Welcome to our Presentation

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Welcome to our Presentation

• Total Productive Maintenance (TPM)
• Presented by
• Rashmita Tripathy
• Kristen Hammel

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CONTENTS OF TPM

• Introduction
• Why TPM?
• History of TPM
• Similarities and differences between TQM and TPM
• Types of maintenance
• Steps in introduction of TPM in an organization
• Pillars of TPM
• Goals of TPM
• TPM targets
• Example of OEE Calculation
• Benefits of implementing a TPM system
• Difficulties faced in TPM implementation
• Conclusion
• Reference list

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INTRODUCTION TO TPM

• TPM is keeping the plant and equipment at its
  highest level through cooperation of all areas of
  the organization.
• The first part of TPM involves breaking down the
  barriers between maintenance and production
  personnel so they are working together.
• A common objective of TPM is peak performance or
  total productivity.

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TPM ?

• Total Productive Maintenance can be considered
  the medical science of machines
• The idea behind TPM is to markedly increase
  production while at the same time increasing
  employee morale and job satisfaction.
• TPM brings maintenance into focus as a necessary
  and vitally important part of the business.
• Down time for maintenance is scheduled as a part
  of the manufacturing day and, in some cases, as
  integral part of the manufacturing process.
• The goal is to hold emergency and unscheduled
  maintenance to a minimum.

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Why TPM ?

• Avoid wastage in a quickly changing economic
  environment.
• Producing goods without reducing product quality.
• Reduce cost.
• Produce a low batch quantity at the earliest
  possible time.
• Goods sent to the customers must be
  non-defective.

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History of TPM

• TPM is a innovative Japanese concept, and the
  origin of TPM can be traced back to 1951, when
  preventive maintenance was introduced in Japan.
• However the concept of preventive maintenance was
  taken from the United States.
• Nippondenso was the 1st company to introduce
  plant wide preventive maintenance in 1960.

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History of TPM

• Preventive maintenance is the concept wherein
  operators produced goods using machines and the
  main group was dedicated with work of maintaining
  those machines.
• However maintenance became a problem as more
  personnel were required, so management decided
  that the routine maintenance of equipment would
  be carried out by the operators (this is
  autonomous maintenance, which is one of the
  features of TPM).
• Nippondenso which already followed preventive
  maintenance also added Autonomous maintenance
  done by production operators.
• This lead to maintenance prevention, thus
  preventive maintenance along with maintenance
  prevention and maintainability improvement gave
  birth to Productive Maintenance.

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Similarities Differences between TQM TPM

• The TPM program closely resembles the popular TQM
  program. Many of the tools such as employee
  empowerment, benchmarking, documentation, etc.
  used in TQM are used to implement and optimize
  TPM.

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Similarities

• Total commitment to the program by upper level
  management is required in both programs.
• Employees must be empowered to initiate
  corrective action.
• 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.

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Differences

• TQMs objective is Quality (Output and effects)
  and TPMs objective is Equipment (Input and
  cause).
• TQM obtains goals by systematizing the management
  and it is software oriented and TPM obtains goals
  by employee participation and it is hardware
  oriented.
• TQMs target is quality for PPM and TPMs target
  is elimination of losses and wastes.

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Types of Maintenance

• Breakdown maintenance it means that people wait
  until equipment fails and repair it. Such a thing
  could be used when the equipment failure does not
  significantly affect the operation or production
  or generate any significant loss other than
  repair cost.
• Preventive maintenance It is a daily maintenance
  ( cleaning, inspection, oiling and re-tightening
  ), design to retain the healthy condition of
  equipment and prevent failure through the
  prevention of deterioration, periodic inspection
  or equipment condition diagnosis, to measure
  deterioration. It is further divided into
  periodic maintenance and predictive maintenance.
  Just like human life is extended by preventive
  medicine, the equipment service life can be
  prolonged by doing preventive maintenance.

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Types of Maintenance

• Periodic maintenance Time based maintenance
  consists of periodically inspecting, servicing
  and cleaning equipment and replacing parts to
  prevent sudden failure and process problems.
• Predictive maintenance This is a method in which
  the service life of important part is predicted
  based on inspection or diagnosis, in order to use
  the parts to the limit of their service life.
  Compared to periodic maintenance, predictive
  maintenance is condition based maintenance. It
  manages trend values, by measuring and analyzing
  data about deterioration and employs a
  surveillance system, designed to monitor
  conditions through an on-line system.

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Types of Maintenance

• Corrective maintenance It improves equipment and
  its components so that preventive maintenance can
  be carried out reliably. Equipment with design
  weakness must be redesigned to improve
  reliability or improving maintainability.
• Maintenance prevention It indicates the design
  of a new equipment. Weakness of current machines
  are sufficiently studied ( on site information
  leading to failure prevention, easier maintenance
  and prevents of defects, safety and ease of
  manufacturing ) and are incorporated before
  commissioning a new equipment.

