Haldia Refinery

Indian Oil Corporation Limited

 TPM POLICY

To encourage active involvement of all individuals of Haldia Refinery to achieve:

Zero Breakdown
Zero Accident
Zero Losses
Zero Abnormality, and
To maximize OPE (Overall Plant Effectiveness) by innovative ideas.

To ensure continuous improvement of plant, equipment & technologies and good

housekeeping.

To inculcate analytical attitude and ownership to become equipment and process

competent.
 TOTAL PRODUCTIVE MAINTENENCE
About TPM
TPM is a philosophy, which brings results when practiced. It achieves the optimum use of resources
and obtains best results. It is more than just a 'tool'. It is a holistic productivity improvement system
that drives the entire factory and work force. TPM implementation is characterized by
 High quality of products serving consistently without increasing high costs
 Excellent Corporate Culture
 Self maintained work place (by everyone)
 Elimination of losses related to man, material, machine and method
 Makes impossible to possible. A miracle in factory management
 Zero Breakdown, Zero Defects - the key to higher efficiency of machine / equipment.
Efficiency lies in spotting problems early and preventing losses of any kind
 Optimal life and availability of tool closer to work place
 Self-improvement
 Productivity in indirect department
 Optimum potential benefits of machines/ equipments achieved by enough synchronization
between various factors in an organization
 Driven by common sense, use of brain at all levels
 Simple approach triggering positive thoughts
 Deeper top down involvement & commitment
 Requires Focus, Deeper commitment, Repeated communication, Hard work & involvement
 Motivates people to come together, builds team spirit with pride of ownership

WHY IT IS NECESSARY?
Equipment conditions
 The equipment is generally very dirty
 The equipment leaks hydraulic fluid and lubricants
 Oil pans are overflowing
 People don't mind seeing dirt and grime piling up everywhere -they accept it as normal
 Motors-Pumps get very hot or make strange noises
 Switches are covered with oil
 Large covers are sometimes used to protect certain machines, but their internal parts are not
cleaned.
 Some parts rattle and vibrate
 The equipment is positioned to make access for routine maintenance checks difficult
 Oilcans are left empty and dirty
 Drains are clogged
 Wires and pipes are left in chaotic configurations making it hard to see which one goes where
Area around equipment
 It takes a lot of time to clean up
 The floor is left dirty and slippery with oil
 There are a lot of useless items lying around
 Things are not kept in specified places
If any of these conditions exist in the works place, it is the time for a change. TPM will get rid of these
conditions and ensure high productivity and quality.

TPM PARAMETERS
Effectiveness of TPM in industry is reflected by improvement in P Q C D S M (Productivity
enhancement, Quality improvement, Cost control, Delivery in time, Safety and Morale)
Productivity enhancement is
Increase in
 Capacity utilization
 Value addition per employee
 Value added products
 Equipment effectiveness
 Plant availability
Reduce
 Quality give away of product
Quality improvement
 Reduced off spec products
 Reduced customer complaints (internal & external)
 Reduced reprocessing
 Reducing sampling failure
Cost Control
 Reduced maintenance cost
 Reduced input cost (crude, catalyst, chemicals, utilities)
 Energy saying (power, steam, fuel and water)
 Maximization of preheat
Delivery
 On time delivery (availability of products for marketing)
 Reduce product inventory
Safety
 Zero accidents (major, minor, loss time & property damage)
 Elimination of pollution incidents
 Meeting statutory environment requirement and attain improvement
Morale
 Increased number of suggestions/ kaizen
 Increased frequency of small group activity
 Increased number of one-point lessons
 Increased job satisfaction

WHY TPM?
NEED OF TPM
TPM involves everyone from top to bottom to make the organization efficient & effective with
 Lowest cost
 Zero waste and
 Excellent Quality with
 Zero accidents
 Zero breakdowns
It guarantees improved results, visibly transforms the work place and raises the knowledge level
and skill level of employees. It encourages Team Spirit.

OBJECTIVE
 To maximize overall equipment effectiveness (OEE) through Total employee involvement.
 To improve the equipment reliability and maintainability which will improve Quality and
Productivity.
 To cultivate the equipment related expertise among operating personnel.
 To create an enthusiastic and lively work environment and culture.
 To break the barrier between the departments.
BENEFITS

TPM encompasses a powerful structural approach to change the mind set amongst people making a
visible change in the work culture of the company.

 Employees are motivated, committed and excited to achieve

 Zero defect products
 Zero breakdown of equipment
 Zero customer complaints
 Zero accidents
 Develops a highly positive and collaborative work culture.
 Increases empowerment and team spirit
 I can decide, I can do, I am empowered to do
 Enhances reliability & flexibility of the plant
 Results in reduction in wastage and losses
 Enhances the profitability of the company
 Brings proactive maintenance into force

ABOUT TPM PRACTICES

TPM is practiced by 8 pillars and the various functions of management assigned into 8 pillars. Prior to
the commencement of TPM practices the practice of 5’S’ is instituted.

