AN INTRODUCTION TO TOTAL PRODUCTIVE MAINTENANCE
(TPM)
WHAT IS TOTAL PRODUCTIVE MAINTENANCE (TPM)?
IT CAN BE
CONSIDERED AS THE MEDICAL SCIENCE OF MACHINES. TOTAL PRODUCTIVE
MAINTENANCE (TPM) IS A MAINTENANCE PROGRAM WHICH INVOLVES A NEWLY DEFINED
CONCEPT FOR MAINTAINING PLANTS AND EQUIPMENT. THE GOAL OF THE TPM PROGRAM 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. IT IS NO LONGER REGARDED AS A NON-PROFIT ACTIVITY. DOWN TIME FOR
MAINTENANCE IS SCHEDULED AS A PART OF THE MANUFACTURING DAY AND, IN SOME CASES,
AS AN INTEGRAL PART OF THE MANUFACTURING PROCESS. THE GOAL IS TO HOLD EMERGENCY
AND UNSCHEDULED MAINTENANCE TO A MINIMUM.
WHY TPM?
·
TPM
WAS INTRODUCED TO ACHIEVE THE FOLLOWING OBJECTIVES. THE IMPORTANT ONES ARE
LISTED BELOW.
·
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
SEND TO THE CUSTOMERS MUST BE NON DEFECTIVE.
SIMILARITIES AND DIFFERENCES BETWEEN TQM
AND TPM:
THE TPM
PROGRAM CLOSELY RESEMBLES THE POPULAR TOTAL QUALITY MANAGEMENT (TQM) PROGRAM.
MANY OF THE TOOLS SUCH AS EMPLOYEE EMPOWERMENT, BENCHMARKING, DOCUMENTATION,
ETC. USED IN TQM ARE USED TO IMPLEMENT AND OPTIMIZE TPM.
FOLLOWING
ARE THE SIMILARITIES BETWEEN THE TWO.
·
TOTAL
COMMITMENT TO THE PROGRAM BY UPPER LEVEL MANAGEMENT IS REQUIRED IN BOTH
PROGRAMMES.
·
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 AND IS AN ON-GOING
PROCESS. CHANGES IN EMPLOYEE MIND-SET TOWARD THEIR JOB RESPONSIBILITIES MUST
TAKE PLACE AS WELL.
THE DIFFERENCES BETWEEN
TQM AND TPM ARE SUMMARIZED BELOW.
CATEGORY
|
TQM
|
TPM
|
OBJECT
|
QUALITY
( 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.
|
TYPES OF MAINTENANCE:
· BREAKDOWN
MAINTENANCE: IT MEANS
THAT PEOPLE WAITS 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 (1951): 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.
PERIODIC
MAINTENANCE (TIME BASED MAINTENANCE - TBM): 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.
· CORRECTIVE
MAINTENANCE (1957): 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 (1960): IT
INDICATES THE DESIGN OF 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.
TPM
- HISTORY:
TPM IS A
INNOVATIVE JAPANESE CONCEPT. 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 USA. NIPPONDENSO WAS THE FIRST COMPANY TO
INTRODUCE PLANT WIDE PREVENTIVE MAINTENANCE IN 1960. PREVENTIVE MAINTENANCE IS
THE CONCEPT WHEREIN, OPERATORS PRODUCED GOODS USING MACHINES AND THE
MAINTENANCE GROUP WAS DEDICATED WITH WORK OF MAINTAINING THOSE MACHINES,
HOWEVER WITH THE AUTOMATION OF NIPPONDENSO, MAINTENANCE BECAME A PROBLEM AS
MORE MAINTENANCE PERSONNEL WERE REQUIRED. SO THE MANAGEMENT DECIDED THAT THE
ROUTINE MAINTENANCE OF EQUIPMENT WOULD BE CARRIED OUT BY THE OPERATORS. (THIS IS
AUTONOMOUS MAINTENANCE, ONE OF THE FEATURES OF TPM). MAINTENANCE GROUP TOOK UP
ONLY ESSENTIAL MAINTENANCE WORKS.
THUS
NIPPONDENSO WHICH ALREADY FOLLOWED PREVENTIVE MAINTENANCE ALSO ADDED AUTONOMOUS
MAINTENANCE DONE BY PRODUCTION OPERATORS. THE MAINTENANCE CREW WENT IN THE
EQUIPMENT MODIFICATION FOR IMPROVING RELIABILITY. THE MODIFICATIONS WERE MADE
OR INCORPORATED IN NEW EQUIPMENT. THIS LEAD TO MAINTENANCE PREVENTION.
BY THEN
NIPPON DENSO HAD MADE QUALITY CIRCLES, INVOLVING THE EMPLOYEES PARTICIPATION.
THUS ALL EMPLOYEES TOOK PART IN IMPLEMENTING PRODUCTIVE MAINTENANCE. BASED ON
THESE DEVELOPMENTS NIPPONDENSO WAS AWARDED THE DISTINGUISHED PLANT PRIZE FOR
DEVELOPING AND IMPLEMENTING TPM, BY THE JAPANESE INSTITUTE OF PLANT
ENGINEERS ( JIPE ). THUS NIPPONDENSO OF THE TOYOTA GROUP BECAME THE FIRST
COMPANY TO OBTAIN THE TPM CERTIFICATION.
TPM TARGETS:
·
P
OBTAIN MINIMUM 80% OPE.
OBTAIN MINIMUM 90% OEE (OVERALL EQUIPMENT EFFECTIVENESS)
RUN THE MACHINES EVEN DURING LUNCH. (LUNCH IS FOR OPERATORS AND NOT FOR MACHINES!)
OBTAIN MINIMUM 80% OPE.
OBTAIN MINIMUM 90% OEE (OVERALL EQUIPMENT EFFECTIVENESS)
RUN THE MACHINES EVEN DURING LUNCH. (LUNCH IS FOR OPERATORS AND NOT FOR MACHINES!)
·
Q
OPERATES IN A MANNER, SO THAT THERE ARE NO CUSTOMER COMPLAINTS.
OPERATES IN A MANNER, SO THAT THERE ARE NO CUSTOMER COMPLAINTS.
·
C
REDUCE THE MANUFACTURING COST BY 30%.
REDUCE THE MANUFACTURING COST BY 30%.
