Total Preventative Management

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Emerging Technologies Assignment 2 Group 2
Business studies (Universiti Teknologi MARA)
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PILLARS OF TOTAL PREVENTIVE MAINTENANCE (TPM)

AND OVERALL EQUIPMENT EFFECTIVENESS
(STC PLASTIC INDUSTRIES SDN BHD)
ABDUL HAFIZ BIN AZIZAN

CHIEW SIOW SAN
MOHAMAD HAFIZ BIN MOHAMAD ANWAR
RUBANRAJ A/L SARAVANAN
UNIVERSITI TEKNOLOGI MALAYSIA

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ABSTRACT
The purpose of this study is to understand Total Productive Maintenance

(TPM) including its eight (8) pillars, Overall Equipment Effectiveness (OEE) and Six
Big Losses in detail. OEE is particularly useful in assessing performance of a
production line or a machine of a company and identifying the major losses to be
improved on. In this study, an OEE calculation is performed for an injection moulding
machine of STC Plastic Industries Sdn. Bhd., focusing on the production of “Cover
Cushin (DE71-60163A) part, with the intention to determine the OEE score and
pinpoint the major losses and areas of improvement. The scope of study was narrowed
down to seven (7) days period. First, TPM and eight pillars of TPM, OEE as well as
Six Big Losses were elaborated in Literature Review. Next, the background of selected
company is briefed, followed by the overall methodology of this study. With the raw
data collected, further data categorization into respective Six Big Losses is performed.
OEE calculation is then performed to determine the OEE score, which define whether
the machine is having ideal, word-class, typical or low performance. Lastly, the major
loss from OEE calculation is pinpointed and recommendation is made based on the
analysis. The results from the analysis show that the injection moulding machine does
not meet the world class standard (85%), with current OEE score of 74.15%.
Availability Losses is found to be the main factor for this low OEE score, due to the
high losses on Planned Stops where the run time was affected by downtimes such as
cleaning, material refill and pre-heating of the material. However, Performance Losses
might not be accurate due to insufficient data for Small Stops and Slow Cycles.
Nevertheless, Quality Losses is minimal since the total reject is significantly lower
than the total output. The recommendations were made to minimize the Planned Stop
Losses including establish goals, updating machinery, explain downtime to workers,
regular system evaluations and monitor efficiency of manufacturing process. Data
absence for Small Stops and Slow Cycles should be highlighted and start to collect the
data for future improvement on performance losses. Some tools such as Fishbone
analysis, Pareto chart, PDCA tool were proposed as well to identify the root cause,
identify the priority among the problems or monitor the effectiveness. Lastly, it is
recommended to implement 5S to reduce the problems related to the environment in
manufacturing floor.
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TABLE OF CONTENTS
TITLE PAGE
ABSTRACT i
TABLE OF CONTENTS ii
LIST OF TABLES iv
LIST OF FIGURES v
CHAPTER 1 INTRODUCTION 1
1.1 Introduction 1
1.2 Background of Problem 1
1.3 Problem Statement 2
1.4 Objectives 3
1.5 Scope 3
1.6 List of Chapters 3
CHAPTER 2 LITERATURE REVIEW 5

2.1 Introduction 5
2.2 Total Productive Maintenance (TPM) 5
2.2.1 Eight (8) Pillars of TPM 6
2.2.1.1 Autonomous Maintenance 8
2.2.1.2 Planned Maintenance 9
2.2.1.3 Quality Maintenance 10
2.2.1.4 Focused Improvement 11
2.2.1.5 Early Equipment Management 12
2.2.1.6 Training and Education 14
2.2.1.7 Health, Safety and Environment 15
2.2.1.8 TPM in administration 15
2.3 Overall Equipment Effectiveness (OEE) 17
2.4 Six Big Losses 18
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CHAPTER 3 COMPANY BACKGROUND AND

METHODOLOGY 21
3.1 Introduction 21
3.2 Company Background 21
3.3 Methodology 22
CHAPTER 4 DATA ANALYSIS 25

4.1 Introduction 25
4.2 Data Collection 25
4.2.1 Usage of the part in Electrical Oven Sets 26
4.2.2 Method of Data Collection 27
4.3 Data Analysis 30
4.4 Results and Discussion 33
CHAPTER 5 CONCLUSION AND RECOMMENDATIONS 35

5.1 Introduction 35
5.2 Recommendation 35
5.3 Conclusion 36
REFERENCES 37
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LIST OF TABLES
TABLE NO. TITLE PAGE
Table 4.1 Illustration of Each Process 26

Table 4.2 Example of Data Analysis 31
Table 4.3 Summary of the simplified data 31
Table 4.4 Results of OEE evaluation on Injection Moulding Machine

34
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LIST OF FIGURES
FIGURE NO. TITLE PAGE
Figure 2.1 The 8 Pillars of TPM Manufacturing 8

Figure 2.2 OEE Score and its definition (Vorne Industries Inc., 2021) 17
Figure 2.3 Relation between OEE and Six Big Losses (Vorne
Industries Inc., 2021) 19
Figure 3.1 Overall methodology flow chart 23
Figure 4.1 Description of Working Process 26
Figure 4.2 Production data collected on 8th Nov 2022 28

