Optimizing Operational Efficiency in the Automotive

Industry through Total Productive Maintenance

A PROJECT REPORT SUBMITTED FOR THE COURSE
OF MAJOR PROJECT

BY

ARIJIT SAHU (2019UGME018)

UNDER THE SUPERVISION OF

DR. MALAY NIRAJ

DEPARTMENT OF MECHANICAL ENGINEERING

NATIONAL INSTITUTE OF TECHNOLOGY JAMSHEDPUR

1
 NATIONAL INSTITUTE OF TECHNOLOGY JAMSHEDPUR

CERTIFICATE
It is certified that the work contained in this project report entitled
“OPTIMIZING OPERATIONAL EFFICIENCY IN THE AUTOMOTIVE
INDUSTRY THROUGH TOTAL PRODUCTIVE MAINTENANCE” by
ARIJIT SAHU (2019UGME018) is submitted for partial fulfilment of the
requirements for the award of the degree of Bachelor of Technology in
Mechanical Engineering National Institute of Technology Jamshedpur has been
carried out under the supervision of Dr. Malay Niraj and this work has not been
submitted elsewhere for a degree.

ARIJIT SAHU
(2019UGME018)
This is to certify that the above statement made by the candidate is true and
correct to the best of my knowledge.

DR. MALAY NIRAJ

(SUPERVISOR)

PROF. SANJAY
Head
Department of Mechanical Engineering,
NIT Jamshedpur

2
 ACKNOWLEDGEMENT

I would like to express my deep sense of gratitude to Dr.MALAY NIRAJ, my mentor for his
consistent encouragement, guidance, and support to carry out and complete this project and
for giving me an opportunity to work on this project. His involvement with originality has
triggered and nourished our intellectual maturity that will help us in the long run. Without his
guidance and endless effort, it would not have been possible. Secondly, I would also like to
thank Department of Mechanical Engineering, NIT Jamshedpur for giving their valuable
consent to be part of this project. At last, I would like to extend my sincere thanks to
everyone who in some way or the other has provided me with valuable guidance, suggestion
and help for this project.

ARIJIT SAHU
(2019UGME018)

3
ABSTRACT
With the rapid growing manufacturing industry and rising demands, the automotive industry
needs a better management solution for better production rate and increasing profits. One of
the best tools which make this task easy for the companies is TPM.
The project is aimed at providing a solution to a company ABC ltd for better performances of
their machines and for better production rate through TPM implementation. The data given
by ABC ltd is first analysed and OEE is calculated for each machine. After calculation, the
problems were analysed which were becoming root cause for the inefficiencies of the
machines.
After finding all the problems, various kaizen methods were used and suggested to the
company which will reduce the lag times and heavy loads. Now the final OEE is calculated
for the result. Now after the result the graphs are plotted which shows the increase in
efficiencies of the machines namely A01, A02, A03, A04, A05.

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CONTENTS
S no Content Pg no.
Cover page 1
Certificate 2
Acknowledgement 3
Abstract 4
Contents 5
Abbreviations 6
1 Introduction 7-8
2 Literature review 9
3 TPM at a glance 10-11
4 Overall equipment efficiency 12-13
5 Loss reduction 13
5.1 Kaizen technique 13-14
6 Objective 15
7 Problem formulation 15
8 Methodology 16
8.1 Initial OEE calculations 16-19
8.2 Methods and solutions suggested for loss 20-21
reduction including Kaizen method
implementation.
8.3 Final OEE calculation 22-25
9 Result discussion and conclusion 26
10 References 27

5
ABBREVIATIONS
Abbreviation Description
CBM Condition based maintenance

OEE Overall Equipment Efficiency

TPM Total Productive Maintenance

Nos Numbers

Min Minutes

MTTR Mean time to repair

MTTR Mean time to failure

AI Artificial Intelligence

6
1 INTRODUCTION
A major objective of Industry 4.0 is to bring Total Productive Maintenance which improves
the performance of equipment, its reliability along with reduced downtime, which is
considered a key aspect in a quality management system. [1]
Equipment failure is not a spontaneous single event—it is a continuous process. In the current
scenario, the industrial production setup gets heavily impacted both technologically and
economically in case of sudden breakdown. Therefore, effective and objectively defined steps
to update and upgrade the maintenance management system are necessary.
To ensure smooth and efficient working of equipment, an optimal maintenance management
is required. It also plays a key role in improving operational efficiency and therefore,
availability time. This can be implemented by minimising the breakdown and loss of
production time due to failure. The need of operational readiness of critical equipment for
emergency purpose can be also fulfilled with CBM.