·
D
ACHIEVES 100% SUCCESS IN DELIVERING THE GOODS AS REQUIRED BY THE CUSTOMER.
ACHIEVES 100% SUCCESS IN DELIVERING THE GOODS AS REQUIRED BY THE CUSTOMER.
·
S
MAINTAIN AN ACCIDENT FREE ENVIRONMENT.
MAINTAIN AN ACCIDENT FREE ENVIRONMENT.
·
M
INCREASE THE SUGGESTIONS BY 3 TIMES. DEVELOP MULTI-SKILLED AND FLEXIBLE WORKERS.
INCREASE THE SUGGESTIONS BY 3 TIMES. DEVELOP MULTI-SKILLED AND FLEXIBLE WORKERS.
MOTIVES
OF TPM
|
ADOPTION
OF LIFE CYCLE APPROACH FOR IMPROVING THE OVERALL PERFORMANCE OF PRODUCTION
EQUIPMENT.
IMPROVING
PRODUCTIVITY BY HIGHLY MOTIVATED WORKERS WHICH IS ACHIEVED BY JOB ENLARGEMENT.
THE USE
OF VOLUNTARY SMALL GROUP ACTIVITIES FOR IDENTIFYING THE CAUSE OF FAILURE,
POSSIBLE PLANT AND EQUIPMENT MODIFICATIONS.
|
UNIQUENESS
OF TPM
|
THE MAJOR
DIFFERENCE BETWEEN TPM AND OTHER CONCEPTS IS THAT THE OPERATORS ARE ALSO MADE
TO INVOLVE IN THE MAINTENANCE PROCESS. THE CONCEPT OF "I (PRODUCTION
OPERATORS) OPERATE, YOU (MAINTENANCE DEPARTMENT) FIX" IS NOT
FOLLOWED.
|
TPM
OBJECTIVES
|
ACHIEVE
ZERO DEFECTS, ZERO BREAKDOWN AND ZERO ACCIDENTS IN ALL FUNCTIONAL AREAS OF
THE ORGANIZATION.
INVOLVE
PEOPLE IN ALL LEVELS OF ORGANIZATION.
FORM
DIFFERENT TEAMS TO REDUCE DEFECTS AND SELF MAINTENANCE.
|
DIRECT
BENEFITS OF TPM
|
INCREASE
PRODUCTIVITY AND OPE (OVERALL PLANT EFFICIENCY) BY 1.5 OR 2 TIMES.
RECTIFY
CUSTOMER COMPLAINTS.
REDUCETHE
MANUFACTURING COST BY 30%.
SATISFY
THE CUSTOMERS NEEDS BY 100 % (DELIVERING THE RIGHT QUANTITY AT THE RIGHT
TIME, IN THE REQUIRED QUALITY)
REDUCE
ACCIDENTS.
FOLLOW
POLLUTION CONTROL MEASURES.
|
INDIRECT
BENEFITS OF TPM
|
HIGHER
CONFIDENCE LEVEL AMONG THE EMPLOYEES.
KEEP THE
WORK PLACE CLEAN, NEAT AND ATTRACTIVE.
FAVORABLECHANGE
IN THE ATTITUDE OF THE OPERATORS.
ACHIEVE
GOALS BY WORKING AS TEAM.
HORIZONTALDEPLOYMENT
OF A NEW CONCEPT IN ALL AREAS OF THE ORGANIZATION.
SHARE
KNOWLEDGE AND EXPERIENCE.
THE
WORKERS GET A FEELING OF OWNING THE MACHINE.
|
OEE
(OVERALL EQUIPMENT EFFICIENCY):
·
OEE =
A X PE X Q
·
A -
AVAILABILITY OF THE MACHINE. AVAILABILITY IS PROPORTION OF TIME MACHINE IS
ACTUALLY AVAILABLE OUT OF TIME IT SHOULD BE AVAILABLE.
·
A= (MTBF-MTTR)/MTBF.
MTBF - MEAN TIME
BETWEEN FAILURES = (TOTAL RUNNING TIME) / NUMBER OF FAILURES.
MTTR - MEAN TIME TO REPAIR.
MTTR - MEAN TIME TO REPAIR.
·
PE -PERFORMANCE
EFFICIENCY. IT IS GIVEN BY RE X SE.
RATE EFFICIENCY (RE): ACTUAL AVERAGE CYCLE TIME IS SLOWER THAN DESIGN CYCLE TIME BECAUSE OF JAMS, ETC. OUTPUT IS REDUCED BECAUSE OF JAMS
SPEED EFFICIENCY (SE) : ACTUAL CYCLE TIME IS SLOWER THAN DESIGN CYCLE TIME MACHINE OUTPUT IS REDUCED BECAUSE IT IS RUNNING AT REDUCED SPEED.
RATE EFFICIENCY (RE): ACTUAL AVERAGE CYCLE TIME IS SLOWER THAN DESIGN CYCLE TIME BECAUSE OF JAMS, ETC. OUTPUT IS REDUCED BECAUSE OF JAMS
SPEED EFFICIENCY (SE) : ACTUAL CYCLE TIME IS SLOWER THAN DESIGN CYCLE TIME MACHINE OUTPUT IS REDUCED BECAUSE IT IS RUNNING AT REDUCED SPEED.
·
Q -
REFERS TO QUALITY RATE. WHICH IS PERCENTAGE OF GOOD PARTS OUT OF TOTAL
PRODUCED SOMETIMES CALLED "YIELD".
STEP
A - PREPARATORY STAGE:
· 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 PROGRAMMES,
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.
·
STEP 3
- SETTING UP TPM AND DEPARTMENTAL COMMITTEES: TPM INCLUDES IMPROVEMENT,
AUTONOMOUS MAINTENANCE, AND 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.
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.
STAGE C - IMPLEMENTATION
IN
THIS STAGE EIGHT ACTIVITIES ARE CARRIED WHICH ARE CALLED EIGHT PILLARS IN THE
DEVELOPMENT OF TPM ACTIVITY. OF THESE FOUR ACTIVITIES ARE FOR ESTABLISHING THE
SYSTEM FOR PRODUCTION EFFICIENCY, ONE FOR INITIAL CONTROL SYSTEM OF NEW
PRODUCTS AND EQUIPMENT, ONE FOR IMPROVING THE EFFICIENCY OF ADMINISTRATION AND
ARE FOR CONTROL OF SAFETY, SANITATION AS WORKING ENVIRONMENT.
