Total Productive Maintenance Theoretical Aspect:A Journey Towards Manufacturing Excellence
Total Productive Maintenance Theoretical Aspect:A Journey Towards Manufacturing Excellence
Total Productive Maintenance Theoretical Aspect:A Journey Towards Manufacturing Excellence
ABSTRACT
In today’s industrial scenario huge losses/wastage occur in the manufacturing shop floor. This waste is
due to operators, maintenance personal, process, tooling problems and non-availability of components in time
etc. Other forms of waste includes idle machines, idle manpower, break down machine, rejected parts etc are all
examples of waste. The quality related waste are of significant importance as they matter the company in terms
of time, material and the hard earned reputation of the company. There are also other invisible wastes like
operating the machines below the rated speed, startup loss, break down of the machines and bottle necks in
process. Zero oriented concepts such as zero tolerance for waste, defects, break down and zero accidents are
becoming a pre-requisite in the manufacturing and assembly industry.
A fundamental component of world-class manufacturing is that of the Total Productive Maintenance (TPM),
which has been recognized as one of the significant operation strategy to regain the production losses due to
equipment inefficiency. TPM is the methodology that aims to increase both availability of the existing equipment
hence reducing the need for the further capital investment. The aim of the paper is to study the implementation
of the TPM program in an Indian manufacturing industry. Using JH-Check sheet, PM-Check sheet, One Point
Lessons, empirical and comprehensive approach toward the methodology results proper implementation of
TPM. After implementation of TPM on model machine, both direct and indirect benefits are shown to be
obtained for equipment and employees respectively.
I. INTRODUCTION
What Is TPM?- Kaizen introduced the idea that employee expertise generates improvements. TPM stands for
Total Productive Maintenance, is first developed in Japan, it is team-based preventive and productive
maintenance and involves every level, from top executive to the floor operator. TPM has been proven to be
successful for helping to increase the productivity and overall equipment effectiveness [1].TPM is all about
Total Plant Maintenance. The underlying concept is, if you properly maintain plant machinery there will see a
sharp decline in machine breakdowns, safety and quality problems. There is emerging need for TPM
implementation in the Indian Industry and need to develop TPM implementation practice and procedures [2].
The successful implementation of TPM in the industry is a function of ability of an industry to approach and
Practice TPM; support and improvement, providing empowerment and incentives, promoting cross functionality
and team work.TPM is an excellent work philosophy that really produces gain in the productive process[3]
Under TPM, machine operators carry out routine maintenance such as checking water, oil, coolant, and air
levels. This may involve some training of machine operators. Through operator training to do simple
maintenance on machines will promote ownership and more attention to detail. The actual maintenance teams
should as a result of spending less time doing routine maintenance is in a position to concentrate on more urgent
machine breakdowns. TPM should promote better team working in the workplace, as the operators will be
helping the maintenance team with their tasks. It is the continuous improvement process. The goal is to reduce
emergency and unscheduled maintenance. 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. Establishing a total system of
Preventive Maintenance for the life of equipment..
2. Run the machines even during lunch. (Lunch is for operators and not for machines!)
3. Operate in a manner, so that there are no customer complaints.
4. Reduce the manufacturing cost by 30%.
5. Achieve 100% success in delivering the goods as required by the customer.
6. Maintain an accident free environment.
7. Increase the suggestions from the workers/employees by 3 times
Equipment that does not operate well or is always breaking down causes more work for everyoneand
customer dissatisfaction.Production equipment not being able to produce products with normal equipment
performance isdue to six major losses [5]:
1. Equipment Failure Loss
2. Setup and change over loss
3. Startup Loss
4. Speed Loss
5. Minor Stops/Idling Loss
6. Defects/Rework Loss
If the equipment operates without breakdowns and is consistently working well, everyone’swork is easier,
the company is more profitable, and working conditions are improved.The inverted stair step diagram ref fig.1
shows graphically how the losses inavailability, performance, and quality work together to reduce the overall
effectiveness of amachine.
