TPM TOPOGRAPHY

DELPHI TVS SYSTEMS LTD

Mr. VENKAT RAMANA

BRAKES INDIA LTD, SHOLINGUR DIVN.

Mr. VARATHARAJAN

FI
AM

TUBE PRODUCTS OF INDIA

Mr. RAVI KANNAN

PM

LOYAL TEXTILE MILLS LTD

Mr. RAMAKRISHNAN

E&T

AQUASUB ENGINEERING P Ltd

Mr. SIVAKUMAR

QM

UCAL FUEL SYSTEMS

Mr. NARAYANAN

DM

PERFETTI VANMELLE LTD

Mr. ARUN KUMAR

OTPM

CHENNAI PETRO CHEMICAL LTD

Dr.SARANGN & Mr. KALAIVANAN

SHE

Look at this Migrating birds flying in a particular pattern for thousands of miles What are they looking
for? A particular type of food available in a particular country / area i.e., seeking for an objective of
food, lay eggs and raise family. Even in this journey for search of food, they follow a disciplined
Teamwork, the leadership changes frequently - the leader flies first across the wind creating turbulence
others use that aerodynamics to move in a pattern so that flying effort is less. Then the leader changes
someone by rotation takes over What a marvelous Teamwork.

Seeking understanding through

questioning. debating
It was fascinating to observe monks of all
ages debating Buddhist thought

Debating esoteric teachings in pairs.

The monks confront each other in pairs, and
engage in heated discussions relating to esoteric
teachings.
"Yellow Hat Sect for centuries".

The great Ramana Magarishi said, Ask questions & look for knowledge in the
answers. This is called Prasna / Vyakyanam.Tharkam,or patti manram in Tamil In
Tibetian Buddhist Monks also practice a similar concept of debating to find knowledge

??
!!
??
??

Office
Improvement

Safety, Health and

Environment

Education and
Training

Development
Management

Quality
Maintenance

Planned
Maintenance

Autonomous
Maintenance

Foccussed
Improvement

TPM

GI Q1 Sir, we have a major problem of new CEO not showing

commitment to TPM since he is under pressure from global competition.
He focuses more on Profit. In the absence of his support, senior managers
also have become less interested in the program. Since we have already
done 2 years of hard work, we are in a confused situation to continue TPM
or not. Some workers are still enthusiastic and go on continuing their
committed Jushu Hozen work. Please advise.

Excellent question raised at the beginning of this session. Let me try to

answer your question. Whenever there is a Change of a leader or CEO or MD
we have seen it affects the change initiatives promoted by previous CEO. . The
question arises who has to take the initiative to discuss the issue with CEO.
Other managers are reluctant to discuss because they may be branded as the
man of previous regime.. .
In such extraordinary situation the first initiative has to come from the CII TPM
Club India Counselor. Many times they have faced similar problems and they
have done good P>R. Work. The Counselor will discuss and then motivate the
CEO to visit a company who has derived good benefits out of TPM, especially
in terms of P Q C D S M. Seeing is believing and the new CEO will see for
himself the benefits. The counselor then addresses a joint meeting with CEO
and Managers highlighting strength and weakness of this company. The CEO
is encouraged to adopt a machine and do all steps of AM, PM, DM. Once he
is convinced, his dream of profit will come thru TPM, then his commitment level
increases. In fact he gets so motivated that TPM in that company will be more
efficient and effective. As regards Middle managers not showing interest , they
need continued support from the Top and need timely appreciation. I hope I
have answered your question

GI Q2 In Textiles we are having machine utilization efficiency of 99% why should

we go for TPM? Moreover we employ a large number of people. How to manage
them with TPM?

ANS:In Textiles the machine utilization

efficiency of 99% means only availability and
other factors like Quality, rating, etc., are not
considered. Once we consider Quality factor,
OEE comes down to 65 66%. There is
opportunity gap of improving 30 35%. F1,
PM, QM Pillars will do analysis of these
losses (gaps) and come out with kaizens.
As regards people, TPM has been
successfully implemented in Indonesian
Spinning Mills. Each employee, mostly girls
are trained for skill up gradation and attend
to minor defects.
They have become
Equipment, process and Quality focused
competent operators and hence OEE has
improved. What we need to give is our
commitment of time and effort to train them.

UE

= Availability x Performance
90%

OEE =

Availability
x
Performance
x
Quality
65%

GI Q4 In TPM organization, we have tried pillar heads and circle leaders

based on seniority of people. It does not work because they do not have
time and there is clash of ego and interest. What is your advice?

Based on our experience from many

units, it is preferable to give responsibility to
the functional head in the organization. For
example
JH Pillar is headed by production Manager. All
JH circles report to him and he can train and
guide them
Maintenance Manager heads PM Pillar and all
maint men form his members and he will have
good controls
Quality Assurance Manager heads QM Pillar
FI pillar is headed by Technology head /
General Manager (Next to CEO)
Projects Manager heads DM Pillar
HRD Chief, etc head E & T Pillar.
By this changed reorganization, we try to
integrate TPM responsibility as a part of his
routine responsibility. It is also advisable to
introduce goal-setting process from CEO to
lower level in terms of P Q C D S M. This will
bring all of them in respect of Goals
alignment. Workers in a section, in each shift
will form a circle so that even when they rotate
in shifts they can continue TPM activities.
Maintenance men work as co -opted
members. A typical example where it works
well is in Panipet Refinery.

AM Pillar

Leaders Circle
1
Members 10

Circle
2
15

Circle
3
12

Circle
4
10

P
Q
Daily
Work

C
D

Tech.
Support

S
M

Pillars

Members

K
K
10

P
M

Q
M

1
2

E
&
T
1
4

D
M

OT
PM

1
0

S
H
E
1
1

FI PILLAR ACTIVITIES
SN.

1.

PILLAR

Focused
Improvement
(FI)- 7 steps

MAIN ACTIVITIES
Collect data ,Identify various losses, prepare
loss tree,expose abnormalities
Compare performance with the best-either in
india or globally and if data is not available set an
arbitrary target 20 % more than already achieved
Plan projects for loss reduction by implementing
Focused Improvement Kaizens- Use RCM,RCFA
Lean, Six Sigma or any tool and techniques for
analysis
Support Autonomous Pillar to eliminate
equiment and process Problems
Support Planned Maintenance Pillar to eliminate
Chronic problems
Support Development Pillar and MP
Support as coordinating body for E& T, QM
SHE

Loss Structure During Production Activities (16 Major Losses)

<person>
Man-hour

5 Major Losses Preventing Efficiency of Manpower

Operated man-hour
Waiting
instruction loss
Waiting material
loss
Equipment
downtime loss

Excluding manhour (Supported

by other
departments)
9. Management
loss
Production
Man-hour
10. Operating
loss

Duty hour

Line
organisa
-tion
manhour
loss

Method/procedu
res loss
Skills and
morale loss

11. Line organisation

loss

Line
organization
loss

12. Logistics loss

Defects
in manhour
loss

13. Measurement and

adjustment loss

Scheduled
downtime
Scheduled
downtime

8. Shutdown loss
1. Equipment
failure loss

Loading time

2. Set-up loss

Net operational
Man-hour

Operating time

motions loss

Equipment
performance
loss

Unautomated
system loss

Loading man-hour

[Equipment Efficiency]

<Equipment>
Elapsed time

Downti
me loss

3. Cutting blade and

jig change loss
4. Start - up loss

Effective
man-hour

Net Operating
time

Valued man-hour
Valued
(man-hour for
operating time
turnout)

