TPM TOPOGRAPHY

DELPHI TVS SYSTEMS LTD

Mr. VENKAT RAMANA

FI
AM PM E&T QM DM OTPM SHE

BRAKES INDIA LTD, SHOLINGUR DIVN.

Mr. VARATHARAJAN

TUBE PRODUCTS OF INDIA

Mr. RAVI KANNAN

LOYAL TEXTILE MILLS LTD

Mr. RAMAKRISHNAN

AQUASUB ENGINEERING P Ltd

Mr. SIVAKUMAR

UCAL FUEL SYSTEMS

Mr. NARAYANAN

PERFETTI VANMELLE LTD

Mr. ARUN KUMAR

CHENNAI PETRO CHEMICAL LTD

Dr.SARANGN & Mr. KALAIVANAN

Look at this Migrating birds flying in a particular pattern for thousands of miles What are they looking for? A particular type of food available in a particular country / area i.e., seeking for an objective of food, lay eggs and raise family. Even in this journey for search of food, they follow a disciplined Teamwork, the leadership changes frequently - the leader flies first across the wind creating turbulence others use that aerodynamics to move in a pattern so that flying effort is less. Then the leader changes someone by rotation takes over What a marvelous Teamwork.

Seeking understanding through questioning. debating

It was fascinating to observe monks of all ages debating Buddhist thought

Debating esoteric teachings in pairs.

The monks confront each other in pairs, and engage in heated discussions relating to esoteric teachings. "Yellow Hat Sect for centuries".

The great Ramana Magarishi said, Ask questions & look for knowledge in the answers. This is called Prasna / Vyakyanam.Tharkam,or patti manram in Tamil In Tibetian Buddhist Monks also practice a similar concept of debating to find knowledge

Foccussed Improvement

??
Planned Maintenance

Autonomous Maintenance

!! ?? ??

Quality Maintenance

TPM

Development Management

Education and Training

Safety, Health and Environment

Office Improvement

GI Q1 Sir, we have a major problem of new CEO not showing

commitment to TPM since he is under pressure from global competition. He focuses more on Profit. In the absence of his support, senior managers also have become less interested in the program. Since we have already done 2 years of hard work, we are in a confused situation to continue TPM or not. Some workers are still enthusiastic and go on continuing their committed Jushu Hozen work. Please advise.

Excellent question raised at the beginning of this session. Let me try to answer your question. Whenever there is a Change of a leader or CEO or MD we have seen it affects the change initiatives promoted by previous CEO. . The question arises who has to take the initiative to discuss the issue with CEO. Other managers are reluctant to discuss because they may be branded as the man of previous regime.. . In such extraordinary situation the first initiative has to come from the CII TPM Club India Counselor. Many times they have faced similar problems and they have done good P>R. Work. The Counselor will discuss and then motivate the CEO to visit a company who has derived good benefits out of TPM, especially in terms of P Q C D S M. Seeing is believing and the new CEO will see for himself the benefits. The counselor then addresses a joint meeting with CEO and Managers highlighting strength and weakness of this company. The CEO is encouraged to adopt a machine and do all steps of AM, PM, DM. Once he is convinced, his dream of profit will come thru TPM, then his commitment level increases. In fact he gets so motivated that TPM in that company will be more efficient and effective. As regards Middle managers not showing interest , they need continued support from the Top and need timely appreciation. I hope I have answered your question

GI Q2 In Textiles we are having machine utilization efficiency of 99% why should we go for TPM? Moreover we employ a large number of people. How to manage them with TPM?

ANS:In Textiles the machine utilization efficiency of 99% means only availability and other factors like Quality, rating, etc., are not considered. Once we consider Quality factor, OEE comes down to 65 66%. There is opportunity gap of improving 30 35%. F1, PM, QM Pillars will do analysis of these losses (gaps) and come out with kaizens. As regards people, TPM has been successfully implemented in Indonesian Spinning Mills. Each employee, mostly girls are trained for skill up gradation and attend to minor defects. They have become Equipment, process and Quality focused competent operators and hence OEE has improved. What we need to give is our commitment of time and effort to train them.

UE

= Availability x Performance 90% Availability x Performance x Quality 65%

OEE =

GI Q4 In TPM organization, we have tried pillar heads and circle leaders based on seniority of people. It does not work because they do not have time and there is clash of ego and interest. What is your advice?
Based on our experience from many units, it is preferable to give responsibility to the functional head in the organization. For example JH Pillar is headed by production Manager. All JH circles report to him and he can train and guide them Maintenance Manager heads PM Pillar and all maint men form his members and he will have good controls Quality Assurance Manager heads QM Pillar FI pillar is headed by Technology head / General Manager (Next to CEO) Projects Manager heads DM Pillar HRD Chief, etc head E & T Pillar. By this changed reorganization, we try to integrate TPM responsibility as a part of his routine responsibility. It is also advisable to introduce goal-setting process from CEO to lower level in terms of P Q C D S M. This will bring all of them in respect of Goals alignment. Workers in a section, in each shift will form a circle so that even when they rotate in shifts they can continue TPM activities. Maintenance men work as co -opted members. A typical example where it works well is in Panipet Refinery.

AM Pillar

Leaders Circle 1 Members 10

Circle 2 15

Circle 3 12

Circle 4 10

P Q
Daily Work Tech. Support

C D S M

Pillars

K K 10

P M 8

Q M 1 2

Members

E & T 1 4

D M 9

OT PM 1 0

S H E 1 1

FI PILLAR ACTIVITIES
SN. PILLAR MAIN ACTIVITIES

1.

Focused Improvement (FI)- 7 steps

Collect data ,Identify various losses, prepare loss tree,expose abnormalities Compare performance with the best-either in india or globally and if data is not available set an arbitrary target 20 % more than already achieved Plan projects for loss reduction by implementing Focused Improvement Kaizens- Use RCM,RCFA Lean, Six Sigma or any tool and techniques for analysis Support Autonomous Pillar to eliminate equiment and process Problems Support Planned Maintenance Pillar to eliminate Chronic problems Support Development Pillar and MP Support as coordinating body for E& T, QM SHE

Loss Structure During Production Activities (16 Major Losses)

[Manpower Efficiency]
<person> Man-hour Operated man-hour 5 Major Losses Preventing Efficiency of Manpower Waiting instruction loss Waiting material loss Equipment downtime loss Equipment performance loss Method/procedu res loss Skills and morale loss Line organization loss Unautomated system loss Start-up loss Effective energy No. of qualified products Defects quality loss Start-up loss Weight of qualified products 16. Die and Tool loss Cutting loss Losses in weight Losses in excesses (increased commission) 14. Yield loss
11. Line organisation loss Excluding manhour (Supported by other departments) 9. Management loss Production Man-hour 10. Operating loss

<Equipment> Elapsed time Duty hour

Scheduled downtime

[Equipment Efficiency]
Scheduled downtime 8 Major Losses Preventing Efficiency of equipment
8. Shutdown loss 1. Equipment failure loss 2. Set-up loss

