Agenda : 1 History, Expectation & Need identification. 2 Understanding of OEE Concept and Losses.

3 Pillars Description 4 Home Work before implementing TPM. 5 Steps to Implement. 6 Methodology for elimination of Defects.
1 2 Sporadic causes - Why Why analysis Assignable causes - PM analysis.

TPM An Overview

7 Kaizen Power. 8 Benefits and Drawbacks.

TPM An Overview
Backdrop Sales price generating revenues is market driven and because of competitive nature of market, where the quantum of output per annum in industry outnumbers the total consumption. For sustenance The industry has no other choice left than to :
Reduce the cost of raw material Reduce the rejection to zero Optimize the resource utilization

History, Expectation & Need identification

History Roots can be traced back to 1950 along side PM Concept as a system came to existence in 1971 by Mr. Seichi Nakajima who is presently founder and chairman of JIPM. Concept took shape in Toyota motor Company. Outside Japan in 1980 Mr. Nakajima took first delegation to USA. The idea was presented at 4th International maintenance conference at Cincinnati. 1st Conference took place in Pittsburgh, the same yr. South Asia followed and European federation of National maintenance societies EFNMS adopted.

History, Expectation & Need identification

Expectations Top management commitment. Truthfulness of data. Very slow process. Cultural change. Reversal of view point. Strengthening the weakest link. Increase sustenance and Profitability. Understand and Target ZERO.
Zero Breakdown Zero Wastage Zero Defect Zero Accident

History, Expectation & Need identification

Need Identification Maximize Utilization of resources.

Human (Operator is a child) Material (Working Capital) Equipment (Capital deployed)

Increasing Productivity.
In terms of output per operator In terms of output per hour Skill improvement for qualitative yield

Reducing the undesirable output to Zero

In terms of Scrap In terms of Defects In terms of Rework

History, Expectation & Need identification

Need Identification Removing unwanted motion facilitating.

Logistics ( reduce material movement) - Muda Minimize operator fatigue - Muri Minimize operator strain - Mura

Increasing Morale.
By inducing sense of ownership By creating safe working condition By knowledge up gradation

Foresightedness
Future developments Cost reduction activities

Understanding of OEE Concept

OEE = Overall Equipment Efficiency

Identifies the areas of concerns . TPM has a very comprehensive road map to identify the reasons; why the efficiency is low ? JIPM has identified 16 major losses that impede efficiency. 16 major losses are broadly clubbed in 4categories. If the equipment effectiveness is more than 85% it is concluded that the equipment is used efficiently and effectively. OEE = Availability X Performance X Quality rate

Understanding of OEE Concept

Availability rate : (Time factor)

It is the ratio of Operation time / Loading time Loading time = Total available time scheduled down time Operation Time = Loading time down time Schedule down time is the time consciously alloted for Tea break / Lunch etc. Down Time is the time for which Equipment was not available for loading for any reason In Printing area on any machine a conscious decision is taken to run at 1 head during lunch (30mn) & Tea (20mn)Loading time becomes 430min & if B/d is for 1 hr then AR = 370/ 430 = 86.05%

Understanding of OEE Concept

Performance rate : (Speed Factor) It is the of Operating speed X net operating rate Operating rate = Theoretical cycle time / Actual Cycle Time. = 0.67/0.8 = 83.3% (75/90PPM) net operating rate = Processed amount X actual cycle time / Operation time Continuing with the same example; suppose the actual processing is of 25000 discs then net operating rate = 25000 X 0.4 / 60 / 370 = 45.05 % Therefore P.R. = 83.3 X 0.4505 % = 37.53 %

Understanding of OEE Concept

Quality rate : ( Rejection factor) It is the ratio of Good output / Actual Output Continuing with the same example; suppose the good output (after removing the defectives) is 24750 from the actual output of 25000 discs then the Quality rate = 24750 / 25000 = 99 % OEE of example becomes 86.05 X 0.3753 X 0.99 = 31.97 %

Understanding of OEE Concept Prevailing concept

Available Available. Available Good out Capacity in Capability in time in min. put PPM nos. 480 180 86400 24750 480 150 72000 24750 430* 180 77400 24750 430* 150 64500 24750 OEE (%) 28.65 34.38 31.98 38.37 Remarks When judged against installed capacity same as above - Applicable for DVD only When providing for Management loss same as above - Applicable for DVD only

