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The impact of Quality Maintenance Pillar of TPM on manufacturing

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Article · April 2015

DOI: 10.1109/IEOM.2015.7093741

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 Proceedings of the 2015 International Conference on Industrial Engineering and Operations Management
Dubai, United Arab Emirates (UAE), March 3 – 5, 2015
The Impact of Quality Maintenance Pillar of TPM on
Manufacturing Performance
Sachit Vardhan, Pardeep Gupta, Vaibhav Gangwar
Mechanical Engineering Department
Sant Longowal Institute of Engineering & Technology, Longowal, Sangrur (Punjab), India
sachit.mechanical@gmail.com
Abstract—The purpose of this paper is to demonstrate the
contributions of Quality Maintenance (QM) Pillar of TPM
approach in improving the product quality in a food industry
manufacturing potato chips. QM Pillar is an important initiative
of TPM methodology which aims to give customer delight
through defect free manufacturing. The effective TPM
implementation enhances production efficiency with an ultimate
aim of attaining zero breakdowns, zero losses and zero defects.
The focus of QM Pillar is on eliminating non-conformances in a
systematic manner and maintaining equipment to produce high
quality products. The QM pillar activities in the industry
remained successful in reducing the customer complaints and
regulatory complaints to zero. Also, considerable reduction in
number of major defects occurred and leakage problems reduced
from 1.20% to 0.27%. The QM pillar targets are achieved
successfully by the industry such as sustaining customer
complaints at zero, reduce in-process defects by 83% and reduce
cost of quality by 46%.
Keywords— Total Productive Maintenance, Quality
Maintenance, Kaizen
I. INTRODUCTION
In the present scenario of competition, there is a great
pressure on the manufactures to reduce manufacturing cost
and provide new and quality products in the market on a
regular basis. So, manufacturers are putting great emphasis on
quality improvement [1]. Quality control was considered as a
fundamental functions for achieving desired production targets
in multi-stage manufacturing systems [2]. Manufacturing
companies were facing the challenge of operating their
manufacturing processes and systems in order to deliver the
required production rates of high quality products[3].
TPM is one such methodology which enables continuous
and rapid improvement of manufacturing processes by
eliminating sixteen major losses [4]. The goal of the TPM is to
enhance productivity and quality along with increased
employee morale and job satisfaction [5]. It brings the
improvement in the process by identifying the best operating
practices and procedures and re-engineering those programs
and practices [6]. The TPM implementation strategy in the
company eliminates the most of the wastes with the help of
various techniques which help the companies to obtain higher
rate of performance i.e. higher overall equipment efficiency
(OEE) [7]. TPM implementation reduces the equipment
breakdowns along with the enhancement in machine
reliability, process quality and product’s throughput [8]. It
310
aims to increase the availability of existing equipment and
hence reducing the need for further capital investment [9].
Both tangible and intangible benefits for equipment and
employees were obtained after implementing TPM initiatives
[10]. TPM also reduces and controls the variation in a process
system [11], along with the improvement in function and
design of the equipment/process [12]. TPM as a group activity
develops the habit of better communication among the
different departments in an organizations and at all levels.
This enhanced the team work spirit of the organization
employees and thereby developing a healthy and effective
work environment. Also, with the implementation of kaizens,
the employees begin to contribute fully at all levels in order to
improve the effectiveness of the system [13].
Quality management is considered to be as a key factor in
order to obtain competitive advantage [14]. Among 8 pillars of
TPM, Quality Maintenance (QM) is one of important pillars of
TPM which is aimed towards delighting customers by
providing highest quality through defect free manufacturing.
Focus of QM pillar is on eliminating non-conformances in a
systematic manner [15]. QM initiatives connect quality
assurance and equipment control activities in order to have
defect free equipment [16]. As every organization is facing the
issues related to quality such as low production and high
packing defects, huge customer complaints. Therefore, several
technical and non-technical approaches in quality management
have been carried out to overcome such problems [17]. In
Indian context, various initiatives were adopted by
entrepreneurs for strategic TPM implementation with the
commitment of top level management in an organization to
achieve manufacturing excellence [18].
A case study is presented in this paper that highlights the
successful implementation of QM pillar initiatives in a food
process industry.
II. TPM IN ABC COMPANY, INDIA
ABC India Ltd. (name changed to hide the identity of
company) is in business of food products (Potato Chips) since
1989. Upto 1996, the plant capacity was low due to less
market requirement. The steady growth in market of potato
chips took place between 1997to1999 and exponential growth
occurred after 2000 onwards. So, in order to meet the market
requirement and delivering good quality food products at low
cost, the company initiated the implementation of TPM in
early 2004. For this the company established TPM policies, measures act and complaints to requirement of PFA
objectives, targets, organizational structure as well as all (Prevention of Food Adulteration) act.
necessary procedures were established so that the set goals  Priority Defects: These are those defects which occur
should be very much clear to everyone involved in TPM more frequently and develop into major defects.
implementation. In June 2004, TPM is introduced through a  Wall in Green: Wall in green is % ratings of sensory &
massive Kick-Off ceremony. Companywide deployment of all analytical evaluation of products in allowable
the eight pillars of TPM with their activities, were started from attributes.
July, 2004. In March, 2008 the company successfully Based upon the prioritization of defects, the company sets the
implemented TPM phase-I and achieved all the set targets. target parameters for the next years as shown in Table-I which
The plant got “Category-A” i.e. Award for TPM excellence in were to be improved in order to meet the quality requirement
December, 2008. Soon after getting this award, the company of both the product and process.
continued its TPM journey with a target to get “Award for TABLE I: BENCHMARK (BM) & TARGET QM PILLAR PARAMETERS
Excellence in Consistent TPM Commitment.”
Target Target Target Target
Parameter BM
1. Need of implementing Quality Maintenance pillar Year1 Year2 Year3 Year4
The company was facing the following quality issues before Customer
implementing TPM: Complaints 46 0 0 0 0
 High packing defects (Numbers/Year)
 Huge customer complaints Regulatory
 High product defects Complaints 9 0 0 0 0
These quality issues were because of high dependence on (Numbers)
weather for potato quality impacting deliverables. QM pillar Priority Defects
initiatives were employed to overcome such issues. Quality 11 10 7 4 0
(Numbers)
Maintenance (QM) pillar is one of the most contributing
pillars of TPM and its implementation approach in detail is % Wall in Green
84.0 86.0 88.0 90.0 92.0
discussed as a case study. in Potato Chips