Loading man-hour

Loading time

Net operational Man-hour Effective man-hour

Operating time

motions loss

Downti me loss

3. Cutting blade and jig change loss 4. Start - up loss

Line organisa -tion manhour loss Defects in manhour loss

Net Operating time

Performa nce loss

Cleaning checking Waiting instruction Waiting materials Waiting personnel distribution Quality confirmation (Adjustment of measurement)

Other downtime loss 5. Minor stoppage & idling loss 6. Reduced speed 7. Defects and rework loss

Valued man-hour Valued (man-hour for operating time turnout)

Defects quality loss

12. Logistics loss

13. Measurement and adjustment loss

<Energy> Input energy

<Materials> Loading time

Overload loss

15. Energy loss

Radiation loss

[Efficiency of material and energy]

3 Major Losses Preventing Efficiency of Material and Energy.

Relationship between Six Major Losses on Equipment and Overall Equipment Effectiveness
Equipment Loading time Down time losses Operating time Net operating time Valuable operating time Defect losses Speed losses
Six major losses Equipment Failure Set up and adjustment Idling and minor stoppage Reduced speed Defects in process Reduced yield
Calculation of overall equipment effectiveness
Availability = (e.g) Availability = 460mins 60mins. 460mins. 100 = 87% loadingtime downtime loadingtime 100

l Performanc e theoretica cycle time x processedamount = 100 efficiency Operatingtime (e.g) Performanc 0.5mins./unit x 400units e = 100 = 50% efficiency 400mins

Rate of quality processedamount - defect amount = 100 = 100 products processedamount (e.g) Rate of quality 400 units - 8 units = 100 = 98% products 400 units

Overall effectiveness = Availability X Perf effeciency X rated quality products =

(e.g.) 0.87 0.50 0.98100 = 42.6%

TOOLS AND TECHNIQUES USED FOR IDENTIFYING LOSSES IN FI PILLAR Whatever be the technique you employ it is essential to train Teams and provide them with Knowledge to use appropriate tools and Analytical techniques like
Why Why Analysis Fishbone Paerto Analysis Cause & Effect Analysis ROOT CAUSE ANALSIS for RCM or RCFA Failure Mode and Effect Analysis (FMEA) TPM Loss Analysis due to OEE,MTBF,MTTR PM Analysis, SQC, Quality Tools, Plan Do Check Act (PDCA)\Deming Wheel DMAIC,Cp, CPk for Lean & 6 sigma Benchmarking\Best Practices, Business Process\and Reengineering Visual Management and Controls Etc Run and Control Charts, Histograms, PERT and CPM

IDEA is to improve their analytical Skill and make them innovative in all their actions. If we can do this half the battle is won

Q1: Who

heads this Pillar? Q2 In practice it is difficult to collect losses from various equipment / departments and processes in a large plant. How to solve this problem

ANS: Thanks. You have raised very good and relevant questions. A 1 The ideal person to head this pillar is the senior most experienced knowledgeable General manager, who knows the entire operation, technology and maintenance aspects. Normally F1 Pillar is the one who identifies gaps or losses and hand over problems to other pillars for developing kaizens A2 As regards difficulty in collecting losses, it is a team effort and several brainstorming sessions are required. Simultaneously in a large process plant we have to do ranking of equipment & categorize it as most critical, important, less important and not important i.e., category A, B, C & D. Then we have to analyze OEE, MTBF, MTTR and various historical data on failures, low productions, accidents, etc.on Category A Equipments and then on B type equipments First we must tap the low hanging fruit i.e., where we get maximum benefit with lower resource inputs and then proceed for more critical and difficult problems

Q 3 How to fix the quantum increase in target for improvement? Q 4 How to solve conflicts between this pillar head and production head that does not agree for any extra efforts?

A 3 in setting Goals of production we must compare with local and global competitors and if data are not available assume an arbitrary target of 20% increase over existing level. Then critically analyze all de bottlenecking opportunities. Wherever required employ techniques like RCM, RCFA, Six Sigma, etc. Based on results of these studies, make plan of action either to do debottlenecking or design change or change of material of construction or change of operating procedures / parameters or change of maintenance practices. A 4 As regards support and coordination, between pillar heads it is essential to have mutual understanding. Difference always exists between 2 heads of department but the CEO & HR department ensures a smooth Team working culture. The credit for a successful job done goes to the Team and not for individuals. Once we bring this change in working culture all issues can be settled.

FI Q5 My equipment OEE is only 35% what should be done to bring it up to 90%?

ANS:That is a good question. First analyze the availability( time loss ), rate losses and quality defects and rejects losses by using analytical tools . Losses occur due to breakdown, or due to process problems, or due to bottleneck of machine ahead, or due to high tool set up time, etc. After discussing with FI, PM & QM Pillar head, do thorough analysis, prioritize the loss and take up kaizens, which will first bring up the machine availability to around 75 % Then take up speed or rating loss, and then take up Quality rejects loss. If you do step by step analysis of problems and do immediate kaizen to solve that particular problem it will help in achieving the Target. Do not accumulate or postpone problems Solve as you notice it, even if it is a minor problem In this case JH helps in CLRI, DM for design change, E & T for skill development, office TPM for proper storage, proper raw material, etc. PM for zero breakdown and QM for quality defect source. AM Pillar achieves the goal before step 4.

KAIZEN PROGRAM FOR FAILURE LOSSES

Steps for zero failures
1. Classify and Rearrange Past Failures
lassify by line and equipment lassify by failure location lassify by failure mode lassify by cause

Production Roles
nderstand and take actions on manufacturing responsibilities, e.g., operational errors (Training, FP,etc.) tudy failures which can be dealt with by Jishu Hozen (Plan and prepare locations to be checked and skill training) -Analyze failures as our own problem epeat WHY WHY Analysis heck similar equipment and locations and correct Fuguai ind and restore Fuguai by cleaning rovide basic conditions earn and observe operating conditions mprove basic conditions so that they can be maintained easily (Countermeasures on sources and places difficult to check, clean and oil), Enforce visual control ake general checks of equipment.

Maintenance roles
dentify failures which occur again based on maintenance records ake permanent measures on failures on which only temporary measures are taken (Causes are known, but actions cannot be taken due to time, technology or budget.) -Thorough analysis and guidance erify and take actions on repair errors (Skill training) orrect, train and guide Fuguai onsolidate and guide operating conditions
liminate forced deterioration of invisible parts

2. Failure Analysis and General Checks

lassify by type sporadic or repeated failure Reanalyse failures that have occurred again lassify by ease ( If can be prevented by Jishu Hozen) hrough analysis of new failures 3. Eliminate Forced Deterioration and Restore Deterioration Left Unattended

4. Study and Improve Weaknesses (Corrective Maintenance)

nalyze and correct design weaknesses tudy measures to lengthen life mprove mechanisms.
repare periodical maintenance manual etermine lives of equipment and composite parts etermine deterioration pattern (DFR, CFR, IFR) nalyze relationship between equipment accuracy and qualitymaintainability nhanced characteristics.

