Minor Project.docx

NATIONAL INSTITUTE OF TECHNOLOGY JAMSHEDPUR - 831014

Project Title: IMPROVEMENT OF OVERALL EQUIPMENT PERFORMANCE AND COST EFFICIENCY IN A SOFT-DRINK PLANT.

Under the Guidance of:

Submitted by:

Dr. Malay Niraj Mechanical Engineering Department

Gopal Agrawal [2015UGME062] Randeep Kumar [2015UGME063]

NIT JAMSHEDPUR

Rajan Raj [2015UGME064]

INTRODUCTION 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 nonavailability 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, start up 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. In this situation, a revolutionary concept of Total Productive Maintenance (TPM) has been adopted in many industries across the world to address the above said problem. We are focusing on implementation of TPM program, because in company they already have 5S, which is the fundamental of all more complex techniques. Moreover, for edible products’ companies, cleanness on the workstation is very important; because they have to fulfill certain standards, so company have to implement this TPM tool for continuous improvement. TPM concept is the aspects of enhancing the overall effectiveness (efficiency) of factory equipment, and providing an optimal group organizational approach in the accomplishment of system maintenance activities. Both the equipment and the organizational sides of the spectrum need to be addressed in fulfilling the objectives of TPM. Many systems in use today are not performing as intended, nor are they cost effective in terms of their operation and support. Manufacturing systems, in particular, often operate at less than full capacity, productivity is low, and the costs of producing products are high. In dealing with the aspect of cost, experience has indicated that a large percentage of the total cost of doing business is due to maintenance – related activities in the factory; i.e. the costs associated with maintenance labour and materials and the cost due to production losses. Implementation of such technique helps in better organization of time in company, greater order and cleanness. If we will introduce this we will have better efficiency of machinery and equipment. Research problem here is the issue of the problem of wastage and losses in the manufacturing company.

PROJECT OBJECTIVE [1] To reduce maintenance related costs through implementation of TPM tools, in a Soft-Drinks Plant. [2] To use data analytics, lean strategy to increase the Availability function of OEP in the Soft-Drinks Plant. [3] Too calculate a stimulated comparison data based on the above amendments.

CASE STUDY CHARACTERISTICS OF THE PROJECT OBJECT: Soft Drink Bottling Industry Most soft drinks are made at local bottling and canning companies. Brand name franchise companies grant licenses to bottlers to mix the soft drinks in strict accordance to their secret formulas and their required manufacturing procedures. Soft drink bottling or manufacturing involves five major processes, each with its own issues that must be evaluated and controlled: 1. 2. 3. 4. 5.

Treating water Compounding ingredients Carbonating product Filling product Packaging

The product oriented layout in a soft drink bottling industry:

ANALYSIS OF LOSSES: The most important losses which make projects cost in-efficient are: - Failure losses - Setup and adjustment losses - Start-up losses - Minor stoppage and idling losses - Speed losses - Defect and rework losses Company has a lot of problems on their production lines and because of that a lot of wastes in their processes are present: overproduction, all kinds of waiting, unnecessary transport and a lot of storage before project implementation. The following problems were identified to be highly prevalent in the industry:      

Production staff themselves trained and demarcated skill level of machine operators, Machine condition assessment performed by the service had little meaning, Relies on a centralized technical team system of supervision for production machines, Participation of all in the preventive work carried out by the maintenance was small. Lack of time to take action to eliminate the root causes of defects and failures, Did not use fully the indicators and analysis of the situation and condition of the equipment.

Moreover, there were a lot of financial losses according to production lines stoppages, because of stoppages are shown on chart 1.

Chart 1. Losses in Production 20 18

16

19

18

17

14

15

14

12

17 13

13

10

8 6

4

8

7 5

10

9 6 4

2

5

6

6

4

7 5

5

5

6

0 Week 1

Week 2

Week 3

Reported Faults

Week 4

Week 5

Unplanned repair orders

Week 6

Week 7

Week 8

Planned repair orders

Every single fault and unplanned repair order means production inefficiency, reduced number of produced tones of products and additional costs for company. A schematic data of cost linked to the repairs has been shown in Table 1:

Cause

Cost [rupees/intervention]

Cost [rupees/week]

Unplanned repair orders Planned repair orders Reported faults Cost of production stoppage [rupees/h]