5’S’
1 S Seiri (Sort out)
 Identify the required and non-required items at workplace
 Remove the unwanted items from the work place
 Develop a clear policy for determining what can be discarded
  Regularly throwaway unwanted items

2 S Seiton (Set in order)

 A place for everything and everything at its place
 Arrange everything in a way you can retrieve quickly and keep them to their respective
place quickly
 Frequently used items should be stored for easy retrieval

3 S Seiso (Shine)
 Everyone should keep his/her work area clean and tidy
 Everybody should take personal interest for cleanliness
 Allocate specific time for cleaning in the daily work schedule
 Adopt systematic approach for cleanliness

4 S Seikatsu (Standardise)
 Develop and maintain standard conditions in the work place
 Decide when, by whom and how each item should be used
 Standardise quantities for all items for storage and movement
 Arrange tools and materials so that people can see at a glance where things are and how
much is available
 Use visual methods to indicate what is stored and where

5 S Shitsuke (Sustain)
 Develop self discipline among all people
 Teach people for good work place
 Identify bad practices and eliminate them
 Make 5 S as part of daily routine
 Conduct 5 S audits
 Reward teams for good 5 S discipline
8 PILLARS OF TPM
The 8 pillars of TPM are:
1. Autonomous Maintenance
2. Focused Improvement
3. Planned Maintenance
4. Quality Maintenance
5. Early Management
6. Office TPM
7. Education & Training
8. Safety Health & Environment

 Autonomous Maintenance is the maintenance activity performed by operators with the

 support of Maintenance.
 Focused Improvement is an activity by a multi-functional group focusing on specific
problems.
 Planned Maintenance is the effective organization of the Maintenance function. It deals
with the implementation of a good preventive maintenance / reliability centered
maintenance (RCM) program to meet the overall objectives of the Maintenance function.
 Quality Maintenance in process industry ensures quality of product by maintaining correct
process conditions. For this, the equipment must function optimally. Quality defects are
prevented by checking and measuring equipment conditions periodically.

 Early Management critically reviews an equipment or process at the design stage itself.
Optimizing life cycle costs, trouble free plant commissioning after construction,
maintenance prevention and trouble free process performance are achieved by Early
Management practices.

 Office TPM brings improvements in the office areas. The Materials function is also covered
under Office TPM. The office is oriented to provide excellent support for operations. Office
systems are effectively organized.
 Education & Training establishes training systems to cater to the increasing growth of
technology and skill requirements, to maximize the potential of each employee. Equipment
competent people are developed.
 Safety, Health and Environment focuses on elimination of unsafe condition/unsafe action,
zero accidents and zero pollution.

PRINCIPLES OF PREVENTION
Maintenance of Normal Conditions:
To maintain normal operating conditions, operators prevent deterioration by Cleaning,
Lubricating, Inspection, and Tightening/ Adjustment (CLIT/ CLITA) of the equipment on a daily
basis.

Early discovery of abnormalities:

While performing the above activities, operators use their sense and measurement tools to
detect abnormalities as soon as they appear. Maintenance workers also conduct periodic
diagnostic tests to check for abnormalities using specialized tools.

Prompt response:
Operators and maintenance staff respond immediately to abnormalities

CLEANING THE EQUIPMENT MEANS:

1) Cleaning makes inspection easier
2) Inspection reveals abnormalities
3) Abnormalities can be restored or improved
4) Restoration and improvement produce positive effects
 5) Positive effects lead to pride in the workplace

SEVEN ACTIONS TO REACH THE TARGET OF ZERO BREAKDOWNS:

1) Prevent accelerated deterioration
2) Maintain basic equipment condition
3) Maintain operating conditions
4) Improve maintenance quality
5) Take repair work beyond quick fix measures
6) Correct design weaknesses
7) Learn as much as possible from each breakdown

TPM TERMINOLOGY

KYE - Know Your Equipment

It means,
 Knowing equipment details
 Knowing process parameters
 Lubrication standards

OPE- Overall Plant Effectiveness:

OPE is the Overall Plant Effectiveness and take into account plant availability, production losses and
quality rate of the yield. It is an important indicator to understand the economics of operation of a plant
and identification of areas of its improvement.

