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.

The monks confront each other in pairs. “Ask questions & look for knowledge in the answers”.Seeking understanding through questioning. This is called “Prasna / Vyakyanam”. The great Ramana Magarishi said. debating It was fascinating to observe monks of all ages debating Buddhist thought Debating esoteric teachings in pairs. "Yellow Hat Sect for centuries". and engage in heated discussions relating to esoteric teachings.or patti manram in Tamil In Tibetian Buddhist Monks also practice a similar concept of debating to find knowledge .Tharkam.

Foccussed Improvement

Planned Maintenance

Autonomous Maintenance

!! ?? ??

Quality Maintenance


Development Management

Education and Training

Safety, Health and Environment

Office Improvement

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.


= Availability x Performance 90% Availability x Performance x Quality 65%


we try to integrate TPM responsibility as a part of his routine responsibility. Support C D S M Pillars K K 10 P M 8 Q M 1 2 Members E & T 1 4 D M 9 OT PM 1 0 S H E 1 1 . A typical example where it works well is in Panipet Refinery. in each shift will form a circle so that even when they rotate in shifts they can continue TPM activities.GI – Q4 In TPM organization. What is your advice? • Based on our experience from many units. Maintenance men work as co -opted members. it is preferable to give responsibility to the functional head in the organization. etc head E & T Pillar. By this changed reorganization. we have tried pillar heads and circle leaders based on seniority of people. 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. It is also advisable to introduce goal-setting process from CEO to lower level in terms of P Q C D S M. For example JH Pillar is headed by production Manager. Workers in a section. It does not work because they do not have time and there is clash of ego and interest. This will bring all of them in respect of Goals alignment. AM Pillar • • • • • • • Leaders Circle 1 Members 10 Circle 2 15 Circle 3 12 Circle 4 10 P Q Daily Work Tech.

PILLAR MAIN ACTIVITIES 1. Focused Improvement (FI).Use RCM.7 steps Collect data .RCFA Lean. prepare loss tree.Identify various losses. QM SHE .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. 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.FI PILLAR ACTIVITIES SN.

Equipment failure loss 2. Measurement and adjustment loss <Energy> Input energy <Materials> Loading time Overload loss 15. Cutting blade and jig change loss 4. Line organisation loss Excluding manhour (Supported by other departments) 9. Energy loss Radiation loss [Efficiency of material and energy] ……… 3 Major Losses Preventing Efficiency of Material and Energy. Shutdown loss 1. Operating loss <Equipment> Elapsed time Duty hour Scheduled downtime [Equipment Efficiency] Scheduled downtime 8 Major Losses Preventing Efficiency of equipment 8. Yield loss 11. Start . . of qualified products Defects quality loss Start-up loss Weight of qualified products 16. Reduced speed 7.Loss Structure During Production Activities (16 Major Losses) [Manpower Efficiency] <person> Man-hour Operated man-hour 5 Major Losses Preventing Efficiency of Manpower Waiting instruction loss Waiting material loss Equipment downtime loss Equipment performance loss Method/procedu res loss Skills and morale loss Line organization loss Unautomated system loss Start-up loss Effective energy No. Set-up loss Loading man-hour Loading time Net operational Man-hour Effective man-hour Operating time motions loss Downti me loss 3. Management loss Production Man-hour 10.up loss Line organisa -tion manhour loss Defects in manhour loss Net Operating time Performa nce loss Cleaning checking Waiting instruction Waiting materials Waiting personnel distribution Quality confirmation (Adjustment of measurement) Other downtime loss 5. Minor stoppage & idling loss 6. Defects and rework loss Valued man-hour Valued (man-hour for operating time turnout) Defects quality loss 12. Die and Tool loss Cutting loss Losses in weight Losses in excesses (increased commission) 14. Logistics loss 13.

98×100 = 42. × 100 = 87% loadingtime − downtime loadingtime × 100 l Performanc e theoretica cycle time x processedamount = × 100 efficiency Operatingtime (e./unit x 400units e = × 100 = 50% efficiency 400mins Rate of quality processedamount .g.g) Performanc 0.50× 0.defect amount = × 100 = 100 products processedamount (e.g) Availability = 460mins − 60mins.6% .8 units = × 100 = 98% products 400 units Overall effectiveness = Availability X Perf effeciency X rated quality products = (e.Relationship between Six Major Losses on Equipment and Overall Equipment Effectiveness Equipment Loading time Down time losses Operating time Net operating time Valuable operating time Defect losses Speed losses Six major losses Equipment Failure Set up and adjustment Idling and minor stoppage Reduced speed Defects in process Reduced yield Calculation of overall equipment effectiveness Availability = (e.) 0. 460mins.g) Rate of quality 400 units .5mins.87× 0.