15k 5k 30k

255k 85k 510k 35k

Table1. Causes and costs of losses (Source: Own elaboration for representation) When we have costs of all machines faults forming at the level, we can calculate the total cost of stoppages of machines per month and per year. According to the table 1 total cost of maintenance per month is nearly equal to 575k [rupees/month] plus every 35k [rupees/h] when production stops. production no of actual installed planned week production capacity hours 1 24549 25000 394

hours lost in quality world class down loss of Standard of time production Availability Availability 90 66.75 0 83.84 90 29.25 0 92.75

2

26411

25000

404

3

23187

25000

388

45.75

0

88.20

90

4

19357

25000

342

93.25

0

72.73

90

5

28791

25000

412

40.50

0

90.16

90

6

24899

25000

410

52.75

0

87.13

90

7

23323

25000

374

70.50

0

81.14

90

8

25025

25000

406

32.25

0

92.06

90

53.875 0 Table2. Data collected from Industry

86.01

90

Average Value

As is evident from the Table2, ‘Availability’ values affect the actual production significantly. And down time is the major factor determining availability.

MEASUREMENT OF OVERALL EQUIPMENT PERFORMANCE Overall Equipment Performance - It is based on availability, performance efficiency and the rate of quality product.

OEP = (Availability) * (Performance efficiency) * [rate of quality produce]

 Loading time - down time  Availability =   x 100 Loading time   Loading time = the time for which m/c has to be operated per day.

Performance Efficiency =

Theoretica l cycle time x processed amount Loading time - idling and minor stoppage

Processed amount - Defective amount Processed amount Over all equipment performance is intended to minimize life cycle cost that includes initial cost and lifetime operating and maintenance cost.

Rate of quality =

We plan to enhance Availability through Implementation of TPM and then calculate a simulated Availability and relevant data to provide an insight of possible benefits of implementing TPM.

PLAN AND PROGRAM OF TPM IMPLEMENTATION IN GIVEN COMPANY Accepted area for the implementation of the TPM:  AM – Autonomous maintenance of machinery,  PM – Properly planned Preventive actions of maintenance services. Goal of TPM implementation project is to engage machine operators in a process of thorough cleaning, changeovers, regulations, current inspection of the technical condition and maintenance. Also maintenance technicians undertake repairs of reported faults but mainly operate in the area of preventive maintenance of specialized equipment and priorities are: zero accidents, faults and defects of quality. Below in the sections is presented the work program for the implementation of TPM in the company: 1) AM – Autonomous Maintenance of machinery: - Conduct training programs and workshops of AM - Implement visualization - implement individual responsibility for the machine - Skill matrix based on Trainings provided to operators of machines 2) Specialized Equipment Maintenance. 3) Predictive Maintenance - service tailored to the needs.

IMPLEMENTATION OF PROJECT 1) A M – AUTONOMOUS MAINTENANCE OF MACHINERY:  Firstly in TPM implementation there is need to conduct workshops of AM which have in their program: o familiarize operators with TPM program, o very thorough cleaning of machines, o accurate assessment of the equipment technical conditions, o removal of simple faults, o creating ideas to improve, o assessment of service skills  Then it is necessary to implement Visualization on every production line where we can find Autonomous Maintenance boards and visualization of the descriptions on the work positions. o On the visualization boards, worker can find organizational structure of Maintenance Department and particular person which is responsible for specific production line. There also maintenance employee put efficiency of line, capacity per shift, One Piece Lessons, instructions of machines and maintenance goals. Visualizations of workstations were also implemented, where it was needed. That process focused on control points for example level of oil, feedstock or pressure point to allow machine operator for control of situation. Moreover, places where dirt is often collected and places of fabrication were marked, thanks to that operator know where and how to response. Those visualization tools helps to eliminate waste of time spending on looking for norms for particular machine, necessity to call maintenance technicians for simple cleaning or repair and increase safety of production area.

o Implementation project also assume simple improvement in the form of labels for every production line which would tell if line is working (EFFICIENT)/have fault but working (FAULT)/is in the state of quick repair/is broken (FAILURE)/temporarily not working. According to that operators constantly visualize the condition of the machine.