Mathematically it is calculated as
OPE = (Availability) X (Performance Rate) X (Quality Rate)
OEE – Overall Equipment Effectiveness
MTBF – Mean Time Between Failure
MTTR – Mean Time To Repair

OPL-One Point Lesson:

OPL is one of the most important tool for imparting Training and Education in which one lesson is
covered at a time. It is prepared on a sheet and discussed in small groups within 5-10 minutes. It can be
prepared in the following three categories:
1. Basic Knowledge Sheet: Point that must be known to all concerned
2. Trouble Case Sheet: Point that prevents the recurrence of troubles
3. Improvement Case Sheet: Point for improvement concept or method leading to positive results
It can be further described as a tool to communicate
1. Knowledge about equipment
2. Cases of problems and
3. Cases of improvements
OPL objectives are
1. To raise the knowledge and skill in short period of time
2. To have knowledge handy to be used any time they are needed
3. To encourage team work and
4. To raise the level of commitment in the operator / technician

How to Make OPL:

Kaizen:
“Kai” means change and “Zen” means good (for better). Basically kaizen is for small improvements.
Kaizen is carried out on a continual basis and involves all people in the organization. Kaizen leads to
spectacular innovations. Kaizen requires no or little investment. The principle behind Kaizen is that a
very large number of small improvements are more effective in an organizational environment than a
few improvements of large value. Kaizen is aimed at reducing losses in the workplace that affect our
efficiencies. By using a detailed and thorough procedure we eliminate losses in a systematic method
using various Kaizen tools. These activities are not limited to production areas and can be implemented
in administrative areas as well.
How to make Kaizen:
 KAIZEN THEMES
Kaizen Theme - Senior Manager Level Kaizens Kaizen Theme - Supervisor to Manager Level Kaizens
1 New Technology Introduction 1 To Reduce Equipment Breakdown
2 Process Modification 2 To Increase Equipment MTBF (Mean Time Between Failure)
3 Equipment Related Design Changes 3 To Decrease Equipment MTTR (Mean Time To Repair)
Improvement in OPE
4 (Overall Plant Effectiveness = Plant Availability X Performance Rate X Quality 4 To Reduce Operating Cost
Rate)
5 Layout Changes (Line Organisation Loss) 5 To Reduce Maintenance Cost
Cost Reduction/ Profit Maximization due to Crude/ Product Pattern
6 6 To Reduce Hydrocarbon Loss
Change
7 To Increase Unit Throughput 7 To Reduce Steam Loss/ Steam Consumption
8 To Reduce MBN 8 To Reduce Water Loss/ Water Consumption
9 To Improve Distillate Yield 9 To Reduce Power Loss/ Power Consumption
10 To Reduce Fuel & Loss 10 To Reduce Lube Oil Loss/ Lube Oil Consumption
11 To Increase GRM 11 Improvement in OEE (Overall Equipment Effectiveness)
ETC… 12 To Reduce Inventory
13 To Reduce Yield Loss
Kaizen Theme - Operator-Technician Level Kaizens 14 To Reduce Shutdown Loss
1 Easy to Clean 15 To Reduce Unit Interruption
a) Provision of steam/ water/air facility nearby to ease cleaning..etc 16 To Reduce Sampling Failures
b) Provision of ceramic tiles etc at critical locations 17 To Eliminate Internal Customer Complaints
c) Collecting pots to capture leaks and route up to the drain..etc ETC …
d) To re-route drain line up to funnel to avoid spillage … etc
2 Easy to Lubricate Office TPM: Kaizen Theme/ NVA Ideas
a) To facilitate the approach to lube oil top up point ..etc Purchase Section
b) Lube oil level indicator visibility from top up point…etc 1 To Reduce File Retrieval Time
3 Easy to Inspect: 2 To Reduce Time for Floating RFQ
a) Visibility of all gauges & indicators from equipment foot mark 3 To Reduce PO Preparation Time
b) Re-locate/ orient gauges, Level gauges etc 4 To Reduce Time for TQ CQ
c) Visual Indicator of CW Flow etc 5 To Reduce Material Travel Time
d) Visual Indicator of Equipment Running Status etc 6 To Standardize File Coding System
e) Re-location of gauges from top floor to ground floor..etc ETC…
4 Easy to Adjust / Adjustment Elimination IS Department
a) Re-locate valve near the physical phenomenon indicator 1 To Strengthen Data Security System
5 Easy to Tighten/ Retighten 2 To Strengthen Network Security System
6 Reduction in steam/ water/ lube oil consumption/ hydrocarbon loss 3 To Strengthen Application Security System
7 Operating Cost Reduction 4 To Strengthen Antivirus Security System
8 Equipment/ Piping isolation provision during running unit 5 To Increase Reliability of Links
ETC… 6 To Strengthen Haldia Refinery LAN System
7 To Update PC, Printer, Xerox Machine, Scanner etc
Office TPM: Kaizen Theme/ NVA Ideas 8 To Strengthen Hardware Repair/ Service System
Stores 9 To Strength Periodic Maintenance System
1 To Reduce Non Moving Inventory ETC…
2 To Utilize Vertical Space HR
3 To Optimize Inventory Levels 1 To Increase Manpower Saving
4 To Reduce Material Issue Time 2 To Reduce Vehicle Pass Renewal Time
5 To Implement Easy to Count Method 3 To Reduce Mobile Bill Processing Time
6 To Implement FIFO Concept 4 To Reduce LTC Bill Processing Time
7 To Reduce Material Waiting Time in Receipt Section 5 To Reduce TA-DA Claim Processing Time
8 To Reduce Inventory ETC…
ETC…
Finance

