Role of Planned Maintenance in TPM Implementation

Conference on
Best Practices in Maintenance

Management
Session Role Of Planned Maintenance In
Implementation Of TPM
Speaker:
Dinkar Joshi
Designation: Sr Manager ( HOD Maintenance)
Organization: Endurance Technologies Pvt. Ltd.,
Aurangabad
May 11th & 12th 2010, Pune India
Role Of Planned Maintenance In

Implementation Of TPM
May 11, 2010.
Best Practices in Maintenance Management

Pune
What is TPM?
Total Profit Management
Company Survives
Total Production Management

ISO, TQM, JIT, Re-Engineering
Total Perfect Manufacturing

. Loss Elimination
Total Productive Maintenance and Management

May 11, 2010.

Pune
TPM Principles
By implementing TPM, we get a proper image of

manufacturing product in the age of automation and
microelectronics, there by contributing to the
prosperity of enterprises and the happiness of
mankind.
May 11, 2010.

Pune
Through TPM
1.
We pursue efficient production systems and accomplish the highest

customer satisfaction for quality, cost and delivery term.
2. We accomplish zero-disasters & accidents, zero-defects, and zero

breakdowns to build safe and cheerful workshops.
3.
We accomplish zero-disasters and zero-pollution to make life safer and

more pleasant, not only for employees, but also for local residents.
4. We eliminate all losses in the resources and energy to conserve the Earths
environment.
May 11, 2010.

Pune
Basic Concept Of TPM
May 11, 2010.
CHANGE THE MACHINE.
CHANGE THE MAN.

Pune
TPM Targets
Obtain Minimum 90% OEE
( Overall Equipment Effectiveness )
By Keeping Target For All Losses - ZERO
Operate in a manner, so that there are

no customer complaints.
By Keeping Target of Defects
May 11, 2010.

Pune
- ZERO
TPM Targets
Reduce the manufacturing cost
By Keeping target of Losses - ZERO
Achieve 100% success in delivering the goods

as required by the customer.
By Targeting Losses
May 11, 2010.

Pune
-ZERO
TPM Targets
Maintain a accident free environment.
Target For Accidents - ZERO
Increase the suggestions by 3 times. Develop

Multi-skilled and flexible workers.
May 11, 2010.

Pune
TPM Targets
Breakdown
Accidents
ZERO
Defect
Losses
May 11, 2010.

Pune
10
What Is Zero.
ZERO MEANS ONLY ZERO !!!
ZERO HAS NO TOLERANCE
ZERO DEFECT
ZERO BREAKDOWN
ZERO ACCIDENT
May 11, 2010.

Pune
11
Importance Of Zero.
Just Imagine that if 1% of all the flights crashed.

Just Imagine that if 1% of all the heart surgeries
failed.
Just Imagine that if 1% of the buildings collapsed
soon after construction.
May 11, 2010.

Pune
12
May 11, 2010.

Pune
Safety, Health &
Environment
TPM in Offices
Quality Maintenance
Autonomous
Maintenance
Education & Training
Development management
Planned
Maintenance
Individual Improvement
TPM Pillar Structure
TPM
5 S is The Base Of TPM
13
Concepts Of 5S
Japanese
English Translation Equivalent 'S' term
Term
1S
Seiri
Organization
Sort
2S
Seiton
Tidiness
Systematic
3S
Seiso
Cleaning
Sweep
4S
Seiketsu
Standardization
Standardize
5S
Shitsuke
Discipline
Self - Discipline
May 11, 2010.

Pune
14
Example Of 2S
1S- PLASE FOR EVERYTHING, 2S EVERYTHING ON ITS OWN PLACE
BEFORE
NO FIX LOCATION
AFTER
FIX LOCATION
BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

May 11, 2010.

Pune
15
Example Of 2S
BEFORE
NO FIX LOCATION
AFTER
FIX LOCATION

May 11, 2010.

