Total Productive Maintenance Theoretical Aspect:A Journey Towards Manufacturing Excellence

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IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE)

ISSN: 2278-1684, PP: 51-59


www.iosrjournals.org

Total Productive Maintenance Theoretical Aspect:A Journey


Towards Manufacturing Excellence

Mr. Ranjeet M. Jadhav1, Mr.Morosin Alessandro2, Prof.S.H.Sawant3


1
(Production Engineer1, MaschioGaspardo India Pvt. Ltd (Italy))
2
(Production Engineer1, Manufacturing Head MaschioGaspardo India Pvt. Ltd(Italy))
,3
(Associate Professor Department of Mechanical, Dr. J.J. Magdum College of Engg. Jaysingpur, India)

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.

KEY WORDS: -TPM, JH, OPL, JSA, CLITA, KK.

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..

1.1 GOALS OF TPM


1. Obtain Minimum 90%OEE (Overall Equipment Effectiveness)
Second International Conference on Emerging Trends in Engineering (SICETE) 51 | Page
Dr.J.J.Magdum College of Engineering, Jaysingpur.
Total Productive Maintenance Theoretical Aspect: A Journey Towards Manufacturing Excellence

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

1.2. OVERALL EQUIPMENT EFFICIENCY (OEE):-

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.

Fig.1 Overall Equipment Efficiency


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Dr.J.J.Magdum College of Engineering, Jaysingpur.
Total Productive Maintenance Theoretical Aspect: A Journey Towards Manufacturing Excellence

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.

We can express a formula for quality like this:


((𝐍𝐮𝐦𝐛𝐞𝐫𝐨𝐟𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐬𝐩𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐝 – 𝐍𝐮𝐦𝐛𝐞𝐫𝐨𝐟𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐬𝐫𝐞𝐣𝐞𝐜𝐭𝐞𝐝 )
𝐐𝐮𝐚𝐥𝐢𝐭𝐲 (𝐘𝐢𝐞𝐥𝐝) =
𝐍𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐬 𝐩𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐝

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.

Fig.2 Breakdown Classification

Second International Conference on Emerging Trends in Engineering (SICETE) 53 | Page


Dr.J.J.Magdum College of Engineering, Jaysingpur.
Total Productive Maintenance Theoretical Aspect: A Journey Towards Manufacturing Excellence

II.PILLARS OF TPM

Fig.3 TPM Pillars

2.1. 5S-THE FOUNDATION OF TPM


TPM starts with 5S. It is a systematic process of housekeeping to achieve a serene environment in the
work place involving the employees with a commitment to sincerely implement and practice housekeeping[4].
If this 5S is not taken up seriously, then it leads to 5D. They are Delays, Defects, Dissatisfied customers,
declining profits and Demoralized employees. Following are the pillars of 5S.

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.

2.2 TPM Pillar 1 - JISHU HOZEN (Autonomous maintenance)

Second International Conference on Emerging Trends in Engineering (SICETE) 54 | Page


Dr.J.J.Magdum College of Engineering, Jaysingpur.
Total Productive Maintenance Theoretical Aspect: A Journey Towards Manufacturing Excellence

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.

2.4 TPM Pillar 3 - Planned Maintenance


It is aimed to have trouble free machines and equipments producing defect free products for total customer
satisfaction. Maintenance types are discussed in topic3.1.1 earlier.
2.5 TPM Pillar 4- 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, and then move to potential quality concerns. Transition is from reactive to proactive (Quality Control
to Quality Assurance).

2.6 TPM Pillar 5 – 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".

2.7 TPM Pillar 6- Office TPM


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.

2.8 TPM Pillar 7 - Safety, Health, Environment


Target
1. Zero accident,
2. Zero health damage
3. 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.

III.JISHU HOZEN (Autonomous maintenance)

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

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Dr.J.J.Magdum College of Engineering, Jaysingpur.
Total Productive Maintenance Theoretical Aspect: A Journey Towards Manufacturing Excellence

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.

Fig.6 TPM Inspection

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.
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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.

