Final Report Tpm Part | Quality (Business) | Automation

Mahindra & Mahindra Ltd.

- Kandivali

CHAPTER 4

TOTAL PRODUCTIVE MAINTENANCE

M.H.S.S C.O.E- Byculla

Page 58

as an integral part of the manufacturing process. Philosophically. TPM aims to create a corporate system that maximizes the efficiency of the production system (overall efficiency improvement). . zero accidents and zero losses.   4. ranging from top management to frontline employees.O. including the production.E) of the manufacturing facility.Mahindra & Mahindra Ltd.Byculla Page 59 . TPM brings maintenance into focus as a necessary and vitally important part of the business. “Total Productive Maintenance” (TPM) is all about improving the Overall Equipment Effectiveness (O.E. zero breakdowns. 3. 4. and (3) a long range outlook must be accepted as TPM may take a year or more to implement and is an on-going process. development and administration departments.E. The goal is to hold emergency and unscheduled maintenance to a minimum. TPM achieves zero losses through overlapping small group activities. TPM is applied to all sectors. and eliminating waste through small group activities.E. in some cases. such as (1)total commitment to the program by upper level management is required. It is no longer simply squeezed in whenever there is a break in material flow. The primary objectives of TPM are to:Create a management system that plans. implements. Create total employee involvement in achieving O. This includes systems for realizing ' zero accidents. Changes in employee mind-set toward their job responsibilities must take place as well.S C. Down time for maintenance is scheduled as a part of the manufacturing day and. This the 'definition of company wide TPM' is 1. Create processes that can assure zero defects.1 INTRODUCTION TO TPM:Total Productive Maintenance (TPM) is a maintenance program concept.H. M.E. zero defects & zero failures' in the entire life cycle of the production system. TPM is based on the participation of all members.S. It is no longer regarded as a non-profit activity.E) of Mfg. plant.2 DEFINITION OF TPM:The new definition was set in 1989. monitors and continuously improves (O. TPM creates systems for preventing the occurrence of all the losses on the frontline and is focused on the end product. TPM resembles Total Quality Management (TQM) in several aspects.E. 5. 2. (2) employees must be empowered to initiate corrective action.Kandivali 4.

Deming began his work in Japan shortly after World War II.E. The origin of the term "Total Productive Maintenance" is disputed.Mahindra & Mahindra Ltd.H. THE COSTS are lower. THE DELIVERY TIMES can be kept better. Preventative maintenance (PM) procedures had been in place for some time and PM was practiced in most plants.O. in the form of education. maintenance schedules designed to keep machines operational were developed. because the losses and other not value generating work are reduced. There was little or no involvement of the machine operator in the maintenance program and maintenance personnel had little training beyond what was contained in often inadequate maintenance manuals.3 HISTORY OF TPM :TPM evolved from TQM. Dr. W. a Japanese manufacturer of automotive electrical parts. ENVIRONMENT AND SECURITY are better. MOTIVATION is higher. . To solve this problem and still adhere to the TQM concepts.S." Manufacturer's maintenance schedules had to be followed to the letter with little thought as to the realistic requirements of the machine. The thought was often "if a little oil is good. a lot should be better. Nakajima and other Japanese as well as American authors began appearing in the late 1980's. Books and articles on TPM by Mr.S C. because the production without disturbances is easier to plan. However. The initial statistical procedures and the resulting quality control concepts fueled by the Japanese work ethic soon became a way of life for Japanese industry. When the problems of plant maintenance were examined as a part of the TQM program. As a statistician. modifications were made to the original TQM concepts. that the failures and malfunctions are reduced and the order and method are focused. which evolved as a direct result of Dr. because the responsibility and rights are delegated and the investments in the personal are done. an officer with the Institute of Plant Maintenance in Japan is credited with defining the concepts of TPM and seeing it implemented in hundreds of plants in Japan. Seiichi Nakajima. 4. because leakages are tightened. some of the general concepts did not seem to fit or work well in the maintenance environment. Some say that it was first coined by American manufacturers over forty years ago. The need to go further than just scheduling maintenance in accordance with manufacturer's recommendations as a method of improving productivity and product quality was quickly recognized by those companies who were committed to the TQM programs. These modifications elevated maintenance to the status of being an integral part of the overall quality program. Dr. The first widely attended TPM M. This new manufacturing concept eventually became knows as Total Quality Management or TQM. Deming initially began to show the Japanese how to use statistical analysis in manufacturing and how to use the resulting data to control quality during manufacturing. this technique often resulted in machines being over-serviced in an attempt to improve production. Edwards Deming's influence on Japanese industry. Others contribute its origin to a maintenance program used in the late 1960's by Nippondenso. Using PM techniques.Byculla Page 60 .Kandivali Advantages of TPM :‐  • • • • • • PRODUCTIVITY is improving through fewer losses in the company QUALITY is also been improved as a result.