Eliminating defects at early stage improves equipment performance and optimizes

maintenance. Therefore, these parameters improve as maintenance strategy changes from
Reactive Maintenance to Predictive Maintenance

Figure 1 (Types of maintenance strategy)

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In today's business scenario, large losses/waste occurs in the production area. This waste
includes workers, maintenance workers, procedures, equipment problems, and lack of
materials etc. Other forms of waste include non-automatic machinery; idle workers,
malfunctioning machinery, scrap, etc. are examples of waste. Quality-related waste is of very
significance because it is important to the company in terms of time, material, hard-earned
money and also the company’s reputation. There are also other invisible wastes like running
machines below rated speed, starting loss, breakdown of machines and bottlenecks in the
process. Zero-focused concepts such as zero tolerance for waste, defects, malfunctions and
zero accidents are becoming a necessary condition in the manufacturing and assembly
industry. In this situation, the revolutionary concept of Total Productive Maintenance (TPM)
has been adopted in many industries in the world to solve the above problem.[2]
The goal of any TPM program is to improve productivity and quality along with increased
employee morale and job satisfaction. Previously, preventive maintenance was considered a
non-value-added process, but now it is essential requirement for a longer service life of
machines in industry. TPM is an innovative approach to maintenance that optimizes
equipment efficiency, eliminates breakdowns and supports autonomous operator maintenance
during daily operation activities involving the entire workforce.

Figure 2

8
2 LITERATURE REVIEW

S Title Author Description

No
1 Total Productive Ranteshwar Singh, This paper helped me to understand the
Maintenance (TPM) Ashish M Gohil, basic concepts of TPM as well as Kaizen
Implementation in a Dhaval B Shah, techniques present in the market. I have
Machine Shop: A Case Sanjay Desai also learned about seven pillars of TPM
Study from this paper.
2 Optimizing OEE, Pardeep Gupta and This paper gives a brief discussion about
productivity and Sachit Vardhan how to calculate OEE of various
production cost for machines in an automotive industry.
improving sales volume Also, I read about various TPM methods
in an automobile from this paper.
industry through TPM:
a case study
3 A TPM strategy M. D. O. dos Reisa , This paper gave a brief idea about loss
implementation in an R. Godinab , C. reduction through TPM implementation.
automotive production Pimentel, F. J. G. Also, I have read about various methods
line through loss Silvad, J. C. O. which are helping the current industries
reduction. Matias to overcome the challenges of loss in
production.
4 Improvement in Rohan Thorata , This paper gave a brief idea about various
productivity through Mahesha G Ta OEE parameters which are necessary for
TPM Implementation OEE calculation.
5 Total Productive Jagtar Singh Ȧ , This paper gives a brief idea about TPM
Maintenance Review: Vikas Rastogi Ḃ and methods, TPM pillars, OEE calculation
A Case Study in Richa Sharma and OEE optimisation in automobile
Automobile industry.
Manufacturing
Industry.

9
3 TOTAL PRODUCTIVE MAINTENANCE AT A
GLANCE
Total Productive Maintenance (TPM) is a management approach that focuses on enhancing
the productivity and efficiency of production equipment through the involvement of all levels
of employees in the maintenance process. Developed in Japan during 1970s, TPM aims to
create a culture of continuous improvement by empowering employees and holding them
accountable for the performance of the equipment they use.
The main objectives of TPM are:

 Maximise equipment effectiveness and reduced equipment downtime -

With the implementation of TPM, the equipments become more efficient as their
downtime gets reduced and they get more time for the particular work they are meant
to do.
 Improves product quality and reduces defect - as the equipments become more
efficient, it also enhances the quality of the product and hence it satisfies the
customers.
 Reduce maintenance cost and increase product lifespan – with machines being
more in perfect conditions, it reduces the maintenance cost to the company.
 Foster employee involvement and teamwork.[3]

TPM involves several key principles and practices, including autonomous maintenance,
planned maintenance, quality maintenance, training and education, continuous improvement,
and early equipment management. Autonomous maintenance involves empowering operators
to conduct routine maintenance tasks, such as cleaning, lubrication, and inspection, to prevent
breakdowns and extend equipment life. Planned maintenance involves scheduling
maintenance activities, such as equipment inspections and repairs, to minimize unplanned
downtime. Quality maintenance involves ensuring that equipment is capable of producing
high-quality products by identifying and eliminating sources of defects. Training and
education involves providing employees with the necessary knowledge and skills to
participate in the TPM process. Continuous improvement involves identifying opportunities
for improvement and implementing changes to enhance equipment effectiveness and reduce
maintenance costs. Early equipment management involves designing equipment that is easy
to maintain and repair, reliable, and durable.

