INTRODUCTION TO COMPANY

Godrej is a part and parcel of every Indian’s life. From locks to personal

care. From appliances to air care. From furniture to construction. There are innumerable

ways we enrich quality of life - everyday, everywhere. Godrej offer an entire spectrum of

industrial solutions from storage to material handling to process equipment and many,

many more. Whether clients are looking for standard equipment or custom engineering

solutions, the first name is Godrej.

The Godrej Group was established in 1897 and has since grown into a US$1.875

billion conglomerate with a workforce of 18,000. Inseparable from daily life in India, the

Godrej name has been built on a spirit of innovation that has made it one of the country's

most remarkable industrial corporations.

TPM - History:

TPM is an innovative Japanese concept. The origin of TPM can be traced back to 1951
when preventive maintenance was introduced in Japan. However the concept of preventive
maintenance was taken from USA. Nippondenso was the first company to introduce plant wide
preventive maintenance in 1960.

Preventive maintenance is the concept wherein, operators produced goods using

machines and the maintenance group was dedicated with work of maintaining those machines,
however with the automation of Nippondenso, maintenance became a problem, as more
maintenance personnel were required. So the management decided that the operators would carry
out the routine maintenance of equipment. (This is Autonomous maintenance, one of the features
of TPM). Maintenance group took up only essential maintenance works. Thus Nippondenso,
which already followed preventive maintenance, also added Autonomous maintenance done by
production operators. The maintenance crew went in the equipment modification for improving
reliability. The modifications were made or incorporated in new equipment. This lead to
maintenance prevention. Thus preventive maintenance along with Maintenance prevention and
Maintainability Improvement gave birth to Productive maintenance.

The aim of productive maintenance was to maximize plant and equipment effectiveness.
By then Nippon Denso had made quality circles, involving the employees participation. Thus all
employees took part in implementing Productive maintenance. Based on these developments
Nippondenso was awarded the distinguished plant prize for developing and implementing TPM,
by the Japanese Institute of Plant Engineers (JIPE). Thus Nippondenso of the Toyota group
became the first company to obtain the TPM certification.
Why TPM?
TPM was introduced to achieve the following objectives. The important ones are listed below.
Avoid wastage in a quickly changing economic environment. Producing goods without reducing
product quality. Reduce cost. Produce a low batch quantity at the earliest possible time. Goods
send to the customers must be non-defective.

An Introduction to Total Productive Maintenance (TPM):

In today’s industrial scenario huge losses/wastage occur in the manufacturing shop floor. This
waste is due to operators, maintenance personal, process, tooling problems and non-
availability of components in time etc. Other forms of waste includes idle machines, idle
manpower, break down machine, rejected parts etc are all examples of waste. The quality
related waste are of significant importance as they matter the company in terms of time,
material and the hard earned reputation of the company. There are also other invisible wastes
like operating the machines below the rated speed, start up loss, break down of the machines
and bottle necks in process. Zero oriented concepts such as zero tolerance for waste, defects,
break down and zero accidents are becoming a pre-requisite in the manufacturing and
assembly industry. In this situation, a revolutionary concept of TPM has been adopted in many
industries across the world to address the above said problems. chapter deals in length about
this TPM.

What is Total Productive Maintenance (TPM)?

It can be considered as the medical science of machines. Total Productive Maintenance (TPM) is
a maintenance program, which involves a newly defined concept for maintaining plants and
equipment. The goal of the TPM program is to markedly increase production while, at the same
time, increasing employee morale and job satisfaction. TPM brings maintenance into focus as a
necessary and vitally important part of the business. It is no longer regarded as a non-profit
activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in
some cases, as an integral part of the manufacturing process. The goal is to hold emergency
and unscheduled maintenance to a minimum.
Types of maintenance:
1. Breakdown maintenance:
In this type of maintenance, no care is taken for the machine, until equipment fails.
Repair is then undertaken. This type of maintenance could be used when the equipment failure
does not significantly affect the operation or production or generate any significant loss other
than repair cost. However, an important aspect is that the failure of a component from a big
machine may be injurious to the operator. Hence breakdown maintenance should be avoided .

2. Preventive maintenance (1951):

It is a daily maintenance (cleaning, inspection, oiling and re-tightening), design to retain
the healthy condition of equipment and prevent failure through the prevention of
deterioration, periodic inspection or equipment condition diagnosis, to measure deterioration.
It is further divided into periodic maintenance and predictive maintenance. Just like human life
is extended by preventive medicine, the equipment service life can be prolonged by doing
preventive maintenance.

Periodic maintenance (Time based maintenance - TBM: Time

based maintenance consists of periodically inspecting, servicing and cleaning equipment and
replacing parts to prevent sudden failure and process problems. E.g. Replacement of coolant or
oil every 15 days. Predictive maintenance: This is a method in which the service life of
important part is predicted based on inspection or diagnosis, in order to use the parts to the
limit of their service life. Compared to periodic maintenance, predictive maintenance is
condition-based maintenance. It manages trend values, by measuring and analyzing data about
deterioration and employs a surveillance system, designed to monitor conditions through an
on-line system. E.g. Replacement of coolant or oil, if there is a change in colour. Change in
colour indicates the deteriorating condition of the oil. As this is a condition-based maintenance,
the oil or coolant is replaced.

3. Corrective maintenance (1957):

It improves equipment and its components so that preventive maintenance can be
carried out reliably. Equipment with design weakness must be redesigned to improve reliability
or improving maintainability. This happens at the equipment user level. E.g. installing a guard,
to prevent the burrs falling in the coolant tank.
4. Maintenance prevention (1960):
This program indicates the design of new equipment. Weakness of current machines is
sufficiently studied (on site information leading to failure prevention, easier maintenance and prevents
of defects, safety and ease of manufacturing). The observations and the study made are shared with the
equipment manufacturer and necessary changes are made in the design of new machine.

