TPM MKS

TPM, INFRASTRUCTURE, MODERNISATION
SANALRAJ.M.K
JWM/OFIL
HISTORY
TPM is a Japanese idea that can be traced back to 1951 when preventive
maintenance was introduced into Japan from the USA. Nippondenso, part of
Toyota, was the first company in Japan to introduce plant wide preventive
maintenance in 1960 .
Sigma Levels
Sigma level
DPMO
%Def %yield
1Sigma
691,462
69%
31%
2Sigma
308,538
31%
69%
3Sigma
66,807
6.7% 93.3%
4sigma
6,210 0.62% 99.38%
5Sigma
233
6Sigma
3.4
0.023%
0.00034%
FIVE FUNDAMENTAL TPM

ACTIVITIES AND GOALS
AUTONOMOUS MAINTENANCE
EQUIPMENT IMPROVEMENT
QUALITY MAINTENANCE
MP SYSTEM BUILDING
99.977%
99.99%
EQUIPMENT IMPROVEMENT
OVERALL EQUIPMENT EFFECTIVENESS RATE(OEE)
EDUCATION AND TRAINING
Overall equipment effectiveness quantifies how well a manufacturing unit

performs relative to its designed capacity, during the periods when it is
scheduled to run.
It is a measure of promoting equipment improving activities.
OEE = Availability X Performance Rate X quality

RateX100
Availability
Availability = Available Time / Scheduled Time
Example:
The Work Center experiences 60 minutes of unscheduled downtime.
A given Work Center is scheduled to run for an 8 hour (480 minute) shift.
The normal shift includes a scheduled 30 minute break when the Work Center is
expected to be down.
Scheduled Time = 480 min - 30 min break = 450 Min
Available Time = 450 min Scheduled - 60 min Unscheduled Downtime = 390 Min
Availability = 390 Avail Min / 450 Scheduled Min = 90%
Performance
Performance = (Parts Produced * Ideal Cycle Time) / Available

Time
Example:
A given Work Center is scheduled to run for an 8 hour (480 minute) shift with a 30
minute scheduled break.
Available Time = 450 Min Sched - 60 Min Unsched Downtime = 390 Minutes
The Standard Rate for the part being produced is 40 Units/Hour or 1.5
Minutes/Unit
The Work Center produces 242 Total Units during the shift. Note: The basis is Total
Units, not Good Units. The Performance metric does not penalize for Quality.
Time to Produce Parts = 242 Units * 1.5 Minutes/Unit = 363 Minutes
Performance = 363 Minutes / 390 Minutes = 93.0%

Quality
Example:
A given Work Center produces 230 Good Units during a shift.
242 Units were started in order to produce the 230 Good Units.
Quality = 230 Good Units / 242 Units Started = 95.0%
OEE
OEE = Availability X Performance Rate X
Quality RateX100
OEE=0.9X0.93X0.95X100
=79.5%
TECHNIQUES FOR EQUIPMENT

IMPROVEMENT
(a)P-M Analysis - Thorough analysis of the

phenomena associated with a failure.
Any factor found to be off-specification is restored.
(b) Bottleneck Analysis Generally, Production bottlenecks are caused by
discrepancies between Machine cycle times and Capacities between various
processes. To find the true bottlenecks, MACHINE INTENSITY TIME is
calculated for each process.
Machine intensity time = Ideal machine cycle time / Overall Equipment

effectiveness
It refers to the amount of time required to produce a single non-defective

product.
5S
DEVELOPING AUTONOMOUS
MAINTENANCE
Conduct initial Cleaning.

-Get rid of all dirt & debris and prevent accelerated deterioration
-Identify hidden problems made apparent by cleaning & correct
-Become familiar with equipment and sensitive to its needs
-Grapple with problems in a group sitting and
learn leadership skills
Make maintenance and inspection easier
SMALL GROUP ACTIVITIES
1.ACTIVITIES BULLETIN BOARD
The bulletin board is used to document the progress of such improvement

measures, to help standardize procedures based on those results, and to clarify
any remaining problems.
A well laid-out bulletin board shows at a glance the history as well as the current
status of TPM circle activities
2.FREQUENT MEETINGS
At meetings, circle members exercise and develop their
leadership and team skills.
They collectively review their activities bulletin board and reach a clear consensus
on the things to be done.
They also reflect on the results of previous
activities and how to improve in the future.
Meetings shall be a time to reflect and review, a time to make
improvements, a time to think about the relation between
abnormalities and the six major losses, a time to develop
observation and improvement skills a time to promote
adherence and a time to brainstorm and plan improvements.
3.One Point Lessons
Considered a key element in the development of