SQC. Business Process\and Reengineering Visual Management and Controls Etc Run and Control Charts. CPk for Lean & 6 sigma Benchmarking\Best Practices.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. PERT and CPM IDEA is to improve their analytical Skill and make them innovative in all their actions. Quality Tools.Cp. Histograms.MTTR PM Analysis.MTBF. Plan Do Check Act (PDCA)\Deming Wheel DMAIC. If we can do this half the battle is won .

who knows the entire operation.. category A.. A 1 The ideal person to head this pillar is the senior most experienced knowledgeable General manager.Q1: Who heads this Pillar? Q2 In practice it is difficult to collect losses from various equipment / departments and processes in a large plant. less important and not important i.on Category A Equipments and then on B type equipments First we must tap the low hanging fruit i. accidents. low productions. B. 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.e. Simultaneously in a large process plant we have to do ranking of equipment & categorize it as most critical. where we get maximum benefit with lower resource inputs and then proceed for more critical and difficult problems . MTTR and various historical data on failures.e. technology and maintenance aspects. MTBF. How to solve this problem ANS: Thanks. You have raised very good and relevant questions. C & D. important. etc. Then we have to analyze OEE.

Once we bring this change in working culture all issues can be settled. RCFA. The credit for a successful job done goes to the Team and not for individuals. Based on results of these studies. A 4 As regards support and coordination. Then critically analyze all de bottlenecking opportunities. Difference always exists between 2 heads of department but the CEO & HR department ensures a smooth Team working culture.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. . Wherever required employ techniques like RCM. between pillar heads it is essential to have mutual understanding. etc. Six Sigma. 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.

. prioritize the loss and take up kaizens. rate losses and quality defects and rejects losses by using analytical tools . First analyze the availability( time loss ). even if it is a minor problem In this case JH helps in CLRI. which will first bring up the machine availability to around 75 % Then take up speed or rating loss. do thorough analysis. 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. E & T for skill development. or due to process problems. DM for design change. etc. PM for zero breakdown and QM for quality defect source. PM & QM Pillar head. and then take up Quality rejects loss. After discussing with FI. Do not accumulate or postpone problems – Solve as you notice it. etc. or due to bottleneck of machine ahead. office TPM for proper storage. or due to high tool set up time. AM Pillar achieves the goal before step 4. Losses occur due to breakdown. proper raw material.FI – Q5 My equipment OEE is only 35% what should be done to bring it up to 90%? • • • • ANS:That is a good question.

g. Eliminate Forced Deterioration and Restore Deterioration Left Unattended 4. . Maintenance Efficiency nhanced visual control aintenance (survey.) tudy failures which can be dealt with by “Jishu Hozen” (Plan and prepare locations to be checked and skill training) -Analyze failures as our own problem epeat “WHY WHY” Analysis heck similar equipment and locations and correct “Fuguai” ind and restore “Fuguai” by cleaning rovide basic conditions earn and observe operating conditions mprove basic conditions so that they can be maintained easily (Countermeasures on sources and places difficult to check. 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. e. train and guide “Fuguai” onsolidate and guide operating conditions liminate forced deterioration of invisible parts 2. 5. etc.) -Thorough analysis and guidance erify and take actions on repair errors (Skill training) orrect. technology or budget. FP. preparations. Prepare and Consolidate Standards (Including Failures Involving Defects) repare “Jishu Hozen” manual heck by check list and restore deterioration 6.) nhanced spare parts management etermine deterioration and other documents predict life by ood housekeeping of drawings and precision diagnostic equipment. work. 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. Maintenance roles dentify failures which occur again based on maintenance records ake permanent measures on failures on which only temporary measures are taken (Causes are known. repare periodical maintenance manual etermine lives of equipment and composite parts etermine deterioration pattern (DFR. 7.“KAIZEN” PROGRAM FOR FAILURE LOSSES Steps for zero failures 1. Enforce visual control ake general checks of equipment. clean and oil). Explosion of Predictive Maintenance tatus monitoring and trend control by simple diagnostic equipment. but actions cannot be taken due to time. IFR) nalyze relationship between equipment accuracy and qualitymaintainability nhanced characteristics. Study and Improve Weaknesses (Corrective Maintenance) nalyze and correct design weaknesses tudy measures to lengthen life mprove mechanisms. CFR.etc.. operational errors (Training.