5. Prepare and Consolidate Standards (Including Failures Involving Defects)

repare Jishu Hozen manual heck by check list and restore deterioration

6. Maintenance Efficiency nhanced visual control

aintenance (survey, preparations, work, etc.) nhanced spare parts management etermine deterioration and other documents predict life by ood housekeeping of drawings and precision diagnostic equipment.

7. Explosion of Predictive Maintenance

tatus monitoring and trend control by simple diagnostic equipment.

AM PILLAR ACTIVITIES
2.
Autonomous Implementing AM in Management Model equipment and Maintenance then take up equipment in stages to train the members (AM)- 7 steps through relay training
Step 0 Know your Equipment Step 1 Establish basic condition for the equipment- clean dust, & contaminants,use 6 senses for identifying & correcting loose fasteners,abnormal noice ,overheating, leakages,- Learn to use tags Step 2 Contamination sources &Elimination of inaccessible areas- hard to clean, lubricate, Remove all root causesprepare tentative standards step 3 Introducing Visual Controls and Visual management Step 4 Training the operators for general inspection of Equipment- Make them Equipment Competent- they should know as how to predict failures in machines and how to attend to it immediately Step 5 Train them fully on Know why of Process to make them Process Competent, prepare process manual with visuals Step 6 Training for understanding Quality issues, what customer wants, and how his skill can be upgraded to make zero defect productsStep 7 Practice full Self management

The purpose of autonomous maintenance is to teach operators how to maintain their equipment by performing:

Daily checks cleaning with meaning, leaks, dust, high temp, sounds Lubrication Replacement of parts Repairs- minor Precision checks Early detection of abnormal conditions using 6 senses and tools Autonomous maintenance is based on education and training. It is about raising awareness of the operators on the knowledge and understanding the operation principles of their machines.
They need to develop three skills: 1.- Ability to preserve normal conditions 2. Ability to determine and judge when operating conditions become abnormal 3.- Respond quickly to abnormalities by repairing the machine or having some technician take care of it when he (she) does not have enough knowledge, skill or resources.

Abnormality
Not Identified Training to eye Operator Kaizen Training by JH Pillar Identified

7 Types of abnormalities
1. 2. 3. 4. 5. 6. Minor Flaws Unfulfilled Basic Conditions Inaccessible places Contamination sources Quality Defect Sources Unnecessary and non-urgent items 7. Unsafe places
Related to

Coordination and Abnormality Based Training By Other Pillars

Specialist

Maintenan ce Technolog y Quality

Kaizen Training by PM Pillar Kaizen Training by KK/DM Pillar Kaizen Training by QM Pillar Kaizen Training by E&T Pillar Kaizen Training by DM Pillar Kaizen Training by OTPM Pillar Kaizen Training by SHE Pillar Countermeasures & Kaizen by respective pillars

Related to

Related to

Open area Tags Tagging on the equipment is difficult if the equipments are in open area. In this case better to have a tag stand holder near the equipment and put all the same in those bin. There must be two bins one is for identification and other one is for rectification for separate red and white tags.

Not related

Related to

Skill

Related to

Design Input/Outp ut Safety

Related to

Related to

Countermeasure s & Kaizen by JH

Zero Abnormality

How other pillars should help AM pillar

FI
data on analysis reports related equipment's losses with respect to ROA, ROP, ROQ - to improve OEE data on analysis of consumption of mateials, energy, yield, etc. - to reduce per unit cost facilitation to achieve objectives and targets set for equipments

PM
Training on Step 0 - Know your equipment - parts , functions, operations, safety, efficiency improvement, etc. Training on identification of 7 types of fuguai's, classification and impact on equipment Training to operators to remove white tags

QM
identification of quality defect sources

ET
Training to operate and maintain (CLRI) the equipment as per step 0 and step 3 Training - theoritical knowledge - to identify abnormalities - 7 types training - theoritical knowledge - on hydraulics, pnematics, electrical, drive mechnism modules with respect to the equipment training on safety requiremts to be followed inside the shopfloor

DM
Development of equipments for easy and safe operation

training on identification of defect types A,B,C

development of equipments which are easy to do CLRI

OPL for identification of defects

development of equipments which requires minimum adjustments to produce quality products

facilitation to implement kaizens identified to reduce losses

Training on CLRI, and its reduction of time to improve availability ROA

training on identification of Q components,

development of equipments which gives early warnings to operators so as to initiate preventive measures development of equipment with visual controls and management

training on 5 Why analysis to identify root cause

Education on deterioration - Forced, Accelerated, and Optimal conditions and Desired conditions of the equipment Education on Implementing the concept of "Cleaning with meaning " OPL related to operation of the equipment

Visual controls and visual management to produce defect free products

training - TK - on fasterners, lubricants, coolants and inspection of the the same in time series training on visual controls and visual management

all measuring and monitoring instruments are free from error and easy to hande and use

training to record the abnormalities - Red tags, white tags, abnormality matrix, tentative standards, etc training on losses related to equipment effectiveness

Implementaion of the equipment modifications to improve hard to access areas and eliminating sources of contamination

JH Q1 In theory classes, E & T Pillar provides lectures as what should be done in steps 0, 1, 2, 3, 4, etc. They do not help in actual field because of their lack of machine knowledge nor field experience. Operation heads have no time to train workers. Due to this in many plants workers in AM or circle just clean some parts, paint and do nothing else. There is no sincere effort put in by senior managers to make operators equipment competent / process competent JH Q 2 Second question is operators who are old and uneducated (but good in their job) do not want to learn. They say they know the job well and how can E & T men teach them how to operate?

ANS: in most of the companies we face this problem during the initial period. First of all the operation manager has to be committed to take it as a challenge and train his people in both theory and practical knowledge, For this it is better to depute one of his experienced operation engineer to do both teaching theory and practical. Lessons Second change of mindset of old people comes from continuous motivation and persuasion. Sometimes we need to give them prizes and awards for learning more about his machine or process. We should understand mind set change happens over a period of time and we should have patience -that is why JIPM has given a period of 3 years to complete initial TPM and the Mind set issues before applying for the first award . I hope I have answered your question.

JH Q3 It is difficult to collect data and draw graphs etc as people in Shop floor is not familiar with computer? Can secretariat help? JH Q 4 We put tags Red and White Initially every body attends with enthusiasm but after some time, tags remain unattended. Maintenance says they have no time to attend. Can we engage outsourced maintenance crew to attend such jobs?

ANS:Q3 As regards data presentation in circle boards, it is enough if it is drawn by hand. In fact JIPM likes it that way. As regards TPM secretariat doing chart preparation work we do not want to encourage. It is up to the company to decide depending up on its size. However secretariat can help during initial period Ans Q4 As regards accumulation of tags due to not attending on time, it is important AM Pillar head should study this problem and discuss with PM head (Maintenance head). If there is a genuine resource problem, maintenance head can decide to employ some contractor men, periodically to eliminate the tag but the responsibility of kaizen to overcome abnormalities rests with Pm Pillar head.