TPM Targets:
Obtain Minimum 90% OEE (Overall Equipment Effectiveness) Run the machines even during
lunch. (Lunch is for operators and not for machines!) Operate in a manner, so that there are no
customer complaints. Reduce the manufacturing cost by 30%. Achieve 100% success in
delivering the goods as required by the customer. Maintain an accident free environment.
Increase the suggestions from the workers/employees by 3 times. Develop Multi-skilled and
flexible workers. 1. Adoption of life cycle approach for improving the overall performance of
production equipment. 2. Improving productivity by highly motivated workers, which is
achieved by job enlargement. 3. The use of voluntary small group activities for identifying the
cause of failure, possible plant and equipment modifications. The major difference between
TPM and other concepts is that the operators are also made to involve in the maintenance
process. The concept of "I (Production operators) Operate, You (Maintenance department) fix"
is not followed.
TPM Organization Structure:

Pillars of TPM:

PILLAR 1 - 5S:

TPM starts with 5S. It is a systematic process of housekeeping to achieve a serene environment in the
work place involving the employees with a commitment to sincerely implement and practice house
keeping. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing
the workplace helps the team to uncover problems. Making problems visible is the first step of
improvement. 5s is a foundation p in the base. If this 5S is rogram before the implementation of TPM,
hence in the above figure, 5s has been positioned not taken up seriously, then it leads to 5D. They a
Delays, Defects, Dissatisfied customers, declining profits and Demoralized employees. Following are the
pillars of 5S.

SEIRI - Sort out: English Translation Organisation Tidiness Cleaning Standardisation Discipline. Equivalent
term Sort Systematise Sweep Standardise Self - Discipline'S'

This means sorting and organizing the items as critical, important, frequently used items, useless, or
items that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for
use nearby and items that are not be used in near future, should be stored in some place. For this step,
the worth of the item should be decided based on utility and not cost. As a result of this step, the search
time is reduced. Priority Frequency of Use How to use Low Less than once per year, Once per Throw
away, Store away from the year< workplace At least 2/6 months, Once per month, Store together but
offline Once per week Once Per Day Locate at the workplace

SEITON - Organise: The concept here is that "Each items has a place, and only one place". The items
should be placed back after usage at the same place. To identify items easily, name plates and coloured
tags has to be used. Vertical racks can be used for this purpose, and heavy items occupy the bottom
position in the racks.

SEISO - Shine the workplace: This involves cleaning the work place free of burrs, grease, oil, waste,
scrap etc. No loosely hanging wires or oil leakage from machines.

SEIKETSU - Standardization: Employees has to discuss together and decide on standards for keeping the
work place / Machines / pathways neat and clean. These standards are implemented for whole
organization and are tested / inspected randomly.

SHITSUKE - Self discipline: Considering 5S as a way of life and bring about self-discipline among the
employees of the organization. This includes wearing badges, following work procedures, punctuality,
dedication to the organization etc. This 5S implementation has to be carried out in phased manner. First
the current situation of the workplace has to be studied by conducting a 5S audit. This audit uses check
sheets to evaluate the current situation. This check sheet consists of various parameters to be rated say
on a 5-point basis for each 'S'. The ratings give the current situation. The each of the above-mentioned
5S is implemented and audit is conducted at regular intervals to monitor the progress and evaluate the
success of implementation. After the completion of implementation of 5S random audits could be
conducted using these checks sheets to ensure that it is observed in true spirits by everyone in the work
place. A sample check sheet is shown below. The check sheet shown below takes a general industry into
consideration. It may vary from even from one plant to another, and more exhaustive. The points shown
below could be used as rough guidelines. 1-S SEIRI (Sorting out) Score on 5 point basisFloor area of the
hangar is free of unwanted items. Tops and inside of all the cupboards, shelves, tables, drawers are free
of unwanted items. Rules for disposal and detecting non moving stocks are adhered to

Red labelling done. Disposal standards maintained Regular clearing of all storage areas Regular removal
of garbage and waste bins.

Items are stored according to frequency of use. Notice boards are free of old notices. SEITON (Set in
order) All gangways are specified and clearly marked and machines have identification labels. All
equipments / tools / files / cupboards etc are arranged. Cup boards have index list pasted in the door.
Parking areas are specified and marked for vehicles, pallets, trolleys, garbage bens etc. Colour coding is
effectively used for easy identification wherever necessary. SEISO (Shine) All equipments, tools,
accessories, furniture are maintained at high level of cleanliness, maintenance schedules are displayed
and followed. Floors walls windows are maintained at high level of cleanliness. There no oil spillage or
dust in the work area. There is general appearance of cleanliness all around. 4-S SEIKETSU
(Standardization) All aisles / gangways have a standard size and colour. All labels and notices are
standardized. Standards procedures related to are followed. Periodic disposal of waste organized. Fire
extinguisher type, validation, position in order. First aid kit fully equipped. Standard visual management
viz., warning signs, labelling for correct identification, colour coding checklists etc are followed and
maintained.

SHITSUKE (Self-discipline) Uniforms / overcoats / shoes worn by all. Machines, lights and fans switched
off whenever not necessary ISO / company norms are displayed and followed. Punctuality, adherence to
safety rules and usage of gloves and goggles-
PILLAR 2 - JISHU HOZEN (Autonomous maintenance):

This pillar is geared towards developing operators to be able to take care of small maintenance tasks,
thus freeing up the skilled maintenance people to spend time on more value added activity and
technical repairs. The operators are responsible for upkeep of their equipment to prevent it from
deteriorating. By use of this pillar, the aim is to maintain the machine in new condition. The activities
involved are very simple nature. This includes cleaning, lubricating, visual inspection, tightening of
loosened bolts etc. Policy: 1. Uninterrupted operation of equipments. 2. Flexible operators to operate
and maintain other equipments. 3. Eliminating the defects at source through active employee
participation. Steps in JISHU HOZEN: Preparation of employees. Initial cleanup of machines. Take
counter measures Fix tentative JH standards General inspection Autonomous inspection Standardization
and each of the above-mentioned steps is discussed in detail below.

