TPM SESSION AT

Godrej & Boyce Mfg. Co. ltd.

Overview of TPM

Definition of TPM (TPM for Production Sector)

1.TPM aims to maximize equipment Effectiveness 2.TPM aims to establish a total system of PM, designed

for the entire life of equipment.

3.TPM operates in all including departments Planning involved with and

equipment,

Production,

Maintenance departments. 4.TPM is based on the participation of all members, from

top management to frontline staff members.

5.TPM is carried out PM through motivation

management, i.e. small-group activities.

New Definition of TPM (Company-Wide TPM)-1989

1.TPM aims to create a corporate system that maximizes the efficiency of the production system (overall efficiency improvement) 2.TPM creates systems for preventing the occurrence of all losses on the front line and is focused on the end product. This includes systems for realizing "zero accidents, zero defects, and zero failures" in the entire life cycle of the production system

3.TPM is applied in all sectors, including the production, development,

and administration depar1ments, 4.TPM is based on the participation of all members, ranging from the

top management to frontline employees.

5.TPM achieves zero losses through overlapping small-group

activities.
11

TPM ?
PREV.MAINT. (1951) CM (1957)

PRODUCTIVE MAINT.

MP (1960)

AUTO.MAINT. (JISHU HOZEN)

TPM
TOTAL PROD. MAINT. (1971)

PARTICIPATION BY ALL

RELATIONSHIP BETWEEN TPM, PRODUCTIVE MAINTENANCE AND PREVENTIVE MAINTENANCE

(3) (2) PROD. TOTAL MAINT.+ SYSTEM AUTO. MAINT. ( PM-CM(SMALL MP) GROUP ACTIVITIES)

(1) ECONOMIC EFFICIENCY

( PM )

FEATURES OF TPM FEATURES OF PRODUCTIVE MAINTENANCE FEATURES OF PREVENTIVE MAINTENANCE

SPREAD OF TPM
Automobile Industries -Toyota, Nissan,Mazda Its Suppliers& Affiliates Nippon Denso -1971

Consumer Electronics, Micro Electronics, M/C Tools, Plastics, Films etc..

Food, Rubber,Oil Refining, Chemicals, Pharmaceuticals, Gas,Cement, Paper Making, Iron & Steel, Printing Etc.

SPREAD OF TPM IN OTHER COUNTRIES

2001 TPM AWARDS
COUNTRIES NOS.
109 8 6 5 2 1 1 1 11 5 4 3 1 1 1 1 1 12 1 6 3 1

JAPAN
ASIA

SOUTH AMERICA
EUROPE

JAPAN TAIWAN INDIA THAILAND SOUTH KOREA CHINA MALAYSIA INDONASIA UK FRANCE GERMANY ITALY SPAIN SWEDEN NETHERLAND BELGIUM TURKEY U.S.A. CANADA BRAZIL ARGENTINA CHILE

NORTH AMERICA

EUROPE
NORTH AMERICA

ASIA

SOUTH AMERICA

JAPAN -109, OTHERS -75

WHY IS TPM SO POPULAR ?

SIGNIFICANT TANGIBLE RESULTS

TRANSFORMING THE PLANT ENVIRONMENT

TRANSFORMING THE PLANT EMPLOYEES

CUSTOMER ORDERS / SALES PLAN

PRODUCTION SYSTEM
PRODUCE GOOD PRODUCTS QUICKER AND CHEAPER

PRODUCTION PLANNING

MANUFACTURING

MATERIAL AND ENERGY

WORKER EQUIPMENT

PRODUCT

CUSTOMERS SATISFACTION

INVESTMENT IN EQUIPMENT

PRODUCTVITY, QUALITY, COST , DELIVERY

MAINTENANCE

UTILITY

SAFETY & MORALE

INPUT

OUTPUT

MANAGEMENT METHOD

PRODUCTION EFFICIENCY IN TPM

Production Efficiency

Production Cost Simultaneously

From TPM of Production Department to Company-wide TPM Covering All Company Activities

Top Management

Planning

Financial

Personnel

Genera l Affairs

Production

Development of products & equipments

Plant

Administrativ e

Sales

Plant

Plant

Plant

TPM Phase 1 TPM Phase 2

TPM Phase 1 TPM Phase 2

TPM of Production Department Company-wide TPM encompassing production, development, sales and administration

Individual Improvement (Kobetsu Kaizen) Autonomous Maintenance (Jishu Hozen) Planned Maintenance (Keikaku Hozen)