The basic measure associated with Total Productive Maintenance (TPM) is the OEE. This OEE highlights
the actual "Hidden capacity" in an organization. OEE is not an exclusive measure of how well the maintenance
department works. Thus OEE is a function of the three factors mentioned below Ref fig.1
1. Availability or uptime (downtime: planned and unplanned, tool change, tool service, job change etc.)
2. Performance efficiency (actual vs. design capacity)
3. Rate of quality output (Defects and rework)
Thus
𝐎𝐄𝐄 = 𝐀𝐯𝐚𝐢𝐥𝐚𝐛𝐢𝐥𝐢𝐭𝐲𝐑𝐚𝐭𝐞𝐱𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞𝐑𝐚𝐭𝐞𝐱𝐐𝐮𝐚𝐥𝐢𝐭𝐲𝐑𝐚𝐭𝐞
The top bar, total operating time, shows the total time a machine is available to make a product. This is
usually considered to be 480 minutes per 8-hour shift.
1.2.1Availability of the machine (A) - Availability is proportion of time machine is actually available out of
time it should be available. Bar A represents the net operating time, which is the time available for production
after subtracting planned downtime (no scheduled production) such as a holiday, no orders, or no personnel.
(𝐏𝐥𝐚𝐧𝐧𝐞𝐝𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐨𝐧𝐭𝐢𝐦𝐞– 𝐮𝐧𝐬𝐜𝐡𝐞𝐝𝐮𝐥𝐞𝐝𝐝𝐨𝐰𝐧𝐭𝐢𝐦𝐞)
𝐀𝐯𝐚𝐢𝐥𝐚𝐛𝐢𝐥𝐢𝐭𝐲 =
𝐏𝐥𝐚𝐧𝐧𝐞𝐝𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐨𝐧𝐭𝐢𝐦𝐞
Production time = Planned production time – Downtime
1.2.2 Performance Efficiency (PE) -The second category of OEE is performance. Bar B shows the actual
running time after subtracting downtime losses such as equipment failures and setup and adjustments. Bars C
and D show performance.
(𝐂𝐲𝐜𝐥𝐞𝐭𝐢𝐦𝐞𝐱𝐍𝐮𝐦𝐛𝐞𝐫𝐨𝐟𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐬𝐩𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐝)
𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 (𝐒𝐩𝐞𝐞𝐝) =
𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐨𝐧𝐭𝐢𝐦𝐞
Net production time is the time during which the products are actually produced.
1.2.3 Refers to quality rate (Q) -Which is percentage of good parts out of total produced. Sometimes called
“yield”. Quality losses refer to the situation when the line is producing, but there are quality losses due to in-
progress production and warm up rejects.
Bar C represents the Target Output of the machine during the running time, calculated at the designed
speed of the machine.Below it, bar D represents the actual output, reflecting speed losses such as minor
stoppages and reduced operating speed.Bars E and F show quality. As you can see, the actual output (E) is
reduced by defect lossessuch as scrap and startup losses, shown as the shaded portion of bar F.As this diagram
shows, the bottom-line good output is only a fraction of what it could be if losses in availability, performance,
and quality were reduced. The diagram also suggests that to maximize effectiveness—to grow the good output
on the bottom line—you must reduce not only quality losses, but also availability and performance losses. The
three factors work together, and the lowest percentage is usually the constraint that most needs addressing.
1.3 MAINTENANCE
Maintenance is defined as “activities that retain machine performance”. The number, frequency, and
severity of equipment breakdowns can be decreased with propermaintenance. Maintenance includes servicing
current conditions and taking action to preventfuture problems. The major categories of Maintenance include:
• Breakdown Maintenance
• Preventive Maintenance
• Predictive Maintenance
• Corrective Maintenance
• Maintenance Prevention
Equipment breakdown is classified according to the duration of the stop. Ref fig.2.
II.PILLARS OF TPM
Fig.4 5S Pillars
2.1.1 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.
2.1.2 SEITON -Organize:
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.
2.1.3 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.
2.1.4 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.
2.1.5 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.
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.
2.3 TPM Pillar 2 – KOBESTU 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.
What is JH? JH is the Japanese word for autonomous maintenance. It means that we have to do our
machine maintenance; no PM man will come on the machine to do the maintenance. For this operator should
know the basic things about his machine and its ideal condition, also he should know the corrective measures for
the small breakdown of the machine. There are 5 s in the 5S technique. Its basic is that "I operate I maintain".
