TPM

Introduction to Total Productive

Maintenance
Presented By: Shailendra Kumar

ECS Limited in collaboration with WCS International, U.K.

In India, some of the reputed companies using TPM.
• Amul (GCMMF)
• Reckitt & Coleman
• Amtrex
• J K Synthetics
• Cadbury
• Whirlpool • Exide
• Crompton Greaves
• American Express • Coates of India
• Castrol
• Hero Motors • Electrosteel Castings
• Deepak Fertiliser
• Harley Davidson • INDAL
• Godrej
• Hindustan Times • GEC Alsthom
• Hindustan Lever
• Texas Instruments • RPG Telecom
• Hawkins
• Tata Metaliks Ltd
• ICICI
• Tata Steel
• Marico Industries
• Orissa Cements
• Larsen & Toubro
• Haldia Petrochemicals
• Pidilite Industries
• ICI Pharma • BPL
• RPG Enterprises
• Tata Telecom • Vysya Bank
• Rallis India
• Coats Viyella • Hi-Cal Electronics
• Tata Special
• Henkel -SPIC • Deutsche Babcock
Steels • Standard Chartered Bank
• EID Parry
Adults are responsible for their own learning.
Introduction to TPM
TPM increases production and reduces costs by involving everyone
in a systematic process.

• TPM is the abbreviation for Total Productive Maintenance

• With TPM, Production will increase and Breakdowns, Defects and Costs will
reduce
• It provides methods for data collection, analysis, problem solving and process
control
• TPM emphasizes the importance of people in the plant or working area for
bringing improvements
• TPM strengthens teamwork and aligns all departments for smooth and cost
effective running of plant or equipment
At Process Plants TPM helps improve Productivity, Quality,
Cost, Delivery, Safety, Environment and Morale possible.

• Overall Plant Effectiveness improved • Batch Time reduced

P • Productivity improved D • Change-over Time reduced
• Throughput improvement • Order completion improved
• No. of breakdowns reduced
• Shutdown time reduced S • Number of Accidents / Risk level reduced

• Number of Defects reduced • Number of spills and leaks reduced

Q
• Number of Customer Complaints reduced • Dust controlled
E • Ambient Temperature reduced
• Yield & Recoveries improvement • Noise reduced
C • Maintenance Cost reduced
• Specific Energy consumption reduced M • Number of Suggestions increased
Our holistic TPM Model helps create a world class factory.

Focused Improvement-SGA

Shutdown Effectiveness
Process Effectiveness
Large Scale Alignment

Planned Maintenance

Energy Management

Office Effectiveness
Early Management

HSE Management
Skill Development

House Keeping
CANDO

Implementation Presentation &

Improvement
Master Planning
Structure Communication
MIS
Audits Self Assessment Benchmarking Reward & Recognition Service Level Agreements
The focus on ownership for bottom-line results makes TPM
worthwhile to pursue.

• Improved Operator/Maintainer Understanding of

the Equipment and Processes
• Shared Objective amongst them to improve
Overall Plant Effectiveness by:
­ Restoring the equipment to its optimum condition
­ Applying the most appropriate asset care
­ Resolving problems once for all
­ Improving equipment effectiveness continuously
­
OWNERSHIP
Establishing best practices for operating and preserving the life of equipment
Production and Maintenance are equal partners in
Operations.
OPERATIONS
LED

PRODUCTION MAINTENANCE
DRIVEN AS EQUAL DRIVEN
PARTNERS
Customer driven manufacturing organisations use TPM to
respond effectively to customers needs.
Necessary
Customers Drive the Business Company

TPM
Responses

To Satisfy/ Exceed
Expectations
COST, QUALITY, DELIVERY & PERFORMANCE

Company-Wide TPM is about maximising added value and

eliminating waste across the Supply Chain in order to
satisfy and exceed our customer’s expectations
TPM simplifies routine daily management by making
everything visual and easy to do right.

Make
Make itit Easy
Easy to
to Do
Do Things
Things Right
Right

……
…… and
and Difficult
Difficult to
to Do
Do Things
Things Wrong
Wrong
TPM forms a continuous improvement habit on the floor by
harnessing cherished values and involving all players.

Harmony Partnership
Motivation
Teamwork

Production Maintenance

Winning
Self esteem
Support functions
Helping
Ownership
Pride
7/8th of the Plant Costs are hidden.