Pune
16
Example Of 2S
BEFORE
NO FIX LOCATION
AFTER
FIX LOCATION

May 11, 2010.

Pune
17
Key Activities
Reviewing Business Objective
Loss Structure
Loss
Elimination
Target setting for achieving Business

Objective
KPIs for measuring in KRA.
Implementing Kobetsu Kaizen Themes.

Improved System with
Improved Maintainability
Support PM Pillar
May 11, 2010.

Pune
18
Key Activities
Defect
Elimination
Listing / Stratification of Defects.

QA / 4M / QM / Q Components.
CBM of Q Components.
Defect Analysis using different tools.
Implementing Defect Elimination Projects.
QM Matrix
Q Components.
CBM of Q Components for easy
Sustenance and Reliability Enhancement.

Inspection
Reduction of Inspection / Sampling Cost.
Elimination of Customer Complaint
Support by PM Pillar
May 11, 2010.

Pune
19
Key Activities
Practicing CLIRT activities during all
steps.
Practicing tentative standards
I Do, I Check,
I Maintain
Monitoring & recording abnormalities

deterioration
using 5 senses
Countermeasure against source of

contamination
Reduction in CLIRT time
May 11, 2010.

Pune
20
Key Activities
Prevention of Occurrence & Recurrence
of accidents.
Safety patrol for Identifying Unsafe
Condition & Acts.
Zero
Accident /
Health hazard
Health Hazard Elimination using tools

such as mapping etc.,
Reducing Environmental Impacts
Improved & Safe

Working Atmosphere
May 11, 2010.

Pune
21
Key Activities
Skill Assessment
Identifying Training Needs for achieving
business objective.
Imparting Training / OJT / External
happenings in the market.
Skill /
Knowledge
Improvement
Review the skill level and if not okay

retrain.
Continuous Monitoring.
Upgraded Skill level for
achieving Business Objective
May 11, 2010.

Pune
22
Key Activities
Elimination of Administrative Losses by

eliminating Waste activity & Reducing
OTPM Loss
Elimination
Non value added activity

Reducing the manufacturing Cost
through
cost loss approach with KK pillar.
Cost Awareness /
Cost Effective Programs.
May 11, 2010.

Pune
23
Key Activities
Collection & utilization of feed back
Measuring needs for ease of
Trouble free new

equipment from
day one
manufacturing
Developing new product with
minimum losses
Zero breakdown, zero defect, zero
accident by implementation of MP on
new machines/ equipements
May 11, 2010.

Pune
24
Key Activities
Activities to prevent deterioration

Activities to measure deterioration
Zero Failure
Restore deterioration .
Support to JH
Skill enhancement of Maintenance

staff.
Input to DM for MP Kaizens
May 11, 2010.

Pune
25
Planned Maintenance
Aim :
Enhance maintenance efficiency through

1. Accomplishing zero failures and zero defects by
activities to enhance maintenance technology and
skills, to expand equipment MTBF and to shorten
equipment MTTR.
2. Reducing input by activities to make equipment
maintenance efficient.
Purpose :
Functions of equipment can be
demonstrated satisfactorily
whenever equipmentcost.
needs them at minimum
May 11, 2010.

Pune
26
Planned Maintenance - Targets

Current Status
Activity
UOM
Dec..09
Jan.10
End Target
Feb.10
Breakdown hrs.
Hrs
Breakdown Occurrences
Nos.
Defect due to PM
No. of
Phenomenon
Maintenance Cost
Rs./Piece
Energy Cost
Electricity / Fuel / Water
Rs /piece
Spare part Inventory Cost
Rs. In Lac
Accident due to weak PM
Nos.
Kaizens
No of kaizen /
employee / month
Nos
Training
PM Training
Hrs/emp/month
BM
May 11, 2010.

Pune
27
Basic Philosophy of Zero Failure

Men make equipment fail.
Equipment can be set for zero-failures provided the thinking

of men change.
Conventional view of all equipment can fail should be
changed to dont let equipment fail.
failures can be reduced to zero.
May 11, 2010.

