Best Practices by DC Joshi

Conference on
Best Practices in Maintenance Management

Session Role Of Planned Maintenance In Implementation Of TPM
Speaker: Dinkar Joshi Designation: Sr Manager ( HOD Maintenance) Organization: Endurance Technologies Pvt. Ltd., Aurangabad
May 11th & 12th 2010, Pune India
Role Of Planned Maintenance In Implementation Of TPM
May 11, 2010.
Best Practices in Maintenance Management Pune
What is TPM?
Total Profit Management Company Survives
Total Production Management ISO, TQM, JIT, Re-Engineering
Total Perfect Manufacturing

. Loss Elimination
Total Productive Maintenance and Management

May 11, 2010. Best Practices in Maintenance Management Pune 3
TPM Principles
By implementing TPM, we get a proper image of manufacturing product in the age of automation and microelectronics, there by contributing to the prosperity of enterprises and the happiness of
mankind.
May 11, 2010.
Through TPM
1. We pursue efficient production systems and accomplish the highest
customer satisfaction for quality, cost and delivery term.
2. We accomplish zero-disasters & accidents, zero-defects, and zero

breakdowns to build safe and cheerful workshops.
3.
We accomplish zero-disasters and zero-pollution to make life safer and more pleasant, not only for employees, but also for local residents.
4. We eliminate all losses in the resources and energy to conserve the Earths environment.
May 11, 2010.
Basic Concept Of TPM
CHANGE THE MACHINE.
CHANGE THE MAN.
May 11, 2010.
TPM Targets
Obtain Minimum 90% OEE ( Overall Equipment Effectiveness ) By Keeping Target For All Losses - ZERO
Operate in a manner, so that there are no customer complaints. By Keeping Target of Defects - ZERO
May 11, 2010.
TPM Targets
Reduce the manufacturing cost By Keeping target of Losses - ZERO
Achieve 100% success in delivering the goods as required by the customer.
By Targeting Losses
-ZERO
May 11, 2010.
TPM Targets
Maintain a accident free environment. Target For Accidents - ZERO
Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.
May 11, 2010.
TPM Targets
Breakdown
Accidents
ZERO
Defect
Losses
May 11, 2010.
10
What Is Zero.
ZERO MEANS ONLY ZERO !!!

ZERO HAS NO TOLERANCE ZERO DEFECT ZERO BREAKDOWN ZERO ACCIDENT
May 11, 2010.
11
Importance Of Zero.
Just Imagine that if 1% of all the flights crashed.

Just Imagine that if 1% of all the heart surgeries failed. Just Imagine that if 1% of the buildings collapsed soon after construction.
May 11, 2010.
12
May 11, 2010.

Individual Improvement
Planned Maintenance
Development management
Education & Training
TPM
5 S is The Base Of TPM

Autonomous Maintenance Quality Maintenance TPM in Offices Safety, Health & Environment
Best Practices in Maintenance Management Pune 13
TPM Pillar Structure
Concepts Of 5S
Japanese English Translation Equivalent 'S' term Term
1S 2S 3S 4S 5S
May 11, 2010.
Seiri Seiton Seiso Seiketsu Shitsuke
Organization Tidiness Cleaning Standardization Discipline
Sort Systematic Sweep Standardize Self - Discipline
14
Example Of 2S
1S- PLASE FOR EVERYTHING, 2S EVERYTHING ON ITS OWN PLACE BEFORE AFTER
NO FIX LOCATION
FIX LOCATION
BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

Example Of 2S
NO FIX LOCATION
FIX LOCATION

Example Of 2S
NO FIX LOCATION
FIX LOCATION

Key Activities
Reviewing Business Objective Loss Structure
Target setting for achieving Business

Objective KPIs for measuring in KRA.
Loss Elimination
Implementing Kobetsu Kaizen Themes.

Improved System with Improved Maintainability Support PM Pillar
May 11, 2010.
18
Key Activities
Listing / Stratification of Defects.
QA / 4M / QM / Q Components.
Defect Elimination
QM Matrix
CBM of Q Components.
Defect Analysis using different tools. Implementing Defect Elimination Projects. Sustenance and Reliability Enhancement.
Q Components.
CBM of Q Components for easy Inspection
Reduction of Inspection / Sampling Cost. Elimination of Customer Complaint
Support by PM Pillar
Key Activities
Practicing CLIRT activities during all
steps.
Practicing tentative standards Monitoring & recording abnormalities using 5 senses
deterioration
I Do, I Check, I Maintain
Countermeasure against source of contamination Reduction in CLIRT time

May 11, 2010.
20
Key Activities
Prevention of Occurrence & Recurrence
of accidents.
Safety patrol for Identifying Unsafe Condition & Acts. Health Hazard Elimination using tools such as mapping etc., Zero Accident / Health hazard
Reducing Environmental Impacts
Improved & Safe Working Atmosphere

May 11, 2010.
21
Key Activities
Skill Assessment Identifying Training Needs for achieving business objective. Imparting Training / OJT / External
happenings in the market.