Labour
Easy to Materials
Low impact
Measure Outside contractors
on profit
Overheads

Material Handling Discharge & spillage

Packing loss Energy Loss Fluctuating yield & purity
Leakages Corrosion Scattering
Power failure breakdown material loss
Evaporation loss Delay in operation & maintenance Sampling loss
Management loss-wrong decision, communication
Not taking responsibility

Difficult to Reduced Reactor life Reduced plant life

Measure
Image Loss of Goodwill Safe Systems
High impact
Corrosion & MOC issues Farmer claims Productivity on profit
7/8th of the Plant Costs are hidden.

Labour
Easy to Materials
Low impact
Measure Outside contractors
on profit
Overheads

Leakages Packing Loss Cleaning Time Breakdowns

Energy Loss Power Failure Communication Loss
Not taking responsibility Wrong decision Spillage
Follow up Evaporation Loss Rework Off-spec product
Mandays Loss due to Accidents
Difficult to Delays Set-up Time
Measure Wrong Planning Raw Material not available
High impact
on profit
The goal is to improve plant effectiveness by elimination of
losses through a structured process of work
GOAL METHOD THROUGH

Maximising
Eliminate Losses Measurement
Overall Plant due to Cycle
Effectiveness  Unplanned Shutdowns
 Breakdowns
BY  Cleandowns
 Delays
Establishing and  Slow processing
Condition
sustaining the optimal  Increased consumption
 Energy loss Cycle
relationship between  Off-spec.
people and their  Give away
 Reduced Yield
equipment
Problem
Prevention Cycle
Improve
Equipment
Overall Equipment Effectiveness (OEE) integrates all
manufacturing functions through a common measure.
AVAILABLITY PERFORMANCE QUALITY
RATE X RATE X RATE

Yield / Rework / Offspec/

Breakdowns Delays
Give away

OEE

Shutdowns / Start-up
Changeovers Slow Processing
Losses
 Overall Equipment Effectiveness (OEE) & 6 Major Losses

OEE = Availability X Performance efficiency X Rate of quality products

e.g., OEE = 0.73 X 0.62 X 0.97 = 0.44 = 44%

Equipment Time Six Major losses Calculation

1. Equipment
Loading time failure Availability = (loading time – downtime) / (Loading time) X 100
e.g., Availability = 450 min –120min / 450 min X 100 = 73%

2. Setup and
adjustment
Operating time
Performance efficiency = theoretical cycle time X
3. Idling and minor processed amount / operating time X 100
stoppages
Net operating e.g., Performance efficiency = 1.2 mins / unit X
time 170 units / 330 min X100 = 62%
4. Reduced Speed

Valuable Rate of quality = processed amount – defect amount/ processes amount X 100
operating 5. Defects in process
time e.g., Rate of quality products = 170 units –5 units / 170 units X 100 = 97%

6. Start up Loss
The gap between the ‘Average’ and ‘Best of the Best’ provides
achievable targets that have a high belief level.

Week OEE = Availability X Performance X Quality

1 83.8% 90.0% X 94.0% X 99.0%
2 84.8% 95.0% X 92.0% X 97.0%
3 81.1% 92.0% X 90.0% X 98.0%
Average 83.2% 92.3% X 92.0% X 98.0%
BOB 88.4% 95.0% X 94.0% X 99.0%
Gap 5.2% 2.7% 2.0% 1.0%
To get in control of losses it is necessary to break this cycle.
3

FIX

1 2

OPERATE DEFECT

1. Operation 2. “Defect” Occurs 3. “Defect” is Fixed

Condition appraisal and Monitoring is the use of senses - eyes,
ears, feel by touch.
Routine Checks
Tyre Flat - (Eyes)
Spoke Missing - (Eyes)
Chain Loose - (Eyes)
Saddle too high - (Eyes)

Safety, Consequential Damage, Inconvenience, Low Productivity, High Cost

Cleaning the Bicycle - Using your Eyes

See Rust  Damaged Chain Guard
Minor Scratch  Split in wire
Minor Dent  Free Wheel Jamming
Tyres Wearing Unevenly  Spoke Bent
 Brake Cable Worn
Using our senses is the key to loss avoidance.
Abnormal Conditions One operator to another
Pulling to one side -(Touch & Eyes) Tyre pressure too low
Wheel Bearing Wom -(Hear)  Front / Rear Lights
Missing Ball Bearing -(Touch & Hear)  Reflector missing
Brake Block Worn -(Touch & Hear)  Hanging Strap / Potential wheel jam
Wheel Wobble -(Touch)  Glass on the road
Jammed Pedal -(Hear & Touch)  Oil on the road
Saddle Loose -(Touch)
Cotter Pin Loose -(Touch)
Bell Not Working -(Hear)

Not a spanner or screwdriver involved in 27 condition

checks.  = 17 of them have safety implications
We must recognise the simple fact that loss avoidance is
impossible without involving Operators.