1 To Reduce Vendor Payment Time

2 To Reduce Employee Payment Time

3 To Reduce File Concurrence Time
4 To Increase Customer Satisfaction
5 To Standardize File Coding System
ETC…

Autonomous Maintenance (Jishu Hozen)

The Purpose of Autonomous Maintenance:

1) It brings production and maintenance people together to accomplish a common goal - to
stabilize equipment conditions and stop accelerated deterioration.
2) It is designed to help operators learn more about how their equipment functions, what
common problems can occur and why and how these problems can be prevented by early
detection and treatment of abnormal conditions.
3) It prepares operators to be active partners with maintenance and engineering personnel in
improving the overall performance and reliability of equipment.
Some of the skills operators use frequently:
1) The ability to detect, correct, and prevent equipment abnormalities and make improvements that
includes understanding the importance of proper lubrication, correct lubrication methods and
methods for checking lubrication.
2) Cleaning (inspection) and proper cleaning methods
3) Improving operation and maintenance procedures to prevent abnormalities and facilitate their
prompt detection.
4) The ability to understand equipment functions and mechanisms and the ability to detect causes of
abnormalities.
5) Knowing what to look for when checking mechanisms.
6) Understanding the relation between special causes and abnormalities.
7) The ability to understand the relationship between equipment and product quality.
8) Knowing how to conduct a physical analysis of a problem.
9) Understanding the causes of breakdowns.

Implementing Autonomous Maintenance in Seven Steps

- Autonomous maintenance is implemented with the following preliminary step (0) and seven
 Jishu Hozen Development steps.
Step 0: Preliminary Step (Know your Equipment – KYE and 5’S’)
Step 1: Thorough cleaning of equipments to expose abnormalities
Step 2: Identify and eliminate sources of contamination. Make inaccessible places accessible for
cleaning.
Step 3: Establish standards for cleaning, lubrication, inspection and tightening
Step 4: Conduct general equipment inspection (daily check list). Training and development towards
equipment competency.
Step 5: Perform general process inspection and review visual standards.
Step 6: Systematic autonomous maintenance. Establishment of quality maintenance system.
Step 7: Practice full self-management (Advanced improvement activities)

Step 0: Know Your Equipment and 5’S’

Step 1: Initial Cleaning:

1. Thoroughly remove dust and contaminants from equipment.
2. Use all our senses to detect looseness, vibration, wears, misalignment, abnormal noise,
overheating and oil leaks etc.
3. Initial cleaning expose hidden abnormalities and helps in understanding how various parts function.
4. Find the sources of contamination:
If the equipment becomes dirty soon after cleaning, look for the source of contamination.
5. Correct problems whenever possible:
When an operator finds an abnormality and tags its location. The operator then needs to figure
out which abnormalities they can correct themselves and which must be looked into by a
maintenance group.
Step 2: Identify and eliminate sources of contamination. Make inaccessible places accessible for cleaning.
1. In this step the operators make cleaning and inspecting easier by controlling the sources of dust and other
forms of contamination they found during initial cleaning.
2. Control the sources of dust.
3. Make cleaning and inspection easier.
4. Stop contamination at its source.
5. Improve accessibility of areas that hard to clean and lubricate. Review time required for cleaning and
lubrication.
6. In this step Kaizen (small improvements) are made by the operator himself.
7. Prepare tentative standards for cleaning and oiling based on improvement cases.
Step 3: Establish standards for cleaning, lubrication, inspection and tightening
1. Prepare standard for cleaning, lubrication, inspecting and tightening.
2. Introduce visual inspection to make checking efficiently and correctly.