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CHAPTER 1
INTRODUCTION
1.1 Introduction
The introduction to this project is described in this chapter. First, the

background of problem associated to the Total Preventive Maintenance (TPM) and
Overall Equipment Effectiveness (OEE) is outlined. The problem statement for this
project, which highlights the issues with the performance for a machine of STC Plastic
Industries Sdn. Bhd. will be described in the second section. The project's objective
and scope will be defined in the next section to give it a clear sense of direction.
Finally, a brief summary of each chapter will be provided in the final section.
1.2 Background of Problem
Total Productive Maintenance (TPM) is a comprehensive approach to

equipment maintenance that aims for flawless production such that no breakdowns, no
small stops or slow running and no defects. In addition, it prioritizes a secure
workplace to ensure no accidents. The traditional method of TPM was created in the
1960s and included eight pillars in addition to 5S as a base (Vorne Industries Inc.,
2021). The eight pillars of TPM are elaborated detailly in Chapter 2.
The percentage of planned production that is truly productive can be

determined using the indicator known as overall equipment effectiveness (OEE). It
was created to assist TPM initiatives by carefully monitoring the development of
"perfect production". OEE comprises three fundamental components – Availability,
Performance and Quality, each of which corresponds to a respective TPM goal
mentioned above, i.e., no breakdowns, no small stops or slow running and no defects
(Vorne Industries Inc., 2021). Complete discussion of OEE is included in Chapter 2.
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The three OEE loss categories – Availability Loss, Performance Loss, and
Quality Losses – can be further divided into what are known as the Six Big Losses,
which represent the most typical root causes of lost productivity in the manufacturing
industry. Due to their practically universal applicability for discrete manufacturing, the
Six Big Losses are incredibly significant and offer a great starting point for thinking
about, identifying, and attacking waste (i.e., productivity loss). More details of Six Big
Losses are included in Chapter 2.
Performing an OEE analysis on a particular production line or a particular

machine in a company will give a detailed perspective on the performance of the
production line or the machine. Some benefits resulted from the OEE include the
pinpoint of the major losses and reasons for poor performance, identification on the
areas of opportunity to improve and performance tracking. OEE eliminates the “finger
pointing” practice, since it provides Maintenance and Production a thorough
understanding of how their actions are affecting the operation of the production lines,
enabling them to collaborate to boost capacity, enhance asset performance, and raise
plant profitability. Production uses OEE data, at the very least, to assess whether
performance goals and training requirements are being met, while Maintenance uses
it to enhance equipment maintenance techniques. (Hughes, R. et al., 2022).
In this study, an OEE analysis is performed on a selected company to assess

the performance of a selected machine. The OEE analysis is expected to pinpoint the
major losses and identify the areas of improvement.
1.3 Problem Statement
The production of STC Plastic Industries Sdn. Bhd of injection moulding

machine is observed to be unproductive in producing “Cover Cushion (DE71-
60163A)” part such that its production rate has been declined yearly. However, the
company did not know the root cause of this declined performance and looking for
method to correctly measure the performance of the machine and identify the major
losses and areas of improvement.
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1.4 Objectives
The objectives of this study are:
(a) To discuss eight (8) pillars of TPM, Six Losses and OEE in detail
(b) To collect the data required for OEE analysis
(c) To calculate the OEE of selected company
(d) To analyze the result from OEE analysis and make recommendations
1.5 Scope
The OEE calculation and analysis in this study is performed for injection
moulding machine which is used by STC Plastic Industries Sdn. Bhd to produce parts
used in electrical or plastic industries. This study focuses only on the production of
one critical part called “Cover Cushion (DE71-60163A)” by the machine. The required
data was collected from the production engineer of the company, for seven (7) days
period from 8th November to 14th November of 2022.
1.6 List of Chapters
This project report is structured as follows with five chapters. Chapter 1

outlines the background of problem, problem, objective and scope of the study. In
Chapter 2, the literature review for the pillars of TPM, the six losses of TPM and the
OEE are summarized in respective sections. The company background of STC Plastic
Industries Sdn. Bhd. and the methodology used to achieve the objective of this study
are elaborated in Chapter 3. In Chapter 4, the details of data collection, data analysis
will be presented along with results and discussion. Finally, Chapter 5 concludes the
findings of this study and lists down the recommendation made.
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CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
This chapter begin by enlightening on what is a Total Productive Maintenance

(TPM) that was implemented in a facility, including the eight (8) pillars in TPM. Each
pillar is elaborated in detail in this section. Next section discusses the Overall
Equipment Effectiveness (OEE), including information on how to calculate OEE. Last
section of this chapter defines Six Big Losses and its relationship with OEE.
2.2 Total Productive Maintenance (TPM)
Total Productive Maintenance (TPM) is a lean manufacturing philosophy that

was created in the early 1950s. It is a production technique meant to cut down on
production time and costs. TPM manufacturing positions maintenance operations as a
fundamental, value-added activity rather than a cost center to achieve "complete
perfection"—no breakdowns, no faults, and no accidents.
In other words, because it has the potential to significantly reduce unexpected

downtime and lost revenue, total productive maintenance in manufacturing reframes
maintenance as a competitive advantage.
Some of the core principles of TPM manufacturing are as follows:
 Distributing the burden of equipment maintenance throughout the entire

company
 Processes and procedures that are constantly being reviewed and improved
 Getting rid of waste (anything that does not provide value to the customer)
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 Maintaining order and cleanliness in workspaces

 Implementing a range of planned maintenance techniques to lower the risk of
equipment failure
 Implementing quality controls at every stage of manufacturing to minimize
flaws and rework
 Putting all employees' safety and wellbeing first
Manufacturing businesses can save millions of dollars annually in downtime

by properly implementing TPM. TPM manufacturing employs a range of planned
maintenance techniques to save maintenance costs and lessen the possibility of
breakdowns. A proactive approach to maintenance called planned maintenance
emphasizes avoiding downtime, even if that means purposefully allowing an asset to
fail.
Always keep in mind that some assets require more maintenance than others,
making it ineffective to use a general maintenance plan for all assets. A combination
of the following maintenance techniques must be used in a TPM production strategy:
1) Preventive maintenance
 is routine maintenance done on a piece of equipment to avoid an unplanned
failure. set aside for expensive machinery.
2) Corrective maintenance
 is the process of inspecting and repairing equipment as soon as it begins to
exhibit signs of wear in order to limit additional harm.
3) Breakdown maintenance
 is the deliberate running to failure of low-value or easily replaceable assets as
a cost-saving measure.
2.2.1 Eight (8) Pillars of TPM
The average hourly cost of downtime across all enterprises, according to