STAGE D - INSTITUTIONALISING STAGE: BY ALL THERE ACTIVITIES ONE WOULD HAS
REACHED MATURITY STAGE. NOW IS THE TIME FOR APPLYING FOR PM AWARD. ALSO THINK
OF CHALLENGING LEVEL TO WHICH YOU CAN TAKE THIS MOVEMENT.
ORGANIZATION STRUCTURE FOR TPM
IMPLEMENTATION:
PILLARS OF TPM
PILLAR 1 - 5S:
TPM STARTS
WITH 5S. PROBLEMS CANNOT BE CLEARLY SEEN WHEN THE WORK PLACE IS UNORGANIZED.
CLEANING AND ORGANIZING THE WORKPLACE HELPS THE TEAM TO UNCOVER PROBLEMS.
MAKING PROBLEMS VISIBLE IS THE FIRST STEP OF IMPROVEMENT.
JAPANESE
TERM
|
ENGLISH
TRANSLATION
|
EQUIVALENT
'S' TERM
|
SEIRI
|
ORGANISATION
|
SORT
|
SEITON
|
TIDINESS
|
SYSTEMATISE
|
SEISO
|
CLEANING
|
SWEEP
|
SEIKETSU
|
STANDARDISATION
|
STANDARDISE
|
SHITSUKE
|
DISCIPLINE
|
SELF -
DISCIPLINE
|
SEIRI
- SORT OUT: THIS MEANS
SORTING AND ORGANIZING THE ITEMS AS CRITICAL, IMPORTANT, FREQUENTLY USED ITEMS,
USELESS, OR ITEMS THAT ARE NOT NEED AS OF NOW. UNWANTED ITEMS CAN BE SALVAGED.
CRITICAL ITEMS SHOULD BE KEPT FOR USE NEARBY AND ITEMS THAT ARE NOT BE USED IN
NEAR FUTURE, SHOULD BE STORED IN SOME PLACE. FOR THIS STEP, THE WORTH OF
THE ITEM SHOULD BE DECIDED BASED ON UTILITY AND NOT COST. AS A RESULT OF THIS
STEP, THE SEARCH TIME IS REDUCED.
PRIORITY
|
FREQUENCY
OF USE
|
HOW TO
USE
|
LOW
|
LESS THAN
ONCE PER YEAR, ONCE PER YEAR<
|
THROW
AWAY, STORE AWAY FROM THE WORKPLACE
|
AVERAGE
|
AT LEAST
2/6 MONTHS, ONCE PER MONTH, ONCE PER WEEK
|
STORE
TOGETHER BUT OFFLINE
|
HIGH
|
ONCE PER
DAY
|
LOCATE AT
THE WORKPLACE
|
SEITON
- ORGANISE: THE
CONCEPT HERE IS THAT "EACH ITEMS HAS A PLACE, AND ONLY ONE PLACE".
THE ITEMS SHOULD BE PLACED BACK AFTER USAGE AT THE SAME PLACE. TO IDENTIFY
ITEMS EASILY, NAME PLATES AND COLORED TAGS HAS TO BE USED. VERTICAL RACKS CAN
BE USED FOR THIS PURPOSE, AND HEAVY ITEMS OCCUPY THE BOTTOM POSITION IN THE
RACKS.
SEISO
- SHINE THE WORKPLACE:
THIS
INVOLVES CLEANING THE WORK PLACE FREE OF BURRS, GREASE, OIL, WASTE, SCRAP ETC.
NO LOOSELY HANGING WIRES OR OIL LEAKAGE FROM MACHINES.
SEIKETSU
- STANDARDIZATION: EMPLOYEES
HAVE TO DISCUSS TOGETHER AND DECIDE ON STANDARDS FOR KEEPING THE WORK PLACE /
MACHINES / PATHWAYS NEAT AND CLEAN. THESE STANDARDS ARE IMPLEMENTED FOR WHOLE
ORGANIZATION AND ARE TESTED / INSPECTED RANDOMLY.
SHITSUKE
- SELF DISCIPLINE: CONSIDERING
5S AS A WAY OF LIFE AND BRING ABOUT SELF-DISCIPLINE AMONG THE EMPLOYEES OF THE
ORGANIZATION. THIS INCLUDES WEARING BADGES, FOLLOWING WORK PROCEDURES,
PUNCTUALITY, DEDICATION TO THE ORGANIZATION ETC.
PILLAR 2 - JISHU HOZEN (AUTONOMOUS
MAINTENANCE):
THIS PILLAR
IS GEARED TOWARDS DEVELOPING OPERATORS TO BE ABLE TO TAKE CARE OF SMALL
MAINTENANCE TASKS, THUS FREEING UP THE SKILLED MAINTENANCE PEOPLE TO SPEND TIME
ON MORE VALUE ADDED ACTIVITY AND TECHNICAL REPAIRS. THE OPERATORS ARE
RESPONSIBLE FOR UPKEEP OF THEIR EQUIPMENT TO PREVENT IT FROM DETERIORATING.
POLICY:
·
UNINTERRUPTED
OPERATION OF EQUIPMENTS.
·
FLEXIBLE
OPERATORS TO OPERATE AND MAINTAIN OTHER EQUIPMENTS.
·
ELIMINATING
THE DEFECTS AT SOURCE THROUGH ACTIVE EMPLOYEE PARTICIPATION.
·
STEPWISE
IMPLEMENTATION OF JH ACTIVITIES.
·
JISHU
HOZEN TARGETS:
·
PREVENT
THE OCCURRENCE OF 1A / 1B BECAUSE OF JH.
·
REDUCE
OIL CONSUMPTION BY 50%
·
REDUCE
PROCESS TIME BY 50%
·
INCREASE
USE OF JH BY 50%
·
STEPS
IN JISHU HOZEN:
·
PREPARATION
OF EMPLOYEES.
·
INITIAL
CLEANUP OF MACHINES.
·
TAKE
COUNTER MEASURES
·
FIX
TENTATIVE JH STANDARDS
·
GENERAL
INSPECTION
·
AUTONOMOUS
INSPECTION
·
STANDARDIZATION
AND
·
AUTONOMOUS
MANAGEMENT.
·
EACH
OF THE ABOVE MENTIONED STEPS IS DISCUSSED IN DETAIL BELOW.