Visual Controls
- Equipment name, no., and make.
- Put match marks on nuts and bolts
- Indicate operating ranges in instruments
- Lubricating oil levels
- Direction of rotation
- Pipes flow direction and pipeline color coding
- On / off indication on valves and switches.
Step 4: Conduct general equipment inspection (daily check list). Training and development towards equipment
competency.
Developing equipment competent operators:
1. Develop the operator to do minor maintenance jobs requiring urgent attention.
2. Develop the operator alertness i.e. human senses (i.e. seeing, hearing, touching etc)
3. Develop the operator to learn about all aspects of their equipment such as equipment function,
construction, and operating principles.
4. Training on KYE (Know Your Equipment)
Preparation for General Inspection Training:
1. Prepare General Inspection items, such as pumps, compressors, valves, heat exchangers etc.
2. Basic functional elements such as nuts, bolts, lubrication system, drive system, electrical system
and instrumentation etc.
3. Prepare general inspection manuals. It should list out and describe the basic functions and
structure of the equipment to be inspected. It should list out abnormal behavior patterns of the
equipment and appropriate actions to be taken when abnormalities are discovered.
4. Hands on training in correct tightening of nuts, bolts, and proper inserting of gland packing.
Implementation of General Inspection
1. All the operators to be trained by relay teaching method. Maintenance Group -> Operation
Team leader -> Operation Team members
2. Relay teaching in the form of hands on experience not class room instructions.
3. Evaluation of individual skills in relation to the general inspection and provide further training
as needed.
4. Audit all the general inspection items to check for improvement in equipment reliability.
Step 5: Perform general process inspection and review visual standards.
To improve operator skill to ensure process competent operator and improve operation reliability.
 To improve stability and safety of the entire process by operating correctly.
1. Educate the operator for correct operation of process and trouble shooting.
2. Develop ability to detect signs of abnormality to prevent BD
3. Teach the relationship between physical properties of material and parts to be processed.
4. Teach how the process takes place from the material into product.
5. Prepare general inspection and troubleshooting manual
6. Prepare material and energy balance
7. Prepare basic chemical engineering lessons sheets.
Implementing process inspection
1. Educate through relay teaching method Process Group --> Operation Group leader -->
Operation Team member
2. Provide on job training on correct adjustment and controlling method.
3. Assess operator skills by individual tests and follow up training where necessary.
Step 6: Systematic autonomous maintenance. Establishment of quality maintenance
system.
1. The new standard procedure should not conflict with provisional inspection items that influence
product quality.
2. No inspection should be omitted.
3. The manuals and other standards to be updated using information gathered not only from the
autonomous maintenance activity but also from quality assurance and breakdown analysis
activity.
4. Establish a system of self-management for work place spares, tools, work in progress, finished
products, data, etc.
5. Establish a quality maintenance system.
6. Select planned maintenance equipment through equipment evaluation.
7. Prepare allocation responsibility for process and maintenance.
8. Standardize various workplace regulations. Improve work effectiveness, product quality and the
safety of the environment.
9. Collecting and recording data
10. Implement visual control system through the work place.
Step 7: Practice full self-management (Advanced improvement activities)
1. Engage company goals in continuous improvement activities.
2. Increase awareness of management objectives and make everyone thoroughly loss
consciousness (including maintenance cost).
3. Continuous improvement in facilitating ease of inspection
4. Recording and analysis of MTBF and MTTR data for improving failure analysis
5. oil and grease usage,
 6. Operators should make a habit of thinking analytically in dealing with quality problem.
7. OPL and Kaizen generation as continuous process
8. Zero accident, Zero breakdown, Zero defect
9. Further reduction in operating cost
10. High OEE and OPE
11. Higher level of production technology

Focused Improvement (Kobetsu Kaizen)

Focused Improvement is an activity by a multi-functional group, focusing on specific problems. Focused

improvement aims at maximizing the overall effectiveness of equipment, processes and plants through
elimination of losses and improvement in performance.
As people get bogged down in routine activities and problems, there is no focus on solving difficult
problems. As a result loss and waste continue to build up. A multi functional Focused improvement
circle helps to capture focus and thrash out the problem.

Focused Improvement in practice

The improvement teams should prepare in the following ways:
 Understand fully the significance of losses.
 Understand the production process including its basic theoretical principles.
 Gather data on failures, trouble and losses and plot these over time.
 Clarify the basic conditions necessary to assure proper functioning of equipment and define
clearly what factors contribute to its optimal state.
 Understand the necessary techniques for analyzing and reducing failures and losses.
 Observe the workplace closer to discover what is actually happening.

Step by Step procedure for Focused Improvement:

Step 0: Select improvement topic

1. Select topic
2. Form team
3. Plan activities
Step 1: Understand situation
1. Identify bottleneck processes
2. Measure failures, defects and other losses
3. Use baselines to set targets
Step 2: Expose and eliminate abnormalities
1. Painstakingly expose all abnormalities
 2. Restore deterioration and correct minor flaws
3. Establish basic equipment conditions
Step 3: Analyze causes
1. Stratify and analyze losses - Prepare Loss Cost Tree and Cost Loss Tree
2. Apply analytical techniques (PM analysis, FTA-Fault Tree Analysis etc)
3. Employ specific technology, fabricate prototypes, conduct experiments
Step 4: Plan Improvement
1. Draft improvement proposals and prepare drawings
2. Compare cost effectiveness of alternate proposals and compile budget
3. Consider possible harmful effects and disadvantages
Step 5: Implement improvement
1. Carryout improvement plan
2. Practice early management (perform test operation and formal acceptance)
3. Provide instruction on improved equipment, operating methods, etc
Step 6: Check Results
1. Evaluate results with time as improvement project proceeds
2. Check whether targets have been achieved
3. If not, begin again from Step 3 (analyze causes)
Step 7: Consolidate gains
1. Draw up control standards to sustain results
2. Formulate work standards and manuals
3. Feed information back to maintenance prevention program