Fig.7 Lubrication Instruction Sheet

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.

Fig.8 CLITA Symbols

3.4. ONE POINT LESSON (OPL)


Sometimes we are so busy that we think we don't make time to develop the people around us. Instead we fight
fires or give direct instructions. This might be effective in the short-term but inevitably small problems are
missed. The greatest cost is being unable to teach others how to solve and prevent the problems that we are
encountering. A simple countermeasure to this is the focused education and development method known as the
one-point lesson (OPL).
Following (fig.10) is the one OPL sheet is given in which the bolt tightening instruction is convey to the
operator, that how to make a mark after tightening so that in any loose condition improper position of the bolt or
nut is easily identified by the operator.

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Dr.J.J.Magdum College of Engineering, Jaysingpur.
Total Productive Maintenance Theoretical Aspect: A Journey Towards Manufacturing Excellence

Fig.10 TPM One Point Lesson

IV KOBESTU KAIZEN (KK)


Kobetsu Kaizen uses a special event approach that focuses on improvements associated with machines
and is linked to the application of TPM [6]. It defines a project that works through a problem-solving process
[7]. It analyses machine operations information, uncovers waste, uses a form of root cause analysis to discover
the causes of waste, applies tools to remove waste, and measures results. Kaizen and just-in-time are related, but
Kaizen is used even where production is not "just-in-time." Kaizen is the Japanese word for continuous
improvement or striving for perfection. Kaizen strives toward perfection by eliminating waste.
Methods of Kaizen- Kaizen eliminates waste by allowing workers to uncover improvement opportunities and
either suggest or make changes. In common usage, the term Kaizen may refer to different kinds of improvement
activities. In some cases term used to refer to a process that gathers suggestions for improvements from
employees. Others use the term to refer to periodic meetings of employees who brainstorm improvement ideas
and immediately select and make an improvement. Still others add to the activities of Kaizen observation and
measurement of the work process and of the results the Kaizen activity produces.
Following (fig.11) is the one example of Kaizen sheet with the help of See Through is given. Here electric panel
covering is replace by transparent cover which will help the worker to identify breakdown reasons form the
electric board. Kaizen is done on the critical components to minimize the time for searching the reasons of
breakdown or to eliminate the breakdown by skilled worker by sensing the abnormality.

Fig.11 Kaizen Sheet

V.DIRECT BENEFITS OF TPM

1. Increase in productivity and OEE (Overall Equipment Efficiency)


2. Reduction in customer complaints.
3. Reduction in the manufacturing cost by 30%.
4. Satisfying the customer’s needs by 100 % (Delivering the right quantity at the right time, in the required
quality) & reduced accidents.

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
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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.

REFERENCES
[1]. Hongyi Sun Richard Yam Ng Wai- Keung Thevimplementation and evaluation of TotalvProductive Maintenance (TPM)—an action
case study in Hong Kong manufacturing company. International Journal Advance in manufacturing Technology (2003)Vol22: pp224-
228.
[2]. I.P.S. Ahuja and J.S. Khamba An evaluation of TPM implementation initiatives in an Indian manufacturing enterprise. Journal of
Quality in Maintenance Engineering (2007) Vol.13 No.4 pp338-352.
[3]. Marcelo Rodrigues, Kazuo Hatakeyama, Analysis of fall of TPM in companies, Journal of Material Processing Technology (2006)
276-279.
[4]. Alokkumar A Uplap, Dr.R.S.Dalu, RavikantV.Paropate ,P.S.GhawadeS.R.Kewate, Implementation Strategy of Total productive
Maintenance in Indian Industries, Its Challenges & Remedies: An overview.4th International Conference on advance in Mechanical
Engineering (2010), 235-239.
[5]. DENSO Introduction to Total Productive Maintenance Student study guide TPM100-April2006
[6]. Industrial Maintenance Management-Sushil Kumar, Shrivastava, (S Chand & Company Ltd.)
[7]. Industrial Engineering-R. K. Jain.;

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