TRAIN THE
EMPLOYEES: EDUCATE THE EMPLOYEES ABOUT TPM, ITS ADVANTAGES, JH ADVANTAGES
AND STEPS IN JH. EDUCATE THE EMPLOYEES ABOUT ABNORMALITIES IN EQUIPMENTS.
INITIAL
CLEANUP OF MACHINES:
SUPERVISOR
AND TECHNICIAN SHOULD DISCUSS AND SET A DATE FOR IMPLEMENTING
STEP1
·
ARRANGE
ALL ITEMS NEEDED FOR CLEANING
·
ON THE
ARRANGED DATE, EMPLOYEES SHOULD CLEAN THE EQUIPMENT COMPLETELY WITH THE HELP OF
MAINTENANCE DEPARTMENT.
·
DUST,
STAINS, OILS AND GREASE HAS TO BE REMOVED.
FOLLOWING
ARE THE THINGS THAT HAS TO BE TAKEN CARE WHILE CLEANING.
·
THEY
ARE OIL LEAKAGE, LOOSE WIRES, UNFASTENED NITS AND BOLTS AND WORN OUT PARTS.
·
AFTER
CLEAN UP PROBLEMS ARE CATEGORIZED AND SUITABLY TAGGED. WHITE TAGS IS PLACE
WHERE PROBLEMS CAN BE SOLVED BY OPERATORS. PINK TAG IS PLACED WHERE THE AID OF
MAINTENANCE DEPARTMENT IS NEEDED.
·
CONTENTS
OF TAG ARE TRANSFERRED TO A REGISTER.
·
MAKE
NOTE OF AREA WHICH WERE INACCESSIBLE.
·
FINALLY
CLOSE THE OPEN PARTS OF THE MACHINE AND RUN THE MACHINE.
COUNTER
MEASURES:
INACCESSIBLE
REGIONS HAD TO BE REACHED EASILY. E.G. IF THERE ARE MANY SCREW TO OPEN A FLY
WHEEL DOOR, HINGE DOOR CAN BE USED. INSTEAD OF OPENING A DOOR FOR INSPECTING
THE MACHINE, ACRYLIC SHEETS CAN BE USED.
TO PREVENT WORK
OUT OF MACHINE PARTS NECESSARY ACTION MUST BE TAKEN.
·
MACHINE
PARTS SHOULD BE MODIFIED TO PREVENT ACCUMULATION OF DIRT AND DUST.
TENTATIVE
STANDARD:
·
JH
SCHEDULE HAS TO BE MADE AND FOLLOWED STRICTLY.
·
SCHEDULE
SHOULD BE MADE REGARDING CLEANING, INSPECTION AND LUBRICATION AND IT ALSO
SHOULD INCLUDE DETAILS LIKE WHEN, WHAT AND HOW.
GENERAL
INSPECTION:
·
THE
EMPLOYEES ARE TRAINED IN DISCIPLINES LIKE PNEUMATICS, ELECTRICAL, HYDRAULICS,
LUBRICANT AND COOLANT, DRIVES, BOLTS, NUTS AND SAFETY.
·
THIS
IS NECESSARY TO IMPROVE THE TECHNICAL SKILLS OF EMPLOYEES AND TO USE INSPECTION
MANUALS CORRECTLY.
·
AFTER
ACQUIRING THIS NEW KNOWLEDGE THE EMPLOYEES SHOULD SHARE THIS WITH OTHERS.
·
BY
ACQUIRING THIS NEW TECHNICAL KNOWLEDGE, THE OPERATORS ARE NOW WELL AWARE OF
MACHINE PARTS.
AUTONOMOUS
INSPECTION:
·
NEW
METHODS OF CLEANING AND LUBRICATING ARE USED.
·
EACH
EMPLOYEE PREPARES HIS OWN AUTONOMOUS CHART / SCHEDULE IN CONSULTATION WITH
SUPERVISOR.
·
PARTS
WHICH HAVE NEVER GIVEN ANY PROBLEM OR PART WHICH DON'T NEED ANY INSPECTION ARE
REMOVED FROM LIST PERMANENTLY BASED ON EXPERIENCE.
·
INCLUDING
GOOD QUALITY MACHINE PARTS. THIS AVOID DEFECTS DUE TO POOR JH.
·
INSPECTION
THAT IS MADE IN PREVENTIVE MAINTENANCE IS INCLUDED IN JH.
·
THE
FREQUENCY OF CLEANUP AND INSPECTION IS REDUCED BASED ON EXPERIENCE.
STANDARDIZATION:
·
UP TO
THE PREVIOUS STEM ONLY THE MACHINERY / EQUIPMENT WAS THE CONCENTRATION. HOWEVER
IN THIS STEP THE SURROUNDINGS OF MACHINERY ARE ORGANIZED. NECESSARY ITEMS
SHOULD BE ORGANIZED, SUCH THAT THERE IS NO SEARCHING AND SEARCHING TIME IS
REDUCED.
·
WORK
ENVIRONMENT IS MODIFIED SUCH THAT THERE IS NO DIFFICULTY IN GETTING ANY ITEM.
·
EVERYBODY
SHOULD FOLLOW THE WORK INSTRUCTIONS STRICTLY.
·
NECESSARY
SPARES FOR EQUIPMENTS IS PLANNED AND PROCURED.
AUTONOMOUS
MANAGEMENT:
·
OEE
AND OPE AND OTHER TPM TARGETS MUST BE ACHIEVED BY CONTINUOUS IMPROVE THROUGH
KAIZEN.
·
PDCA
(PLAN, DO, CHECK AND ACT) CYCLE MUST BE IMPLEMENTED FOR KAIZEN.
PILLAR 3 - KAIZEN:
"KAI"
MEANS CHANGE, AND "ZEN" MEANS GOOD (FOR THE BETTER). BASICALLY KAIZEN
IS FOR SMALL IMPROVEMENTS, BUT CARRIED OUT ON A CONTINUAL BASIS AND INVOLVE ALL
PEOPLE IN THE ORGANIZATION. KAIZEN IS OPPOSITE TO BIG SPECTACULAR INNOVATIONS.