and how his skill can be upgraded to make zero defect productsStep 7 Practice full Self management . prepare process manual with visuals Step 6 Training for understanding Quality issues.hard to clean. lubricate.Learn to use tags Step 2 Contamination sources &Elimination of inaccessible areas.7 steps through relay training Step 0 Know your Equipment Step 1 Establish basic condition for the equipment.Make them Equipment Competent.. & contaminants. Remove all root causesprepare tentative standards step 3 Introducing Visual Controls and Visual management Step 4 Training the operators for general inspection of 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).overheating.use 6 senses for identifying & correcting loose fasteners.abnormal noice .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. leakages. what customer wants.clean dust.

sounds • Lubrication • Replacement of parts • Repairs.. dust.Respond quickly to abnormalities by repairing the machine or having some technician take care of it when he (she) does not have enough knowledge.. leaks. high temp. They need to develop three skills: • 1.The purpose of autonomous maintenance is to teach operators how to maintain their equipment by performing: • Daily checks –cleaning with meaning. skill or resources. .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. Ability to determine and judge when operating conditions become abnormal • 3.Ability to preserve normal conditions • 2.

Unsafe places Related to Coordination and Abnormality Based Training By Other Pillars Specialist Maintenan ce Technolog y Quality Kaizen Training by PM Pillar Kaizen Training by KK/DM Pillar Kaizen Training by QM Pillar Kaizen Training by E&T Pillar Kaizen Training by DM Pillar Kaizen Training by OTPM Pillar Kaizen Training by SHE Pillar Countermeasures & Kaizen by respective pillars Related to Related to Open area Tags Tagging on the equipment is difficult if the equipments are in open area. 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 Skill Related to Design Input/Outp ut Safety Related to Related to Countermeasure s & Kaizen by JH Zero Abnormality . 2. Minor Flaws Unfulfilled Basic Conditions Inaccessible places Contamination sources Quality Defect Sources Unnecessary and non-urgent items 7. 3. 5. 4. In this case better to have a tag stand holder near the equipment and put all the same in those bin.Abnormality Not Identified Training to eye Operator Kaizen Training by JH Pillar Identified 7 Types of abnormalities 1. 6.

operations. coolants and inspection of the the same in time series training on visual controls and visual management all measuring and monitoring instruments are free from error and easy to hande and use training to record the abnormalities .theoritical knowledge . safety. abnormality matrix. . development of equipments which gives early warnings to operators so as to initiate preventive measures development of equipment with visual controls and management training on 5 Why analysis to identify root cause Education on deterioration . white tags. ROP. etc. identify abnormalities .to improve OEE data on analysis of consumption of mateials.Forced. functions. efficiency improvement. energy. yield. drive mechnism modules with respect to the equipment training on safety requiremts to be followed inside the shopfloor DM Development of equipments for easy and safe operation training on identification of defect types A.theoritical knowledge .to reduce per unit cost facilitation to achieve objectives and targets set for equipments PM Training on Step 0 . pnematics. electrical.on fasterners. lubricants. classification and impact on equipment Training to operators to remove white tags QM identification of quality defect sources ET Training to operate and maintain (CLRI) the equipment as per step 0 and step 3 Training . ROQ .B.Red tags. and Optimal conditions and Desired conditions of the equipment Education on Implementing the concept of "Cleaning with meaning " OPL related to operation of the equipment Visual controls and visual management to produce defect free products training . and its reduction of time to improve availability ROA training on identification of Q components.on hydraulics. Training on identification of 7 types of fuguai's.C development of equipments which are easy to do CLRI OPL for identification of defects development of equipments which requires minimum adjustments to produce quality products facilitation to implement kaizens identified to reduce losses Training on CLRI.How other pillars should help AM pillar FI data on analysis reports related equipment's losses with respect to ROA. tentative .Know your equipment .TK . etc. etc training on losses related to equipment effectiveness Implementaion of the equipment modifications to improve hard to access areas and eliminating sources of contamination .7 types training .

E & T Pillar provides lectures as what should be done in steps 0. Due to this in many plants workers in AM or circle just clean some parts. 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. 4. 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. 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 . 2. 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.JH – Q1 In theory classes. Sometimes we need to give them prizes and awards for learning more about his machine or process. etc. 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. paint and do nothing else. I hope I have answered your question. 3. . 1. 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.

