleaning

Identify sources of contamination

Take measures for containing the contamination

Do Kaizens to reduce the losses

Model machines are showcased to all the employees as proof

of TPM’s effectiveness


Step 4 - Setting TPM Policy and Targets

TPM is not the goal but means to achieve the goals

Data on Benchmarks - benchmark is the status at the start

of activity

Stretched targets are set for each of the item

Timelines are fixed within which targets are to be achieved

Master plans are made for each sub-committee

Tracking of progress is done wrt the master plan


Master Plan is prepared to create a schedule for all the 12

steps upto the stage of PM award qualification

Master Plan talks about major activities such as- formation

of sub-committees, their start date and end date etc.

Each sub-committee makes its own master plan

Step 5 - Preparation of Master Plan


Step 6 - TPM Kick-Off

TPM Kick -Off is a memorable occasion in the TPM journey

TPM is launched plant-wide with involvement of all employees

Launch function is at a grand scale attended by employees,

suppliers, dealers and crème - de- la - crème of the company

Top person addresses all the employees

TPM organization structure, TPM policy and targets are

announced

Union representatives commit employee support to TPM

activity

Presentations are made by Model machine teams to exhibit the

success of TPM activity on model machines


Step 7 - Program for improving OEE(KK, Tools,JH,PM, & E&T)

Kobetsu Kaizen (Focused Improvement)

Focuses on Increasing Production & reducing cost

Reducing manpower and maximising output per person

Cross functional teams take up projects to eliminate/reduce

losses in the system


Tools Sub-Committee

Tools focus is on

Eliminating Production Loss due to non- availability of tools

Reducing Tool Cost by

Reducing Tool Inventory


Methodology

Maintain bank and crib inventory levels based on

consumption pattern and lead time.

Achieve price reduction through

Import substitution

Reduction in prices ( where same tool is supplied at

different rates)

Absolute price reduction

Variety reduction and hence price reduction

Alternate cheaper source


Methodology

Achieve enhancement in tooling life through

Change in material

Change in design

Change in process

Surface treatment such as coating

Recycling and or salvaging

Identify non moving tools and tooling and take action for

disposal


Jishu Hozen (Autonomous maintenance)

70% of equipment failures are due to forced deterioration.

JH focuses on elimination of forced deterioration caused

by abnormalities like splashing of oil / coolant, ingress of

machining chips on machine elements, settling of dust on

electronic parts, exposure to heat, vibrations etc.

• Through “Individuals preserving their own equipment”

• By carrying out routine inspection, oiling & re-tightening

/small repairs

Jishu Hozen


1S is Seiri in Japanese language which means remove unwanted material from work place and dispose it off.

2S is Seiton in Japanese language which means place for everything and everything in it’s place. There is orderly arrangement of required material.

After doing 2S, we can retrieve the required tooling in single touch pickup,in few seconds.

Step - 0 (1s & 2s)


Implementation of 1s-2s

Formation of circles

Allocate areas to each circle

Training to all Circle members

Start 1S,2S movement

Start Pick up movement

Change to ‘’No drop’’ movement

Maintain shop floor neat & clean

Sustain


Step 1

Dis cover to discover

Discover by cleaning

Cleaning for inspection

Inspection for repairs of malfunction of equipment.

Discovery of areas where cleaning / inspection /

lubrication is difficult

Audit by Unit Head

Jishu Hozen


Step 2

Eliminate source generating dirt/dust oil etc.

Improve the places of hard to access for cleaning,

lubricating and inspection to shorten the time required

for the above

Passing of the audit

Cleaning / inspection / lubrication time reduction

Break down reduced by 50 %

Machine clean without cleaning

Jishu Hozen


Step 3 Basic condition of activities to prevent equipment deterioration. (Cleaning, lubrication, tightening) Create visuals & write standards e.g.

