TPM AS A TOOL FOR

BETTER PRACTICES
AT

ROOTS INDUSTRIES LTD

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EXCELLENCE THROUGH TPM

WHY ?

TPM

SURVIVAL

ZERO DEFECT

GLOBALISATION

TPM
CUSTOMER SATISFACTION CUSTOMER DEMAND COMPETITION

TPM SUPPORTS IN BUISNESS GROWTH

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EXCELLENCE THROUGH TPM

TPM .

Total Profit Management

Through Total People Management Through Total Productive Maintenance

TPM HELPS REMAINING COMPETITIVE
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EXCELLENCE THROUGH TPM

TPM FOCUS AT ROOTS

TPM focuses on development and continuous improvement in working practices at all levels of the organisation, at minimum

cost, without compromising quality, in a safe and healthy work environment. It does not stop with maintaining of machines and increasing productivity alone.

This is achieved through Education & Training and an emphasis on Total Employee Involvement.

TPM Pillars
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EXCELLENCE THROUGH TPM

TPM OBJECTIVES

~ ZERO
~ ZERO ~ ZERO ~ ZERO

ACCIDENTS
BREAKDOWNS COST LOSS DEFECTS ABCD Z

TPM PREVENTS LOSSES BEFORE THEY OCCUR

EXCELLENCE THROUGH TPM

P Productivity improvement ----------------------------------- 1.5 to 4 times

Reduction in Number of Equipment Failures -----------0 to 1/250 Equipment Operating ---------------------------------------- 1.5 to 3 times

TPM IS EFFECTIVE WHEN

Q Reduction in Product Defects ---------------------------- 0 to 1/100

Reduction in Customer Claims ---------------------------- 0 to 1/10

C Reduction in Manufacturing Cost ------------------------ 20 to 50%

Reduction of Marketing expenses ------------------------- 20 to 30% Reduction in Administrative cost ------------------------- 20 to 30% Reduction in Maintenance Cost --------------------------- 30%

D Reduction in Product Inventories ------------------------ 0 to 1/10

S Reduction in Accident, Elimination of Pollution ------ Zero
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M Increase in Number of Employee Suggestions ----- 5 to 10 times

EXCELLENCE THROUGH TPM

INTANGIBLE EFFECTS OF TPM

Operators take care of machines by themselves without being ordered to. Employees get new confidence in their own abilities . Work places are without oil and dirt and so clean and presentable. Improved image of the organization and employees,

TPM EMPHASIS ON PREVENTION THAN CURE

EXCELLENCE THROUGH TPM

Focussed improvement (Kobetsu Kaizen) Autonomous Maintenance (Jishu Hozen) Planned Maintenance

Quality Maintenance

TPM
Education & Training

8+1 PILLAR APPROACH

EXCELLENCE THROUGH TPM

TEI, 5S, KAIZEN

Office TPM

Development Management Safety, Health & Environment

Tool Management

TPM - AWARD DETAILS

Award
Excellence Award Consistency Award Special Award World Class Award

Current Status
Under Progress Target : 2009

Award constituted by : JIPM Japan Institute of Plant Maintenance

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EXCELLENCE THROUGH TPM

PRODUCTIVITY - CD
Setup time reduction ( SMED )
200 Time in mins 150 100 50 60 30 9 BM (Aug 06) Nov-06 Mar-07 Target (Aug 07) 178

PSPR 29

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EXCELLENCE THROUGH TPM

SMED METHODOLOGY

Preliminary Stage - Observe and analyze in detail how the set- up is currently performed.
Stage1 : Separating internal and external setup activities. Stage2 : Converting internal to external setup activities and ECRS analysis. Stage3 : Streamlining all aspects of the setup operation.

SMED SET UP TIME REDUCTION (PSPR 29)

(After ECRS)

Stage 3

30

I/E : 17/3

Stage 1 & 2

152

I/E : 20/3

Preliminary stage

178

I/E : 23/0
200

50

100 MINUTES / OCCURENCE

150

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EXCELLENCE THROUGH TPM

PSPR 29

PQCDSM

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EXCELLENCE THROUGH TPM

QM PILLAR

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EXCELLENCE THROUGH TPM

QUALITY ASSURANCE MATRIX

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EXCELLENCE THROUGH TPM

4M ANALYSIS

- Standards Available but not adequate

- Standards not properly followed

- Standards not Available

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EXCELLENCE THROUGH TPM

EFFECTIVENESS MONITORING-FC4(M-Line)
Diaphragm Scratches Diaphragm Scratches
125 Before

