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TPM-The Need of the Hour for the Ethiopian Textile Industry

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Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 103

TPM-The Need of the Hour for the Ethiopian Textile Industry

Ejigayehu Lemma1, Ajit Pal Singh2*, B. Dayal3

1
Aeronautical Engineering Department, College of Engineering, Defense University, Bishoftu, Ethiopia
2*Production Engineering Department, College of Engineering, Defense University, Bishoftu, Ethiopia
3Automobile Engineering Department, College of Engineering, Defense University, Bishoftu, Ethiopia

ABSTRACT
The primary goal of total productive maintenance (TPM) program is to change the culture of the industry
maintenance policy by participation of all employees toward the maintenance system of the company. It aims to
reduce unplanned stoppage, breakdowns accidents and losses obstructing equipment effectiveness. In most of
Ethiopian industries maintenance is considered as evil activity. This paper is aimed at implementation of TPM
in Ethiopian textile industry (KK Textile Industry PLC, Addis Ababa) is presented. This study has exploited
various research methodologies by exploring their contribution toward the best triumph of the anticipated
results. Relevant primary and secondary information was congregated to induce superior maintenance system
for the industry. The relevant secondary data was collected from the technical manual, monthly and annual
report of the industry. Information was also gathered using questionnaire and interview in structured way
besides direct observation on site visit to enable the investigator to keep tracking the responses. The collected
data mainly aims at assessing the existing maintenance system and the future business plan of the industry. Data
analysis in the research has been conducted using appropriate tools in order to identify core problems in the
specified company. Based on the analysis for various maintenance activities of the industry, some work flow
and systems are developed and proposed. Finally, TPM system is developed along with its implementation and
master plan for the case industry.
Keywords: Total productive maintenance, OEE, textile industry.

INTRODUCTION market and technology driven opportunities. To meet

these needs, one of the new techniques in maintenance
New approaches in modern service and manufacturing area that is developed in Japan to support total quality
industries have been rummaged around, developed control and just-in-time is TPM. Even though, many
and implemented so as to survive in the dynamic and management personnel consider maintenance as
fierce competitive system that are becoming even expense and evil activity, presently, there is a gradual
more complex. The need for driving down costs, shift in thinking as companies began to identify the
integrating every activities and available resources role of maintenance and it is also well accepted that
of a company, empowering the employee to make maintenance is one of the main potential area to use
decision, eliminating waste generated by failure as a competitive advantage. Currently, the concept
across the value adding process, shortening of of TPM in Ethiopian manufacturing industries is the
production lead time and delivery of quality assured critical missing concepts in successfully achieving
services and products have been given due attention. not only world class equipment performance, but
As they are the necessity to secure a sound future also it is a powerful new means in improving overall
within an ever changing market and to be open to all industry performance.
Ethiopian textile industries are becoming incompetent
*Corresponding Author: singh_ajit_pal@hotmail.com in national as well as international markets. The reason
104 Ejigayehu Lemma et al.

for this may be the poor maintenance management quality product. The objectives of the research are
system of the industries does not allow the industries to critically examine and investigate the problems
to become more competitive. Maintenance is one of of the existing maintenance system of the industry,
the areas to be given due consideration in modern to study the maintenance system of the industry,
management to increase machine productivity and to identifying the causes of the existing problems
to produce quality products as well. The modern and propose developed maintenance system and
business world is exploiting better mechanisms to implementation model for the industry.
be competitive, so the last thing the industries need
is better maintenance management system, if they Scope and Limitation of the Study
are to provide better product to get in their own way The study conducted in the KK Textile Industry
to develop suitable system for the success of their PLC is based on the available data, questionnaire,
business. interview and visit. The available data is taken only
for fiscal year of 2006-2007 due to poor recording and
Generally the study will focus on assessing the reporting system prevailing in the industry. Further
existing maintenance system of the KK Textile more, the author couldn’t find a single industry,
Industry PLC to investigate potential area of which has experienced in the implementation of
improvement so as to develop and implement the TPM in the country to share the experience for TPM
TPM to the best achievement of the objective. development program for the industry. Hence, the
authors persuaded to rely on the literature review.
KK Textile Industry PLC is one of modern textile
industries in Ethiopia and the machineries are Significance of the Study
computerized except the one which bought from The study will have significant contributions to
Akaki textile industries. The industry is capable the industry to have well established maintenance
of producing different items through new and system that facilitates it to provide better services
computerized machineries but what is distressing is to its customer. Further more; the study can be used
that the industry has been operating under its planned with small adaptation in similar Ethiopian textile
capacity due to high rate of unplanned failure. industries. The study is also valuable for further and
Generally, the maintenance system of the industry better research.
is based on poor integration of all functions and
processes in the organization, which results in high LITERATURE REVIEW
maintenance cost, less availability and reliability of The goal of TPM focuses on improving corporate
equipments, high total maintenance hour and man culture through improvement of human resources
hour, frequent failure of machineries, low profit, low and plant equipment. The Japan institute of plant
production, and low workers dissatisfactions. maintenance (JIPM) has put forward the five goals
of TPM which are the minimum requirements for the
As the country is having high demand of textile TPM development (JIPM): (i) Improving equipment
products, enhancing the performance of the industry effectiveness. (ii) Improving maintenance efficiency
through implementing well developed and organized and effectiveness. (iii) Early equipment management
maintenance system will not only help the industry and maintenance prevention. (iv) Training to improve
to have efficient way of maintaining its different the skills of all people involved. (v) Involving
machineries but also it contributes its experience operators in routine maintenance.
for the similar industries toward providing high
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 105

Benefits of TPM
Johansson and Nord (1999) depicted the following The 5S
benefits derived from the implementation of TPM: The 5S (Table 1) practice is a preparatory phase
• Delivering the right quantity at the right time, in of TPM which is a technique used to establish and
the right quality. maintain quality environment in an organization.
• Productivity is improved through fewer losses in 5S improves safety, work efficiency, improves
the company. productivity and establishes a sense of ownership.
• Quality is also improved as a result, that the The 5S is developed in Japan for work place
failures and malfunctions are reduced and the organization and house keeping and represents
order and method are focused. for Japanese words: seiri, seiton, seiso, seiketsu
• The cost are lower, because the losses, and other and shitsuke which connote organization, tidiness,
not value generating work are reduced. cleaning, standardization and discipline respectively
• The delivery time can be kept better, because the (www.weibull.com, www.plantmaintenance.com).
production without disturbances is easier to plan.
• Environment and security are better, because Table 1. 5S nomenclature.
leakages are tightened.
Japanese/ Features
• Motivation is higher, because the responsibility English 5S/
and rights are delegated and the investment in the English 5C
personnel is done, in the form of education. Seiri/ Sort out unnecessary items
Sort/ form the workplace and
• Plant productivity can be improved and overall Clear discard them
plant efficiency can be enhanced by 1.5 to 2 times Seiton/ Arrange necessary items in
Set in order/ good order so that they can be
from the existing.
Configure easily picked up for use
• Lower operating costs. Seisio/ Clean the workplace
• Improved equipment life span. Shine/ completely to make it free
Clean and check from dust, dirt and clutter
• Better ability to satisfy customer’s needs by
Seiketsu/ Maintain high standard of
100%. Standardize/ house keeping and workplace
Further more, better understanding of the Conformity organization
Shitsuke/ Train and motivate people to
performance of their equipment can be achieved by Sustain/ follow good housekeeping
operator through better training which lead to have Custom and practice disciplines autonomously
better equipment performance.
Benefits of TPM for operators and maintenance
personnel: (i) Increased skills through additional Once fully implemented, the 5S process can increase
training, (ii) Better job satisfaction: Operators- morale, create positive impressions on customers,
More involvement in solving annoying equipment and increase efficiency and organization (Melesse
problems and Maintenance-More challenging work. Workneh and Singh, 2012; Johansson and Nord,
(iii) Better job security. 1999).