Performa
nce loss

Defects
quality
loss

Other downtime loss

5. Minor stoppage &
idling loss
6. Reduced speed
7. Defects and
rework loss

<Energy>
Input energy

Cleaning
checking
Waiting
instruction
Waiting
materials
Waiting
personnel
distribution
Quality
confirmation
(Adjustment
of measurement)

<Materials>
Loading time

Start-up loss

Overload loss

15. Energy loss

Effective energy

No. of qualified
products

Start-up loss
Weight of
qualified products

Radiation loss
16. Die and Tool loss

[Efficiency of material and energy]

Defects quality loss

Cutting loss

14. Yield loss

Losses in weight
Losses in excesses
(increased commission)

3 Major Losses Preventing Efficiency of Material and Energy.

8 Major Losses Preventing Efficiency of equipment

[Manpower
Efficiency]

Relationship between Six Major Losses on

Equipment and Overall Equipment Effectiveness
Equipment

Six major losses

c
Loading
time

Net
operating
time
Defect
losses

Valuable
operating
time

Equipment
Failure

Availability =

loadingtime downtime

100

loadingtime
(e.g)

Down time
losses
Speed
losses

Operating
time

Calculation of overall equipment effectiveness

Set up and
adjustment

eIdling and minor

stoppage

Reduced speed

g
h

Defects in
process
Reduced yield

Availability =

460mins 60mins.
460mins.

100 = 87%

Performance theoretical cycle time x processedamount

=
100
efficiency
Operatingtime
(e.g)
Performance 0.5mins./unit x 400units
=
100 = 50%
efficiency
400mins

Rate of quality processedamount - defect amount

=
100 = 100
products
processedamount
(e.g)
Rate of quality 400 units - 8 units
=
100 = 98%
products
400 units

Overall effectiveness = Availability X Perf

= effeciency X rated quality products

(e.g.) 0.87 0.50 0.98100 = 42.6%

TOOLS AND TECHNIQUES USED FOR IDENTIFYING LOSSES IN FI PILLAR

Whatever be the technique you employ it is essential to train Teams and
provide them with Knowledge to use appropriate tools and Analytical
techniques like
Why Why Analysis Fishbone Paerto Analysis
Cause & Effect Analysis
ROOT CAUSE ANALSIS for RCM or RCFA
Failure Mode and Effect Analysis (FMEA)
TPM Loss Analysis due to OEE,MTBF,MTTR
PM Analysis, SQC, Quality Tools,
Plan Do Check Act (PDCA)\Deming Wheel
DMAIC,Cp, CPk for Lean & 6 sigma
Benchmarking\Best Practices, Business Process\and Reengineering
Visual Management and Controls Etc
Run and Control Charts, Histograms, PERT and CPM

IDEA is to improve their analytical Skill and make them innovative in all
their actions. If we can do this half the battle is won

Q1: Who

heads this Pillar?

Q2 In practice it is difficult to collect losses from
various equipment / departments and processes in a
large plant. How to solve this problem

ANS: Thanks. You have raised very good and relevant questions.
A 1 The ideal person to head this pillar is the senior most experienced
knowledgeable General manager, who knows the entire operation,
technology and maintenance aspects. Normally F1 Pillar is the one who
identifies gaps or losses and hand over problems to other pillars for
developing kaizens
A2 As regards difficulty in collecting losses, it is a team effort and
several brainstorming sessions are required. Simultaneously in a large
process plant we have to do ranking of equipment & categorize it as most
critical, important, less important and not important i.e., category A, B, C & D.
Then we have to analyze OEE, MTBF, MTTR and various historical data on
failures, low productions, accidents, etc.on Category A Equipments and
then on B type equipments First we must tap the low hanging fruit i.e.,
where we get maximum benefit with lower resource inputs and then proceed
for more critical and difficult problems

Q 3 How to fix the quantum increase in target for improvement?

Q 4 How to solve conflicts between this pillar head and production head
that does not agree for any extra efforts?

A 3 in setting Goals of production we must compare with local

and global competitors and if data are not available assume an
arbitrary target of 20% increase over existing level. Then
critically analyze all de bottlenecking opportunities. Wherever
required employ techniques like RCM, RCFA, Six Sigma, etc.
Based on results of these studies, make plan of action either to
do debottlenecking or design change or change of material of
construction or change of operating procedures / parameters
or change of maintenance practices.
A 4 As regards support and coordination, between pillar heads it
is essential to have mutual understanding. Difference always
exists between 2 heads of department but the CEO & HR
department ensures a smooth Team working culture. The
credit for a successful job done goes to the Team and not for
individuals. Once we bring this change in working culture all
issues can be settled.

FI Q5 My equipment OEE is only 35% what should be done to

bring it up to 90%?

ANS:That is a good question. First analyze the availability(

time loss ), rate losses and quality defects and rejects losses
by using analytical tools .
Losses occur due to breakdown, or due to process problems,
or due to bottleneck of machine ahead, or due to high tool set
up time, etc. After discussing with FI, PM & QM Pillar head, do
thorough analysis, prioritize the loss and take up kaizens,
which will first bring up the machine availability to around 75 %
Then take up speed or rating loss, and then take up Quality
rejects loss. If you do step by step analysis of problems and
do immediate kaizen to solve that particular problem it will help
in achieving the Target. Do not accumulate or postpone
problems Solve as you notice it, even if it is a minor problem
In this case JH helps in CLRI, DM for design change, E & T for
skill development, office TPM for proper storage, proper raw
material, etc. PM for zero breakdown and QM for quality defect
source. AM Pillar achieves the goal before step 4.

KAIZEN PROGRAM FOR FAILURE LOSSES

Steps for zero failures
1. Classify and Rearrange Past Failures
lassify by line and equipment
lassify by failure location
lassify by failure mode
lassify by cause

Production Roles
nderstand and take actions on manufacturing
responsibilities, e.g., operational errors
(Training, FP,etc.)

dentify failures which occur again based on

maintenance records

tudy failures which can be dealt with by Jishu

Hozen (Plan and prepare locations to be
checked and skill training)

ake permanent measures on failures on

which only temporary measures are taken
(Causes are known, but actions cannot be
taken due to time, technology or budget.)

-Analyze failures as our own problem

2. Failure Analysis and General Checks

lassify by type sporadic or repeated failure
Reanalyse failures that have occurred again

lassify by ease ( If can be prevented by Jishu Hozen)

hrough analysis of new failures
3. Eliminate Forced Deterioration
and Restore Deterioration Left
Unattended

4. Study and Improve

Weaknesses (Corrective
Maintenance)

5. Prepare and Consolidate

Standards (Including Failures
Involving Defects)

epeat WHY WHY Analysis

heck similar equipment and locations and
correct Fuguai
ind and restore Fuguai by cleaning

-Thorough analysis and guidance

erify and take actions on repair errors (Skill
training)
orrect, train and guide Fuguai

rovide basic conditions

onsolidate and guide operating conditions

earn andbasic
observe
operating
conditions
mprove
conditions
so that
they can be
maintained easily (Countermeasures on
sources and places difficult to check, clean and
oil), Enforce visual control

nalyze and correct design weaknesses

ake general checks of equipment.

mprove mechanisms.

liminate forced deterioration of invisible parts

tudy measures to lengthen life

repare periodical maintenance manual

repare Jishu Hozen manual

etermine lives of equipment and composite parts

heck by check list and restore deterioration

etermine deterioration pattern (DFR, CFR, IFR)

nalyze relationship between equipment accuracy
and qualitymaintainability
characteristics.
nhanced

6. Maintenance Efficiency
nhanced visual control

7. Explosion of Predictive Maintenance

Maintenance roles

tatus monitoring and trend control by simple

diagnostic equipment.

aintenance (survey, preparations, work,

etc.)
nhanced spare parts management
etermine
deterioration and predict life by
ood housekeeping of drawings and other documents
precision diagnostic equipment.