The implementation of TPM involves defining the scope and goals of the TPM program,
forming a TPM implementation team, conducting a baseline assessment of equipment
performance, developing a TPM implementation plan, implementing the TPM program,
monitoring and measuring equipment performance, and continuously improving the TPM
program.

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The benefits of TPM include improved equipment effectiveness and efficiency, reduced
equipment downtime and maintenance costs, improved product quality and reduced defects,
increased employee involvement and ownership, and improved safety and environmental
performance.
In conclusion, TPM is powerful management approaches that can help organizations optimize
the productivity and efficiency of their production equipment. By involving all employees in
the maintenance process and holding them responsible for the performance of the equipment
they use, TPM can create a culture of continuous improvement and help organizations
achieve their goals.[4]

There are various TPM methods employed in the automotive industry, which include:

1. Autonomous Maintenance: This method involves empowering equipment operators

to take responsibility for routine maintenance tasks like cleaning, inspecting, and
lubricating equipment to prevent breakdowns and improve reliability.
2. Planned Maintenance: This method involves scheduling maintenance tasks at
regular intervals to prevent breakdowns and reduce downtime. Examples include
equipment inspections, cleaning, lubrication, and calibration.

3. Quality Maintenance: This method focuses on identifying and eliminating the root
causes of equipment failures to prevent defects and improve product quality. This
method involves analyzing defect data, identifying root causes, and implementing
corrective actions.
4. Early Equipment Management: This method involves identifying and addressing
equipment design and performance issues before they become problems. Tasks may
include equipment design reviews, equipment testing, and performance monitoring.
5. Training and Education: This method involves providing operators and maintenance
personnel with the knowledge and skills they need to effectively maintain equipment.
Training may include topics such as equipment operation, maintenance, and
troubleshooting.
TPM methods are critical to the success of the automotive industry as they help to improve
equipment reliability, reduce downtime, and improve product quality. By implementing TPM
methods, automotive manufacturers can increase productivity, reduce costs, and deliver high-
quality vehicles to customers.

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4 OVERALL EQUIPMENT EFFICIENCY (OEE)
Overall Equipment Effectiveness (OEE) is a key performance indicator utilized in the
manufacturing industry to measure the productivity of equipment or a production line. Its
main goal is to identify areas that need improvement and to optimize manufacturing
processes. OEE is computed by combining three important metrics - Availability,
Performance, and Quality - which provide an overall score of the efficiency of a piece of
equipment or production line.

The three components of OEE are:

1. Availability: This metric measures the percentage of time that equipment or

production line is available for production. It takes into account any planned or
unplanned downtime, including maintenance and repair.
2. Performance: These metric measures the speed of the equipment or production line
compared to its maximum capacity. It takes into account factors such as speed, cycle
time, and the number of units produced.
3. Quality: This metric measures the percentage of units produced that meet quality
standards. It takes into account factors such as defects, rework, and scrap.

To calculate OEE, the formula is: Availability x Performance x Quality. The resulting score
is a percentage that indicates the overall efficiency of the equipment or production line. A
score of 100% implies that the equipment or production line is operating at full capacity with
no downtime, no speed losses, and no quality defects.[5]
The uses of OEE in the industry include:

1. Identifying areas of improvement: OEE helps identify areas for improvement in the
manufacturing process. By analyzing the three components of OEE, manufacturers
can determine which factors are causing inefficiencies and implement changes to
improve performance.
2. Monitoring equipment performance: OEE is a useful tool for monitoring the
performance of equipment over time. It allows manufacturers to track changes in
efficiency and identify trends that can help optimize manufacturing processes.
3. Evaluating equipment investments: OEE can be used to evaluate the effectiveness of
investments in new equipment or production lines. By comparing the OEE of new
equipment to existing equipment, manufacturers can determine the return on
investment and justify capital expenditures.
4. Benchmarking: OEE can be used as a benchmarking tool to compare the performance
of different equipment or production lines within a facility or between facilities. This
allows manufacturers to identify best practices and areas for improvement.