Kandivali conference held in the United States occurred in 1990. Japan learned a great deal from the United States. it was used to mean preventive maintenance. Subsequently it penetrated the fabrication and assembly industries. machinery & semiconductor industries. which has been in existence since 1964. The company received an award for PM excellence in business establishments (abbreviated as ‘PM award’) for the 1971 fiscal year. Maintenance prevention (MP). Since then the PM prize has been awarded annually on the basis of TPM implementation. . In the examination and commendation of the PM award. TPM’s Origin at Nippondenso:TPM was created in 1971.Byculla Page 61 . Today. based on the PM (preventive maintenance or productive maintenance) concept introduced from the United States in the 1950’s through 1960’s. TPM initially diffused into the Toyota group. In dealing with subsequent progress of automation. such as automobile. corrective maintenance (CM). a well-known general manufacturer in automobile parts.O. reliability engineering (RE) and maintainability engineering in addition to the preventive maintenance. M. 4.4 Differences between PM & TPM:When the term PM first entered in Japan from the United States around 1950. What then are the differences between traditional PM in the U. The company introduced productive maintenance in 1961.S. including productive maintenance (PM). including chemicals. Thus although TPM is uniquely Japanese company-wide plant maintenance method developed in Japan.. that PM was thought to be an acronym for plant maintenance. it is of course based on PM technology and techniques learned from the United States.E.Mahindra & Mahindra Ltd. cement. and ceramics. TPM had its inception at Nippondenso Co. Nippondenso’s TPM was enthusiastically praised by all members of examination committee for its outstanding performance. Subsequently.H.S. Ltd. several consulting companies routinely offer TPM conferences as well as provide consulting and coordination services for companies wishing to start a TPM program in their plants. which is a member of Toyota Group.S C. exemplified by ‘transferization’ the company achieved great success in and after 1969 by upholding ‘total member participation PM’ (Abbreviated as TPM). foodstuffs. the American idea of PM spread so widely in Japan. TPM’s Diffusion into all business lines:Because TPM originated in Nippondenso. In the 1950 through the 1960s. We can say that TOTAL PRODUCTIVE MAINTENANCE (TPM) was developed by modifying PM with a unique Japanese perspective and tailoring it to the Japanese style of management. style and TPM developed in Japan? Let us clarify the differences by citing the characteristic of TPM below.

Improving the methods of manufacturing.) is under change of operators.Mahindra & Mahindra Ltd.S. U. it does not attempt to improve overall production efficiency by considering efficient methods of using equipment. style PM Centered on equipment specialists. 2 Characteristic of TPM A characteristic of TPM is “Jishu Hozen by operators” (operators must preserve and maintain their own equipment) routine maintenance (cleaning.H.Byculla Page 62 . and maintenance.S.O. while equipment inspection (diagnosis) and repairs are taken care by specialized maintenance M. . using and maintaining the equipment maximizes production efficiency.S C. inspection etc.E. style PM seeks to maximize equipment efficiency by improving equipment manufacturing.Kandivali No 1 Style Characteristic of TPM Features TPM is designed for the overall pursuit of improvement of the efficiency of the production system to the greatest degree possible. even though U.S. oiling. tightening. Therefore.

Mahindra & Mahindra Ltd.O.S. there is no implementation of small group activities to be participated by all members       M.S.H. to be participated in by all members. –style PM. including routine maintenance. style PM Under U. U. to middle – layer personnel. operators are decided to production (operation). It signifies small group activities unified with the formal organization. inspection and repair is under the charge of maintenance staff.Byculla Page 63 .Kandivali staff. U. . while all maintenance work. These are called overlapping small group activities.S C. to frontline staff. ranging from top management. style of PM In US style PM.S.E.S. 3 Characteristic of TPM TPM represents small group activities in which all members participate.