* = Impact of Concious decision that is provided for 50 min. Concept of UP time 370 180 370 150

66600 55500

24750 24750

37.16 Considering a breakdown of 60 min. + (*) 44.59 same as above - Applicable for DVD only

OEE Concept
Equipment Loading Time Down time Operating Time Equipment Failure Set up & Adjustmt Iding & Minor stpg Reduce Speed Defect in Process Reduced yield Performance 6 Big Losses Affecting

Net operating Time

Valuable operating Time Down time

Down time

Understanding of 16 Major Losses

A B C D

Impeding Equipment Efficiency (7) Impeding Machine loading (1) Impeding Human work Efficiency (5) Impeding Effective use of Production (3)

Understanding of 16 Major Losses

A Impeding Equipment Efficiency (7)

1 Failure Loss
Refers to the losses due to sporadic / Chronic failures, are accompanied by time losses (reduction in o/p, volumes). Cases of functional stoppage, replacement of parts or cases requiring more than 5 to 10 minutes for repair. Target Study measures to raise the reliability and maintainability to reduce down time.

2 Setting up / Adjustment losses

Refers to time losses from the end of production of previous items through product change adjustment to the point where the production of new item is completely started. Target reduce the time to clean, clear, change jig, readjust, measure, shorten cycle time, develop jigs and reduce it to 0.

Understanding of 16 Major Losses

A Impeding Equipment Efficiency (7)

3 Cutting Blade Loss
Losses due to regular cutting blade changes and extraordinary replacement necessitated by blade damage and volume losses (defect and rework). Target Time reduction in tip changes, grinding tool change, post work replacement measurement, leading to setting trouble.

4 Startup loss
Losses from startup after long suspension, holidays, repairs, lunch breaks etc. Target Reduce frequency of adjustment, Monday disease.

5 Minor Stoppage / Idling loss

Losses that are accompanied by temporary functional stoppage, allowing recovery through simple measures, losses that do not require any part change or repair and less than 5 min duration

Understanding of 16 Major Losses

A Impeding Equipment Efficiency (7)

Target identify the frequency and analyse the reasons. Apply PM analysis.

6 Speed loss
Primarily because of the low speed (Step down) of equipment. The difference between design speed and actual speed or when the design speed is lower than present technological stds. Target Reduce quality defects arising due to working at designed speed. Designed actual speed should be zero.

7 Defect / Rework Loss

Time loss due to reworking / converting defective product to a good product. Sporadic defects are easily fixed. For chronic problems exhaustive study is required. Target Identify loss and apply PM analysis.

Understanding of 16 Major Losses

B Impeding Machine Efficiency (1)

8 Shutdown losses
Losses when the equipment is stopped for preventive maintenance as well as volume losses that occur due to start up. These are an unavoidable aspects of equipments. They occur based on quality, safety and reliability maintenance requirement of equipment. Jobs involves cleaning, inspection, parts replacement, overhauling and precision checking Target Think other than conventional methods, target the reduction of losses by adequate planning.

Understanding of 16 Major Losses

C Impeding Human work Efficiency (5)

9 Management losses
Work hour losses that occur due to management, such as waiting for instruction, Waiting for material and waiting for repair of defect. Target Identify the concern, Arrange overlaps

10 Motion losses
Motion losses due to violation of motion economy such as losses that occur due to skill differences, and walking losses attributing to inefficient layout. Target Identify the skill gap and reduce and improvise layout

11 Arrangement losses
Waiting time losses involving multi process and multi stand operators and line balance losses in conveyor work. Target Identify the sequence and optimise.

 C Impeding Human work Efficiency (5)

Understanding of 16 Major Losses

12 Losses resulting from lack of automated system

Losses occurring because of non replacement of automated systems viz. automatic loading and unloading leading to man power reduction also distribution losses Target Identify the alternate method and manpower loading

13 Monitoring and adjustment losses

Worker hour losses that result from frequent implementation of monitoring and adjustment to prevent occurrence of quality defect and flow outs. Target Identify and increase the process capability

D Impeding Effective use of Production (3)

14 Yield loss
Volume losses generating from weight difference between raw materials and products or between all raw material input and the product.These losses causes high machining time or

Understanding of 16 Major Losses

D Impeding Effective use of Production (3)

Reduction in service life of cutting blades. Target Identify Usage ratio and monitor reflection in Balance sheet.