Autonomous Maintenance, the OPL is an activity
that gives the opportunity to the maintenance
technicians and operators to share some of their

knowledge on the machine and the process and to learn something new from
each other.
OPL is one of the part of Training and Education in which one lesson is covered
at a time within small period. It is prepared on a sheet and discussed in small
groups within 5-10 minutes
One Point Lessons
Operators and technicians will prepare these

lessons using a piece of paper or cardboard and
may enhance them with pictures and diagrams that will help the quick
understanding of the subject and
make it memorable and unique.
Sometimes a physical part will come handy.
It can be prepared in the following three categories:

Basic Knowledge Sheet:
Sheet: Point that must be known
Trouble Case Sheet:
Sheet: Point that prevents the recurrence of troubles
Improvement Case Sheet:
Sheet: Point for improvement concept or method leading to
positive results.
It can be further described as a tool to communicate

Knowledge about equipment
Cases of problems and
Cases of improvements
OPL objectives are

To raise the knowledge and skill in short period of time
To have knowledge handy to be used any time they are needed
To encourage team work and

To raise the level of commitment in the operator / technician
Sample of OPL sheet
Examples
Match marks painted on bolts and fittings.
Improved procedures for size change.
Procedures for efficient recovery from a machine stoppage.
Instructions for the repair of a breakdown.

Point out the optimum settings for a machine or process
Summary of TPM Implementation
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.
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, 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, sister 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 these 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
TPM Targets
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
!)
Operate in a manner, so that there are no customer complaints.
Reduce the manufacturing cost by 30%.

Achieve 100% success in delivering the goods as required by the customer.
Maintain a accident free environment.
Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.
Infrastructural Development &Modernisation

Infrastructure is defined as the support or foundation facilities required for a
manufacturing unit.
Eg: roads, communication system, building

This part is also included in the TPM under the 6 th pillar namely development
management.
Infrastructural development for store godowns
Replace the old go downs with latest cellular basement type go downs
Rack system of storage with conveyor belts
and fork lifts
Automatic humidity and temperature controls.
Some modernisation concept for store department
Fully automatic display system for the material stored in each go down
Computerised bincards
Networked stock positioning system
Alarm system
Electronic storing racks with warning system in case of unathorised drawl of
material.
Conclusion:
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
"program of the month"
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.

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TPM, INFRASTRUCTURE, MODERNISATION

6,210 0.62% 99.38%

FIVE FUNDAMENTAL TPM

OVERALL EQUIPMENT EFFECTIVENESS RATE(OEE)

EDUCATION AND TRAINING

Overall equipment effectiveness quantifies how well a manufacturing unit

OEE = Availability X Performance Rate X quality

Availability = Available Time / Scheduled Time

The Work Center experiences 60 minutes of unscheduled downtime.

Performance = (Parts Produced * Ideal Cycle Time) / Available

Performance = 363 Minutes / 390 Minutes = 93.0%

TECHNIQUES FOR EQUIPMENT

(a)P-M Analysis - Thorough analysis of the

Machine intensity time = Ideal machine cycle time / Overall Equipment

It refers to the amount of time required to produce a single non-defective

Conduct initial Cleaning.

SMALL GROUP ACTIVITIES

1.ACTIVITIES BULLETIN BOARD

The bulletin board is used to document the progress of such improvement

SMALL GROUP ACTIVITIES

SMALL GROUP ACTIVITIES

3.One Point Lessons

Considered a key element in the development of

technicians and operators to share some of their

One Point Lessons

Operators and technicians will prepare these

Sometimes a physical part will come handy.

It can be prepared in the following three categories:

It can be further described as a tool to communicate

OPL objectives are

To encourage team work and

Instructions for the repair of a breakdown.

STEP 1 - Announcement by Management to all about TPM introduction in the

Proper understanding, commitment and active involvement of the top management

STEP 2 - Initial education and propaganda for TPM:

STEP 3 - Setting up TPM and departmental committees:

STEP 4 - Establishing the TPM working system and target:

STEP B - INTRODUCTION STAGE

STAGE D - INSTITUTIONALISING STAGE

Obtain Minimum 90% OEE ( Overall Equipment Effectiveness )

Operate in a manner, so that there are no customer complaints.

Reduce the manufacturing cost by 30%.

Maintain a accident free environment.

Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.

Infrastructural Development &Modernisation

Eg: roads, communication system, building

Infrastructural development for store godowns

Some modernisation concept for store department

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