Pillars of Total Productive Maintenance Once fully implemented, the 5S process can increase
The JIPM proposed a series eight pillars of TPM in morale, create positive impressions on customers,
a systematic way to optimize plant and equipment and increase efficiency and organization (Melesse
efficiency by crating perfect relationship between Workneh Wakjira and Singh, 2012; Johansson and
man and equipment. Nord, 1999).
106 Ejigayehu Lemma et al.

Autonomous Maintenance (Jishu Hozen) activities carried out in planned maintenance system
Autonomous maintenance is a unique feature of to have trouble free machines and equipments
TPM that aimed at developing machine operators producing defect free products for total customer
to become responsible for maintaining of their satisfaction: Maintenance activities, and Kaizen
equipment, taking care of routine maintenance tasks, activities.
and elimination of production defects at source.
These require the operator to be able to sense and Planned maintenance has eight activities conducted
find abnormality of the equipment (Robinson and by maintenance department (Robinson and Ginder,
Ginder, 1995). To acquire the above mentioned 1995) viz., support and guidance to autonomous
ability, operator should have the following basic maintenance, zero failure activities, planned
abilities: Ability to tell normality from abnormality maintenance structure, lubrication management, spare
precisely; Accustomed to strictly keeping the rules parts management, maintenance cost management,
of condition control; Ability to take quick and proper predictive maintenance and diagnostic method, and
actions against the abnormality. enhancement of maintenance technology and skill.

Kobetsu Kaizen Standardization of maintenance activities:

Kaizen is a aimed at incorporating a number of small Maintenance activities ought to be standardized for
continuous improvements to achieve and sustain zero several reasons.
losses with respect to minor stops, measurement and • The diverse maintenance activities.
adjustments, defects and unavoidable downtimes. • Maintenance techniques and skills take a long
The key aspect of Kaizen is that it is an ongoing, time to master.
never ending improvement process through • Maintenance work is generally less efficient
eliminating losses using all techniques for Kaizen than production work because it is essentially
and by changing the operation process to make the non repetitive and requires length preparation and
job more productive, less tiring, more efficient or large margins for error.
safer for the employee (Melesse Workneh Wakjira
and Singh, 2012). Quality Maintenance
The purpose of quality maintenance is to produce
Kobetsu Kaizen ten step development are: Step defect free products to maintain the product quality
1-Select model equipment/line/process, Step 2- through eliminating non conformance so as to satisfy
Organize project team, Step 3-Grasp present losses, the demand of the customer. The JIPM define quality
Step 4-Kaizen theme and goal setting, Step 5- maintenance as activities that are to set equipment
Mapping out Kaizen plan, Step 6-Mapping out and conditions that preclude quality defects, based on
evaluation of analysis and countermeasures, Step 7- the basic concept of maintaining perfect equipment
Implementation of Kaizen, Step 8-Confirm effects, to maintain perfect quality of products (JIPM).
Step 9-Taking measures to prevent recurrence and
Step 10-Horizontal replicate. Training
One of the obvious reasons for training is that the
Planned Maintenance employee can’t do something that the job requires to
The planned maintenance aims to increase mean be done. There is some skill they have yet to perfect
time between failures, reduce mean time to repair, or acquire, or some knowledge they are lacking that
and reduce maintenance cost. There are two basic keeps them from doing a completely satisfactory job.
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 107

This reasons enough to make training a necessity. products especially cotton blankets, and agricultural
Training is an integral part of TPM. Training the products.
operators and the maintenance workers helps to Manufacturing: Dyed, acrylic yarn, and blankets of
achieve zero breakdowns as many breakdowns are a different quality, size, design, and color.
result of lack of skill (Johansson and Nord, 1999).
Maintenance System of the Industry
Office TPM Maintenance system of the blanket factory
This pillar involves other functions of the The maintenance system of the industry is according
organization to focus on improving productivity, to the skill of the maintenance personnel. The
bringing better efficiency in administrative function maintenance department of the industry has no
and eliminating losses. The aim of office TPM is to manual. The researcher’s tried to find the problem
make the production system efficient through the that the industry does not have the manuals, the
entire organizational activity. Office TPM addresses answer found was the equipment vendor’s didn’t
twelve major losses. They are - Processing loss; give enough material. The maintenance personnel
Cost loss including in areas such as procurement, just changes the items which failed by the operation
accounts, marketing, sales leading to high inventories; after the failure occurs. There is no analysis done to
Communication loss; Idle loss; Setup loss; Accuracy find the causes and the effect of the failure.
loss; Office equipment breakdown; Communication
channel breakdown, telephone and fax lines; Time Some of the maintenance plan of the industry
spent on retrieval of information; Non availability contains cleaning and making minor inspection on
of correct on line stock status; Customer complaints the machineries. The plans are not based on the
due to logistics; Expenses on emergency dispatches/ maintenance manuals due to unavailability. The
purchases. maintenance system the company uses is almost 85%
breakdown type and very small percentage about
2.2.8 Safety, Health and Environment 15% lubrication and change of oils. The maintenance
The basic principle of safety, health and environment system of the company doesn’t allow the operators
is to minimize the number of accidents, health to change any items before it break.
problems and damage to the environment. This pillar
plays a great role in the other pillars that addresses
workplace organization and discipline, regular
inspections and servicing, and standardization of
work procedures.

Case Study: KK Textile Industry

Short History of the Industry
KK Textile Industry PLC was established over
twenty years ago, a pioneer in the private sector of
textile industry of Ethiopia.
Current business activities and lines of operation:
Trading and Distribution: Import and distribution of
Figure 1. The causes of idle time distribution.
yarns, blankets, tires, food items, electrodes, pipes
and industrial raw materials; and export of textile
108 Ejigayehu Lemma et al.