AM PILLAR ACTIVITIES
2.

Autonomous Implementing AM in Management Model equipment and

Maintenance then take up equipment in stages to train the members
(AM)- 7 steps through relay training

Step 0 Know your Equipment

Step 1 Establish basic condition for the equipment- clean
dust, & contaminants,use 6 senses for identifying &
correcting loose fasteners,abnormal noice ,overheating,
leakages,- Learn to use tags
Step 2 Contamination sources &Elimination of inaccessible
areas- hard to clean, lubricate, Remove all root causesprepare tentative standards
step 3 Introducing Visual Controls and Visual management
Step 4 Training the operators for general inspection of
Equipment- Make them Equipment Competent- they should
know as how to predict failures in machines and how to
attend to it immediately
Step 5 Train them fully on Know why of Process to make
them Process Competent, prepare process manual with
visuals
Step 6 Training for understanding Quality issues, what
customer wants, and how his skill can be upgraded to make
zero defect productsStep 7 Practice full Self management

The purpose of autonomous maintenance is to teach operators how to

maintain their equipment by performing:

Daily checks cleaning with meaning, leaks, dust, high temp,

sounds
Lubrication
Replacement of parts
Repairs- minor
Precision checks
Early detection of abnormal conditions using 6 senses and
tools
Autonomous maintenance is based on education and training. It is
about raising awareness of the operators on the knowledge
and understanding the operation principles of their machines.
They need to develop three skills:
1.- Ability to preserve normal conditions
2. Ability to determine and judge when operating conditions become
abnormal
3.- Respond quickly to abnormalities by repairing the machine or
having some technician take care of it when he (she) does not have
enough knowledge, skill or resources.

7 Types of abnormalities

Abnormality
Not
Identified

1.
2.
3.
4.
5.
6.

Minor Flaws
Unfulfilled Basic Conditions
Inaccessible places
Contamination sources
Quality Defect Sources
Unnecessary and non-urgent
items
7. Unsafe places

Identified

Training
to eye
Operator

Specialist

Kaizen
Training by
JH Pillar

Open area Tags

Tagging on the equipment is
difficult if the equipments are in
open area. In this case better to
have a tag stand holder near the
equipment and put all the same in
those bin. There must be two bins
one is for identification and other
one is for rectification for separate
red and white tags.

Not
related

Related
to

Maintenan
ce

Kaizen Training
by PM Pillar

Related
to

Technolog
y

Kaizen Training
by KK/DM Pillar

Related
to

Quality

Kaizen Training
by QM Pillar

Related
to

Skill

Kaizen Training
by E&T Pillar

Related
to

Design

Kaizen Training
by DM Pillar

Input/Outp
ut

Kaizen Training
by OTPM Pillar

Safety

Kaizen Training
by SHE Pillar

Related
to

Related
to

Countermeasure
s & Kaizen by JH

Coordination and
Abnormality Based
Training By Other
Pillars

Zero
Abnormality

Countermeasures &
Kaizen by respective
pillars

How other pillars should help AM pillar

FI

PM

QM

ET

DM

data on analysis reports

related equipment's losses
with respect to ROA, ROP,
ROQ - to improve OEE

Training on Step 0 - Know

your equipment - parts ,
functions, operations,
safety, efficiency
improvement, etc.

identification of quality
defect sources

Training to operate and

maintain (CLRI) the
equipment as per step 0
and step 3

Development of
equipments for easy and
safe operation

data on analysis of
consumption of mateials,
energy, yield, etc. - to
reduce per unit cost

Training on identification of
7 types of fuguai's,
classification and impact
on equipment

training on identification of
defect types A,B,C

Training - theoritical
knowledge - to identify
abnormalities - 7 types

development of equipments
which are easy to do CLRI

facilitation to achieve
objectives and targets set
for equipments

Training to operators to
remove white tags

OPL for identification of

defects

training - theoritical
knowledge - on hydraulics,
pnematics, electrical, drive
mechnism modules with
respect to the equipment

development of equipments
which requires minimum
adjustments to produce
quality products

facilitation to implement
kaizens identified to
reduce losses

Training on CLRI, and its

reduction of time to
improve availability ROA

training on identification of
Q components,

training on safety
requiremts to be followed
inside the shopfloor

development of equipments
which gives early warnings
to operators so as to
initiate preventive
measures

training on 5 Why analysis

to identify root cause

Education on deterioration
- Forced, Accelerated, and
Optimal conditions and
Desired conditions of the
equipment

Visual controls and visual

management to produce
defect free products

training - TK - on
fasterners, lubricants,
coolants and inspection of
the the same in time series

development of equipment
with visual controls and
management

Education on Implementing
the concept of "Cleaning
with meaning "

all measuring and

monitoring instruments are
free from error and easy to
hande and use

training on visual controls

and visual management

OPL related to operation of

the equipment

training to record the

abnormalities - Red tags,
white tags, abnormality
matrix, tentative standards,
etc

Implementaion of the
equipment modifications to
improve hard to access
areas and eliminating
sources of contamination

training on losses related

to equipment effectiveness

JH Q1 In theory classes, E & T Pillar provides lectures as what should be done in

steps 0, 1, 2, 3, 4, etc. They do not help in actual field because of their lack of
machine knowledge nor field experience. Operation heads have no time to train
workers. Due to this in many plants workers in AM or circle just clean some parts,
paint and do nothing else. There is no sincere effort put in by senior managers to
make operators equipment competent / process competent
JH Q 2 Second question is operators who are old and uneducated (but good in
their job) do not want to learn. They say they know the job well and how can E & T
men teach them how to operate?

ANS: in most of the companies we face this problem during the initial
period. First of all the operation manager has to be committed to take
it as a challenge and train his people in both theory and practical
knowledge, For this it is better to depute one of his experienced
operation engineer to do both teaching theory and practical. Lessons
Second change of mindset of old people comes from continuous
motivation and persuasion. Sometimes we need to give them prizes
and awards for learning more about his machine or process.
We should understand mind set change happens over a period of time
and we should have patience -that is why JIPM has given a period of
3 years to complete initial TPM and the Mind set issues before
applying for the first award . I hope I have answered your question.

JH Q3 It is difficult to collect data and draw graphs etc as people in

Shop floor is not familiar with computer? Can secretariat help?
JH Q 4 We put tags Red and White Initially every body attends with
enthusiasm but after some time, tags remain unattended. Maintenance
says they have no time to attend. Can we engage outsourced
maintenance crew to attend such jobs?

ANS:Q3 As regards data presentation in circle

boards, it is enough if it is drawn by hand. In fact
JIPM likes it that way. As regards TPM
secretariat doing chart preparation work we do
not want to encourage. It is up to the company to
decide depending up on its size. However
secretariat can help during initial period
Ans Q4 As regards accumulation of tags due to
not attending on time, it is important AM Pillar
head should study this problem and discuss with
PM head (Maintenance head). If there is a
genuine resource problem, maintenance head
can decide to employ some contractor men,
periodically to eliminate the tag but the
responsibility of kaizen to overcome abnormalities
rests with Pm Pillar head.