Pune
28
Rules for Zero Failure

Discover latent defects to prevent failures.
Failure is only the tip of the iceberg.
Failure
Dust, Soiling, adhesion of raw
materials.
Abrasion, backlash, looseness, leaks
Corrosion, deformation, flaws, cracks
Temperature, vibration, sound and other
errors
May 11, 2010.

Pune
Latent defects
29
PM Pillar Methodology
Study of past Equipment History
Ranking of Equipment
Support to JH
Preparation of JH3 tent. Stds. and TBM
Equip. Failure Analysis to identify Root Cause
Counter Measures and Kaizens
Sustenance Activities
Periodic Maintenance (TBM)
Predictive Maintenance (CBM)
Lubrication & Spare Parts Management

Enhancement of Knowledge & Skill of Maintenance Operators
May 11, 2010.

Pune
30
Equipment Ranking
A : High Priority Equipment or M/C

Most Critical m/c
B : Medium Priority Equipment or M/C
C : Least Priority Equipment or M/C

Ranking of m/c sub parts are done in the same
way.
May 11, 2010.

Pune
Equipment Rating
AREA
ITEM
1. HowoftenistheEquipment used?
Evaluation
4 2 1
2. Istherebackupequipm
ent?
5 4 2 1
Production
3. Howhighisthededication?
(Proportionofproductsofasim
ilartypeproducedbythe
equipment)
4. Towhat extendwill afailureeffect otherprocesses?
Quality
5. Valueofmonthlyscraplosses
(Burnedrubber, wastedcloth, wastedproductionetc)
4 2 1
5 4 2 1
4 2 1
6. Howwill theprocessrunonthisequipment affect the

5 4 2 1
Qualityofthefinishedproduct?
M
aintenanc 7. Frequencyoffailuresintermsofcost ofmonthlyrepairs?
4 2 1
eCost
8. M
eanTim
eToRepair?(M
TTR)
4 2 1
Safety
9. Towhat extent doesafailureaffect theworkenvironment? 5 4 2 1

(likenoise, fumes, dust etc)
EvaluationStandard
80%
orabove: 4
60 to79% : 2
59%orbelow: 1
No(or)Yes, but it takestoomanym
anhours: 5
Availableat otherplants: 4
Coveredbystock: 2
BackupEquipment exists: 1
100~75%: 4
35~75%: 2
0~35% : 1
Affectstheentireplant : 5
Affectsotherprocesses: 4
Onlyaffectstothism/c: 1
(W
astedproduction)
(W
astedCloth)
OverRs. 50000: 4 Over2.5Lakhs : 4
25000~50000 : 2 1Lakh~2.5lakh: 2
Under25000 : 1 Under1Lakh : 1
Decisively
: 5, 4
Somewhat
: 2 Not Significantly: 1
OverRs. 5000 : 4 Under Rs. 3000 : 1
Rs. 3000~5000: 2
Over3Hours : 4 Under1Hour : 1
1~3Hours
:2
Canbelifethreatening: 5
Stopswork : 4
NoSignificant effect: 1
A:PriorityRanked: >30points B:Sem

i ranked:20~30points C(LeastSignificant):<19points
May 11, 2010.

Pune
Machine Ranking
TOTAL MACHINE STRATIFICATION
13%
34%
A
53%
B
C
Sr.
Cat
Specification
% contribution
Critical
34%
27
Moderate
53%
42
Non critical
13%
10
Total machines
May 11, 2010.