Table 2. Sample of monthly production of blanket to the machines are out of operation the company
(June to November, 2007). is loosing its profit. The idle time records show that
86 percent of the idle time is due to the shortage of
Months Production (Pieces) spare parts and the other minor causes are shown
June 20967 in the Figure 1. Table 2 shows the production of
July 27817
the new and old blanket factories during the last
August 24954
September 28550 six months. Table 3 shows the production and the
October 29217 waste products from June to November, 2007. Table
November 28848 4 shows the defect types recorded from June to
November, 2007.
Table 3. Production and the waste products (June to
November, 2007).
Overall equipment effectiveness
Months Production Waste Percent
Overall equipment efficiency (OEE) is a tool that
(Kg) (Kg) combines multiple manufacturing issues and data
June 91928.8 13227 14.38 points to provide information about the process. It is
July 78372.6 12615 16.09 an all inclusive benchmarking tool that serves to gauge
August 80286.8 11918.4 14.84
the various subcomponents of the manufacturing
September 68958.1 8601 12.47
process (i.e., availability, performance and quality)-
October 82927.8 11171.7 13.47
November 63251.6 8202 12.47 and used to measure actual improvements on 5S,
lean manufacturing, TPM, Kaizen and six sigma.
In current situation around 9 machines failed and When using OEE with these management systems
stopped operation out of 15 machines. All machines the benefits become tangible and noteworthy (www.
stopped by the problem of spare parts and this shows plantmaintenance.com).
that the maintenance system of the company doesn’t After all factors are taken into account, the OEE
follow the correct maintenance procedure and due result is converted (transmuted) in percentage. The
results (in %), therefore, can be regarded as a preview
Table 4. Defect types recorded (June to November, of the existing production efficiency of a particular
2007). line, cell or machine.

Salvage Loom Raising Cutting Total Having the right metrics, OEE provides a window
pantor waste (Kg)
to analyze out of the ordinary issues and gives you
June an established framework for improving the whole
4154 383.5 7303.5 1386 13227
manufacturing process.
July
4235.5 538.5 6587.5 1253.5 12615
OEE = Actual output ÷ Theoretical maximum
August
output
4039 518.5 5936.5 1424.4 11918.4 or, OEE = Availability ratio × Performance ratio ×
September Quality ratio
3371 639.5 3461.5 1129 8601 Availability ratio-the share of the actual production
October
time and the planned production time.
3913.1 743.3 5399.5 1115.8 11171.7
November
Availability = [Operation time (Scheduled time
3081.9 684.6 3496.5 939 8202 available–Downtime) ÷ Scheduled time available] ×
100%
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 109
Performance ratio-Loss of production due to collected for randomly selected machineries. The
underutilization of the machinery. In other words, major losses that are identified and the OEE of the
losses are incurred when the equipment is not run selected machineries presented as follows.
with full speed. Short, unregistered, stops may affect • Equipment failure loss: In the industry the highest
the performance ratio as well. loss that hinders the efficiency of the machineries
is equipment failure loss.
Performance ratio=Processed amount × Ideal cycle • Setup and adjustment loss: This loss occurs
time ÷ Operation time mainly at the shift and rest time of the operators.
Quality ratio- The amount of the production that has Frequently, it is observed that the machineries
to be discharged or scrapped. are not operational at this time to prepare for the
Quality ratio=Amount good ÷ Total amount ensuing operation.
produced • Startup loss: In the industry at the beginning of
the machine there is small time loss to warm up
It is a significant performance indicator in TPM the machine.
which enables one to know how much the equipment • Minor stoppage and idling loss: The minor
is utilized to the fullest. A high level of equipment stoppage loss is the one in which minor trouble
effectiveness can be achieved only when all three causes the machine to refrain from operation.
rates are high. When breakage occurs during operation on
weaving machine and transpalet machine,
As it has been delineated previously, the method unplanned stoppage for cleaning and lubrication
distinguishes the six big loss types, and three is one of the minor stoppage and idling loss occur
key performance measurements: availability, on the factory.
performance rate and quality rate that combines • Speed loss: The weaving machines maximum
into one consolidated metric. To find the overall designed speed is 450rpm but the machines are
equipment efficiency of the textile industry, running with the speed of 280rpm.
identifying the six major losses of the machines • Defect and rework loss: The defects in the
was the first stride by organizing under three key blanket factory are not re worked but discarded as
factors. And then data pertinent to those losses was

Table 5. Sample data of wearing machines available in the department.

Total number Number of machines Planned Maximum Availability

weaving in operation/day production production (%)
machines (m)
15 6 1515 557 40
15 6 1515 575 40
15 6 1515 530 46
15 6 1515 554 46
15 6 1515 607 40
15 6 1515 418 40
15 6 1515 648 40
15 6 1515 637 40
15 6 1515 482 40
15 6 1515 275 40
110 Ejigayehu Lemma et al.

waste but in the acrylic yarn factory most defects Unplanned stoppage means the period during which
are sold by lower price. In general the defects are the line is stopped due to equipment failure, setup,
likely to be considered as waste which should be adjustment, and change over and so forth. To find
disposed of. the availability of the machines, equipment failure
Calculating overall equipment effectiveness: loss of ten days is collected and shown in Table 5.
Some of the data pertinent to the above loss are Performance rate:
difficult to obtain, since the industry doesn’t apply It is expressed as:
the OEE concepts in evaluating the performance Performance rate=Speed operating rate × Net
of the machines at the individual level. It has been operating rate (2)
attempted to gather some relevant data to estimate
the OEE of the typical machinery. To find the performance rate for the machines,
the collected data (Table 6) indicates that the
Availability: scheduled speed of the machineries is 280rpm. The
The availability is the ratio of time needed for quality section performed calculations to find the
operating the equipment to the time actually performance of the machines. Table 6 shows the
consumed for operation and it is expressed as: performance of weaving machine.

Table 6. Performance of the weaving machine.

Average Average Average Average Average Calculate Average Average

rpm picks/cm time weft warp production actual actual
(minutes) breakage breakage (m) production effect (%)

280 8.1 30 4.4 2 10.37 8.2 79

280 8.1 30 4.8 2.2 10.37 8.2 79
280 8.1 30 4.5 2 10.5 8.75 83

Availability= Actual running time ÷ Scheduled According to the records the average performance
running time (1) rate of the pantor loom (weaving machine) is 80%.

From the observations and few recorded data Quality is fitness to use or exceeding customer
to calculate the availability of the machine, the satisfaction and so on. In the case industry the quality
researcher has treated the weaving machines as a parameters are defined in two factories that is blanket
whole as one machine and considered the available and acrylic yarn factory. The quality problems in
machines in that departments. Therefore accordingly the blanket factory arise from different reasons. But
the available machines on the days are collected and recorded data shows that the main reason for poor
recorded in the Table 5. quality product is negligence of operators.
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 111

Table 7. Yearly production plan of 2005/06. 3.2.3 Maintenance area of acrylic yarn factory
Acrylic yarn factory is one part of company and
Type of Production Actual its main products are different color yarns. During
product plan (Kg) production(Kg) the research period the researcher found that most
100gm yarn 1381200 480602.4 of the machineries in the factory are working and
250gm yarn 3222800 2745921 there was no recorded data available to assess the
250gm millage 0 12900.25 past data. The data
available to assess the production and quality of the
Table 8. Yearly production plan of 2006/07. factory are shown in Tables 7-9. The sample data
of the yarn production and the average waste taken
Type of Production Actual Actual/ from the monthly report of five months is as shown
product plan (Kg) production Planned
in the Table 9.
(Kg) (%)
100gm yarn 706500 144700 20
3.3 Problem Areas in KK Textile Industry PLC
250gm yarn 1468500 1591329 108
3.3.1 Allotting the maintenance activities to the
250gm 0 4900 -
millage operator in both acrylic yarn and blanket factories
In industry all maintenance activities are only
done by maintenance division which encompasses
Table 9. Sample data of type and amount of defects maintenance foreman. Deterioration prevention
in three years. based on fixed interval of time and restoration of the
equipment are the basic activities of the maintenance
2004/05 2005/06 2006/07 Total division of the industry. The purpose is to achieve
Defect type: industry goals through the implementation of
Bar mark:
operator initiated daily maintenance consisting of
569.64 413.2 376.05 1358.89
cleaning, adjustment, and regular inspections, as
Died cut:
well as improvement activities. And the maintenance
689.56 470.16 335.96 1495.68
Shrinkage: division also needs to participate only in inspection
325.85 248.8 67.05 641.7 and restoration of equipment which requires high
1585.05 1132.16 779.06 skill and specialization.