Aberdeen Research, is $260,000, and it appears to be increasing. This sum is more
than the $164,000 reported in 2014 data. This is particularly troubling because almost
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all industrial and manufacturing production is carried out using machines, making it
heavily dependent on those machinery running continuously.
What steps can you take to address this problem? Total productive maintenance
(TPM) is the process of using machinery, tools, personnel, and auxiliary procedures to
preserve and enhance the reliability of systems and the integrity of output. Simply said,
it is the practise of involving staff members in equipment maintenance while placing
a focus on proactive and preventative maintenance methods. The goal of total
productive maintenance is flawless productivity. Which is:
 No Breakdown
 No Stops or Running Slowly
 No Defects
 No Accidents
Implementing a TPM programme can have a significant long-term influence

on your overall equipment effectiveness (OEE) because the purpose of TPM is to
increase productivity by reducing downtime. Preventive maintenance needs to be
everyone's top priority in order to do this. For instance, comprehensive productive
maintenance does not allow for the operation of machinery with the mentality that
"we'll fix it when it breaks." A TPM programme assists in changing this way of
thinking to one that places machinery at the centre of an operation and increases its
availability.
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Figure 2.1 The 8 Pillars of TPM Manufacturing
2.2.1.1 Autonomous Maintenance
Ishu Hozen, or autonomous maintenance, gives operators control over routine

maintenance chores so that the maintenance team has more time to focus on more
involved maintenance jobs.
Shop floor employees do maintenance tasks such standard cleaning of

machines, lubricating, oiling, and tightening of nuts and bolts, inspection, potential
problem diagnostics, and other activities that prolong the useful life of machinery or
equipment.
By performing these maintenance tasks, employees become more accountable

for their job, and downtime is decreased because there is no need to wait for
maintenance personnel to fix basic issues that may occasionally arise.
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On the other side, maintenance personnel will be more focused on problems

that call for a greater level of technical expertise, like the replacement and service of
internal parts. Additionally, they will perform planned or scheduled maintenance,
preventing unneeded production stops.
Workers and the business as a whole gain from autonomous maintenance:
 Operators take on increased responsibility and care about the state of the
machinery they utilise on a regular basis.
 Workers' skill levels rise as they gain knowledge of how equipment functions
generally, achieving the lean organization's goal of having a diverse workforce.
 Because routine basic maintenance like cleaning and lubrication is performed,
machines function at their best.
 Prior to a problem spiralling out of control and leading to a serious equipment
breakdown, issues are found and fixed.
 The overall system downtime is decreased as engineering staff is freed up to
do higher-level maintenance tasks on sensitive and important equipment.
Because the firm has dependable equipment and does not frequently need to
replace machinery, capital investments are significantly saved by implementing the
straightforward actions in this TPM pillar. This is because continual monitoring and
maintenance greatly extends the lifespan of machinery by preventing forced
deterioration.
2.2.1.2 Planned Maintenance
The scheduling of maintenance tasks based on observable machine behavior,

such as failure rates and breakdowns, is known as planned maintenance. The cycle of
breaks and failure is broken by planning these actions around such measures, which
helps to extend the service life of machines.
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Because maintenance procedures are scheduled to take place at certain times

when the equipment is idle or generating very little, production is rarely disrupted. In
fact, since they know in advance when these actions are scheduled, production
functions might accumulate some inventory to enable planned maintenance to be
carried out.
Reactive maintenance, which waits for issues to arise, on the other hand, has a
negative effect on production owing to machine downtime. Due to the ambiguity of
the issues and the fact that technicians will only be conducting exploratory work to
identify causes, production will never be able to predict when they will be ready to
resume work.
The planned maintenance method has several clear advantages over being
reactive when technical issues occur:
 By consistently planning maintenance tasks, the frequency of breakdowns

eventually declines, increasing the availability of productive tasks.
 Because production functions are aware of the precise timing of maintenance,
they can carry out their tasks without interruption.
 When the factory floor is not extremely busy, maintenance is performed.
 As equipment is used to its utmost extent, capital investments in it are
minimized.
 Since there is better control over the various types of parts, expensive machine
parts do not need to be held in inventory.
2.2.1.3 Quality Maintenance
By guaranteeing that machinery can see and preventing mistakes during

manufacturing, this TPM pillar addresses the problem of quality. Processes become
dependable enough to deliver the appropriate specification the first time by
recognizing faults.
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The quality component of maintenance is crucial because it helps stop faults

from propagating farther along the value chain, which would otherwise result in a lot
of reworks.
Machines that are equipped with lean tools like autonomation (Jidoka) and
Andon may identify and report any abnormal circumstances, relieving operators of the
tiresome monitoring that characterizes non-lean operations.
The quality maintenance pillar of TPM also instils in the workforce the habit
of identifying the underlying causes of issues rather than jumping to temporary fixes.
This is accomplished using tools like the 5 Whys root-cause analysis and Ishikawa
diagrams, which are organized methods of discovering the true causes of problems.
There are several benefits to quality maintenance, including:
 By developing long-term solutions, targeted improvement initiatives address

quality challenges that occasionally occur in the workplace.
 Defects are reduced to a minimum or eliminated
 By getting quality correctly the first time, the cost of poor quality is
decreased. This occurs as a result of faults being discovered earlier in the
value stream, requiring less rework to be done to repair them.
2.2.1.4 Focused Improvement
In this pillar, cross-functional teams are put together with the main goal of
focusing on defective equipment and developing improvement ideas.
Utilizing cross-functional teams helps ensure that a wide range of people are
involved, bringing a variety of perspectives and experiences to the table.
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These teams are in a better position to identify answers to problems that

develop with important machines. The maintenance kaizen projects double as training
sessions for the entire productive maintenance tool, giving the company access to a
huge talent pool.
After being formed and receiving training, a focused improvement team for
maintenance selects at least one piece of machinery as a pilot for their operations. A
three-to-five-day internal kaizen event identifies issues with the equipment and sets
improvement objectives.
The participants map the current situation during the events as a performance
benchmark against which they will evaluate any future performance following
improvement.
The teams collaborate to ensure that any ideas they come up with are put into
action and that any follow-up tasks are finished by the specified deadlines.
Therefore, the TPM's focused improvement pillar is useful since it produces