. periodically to eliminate the tag but the responsibility of kaizen to overcome abnormalities rests with Pm Pillar head. tags remain unattended. If there is a genuine resource problem. Can we engage outsourced maintenance crew to attend such jobs? • • ANS:Q3 As regards data presentation in circle boards. In fact JIPM likes it that way. However secretariat can help during initial period Ans Q4 As regards accumulation of tags due to not attending on time. maintenance head can decide to employ some contractor men. it is important AM – Pillar head should study this problem and discuss with PM head (Maintenance head). it is enough if it is drawn by hand.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. Maintenance says they have no time to attend. It is up to the company to decide depending up on its size. As regards TPM secretariat doing chart preparation work we do not want to encourage.

JH Step 3 Training on losses related to OEE .JH Q 5 . abnormality matrix.Unsafe places / Unsafe conditions / Unsafe practices Training on fasteners. Pneumatics.tagging (Red / White) Training on safety aspects while operating . etc. etc and its inspection in time series Training on Hydraulics. Drives and controls etc. Training to develop Tentative standards for CLRI . Electrical / Electronics. coolants. Training on visual controls and management Training to record the abnormalities.What support E&T pillar should give to AM pillar • • • • • • • • • Off line training (Theoretical Knowledge) to operate. Red / White tags. lubricants. maintain (CLRI) the equipment as per Step 0 and Step 3 Off line training (Theoretical Knowledge) to identify 7 types of abnormalities .

Functions. • Education on the concept " Cleaning with Meaning " • Training to identify 7 types of abnormalities. Safety etc. Operation. 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 6 What support PM pillar should give to AM pillar? • Ans Q6 Training on Know Your Equipment (Step 0) Parts.

JH Q 7 . lubricants.What support AM pillar expects from OTPM pillar? • Spares and materials (Oils. 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 .

C ) 3. One Point Lessons to identify Defects related to materials – 4. All measuring instruments are free from error. Visual controls and management of process parameters ( QM Check Sheet ) to produce defect free products 6. easy to interpret. Subjective typeTraining to identify Q – Components 5.AM Q 8 What support AM pillar expects from QM pillar ? 1. Training on identification of Quality defect sources 2. easy to handle etc. . B. Training to identify Quality defect types ( A.

Vibration diagonastics.maint standards inspection standards etc .PM PILLAR ACTIVITIES SN. Repair cost. correct operating procedures.RCFA. Address Build a strong Time Based Maintenance and reliability. RBI. analysis. Implementing Value Engineering to reduce cost and to improve equipment life. issues Improve OEE.. Abolish environments causing deterioration -Support to AM to eliminate perennial (PM) problems and to train operators on maintenance. reduce MTTR . MTBF.FMEA.set goals Implement data Management systems ( CMMS or SAP Controlling budgets-spare parts cost and inventory. 3. thermography. . Maintainability predictive -Condition Based Maintenance System ( Ranking of Equipments & prioratise) Use operability techniques like RCM. PILLAR MAIN ACTIVITIES Restoration of deterioration and bring equipment Planned Maintenance to basic condition.rectify design defects.

temperatures. and blocks 0 • Abnormal pressures.1 or less) X 100 (90% or more) PM achievement rate PM jobs.15 or less) Failure downtime Operating time Failure stops Operating time Process failures Equipment failure severity Equipment failure frequency X 100 (A equipment: 0. and flow rates due to complex causes ½ of baseline X 100 (A equipment: 0. contamination.Examples of Planned Maintenance Goals Indicator Improvement Goal • A equipment • B equipment C equipment 0 1/10 of baseline ½ of baseline Failures by equipment ranking Failures by failure ranking • Major failures 0 • Intermediate failures 1/10 of baseline • Minor failures ½ of baseline • Leaks. completed Total planned maintenance Jobs scheduled .

Outline of Planned Maintenance System Planned Maintenance System Spare-parts control Control of technical data Specialised maintenance Autonomous maintenance Equipment diagnostics Equipment diagnostics and condition monitoring Sudden breakdow n Maintenance calendar periodic checks Daily checks Lubrication control Discovery of abnormalities Morning meetings Breakdow n MP design Fixed-asset control Education & training Breakdown maintenance Predictive maintenance Shutdown maintenance “Opportunity maintenance ” Treatment of abnormalitie s Breakdown maintenance Budget control Small-group activities Checking and servicing records Schedule control Failure. and reliability analysis Supporting subsystems . maintainability.