The proposed activities that the operators and the

Quality rate=Output-Waste ÷ Total output (3) maintenance division should do are revealed as
From the Table 6 the quality rate of the machine is follows.
85%. Therefore, the OEE of the weaving machine is • The operator’s of blanket and acrylic yarn
obtained by multiplying the above three factors and factories duty should be:
the result is 0.85 × 0.8 × 0.4=0.272 (i) Restoration of minor deterioration of the
machineries: (a) Restoration of some mechanical
The calculated OEE of the machines shows that part failure. (b) Restoration of oil, mechanical drive
the poor OEE attributes to poor availability of the and electrical system deterioration.
machines. The company can easily identify the (ii) Establishing basic conditions for all the machines
causes of the loss which inhibit the overall equipment in the department: (a) Cleaning for weaving, warping,
efficiency using this method. raising, and other machines they operate. (ii)
112 Ejigayehu Lemma et al.

Retightening of loose parts on the above mentioned Executing training to develop the maintenance skill
machineries. of the maintenance personnel and operators on
(iii) Keep operating condition for Obem dyeing industry
machine, weaving boilers and other machines: (a) It is proposed that, the industry need to focus on
Operating properly. (b) Proper loading based on the providing continuous training to all of its operators
capacity of the machines. to increase the life and availability of the equipment.
(iv) Accomplishing minor inspection for the The following points picked out from the study that
equipments and machines: (a) Appearance inspection some of the skills that operators of the company
for the machines listed above. (b) Noise, vibration need to acquire are:
etc. tracking while operating by understanding • Ability to detect causal abnormalities.
irregularities for internal deterioration by the five • Ability to perform minor inspection and
senses. (c) Reporting the condition of the equipment restoration and more.
immediately for further investigation if it is
required. The training provided to the maintenance men
• The maintenance personnel’s of the two focuses on developing them as a teacher and leaders
factories duty should be: in the maintenance field. They should act in close
(i) Execution of time based maintenance for all the cooperation with operators. Some of the skills that
machines in the industry: (a) Prepare annual, monthly the maintenance men of both factories should have
and weekly maintenance plan for the weaving, include:
raising, and other machineries in the industry. (b) • Ability to prepare and train operators in both
Perform the above plans accordingly. factories.
(ii) Standardization of following points: (a) • Ability to promptly discover causes when ever
Standardization of replacement for every machinery a failure occurs for machineries.
in the industry. (b) Standardization of maintenance • Ability to make the repairs and checking of
activities and methods for every machinery in the equipment before handing it over.
industry. (c) Standardization of inspection methods • Ability to trace the causes of failure.
for all machines.
(iii) Providing training to the operators in both
acrylic and blanket factories.
(iv) Diagnosing failure mode and effect analysis
when failure occurs in any machine within the
industry.
(v) Prevent recurrence of failure that has occurred in
routine operation.
(vi) Discover potential failures (fatigue, faults and
equipment weaknesses) of priority equipment. Figure 2. Simplified maintenance system model.
3.3.2 Standardization of maintenance activities
In the industry it is observed that, most of maintenance
activities are executed without the base of standards. Proposed area of computerization for the industry
The following area is proposed for the industry to be Areas that many textile industries are now turning
standardized to have consistent maintenance system their attention are toward developing and using
(Appendix 1). computer programs geared toward control of
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 113

the maintenance organization. In light of this, it actual work activities and the resource needs, such as
is proposed that the industry need to force itself tools, materials and work skills for the maintenance
toward exploitation of the benefits from these eras task. Where as scheduling is the assignment of
technology to survive through cost effective solution numerous planned jobs into a defined period of time
to most of its problems. to optimize the use of the resources. Execution of
the maintenance task consists of such activities as
Improving the maintenance workflow installation, inspection, modification, restoration
No functions that are proposed in the above will and repair of the equipments.
be effective unless a workflow is developed for
planning and scheduling maintenance work. Once As it has been delineated in the previous sections,
established, this workflow must be followed the maintenance activities of the industry are not
consistently if significant results are to be expected. well equipped with training and work standards.
The maintenance workflow model proposed for the The proposed model incorporates training,
industry shown in Figure 2 is developed by taking autonomous maintenance, improvement concepts
the maintenance activities as a system that has an and standardization of the maintenance activities that
input and out put. Since maintenance system is a makes the model far better than the existing system.
complex system, irrespective of its function and In model the operators in both factories involve in
size. Internally, it is composed of interrelated and minor inspections, more over training is provided
interdependent parts. Externally to the maintenance for them to have know how of their equipment.
system, there are components that impact on The maintenance men are also trained to reduce
and/or are impacted by the organization. All are the repair mistakes and to prepare them to teach
interconnected and affect other systems to varying and lead the operators with better knowledge. This
degrees. Distinguish between activities moving simple proposed model is sustainable if and only if
into the system and those moving out of the system a industry implements the TPM system since the
were the first step in modeling the work flow. This central core of the TPM system is to integrate every
way of looking at the maintenance system enables activities of a industry with maintenance department
to incorporate all constituent parts that will assist in as well as involving the operators in maintenance
planning and coordinating recourses and activities. activities.