KAIZEN REQUIRES NO OR LITTLE INVESTMENT. THE PRINCIPLE BEHIND IS THAT "A
VERY LARGE NUMBER OF SMALL IMPROVEMENTS ARE MOVE EFFECTIVE IN AN ORGANIZATIONAL
ENVIRONMENT THAN A FEW IMPROVEMENTS OF LARGE VALUE. THIS PILLAR IS AIMED AT
REDUCING LOSSES IN THE WORKPLACE THAT AFFECT OUR EFFICIENCIES. BY USING A
DETAILED AND THOROUGH PROCEDURE WE ELIMINATE LOSSES IN A SYSTEMATIC METHOD USING
VARIOUS KAIZEN TOOLS. THESE ACTIVITIES ARE NOT LIMITED TO PRODUCTION AREAS AND
CAN BE IMPLEMENTED IN ADMINISTRATIVE AREAS AS WELL.
KAIZEN
POLICY:
·
PRACTICE
CONCEPTS OF ZERO LOSSES IN EVERY SPHERE OF ACTIVITY.
·
RELENTLESS
PURSUIT TO ACHIEVE COST REDUCTION TARGETS IN ALL RESOURCES
·
RELENTLESS
PURSUIT TO IMPROVE OVER ALL PLANT EQUIPMENT EFFECTIVENESS.
·
EXTENSIVE
USE OF PM ANALYSIS AS A TOOL FOR ELIMINATING LOSSES.
·
FOCUS
OF EASY HANDLING OF OPERATORS.
KAIZEN
TARGET:
·
ACHIEVE
AND SUSTAIN ZERO LOSES WITH RESPECT TO MINOR STOPS, MEASUREMENT AND
ADJUSTMENTS, DEFECTS AND UNAVOIDABLE DOWNTIMES. IT ALSO AIMS TO ACHIEVE 30%
MANUFACTURING COST REDUCTION.
·
TOOLS
USED IN KAIZEN:
·
PM
ANALYSIS
·
WHY -
WHY ANALYSIS
·
SUMMARY
OF LOSSES
·
KAIZEN
REGISTER
·
KAIZEN
SUMMARY SHEET.
THE
OBJECTIVE OF TPM IS MAXIMIZATION OF EQUIPMENT EFFECTIVENESS. TPM AIMS AT
MAXIMIZATION OF MACHINE UTILIZATION AND NOT MERELY MACHINE AVAILABILITY
MAXIMIZATION. AS ONE OF THE PILLARS OF TPM ACTIVITIES, KAIZEN PURSUES EFFICIENT
EQUIPMENT, OPERATOR AND MATERIAL AND ENERGY UTILIZATION THAT IS EXTREMES OF
PRODUCTIVITY AND AIMS AT ACHIEVING SUBSTANTIAL EFFECTS. KAIZEN ACTIVITIES TRY
TO THOROUGHLY ELIMINATE 16 MAJOR LOSSES.
16
MAJOR LOSSES IN AN ORGANIZATION:
LOSS
|
CATEGORY
|
FAILURE
LOSSES - BREAKDOWN LOSS
SETUP /
ADJUSTMENT LOSSES
CUTTING
BLADE LOSS
START UP
LOSS
MINOR
STOPPAGE / IDLING LOSS.
SPEED
LOSS - OPERATING AT LOW SPEEDS.
DEFECT /
REWORK LOSS
SCHEDULED
DOWNTIME LOSS
|
LOSSES
THAT IMPEDE EQUIPMENT EFFICIENCY
|
MANAGEMENT
LOSS
OPERATING
MOTION LOSS
LINE
ORGANIZATION LOSS
LOGISTIC
LOSS
MEASUREMENT
AND ADJUSTMENT LOSS
|
LOSES
THAT IMPEDE HUMAN WORK EFFICIENCY
|
ENERGY
LOSS
DIE, JIG
AND TOOL BREAKAGE LOSS
YIELD
LOSS.
|
LOSES
THAT IMPEDE EFFECTIVE USE OF PRODUCTION RESOURCES
|
CLASSIFICATION
OF LOSSES:
ASPECT
|
SPORADIC
LOSS
|
CHRONIC
LOSS
|
CAUSATION
|
CAUSES
FOR THIS FAILURE CAN BE EASILY TRACED. CAUSE-EFFECT RELATIONSHIP IS SIMPLE TO
TRACE.
|
THIS LOSS
CANNOT BE EASILY IDENTIFIED AND SOLVED. EVEN IF VARIOUS COUNTER MEASURES ARE
APPLIED
|
REMEDY
|
EASY TO
ESTABLISH A REMEDIAL MEASURE
|
THIS TYPE
OF LOSSES IS CAUSED BECAUSE OF HIDDEN DEFECTS IN MACHINE, EQUIPMENT AND
METHODS.
|
IMPACT /
LOSS
|
A SINGLE
LOSS CAN BE COSTLY
|
A SINGLE
CAUSE IS RARE - A COMBINATION OF CAUSES TRENDS TO BE A RULE
|
FREQUENCY
OF OCCURRENCE
|
THE
FREQUENCY OF OCCURRENCE IS LOW AND OCCASIONAL.
|
THE
FREQUENCY OF LOSS IS MORE.
|
CORRECTIVE
ACTION
|
USUALLY
THE LINE PERSONNEL IN THE PRODUCTION CAN ATTEND TO THIS PROBLEM.
|
SPECIALISTS
IN PROCESS ENGINEERING, QUALITY ASSURANCE AND MAINTENANCE PEOPLE ARE
REQUIRED.
|
PILLAR 4 - PLANNED MAINTENANCE:
IT IS AIMED
TO HAVE TROUBLE FREE MACHINES AND EQUIPMENTS PRODUCING DEFECT FREE PRODUCTS FOR
TOTAL CUSTOMER SATISFACTION. THIS BREAKS MAINTENANCE DOWN INTO 4
"FAMILIES" OR GROUPS WHICH WERE DEFINED EARLIER.
·
PREVENTIVE
MAINTENANCE
·
BREAKDOWN
MAINTENANCE
·
CORRECTIVE
MAINTENANCE
·
MAINTENANCE
PREVENTION
WITH
PLANNED MAINTENANCE WE EVOLVE OUR EFFORTS FROM A REACTIVE TO A PROACTIVE METHOD
AND USE TRAINED MAINTENANCE STAFF TO HELP TRAIN THE OPERATORS TO BETTER
MAINTAIN THEIR EQUIPMENT.
POLICY:
·
ACHIEVE
AND SUSTAIN AVAILABILITY OF MACHINES
·
OPTIMUM
MAINTENANCE COST.