• Users catch the information on the status of an item and prevents it

from breaking down

• No proper maintenance regime can be established without getting

their co-operation
Healthy equipment like a healthy body… to create a factory
with a future.
Measure Inject before
Daily Prevention Deterioration breakdown

Routine Service Monitor Timely Preventive

Clean Predict Maintenance
Tighten
Adjust
Inspect
Lubricate

By Operators &
By Operators Maintainers By Maintainers
Maintenance Technician provides judgement and support and
responds rapidly to Operator requests.
• The Maintenance Technician will carry out the Planned Maintenance
Programme, where a technical judgement is required. He will strive to
improve the quality of maintenance.
• Every job the technician does is recorded and analysis carried out in
departmental teams. The trends are then used in Continuous Improvement
activities
• Technician trains the Operating Staff to carry out Operator Asset Care
activities
• As part of his induction process he spends time on the line / process,
making the product. This is to develop empathy.
• Reacts quickly to feedback on abnormalities detected by Operating Staff
Production Technician uses his ownership and his senses to
detect abnormalities before they become problems.
• The Operator predicts a problem before it happens and fixes them
during running / breaks / end of shift
• Operator carries out check and inspections of process and those
areas of equipment where a specialised judgement is not required.
He rectifies minor abnormalities and reports major ones to
Maintenance or Specialist Technicians.
• Operator carries out process change-overs and is fully aware of
the start-up, shut-down and quality requirements
• Operator responds initially to all breakdowns before involving the
Maintenance Technician.
Cleaning with meaning enhances pride in the workplace.

CLEANING

CHECKING PRIDE IN THE WORKPLACE

DISCOVER ABNORMALITIES

(Event
RESTORE & ELIMINATE ABNORMALITIES
Review)

POSITIVE EFFECTS
“CANDO” spirit to develop pride and ownership of the
workplace and equipment.

CLEANING SEISO SAFAI

ARRANGEMENT SEIRI SUVYAWASTHA
NEATNESS SEITON SWACHCHATA
DISCIPLINE SHITSUKE SANYAM
ORDER SEIKETSU SAMWARAN

IMPLEMENTATION AS A-N-C-O-D
CANDO improves the evidence on the shop-floor , that is an
essential foundation for a world class performance.

5. Discipline - Standardise

4. Order - Define & Refine

3. Cleanliness - Improve efficiency

2. Neat & Tidy - Keeping it clean

1. Arrangement - Clear & Clean

CANDO is a systematic development process for creating a clean,
safe and efficient workplace, where it is easy to do right.
Abnormality detection Debriefing: Team must list and report.

