Tpm Over View

TPM SESSION AT Godrej & Boyce Mfg. Co. ltd.

Overview of TPM

Definition of TPM (TPM for Production Sector) 1.TPM aims to maximize equipment Effectiveness 2.TPM aims to establish a total system of PM, designed for the entire life of equipment. 3.TPM

operates in all

departments involved with

equipment, including Planning Production, and Maintenance departments. 4.TPM is based on the participation of all members, from top management to frontline staff members. 5.TPM

is

carried

out

PM

through

management, i.e. small-group activities.

motivation

New Definition of TPM (Company-Wide TPM)-1989 1.TPM aims to create a corporate system that maximizes the efficiency of the production system (overall efficiency improvement) 2.TPM creates systems for preventing the occurrence of all losses on the front line and is focused on the end product. This includes systems for realizing "zero accidents, zero defects, and zero failures" in the entire life cycle of the production system 3.TPM

is

applied

in

all

sectors,

including

the

production,

development, and administration depar1ments, 4.TPM is based on the participation of all members, ranging from the top management to frontline employees. 5.TPM

achieves

activities. 11

zero

losses

through

overlapping

small-group

TPM ? PREV.MAINT. (1951) CM (1957)

AUTO.MAINT. (JISHU HOZEN)

PRODUCTIVE MAINT.

TPM TOTAL PROD. MAINT. (1971)

MP (1960)

PARTICIPATION BY ALL

RELATIONSHIP BETWEEN TPM, PRODUCTIVE MAINTENANCE AND PREVENTIVE MAINTENANCE (3) (2) PROD. TOTAL MAINT.+ SYSTEM AUTO. MAINT. ( PM-CM(SMALL MP) GROUP ACTIVITIES)

(1) ECONOMIC EFFICIENCY ( PM )

FEATURES OF TPM FEATURES OF PRODUCTIVE MAINTENANCE FEATURES OF PREVENTIVE MAINTENANCE

SPREAD OF TPM Automobile Industries -Toyota, Nissan,Mazda

Its Suppliers& Affiliates

Consumer Electronics, Micro Electronics, M/C Tools, Plastics, Films etc..

Food, Rubber,Oil Refining, Chemicals, Pharmaceuticals, Gas,Cement, Paper Making, Iron & Steel, Printing Etc….

Nippon Denso -1971

SPREAD OF TPM IN OTHER COUNTRIES 2001 TPM AWARDS COUNTRIES

JAPAN ASIA

SOUTH AMERICA NORTH AMERICA

109 8 6 5 2 1 1 1

UK FRANCE GERMANY ITALY SPAIN SWEDEN NETHERLAND BELGIUM TURKEY

11 5 4 3 1 1 1 1 1

NORTH AMERICA

U.S.A. CANADA

12 1

SOUTH AMERICA

BRAZIL ARGENTINA CHILE

6 3 1

EUROPE

EUROPE

ASIA

JAPAN TAIWAN INDIA THAILAND SOUTH KOREA CHINA MALAYSIA INDONASIA

NOS.

JAPAN -109, OTHERS -75

WHY IS TPM SO POPULAR ? • SIGNIFICANT TANGIBLE RESULTS

• TRANSFORMING THE PLANT ENVIRONMENT

• TRANSFORMING THE PLANT EMPLOYEES

PRODUCTION SYSTEM

CUSTOMER ORDERS / SALES PLAN

PRODUCTION PLANNING

MATERIAL AND ENERGY

WORKER EQUIPMENT

MANUFACTURING

PRODUCT

PRODUCE GOOD PRODUCTS QUICKER AND CHEAPER

CUSTOMER’S SATISFACTION PRODUCTVITY, QUALITY, COST , DELIVERY

INVESTMENT IN EQUIPMENT

MAINTENANCE

SAFETY & MORALE

UTILITY

INPUT

OUTPUT

MANAGEMENT METHOD

PRODUCTION EFFICIENCY IN TPM

Production Efficiency

=

Production Cost Simultaneously

From TPM of Production Department to Company-wide TPM Covering All Company Activities

Top Management

Planning

Plant

Plant

TPM Phase 1

Personnel

Development of products & equipments

Production Plant

Financial

Genera l Affairs

Administrativ e

Sales

Plant

TPM Phase 2

TPM Phase 1

TPM of Production Department

TPM Phase 2

Company-wide TPM encompassing production, development, sales and administration

MPT eci ff O

& htl ae H, yt ef a S t ne mnori v n E

ne mpol eve D

ar T & noi t ac ud E

net ni a Mytil a u Q nez o H usti hs ni H(

et ni a M de nnal P ) nez o H ukaki e K(

s uo monot u A ) nez o H uhsi J(

pm I l a udi vi dnI ) nezi a K ust e bo K(

TPM 8 Pillar Approach

TPM

Typical TPM Organization Chart President Plant Manager Section Chief

TPM Promotion Office Company wide TPM Promotion committee Plant TPM promotion committee