S. and yield declines. by improving the methods of manufacturing using and maintaining equipment. The Jishu Hozen is implemented in small group activities. Furthermore.S C. Considering that automated equipment manufactures products. In the same way preventive maintenance can be termed the basis of the health care for plants equipment.Kandivali 4. TPM small group activities are called ' overlapping small group activities' because they are conducted jointly with the formal organization. This is called Jishu. oiling. A characteristic of TPM is 'Jishu Hozen by operators' (Operator must preserve their own equipment) Plant maintenance is the health care of the plant. dependence of production systems on equipment increases as automation progresses. Preventive maintenance has greatly improved health care for the human body and extended the human life span. speed losses resulting from minor stoppages and speed reduction and defect losses caused by process defects startups. routine maintenance (cleaning. people can maintain good health by receiving regular checkups by professional doctors and early treatment of any abnormalities that are found. Failures and defect illness. Operators enforce Jishu -Hozen by performing cleaning. Needless to say. oiling tightening. Similarly operators must protect the equipment they use themselves. Its purpose is to maximize the efficiency of production system in an overall manner.5 Characteristics of TPM:TPM is aimed at the overall pursuit of production efficiency improvements its maximum extentMany production systems are human machine systems. who owns the body.H. TPM calls for altering the demarcation point between operators and maintenance staff so that routine maintenance for the health care of automated equipment will be under the charge of operators.E. The health care of the human body begins with the person. inspection and other routine maintenance task themselves.hosen. conduct work jointly with the formal operation.Mahindra & Mahindra Ltd. M. Similarly production efficiency is governed by degree of proficiency in methods of manufacturing. tightening & inspection) must be implemented without fail. TPM is designed to prevent the occurrence of stoppage due to failures and adjustment. Such jish-hozen is part of the operator's normal work. Further maintenance staff who are “medical practitioners specialized in equipment “conduct periodic inspection (diagnosis) and carry out early repair (treatment).Byculla Page 64 . based on the self discipline. using and maintaining equipment. TPM consists of small group activities in which all members participateSmall group activities in TPM belong to the formal Organizational-laid type. Small group activities in TPM are conducted by employees who. .O. that person must constantly strive to prevent the occurrence of any disease.

8. Step 1: Initial clean up.Hozen: Autonomous Maintenance Kobestu-kaizen( individual improvement) : Elimination of losses Hinshistu Hozen ( quality maintenance):zero defect Material planned system Education and training Administration (office TPM) Planned maintenance Safety. . During cleaning he finds out many abnormalities. As per TPM methodology.Mahindra & Mahindra Ltd. leakage. Operator is the person who is very close to the equipment and his involvement in maintaining equipment health certainly helpful.S. AUTONOMOUS MAINTENANCE (JISHU-HOZEN):The basic premise of TPM lies in the fact the machine operator should maintain the machine himself. Therefore the machine operators need to be trained to understand their machines well and held responsible over a period of time for their machine uptime. Methodology of Jishu Hozen: “Jishu-Hozen" or autonomous maintenance is carried out by machine operator along with his regular production work. With proper training Jishu- M. He is taught the basic skill to repair minor problems in the car so that he is responsible for zero breakdown of the car on the road. he cleans the car every day. checks critical requirements daily and seeks the help of external maintenance team at repair workshops if he finds major defect. Tools. 5. would include cleaning the machine.E. 1.S C.Kandivali 4. operator carries out Jishu Hozen activity in seven steps.Byculla Page 65 . He is allowed some Jishu-Hozen time to take care of his equipment. Then entire machine is cleaned thoroughly (cleaning with meaning). 4. In this step operator removes all the machine covers (Discover to discover). carryout simple standardized maintenance work. 3. listen & feel" during his regular production activity. 1. “Look. missing parts. It is something like a car drive. viz-loose fittings. 2.O. 7. arranging maintenance through specialist’s maintenance team-periodically and thereby improving total life cycle of the asset. These abnormalities are properly tagged (white tag for rectifying it by him & pink tag with planned maintenance support. 9. therefore. 6.H. due to lack of skill). To achieve this goal. and various types of contamination. The role of operator. daily check-up and analysis. Jishu. Many of the abnormalities can be noticed by him through the three senses. The role of equipment builder needs to be redefined in terms of his responsibility towards making his equipment fit for TPM application thereby ensuring high mean time between failures (MTBF) and short mean time to repair (MTTR).6 PILLARS OF TPM:The implementation of TPM promoted by Japanese Institute of Plant Maintenance (JIPM) is classified in eight categories.