TPM
Quality Maintenance (Hinshitsu Hozen) Safety, Health & Environment

TPM 8 Pillar Approach

Development Management

Office TPM

Typical TPM Organization Chart

President Plant Manager Section Chief SubSection Chief Supervisor TPM Promotion Office Company wide TPM Promotion committee Plant TPM promotion committee Section TPM promotion committee Foreman TPM promotion committee (Leader Meeting) Small group formed on the production floor (PM circle)
FOCUS IMPROVMNT sub-commmittee AUTO.MAINT sub-committee Planned Maint. sub-committee Initial flow control sub-committee QUALITY MAINT. sub-committee Office improvement sub-committee Education and Trg. sub-committee Safety and hygiene sub-committee

Front-line Worker

Focused Improvement
Purpose: Achieve zero losses of all types. Achieve ultimate production efficiency improvement Members: Staff / Manager Activities:
Understanding the 16 major losses Calculating and settling goals for overall equipment efficiency, productivity and production subsidiary resources Implementation of PM analysis Thorough pursuit of equipment and production as it should be.

Autonomous Maintenance
Purpose: Training of operators for proficient in equipment Maintaining ones own equipment self Members: Operator, Line Leader Activities: Implementation of 7 steps 1. Initial clean-up 2. Countermeasures for the source of problems and measures for difficult-to- access locations 3. Creation of tentative autonomous maintenance standards 4. General inspection 5. Autonomous inspection 6. Standardization 7. All-out goals management

Planned Maintenance
Purpose: Improving efficiency of maintenance departments to prevent 8 major losses Members: Manager and maintenance men of maintenance department Activities: Daily Maintenance Time Based Maintenance Condition Based Maintenance Improvement for increasing the service life expectancy Control of replacement parts Failure analysis and prevention of recurrence. Lubrication control

Quality Maintenance
Purpose: Achieve zero defects by supporting and maintaining equipment conditions
Members: Quality assurance Staff, Production engineering staff, Manager

Activities: Verify quality characteristics standards; understand defect phenomena and performance Investigating the conditions for building quality, processes and raw materials, equipment and methods Investigating, analysing and improving the conditions of malfunctions Setting 3M conditions, setting standard values for inspection Creation of standards that can be followed; trend management

Development Management
Purpose: Reducing product development and prototyping time Reducing the development, design and fabrication time of equipment Improving 1-shot start-up stability of products and equipment

Members: Research and development staff, Production engineering staff, Maintenance staff

Activities: Setting development and design goals Ease of production Ease of QA Implementation Reflect in MP design Ease of use Ease of maintenance Reliability Investigate LCC Design release drawing Production: Identify problems in the prototype, trial run and initialphase mass production control stages.

Office TPM
Purpose: Achieve zero function losses Creation of efficient offices Implementation of support functions for production departments Members: Leaders and members of administration/Indirect departments Activities:
Autonomous maintenance activities 1. Initial clean-up (personal space) 2. Work inventory 3. Countermeasure for problems 4. Standardization 5. Promotion of autonomous management activities of work Individual improvement through project activities 1. Shortening of settlement schedule 2. Improvement of distribution 3. Improvement of purchasing and subcontracting 4. Reform of production control system

Education and Training

Purpose: Establishment of technical education for operations and maintenance workers Members: Operators Maintenance workers Activities: Basic process of maintenance Tightening nuts and bolts Aligning keys Maintenance of bearings Maintenance of conductive parts Prevention of leaks Maintenance of oil pressure and air pressure equipment Maintenance of electrical control equipment

Safety and Health

Purpose: Achievement and support of zero failures Creating a healthy and safe workplace that gives meaning to work

Members: Safety, health and environment managers and specialised committee membe Staff specialising in safety and health Activities: Measures to improve equipment safety Measures to improve work safety Improvement of work environment (noise, vibration and odors) Measures to prevent pollution Creation of healthy employees Promotion of invigorating activities

FUNCTIONS OF VARIOUS TPM COMMITTEES

TPM STEERING COMMITTEE

PERIODIC REVIEW OF TPM IMPLEMENTATION WITH THE HELP OF TPM SECRETARIAT & SUB-COMMITTEES

TPM SECRETARIAT
DEVELOPMENT OF TPM PROGRAMMES ENSURE TPM IS MOVING IN RIGHT DIRECTION AT RIGHT SPEED HOW TO IMPROVE TEAM WORK ENSURE FULL INVOLVEMENT OF ALL

TPM EFFORTS ON RIGHT TRACK DEDICATED SENIOR LEVEL PERSON

 PUBLICISE IN COMPANY MAGAZINES OR THROUGH SEPARATE LETTER ANNOUNCE FOR SELECTION OF A MODEL EQUIPMENT WHERE MAXIMUM IMPROVEMENT IS POSSIBLE HORIZONTAL REPLICATION