SubSection Chief

Section TPM promotion committee

Supervisor

Foreman TPM promotion committee (Leader Meeting)

Front-line Worker

Small group formed on the production floor (PM circle)

FOCUS IMPROVMNT sub-commmittee AUTO.MAINT sub-committee Planned Maint. sub-committee Initial flow control sub-committee QUALITY MAINT. sub-committee Office improvement sub-committee Education and Trg. sub-committee Safety and hygiene sub-committee

Focused Improvement Purpose: • Achieve zero losses of all types. • Achieve ultimate production efficiency improvement

Members: • Staff / Manager Activities: • Understanding the 16 major losses • Calculating and settling goals for overall equipment efficiency, productivity and production subsidiary resources • Implementation of PM analysis • Thorough pursuit of equipment and production “as it should be”.

Autonomous Maintenance Purpose: •Training of operators for proficient in equipment • Maintaining one’s own equipment self Members: Operator, Line Leader Activities: Implementation of 7 steps 1. Initial clean-up 2. Countermeasures for the source of problems and measures for difficult-to- access locations 3. Creation of tentative autonomous maintenance standards 4. General inspection 5. Autonomous inspection 6. Standardization 7. All-out goals management

Planned Maintenance Purpose: • Improving efficiency of maintenance departments to prevent 8 major losses Members: • Manager and maintenance men of maintenance department Activities: • Daily Maintenance • Time Based Maintenance • Condition Based Maintenance • Improvement for increasing the service life expectancy • Control of replacement parts • Failure analysis and prevention of recurrence. • Lubrication control

Quality Maintenance Purpose: Achieve zero defects by supporting and maintaining equipment conditions Members: Quality assurance Staff, Production engineering staff, Manager

Activities: • Verify quality characteristics standards; understand defect phenomena and performance • Investigating the conditions for building quality, processes and raw materials, equipment and methods • Investigating, analysing and improving the conditions of malfunctions • Setting 3M conditions, setting standard values for inspection • Creation of standards that can be followed; trend management

Development Management Purpose: • Reducing product development and prototyping time • Reducing the development, design and fabrication time of equipment • Improving 1-shot start-up stability of products and equipment Members: Research and development staff, Production engineering staff, Maintenance staff

Activities: •Setting development and design goals •Ease of production •Ease of QA Implementation Reflect in MP design •Ease of use •Ease of maintenance •Reliability •Investigate LCC •Design release drawing Production: Identify problems in the prototype, trial run and initialphase mass production control stages.

Office TPM Purpose: • Achieve zero function losses • Creation of efficient offices • Implementation of support functions for production departments Members: •Leaders and members of administration/Indirect departments Activities: •Autonomous maintenance activities 1. Initial clean-up (personal space) 2. Work inventory 3. Countermeasure for problems 4. Standardization 5. Promotion of autonomous management activities of work • Individual improvement through project activities 1. Shortening of settlement schedule 2. Improvement of distribution 3. Improvement of purchasing and subcontracting 4. Reform of production control system

Education and Training Purpose: • Establishment of technical education for operations and maintenance workers Members: •Operators •Maintenance workers Activities: •Basic process of maintenance •Tightening nuts and bolts •Aligning keys •Maintenance of bearings •Maintenance of conductive parts •Prevention of leaks •Maintenance of oil pressure and air pressure equipment •Maintenance of electrical control equipment

Safety and Health Purpose: • Achievement and support of zero failures • Creating a healthy and safe workplace that gives meaning to work

Members: • Safety, health and environment managers and specialised committee membe • Staff specialising in safety and health Activities: • Measures to improve equipment safety • Measures to improve work safety • Improvement of work environment (noise, vibration and odors) • Measures to prevent pollution • Creation of healthy employees • Promotion of invigorating activities

FUNCTIONS OF VARIOUS TPM COMMITTEES

TPM STEERING COMMITTEE PERIODIC REVIEW OF TPM IMPLEMENTATION WITH THE HELP OF TPM SECRETARIAT & SUB-COMMITTEES

TPM SECRETARIAT • • • • •

DEVELOPMENT OF TPM PROGRAMMES ENSURE TPM IS MOVING IN RIGHT DIRECTION AT RIGHT SPEED HOW TO IMPROVE TEAM WORK ENSURE FULL INVOLVEMENT OF ALL

TPM EFFORTS ON RIGHT TRACK DEDICATED SENIOR LEVEL PERSON

• PUBLICISE IN COMPANY MAGAZINES OR THROUGH SEPARATE LETTER • ANNOUNCE FOR SELECTION OF A MODEL EQUIPMENT WHERE MAXIMUM IMPROVEMENT IS POSSIBLE • HORIZONTAL REPLICATION