Review the skill level and if not okay retrain. Continuous Monitoring. Upgraded Skill level for achieving Business Objective
May 11, 2010. Best Practices in Maintenance Management Pune
Skill / Knowledge Improvement
22
Key Activities
Elimination of Administrative Losses by eliminating Waste activity & Reducing Non value added activity Reducing the manufacturing Cost
OTPM Loss Elimination
through
cost loss approach with KK pillar.
Cost Awareness / Cost Effective Programs.

Key Activities
Collection & utilization of feed back
Measuring needs for ease of

manufacturing Developing new product with minimum losses Zero breakdown, zero defect, zero accident by implementation of MP on new machines/ equipements
Trouble free new equipment from day one
May 11, 2010.
24
Key Activities
Activities to prevent deterioration Activities to measure deterioration Restore deterioration . Support to JH Zero Failure
Skill enhancement of Maintenance

staff. Input to DM for MP Kaizens
May 11, 2010.
25
Planned Maintenance
Aim :
Enhance maintenance efficiency through 1. Accomplishing zero failures and zero defects by activities to enhance maintenance technology and skills, to expand equipment MTBF and to shorten equipment MTTR. 2. Reducing input by activities to make equipment maintenance efficient.
Purpose :
Functions of equipment can be demonstrated satisfactorily whenever equipment needs them at minimum cost.
May 11, 2010.
26
Planned Maintenance - Targets

Current Status Activity Breakdown hrs. Hrs Nos. No. of Phenomenon UOM BM Dec..09 Jan.10 Feb.10 0 0 0 End Target
Breakdown Occurrences Defect due to PM
Maintenance Cost
Energy Cost Electricity / Fuel / Water Spare part Inventory Cost S Accident due to weak PM Kaizens M Training No of kaizen / employee / month PM Training
Rs./Piece
Rs /piece
X
Y
Rs. In Lac Nos. Nos Hrs/emp/month
Z 0 B V
May 11, 2010.
27
Basic Philosophy of Zero Failure

Men make equipment fail.
Equipment can be set for zero-failures provided the thinking of men change. Conventional view of all equipment can fail should be changed to dont let equipment fail.
failures can be reduced to zero.
May 11, 2010.
28
Rules for Zero Failure

Discover latent defects to prevent failures.
Failure is only the tip of the iceberg.
Failure
Dust, Soiling, adhesion of raw materials. Abrasion, backlash, looseness, leaks Corrosion, deformation, flaws, cracks Temperature, vibration, sound and other errors
Latent defects
May 11, 2010.
29
PM Pillar Methodology
Study of past Equipment History
Ranking of Equipment Support to JH Preparation of JH3 tent. Stds. and TBM Equip. Failure Analysis to identify Root Cause Counter Measures and Kaizens
Sustenance Activities
Periodic Maintenance (TBM)
Predictive Maintenance (CBM)
Lubrication & Spare Parts Management Enhancement of Knowledge & Skill of Maintenance Operators Best Practices in Maintenance Management Pune
May 11, 2010.
30
Equipment Ranking
A : High Priority Equipment or M/C

Most Critical m/c B : Medium Priority Equipment or M/C
C : Least Priority Equipment or M/C

