tpm presentation chakri
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8/2/2019 TPM Presentation Chakri
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TPMA Manufacturing Initiative
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What is TPM?
• TPM is an abbreviation of Total Productive Maintenance
• TPM calls for people to take ownership of the area theywork in – Collecting performance data
– Analyzing problems – Taking corrective & Preventive countermeasures
– Finally setting up an asset care & process control system
• TPM Emphasizes the importance of people in the plant for bringing about improvements
• TPM promotes a manufacturing team
• TPM involves everyone
TPM will reduce costs and increase productivity & delivery capabilities by
Involving everyone in a systematic process
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What is TPM?
• TPM – Aims at building up a corporate culture that
thoroughly pursues production system
efficiency improvement (OEE) – Constructs a system to prevent every kind of
loss (to achieve zero accidents, zero failuresetc.,)
– Covers all department including production,development, marketing and administration
– Requires all and full involvement from topmanagement to frontline employees
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At Process Plants TPM helps improve
Productivity, Quality, Cost, Delivery, Safety,
Environment and Morale possible.• Overall Plant Effectiveness improved• Productivity improved• Throughput improvement• No. of breakdowns reduced• Shutdown time reduced
• Number of Defects reduced• Number of Customer Complaints
reduced
• Yield & Recoveries improvement• Maintenance Cost reduced• Specific Energy consumption reduced
P
Q
C
• Batch Time reduced• Change-over Time reduced• Order completion improved
• Number of Accidents / Risk level
reduced
• Number of spills and leaks reduced• Dust controlled• Ambient Temperature reduced• Noise reduced
• Number of Suggestions increased
S
D
M
E
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Production and Maintenance are
equal partners in Operations.
PRODUCTION
DRIVEN
MAINTENANCE
DRIVEN
OPERATIONSLED
AS EQUAL
PARTNERS
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Make it Easy to Do Things Right
Make it Easy to Do Things Right
…… and Difficult to Do Things Wrong
…… and Difficult to Do Things Wrong
TPM simplifies routine daily
management by making everything
visual and easy to do right.
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7/8th of the Plant Costs are hidden
Easy to
Measure Low impact
on profit
Difficult to
Measure
High impact
on profit
Labour
Materials
Outside contractors
Overheads
Material Handling Discharge & spillage
Packing loss Energy Loss Fluctuating yield & purityLeakages Corrosion Scattering
Power failure breakdown material loss
Evaporation loss Delay in operation & maintenance Sampling loss
Management loss-wrong decision, communication
Not taking responsibility
Reduced Reactor life Reduced plant life
Image Loss of Goodwill Safe Systems
Corrosion & MOC issues Farmer claims Productivity
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Daily Prevention
Routine Service
Clean
Tighten
Adjust
Inspect
Lubricate
By Operators
MeasureDeterioration
Monitor
Predict
By Operators &
Maintainers
Inject beforebreakdown
Timely PreventiveMaintenance
By Maintainers
Healthy equipment like a healthy body… to
create a factory with a future.
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Problems are not single or
several-independent, but complex and
several-interrelated.
Team approach will lead to long lasting
solutions rather than “Quick Fixes”.
1 PROCESS SUPERVISOR
3
7
5
MAINTAINER
6
4
8 9
OPERATOR
TPM Team of Supervisor/Maintainer/ Operator
2 MAINT. SUPERVISOR
123
4
5
67
8
9
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CANDO improves the evidence on the shop-
floor , that is an essential foundation for a
world class performance.
1. Arrangement
2. N eat & Tidy
3. C leanliness
4. Order
5. Discipline
CANDO is a systematic development process for creating a clean, safe
and efficient workplace, where it is easy to do right.
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Implementing TPM
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1. Collect
Equipment History
and Performance
information
2. Define KPIs
3. Define & Assess
Losses and set
Improvement
Priorities
4. Understand
Equipment &; Carry
out a Criticality
Assessment
5. Carry out a
Condition
Appraisal (& Initial
Clean Up)
6. Plan the
Refurbishment,Spares and Manpower
7. Develop future
Asset care &
Inspection lists
8. Develop SPLs/SOPs
9.5 Why / Fishbone /
P-M Analysis
Solutions
Low Cost/ No Cost
Technical
Support
Feedback
Problem Prevention CycleCondition CycleMeasurement Cycle
9 – Step Process
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Measurement Cycle
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Equipment History & KPIs
• What we want to improve? What are the performance
measures, by which we know that improvement has occurred?
• What has been the performance against these measures in the
last three months?
• What is the improvement goal for the next three months?
• What is the benefit to company if the goal is achieved
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Date:
SNo. Key Performance Indicator Record Unit Benefit of unit improvement
AREA :
Exercise-Measurement cycle
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Condition Cycle
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Abnormality detection with following
guide lines
• Critical element which is not in its ideal condition. What is the
actual condition?
• Major source of contamination
• Hard to clean area
• Unsafe condition
• Hard to access area
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Exercise: Abnormality detection Area / Equipment / Zone : Date:
SNo Abnormality Why Abnormal Cause of abnormality Countermeasure Resp. Date of Completion
Effect if not attended to be taken Plan Actual
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Criticality assessment is a wonderful tool for
gaining agreement and ownership on
priorities.• Build teamwork
• Promotes understanding of the equipment
• Provides a checklist for condition appraisal
• Highlights areas of focus for Asset Care• Highlights safety critical items
• Highlights weaknesses regarding
– Safety
– Operability
– Reliability
– Maintainability
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Criticality assessment involves understanding the
process and equipment
• Sketch the equipment and auxiliaries and make sure how it functions
• Understand the operating / processing principles involved through a Process Flow
Diagram
• Identify assemblies, systems and components up to replacement level
• Assess each against the headings of maintainability, reliability etc and total and
agree on priorities
Equipment
Sub-assembly / System
Component
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EQUIPMENT/ COMPONENT DESCRIPTION
Exercise-Criticality assessment
Condition appraisal is the systematic
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Condition appraisal is the systematic
inspection for abnormalities and
deterioration.