JH Q 5 - What support E&T pillar should give to AM pillar

Off line training (Theoretical Knowledge) to operate, maintain (CLRI) the equipment as per Step 0 and Step 3 Off line training (Theoretical Knowledge) to identify 7 types of abnormalities - tagging (Red / White) Training on safety aspects while operating - Unsafe places / Unsafe conditions / Unsafe practices Training on fasteners, lubricants, coolants, etc and its inspection in time series Training on Hydraulics, Pneumatics, Electrical / Electronics, Drives and controls etc. Training on visual controls and management Training to record the abnormalities, Red / White tags, abnormality matrix, etc. Training to develop Tentative standards for CLRI - JH Step 3 Training on losses related to OEE

JH Q 6 What support PM pillar should give to AM pillar?

Ans Q6 Training on Know Your Equipment (Step 0) Parts, Functions, Operation, Safety etc. Education on the concept " Cleaning with Meaning " Training to identify 7 types of abnormalities, classification and its impact Training to remove White tags Training to do CLRI, and its reduction to improve Availability OPL related to operation of the equipment Implementation of Kaizens related to Hard to access areas and Elimination of sources of contamination

JH Q 7 - What support AM pillar expects from OTPM pillar?

Spares and materials (Oils, lubricants, cleaning materials / tools) should be readily available Spares and materials shall be free from defects Storage and preservation of spares / materials to prevent from loss, damage and deterioration Spares and materials shall be easily accessible

AM Q 8 What support AM pillar expects from QM pillar ?

1. Training on identification of Quality defect sources 2. Training to identify Quality defect types ( A, B, C ) 3. One Point Lessons to identify Defects related to materials 4. Subjective typeTraining to identify Q Components 5. Visual controls and management of process parameters ( QM Check Sheet ) to produce defect free products 6. All measuring instruments are free from error, easy to interpret, easy to handle etc.

PM PILLAR ACTIVITIES
SN. 3. PILLAR MAIN ACTIVITIES Restoration of deterioration and bring equipment Planned Maintenance to basic condition. Abolish environments causing deterioration -Support to AM to eliminate perennial (PM) problems and to train operators on maintenance. Address Build a strong Time Based Maintenance and reliability, Maintainability predictive -Condition Based Maintenance System ( Ranking of Equipments & prioratise) Use operability techniques like RCM. RBI,RCFA,FMEA,Vibration diagonastics, analysis, thermography, issues Improve OEE, MTBF, reduce MTTR ,set goals Implement data Management systems ( CMMS or SAP Controlling budgets-spare parts cost and inventory. Repair cost, Implementing Value Engineering to reduce cost and to improve equipment life.- rectify design defects, correct operating procedures,maint standards inspection standards etc ,

Examples of Planned Maintenance Goals

Indicator Improvement Goal A equipment B equipment C equipment 0 1/10 of baseline of baseline

Failures by equipment ranking

Failures by failure ranking

Major failures 0 Intermediate failures 1/10 of baseline Minor failures of baseline Leaks, contamination, and blocks 0 Abnormal pressures, temperatures, and flow rates due to complex causes of baseline X 100 (A equipment: 0.15 or less) Failure downtime Operating time Failure stops Operating time

Process failures

Equipment failure severity Equipment failure frequency

X 100

(A equipment: 0.1 or less)

X 100

(90% or more)

PM achievement rate

PM jobs, completed Total planned maintenance Jobs scheduled

Outline of Planned Maintenance System

Planned Maintenance System
Spare-parts control

Control of technical data

Specialised maintenance

Autonomous maintenance

Equipment diagnostics

Equipment diagnostics and condition monitoring

Sudden breakdow n

Maintenance calendar periodic checks

Daily checks

Lubrication control

Discovery of abnormalities Morning meetings

Breakdow n

MP design

Fixed-asset control

Education & training

Breakdown maintenance

Predictive maintenance

Shutdown maintenance

Opportunity maintenance

Treatment of abnormalitie s

Breakdown maintenance

Budget control

Small-group activities

Checking and servicing records

Schedule control

Failure, maintainability, and reliability analysis Supporting subsystems

Fig.1.2 The Process of Equipment Maintenance

What equipment?
1

Evaluate the criticality of the equipment based on P,Q,C,D,S and M criteria and classify the equipment
What parts? Practical decision making through step activity of Jishu Hozen and Keikaku Hozen . Logical decision making,through the application of FMEA, FTA, PM analysis, RCM (Reliability Centered Maintenance) etc What maintenance method?

BM (Breakdown maintenance)

Select from the following maintenanceTBM (Periodic maintenance) methods for each part. Selection Inspection and Repair (Overhaul) depends on the criticality of the equipment.

CBM (Predictive maintenance)

Draft the standard maintenance procedure 5W1 H method should be used to draft the standard maintenance procedure

Carryout maintenance systematically

Maintenance tasks must be performed systematically based on the maintenance calendar and standard maintenance procedure.
12

Fig 1.5 Five Countermeasures to Achieve Zero Failures

Five Factors Inadequate compliance with basic requirements Non-compliance with usage requirements Neglected deterioration Inherent design weaknesses Lack of skill
4

Five Countermeasures Adequate compliance with basic requirements Compliance with usage requirements Restoration of deteriorated equipment condition Rectification of design weaknesses Improvement of operation and maintenance skills
18

3 3

5 5

PM Q1: This pillars responsibility is to give assurance on zero breakdowns, zero accidents due to defects in equipment. The actual problem in the field is too many red tags are put by operations during their Autonomous inspection. They do not want to learn about small maintenance jobs when PM Pillar offers to train them. Everyone whether operations or quality control or safety department or project department blames PM maintenance department that we do not do our job. How to get their cooperation so that as a team we all sit together and find a solution to each problem.

PM Q1 ANS:

Your question is a very genuine problem faced by most of the maintenance people. In TPM we preach that operators in step 4 should be equipment competent but in reality it does not happen. The reason is that when a company reaches step 4 in some equipments immediately they want to apply for JIPM Award. Once they get the first award, the initiative comes down drastically as observed in many companies. So the solution lies that the Top Management should insist thorough training for all operators up to step 4 across the plant and only when he is satisfied that a changed work culture is seen everywhere, he should ask for a Health check up or JIPM Audit. In fact a clear responsibility should be given as what maint jobs will be done exclsively by operations Your second point about others pointing a finger happens because of lack of Team working culture. CEO / Top Management should encourage collective working to find solution for a chronic problem. This is where PM takes the help of FI, QM, DM, E & T, SHE, etc to find the right solution.

PM Q2 Aim of PM Pillar is to help AM to restore deterioration and bring equipment to basic condition. Similarly to study forced deterioration and prolong life of equipment. In some companies people use RCM to find the root cause for failure of the function. Can we use RCM when we are using TPM? ANS: We wish to clarify clearly that JIPM TPM is not against use of any of the tools like RCM, RCFA, FMEA, Six Sigma, etc. There are various methods available to do analysis and find a solution to the problem. Definitely we encourage people to use any tool for solving a problem found in Pm Pillar or QM Pillar or DM Pillar. Similarly data management can be done by CMMS through any of the ERP like SAP, Oracle, primavera, etc. Please go ahead and use any tool freely.