Ranking of m/c sub parts are done in the same way.
Equipment Rating
AE RA Po ut n r d c io 2 I th r b c u e u mn . s e e a k p q ip e t? 5 4 2 1 IE TM 1 Hw f nisth E u mn u e ? . o ote e q ip e t s d E a aio v lu t n 4 2 1 E a aio Sa d r v lu t n t n a d 8 %ra o e: 4 0 o bv 6 to7 % : 2 0 9 5 % rb lo : 1 9 o e w N ( r Ys b t it ta e to mn mn o r : 5 o o) e , u k s o a y a h us Aa bea o e pa ts: 4 v ila l t th r l n C v r db s c : 2 o e e y to k Bc u E u mn e is : 1 a k p q ip e t x ts 1 0~ 5 : 4 0 7% 3 ~7 %: 2 5 5 0~3 % : 1 5 Af c th e tir p n : 5 f e ts e n e la t Af c o e po e s s: 4 f e ts th r r c s e Olya f c toth m : 1 n f e ts is / c ( a te po u tio ) Ws d r d c n ( a te C th Ws d lo ) Oe R. 5 0 0: 4 Oe 2 L k s : 4 vr s 0 0 v r .5 a h 2 0 0~5 0 0 : 2 1L k ~2 l k : 2 50 00 a h .5a h Ud r2 0 0 : 1 Ud r1L k ne 50 ne a h :1 Dc iv ly e is e :5 4 , S mwa o e ht : 2 Nt S n ic n : 1 o ig if a tly Oe R. 5 0 : 4 Ud r R. 3 0 : 1 vr s 0 0 ne s 00 R. 3 0 ~5 0 : 2 s 00 00 Oe 3Hus : 4 Ud r1Hu vr o r ne o r :1 1~3Hus or :2 Cnb lif the te in : 5 a e e ra n g S p wr : 4 to s ok N S n ic n e f c: 1 o ig if a t f e t
3 Hw ig isth d d a n . o h h e e ic tio ? ( r p r no po u tso as ila ty epo u e b th Po otio f r d c f im r p r d c d y e e u mn q ip e t) 4 T wa e t n w af i r e f c o e po e s s . o h t xe d ill alue f e t th r r c s e ?
4 2 1
5 4 2 1
Qa y u lit
5 Vlu o mn lys r plo s s . a e f o th c a s e ( un dr b e , ws dc th ws dpo u tio e ) B r e u b r a te lo , a te r d c n tc
4 2 1
6 Hw ill th po e sr no th e u mn a f c th . o w e r c s u n is q ip e t f e t e 5 4 2 1 Qa o th f is e po u t? u lity f e in h d r d c Mine a c 7 Fe u n yo f i r sint r so c s o mn lyr p ir ? a t n n . r q e c f alue e m f o t f o th e a s 4 2 1 eCs ot 8 Ma T eT Rp ir ( T R . e n im o e a ? MT ) 4 2 1 Sf t ae y 9 T wa e t n d e af iluea f c th wr e v o mn? 5 4 2 1 . o h t xe t o s a r f e t e ok n ir n e t ( en is , f ms d s ec lik o e u e , u t t )
A P io it Rn e : >3 p ins B S mr n e :2 ~ 0p ins C LatS n ic n ):< 9p i t : r r y a kd 0 o t : e i a kd 0 3 o t ( e s ig if a t 1 ons

Machine Ranking
TOTAL MACHINE STRATIFICATION
13%
34%
A
53%
B C
Sr. 1 2 3
Cat A B C
Specification Critical Moderate Non critical
% contribution 34% 53% 13%
Nos. 27 42 10 79
Total machines May 11, 2010. Best Practices in Maintenance Management Pune
Support & Guidance to JH Activity
JH - Step 1
RED TAG STRATEGY SUPPORT (1, 2)
1. RED Tag summary sheet and RED Tag plan 2. RED Tag improvement plan Maintaining visuals controls and displaying labels, Types of oils etc. Use WHY-WHY-WHY
JH Step 2
COUNTER MEASURES AGAINST SOURCES Ex-terminate 4 vices (DIRT, RUST, HEAT, VIB)
JH Step 3
SUPPORT FOR MAKING STANDARDS OF CLEANING, LUBRICATION & INSPECTION

EDUCATION OF OVERALL INSPECTION FOR LEADER TRAINING TO IMPROVE MAINT RELATED TECHNICAL ABILITY
M A I N T H E L P
JH Step 4
From WHY WHY to SO WHAT - SO WHAT
JH Step 5
JH Step 6
STANDARDIZATION Autonomous PDCA (CAPD) Best Practices in Maintenance Management Pune
JH Step 7 May 11, 2010.
PRODUCTION SHOULD BE ABLE TO DO THESE ACTIVITIES WITHOUT HELP OF MAINT, PM GROUP
Failure analysis
Combination of Failure Factors
Inadequate basic conditions Lack of skills Leaving deterioration unrepaired Design shortcomings Non-observance of usage conditions
May 11, 2010.
Countermeasures for Zero Failures
1. Establish basic conditions. 2. Keep operating conditions.