FTA.through the application of FMEA.Q.D. CBM (Predictive maintenance) 4 Draft the standard maintenance procedure 5W1 H method should be used to draft the standard maintenance procedure 5 Carryout maintenance systematically Maintenance tasks must be performed systematically based on the maintenance calendar and standard maintenance procedure.S and M criteria and classify the equipment What parts? Practical decision making through step activity of Jishu Hozen and Keikaku Hozen . RCM (Reliability Centered Maintenance) etc What maintenance method? 2 BM (Breakdown maintenance) 3 Select from the following maintenanceTBM (Periodic maintenance) methods for each part. PM analysis.Fig.1.C. Logical decision making.2 The Process of Equipment Maintenance What equipment? 1 Evaluate the criticality of the equipment based on P. Selection Inspection and Repair (Overhaul) depends on the criticality of the equipment. 12 .

Fig 1.5 Five Countermeasures to Achieve Zero Failures Five Factors Inadequate compliance with basic requirements Non-compliance with usage requirements Neglected deterioration Inherent design weaknesses Lack of skill 4 Five Countermeasures 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 1 1 2 2 3 3 4 5 5 .

. Everyone whether operations or quality control or safety department or project department blames PM – maintenance department that we do not do our job. This is where PM takes the help of FI. SHE. The reason is that when a company reaches step 4 in some equipments immediately they want to apply for JIPM Award. PM – Q1 – ANS: Your question is a very genuine problem faced by most of the maintenance people. QM. The actual problem in the field is too many red tags are put by operations during their Autonomous inspection. In TPM we preach that operators in step 4 should be equipment competent but in reality it does not happen. E & T. 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. They do not want to learn about small maintenance jobs when PM Pillar offers to train them. he should ask for a Health check up or JIPM Audit. zero accidents due to defects in equipment. the initiative comes down drastically as observed in many companies. 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. DM. CEO / Top Management should encourage collective working to find solution for a chronic problem.PM – Q1: This pillar’s responsibility is to give assurance on zero breakdowns. Once they get the first award. etc to find the right solution. How to get their cooperation so that as a team we all sit together and find a solution to each problem.

In some companies people use RCM to find the root cause for failure of the function. Similarly data management can be done by CMMS through any of the ERP like SAP. Oracle.PM – Q2 Aim of PM Pillar is to help AM to restore deterioration and bring equipment to basic condition. Definitely we encourage people to use any tool for solving a problem found in Pm Pillar or QM Pillar or DM Pillar. FMEA. Six Sigma. There are various methods available to do analysis and find a solution to the problem. RCFA. primavera. etc. . Please go ahead and use any tool freely. etc. 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. Similarly to study forced deterioration and prolong life of equipment.

If you have a large shop where such instruments can be used regularly to get benefits in terms of increased OEE. However if your shop is a small one. Pl do not buy an instrument if you do not find regular use for it • As regards RCM results.PM – Q3 Management hesitates to sanction when we ask for funds to purchase measuring equipments for doing condition based predictive maintenance. you should establish Return on investment (ROI) before you ask for a capex. etc. from its utility point of view. 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. ... you can outsource and call people who can do tests for you and give advice. you can convince management. Some times when we use RCM. etc.

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 • Impossible to schedule consumption due to sporadic failure or other reasons Possible to schedule consumption • Possible to forecast replacement period by monitoring wear and tear • Others Annual usage Less than X times More than X times Unit price is cheap Stocked items Unit price is expensive Consider stock-out loss Stock-out loss is smaller Non-stocked items 99 Stock-out loss is bigger Non-stocked items .

Process. Maintenance List out defects.develop QM check sheets for them Lean six sigma ( support FI) Ensure operator to be Equipment. shutting down. starup. develop matrix defects vs Process. Trained manpower. setup. Quality Improving effectiveness of ISO9002 system.5. Monitor & control the visuals to get defect free products. and Quality Competent by AM steps 4. speed adjustment. 4M analysis.OPL for process operation and .as well as defects vs equipment (QM)10 Identify Q-Component In Equipment & in Process and steps Predict defects and Ensure Quality thru reliable process. equipment. maintenance etc and ensure compliance.5 why-why. power failure etc Inspection and Materials.PILLAR ACTIVITIES 4.use RCFA.6( take AM support) Analyzing the existing methodology / practices of quality analytical methods with aim to improve them.Develop standards. Develop new effective analytical methods for efficient 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 . ( support to AM). use visuals in field.

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 – 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. • Develop Defect Vs Equipment matrix • Do 4M-analysis equipment wise. they need not wait. Instead the following action can be initiated.