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Once we have calculated the Availability, Performance, and Quality, we can multiply them
together to obtain the OEE. For example, if the Availability is 90%, the Performance is 80%,
and the Quality is 95%, then the OEE would be:
OEE = 0.9 x 0.8 x 0.95 = 0.684 or 68.4%
In conclusion, OEE is a powerful tool for improving manufacturing efficiency, reducing
waste, and increasing profitability. By measuring the availability, performance, and quality of
equipment or production lines, manufacturers can identify areas for improvement and
implement changes to optimize their manufacturing processes.

5 LOSS REDUCTIONS

Loss reduction is a critical aspect of the automotive industry, as it can significantly impact the
overall profitability and competitiveness of the organization. In the automotive industry,
losses can occur due to various factors such as defects in the manufacturing process,
equipment breakdowns, production delays, and supply chain issues. Therefore, implementing
effective loss reduction strategies can help organizations minimize their losses and improve
their bottom line. [6]

One of the most powerful techniques which are used in this project is Kaizen technique.

5.1 Kaizen technique:

Kaizen is a Japanese term that means continuous improvement. It is a technique used in
industry to improve processes and increase efficiency. The Kaizen philosophy is based on the
principle that small, incremental improvements can result in significant gains over time.
The main goal of Kaizen is to make improvements that are both sustainable and long-lasting.
It is a team-based approach that involves all employees in the organization, from the factory
floor to upper management. Everyone is encouraged to contribute their ideas and suggestions
for improvement, with the aim of creating a culture of continuous improvement.
There are several key principles of Kaizen:
1. Waste elimination: Kaizen aims to eliminate waste in all forms, including time,
materials, and effort. By reducing waste, organizations can increase efficiency and
reduce costs.
2. Standardization: Kaizen promotes the standardization of processes and procedures to
ensure consistency and efficiency. Standardization helps to reduce errors and increase
productivity.
3. Continuous improvement: Kaizen emphasizes the importance of continuous
improvement, with the goal of making small, incremental improvements to processes
and procedures over time.

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 4. Respect for people: Kaizen places a strong emphasis on respect for people, including
employees, customers, and suppliers. This includes treating people with respect and
dignity, and involving them in the improvement process.[7]
The Kaizen technique involves a series of steps, including:
1. Identify the problem: The first step in Kaizen is to identify the problem that needs to
be addressed. This can be done through observation, data analysis, or employee
feedback.
2. Analyze the problem: Once the problem has been identified, it is important to analyze
it in detail to understand the root causes.
3. Develop a solution: Based on the analysis, a solution is developed to address the
problem. This can involve making changes to processes, procedures, or equipment.
4. Implement the solution: The solution is then implemented, and the changes are made
to the process or equipment.

5. Evaluate the results: After the solution has been implemented, it is important to
evaluate the results to ensure that the problem has been resolved and that the solution
is effective.
6. Standardize the process: Once the solution has been proven to be effective, it is
important to standardize the process to ensure that the improvements are sustained
over time.

Figure 3 KAIZEN Process

In conclusion, Kaizen is a powerful technique used in industry to improve processes and

increase efficiency. It is a team-based approach that involves all employees in the
organization, and emphasizes the importance of waste elimination, standardization,
continuous improvement, and respect for people. By following the Kaizen process,
organizations can make sustainable improvements to their processes and procedures,
resulting in increased efficiency, reduced costs, and improved quality.

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6 OBJECTIVES OF THE PROJECT

 To implement various TPM strategies in an automotive industry. 

 To enhance Overall Equipment Efficiencies of various machines and thereby enhance
the OEE of the machines for better production. 
 To implement Kaizen method and loss reduction methods for OEE optimisation. 
 To provide the company with the best possible solution for better productivity. 

7 PROBLEM FORMULATION
ABC Ltd is a private firm which manufactures tractor spare parts. It generally manufactures
axle shaft, differential bevel gears, hydraulic lift shaft, control spring assemblies, planetary
ring gear etc. It supplies its products to leading tractor brands in the country like Sonalika,
Eicher etc.
With the increase in demands from the companies the company found out that the expenses
of machinery in their maintenance is increasing every month for past 2 years. Also as the
time passed by, the production rate of the spare parts kept decreasing. The company also
doesn’t want to spend money on purchasing new machines and hence it requires various TPM
methods to be implemented so that the production line becomes efficient.