15 Energy loss
Wastage of Electricity, fuel, steam, air and water Target Actual consumption should be equal to std. norms

16 Die, Jig and fixture losses

Monetary losses resulting from repair of dies, jigs, tools, over consumption of cutting oil, early end of service life, gases etc. Target Identify and match against std. norms

Kobetsu Kaizen (KK)

Jishu Hozen (JH) Planned Maintenance (PM)

Quality Maintenance (QM)

TPM

Education & Training (E&T)

Development Management (DM)

Office TPM (OT)

Pillars Description

Safety, Health & Env. (SHE)

Pillars Description

KOBETSU KAIZEN (Focused improvements)

KK For realising high production efficiency Eliminating 16 major losses Realise Zero losses in Equipment failure Realise Zero losses in Product defect Realise ultimate production efficiency Target only OEE Identify and remove bottlenecks

Pillars Description

JISHU HOZEN (Autonomus Maintenance)

JH Operator is a Child and his machine a beautiful toy My machine concept Operator to have confidence for a race against time I operate and I fixconcept Follow CLIT Clean, Lubricate, Inspect and Test Create SDWT Self directed work teams Follow standards set by the team Increase the skill level of operator Continuous improvement

Pillars Description

PLANNED MAINTENANCE
PM Establish Preventive maintenance Target Predictive maintenance Satisfy their customers Theoretically MTBF should be zero Analyse all corrective actions taken during running. Think from design improvement angle Reduce operational loads Fool proof the system. Look for weakest link and strengthen the same.

Pillars Description

QUALITY MAINTENANCE
QM To certify Equipment conditions that precludes quality defects and delivers good output only. Conditions are checked and measured in Time series to verify that the measured values are with in stds. Predict the possibility of occurrence of defect rather than controlling defects as a result of inspection Main focus is on 4Ms as source of quality defect. Establishing conditions means setting the range of material, Eq, method or operating conditions that must be maintained to produce a flawless product. Always target the root cause of problem / defect.

Pillars Description

EDUCATION AND TRAINING

E&T Raise the Technical skills of operators and maintenance men Gap analysis for multi-skilling of operators Generate as many one point lessons as possible Simulate a Development Centre Mechanise the system to access the skill level of operators after a set interval of time Develop a Training centre for JH activities. Front line operators and maintenance personnels should acquire the requisit technology and skills to act as its professional custodians. Improve peoples zest for life and pride in their work

Pillars Description

DEVELOPMENT MANAGEMENT
DM Shorten trial period for new product Shorten development, design and manufacturing period for new equipment Anticipate user need and first to launch and skim profits Ensure that the time to launch new product should be minimum to have vertical startup. Life cycle curve should be judiciously monitored Optimise life cycle cost. Work on Maintenance Prevention Investigate weakness of current equipment and improve the designs.

Pillars Description

OFFICE TPM
OT Identify the administrative hidden cost Zero loss of opportunity for production Planning, Development, Administration does not contribute directly as Production does. Their prime role is to process information and response mechanism for changes taking place in social and business environmt. Win Customer confidence. What issues we should address to maximise our own efficiency? Retrieval of documents in stipulated time.

Pillars Description

SAFETY, HEALTH AND ENVIRONMENT

SHE Attain and maintain Zero accident level Morale can straightaway be judged by the no. of Kaizen participation Prevent human errors make system fool proof Faulty eq. A common danger source so Zero defect campaign improves safety 5S concept in place, shop floor should be a parlor. Operators take responsibility of their health. Standards and regulation to be adheared by heart.

Home Work before implementing TPM

Getting started

Write what you speak (develop habit to write correct and precise English) so that an outsider reads and understand.
Distinguish Temp. problem and High / low Temp.