QM – Q2 More abnormalities are identified but the removal of quality related tags (Abnormality No. 5: Quality defect sources) is given last priority. & he has to operate daily) the then Safety Tag Easy of operation Tag Quality Tag Break down Tag Shut down Tag Improvement Tag Design Tag 1 2 3 4 5 6 7 Human Performance Quality Availability Availability Loss New Product/Process equipment Operation / function related (To improve ROP) then Quality related (To improve ROQ) 4th Breakdown related (To improve ROA) and 5th QM related . for how long QM pillar should wait? • ANS: Prioritization of Tag mainly affects removal of tags can be done first with Safety related tags (Operator should be safe.

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 Purchase of new gauge Product defect is Low Calibration of gauge

Customer Satisfaction

Develop Defect Vs Equipment matrix Process Industry If the defect arises after completion of a process. Develop Defect Vs Process matrix If the defect arises during machining.QM – Q6: Which is correct? Defect Vs Process or Defect Vs Equipment • ANS:Both are correct. Develop Defect Vs Process matrix Cause Cause Cause Defects 4M With in Std Exceeds in Std • • • Accept Rejection . but • • should be developed for each part of the product Engineering Industry If the defect arises during assembly.

their Visual controls and Visual Management • QM check sheet • JH step 2 .QM – Q7: What are the inputs required to develop defect free equipment? • ANS:MP information sheets • List of Q components.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 .

Concessional acceptance is the disposition action taken by the Quality department after considering the criticality of the defect. Please Explain. say the defect will affect neither the final product performance nor subsequent process / operation.QM – Q8: While calculating ROQ there is confusion whether to include Concessional acceptance as Acceptance. Conceptually speaking " Deviation from the specification / requirement is a defect ". While calculating ROQ we have to take into account only accepted parts. Doing first time good is accepted as good production . 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.

S. event based defect and rework data collection Optimisation of process parameters to achieve zero defects To do CLRI of the Q components Training of operators to identify quality defect sources Removal of red tags related to quality defect sources as soon as possible Skill enhancement to handle the inspection tools Training to read component drawings Training on criticality of quality parameters Documenting the criteria for acceptance for subjective type quality characteristics Training of suppliers on quality requirements Maintenance and Calibration of jigs and fixtures 4 Visual control and management of Q components Visual control and management for tool. jigs fixtures and die wear 5 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 . 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 2 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 3 On line.

B.C) Providing online training through skilled inspectors Training of suppliers on quality requirements at our end and also at supplier end 3 Training on 5 Why analysis.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 Identification of Q components through process point analysis Developing of OPL for training Input of quality characteristic s that needs to be addressed in the relevent documents Audiitng of supplier's processes to ensure quality Identifying of processes which requires poka yoke 1 2 Implementing SPC techniques to reduce / eliminate defects / reworks Reducing / Eliminating time / volume losses through Kaizens Training on defect identification and its recording in production log sheet Providing online training to operators regarding defect types (A. PM analysis 4 .

targeting for achieving defect free first part. i.QM – Q10: What support QM pillar expects from FI pillar? • ANS: Elimination of efficiency losses • Reducing losses due to adjustment .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 .

B.QM – Q11: What support QM pillar can give to FI pillar? • ANS: Real time data collection of defects event based data collection (A.QM check sheets . 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 – 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 .

B. C) .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.

jigs & fixtures. jigs & fixtures and other work holding devices • Maintenance and calibration of tools.QM – Q15: What support QM pillar expects from TM (Tool Management) pillar? • ANS: Tool wear trend analysis . • 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 .to predict the life so that defects are not produced before cutting blade change • Implementing Poke Yoke in tools setting. etc.

etc. Assembly Drawings.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. Preservation and storage requirements Test standards . Bill of materials. 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.

safety. Design systems and Training methods for operation & maintenance of new designs ( AM.E&T)-update all drawings .DM PILLAR ACTIVITIES SN.Maintenability. 5. SHE. PM and FI and get support from OTPM. PILLAR MAIN ACTIVITIES Development Planning project quality defects and operability to support AM.Analyzing the factors Management influencing project decision.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.& pollution . PM .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.

KK. QM. KK. JH. JH. PM. PM.Linkage of DM with other pillars Activities Collection of Kaizens Classification of Kaizens Developing Maintenance Prevention (MP) sheets Input to Design Equipment Manufacturing Confirmation with MP sheets parameters Trial Handover to Mass Production Linkage with other pillars All the pillars All the pillars All the pillars DM. QM DM. QM All the pillars . JH. PM.New Equipment Development . KK. OTPM F DM. KK. PM. QM DM. JH.

PM KK.New Product Development . PM DM. PM KK. JH. DM OTPM. KK. JH. KK.Linkage of DM with other pillars Activities Need Identification Project wise Plan First Review Designing the Machine Design Review Manufacturing Testing. PM All the pillars . Trial & Validation Commissioning & Installation Handover to Mass Production Linkage with other pillars OTPM OTPM. KK. JH DM. DM. PM. TPM Secretariat DM.