JH Q 5 - What support E&T pillar should give to

AM pillar

Off line training (Theoretical Knowledge) to operate, maintain (CLRI)

the equipment as per Step 0 and Step 3
Off line training (Theoretical Knowledge) to identify 7 types of
abnormalities - tagging (Red / White)
Training on safety aspects while operating - Unsafe places / Unsafe
conditions / Unsafe practices
Training on fasteners, lubricants, coolants, etc and its inspection in
time series
Training on Hydraulics, Pneumatics, Electrical / Electronics, Drives
and controls etc.
Training on visual controls and management
Training to record the abnormalities, Red / White tags, abnormality
matrix, etc.
Training to develop Tentative standards for CLRI - JH Step 3
Training on losses related to OEE

JH Q 6 What support PM pillar should

give to AM pillar?
Ans Q6 Training on Know Your Equipment (Step 0) Parts, Functions, Operation, Safety etc.
Education on the concept " Cleaning with Meaning "
Training to identify 7 types of abnormalities,
classification and its impact
Training to remove White tags
Training to do CLRI, and its reduction to improve
Availability
OPL related to operation of the equipment
Implementation of Kaizens related to Hard to access
areas and Elimination of sources of contamination

JH Q 7 - What support AM pillar expects

from OTPM pillar?
Spares and materials (Oils, lubricants, cleaning
materials / tools) should be readily available
Spares and materials shall be free from defects
Storage and preservation of spares / materials
to prevent from loss, damage and deterioration
Spares and materials shall be easily accessible

AM Q 8 What support AM pillar

expects from QM pillar ?
1. Training on identification of Quality defect sources
2. Training to identify Quality defect types ( A, B, C )
3. One Point Lessons to identify Defects related to
materials
4. Subjective typeTraining to identify Q Components
5. Visual controls and management of process
parameters ( QM Check Sheet ) to produce defect free
products
6. All measuring instruments are free from error, easy to
interpret, easy to handle etc.

PM PILLAR ACTIVITIES
SN.
3.

PILLAR

MAIN ACTIVITIES

Restoration of deterioration and bring equipment

to basic condition. Abolish environments causing
deterioration -Support to AM to eliminate perennial
problems and to train operators on maintenance.
Build a strong Time Based Maintenance and
reliability,
Maintainability predictive -Condition Based Maintenance System
( Ranking of Equipments & prioratise) Use
operability
techniques like RCM. RBI,RCFA,FMEA,Vibration
diagonastics,
analysis, thermography,
issues
Improve OEE, MTBF, reduce MTTR ,set goals
Implement data Management systems ( CMMS or
SAP
Controlling budgets-spare parts cost and
inventory. Repair cost,
Implementing Value Engineering to reduce cost
and to improve equipment life.- rectify design
defects, correct operating procedures,maint
standards inspection standards etc ,

Planned
Maintenance
(PM)
Address

Examples of Planned Maintenance Goals

Indicator

Failures by equipment ranking

Failures by failure ranking

Process failures

Equipment failure severity

Equipment failure frequency

PM achievement rate

Improvement Goal
A equipment
B equipment
C equipment

0
1/10 of baseline
of baseline

Major failures
0
Intermediate failures
1/10 of baseline
Minor failures
of baseline
Leaks, contamination, and blocks
0
Abnormal pressures, temperatures, and
flow rates due to complex causes
of baseline X 100
(A equipment: 0.15 or less)
Failure downtime
Operating time
Failure stops
Operating time

X 100

(A equipment: 0.1 or less)

X 100

PM jobs, completed
Total planned maintenance
Jobs scheduled

(90% or more)

Outline of Planned Maintenance System

Planned Maintenance
System

Control of
technical data

Specialised
maintenance

Equipment
diagnostics and
condition
monitoring

Equipment
diagnostics

MP design

Education
& training

Small-group
activities

Maintenance
calendar
periodic
checks

Sudden
breakdow
n

Breakdown
maintenance

Shutdown
maintenance

Opportunity
maintenance

Lubrication
control

Daily checks

Discovery of
abnormalities
Morning
meetings

Predictive
maintenance

Spare-parts
control

Autonomous
maintenance

Treatment of
abnormalitie
s

Checking and servicing records

Failure, maintainability, and

reliability analysis
Supporting subsystems

Breakdow
n

Breakdown
maintenance

Fixed-asset
control

Budget
control

Schedule
control

Fig.1.2 The Process of Equipment Maintenance

What equipment?
1

Evaluate the criticality of the equipment based on

P,Q,C,D,S and M criteria and classify the equipment
What parts?

Practical decision making through step activity of Jishu Hozen and

Keikaku Hozen . Logical decision making,through the application
of FMEA, FTA, PM analysis, RCM (Reliability Centered
Maintenance) etc
What maintenance method?

BM (Breakdown maintenance)

Select from the following maintenanceTBM (Periodic maintenance)

methods for each part. Selection
Inspection and Repair (Overhaul)
depends on the criticality of the
equipment.

CBM (Predictive maintenance)

Draft the standard maintenance procedure

5W1 H method should be used to draft the standard maintenance
procedure

Carryout maintenance systematically

Maintenance tasks must be performed systematically based on the

maintenance calendar and standard maintenance procedure.
12

Fig 1.5 Five Countermeasures to Achieve Zero Failures

Five Factors

Inadequate compliance
with basic
requirements
Non-compliance with
usage requirements

Five Countermeasures

3
3

Neglected
deterioration
Inherent design
weaknesses

5
5

Lack of skill

Adequate compliance with

basic requirements
Compliance with usage
requirements
Restoration of deteriorated
equipment condition
Rectification of design
weaknesses
Improvement of operation
and
maintenance skills
18

PM Q1: This pillars responsibility is to give assurance on zero breakdowns, zero accidents
due to defects in equipment. The actual problem in the field is too many red tags are put by
operations during their Autonomous inspection. They do not want to learn about small
maintenance jobs when PM Pillar offers to train them. Everyone whether operations or quality
control or safety department or project department blames PM maintenance department that
we do not do our job. How to get their cooperation so that as a team we all sit together and
find a solution to each problem.

Your question is a very genuine problem faced by most

of the maintenance people. In TPM we preach that operators in step
4 should be equipment competent but in reality it does not happen.
The reason is that when a company reaches step 4 in some
equipments immediately they want to apply for JIPM Award. Once
they get the first award, the initiative comes down drastically as
observed in many companies.
So the solution lies that the Top Management should insist thorough
training for all operators up to step 4 across the plant and only when
he is satisfied that a changed work culture is seen everywhere, he
should ask for a Health check up or JIPM Audit. In fact a clear
responsibility should be given as what maint jobs will be done
exclsively by operations
Your second point about others pointing a finger happens because of
lack of Team
working culture. CEO / Top Management should encourage collective
working to find solution for a chronic problem. This is where PM takes
the help of FI, QM, DM, E & T, SHE, etc to find the right solution.

PM Q1 ANS:

PM Q2 Aim of PM Pillar is to help AM to restore

deterioration and bring equipment to basic condition.
Similarly to study forced deterioration and prolong life
of equipment. In some companies people use RCM to
find the root cause for failure of the function. Can we
use RCM when we are using TPM?
ANS: We wish to clarify clearly that JIPM TPM is not
against use of any of the tools like RCM, RCFA, FMEA,
Six Sigma, etc. There are various methods available to do
analysis and find a solution to the problem. Definitely we
encourage people to use any tool for solving a problem
found in Pm Pillar or QM Pillar or DM Pillar. Similarly data
management can be done by CMMS through any of the
ERP like SAP, Oracle, primavera, etc. Please go ahead
and use any tool freely.

