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Japan¶s Process industries introduced preventive maintenance (PM) relatively early because production
output and rate, quality, safety and environment depend almost entirely on the state of plant and
equipment. The preventive and productive maintenance systems introduced by Japanese process
industries played a major role in improving product quality and productivity. They contributed
significantly to overall progress in maintenance management and expertise in such areas as setting up
specialized maintenance organizations, creating equipment management systems, improving equipment
technology and raising maintenance productivity.

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While the process industries focused on preventive and productive maintenance, the fabrication and
assembly industries invested heavily in new equipment in an effort to become less labor intensive. The
equipment used by these industries has become increasingly automated and sophisticated and Japan is
now the world leader in the use of industrial robots. This trend towards automation, combined with the
trend towards Just in Time Production stimulated interest in improving maintenance management in the
fabrication and assembly industries. This gave birth to a uniquely Japanese approach called ³

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  (TPM), a form of productive maintenance involving all employees.

 

TPM first took root in the automobile industry and rapidly became part of the corporate culture in
companies such as Toyota, Nissan and Mazda and their suppliers and affiliates. It has also been
introduced by other industries such as consumer appliances, microelectronics, machine tools, plastics,
film and many others.

Having introduced PM, the process industries then began to implement TPM. An increasing number of
process plants have introduced TPM over the past few Years in industries such as food, rubber, oil
refining, chemicals, pharmaceuticals, gas, cement, papermaking, iron and Steel etc.

Initially corporate TPM activities were limited to the departments directly involved with equipment such
as production, maintenance etc. However administrative and support departments, while actively
supporting TPM in production are now applying TPM to enhance the effectiveness of their own activities.
TPM improvement methods and activities are also being adopted in product development and sales
departments.

This last trend underlines the increasing tendency to consider production process and equipment at the
product development stage in an effort to simplify production, improve quality assurance and enhance
and reduce the startup period for new production.

Interest in TPM outside Japan has also expanded in recent years. Many companies in United States,
Europe, Asia and South America are planning to or are actively pursuing TPM.


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There are three main that why TPM has spread so rapidly throughout Japanese Industries and why
companies outside japan are becoming interested: It guarantees dramatic results, visibly transforms the
workplace and raises the level of Knowledge and skill in production and maintenance workers.

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The TPM program closely resembles the popular Total Quality Management (TQM) program.
Many of the tools such as employee empowerment, benchmarking, documentation, etc. used in
TQM are used to implement and optimize TPM. Following are the similarities between the two.

1. Total commitment to the program by upper level management is required in both


programs
2. Employees must be empowered to initiate corrective action, and
3. A long range outlook must be accepted as TPM may take a year or more to implement
and is an on-going process. Changes in employee mind-set toward their job
responsibilities must take place as well.


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The î  between TQM and TPM are summarized below.

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‘  Quality ( Output and effects ) Equipment ( Input and cause )

Systematize the management. It is Employees participation and it


 

  

software oriented is hardware oriented

Elimination of losses and


   Quality for PPM
wastes.

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Companies practicing TPM invariably achieve startling results, particularly in reducing equipment
breakdowns, minimizing idling and minor stops, lessening quality defects and claims, boosting
productivity, trimming labor and cost, shrinking inventory, cutting accidents and promoting employee
involvement .


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Through TPM a filthy rusty Plant covered in oil and grease, leaking fluids and spilt powders can be
reborn as a pleasant, safe working environment. Customers and other visitors are impressed by these
changes and their confidence in the plant¶s products increase.


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As TPM activities begin to yield concrete results i.e. the working environment, the reduction in
breakdowns, improve quality, reducing change overtimes and so on), workers become motivated,
involvement increases and improvement suggestion proliferate. People begin to think of TPM as part of
their Job. TPM helps operator understand their equipment and the range of maintenance and other tasks
that they can handle. It enables them to make new discoveries, acquire fresh knowledge and enjoy new
experiences. It strengthens, motivates and engenders interests in and concern for the equipment in peak
condition.

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Because early TPM activities were targeted at Production Departments, so TPM was originally defined by
the Japan Institute of Plant Maintenance (JIPM) to include the following five strategies.