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.S. OTPM should coordinatethe entire process with the NPD team 2 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 Selection of vendors and conducting trials at the vendor end for the new equipments Rigorous trials and audits of the new products and the new equipments to achieve zero defects from the beginning of the mass production Check list preparation for new products (Quality characteristics) Evaluating the supplier's equipments and processes for its capability to meet the quality requirements Developing suppliers and train them on new products with the coordination from E&T Financial planning and budget preparation for the new equipment investment 3 Arrive methods of process and manpower availability and optional performance with cost effectiveness for New product development Arriving at standard operating procedures for the processes (SOP) Training to the operators on the machines.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. 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) 4 MP sheets of all the JH improvements in the equipment Check list preparation for the new equipment with the help from JH on CLRI 5 Implement kaizens in the existing machine and converting them into MP sheets for new equipment development Evaluation of the new products at in house and getting feedback from the customer .

thereby reducing the cost involved 1 2 Improving existing machines with the KK improvements done in other areas to improve OEE to 90% (through MP sheets) 3 Improves the jigs and fixtures of the existing machines to improve the efficiency of the machine . 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 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.S .

Fashion goods. new specifications.I hope you are now clear about DM & F1 Pillar responsibilities. F1 Pillar looks at doing improvement in the existing machine or process so that higher OEE is achieved with largest MTBF. This pillar is one of the very important pillars for automobile industry. etc. Etc. just to beat the competition. Computers. This is important in fast moving consumer products like TV.. It supports AM for elimination of process and equipment problems in the existing plant 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.DM – Q1: What is the difference between F1 (KK) Pillar & DM Pillar? Can you please clarify as we have a doubt on this? ANS: Yes. fancy consumer products. so that lead time between the first prototype design to final product roll out is minimum. do right maintenance. vendor development to manufacture equipment. Basically it collects data to identify losses and do kaizens. and Automobiles. We will clarify. installation and quick commissioning. . etc. DVD. training people to operate the new equipment correctly. Similarly DM pillar looks at steps required for speedy implementation of activities right from new design.

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

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. . Bill of materials. Assembly Drawings. etc.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.

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 .

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. design incentives for motivation. class room training & knowledge on equipment. keep damaged parts to examine) . 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.Part time degrees/ MBA etc Ultimately Create TPM awareness and understanding through effective training programs .trend kaizens etc Depute people to attend seminars & knowledge courses for self development. process. Education and Training (ET) Has to provide training to all 7 pillars.PILLAR ACTIVITIES 6.

The main problem we face is people are not relieved on time for training. • In some companies extra training hours arranged after duty hours for which they are paid lump sum (No double OT). . The correct procedure is like this The training Manager first discusses with operation and maintenance managers. mainly due to no excess manpower available to keep the machines operating. relay teaching. etc. Once they sign the Training calendar normally it is not to be changed unless there is an emergency. visuals. we have to train each and every worker and also all management people. They jointly decide the subjects of training and then who will receive what training and when ?. This solves the problem of people not relieved in time. which keeps the disturbance to the minimum. they allocate people.ET – Q1: We understand that for successful TPM. We suggest to give more priotity to “on the shop floor” training through OPL. Thereafter in consultation with Supervisor. How to solve this catch 22 situation – Training first priority or operations first priority? • ANS: We understand the problem.

which is further evaluated by supervisors and then reviewed by department head.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. He recommends the training based on this record. . First the candidate himself fills up data.

How to solve this attrition problem. Is there any other option available to us other than good HR ? . after some time they leave because they are paid a big jump by other Competitor companies. On the other hand if we train people. they will stay much longer with us. take care of them. 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. their families well.ET – Q4: We have the apprehension once we train a manager or supervisor or operator on TPM.

7.PILLAR ACTIVITIES SN. Performance management Support all Reducing activity time and cost by establishing other pillars clear relationships and going into RCA. market. PILLAR MAIN ACTIVITIES Implementing 5S in office. purchase.canteen . Thru close Identify and eliminate waste task( Muda ) coordination Identify the hidden unnoticed losses and carry out Kaizen to improve all activities in awards and prizes for motivation .IT.functional effeciency using creativity and innovation Timely Recognition for good work done. Admin (OI) JH. housing colony etc Encourage Performance management thru cost effectiveness (reduction).with more organised Office Improvement manner and focusing on speed of response Implementing visual controls for Admin FI.logistics. Why Why.OTPM .