PM Q3 Management hesitates to sanction when we ask for funds to purchase

measuring equipments for doing condition based predictive maintenance.
Some times when we use RCM, we come to the conclusion to either change the
design or material of construction to correct functional failure but Top
management says we must give ROI

ANS: We suggest you evaluate your proposal of

purchasing measuring equipments like Thermography or
vibration analyzer or lubricant wear particle counter, etc.,
from its utility point of view. If you have a large shop
where such instruments can be used regularly to get
benefits in terms of increased OEE, etc., you can
convince management. However if your shop is a small
one, you can outsource and call people who can do tests
for you and give advice. Pl do not buy an instrument if
you do not find regular use for it
As regards RCM results, you should establish Return on
investment (ROI) before you ask for a capex.

PM Q 4 How to Determine What items should be stocked and what

Is ideal inventory
Check Items

Check past usage records

Check if there will be future equipment
Materials changes in equipment or parts
Check if there are unexpected failures
Check level of repair and maintenance techniques
others
Impossible to schedule consumption

Possible to schedule consumption

Possible to forecast replacement
period by monitoring wear and tear
Others

Impossible to schedule consumption due

to sporadic failure or other reasons

Annual usage
Less than
X times

Non-stocked
items

More than
X times

Unit price is
cheap
Stocked
items

Stock-out loss
is bigger

Unit price is
expensive
Consider
stock-out loss
Stock-out
loss is smaller
Non-stocked
items
99

PILLAR ACTIVITIES
4.

Quality
Maintenance
(QM)10
steps

Improving effectiveness of ISO9002 system.

List out defects, develop matrix defects vs Process,as

well as defects vs equipment
Identify Q-Component In Equipment & in Process and
use visuals in field, Monitor & control the visuals to get
Predict
defect free products.defects and
Ensure Quality Develop standards- OPL for process operation and ,
maintenance etc and ensure compliance- use RCFA, 4M
thru reliable
analysis,5 why-why, ( support to AM)- develop QM check
process,
sheets for them Lean six sigma ( support FI)
equipment,
Ensure operator to be Equipment, Process, and Quality
Trained
Competent by AM steps 4,5,6( take AM support)
manpower,
Analyzing the existing methodology / practices of
Inspection
quality analytical methods with aim to improve them.
and
Develop new effective analytical methods for efficient
Materials,
quality control ( support from FI on losses & kaizens
Implement Poka Yoke to eliminate defects from
unskilled operators- go for simple automationEnsure loss reduction due to adjustment like defects
after change over , setup, starup, shutting down, speed
adjustment, power failure etc

QM Q1 JH pillar has just started identifying

abnormalities in equipment should QM pillar
wait until all the defects related to forced
deterioration are removed?
ANS:
No, they need not wait. Instead the
following action can be initiated.
Develop Defect Vs Equipment matrix
Do 4M-analysis equipment wise, Conduct
survey
Identify abnormalities related to equipment
against the standard values of the conditions
Do 5 Why analysis and identify root cause
Implement countermeasures

QM Q2 More abnormalities are identified but the removal of quality related tags
(Abnormality No. 5: Quality defect sources) is given last priority, for how long QM
pillar should wait?

ANS: Prioritization

of

removal of tags can be done

first with Safety related tags

Tag mainly affects

Safety Tag

Human

Easy of operation Tag

Performance

Quality Tag

Quality

Break down Tag

Availability

Shut down Tag

Availability

Improvement Tag

Loss

Design Tag

New Product/Process

(Operator should be safe, &

he

has

to

equipment

operate
daily)

the
then

Operation / function related

(To

improve

ROP)

then

Quality related (To improve

ROQ) 4th Breakdown related
(To improve ROA) and 5th
QM related

QM Q3 Who is responsible for monitoring

and maintenance of Q components?
ANS:

Responsibility can be fixed based

on the location of Q component identified,
Operator can monitor and maintain as per
the QM check sheet or through JH step 3
(Those which should be controlled during
processing of parts and that are visible &
accessible)
PM can take care of those Q components by
using PM checklist periodically (Those which
are not visible & accessible and which
requires skill in maintenance)

To be fixed on the equipment

QM Q4:
Quality is deviating more frequently, 4M (Man, Machine,
Material, Method) analysis reveals that rapid tool wear is the cause for the
problem, there is a confusion that, Is this a machine related problem or
method related problem, can you explain this?

ANS:
To avoid this confusion it is better to add one
more M and a T to this 4M condition, i.e. Measurment
and Toolings: 5M-1T Approach
Man (Related to Skill level)
Machine (Equipment alone - excluding too lings, jigs,
fixtures and other work holding devices)
Material (Related raw material and process material coolants, cutting oils, etc.)
Method (Related to procedures and work instructions
Measurement (Related to instrumentation and its
calibration control)
Toolings (Other than equipment - cutting tools, jigs,
fixtures and work holding devices)

QM Q5:

Less importance is given to calibration of pressure

gauges in the equipment, because the calibration cost is higher
than the gauge cost. But these gauges are used to set the process
parameters like chuck pressure, tailstock pressure, etc. as per QM
check sheet. How to solve this problem?
Calculate the cost of the
volume loss based on
the past history of the
defects produced and
compare it with the
gauge calibration cost.
If the calibration cost is
less than the loss cost
recommend calibration

Increase gauge life by abnormality

elimination in gauge
then
Volume Loss
Product
defect is Grater

Product defect
is Low

Purchase of
new gauge

Calibration of
gauge

Customer
Satisfaction

QM Q6: Which is correct? Defect Vs

Process or Defect Vs Equipment
ANS:Both are correct, but

should be developed for each

part of the product
Engineering Industry
If the defect arises during
assembly, Develop Defect Vs
Process matrix
If the defect arises during
machining, Develop Defect Vs
Equipment matrix
Process Industry
If the defect arises after
completion of a process, Develop
Defect Vs Process matrix

Cause

Cause

Cause

Defects
4M
With in Std

Exceeds in Std

Accept

Rejection

QM Q7: What are the inputs required to

develop defect free equipment?
ANS:MP information sheets
List of Q components, their Visual controls and
Visual Management
QM check sheet
JH step 2 - Equipment modification drawings
JH step 3 - Tentative standard for CLRI
List of Quality defect sources and its Kaizens
List of unsafe places and unsafe conditions

QM Q8:
While calculating ROQ there is confusion
whether to include Concessional acceptance as
Acceptance, Please Explain.
While calculating ROQ we have to take
into account only accepted parts.
Concessional acceptance is the
disposition action taken by the Quality
department after considering the criticality
of the defect, say the defect will affect
neither the final product performance nor
subsequent process / operation.
Conceptually speaking " Deviation from
the specification / requirement is a defect
". Even parts accepted after rework
should not be considered as Accepted
part ie.only First pass Quality / Yield is to
be taken into account for calculating
ROQ.

Doing first time good

is accepted as good
production

S.
No

FI

AM

PM

ET

DM

OTPM

TM

What support QM pillar requires from other pillars ?