1. Train the Employees: Educate the employees about TPM, Its advantages, JH advantages and Steps in
JH. Educate the employees about the equipment they use, the frequency of oiling, day-to-day
maintenance activities required and the abnormalities that could occur in the machine and way to find
out the abnormalities.
2. Initial cleanup of machines: Arrange all items needed for cleaning. On the arranged date, employees
clean the equipment with the help of maintenance department. Dust, stains, oils and grease has to be
removed. When cleaning oil leakage, loose wires, unfastened nuts and bolts and worn out parts must be
taken care. o After clean up, problems are categorized and suitably tagged. White tags are place where
operators can solve problems. Pink tag is placed where the aid of maintenance department is needed.
Contents of tag are transferred to a register. Make note of area, which were inaccessible. Open parts of
the machine are closed, and the machine is run. Counter Measures: Inaccessible regions had to be
reached easily. E.g. If there are many screw to open a flywheel door, hinge door can be used. Instead of
opening a door for inspecting the machine, acrylic sheets can be used. To prevent work out of machine
parts necessary action must be taken. Machine parts should be modified to prevent accumulation of dirt
and dust. Tentative Standard: JH schedule has to be made and followed strictly. Schedule should be
made regarding cleaning, inspection and lubrication and it also should include details like when, what
and how. General Inspection: The employees are trained in disciplines like Pneumatics, electrical,
hydraulics, lubricant and coolant, drives, bolts, nuts and Safety. This is necessary to improve the
technical skills of employees and to use inspection manuals correctly. After acquiring this new
knowledge the employees should share this with others. By acquiring this new technical knowledge, the
operators are now well aware of machine parts. Autonomous Inspection: New methods of cleaning and
lubricating are used. Each employee prepares his own autonomous chart / schedule in consultation with
supervisor. Parts, which have never given any problem, or part, which don’t need any inspection, are
removed from list permanently based on experience. Including good quality machine parts. This avoids
defects due to poor JH.Inspection that is made in preventive maintenance is included in JH.
PILLAR 3 - KAIZEN:

"Kai" means change, and "Zen" means good (for the better). Basically kaizen is for small improvements,
but carried out on a continual basis and involve all people in the organization. Kaizen is opposite to big
spectacular innovations. Kaizen requires no or little investment. The principle behind is that "a very large
number of small improvements are more effective in an organizational environment than a few
improvements of large value. This pillar is aimed at reducing losses in the workplace that affect our
efficiencies. By using a detailed and thorough procedure we eliminate losses in a systematic method
using various Kaizen tools. These activities are not limited to production areas and can be implemented
in administrative areas as well. Kaizen Policy: Practice concepts of zero losses in every sphere of activity.
Relentless pursuit to achieve cost reduction targets in all resources relentless pursuit to improve over all
plant equipment effectiveness. Extensive use of PM analysis as a tool for eliminating losses. Focus of
easy handling of operators.

Kaizen Target: Achieve and sustain zero loses with respect to minor stops, measurement and
adjustments, defects and unavoidable downtimes. It also aims to achieve 30% manufacturing cost
reduction.

Tools used in Kaizen:

1. Why - Why analysis.
2. Poke yoke. (Poke-Yoke is Japanese term, which in English means ‘Mistake Proofing’ or 'error
prevention').
3. Summary of losses.
4. Kaizen registers.
5. Kaizen summary sheet.

The objective of TPM is maximization of equipment effectiveness. TPM aims at maximization of machine
utilization and not merely machine availability maximization. As one of the pillars of TPM activities,
Kaizen pursues efficient equipment, operator and material and energy utilization that is extremes of
productivity and aims at achieving substantial effects.
Type analysis required of Corrective action

Six losses in the work place: The objective of TPM is maximization of equipment effectiveness. TPM aims
at maximization of machine utilization and not merely machine availability maximization. As one of the
pillars of TPM activities, Kaizen pursues efficient equipment, operator and material and energy
utilization that is extremes of productivity and aims at achieving substantial effects. Kaizen activities try
to thoroughly eliminate losses. Six major losses that were identified. Details of which is given below.

1. Equipment failure causes production downtime. Equipment failure requires maintenance assistance
and can be prevented with the use of appropriate preventive maintenance actions, developed and
applied operating procedures, and design changes. Most importantly, equipment failure requires an
improvement effort that should be the result of a successful partnership between production and
maintenance. Predictive maintenance techniques such as vibration, oil, and thermo graphic analysis can
be used to anticipate equipment failure. If the failure occurs, it is important to use Root Cause Failure
Analysis (RCFA) techniques to identify the root cause of the problem and effective and applicable
solutions that will eliminate or mitigate the failure occurrence and impact.
2. Set-up and adjustments: this refers to loss of productive time between product types, and includes
the warm-up after the actual changeover. Changeover time should be included in this loss opportunity
and it should not be part of the planned downtime.
3. Small stops are typically less than 5-10 minutes and they are typically minor adjustments or simple
tasks such as cleaning. They should not be caused by logistics.
4. Speed losses are caused when the equipment runs slower than its optimal or designed maximum
speed. Examples include machine wear, substandard materials, operator inefficiency, equipment design
not appropriate to the application, etc.
5. Losses during production include all losses caused by less-than-acceptable quality after the warm-up
period.
6. Losses during warm-up include all losses caused by less-than-acceptable quality during the warm-up
period. However with the passage of time, more losses were added to the above list. Each organization
has its own classification of losses. Given below is one such elaborate classification listing 16 types.
PILLAR 5 - QUALITY MAINTENANCE:

It is aimed towards customer delight through highest quality through defect free manufacturing. Focus
is on eliminating non-conformances in a systematic manner, much like Focused Improvement. We gain
understanding of what parts of the equipment affect product quality and begin to eliminate current
quality concerns, and then move to potential quality concerns. Transition is from reactive to proactive
(Quality Control to Quality Assurance). QM activities is to set equipment conditions that preclude quality
defects, based on the basic concept of maintaining perfect equipment to maintain perfect quality of
products. The condition is checked and measure in time series to very that measure values are within
standard values to prevent defects. The transition of measured values is watched to predict possibilities
of defects occurring and to take counter measures before hand.

