INTRODUCTION TO TPM

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 EVOLUTION OF TPM
20
00
’S
TPM
19 FACTORY OF
90
’S FUTURE

19 TOTAL PRODUCTIVE
80 MAINTENANCE
’S
19 PREDICTIVE MAINTENANCE
70
’S
19 PREVENTIVE MAINTENANCE
60
’S
BREAK DOWN MAINTENANCE

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 TPM POLICY
• To Increase Equipment Reliability And Over All
P Plant Effectiveness.
• To Manufacture Defect Free Products.
Q
• To Reduce Cost By Ensuring Optimal Utilization
C Of Resources .
• To Ensure Timely Deliveries To The Satisfaction
D Of Customers.
• To Promote Safe Practices At Workplaces And
S Provide A Healthy Working Environment.
• To Promote Team Work By Total Employee
M Participation Towards Continuous Improvement.
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 ZERO
BREAKDOWN

ZERO
REJECTION

ZERO
ACCIDENT
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TPM PROMOTIONAL ORGANIZATION

TPM CORPORATE
COMMITTEE

TPM PILLAR TPM

ORGANIZATION SECRETARIAT

PILLAR
TPM TEAMS
SUB-COMMITTEE
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S U O MON OT UA
E CNANET NI A M

S U OUNI T N OC
E MEV ORP MI

PLANNED
MAINTENANCE

QUALITY
MAINTENANCE

INITIAL
CONTROL

EDUCATION &
TPM 8 PILLARS

TRAINING

SAFETY, HEALTH &

ENVIRONMENT
TPM EIGHT PILLAR APPROACH

TPM IN OFFICE
 PLANNED MAINTENANCE - PILLAR

Role of PM pillar
•Green tag removal activity for abnormalities
•Machine improvement activities through tagging
•Condition based maintenance (CBM)
• Time based maintenance(TBM)
• Spare parts management
•Any machine related clarifications & suggestions

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 QUALITY MAINTENANCE - PILLAR

Role of QM pillar
•Any quality related problems & suggestions for rectifications in
TPM machines
•Maintaining machine conditions to produce zero defects
•Optimization of setting parameters to get target quality

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 KAIZEN - PILLAR

Role of KAIZEN pillar

•Assisting to reduce all 15 losses to improve OEE.
•Forming CFT to reduce cost of consumables.
•Monitoring OEE on monthly basis to improve it to 85%

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 INITIAL CONTROL - PILLAR

Role of Initial Control pillar

•Reduction of new product development lead time
•Reduction of new equipment procurement and productionising
lead time
•Collecting and using of Maintenance Prevention records for new
equipment procurement.

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 TRAINING - PILLAR

Role of Training pillar

•Conducting Various training programs for TPM basics,
Maintenance skill training, On the job training etc.
•Reducing equipment break down time by enhancing knowledge
of employees.
•Reducing accidents by enhancing knowledge of employees on
safe work practices

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 SAFETY - PILLAR

Role of Safety pillar

•To attain zero accidents
•To maintain TNPCB norms
•Assisting TPM teams in developing machine guards & Safety
equipments.

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 OFFICE TPM - PILLAR

Role of Office TPM pillar

•To improve efficiency of all administrative departments
•To implement 5S principles in offices
•To make more visible & paper less in office administration.

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AV
AI
LA
B IL
IT
Y
>9
5%

FO R M ANCE>
PER

9 %
> 9
TY
L I
U A
14
Q
AUTONOMOUS
MAINTENANCE

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Autonomous Maintenance (JISHU HOSEN)

• Off shoot of Quality Circle / Zero

Defect / Small group activity

• Promoting the culture of every individual

preserving his own equipment

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 Concept of implementing AUTONOMOUS
MAINTENANCE

• Zero defects & Zero failures can be achieved if

all people are involved with facilities that will
change the way of thinking
• If equipment changes, people will change; if
people change, the workshop will also change
• Under the leadership of managerial staff, all
persons are doing steps of AM