Further more, feedback the results of the out put in Overall TPM Development Program for the
to the maintenance system is also considered as a Industry
vital element for future development of the system. The implementation of TPM in the industry is intended
The input and out put that are considered for the to be carried out devising the implementation steps
maintenance activities of the industry are shown in systematically by breaking down each activities of
Figure 2. the appropriate pillars of TPM and leveling them
according to their priority. It is supposed that full
The main activities in maintenance system are implementation of TPM program of the industry will
planning, scheduling and execution of all practical take minimum 42 months. And also, the three years
maintenance work requests within their required of the program is partitioned into six implementation
completion dates. This work will include all levels which they will have six months of equal
breakdown and preventive maintenance tasks and interval. In each level, the required implementation
corrective work. Planning consists of planning the steps for each activity of the selected pillars of TPM
114 Ejigayehu Lemma et al.
executed according to their precedence. The target production and technique manager of the
is set for each level and the results are measured industry?
against it. If the implementation of that level is • Have the TPM lectures for corporate managers
successfully succeeded, the immediate level will be such as productions managers, quality control and
started to be implemented. But, if it fails, a thorough marketing managers been planned?
investigation carried out to discover the causes of • Is publicity given to the top management
the failure so as to use for the upcoming practice decision to implement TPM through industry
and the process of the achievement keeps on until it bulletin?
becomes satisfactory. The proposed execution model • Is presentation made for the purpose and
of the implementation process is shown in Appendix prospective effects of TPM to president in a case
A. Before the launching of the implementation where TPM introduction has decided by industry
model there is preparatory step. In this step the business department?
commitments of top management and necessary • Is owner of the industry an advocator for
budget will be allocated. An overview of TPM and TPM?
committee will be formed for each TPM pillars. It Is it decided to spend money and time for achieving
takes six months to perform such activity. improvement of equipment and human psychological
TPM implementation plan constitution through TPM in the industry?
This section endowed with developed steps that are Has declaration of introduction been ever made by
required to implement TPM system in KK Textile operators of the machine?
Industry PLC. However, the scope of this developed
implementation plan is that it is not exhaustive 2. Introductory education and campaign of TPM:
which entail iterative process and multidisciplinary • Is the purpose of TPM implementation
team for effective implementation plan. understood by all levels of the employees in the
industry?
Introductory step (step zero) • Did top management such as textile manager
The introductory step of TPM implementation plan and others participate in PM excellent plant award
used to make commitment of top management, and to winners lecture?
allocate the necessary budget for the implementation. • Did top management of the industry participate
In this step the TPM committee is established and in TPM lectures for the management?
any introductory lesson should be given step by step. • Did top management participate in TPM
Finally the introductory step should be evaluated executives’ course?
according to the questions prepared to asses it. • Did managers of different departments in the
industry participate in TPM manager’s course?
1. Announce top management of textile industry • Did supervisors and operators participate in
decision to introduce TPM: TPM training courses for the production field
• Did top management of textile industry make leaders?
an announcement to implement TPM? • Did team leaders participate in TPM training
• Is the announcement made in the board of courses for the production field leaders of the
directors of industry meetings? industry?
• Is the announcement made in meeting of textile • Have the employees been educated using TPM
industry general manager, finance manager, video and slides?
administration manager, commercial manager • Is the education disseminated by production
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 115
field leaders to the ordinary employees?
• Is campaigning of TPM done using posters, Setting basic policies and target for TPM (Establish
slogans etc in the industry? basic TPM policies and goals):
• Is sufficient budget secured from industry top • Is the TPM integration into the basic business
management for introductory education? policy of the industry or corporate mid/long term
• Did the top management of the industry take business plan clarified?
initiative in receiving the education? • Is the ideal condition clarified by each working
• Did the top management arrange the education level of the industry?
at each level of hierarchy in the industry? • Has the time needed for reaching PM excellent
• Did the top management of the industry evaluate award been predicted for the industry?
the progress of education? • Are the TPM targets decided for the followings
in the industry: (i) Failure reduction percentage?
3. Establishing TPM promoting organization and (ii) Overall equipment efficiency?
pilot organizations model: • Is the PM award screening level compared with
• Has the TPM committee been organized to the benchmark to predict the achievement and
promote TPM throughout the textile industry? estimate cost to effect for the industry?
• Does TPM promoting committee have a • Have the basic business policy or mid/long term
promotion office and full time personnel? business plan, cost management of the industry
• Are subcommittees organized by theme to be with TPM activities and targets of the industry
tackled and “Kobetsu-Kaizen” project teams for been adjusted?
the followings: (i) Public relations for the whole • Is the TPM basic policy confirmed and applied
industry? (ii) Education and training for the satisfactorily in the lower level of the industry?
operators in the industry? (iii) “Kebetsu-Kaizen”?
(iv) “Jishu Hozen”? (v) Planned maintenance? 5. TPM master plan:
(vi) Safety hygienic and environmental factors? • Is the promotion organization in the industry
• Are chiefs and managers of different departments established?
in the industry are TPM committee members? • Do adequate numbers of over lapping small
• Is TPM promotion organization and its groups in hierarchical system and promotion
personnel allocation done by top management of secretariat exist in the organization?
the industry? • Have the policy, targets and achievement goals
• Do the following committees of the industry been set?
held meetings once in a month: (i) TPM promotion • Are the following activities being exercised
committee in the industry? (ii) Section promotion in the industry: (i) TPM news? (ii) Contest
committee in the industry? (iii) Subcommittee using activities status board? (iii) Provision for
of the “Kobetsu Kaizen”? (iv) Subcommittee of presentation of activities? (iv) Organization of
“Jishu Hozen”? (v) Subcommittee of “planned Kaizen teams? (v) Selection of Kaizen theme?
maintenance”? (vi) Subcommittee of “initial (vi) Establishment of planned maintenance
production and flow control”? (vii) Subcommittee system? (vii) Management of lubricant and spare
of “Hinshitsu Hozen”? (viii) Subcommittee of parts? (viii) Establishing the initial production
“office improvement”? (vii) Subcommittee of and flow control? (ix) Standardization of process
“education and training”? (ix) Subcommittee of methods? (x) 3M (man, machine, material)
“safety and environmental factors”? analysis? (xi) FME and PM analysis? (xii)
116 Ejigayehu Lemma et al.

Simplification of accounting related procedures? TPM basic policy to be applied in the industry?
(xiii) Kaizen of production management system? (ii) TPM target for the industry? (iii) TPM
(xiv) Development of warehouse and storage development master plan of the industry? (iv)
management? (xv) Safety inspection manual? Repetition of decision making by top management
(xvi) Daily safety management activities? (xvii) of the industry? (v) Declaration of challenging
Establishing education system? (xviii) Individual PM excellent award by the representative of the
ability development? (xix) Maintenance skill employees of the industry?
training? (xx) Support for “Jishu Hozen” • Has the top management of the industry attended
activities? the kickoff meeting to reconfirm the declaration
of TPM introduction?
TPM kickoff: • Are encouragement speeches by guests from
• Is the announcement of TPM introduction made similar textile and other industries organized?
to all employees in the industry? • Are the customers of the industry, affiliated
• Is it confirmed if every employee in the industry companies and cooperative companies invited to
agrees with the top management policy of TPM? the event?
• Is any event to commemorate the occasion • Has the introductory TPM education been
planned when all the employees in the industry finished before kickoff day?
agree with the decision of the top management • Has the necessary arrangements made in
to completely eliminate 16 major losses of the advance concerning the events which will be held
industry? on the kickoff day?
• Is the right environment created in the • Has the round tour of production floor been
industry where every employee of the industry made to ask the forefront operators whether
agrees with the top management policy of TPM end purpose of TPM introduction been fully
implementation? understood?
• Is the morale of all employees in the industry
heightens to an extent where they can challenge Step 1: Declaration by board of directors and general
the ultimate end aggressively? manager to introduce TPM in the industry.
• Are the presentations made on these topics: (i) The commitment of the top management of the
industry is indispensable for rapid promotion of
Table 10. Introductory education conducted to the
TPM. In this step the following activities should
section head.
be conducted: (i) Meeting conducted by the board
Sections Heads No. of Person
of director of the industry to announce that the
Administration head 1
implementation of TPM is decided. (ii) To prepare a
Finance manager 1
Production and technique 1 schedule for training the managers of the industry.
manager
Productivity improvement and 1 Step 2: Introductory education and campaign of
quality head TPM.
Marketing and sales head 1 After the declarations is made the introductory
Maintenance and technical 3
education to the managers and to all employees of the
department head
Blanket production head 1 industry conducted according to the plan scheduled
Store head 1 by the top managers. Initially, the introductory
Spare parts store head 1 education is presented to each head divisions of the
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 117

industry that are on the hierarchy (Table 10). Next, activity.

