OPERATION MANAGEMENT

ASSIGNMENT
Module-III
Topic- Maintenance (TPM)
Submitted on 16.06.2020

Submitted by- Submitted to-

Pragyan Kumar Pradhan Prof. (Dr) D K Behera
Roll No.- 19/MT/PROD/12/1405 Dept. of Mechanical Engg
Regd. No.- 1907105075 IGIT, Sarang.
2nd Semester, M.Tech,
Mechanical Engg, IGIT, Sarang.
Phone- 9439444394
Mail- pragyankumarpradhan@gmail.com
 CONTENT

 Determination of maintenance crew size.

 Crew size determination using analytical queuing model.

 Total productive maintenance.

 Objectives of TPM

 Wastes eliminated in TPM

 Equipment maintenance techniques.

1. Preventive maintenance.

2. corrective maintenance.

3. Maintenance prevention.

4. Breakdown maintenance.

 Benefits of TPM.

 Pillars of TPM.
 Determination of maintenance crew size:
In breakdown maintenance, breakdowns are to be attended immediately by
maintenance mechanics. Otherwise, it will lead to stoppage of production. So,
determination of maintenance crew size is an important decision. If the crew
size is too small, then there will be a backlog of maintenance work, which will
result into more downtime of machines. if the crew size is too large, then it will
result in more idle time of maintenance mechanics and associated labour cost.
There is a trade-off between these two costs. Hence, it is desirable to have the
optimal crew size such that the sum of the down time cost and labour cost is
minimized.

This can be achieved by either using mathematical models or

simulation. This problem situation is an example of queuing problem. As per
queuing theory, there are two approaches to determine the optical crew size. If
the given situation can be matched with any one of the existing mathematical
models which are available in literature, then the solution can be obtained
using that model. Otherwise, simulation is used to obtain the solution. These
approaches are demonstrated in the following section.

 Crew size determination using analytical queuing model:

The Determination of number of maintenance mechanics using analytical

queuing model is demonstrated through an example.

Example: In a machine shop, the failure rate of machines follows Poisson

Distribution with a mean rate of failure of 16 machines per day. The
maintenance time of the breakdown machines follows negative exponential
distribution with a mean service time of 20 minutes by a single mechanic. The
cost of downtime of a machine is ₹ 3000 per day. The wage of the maintenance
mechanic is ₹100 per day. Find the optimal number of mechanics to be
assigned for the maintenance work such that the sum of the cost of downtime
of the machines and the cost of mechanics is minimized. Assume eight hours
per shift and one shift per day.

Solution.

Breakdown rate of machines = 16 per day

Assume that the number of mechanics is One

Service rate of machines (µ) = 1⁄20 × 60 × 8 = 24 per day.

Utilization Factor (p) = 16⁄24 = 0.67

Let 𝑊𝑠 be the average waiting time of breakdown machines per day.

1 1
𝑊𝑠 = = = 0.126 day
[𝜇(1 − 𝑝)] [24 × (1 − .67)]

Cost of downtime of machines per day = 0.126 × 3000 = ₹378.00

Cost of 1 mechanic per day = 1 × 100 = ₹100.00

Total Cost = 378.00 + 100.00 = ₹478.00

Again, assume that the number of mechanics are Two

1
Service rate of machines (µ) = × 60 × 8 = 48 per day.
(20/2)

Utilization Factor (p) = 16⁄48 = 0.33

1 1
𝑊𝑠 = = = 0.031 day
[𝜇(1 − 𝑝)] [48 × (1 − 0.333)]
Cost of downtime of machines per day = 0.031 × 3000 = ₹93.00

Cost of 2 mechanic per day = 2 × 100 = ₹200.00

Total Cost = 93.00 + 200.00 = ₹293.00

Again, assume that the number of mechanics are Three

1
Service rate of machines (µ) = × 60 × 8 = 72 per day.
(20/3)

Utilization Factor (p) = 16⁄72 = 0.2222

1 1
𝑊𝑠 = = = 0.01785 day
[𝜇(1 − 𝑝)] [72 × (1 − 0.2222) ]

Cost of downtime of machines per day = 0.01785 × 3000 = ₹53.55

Cost of three mechanics per day = 3 × 100 = ₹300.00

Total Cost = 53.55 + 300.00 = ₹353.55

The total costs of all the cases are summarized in the following table.

