• Total Productive Maintenance

Vinay
Sr.Dy. Manager – TPM
JK TYRE & INDUSTRIES LTD , MYSORE 1
JK Tyre & Industries Ltd, Mysore
TPM DEFINITION

• TPM combines the traditionally American practice of preventive

maintenance with Total Quality Control and Total Employee Involvement,

to create a culture where operators develop ownership of their equipment,

and become full partners with Maintenance, Engineering and Management

to assure equipment operates properly everyday.

JK TYRE & INDUSTRIES LTD , MYSORE 2

TPM DEFINITION

A company-wide team-based effort to build QUALITY into equipment

and to improve OVERALL EQUIPMENT EFFECTIVENESS.

• Total
• all employees are involved
• it aims to eliminate all accidents, defects and breakdowns
• Productive
• actions are performed while production goes on
• troubles for production are minimized
• Maintenance
• keep in good condition
• repair, clean, lubricate

JK TYRE & INDUSTRIES LTD , MYSORE 3

HISTORY OF TPM

1951 Preventive Maintenance introduction in Japan (from USA)

1960 Nippondenso (part of Toyota automobile group) introduced
American style of PM
1969 “PM with all employees participating through small group
activities” or TPM,
1971 “1971 Distinguished Plant Prize," or PM Prize, for its results,

by Japan Institute of Plant Engineers”

1972 JIPM (Japan Institute of Plant Maintenance) - Seiichi Nakajima

2005 JIPM-S (TPM Consulting Firm Outside Japan)

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VALUES OF TPM

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AIM OF TPM

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DEVELOPING SKILL

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BEAT THE COMPETITION

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 TPM IMPLEMENTATION LEVEL – 1,2&3

Level - 1 Level - 2 Level - 3

JK Tyre
VTP,
Mysore 2005
2010 2014 2016

JK TYRE & INDUSTRIES LTD , MYSORE 9

TPM AWARD WINNING COMPANIES IN INDIA

1ST Three Industries to get TPM Excellence Award

1. Vikram Cements Ltd. (Grasim Industries, A V Birla Group) - 1995

2. Sundram Fasteners Ltd. (TVS Group) - 1998

3. Tanfac Industries Ltd. (A V Birla Group) - 1999

1ST Industry to get Special Award (Year – 2006)

➢ Hindustan Lever Ltd. - Mangalore

JK TYRE & INDUSTRIES LTD , MYSORE 10

TPM PRINCIPLES

 Increase Overall Equipment Effectiveness (OEE).

 Improve existing planned maintenance systems.

 The operator is the best condition monitor.

 Provide training to upgrade operations and

maintenance skills.

 Involve everyone and utilize cross-functional teamwork.

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EFFECTIVENESS OF TPM

P… Productivity Improvement ---- 1.5 to 2 times

- Reduction in number of Sporadic Failures ---- 1/10 to 1/250 times
- Equipment operation --- 1.5 to 2 times

Q… Reduction in:
- Product defects to ---- 1/10
- Customer complaints/claims ---- 50%

C… Reduction in maintenance cost ---- 30%

D… Reduction in Product inventories ---- Zero

S… Reduction in Accident, Elimination of pollution ---- Zero

M… An Increase in number of employee suggestions ---- 5 to 10 times

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BACKGROUND

Internal Scenario External Scenario

Customer Complaints Increasing raw material

Defective Products Q cost

Low Productivity Increasing customer

P Low expectation
Losses are high
Profit
Multinational player
High M/c Breakdown entering in to market
C
High Maintenance cost
Stringent legal compliance

Non Adherence to Delivery D Globalization

Unsafe Area & Practice S Tough competition

Hence
Poor house keeping
M TPM
Lack of Skill & Ownership

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TPM POLICY

TPM POLICY
We at JK Tyre are committed to practice TPM methodology and strive to
achieve ;

• Zero Accidents
• Zero Breakdowns
• Zero Losses
• Zero Defects

through total employee involvement and competence enhancement.

We are committed to enhance employee morale and Customer delight

through continual improvement in all spheres of our activities and create
a clean and pleasant workplace, in our endeavor to be amongst the most
admired Companies in India.