Tone Disc Scratches

600 Before

After
Defect Qty (Nos)

Defect Qty (Nos)

100 75 50 25 0

BETTER
78 65 58

After BETTER

500

366

318 400 346

300 200 100 0

178 0
Jul-06 Mar-06 May-06 Jun-06 Apr-06

15 0
Mar-06 May-06 Jun-06 Jul-06 Apr-06

0
Aug-06

0
Sep-06

0
Oct-06

0
Nov-06

0
Dec-06

0
Aug-06

0
Sep-06

0
Oct-06

0
Nov-06

0
Dec-06

Improper Coil Locking

200

Housing Scratches
50 Before

Before
142

After
Defect Qty (Nos)

Defect Qty (Nos)

After BETTER

150 100 50 0

BETTER
47 13 9
Dec-05 Jan-06 Mar-06 Feb-06

40 30 20 10 0

25

25

22

10

8 0
Jul-06

0
Apr-06

0
May-06

0
Jun-06

0
Jul-06

0
Aug-06

0
Sep-06

0
Oct-06

0
Nov-06

0
Dec-06

0
Sep-06

0
Oct-06

0
Nov-06

0
Dec-06

Mar-06

May-06

Jun-06

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EXCELLENCE THROUGH TPM

Aug-06

Apr-06

TWO BIN SYSTEM

SupplierProduction Unit

STORE

Trays with Spool

Empty

Implemented in 8 Spools AAS Coil Winding Unit

JH STEP - 1 FLOW CHART

Identify the Machine,Team leaders & Team members
Step 0 completion as per check list Cleaning for Inspection Identifying abnormalities Put tags on abnormalities (Red & White Tags) White Tag Tag Matrix Red Tag Necessary training Arrange Tools

Assign responsibility to PM Immediate corrective action Action plan & Corrective action Consolidate
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Counter measure Plan for hard to access CLRI & SOC

Step 2
EXCELLENCE THROUGH TPM

JH STEP 2 FLOW CHART

Step 1
Take up Kaizen themes for hard to access to CLRI & SOC Kaizen implementation by JH team (Easy to CLRI & Elimination of SOC, Localized guards)

Kaizen implementation by PM team (Easy to CLRI & Elimination of SOC)

Consolidate & Monitor the results as trend graph

No. of Kaizen

No. of OPL

Accidents due to poor JH

Defects due to poor JH

Ranking the priority for daily cleaning Abnormalities Found & cleared

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CLRI time

Break down due to Poor JH

EXCELLENCE THROUGH TPM

JH STEP 3 FLOW CHART

Step 2 Develop tentative standards for 1) Cleaning 3) Lubrication 2) Inspection 4) Re-tightening Standardization Preparation of visual control standards Implement of visual control Prepare & Implement check list for CLRI Training to operator On CLRI standard by PM Do CLRI standard audit by PM

Next improve the surroundings of all the machines

At the end of of step 3, all the machines wear new look and completely upgraded. Now a complete change of shop floor takes place

Kaizens

CLRI time

Break down due to Poor JH

Accidents due to poor JH

No. of Abnormality found & cleared Defects due to poor JH

No. of visual controls

20

OPL

EXCELLENCE THROUGH TPM

Ranking the priority for daily cleaning

JH STEP 4 FLOW CHART

Develop (7+3) technical modules Imparting training on (7+3) tech module to all employee Reexamine the machine & equipment with higher knowledge & skill achieved under step 4 Now find more defects on the machines Updating the standards (Developed in step 3) Implement the new standards & check lists Consolidate & monitor the results as trend graph

Kaizens

CLRI time

Break down due to Poor JH

Accidents due to poor JH

No. of Abnormality found & cleared

No. of visual controls

OPL
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Defects due to poor JH

Ranking the priority for daily cleaning

EXCELLENCE THROUGH TPM

Constant And Never Ending Improvements

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Think !
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Think !

Thank You

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EXCELLENCE THROUGH TPM

THE NEED FOR TPM

We need to change for survival. We need to change due to soaring prices, competition, technology advancement, obsolescence, market changes, customer demands and retention and motivation of People. TPM is a strategy for survival and growth. TPM is the key for Competitiveness of any Organization.

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EXCELLENCE THROUGH TPM

TPM AWARD WINNERS

250 Global India 185 160 150 90 179 180 160

200

168

100

50 3 0 2000
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EXCELLENCE THROUGH TPM

4 2001

11 2002

16

23

30 16

2003

2004

2005

2006