immediate results that aid in selling the lean methodology to staff members who may
not have previously supported the initiative.
The company can amass a sizable workforce of workers who are familiar with
the appropriate resources for problem-solving and identifying the underlying causes.
2.2.1.5 Early Equipment Management
The fifth TPM pillar of Early Management makes use of the knowledge gained
from earlier maintenance improvement operations to make sure that new equipment
performs at its peak capacity considerably earlier than is customary.
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Working with a wide range of stakeholders, including suppliers, the business

is able to launch with extremely dependable and effective machinery.
The company's profitability will benefit from this strategy as maintenance

expenses will be significantly decreased.
As soon as the machinery is placed into service, both its productivity and the
caliber of its production are guaranteed.
Equipment manufacturers and suppliers can enhance the maintainability and

operability of their products in the following iteration by listening to the feedback of
the individuals who use these machines on a regular basis.
The following elements, among others, ought to be considered while

constructing new machinery:
 Ease of cleaning and inspection

 Ease of lubrication
 Equipment parts' availability
 Improving operability of machines through ergonomically placing controls in
such a way that they are comfortable to use by operators
 facilitating transition through the simplification of processes or the removal of
those that are superfluous
 Feedback systems that avoid out-of-spec circumstances and lucid statements
of the proper requirements for high-quality items
added safety measures
 Although all the aforementioned factors may have been considered during the
design and manufacturing of the equipment, it is still possible that problems
may need to be fixed before final commissioning.
Early management is a strategy that takes these issues into account and
incorporates suggestions from the personnel who will be utilizing the equipment prior
to installation.
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2.2.1.6 Training and Education
Filling the knowledge gap in an organization about total productive

maintenance is the focus of this pillar.
Lack of tool expertise can impede proper implementation, resulting in subpar

outcomes at best and failure at worst.
Without adequate training, staff members may misunderstand tools like TPM,
which could have severe effects for the business.
Ensuring employee training provides the company with a dependable pool of

skilled people that can properly lead the endeavor.
A company-wide programmed, the TPM education and training pillar includes

all employee groups. In fact, the TPM training projects require participation from all
organizational levels, from operators to senior managers.
Training raises an operator's skill level to the point where they can perform
routine maintenance tasks that were previously the domain of maintenance personnel.
Then, in order to enable the technical personnel, become more proactive in

problem solutions, higher level skills like preventative maintenance and analytical
abilities are given to them.
To be effective mentors to their juniors and participants in coaching programs,

managers at the managerial level also develop TPM skills.
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2.2.1.7 Health, Safety and Environment
It cannot be disputed that employees must be allowed to carry out their duties
in a setting free from health dangers.
The health, safety, and environment pillar of total productive maintenance

makes sure that all employees are given a safe working environment and that all factors
that are detrimental to their health are removed.
While producing value for the customer in an effective and efficient manner is
always the goal of any firm, this should always be done without compromising
employee safety. Therefore, it's crucial that any solutions implemented put the welfare
of the employee first and foremost.
When employees feel comfortable at work, their attitude toward their work
drastically improves, which leads to an improvement in crucial measures like
productivity. This is due to the fact that accidents at work are less likely to happen
when there is a determined attempt to prevent them.
The cross-functional teams will implement elements like guards, works

standards, the usage of personal protective equipment, and first-aid kits in the work
area in order to make machines safe for operators to operate. All of these actions are
intended to increase machine safety so that workers are more productive.
2.2.1.8 TPM in administration
The next natural step in the overall productive maintenance program is to apply
TPM to administrative tasks so that everyone in the organization is on the same page.
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Making these supported functions aware of and implementing the lean

concepts in their own operations enables them to efficiently support the primary value-
creating processes.
Additionally, extending the effort to additional areas of responsibility

eliminates the silo mentality and promotes cross-functional collaboration among
employees. The company will gain from having a bigger pool of employees who are
familiar with TPM's guiding principles and are available to contribute positively to its
implementation.
The effectiveness of these supporting functions can be increased by using the

TPM principles independently. For instance, if administrative services are able to
streamline their order processing processes, material will reach the shop floor without
a hitch, which would boost workflow.
If suppliers receive their payments on schedule, they will have no trouble

delivering the services for which they have been hired.
As we wrap up with this pillar, it is critical to remember that each has a place
in the bigger picture and should be used when necessary.
Despite the fact that each TPM pillar can be used alone, it is best to adopt each
one in turn in order to reap the full benefits of a comprehensive system.
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2.3 Overall Equipment Effectiveness (OEE)
The benchmark for assessing manufacturing productivity is OEE (Overall

Equipment Effectiveness). In other words, it shows how much of the time spent on
manufacturing that is truly productive. A 100% OEE score indicates that the company
are producing only Good Parts as quickly as possible without any Stop Time, which
means 100% Quality (only Good Parts), 100% Performance (as quickly as feasible),
and 100% Availability (No Stop Time). The company will learn crucial insights about
how to methodically enhance their manufacturing process by measuring OEE and the
underlying losses. The best indicator of losses, benchmarking progress and improving
the manufacturing equipment productivity is OEE (Vorne Industries Inc., 2021).
A production process with a 100% OEE is ideal such that only good parts are
produced as quickly as possible without any downtime. For discrete manufacturers,
85% OEE is regarded as world class and it is an appropriate long-term objective for
many businesses. Nevertheless, 60% OEE is quite normal for discrete manufacturers,
it shows there is still much opportunity for improvement. For manufacturing
companies that are just beginning to monitor and enhance their production
performance, 40% OEE is by no means unusual. It is a low score and, in most
situations, may be readily improved by taking simple steps (e.g., by tracking stop time
reasons and addressing the largest sources of downtime – one at a time). Figure 2.2
illustrated the OEE score and their definition (Vorne Industries Inc., 2021).
Figure 2.2 OEE Score and its definition (Vorne Industries Inc., 2021)
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There are three underlying factors in OEE calculation – Availability Loss,