·
REDUCES
SPARES INVENTORY.
·
IMPROVE
RELIABILITY AND MAINTAINABILITY OF MACHINES.
TARGET:
·
ZERO
EQUIPMENT FAILURE AND BREAK DOWN.
·
IMPROVE
RELIABILITY AND MAINTAINABILITY BY 50 %
·
REDUCE
MAINTENANCE COST BY 20 %
·
ENSURE
AVAILABILITY OF SPARES ALL THE TIME.
SIX
STEPS IN PLANNED MAINTENANCE:
·
EQUIPMENT
EVALUATION AND RECODING PRESENT STATUS.
·
RESTORE
DETERIORATION AND IMPROVE WEAKNESS.
·
BUILDING
UP INFORMATION MANAGEMENT SYSTEM.
·
PREPARE
TIME BASED INFORMATION SYSTEM, SELECT EQUIPMENT, PARTS AND MEMBERS AND MAP OUT
PLAN.
·
PREPARE
PREDICTIVE MAINTENANCE SYSTEM BY INTRODUCING EQUIPMENT DIAGNOSTIC TECHNIQUES
AND
·
EVALUATION
OF PLANNED MAINTENANCE.
PILLAR 5 - QUALITY MAINTENANCE:
IT IS AIMED
TOWARDS CUSTOMER DELIGHT THROUGH HIGHEST QUALITY THROUGH DEFECT FREE
MANUFACTURING. FOCUS IS ON ELIMINATING NON-CONFORMANCES IN A SYSTEMATIC MANNER,
MUCH LIKE FOCUSED IMPROVEMENT. WE GAIN UNDERSTANDING OF WHAT PARTS OF THE
EQUIPMENT AFFECT PRODUCT QUALITY AND BEGIN TO ELIMINATE CURRENT QUALITY
CONCERNS, THEN MOVE TO POTENTIAL QUALITY CONCERNS. TRANSITION IS FROM REACTIVE
TO PROACTIVE (QUALITY CONTROL TO QUALITY ASSURANCE).
QM
ACTIVITIES IS TO SET EQUIPMENT CONDITIONS THAT PRECLUDE QUALITY DEFECTS, BASED
ON THE BASIC CONCEPT OF MAINTAINING PERFECT EQUIPMENT TO MAINTAIN PERFECT
QUALITY OF PRODUCTS. THE CONDITION ARE CHECKED AND MEASURE IN TIME SERIES TO
VERY THAT MEASURE VALUES ARE WITHIN STANDARD VALUES TO PREVENT DEFECTS. THE
TRANSITION OF MEASURED VALUES IS WATCHED TO PREDICT POSSIBILITIES OF DEFECTS
OCCURRING AND TO TAKE COUNTER MEASURES BEFORE HAND.
POLICY:
·
DEFECT
FREE CONDITIONS AND CONTROL OF EQUIPMENTS.
·
QM
ACTIVITIES TO SUPPORT QUALITY ASSURANCE.
·
FOCUS
OF PREVENTION OF DEFECTS AT SOURCE
·
FOCUS
ON POKA-YOKE. (FOOL PROOF SYSTEM)
·
IN-LINE
DETECTION AND SEGREGATION OF DEFECTS.
·
EFFECTIVE
IMPLEMENTATION OF OPERATOR QUALITY ASSURANCE.
TARGET:
·
ACHIEVE
AND SUSTAIN CUSTOMER COMPLAINTS AT ZERO
·
REDUCE
IN-PROCESS DEFECTS BY 50 %
·
REDUCE
COST OF QUALITY BY 50 %.
DATA
REQUIREMENTS:
·
QUALITY
DEFECTS ARE CLASSIFIED AS CUSTOMER END DEFECTS AND IN
HOUSE DEFECTS. FOR CUSTOMER-END DATA, WE HAVE TO GET DATA ON
·
CUSTOMER
END LINE REJECTION
·
FIELD
COMPLAINTS.
·
IN-HOUSE,
DATA INCLUDE DATA RELATED TO PRODUCTS AND DATA RELATED TO PROCESS
DATA
RELATED TO PRODUCT:
·
PRODUCT
WISE DEFECTS
·
SEVERITY
OF THE DEFECT AND ITS CONTRIBUTION - MAJOR/MINOR
·
LOCATION
OF THE DEFECT WITH REFERENCE TO THE LAYOUT
·
MAGNITUDE
AND FREQUENCY OF ITS OCCURRENCE AT EACH STAGE OF MEASUREMENT
·
OCCURRENCE
TREND IN BEGINNING AND THE END OF EACH PRODUCTION/PROCESS/CHANGES. (LIKE
PATTERN CHANGE, LADLE/FURNACE LINING ETC.)
·
OCCURRENCE
TREND WITH RESPECT TO RESTORATION OF BREAKDOWN/MODIFICATIONS/PERIODICAL
REPLACEMENT OF QUALITY COMPONENTS.
DATA
RELATED TO PROCESSES:
·
THE
OPERATING CONDITION FOR INDIVIDUAL SUB-PROCESS RELATED TO MEN, METHOD, MATERIAL
AND MACHINE.
·
THE
STANDARD SETTINGS/CONDITIONS OF THE SUB-PROCESS
·
THE
ACTUAL RECORD OF THE SETTINGS/CONDITIONS DURING THE DEFECT OCCURRENCE.
PILLAR 6 - TRAINING:
IT IS AIMED
TO HAVE MULTI-SKILLED REVITALIZED EMPLOYEES WHOSE MORALE IS HIGH AND WHO HAS
EAGER TO COME TO WORK AND PERFORM ALL REQUIRED FUNCTIONS EFFECTIVELY AND
INDEPENDENTLY. EDUCATION IS GIVEN TO OPERATORS TO UPGRADE THEIR SKILL. IT IS
NOT SUFFICIENT KNOW ONLY "KNOW-HOW" BY THEY SHOULD ALSO LEARN
"KNOW-WHY". BY EXPERIENCE THEY GAIN, "KNOW-HOW" TO OVERCOME
A PROBLEM WHAT TO BE DONE. THIS THEY DO WITHOUT KNOWING THE ROOT CAUSE OF THE
PROBLEM AND WHY THEY ARE DOING SO. HENCE IT BECOME NECESSARY TO TRAIN THEM ON
KNOWING "KNOW-WHY". THE EMPLOYEES SHOULD BE TRAINED TO ACHIEVE THE
FOUR PHASES OF SKILL. THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS. THE
DIFFERENT PHASE OF SKILLS IS
PHASE 1: DO NOT KNOW.