This project deals with giving them a possible solution after analysing the OEE of various
machines and the main idea behind the project is to optimise the OEE of the machines.

15
 8 METHODOLOGY

8.1 Calculation of OEE of the existing machines

M Workin PST UPD Operating Nos Nos MCT P (%) Q (%) OEE
no. g time (min) T time prod. rejected (min) (%)
(min) (min) (min)

A01 840 20 20 800 104 9 4.9 63.7 91.3 55.38

A02 840 10 20 810 98 5 5.1 61.7 94.89 56.45

A03 840 30 20 790 56 2 8.4 59.54 96.42 53.99

A04 840 25 10 805 65 3 9.5 76.70 95.38 70.10

A05 840 20 20 800 40 1 13 65.00 97.5 60.35

A06 840 15 15 810 48 3 11 65.18 93.75 58.92

Table 1: Initial OEEs

For machine A01:

Working time is in two shifts of 7 hours = 420+420 = 840 mins.
For calculation of OEE we need three parameters namely Availability, Performance rate and
Quality rate.
For availability we have,
Availability (A) = [(working time – planned stoppage time – unplanned downtime)/working
time] x100
Planned stoppage time contains: Cleaning time, Maintenance time, Operator’s non
availability time, Time spend in meetings etc.
Un-planned down time includes: Waiting time because of non availability of tools, Set up
change time, Set up time, Breakdown time, wait to receive material, Power fail, change of
tool time, Time due to tool breakage.
So for machine A01, A = [(840-20-20)/840] x100 = 95.23

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Now for performance rate,
Performance Rate (P) = [(Cycle time x no of quantities produced)/operating time] x100
So for machine A01, P = [(4.9 x 104)/800] x100 = 63.7
Now for quality rate,
Quality rate (Q) = [(Nos produced – Nos rejected)/Nos produced] x100
So for machine A01, Q =[( 104 – 9)/104] x100 = 91.3
So after getting the values of A, P, Q we can obtain the value of OEE as,
OEE = (A x P x Q) %
OEE = 95.23 x 63.7 x 91.3 %
= 53.88%
Obviously this value is very low for the machine and it need improvement through
maintenance.
For machine A02:
Working time is in two shifts of 7 hours = 420+420 = 840 mins.
Availability (A) = [(working time – planned stoppage time – unplanned downtime)/working
time] x100
So for machine A01, A = [(840-10-20)/840] x100 = 96.42
Performance Rate (P) = [(Cycle time x no of quantities produced)/operating time] x100
So for machine A01, P = [(5.1 x 98)/810] x100 = 61.7
Quality rate (Q) = [(Nos produced – Nos rejected)/Nos produced] x100
So for machine A01, Q = [(98 – 5)/98] x100 = 94.89
So after getting the values of A, P, Q we can obtain the value of OEE as,
OEE = (A x P x Q) %
OEE = 96.42 x 61.7 x 94.89 %
= 56.45%
For machine A03:
Working time is in two shifts of 7 hours = 420+420 = 840 mins.
Availability (A) = [(working time – planned stoppage time – unplanned downtime)/working
time] x100
So for machine A01, A = [(840 -30 -20)/840] x100 = 94.04
Performance Rate (P) = [(Cycle time x no of quantities produced)/operating time] x100