Policy: Defect free conditions and control of equipments. QM activities to support quality assurance.
Focus of prevention of defects at source. Focus on poke-yoke. (Fool proof system) In-line detection and
segregation of defects. Effective implementation of operator quality assurance.

Target:

1. Achieve and sustain customer complaints at zero.

2. Reduce in-process defects by 50 %.
3. Reduce cost of quality by 50 %.

Data requirements:

Quality defects are classified as customer end defects and in house defects. For customer-end
data, we have to get data on
1. Customer end line rejection.
2. Field complaints. In-house, data include data related to products and data related to process Data
related to product: Product wise defects Severity of the defect and its contribution - major/minor
Location of the defect with reference to the layout Magnitude and frequency of its occurrence at each
stage of measurement Occurrence trend in beginning and the end of each production/process/changes.
(Like pattern change,ladle/furnace lining etc.). Occurrence trend with respect to restoration of
breakdown /modifications/periodical replacement of quality components.

Data related to processes:

1. The operating condition for individual sub-process related to men, method, material and machine.
2. The standard settings/conditions of the sub-process.

3. The actual record of the settings/conditions during the defect occurrence.

PILLAR 6 - TRAINING:
It is aimed to have multi-skilled revitalized employees whose morale is high and who has eager to come
to work and perform all required functions effectively and independently. Education is given to
operators to upgrade their skill. It is not sufficient know only "Know-How" by they should also learn
"Know-why". By experience they gain, "Know-How" to overcome a problem what to be done. This they
do without knowing the root cause of the problem and why they are doing so. Hence it becomes
necessary to train them on knowing "Know-why". The employees should be trained to achieve the four
phases of skill. The goal is to create a factory full of experts. The different phase of skills is Phase 1: Do
not know. Phase 2: Know the theory but cannot do. Phase 3: Can do but cannot teach Phase 4: Can do
and also teach. Policy: 1. 2. 3. 4. Focus on improvement of knowledge, skills and techniques. Creating a
training environment for self-learning based on felt needs. Training curriculum / tools /assessment etc
conductive to employee revitalization Training to remove employee fatigue and make, work enjoyable.
PILLAR 7 - OFFICE TPM:
Office TPM should be started after activating four other pillars of TPM (JH, Kaizen, QM, PM). Office TPM
must be followed to improve productivity, efficiency in the administrative functions and identify and
eliminate losses. This includes analyzing processes and procedures towards increased office automation.
Office TPM addresses twelve major losses. They are
1. Processing loss.
2. Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventorY

3. Communication loss .
4. Idle loss.
5. Set-up loss.
6. Accuracy loss.
7. Office equipment breakdown.
8. Communication channel breakdown, telephone and fax lines .
9. Time spent on retrieval of information .
10. Non availability of correct on line stock status .

PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT:

Target:
1. Zero accident
2. Zero health damage
3. Zero fires.
In this area focus is on to create a safe workplace and a surrounding area that is not damaged by our
process or procedures. This pillar will play an active role in each of the other pillars on a regular basis. A
committee is constituted for this pillar, which comprises representative of officers as well as workers.
Senior vice President (Technical), heads the committee. Utmost importance to Safety is given in the
plant. Manager (Safety) is looking after functions related to safety. To create awareness among
employees various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be
organized at regular intervals.
Difficulties faced in TPM implementation:

One of the difficulties in implementing TPM as a methodology is that it takes a considerable number of
years. The time taken depends on the size of the organization. There is no quick way for implementing
TPM. This is contradictory to the traditional management improvement strategies. Following are the
other difficulties faced in TPM implementation. • Typically people show strong resistance to change. •
Many people treat it just another “Program of the month ” without paying any focus and also doubt
about the effectiveness. • Not sufficient resources (people, money, time, etc.) and assistance provided •
Insufficient understanding of the methodology and philosophy by middle management • TPM is not a
“quick fix ” approach, it involve cultural change to the ways we do things • Departmental barrier existing
within Business Unit • Many people considered TPM activities as additional work/threat.
 Literature Review:

1. METHODS:
 Time to process Raw-material.
 Lack of proper understanding.
2. PEOPLE:
 Lack of availability of designers.
 Conflicting mindsets of designers.
 Inadequate skill-mapping.
 Lack of motivation & understanding.
3. MANPOWER:
 Dedicated personnel for planning.
 Lesser no. of designers involved.
 Dynamics of self-help groups.
4. POLICIES:
 Government oriented(Time-consuming) paper work.
 Lack of finance to create larger SHG’s.
 Investment.
5. PLACE:
 Time & cost incurred.
 Proximity to large markets slightly less.
6. SURROUNDING:
 Traditional barriers & mind-sets.
 Linguistic barriers(biggest issues).
7. PROCEDURES:
 Material constraints.
 Requires fine tuning of mind towards market.
 Requires deeper market understandings by designers.
8. SKILLS:
 Newer skills not impaired.
 Imbalance in skills.
Fish-bone Diagram
 METHODOLOGY USED

 KOBETSU KAIZEN

How it works?

Qs. 1 What is the role of KK sub-committee?