Planned Maintenance (Kei Kaku Hozen)

Planned Maintenance is the specialized maintenance carried out by the Maintenance department.
Planned Maintenance needs the support of the Autonomous Maintenance by production department.
The goals of Planned Maintenance are to eliminate equipment failures and process problems and
minimize losses.
An efficient Planned Maintenance program combines the techniques of Preventive Maintenance (PM),
Time Based Maintenance (TBM), Condition Based Maintenance (CBM) and Breakdown Maintenance
(BM) as rationally as possible.
Procedures that are required for the Planned Maintenance program are Reliability Centered
Maintenance- (RCM), Failure Mode and Effect Analysis (FMEA), Root Cause Analysis (RCA) etc

Steps in practicing Planned Maintenance:

Step 1: Evaluate equipment and understand situation

1. Prepare and update equipment logs
2. Evaluate equipment - establish evaluation criteria, prioritize equipment and select PM
equipment and components
3. Define failure ranks
4. Understand situation: measure number, frequency and severity of failures and minor
 stops, MTBF, maintenance costs, breakdown maintenance rates etc
5. Set maintenance goals (indicators, methods of measuring results)
Step 2: Reverse deterioration and correct weakness
1. Establish basic conditions, reverse deterioration and abolish environments causing accelerated
deterioration (support autonomous maintenance)
2. Conduct focused improvement activities to correct weaknesses and extend life times
3. Take measures to prevent identical or similar major failures from occurring
4. Introduce improvements to reduce process failures
Step 3: Build an information management system
1. Build a failure data management system
2. Build an equipment maintenance management system (machine history control, maintenance
planning, inspection planning, etc)
3. Build an equipment budget management system
4. Build systems for controlling spare parts, drawings, technical data, etc
Step 4: Build a periodic maintenance system
1. Prepare for periodic maintenance (control standby units, spare parts, measuring instruments,
lubricants, drawings, technical data, etc)
2. Prepare periodic maintenance system flow diagram
3. Select equipment and components to be maintained and formulate a maintenance plan
4. Prepare or update standards (materials standards, work standards, inspection standards,
acceptance standards, etc)
5. Improve shutdown maintenance efficiency and strengthen control of subcontracted work.
Step 5: Build a predictive maintenance system
1. Introduce equipment diagnostics (train diagnosticians, purchase diagnostic equipment, etc)
2. Prepare predictive maintenance system flow diagram
3. Select equipment and components for predictive maintenance and extend gradually to all
equipments
4. Develop diagnostic equipment and technology
Step 6: Evaluate the planned maintenance system
1. Evaluate the planned maintenance system
2. Evaluate reliability improvement: number of failures and minor stops, MTBF,
failure frequency, etc
3. Evaluate maintainability improvement: periodic maintenance rate, predictive
maintenance rate, MTTR etc
4. Evaluate cost savings: decrease in maintenance expenditures, improvement in
distribution of maintenance funds
 Early Management

Early Management is a procedure to critically review an equipment or process at the design stage itself.
Optimizing life cycle costs, trouble free plant commissioning after construction, maintenance prevention
and trouble free process performance are achieved by Early Management practices.
The life cycle cost (LCC) of an equipment or system is its total cost during the whole of its life. It is the
sum of the direct, indirect, recurring, nonrecurring and other related costs during the design,
development, construction, operation, and maintenance.
Life cycle costing is a systematic decision making technique that incorporates life-cycle cost as a
parameter at the design stage, performing all possible tradeoffs to ensure an economic life-cycle cost
for the equipment or system.
Maintenance Prevention design activity minimizes future maintenance costs and deterioration losses of
new equipment by taking into account maintenance data on current equipment & the new technology
and designing for high reliability, maintainability, operability and safety.
Steps in practicing Early Maintenance:
Step 1: Investigate and analyze the existing situation
1. Plot the current development management work flow
2. Identify problems in the flow
3. Clarify the mechanisms employed to prevent predicted problems at each commissioning
stage.
4. Establish what problems occurred during pilot production, test operation and full-scale
startup and what corrective actions were taken
5. Identify any delays that occurred during pilot production, test operation and full-scale
start up
6. Collect the available information pertaining to designing equipment and systems with
high levels of usability, manufacturability, ease of quality assurance, maintainability,
reliability and safety
Step 2: Build an improved Early Management system
1. Investigate and outline the basic structure of the Early Management system required and
define its scope of application
2. Investigate and establish a system for accumulating and using the information required for
Early Management
3. Design or revise the standards and forms needed for operating the systems in 1 and 2

