Professional Documents
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Abhay B. Kulkarni and Dr. B. M. Dabade
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Assistant Professor, Jawaharlal Nehru Engineering College Aurangabad, India
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Professor, S.G.G.S. Institute of Engineering and Technology, Nanded,
ABSTRACT
I. INTRODUCTION
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International Journal of Production Technology and Management (IJPTM), ISSN 0976 – 6383
(Print), ISSN 0976 – 6391 (Online) Volume 4, Issue 1, January – April (2013), © IAEME
established in 1998 as joint venture between JIPM and Confederation of Indian Industry
(CII). In 2004 Japanese government passed new legislation regarding overseas operations
of non-profit corporations. In effect JIPM Solutions (JIPMS) a TPM consulting company
was born in a 2005 split of Japan Institute of Plant Maintenance under order of the
Ministry of Economy, Trade and Industry, Japan. As a result consulting, publishing and
seminar services are associated with JIPMS. Now obviously TPM club of India is joint
venture of CII and JIPMS. In period of last decade and half TPM club of India has been
key instrument to inculcate TPM philosophy in Indian industries. Though long way still
to go on implementation part of TPM in Indian industry but on awareness part it has
already made significant impact on almost entire Indian industries.
Most of the prominent automobile manufacturers and their primary vendors have
adopted the total productive maintenance (TPM) philosophy. In contrast these
manufacturers’ secondary vendors, which are considered sub vendors in small-scale
industries (SSIs) have only started or partially implemented TPM. This study performs
relative loss analysis in the jurisdiction of Marathwada Auto Cluster in India. This auto
cluster was recently (on 31st August 2012) established by Ministry of Commerce and
Industry in India in the Maharashtra under the Industrial Infrastructure Up-gradation
Scheme (IIUS) of the Department of Industrial Policy and Promotion.
The primary objective of the IIUS is to improve the recognition and credibility of
domestic manufacturers in international markets. The scheme will emphasizes conducting
strategic interventions to convert static local efficiency into dynamic competitiveness
through the following ways
All the auto components manufacturers in this cluster as well as rubber and
polymer manufacturing associations have cooperated or expected to cooperate in the
promotion and development of this cluster. Renowned institutions including engineering
colleges, R&D institutes, banks, financial Institutions and various government agencies
are also involved in IIUS. This paper estimates relative losses as defined in TPM way in
SSIsin order to provide insights on how to minimize such losses.
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International Journal of Production Technology and Management (IJPTM), ISSN 0976 – 6383
(Print), ISSN 0976 – 6391 (Online) Volume 4, Issue 1, January – April (2013), © IAEME
reduction in setup times, by eliminating minor stoppages, up keeping the speeds and
improving the quality thus finally improving overall equipment effectiveness (OEE) [9].
Frequent equipment failures, more idling of the instrument, minor stops are common in
Indian manufacturing nvionment [10].To achieve overall equipment effectiveness, TPM
works to eliminate the “six big losses” defined by Nakajima [11], namely: a) equipment
failure; b) setup and adjustment; c) idling and minor stoppages; d) reduced speed; e)
process defects; f) reduced yield.