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¦ Maximize overall equipment effectiveness.


¦ Establish the comprehensive PM system covering the life of the equipment.
¦ Involve all departments that plan, use and maintain equipment.
¦ Involve all employees from Top Management to front line Workers.
¦ Promote PM through motivation management, i.e. autonomous small group activities.

Now, however TPM is applied throughout many organizations, in many preproduction and product
development departments as well as administrative and sales departments. To reflect this trend, JIPM
introduced a new definition of TPM in 1989, with the following strategic components.

¦ Build a corporate constitution that will maximize the effectiveness of production System.
¦ Using a shop floor approach, build an organization that prevents every type of loss for the life of
the system.
¦ Involve all departments in implementing TPM, including development, sales and administration.
¦ Involve everyone from Top Management to Shop Floor Workers.
¦ Conduct Zero-Loss activity through overlapping small-group activities.

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TPM is normally implemented in four Phases:

¦ Preparation Phase
¦ Introduction Phase
¦ Implementation Phase
¦ Consolidation Phase

&

P
Obtain Minimum 80% OPE.
Obtain Minimum 90% OEE (Overall Equipment Effectiveness)
Run the machines even during lunch. (Lunch is for operators and not for machines)

Q
Operate in a manner, so that there are no customer complaints.

C
Reduce the manufacturing cost by 30%.
D
Achieve 100% success in delivering the goods as required by the customer.

S
Maintain an accident free environment.


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M
Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.

à   à 1. Adoption of life cycle approach for improving the overall
performance of production equipment.
2. Improving productivity by highly motivated workers which is
achieved by job enlargement.
3. The use of voluntary small group activities for identifying the
cause of failure, possible plant and equipment modifications.

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   à The major difference between TPM and other concepts is that the
operators are also made to involve in the maintenance process. The
concept of l
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  î 


 l is not followed.

 à  1. Achieve Zero Defects, Zero Breakdown and Zero accidents in all
functional areas of the organization.
2. Involve people in all levels of organization.
3. Form different teams to reduce defects and Self Maintenance.

p    à 1. Increase productivity and OPE (Overall Plant Efficiency) by 1.5 or
2 times.
2. Rectify customer complaints.
3. Reduce the manufacturing cost by 30%.
4. Satisfy the customers¶ needs by 100 % (Delivering the right
quantity at the right time, in the required quality.)
5. Reduce accidents.
6. Follow pollution control measures.

m     à 1. Higher confidence level among the employees.


2. Keep the work place clean, neat and attractive.
3. Favorablechange in the attitude of the operators.
4. Achieve goals by working as team.
5. Horizontaldeployment of a new concept in all areas of the
organization.
6. Share knowledge and experience.
7. The workers get a feeling of owning the machine.


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+ -., !!(/ 0

 



 


  . Availability is proportion of time machine is actually available
out of time it should be available.

A = (MTBF - MTTR) / MTBF.

MTBF - Mean Time between Failures = (Total Running Time) / Number of Failures.
MTTR - Mean Time to Repair.



  
  . It is given by RE X SE.

 
  
 Actual average cycle time is slower than design cycle time because of jams,
etc. Output is reduced because of jams
î
  
 Actual cycle time is slower than design cycle time machine output is
reduced because it is running at reduced speed.





 
 ! Which is percentage of good parts out of total produced sometimes
called "yield".

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It is vital to lay the foundation for TPM program carefully and thoroughly. If planning is slipshod,
repeated modifications and correction will be needed during implementation. The preparation phase starts
with top management¶s announcement of its decision to introduce TPM and is complete when TPM
development master plan has been formulated.

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All Employees must understand that why their Company is introducing TPM and be fully aware of its
necessity. Rising raw and intermediate material costs, falling product prices and other upheavals in the
business environment are forcing industry to organize itself more effectively. Many companies are
adopting TPM as a way of solving their complex internal problems and riding out the economic storm.
Needless to say, Top Management must consider these points carefully before announcing its decision to
introduce to TPM.