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Steps in introduction of TPM in a organization
Preparatory Stage (Step A)

• Step 1 Announcement by Management to all about
  TPM introduction in the organization. Proper
  understanding, commitment and active involvement
  of the top management in needed for this step.
  Senior management should have awareness programs,
  after which announcement is made to all. Publish
  it in the house magazine and put it in the notice
  board. Send a letter to all concerned individuals
  if required.
• Step 2 Initial education and propaganda for TPM.
  Training is to be done based on the need. Some
  need intensive training and some just an
  awareness. Take people who matters to places
  where TPM already successfully implemented.

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Step A - Preparatory Stage

• Step 3 Setting up TPM and departmental
  committees. TPM includes improvement, autonomous
  maintenance, quality maintenance etc., as part of
  it. When committees are set up it should take
  care of all those needs.
• Step 4 Establishing the TPM working system and
  target. Now each area is benchmarked and fix up a
  target for achievement.
• Step 5 A master plan for institutionalizing.
  Next step is implementation leading to
  institutionalizing wherein TPM becomes an
  organizational culture. Achieving PM award is the
  proof of reaching a satisfactory level.

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Step B Introduction Stage

• This is a ceremony and we should invite all.
  Suppliers as they should know that we want
  quality supply from them. Related companies and
  affiliated companies who can be our customers,
  sisters concerns etc. Some may learn from us and
  some can help us and customers will get the
  communication from us that we care for quality
  output.

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• BREAK!!!!!

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STEP C IMPLEMENTATION STAGE

• In this stage 8 pillars of TPM activity are
  carried out.
• Establish the system for production
  efficiency.
• Improve administrative efficiency.
• Control safety, sanitation in working
  environment.

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PILLARS OF TPM
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PILLAR 1 5S

• TPM starts with 5S.
• Sorting, Systematize, Shining, Standardize, Self
  - Discipline.
• Problems cannot be seen when workplace is
  unorganized.
• Cleans and organizes the workplace.
• Makes problems visible.

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• http//www.youtube.com/watch?vtUtc3x3xDFcfeature
  related
• http//www.youtube.com/watch?vzhnnl8jLTb0NR1

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PILLAR 2 AUTONOMOUS MAINTENANCE

• Geared towards developing operators for small
  maintenance tasks.
• Frees up more skilled workers to focus on more
  valuable activity and technical repairs.
• Maintenance of equipment by operators to prevent
  deterioration.

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PILLAR 3 Kaizen (Kaichange Zengood)

• Principle very large number of small
  improvements are more effective in an
  organizational environment than a few
  improvements of large value.
• Systematically reduces losses and inefficiencies
  in the workplace.
• Can also be applied in production and
  administrative areas.
• Requires no or little investment.

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PILLAR 4 PLANNED MAINTENANCE

• Aimed to have trouble free machines and
  equipments.
• Produces defect free products for total customer
  satisfaction.
• Achieves and maintains availability and
  reliability of machines.
• Reduces inventory.

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PILLAR 5 QUALITY MAINTENANCE

• Highest quality through defect-free
  manufacturing.
• Focus is on quality control eliminate current
  quality concerns, then move to potential quality
  concerns.
• Maintains perfect equipment to have perfect
  quality of products.

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PILLAR 6 TRAINING

• Aimed to have multi-skilled employees who perform
  all functions effectively and independently.
• Know-How can be learned through experience and
  how to overcome a problem.
• For Know-Why education given to operators to
  know the root cause of the problem.
• Increases productivity.

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PILLAR 7 OFFICE TPM

• Includes analyzing processes and procedures
  towards increased office automation.
• Must be followed to improve productivity and
  efficiency in the administrative functions.
• Identifies and eliminates losses.
• Involves all parties towards TPM which improves
  processes.

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PILLAR 8 SAFETY, HEALTH ENVIRONMENT

• Target zero accident, zero health damage, zero
  fires.
• Focus is to create a safe workplace and protect
  the environment
• Usually a committee is created for this which
  includes officers as well as workers.

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GOALS OF TPM

• Zero breakdowns, zero accidents, and zero defects
  performance, safety, and quality.
• Promote TPM through motivational management.
• Maintains and improves equipment capacity.
• Maintains equipment for life.
• Uses support from all areas of the operation.
• Encourages input from all employees.
• Uses teams for continuous improvement.
• Increases employee morale and job satisfaction.
• Holds emergency and unscheduled maintenance to a
  minimum.

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TPM TARGETS

• P
• Obtain Minimum 80 OPE.
• Obtain Minimum 90 OEE.
• Run the machines even during launch.
• Q
• Operate in a manner, so that there are no
  customer complaints.
• C
• Reduce the manufacturing cost by 30.
• D
• Achieve 100 success in delivering the goods
  as required by the customer.
• S
• Maintain an accident free environment.
• M
• Increase the suggestions by 3 times. Develop
  multi-skilled and flexible workers.