1

Identification of
defect and rework
losses and
eliminating them
through Kaizens

Forced
deterioration
eliminated
and only
natural
deterioration
exists

Training on
identifying Q
components and
its failures

Training to
operate and
maintain (CLRI)
the equipment as
per step 0 and
step 3

Implementation
of MP information
in new
equipments so
that zero defects
is achieved from
first production

Evaluating the
supplier's
equipments and
processes for its
capability to meet
the quality
requirements

Tool wear trend

analysis to
predict the tool
life so that
defects are not
produced

Reducing setup
rejections achieving one
shot production
by reducing
adjustments

Identification
of quality
defect
sources by
operator

Improving
machine
capability to meet
quality
requirements

Training on
product
knowledge and
its application at
customer end

Training o failure
mode and effect
analysis

Developing
suppliers for self
certification

Implementing
poka yoke in jigs
and fixtures to
eliminate defects
and inspection

On line, event
based defect and
rework data
collection

To do CLRI of
the Q
components

Training of
operators to
identify quality
defect sources

Skill
enhancement to
handle the
inspection tools

Training on
criticality of
quality
parameters

Training of
suppliers on
quality
requirements

Maintenance and
Calibration of jigs
and fixtures

Optimisation of
process
parameters to
achieve zero
defects

Visual control
and
management
of Q
components

Removal of red
tags related to
quality defect
sources as soon
as possible

Training to read
component
drawings

Documenting the
criteria for
acceptance for
subjective type
quality
characteristics

Visual control
and management
for tool, jigs
fixtures and die
wear

Eliminating
measurement and
adjustment loss

Training to
identify quality
defect sources to
operators

Release and
amendment of
MSDS for all
materials

Increasing tool
life to reduce
measurement and
adjustment of the
equipment
thereby reducing
inspection

S.
No

FI

AM

PM

ET

DM

OTPM

TM

What support QM pillar can give to other pillars ?

Analysis of
defects using
5 Why
analysis and
PM analysis

Training
operators
to identify
quality
defect
sources

Implementing
SPC
techniques to
reduce /
eliminate
defects /
reworks

Providing
online
training to
operators
regarding
defect
types
(A,B,C)

Reducing /
Eliminating
time / volume
losses
through
Kaizens

Training on
defect
identification
and its
recording in
production
log sheet

Identification
of Q
components
through
process point
analysis

Developing of
OPL for
training

Providing
online
training
through
skilled
inspectors

Training on 5
Why analysis,
PM analysis

Input of
quality
characteristic
s that needs
to be
addressed in
the relevent
documents

Audiitng of
supplier's
processes to
ensure quality

Training of
suppliers on
quality
requirements
at our end
and also at
supplier end

Identifying of
processes
which
requires poka
yoke

QM Q10: What support QM pillar

expects from FI pillar?
ANS: Elimination of efficiency losses
Reducing losses due to adjustment - targeting
for achieving defect free first part, i.e. " One
shot Quality " after change over
Standardization of setups and adjustments etc.
Reducing losses due to adjustment after cutting
blade change
Increasing the life of the cutting blade

QM Q11: What support QM pillar can give to

FI pillar?
ANS:
Real time data collection of defects event based data collection (A, B, C types)
Event based data collection through control
charts
Stratification of defects
Data collection on losses related to equipment
efficiency
Equipment's desired conditions to produce
defect free products - QM check sheets

QM Q12: What support QM pillar can give to

E&T pillar?

ANS: Development of OPL to

identify defects
On line training on interpretaion og
measurments using instruments
On line training on 5 Why analysis
On line training to identify Quality
defect sources in equipment

QM Q13: What support QM pillar expects from

PM pillar?

ANS: Training to identify Q

components and its failures
Improving machine capability
Training to identify Quality defect
sources
Removal of Red tags related to Quality
defect sources as soon as possible

QM Q14: What support QM pillar expects

from AM pillar? And what support QM pillar
can give to AM pillar?
ANS:
Forced deterioration is eliminated and only
Natural deterioration exists
Identification of Quality defect sources by the operator
To do CLRI as per Step 3 including Q components
Visual control and visual management of Q components
Event based defect data collection
QM to AM
Training on identification of Quality defect sources
Training on identification of contamination sources
related to product
Training to identify, classify and record the defects (A, B,
C)

QM Q15: What support QM pillar expects

from TM (Tool Management) pillar?
ANS:
Tool wear trend analysis - to predict
the life so that defects are not produced before
cutting blade change
Implementing Poke Yoke in tools setting, jigs &
fixtures and other work holding devices
Maintenance and calibration of tools, jigs &
fixtures, etc.
Visual control for tool, jig & fistures wear
Enhancement of tool life - to eliminate volume
losses due to measurement and adjustment
before cutting blade change and after cutting
blade change

QM Q16:

What support QM pillar expects from DM pillar?

ANS: Equipment related activities

The equipment shall be constructed in such a way that it produces
zero defect products
Equipment need not be adjusted frequently to achieve Quality
Equipment shall be qualified and validated based on Cp, Cpk
studies
Product related activities
Quality requirements with respect to performance of the product
shall be built into the product wherever possible during design stage
itself
Shall be easy to manufacture and easy for visual inspection and
measurement
Shall be easy for servicing
Shall be easy for maintenance by customer
Detailed specification and acceptance requirements in the
documents like Machining Drawings, Assembly Drawings, Bill of
materials, etc.
Preservation and storage requirements
Test standards

DM PILLAR ACTIVITIES
SN.
5.

PILLAR

MAIN ACTIVITIES

Development Planning project strategies,Analyzing the factors

Management influencing project decision.Design New products
with customer focus-reduce Lead time from design
(DM)
to production to market
Analyzing data and past experience from the plant
including field corrections done for MP design.Look at entire life cycle cost and how to strike a
balance between total capex cost and total running
cost including design for no (Zero ) maintenance
using new technology
Freezing new specification for design of
equipment to eliminate maintenance and to improve
reliability,safety,& pollution ,Maintenability,zero
quality defects and operability to support AM, PM
and FI and get support from OTPM, SHE,
Design systems and Training methods for
operation & maintenance of new designs ( AM, PM
,E&T)-update all drawings

New Equipment Development - Linkage of DM with other pillars

Activities
Collection of Kaizens
Classification of Kaizens
Developing Maintenance Prevention (MP) sheets
Input to Design
Equipment Manufacturing

Linkage with other pillars

All the pillars
All the pillars

All the pillars

DM, KK, JH, PM, QM

DM, KK, JH, PM, QM, OTPM F

Confirmation with MP sheets parameters

DM, KK, JH, PM, QM

Trial

DM, KK, JH, PM, QM

Handover to Mass Production

All the pillars

New Product Development - Linkage of DM with other pillars

Activities

Linkage with other

pillars

Need Identification

OTPM

Project wise Plan

OTPM, DM

First Review
Designing the Machine
Design Review
Manufacturing
Testing, Trial & Validation

OTPM, DM,
TPM Secretariat
DM, JH, KK, PM
DM, JH, KK, PM

KK, PM
KK, PM, JH

Commissioning & Installation

DM, KK, PM

Handover to Mass Production

All the pillars

S.No

KK

JH

PM

ET

QM

OTPM

What support DM pillar requires from other pillars ?