the training will be presented by the section heads, This is selecting model equipments with the highest
which are already trained, to each of the second priority. The prioritization is based on equipment
level of managers under their section. The training safety, reliability, quality, etc. The more the
conducted down the level in the similar manner. equipment safety, reliability and quality is less, the
more it is prioritize. These equipments selected from
Finally, a maximum of a three day seminar need to be each type of model and function by small group
opened to the entire employee and should teach the which is formed.
employee the future direction of the industry. This
campaign targets to help the sections head to create Step 6: Follow up the result.
some understanding about the TPM and to support The last part of the introduction step is announcing
them not to have difficulty while implementing the implementation of TPM in the industry in a
TPM. And also, the seminar helps the employee to ceremony in which all employees of the industry
have some insight about the purpose of TPM. participate. In this ceremony supportive company,
supplier and affiliated company are invited to create
Step 3: Establishing TPM promotional consciousness in their mind that better intimacy
organization. is needed based on quality. During the ceremony,
For the successful implementation of TPM in textile proclaiming the major TPM activities that are
industry, creating small group from top management executed in the coming three years presented along
to the first line worker or operators of the machines is with its master plan. This stage is a transformation
formed for the industry. Leaders of individual groups stage where the total implementation of TPM
are members of a small group at the next higher level executed and conducted if providing the introductory
of the organization to link the different groups and TPM education to all employees is completed.
enhance vertical and horizontal communication. In Level-1: TPM Implementation
addition to the small group function, the following The following activities of the selected pillars of
team should also be created. TPM are carried out in this level.
TPM planning team: This team is responsible for • Autonomous maintenance activity: (i) Provide
planning and prioritizing each activities of the TPM basic training to operators of the industry about
implementation in the industry. safety, and equipment structure and functions of
TPM implementation team: This team is responsible machines such as weaving, raising, stitching beam
for developing and executing each activities of winder and so on. (ii) Make cleaning plan for
the TPM program in the industry which is already each parts of the above mentioned machines. (iii)
planned. Removing unnecessary articles around the above
machineries of the industry. (iv) The initial clean up
Step 4: Setting basic policy and targets for TPM in include fiber dust, oil, etc. and has to be removed
the industry. and minor defects of the machineries should be
Each department in the industry set the policy and detected by touching for example the belt and other
the target for their department for 3 to 5 years a components of weaving machine.
head taking the policy and targets of the industry as • Planned maintenance activity: (i) Executing
their input as well as based on the condition of the operation of the selected model equipment from each
department. department. One weaving machine, raising, O beam
Step 5: Selecting model equipments for kaizen and so on. This step includes: (a) Running of the
118 Ejigayehu Lemma et al.
selected machine. (b) Developing the early discovery affect safety or the environment. In case of acrylic
of interior situation and rapid report remedy system of yarn factory the waste water treatment is installed
the machine. (ii) Executing breakdown maintenance for minimizing environmental safety.
system: (a) Performing to restore the unplanned Level-2: TPM Implementation
failure of the selected machine. (b) Identifying • Autonomous maintenance activity: In this step
frequently observed unplanned breakdown of the hard to access area should be improved and causes
machine. (c) Identify equipment where frequent of forced deterioration should be eliminated from
breakdown occur and carried out like gripper head the machineries of the industry. Taking action at
and belt, (d) Determine and track the frequency of the source of problems observed in level one of
the unplanned failure. autonomous maintenance. This action includes
• Training: (i) Setting policy and priority measures avoiding of recurrence of the accumulation of fiber
to train the operators in the industry. The industry dusts on the equipments by solving the problem
should set the basic training policy and measuring at the foundation and eliminating the causes. In
matrices suiting it and put the aims of the training in this second level of the autonomous maintenance
terms of developing the maintenance men, operator implementation, temporary procedures or manual
and fostering personnel efficiency in office work. (ii) for cleaning, lubrication, retightening and checkups
Establish training system for the maintenance men in developed.
all textile machineries. (iii) Establish training system • Planned maintenance activity: In this level
for the operators of the machines such as weaving, of the planned maintenance implementation, the
raising, stitching etc. (iv) Establish training calendar above level will be continued to be executed for the
for the operators of the machines in industry. additionally selected weaving machines in this level.
• Improvement activity: (i) Select model from And also the following activities accomplished for
both factories that produces many loses: weaving the success of the implementation.
machine. (ii) Organize the project teams to (i) Executing preventive maintenance system:
investigate major losses. (iii) The manager of the (a) Identifying equipment where preventive
technique and production department is the leader, maintenance is to be carried out viz., rapier, belt,
i.e. department manager for department model and lateral cutter, positive cutters, gears etc.(b) Develop
the section manager for section model. (iv) Group check list of preventive maintenance inspection for
and confirm the present losses. Find sufficient data the above mentioned parts.(c) Determine preventive
also. (v) Setting improvement theme and goal. (vi) maintenance interval for the above equipments of the
Set up Kaizen theme based on results of present industry.(d) Developing daily maintenance system
status survey. (vii) Set challenging goals and periods for the above mentioned equipments: (i) Cleaning,
by zero loss concepts. (viii) Assign staff for each addressing latent defects and (ii) Daily inspection for
loss. deterioration. (e) Execute preventive maintenance
• TPM office: Providing awareness about office (ii) Executing condition based maintenance
TPM to all support departments such as quality system for the machines in the textile industry:
control, and marketing departments of the industry. (a) Identifying equipment where condition based
• Safety, health and environment: (i) Constitute maintenance is to be carried out: Electrical system
a committee from section heads such as weaving for timing of operation should be monitored. (b)
section, raising, stitching and others and workers Select the parameter to be measured for condition
headed by technical manger. (ii) As part of the initial monitoring: Sound, temperature, visualizing the
cleaning, detect and correct any problems that might appearance of the belts gripper head and other
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 119