1. equipment failure losses: These are due to time lost in breakdown maintenance
2. set-up and adjustment losses: This is due to time lost in setting the machines
3. tool change losses: these are due to time lost in replacement of grinding wheels,
press tools, cutting tools, milling cutters and similar reasons
4. start-up losses: it is due to time lost in stabilising the manufacturing processes to
smooth production
5. minor stoppage losses: these due to small interruptions in the process such as limit
switches not working, scrap stuck up in jaws or similar problems
6. speed losses: these are because of time lost as equipment not running as per
standard speeds and feeds
7. defect losses: these are due to rejections and reworks of products
8. shutdown losses: these are due to time lost in preventive maintenance, planned
maintenance and autonomous maintenance
9. management losses: these are due to time lost in getting material, tools, drawings,
measuring instruments, work instructions
10. motion losses: these are losses due to avoidable movements; particularly of man
and material
11. line organization losses: these are due to bottlenecks at some machines, time lost
for waiting of next operation
12. distribution or logistics losses: these are losses due loading, unloading, shifting of
the materials
13. measurement and adjustment losses: These are due to time lost in inspection of
parts and necessary adjustments
14. yield losses: these are volume losses due to difference in weight of raw material
and finished product
15. energy losses: these are due to input energy not used effectively, these are due to
wastage of electricity, fuel
16. die/jig/tool losses: these are extra expenses needed for replacement of dies, jigs,
tools that have broken or aged beyond service life or breakage
In Indian industries typically 8-pillar approach is used for planning and implementation of
TPM. Implementation of TPM process starts with Japanese 5Ss housekeeping
principles.The five principles popularly known as 5S’s, come from the first five letters of
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International Journal of Production Technology and Management (IJPTM), ISSN 0976 – 6383
(Print), ISSN 0976 – 6391 (Online) Volume 4, Issue 1, January – April (2013), © IAEME
A KK committee is formed with plant head as chairman and 5-8 members representing
different department heads. Number of members in the committee may vary as per size of
the organisation. This KK committee considers all the 16 losses as discussed above and
prepares or estimates entire loss structure in the company. Generally equipment failure
loss is worked out in PM pillar and defect loss is monitored in QM pillars. All other
losses are monitored in KK pillar with systematic efforts for elimination or reduction.
Losses are further specified machine wise; department wise etc. and further to those
priorities are decided. Accordingly project teams are assigned to work on specific losses.
Remaining losses may be addressed by KK committee.
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International Journal of Production Technology and Management (IJPTM), ISSN 0976 – 6383
(Print), ISSN 0976 – 6391 (Online) Volume 4, Issue 1, January – April (2013), © IAEME
Figure-1 A typical 8-pillar approach for implementation of TPM (as suggested by JIPM and
TPM club of India)
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International Journal of Production Technology and Management (IJPTM), ISSN 0976 – 6383
(Print), ISSN 0976 – 6391 (Online) Volume 4, Issue 1, January – April (2013), © IAEME
The measurement inconsistencies in the context of our study are worse than those in
above mentioned previous studies. Companies within SSIs work with many contract workers
and are run in a proprietary way. Consequently we encountered significant difficulty in
obtaining data on the 16 losses for these SSI companies. Similarly such data for many of the
companies in medium and large scale industries are not available. Therefore we decided to
collect the required data using survey questionnaire where respondents answer questions
using a Likert-type scale (1= minimum relative loss to 5 = maximum relative loss).This
questionnaire was developed following our discussions with entrepreneurs (CEOs of SSI) and
industry experts. To reach more number of respondents in short time we decided to collect
the data through e-mails. To ease the respondents to reply a template containing the
questionnaire was sent as attachment to the e-mail. In the covering note written in e-mail the
research purpose was clearly mentioned and the process of replying the mail using template
was described. The list of SSIs for data collection was obtained from source at Marathwada
association of small scale industries and agriculture. (MASSIA)
We used a grounded theory approach in this study. A grounded theory project
typically does not begin with a theory from which hypotheses are deducted rather, it starts
with a field of study or a research question and what is relevant to this field or question
emerges during the research process [16]. We also constructivism approach which falls under
the broader interpretative perspective. Constructivism examines the meanings individuals
create to describe the world around them. Meaning occurs as a result of the individual’s
interaction with the world and particular biases of that individual [17].