Step 3: Debug the new system and provide training

Initiate model projects to enhance the system and improve everyone's performance. Select enough
topics for designers to experience the new system and ensure that the topics are within the designers'
capabilities.
1. Evolve the activities step-by-step for Early Management phase and each topic.
2. At the same time, train people in the standard techniques required to implement the new
system.
3. At each step, evaluate the new system in terms of how well people understand it, how skillfully
they use the techniques, how well the feedback works and so on.
4. Use the results of this evaluation to augment or modify the system and the various standards
and documents.
5. Documents the benefits gained by using the system.
Step 4: Apply the new system comprehensively
1. Expand the scope of application of new system to all areas
2. Optimize life cycle costing and enhance the use of information in Maintenance Prevention
design
3. Identify problems that occur at each Early Management stage when the new system is
followed. Rectify the problems at the early stages and try to achieve vertical start up.

Quality Maintenance (Hinshitsu Hozen)

This is a practice to ensure quality through reliable processes and equipment. Off-spec products and re-
processing are eliminated, by analyzing processes and equipment.
Quality Maintenance consists of activities that establish equipment conditions that do not produce
quality defects, with a goal of maintaining equipment in perfect condition for producing quality
products. Quality defects are prevented by checking and measuring equipment conditions periodically
and verifying that the measured values lie within the specified range. Potential quality defects are
predicted by measuring trends in the measured values and prevented by taking measures in advance.
Rather than controlling results by inspecting product and acting against defects that have already
occurred, Quality Maintenance aims to prevent defects from occurring altogether. This is accomplished
by identifying checkpoints for process and equipment conditions that affect quality, measuring these
periodically and taking appropriate action.
A Quality Maintenance program builds upon gains achieved through fundamental TPM activities such
as autonomous maintenance, focused improvement, planned maintenance and operations and
maintenance skill training. Elimination of accelerated deterioration, elimination of process problems
and development of competent operators are prerequisites for a successful quality maintenance
program.
Steps in practicing Quality Maintenance:
Step 1: Prepare QA matrix
1. Check Quality characteristics
2. Investigate defect mode and sub process where defect occurs
3. Assess seriousness of defect mode
Step 2: Prepare production - input condition analysis table
1. Check deficiencies in production - input conditions for each defect mode in each sub process
2. Check whether standards exist and are being followed
Step 3: Prepare problem chart
1. Analyze production - input conditions for problems in each sub process
2. Act promptly against problems that can be tackled on the spot. Carefully work out
countermeasures for problems that cannot be dealt with immediately
3. Stratify defect modes, devise investigation techniques and plan countermeasures
Step 4: Evaluate seriousness of problems (FMEA-1)
This step directs the equipment improvement effort
1. Prioritize problems by assessing their impact on the quality defect mode
2. Decide on the assessment scale in advance
Step 5: Use PM Analysis to track down causes of problems
1. For the most serious problems in the preceding step, analyze the actual phenomena
2. Investigate using techniques such as PM analysis and propose counter measures
Step 6: Assess impact of the countermeasures taken (FMEA-2)
1. Perform a preliminary evaluation of the post-improvement situation using FMEA
Step 7: Implement improvements
Step 8: Review production - input conditions
1. Review production - input conditions identified in step 2
2. Check whether the production - input conditions are appropriate and correct
Step 9: Consolidate and confirm checkpoints
1. Use the results of step 8 to summaries the inspection items
2. Prepare a quality check matrix
Step 10: Prepare a quality component control table and assure quality through strict condition control
1. Standards must be numerical and observable

Office TPM

Office TPM brings improvements in the office areas like HR, Finance, IS, Time Office, Conference Rooms,
Guest Houses, Canteen, Hospital etc. Material department (Purchase and Stores) functions are also
covered under Office TPM. In Office TPM, the office is oriented to provide excellent support for
operations. Office systems are effectively organized. Wastages are eliminated.
The Office TPM involves the practice of Administrative Focused Improvement, Administrative
Autonomous Maintenance and Performance measurement.

Administrative Focused Improvement

1. Clarify the subject
2. Identify relationships and isolate problems
 3. Identify and prioritize improvement topics
4. Formulate basic improvement concept
5. Implement improvement
Administrative Autonomous Maintenance
The Administrative AM are practices for bringing improvements in the Administrative Function as well
as Administrative Environment.
1. Do initial cleaning and stocktaking
 Eliminate unneeded items and remove dust and dirt
 Rearrange office equipment for better efficiency
 Review workflow
 Review filing and storage
 Utilization of vertical space
 Inventory control activities, FIFO (First In First Out) concept in stores
2. Identify and address problems
 Look for hidden, unnoticed and overlooked faults
 Identify and eliminate losses and NVAs (Non-Value Added activities)
 Tackle problems with organizing, retrieval and using filed data
3. Tackle contamination sources
 Eliminate sources of dirt, dust, trash and losses
 Make hard to inspect places more accessible
4. Prepare standards and manuals
 Formulate action standards that support systematic cleaning, checking and loss
prevention.
 Formulate effective filing system
5. Educate and Train
6. Perform general inspection
 Use formulated checking standards and carryout inspection
 Enhance visual control
7. Establish full self-management
 Maintain and control
 Standardize and institutionalize improvements

