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Tpm (group 8)
Total Productive Maintenance (TPM) is a Japanese concept that involves all employees in an organization working together to improve equipment reliability and reduce breakdowns and losses. The goals of TPM include increasing production quality and job satisfaction through continuous improvement efforts and empowering employees. It aims to move organizations from a breakdown-based model of maintenance to a proactive, preventative approach through techniques like predictive maintenance, overall equipment effectiveness measurement, and 5S practices.
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Tpm (group 8)
- 1. By L BHARGAVA CRAVI RAKESH GUPTA RAVVA
- 2.
- 3. TPM is aproductive maintenance implemented by all employees in an organization. TPM involves everyone in the organization from operators to senior management in equipment improvement.
- 4. Total = Allindividuals in the organization working together. Productive = production of goods that meet or exceed customer’s expectations. Maintenance = keeping equipment and plant in good condition at all times.
- 5. This isan innovative Japanese concept. Developed in 1951. Nippondenso was the 1st company that implemented TPM in 1960. Based on these developments Nippondenso was awarded the distinguished plant prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ). This Nippondenso became the first company to obtain the TPM certifications.
- 6. Increase productionquality. Increase job satisfaction. Using teams for continuous improvement. Improve the state of maintenance Empower employees CONTINUOUS PROCESS IMPROVEMENT
- 7. Avoid wastagein quickly changing economic environment. Producing goods with out reducing product quality. Reduce cost for production Produce a low batch quantity at the earliest time. Goods send to the customer must be non defective.
- 8. Use OverallEquipment Effectiveness (OEE) as a compass for success. Improve existing planned maintenance systems Work toward zero losses Providing training to upgrade operations and maintenance skills Involve everyone and utilize cross-functional teamwork
- 9. Breakdown maintenance Preventive maintenance .periodic maintenance( time based maintenance) .Predictive maintenance Corrective maintenance Maintenance prevention
- 10. Repairs orreplacements performed after a machine has failed to return to its functional state following a malfunction or shutdown. e.g., an electric motor of a machine tool will not start, a belt is broken, etc. Under such conditions, production department calls on the maintenance department to rectify the defect. After removing the fault, maintenance engineers do not attend the equipment again until another failure or breakdown occurs.
- 11. The primarygoal of preventive maintenance is to prevent the failure of equipment before it actually occurs. It is designed to preserve and enhance equipment reliability by replacing worn components before they actually fail. It is a daily maintenance which includes cleaning, inspection, oiling and re-tightening of equipments.
- 12. Improved systemreliability. Decreased cost of replacement. Decreased system downtime. Better spares inventory management.
- 13. Time basedmaintenance consists of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems. Benefits: Extended life and use of the equipment. Reliable production at the times when machine is needed most.
- 14. This isa method in which the service life of important part is expected 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.
- 15. Increased plantreadiness due to greater reliability of the equipment. Many industries report from two to ten percent productivity increases due to predictive maintenance practices. Reduced expenditures for spare parts and labor. Reduces the probability of a machine experiencing a disastrous failure, and this results in an improvement in worker safety.
- 16. Maintenance actionscarried out to restore a defective item to a specified condition Corrective maintenance is probably the most commonly used approach, but it is easy to see its limitations. When equipment fails, it often leads to downtime in production. In most cases this is costly business. Also, if the equipment needs to be replaced, the cost of replacing it alone can be important. It is also important to consider health, safety and environment (HSE) issues related to malfunctioning equipment.
- 17. It indicatesthe 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.
- 18. Based onfive Japanese words that begin with ‘S’, the 5S Philosophy focuses on effective work place organization and standardized work procedures. 5 S’s 1. Sort :(Seiri) 2. Set In Order:(Seiton) 3. Shine: (Seiso) 4. Standardize: (Seiketsu) 5. Sustain: (Shitsuke)
- 19. The firstS focuses on eliminating unnecessary items from the workplace. An effective visual method to identify these unneeded items is called red tagging. A red tag is placed on all items not required to complete your job. These items are then moved to a central holding area. This process is for evaluation of the red tag items.
- 20. second Sfocuses on efficient and effective storage methods and how to organize the work area. Strategies for effective Set In Order are painting floors, outlining work areas and locations, shadow boards, and modular shelving and cabinets for needed items such as trash cans, brooms, mop and buckets
- 21. Once youhave eliminated the clutter and junk that has been clogging your work areas and identified the necessary items, the next step is to thoroughly clean the work area. Workers will also begin to notice changes in equipment and facility location such as air, oil, coolant leaks, fatigue, breakage, and misalignment. These changes, if left unattended, could lead to equipment failure and loss of production.
- 22. Now thefirst three S’s are implemented. Use standard methods to keep Sort, Set In Order, and Shine to a condition . Allow your employees to participate in the development of such standards.
- 23. This isthe most difficult S to implement and achieve. Maintain through empowerment, commitment, and discipline . Sustain focuses on defining a new status quo and standard of work place organization.
- 24. Simplifies workenvironment reduces waste Improves quality Improves safety Provide self esteem for everyone in the organization.
- 25. Total commitmentto the program by upper level management is required in both programs. Employees must be empowered to initiate corrective action, and A long range outlook must be accepted, as TPM may take a year or more to implement. It is an on-going process which is a continuous process improvement.
- 26. Category TQM TPM ObjectQuality ( Output and effects ) Equipment ( Input and cause ) Mains of attaining goal Systematize the management. It is software oriented Employees participation and it is hardware oriented Target Quality for PPM Elimination of losses and wastes.