1

Identification of 16 losses
and plan for eliminating the
losses for the new product
introduction

Implementation of
JH steps 1 to 3 in
the existing
machines and the
information to be
given in the form of
MP sheets

Improving machine
capability in terms
of Productivity,
Quality and Safety

Skill enhancement
to enhance the new
product and new
equipment quality
from the start

Input of quality
characteristics that
needs to be
addressed in the
relevent
documents

Right from product

planning stage to
final outcome of
the new product,
OTPM should
coordinatethe
entire process with
the NPD team

Arriving at the machine

availability and efficiency
for evaluating the
productivity and quality New product introduction

CLRI check list for

the equipment

Implement all the

planned
maintenance steps
in the existing
equipment

Training to
operators and
vendors on the new
product
introduction

Implementation of
MP information in
new equipments so
that zero defects is
achieved from first
production

Evaluating the
supplier's
equipments and
processes for its
capability to meet
the quality
requirements

Arrive methods of process

and manpower availability
and optional performance
with cost effectiveness for New product
development

Training to the
operators on the
machines, they are
working

MP sheets of all the

PM improvements
on the existing
equipments

Training to the
operators on the
new equipments
(system and sub
system of the
machines)

Selection of
vendors and
conducting trials at
the vendor end for
the new
equipments

Developing
suppliers and train
them on new
products with the
coordination from
E&T

Arriving at standard
operating procedures for
the processes (SOP)

MP sheets of all the

JH improvements
in the equipment

Check list
preparation for the
new equipment
with the help from
JH on CLRI

Rigorous trials and

audits of the new
products and the
new equipments to
achieve zero
defects from the
beginning of the
mass production

Financial planning
and budget
preparation for the
new equipment
investment

Implement kaizens in the

existing machine and
converting them into MP
sheets for new equipment
development

Check list
preparation for new
products (Quality
characteristics)

Evaluation of the
new products at in
house and getting
feedback from the
customer

S
.
N
o

KK

JH

PM

ET

QM

OTPM

What support DM pillar can give to other pillars ?

Provide new
machines with OEE
of 90% from the
beginning of mass
production

Improving existing
machines with the
KK improvements
done in other areas
to improve OEE to
90% (through MP
sheets)

Improves the jigs

and fixtures of the
existing machines to
improve the
efficiency of the
machine

Provide new
machines with
all the JH
improvements
incorporated

Provide
breakdown
free machines
by
incorporating
all the PM
improvements
in the new
machines

Educating the
machine
builder on the
improvements
to be
incorporated in
the new
equipment
Building a
database on
MP sheets of
various pillar
activities for
the future new
product and
new equipment
development

Prepare
checklist for
the quality
characteristics
for the new
products

Reduce the
lead time of
the new
product
development,
thereby
reducing the
cost involved

DM Q1: What is the difference between F1 (KK) Pillar

& DM Pillar? Can you please clarify as we have a
doubt on this?
Yes. We will clarify. F1 Pillar looks at doing improvement in the
existing machine or process so that higher OEE is achieved with largest MTBF,
etc. Basically it collects data to identify losses and do kaizens. It supports AM
for elimination of process and equipment problems in the existing plant

ANS:

On the other hand DM Pillar looks at future requirements of the customer and
examines whether we have the necessary infrastructure and capability to take care of future
requirement. This pillar is one of the very important pillars for automobile industry.
Similarly DM pillar looks at steps required for speedy implementation of activities right
from new design, new specifications, vendor development to manufacture equipment,
installation and quick commissioning, training people to operate the new equipment
correctly, do right maintenance, etc., so that lead time between the first prototype design
to final product roll out is minimum, just to beat the competition. This is important in fast
moving consumer products like TV, DVD, Computers, and Automobiles. Fashion goods,
fancy consumer products. Etc.I hope you are now clear about DM & F1 Pillar
responsibilities.

DM Q2: DM Pillar is working on new

products how can it be of help to other pillars?
ANS: Though main focus of DM is on development of
new products, yet it can also focus on existing chronic
problems not solved by AM, PM or F!. For example if
there is a chronic failure of a bearing and if analysis
points out that it is due to a design defect, then DM Pillar
can help because it has design capability. Thus it
supports AM, PM, F1 and QM Pillars also. Basically QM
has specialists who can do thorough analysis of a
chronic problem.
Similarly it ensures specifications and drawings are kept
updated for existing equipment. In fact all modification
done by other pillars are informed to DM for updating the
records. It is a good practice to call DM Pillar Member in
all plant meetings where modifications are discussed
and capex approvals are taken.

DM Q 3 What is the Linkage between DM and

QM pillar

Equipment related acivities

The equipment shall be constructed in such a way that it produces
zero defect products
Equipment need not be adjusted frequently to achieve Quality
Equipment shall be qualified and validated based on Cp, Coke
studies
Product related activities
Quality requirements with respect to performance of the product
shall be built into the product wherever possible during design stage
itself
Shall be easy to manufacture and easy for visual inspection and
measurement
Detailed specification and acceptance requirements in the
documents like
Machining Drawings, Assembly Drawings, Bill of materials, etc.

DM Q4 How DM is linked with E&T pillar

ANS : Train the operators with new
product and new equipment development
Train the vendors for new product
requirements and specifications
Educating the machine builder during the
machine building stage by incorporating
all the MP sheet activities

PILLAR ACTIVITIES
6.

Education
and Training
(ET)
Has to provide
training to all 7
pillars- support
other pillarsnormally Chief
of HR heads
this pillar

Support all pillars through effective training needs

coordinate with CEO and motivate him to attend and
participate in all important TPM activities

Identification of Gap between present skill available

and new skills needed for efficient Training management
Planning training calendar to reduce the skill gap
Implementing training programme through on the job
training( identify & correct abnormality, keep damaged
parts to examine) , class room training & knowledge on
equipment, process, quality, safety and evaluating the
effectiveness
Planning for retraining on regular basis and interaction
with all supervisors
Incorporate TPM Training & skill up gradation (including
loss elimination ) into Annual Performance Evaluation,
design incentives for motivation,trend kaizens etc
Depute people to attend seminars & knowledge courses
for self development- Part time degrees/ MBA etc
Ultimately Create TPM awareness and understanding
through effective training programs

ET Q1: We understand that for successful TPM, we have to train

each and every worker and also all management people. The main
problem we face is people are not relieved on time for training, mainly
due to no excess manpower available to keep the machines operating.
How to solve this catch 22 situation Training first priority or operations
first priority?

ANS: We understand the problem. The correct procedure is like

this The training Manager first discusses with operation and
maintenance managers. They jointly decide the subjects of
training and then who will receive what training and when ?.
Thereafter in consultation with Supervisor, they allocate people.
Once they sign the Training calendar normally it is not to be
changed unless there is an emergency. We suggest to give
more priotity to on the shop floor training through OPL, visuals,
relay teaching, etc, which keeps the disturbance to the
minimum.
In some companies extra training hours arranged after duty
hours for which they are paid lump sum (No double OT). This
solves the problem of people not relieved in time.

ET Q3: How to make TPM training as a part of

normal performance appraisal system?

In many companies where they have

Annual Performance Evaluation system.
HRD has included all aspects of TPM skill
and capability requirement in the existing
evaluation sheet. First the candidate
himself fills up data, which is further
evaluated by supervisors and then
reviewed by department head. He
recommends the training based on this
record.

ET Q4:
We have the apprehension once we train a
manager or supervisor or operator on TPM, after some
time they leave because they are paid a big jump by other
Competitor companies. How to solve this attrition problem.
Hence our management is asking why should we train
people and loose good operators?

ANS:
We understand what you are saying is
a reality. In the present market boom there is lot
of scope for people to move from one company
to another. This cannot be prevented. On the
other hand if we train people, take care of them,
their families well; they will stay much longer
with us. Is there any other option available to us
other than good HR ?

OTPM - PILLAR ACTIVITIES

SN.
7.

PILLAR

MAIN ACTIVITIES

Office
Improvement
(OI)
Support all
other pillars
Thru close
coordination

Implementing 5S in office,with more organised

manner and focusing on speed of response
Implementing visual controls for Admin FI, Admin
JH, Performance management
Reducing activity time and cost by establishing
clear relationships and going into RCA, Why Why,
Identify and eliminate waste task( Muda )
Identify the hidden unnoticed losses and carry out
Kaizen to improve all activities in accounts,
purchase,logistics, market,IT,canteen , housing
colony etc
Encourage Performance management thru cost
effectiveness (reduction),functional effeciency using
creativity and innovation
Timely Recognition for good work done- institute
awards and prizes for motivation

OTPM Q1:
Implementing 5S and visual
control is good because we can retrieve documents
easily but we are not able to achieve any
substandard cost savings in IT, Communications,
Purchase, etc. How to implement F1 & AM?