• One critical element which is not in its ideal condition. What is the
actual condition?
• One major source of contamination
• One hard to clean area
• One unsafe condition
• One hard to access area
Pay attention to minor flaws, unfulfilled basic conditions and
sources of quality defects.
Abnormality Description Example
Minor Flaw Contamination Dust, dirt, powder, oil, grease, rust, paint
Damage Cracking, crushing, deformation, chipping, bending
Slackness Belts, chains
Shaking, falling out, tilting, eccentricity, wear, distortion,
Play corrosion
Unusual noise, overheating, vibration, strange smell,
Abnormal phenomenon discoloration, incorrect pressure
Blocking, hardening, accumulation of debris, peeling,
Adhesion malfunction
Unfulfilled basic condition Lubrication Insufficient, dirty, unidentified, unsuitable, leaking lubricant
Dirty, damaged, deformed lubricant inlet, faulty or squeezed
Lubricant supply pipes
Oil level gauges Dirty, damaged, leaking, no indication of correct level
Nuts and bolts : slackness, missing, cross-threaded, too
long, crushed, corroded, washer unsuitable, fitted upside
Tightening down
Quality defect sources Inclusion, infiltration, entrapment of dust, chips, wire scrap,
Foreign matter insects etc.
Shock Dropping, jolting, collision, vibration
Moisture Too much, too little, infiltration, defective elimination
Abnormalities in screens, centrifugal separators, compressed
Grain size air separators
Inadequate warming, heating, compounding, mixing,
Concentration evaporation, stirring etc.
Viscosity
Pay attention to unsafe places and unnecessary items.
Abnormality Description Example
Unsafe places Unevenness, ramps, projections, cracking, peeling, wear
Floors (steel decks), torn or worn out mats
Too steep, irregular, peeling anti-slip covers, corrosion,
Steps missing handrails
Dim, out of position, dirty or broken covers, not explosion
Lights proof
Rotating equipment Displaced, fallen off or broken covers, no emergency stop
Lifting equipment Wires, hooks, brakes and other crane parts in poor condition
Special substances, solvents, toxic gases, insulating
materials, danger signs, protective clothing, helmets,
Other goggles, gloves, aprons etc.
Unnecessary items Pumps, fans, compressors, tanks, columns, other equipment
Machinery etc.
Piping Pipes, hoses, ducts, valves, dampers etc.
Temperatures, pressure gauges, vacuum gauges, ammeters
Instruments etc.
Electrical equipment Wiring, piping, power leads, switches, plugs etc.
Jigs & Tools General tools, cutting tools, jigs, moulds, dies, frames etc.
Makeshift repair Tape, string, wire, metal plate etc.
Standby equipment spares, permanent stocks, auxiliary
Spare parts materials etc.
Pay attention to inaccessible places and sources of
contamination.
Abnormality Description Example
Inaccessible places Machine construction, covers, layout, footholds,
Cleaning space
Covers, frame, construction, instrument position and
Inspection orientation, operating-range display
Position of lubrication inlet, construction, height,
Lubrication footholds, lubricant drain, space
Tightening Covers, layout, size, construction, foothold, space
Machine layout; position of valves, switches and
Operation levers; footholds
Position of pressure gauges and setting knobs,
thermometers, flowmeters, vacuum gauges, humidity
Adjustment gauges etc.
Contamination Sources Product Leaks, spills, spurts, scatter, overflow
Raw materials Leaks, spills, spurts, scatter, overflow
Oils / liquids Leaking, spill, seeping
Gases Leaking air, gas, steam, vapour, exhaust fumes etc.
Flashes, cuttings, packing materials, runner scrap,
Scrap broken cores, rejected product
Dirt brought by people, material handling equipment,
forklifts, roof and building leaks and cracks,
Other maintenance work
These key learning points capture the message of TPM. Each
and every one in the plant must appreciate these.
• We need to be aware of the hidden cost caused by the ‘quick
fix’ approach to equipment problems
• Don’t accept equipment problems, break the cycle
• Use our senses to detect equipment problems
• Our operators and maintainers are the experts so they can
(with training) decide how to run and maintain equipment in
the best way
K.C
• We must improve teamwork between them T

• Together we can Measure the benefit, set and maintain

Measurement Cycle
optimum Condition and continuously Improve our equipment
Condition Cycle

Problem Prevention
Cycle
Implementing TPM
Our 9 - Step Process improves Equipment & Process Capability
Measurement Cycle Condition Cycle Problem Prevention Cycle

7. Develop future
1. Collect
Asset care & 8. Develop SOPs
Equipment History Inspection lists
and Performance
information
6. Plan the
9.
Refurbishment,
Spares and 5 Why / Fishbone /
Manpower P-M Analysis
2. Define KPIs
5. Carry out a Solutions
Condition
Appraisal (& Initial
Low Cost/ No
Clean Up)
Cost

3. Define & Assess Technical

4. Understand
Losses and set Equipment &; Carry
Improvement out a Criticality Support
Priorities Assessment

Feedback
The step by step TPM implementation process involves
introducing the basics before plant-wide roll-out.