Forced deterioration : Cleaning of motor body & inspection of cooling fan as per schedule to enhance motor life. 2. b.Mahindra & Mahindra Ltd. couplings etc. Any new operator can also perform easily with the help of this provision. Thus availability of equipment improves. lubricate. gear drives. Step-3: Visual controls and inspection After taking all countermeasures still we require large amount of time for “clean.S C. reduces energy and breakdown cost. Operator gets awareness about his own machine. pressure gauge ensures the level of settings for the smooth process. Small group activity help to keep the machine clean without cleaning by arresting the source of contamination. b. This explores him to identify source of contamination. Time based cleaning of impellers maintains current limits within range. regular consumable parts. a. The activity place is also marked on flooring from where this activity can be performed. these trained operators take all corrective actions along with planned maintenance team to maintain good health of the equipment. inspect this Jishu Hozen time can be brought down to improve availability rating. difficult to access areas in carrying out clean. In this step we start enjoying the fruits of TPM methodology. By reduced oil splashing. c. Based on the operator’s experience and skill enhancement. defective joints etc.S. 1. The activities in this phase require very large amount of time so as to take necessary countermeasures. inspect brings down the Jishu Hozen time drastically.Kandivali Hozen ability of operator can be enhanced.E. By providing see through covers inspection can be made easier. The activity numbers are marked on machines by means of stickers with the activity number marked on it. b. E&T. he is now in position to access Jishu Hozen time.(without breakdown and sometimes defects) M. Countermeasure against the source of contamination: By providing or fitting missing lids. a. oil drain causing lack of oil fault. With the help of step-1. lubricate. keeps machine clean without cleaning. This can guide any operators to perform all mentioned activities effectively. By these countermeasures forced deterioration is eliminated thus the life of spares parts enhance and thereby reduces the spares cost viz. . various oils. Step 2: Countermeasures for above. lubricate. With the help of Kaizens and countermeasures against difficult to clean. Visual controls and inspection a. Proper sealing and cooling of electric panels ensure life of electric parts. Countermeasures for difficult to clean. Marking for oil level. chains. Improves cross functional relationship with other TPM pillars viz. (Without opening the covers) viz. c. KK.H. In order to standardize these (CLI) clean.O. This also helps to keep the machine clean. inspect” activities. electronic components to optimum. 1. lubricate. and inspect activity and containing the contamination to reduce Jishu-Hozen time. inspect activities we have derived CLI sheets machine wise. PM. parts eliminate source of contamination. lubricate. He also identifies forced deterioration (if any) causing premature failure of machine parts.Byculla Page 66 . Motor belts. By replacing worn out seals. while boost the morale of the people. proper assembly of guard & alignment of pulleys ensures motor belt life.

Viz. e.e. eye.Equipment deterioration and restoration condition accomplished in steps 1 to 4 must be maintained and improved to further enhance equipment reliability. 3. 4. Listen.Byculla Page 67 . Re-examine from viewpoint of visual control M. Re-examine from view point of check work load balance Inspectors are frequently concentrated on the beginning of the weeks. evaluation by teacher. Re-examine from zero failure and zero defect viewpoints Review measures to prevent recurrence of past failure.Mahindra & Mahindra Ltd. Early alarm system reduces lubrication time & avoids breakdowns. ear symbols (Look. inspection manual. STEP 4: Overall inspection J. Different colors for Jishu Hozen activity and different shapes for frequency of (this activity) these checks. Nuts and Bolts 2) Lubrication 3) Hydraulics 4) Pneumatics 5) Drive 6) Electric 7) Equipment safety 8) Machining condition Training room – Lecture and practice Training material is to be made item wise. .S. Viz.O. d. STEP-4 Methodology and details Selected items. Modifying huge guards into localized guards helps to monitor or inspect easily.general inspection sheet. Use various oil level indicators. inspection and equipment quality standards prepared so far to be examined to accomplish higher check efficiency and eliminate check errors to prepare Jishu. defects.Hozen 1.S C. For this reason cleaning. Symbolic marking for Jishu Hozen activity.H. Schedule Teacher (Production and maintenance engineers) Student (Cell leader or supervisor) .Kandivali c. All above activities are carried out by the operator’s involvement. lubrication. This improves their involvement in TPM movement. trouble shooting. Palm. Audit by teacher using check sheet Check by student by making item inspection sheet related to his machine after passing the audit foreman acts as a teacher & machine operator acts as a student STEP 5: Autonomous inspection Aim: . Feel) Viz.H. f. and inspection errors. oil/ air / water pressure gauge marking brings down the inspection activity time drastically. and re-examine if any inspection items are missing as a “Jishu Hozen” standards.8 items (General inspection categories) 1) Machine elements i.E. Operators Jishu Hozen activity schedule with the help of various types of stickers. Symbol of eye stands for inspecting oil level in reservoir with level marked for filling and green for healthy.1 item in 3 days Training by teacher. maintainability and quality. study and practice by student.