Performance Loss and Quality Loss. Availability Loss referring to any incidents that
temporarily halt planned production (typically several minutes or longer).
Performance loss consist of all elements that prevent a production asset from operating
at its maximum possible speed when it is running. Quality loss referred to those
manufactured items that don't meet quality requirements, including later-reworked
items (Vorne Industries Inc., 2021).
OEE is determined by multiplying the three OEE components, Availability,

Performance, and Quality. Detailed calculation of OEE is provided in Chapter 4, with
sample data collected from STC Plastic Industries Sdn. Bhd. The preferred method of
OEE calculation above with three numbers for three losses provide a very significant
insight to capture the fundamental reason of a company losses (Vorne Industries Inc.,
2021).
2.4 Six Big Losses
The idea and practise of classifying productivity loss from an equipment

perspective are known as the Six Big Losses. The origin of the Six Big Losses is in the
Total Productive Maintenance (TPM). The Six Big Losses are mapped to the three
OEE factors above, providing a clear and practical framework for classifying a
company loss. It eases the company to identify the areas where improvement efforts
can have the biggest influence. Reducing and/or eliminating the Six Big Losses, which
are the most common reason of equipment-based productivity loss in manufacturing,
is one of the main objectives of TPM and OEE programmes. Figure 2.3 below relates
the Six Big Losses to three major factors in OEE (Vorne Industries Inc., 2021).
The traditional Six Big Losses comprise of Equipment Failure, Setup and
Adjustments, Idling and Minor Stops, Reduced Speed, Process Defects, and Reduced
Yield. Vorne Industries Inc (2022) recommends a simpler and more uniform set of
names which area Unplanned Stops, Planned Stops, Small Stops, Slow Cycles,
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Production Rejects and Startup Rejects. These all have a direct connection to one of
the three OEE factors.
Figure 2.3 Relation between OEE and Six Big Losses (Vorne Industries Inc.,
2021)
Availability loss from OEE can be divided into Unplanned Stops and Planned
Stops. Unplanned Stops are long span of time when scheduled manufacturing runs are
interrupted by unanticipated events. Examples include malfunction equipment, tools
failure, unscheduled maintenance, a lack of workers or resources, starvation by
upstream equipment, or obstruction by downstream equipment. Planned Stops are
times when the equipment is supposed to be in operation but is not because of a
planned event. Changeovers, tooling modifications, cleaning, planned maintenance,
and quality inspections are a few examples of planned stops. Meetings and breaks are
frequently categorised by many companies as planned stops as well (Vorne Industries
Inc., 2021).
Performance loss in OEE can be separated into Small Stops and Slow Cycles.
Small Stops are when a piece of equipment stops for a brief amount of time—usually
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a minute or two—and the operator fixes the problem. Small Stops are frequently
recurring (same issue, different day), which may cause operators to become partially
oblivious to their effects. Misfeeds, material jams, wrong settings, misaligned or
obstructed sensors, problems with the equipment's design, and periodic fast cleaning
are a few examples. Equipment that operates more slowly than the Ideal Cycle Time
(the theoretical fastest possible time to manufacture one piece) has Slow Cycles
Examples include unclean or worn-out machinery, insufficient lubrication, inferior
components, unfavourable ambient conditions, inexperienced operators, startup and
shutdown (Vorne Industries Inc., 2021).
Quality Loss in OEE can be split into Production Rejects and Start-up Rejects.
Defective components created during steady-state production are referred to as
Production Rejects. OEE measures quality from a First Pass Yield standpoint, so
Production Rejects includes those reworkable items as well. Inappropriate equipment
settings, operator or equipment handling mistakes, or lot expiration are some examples
(e.g., pharmaceutical). Defective parts produced from start-up till stable manufacturing
is attained are referred to as start-up rejects. Although they can happen after any
equipment starts up, they are often tracked after changeovers. Examples include
equipment that requires "warm up" cycles, inefficient changeovers and equipment that
by nature produces waste after start-up (e.g., a web press).
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CHAPTER 3
COMPANY BACKGROUND AND METHODOLOGY
3.1 Introduction
This chapter comprises of two sections. First section discusses the company
background of the selected company, STC Plastic Industries Sdn. Bhd. Second section
elaborates the methodology used in this study with flow chart and detailed explanation
for each step.
3.2 Company Background
STC Plastic Industries Sdn. Bhd. is one of the subsidiaries under H&L High-
Tech Group, a public listed company on Bursa Malaysia. The company specializes in
the innovation of plastic injection moulding solutions covering from design, precision
engineering, secondary finishing to sub-assembly (H&L High-Tech Group, 2022).
The products of the company distributed among almost every industry,

including the electrical and electronic parts, automotive parts, customer electronic
parts, medical parts, furniture and other industries (MPMA, 2022).. Besides local
market, the company also export their products to Australia, Bulgaria, China, France,
Germany, Hong Kong, Hungary, Italy, Ireland, Indonesia, Japan, Myanmar,
Netherlands, Poland, Romania, Spain, Thailand, United Kingdom and USA (H&L
High-Tech Group, 2022).
The mission of the company followed the H&L High-Tech Group, which are
emphasis on the importance of teamwork to create a unique synergy, high quality
product and services, timely delivery and customer satisfaction. The vision of the
CHIEW SIOW SAN