PHASE 2: KNOW THE THEORY BUT CANNOT DO.
PHASE 3: CAN DO BUT CANNOT TEACH
PHASE 4: CAN DO AND ALSO TEACH.
PHASE 2: KNOW THE THEORY BUT CANNOT DO.
PHASE 3: CAN DO BUT CANNOT TEACH
PHASE 4: CAN DO AND ALSO TEACH.
POLICY:
·
FOCUS
ON IMPROVEMENT OF KNOWLEDGE, SKILLS AND TECHNIQUES.
·
CREATING
A TRAINING ENVIRONMENT FOR SELF LEARNING BASED ON FELT NEEDS.
·
TRAINING
CURRICULUM / TOOLS /ASSESSMENT ETC CONDUCTIVE TO EMPLOYEE REVITALIZATION
·
TRAINING
TO REMOVE EMPLOYEE FATIGUE AND MAKE WORK ENJOYABLE.
TARGET:
·
ACHIEVE
AND SUSTAIN DOWNTIME DUE TO WANT MEN AT ZERO ON CRITICAL MACHINES.
·
ACHIEVE
AND SUSTAIN ZERO LOSSES DUE TO LACK OF KNOWLEDGE / SKILLS/ TECHNIQUES
·
AIM
FOR 100 % PARTICIPATION IN SUGGESTION SCHEME.
·
STEPS
IN EDUCATING AND TRAINING ACTIVITIES:
·
SETTING
POLICIES AND PRIORITIES AND CHECKING PRESENT STATUS OF EDUCATION AND TRAINING.
·
ESTABLISH
OF TRAINING SYSTEM FOR OPERATION AND MAINTENANCE SKILL UP GRADATION.
·
TRAINING
THE EMPLOYEES FOR UPGRADING THE OPERATION AND MAINTENANCE SKILLS.
·
PREPARATION
OF TRAINING CALENDAR.
·
KICK-OFF
OF THE SYSTEM FOR TRAINING.
·
EVALUATION
OF ACTIVITIES AND STUDY OF FUTURE APPROACH.
PILLAR 7 - OFFICE TPM :
OFFICE TPM
SHOULD BE STARTED AFTER ACTIVATING FOUR OTHER PILLARS OF TPM (JH, KK, QM, AND
PM). OFFICE TPM MUST BE FOLLOWED TO IMPROVE PRODUCTIVITY, EFFICIENCY IN THE
ADMINISTRATIVE FUNCTIONS AND IDENTIFY AND ELIMINATE LOSSES. THIS INCLUDES
ANALYZING PROCESSES AND PROCEDURES TOWARDS INCREASED OFFICE AUTOMATION. OFFICE
TPM
ADDRESSES TWELVE MAJOR LOSSES. THEY ARE
·
PROCESSING
LOSS
·
COST
LOSS INCLUDING IN AREAS SUCH AS PROCUREMENT, ACCOUNTS, MARKETING, SALES LEADING
TO HIGH INVENTORIES
·
COMMUNICATION
LOSS
·
IDLE
LOSS
·
SET-UP
LOSS
·
ACCURACY
LOSS
·
OFFICE
EQUIPMENT BREAKDOWN
·
COMMUNICATION
CHANNEL BREAKDOWN, TELEPHONE AND FAX LINES
·
TIME
SPENT ON RETRIEVAL OF INFORMATION
·
NON
AVAILABILITY OF CORRECT ON LINE STOCK STATUS
·
CUSTOMER
COMPLAINTS DUE TO LOGISTICS
·
EXPENSES
ON EMERGENCY DISPATCHES/PURCHASES
HOW TO START OFFICE TPM?
A SENIOR
PERSON FROM ONE OF THE SUPPORT FUNCTIONS E.G. HEAD OF FINANCE, MIS, PURCHASE
ETC SHOULD BE HEADING THE SUB-COMMITTEE. MEMBERS REPRESENTING ALL SUPPORT
FUNCTIONS AND PEOPLE FROM PRODUCTION & QUALITY SHOULD BE INCLUDED IN SUB
COMMITTEE. TPM CO-ORDINATE PLANS AND GUIDES THE SUB COMMITTEE.
·
PROVIDING
AWARENESS ABOUT OFFICE TPM TO ALL SUPPORT DEPARTMENTS
·
HELPING
THEM TO IDENTIFY P, Q, C, D, S, M IN EACH FUNCTION IN RELATION TO PLANT
PERFORMANCE
·
IDENTIFY
THE SCOPE FOR IMPROVEMENT IN EACH FUNCTION
·
COLLECT
RELEVANT DATA
·
HELP
THEM TO SOLVE PROBLEMS IN THEIR CIRCLES
·
MAKE
UP AN ACTIVITY BOARD WHERE PROGRESS IS MONITORED ON BOTH SIDES - RESULTS AND
ACTIONS ALONG WITH KAIZENS.
·
FAN
OUT TO COVER ALL EMPLOYEES AND CIRCLES IN ALL FUNCTIONS.
KOBETSU
KAIZEN TOPICS FOR OFFICE TPM:
·
INVENTORY
REDUCTION
·
LEAD
TIME REDUCTION OF CRITICAL PROCESSES
·
MOTION
& SPACE LOSSES
·
RETRIEVAL
TIME REDUCTION.
·
EQUALIZING
THE WORK LOAD
·
IMPROVING
THE OFFICE EFFICIENCY BY ELIMINATING THE TIME LOSS ON RETRIEVAL OF INFORMATION,
BY ACHIEVING ZERO BREAKDOWN OF OFFICE EQUIPMENT LIKE TELEPHONE AND FAX LINES.