KK sub-committee has a team of up to 7-8 members in a large company representing

the heads of different departments and the chairman is usually the Plant Head. The

committee has following roles:

Recording, categorizing and analyzing 16 losses(except break down and defect loss)

machine-wise, department-wise, unit-wise and company-wise

: Calculation/Analysis of OEE and set targets for minimizing/eliminating each loss. In

some cases, companies are also including specific losses that affect their business. In

other words the formula for OEE may be different at different stages of TPM in a

company and specific to the constraints a company may have

Based on business need, set priorities on losses and projects looking at resource

constraints.

Selecting Kaizen themes based on losses, setting targets and assigning teams to take

responsibility for each identified project.

: Identify bottleneck areas, fix targets and set priorities

: Launching of project teams with pilot projects

Helping all support functions to arrive at the Loss vs. cost matrix and the P,Q,C,D,S,M

measures.

Identifying aim and scope of KK, training requirement and guiding the facilitators to
focus losses on company performance.

Knowledge sharing through horizontal deployment activities

Develop the Master plan for KK and track progress of Kaizens and OEE

Motivate people to do Kaizens.

Giving inputs to the education and training pillar for training matrix development.

Working in close co-ordination with other sub-committees for achieving the PQCDSM

targets. This committee will meet at least once a week or month for the above

mentioned points.

Qs. 2 Which losses to be addressed by KK ?

KK pillar deals only with those losses that cannot be handled by any other pillar. All

16 losses have to be considered by the KK committee and make up the loss structure

for the company. (Losses due to defect/rework losses through Quality Maintenance,

failure losses through Planned Maintenance).

Next, the KK sub-committee will identify the priorities and assign project teams to

work on specific losses on different machines and areas.

Remaining losses will have to be addressed by KK sub-committee. Usually, they

address the following losses:

Each company has to make up their list and collect data. The highest losses will be the

priority for the KK pillar. In some companies this list may be different. This is only an

example:

Loss no. 2: Set-up

Loss no. 3: Tool change

Loss no. 4: Start-up loss

Loss no. 5: Minor stoppages

Loss no. 6: Reduced speed

Loss no. 9: Management Loss

Loss no. 10: Operating motion loss

Loss no. 11: Line organization loss

Loss no. 13: Measurement and adjustment loss

Loss no. 15: Tools, jigs and consumables loss

Loss no. 16: Yield loss.

Major three losses can be prioritized in each area to start the work.

Qs. 3 What is the role of operators in Kobetsu Kaizen ?

Be a member in small groups/circles and participate in circle meetings.

Improve and sustain 1 ‘s’ and 2 ‘s’ to eliminate search time losses.

Identify losses by identifying abnormalities.

E.g. SET_UP time reduction: operators take part in the study of videos taken during

set-up activity. They discuss, give ideas and contribute for Kaizen developments in

fixing, eliminating and reducing elements in setting.

E.g. Reduction of tool change time. Operators detect and inform the early wearing out

of tools, and contribute to extending their tool-life.

Provide inputs for quantifying management losses.

Operators to maintain results by following standards built up by PM and JH pillars

which includes generating OPL’s.

They must assist the KK team to make trials and implement Kaizens when proposed

by all pillars.
Qs. 4 What training is required for doing KK ?

Training to cover:

- Training on 16 losses

- Calculating costs

- Why-why analysis

- PM analysis

- Machine structure/Principle of working

- SMED and setup reduction training

- Tool technology

- 3Ms(Muri, Muda, Mura)

- FMEA, FTA, and other analytical techniques

- OJT, OPL

- Industrial engineering and JIT concepts

- Poka Yoke/fail-safing

- QC tools and story board

- Training operators to collect data.

Qs. 5: How to set P,Q,C,D,S,M targets for KK?

Collect data for previous one year before kick-off. KK committee looks at P, Q, C, D,S,

and M at the company level and selects areas under each category.

(E.g.)

P – Productivity/production increase by

Improvement in OEE of machines

Improvement in attaining effective man-hours

Improvement in labor productivity

Q – To bring defects to zero

By analyzing

Customer complaints & warranty returns

In-house rejections

In-house rework

Incoming material rejections

C – Cost reduction through

OEE increase

Cycle time reduction in bottleneck machines

Reduction of inventory on cutting tools

Reduction in consumption of cutting oils

Enhance tool life

D – To maintain delivery performance through

OEE increase

Improve bottleneck machine/process

S – To achieve zero accident level

By providing training on Machine operations

Identifying unsafe actions and locations and taking corrective actions to avoid

Accidents.

Motivation of operating personnel through Involvement and participation

Analysis of accidents happened in the past and near miss accidents through whywhy

analysis and improves working conditions.

M – To improve morale of operators through

Involvement and participation in circle activities

By encouraging to generate Kaizens and rewarding for

suggestions/improvements carried out.

Usually at least a 5% cost(variable) reduction target should be set as a company

objective.

Set target for OEE and then set target for P, Q, C, and D.

In some case P targets are set using Takt time calculation or 1.5 times current

production to achieve in 3 years time.

Q targets are set in PPM range and warranty, based on last three-year trend. (Q)

D target is set for own delivery to customers and also for supplier’s performance.

Target for safety is zero accidents. Eliminate unsafe actions and locations, and make

hand injury zero in the first year.

Target for M is in line with suggestion scheme and any other schemes the organization

has like QCC etc.

The company level targets are deployed down to product-wise and from there on to

specific lines and machines.

Qs. 6 How to prioritize losses for KK ?

Prioritising losses to be based on

1. Analyse the losses that affect OEE.

2. No. of occurrence and time losses

3. Type of losses(sporadic or chronic)

Quality and failure losses are not covered here.

Losses for each machine are calculated and the priority set for bigger losses by value. A

flowchart shows how losses can be categorized and then prioritized

Qs. 7: How to collect KK related losses ?