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group is to further develop and define their role in the global market and cement their
position as a global leader in comprehensive plastics engineering solutions (H&L
High-Tech Group, 2022).
STC Plastic Industries Sdn. Bhd. was founded in year 1988 to provide plastics
injection manufacturing. In year 2001, the company is certified with ISO 9001:2000
for Manufacture of Plastic Injection Moulding for Electronics and Electrical,
Automotive and Furniture Parts. The company located at Sungai Buloh, Selangor,
Malaysia (H&L High-Tech Group, 2022).
The company produces high quality moulded parts and components for their
customers using advance plastic injection moulding machinery. Today, robotic arm
product travelling conveyor, controlled environment production areas and other
technological solutions are employed by the company to satisfy the needs of a
changing global marketplace in order to create high quality products at competitive
rates and accomplish on-time delivery. SVC Plastic Sdn. Bhd. use a variety of injection
moulding machines from 20 tons up to 460 tons and we provide both hydraulic and
electric solutions from manufacturers like Arburg, Fanuc, Neissei, Sumitomo and
Toshiba (H&L High-Tech Group, 2022).
3.3 Methodology
The methodology of this study is summarized in the flow chart shown in Figure
3.1.
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Figure 3.1 Overall methodology flow chart
The study is started by surveying several companies which suitable for the
objective of the study, as well as willing to provide data required for the study. The
company selected in the end is STC Plastic Industries Sdn. Bhd., which is one of the
suppliers for Samsung Electronics (M) Sdn. Bhd. It is found that one of their injection
moulding machine performances is dropping and the company wish to find out the
root cause for the declined performance. Performing an OEE analysis for that
particular machine will definitely identify the fundamental reason for its decreased
effectiveness.
Next, the raw data is collected from the Production Engineer of the company
which includes the daily production data for one week from 8th November to 14th
November 2022, stops time for activities and shift length. The raw data is then
translated into data required to perform the OEE calculation in terms of Six Big Losses
criterion and three major losses of OEE – Availability, Performance and Quality.
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After all data required are ready, OEE is computed step by step which begins
with calculating Availability. The calculation follows with identifying the
Performance and Quality. Lastly, OEE score is obtained by multiplying these three
factors. The calculation of OEE is performed individually for each day throughout the
seven (7) days period and the overall OEE is obtained by averaging OEE score
obtained for seven (7) days. The overall OEE calculation is then analysed to determine
the current performance of the machine. The OEE score will determine whether the
machine is having ideal (100%), world-class (85%), typical (60%) or low (40%)
performance. In addition, the calculation of OEE will pinpoint which factor is the
major loss and improvement can be suggested from there. Final step of this study is to
make conclusion and recommendation based on the results of OEE calculation.
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CHAPTER 4
DATA ANALYSIS
4.1 Introduction
This chapter present the result and discussion for this case study. The first
section discussed on the data collection which provide general information on the
background of the data. Method of the data collection will be discussed in section two.
Third section discuss on how the collected data was analysed. In the last section, result
and discussion will be presented.
4.2 Data Collection
As for this case study, we have studied an injection moulding machine which
is used by STC Plastic Industries Sdn. Bhd. (hereinafter referred to as STC), an
injection moulding parts supplier. The study was conducted to identify Overall
Equipment Efficiency (OEE) of the machine. STC had been one of the main plastic
part suppliers for Samsung Electronics (M) SDN BHD which is located in Port Klang,
Selangor. The parts supplied by STC is used to fit in electrical and microwave ovens
produced by Samsung Electronics. Due to the nature of the part to be fixed with
operational functions of electrical oven and microwaves oven, it must withstand high
temperatures, comply with global safety standards and STC produces parts that mainly
uses materials such as Polypropylene (PP), Acrylonitrile Butadiene Styrene (ABS) and
Polybutylene Terephthalate (PBT). These materials are needed to be melted in high
temperatures 150 ͦ C to 250 ͦ C to be formed into liquids from pallets and transferred to
mould to be injected. These processes capable of contributing losses in the form of
planned and unplanned stops, machine breakdown, nozzle wear and tear, and more
which could affect the quality of the product produced which directly affect the reject
rate. Therefore, a set of data related to production of critical part was collected from
25 ABDUL HAFIZ BIN AZIZAN &


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an injection moulding machine which is called Cover Cushion (DE71-60163A). This

part is made of PP MT44 material, and its function is to be used in packing items of
an electrical oven to withstand and protect the electrical oven from accidental drop of
the set.
Figure 4.1 Description of Working Process
4.2.1 Usage of the part in Electrical Oven Sets
Table 4.1 Illustration of Each Process
Processes Images
Final Product
26
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Sub Assembly
Main
Assembly
4.2.2 Method of Data Collection
The production data obtained from STC was collected from a 7 days production
rate of the Cover Cushion (DE71-60163A) starting from 8 November 2022 to 14
November 2022. Each day the production runs for 24 hours with 2 shifts. The data that
was collected for this duration are including shift lengths, planned stops such as for
cleaning, breaks, material refill, pre-heating and also ideal cycle time, the total output
and rejects for the injection moulding machine. Data shown in Figure 4.2 to Figure 4.8
is for 24 hours production output.

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Figure 4.2 Production data collected on 8th Nov 2022


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4.3 Data Analysis
The collected data was analysed by each one of the production days which is
for two shifts of production. The data was tabulated based on Six Big Losses criterion
which are Planned Stops, Unplanned Stops, Small Stops, Slow Cycles, Production
Reject and Start-up Reject. For easier OEE evaluation, the losses were sorted based on
the OEE factors which are Availability, Performance and Quality. Table 4.2 shows the
example on how the collected data on 8 November 2022 was analysed. Please be noted
that some data might not be available due to some reasons. For instance, data for the
Unplanned Stops was not available due to no machine failure or breakdown was
recorded on the presence day. It was understood that, the reason is because the
Injection Moulding Machine is a new machine. As for the Small Stops and Slow
Cycles losses, the company did not practice to record related problems such as
misfeed, blockages of material and operator inefficiency.