Review of role of operators. Define the problem: search for the existing problem and define the problem.O. M.H. It is reasonable to conclude those top personnel and managers cause this problem. 2. Identify counter measures and do kaizens 6. 7.Byculla Page 68 . Analysis: analyze the problem by doing why-why analysis 5. 3. Implementation of counter measures. Loss data: note down the lost data. From group: Form small groups or cross functional teams. This activity pertains to training people in implementing specially the staff and shop supervisors on how to address elimination of 16 areas of major losses that exist in any manufacturing set – up. in changing men. and in changing workplaces. Building management region that does not collapse The first aspect is building a management aspect. . Standardize the results. Identify the theme: Identify the theme behind making the kaizen. The “JishuHozen” system of many of the PM award companies collapse in 2 or 3 years after they receive the award. 4.S. In improving unreasonable. STEP 7: Autonomous Management Aim: Step 1 to 6 accomplished results in concentrating all activities.Mahindra & Mahindra Ltd. INDIVIDUAL IMPROVEMENTS / KOBESTU KAIZEN:Every employee in the company must be made aware of the areas the contribute to losses and how he can help eliminate defects from his own work and contribute to reduction of losses company wide. By thoroughly reducing losses. Note down the results after implementing kaizen 8.E. whether the problem going to affect the cost or production. autonomous inspection given a finishing touch. & efficiency improvement and standardization of related work. Firm determination and power of action by managers are very important in continuing autonomous management.Kandivali Can inspection item places be found easily? Can inspection be made easily? Can troubles and abnormalities be found easily? STEP 6: Standardization Aim: Standardization aims at ensuring maintenance and management of these activities and at expanding the operator role to work related to the equipment and areas around it. wasteful and uneven actions. 4. Procedure for implementing Kobestu-kaizen: 1. which does not collapse. Improvement of the maintenance and control of autonomous inspection and creation of necessary structure. 2.S C. Striving to meet the targets of zero failures and zero defects and seeking positively to encompass upper stream management. And also ensure zero loss due to equipment failure and product defect. In step 7 ones own ability is recognized and the emotions of participation and solidarity. in changing equipment.