JK TYRE & INDUSTRIES LTD , MYSORE 14

 KOBETSU KAIZEN

JISHU HOZEN

PLANNED MAINTENANCE

QUALITY MAINTENANCE
TPM IMPLEMENTATION – APPROACH

INITIAL FLOW CONTROL

IMPLEMENTATION

MOTIVATION & INNOVATION

JK TYRE & INDUSTRIES LTD , MYSORE EDUCATION & TRAINING

MANAGEMENT COMMITMENT

O F F I C E T P M

SAFETY, HEALTH & ENVIRONMENT

15
TPM IMPLEMENTATION - 12 STEPS
Announcement to introduce TPM

Introductory education campaign for the workforce

Preparation TPM Promotion (special committees)

Establish basic TPM policies and goals

Preparation and Formulation of a master plan

Kick-off Invite customers, affiliated companies and subcontractors

Develop an individual / focussed improvement program (KK)

Develop a planned maintenance program (PM)
Implementation Develop an autonomous maintenance program (JH)
Increase skills of production and maintenance personnel
Develop development management program

Stabilization Perfect TPM implementation and raise TPM levels

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TPM pillar & Responsibility

TPM PILLAR RESPONSIBILITY

Kobetsu Kaizen Productivity & Cost

Jishu Hozen Morale – People & Equipment Improvement

Planned Maintenance Productivity - Zero Breakdown

Quality Management Quality - Zero Defect

Education & Training Morale – People development

Development Management Development – New Product & New Equipment

Office TPM Cost – Office Efficiency & Admin cost reduction

Safety, Health & Environment Safety & Environment – Zero Accident & Pollution

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PILLARS # 1 : KOBETSU KAIZEN

Also called as Individual / Focused Improvement

“KAIZEN” = Fill difference between

present status and Goal
Kaizen Levels:
- Restoration
- Betterment
- Kaizen
- Revolution
- Renovation

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PILLARS # 1 : KOBETSU KAIZEN

• Objective: Maximize efficiency by eliminating waste and

manufacturing losses.
• Manufacturing losses are categorized into 13 big losses:
- Equipment losses (6)
- Manpower losses (4)
- Material losses (3)

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PILLARS # 1 : KOBETSU KAIZEN

Target 16 Major losses -

1. Seven Major losses that impede OEE
- Failure losses

- Setup & Adjustment losses

- Cutting blade change losses
- Startup losses
- Minor stoppage & idling losses
- Speed losses
- Defect & Rework loss

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PILLARS # 1 : KOBETSU KAIZEN

Target 16 Major losses -

2. Losses that impede equipment loading time
- Shutdown losses

3. ‘5’ Major losses that impede Workers Efficiency

- Management losses
- Motion losses
- Line organization losses
- Distribution losses
- Measurement & Adjustment losses

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PILLARS # 1 : KOBETSU KAIZEN

Target 16 Major losses -

4. ‘3’ Major losses that impede efficient use of
Production subsidiary resources

- Energy losses

- Die, Jig & Tool losses

- Yield losses

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PILLARS # 2 : JISHU KAIZEN

Also called as Autonomous Maintenance

Why Jishu Hozen:

- To prevent equipment deterioration.
- Maintain equipment in optimal condition .
- To eliminate equipment failure.
- To make operator familiar with his equipment.
- To eliminate quality defect.
- To eliminate cost losses.

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PILLARS # 2 : JISHU KAIZEN

Inculcating
“I OPERATE & I MAINTAIN”
7 Steps for evolving Autonomous Maintenance: Culture through involvement of operators in JH activities

1) Initial Cleanup.

2) Counter measure against Abnormalities.

3) Formulation of CLIT standards.

4) General inspection.

5) Autonomous Inspection. Owning Equipment

(Cultural Change)
6) Standardization.