When Top Management does make this commitment, however it should declare the intention to see the
TPM Program through to the end. This informs all the employees and interested outside parties that
management understands the long term value of TPM to solve the various problem that are likely to
surface during implementation. Preparation for TPM begins formally when this announcement is made


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Before TPM Program can be implemented it must be understood. To achieve this, some people attend
outside seminars and in-house training program is planned and implemented.

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TPM is implemented through a structure of overlapping small groups. As figure shows, in this system
leaders of small groups at each organizational level are members of small groups at the next higher level.
Top management itself also constitutes a small group. This system is extremely effective for deploying
top management policy and goals throughout the organization.


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Establish a TPM promotion office responsible for developing and promoting effective TPM promotion
strategies. To be effective, the office should be run by permanent full time staff, assisted by various
committees and sub committees. Its function include preparing the TPM Mater Plan and coordinating its
promotion, devising ways to keep the various TPM activities on track, spearheading focused campaigns,
disseminating information and arranging publicity. The promotion office plays an especially important
role in managing the implementation of autonomous maintenance and  î
 
  !

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A company¶s basic TPM policy must be an integral part of its overall business policy and should indicate
goals and direction of the activities to be carried out. TPM goals should relate to the companies long and
mid-range business goals and should only be decided after thorough consultation among everyone
involved, including top management, the TPM program last for the length of time required to attain these
goals.

Express goals numerically as far as possible. To set goals, start by establishing clear baselines. These
should provide the snapshot of the existing situation and be expressed partly quantitatively and partly
qualitatively.


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,3% 

To formulate a master plan for implementation, first decide what activities must be pursued to achieve the
TPM Goals. This is an important Step, because it makes people think about the most efficient ways of
bridging the gaps between the baselines and goals.

There are eight core TPM Activities:

¦ Focused Improvement
¦ Autonomous Maintenance
¦ Planned Maintenance
¦ Education and Training
¦ Early Management
¦ Quality Maintenance
¦ Administrative and Support Department
¦ Safety and Environment Management

Other important activities include:

¦ Diagnostic and predictive maintenance


¦ Equipment Management
¦ Product Development and Equipment Design Construction

These activities need budget and must be properly supervised. A schedule should be drawn up for each
activity and integrated in the master Plan.

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Once the Master Plan has been approved, the TPM Kick-Off can take place. The Kick-off should be
designed to cultivate an atmosphere that raises morale and inspires dedication. In Japan, it is often
companywide meeting to which client companies, affiliates and sub-contractor are often invited. At the
meeting, Top Management reconfirm their commitment to implementing TPM and report on the plans
developed and the work accomplished during the preparation phase.

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During the implementation phase, selected activities designed to achieve the targets shown in the master
plan are carried out. The order and timing of the activities in step 7-11 should be tailored to suit the
particular characteristics of the company, division or plant.

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Companies must select TPM activities that will achieve the goals of TPM effectively and efficiently,
although different companies may choose slightly different activities, the eight described below are the
most common. They have been shown to yield excellent results when properly pursued, and they are the
foundation and support of any succ

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Seiri Organization Sort

Seiton Tidiness Systematize

Seiso Cleaning Sweep

Seiketsu Standardization Standardize

Shitsuke Discipline Self - Discipline

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This means sorting and organizing the items as critical, important, frequently used items, useless, or items
that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby
and items that are not be used in near future, should be stored in some place. For this step, the worth of
the item should be decided based on utility and not cost. As a result of this step, the search time is
reduced.

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Throw away, Store away from the


Low Less than once per year, Once per year<
workplace

At least 2/6 months, Once per month,


Average Store together but offline
Once per week

High Once Per Day Locate at the workplace

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The concept here is that "Each item has a place and only one place". The items should be placed back
after usage at the same place. To identify items easily, name plates and colored tags has to be used.
Vertical racks can be used for this purpose, and heavy items occupy the bottom position in the racks.

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This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No loosely hanging wires
or oil leakage from machines.

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Employees have to discuss together and decide on standards for keeping the work place / Machines /
pathways neat and clean. This standard is implemented for whole organization and are tested / inspected
randomly.