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So for machine A01, P = [(8.4 x 56)/790] x100 = 59.54
Quality rate (Q) = [(Nos produced – Nos rejected)/Nos produced] x100
So for machine A01, Q = [(56 – 2)/56] x100 = 96.42
So after getting the values of A, P, Q we can obtain the value of OEE as,
OEE = (A x P x Q) %
OEE = 94.04 x 59.54 x 96.42 %
= 53.99%
For machine A04:
Working time is in two shifts of 7 hours = 420+420 = 840 mins.
Availability (A) = [(working time – planned stoppage time – unplanned downtime)/working
time] x100
So for machine A01, A = [(840 -25 - 10)/840] x100 = 95.83
Performance Rate (P) = [(Cycle time x no of quantities produced)/operating time] x100
So for machine A01, P = [(9.5 x 65)/805] x100 = 76.70
Quality rate (Q) = [(Nos produced – Nos rejected)/Nos produced] x100
So for machine A01, Q = [(65 – 3)/65] x100 = 95.38
So after getting the values of A, P, Q we can obtain the value of OEE as,
OEE = (A x P x Q) %
OEE = 95.83 x 76.70 x 95.38 %
= 70.10%
For machine A05:
Working time is in two shifts of 7 hours = 420+420 = 840 mins.
Availability (A) = [(working time – planned stoppage time – unplanned downtime)/working
time] x100
So for machine A01, A = [(840-20-20)/840] x100 = 95.23
Performance Rate (P) = [(Cycle time x no of quantities produced)/operating time] x100
So for machine A01, P = [(13 x 40)/800] x100 = 65.00
Quality rate (Q) = [(Nos produced – Nos rejected)/Nos produced] x100
So for machine A01, Q = [(40 – 1)/40] x100 = 97.50
So after getting the values of A, P, Q we can obtain the value of OEE as,
OEE = (A x P x Q) %

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OEE = 95.23 x 65.00 x 97.50 %
= 60.35%
For machine A06:
Working time is in two shifts of 7 hours = 420+420 = 840 mins.
Availability (A) = [(working time – planned stoppage time – unplanned downtime)/working
time] x100
So for machine A01, A = [(840-15-15)/840] x100 = 96.42
Performance Rate (P) = [(Cycle time x no of quantities produced)/operating time] x100
So for machine A01, P = [(11 x 48)/810] x100 = 65.18
Quality rate (Q) = [(Nos produced – Nos rejected)/Nos produced] x100
So for machine A01, Q = [(48 – 3)/48] x100 = 93.75
So after getting the values of A, P, Q we can obtain the value of OEE as,
OEE = (A x P x Q) %
OEE = 96.42 x 65.18 x 93.75 %
= 58.92%

OEE (initial)
100
90
80
70
60
OEE

50
40 OEE (initial)
30
20
10
0
A01 A02 A03 A04 A05 A06
Machine no

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8.2 Methods and solutions suggested for loss reduction including Kaizen
method implementation.

Through above analysis it is quite clear that the machines have a very low OEE and due to
this the company is facing losses in its production unit. The root causes were deeply analysed
and for each machine some solutions are provided in the table below.

Machine Loss Type Action Plan

A01 1. High planned stoppage  New cleaning system for faster cleaning.
time because of The old cleaners had wearing and tearing
cleaning time. and due to that the cleaning time was
2. High unplanned increased.
downtime due to  Suggested a new toolkit which should be
waiting of tools. installed just beside the machine input so
3: The number of products that every tool is available everytime.
rejected is very high.  Found that the tray which carries the final
product was much below the conveyor
and due to this some of the products
suffered damage while pouring down, so
suggested a new collector at a height that
matches the conveyor height.
 Also suggested a repair of the machine via
lubrication and tightening of all the joints
for better performance.

A02 1. Machining tools of the  Suggested proper lubrication of the

machine were very noisy. machine joints so that there is less wear
2. Products rejected due to and tear and hence increase productivity.
improper heat treatment.  Suggested a repair of the machine so that
3. Material waiting time heat treatment becomes perfect and hence
loss. number of rejected parts becomes lesser.
 To reduce bin changeover time for regular
supply of material.

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A03 1. High set up time.  Suggested a repair of the machine so that
2. Valve confusion due to set up time gets cut out.
old style circular valves.  Suggested new style horizontal valves for
3. Material waiting time loss no confusion between on/off system.
 To reduce bin changeover time for regular
supply of material.

A04 1. Measurement issues  Suggested to add a better and new

2. Cleaning time loss measurement system so that parts don’t
3. Noisy machinery get rejected.[8]
 New cleaning system for faster cleaning.
The old cleaners had wearing and tearing
and due to that the cleaning time was
increased.
 Suggested proper lubrication of the
machine joints so that there is less wear
and tear and hence increase productivity.

A05 1. Time loss in bin  Suggested a roller conveyor for the

changeover machine.
2. Products rejected due to  Suggested a repair of the machine so that
improper heat treatment. heat treatment becomes perfect and hence
3. High set up time. number of rejected parts becomes lesser.
 Reduce set up processes by combining
many steps in single knob or button.