2. Aim of implementing QM pillar % Wall in Green

86.0 88.0 90.0 92.0 94.0
in Kurkure
1. Elimination of packing defects
2. Elimination of customer complaints Reduction of
3. Elimination of product defects Online leakage in 1.2 0.8 0.5 0.3 0.2
packs (%)
III. QM PILLAR IMPLEMENTATION
C. QM Pillar Initiaitves
QM initiatives was taken in order to consistently deliver
zero defect products to delight customers. This was achieved To reach the above mentioned targets the following
by setting and maintaining 4M conditions and developing activities were carried out and several TPM tools were
competency level of all the employees for maintaining quality employed:
standards. 1. Confirming present status viz., quality characteristics, QA
matrix and flow diagram of processes
A. Methodology 2. 4M condition survey on all lines
3. Fuguai listing and countermeasures
The QM pillar team comprising of pillar head and few
team members were imparted training to gain knowledge for 4. Identify chronic defect modes, perform FMEA and identify
the overcoming the quality related problems. Master plan for subjects for PM analysis
the deployment of QM pillar, prioritization of defects occuring 5. Perform PM analysis and implement KAIZEN
in potato chips, formulation of process flow diagram with 6. Set 4M condition that produce non-defective products
quality components and quality checkpoints were prepared for 7. Improving checking methods and skills
their execution. Quality meetings used to be conducted to 8. Revise the 4M conditions and set Q-Components
handle potato chips defects. D. QM Pillar Implementation Approach
B. Benchmark & Target setting for QM Pillar Parameters The following ten steps were followed in ABC India Ltd. for
the implementation of quality maintenance (QM) pillar:
The company identified the following quality issues which
were to be addressed to meet the goal of QM pillar:- Step 1: Preparation of quality assurance (QA) matrix:
 Customers Complaints: Customer complaints are those QA matrix was prepared as shown in annexure-I. From QA
which are defects reported either by internal or external matrix, the defects were prioritized and task forces were
customers. employed to eradicate those defects.
 Regulatory Complaints: Regulatory complaints are non Step 2: Analysis of production-input conditions (4M)
compliance of net content to declared content and Step 3: Preparation of problem chart – fuguai listing
batch printing as per requirement of weights and