OFFICE
TPM AND ITS BENEFITS:
·
INVOLVEMENT
OF ALL PEOPLE IN SUPPORT FUNCTIONS FOR FOCUSING ON BETTER PLANT PERFORMANCE
·
BETTER
UTILIZED WORK AREA
·
REDUCE
REPETITIVE WORK
·
REDUCED
INVENTORY LEVELS IN ALL PARTS OF THE SUPPLY CHAIN
·
REDUCED
ADMINISTRATIVE COSTS
·
REDUCED
INVENTORY CARRYING COST
·
REDUCTION
IN NUMBER OF FILES
·
REDUCTION
OF OVERHEAD COSTS (TO INCLUDE COST OF NON-PRODUCTION/NON CAPITAL EQUIPMENT)
·
PRODUCTIVITY
OF PEOPLE IN SUPPORT FUNCTIONS
·
REDUCTION
IN BREAKDOWN OF OFFICE EQUIPMENT
·
REDUCTION
OF CUSTOMER COMPLAINTS DUE TO LOGISTICS
·
REDUCTION
IN EXPENSES DUE TO EMERGENCY DISPATCHES/PURCHASES
·
REDUCED
MANPOWER
·
CLEAN
AND PLEASANT WORK ENVIRONMENT.
P
Q C D S M IN OFFICE TPM:
·
P -
PRODUCTION OUTPUT LOST DUE TO WANT OF MATERIAL, MANPOWER PRODUCTIVITY, AND
PRODUCTION OUTPUT LOST DUE TO WANT OF TOOLS.
·
Q -
MISTAKES IN PREPARATION OF CHEQUES, BILLS, INVOICES, PAYROLL, CUSTOMER
RETURNS/WARRANTY ATTRIBUTABLE TO BOPS, REJECTION/REWORK IN BOP'S/JOB WORK,
OFFICE AREA REWORK.
·
C -
BUYING COST/UNIT PRODUCED, COST OF LOGISTICS - INBOUND/OUTBOUND, COST OF
CARRYING INVENTORY, COST OF COMMUNICATION, DEMURRAGE COSTS.
·
D -
LOGISTICS LOSSES (DELAY IN LOADING/UNLOADING)
·
DELAY
IN DELIVERY DUE TO ANY OF THE SUPPORT FUNCTIONS
·
DELAY
IN PAYMENTS TO SUPPLIERS
·
DELAY
IN INFORMATION
·
S -
SAFETY IN MATERIAL HANDLING/STORES/LOGISTICS, SAFETY OF SOFT AND HARD DATA.
·
M -
NUMBER OF KAIZENS IN OFFICE AREAS.
HOW
OFFICE TPM SUPPORTS PLANT TPM:
OFFICE TPM
SUPPORTS THE PLANT, INITIALLY IN DOING JISHU HOZEN OF THE MACHINES (AFTER
GETTING TRAINING OF JISHU HOZEN), AS IN JISHU HOZEN AT THE INITIAL STAGES
MACHINES ARE MORE AND MANPOWER IS LESS, SO THE HELP OF COMMERCIAL DEPARTMENTS
CAN BE TAKEN, FOR THIS OFFICE TPM CAN ELIMINATE THE LODES ON LINE FOR NO
MATERIAL AND LOGISTICS.
EXTENSION
OF OFFICE TPM TO SUPPLIERS AND DISTRIBUTORS:
THIS IS
ESSENTIAL, BUT ONLY AFTER WE HAVE DONE AS MUCH AS POSSIBLE INTERNALLY. WITH
SUPPLIERS IT WILL LEAD TO ON-TIME DELIVERY, IMPROVED 'IN-COMING' QUALITY AND
COST REDUCTION. WITH DISTRIBUTORS IT WILL LEAD TO ACCURATE DEMAND GENERATION,
IMPROVED SECONDARY DISTRIBUTION AND REDUCTION IN DAMAGES DURING STORAGE AND
HANDLING. IN ANY CASE WE WILL HAVE TO TEACH THEM BASED ON OUR EXPERIENCE AND
PRACTICE AND HIGHLIGHT GAPS IN THE SYSTEM WHICH AFFECT BOTH SIDES. IN CASE OF
SOME OF THE LARGER COMPANIES, THEY HAVE STARTED TO SUPPORT CLUSTERS OF
SUPPLIERS.
PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT:
·
TARGET:
·
ZERO
ACCIDENT,
·
ZERO
HEALTH DAMAGE
·
ZERO
FIRES.
IN THIS
AREA FOCUS IS ON TO CREATE A SAFE WORKPLACE AND A SURROUNDING AREA THAT IS NOT
DAMAGED BY OUR PROCESS OR PROCEDURES. THIS PILLAR WILL PLAY AN ACTIVE ROLE IN
EACH OF THE OTHER PILLARS ON A REGULAR BASIS.
A COMMITTEE
IS CONSTITUTED FOR THIS PILLAR WHICH COMPRISES REPRESENTATIVE OF OFFICERS AS
WELL AS WORKERS. THE COMMITTEE IS HEADED BY SENIOR VICE PRESIDENT (TECHNICAL).
UTMOST IMPORTANCE TO SAFETY IS GIVEN IN THE PLANT. MANAGER (SAFETY) IS LOOKING
AFTER FUNCTIONS RELATED TO SAFETY. TO CREATE AWARENESS AMONG EMPLOYEES VARIOUS
COMPETITIONS LIKE SAFETY SLOGANS, QUIZ, DRAMA, POSTERS, ETC. RELATED TO SAFETY
CAN BE ORGANIZED AT REGULAR INTERVALS.
TODAY, WITH COMPETITION IN INDUSTRY AT AN ALL TIME HIGH, 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 ADAPTED TO WORK NOT ONLY IN INDUSTRIAL PLANTS, BUT IN CONSTRUCTION, BUILDING MAINTENANCE, TRANSPORTATION, AND IN A VARIETY OF OTHER SITUATIONS. EMPLOYEES MUST BE EDUCATED AND CONVINCED THAT TPM IS NOT JUST ANOTHER "PROGRAM OF THE MONTH" AND THAT MANAGEMENT IS TOTALLY COMMITTED TO THE PROGRAM AND THE EXTENDED TIME FRAME NECESSARY FOR FULL IMPLEMENTATION. IF EVERYONE INVOLVED IN A TPM PROGRAM DOES HIS OR HER PART, AN UNUSUALLY HIGH RATE OF RETURN COMPARED TO RESOURCES INVESTED MAY BE EXPECTED.
COPYRIGHT
1996-2005, THE PLANT MAINTENANCE RESOURCE CENTER. ALL RIGHTS RESERVED
Great stuff, It's indeed a very useful and informative topic about maintenance skills training. Thanks for sharing, it really helps me a lot. Keep it up!
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