Pune
Nos.
79
Support & Guidance to JH Activity
JH - Step 1
JH Step 2
RED TAG STRATEGY SUPPORT (1, 2)
1. RED Tag summary sheet and

RED Tag plan
2. RED Tag improvement plan
COUNTER MEASURES AGAINST SOURCES

Ex-terminate 4 vices (DIRT, RUST, HEAT, VIB)
SUPPORT FOR MAKING STANDARDS OF

CLEANING, LUBRICATION & INSPECTION
Maintaining visuals
controls and displaying
labels, Types of oils etc.
Use WHY-WHY-WHY
JH Step 4
EDUCATION OF OVERALL INSPECTION

FOR LEADER
From WHY WHY to

SO WHAT - SO WHAT
JH Step 5
TRAINING TO IMPROVE MAINT RELATED

TECHNICAL ABILITY
JH Step 6
STANDARDIZATION
JH Step 3
JH Step 7
May 11, 2010.
Autonomous PDCA (CAPD)

Pune
PRODUCTION
SHOULD BE
ABLE TO DO THESE
ACTIVITIES
WITHOUT HELP
OF MAINT, PM
GROUP
M
A
I
N
T
H
E
L
P
Failure analysis
Combination of Failure Factors
Inadequate basic
conditions
Lack of skills
Leaving
deterioration
unrepaired
Design
shortcomings
Non-observance
of usage conditions
May 11, 2010.

Pune
Countermeasures for Zero Failures
1. Establish basic conditions.
Kobetsu Kaizen
2. Keep operating conditions.
Jishu Hozen
3. Restore the deterioration.
Planned Maintenance
4. Improve weak points in design.
Education & Training
5. Improve the skill level.
Development Mgmt.
May 11, 2010.

Pune
Data collection for breakdowns
May 11, 2010.

Pune
WHY - WHY Analysis
Oil leaks from cylinder rod each time it operates

Question
Answer
What is your final action ?
Replacing the O-ring
After replacing O-ring, is it OK
Yes
ANSWER
WHY
ACTION
Why did you replace Oring
O-ring cut
O-ring changed
Why O-ring out
Rod has scratch
Scratch removed
Why rod has scratch
Chips were scattered and

attached to rod
Measures taken to prevent chips

from scattering
Why chips were

attached to rod
Cylinder located within scattering

range of chips and rod cover is
not placed
Defective design and installation
Cylinders position changed and

cover fixed
Why cylinder located

within scattering range of
chips and rod cover not
replaced
May 11, 2010.
Standardise design and installation

Pune
Area wise Stratification of Phenomena's

Total Phenomenon:94
Electronics,
14
Electrical, 25
Mechanical
May 11, 2010.
Mechanical,
55
Electrical
Electronics

Pune
Mechanical Area wise Occurrences

Fixture and seat check
Total : 414 Nos.
High Pressure coolant System
18
10 12
Hydraulic System
51
Auto Tool Changer
22
Axis
32
20
Rubber sheet
19
18
Coolant
Spindle
Table
63
72
Lubrication
Air leakage
41
36
Burr
Door
May 11, 2010.

Pune
Countermeasure for Zero breakdown (Mechanical)
No root
cause, 8
Training, 17
CBM, 1
Kaizen, 39
Preventive
Maintenance,
46
May 11, 2010.

Pune
Development of PM module
Step1
PM
Support & Guidance to JH Activities
Evaluate Equipment and

Understand Current Condition
Restore forced & natural deterioration

and Correct weaknesses
4 Build an Information management System

Maintain flow of breakdown Analysis
MP
CM
May 11, 2010.
Build a Periodic Maintenance System
Build a Predictive Maintenance System
Evaluate the Planned Maintenance System

Pune
Roles of PM and JH
Implementation
Classification
Prevention
Measurement
Restoration
Proper Operation
Normal Operation
Set-up and adjustment
Cleaning, Address Latent Defects
Preventive
Maintenance
Lubrication
Daily Maintenance
Retightening
Operation Condition, Daily Inspection for
Deterioration
Minor Check
Time based Inspection
Time based
Maintenance
Productive
Maintenance
Time based Inspection

Time based Check
Trend Check
Predictive
Maintenance
Unscheduled Check
Strength KAIZEN
Corrective
Maintenance
(Reliability)
Corrective
Maintenance
Lightening of Loading
Accuracy Improvement
Corrective
Maintenance
(Maintain-ability)
Conditions Monitoring
KAIZEN of Check Operation
KAIZEN Of Check Operation
Others
Maintenance
Prevention
Breakdown
Maintenance
Check Quality KAIZEN
MP Activities
Planned Breakdown Maintenance
Emergency Maintenance
Earlier discovery of interior situation and

positive and rapid report/remedy
Sporadic Repair
May 11, 2010.