PM Q3 Management hesitates to sanction when we ask for funds to purchase measuring equipments for doing condition based predictive maintenance. Some times when we use RCM, we come to the conclusion to either change the design or material of construction to correct functional failure but Top management says we must give ROI

ANS: We suggest you evaluate your proposal of purchasing measuring equipments like Thermography or vibration analyzer or lubricant wear particle counter, etc., from its utility point of view. If you have a large shop where such instruments can be used regularly to get benefits in terms of increased OEE, etc., you can convince management. However if your shop is a small one, you can outsource and call people who can do tests for you and give advice. Pl do not buy an instrument if you do not find regular use for it As regards RCM results, you should establish Return on investment (ROI) before you ask for a capex.

PM Q 4 How to Determine What items should be stocked and what Is ideal inventory
Check Items Check past usage records Check if there will be future equipment Materials changes in equipment or parts Check if there are unexpected failures Check level of repair and maintenance techniques others Impossible to schedule consumption Impossible to schedule consumption due to sporadic failure or other reasons

Possible to schedule consumption Possible to forecast replacement period by monitoring wear and tear Others Annual usage Less than X times More than X times

Unit price is cheap Stocked items

Unit price is expensive Consider stock-out loss Stock-out loss is smaller Non-stocked items 99

Stock-out loss is bigger

Non-stocked items

PILLAR ACTIVITIES
4. Quality Improving effectiveness of ISO9002 system. Maintenance List out defects, develop matrix defects vs Process,as well as defects vs equipment (QM)10 Identify Q-Component In Equipment & in Process and steps
Predict defects and Ensure Quality thru reliable process, equipment, Trained manpower, use visuals in field, Monitor & control the visuals to get defect free products.Develop standards- OPL for process operation and , maintenance etc and ensure compliance- use RCFA, 4M analysis,5 why-why, ( support to AM)- develop QM check sheets for them Lean six sigma ( support FI) Ensure operator to be Equipment, Process, and Quality Competent by AM steps 4,5,6( take AM support) Analyzing the existing methodology / practices of quality analytical methods with aim to improve them. Develop new effective analytical methods for efficient quality control ( support from FI on losses & kaizens Implement Poka Yoke to eliminate defects from unskilled operators- go for simple automationEnsure loss reduction due to adjustment like defects after change over , setup, starup, shutting down, speed adjustment, power failure etc

Inspection and Materials,

QM Q1 JH pillar has just started identifying abnormalities in equipment should QM pillar wait until all the defects related to forced deterioration are removed? ANS: No, they need not wait. Instead the following action can be initiated. Develop Defect Vs Equipment matrix Do 4M-analysis equipment wise, Conduct survey Identify abnormalities related to equipment against the standard values of the conditions Do 5 Why analysis and identify root cause Implement countermeasures

QM Q2 More abnormalities are identified but the removal of quality related tags (Abnormality No. 5: Quality defect sources) is given last priority, for how long QM pillar should wait?
ANS: Prioritization of Tag mainly affects

removal of tags can be done first with Safety related tags (Operator should be safe, & he has to operate daily) the then

Safety Tag Easy of operation Tag Quality Tag Break down Tag Shut down Tag Improvement Tag Design Tag

1 2 3 4 5 6 7

Human Performance Quality Availability Availability Loss New Product/Process

equipment

Operation / function related (To improve ROP) then

Quality related (To improve ROQ) 4th Breakdown related (To improve ROA) and 5th QM related

QM Q3 Who is responsible for monitoring and maintenance of Q components? ANS:

Responsibility can be fixed based on the location of Q component identified, Operator can monitor and maintain as per the QM check sheet or through JH step 3 (Those which should be controlled during processing of parts and that are visible & accessible) PM can take care of those Q components by using PM checklist periodically (Those which are not visible & accessible and which requires skill in maintenance)

To be fixed on the equipment

QM Q4: Quality is deviating more frequently, 4M (Man, Machine, Material, Method) analysis reveals that rapid tool wear is the cause for the problem, there is a confusion that, Is this a machine related problem or method related problem, can you explain this?

ANS: To avoid this confusion it is better to add one more M and a T to this 4M condition, i.e. Measurment and Toolings: 5M-1T Approach Man (Related to Skill level) Machine (Equipment alone - excluding too lings, jigs, fixtures and other work holding devices) Material (Related raw material and process material coolants, cutting oils, etc.) Method (Related to procedures and work instructions Measurement (Related to instrumentation and its calibration control) Toolings (Other than equipment - cutting tools, jigs, fixtures and work holding devices)

QM Q5:

Less importance is given to calibration of pressure gauges in the equipment, because the calibration cost is higher than the gauge cost. But these gauges are used to set the process parameters like chuck pressure, tailstock pressure, etc. as per QM check sheet. How to solve this problem? Calculate the cost of the volume loss based on the past history of the defects produced and compare it with the gauge calibration cost. If the calibration cost is less than the loss cost recommend calibration
Increase gauge life by abnormality elimination in gauge then Volume Loss Product defect is Grater Purchase of new gauge Product defect is Low Calibration of gauge

Customer Satisfaction

QM Q6: Which is correct? Defect Vs Process or Defect Vs Equipment

ANS:Both are correct, but
should be developed for each part of the product Engineering Industry If the defect arises during assembly, Develop Defect Vs Process matrix If the defect arises during machining, Develop Defect Vs Equipment matrix Process Industry If the defect arises after completion of a process, Develop Defect Vs Process matrix
Cause Cause Cause

Defects 4M
With in Std Exceeds in Std

Accept

Rejection

QM Q7: What are the inputs required to develop defect free equipment?
ANS:MP information sheets List of Q components, their Visual controls and Visual Management QM check sheet JH step 2 - Equipment modification drawings JH step 3 - Tentative standard for CLRI List of Quality defect sources and its Kaizens List of unsafe places and unsafe conditions

QM Q8: While calculating ROQ there is confusion whether to include Concessional acceptance as Acceptance, Please Explain.
While calculating ROQ we have to take into account only accepted parts. Concessional acceptance is the disposition action taken by the Quality department after considering the criticality of the defect, say the defect will affect neither the final product performance nor subsequent process / operation. Conceptually speaking " Deviation from the specification / requirement is a defect ". Even parts accepted after rework should not be considered as Accepted part ie.only First pass Quality / Yield is to be taken into account for calculating ROQ.