In developing the survey questionnaire, which contained both open-ended and close-ended
questions, we conducted an extensive literature study sought the advice of two industry
experts. The questionnaire was consisting broadly five sections. First section was related to
primary information regarding the respondent and his SSI. Second closed-ended question was
to get data regarding number of machines and duration of use. The third section was related
to number of modifications in the equipment or machine done. The fourth section was related
to this study regarding the losses and last section was consisting open-ended question related
to details of modifications of equipment or machine.From the responses to section one, two
and three we could judge the reliability and validity of the data in qualitative manner. The
questions in section four measured the 16 losses through a Likert-type scale (1 = minimum
relative loss to 5 = maximum relative loss). Since the scope of study was limited a specific
geographic area, under Marathwada Auto Clusterwe mailed the questionnaires to the various
SSIs in the area. However, in order to richer data, we also mailed the questionnaires to SSIs
from nearby areas of Maharashtra state (in the cities Pune and Nasik) comprising10% of our
sample. We have two main reasons for selecting a small sample for our study. First, a small
sample that has been systematically selected for typicality and relative homogeneity provides
far more confidence that the conclusions adequately represent the average members of the
population than does a sample of the same size that incorporates substantial random or
accidental variation. Second, purposeful sampling can be used to adequately capture the
heterogeneity in the population [18].
We mailed the surveys to a total of 53 SSIs, of which 4 declined to participate for a
reason. Through reminders and follow-ups by mail and phone from the remaining 22 out of
the 49 remaining SSIs eventually returned the completed questionnaires by e-mail ., yielding
a response rate of 44.9%, which is slightly less than adequate rate of 50% [19]. A few
questionnaires were incomplete, and the unanswered data was confirmed. As mentioned
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International Journal of Production Technology and Management (IJPTM), ISSN 0976 – 6383
(Print), ISSN 0976 – 6391 (Online) Volume 4, Issue 1, January – April (2013), © IAEME
earlier, 10% of the respondents were taken from surrounding the auto cluster. Figure- 2
shows the result of this survey.
Reliability
We tested the reliability of the instrument’s internal consistency. The Cronbach’s alpha was
0.98, which is far better than minimum level of 0.60 [20]. Furthermore, the split-half (odd-
even) correlation was 0.90. These results show that the survey instrument is sufficiently
reliable.
Content validity
The general idea of validity allows for gradations in the confidence readers can have on
proposed knowledge claims [21]. The determination of content validity is subjective. Since
we developed the questionnaire based on an extensive literature survey and following our
discussion with industry experts we consider the survey questionnaire content to be
sufficiently valid.
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International Journal of Production Technology and Management (IJPTM), ISSN 0976 – 6383
(Print), ISSN 0976 – 6391 (Online) Volume 4, Issue 1, January – April (2013), © IAEME
The survey results for the survey on the SSI companies in the proposed
Marathwada Auto Cluster and on the medium and large scale industry companies in the
surrounding areas are shown in Figures 2 and 3, respectively. From these two figures, we
can directly compare the results for the two broad industry classifications.
V. CONCLUSION
The survey results for SSI companies in the proposed Marathwada Auto Cluster,
in India revealed that out of the 16 losses encountered during the implementation of TPM,
the most significant are speed losses, defect losses, management losses, line organization
losses, and measurement and adjustment losses. This finding is useful for determining
priorities of training initiatives, assisting appropriate technology transfer, and developing
common facilities for TPM implementation in SSI companies in the region. Similar
results were obtained in the survey of medium and large scale industry companies, and
thus, the results may be generalizable to other industries in India. However, further
research is required to confirm this generalizability. For SSIs due to many constraints
such as manpower there is little scope for data collection for all the losses hence one of
the loss can be measured and with the help of these results other losses can be
approximated adequately.
ACKNOWLEDGEMENTS
The authors would like to thank the professionals in the Marathwada Auto Cluster
and nearby areas who participated in survey, as well as to the entrepreneurs and industry
experts for their valuable inputs to the survey questionnaire.
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International Journal of Production Technology and Management (IJPTM), ISSN 0976 – 6383
(Print), ISSN 0976 – 6391 (Online) Volume 4, Issue 1, January – April (2013), © IAEME
Figure-4 Comparative study of 16 losses in SSIs and medium and large scale industries
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