Performance measurement
Cost effectiveness
 Cost reduction in consumables, inventory, communication, transportation etc
 Reduction in processing time
Functional efficiency
 Effective Utilization of facilities
 Quality improvement
 Effective utilization of HR
Creativity
 Environmental improvements
 Workplace activities
 Employee morale

Checklist for Office TPM - AM

Applies to all areas, individual rooms, common areas, and conference rooms, canteen, reception and
materials management areas.
1. Is there any clutter / unwanted materials, lying in the office?
2. Are there loose papers without filing?
3. Are the files labeled, indexed and neatly arranged?
4. Is the retrieval time for files below 30 seconds?
5. Is the retrieval time for filed paper / documents less than 1 minute?
6. Is the table, office equipment free of dust / dirt?
7. Are the table drawers, cupboards neatly arranged? Do they contain any unwanted material?
8. Are the windows, curtains, sills, shelves, corners, grills and concealed places clean?
9. Has Visual Management been done in the office? Are the locations of important things clearly
designated?
10. Is there any wasteful movement of things in the office?
11. Are there any activities that do not add value and can be eliminated?
12. Are there any obstructions to movement in the office?
13. Can the arrangement of furniture / equipment be improved to get better office space?
14. Are there any potential safety hazards in the office?
15. Is the personal computer maintained well?
16. Are the photocopiers maintained well?
17. Is the communication equipment maintained well?
18. Are the electrical fittings in proper order?
19. Are the floors clean?
20. Is there any rodent / insect menace in the office?
21. Are conference rooms convenient? Are there any improvements needed?
22. Are the canteens and kitchens kept clean & hygienic?
23. Are there flies in the canteen?
24. Do the canteens / tearooms have bad odor?

Education & Training

Education & Training pillar establishes education and training system designed to maximize potential of
employees. Multi skilled employees, uniformity of work practices, zero accidents & zero breakdowns
can be achieved.
Education & Training programs are made to systematically give both theoretical and practical training,
so the Equipment-Competent Operators and Process-Competent Maintenance Personnel are
developed.

Steps to develop Operating and Maintenance skills

1. Evaluate the current training program and set policy and priority strategies
2. Design a program for improving operating and maintenance skills
3. Implement operating and maintenance skills training
4. Design and develop a skill development system
 5. Foster an environment that encourages self-development
6. Evaluate the activities and plan for the future
Safety Health & Environment

Safety, Health and Environment has procedures focused on equipment processes and people, towards
achieving zero accident and zero health hazards.
To eliminate accidents and pollution, specific steps are taken to strengthen the organization and
management of both people and equipment. Employees are made safety conscious and equipment is
attended to eliminate potential safety hazards.
A companywide management system that can support, promote and direct the creation of safe,
pollution free, hospitable workplaces have to be put in place.

Steps to eliminate accidents and pollution:

Steps 1-3: Establish basic safety requirement
Step 1: As part of initial cleaning, detect and correct any problems that might affect safety or the
environment.
Step 2: Sources of contamination are a threat to safety and pollution. Eliminate sources of
contamination and work towards achieving "Zero Leak".
Step 3: Include key safety procedures in cleaning and inspection standards.
Steps 4-5: Develop equipment and Process competent people
The more people know of their equipment and processes, the more safely they can work. Link safety
education & training to skills training through the use of accident case studies. The number of
accidents rises in proportion to the number of minor stoppages, near misses & unsafe conditions and
acts; so attack accidents and problems by enhancing condition monitoring of equipment and plant.
Steps 6-7: Consolidation
Take each step in turn, without rushing or omitting anything, until everyone becomes confident and
knowledgeable about safety.

CONCLUSION
TPM in refinery brings a radical change in work culture, increased efficiency, and speed of processing
and ultimately improves the morale & commitment of the employees resulting in higher profitability.
Thus it is the need of the hour to inculcate the habit of practicing TPM & make it way of life.

TPM IS OUR CULTURE

AND
SAFETY IS OUR RELIGION
Autonomous Maintenance

Focused Improvement

Planned Maintenance

Quality Maintenance

Early Management
8 Pillars of TPM

Education & Training

Safety, Health & Environment

Office TPM
 280 Million
12.93 Million
2183 Million
867 Million

3478 Million
2002 Million

419 Million

320 Million

9143 Million Rupees

FI

PM QM OTPM
SHE
AM EM E&T Haldia
All figures in Million Rupees Refinery