SECURE MANAGEMENT COMMITMENT TRIAL AND PROVE MILESTONES 1 - 4

MASTER PLAN DEVELOPMENT & DEPLOYMENT

Focused Improvement
Pilot Projects, CANDO
Senior TPM Daily P-D-C-A,
Feedback / Maintainer Asset Care
Scoping Study Mgmt. Workshop Data logging
Work Initial Prioritisation
Management. Skill Development
Review Quality Improvement
-shop Training Training
Communication. Shut Down
Working Capital

1 5 Months 6 - 24
Month Months +
Phase I Phase II Phase III Phase IV

Training Pilot Process Roll-Out Evolution

The TPM Roll-out involves all on the floor with clear roles
assigned to support departments.
Refine Strive for
Intro Best Build Zero
Practice Capability Losses

Fast Track (Critical equipment)

FIT Teams
Non-Critical equipment
”CAN DO”
All Personnel
Departments Reduce Accelerated
 Production Deterioration

Improve the Quality

 Maintenance
of Maintenance
 Support:
Technology,
Inspection, Materials, Identify & Eliminate
Planning, Training
Weaknesses

Typically 3 to 5 years
The implementation process involves gradual capability and
ownership building.
Milestone-1 Milestone-2 Milestone-3 Milestone-4
Introduction, Refine Best Build capability Strive for Zero
Trials & Prove Practice & losses
Capability

the route and Standardise

involve everyone

Initial pilots & Get the basics Innovate Achieve “Spark

involve everyone right to Start” vision
+
Time 3 years

Consultant TPM Facilitator Plant Management

Responsibility
Input, Effort,
Ownership,

Operator as a Technician
Maintainer as an Engineer
Supervisor as a Manager
Manager as an Entrepreneur
Institutionalization of Continuous Improvement needs a
structured framework with Milestones.
MEASUREMENT CYCLE CONDITION CYCLE PROBLEM PREVENTION
CYCLE
Milestone 1 • Equipment history • Refurbishment • Known Problems
INTRODUCTION • Set B of B Targets • Planned Maintenance • No/Low cost solutions
3 to 6 months • Identify Accelerated • BPR Proposals
Deterioration • Visual help
• Early Warning systems • Identify Design Weakness • Visual Management
Milestone 2
REFINE BEST PRACTISE • Quantify Link to • Stop Accelerated Deterioration • Improvement Methods
AND STANDARDISE Commercial Drivers Forward action • Support Solutions
6 To 12 months • Achieve consistent B of plan
• Quantify Technical Problems
B • Maintainability Issues
• Set Zero Targets • Eliminate Accelerated • Define Hidden Problems
• Forward Business Deterioration / Sources of Dust • Technical Solutions
Milestone 3
plans & Dirt
BUILD CAPABILITY AND • Integrated Structure and systems
STANDARDISE • Performance improvement • Establish Optimum conditions
12 To 18 months Quality Maintenance • Train & Develop Skills
• Forward Training Plan

Milestone 4 • Strive for Zero Targets • High level poka yoke • New Technology improved
STRIVE FOR ZERO LOSSES Equipment design
• Commercial, bottom line • Designed in Maint. Prev
18 to 24 results • Performance ‘Better than New’
• Equipment Strategy Plan
months • Flawless Operation
implemented
Problems are not single or several-independent, but complex
and several-interrelated.

1 PROCESS SUPERVISOR
6 7 OPERATOR

2 MAINT. SUPERVISOR
8 9
TPM Team of Supervisor/
3 1 2 3
Maintainer/ Operator

4 MAINTAINER 9 4
5 8 5
7 6

Team approach will lead to long lasting solutions rather than

“Quick Fixes”.
Getting to “Zero” is a matter of relentless pursuit ... achieving
and re-setting goals along the way.

Minor &
Frequent
No. of
B/D’s
Must be tackled with Engineering
Support to get at more complex
problems for long lasting solutions

MILESTONE

I II III IV

0 T

STEP I Improve problem Solving Skills using 5 WHYS etc

STEP II - IV Improve problem Finding Skills using PM Analysis
CONDITION CYCLE: Use Asset Care/CAN DO to hold the gains
MEASUREMENT CYCLE: Use Key Indicators to stay on course
The TPM infrastructure exists to help the users on the shop-
floor pursue ideal conditions.
STEERING COMMITTEE
PLANT MANAGER
PLANT EFFECTIVENESS COMMITTEE

MAINTENANCE ENGR
AREA EFFECTIVENESS TEAM

INSPECTOR
SUPERVISORS

TPM FACILITATOR

PROCESS MAINTENANCE
TECHNICIAN TECHNICIAN TPM TRAINER

TECHNOLOGIST
CANDO TEAM

UNION REP
The TPM journey must be profitable and must bring about
physical changes for sustenance of interest.
IMPROVEMENT PRIORITIES