EXAMPLE OF BASIC TPM POLICY & GOALS BASIC TPM POLICY •WITH EVERYONE’S PARTICIPATION, TO AIM FOR ZERO BREAK DOWNS AND ZERO DEFFECTS AND SEEK TO MAXIMISE OVERALL EQUIPMENT EFFECTIVENESS •TO CREATE A WELL ENGINEERED EQUIPMENT AND USE IT TO BUILD IN QUALITY •TO DEVELOP EQUIPMENT COMPETENT PERSONNEL AND HAVE THEM EXERCISE THEIR FULL POTENTIAL •TO CREATE LIVELY AND ENERGETIC WORK PLACE

TPM IN TOTALITY MAXIMISING EFFICIENCY OF TOTAL PRODUCTION SYSTEM SUPPORT (8-PILLARS) •KOBETSU KAIZEN •PLANNED MAINT. •EDU.& TRG. •QUALITY MAINT •INITIAL FLOW CONTROL •OFFICE TPM •SHE •JISHU HOJEN

•VISION •MISSION

TPM

FOCUS

EFFECTIVENESS

RESULT

PRODUCTION

•SHARE HOLDER’S DELIGHT •CUSTOMERS DELIGHT •PROCESS EXCELLENCE •CONT. IMPROVING ORGANISATION

ZERO ABNORMALITY

P

ZERO ACCIDENT

Q QUALITY

ZERO BREAK DOWN

C COST

ZERO CUSTOMER COMPLAINTS

D DELIVERY

ZERO DEFFECTS

S

ZERO POLLUTION

M MORAL

SAFETY

APPROACH •TEAM APPROACH •OWNERSHIP •TOTAL EMPLOYEES PARTICIPATION

EXCELLENCE

•TOTAL CUSTOMER SATISFACTION •REWARDS & RECOGNITION •REGULAR REVIEW

PRODUCTIVITY ---

COMPANY-A Company – A

(Incre ase w ith re spe ct to be nch m ark 1996-97) 2.00

No. of times

1.75 1.50 1.25 1.00 S eries 1

1996-97

1997-98

1998-99

1999-2000

2000-2001

1.00

1.45

1.46

1.65

1.67

A vg. A pr'01 to 2001-2002 O c t'01 (Target) 1.77

1.87

DOWNTIME TREND --- COMPANY-A Downtime trend

700 600

664.08

500 321.68

400 300

168.46

200

76.25

100

55.63 6.5

0 1996-97

1997-98

1998-99

1999-2000

2000-01

2001-02 (till date)

CUSTOMER COMPLAINTS --- COMPANY-A

Customer complaints

Company – A

7 6 5 4 3 2 1 0

% of Sales

1996-97

1997-98

1998-99

1999-2000

2000-01

Apr'01 to Sep''01

6.2

2.69

1.25

1.24

1.19

1.11

COST Cost

1.2

---

COMPANY-A Company – A

Decrease with respect to Bench Mark 1996-97) GOOD GOOD

No. of Time s

1

0.8

0.6

0.4

0.2

0 1996-97 Series1

1

1997-98

1998-99

0.84

0.85

1999-2000 0.81

2000-01 0.81

2001-02(Till Date) 0.81

Target (2002-03) 0.78

SAFETY Safety

---

COMPANY-A Company – A

NO. OF ACCIDENTS

M A J O AR C C I D E N T S S T A T I S T I C S O F T H E P L A N T (E X C L D S M S )

60 50 40 30 20 10 0

51 22

22

17

17 5

1 9 9 6 -9 7 1 9 9 7 -9 8 1 9 9 8 -9 91 9 9 9 -2 0 0 20 0 0 0 -0 1 2 0 0 1 0 2 (T ill D a te ) Y E AR

WHAT TPM IS NOT? • ONLY MAINT. DEPARTMENT’S ACTIVITY---NO • TPM--- PRODUCTIVITY DRIVEN INITIATIVE ---ONLY MAINT CAN NOT DO • MAINT.--- ASSET MANAGEMENT • TPM---TOTAL PARTICIPATIVE MANAGEMENT

TPM SUCCESS FACTORS • • • • • •

TOP MANAGEMENT TIME FOR MONTHLY STEERING COMMITTEE REVIEW MEETING SUCCESS OF MANAGER MODEL MACHINES PARTICIPATION BY ALL GOOD & DEDICATED PERSON FOR TPM SECRETARIATE. DEPARTMENTAL / CIRCLE MEETINGS. 8 PILLARS SUB-COMMITTEE MEETINGs.

TPM SUCCESS FACTORS •

• • • •

PEOPLE’S MOTIVATION THROUGH VARIOUS SCHEMES SUCH AS A)MOTIVATING SUGGESTION SCHEMES B) REWARDS & RECOGNITION FOR VARIOUS TPM ACTIVITIES LAUNCHING OF COMPAIGNS FROM TIME TO TIME SUCH AS 5S, , BEST ACTIVITY BOARD, BEST KAIZEN, BEST OPL ETC.. TPM GALLERY,ACTIVITY DISPLAY BOARDS LINKING OF TPM ACTIVITIES WITH APPRAISAL SYSTEM ONE RELIGION