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Conventional approach
• Conventionally With improved automation and manufacturing
technology the machine becomes more complicated
• Operating persons concentrate “only on production”, Maintenance
persons focused “only on maintenance”
• Operating persons feel that “Failures are the fault of the
maintenance staff, failures are caused because of wrong
equipment”
• Changing such thinking and make them realize that Failure could
have been avoided if the operating persons had performed some
tightening, Oiling, Cleaning, Inspection & Minor repairs is the
approach of Autonomous maintenance

Autonomous Maintenance has evolved from

such change in thinking / approach
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What is Autonomous Maintenance
Autonomous Maintenance means -

Maintaining one’s own equipment

Maintaining one’s own equipment means

• Routine inspection, Oiling

• Parts replacement, Repair

• Checking their own equipment, Early detecting abnormality

Change in thinking / Approach Equipment change

Equipment Change workshop change

Workshop change Zero defect, Zero failure

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Role of operating persons in new Era

• Expertise of the equipment

• Capability of carryout routine maintenance in addition to

operation of machine

• Understand clearly and define normality / abnormality

• Develop and practise daily maintenance chart.

• Acquire knowledge to relate Quality problems with machine

mal functions

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 Autonomous
Maintenance

Routine
Check
Operating the
Equipment

What is How to measure

Abnormality abnormality

Training on
Understanding of:
1. Capability to find malfunctions
1. Normal Vs Abnormal
condition 2. Capability to understand
machine structure / functions
2. Operating guidelines
3. Capability to relate equipment
3. Action to be taken in case with quality and related
of abnormalities abnormalities
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Autonomous Maintenance – Role of Operating / Maintenance staff
• Production can be maximised only with the perfect cooperation between
operating and maintenance staff
• Operating and Maintenance staff are like the wheels on both sides of a car
• Under Autonomous Maintenance operating staff takes care of “activities to
prevent deterioration” & maintenance staff takes care of “specialised
Maintenance”
• It is mandatory that both preventing deterioration & specialised maintenance
should go in parallel

Retention activities Improvement activities

Extending life, reducing maint.

Preventing & repairing failures Time, eliminating maint.

Corrective maint., improvement of

Normal operation, Routine maint., reliability & maint., & Maintenance
periodic maint., predictive maint. prevention
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• production and maintenance persons if they are not cooperating with
each other, we can’t get desired output from the machine
• Role of each of them is detailed below:

Equipment
Maintenance

To prevent forced Specialized maintenance

deterioration by By Maintenance persons
production persons

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 Basic conditions of a machine

Necessary Conditions Desirable conditions

Essential for equipment operation Not dispensable, but not fulfilling

may sometimes cause problem

Ideal situation - Meeting both Necessary conditions and desirable conditions

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Concept of creating Basic Conditions

Basic Machine conditions

Eliminate Forced Reducing Natural

deterioration Deterioration

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 Machine Maintenance activities

Retention Activities Improvement activities

Both to go parallel
• Normal operation • Corrective maintenance
• Routine maintenance • Maintenance Prevention

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Activities of the Operating Staff
1. Activities to prevent deterioration
• Correct operation
• Improvement of basic conditions (cleaning, oiling, tightening)
• Adjustment
• Prediction and early detection of abnormalities
• Recording maintenance data
2. Measurement of deterioration (mainly through five senses)
• Routine inspection
• Part of periodic inspection
3. Activities to rectify deterioration
• Minor improvement
• Notification of failures and malfunctions
• Assistance for sporadic repair

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• Improvement of basic conditions for the
prevention of forced deterioration
(cleaning, oiling, inspection and
tightening) and routine inspection are the
most important activities.
• The participation of operating persons is
essential for implementation of effective
deterioration prevention, measurement
and rectification activities.
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Support to Jishu-hosen by maintenance Staff

Education & Guidance about

• The Structure and functions of equipment, parts’ names
• Regarding linkage of bolts & nuts
• Lubrication, unification of oil classes, oiling intervals and oiling
standards
• Inspection techniques and inspection standards
Speedy handling of rectification of malfunctions
Technological assistance in improvement activities