- 27. 1 2 34 5 6 7 8 PILLARS of TPM
- 28. Train theoperators to close the gap between them and the maintenance staff, making it easier for both to work as one team Change the equipment so the operator can identify any abnormal conditions and measure before it affects the process or leads to a failure
- 29. Seven (7)steps are implemented to progressively increase operators knowledge, participation and responsibility for the equipment. 1. perform initial cleaning and inspection 2.Countermeasures for the causes and effects of dirt and dust 3.Eastblish cleaning and lubrication standards 4.Counducting general inspection training 5.Carry out equipment inspection checks 6.workplace management and controls 7.Continious improvement
- 30. Objectives: Maximizeefficiency by eliminating waste and manufacturing loss Manufacturing losses are categorized into 13 bid losses: Equipment losses (6) Manpower losses (4) Material losses (3)
- 31. . . DOWNTIME LOSS Speedloss Quality loss Equipment failure / breakdowns Set-up / adjustments Minor stopping Reduced speed Process errors Rework / scrap
- 32. . Manpower losses Cleaningand checking Waiting materials Waiting instructions Waiting quality confirmation Material losses Material yield Energy losses
- 33. OEE figuresare determined by combining the availability and performance of your equipment with the quality of parts made OEE measures the efficiency of the machine during its loading time. Planned downtime does not effect the OEE figure
- 34. . Availability Downtimeloss Performance Speed loss Quality Yield Quality loss Overall equipment effectiveness = Availability * performance * Quality yield
- 35. . Overall EquipmentEffectiveness = Availability *performance * Quality yield Availability = Time available for production -- Downtime Time available in production Performance = Ideal cycle time * number of parts produced Operating time Quality Yield = total number of parts produced – defect number Total number of parts produced
- 36. Objectives :Establish preventative and predictive maintenance system for equipment and tooling Natural life cycle of individual machine elements must be achieved correct operation correct set-up cleaning lubrication feedback and repair of minor defects quality spare parts
- 37. Objective: establishsystem to shorter new production or equipment development start-up, commissioning and stabilization time for quality and efficiency New equipment need 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
- 38. Definition: aprocess for controlling the condition of equipment components that affect variability in product quality Objectives: to set and maintain condition to accomplish zero definition Quality rate has direct correlation with material condition equipment precision production methods process parameters
- 39. Administration andsupport departments can be seen as process plans whose principles tasks are to collect, process and distribute information. Process analysis should be applied to streaming information flow
- 40. TPM isa continuous learning process Two major components : soft skills training : how to work as a team, diversity training and communication skills Technical training : upgrading problem- solving and equipment-related skills
- 41. Assuring safetyand preventing adverse environment impacts are important priority in ant TPM effort
- 42. Increasing motivation:changing people attitudes Increasing competency and people skills Improving the work environment, so that it support the establishment of a program for implementing TPM
- 43. . preparation Announcement toTQM introduction Introductory education campaign for workforce TPM promotion Establish basic TPM policies and goals Preparation and formulation of a master plan Kick-off Invite customers, attitude companies and subcontractors implementation Develop an equipment management program Develop a plan maintenance program Develop a Autonomous maintenance program Increasing skills of production and maintenance personals Develop early equipment management program Stabilization Perfect TPM implementation and raise TPM levels
- 44. State TPMobjectives in a company newsletter Place articles on TPM in a company newspaper
- 45. Seminars formanagers Slide presentation for all employs
- 46. Special committeesat every level to promote TPM Newsletter Articles Videos Posters
- 47. Analyze existingconditions Set goals Predicting results
- 48. A masterplan lays out your goals, what you will do to achieve them and when you will achieve them Detailed plans for each pillar have to be prepared
- 49. The mainkick-off to TPM should take the form of a formal presentation with all the employees attending This opportunity can be used to gain the full support of the employees Invite external customers, affiliation and subcontracting companies
- 50. The principleof designing for maintenance prevention can be new products, and to new existing machines New products: must be designed so that they can be easily produced on new existing machines New machines : must be designed for easier operation, changeover and maintenance Existing machines: Determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process
- 51. Increase equipmentproductivity Reduced equipment downtime Increased plan capacity Lower maintenance and production cost Approaching zero equipment-caused defects Enhance job satisfaction Increase return on investment
- 52. Instructions Step1 Stand in a circle with a group of at least four people. Step2 Use your right hand to grab the right hand of the person directly across from you. Step3 Use your left hand to grab the left hand of the person to the right of the person holding your other hand. Step4 Untangle, as a group, back into one open circle, without letting go of hands or dislocating any joints.
- 53.
- 54. TPM maybe the only thing that stands between success and total failure for some companies. It can be adapted to work not only in industrial plants, but in construction, building maintenance, transportation, and in a variety of other situations.
- 56. A. Total problemmaintenance B. Total process maintenance C. Total productive maintenance D. Time process management
- 57.
- 58. A. Japanese concept B.Chinese concept C. American concept D. Indian concept
- 59.
- 60. A. Microsoft B. SunMicrosystems C. Chunlan Group Corp D. Nippondenso
- 61.
- 62. A. Predictive maintenance B.Periodic maintenance C. Breakdown maintenance D. Preventive maintenance
- 63.
- 64. a) A=(t/p)*100 b) A=(p/t)*100 c)A=((d-p)/d)*100 d) A= (t/d)*100
- 65.
- 66. a) E=((D*N)/T)*100 b) E=(D/T)*100 c)E=((C*N))/T)*100 d) E=(R/T)*100
- 67.
- 68. a. R= (Q/N)*100 b.R=(N-Q)/N *100 c. R= (T/N)*100 d. R=(C/T)*100
- 69.
- 70. a. EE= A/E*R b.EE=E/A*R c. EE=A*E*T d. EE=A*E*R
- 71.