Implement 1 S & 2 S Motivate Sell motive & improve communication Listen more and speak less Understand Problem concept Understand Bath Tub curve

Home Work before implementing TPM

Getting started Understand CLIT Implement Step 0, 1 and 2 of JH before Kick off Liberate workers You have bought their hands win their heart, You have bought their heads win their brain Speak with true Data Identify Projects related to dirt, mishandling and wrong handling. The defects what can be reduced to zero should be made zero Implement Kaizen concept

Home Work before implementing TPM

Getting started

Useful Life Period Category

Reduction of failures through maintenance

Start up Failures
Design / Manufacturin g errors Trial run at acceptable and start up control

Chance Failure
Operational errors

Wear out Failures

Wear out

Cause

Counter measure

Proper operation

Preventive and maintainability improvement

Maintenance Prevention

Steps to Implement Step 1 - Decision to introduce TPM Step 2 - Launch Educational Programme Step 3 Create organisation to promote TPM Step 4 Establish Basic TPM policies & goals Step 5 Formulate a master plan for TPM Dev. Step 6 Hold TPM Kick off Step 7 Improve OEE Step 8 Establish JH for operators Step 9 Setup maintenance programme For maint. Deptt. Step 10 Conduct training to improve mait & operator skill Step 11 Develop early equipment Management progm. Step 12 Implement TPM fully and aim for higher goals

Methodology for elimination of Defects

WHY WHY ANALYSYS (Assignable causes)

Moser Baer India Observed non conformance PRT/WW/000 Physical Phenomenon The case of spare parts replacement Corrective action taken : Sketch / Diagram

The case of Preventive action proposed : non - replace ment of spare parts GUIDELINES The observation : Symptoms / failure / Breakdown Why 1? Why 2? Why 3? Why 4? Why 5? Root Cause is becauser of one of the following items 1 2 3 4 5 JH JH PM PM E&T Poor basic condition Poor operating condition Deterioration Weak Design Poor skills

The Phenomenon ( Reasons / Causes) {To identify the root cause}

Remarks

Signatures :

Engineer

Section Manager

Action Taken by : JH /PM / Training

Kaizen No.

Methodology for elimination of Defects

PM ANALYSYS (Chronic causes)

Establish Conditions
Identify the Chronic problem Identify Physical View Contributing conditions and Primary 4 M conditions.
PHYSICAL PHENOMENON PHENOMENON PHYSICAL VIEW High thickness of ink High quantity of ink deposition CONTRIBUTING CONDITIONS Pressure PRIMARY 4M CONDITION Pressure Level of squeegee Mesh size of screen Stroke lenth of cylinder

Viscosity Screen Spreader More distance between Screen and disc on table

Methodology for elimination of Defects

PM ANALYSYS (Chronic causes)

Establish Conditions Contd

Derive out Secondary 4 M conditions from Primary conditions

CONDITIONS S. No. PRIMARY 4M CONDITION 1 Pressure Level of squeegee SECONDARY 4M CONDITIONS Is pressure checked, conforms the standards Is the calibration validated Contribution of Squeegee' surface Contribution of Squeegee' material Conformance of pressures it can sustain and subjected

Mesh size of screen Stroke lenth of cylinder

Methodology for elimination of Defects

PM ANALYSYS (Chronic causes)

Evaluation Results of Secondary 4M condition

S. No.

Identify Check point and check item Identify Measurement method Record survey findings and measure against standards Evaluate and find OK or NG
Measurement Method Visual Visual Radius guage Comparison Comparison Visual Evaluation Standard Measured (OK / NG) 2.5Kg to 3 Kg 2.7 Kg OK Valid up to 1st July 04 Date overshot / not OK upto Radius 1.5mm allowed reading OK?NG Composition (X,Y,Z) (x,y,z) 100000 strokes 80000 OK Not existing Found under microscope NG Survey findings

PM RESULTS (SURVEY RESULTS OF SECONDARY 4M CONDITIONS) CHECK SITE (Pos. Check Item Mechanism) 1 Squeegee Holder Pressure guage Calibration of guage Surface Squeegee Material Squeegee Life Squeegee Screen Squeegee dust

Methodology for elimination of Defects

PM ANALYSYS (Chronic causes) Conditions

Standard Conditions X1 X1>X

Y1>Y
Squeegee worn out X Y1

Y1>Y is nonconformance

Methodology for elimination of Defects

PM ANALYSYS (Chronic causes)

Restoration Plan
Identify Check Site Remark the action taken or imp information Identify Restoration plan, its status and results
RESTORATION PLAN S. No. Check Site 1 Squeegee 2 Screen Abnormality Surface worn out Squeegee dust Remarks Life not completed Restoration Planned Status Results Replce after a definate Complete OK interval Conduct trials every Inprocess awaited 10K strokes & check under microscope

Kaizens
Only a sheet having photographs of Before / After Sketches can also do if Photos are hard to describe.