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Considering 5S as a way of life and bring about self-discipline among the employees of the organization.
This includes wearing badges, following work procedures, punctuality, dedication to the organization etc.

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This pillar is geared towards developing operators to be able to take care of small maintenance tasks, thus
freeing up the skilled maintenance people to spend time on more value added activity and technical
repair. The operators are responsible for upkeep of their equipment to prevent it from deteriorating.

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¦ Uninterrupted operation of equipment


¦ Flexible operators to operate and maintain other equipment
¦ Eliminating the defects at source through active employee participation
¦ Stepwise implementation of AM activities

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¦ Prevent the occurrence of 1A / 1B because of JH.


¦ Reduce oil consumption by 50%
¦ Reduce process time by 50%
¦ Increase use of JH by 50%

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¦ Preparation of employees
¦ Initial cleanup of machines
¦ Take counter measures
¦ Fix tentative Autonomous Maintenance standards

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¦ General inspection.
¦ Autonomous inspection.
¦ Standardization.
¦ Autonomous management.

Each of the above mentioned steps is discussed in detail below.

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¦ Educate the employees about TPM, Its advantages, JH advantages and Steps in JH. Educate the
employees about abnormalities in equipment.

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¦ Supervisor and technician should discuss and set a date for implementing step1
¦ Arrange all items needed for cleaning
¦ On the arranged date, employees should clean the equipment completely with the help of
maintenance department.
¦ Dust, stains, oils and grease has to be removed.
¦ Following are the things that have to be taken care while cleaning. They are Oil leakage, loose
wires, unfastened nits and bolts and worn out parts.
¦ After clean up problems are categorized and suitably tagged. White tags are place where
problems can be solved by operators. Pink tag is placed where the aid of maintenance department
is needed.
¦ Content of tag is transferred to a register.
¦ Make note of area which were inaccessible.
¦ Finally close the open parts of the machine and run the machine.

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¦ Inaccessible regions had to be reached easily. E.g. If there are many screw to open a fly wheel
door, hinge door can be used. Instead of opening a door for inspecting the machine, acrylic sheets
can be used.
¦ To prevent work out of machine parts necessary action must be taken.
¦ Machine parts should be modified to prevent accumulation of dirt and dust.

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¦ AM schedule has to be made and followed strictly.


¦ Schedule should be made regarding cleaning, inspection and lubrication and it also should include
details like when, what and how.

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¦ The employees are trained in disciplines like Pneumatics, electrical, hydraulics, lubricant and
coolant, drives, bolts, nuts and Safety.

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¦ This is necessary to improve the technical skills of employees and to use inspection manuals
correctly.
¦ After acquiring this new knowledge the employees should share this with others.

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¦ New methods of cleaning and lubricating are used.


¦ Each employee prepares his own autonomous chart / schedule in consultation with supervisor.
¦ Parts which have never given any problem or part which don't need any inspection are removed
from list permanently based on experience.
¦ This includes good quality machine parts to avoid defects due to poor JH.
¦ Inspection that is made in preventive maintenance is included in JH.
¦ The frequency of cleanup and inspection is reduced based on experience.

6'%

¦ Upto the previous stem only the machinery / equipment was the concentration. However in this
step the surroundings of machinery are organized. Necessary items should be organized, such that
there is no searching and searching time is reduced.
¦ Work environment is modified such that there is no difficulty in getting any item.
¦ Everybody should follow the work instructions strictly.
¦ Necessary spares for equipment are planned and procured.

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OEE and OPE and other TPM targets must be achieved by continuous improve through Kaizen.

PDCA (Plan, Do, Check and Act) cycle must be implemented for Kaizen.

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"Kai" means change, and "Zen" means good (for the better). Basically kaizen is for small improvements,
but carried out on a continual basis and involve all people in the organization. Kaizen is opposite to big
spectacular innovations. Kaizen requires no or little investment. The principle behind is that "a very large
number of small improvements are more effective in an organizational environment than a few
improvements of large value. This pillar is aimed at reducing losses in the workplace that affect our
efficiencies. By using a detailed and thorough procedure we eliminate losses in a systematic method using
various Kaizen tools. These activities are not limited to production areas and can be implemented in
administrative areas as well.