How to implement F1 & AM? • ANS: We need to be more open and accept challenges of cost reduction.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. Collect existing data and make a budget reducing arbitrarily by 20%. . Continuous motivation is required for developing innovative kaizens. Whoever does it give that team a trophy or model or a party. etc. This should be the target and ask everyone to work in achieving this cost reduction.

Finance department helps F1 Department in preparing loss tree analysis. identification of losses in variable costs. lubricating their equipment.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. loss cost matrix. scope for cost reduction. supplying them on time.K. as more reliable data are available with finance dept . if you feel that you are not adding any value by going into the shop floor & cleaning. Can we avoid participation? • ANS: it is perfectly O.. etc. However exposure to shop floor problems will make you understand the criticality issues like procurement of good quality spares. 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.. etc.

fumes. Safety. PM.PILLAR ACTIVITIES 8. wear all protective equipment. FI.achieve zero leakage Monitor health of people for exposure to dust.any leakages to be eliminated (Work with AM). Implementing ISO 14001 system and Safety system . Very close assistance given to E&T during their training to all pillars /Circles Source of Contamination.OTPM.actual data and gaps in implementation of systems for ensuring safety . Fire Health & Environment (SHE) Focus on targets. train them on skill to Analyze accidents(case studies ) and near misses and do kaizens Maintaining hygiene in canteen. vapors and ensure strict compliance of zero emissions Motivate people to become safety conscious. QM activities. 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. DM .

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

SHE – Q2: In Heavy engineering industries or where large compressors are running the noise levels is high. Generally enclosing it with sound proofing materials can reduce noise level. . However please check with equipment manufacturer. • ANS: You have to consult the OEM suppliers. How to reduce the noise.

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

mental and social well-being and not merely an absence of disease or infirmity .WHO DEFINES Health is a state of physical.

? .As long as healthy – no problems Preventive maintenance of equipment – well known Preventive maintenance of worker .

Sudden loss of conscious • Heart attack. confusion. irritation. diabetic coma & syncope(various causes) Physically not fit • Difficulty in concentration. 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 .




“Hazards Related” medical examinations -.early identification of risk factor/illness • Post retirement • For others(Contract workmen) .employment • During employment • Periodic .annual / biennial • “Well Person” examination .HEALTH EVALUATION OF EMPLOYEES • Pre .

III/HGU/CRU ReF.OCCUPATIONAL HEALTH SERVICES Master Health Program 2008 Department Crude .III/CDU/VDU Ref.III/SRU/UTI TotalJanFebMarAprMayJuneJulAugSepOctNovDec 29 22 7 34 22 34 27 31 32 27 33 22 5 22 11 30 22 8 22 12 20 7 22 9 22 10 22 12 20 2 .II FCCU Wax Ref.III/OHCU Ref.I Lube I Hydrogen Crude .

-Field on-site-I Maint.-Rotary Mandatory tanks Total Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 56 24 11 16 19 48 80 21 54 19 19 22 20 22 19 10 16 21 22 22 10 10 10 10 8 11 16 20 22 14 22 2 .-Field on-site-III Maint. Department Maint. & Despatch Maint.-Garage Maint.OCCUPATIONAL HEALTH SERVICES Master Health Program 2008 Contd.Instrumentation Maint.-Field on-site-II Maint.Electrical Maint.-Plng & Scheduling Maint.-Pckg..








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

malignancy . hearing decreased. Vision problems. hypertension. IHD.AGEING Expertise increases – should be utilised Fitness decreases More diseases are common • Diabetes. bone mineral density.

9 35.5 31.6 0 20.8 1.4 17 30.9 1.6 3.8 7.1 29 2 0.6 11.8 24 14.3 6.5 2.7 26.RISK FACTORS – CHRONIC DISEASES Abnormal Parameter Cholesterol TGL Hypertension Obesity Overweight Diabetes IHD Upto 39 P(%) NP(%) 40 – 49 P(%) NP(%) Above 50 P(%) NP(%) 5.6 1.4 .2 13.1 4.5 6.2 26.7 29.4 6.5 5 34 12.8 27.4 23.8 12.4 30.3 10.4 13.5 27 2.5 2.3 5.2 1.2 14.

lecture. booklet.• Health screening of women at workplace including specialist’s examination. .medical examination. • Consultancy service by visiting specialists in cardiology monthly. and diabetology once • Special campaign on “Look after your heart” . posters & banners.



.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. 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 . Friends we all wish you good learning from these 2-day sessions. That is the strength of Teamwork.

Thank you .

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