Introduction To TPM PDF

• 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.

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

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)

VALUES OF TPM

AIM OF TPM

DEVELOPING SKILL

BEAT THE COMPETITION

TPM IMPLEMENTATION LEVEL – 1,2&3
Level - 1 Level - 2 Level - 3
JK Tyre
VTP,
Mysore 2005
2010 2014 2016

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

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.

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

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

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.

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

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

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

• 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)

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


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


4. ‘3’ Major losses that impede efficient use of
Production subsidiary resources
- Energy losses
- Die, Jig & Tool losses
- Yield losses

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.

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
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

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

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

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

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 ?

If we do not do these activities,
what will happen?
Tooth pain
Bad Smell Going to the
Doctor
Body tired
Body heat

But what about the machine ?
Let us go into the shop …

If you maintain the machine like this what will
happen??
-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

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

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

Following activities to be carried
out keep our machine in good condition.
• Cleaning
• Lubrication
• Inspection
• Tightening
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”
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.

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.

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

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.

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

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

PILLARS # 6 : EDUCATION & TRAINING
- Identify deficiencies w.r.t 4 M’s.

- Prepare knowledge material
Education is Knowledge transfer.
Training is Skill transfer.

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.

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

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

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
PILLARS # 8 : SAFETY HEALTH & ENVIRONMENT
Focused Areas:
- Accident Elimination
- Better Hygiene
- Better Productivity
- Pollution Control
- Resource Conservation

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

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

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

BU # 04 - DUPLEX EXTRUDER
BEFORE AFTER
15.03.06
Water level / contamination were
Transparent water tank provided
not visible
OPERATOR / MAINTENANCE FRIENDLY
TPM AWARD - EXCELLENCE AWARD – MAR’11
Pride Moments
Senior Executives at Award Function, Kyoto, Japan
9th Mar, 2011

TPM AWARD - CONSISTENCY – MAR’16
Received on 23rd May 2016 at Kyoto, Japan

TPM IS A CONTINUOUS JOURNEY
Aiming Consistency Award in year 2014
THANK YOU

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What is the definition of TPM?

What is the definition of TPM?

What are the levels of TPM implementation?

What are the levels of TPM implementation?

• Total Productive Maintenance

• 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

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

JK TYRE & INDUSTRIES LTD , MYSORE 3

1951 Preventive Maintenance introduction in Japan (from USA)

by Japan Institute of Plant Engineers”

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

JK TYRE & INDUSTRIES LTD , MYSORE 4

JK TYRE & INDUSTRIES LTD , MYSORE 5

JK TYRE & INDUSTRIES LTD , MYSORE 6

JK TYRE & INDUSTRIES LTD , MYSORE 7

JK TYRE & INDUSTRIES LTD , MYSORE 8

Level - 1 Level - 2 Level - 3

JK TYRE & INDUSTRIES LTD , MYSORE 9

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

 Increase Overall Equipment Effectiveness (OEE).

 Improve existing planned maintenance systems.

 The operator is the best condition monitor.

 Provide training to upgrade operations and

 Involve everyone and utilize cross-functional teamwork.

JK TYRE & INDUSTRIES LTD , MYSORE 11

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

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

JK TYRE & INDUSTRIES LTD , MYSORE 12

Internal Scenario External Scenario

Customer Complaints Increasing raw material

Low Productivity Increasing customer

Non Adherence to Delivery D Globalization

Unsafe Area & Practice S Tough competition

JK TYRE & INDUSTRIES LTD , MYSORE 13

through total employee involvement and competence enhancement.

We are committed to enhance employee morale and Customer delight

JK TYRE & INDUSTRIES LTD , MYSORE 14

INITIAL FLOW CONTROL

MOTIVATION & INNOVATION

JK TYRE & INDUSTRIES LTD , MYSORE EDUCATION & TRAINING

SAFETY, HEALTH & ENVIRONMENT

Introductory education campaign for the workforce

Preparation TPM Promotion (special committees)

Establish basic TPM policies and goals