No. of Mechanics Total cost per day(₹)

1 478.00

2 293.00

3 353.55

From above table, it is clear that the optimal size of the maintenance crew is 2.
 TOTAL PRODUCTIVE MAINTENANCE:

Previously not much importance was given to preventive breakdown of

equipments. The tendency was to repair after the breakdown occurrence of
equipments or machinery. Factory managers eventually realized the importance
of preventing breakdown to increase equipment productivity in the form of
preventive maintenance which was taken care of by technical personnel's. In
the 1970's, the concept of productive maintenance emerged which comprises
preventive maintenance, equipment reliability engineering, equipment
maintainability engineering and equipment engineering economics. Under this
system, the technical or engineering group still has the main responsibility for
equipment maintenance. Shortly after, the concept of true Total Productive
Maintenance (TPM) came into practice wherein everyone from the operator to
top management owns equipment maintenance. Under TPM, the operators
instead of limiting themselves to using the machine and calling a technician in
the event of a breakdown, inspect, clean, lubricate, adjust and even perform
simple calibrations on their respective equipments.

This will enable the technical work force to concentrate on high-level

preventive maintenance activities. The origin of the term "Total Productive
Maintenance" is disputed. Some say that it was first coined by American
manufacturers during early fifties. Others contribute its origin to a maintenance
programme used in the late 1960's by Nippondenso, a Japanese manufacturer
of automotive electrical parts. Seiichi Nakajima, an officer with the Institute of
Plant Maintenance in Japan is credited with defining the concepts of TPM and
seeing it implemented in hundreds of plants in Japan.

Definition. Total Productive Maintenance (TPM) is a management

system for optimizing the productivity of manufacturing equipment through
systematic equipment maintenance involving employees at all levels. It is a
 maintenance programme which involves a newly defined concept for
maintaining plants and equipments. The goal of the TPM programme is to
markedly increase production while, at the same time, increasing employees'
morale and job satisfaction.

Under TPM, everyone is involved in keeping the equipment in good working

order to minimize production losses from equipment repairs, set ups, etc.

 Objectives Of TPM:
The objectives of TPM are as listed below-
1. Aim at the creation of collective culture relating to the attainment of
maximum efficiency throughout the production process.
2. Use the system so as to prevent losses and to reach the "Zero accident",
"Zero defect", "Zero breakdowns", in the manufacturing process.
3. Involve the entire work force from bottom to top.
4. Obtain "Zero losses" by integrating the activities of teams with the
production system.

 Wastes Eliminated in TPM:

TPM eliminates 6 big losses which are listed below-
1. Breakdowns which can result in long, expensive repairs.
2. Setups and changeovers which can take much longer time than needed.
3. Idling and minor stoppages which are hard to quantify and add up to big
losses.
4. Reduced equipment speed which results in gradual deterioration of
equipment cycle times.
5. Defects and rework which results in quality losses and unhappy
customers.
6. Start-up losses which can take much time to get to steady state after a
change.
 Equipment Maintenance Techniques
TPM uses four equipment maintenance techniques, that are
A. Preventive maintenance
B. Corrective maintenance
C. Maintenance prevention
D. Breakdown maintenance

Preventive maintenance- It involves cleaning, inspection, oiling and re-

tightening of the parts which help to retain the healthy condition of equipment
and prevents failure through the prevention of deterioration, periodic
inspection or equipment condition diagnosis to measure data about
deterioration.

This preventive maintenance is further classified into

i. Periodic maintenance (Time Based Maintenance, TBM)

ii. Predictive maintenance

Time based maintenance consists of periodically inspecting, servicing and

cleaning equipment and replacing parts to prevent failures and process
problems. The predictive maintenance is condition based maintenance which
manages trend values by measuring and analyzing data about deterioration and
employs surveillance system which is designed to monitor conditions through
an on-line system.

Corrective maintenance- It is to modify or improve an equipment for increased

reliability and easier maintenance. This means that the equipment with design
weaknesses are redesigned to improve reliability and maintainability.

Maintenance prevention- It is to design and install new equipments that are

maintenance-free based on the study of the weaknesses of current equipments.
 Breakdown maintenance- It is to repair equipment quickly after they
breakdown.