3. Restore the deterioration. 4. Improve weak points in design. 5. Improve the skill level.
May 11, 2010.
Kobetsu Kaizen Jishu Hozen Planned Maintenance Education & Training Development Mgmt.
Data collection for breakdowns
May 11, 2010.
WHY - WHY Analysis
Oil leaks from cylinder rod each time it operates Question Answer
What is your final action ?

After replacing O-ring, is it OK WHY ANSWER O-ring cut Rod has scratch Chips were scattered and attached to rod
Replacing the O-ring

Yes
ACTION O-ring changed

Scratch removed Measures taken to prevent chips from scattering Cylinders position changed and cover fixed Standardise design and installation
Why did you replace Oring

Why O-ring out Why rod has scratch Why chips were attached to rod
Why cylinder located within scattering range of chips and rod cover not replaced
Cylinder located within scattering range of chips and rod cover is not placed Defective design and installation
May 11, 2010.
Area wise Stratification of Phenomena's

Total Phenomenon:94
Electronics, 14
Electrical, 25
Mechanical, 55
Mechanical
May 11, 2010.
Electrical
Electronics
Mechanical Area wise Occurrences

Total : 414 Nos.
18 22 20 19 32 10 12 51
Fixture and seat check High Pressure coolant System Hydraulic System Auto Tool Changer Axis Rubber sheet
18
Coolant Spindle Table
63
72
Lubrication Air leakage
41
36
Burr Door
May 11, 2010.
Countermeasure for Zero breakdown (Mechanical)
No root cause, 8 Training, 17
CBM, 1
Kaizen, 39
Preventive Maintenance, 46
Development of PM module
Step1
2
PM
Support & Guidance to JH Activities Evaluate Equipment and Understand Current Condition Restore forced & natural deterioration and Correct weaknesses
4 Build an Information management System

Maintain flow of breakdown Analysis
5
MP CM
Build a Periodic Maintenance System Build a Predictive Maintenance System

Evaluate the Planned Maintenance System
6 7
May 11, 2010.
Roles of PM and JH
Implementation Classification Prevention Measurement Restoration
Operati on
Assigned Maintena nce
Proper Operation Normal Operation Set-up and adjustment Cleaning, Address Latent Defects Preventive Maintenance Daily Maintenance
Lubrication Retightening Operation Condition, Daily Inspection for Deterioration
Minor Check Time based Inspection Time based Maintenance Productive Maintenance Time based Inspection Time based Check Trend Check
Unscheduled Check
Predictive Maintenance Strength KAIZEN

Corrective Maintenance (Reliability)
Lightening of Loading Accuracy Improvement Conditions Monitoring KAIZEN of Check Operation

KAIZEN Of Check Operation
Corrective Maintenance
Corrective Maintenance (Maintain-ability)
Others Maintenance Prevention Breakdown Maintenance MP Activities Planned Breakdown Maintenance Emergency Maintenance
Check Quality KAIZEN
Earlier discovery of interior situation and positive and rapid report/remedy Sporadic Repair
May 11, 2010.
Machinery spares parts management
Spares Parts management
A. Inventory Reduction
B. Cost Saving Activities
1) 1S and 2S Activities
1) Develop alternative source
2) TBM based procurement
2) In house manufacturing & repairs
3) Procurement Lead time reduction 4) Procurement of consumable spare through schedule agreement route
May 11, 2010.
3) Re use after modification
4) Life enhancement
6-26
Mp Sheet Generation System
May 11, 2010.
Break Down Hrs Status (Press shop)

1800 1500
1200
1200
90 4
BETTER
Nos of Hours
72 3 66 0
900
62 2
61 1
42 5
42 5
600
54 0
55 2
30 0
30 5
28 4
24 4
300
21 0 11 2
0
B.M. Apr( Oct-06 to Mar-07 ) 07 May07 Jun07 Jul-07 Aug07 Sep07 Oct07 Nov07 Dec07 Jan08 Feb08 Mar08 Apr08 May08 Jun08
0
Tgt
May 11, 2010.
Break Down Occurrence (Press Shop)

400
333
300
BETTER
Occ. In Nos
200
15 5 14 5 14 5 12 5 12 5
20 5
11 4
12 0
11 4
10 2
99 85 65 55 12
100
0
B.M. Apr( Oct-06 to Mar-07 ) 07 May07 Jun-07 Jul-07 Aug07 Sep07 Oct-07 Nov07 Dec07 Jan-08 Feb08 Mar08 Apr08 May- Jun-08 08
0
Tgt
May 11, 2010.
Maintenance Cost
4
BETTER
Percentage of sales
2.1
2
33 % DOWN
1.6 1.2
1
0 B.M. Tgt Actual Jun 08
Maintenance Cost Loss reduction Kaizen done 132 Nos

