Total Productive Maintenance TPM Presented by SIKANDAR ALI

Total Productive Maintenance (TPM) Presented by: SIKANDAR ALI Under the guidance: MAHMOOD ALAM SIR Department of Mechanical Engineering 1 Integral University, Lucknow.

Overview Contents. . u Introduction u What is TPM u TPM History u Why TPM need u TPM Objectives u TPM targets u Pillars of TPM u Benefits of TPM u Thought Change u List of TPM Certified Company u Conclusion u References 2

INTRODUCTION u TPM is a unique Japanese philosophy. u concept was first introduced by M/s Nippon Denso Co. Ltd u Total Productive Maintenance is a maintenance program which involves a concept for maintaining plants and equipment. u Involvement of all people from top management to operator. u It is the goal of the TPM program to increase production, employee motivation, and job satisfaction by eliminating emergency repairs and unscheduled maintenance break downs. 3

TPM T: TOTAL v v Participation of all Employees. Include all Departments, operation, equipment and process. P: PRODUCTIVE Pursue the maximization of efficiency of the production system by making all loses zero. v Zero accidents Zero defects Zero breakdowns. v M: MAINTENANCE v To improve the efficiency of the equipment. v Maintenance means the entire life cycle of the production system.

It is a Japanese approach for u Creating company culture for maximum efficiency. u Striving to prevent losses with minimum cost u Zero breakdowns and failures, Zero accident, and Zero defects etc. u Involvement of all people from top management to operator. u Reduce Cost of Manufacturing u Goods send to Customers must be “ non – defective” 5

History/Origin u Origin of TPM can be traced back to 1951. u Nippondenso was the first company to introduce plant wide preventive maintenance in 1960. u TPM first introduced in 1971, Nippon Denso Co. , Ltd Japan. u The first example of TPM used in Europe to deliver world class performance was by Volvo in Ghent, Belgium. 6

Why we need TPM? u Avoid wastage in a quickly changing economic environment. u Producing goods without reducing product quality. u Reduce cost. u Goods send to the customers must be non defective. Safe Work Environment Job Security Quality Increased Productivity Improved Skills 7

TPM Objectives 1. Increase production while, at the same time, increasing employee morale and job satisfaction. 2. Hold emergency & unscheduled maintenance to a minimum. 3. To provide the safe and good working environment to the worker. 4. Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization. 5. Involve people in all levels of organization.

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TPM TARGETS 1. PRODUCTION I). Overall Production Efficiency. ii). Overall Equipment Effectiveness. 2. QUALITY Operate in a manner, so that there are no customer complaint. 3. COST Reduce the manufacturing cost as much as possible. 4. DELIVERY Achieve 100% success in delivering the goods as required by the customer. 5. SAFETY Maintain an accident free environment. 6. MULTYTASK Develop multiskilled & flexible workers.

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Pillars of TPM u. PILLAR 1 - Autonomous Maintenance u Team activity involving production, maintenance, and engineering. u Maintaining Basic conditions on shop floor & in Machines. u Develops operating and maintenance skills. u Prevent equipment deterioration through correct operation and daily checks u Bring equipment to its ideal state through restoration and proper management u Establish the basic conditions needed to keep equipment well maintained. u. PILLAR 2 - Focused u Improvement on every one’s activity. u Improvement is to eliminate Production losses and cost reduction. u Improvement in Reliability, Maintainability, and cost.

PILLAR 3 - Planned Maintenance • Logical analysis “Real causes for real counter measures”. • Focus on Prevention. • It is aimed to have trouble free machines and equipments producing defect free products for total customer satisfaction. PILLAR 4 - Quality Maintenance • Developing perfect machine for perfect Quality. • Eliminating In – Process defects and custom complaints. Policy : • Defect free conditions and control of equipments. • QM activities to support quality assurance. • Focus of prevention of defects at source • Effective implementation of operator quality assurance 13

PILLAR 5 - Education & Training • Skills development for uniformity of work practices on machines. • Skills for Zero defects, Zero breakdowns & Zero accidents. • Multi Skilled employees in all departments The employees should be trained on the basis of his knowledge: PHASE 1: Do not know. PHASE 2: Know theory but cannot do. PHASE 3: Can do but cannot teach. PHASE 4: Can do and also teach. 14

PILLAR 6 - Development Management KAI means change and ZEN means good (for the better). Basically Kaizen is for small improvements, but carried out on a continual basis and involves all people in the organization. Kaizen Policy : • Achieve cost reduction targets in all resources. • Improve over all plant equipment effectiveness. • Focus of easy handling of operator 15