 Benefits of TPM
1. Increased plant capacity.

2. Reduced equipment downtime.

3. Increased equipment productivity

4. Approaching zero equipment-caused defects.

5. Lower maintenance and production cost.

6. Rectified customer complaints.

7. Improved return on investment .

8. Reduced accidents.

9. Ensuring pollution control measures.

10. Better understanding of critical equipment and the worth of deploying

improvement effort for potential benefits.
11. Better understanding of the performance of equipments.

12. Improved teamwork and a less adversarial approach between production

and maintenance.
13. Improved procedures for changeovers and set ups, better training of
operators and maintainers, which all lead to reduced costs and better
service.
14. General increased involvement of the work force.
 Pillars of TPM

TPM has 8 pillars which will enhance its success. These pillars are as listed
below:

1. 5 S
2. Jishu Hozen (Autonomous Maintenance)
3. Kaizen
4. Planned Maintenance
5. Quality Maintenance
6. Training
7. Office TPM
8. Safety, Health and Environment

5 S. Making problems visible is the first step of improvement which is possible

by cleaning and organizing the work place. Such tasks will uncover problems.
The different S are as presented below.

a. Seiri which means Sort.

b. Seiton which means Systematise.
c. Seiso which means Sweep.
d. Seiketsu which means Standardise
e. Shisuke which means Self-discipline.

Seiri (Sort out). This means sorting and organizing items as per the frequency
of usage. If the items are used once per year, they can be stored away from the
work place; if the items are used once per month or once per week, they can be
stored together but off-line. If the items are used daily, they should be stored at
the work place itself.

Seiton (Organize). The items should be stored in an organized way. There

should be a place for each item and each place is assigned with only one item.
Name plates and coloured tags may be used for easy identification. If possible,
the third dimension of the storage area should be used.

Seiso (Shine the work place). This means that the work place should be
cleaned such that it is free from burs, grease, oil, waste, scrap, etc.

Seiketsu (Standardization). The employees should decide the standards for

keeping the work place, machines, assails in neat and clean condition. The
standard should be inspected randomly.

Shitsuke (Self-discipline). This means that the employees should treat 5 S as

their way of life and develop self-discipline by way of wearing badges,
following work procedures, punctuality and dedicating themselves to the
organization, etc.

Jishu Hozen (Autonomous maintenance). This pillar aims to prepare the

operators to take care of routine maintenance tasks which will help to free the
core maintenance personnel to concentrate on high end maintenance activities.
The operators' act of taking care of small maintenance tasks will avoid the
equipments from deterioration.

The autonomous maintenance aims for uninterrupted operation of equipments,

flexible operators to operate and maintain other equipments, and elimination of
defects at source through active employee participations.

The steps in Jishu Hozen(JH) are as follows:

a. Preparation of employees through proper training programme on

TPM, its advantages, JH advantages and steps of JH and about
abnormalities in equipments.
b. Initial clean-up of machines which involves identifying items
needing cleaning, fixing date for cleaning, actual cleaning; removal
of dust, oil and grease; checking for oil leakage, loose wires and
worn out parts, etc.; fixing white tags for problems which can be
solved by operators themselves and pink tags for the problems which
 require assistance from maintenance department; transferring the
content to register; making note of areas which are inaccessible;
finally closing the open parts of machine and running it.
c. Taking counter measures for the areas of the machine which are
inaccessible.
d. Fixing tentative JH standards which involves preparation of schedule
for cleaning, inspection and lubrication, and which should include
details like when, what and how.
e. General inspection training for employees in the areas viz.,
pneumatics, electrical, hydraulics, lubricant and coolant, drives,
bolts, nuts and safety.
f. Autonomous inspection advocates, (i) new methods for cleaning and
lubricating, removal of parts from list permanently which have never
given any problem or part which don't need any inspection, (iii)
inclusion of good quality machine parts, (iv) inclusion of inspection
that is made in preventive maintenance in JH, and (v) reduction of
the frequency of clean-up and inspection based on experience.
g. Standardization aims that surroundings of machinery are organized
such that each item has a definite space and each space is assigned
with definite item which will greatly reduce the search of items and
their search times.
h. Autonomous management aims to achieve OEE (Overall Equipment
Efficiency) and OPE (Overall Production Efficiency) and other TPM
targets through Kaizen and implement PDCA (Plan, Do, Check and
Act) cycle for Kaizen.