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¦ Practice concepts of zero losses in every sphere of activity.


¦ relentless pursuit to achieve cost reduction targets in all resources
¦ Relentless pursuit to improve over all plant equipment effectiveness.
¦ Extensive use of PM analysis as a tool for eliminating losses.
¦ Focus of easy handling of operators.

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*6&%

Achieve and sustain zero loses with respect to minor stops, measurement and adjustments, defects and
unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction.

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¦ PM analysis
¦ Why - Why analysis
¦ Summary of losses
¦ Kaizen register
¦ Kaizen summary sheet.

The objective of TPM is maximization of equipment effectiveness. TPM aims at maximization of


machine utilization and not merely machine availability maximization. As one of the pillars of TPM
activities, Kaizen pursues efficient equipment, operator and material and energy utilization that is
extremes of productivity and aims at achieving substantial effects. Kaizen activities try to thoroughly
eliminate 16 major losses.

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¦ Failure losses - Breakdown loss


¦ Setup / adjustment losses
¦ Cutting blade loss
¦ Startup loss
Losses that impede equipment efficiency
¦ Minor stoppage / idling loss.
¦ Speed loss - operating at low speeds.
¦ Defect / rework loss
¦ Scheduled downtime loss

¦ Management loss
¦ Operating motion loss
¦ Line organization loss Loses that impede human work efficiency
¦ Logistic loss
¦ Measurement and adjustment loss

¦ Energy loss
¦ Die, jig and tool breakage loss Loses that impede effective use of production resources
¦ Yield loss.

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Causes for this failure can be This loss cannot be easily identified
Causation easily traced. Cause-effect and solved. Even if various counter
relationship is simple to trace. measures are applied

These types of losses are caused


Easy to establish a remedial
Remedy because of hidden defects in
measure
machine, equipment and methods.

A single cause is rare - a


Impact / Loss A single loss can be costly combination of causes trends to be
a rule

Frequency of The frequency of occurrence is


The frequency of loss is more.
occurrence low and occasional.

Usually the line personnel in the Specialists in process engineering,


Corrective action production can attend to this quality assurance and maintenance
problem. people are required.

!+(;7%!

It is aimed to have trouble free machines and equipment producing defect free products for total customer
satisfaction. This breaks maintenance down into 4 "families" or groups which were defined earlier.

¦ Preventive Maintenance.
¦ Breakdown Maintenance.
¦ Corrective Maintenance.
¦ Maintenance Prevention.

With Planned Maintenance we evolve our efforts from a reactive to a proactive method and use trained
maintenance staff to help train the operators to better maintain their equipment.

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¦ Achieve and sustain availability of machines


¦ Optimum maintenance cost.
¦ Reduces spares inventory.&improve reliability and maintainability of machines.

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¦ Zero equipment failure and break down.


¦ Improve reliability and maintainability by 50 %
¦ Reduce maintenance cost by 20 %
¦ Ensure availability of spares all the time.

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¦ Equipment evaluation and recoding present status.


¦ Restore deterioration and improve weakness.
¦ Building up information management system.
¦ Prepare time based information system, select equipment, parts and members and map out plan.
¦ Prepare predictive maintenance system by introducing equipment diagnostic techniques and
¦ Evaluation of planned maintenance.

!+(;3%$.(!%

It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is
on eliminating non-conformances in a systematic manner, much like Focused Improvement. We gain
understanding of what parts of the equipment affect product quality and begin to eliminate current quality
concerns, and then move to potential quality concerns. Transition is from reactive to proactive (Quality
Control to Quality Assurance).

QM activities are to set equipment conditions that preclude quality defects, based on the basic concept of
maintaining perfect equipment to maintain perfect quality of products. The condition is checked and
measure in time series to very that measure values are within standard values to prevent defects. The
transition of measured values is watched to predict possibilities of defects occurring and to take counter
measures before-hand.

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¦ Defect free conditions and control of equipment.