• Levels• Looseness• Tension• Lubrication• Gaps / clearances.• Vibration.• Noise• Temperature• Pressure

Jishu Hozen


Planned Maintenance

Planned Maintenance

Achieve Zero breakdown

Focus is on addressing natural deterioration

Supports JH to tackle forced deterioration

Aims at drastic reduction in Repair & Maintenance Cost by

improving service life of parts and reducing time to repair


Methodology

Step 1: Ranking and support to JH

Step 2: Define role of operation division & Maintenance

division

Step 3: Zero Breakdown activity

Breakdown classification using why why analysis

Implement cause side countermeasure

Use of PM inspection & MTBT concept

Implement TBM activity

Implement CBM


Methodology

Step 4: Corrective maintenance

Step 5: Maintenance MIS

Step 6: Reduce Maintenance cost

Step 7: E & T support

Step 8: MP activity


Maintenance activities

Improvement activities

Preventive

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Break down

Periodic Predictive

(TBM) (CBM)

C rank machine

Single bulb change of OHP Keep stock of

spares

Corrective maintenance

Maintainability Reliability

MTTR MTBF

Planned Maintenance


Education & Training

Education & Training

Focus on fostering excellence in Skill, Attitude and ability

Eliminating breakdown, defects and accidents due to poor

skill & knowledge

Improving knowledge of operators & maintenance

mechanics about equipment / components

Promoting participation of all


4 Quadrant Skill Matrix Approach

Classification of operators & technicians

Defining skill requirements

Preparation of syllabus and training material

Pre-training test

Developing training calendar

Organizing training programs

Post training evaluation

Recording of competency levels

Feedback and continuous review

Methodology


Specific Training Modules

Loss based training

Cost awareness

JH Step 4 on various machine subsystems such as -

Hydraulics, Pneumatics, Nuts and Bolts, Drives etc.

Maintenance technician training


Promoting TPM through events

Best JH Step 4 machine contest

Kaizen conference

TPM quiz

Best Visual Control

TPM Newsletter


Development management focuses

To procure ‘maintenance free’ equipment by incorporating

the improvements at the development stage of new

equipment

To establish system for ensuring reliability, maintainability

operability & Jishu Hozenability

To incorporate the improvements emanating from various

Kaizens related to KK, JH, PM etc. into the new equipment

Objective is to get easy - to - use facilities

Step 8 - Development Management


Step 9 - Establish Quality Maintenance System

Quality maintenance focuses on

Setting conditions under which no defects will be

generated

Less emphasis on measuring and maintaining the quality

characteristic of the job

Emphasis on controlling the cause side parameters

To achieve the goal of Zero Defect, Zero rework and Zero

Customer complaints


Step 1

Gap analysis

Stratification

Step 2

Develop QA matrix

Step 3

Identify 4 M conditions

Step 4

Defect classification (a/b/c type)

Why Why analysis

PM analysis

Methodology


Step 5

Implement Poka yoke/ kaizen / countermeasures

Set 4 M conditions

Derive Q components

Step 6

Prepare cause side checklist

Step 8

Standard operating procedure

Step 9

Provide specific training to engineers / machine operators

Methodology


Step 10 - Improvement in Indirect Departments

This team focuses

Reducing cost of buying of incoming material

Optimizing material inventory

Ensuring implementation of 1S,2S across entire plant

Achieving optimum utilization of manpower


Methodology

Material cost reduction is achieved through 16 criteria

approach

Price reduction

Taxation

Value engineering

Packaging

Handling & transportation etc.


Job analysis under

Job elimination

Job clubbing

layout changes

Reduction in mudas

Methodology - Optimum Manpower Utilisation


Step 11 - Establish system for Safety Health & Environment preservation

Focus on building shop-floor which is -

Clean ,Bright & Safe

This is achieved by eliminating tasks which are -

Dirty ,Difficult & Dangerous

Aim is to achieve

Zero accident

Zero pollution

Zero health hazards


Change in attitude Listening

No doubting

Doing

Change in thinking style We can achieve ZERO

Forget the past glory

Not enough

Change in Culture Working together

Commitment of all

Involvement of workforce

Happy and Motivated employees

Ready to face challenges &

Satisfy changing customer needs

Leading to

Leading to

Leading to

Intangible benefits


Step 12 - PM award qualification examination

After establishing framework for TPM implementation

and achieving the results in each area, the plant appears

for PM award by JIPM

Pre-assessment audit

Final certification audit

Culminating the part I of TPM journey with

‘TPM Excellence Award”


Beyond 12 Steps…...

12 Steps are part I of TPM which lays the foundation of

TPM movement in any organization

In part II objective is to reinforce and spread the movement

deeply and widely towards the ultimate goal of world class

manufacturing

TPM is an ongoing journey encompassing the entire company

for a cultural transformation in pursuit of excellence

Tpm Presentation 12 Steps 1 121[1]

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