Kaizen. Kaizen means 'change for the better' in Japanese. The best English
equivalent is 'improvement'. Kaizen is made of two sets of characters, viz., Kai
and Zen which mean Change and Good respectively. It is originally Japanese
management concept for incremental change/improvement. It is actually a way
of life philosophy, assuming that every aspect of life deserves to be constantly
improved. The foundation of Kaizen model consists of five elements which
are: Teamwork, Personal discipline, Improved morale, Quality circles and
Suggestions for improvement. The best use of Kaizen team is for breakthrough
improvements and activities to sustain such improvements.

Kaizen focuses on zero losses, cost reduction in all resources,

improvement of overall plant effectiveness, use of PM analysis as a tool for
eliminating losses and easy handling of operators. It tries to achieve zero losses
with respect to minor stoppages, measurement and adjustments, defects and
unavoidable downtimes. It also aims to achieve 30% manufacturing cost
reduction. The losses can be categorized as listed below.

a. Losses that impede equipment efficiency.

b. Losses that impede human work efficiency.
c. Losses which impede effective use of production resources.

Planned maintenance. Planned maintenance aims to have trouble free

machines and equipments to produce defect free products to fully satisfy
customers' requirements. This planned maintenance is classified into
Preventive maintenance, Breakdown maintenance, Corrective maintenance and
Maintenance prevention which are already explained.

The steps of planned maintenance are listed below:

a. Evaluate equipment and record its present status.

b. Restore from deterioration of equipment and minimize its
weaknesses
c. Build up information management system.
d. Prepare time based information system, select equipment parts and
members and map out plan.
 e. Prepare predictive maintenance system by introducing equipment
diagnostic techniques
f. Evaluate planned maintenance.

Quality maintenance. Quality maintenance aims to maintain the equipments

in good operating condition such that highest quality products are delivered to
customers through defect free manufacturing. In this maintenance, the
operating characteristics of vital parts of equipments which cause great quality
concern to the products being manufactured by the use of those equipments,
are studied and they are replaced, redesigned, to ensure defect free output. So,
quality maintenance performs quality assurance instead of quality control. The
quality maintenance focuses on defect free conditions and control of
equipments, quality maintenance activities to support quality assurance,
prevention of defects at source, Poka Yoke, in-line detection and segregation
of defects and effective implementation of operator quality assurance.

Training. Training is an important pillar in TPM which emphasizes education

operators to upgrade run Know-Why". By their skill. It is not sufficient to
know only “Know-How" but they should also learn "Know idea is to create
experience they gain "Know-How" to overcome a problem which they face.
The idea is to multi-skilled employees in the factory. So, the training
concentrates on the following.

a. Focus on improvement of knowledge, skills and techniques.

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

Office TPM. Office TPM should be taken up after achieving Autonomous

maintenance (JH), Kaizen Planned maintenance and Quality maintenance.
This mainly aims to improve the productivity and efficiency in the
administrative functions by identifying and eliminating losses in them. This is
achieved by analyzing processes and procedures for enhanced office
automation. The office TPM aims to eliminate the following losses.

a. Processing loss.
b. Cost loss including in areas such as procurement, accounts,
marketing, sales leading to high inventories Communication loss.
c. Communication loss.
d. Idle loss.
e. Set up time loss.
f. Accuracy loss.
g. Office equipment breakdown.
h. Breakdown of communication channel, telephone and fax lines.
i. Time spent on retrieval of information.
j. Non-availability of correct online status.
k. Customer complaints due to logistics.
l. Expenses on emergency dispatches/purchases.

Safety, health, and environment. These things aim to have zero accident,
zero health damage and zero fires. One can achieve these things by creating a
safe work place and a surrounding area that is not damaged by the processes
and procedures. The awareness among employees can be created through
competitions like, safety slogans, quiz, drama, posters, etc. which are
organized at regular intervals.
 REFERENCE
 PRODUCTION AND OPERATION MANAGEMENT, Third Edition, R.
Panneerselvam. Page no.575 to 594.