Pune
Assigned
Maintena
nce
Operati
on
Machinery spares parts management
Spares Parts management
A. Inventory Reduction
B. Cost Saving Activities
1) 1S and 2S Activities
1) Develop alternative source
2) TBM based procurement
2) In house manufacturing & repairs
3) Procurement Lead time reduction
3) Re use after modification
4) Procurement of consumable spare

through schedule agreement route
May 11, 2010.
4) Life enhancement

Pune
6-26
Mp Sheet Generation System
May 11, 2010.

Pune
Break Down Hrs Status (Press shop)

1800
1500
11
2
21
0
300
24
4
28
4
30
5
30
0
42
5
600
42
5
54
0
55
2
61
1
62
2
66
0
900
72
3
90
4
Nos of Hours
1200
BETTER
1200
0
B.M.
Apr( Oct-06 to Mar-07 ) 07
May 11, 2010.
May07
Jun07
Jul-07
Aug07
Sep07
Oct07
Nov07
Dec07
Jan08

Pune
Feb08
Mar08
Apr08
May08
Jun08
Tgt
Break Down Occurrence (Press Shop)

400
333
BETTER
20
5
85
99
10
2
12
5
12
5
14
5
11
4
12
0
11
4
14
5
200
15
5
Occ. In Nos
300
12
55
65
100
0
B.M.
Apr( Oct-06 to Mar-07 ) 07
May 11, 2010.
May07
Jun-07 Jul-07
Aug07
Sep07
Oct-07 Nov07
Dec07
Jan-08 Feb08

Pune
Mar08
Apr08
May- Jun-08
08
Tgt
Maintenance Cost
4
Percentage of sales
BETTER
33 % DOWN
2.1
2
1.6
1.2
1
0
B.M.
Tgt
Actual Jun 08
Maintenance Cost Loss reduction Kaizen done 132 Nos

May 11, 2010.

Pune
Defects classification
A - Type defect
OK
OK
NOT OK
NOT OK
NOT OK
Action
taken by
operator
LSL
OK
USL
No action
by operator
LSL
The output is (OK) initially

Becomes (NG)
Corrective action is taken
by operator
Becomes (OK)
Use Why Why Analysis
May 11, 2010.
C - Type defect
B - Type defect
OK
USL
The output is (OK) initially

Becomes (NG)
No action taken by
operator
Becomes (OK)
Use PM Analysis
Action
taken by
operator
OK
LSL
OK
USL
The output is (NG) initially

Action taken by operator
Becomes (OK)
(setting scrap)

Pune
KAIZEN EYE
THEME
REDUCE / ELIMINATE / INCREASE / PREVENT
PROBLEM (PRESENT
STATUS)
CORRECT OBSERVATION
ANALYSIS (ROOT
CAUSE)
1. Poka
2. Less Friction
3. Fully
4. Many Bolts
5. Coolant
6. Big
7. Long
8. Cannot detect
9. Difficult
IDEA
(OPPOSITE OF ROOT
CAUSE)
1. Poka Yoke
2. More Friction
3. Partly
4. Less Bolts
5. No coolant
6. Small
7. Short
8. Can detect
9. Easy
COUNTERMEASURE
(Kaizen)
PROVIDING / CHANGING
RESULT
REDUCE
TIME
BENEFIT
INCREASE PRODUCTION
Phenomena
stratified
by 5W and 1H
WHEN
REDUCE
FREQUENCY
ELIMINATE
PREVENT
INCREASE LIFE
REDUCE COST
Trend
Continuous, discontinuous, very rare
Time, period
Start-up, season, (summer, winter, rainy season), setup
WHO
Men
Day shift, night shift, new employees, temporary help
WHAT
Materials
Lots, type No.
WHERE Location
Part, range, process, equipment
WHICH
Trend
Direction (+, -, fore, rear, left and right), increase, reduction
HOW
Status
Equipment, jigs,tools, accuracy (dynamic, stationary), machining conditions
May 11, 2010.