Defects classification
A - Type defect
OK
B - Type defect
OK
C - Type defect
NOT OK
NOT OK
NOT OK
Action taken by operator
No action by operator
OK
Action taken by operator
LSL
OK
USL
LSL
OK
USL
LSL
OK
USL
The output is (OK) initially Becomes (NG) Corrective action is taken by operator Becomes (OK) Use Why Why Analysis May 11, 2010.
The output is (OK) initially Becomes (NG) No action taken by operator Becomes (OK) Use PM Analysis
The output is (NG) initially Action taken by operator Becomes (OK) (setting scrap)
KAIZEN EYE
THEME PROBLEM (PRESENT STATUS) ANALYSIS (ROOT CAUSE) REDUCE / ELIMINATE / INCREASE / PREVENT CORRECT OBSERVATION 1. Poka 2. Less Friction 3. Fully 1. Poka Yoke 2. More Friction 3. Partly PROVIDING / CHANGING REDUCE TIME REDUCE FREQUENCY ELIMINATE PREVENT INCREASE LIFE 4. Many Bolts 5. Coolant 6. Big 4. Less Bolts 5. No coolant 6. Small 7. Long 8. Cannot detect 9. Difficult 7. Short 8. Can detect 9. Easy
IDEA (OPPOSITE OF ROOT CAUSE) COUNTERMEASURE (Kaizen) RESULT
BENEFIT WHEN Trend
INCREASE PRODUCTION Continuous, discontinuous, very rare
REDUCE COST
Phenomena stratified by 5W and 1H
Time, period WHO WHAT WHICH HOW Men Materials Trend Status
Start-up, season, (summer, winter, rainy season), setup Day shift, night shift, new employees, temporary help Lots, type No. Part, range, process, equipment Direction (+, -, fore, rear, left and right), increase, reduction Equipment, jigs,tools, accuracy (dynamic, stationary), machining conditions
WHERE Location
May 11, 2010.
Kaizen Idea Sheet
Activity Result Area Defect Type
KK P
JH Q
QM C
PM D
SH S
OTPM M
DM
ET
Shop: M/C: Kaizen Theme:To reduce setting time speed . Problem/Present Status: On FRD machine for door speed setting time is more
No window cut out
Reg. No: for door Kaizen Idea: Easy to Access
Case study
30 Min 5 Min 2/11/09 3/11/09
Countermeasure: Provided the window cut out on guard for air flow setting.
Door cylinder Window for air flow setting
Bench Mark Target Kaizen Start Kaizen Finish Team Members: 1)Mr.K.O.Zanwar. 2)Mr.A.S.Joshi. 3)Mr.B.k.kachke
Door cylinder
Analysis:
Why1: Door speed Setting time more Why2: Guard has to removed for setting. Why3: Hard to access
Result: Door speed setting time reduced

100
Benefits: 1)Machine availability improved.
Time in Min.
How to Sustain : Irreversible

50 30 5
Scope and Plan for HD

No M/ C T/date Res. Status
Root cause : Hard to access
0 ,Nov 09 ' Dec-09
12.11. 09
ASJ
Comp.
Loss Tree
DESPATCH PRODUCTION OEE AVAILABILITY

B/D SET UP TOOL CHANGE START UP
INVENTORY
NO ORDER
PERFORMANCE
PM REDUCED SPEED
HOLIDAY QUALITY
MINOR STOPS SCRAP R/W
ADJUSTMENT
JH PM
KK
KK
KK
KK
QM
QM
GAP GAP GAP

May 11, 2010.
GAP
GAP
GAP
Cost Loss Tree

MANUFACTURING COST FIXED LABOUR MFG SUPPORT VARIABLE REPAIR & MAINT
PERSONEL
WELFARE
ADMIN COST& PROF FEE
RATE, TAXES, INSURANCE
BUILDING
SPARES
DEPRECIA-TION
LOL
OML
R/W HRS
B/D
CONS UM
KK
KK
QM
PM
PM
GAP GAP
GAP
May 11, 2010.
TPM One Point Lesson