EXAMPLE OF BASIC TPM POLICY & GOALS

BASIC TPM POLICY
WITH EVERYONES PARTICIPATION, TO AIM FOR ZERO BREAK DOWNS AND ZERO DEFFECTS AND SEEK TO MAXIMISE OVERALL EQUIPMENT EFFECTIVENESS TO CREATE A WELL ENGINEERED EQUIPMENT AND USE IT TO BUILD IN QUALITY TO DEVELOP EQUIPMENT COMPETENT PERSONNEL AND HAVE THEM EXERCISE THEIR FULL POTENTIAL TO CREATE LIVELY AND ENERGETIC WORK PLACE

TPM IN TOTALITY
MAXIMISING EFFICIENCY OF TOTAL PRODUCTION SYSTEM

TPM
P

VISION MISSION
EFFECTIVENESS
PRODUCTION Q QUALITY C COST D DELIVERY S SAFETY

EXCELLENCE

SUPPORT (8-PILLARS)
KOBETSU KAIZEN PLANNED MAINT. EDU.& TRG. QUALITY MAINT INITIAL FLOW CONTROL OFFICE TPM SHE JISHU HOJEN

FOCUS
ZERO ABNORMALITY ZERO ACCIDENT ZERO BREAK DOWN ZERO CUSTOMER COMPLAINTS ZERO DEFFECTS ZERO POLLUTION

RESULT
SHARE HOLDERS DELIGHT CUSTOMERS DELIGHT PROCESS EXCELLENCE CONT. IMPROVING ORGANISATION

M MORAL

APPROACH
TEAM APPROACH OWNERSHIP TOTAL EMPLOYEES PARTICIPATION TOTAL CUSTOMER SATISFACTION REWARDS & RECOGNITION REGULAR REVIEW

PRODUCTIVITY ---

COMPANY-A Company A

(Increase with respect to bench mark 1996-97)

2.00 1.75 1.50 1.25 1.00
1996-97 Series1 1.00 1997-98 1.45 1998-99 1.46 1999-2000 1.65 2000-2001 1.67

No. of times

Avg. Apr'01 to Oct'01 1.77

2001-2002 (Target) 1.87

DOWNTIME TREND --- COMPANY-A Downtime trend

700 600 500 400 300 200 100 0

664.08

321.68 168.46 76.25 55.63 6.5 1996-97 1997-98 1998-99 1999-2000 2000-01 2001-02 (till date)

Customer complaints
7 6 5 4 3 2 1 0 1996-97 % of Sales 6.2 1997-98 2.69

CUSTOMER COMPLAINTS --- COMPANY-A

Company A

1998-99 1.25

1999-2000 1.24

2000-01 1.19

Apr'01 to Sep''01 1.11

Cost

COST

---

COMPANY-A Company A

Decrease with respect to Bench Mark 1996-97)

1.2

GOOD
1

0.8

No. of Times

0.6

0.4

0.2

0 1996-97 Series1 1 1997-98 0.84 1998-99 0.85 1999-2000 0.81 2000-01 0.81

2001-02(Till Date) 0.81

Target (2002-03) 0.78

SAFETY Safety
NO. OF ACCIDENTS

---

COMPANY-A Company A

MAJOR ACCIDENTS STATISTICS OF THE PLANT (EXCLD SMS)

60 50 40 30 20 10 0

51 22 22 17 17 5 1996-97 1997-98 1998-99 1999-2000 2000-01 YEAR 200102(Till Date)

WHAT TPM IS NOT?

ONLY MAINT. DEPARTMENTS ACTIVITY---NO TPM--- PRODUCTIVITY DRIVEN INITIATIVE ---ONLY MAINT CAN NOT DO MAINT.--- ASSET MANAGEMENT TPM---TOTAL PARTICIPATIVE MANAGEMENT

TPM SUCCESS FACTORS

TOP MANAGEMENT TIME FOR MONTHLY STEERING COMMITTEE REVIEW MEETING SUCCESS OF MANAGER MODEL MACHINES PARTICIPATION BY ALL GOOD & DEDICATED PERSON FOR TPM SECRETARIATE. DEPARTMENTAL / CIRCLE MEETINGS. 8 PILLARS SUB-COMMITTEE MEETINGs.

TPM SUCCESS FACTORS

PEOPLES MOTIVATION THROUGH VARIOUS SCHEMES SUCH AS A)MOTIVATING SUGGESTION SCHEMES B) REWARDS & RECOGNITION FOR VARIOUS TPM ACTIVITIES LAUNCHING OF COMPAIGNS FROM TIME TO TIME SUCH AS 5S, , BEST ACTIVITY BOARD, BEST KAIZEN, BEST OPL ETC.. TPM GALLERY,ACTIVITY DISPLAY BOARDS LINKING OF TPM ACTIVITIES WITH APPRAISAL SYSTEM ONE RELIGION