Doing first time good is accepted as good production

S. No

FI

AM

PM

ET

DM

OTPM

TM

What support QM pillar requires from other pillars ? 1

Identification of defect and rework losses and eliminating them through Kaizens Forced deterioration eliminated and only natural deterioration exists Training on identifying Q components and its failures Training to operate and maintain (CLRI) the equipment as per step 0 and step 3 Implementation of MP information in new equipments so that zero defects is achieved from first production Evaluating the supplier's equipments and processes for its capability to meet the quality requirements Tool wear trend analysis to predict the tool life so that defects are not produced

Reducing setup rejections achieving one shot production by reducing adjustments

Identification of quality defect sources by operator

Improving machine capability to meet quality requirements

Training on product knowledge and its application at customer end

Training o failure mode and effect analysis

Developing suppliers for self certification

Implementing poka yoke in jigs and fixtures to eliminate defects and inspection

On line, event based defect and rework data collection Optimisation of process parameters to achieve zero defects

To do CLRI of the Q components

Training of operators to identify quality defect sources Removal of red tags related to quality defect sources as soon as possible

Skill enhancement to handle the inspection tools Training to read component drawings

Training on criticality of quality parameters Documenting the criteria for acceptance for subjective type quality characteristics

Training of suppliers on quality requirements

Maintenance and Calibration of jigs and fixtures

Visual control and management of Q components

Visual control and management for tool, jigs fixtures and die wear

Eliminating measurement and adjustment loss

Training to identify quality defect sources to operators

Release and amendment of MSDS for all materials

Increasing tool life to reduce measurement and adjustment of the equipment thereby reducing inspection

S. No

FI

AM

PM

ET

DM

OTPM

TM

What support QM pillar can give to other pillars ? Analysis of defects using 5 Why analysis and PM analysis Training operators to identify quality defect sources Identification of Q components through process point analysis Developing of OPL for training Input of quality characteristic s that needs to be addressed in the relevent documents Audiitng of supplier's processes to ensure quality Identifying of processes which requires poka yoke

Implementing SPC techniques to reduce / eliminate defects / reworks Reducing / Eliminating time / volume losses through Kaizens Training on defect identification and its recording in production log sheet

Providing online training to operators regarding defect types (A,B,C)

Providing online training through skilled inspectors

Training of suppliers on quality requirements at our end and also at supplier end

Training on 5 Why analysis, PM analysis

QM Q10: What support QM pillar expects from FI pillar?

ANS: Elimination of efficiency losses Reducing losses due to adjustment - targeting for achieving defect free first part, i.e. " One shot Quality " after change over Standardization of setups and adjustments etc. Reducing losses due to adjustment after cutting blade change Increasing the life of the cutting blade

QM Q11: What support QM pillar can give to FI pillar? ANS: Real time data collection of defects event based data collection (A, B, C types) Event based data collection through control charts Stratification of defects Data collection on losses related to equipment efficiency Equipment's desired conditions to produce defect free products - QM check sheets

QM Q12: What support QM pillar can give to E&T pillar?

ANS: Development of OPL to identify defects On line training on interpretaion og measurments using instruments On line training on 5 Why analysis On line training to identify Quality defect sources in equipment

QM Q13: What support QM pillar expects from PM pillar?

ANS: Training to identify Q components and its failures Improving machine capability Training to identify Quality defect sources Removal of Red tags related to Quality defect sources as soon as possible

QM Q14: What support QM pillar expects from AM pillar? And what support QM pillar can give to AM pillar?
ANS: Forced deterioration is eliminated and only Natural deterioration exists Identification of Quality defect sources by the operator To do CLRI as per Step 3 including Q components Visual control and visual management of Q components Event based defect data collection QM to AM Training on identification of Quality defect sources Training on identification of contamination sources related to product Training to identify, classify and record the defects (A, B, C)

QM Q15: What support QM pillar expects from TM (Tool Management) pillar? ANS: Tool wear trend analysis - to predict the life so that defects are not produced before cutting blade change Implementing Poke Yoke in tools setting, jigs & fixtures and other work holding devices Maintenance and calibration of tools, jigs & fixtures, etc. Visual control for tool, jig & fistures wear Enhancement of tool life - to eliminate volume losses due to measurement and adjustment before cutting blade change and after cutting blade change

QM Q16:

What support QM pillar expects from DM pillar?

ANS: Equipment related activities The equipment shall be constructed in such a way that it produces zero defect products Equipment need not be adjusted frequently to achieve Quality Equipment shall be qualified and validated based on Cp, Cpk studies Product related activities Quality requirements with respect to performance of the product shall be built into the product wherever possible during design stage itself Shall be easy to manufacture and easy for visual inspection and measurement Shall be easy for servicing Shall be easy for maintenance by customer Detailed specification and acceptance requirements in the documents like Machining Drawings, Assembly Drawings, Bill of materials, etc. Preservation and storage requirements Test standards

DM PILLAR ACTIVITIES
SN. 5. PILLAR MAIN ACTIVITIES Development Planning project strategies,Analyzing the factors Management influencing project decision.Design New products with customer focus-reduce Lead time from design (DM) to production to market Analyzing data and past experience from the plant including field corrections done for MP design.Look at entire life cycle cost and how to strike a balance between total capex cost and total running cost including design for no (Zero ) maintenance using new technology Freezing new specification for design of equipment to eliminate maintenance and to improve reliability,safety,& pollution ,Maintenability,zero quality defects and operability to support AM, PM and FI and get support from OTPM, SHE, Design systems and Training methods for operation & maintenance of new designs ( AM, PM ,E&T)-update all drawings

New Equipment Development - Linkage of DM with other pillars Activities Collection of Kaizens Classification of Kaizens Developing Maintenance Prevention (MP) sheets Input to Design Equipment Manufacturing Confirmation with MP sheets parameters Trial Handover to Mass Production Linkage with other pillars All the pillars All the pillars

All the pillars

DM, KK, JH, PM, QM

DM, KK, JH, PM, QM, OTPM F

DM, KK, JH, PM, QM DM, KK, JH, PM, QM All the pillars

New Product Development - Linkage of DM with other pillars

Activities Need Identification Project wise Plan First Review Designing the Machine Design Review Manufacturing Testing, Trial & Validation Commissioning & Installation Handover to Mass Production

Linkage with other pillars OTPM

OTPM, DM OTPM, DM, TPM Secretariat DM, JH, KK, PM DM, JH, KK, PM

KK, PM KK, PM, JH DM, KK, PM All the pillars

S.No

KK

JH

PM

ET

QM

OTPM

What support DM pillar requires from other pillars ?