PILOT/MODEL IMPROVED SITE INFRASTRUCTURE

Rs
Measurement Cycle

Condition Cycle LOSSES OEE

Problem Prevention
Rs
Cycle

TEAMWORK PROFIT
1% improvement in OEE can provide the same benefit as a 5%
reduction in Maintenance cost.
80%

Cost of Losses
OEE

Benefit of attacking Losses : 25% points

improvement in OEE or 40% improvement in
OEE

65%
Direct Cost of Maintenance

Initial “Bow-wave effect : Cost of training, restoration, and lost time

Cost increase by 10%

Cost decrease by 20%

1 yr 2 yr 3 yr
TPM Results
TPM helps most where the strategic objectives need ambitious
Operating response targets .
Benchmark (STARTING POINT)

18.3/M
5
3.0/M

TIME (YRS) ACHIEVEMENT

Cleaning is important to reduce accelerated deterioration.
Eliminate the need of cleaning.
Minutes
40
Reduced From 40 Minutes to Less than 10
Minutes Over 2 Years (1/4 Of Previous Level)

30

20

10

0
Year 1 Year 2
Expect drastic reduction in breakdowns.
Unplanned failures
6000
Reduced from 4,800 per year
To 110 per year over 2 years
5000
(1/40 of previous level)
4,800
4000

3000

2000

110
1000

0
Year 1 Year 2
Improvement in OPE results in increase in production and
reduction in power consumption per tonne
Liquid Metal
•Seven fold increase in lining life
Index
Monthly Tonnage •Zero accidents
•Zero breakdowns in Pump
100 House
Power Consumption 75 •Flawless operation from
Production Day 1 of Channel
Furnace
Nov 97 Jan 99 Total Benefit Rs 1 Million (£150k)
pa
Casting
Index
•Reduced management
OPE 150 intervention needed.
Daily Tonnage 130 •Mould change time reduced by
100
25%

Cast Pipe manufacturer

Sept 97 Feb 99
Improved asset care resulted in reduced specific fuel
consumption and reduction in breakdowns
Annealing
•Burner performance improved 5
Index fold.
OPE 150 •Close to Zero targets for
breakdowns and pipe skewing
100 Fuel Consumption per •Improved housekeeping
pipe 77
•Some of the best Kaizans have
come from this team

Nov 97 Feb 99 Benefits pa Rs 0.9 million

(£140k)
Zinc Coating •15% Improvement in zinc usage
Index •Machine still in good condition
after 2 years of continuous use.
•No of stoppages reduced to a
100 fifth of initial start up level in 8
months.
Breakdowns
per month 50
Cast Pipe manufacturer
July 97 March 98
Preventing cement slurry leaks and spills was the key to
dramatic increase in production

Cement Lining

Index •Improved customer satisfaction

Daily Production with Quality and Delivery.
165 •WIP Pile Ups reduced
100 •Key Component life extended
•Housekeeping Improved
•Excellent Team Spirit has been
Developed between Production
Sept 97 Feb 99 & Maintenance

Cast Pipe manufacturer

Refurbishment and improved asset care caused dramatic
results in an automotive Paint Shop.

Paint Shop - Pre-treatment

Index
OPE 128 • Spills and leaks eliminated
• Dosing system refurbished
100
• Improved tank cleanliness
Breakdowns
• Hoist system asset care improved
Zero Defects • Nozzle care improved
Sept 97 Feb 99

Truck manufacturer
Improved asset care moves Breakdowns towards zero
from 90 hours per month in extruding machine.
Extruder
185 •Machine Productivity increased by 85% .
Productivity Index •Material yield improvement by 10 %

•Reduction in PD failures in cables by 90 %

100 •Reduction in inventory by 25%

•Scrap reduced in all extruders by 40%

•Breakdowns tended towards zero from 90

Jul99 Dec99 May00
hrs/mnth in wire drawing and extruding equipment
CCV Line
XLPE Insulation Scrap
Breakdown Index
100
14 kg/cons.
Setup time

4 kg/cons.
Jan00 Apr00
Power Cable manufacturer Feb00 May00
Plan and carry out Asset Care to preserve the ideal conditions
attained after refurbishment.
Criticality Condition Refurbishment
Spares List Assessment Appraisal Plan
MES
Asset Care Time
Condition
table (machine
Monitoring
side)
Time table
Asset Care
Asset Care Visual
Control (machine side) Overall Plan