A06 1. The number of products  Found that the tray which carries the final
rejected is very high. product was much below the conveyor
2. Time loss in bin and due to this some of the products
changeover suffered damage while pouring down, so
3. Cleaning time loss suggested a new collector at a height that
4. Material waiting time loss matches the conveyor height.
 Suggested a roller conveyor for the
machine.
 New cleaning system for faster cleaning.
The old cleaners had wearing and tearing
and due to that the cleaning time was
increased.
 To reduce bin changeover time for regular
supply of material.

Table 2: Solution and action plan

21
 8.3 Calculation of OEE after implementation of various TPM methods and
kaizen approach.
M Workin PST UPD Operating Nos Nos MCT P (%) Q (%) OEE
no. g time (min) T time prod. rejected (min) (%)
(min) (min) (min)

A01 840 5 5 830 120 1 4.9 76.56 99.2 70.84

A02 840 10 5 825 115 1 5.1 70.66 94.89 68.94

A03 840 10 10 820 68 1 8.4 71.65 96.42 68.91

A04 840 10 10 820 75 1 9.5 76.70 95.38 83.69

A05 840 10 10 820 45 1 13 74.84 97.5 71.89

A06 840 5 10 825 55 1 11 73.33 93.75 70.68

Table 3 Initial OEEs

For machine A01:

I reduced the main problems of cleaning time, tool unavailability, parts rejection and hence I
can assume that this will help in enhancing the OEE via table above.
A = (830/840) x100
=98.980
P = (120 x 4.9)/830 %
=73.5 %
Q = (120 – 1)/120 %
=99.16%
Final OEE,
OEE = A x P x Q
= 98.930 x 73.5 x 99.16 %
= 70.84 %

22
For machine A02:
I reduced the main problems of cleaning time, tool unavailability, and material waiting time
loss and hence I can assume that this will help in enhancing the OEE via table above.
A = (825/840) x100
=98.214
P = (115 x 5.1)/830 %
=70.66 %
Q = (115 – 1)/115 %
=99.13%
Final OEE,
OEE = A x P x Q
= 98.214 x 70.66 x 99.13 %
= 68.94 %
For machine A03:
I reduced the main problems of high set up time, material waiting time loss and hence I can
assume that this will help in enhancing the OEE via table above.
A = (820/840) x100
=97.619
P = (68 x 8.4)/820 %
=71.65 %
Q = (68 – 1)/68 %
=98.52 %
Final OEE,
OEE = A x P x Q
= 97.619 x 71.65 x 98.52 %
= 68.91 %
For machine A04:
I reduced the main problems of noisy machines through lubrication, also there were
measurement issues and hence I suggested some changes in the machine, and hence I can
assume that this will help in enhancing the OEE via table above.
A = (820/840) x100
=97.619

23
P = (75 x 9.5)/820 %
=86.89 %
Q = (75 – 1)/75 %
=98.66%
Final OEE,
OEE = A x P x Q
= 97.619 x 86.89 x 98.66 %
= 83.69 %
For machine A05:
I reduced the main problems bin changeover time loss, irregularities due to improper heat
treatment and high setup time and hence I can assume that this will help in enhancing the
OEE via table above.
A = (820/840) x100
=97.619
P = (45 x 13)/820 %
=74.34 %
Q = (45 – 1)/45 %
=97.77 %
Final OEE,
OEE = A x P x Q
= 97.619 x 74.34 x 97.77 %
= 71.89 %
For machine A06:
I reduced the main problems of cleaning time, bin changeover time, and parts rejection hence
I can assume that this will help in enhancing the OEE via table above.
A = (825/840) x100
=98.214
P = (55 x 11)/825 %
=73.33 %
Q = (55 – 1)/55 %
=98.18%

24
Final OEE,
OEE = A x P x Q
= 98.214 x 73.33 x 98.18 %
= 70.68%

Comparison Table for OEE

100

90

80

70

60
OEE

50
OEE (initial)
40 OEE (final)

30

20

10

0
A01 A02 A03 A04 A05 A06
Machine no.

25
9 RESULT DISCUSSION AND CONCLUSION
I have successfully calculated the OEEs of the machines of ABC Ltd and after finding out
that the machines are not being utilized to the best of their limits I have given them measures
and solution with the help of TPM concepts which are present in the modern industries.
They took it seriously and made a team of 3-4 members to implement my solutions in the
industry. After three months I asked them for their update and they provided me with the
progress of their machines. I successfully calculated the final OEEs of every machine and I
found out that the productivity has increased. I solved the problem of the parts being rejected
from machines and removed this problem from the company.