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Table 4.2 Example of Data Analysis
Date: 8 November 2022 Shift length: Total Ideal cycle

1440 min output: time:
6585 pcs 35 seconds
Type of
Factors Item Data Unit
losses
Availability Cleaning
40 min
(Downtime)
Planned
Breaks 150 min
Stops
Material Refill
90 min
(Downtime)
Pre-Heating
120 min
(Downtime)
Unplanned
N/A - -
Stops
Performance Small Stops N/A - -
Slow Cycles N/A - -
Production
5 pcs
Reject
Quality Total Reject
Start-up
2 pcs
Reject
Good Count 6578 pcs
To ease calculation of OEE, the analysed data was simplified and summarized
based on the specific categories which are Planned Production Time, Down Time, Run
Time, Total Output, Total Rejects, Good Count and Ideal Cycle. The simplified and
summarized data for the whole duration of seven days of production are as tabulated
in Table 4.3.
Table 4.3 Summary of the simplified data
Ideal
Planned Down Run Total Total Good
Cycle
Date Production Time Time Output Rejects Count
Time
Time (min) (min) (min) (pcs) (pcs) (pcs)
(sec)
08/11/22 1290 250 1040 6585 7 6578 35
09/11/22 1290 250 1040 6591 18 6573 35
10/11/22 1290 250 1040 6621 13 6608 35
11/11/22 1290 250 1040 6486 15 6471 35

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12/11/22 1290 250 1040 6655 12 6643 35

13/11/22 1290 250 1040 6498 6 6492 35
14/11/22 1290 250 1040 6555 6 6549 35
The data then was used to conduct OEE evaluation of the Injection Moulding
Machine. Each step of the evaluation process is as shown as followings:
Step 1: Identifying the Availability
Availability = × 100
(4.1)
Run Time = Planned Production Time – Downtime
(4.2)
Run Time = (Shift Length – Breaks) – Downtime
(4.3)
Run Time = (1440 – 150) – (40+90+120)
Run Time = 1040 mins
Availability = × 100 = 80.62 %
Step 2: Identifying the Performance

( × )
Performance = × 100
(4.4)
. ×
Performance = × 100
×( )
Performance = 92.33%
Step 3: Identifying the Quality

( )
Quality = × 100
(4.6)
( )
Quality = × 100
Quality = 99.89 %
Step 3: Identifying the OEE

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OEE = Availability X Performance X Quality

(4.7)
OEE = 80.62% × 92.3% × 99.89 %
OEE = 74.33 %
The OEE evaluation then was repeated for the remaining six days of the
production. The result of the evaluation for the seven days of production was recorded.
The result was averaged to obtain the overall OEE for the Injection Moulding Machine.
4.4 Results and Discussion
The result of the OEE evaluation on the Injection Moulding Machine for the
duration of seven days of production days are as shown in Table 4.3. Based on the
results obtained, the average OEE for the seven days of production was 74.15 %. This
result was based on the Availability, Performance and Quality factors where values for
these factors were 80.62%, 92.12% and 99.83% respectively. These results indicate
that the ability of the Injection Moulding Machine had not reached the standard of
World Class OEE where the OEE, Availability, Performance and Quality values are
85%, 90%, 95% and 99% respectively. Based on comparison to this standard,
Availability was the main contributor to this lower OEE result. The underlying reason
for this low Availability result was due to the high losses on the Planned Stops where
the run time was affected by downtimes such as cleaning, material refill, and pre-
heating of the material.
As mentioned before, since there was no machine failure or breakdown

recorded, the Availability factor only influenced by the losses from Planned Stops.
Thus, this results to the constant availability throughout the whole duration of seven
days of production. As for the Performance factor, the result might not represent the
true value of the factor. Better result could be obtained if the two losses which are
Small Stops and Slow Cycles present in the calculation. Since the total reject was
significantly smaller than the total output, better result was obtained for the Quality
factor which had met the World Class standard.


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Table 4.4 Results of OEE evaluation on Injection Moulding Machine
Date Availability % Performance % Quality % OEE %

08/11/22 80.62 92.33 99.89 74.35
09/11/22 80.62 92.42 99.73 74.31
10/11/22 80.62 92.84 99.80 74.70
11/11/22 80.62 90.94 99.77 73.15
12/11/22 80.62 93.31 99.82 75.09
13/11/22 80.62 91.11 99.91 73.39
14/11/22 80.62 91.91 99.91 74.03
Average 80.62 92.12 99.83 74.15
The overall result demonstrates that current OEE must be improved to

accomplish that notable World Class standard. In this case, further improvements are
required for the Availability and Performance factor. Minimizing the downtime losses
in both factors expected to produce better OEE result. The time-consuming process
such as cleaning, material refill and pre-heating must have room for improvement
since it was under the Planned Stops which is manageable.


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CHAPTER 5
CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
This chapter present the conclusion and recommendation of the project report.
At first recommendation on further improvement will be made in the first section.
Conclusion of the whole project will be made in the last section.
5.2 Recommendation
From the OEE evaluation that have been conducted, there are several important
points need to be highlighted. First, OEE measure the efficiency of the manufacturing
operation. Based on the result, current condition needs to be improved to increase the
productivity of the operation. Second, the Availability factor constitutes the largest
influence on the current OEE performance. Thus, Planned Stops losses need to be
reduced. There are five ways to minimize the Planned Stops losses (Umer et.al, 2017):
1. Establish goals
2. Updating machinery
3. Explain downtime to workers
4. Regular system evaluations
5. Monitor efficiency of manufacturing process
As mentioned before, time-consuming process such as cleaning, material refill

and pre-heating need to be reviewed. Ways in reducing time taken to complete these
tasks should be developed. Alternative method such as automatic material refilling
should be considered to reduce time consumption. Third, for Performance factor,
attention should be given to the absence of data for Small Stops and Slow Cycles
losses. The company should start to practice recording problem related to both types

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of data such as misfeed, material blockages, operator in efficiency and others. Since
these data is very important in evaluating the OEE of the Injection moulding Machine.
Fourth, OEE itself does not imply anything unless action are taken for the
improvement. Root cause for the problems that contributes to the losses need to be
identified. For this purpose, basic seven QC tools such as Fishbone analysis can be
used to identified the root cause. Pareto chart can be used to identify priority among
the problem to solve that can solve 80% of the problem. For the implementation of the
countermeasures, PDCA tool can be used to act and monitor the effectiveness. Lastly,
most of the problem that occurred in manufacturing floor are related to the
environment. Implementation of 5S can help to reduce those related problems.
5.3 Conclusion
In this project, the application of the OEE to measure the productivity of

Injection Moulding Machine which is used by STC was fulfil the objective of this
work. The Six Big Losses which were Unplanned Stops, Planned Stops, Small Stops,
Slow Cycles, Production Rejects and Startup Rejects were identified according to the
Availability, Performance and Quality factors. From the OEE results, it can be
concluded that the current performance of the Injection Moulding Machine does not
achieve World Standard OEE benchmark. From the result also, it can be concluded
that the Availability factor had contributed the largest effect on the OEE performance.
Further improvement had been suggested to improve current condition by minimizing
the losses to increase the productivity of the machine.