Maintainer Asset Care

Feedback
Operator Asset Care

Single Point Lessons

Shared Asset Care

Operator/Maintainer
Training Records
Transparent Workplace through Visual Controls

• Visual Control communicates required important information to

people who need it
• It grabs one or more of our senses in order to:
• Alert us to an abnormality
• Help us recover quickly
• Promote adherence and prevention
• Enable successful self management
• Visual Control reduces errors and waste by making problems
visible.
• It identifies the gap between the standard and actual
performance and tells us how to respond.
Visual Controls in daily life
Visual Control in an Office

FILES NOT IN ORDER

A visual factory makes it is easy to do right and difficult to do
wrong...

Shadow boards

ON

SPZ 1600
Opportunities for application of
Visual Controls
EQUIPMENT
 Normal running
 Scheduled stop or breakdown
 Workload of major equipment for next period
 Routine equipment maintenance procedure
 Maintenance routine for tools, jigs, measuring instruments
 Checking frequency and person in charge
 Routine measures for minor repairs and adjustments
 Location of frequently used tools

QUALITY / PRODUCTIVITY
 Daily report on quality defects
 Daily production output
Mistake Proofing: make it impossible to do wrong.
Avoid deploying operators to wait for trouble.

AUTOMATIC ANDON
FEED (TROUBLE LIGHT)

AUTOMATIC
EJECTION

OPERATOR IS ASSIGNED TO A GREATER CHALLENGE

Improvement
Strategies-
Maintenance Prevention
Maintenance Prevention: Problems are the result of missed
opportunities from concept to commissioning.

AS ENGINEERING AS CONSTRUCTION
DESIGNED IT INSTALLED IT

AS WORKS WHAT THE PLANT

MODIFIED IT MANAGER WANTED
Strategies: Should be simple, Easy to Follow & Sustainable

The Solutions are:

• Low Cost
• Well Thought of
• Sustainable
• Easy to practice
Management Role in
TPM
 A “Spark to Start Vision” for TPM.
1. OUR HIGHEST PRIORITY
Achieve Zero Loss
2. WE EXPECT FROM 3. WE EXPECT FROM
COMPANY OUR EMPLOYEES
4. OUR KEY ACTIVITIES ARE :
- TPM

•
- ERP • Ownership/Highly
Time & Place to work in
Teams to solve our Motivated
5. TO ENCOURAGE THE FOLLOWING :
problems for - A MODEL FACTORY (ROADS, WORKPLACE, • Minimum Supervision
TPM BOARDS) •
permanently Proud to be part of
- SMILING FACES
• Resources to adhere to - COMPLETELY SAFE Company
Master Plan - NO OIL, WATER OR AIR LEAKS • Discipline to work the
• Delegate day to day 6. TO DELIVER THE FOLLOWING :
whole shift using Best
running to front-line - CUSTOMER SATISFACTION WITH QUALITY Practice Routines
supervision and PRODUCTS
- ZERO WASTE, BREAKDOWNS, 90% OEE
operatives - QUOTED BY OTHERS AS WORLD CLASS
• Timely and adequate
Communication

WORLD CLASS
The TPM Master Plan defines the learning milestones to
deliver.
Milestone 4: Milestone 1:
Strive for Zero Targets (Introduction)

 Achieve Optimum Conditions Level 4B Level 1A  Set Fast Track

 Reduce Effort Checklist  Everyone Involved
 Increase Customer  Define Accountabilities
Responsiveness
 Reset Vision Level 4A Level 1B
Checklist

Level 3B Level 2A
Milestone 3: Checklist Milestone 2:
(Build Capability) (Refine Best Practice
& Standardise)
Level 3A Level 2B
 Define Optimum Conditions
 Use P-M Analysis
 Define Training Needs
 Improve Equipment Precision
 Make it Easy to Do
 Improve the Quality of
 Involve Support Departments
Maintenance
 Set up Early Warning System
 Achieve skill levels for zero
 Achieve Adherence
targets
 The Audit / review must help link team objectives to the TPM
Master Plan which is linked to Strategic Objectives.
M = Manager
TL = Shift CANDO Team Leader
PLANT MANAGER MS = Milestone