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Overall Plant Efficiency (OPE)

• Function of 3 factors
• - Management losses (losses due to want of
  tools, raw materials, men etc)
• - Scheduled downtime (preventive maintenance
  activity, meetings etc)
• - Overall Equipment Efficiency (measures both
  effectiveness and efficiency of the equipment).

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Overall Equipment Efficiency (OEE)

• Incorporates 3 basic indicators of equipment
  performance and reliability.
• Availability (tool change, tool service) (A)
• Performance efficiency (in terms of capacity) (E)
• Rate of quality output (Q).
• Thus, OEE is measured as the product of the
  decimal equivalent of the three previous metrics
  using the equation
• OEE A X E X Q

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6 major losses measured by TPM

• Downtime Losses
• 1. Planned
• a. Start-ups
• b. Shift changes
• c. Coffee and launch breaks
• d. Planned maintenance shutdowns
• 2. Un planned Downtime
• a. Equipment breakdown
• b. Changeovers
• c. Lack of material
• Reduced Speed Losses
• 3. Idling and minor stoppages
• 4. Slow-downs
• Poor Quality Losses
• 5. Process nonconformities
• 6. Scrap

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OEE Model
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Availability

• Availability is proportion of time machine which
  is actually available out of time it should be
  available.
• Downtime losses are measured by equipment
  availability using the equation
• A (T/P) X 100
• Where A availability
• T operating time (P-D)
• P planned operating time
• D downtime

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Performance Efficiency

• The second category of OEE is performance.
• Reduced speed losses are measured by tracking
  performance efficiency using the equation
• E ((C X N) / T) X 100
• Where E performance efficiency
• C theoretical cycle time
• N processed amount (quantity)

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Rate of Quality Product

• It is third category of OEE.
• It is percentage of good parts out of total
  produced.
• Poor quality losses are measured by tracking the
  rate of quality products produced using the
  equation
• R ((N - Q) / N) X 100
• Where R rate of quality products
• N processed amount (quantity)
• Q nonconformities

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Example of OEE Calculation

• Last weeks production numbers on machining
  center JL58 were as follows
• Scheduled operation 10 hours/day 5 days/week
• Manufacturing downtime due to meetings, material
  outages, training, breaks, and so forth 410
  minutes/week
• Maintenance downtime scheduled and equipment
  breakdown 227 minutes/week
• Theoretical (standard) cycle time 0.5
  minutes/unit
• Production for the week 4450 units
• Defective parts made 15 units

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OEE Calculation Contd.

• P 10 hours/day X 5 days/week X 60 minutes/hour
  3000 minutes/week
• D 410 minutes/week 227 minutes/week 637
  minutes/week
• T (P-D) 3000 637 2363 minutes
• A (T / P) X 100 (2363 / 3000) X 100 78.8
• E ((C X N) / T) X 100 ((0.5 X 4450) / 2363) X
  100 94.2
• R ((N - Q) / N) X 100 ((4450 - 15) / 4450) X
  100 99.7
• EE A X E X R 0.788 X 0.942 X 0.997 0.740 or
  74.0

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DIRECT BENEFITS OF TPM

• Increases productivity and OPE (Overall Plant
  Efficiency) by 1.5 or 2 times.
• Rectifies customer complaints.
• Reduces the manufacturing cost by 30.
• Satisfies the customer needs by 100 (Delivering
  the right quantity at the right time, in the
  required quality).
• Reduces accidents.
• Follows pollution control measures.

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INDIRECT BENEFITS OF TPM

• Higher confidence level among the employees.
• Keeps the work place clean, neat, and attractive.
• Favorable change in the attitude of the
  operators.
• Achieves goals by working as team.
• Shares knowledge and experience.
• The workers get a feeling of owning the machine.

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DIFFICULTIES FACED IN TPM IMPLEMENTATION

• Typically people show strong resistance to
  change.
• Many people treat it just another Program of the
  month without paying any focus and also doubt
  about the effectiveness.
• Not sufficient resources ( people, money, time,
  etc.) and assistance provided.
• Insufficient understanding of the methodology and
  philosophy by middle management.
• TPM is not a quick fix approach, it involves
  cultural change to the ways we do things.
• Departmental barrier existing within Business
  Unit.
• Many people considered TPM activities as
  additional work/threat.

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CONCLUSION

• TPM may be the only thing that stands between
  success and total failure for some companies.
• It has been proven to be a program that works.
• It can be adopted to work not only in industrial
  plants, but in construction, building
  maintenance, transportation, and in a variety of
  other situations.
• TPM is not merely a concept but a practical and
  down-to-earth technique for achieving significant
  savings and increase in profits.

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Reference List

• http//www.reliabilityweb.com/art05/tpm.htm
• http//en.wikipedia.org/wiki/Total_Productive_Main
  tenance
• http//www.siliconfareast.com/tpm.htm
• http//www.epa.gov/lean/thinking/tpm.htm
• http//www.plant-maintenance.com/articles/tpm_intr
  o.shtml