It can also be defined as follows: With the purpose of realizing quality. Do a why-why analysis 3. locating of tools. For poor design of product/process strengthen the design. ensuring high quality has become greatly influenced by the state of the equipment. . with the center of production activities transferred from manual work to machine operation. All this leads to loss to productive hours of the machine tool. At these manufacturing workshops. “ensuring high quality through equipment arrangements” has become more important than even in order to “ensure high quality at each process. it will be necessary to take preventive steps to “find condition of defect free equipment or processing. the required tool is not in stock when required. For human error we will need to implement Poka Yoke.” The method of maintaining equipment to take such preventive steps is quality maintenance. it is necessary that the staff records actual defects according to confirmed standards and analyses the data to relate defects to equipment or process standards. Correction actions should be implemented through “KAIZEN” Cross Functional Team. MATERIAL FLOW SYSTEM:In any manufacturing shop. From defect we need to go to phenomenon 2. To achieve this. and • Predicting the possibility of quality defect occurrence by reviewing changes in measured values: and based on these.S C. QC Circle or small group activities. it is often assumed that adjustment is the natural work and that its skillful execution is expertise. Employees should aim at Right First Time thereby “Zero-Defect” production. Quite often. Solution would be of two types: Poor design or human error. If quality is crucially influenced by the state of the equipment. Balancing of load on machines is yet another major issue.Mahindra & Mahindra Ltd.Kandivali 3. Go to root cause 4. and eliminate the possibility of defect occurrence in advance. In such a states of affairs. Some machines are overloaded and some waiting for material. however equipment automation and shifting to unattended operations are now progressing.H.Byculla Page 69 .E.S. 4. M. • Taking countermeasures in advance. to control the trend of such condition’s changes. QUALITY MAINTENANCE:Necessity and Definition of Quality maintenance: When carrying out high precision processing at manufacturing workshops. Methodology of Quality maintenance / zero defects:1.O. jigs and fixtures and other hand tools take some time only because these have not been stored systematically and people have to search for these tools. ”In other words. defect free equipment to maintain absolute quality (the state of 100% quality products) quality maintenance means: • Setting condition for zero failures • Preventing quality defects by maintaining conditions within standard value ranges • Inspecting and measuring the conditions in time series.

2. PLANNED MAINTENANCE: Staff. Sub-committee consist of members representing all support functions and someone from Production & Quality. Eliminate forced deterioration (contain the contamination) 4. accuracy and common purpose. purchasing.S.Kandivali Primary objective of material flow management should be to ensure zero waiting time for all types of input material and shortest throughput time through the chain of process. Office TPM is used to improve productivity. M. Planned maintenance helps TPM implementation by means of following activities: 1. Provide basic conditions – easy to clean. analysis and timely collection actions and timely collection actions of prevention of recurrence. . Establish shortest throughput time of products. efficiency in the administrative functions and identify and eliminate losses. utilities etc. Ensure JH activities are done daily. Follow JH schedule religiously. implementing activities that can lead to shortening the trial period for new products enabling higher availability of equipment for regular production. In case of new equipment shorten development. 5.H. lubricate and re-tighten. After kick-off activate four pillars (JH. Purchase headed the office-TPM sub-committee. Improve processes that can assure nearly zero short start up time of new equipment on arrival.O. design. then start Office TPM (after about one year). This includes training for every one in the company starting from the tip to the last employee. Carry out root-cause analysis by using why-why analysis and PM analysis for taking countermeasures.Mahindra & Mahindra Ltd. 5. This includes analyzing processes and procedures towards increased office automation. MIS. PM).g. EDUCATION AND TRAINING: Education and Training is the prime activity to make the process succeed.S C. This included data collection. Head of Finance. Skill training for operators and maintenance team starting from basic and continuously goes on to improve their core competence in the task they are expected to perform. ADMINISTRATION / OFFICE TPM:Manufacturing excellence directly depends on the operational excellence of supporting departments – planning.E. Such activities create a permanent disability in equipment and seriously affect the capability of the equipment including total life cycle of the asset. 6. Improve weaker points of design by making latent points visible. Very often shift arrangements are made to keep the equipment up due to non-availability of spare parts or inability to diagnose a particular problem at that time. 7. The planned maintenance activity should ensure timely attention to all types of repairs that will avoid major breakdowns. KK. QM.Byculla Page 70 . 3. Therefore. and manufacturing periods. supervisors and maintenance team need to be trained to improve quality of maintenance work on the equipment that will ensure zero breakdowns. Staff from these departments should be trained to support production departments with great speed. A senior person from one of the support functions e.