Machine-wise all 16 losses are calculated.

OEE related(8) losses are collected from Production and Inspection records.

Cost related losses-spare, coolant, lubricants are collected by maintenance department

and tool losses from the tool crib or tool management center. Vendor related Quality

Maintenance team, and, management loss by office TPM team report losses. Operating

motion loss and line organization loss by Industrial engineering. Logistic loss is by

Office TPM team.

Losses are compiled by the KK team into the loss structure matrix.

Qs. 8: How to make master plan for KK ?

After collecting losses and prioritizing them, an action plan is drawn up area and

machine wise. Based on current status as bench-mark and fixing targets:

1. For OEE improvement in

- Model machines

- Rank A machines

- Other machines

2. Productivity Improvements

Cycle time reduction

Man-hour utilization

Project teams/circles are selected and targets on results and time frame agreed upon.

The KK master plan is aligned to the Overall master plan. (See Annexure 3).
Qs. 9: How to make Project teams for all losses?

Cross-functional teams with relevant knowledge

Teams structure should be in a way so that cascading/horizontal deployment can be as

fast as possible.

Vested interest/affected parties are put in KK teams/Project teams.

1. The losses must be taken based on priorities

2. Particular process or machine is selected for study to reduce the losses.

3. Unit/department head where the particular machine/process is taken for study

should be the leader and members are drawn from production, tool room, tool

design, production engineering, quality etc. depending upon the requirements.

4. Once the model project team is formed they should collect all relevant datas on

losses they aim to bring down/eliminate.

5. The action plan is to be drawn with activities, time target, person’s

responsibilities to carryout the task, supporting help/facilities needed to carryout

the task etc.

6. To monitor the program meetings conducted at determined frequency on the

shop floor/site. The necessary help can be drawn from other units/departments

and even from external source.

7. The team should prepare the plan and obtain the concurrence from

management/top officials. Once the target and results are achieved this can be

extended to other departments/units.

8. On successful completion of the project, various teams can be formed

throughout the company for elimination of different losses

Qs. 10: How to cover all losses by involving all people?

1. Once the losses are identified, they can be prioritized depending in occurrence

and time loss.

2. The losses can be classified and allocation to be done to unit-wise/machine or

process-wise.

3. Monitoring is to be done by leaders and members of each pillar among with

manager of concerned production unit/supervisor depending on importance, time

target, technology and cost involved.

4. Periodical meetings to be conducted to review improvements made through

Kaizens or suggestions. Kaizens to be carried out and reduction in losses to be

recorded.

Qs. 11: How to sustain design changes in KK?

KK sub-committee should involve in introduction of new product or change in existing

product. The following are to be considered as an example:

Design of fixture/tools to minimize set-up time from one part to another

Cutting blade change time must be minimum

To minimize motion loss

Balancing of cycle time to avoid line organization losses

Design changes should be easily adopted with the shortest lead-time.

Product design to take care of:

The use of existing tooling

Communization with similar product.

Updating in design records

Feedback to development management

Feedback to OEM

Feedback to Machine manufacturer

Feedback to equipment design/capital planning and procurement team.

Through Poka Yoke, training and visual/audio instructions on machines

Through tentative standards of step 3 of JH.

Through PM standards.

(For standards to be used, it is essential to establish them involving the operators, then

operators must be trained on the SOP and the usage monitored.)

Qs. 12: How to do cost-benefit analysis through KK?

Analyze data available on each loss.

Categorize losses on

Loss of production

Loss of man-hours

Loss of material

Loss of energy
Cost benefit is calculated by evaluating payback periods.

 WHY TO CHOOSE KOBETSU KAIZEN?

1. Easy to implement.

2. It can be more cost effective compared to other three processes.

3. Everyone is involved during KK activity i.e. from manager to shop floor worker

So that every operator gets the feel of experiment

4. More operators friendly.

5. It can be done with less cost.

  COST BENEFITS

Implementing TPM can be lead to an expected start-up cost can be about 10-20% increase in
training and about 15 % increase in maintenance costs for the first two years if a 10% plant
coverage is attained by year one (20% by year two). This investment goes down significantly if
only a couple of machine centers or units are piloted. In fact, if the desire is slow integration the
first year (1-3 pilots only), maintenance costs and training costs may be slight and can often be
covered with only slight budget overruns.

Looking at the constraints or bottlenecks to calculate the value of removing those constraints. If you
could run another 10,000 units per week and each could generate one dollar of revenue, you would net
an additional 10,000-dollar for that week. Your per unit cost would be reduced which could allow you to
lower your price and sell more units using the extra capacity you gained from improving OEE.

There are many other cost saving opportunities (life cycle cost reduction, unplanned maintenance loss,
reduced staffing cost by eliminating the need for a third shift, etc.).

The major variables are the current condition of your equipment (how well maintained it is),
your people (how skilled and knowledgeable they are) and the persistence your leadership will
take in making this work. History has shown that about 25% of the companies who start TPM
will have major successes. Another 25% will have fairly good successes but because of
competition from other programs, lack of constancy of effort and the lack of persistent leadership
will only make it a modest success and may linger or decline after a few years of effort. The
other 50% will fail in the first 18 to 24 months.

It is hard to calculate the value from improved morale, better relationships between maintenance
and operations, management and hourly as well as the feeling of pride and sense of
accomplishment from making the equipment and work areas look better and run better. But this
does have value.
 OVERALL EQUIPMENT EFFECTIVENESS
THE ELEMENTS OF OVERALL EQUIPMENT EFFECTIVENESS

The three main categories of equipment-related losses—downtime, speed loss, and defect or
quality loss—are also the main ingredients for determining the overall equipment effectiveness.
Overall equipment effectiveness is calculated by combining three factors that reflect these losses:
the availability rate, the performance rate, and the quality rate.