¦ QM activities to support quality assurance.
¦ Focus of prevention of defects at source.
¦ Focus on poka-yoke. (Fool proof system).
¦ In-line detection and segregation of defects.
¦ Effective implementation of operator quality assurance.

&%

¦ Achieve and sustain customer complaints at zero


¦ Reduce in-process defects by 50 %
¦ Reduce cost of quality by 50 %.

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¦ Quality defects are classified as customer end defects and in house defects. For customer-end
data, we have to get data on
¦ Customer end line rejection
¦ Field complaints.
¦ In-house, data include data related to products and data related to process

''.!%

¦ Product wise defects


¦ Severity of the defect and its contribution - major/minor
¦ Location of the defect with reference to the layout
¦ Magnitude and frequency of its occurrence at each stage of measurement
¦ Occurrence trend in beginning and the end of each production/process/changes. (Like pattern
change, ladle/furnace lining etc.)
¦ Occurrence trend with respect to restoration of breakdown/modifications/periodical replacement
of quality components.

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¦ The operating condition for individual sub-process related to men, method, material and machine.
¦ The standard settings/conditions of the sub-process
¦ The actual record of the settings/conditions during the defect occurrence.

!+(;8%&

It is aimed to have multi-skilled revitalized employees whose morale is high and who has eager to come
to work and perform all required functions effectively and independently. Education is given to operators
to upgrade their skill. It is not sufficient know only "Know-How" by they should also learn "Know-why".
By experience we come to know, "Know-How" to overcome a problem what to be done. This they do
without knowing the root cause of the problem and why they are doing so. Hence it become necessary to
train them on knowing "Know-why". The employees should be trained to achieve the four phases of skill.
The goal is to create a factory full of experts.

The different phases of skills are:

¦ Phase 1: Do not know


Phase 2: Know the theory but cannot do.
Phase 3: Can do but cannot teach
Phase 4: Can do and also teach.

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'!(%

¦ Focus on improvement of knowledge, skills and techniques.


¦ Creating a training environment for self-learning based on felt needs.
¦ Training curriculum / tools /assessment etc. conductive to employee revitalization
¦ Training to remove employee fatigue and make work enjoyable

&%

¦ Achieve and sustain downtime due to want men at zero on critical machines.
¦ Achieve and sustain zero losses due to lack of knowledge / skills / techniques
¦ Aim for 100 % participation in suggestion scheme.

, .!&&!+%

¦ Setting policies and priorities and checking present status of education and training
¦ Establish of training system for operation and maintenance skill up gradation
¦ Training the employees for upgrading the operation and maintenance skills
¦ Preparation of training calendar
¦ Kick-off of the system for training
¦ Evaluation of activities and study of future approach

!+(;9% !%

Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, and PM). Office
TPM must be followed to improve productivity, efficiency in the administrative functions and identify
and eliminate losses. This includes analyzing processes and procedures towards increased office
automation. Office TPM addresses twelve major losses. They are

¦ Processing loss
¦ Cost loss including in areas such as procurement, accounts, marketing, sales leading to high
inventories
¦ Communication loss
¦ Idle loss
¦ Set-up loss
¦ Accuracy loss
¦ Office equipment breakdown
¦ Communication channel breakdown, telephone and fax lines
¦ Time spent on retrieval of information
¦ Non availability of correct on line stock status
¦ Customer complaints due to logistics
¦ Expenses on emergency dispatches/purchases

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'#'' !C

A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase etc. should be
heading the sub-committee. Members representing all support functions and people from Production &
Quality should be included in sub-committee. TPM co-ordinate plans and guides the sub-committee.

¦ Providing awareness about office TPM to all support departments


¦ Helping them to identify P, Q, C, D, S, M in each function in relation to plant performance
¦ Identify the scope for improvement in each function
¦ Collect relevant data
¦ Help them to solve problems in their circles
¦ Make up an activity board where progress is monitored on both sides - results and actions along
with Kaizens.
¦ Fan out to cover all employees and circles in all functions.