Theme Related to Classification METHOD OF USING ALLEN KEY
CLEAN LUBRICATE INSPECT RETIGHTEN P.M.
No. Date of preparation. Engr. MK Mgr. PV Patil 23-July-08 Prepared By MKP
Basic Knowledge
Improvement classes
Trouble class
METHOD OF USING ALLEN KEY Correct method Allen key is fully inserted in the socket before tighten or loosen the bolt.
Wrong method Allen key is partially inserted in the socket before tighten or loosen the bolt.
Allen key
Allen key
DATE EXECUTED
TEACHER STUDENT
May 11, 2010.
Key Activities
DETERIORATION
Planned Maintenance
TIME
T B M 2
Life Extension 2 T [CM] B M 1
FORCED DETERIORATION Life Extension 1 JH LIMITING CONDITION J. HOZEN STEP(4) (6)

ELIMINATION OF FORCED DETERIORATION
C B M
RESTORATION OF BASIC CONDITION

REDUCTION IN SPORADIC FAILURES
RELIABILITY BASED MAINT. DIAGNOSTIC TECHNIQUE + SERVICE LIFE PREDICTION
J. HOZEN
Q.M PM
EXTENTION OF WORKING LIFE (IMP.OF WK.PTS OF DESIGN)& ELIMINATION OF CHRONIC PROBLEMS MP DESIGN + INITIAL CONTROL
May 11, 2010.
KAIZEN KOBETSU KAIZEN EDUCATION + TRAINING SHE Best Practices in Maintenance Management Pune
Role of Pillars- TPM

Activity Quality Maintenance Physical phenomenon of Defect Customer Complaint WHAT In-house Rejection & Rework
Kobetsu Kaizen (Focussed Improvement)

Planned Maintenance
LOSS Set-up, Tool change, minor stop, Motion loss, Start-up etc.
TBM Replacement, Inspection, Lubrication, Cleaning, Overhaul JH Kaizen (request) Kaizen ( MTBF, MTTR, Cost) Additional Countermeasure, After Inspection Stepwise ( Abnormalities List is separated) Audit ( Self, Section, Top management) Jishu Hozen Meeting
Jishu Hozen (Autonomous Maintenance)
Education and Training

Safety, Health & Environment
Program (Subject)
Patrol Education Kaizen ( Countermeasure) Design Review Meeting Cost, Lead time reduction, Quality Purchasing department Advising to supplier ( Quality, TPM) Restoration of unsafe action & place Additional Restoration after patrol
Development Management Office TPM
May 11, 2010.
Planned Maintenance
May 11, 2010.
Thank
You
May 11, 2010.
68

Best Practices by DC Joshi

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Conference on

Best Practices in Maintenance Management

May 11th & 12th 2010, Pune India

Role Of Planned Maintenance In Implementation Of TPM

May 11, 2010.

Best Practices in Maintenance Management Pune

Total Production Management ISO, TQM, JIT, Re-Engineering

Total Perfect Manufacturing

Total Productive Maintenance and Management

May 11, 2010.

Best Practices in Maintenance Management Pune

2. We accomplish zero-disasters & accidents, zero-defects, and zero

May 11, 2010.

Basic Concept Of TPM

CHANGE THE MACHINE.

CHANGE THE MAN.

May 11, 2010.

Best Practices in Maintenance Management Pune

May 11, 2010.

Best Practices in Maintenance Management Pune

Achieve 100% success in delivering the goods as required by the customer.

May 11, 2010.

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

May 11, 2010.

Best Practices in Maintenance Management Pune

May 11, 2010.

Best Practices in Maintenance Management Pune

ZERO MEANS ONLY ZERO !!!

May 11, 2010.

Best Practices in Maintenance Management Pune

Just Imagine that if 1% of all the flights crashed.

May 11, 2010.

Best Practices in Maintenance Management Pune

May 11, 2010.

Education & Training

5 S is The Base Of TPM

Best Practices in Maintenance Management Pune 13

TPM Pillar Structure

Seiri Seiton Seiso Seiketsu Shitsuke

Organization Tidiness Cleaning Standardization Discipline

Sort Systematic Sweep Standardize Self - Discipline

Best Practices in Maintenance Management Pune

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

Target setting for achieving Business

Implementing Kobetsu Kaizen Themes.

May 11, 2010.

Reduction of Inspection / Sampling Cost. Elimination of Customer Complaint

I Do, I Check, I Maintain

Countermeasure against source of contamination Reduction in CLIRT time

May 11, 2010.

Best Practices in Maintenance Management Pune

Reducing Environmental Impacts

Improved & Safe Working Atmosphere

Best Practices in Maintenance Management Pune

happenings in the market.

Skill / Knowledge Improvement

OTPM Loss Elimination

Cost Awareness / Cost Effective Programs.

Measuring needs for ease of

Trouble free new equipment from day one

May 11, 2010.