PILLAR 7 - Safety, Health & Environment • • Zero accidents and Zero hazards at works. Zero Pollution at Plant and Environment PILLAR 8 - Office TPM must be flowed to improve productivity, efficiency in the administrative function and identify eliminate losses. This includes analyzing process and procedure towards increased office automation. Office TPM covers these major losses: 1. 2. 3. 4. 5. 6. 7. 8. Processing loss. Cost loss, accounts marketing leading to high inventories. Communication loss. Idle loss. Set-up loss. Accuracy loss. Office equipment breakdown. Communication channel breakdown. 16

TOTAL PRODUCTIVE MAINTENANCE Direct Benefits of TPM 1. 2. 3. 4. 5. Increase Productivity and Overall Plant Efficiency by 1. 5 to 2 times. Rectify customers complaints. Reduce manufacturing cost by …. percent. Satisfy the customers needs by 100% Reduce accidents. Indirect Benefits of TPM 1. 2. 3. 4. 5. Higher confidence level among the workers. Keep the work place clean, neat and attractive. Favorable change in the attitude of the operators. Achieve goals by working as Team. Share knowledge and experience.

Operator and Equipment Mother and baby 18

THOUGHT CHANGE 19

EMPLOYEE OWNERSHIP 20

LIST OF TPM CERTIFIED COMPANY u Indian Oil Corporation Limited. u Hindustan Unilever Ltd. Khamgaon u Hindustan Unilever Ltd. Haldia u Brakes India Ltd. Nanjangud u Brakes India Ltd. Pad u Brakes India Ltd. Foundry Div. , Sholinghur u Shriram Pistons & Rings Ltd. u Exide Industries Limited. u Jamshedpur Utilities and Services Company Limited. u Munjal Showa Limited. u MRF Limited. u Galaxy Surfactants Ltd. Taloja and Tarapur u Sundram Fasteners Ltd. Hosur u Sundram Fasteners Ltd. Pondicherry 21

Conclusion TPM is a Lean tool for Quality and Productivity Today, with competition in industry at an all time high, TPM may be the only thing that stands between success. If everyone involved in a TPM program does his or her part, an unusually high rate of return compared to resources invested may be expected. • It can be adapted to work not only in industrial plants, but in construction, building maintenance, transportation, and in a variety of other situations. 22

References 1. http: //www. wikipedia. com 2. Effective Implementation of Total Productive Maintenance and Impacts on Breakdown Time and Repair & Maintenance – Industry In Bangladesh. 3. International Journal of Engineering Research and Development e-ISSN: 2278 -067 X, p-ISSN: 2278 -800 X, www. ijerd. com Volume 3, Issue 11 (September 2012), PP. 62 -67 4. http: //www. plant-maintenance. com 5. B. S. Dhillon , Maintainability, Maintenance, and Reliability for Engineers, CRC Press, 2006 6. Total Quality Management TEC 5133 Spring 2009 - Jan Mohrbacher 7. Total Productive Maintenance and Innovation Performance in Automotive Industry by Suzaituladwini Hashim 1, Nurul Fadly Habidin 2, Juriah Conding 3. 8. institute of Engineering and Technology: http: //www. kn. theiet. org/magazine/reports/lean-manufacturing/rightfoundations. cfm 9. Maintenance engineering and management First edition 1998 Reprint 2007 By S. K. Srivastava S. Chand publication. 10. http: // www. evi. org 11. Nakajima Seiichi, Introduction to TPM: Total Productive Maintenance, Productivity Press (India). 12. Maintenance Planning Control & Documentation By E. N. White Gower Press U. K. 13. http: // www. maintenanceresources. com 14. http: //www. tpmonline. com/articles_on_total_productive_maintenance/tpmroberts. htm 15. Total Productive Maintenance (TPM) Concepts and Literature Review, (Brooks Automation, Inc. 2004) By Thomas R. Pomorski. 16. Jonas Hansson, Fredrik Backlund, Liselott Lycke, New Research Managing commitment: increasing the odds for successful implementation of TQM, TPM or RCM, International Journal of Quality & Reliability Management, Vol. 20 No. 9, 2003, pp. 993 -1008 17. Hajime Yamashina, Japanese manufacturing strategy and the role of total productive maintenance, Journal of Quality in Maintenance Engineering, Vol. 1, No. 1, 1995, pp. 27 -38 18. Mohamed Ben-Daya, You may need RCM to enhance TPM implementation, Journal of Quality in Maintenance Engineering, Vol. 6, No. 2, 2000, pp. 82 -85 19. Suzuki T 1992, “TPM in Process Industry”, Productivity Press, New York, U. S. A. 20. Baluch N, Abdullah C S B and Mohtar S B 2010, “Maintenance Management Performance – An Overview towards Evaluating Malaysian Palm Oil Mill”, The Asian Journal of Technology Management, vol. 3, issue 1, pp 1 -5. 23

I sincerely thank you for your co-operation and consideration. Presented by: SIKANDAR ALI sikandarspn@yahoo. co. in 24