TOP DOWN - STRATEGIC OBJECTIVES

DEPARTMENT
PARTNERSHIP M1 M2 M3

Area Effectiveness Team Standard 30 Point TPM Review Summary

TL TL TL and 28 Statements of Perceptions
Maintainers A B C

To Reflect Site
Specific Customised TPM Master
Organisation Plan for Site
Job Description to
Reflect
MS1  MS2  MS3  MS4 

}
CANDO Teams
GENERIC
PILLARS

1
A IZ

B IZ
2

IZ
SPECIFIC
PILLARS }
C Delivery
AUDIT
- Local CANDO
- Self Assess
- Best of Best BOTTOM UP
At advanced levels TPM is no longer a project . It is a way of
life.
85% +

OEE
Refine Strive for
Build
Best Zero
Intro Capability
Practice Targets

50%

Core Team TPM

Projects Routine
TPM Management Audit measures progress against criteria
covering both “Hard” and “Soft” aspects
L&T Cement (GCW) Top-down Review Summary

100%
90%
Dec-99
"Soft" Cultural Aspects

80%
70%
60% 4 year
50% Standard

40%
30%
20%
10%
0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100
%
"Hard" Management Aspects
Management audit helps actualise the Master Plan. It provides
coaching to achieve world class results.
TPM - TOP DOWN ASSESMENT

Business Management / Strategy

100%

80%

Motivation 60% Infrastructure and Technology

40%

20%

0%

Cultural Indicators Systems in place and working

Training & Skill Development Objective feedback communication

The Plant TPM implementation structure defines the
infrastructure and the roles for best results.

Corporate Steering Committee

(This year, 3-5 years) Facilitator

RCM
PLANT CANDO SKILL QUALITY
Development Cross
EFFECTIVENESS Champion Champion
Champion Functional RCA
Champion Champion
Factory Head- Head- (QA)
Head - HR Champion
Manager Head-Production Maintenance

Area Effectiveness Team / Sectional Heads (This month, this Quarter, this Year)
Organisational
Learning

This shift, this week

Bottom Up Activity (This Week, this Month)
Supervisor /
Team Leader
SHIFT A SHIFT B SHIFT C SHIFT G

CANDO Teams
Plant TPM infrastructure.

SHIFT CANDO TEAMS (LOCAL POLICY)

(LAYING DOWN BEST PRACTICES)
FACILITATORS • Supervisors
•Technicians
AREA

AREA EFFECTIVENESS TEAM

(IMPROVEMENT AREA MASTER PLAN)
(CREATING THE ENVIRONMENT)
• Managers/Senior Engineers
• Key Contacts from Support Functions

FACILITATORS
PLANT STEERING COMMITTEE (STRATEGIC MASTER PLAN)
PLANT EFFECTIVENESS COMITTEE TPM MASTER PLAN)
(BREAK BARRIERS AND ENCOURAGE)
A shopfloor Supervisor’s key role it to co-ordinate
implementation, and ensure that lessons leant are applied

Activity Flow 1 (Every Shift)

Refine TPM Infrastructure

Standardisation Process
Activity Flow 2 (Min 5%
Commitment)
Improvement Team Activities/Analysis
The Daily Management Process helps in supporting and
sustaining the gains Best Practices
Analysis • Modifications
• 5-Why, Fishbone • Mistake Proofing
• 9-Step Process • Feedback to
• P-M Analysis •Improvement Teams
• Criticality •Design
assessment •Engineering
• Condition Appraisal •Projects

Infrastructure
• Data Recording
Standardization
• Data Visibility
• Daily Inspection and Planned
• Communications
Maintenance
• Knowledge
• CANDO & Housekeeping
Management
• Single Point Lessons & SOPs
A very strong inter-functional Improvement Zone Partnership
is developed.
Production + Maintenance

Standardise & Practice

Routine Rapid Response
Asset and Feedback
Care (AM3)
MILESTONE 2
Introduce Basic Lessons
Routine
Clear / Clean Equipment Training,
Tag (AM1) Refurbishment & Visual
Asset Care Controls (AM2)

Introduce Basic Systems

TPM Board / History Equipment / Process
and Communication Information MILESTONE 1
5 Why, Single Point Lessons

Spread out the general lessons

Focused Improvement Team activities
Management role is to set priorities, set expectations, audit,
coach and recognise success.

Set Priorities and Support Delivery

(Act on Suggestions)
Set Expectations and Recognise
Importance
Give Recognition
of success/coach
to next level

CREATING THE ENVIRONMENT