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 Change of
Thinking

Change in People Workshop Result

Motivation Equipment change change sustained

Change of
Activities
Repairing
minor
defects
Results are restoration &
improvements
Sense of achievement

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 STEP BY STEP IMPLEMENTATION OF AM

Fully implemented Autonomous

maintenance Program 7
Work place organisation 6
A.M.Inspection 5
General Inspection 4
Cleaning And Lubrication
Standard. 3
Eliminate source of contamination
and inaccessible areas. 2
Initial Cleaning 1
Implementing 1S & 2S 0
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Concept of AM step implementation
Stage 1
Motivation Mind change
Realize importance of
AM

Stage 2
People Willing to maintain
Education change one’s own equipment

Stage 3
Ability to find & Correct Equipment Defects / Failures
minor defects change decrease

Stage 4
Expanding 7 steps to all Shop Zero defects /
areas change Failures realized

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1st S - SEIRI(SORTING OUT)
Look around your work place for the following
things and ask yourself “Is it really necessary for
all items to be there?”
• Hand tools (spanners, allen keys, chip removal rod,
cleaning brush, lubricating can, screw drivers etc)
• Cutting tools used and new (dies, jaws, coils, grinding
wheels, incerts, brazed tools, collets, dresser
diamonds, nose etc)
• Measuring instruments (all fixtures, scale, gauges etc)
• Working material (Material in trolley, material out
trolley, intermediate stand, etc)
• Cotton wastes, scrap valves, removed machine spares,
machine guards, saw dust, etc

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SEIRI contd..

You will get the following answers:

• Some of them may be used frequently
• Some of them may be required occasionally
• Some of them not needed at all
IDENTIFY ALL THE UNWANTED THINGS AND
REMOVE THEM FROM THE WORK PLACE TO
THE SCRAP YARD (NOT TO YOUR ADJACENT
WORK AREA)

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2nd S - SEITON (SYSTAMATIC ARRANGEMENT)

After doing SEIRI you’ll find the following:

• Most frequently used items
• Occasionally needed items

Now the task is to ARRANGE the above things in

assigned locations for easy access and identification

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 SEITON
How to arrange things ?
Things How Where

Trolleys Demarcation & Close to the loading /

Labeling unloading points

Hand Tools Shadow Box Near work place

(easily approachable)

Cutting Tools Shadow Box / Near Work place

table (easily approachable)

Measuring Demarcation & Near Work place

instruments Labeling

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 SEITON - cont...

Things How Where

Cotton waste In a separate Uniform location

(unused) bin with label in all m/cs

Scrap Valve/ In a separate Uniform location

Rework bin with label in all m/cs

Setting Labeling Shadow Box

Pieces

Hyd / Lub Oil Demarcation / easily accessible place

containers Labeling in each area

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Why cleaning is necessary?

Result of insufficient cleaning

 M/C break down

 Quality defects
 Forced deterioration
 Speed loss

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Step 1: Initial Cleaning

AIM
• Helps operators to find malfunctions in the machine through
cleaning
• To personally experience that “Cleaning is Inspection”

Equipment cleaning means

• Removing dust, stains, grinding dust, sludge etc.
• Cleaning does not mean keeping the outside appearance shining.
• Total elimination of due stain etc. mainly from the equipment and
thereby preventing forced deterioration, exposure of potential
defects and adoption of suitable steps in the course of cleaning

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Implementing INITIAL CLEANING
Preparation

Implementation

Meeting

Restoration &
improvements

Remove tags

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Implementing INITIAL CLEANING

Preparation stage
• Understanding objectives
• Understanding specific work details
• Planning detailed work

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Implementing INITIAL CLEANING

Implementation Stage
• Removal of dust and stains,
• Improvement of basic conditions ie) Cleaning,
Inspection, oiling & tightening
• Identifying the sources of problem & adopt temporary
measures
• Removing all unwanted items & arranging all wanted
items

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Points to be taken care during cleaning

• Conform safety in advance

• Members should clean their machine with full
involvement
• Wipe off all dirt accumulated for years
• Open all covers and remove dirt from them
• Disassemble components if necessary
• Do cleaning for the ancillary equipment