The availability rate is the time the equipment

is really running, versus the time it could have
been running.

A low availability rate reflects downtime

losses:

• Equipment failures

• Setup and adjustments

The performance rate is the quantity produced
during the running time, versus the potential
quantity, given the designed speed of the
equipment.

A low performance rate reflects speed

losses:

• Idling and minor stoppages

The quality rate is the amount of good
products versus the total amount of products
produced. A low quality rate reflects defect
losses:

• Scrap and rework

• Startup losses

To calculate OEE, we multiply the three factors together:

OEE = Availability Rate x Performance Rate x Quality Rate

The inverted stair step diagram above shows graphically how the losses in availability,
performance, and quality work together to reduce the overall effectiveness of a machine. The top
bar, total operating time, shows the total time a machine is available to make a product. This is
usually considered to be 480 minutes per 8-hour shift. 

Bars A and B show availability. Bar A represents the net operating time, which is the time
available for production after subtracting planned downtime (no scheduled production) such as a
holiday, no orders, or no personnel.

Bar B shows the actual running time after subtracting downtime losses such as equipment
failures and setup and adjustments.

Bars C and D show performance. Bar C represents the Target Output of the machine during the
running time, calculated at the designed speed of the machine. Below it, a shorter fourth bar, D,
represents the actual output, reflecting speed losses such as minor stoppages and reduced
operating speed.
Bars E and F show quality. As you can see, the actual output (E) is reduced by defect losses such
as scrap and startup losses, shown as the shaded portion of bar F.

As this diagram shows, the bottom-line good output is only a fraction of what it could be if
losses in availability, performance, and quality were reduced. The diagram also suggests that to
maximize effectiveness—to grow the good output on the bottom line—you must reduce not only
quality losses, but also availability and performance losses. The three factors work together, and
the lowest percentage is usually the constraint that most needs addressing.
 The Goal and Benefits of OEE Measurement
The goal of measuring OEE is to improve the effectiveness of your equipment. Since equipment
effectiveness affects shop floor employees more than any other group, it is appropriate for them
to be involved in tracking OEE and in planning and implementing equipment improvements to
reduce lost effectiveness. Let’s look at some of the benefits of OEE measurement for operators
and shift leaders or line managers.

We recommend that the operator collect the daily data about the equipment for use in the OEE
calculation. Collecting this data will 

 teach the operator about the equipment

 focus the operator’s attention on the losses
 grow a feeling of ownership of the equipment

The shift leader or line manager is often the one who will receive the daily operating data from
the operator and process it to develop information about the OEE. Working hands on with the
data will; 

 give the leader/manager basic facts and figures on the equipment 

 help the leader/manager give appropriate feedback to the operators and others involved in
equipment improvement 
 Allow the leader to keep management informed about equipment status and improvement in
results.
HOW TO MEASURE THE OEE BY USING TPM?
All performed effort should have certain parameters in order to evaluate your achievements. The
TPM effort won't be the exception to this rule. To be able to measure that advance, we have the
OEE, Overall Equipment Effectiveness. It is a useful concept and helps to define restrictions in
the plant.

The OEE contributes to measure how the improvements will positively affect the productivity
thanks to the appropriate operation of the equipment.

TPM plays an important role in this process, since the effectiveness of the equipment is
improved. A basic goal of the TPM is "Zero interruptions or production stoppages" which makes
it possible to increase the effectiveness of the equipment so that each machine can be operated at
its full potential and maintained at that level. We will use the denomination: OEE.

The attitude in the implementation of TPM should be centered in zero breakdowns. Only with
that conviction can a good implementation of TPM be achieved.

The Formula to Measure OEE:

»     OEE = EA X PR X QR

Being:

»     OEE = Overall Equipment Effectiveness

»     EA = Equipment Availability

»     PR = Performance Rate

»    QR = Quality Rate

The Equipment Availability (EA) is improved through reducing or eliminating the breakdowns,
setups and adjustments, and all kinds of stoppages. This can be achieved thanks to realistic
Preventive Maintenance and the opportune scheduling of repairs when the equipment begins to
show some abnormality, earlier than the failure point.

The Performance Rate (PR) improves through eliminating the losses of speed, stoppages and
smaller failures. TPM allows the operators to notice any reduction of the capacity of their
equipment, and they also learn how to use it at its full capacity. As they know it better, the
operation is safer and fluid.

The Quality Rate (QR) improves eliminating defects in the process, especially during the
beginning of a new product.  
The indexes can be determined in each workstation. The high level of effectiveness OEE will
only be achieved when the three indexes are high.

The following principles should be applied when improving the effectiveness:

 Make detailed and exact measures  

 Establish priorities
 

 Establish clear goals

To calculate the indexes to use, it is necessary to review the following concepts:

 Production Time: refers to the net availability of the equipment during a given period. In
other words it is the available total time for operation minus the necessary times for breaks,
chats, lost cycles, etc. (unavoidable).  

 Operation Time: the production time minus the time in which the equipment is stopped due to
breakdowns, adjustments, setups and other stoppages. It is the time in which the equipment
is in operation.  

 Net Operation Time: the time in which the equipment is operated at stable and constant
speed. From the Operation Time subtract the time lost by smaller stoppages and for loss of
speed, (especially in the kick off).

 Productive Operation Time: the Net Operation Time minus the estimated time that is required
to rework the faulty products. It is the time during which the acceptable products are
manufactured.  

 Ideal Cycle Time: the time designed for the production of one unit. We should bring it the
closest possible to the "Tact Time".  

 The "Tact Time": a theoretical time that results of dividing the Net Operation Time by the
number of pieces that are required to be produced.

The levels for the effectiveness of the equipment differ depending on: The industry  ,the
characteristics of the equipment and production systems involved.  