components. (c) Identify instruments required for Level-3: TPM Implementation

condition based maintenance. (d) Execute condition • Autonomous maintenance activity: (i) Tentative
based maintenance. standards of cleaning will be set for the machines.
(iii) Introducing performance indicator for For example three times a day for weaving machine.
weaving machines in the industry: (a) Improvement (ii) Mastering the inspection skill of the operators of
in OEE. (b) Total maintenance cost. (c) Cost of all machines.
breakdown, preventive and predictive maintenances • Planned maintenance activity: The following
in a percentage of the total maintenance cost. actions are also employed for further improvement
• Training: After the first level of training of the system. (i) Keeping and using maintenance
implementation carried out, implement the following records for the selected weaving, raising and other
activities. (i) Implement the training system for the machine: (a) Identify the type of maintenance required.
employees of the industry. (ii) Evaluate the activities (b) Develop the form of maintenance records. (c)
of the training system. While implementing the Identify the contacts of the maintenance report. (d)
training system, the following tasks should be done: Ensure all the required information included in the
(i) Training of instructors for maintenance skill. record. (e) Make sure the maintenance report well
(ii) Operation skills upgrade training for operator. kept. (f) Make sure the recorded information used or
(a) Provide training for skill upgrade to correct input the various maintenance activity for continuous
operation, as required. (b) Provide training for skill improvement. (ii) Executing operation: Standardizing
upgrade needed for minor inspection and routine the operation method. (iii) Executing breakdown
restoration. (iii) Provide maintenance skill training maintenance: (a) Seek a solution for minimizing
to leaders of small circles in the operating sector by the above identified unplanned breakdown and
instructors. (iv) Provide maintenance skill training implement the system. (b) Prepare procedures and
to all maintenance men by instructors. manuals for breakdown maintenance execution. (c)
• Improvement activity: (i) Mapping out the Carry out replacement method and adopt a system.
improvement plan and evaluation of analysis. (ii) (iv) Executing preventive maintenance system for
Plan the analysis and counter measuring system weaving machines: (a) Measure performance of PM
for the above identified losses. And also, prepare program. (b) Standardize equipment PM execution
procedures for implementing. (iii) Implementation method. (v) Executing condition based maintenance
of improvement activity. (iv) To replicate the system system: (a) Set the fixed time condition monitoring
implement PDCA cycle. system. (b) Set the criteria for unscheduled check.
• TPM office: Initial clean up of every offices of (vi) Executing preventive maintenance system: (a)
the industry: (a) Removal of unnecessary articles. Evaluate the performance of PM. (b) Improve the
(b) Clean dirt, dust and strains in the work place. PM system. (c) Implement PDCA activity cycle.
(c) Identify all documents in lockers and desks. (d) • Training: Understand the right method of cleaning,
Classify documents in accordance with nature of lubrication and inspection of the machineries in
work. textile industry.
• Safety, health and environment: (i) Include • Improvement activity: Improve the losses and
key safety procedures in provisional cleaning and set conditions of operation.
checking standards. (ii) Conduct safety training to • TPM office: (i) Fault finding work in the offices:
the people. The aim of the training is to create hazard (a) Survey the condition of work to expose the faults.
awareness. (b) Remove the faults. (ii) Improve the problems
120 Ejigayehu Lemma et al.
observed in the above step: Aimed at reducing or products. (ii) Identify waste.
eliminating office work flow stagnation. Step-5: TPM Implementation
• Safety, health and environment: Working more • Autonomous maintenance: (i) Autonomous
on building trouble free equipment and creating safe inspection: To maintain the machineries of the industry
and pleasant work place. deterioration and restoration condition implemented
Level-4: TPM Implementation in levels 1-4. (a) Review cleanup, lubrication and
The process of executing the TPM implementation general inspection criteria for the machines in
for the whole equipment is performed as per the the industry. (b) Preparation and implementation
above implementation steps. Additionally, the of autonomous inspection checks sheets for the
following activities are included in this level. machineries in the industry. (c) Review equipment
• Autonomous maintenance activity: General and human factors; clarity abnormal conditions.
inspection: to understand the structures functions (d) Maintain optimal equipment conditions once
and principles of equipment in textile industry and restoration is restored through general inspection.
learn their optimal conditions: (i) Train the operators (ii) Work place organization: (a) Organize the
of the machines in the industry how to carry out surrounding of machinery. (b) Reducing material
the inspection. (ii) Find and restore slight defects searching time by organizing material around the
through general inspection like the breakage of belts equipment and workplace. (c) Identification of
in weaving machine. (iii) Evaluate inspection skills very important parts and produce to be accessible
provided in the previous levels and provide training every where. (iii) Standardize the work place of the
in deficiency areas. (iv) Advance the inspection industry.
system. • Planned maintenance: (i) Automate the operation
• Planned maintenance activity: (i) Executing system: (a) Identify the activities of the next
condition based maintenance system: (a) Train operation. (b) Identify types of reports required.
maintenance personal on use of condition monitoring (c) Improve the previous activities of CM. (ii)
instruments. (b) Measure the performance of the Automate maintenance system: (a) Simplify the
condition based maintenance system. (ii) Automate work procedure based on the above study conducted
maintenance system: (a) To identify the areas that in level four of the TPM implementation process. (b)
need computerization, conduct a study. (b) Critically Critically study hardware and software. (c) Measure
review prevailing systems and procedures. performance of the software and hardware. (d) Train
• Improvement activity: (i) Horizontally replicate the maintenance personnel on use of the system. (e)
the technique for other weaving machines. (ii) Do Implement the system.
analytical and improvement techniques for the rest • Improvement activity: Give the following points
of the machines due consideration: (a) Preliminary hazard analysis.
• Training: (i) Train the operators of the weaving,
and other machines for the causes of abnormal
conditions. (ii) Train the operators to replace parts.
(iii) Train the operators about the quality products.
• Safety and environmental activities: Address
safety in the following areas: Heat, Equipment
load, Vibration and excessive load, Problem during
operation.
• Quality maintenance: (i) Revise standard of Figure 3. Monthly production of blanket.
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 121

Figure 7. Annual production plan and actual produc-

tion of acrylic yarn factory in 2005/2006 year.
Figure 4. Production and waste report of the six
months.
standard time table for cleaning.
• Training: (i) Make the operators practice to
estimate failure causes. (ii) Make the operators to
assist in overhauling.

Level-6: TPM Implementation

• Autonomous maintenance: (i) Standardization:
ensuring maintenance and management of these
activities (level 1-5) and at expanding the operator
Figure 5. Percentage waste of the six months. roles to work related to the equipment and areas
around it. (a) Standard work criteria. (b) Data record
standards. (c) Spare parts management. (ii) All out
(b) Fault hazard analysis. (c) Mean time between
autonomous maintenance management.
failures. (d) Fault tree analysis. (e) Failure mode and
effect analysis.
• Quality maintenance: (i) Waste elimination
should be practiced. (ii) Analyze the activities that
will contribute to the final product.
• Safety and environmental activities: (i) Identify
different pollutants. (ii) Identify areas of pollution.
(iii) Give hazard awareness training.
• Office TPM: (i) Check stores of files and
documents. (ii) Clean the storage areas and set
Figure 8. Annual production plan and actual production
of acrylic yarn factory in 2006/2007 year.

Figure 6. Comparative analysis of the types of

defects in blanket. Figure 9. Type and amount of defects in three years.
122 Ejigayehu Lemma et al.