311
Step 4: Performing failure mode effect analysis (FMEA) to F. Initiation of Quality initiatives by Production people
detect “serious” problems / fuguai The supervisors/operatives working on production lines
Step 5: Performing PM analysis (annexure-II) on serious started contributing in quality initiatives by performing Jishu-
problem/ fuguais Hozen (JH) activities with an approach as shown in fig. 2.
Step 6: Performing FMEA to evaluate kaizen proposals from
PM Analysis Identification of Q components
Step 7: Carry out and implement Kaizen projects & Q Components
Step 8: Investigation of 4M conditions
Step 9: Consolidation and confirm checkpoints
Step 10: Preparing quality component table Identification of Operatives
E. Deployment of Q-Components
After prioritization of defects occurring in potato chips, it was Classroom and On the Job
finalized to control the most prominent defects such as oily, training imparted
scrap, under cut, high/low application of seasoner, leakage,
high/low moisture. So to counter these defects the quality
checkpoints were identified from the process flow diagram Verification through written &
and quality components were deployed on these checkpoints analytical test
as shown in Fig. 1.

Process Q-Checkpoints & Certified operatives put online

& others retained
Q-Components

Quarterly retaining and

Potato received
validation
in agro
warehouse Fig. 2: Quality by production

Defect- Oily G. Kaizens implementation

Peeling of Kaizen, a Japanese term means continuous improvement.
Quality Checkpoint- Visual
potatoes Kaizen is aimed at producing more and more value with less
Inspection every hour
and less wastes, attaining better working environment, and
Defect- Scrap developing stable processes by standardization. The unique
Quality Checkpoint- Visual feature of kaizen is that it is action oriented and hence the time
Slicing Inspection every hour bound results are obtained. The two kaizens which were
Quality Component- Blade carried out to overcome the potato chip defects are presented
change every 90 min in Fig. 3 & 4.

Washing

Defect- High/Low moisture

Frying Quality Checkpoint-
Monitoring every 30 min

Defect- Under cut

Chip Sorting Quality Checkpoint- Visual
Inspection every hour

Defect-High/Low application
Quality Checkpoint-
Seasoning Analytical testing every hour
Application Quality Component-
Weigher tare span

Defect- Leakage
Packing Quality Checkpoint- Packing
leakage check every hour

Fig. 1: Process flow diagram

Fig. 3: Reduction in slice thickness variation

312
 team in order to achieve the higher targets as presented in
table-IV:

TABLE IV: EVALUATION AND FUTURE ACTION PLAN

Evaluation
Sr.
Parameters Target Actual Remarks
No
Priority defects Product in seal and
1 0 2
(Numbers) product sticking problems
Low nitrogen content
Wall in Green- addressed by installing oil
2 96 89
Potato chips (%) filters & extra reservoir at
nitrogen plant

Future Action Plan

Sr.
Parameters Activity
No
Task forces working on reduction in air
1 Priority defects
leaks and under weights
Wall in Green-
2 Stabilization of Nitrogen generation plant
Potato chips

Remedial actions were then taken as per future action

plans in order to reduce the defects and to improve the quality
of the product.
Fig. 4: Improvement in seasoning coverage
The TPM Phase-I implementation remained very
IV. ACTUAL QM PILLAR TARGETS ACHIEVED successful with overall improvements in productivity, quality,
The implementation of QM pillar activities helped the safety, cost etc. Thereafter, the company initiated the TPM
industry in overcoming the quality related issues. There Phase-II implementation from 2009 onwards with a target to
occurred gradual annual improvements from the benchmark achieve the JIPM level-II award (i.e. Award for TPM
values in case of customer complaints, priority defects and Excellence in Consistent TPM). In fact the purpose of
wall in green in potato chips/kurkure. The following final implementing TPM Phase-II is to achieve business excellence
improvements were made after QM pillar implementation as through innovation and thus its focus was kept wider and
shown in table-III: higher as compared to the level of TPM Phase-I as shown in
table-V:
TABLE III: ACTUAL ACHIEVEMENTS
TABLE V: FOCUS OF PHASE-I AND II
Actual Actual Actual Actual
Parameter BM
Year1 Year2 Year3 Year4 Focus of TPM Phase-1 Focus of TPM Phase-II
Customer • Prioritization of defects • Focus on delighting customers
Complaints 46 28 16 17 0
(Numbers/Year) • Understanding relation • Building quality into product
between defects and through equipment
Regulatory QM different stages of process maintenance
Complaints 9 4 5 2 0
(Numbers) • Focus on reduction of • Supporting JH pillar in
customer complaints developing process competent
Priority Defects operatives
11 10 9 6 2
(Numbers)