KAIZEN - POWER

Theme Should address either of 16 losses Present Status / Problem Depict either Present status or Problem (Before) Analysis Proper Why Why analysis as per sheet to identify the root cause (sheet attached) Idea Should be opposite to root cause Counter measure Implementation of idea, written in past tense (After) Results In graphical form, Should corroborate with theme. Benefits Preferably in monitory terms or morale (Should include the total benefit after horizontal deployment). The benefits should reflect in companys financial statements.

KAIZEN - POWER

Horizontal Deployment Duplication of the same Kaizen at similar applications / machine. The Kaizens should be deployed at the site of application All types of Kaizens should be encouraged. The idea should be original and conceived first time. All activities relating to cost reduction / facilitation / Time reduction are Kaizens. No. of Kaizens offered are the barometer to sense the Morale of employees.

KAIZEN - POWER
Root Cause
Burr Tool Life Short Easy to Loose Less Friction Difficult to Inspect Poka Expensive No Burr Long Life Difficult More Easy Poka Yoke Cheap

kaizen Idea
Cover

Kaizen

Coating Material Change Double nuts Change Design Change location Inside Outside

Sensor Steel Plastic; Import Domestic; Alternate vendor Sueo Yamaguchi, Advisor TPM Club, India

KAIZEN - POWER
Moser Baer India Ltd
KAIZEN IDEA
Activity Loss -SHEETNo./Step KK JH QM PM SHE OTPM DM ET Result Area Plant : Packaging dept. Machine : TAM B/W ,WE-12 Kaizen theme : To eliminate the customer complaints regarding the non Idea : Detect availability of disc in Jewel case. Problem/Present status : The Disc is packed in Jewel case on automatic packing machine having 120ppm packing speed Operator manually transfer the discs from spindle to machine cartiage. The stacked discs move on spindles having blank substrate at top and bottom. The blank substrate is provided to safeguard the discs from any abraison / damage by chance. Sometimes the customer receives a blank substrate instead of disc Analysis : Why customer receives a blank substrare instead of Disc ? Because the machine packs it. Why the machine packs it ? Because it presents itself for packing. Is it possible to stop BS reaching packing point? Not always, there is a possibility that by mistake BS may reach the machine as the operator transfer the disc manually. Can we detect the presence of BS and prevent it from packing? Yes Results : Benefits :
1> Customer complaints of NC of packed cases without disc eliminated 100 %. 2> Machine productivity gets improved. 3> Less Re-work options.

S Date :

the presence of Blank substrate. (Poka Yoke)

Countermeasure A capacitive sensor is provided in line, it senses the metallic layer which is always present in disc. Since Blank Substrare is a plastic mass; the input from sensor is processed in PLC which subsequently remove the Jewel case from line.

1> The 50000 ppm Bench mark cases without disc/blank disc used to get pac

Zero Target Kaizen start Kaizen finish Team members :

50000 PPM

Scope & plan for horizontal diployment

S.no. 0 Before kaizen After Kaizen M/c no.

Target date Responsibility Status

BENEFITS AND DRAWBACKS

Benefits Profits goes up as losses are removed. Actual inefficiencies of organisation are known. Brings assertiveness amongst operator as their knowledge level goes up. Cultural change. Cost competitive. High Morale. People are not removed but redeployed. Responsibility towards society.

BENEFITS AND DRAWBACKS

Drawbacks Long drawn process. Lot of patience is required. Calls for increase in inventory of Spares. Paper work increases. Calls for Absolute Zero. Initial Benefits are easily seen but when approaching Zero, the cost involved goes high making it unviable. Activity fails unless the Top management is non committed and expect from middle management.