*'".*6',! ' !%

¦ Inventory reduction
¦ Lead time reduction of critical processes
¦ Motion & space losses
¦ Retrieval time reduction.
¦ Equalizing the work load

Improving the office efficiency by eliminating the time loss on retrieval of information, by achieving zero
breakdown of office equipment like telephone and fax lines.

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¦ Involvement of all people in support functions for focusing on better plant performance
¦ Better utilized work area
¦ Reduce repetitive work
¦ Reduced inventory levels in all parts of the supply chain
¦ Reduced administrative costs
¦ Reduced inventory carrying cost
¦ Reduction in number of files
¦ Reduction of overhead costs (to include cost of non-production/non capital equipment)
¦ Productivity of people in support functions
¦ Reduction in breakdown of office equipment
¦ Reduction of customer complaints due to logistics
¦ Reduction in expenses due to emergency dispatches/purchases
¦ Reduced manpower
¦ Clean and pleasant work environment.

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$ !%

- Production output lost due to want of material, Manpower productivity, Production output lost due to
want of tools.

$- Mistakes in preparation of cheque, bills, invoices, payroll, Customer returns/warranty attributable to


BOPs, Rejection/rework in BOP's/job work, Office area rework.

 - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of
communication, Demurrage costs.

 - Logistics losses (Delay in loading/unloading)


¦ Delay in delivery due to any of the support functions
¦ Delay in payments to suppliers
¦ Delay in information

 - Safety in material handling/stores/logistics, Safety of soft and hard data.


 - Number of Kaizens in office areas.

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Office TPM supports the plant, initially in doing Autonomous Maintenance of the machines, as in
Autonomous Maintenance at the:

¦ Initial stages machines are more and manpower is less, so the help of commercial departments
can be taken, for this
¦ Office TPM can eliminate the lodes on line for no material and logistics.

A'' ' !'.,,".'%

This is essential, but only after we have done as much as possible internally. With suppliers it will lead to
on-time delivery, improved 'in-coming' quality and cost reduction. With distributors it will lead to
accurate demand generation, improved secondary distribution and reduction in damages during storage
and handling. In any case we will have to teach them based on our experience and practice and highlight
gaps in the system which affect both sides. In case of some of the larger companies, they have started to
support clusters of suppliers.

!+(;D% (E1 +'%

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¦ Zero accident,
¦ Zero health damage
¦ Zero fires.

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In this area focus is on to create a safe workplace and a surrounding area that is not damaged by our
process or procedures. This pillar will play an active role in each of the other pillars on a regular basis.

A committee is constituted for this pillar which comprises representative of officers as well as workers.
The committee is headed by senior vice President (Technical). Utmost importance to Safety is given in
the plant. Manager (Safety) is looking after functions related to safety. To create awareness among
employees various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be
organized at regular intervals.

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Early management includes both Early Product Management and Early Equipment Management. The
purpose of these activities is to achieve ± quickly and economically ± products that are easy to make and
equipment that is easy to use. This section highlights early equipment management.

Early Equipment Management concerns equipment users, engineering companies and equipment
manufacturers, it addresses the following areas:

¦ Equipment Investment Planning


¦ Process Design
¦ Equipment Design, Fabrication and Construction
¦ Test operation
¦ Startup Management

All activities from initial design of a piece of the equipment to its installation and test operation can be
viewed as a single, giant project. The project starts with process design, basic plant design and detailed
design unfolds to include procurement, fabrication, and construction and test operation. In planning such
a project, the project team determines the plant and equipment required technical levels (Functions and
Performance) together with its availability levels (Reliability and Maintainability) and then establishes
budgets and schedules.

In designing a plant, various designs are performed which are as under:

¦ Functional Design
¦ Reliability and Maintainability Design
¦ Safety Design
¦ Economy Design

Establishing maintenance prevention (MP) specifications and performing MP design, in particular, help
ensure that the plant and equipment are reliable and easily maintained. Several design review should be
performed in the course of designing, fabricating and constructing a plant.

After Completing this activities, teams install the equipment, perform test operation and initiate the
startup management Phase. Startup Management is an activity designed to achieve as quickly as possible
the conditions for its own termination that is the conditions that enable the plant to start producing stable
quality product with zero failure. In TPM this efficient approach to stable full scale production is known
as Ñ  
 '!