1 Identification of 16 losses and plan for eliminating the losses for the new product introduction Implementation of JH steps 1 to 3 in the existing machines and the information to be given in the form of MP sheets Improving machine capability in terms of Productivity, Quality and Safety Skill enhancement to enhance the new product and new equipment quality from the start Input of quality characteristics that needs to be addressed in the relevent documents Right from product planning stage to final outcome of the new product, OTPM should coordinatethe entire process with the NPD team

Arriving at the machine availability and efficiency for evaluating the productivity and quality New product introduction

CLRI check list for the equipment

Implement all the planned maintenance steps in the existing equipment

Training to operators and vendors on the new product introduction

Implementation of MP information in new equipments so that zero defects is achieved from first production Selection of vendors and conducting trials at the vendor end for the new equipments Rigorous trials and audits of the new products and the new equipments to achieve zero defects from the beginning of the mass production Check list preparation for new products (Quality characteristics)

Evaluating the supplier's equipments and processes for its capability to meet the quality requirements Developing suppliers and train them on new products with the coordination from E&T Financial planning and budget preparation for the new equipment investment

Arrive methods of process and manpower availability and optional performance with cost effectiveness for New product development Arriving at standard operating procedures for the processes (SOP)

Training to the operators on the machines, they are working

MP sheets of all the PM improvements on the existing equipments

Training to the operators on the new equipments (system and sub system of the machines)

MP sheets of all the JH improvements in the equipment

Check list preparation for the new equipment with the help from JH on CLRI

Implement kaizens in the existing machine and converting them into MP sheets for new equipment development

Evaluation of the new products at in house and getting feedback from the customer

S . N o

KK

JH

PM

ET

QM

OTPM

What support DM pillar can give to other pillars ?

Provide new machines with OEE of 90% from the beginning of mass production Provide new machines with all the JH improvements incorporated Provide breakdown free machines by incorporating all the PM improvements in the new machines Educating the machine builder on the improvements to be incorporated in the new equipment Building a database on MP sheets of various pillar activities for the future new product and new equipment development Prepare checklist for the quality characteristics for the new products Reduce the lead time of the new product development, thereby reducing the cost involved

Improving existing machines with the KK improvements done in other areas to improve OEE to 90% (through MP sheets)

Improves the jigs and fixtures of the existing machines to improve the efficiency of the machine

DM Q1: What is the difference between F1 (KK) Pillar & DM Pillar? Can you please clarify as we have a doubt on this?
ANS:

Yes. We will clarify. F1 Pillar looks at doing improvement in the existing machine or process so that higher OEE is achieved with largest MTBF, etc. Basically it collects data to identify losses and do kaizens. It supports AM for elimination of process and equipment problems in the existing plant On the other hand DM Pillar looks at future requirements of the customer and examines whether we have the necessary infrastructure and capability to take care of future requirement. This pillar is one of the very important pillars for automobile industry. Similarly DM pillar looks at steps required for speedy implementation of activities right from new design, new specifications, vendor development to manufacture equipment, installation and quick commissioning, training people to operate the new equipment correctly, do right maintenance, etc., so that lead time between the first prototype design to final product roll out is minimum, just to beat the competition. This is important in fast moving consumer products like TV, DVD, Computers, and Automobiles. Fashion goods, fancy consumer products. Etc.I hope you are now clear about DM & F1 Pillar responsibilities.

DM Q2: DM Pillar is working on new products how can it be of help to other pillars?
ANS: Though main focus of DM is on development of new products, yet it can also focus on existing chronic problems not solved by AM, PM or F!. For example if there is a chronic failure of a bearing and if analysis points out that it is due to a design defect, then DM Pillar can help because it has design capability. Thus it supports AM, PM, F1 and QM Pillars also. Basically QM has specialists who can do thorough analysis of a chronic problem. Similarly it ensures specifications and drawings are kept updated for existing equipment. In fact all modification done by other pillars are informed to DM for updating the records. It is a good practice to call DM Pillar Member in all plant meetings where modifications are discussed and capex approvals are taken.

DM Q 3 What is the Linkage between DM and QM pillar

Equipment related acivities The equipment shall be constructed in such a way that it produces zero defect products Equipment need not be adjusted frequently to achieve Quality Equipment shall be qualified and validated based on Cp, Coke studies Product related activities Quality requirements with respect to performance of the product shall be built into the product wherever possible during design stage itself Shall be easy to manufacture and easy for visual inspection and measurement Detailed specification and acceptance requirements in the documents like Machining Drawings, Assembly Drawings, Bill of materials, etc.

DM Q4 How DM is linked with E&T pillar ANS : Train the operators with new product and new equipment development Train the vendors for new product requirements and specifications Educating the machine builder during the machine building stage by incorporating all the MP sheet activities

PILLAR ACTIVITIES
6. Education and Training (ET)
Has to provide training to all 7 pillars- support other pillarsnormally Chief of HR heads this pillar Support all pillars through effective training needs coordinate with CEO and motivate him to attend and participate in all important TPM activities Identification of Gap between present skill available and new skills needed for efficient Training management Planning training calendar to reduce the skill gap Implementing training programme through on the job training( identify & correct abnormality, keep damaged parts to examine) , class room training & knowledge on equipment, process, quality, safety and evaluating the effectiveness Planning for retraining on regular basis and interaction with all supervisors Incorporate TPM Training & skill up gradation (including loss elimination ) into Annual Performance Evaluation, design incentives for motivation,trend kaizens etc Depute people to attend seminars & knowledge courses for self development- Part time degrees/ MBA etc Ultimately Create TPM awareness and understanding through effective training programs

ET Q1: We understand that for successful TPM, we have to train each and every worker and also all management people. The main problem we face is people are not relieved on time for training, mainly due to no excess manpower available to keep the machines operating. How to solve this catch 22 situation Training first priority or operations first priority?

ANS: We understand the problem. The correct procedure is like this The training Manager first discusses with operation and maintenance managers. They jointly decide the subjects of training and then who will receive what training and when ?. Thereafter in consultation with Supervisor, they allocate people. Once they sign the Training calendar normally it is not to be changed unless there is an emergency. We suggest to give more priotity to on the shop floor training through OPL, visuals, relay teaching, etc, which keeps the disturbance to the minimum. In some companies extra training hours arranged after duty hours for which they are paid lump sum (No double OT). This solves the problem of people not relieved in time.

ET Q3: How to make TPM training as a part of normal performance appraisal system?

In many companies where they have Annual Performance Evaluation system. HRD has included all aspects of TPM skill and capability requirement in the existing evaluation sheet. First the candidate himself fills up data, which is further evaluated by supervisors and then reviewed by department head. He recommends the training based on this record.

ET Q4: We have the apprehension once we train a manager or supervisor or operator on TPM, after some time they leave because they are paid a big jump by other Competitor companies. How to solve this attrition problem. Hence our management is asking why should we train people and loose good operators?

ANS: We understand what you are saying is a reality. In the present market boom there is lot of scope for people to move from one company to another. This cannot be prevented. On the other hand if we train people, take care of them, their families well; they will stay much longer with us. Is there any other option available to us other than good HR ?

OTPM - PILLAR ACTIVITIES

SN. 7. PILLAR MAIN ACTIVITIES

Implementing 5S in office,with more organised Office Improvement manner and focusing on speed of response Implementing visual controls for Admin FI, Admin (OI) JH, Performance management Support all Reducing activity time and cost by establishing other pillars clear relationships and going into RCA, Why Why, Thru close Identify and eliminate waste task( Muda ) coordination Identify the hidden unnoticed losses and carry out Kaizen to improve all activities in accounts, purchase,logistics, market,IT,canteen , housing colony etc Encourage Performance management thru cost effectiveness (reduction),functional effeciency using creativity and innovation Timely Recognition for good work done- institute awards and prizes for motivation

OTPM Q1: Implementing 5S and visual control is good because we can retrieve documents easily but we are not able to achieve any substandard cost savings in IT, Communications, Purchase, etc. How to implement F1 & AM?