7) Autonomous Management. Enhance Operator

Skill Level &
Knowledge

Restore equipment Basic

condition
Step- 1 Step- 2 Step- 3 Step- 4 Step- 5 Step- 6 Step- 7

JH STEPS
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PILLARS # 2 : JISHU KAIZEN

Jishu Hozen implementation – in chronological order

Equipment Selection for Manager Model

Implementation of JH Step 1-3 on Model M/cs

Demonstrating benefits of JH activities to Operators

TPM Kick off

JH Steps training to Operators

Formation of JH Circles

Developing Circle Model M/c

Horizontal Deployment

Enhance Skill & Knowledge of Operators

Journey Towards Autonomous Maintenance

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JISHU HOZEN IMPLEMENTATION - APPROACH
Managers on model machines – “Setting up an Example”

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GLIMPSES OF JH ACTIVITIES
Operators along with Managers while on JH activities – Steps towards cultural change

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 What Is the First Thing We Do
Every Day ?
• Brushing
• Apply oil to hair
• Bathing
• Wiping the body
• Checking the face
• Drinking water

JK TYRE & INDUSTRIES LTD , MYSORE 28

 Why do we do this
?
• Brushing
• Apply oil to hair
• Bathing
• Wiping the body
• Checking the face
• Drinking water

We do this to keep
our body in good
condition ?

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 If we do not do these activities,
what will happen?

Tooth pain
Bad Smell Going to the
Doctor
Body tired
Body heat

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But what about the machine ?

Let us go into the shop …

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JK TYRE & INDUSTRIES LTD , MYSORE 32
If you maintain the machine like this what will
happen??
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 -Rusting -Bearing failure -Oil level low
-Slides jam -Slides worn-out -Low pressure
-Dust and Dirt -Early failure of -High
machine elements Temperature

Machine stoppages

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 Machine stoppages

Burr in between slides

D
Repeatability affected

B
Limit switch stuck Size variation

Coolant entry inside switches Uneven cutting

Faster worn of fixture parts

Coolant blockage

Low pressure of oil

A
Damaged cable hence elec. shock

Burr splash on the eyes

JK TYRE & INDUSTRIES LTD , MYSORE 35

 Why these machine
stoppages occurred
-Rusting -Bearing failure -Oil level low
-Slides jam -Slides worn-out -Low pressure
-Dust and Dirt -Early failure of -High
machine elements Temperature

NO Cleaning NO Inspection
NO Lubrication

NO Tightening

Machine stoppages

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 Following activities to be carried
out keep our machine in good condition.

• Cleaning
• Lubrication
• Inspection
• Tightening
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PILLARS # 2 : JISHU KAIZEN

The Mindset……...
- Individual preserving one’s own equipment
- Significant change from early theory of
“I Manufacture - You repair”
or
“I make you Fix”
To
“I operate I maintain”
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PILLARS # 3 : KAIKAKU HOZEN

Also called as Planned Maintenance

Goal:

To focus on Preventive actions to eliminate

equipment failures/ breakdowns in order to ensure

availability and reliability of equipments and to

minimize cost of maintenance.

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PILLARS # 3 : KAIKAKU HOZEN (PLANNED MAINTENANCE)

Approach:
1. Maintenance Activities
- To fix failures
- To prevent failure.
2. Improvement Activities
- To extend life span of parts.
- To shorten maintenance time.
- To avoid maintenance.

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MAINTENANCE SYSTEM (BEFORE & AFTER TPM)

PLANNED MAINTENANCE AUTONOMOUS MAINTENANCE

Shut down Job Classification Break Down Schedule for A / B / C

Planning Of Equipment Maintenance Equipments
A B C
Classification
Cleaning Lubrication Inspection Tightening
TBM / CBM
CBM Schedule
Execution Schedule
Maj / Med / Min
Execution

Minor
Exception
Execution Major / Medium
Reports
Execution Reports
Root Cause ( FUGUAI’S )
Analysis
HISTORY
Feedback to Review
COUNTER MEASURE
Legends
Before TPM
B/D countermeasure
Performance Cost Analysis After TPM
Evaluation Decide Control
effectiveness review +
( MTBF & MTTR ) Measures

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PILLARS # 4 : QUALITY MAINTENANCE

QM - Goal:
To overcome deficiency in quality system and to achieve
and maintain defect free product & Process

QM - Approach:
- Maintain perfect machine and tooling condition.
- Prevent occurrence of defects by periodic measurements and
verification of standards.
- Taking counter measures in advance.

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PILLARS # 4 : QUALITY MAINTENANCE

• Objective: to set and maintain conditions to accomplish

zero defects.