• Planned maintenance: Automate the operation The other situation analyzed from the data collected
system: (a) Based on the above study, initially review is the amount of waste (Figure 4). In this case it is
the type of hardware and software available in the difficult to analyze the amount of waste in Kg with
market. (b) Measure the performance of the system. the previous month waste, because it is proportional
(c) Train the maintenance men and the operator in to the amount of product. Therefore the researcher’s
the use of the system. (d) Implement the system. realized the percentage of waste.
• Improvement activity: (i) Clarify the phenomenon
of the weaving machine selected. (ii) Practice Figure 5 reveals that the wastage is not in increasing
industrial engineering techniques. rate. This is not to show that the company should be
• Quality maintenance: (i) Remove unnecessary satisfied by the result but still it has to perform much
motions in the industry shop floor. (ii) Remove to decrease the amount of waste scientifically.
the process which don’t add value to the product.
(iii) Apply just in time manufacturing process to Data collected and tabulated in Table 4 shows that
minimize inventory cost. there are four types of defects in the process of
• Office TPM: (i) Clear the emergency passages blanket. Figure 6 shows comparative analysis of the
and set standard to check them. (ii) Allocate articles types of defects in blanket.
in correct place.
• Safety and environmental factors: (i) Give Data analysis of acrylic yarn factory
one point lesson to employees of the industry. (ii) Figures 7-8 shows annual production plan and actual
Encourage the participation in the activities. production of acrylic yarn factory in 2005/2006 and
• Training: (i) Upgrade maintenance and operation 2006/2007 years. Figure 9 shows type and amount
skill. (ii) Increase the technological power of of defects in three years.
diagnosing equipment. • Defect: Bar mark, Cause: Improper loading,
Over loading, Stick misallocation, Over loading the
stick.
Data Analysis • Defect: Cutting, Cause: Improper detaching
the package, Carelessness in unloading, Carelessness
Data analysis of blanket factory in loading.
The required data are not available especially to • Defect: Shade variation, Cause: Raw material
asses the maintenance effectiveness of the industry, problem, Non uniform in quality, Mixed yarn, Low
but few related data are collected to asses the over quality yarn, Poor supervisor, Color incompatibility,
all performance and problem areas of the industry. Operator negligence.
As it can be analyzed from the Table 2 which shows • Defect: Shrinkage, Cause: Improper Loading
the monthly production of blanket the production and Stick misallocation.
of the factory is about to decrease as indicated in
the Figure 3. This is caused by different problems
of the company. One of the problems assessed is RESULTS AND DISCUSSION
the unplanned stoppages of the machineries caused Some of the problems observed during the study are
by the shortage of spare parts. When we think listed as follows:
of production we have to think the health of the • The industry doesn’t have any maintenance
machineries first. Otherwise the unplanned stoppage record and during the study it was difficult to get data
is expecting situation. of each machine. In TPM concept the machineries
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 123

should have their own history and records. This aids • Concerning safety and environmental factors
the industry to perform the maintenance operation the industry has good attempt on environmental
smoothly. pollution by purifying the polluted water by different
• The above problems lead the company even to mechanisms. Even though the environmental safety
spend more money for maintenance and also high is satisfactory the attempt should be done on the
down time. Unplanned stoppages are also high and safety of the workers in the two factories. The
many machines are stopped by the shortage of the chemical in the acrylic factory and the dusts in the
spare parts. blanket factories are causing series problem on the
• From the observations and interviews there is workers. But still the observer did not observe any
lack of good management system and the workers worker who wears safety goggle or material.
of the industry compare their payment with the other • Kobetsu Kaizen (continuous improvement)
similar industries in that area. This causes the workers concept has not been applied by the industry.
to become highly dissatisfied. The operators of the • During the study the researcher’s observed that
machine are not interested to handle the machines no one is attempting toward the improvement in any
with care. aspect.
• The results found from the waste report of the • As it was discussed earlier quality maintenance
acrylic yarn factory indicate that most of the defects is not issue of the industry. To talk about the quality
are caused by the negligence of the workers and their of maintenance work we have to talk first about the
carelessness. effective maintenance.
• The maintenance personnel do not have • Concerning shop safety, some safety equipments
theoretical background to investigate the problem like fire fighting systems are installed in the factory
and to remove it from the source. but still training on how to operate and use is lacking
• From the planned maintenance point of view in the industry.
the industry policy is not based on preventing the
occurrence of failure. When the equipment breaks
they fix it. Here the problem is not only changing
the equipment or maintaining the equipment to its CONCLUSION
original working condition but also it may cause the
other equipments to fail. The study aims initially at scrutinizing the
• Concerning the autonomous maintenance maintenance system of the industry and categorically
much to be done to shift the maintenance concept concluded that the high rate of unplanned failure
from maintenance department to the production reigns in the industry. This can be attributed to
department. The equipment operators should be the condition of equipment, due to negligence
given training on basic inspection and cleaning of the operator and shortage of spare parts. The
methods of the equipment. underprivileged preventive maintenance system
• As an industry policy training has no consideration of the industry is also contributed to this effect.
for the employees. Without training and education The line of investigation winds up that the effect
we cannot increase the skill of the workers. of not involving the operator in minor inspection
• The result of observation shows the office and restoration of equipment escalates unexpected
arrangement is not inviting the managers to control number of failures which challenges to maintain the
the process and the filing system is not adequate for proactive maintenance program.
the controlling of the process.
124 Ejigayehu Lemma et al.

The study also supports that the industry is losing its RECOMMENDATIONS
expensive machines for the fact that it is using rebuilt The following recommendations are forwarded for
and low quality spare parts for the maintenance the industry and related Ethiopian industries that
activities with out inspecting their condition due to are executing maintenance work in their day to day
lack of work standards. Rarely, providing training activity.
to the operators, inspectors and mechanics also • Maintenance activity shouldn’t be considered
contributes to the deterioration of the equipment any more as a separate and isolated function that
due to operator’ mistakes and improper repair. As a makes repairs which is evil activities and that leads
result, the line of investigation further experienced to high expense. Rather, it should be considered
that the industry is experiencing loads of loss. It can as the main potential area to use as a competitive
be concluded that the industry may phase out unless advantage. Otherwise, higher cost will be incurred
some sustainable actions are implemented. after the equipments deteriorate which directly
affects the competitiveness of an industry.
In order to alleviate the current situations of the • The factories should involve achieving the
maintenance system a typical model (Appendix B) industry goal through the implementation of operator
has been proposed based on the above findings. The initiated daily maintenance consisting of cleaning,
model emphasizes three concepts of the modern adjustment, and regular inspections, as well as
era which are inevitable to implement in any day to improvement activities and minor restoration of
day activities, in addition to the four major duties equipment. And the maintenance men should only
of maintenance; inspection management, failure participate in inspection and restoration of equipment
management, work management, and spare part which requires high skill and specialization.
management. The concepts rely on the continuous • Empowering the operators and maintenance
improvement, empowering the employee and men through training should be given due attention
standardizing every activity to minimize the time of and conducted in sustainable manner to maximize
execution. And the model can be applicable to the the efficiency of the equipment in eliminating the
transport and manufacturing industries with some operators’ mistake and improper repair. Especially,
adaptation. the operator should be trained to pinpoint small signs
of troubles when ever anything out of the ordinary
The study also develops the implementation of occurs and to be able to operate in the proper way.
TPM system to preserve the results of the above • The industries need to introduce Kaizen them
model since the central core of the TPM system the concept of continues improvement. In this
is to integrate every activities of a industry with concept the major losses are identified and the plan
maintenance department as well as involving the is accomplished to eliminate them at the source.
operators in maintenance activities. The proposed • The industries should implement the OEE as
implementation process executed devising the a performance indicator to track the efficiency of
implementation steps systematically by breaking equipment in order to achieve higher target.
down each activities of the pillars of TPM and • It is foreseeable to standardize the diverse
leveling them according to their priority. maintenance activities from routine maintenance
and inspection to repair which cannot be performed
Ethiop. J. Sci. & Technol. 6(2) 103-126, 2013 125

effectively if individuals are left to carry out in any REFERENCES

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Appendix 1. Proposed area of standardization for the case industry.

126 Ejigayehu Lemma et al.
Appendix B. Proposed model of maintenance work flows

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