ANS: We need to be more open and accept challenges of cost reduction. Collect existing data and make a budget reducing arbitrarily by 20%. This should be the target and ask everyone to work in achieving this cost reduction. Whoever does it give that team a trophy or model or a party. Continuous motivation is required for developing innovative kaizens.

OPTM Q2: Many administrative department people do not want to go to the shop floor and participate in their AM activities because (a) it does not help both sides (b) it involves wearing safety material and we do not have shoes, etc. Can we avoid participation? ANS: it is perfectly O.K., if you feel that you are not adding any value by going into the shop floor & cleaning, lubricating their equipment. However exposure to shop floor problems will make you understand the criticality issues like procurement of good quality spares, supplying them on time, scope for cost reduction, etc. we have seen many lengthy time consuming communication, inter office memos etc san be avoided if you understand their genuine issues In fact many companies, Finance department helps F1 Department in preparing loss tree analysis, loss cost matrix, identification of losses in variable costs, etc., as more reliable data are available with finance dept

PILLAR ACTIVITIES
8. Safety, Fire Health & Environment (SHE) Focus on targets,actual data and gaps in implementation of systems for ensuring safety , occupational health and a clean green environment through continuous training coordinate with all pillars that due attention is given to all 3 aspects during AM, FI, PM, DM ,OTPM, QM activities, Very close assistance given to E&T during their training to all pillars /Circles Source of Contamination- any leakages to be eliminated (Work with AM)- achieve zero leakage Monitor health of people for exposure to dust, fumes, vapors and ensure strict compliance of zero emissions Motivate people to become safety conscious, wear all protective equipment, train them on skill to Analyze accidents(case studies ) and near misses and do kaizens Maintaining hygiene in canteen, Implementing ISO 14001 system and Safety system

SHE Q Many times minor accidents happen because workers are over confident and take short cuts though they know fully the safety practices given in the manual and also taught in training classes. The second types of accidents happen because of new workers or contract laborers who have not received full training and also they do not wear safety ware. How to achieve zero accidents?

ANS: You have correctly mentioned the reasons for the minor accidents. The only way to avoid accident is Mistake proofing ie to develop POKE YOKE so that even if they make mistakes accidents cannot happen. The other option is strict supervision, enforce discipline, training thru visuals, OPL, relay teaching, etc. Encourage them to develop near miss accidents and announce a competition and select the best kaizens and award a price. Safety consciousness is a change in work culture and this has to be developed thru constant counseling and training.

SHE Q2: In Heavy engineering industries or where large compressors are running the noise levels is high. How to reduce the noise.

ANS: You have to consult the OEM suppliers. Generally enclosing it with sound proofing materials can reduce noise level. However please check with equipment manufacturer.

Q1: How health of the worker create abnormality in the equipment?

WHO DEFINES

Health is a state of physical, mental and social well-being and not merely an absence of disease or infirmity

As long as healthy no problems Preventive maintenance of equipment well known Preventive maintenance of worker - ?

Sudden loss of conscious Heart attack, diabetic coma & syncope(various causes) Physically not fit Difficulty in concentration, confusion, irritation, etc Mentally not healthy

PRACTICAL CHALLENGES
Case 1

I am absolutely FIT Why Medical exam? Diagnosis Uncontrolled diabetes

Case 2

Feeling weak & exhausted for the past few days Medical exam done Diagnosis Blood cell malignancy
Case 3

Routine medical exam Diagnosis renal failure

HEAT STRESS MEASUREMENT

NOISE LEVEL MEASUREMENT

MONITORING OF CHEMICAL HAZARD

HEALTH EVALUATION OF EMPLOYEES

Pre - employment During employment Periodic - Hazards Related medical examinations -- annual / biennial Well Person examination - early identification of risk factor/illness Post retirement For others(Contract workmen)

OCCUPATIONAL HEALTH SERVICES Master Health Program 2008

Department
Crude - I Lube I Hydrogen Crude - II FCCU Wax Ref.III/CDU/VDU Ref.III/HGU/CRU ReF.III/OHCU Ref.III/SRU/UTI

TotalJanFebMarAprMayJuneJulAugSepOctNovDec
29 22 7 34 22 34 27 31 32 27 33 22 5 22 11 30 22 8 22 12 20 7 22 9 22 10 22 12 20 2

OCCUPATIONAL HEALTH SERVICES Master Health Program 2008 Contd..

Department
Maint.Electrical Maint.-Field on-site-I Maint.-Field on-site-II Maint.-Field on-site-III Maint.-Garage Maint.Instrumentation Maint.-Pckg. & Despatch Maint.-Plng & Scheduling Maint.-Rotary Mandatory tanks

Total Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
56 24 11 16 19 48 80 21 54 19 19 22 20 22 19 10 16 21 22 22 10 10 10 10 8 11 16 20 22 14 22 2

VISION TESTER

PULMONARY FUNCTION TEST

HEARING CONSERVATION PROGRAM AUDIOMETRY

ECG

OXYZEN

TREADMILL EXERCISE TRAINING

TRAINING

Q2: Does Ageing of Worker adversely affect the productivity in an organisation?

AGEING
Expertise increases should be utilised Fitness decreases More diseases are common Diabetes, hypertension, IHD, Vision

problems, hearing decreased, bone mineral density, malignancy

RISK FACTORS CHRONIC DISEASES

Abnormal Parameter Cholesterol TGL Hypertension Obesity Overweight Diabetes IHD Upto 39
P(%) NP(%)

40 49
P(%) NP(%)

Above 50
P(%) NP(%)

5.6 3.5 2.3 5.1 29 2 0.4

6.1 4.6 1.8 7.7 29.2 1.6 0

20.6 11.8 12.3 6.9 35.4 13.9 1.2

26.2 14.2 13.5 5 34 12.8 1.4

23.4 17 30.5 6.4 30.5 27 2.8

24 14.5 31.3 10.8 27.7 26.5 2.4

 Health screening of women at workplace

including specialists examination.

Consultancy service by visiting specialists

in cardiology monthly. and diabetology once

Special campaign on Look after your

heart - medical examination, booklet, posters & banners. lecture,

DIABETES AWARENESS PROGRAM

BONE MINERAL DENSITY

Prostate Cancer Screening

PSA Screening for all above 40yrs.

SUMMING UP
How did you like this session? To sum up we go back to the migrating birds, with strict discipline of team work, they are able to fly 5000 miles but if one bird wants to fly it cannot do more than a few miles. That is the strength of Teamwork. Friends we all wish you good learning from these 2-day sessions. When you go back to your factory pl disseminate this knowledge to your other team members and pl try to organize this type of Prasna Vyakyana sessions ie quest for knowledge thru questioning sessions We Thank the TPM club India for giving us this opportunity

Thank you