Pune
Kaizen Idea Sheet
Activity
Result Area
KK
JH
QM
PM
SH
OTPM
DM
ET
Defect Type
Shop:
M/C:
Kaizen Theme:To reduce setting time
speed .
Problem/Present Status: On FRD
machine for door speed setting time
is more
No window cut out
Reg. No:
for door
Countermeasure: Provided the

window cut out on guard for air flow
setting.
Door cylinder
Window
for air flow
setting
Why2: Guard has to removed for

setting.
Why3: Hard to access
Result: Door speed setting time

reduced
30 Min
Target
5 Min
Kaizen Start
2/11/09
Kaizen Finish
3/11/09
Team Members:
1)Mr.K.O.Zanwar.
2)Mr.A.S.Joshi.
3)Mr.B.k.kachke
Benefits:
1)Machine availability improved.
How to Sustain : Irreversible

50
30
Scope and Plan for HD

5
Root cause : Hard to access
Bench Mark
100
Time in Min.
Why1: Door speed Setting time more
Case study
Kaizen Idea: Easy to Access
Door cylinder
Analysis:
No
0
,Nov 09
' Dec-09
M/
C
T/date
Res.
Status
12.11.
09
ASJ
Comp.
Loss Tree
DESPATCH
INVENTORY
PRODUCTION
OEE
AVAILABILITY
B/D
SET
UP
JH
PM
KK
TOOL
CHANGE
KK
KK
GAP GAP GAP

May 11, 2010.
START
UP
NO ORDER
HOLIDAY
QUALITY
PERFORMANCE
ADJUSTMENT
PM
REDUCED
SPEED
MINOR
STOPS
SCRAP
R/W
KK
QM
QM
GAP
GAP
GAP

Pune
Cost Loss Tree

MANUFACTURING COST
VARIABLE
FIXED
LABOUR
PERSONEL
WELFARE
LOL
OML
R/W
HRS
KK
KK
QM
ADMIN COST&
PROF FEE
MFG SUPPORT
RATE, TAXES,
INSURANCE
REPAIR & MAINT
BUILDING

Pune
DEPRECIA-TION
B/D
CONS
UM
PM
PM
GAP
GAP GAP
May 11, 2010.
SPARES
TPM One Point Lesson

Theme
Related to
Classification
No.
METHOD OF USING ALLEN KEY

CLEAN
LUBRICATE
INSPECT
Basic
Knowledge
RETIGHTEN
Improvement
classes
Date of
preparation.
P.M.
Trouble
class
Engr.
Mgr.
MK
PV Patil
23-July-08
Prepared By
MKP
METHOD OF USING ALLEN KEY

Correct method -
Wrong method -
Allen key is fully inserted in the socket before

tighten or loosen the bolt.
Allen key is partially inserted in the socket

before tighten or loosen the bolt.
Allen key
DATE EXECUTED
TEACHER
STUDENT
May 11, 2010.