ANS:
We need to be more open and
accept challenges of cost reduction. Collect
existing data and make a budget reducing
arbitrarily by 20%. This should be the target and
ask everyone to work in achieving this cost
reduction. Whoever does it give that team a
trophy or model or a party. Continuous
motivation is required for developing innovative
kaizens.

OPTM Q2: Many administrative department people do

not want to go to the shop floor and participate in their AM
activities because (a) it does not help both sides (b) it
involves wearing safety material and we do not have
shoes, etc. Can we avoid participation?
ANS:
it is perfectly O.K., if you feel that you are not
adding any value by going into the shop floor & cleaning,
lubricating their equipment. However exposure to shop
floor problems will make you understand the criticality
issues like procurement of good quality spares,
supplying them on time, scope for cost reduction, etc. we
have seen many lengthy time consuming
communication, inter office memos etc san be avoided if
you understand their genuine issues
In fact many companies, Finance department helps F1
Department in preparing loss tree analysis, loss cost
matrix, identification of losses in variable costs, etc., as
more reliable data are available with finance dept

PILLAR ACTIVITIES
8.

Safety, Fire
Health &
Environment
(SHE)

Focus on targets,actual data and gaps in

implementation of systems for ensuring safety ,
occupational health and a clean green environment
through continuous training
coordinate with all pillars that due attention is
given to all 3 aspects during AM, FI, PM, DM
,OTPM, QM activities, Very close assistance given
to E&T during their training to all pillars /Circles
Source of Contamination- any leakages to be
eliminated (Work with AM)- achieve zero leakage
Monitor health of people for exposure to dust,
fumes, vapors and ensure strict compliance of zero
emissions
Motivate people to become safety conscious,
wear all protective equipment, train them on skill to
Analyze accidents(case studies ) and near misses
and do kaizens
Maintaining hygiene in canteen, Implementing
ISO 14001 system and Safety system

SHE Q
Many times minor accidents happen because workers
are over confident and take short cuts though they know fully the safety
practices given in the manual and also taught in training classes.
The second types of accidents happen because of new workers or
contract laborers who have not received full training and also they do
not wear safety ware.
How to achieve zero accidents?

ANS: You have correctly mentioned the reasons for the

minor accidents. The only way to avoid accident is
Mistake proofing ie to develop POKE YOKE so that
even if they make mistakes accidents cannot happen.
The other option is strict supervision, enforce discipline,
training thru visuals, OPL, relay teaching, etc.
Encourage them to develop near miss accidents and
announce a competition and select the best kaizens and
award a price. Safety consciousness is a change in work
culture and this has to be developed thru constant
counseling and training.

SHE Q2:
In Heavy engineering
industries or where large compressors are
running the noise levels is high. How to
reduce the noise.

ANS: You have to consult the OEM

suppliers. Generally enclosing it with
sound proofing materials can reduce noise
level. However please check with
equipment manufacturer.

Q1:
How health of the worker create
abnormality in the equipment?

WHO DEFINES

Health is a state of physical, mental and

social well-being and not merely an
absence of disease or infirmity

 As long as healthy no problems

Preventive maintenance of equipment well
known
Preventive maintenance of worker - ?

 Sudden loss of conscious

Heart attack, diabetic coma & syncope(various
causes)
Physically not fit
Difficulty in concentration, confusion, irritation, etc
Mentally not healthy

PRACTICAL CHALLENGES
Case 1

I am absolutely FIT
Why Medical exam?
Diagnosis Uncontrolled diabetes
Case 2

Feeling weak & exhausted for the past few days

Medical exam done
Diagnosis Blood cell malignancy
Case 3

Routine medical exam

Diagnosis renal failure

HEAT STRESS MEASUREMENT

NOISE LEVEL MEASUREMENT

MONITORING OF CHEMICAL HAZARD

HEALTH EVALUATION OF EMPLOYEES

Pre - employment
During employment
Periodic - Hazards Related
medical examinations -- annual /
biennial
Well Person examination - early
identification of risk factor/illness
Post retirement
For others(Contract workmen)

OCCUPATIONAL HEALTH SERVICES

Master Health Program 2008
Department

TotalJanFebMarAprMayJuneJulAugSepOctNovDec

Crude - I

29 22 7

Lube I

34

Hydrogen

22

Crude - II

30 22 8

FCCU

34

Wax

27

Ref.III/CDU/VDU

31

Ref.III/HGU/CRU

32

ReF.III/OHCU

27

Ref.III/SRU/UTI

33

22 12
20 2
22 12
20 7
22

9
22 10

22 5
22 11

OCCUPATIONAL HEALTH SERVICES

Master Health Program 2008 Contd..
Department

Total Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Maint.Electrical

56

Maint.-Field
on-site-I

24

Maint.-Field
on-site-II

11

Maint.-Field
on-site-III

16

Maint.-Garage

19

Maint.Instrumentation

48

Maint.-Pckg. &
Despatch

80

Maint.-Plng &
Scheduling

21

21

Maint.-Rotary

54

22 22

Mandatory
tanks

19

20

22

14
22

11
16
19
10
22

20

22

10

10 10

16

19

10

VISION TESTER

PULMONARY FUNCTION TEST

HEARING CONSERVATION PROGRAM

AUDIOMETRY

ECG

OXYZEN

TREADMILL EXERCISE TRAINING

TRAINING

Q2:
Does Ageing of Worker adversely affect
the productivity in an organisation?

AGEING
Expertise increases should be utilised
Fitness decreases
More diseases are common
Diabetes,

hypertension,

IHD,

Vision

problems, hearing decreased, bone mineral

density, malignancy

RISK FACTORS CHRONIC DISEASES

Abnormal
Parameter

Upto 39

40 49

Above 50

P(%)

NP(%)

P(%)

NP(%)

P(%)

NP(%)

Cholesterol

5.6

6.1

20.6

26.2

23.4

24

TGL

3.5

4.6

11.8

14.2

17

14.5

Hypertension

2.3

1.8

12.3

13.5

30.5

31.3

Obesity

5.1

7.7

6.9

6.4

10.8

Overweight

29

29.2

35.4

34

30.5

27.7

Diabetes

1.6

13.9

12.8

27

26.5

0.4

1.2

1.4

2.8

2.4

IHD

 Health screening of women at workplace

including specialists examination.

Consultancy service by visiting specialists

in cardiology
monthly.

and

diabetology

once

Special campaign on Look after your

heart - medical examination,
booklet, posters & banners.

lecture,

DIABETES AWARENESS PROGRAM

BONE MINERAL DENSITY

Prostate Cancer Screening

PSA Screening
for all above 40yrs.

SUMMING UP
How did you like this session?
To sum up we go back to the migrating birds,
with strict discipline of team work, they are able
to fly 5000 miles but if one bird wants to fly it
cannot do more than a few miles. That is the
strength of Teamwork. Friends we all wish you
good learning from these 2-day sessions. When
you go back to your factory pl disseminate this
knowledge to your other team members and pl
try to organize this type of Prasna Vyakyana
sessions ie quest for knowledge thru
questioning sessions
We Thank the TPM club India for giving us this
opportunity

Thank you