 It is also important to implement individual responsibility for the machine. That means that machine or production line will have not only maintenance technician to take care after them but also every operator have in their responsibilities maintenance of specific machine.  Skill matrix in place of Demarcation: Company distinguish four levels of skill, every level have its own color and during every shift, on the or nearby machine there is cuvette with skill card and picture of operator which works on this shift. According to that when something is wrong with machine we know to whom we can go. Those skill cards were created on the base of skill matrix which was designed for every production line. Trainings are an important part of TPM, so in next step operators are trained by instructors of TPM. In project we also standardize the trainings of operators. Operators' skills are developed through the program: "The Academy of Operator". There were also developed training tools like: training program, skill card and skills matrix.

2) S E M – SPECIALIZED EQUIPMENT MAINTENANCE: Next large step is to implement SEM. In this part will be distinguished actions which have been taken to introduce preventive maintenance in TPM project. Firstly were defined tasks for technicians of AM and PM. Tasks for technicians (AM): o o o o

provide instruction for operators do not perform independently regulate just supervise guard the course of carrying out the tasks of production respond to anomalies/fixes

Tasks for technicians (PM): o o o o

execute planned repairs performs preventive maintenance measures and forecasts the component wear implement improvements

2) P M – PREDICTIVE MAINTENANCE: Last step is to implement Predictive Maintenance; according to which technicians perform periodic checks as per the developed instructions of PM. Due to the Preventive Maintenance in the project, company can optimize expenses on maintenance in the factory by: o o o o o o o

constantly monitor indicators (KPI) conduct ongoing analysis of the costs monitor the extent of implementation of the budget achieve a failure rate of <1.5% through Lean principles effectively manage teams conduct prudent shopping of parts judicious employment of contractors

Figures of level of planning, loading level and types of activities unscheduled in time are on the every board in every production line, so that employees can see the effects of TPM implementation. It can be observed from the work time level, loading level and unscheduled activities decreased. Thanks to that, employees have more time to their work which adds value to the product.

SIMULATED OUTCOME AND COST BENEFITS: Defect Analysis Cumulative percentage of hours lost 44.82 62.99 72.05 82.14 99.67 100

Defect Labor issues Change over No space in godown Power failure Machinery failure Others

After conducting a thorough analysis of the reasons for defects/downtime, a simulated data was obtained presuming the most ideal condition of implementation leading to elimination of certain reported faults and consequent reduction in downtimes. Accordingly, values for Availability are also simulated as is presented in the below table:

Percentage Availability

No. of week 1 2 3 4 5 6 7 8 Average

Original Availability

Simulated Availability 83.84 92.75 88.20 72.73 90.16 87.13 81.14 92.06 86.01

100 90 80 70 60 50 40 30 20 10 0

83.70 93.06 91.11 78.19 91.57 89.05 85.13 93.67 88.18

Comparision of Simulated Availability vs Actual availability

Actual Availability Simulted Availability

1

2

3

4

5 Week

6

7

8

CONCLUSION:  After proper implementation of the program, it is expected that there is an achievable increase in availability by 2.17% which might increase based on the depth of implementation.  Furthermore, assuming the ideal condition, when the unplanned repair orders could have been planned earlier through this project implementation and reported faults could be reduced down to the TPM standards of 1.5%, a significant cost saving of nearly 375k [Rupees/month] is predicted.  There is also a decrease in average downtime caused due to various defects which means a better standard work environment. Autonomous maintenance play vital role in this to reduce mean time to repair and reduce ignored defect which caused collateral damage.

Today, with competition in industry at an all time high, TPM may be the only thing that stands between success and total failure for companies. It has been proven to be a program that works. Employees must be educated and convinced that TPM is not just another "Program of the month" and that management is totally committed to the program and the extended time frame necessary for full implementation. If everyone involved in a TPM program does his or her part, an unusually high rate of return compared to resources invested may be expected.

REFERENCES: [1] S. Nakajima, (1988), Introduction to Total Productive Maintenance, Productivity press, Cambridge, MA. [2] Ranteshwar Singh, Ashish M Gohil, Dhaval B Shah & Sanjay Desai, (2005), “Total Productive Maintenance (TPM) Implementation in a Machine Shop: A Case Study”. [3] Encyclopedia of Occupational health and safety - International labour office (Chapter 65). [4] Sorabh Gupta, P.C. Tewari & Avadhesh Kumar Sharma, (2009), “TPM Concept and Implementation Approach”.

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