JishuHozen, which means autonomous or self-maintenance, promotes development ofproduction operators to be
able to take care of small maintenance tasks, such as cleaning,inspecting, and lubricating their equipment, thus
freeing the maintenance associates to spend
time on more value-added activities and technical repairs. The operators are responsible forupkeep of their
equipment to prevent it from deteriorating. JishuHozen (JH) has been shown toreduce oil consumption by 50%
and processtime by 50%. You should sense the abnormalities. For example,
1) Loosen bolts can be seen or it can be sensed by your hands, 2) Air leakage can be heard with your ears, 3)
some abnormal smell can be detected with your nose. These abnormalities are eliminated by using the technique
such as Abnormality Sheet, CLITA, One Point Lesson (OPL’s).
3.1 INSPECTION
Inspect the conditions of each part of equipment using the human senses of sight, hearing, smell, and
touch to detect signs of equipment failure [5].Symptoms of potential problems can include unusual vibrations,
noises, abnormal smells, abnormal component heating, or unusual sights, such as smoke, metal chips, or fluid
leakage.By identifying potential problems withinspections, we can plan and implement repairor replacement
before a breakdown or defectoccurs.Inspection can be aided through the use ofstickers affixed to the equipment
to show whichsense is to be used at which location. Ref fig.5
Abnormal
Abnormal
smell
Temp
Leakage
Abnormal
Vibrations
Fig.5 Inspection
Inspection FindingsAddress any problems found during inspections with countermeasures. Example
Countermeasures:
• If many screws must be unscrewed to open a cover plate door, use a hinged door instead.
• Instead of opening a machine inspection door, use a see-through acrylic sheet.
• Modify machine parts to prevent buildup of chips, dirt, and dust.
3.2LUBRICATION
Prime movers transfer power so the equipment can do work. This involves a number of
movingcomponents, e.g., bearings, gears, shafts, spindles, sprockets, chains, levers, and slides. Withoutproper
lubrication, ALL of these components WILL FAIL.
Second International Conference on Emerging Trends in Engineering (SICETE) 56 | Page
Dr.J.J.Magdum College of Engineering, Jaysingpur.
Total Productive Maintenance Theoretical Aspect: A Journey Towards Manufacturing Excellence
Machinery must be properly lubricated to reduce surface wear, prevent corrosion, cool movingparts, dampen
shock, and seal out contaminants. Proper lubrication involves using the propertype of lubricant in the proper
amount at the proper time. Too much lubricant can causeproblems including overheating the components;
collecting dust, dirt, and debris; and causingslip hazards, etc.
3.3. CLITA
CLITA means the symbolic representation for the operation cleaning, Lubrication, inspection, retightening, if it
is done regularly with proper time interval then breakdown will minimized.
VI.CONCLUSION
Today as we are moving towards globalization, to compete with other worldwide industries like Japan, Korea,
China etc. therefore it is necessary to move our industries towards modern trend development in all sectors of
Second International Conference on Emerging Trends in Engineering (SICETE) 58 | Page
Dr.J.J.Magdum College of Engineering, Jaysingpur.
Total Productive Maintenance Theoretical Aspect: A Journey Towards Manufacturing Excellence
industries including maintenance department. So we found total productive maintenance (TPM) is one of the
best tools for making our industries competitive and effective, in the field of maintenence.TPM may be the only
thing that stands between success and total failure for some companies as far as maintenance is concerned.
While implementing TPM we found some barriers for effective implementation of TPM, such as Lack of
Management Exposure, difficulty in understanding TPM methodology and philosophy by middle management,
long time taken for implementation so people shows strong resistant to it. TPM works on major 8 pillars which
are (JH, KK, PM, QM, E&T, OT, 5s and SHE) It works on methodologies like CLITA, JSA, P-M Analysis for
achieving its goal of success. Through this paper we are trying to advocate the concept of TPM for Indian
Scenario. The main objective is to understand TPM concept and to generate awareness among the budding
technocrats and budding enterprises about TPM philosophy adoption in Indian Context.
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