• Specify the ideal conditions for all critical items
• Conduct a thorough initial cleaning with special attention to
critical items
• Thoroughly inspect against the standards. For machine tools
this could mean static / dynamic accuracy checks
• Establish the relationship between problems and accelerated
deterioration as distinct from natural deterioration
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COMPONENTS/PARTS / EQUIPMENT /
PROCESS PARAMETER
Ideal / Standard
Condition /
Value
Actual Condition /
Value Action required
Condition Appraisal
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Refurbishment - Repair and Replacement
• Prioritise actions based on the criticality
assessment
• Allocate dates, time scales, labour, material,
responsibilities
• Define the review mechanism
• Categorise tasks based on type of stoppage
required
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SNO TASK DESCRIPTION RESPONSIBILITY DATE STATUS
Refurbishment Plan
Responsibilit
y Allocated
Work
Planned
Work
Completed
Confirmed as
Effective
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REORDERLEVEL
MININVENTORY
AREA PURCHASING
SERVICE
LEVEL
NO. PER
EVENT
STOCK
HOLDINGCOST
SNO. PART SPECIFICATION PREFERRED
LOCATION
STOCKING POLICY
Spare Parts Policy
LOCATION CODES SERVICE LEVELS
M At Machine S Strategic
L Local StoresR Run to Failure Item
C Central Stores P Planned Replacement C Consumable
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Asset Care Plan& Servicing
Part Activity Frequency Resp Visual Indicators
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Key Points of the Condition Cycle
• Understanding is the key to ownership andlong term solutions
• Restore before improving
• Make it easy to maintain normal / stableconditions
• Make it easy to spot problems early
• Deal with problems when they are small• Don’t live with inefficiencies and
abnormalities. Strive for Zero Losses
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Problem Prevention Cycle
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Single Point Lesson is the primary
standardisation tool.
• Its content can be understood in a couple of minutes
and it can be delivered in about 15 minutes or less
•SPLs are highly visual & self explanatory
• They are essential aid for communication for Operators,
Maintainers, Supervisors, Engineers and Managers
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Progress through the stages of adult
learning using Single Pont Lessons
Have been shown the procedure and explained
Have demonstrated back / understood
Practicing regularly
Confirmed = Can train others = Expert
SPL NO : 1 VER:1 DATE : 9.12.2002SINGLE POINT LESSON
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SINGLE POINT LESSON
What : Gear Box Oil Level Checking Why : Prevents gear box drain out and other maintenance
activitiesHow :
2. Remove Gear box Dip rod
3. Clean the dip rod cleanly with cloth4. Replace the dip rod and check the level.
5. If the level is at ‘H’ replace the dip rod
6. If the level is at ‘L’ or between ‘L’ and ‘H’
7. Pour Oil , until the level reaches ‘H’
8. Replace Dip rod
1. Switch off the equipmentSketch
H
L
GEAR BOX
DIPROD
Tools Required : Spanner 10/11
Visual Aids : DIP ROD “H” and “L” Levels
Confirmation Standard
10 DEC, 2002 12 DEC, 2002 13 DEC, 2002 14 DEC, 2002
The 5 Why technique is used to get to root
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The 5-Why technique is used to get to root
causes and then take preventive action
WHY DID THE EQUIPMENT FAIL?Because a weld broke on the drive spindle
WHY?
Because the spindle was out of alignment
WHY?
Because the Alignment had been adjusted to overcome a build up of ink
WHY?Because the ink viscosity had become thicker than the original setting
could cope with
WHY?
Because the Operator did not know how to measure and control inkviscosity
COUNTER MEASURE: Training for Operators on Controlling Ink Viscosity
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Ref no
Short term action taken
Status Agreed Planned Implemented Effective
DatePHENOMENON ANALYSIS FORM
Describe the phenomenon clearly:
Why
Why-1
Why-2
Why-3
Why-4
Why-5
Is there any thing else to be checked?
Proposed preventive countermeasures
Change in work method
Training required
Routine activity
Predictive check
Preventive maintenanc
Modification
Others
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• Visual Control communicates required importantinformation to people who need it
• It grabs one or more of our senses in order to:
• Alert us to an abnormality
• Help us recover quickly
• Promote adherence and prevention
• Enable successful self management
• Visual Control reduces errors and waste by making
problems visible.
• It identifies the gap between the standard and actual
performance and tells us how to respond.
Transparent Workplace through
Visual Controls
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Visual Controls in daily life
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Visual Control in an Office
FILES NOT IN ORDER
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Shadow boards
SPZ 1600
A visual factory makes it is easy to do
right and difficult to do wrong...
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Benefits of TPM
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1% improvement in OEE can provide the same
benefit as a 5% reduction in Maintenance cost.
Benefit of attacking Losses : 25% points
improvement in OEE or 40% improvement
in OEE
Cost of Losses
O E E
65%
80%
1 yr 2 yr 3 yr
Cost increase by 10%
Cost decrease by 20%
Initial “Bow-wave effect : Cost of training, restoration, and lost time
D i r e c t C o s t o f M a i n t e n a n c e
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Thank You
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