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REFERENCES
Vorne Industries Inc. (2021). TPM (Total Productive Maintenance).

https://www.leanproduction.com/tpm/#:~:text=TPM%20(Total%20Productiv
e%20Maintenance)%20is,No%20Defects
Hughes, R., CMRP and Mountjoy, B. (2022). Understanding the Importance of
Overall Equipment Effectiveness (OEE) in Manufacturing.
https://www.cdg.com/post/understanding-the-importance-of-oee-in-
manufacturing
Micromain. (2022). TPM Manfacturing Meaning. https://www.micromain.com/tpm-
manufacturing/
Infraspeak. (2022). The 8 Pillars of TPM : Total Productive Maintenance.
https://blog.infraspeak.com/8-pillars-tpm
Jonathan Trout (2022) . Total Productive Maintenance : An Overview.
https://www.reliableplant.com/Read/26210/tpm-lean-implement
Hash Management Services LLP. (2022). The Eight Pillars of TPM.
https://www.hashllp.com/the-eight-pillars-of-tpm/
Leanfactories. (2022). TPM Pillars – The Eight Pillars of Total Productive
Maintenance. https://leanfactories.com/tpm-pillars-eight-pillars-of-total-
productive-maintenance/
FTMaintenance (2020). What is Total Productive Maintenance?
https://ftmaintenance.com/maintenance-management/what-is-total-
productive-maintenance/
Vorne Industries Inc. (2021). Overall Equipment Effectiveness. https://www.oee.com/
Vorne Industries Inc. (2021). OEE (Overall Equipment Effectiveness).
https://www.leanproduction.com/oee/
Vorne Industries Inc. (2021). Six Big Losses. https://www.oee.com/oee-six-big-losses/
Vorne Industries Inc. (2021). Six Big Losses. https://www.vorne.com/learn/tools/six-
big-losses/
H&L High-Tech Group. (2022). About Us - Overview.
http://www.hlhightech.com/about/
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H&L High-Tech Group. (2022). About Us – The Begin.

http://www.hlhightech.com/about/begin/
H&L High-Tech Group. (2022). Where We Operate.
http://www.hlhightech.com/locations/operate/
H&L High-Tech Group. (2022). Injection Moulding Services.
http://www.hlhightech.com/capabilities/injection/
MPMA, (2022). Plastics Industry Directory - Plastik STC Sdn Bhd.
https://mpmadirectory.org.my/members/plastik-stc-sdn-bhd
Umer, F., Khatab, K. U., & Hassan, Z. (2017). OEE and Countermeasures: A Case
Study of a Manufacturing Unit. International Journal of Scientific & Engineering
Research, Volume 8, Issue 1.
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Emerging Technologies Assignment 2 Group 2

Business studies (Universiti Teknologi MARA)

Studocu is not sponsored or endorsed by any college or university

PILLARS OF TOTAL PREVENTIVE MAINTENANCE (TPM)

ABDUL HAFIZ BIN AZIZAN

UNIVERSITI TEKNOLOGI MALAYSIA

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The purpose of this study is to understand Total Productive Maintenance

i CHIEW SIOW SAN

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CHAPTER 2 LITERATURE REVIEW 5

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CHAPTER 3 COMPANY BACKGROUND AND

CHAPTER 4 DATA ANALYSIS 25

CHAPTER 5 CONCLUSION AND RECOMMENDATIONS 35

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TABLE NO. TITLE PAGE

Table 4.1 Illustration of Each Process 26

Table 4.4 Results of OEE evaluation on Injection Moulding Machine

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FIGURE NO. TITLE PAGE

Figure 2.1 The 8 Pillars of TPM Manufacturing 8

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The introduction to this project is described in this chapter. First, the

1.2 Background of Problem

Total Productive Maintenance (TPM) is a comprehensive approach to

The percentage of planned production that is truly productive can be

1 CHIEW SIOW SAN

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Performing an OEE analysis on a particular production line or a particular

In this study, an OEE analysis is performed on a selected company to assess

1.3 Problem Statement

The production of STC Plastic Industries Sdn. Bhd of injection moulding

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The objectives of this study are:

(b) To collect the data required for OEE analysis

(c) To calculate the OEE of selected company

1.6 List of Chapters

This project report is structured as follows with five chapters. Chapter 1

3 CHIEW SIOW SAN

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This chapter begin by enlightening on what is a Total Productive Maintenance

2.2 Total Productive Maintenance (TPM)

Total Productive Maintenance (TPM) is a lean manufacturing philosophy that

In other words, because it has the potential to significantly reduce unexpected

Some of the core principles of TPM manufacturing are as follows:

 Distributing the burden of equipment maintenance throughout the entire

5 MOHAMAD HAFIZ BIN

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 Maintaining order and cleanliness in workspaces

Manufacturing businesses can save millions of dollars annually in downtime

2.2.1 Eight (8) Pillars of TPM

The average hourly cost of downtime across all enterprises, according to

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Implementing a TPM programme can have a significant long-term influence

7 MOHAMAD HAFIZ BIN

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Figure 2.1 The 8 Pillars of TPM Manufacturing

2.2.1.1 Autonomous Maintenance

Ishu Hozen, or autonomous maintenance, gives operators control over routine

Shop floor employees do maintenance tasks such standard cleaning of

By performing these maintenance tasks, employees become more accountable