Pune
Allen key
Planned Maintenance
Key Activities
TIME
DETERIORATION
FORCED
DETERIORATION Life Extension 1
JH
LIMITING
CONDITION
J. HOZEN
STEP(4) (6)
T
B
M
2
Life Extension 2 T
[CM]
B
M
1
ELIMINATION
OF FORCED
DETERIORATION
RESTORATION OF
BASIC CONDITION
REDUCTION
IN SPORADIC
FAILURES
J. HOZEN
Q.M
C
B
M
RELIABILITY
BASED
MAINT.
DIAGNOSTIC
TECHNIQUE
+ SERVICE LIFE
PREDICTION
EXTENTION OF WORKING LIFE

(IMP.OF WK.PTS OF DESIGN)& ELIMINATION OF CHRONIC PROBLEMS
MP DESIGN + INITIAL CONTROL
PM
May 11, 2010.
KAIZEN
KOBETSU KAIZEN
EDUCATION + TRAINING
SHE
Pune
Role of Pillars- TPM

Activity
WHAT
Quality Maintenance
Physical phenomenon of Defect

Customer Complaint
In-house Rejection & Rework
Kobetsu Kaizen
(Focussed Improvement)
LOSS
Set-up, Tool change, minor stop, Motion loss, Start-up etc.
Planned Maintenance
TBM
Replacement, Inspection, Lubrication, Cleaning, Overhaul
JH Kaizen (request)
Kaizen ( MTBF, MTTR, Cost)
Additional Countermeasure, After Inspection
Jishu Hozen
(Autonomous
Maintenance)
Stepwise ( Abnormalities List is separated)

Audit ( Self, Section, Top management)
Jishu Hozen Meeting
Education and Training
Program (Subject)
Safety, Health &

Environment
Patrol
Education
Kaizen ( Countermeasure)
Development Management
Design Review Meeting
Office TPM
Cost, Lead time reduction, Quality

Purchasing department Advising to supplier ( Quality, TPM)
May 11, 2010.
Restoration of unsafe action & place

Additional Restoration after patrol

Pune
Planned Maintenance
May 11, 2010.

Pune
Thank
May 11, 2010.
You

Pune
68

Role of Planned Maintenance in TPM Implementation

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Conference on

Best Practices in Maintenance

May 11th & 12th 2010, Pune India

Role Of Planned Maintenance In

May 11, 2010.

Best Practices in Maintenance Management

Total Production Management

Total Perfect Manufacturing

Total Productive Maintenance and Management

Best Practices in Maintenance Management

By implementing TPM, we get a proper image of

May 11, 2010.

Best Practices in Maintenance Management

We pursue efficient production systems and accomplish the highest

2. We accomplish zero-disasters & accidents, zero-defects, and zero

We accomplish zero-disasters and zero-pollution to make life safer and

May 11, 2010.

Best Practices in Maintenance Management

Basic Concept Of TPM

May 11, 2010.

CHANGE THE MACHINE.

CHANGE THE MAN.

Best Practices in Maintenance Management

Operate in a manner, so that there are

May 11, 2010.

Best Practices in Maintenance Management

Achieve 100% success in delivering the goods

May 11, 2010.

Best Practices in Maintenance Management

Increase the suggestions by 3 times. Develop

May 11, 2010.

Best Practices in Maintenance Management

May 11, 2010.

Best Practices in Maintenance Management

ZERO MEANS ONLY ZERO !!!

ZERO HAS NO TOLERANCE

May 11, 2010.

Best Practices in Maintenance Management

Just Imagine that if 1% of all the flights crashed.

May 11, 2010.

Best Practices in Maintenance Management

May 11, 2010.

Education & Training

TPM Pillar Structure

5 S is The Base Of TPM

May 11, 2010.

Best Practices in Maintenance Management

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

Best Practices in Maintenance Management

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

Best Practices in Maintenance Management

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

Best Practices in Maintenance Management

Target setting for achieving Business

Implementing Kobetsu Kaizen Themes.

May 11, 2010.

Best Practices in Maintenance Management

Listing / Stratification of Defects.

Sustenance and Reliability Enhancement.

Best Practices in Maintenance Management

Monitoring & recording abnormalities

Countermeasure against source of

Reduction in CLIRT time