• Quality rate has a direct correlation with 4 M

➢ - Man

➢ - Machine

➢ - Method

➢ - Material

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PILLARS # 5 : DEVELOPMENT MANAGEMENT

• Objective: establish systems to shorten

=> new product or equipment development time.
=> start-up, commissioning and stabilization time
for quality and efficiency.

• New equipment needs to be:

• => easy to operate
• => easy to clean
• => easy to maintain and reliable
• => have quick set-up times
• => operate at the lowest life cycle cost

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PILLARS # 6 : EDUCATION & TRAINING

- Identify deficiencies w.r.t 4 M’s.

- Prepare knowledge material

Education is Knowledge transfer.

Training is Skill transfer.

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PILLARS # 6 : EDUCATION & TRAINING

• TPM is a continuous learning process.

• 2 major components
• Soft skills training: how to work as teams,
diversity training and communication skills.
• Technical training: upgrading problem-solving
and equipment- related skills.

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PILLARS # 7 : OFFICE TPM

Status of Office Functioning:

- Improve Manpower productivity

- High level of paperwork
- Delay in retrieval of paper & information
- Electronic media not fully utilized
- Less focus on inventory control
- Production stoppages due to want of raw
materials, spares & consumables

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PILLARS # 7 : OFFICE TPM

Improving Office Efficiency

Office TPM

Jishu Hozen Kobetsu Kaizen Education & Training

➢ Initial Cleaning
➢ Loss & Cost Reduction ➢ Multi Skill in Office
➢ Taking inventory of operation.
➢ Response Time operation. ➢ Advanced IT Enabled Office.
➢ Counter measures to improve
➢ On line communication ➢ On the job training.
efficiency
➢ Paper less Office. ➢ Legal Training
➢ Standardization
➢ IT Enabled Company ➢ Online
➢ Autonomous Control activities

Effective Office at Least Cost

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PILLARS # 7 : OFFICE TPM
OTPM JH activities in Administrative Department

Before After Benefits

1. Unwanted material removed
2. Reduction in searching time

Seconds
15.11.07

1. Easy to locate files

2. Reduction in document retrieval
time

Seconds
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PILLARS # 8 : SAFETY HEALTH & ENVIRONMENT

Focused Areas:
- Accident Elimination
- Better Hygiene
- Better Productivity
- Pollution Control
- Resource Conservation

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TPM ACTIVITY EXAMPLE – JISHU HOZEN

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TPM ACTIVITY EXAMPLE – JISHU HOZEN
BU # 03 - L & T TUBE SPLICER OLD :
IDEA TO ELIMINATE SOURCE OF CONTAMINATION
AFTER

REPLACEMNT OF LEAKING & NON UNIFORM

FLEXIBLE HOSES WITH RIGID METAL PIPING

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TPM ACTIVITY EXAMPLE – JISHU HOZEN

TYRE BUILDING 2ND STAGE 1/3 MACHINE

Summary of Circle activities
KAIZEN DETAILS
SAMPLE KAIZEN ACTIVITY : 02

BEFORE

AFTER

Relocation of Vacuum pump by re

routing the cable - Safe place

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TPM ACTIVITY EXAMPLE – JISHU HOZEN

BU # 04 - TYRE BUILDING 2ND STAGE 1/3 MACHINE

Summary of Circle activities
KAIZEN DETAILS

BEFORE

AFTER

Unwanted controls removed also

rerouted the air pipe at B&T
control side - Energy savings

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TPM ACTIVITY EXAMPLE – JISHU HOZEN
BU # 04 - DUPLEX EXTRUDER

BEFORE AFTER

15.03.06
Water level / contamination were
Transparent water tank provided
not visible
OPERATOR / MAINTENANCE FRIENDLY
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 TPM AWARD - EXCELLENCE AWARD – MAR’11

Pride Moments
Senior Executives at Award Function, Kyoto, Japan

9th Mar, 2011

JK TYRE & INDUSTRIES LTD , MYSORE 56

TPM AWARD - CONSISTENCY – MAR’16

Received on 23rd May 2016 at Kyoto, Japan

JK TYRE & INDUSTRIES LTD , MYSORE 57

TPM IS A CONTINUOUS JOURNEY

Aiming Consistency Award in year 2014

THANK YOU

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