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Tagging Procedure
Problem Identified
Result of
Initial Cleaning

Problem Tagged

Green tag

can
Operator N operator
Inform Correct
Maintenance problem

Y
Corrective Correct Pink tag
Actions problem
Is
the
repair Y
satis- Remove
factory TAG

N Return the M/C

to
PRODN

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Step 2: Counter measures for sources of problems &
Difficult locations

AIM
To cutoff the sources of dust, stains
To prevent scattering of burr, chips, cutting oil, coolant etc.
To improve places where cleaning & oiling are difficult
To nurture the bud of improvement among all
To help cleaning & oiling with in target time
Purpose
To make improvements based on hard work
Share a sense of satisfaction over the achievement
Strengthen the teams’ ability to improve equipment

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Counter measures of sources of contamination

Dust, stain, burr, chip, oil,

Identification air etc.

material, shape &

Analysis composition and The origin
of the source

Counter measures

Review of tentative
cleaning standards

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Counter measures of Difficult places

Identification of Places where time taken is

difficult places more & not able to do

Analysis Places difficult to clean,

Inspection & Oiling

Counter measures

Review of tentative
cleaning standards

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Step 3: Establishing tentative standards

AIM

• To improve reliability and maintainability of the machine

• By making tentative cleaning, oiling, lubricating
standard
• Easy to follow the standards by the workers

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Implementing step 3

Clarification of cleaning / Clarification of Oiling

Inspection areas areas

Preparation of standards

Implementation

Deviation from the

target time

Improvement
& Execution

Approved

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Step 3: Implementation

Preparation of Cleaning / Inspection standards

1. Clarification the location
2. Clarification of method
3. Clarification of standards
4. Clarification of measures to fix abnormality
5. Clarification of frequency
6. Target time setting

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Step 3: Implementation

Preparation of Oiling standards

1. Clarification of machine members
2. Clarification of oiling points
3. Clarification of oiling standards
4. Clarification of oiling methods
5. Clarification of oiling tools
6. Clarification of frequency
7. Target time

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Step 3: Implementation

Oiling point description table

No. Oiling point Oiling Oiling type Oiling Oiling tools Time frequency
standards methods

Color based control of oiling Oiling label

Color Oil type Oiling point Grinding wheel
spindle
Red P –32
Frequency Weekly
Blue Y-100
Oil type M AB5
Green W-68
Resp. Maintenance

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Step 4: General Inspection

AIM

• To understand the structure and principles of working

of the equipment
• To inspect all parts of the equipment
• To identify the latent defects and restoring to its idle
state

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Implementing OVERALL INSPECTION

EDUCATION REGARDING BASIC KNOWLEDGE

(LEADER CLASS)

CONVEYING THE INFORMATION TO OPERATORS

PRACTICING WHAT WAS STUDIED AND

FINDING MALFUNCTION

PROMOTING VISUAL CONTROL

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 STEP - 5 AUTONOMOUS INSPECTION
 Identify and resolve inconsistencies between planned
and autonomous maintenance tasks
 Finalize distribution of general inspection items
between maintenance and production
 Review and incorporate items resulting from
equipment improvement activities
 Revise, standardise and document autonomous
maintenance activities in an Autonomous
Maintenance Standards Manual
 Study and assure correct machine operation
procedures

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STEP - 6 WORK PLACE ORGANIZATION

 Expands team activities beyond equipment to other

aspects of the work process, e.g.:
 Parts and materials, WIP Tools, fixtures, measuring
instruments
 Process flow
 Operating standards, setup/ changeover
 Quality control
 Exposes opportunities for improved organisation,
standardisation and visual control
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 STEP - 7 FULLY IMPLEMENTED AUTONOMOUS
MAINTENANCE PROGRAM

 Follows up on continuing projects from earlier

stages
 Continues to build operators’ diagnostic and
maintenance skills
 Expands team participation to a wide variety of
equipment related improvement projects
 Promotes full integration of teams in the company’s
equipment management strategy
 Continues to standardize improvement activities and
extend results into all areas
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