% Wall in Green in VI. CONCLUSION

84 86.50 88.60 90.00 89.00
Potato Chips (%) The QM Pillar implementation has played a significant
% Wall in Green in
role towards customer delight through highest quality through
86.0 88.50 90.50 92.00 94.20 defect free manufacturing. The QM pillar activities reduces
Kurkure (%)
the customer complaints and Regulatory complaints from
Reduction of Online Benchmark 46 and 9 to zero in both the cases and thus,
1.20 0.93 0.52 0.35 0.27
leakage in packs (%) achieving the target of ZERO Customer and ZERO
Regulatory complaints. Also, considerable reduction has been
V. EVALUATION AND FUTURE ACTION PLAN taken in number of priority defects from BM 11 to 2. QM
After evaluating and analysing the performance of QM initiatives lead to the reduction in the online leakage in packs
pillar, the future action plan was proposed by the QM pillar from benchmark 1.20% to 0.27%. There is significant increase
in wall-in-green in potato chips and kurkure from benchmark

313
84% and 86% to 89% and 94.20% respectively. The [9] R. V. Paropate, S. R. Jachak, P. A. Hatwalne, “Implementing approach
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Annexure-I (QA Matrix)
Quality Characteristics Flavor Texture Appearance (Potato)
Defect Modes High Application Low Application Soft Hard High greening High Under Cut
Seriousness ▲ ▲ ● ▲ ▲ ▲
Past Occurrences ¶ ¶ ¶ ¶ ¶ ^
Main Process Sub-Process
Sample Testing #, ◊ #, ◊ X,◊ X,◊
Uniform feeding of
Slicer infeed Conveyor X, ◊ X, ◊
potatoes to slicer auger
Spinner paddle to separate
Fryer # #
incoming slices.
Chip Inspection
♦ ♦ x,○,♦ x,○,♦
through Optyx
The “Co-relation” Symbols between the defect and process

Symbol Description Symbol Description

Process where the problem occurred

○ ● Develops into major defect
(where it was actually discovered)

Process directly related to the problem

X ▲ Manageable through countermeasure
(when something goes wrong, the problem occurs in the next process)

# Process where the problem is predicted to occur The “Past Occurrence” Symbols between the defect and process are

◊ Process where process inspection is performed ¶ Occasional

♦ Process where product inspection is performed ^ Frequent
Annexure-II (PM Analysis)

314
Contributing Primary 4M Secondary 4M
Standards Actual Values Evaluation
Conditions Correlations Correlations
Worn out holes of Needs
- 0.255 Inch > 0.255 Inch
locating / dowel pins improvement
Worn out locating /
- No wear & tear No wear & tear OK
dowel pins
Non calibrated NOGO
Play in slicer Worn out NOGO dowel
dowel pin gauge to check No wear & tear No wear & tear OK
head pin gauge
holes (Part No.22973)

Non calibrated NOGO

dowel pin gauge block to Worn out NOGO dowel
No wear & tear No wear & tear OK
check dowel pin (Part pin gauge
No.22835)
Worn out bottom support
Diameter = 13.934 Inch 13.934 Inch OK
ring
Impeller touching with Improper clearance while Gap setting as per solids Gap setting as per solid Needs
Slicer head setting of slicer shoe matrix matrix Improvement
Worn out Using non-standard screw Flat head socket screw Flat head socket screw
impeller Ok
fitting (22083) 5/16 – 18 X ¾ Inch (22083) 5/16 – 18 X ¾ Inch
Hard foreign particle
Embedded foreign matter No foreign matter in potato No foreign matter in potato
entering the slicer OK
in potato after Trim n pare after Trim n pare
assembly
Belt touching parts of slicer Belt should not touch slicer
Wear & tear in belt Belt not touching the parts OK
tray parts
Wear & tear in pulley Needs
Rust/dirt in pulley groove No rust/dirt in pulley groove Dirt found in pulley
Slackness of groove Improvement
V-belt Belt not changed as per Belt change schedule not
Schedule to be available Schedule is available OK
schedule available
Belt not changed as per
Specification not available Specification to be available Specification is available OK
specification

315

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