The effectiveness of the equipment averages from 40 to 60 percent in plants that remain working
with traditional corrective or reactive maintenance procedures. This standard can be as high as 85
or 95 percent through several Kaizen Events focused in the reduction and elimination of the
effectiveness losses in the equipment.
BEHERINGER BAND SAW CUTTING M/C
Automatic horizontal band saw BEHRINGER

Stainless steel and tool steel. Tempered steel, special alloys and aluminum. In
different thicknesses, shapes and diameters. Singly, in bundles of fixed lengths.
Whatever you aim to saw, our HBP, HBV and HBM high-performance and
automatic bandsaw series offer the solution you are looking for. In every cutting
range. Despite their outstanding performance, our machines are all designed to
offer maximum operating simplicity and space savings. And like everything from
BEHRINGER, they are unbeatable in terms of speed, precision and quality.
CNC GAS CUTTING MACHINE - SUAG

CNC GAS CUTTER NOZZLE

Key features

 Burny 1250 control system includes a fully-integrated Burny 2.5 CNC Shape Cutting
Control, Plasma process controls and a servopak 120 watt pulse with modulated drive
 CNC Width 2000mm
 Track length to be advised
 Maximum Cutting Speed 6000mm/min
 Maximum Cutting Thickness with gas 300mm
 Single sided drive
 Combined gas and plasma post with ESAB Cooljet Cutting Post
 Operational Manuals
 Mains input would require 240 volts single phase
 Photographs taken on site PRIOR to any work commencing. Please view our examples
page!
 Ask about our Lease Option Plan and the benefits
 SR.NO. ACTIVITY TIME in min %

1. Setting if JOB 115 19.79

2. Measurement 83 14.28

3. Operator non availability 35 4.30

4. Crane waiting time 15 2.58

5. M/C down time 313 53.87

6. Tool changing time 30 5.16

TOTAL 581 100

Tool Changing
Time
5%
Setting of Job
20%

Measurement
14%

M/C Down Time Operator non

54% availability
4%
Crane Waiting
time
3%
 M/C Down Time.
 Setting Time.
 Measurement.

 REASON
 Maintenance

 SOLUTION
 Preventive Maintenance of M/C to be done on time to
avoid maintenance while M/C is in production.
 BIBLIOGRAPHY:

COMPANY GUIDE:
Trivesh pooniwala.(Dy.Manager-maintenance)P.E.D.pooni@godrej .com,
www.godrej.com.

1. Ames, V. A. (1996). Implementing the Complete TPM Process. SEMATECH TPM/OEE

Case Study
2. Workshop, Tempe, AZ, SEMATECH. Ames, V. A. (2003). TPM Interview. T. Pomorski.
Austin, Tx.
3. Asaka, T. and K. Ozeki (1990). Handbook of Quality Tools, The Japanese Approach.
Cambridge, MA,Productivity Press.Bahrani, A. (1995).
4. TPM Management. SEMATECH TPM/OEE Case Study Workshop, Austin, TX,
SEMATECH. Bamber, C. J., J. M. Sharp, et al. (1999). “Factors Affecting Successful
Implementation of Total
5. Productive Maintenance: A UK Manufacturing Case Study Perspective.” Journal of
Quality in Maintenance Engineering 5(3): 162-181.

WEBSITE:
1. www.wekipedia.com
2. www.google.com
3. www.scribd.com
4. www.3brooks.com/tmp/2110.pdf

REFERENCES:

TPM Literature Review - Public Version - T. Pomorski

 SCOPE

Due to following advantages, our project is having a greater future scope:

ADVANTAGES:

1. Reduction in manufacturing time.

2. High accuracy.

3. Smooth operation.

4. Better transmission motion.

But it has also disadvantages;

DISADVANTAGES:

1. Operation cost is more.

2. Maintenance cost is more.

 7.REFERENCES

 www.tpmclubindia.com

 www.tpmonline.com

 www.oeetoolkit.com

 www.managementsupport.com

 www.kaizentek.com

 www.bin95.com/ebooks/OEE-TPM_Objectives.html

 www.wikipedia.org

 www.plant-maintenance.com/books/0831131381.shtml
 APPENDIX

Names of Industries which are using Kobetsu Kaizen:

1 Aditya Cement 22 Lucas TVS - FIE Division

2 Bajaj Auto Limited 23 Mahindra & Mahindra Limited – Auto

3 Bharat Seats Limited 24 Mother Diary

4 Birla Tyres 25 QH Talbros Limited

5 BPL Limited PTI 26 Shriram Pistons & Rings Limited

6 Brakes India Limited, Brakes 27 Sona Koyo Steering Systems Limited

Div.

7 Brakes India Limited, Foundry 28 Sundaram Brakelinings Limited

Division

8 Brakes India Limited, Padi 29 Tata Cummins Limited

9 Brakes India Limited, 30 Tata Metaliks Limited

Pollambakam

10 Clutch Auto Limited 31 The Tata Iron & Steel Co. Limited -

Steel

11 Electrosteel Castings Limited 32 The Tata Iron & Steel Co. Ltd. -

Bearings
12 Godrej mfg ltd. 33 Thirumalai Chemicals Limited

13 Heavy Alloy Penetrator Project 34 TTK-LIG Limited

14 Hi-Tech Carbon 35 Tube Products of India

15 Hindustan Lever Limited 36 Usha Beltron Limited - Cable

Division

16 Indian Oil Corporation Limited 37 Usha Beltron Limited - Alloys & Steel

17 Indo Gulf Corporation Limited 38 Usha Martin Industries

(Fertilisers)

18 Jay Yuhshin Limited 39 Vikram Cement

19 Jindal Strips Limited 40 Vikram Ispat, Salow

20 Lakshmi Auto Components 41 MM Forgings Limited

21 Lakshmi Machine Works

Limited