In the year F2K. Set up And Adjustment Loss: The loss attributed to change of setup from one component to other component.Mahindra & Mahindra Ltd. Training the operators to strictly follow operating procedures. irrespective of the life left / failure occurred due to the spare part in question (Time bound maintenance).H. fixing. 8. dressing wheels.Kandivali 6. breakage of V belt on a machine. Planned Shutdown Loss: Loss generated when equipment is stopped in planned manner. All repairs that are not part of planned maintenance (based on annual plan) are part of breakdown loss. Change of die (as applicable in stamping area & foundry). 2. Setting is complete when 1st job is as per specifications. There should be adequate systems in place to analyzed and maintain zero accident levels. spare parts of the machines will be replaced with a specific predetermined periodicity. etc For calculation of OVERALL EQUIPMENT EFFICIENCY (OEE). E. which has resulted in loss of opportunity of production.g. Create a healthy and clean working site for the employee   4. Tool change Loss: Tool change loss is defined as a loss occurred while changing tools & tooling in running production till 1st ok part is produced.E.O. . 8. Extend the same to the similar places.S. 7.Byculla Page 71 . 10. etc. 3. Breakdown Loss :- Loss generated when machine has stopped on its own due to component failure e. SAFETY. Change of Jigs & fixture (as applicable in machining area). Note: Time lost in changing drills. M.E. Planned Maintenance (TBM/CBM) schedule is strictly adhered to. Standardize the above countermeasures through checklists. 9.7 Major Losses identified by TPM:1. HEALTH AND ENVIRONMENT:The work environment should be free from risk of accidents. 4. shall be considered. It will also include specific predetermined overhaul program.S C. Evolve maintenance standards and inspection of Kaizens for their continued effectiveness. Conduct Why-Why analysis for breakdown and PM analysis for chronic failures and arriving at the counter-measures/Kaizens.g.g. a part of breakdown. Note: It shall include time for removal. bushes. and adjustment/repair. The activity that is pre-decided (annual calendar) with a realistic estimate .

g. 12.E. Loss that reduces human efficiency. 10. Operator's motion economy is violated due to skill difference. Component has stuck to die while stamping .g. Minor Stops: It is a performance-related loss (usually less than a minute) that results in stoppage of material movement. Material. Rework.Mahindra & Mahindra Ltd. Instructions are not available.5 min due to feed variation. E.g.H. E. M. Defects Loss : Number of parts that are not confirming to specification.: Delay for commissioning of any m/c.O.5 min to 9.S C.Kandivali 5. Management Loss : Loss due to wrong planning. 8. operator is wasting some time in searching tools/tooling etc. Walking of operator is more because of inefficient layout. E.g. E. Inventory Loss : Loss generated due to inventory carrying cost.g.. Limit switch is manually operated to restore operating condition.Byculla Page 72 . Logistics Loss : Loss due to non-availability of material.Oven temperature is expected to reach X oC before baking can start. Tools. 11. operator's morale is low. Start up Loss: The time required for the equipment to attain optimal operating condition. Rejection. 6. E.g. 13.Die is heated to Z oC before start of production. feed. Paint shop .g.S. E.Furnace should attain Y oC before charge is put inside. Finished & Accepted Crankcases are ready but not sent to assembly line due to some reason. Foundry PU . which results in loss of Engine Assembly.it is removed by one touch. 7. and it affects his performance. Operating Motion Loss : E. . Design and Development Loss : Loss that is generated at mass production stage due to design problems. E. Heat Treatment .g. Cycle time of Widma Borer has gone up from 6. Speed Loss : Loss due to increase in on line and/or auto cycle time due to reduction in speed. 9.

18. E. 19. E.S C. Process Trouble Loss : Loss generated when equipment stops fro more than 10 mins. Consumable Loss: Loss generated due to over consumption of FOS (Factory Operating Services). 15. fuels due to leakage and or overload.E. 16.Kandivali 14. It also includes consumption of FOS items and sand.g. Office TPM Loss : Loss generated due to inefficient use of manpower. Blanks generated in stamping operation. 17. Cash outflow Loss : Loss that is generated due to lack of exploring various ingenious ways to save cash outflow without capital investment. It is to be measured by consumption. water. 21. Yield Loss : Loss of raw material in any form.Mahindra & Mahindra Ltd. M.H.: Serve alarm on CNC m/c (machine) due to loosening of wires /cards. air. 20. Chips generated in machining operation.Byculla Page 73 .g: More consumption of cutting oil / coolant on m/c due to leakage. Slurry of paint. extra consumption of consumable and higher information expenses. Man Power Loss: Loss generated when more man power is deployed then required due to line imbalance or other value added activity. But no machine component is damaged or stopped due to Quality issue/Speed loss. runners/risers in foundry application.S. E. Die & Tool Loss : Loss resulting from manufacturing and repair of tools & tooling.O.g. . powers. Energy Loss : Loss of energy in the form of heat.

Sign up to vote on this title
UsefulNot useful

Master Your Semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master Your Semester with a Special Offer from Scribd & The New York Times

Cancel anytime.