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Quality Maintenance (QA) is method for building in quality and preventing Quality Defects through the
process and through the equipment. In quality maintenance, variability in the product quality
characteristic is controlled by controlling the condition of equipment components that affect it.

Quality Characteristics are mainly influenced by the four production inputs which are as under:

¦ Equipment
¦ Material
¦ People¶s Action (Skill)
¦ Method Used

The first step in quality maintenance is to clarify the relationships between these factors and a products
quality characteristic by analyzing quality defects. In Process Industries, the effect of equipment on
quality characteristic is particularly very important.

In process industries the process determines the type of equipment needed, therefore, teams should focus
first on the process, then on the equipment. In other words first clarify the relationship between product
quality and process condition and ascertain the precise process condition required for producing the
perfect product.

Equipment is the means of implementing the process, therefor, applying a QM approach in equipment
design, and teams begin by identifying the components that will affect the product¶s quality
characteristics. These are called ³Quality Components.´

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Administrative and support department play and important role in backing up production activities, the
quality and timeliness of the information supplied by the administrative and support departments has a
major impact on these activities.

TPM activities performed by the administrative and support departments must not only support TPM in
the workplace but also strengthen the function of the department themselves by improving their own
organization and culture. Compared with the production, however, it is not as easy for the administrative
and support department to measure the effects of their activities. A TPM program in such a department
aims to create ³Information Factor´ and apply process analysis to streamline the information flow. Think
of administrative and support departments as process plants whose principal tasks are to collect process
and distribute the information. This understanding makes it easier to promote and measure autonomous
maintenance, focused improvement and other TPM activities in an office environment.

Autonomous Maintenance in the administrative departments aims for efficient, trouble free work
execution from two angles which are:

¦ Administrative Function
¦ Administrative Environment

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Implemented step by step, the first set of activities is to reduce cost and boost efficiency by improving
administrative processes. The second set of activities removes obstacles to effective work hidden in the
physical and psychological environment.

Focused improvement of administrative tasks aims to improve their efficiency and speed and reduce the
number of staff required. To achieve this automated office tasks and install electronic data processing
systems such as local area networks increase administrative efficiency to support the planning and
decision making of executives and managers.

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Assuring safety and adverse environmental impacts are important issues in process industries. Operability
studies combine with accident prevention training and near miss analysis are effective ways of addressing
these concerns. Safety is promoted systematically as part of TPM activities, as with all TPM activities,
safety activities are implemented step by step.

Certain issues are of particular importance in the process environment, e.g. it is particularly important to
incorporate fail safe mechanism. Assuring safety during shutdown maintenance is also important, in
process industries, shutdown maintenance requires considerable support from outside sub-contractors, as
do operation such as cleaning, and this makes it doubly important to ensure safety during such operations.
Check the skills and qualification of sub-contracted workers well in advance, whenever possible, also take
every practicable step to assure safety including giving rigorous safety training.

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There are several keys to maintaining TPM levels once they are achieved, building strong teams at every
level and staffing a promotion organization helps integrate TPM in daily work for example following the
systematic step by step approach recommended for TPM activities helps lock in results, emphasizing a
continuous improvement approach through the CAPD cycle, continually devising goals upward and
setting new challenges, like PM. None of these approaches will be effective without the support of
careful, continuous and concrete measurement. Start with clear baselines and document improvement
results regularly and in detail. Use management indicators that show everyone at every level what
concrete progress is being made and motivate their continued involvement.

'!.':
Today, with competition in industry at an all-time high, TPM may be the only thing that stands between
success and total failure for some companies. It has been proven to be a program that works. It can be
adapted to work not only in industrial plants, but in construction, building maintenance, transportation,
and in a variety of other situations. Employees must be educated and convinced that TPM is not just
another "program of the month" and that management is totally committed to the program and the
extended time frame necessary for full implementation. 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

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 !%
Learning Booklet of TPM by JIPM (Japan Institute of Preventive Maintenance)

http://www.plant-maintenance.com/articles/tpm_intro.shtml

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