In conclusion, I can say that Kaizen methods and loss reduction through TPM is a very
effective method which needs to be implemented in the industries for better productivity.
Making a separate wing for TPM and loss reduction can benefit the companies from machine
failures and hence companies have to bear lesser costs in purchasing new machines. Regular
monitoring and cleaning of machines can assist for better results.

26
10 REFERENCES
Singh R, Gohil AM, Shah DB, Desai S. Total productive maintenance (TPM) implementation
in a machine shop: A case study. Procedia Engineering. 2013 Jan 1;51:592-9.[1]
Gupta P, Vardhan S. Optimizing OEE, productivity and production cost for improving sales
volume in an automobile industry through TPM: a case study. International Journal of
Production Research. 2016 May 18;54(10):2976-88.[2]
Dos Reis MD, Godina R, Pimentel C, Silva FJ, Matias JC. A TPM strategy implementation
in an automotive production line through loss reduction. Procedia Manufacturing. 2019 Jan
1;38:908-15.[3]
Thorat R, Mahesha GT. Improvement in productivity through TPM implementation.
Materials Today: Proceedings. 2020 Jan 1;24:150 [4]
Singh J, Rastogi V, Sharma R. Total productive maintenance review: a case study in
automobile manufacturing industry. International Journal of Current Engineering and
Technology. 2013 Dec;3(5):2010-6.[5]
Pačaiová H, Ižaríková G. Base principles and practices for implementation of Optimizing
Operational Efficiency in the Automotive Industry through Total Productive Maintenance.
Quality Innovation Prosperity. 2019 Mar 31;23(1):45- 59.[6]
Bon AT, Lim M. Optimizing Operational Efficiency in the Automotive Industry through
Total Productive Maintenance: Issues and effectiveness. In2015 international conference on
industrial engineering and operations management (IEOM) 2015 Mar 3 (pp. 1-6). IEEE.[7]
Baluch NH, Abdullah CS, Mohtar S. TPM and lean maintenance-A critical review.
Interdisciplinary Journal of Contemporary Research in Business (IJCRB). 2012;4(2):850-
7.[8]
Chlebus E, Helman J, Olejarczyk M, Rosienkiewicz M. A new approach on implementing
TPM in a mine—A case study. Archives of Civil and Mechanical Engineering. 2015
Dec;15(4):873-84.
Singh J, Singh H. Kaizen philosophy: a review of literature. IUP journal of operations
management. 2009 May 1;8(2):51.
Manos A. The benefits of Kaizen and Kaizen events. Quality progress. 2007 Feb 1;40(2):47.

27
report
ORIGINALITY REPORT

15 %
SIMILARITY INDEX
11%
INTERNET SOURCES
7%
PUBLICATIONS
10%
STUDENT PAPERS

PRIMARY SOURCES

1
globaljournals.org
Internet Source 3%
2
www.researchgate.net
Internet Source 1%
3
ethesis.nitrkl.ac.in
Internet Source 1%
4
Submitted to University of Sunderland
Student Paper 1%
5
www.slideshare.net
Internet Source 1%
6
www.saiie.co.za
Internet Source 1%
7
Submitted to University of Teesside
Student Paper 1%
8
www.coursehero.com
Internet Source 1%
9
Submitted to DeVry, Inc.
Student Paper 1%
10
etd.aau.edu.et
Internet Source 1%
11
M.D.O. dos Reis, R. Godina, C. Pimentel, F.J.G.
Silva, J.C.O. Matias. "A TPM strategy
<1 %
implementation in an automotive production
line through loss reduction", Procedia
Manufacturing, 2019
Publication

12
Submitted to Stratford University
Student Paper <1 %
13
core.ac.uk
Internet Source <1 %
14
"Proceedings of the 6th Brazilian Technology
Symposium (BTSym’20)", Springer Science and
<1 %
Business Media LLC, 2021
Publication

15
Submitted to Asia Pacific University College of
Technology and Innovation (UCTI)
<1 %
Student Paper

16
Submitted to Jaipuria Institute of
Management
<1 %
Student Paper

17
Submitted to Palm Beach Atlantic University
Student Paper <1 %
18
Submitted to Trine University
Student Paper <1 %