Welcome to TPM

Introduction Training
A.SRINIVASAN - OPERATIONS
Training Purpose

At the end of this course

Understanding the meaning of TPM.

Able to understand the importance of TPM.

Able to Implement TPM in your respective areas.

Able to create awareness and provide training.

Able to familiar with key words and subjects used in TPM (Pillars, OEE,

TBM, CBM, MTBF, MTTR, etc.)

History of TPM

■ The Term “ Total Productive Maintenance” was first used in the late 1960’ s by
Nipponese, a supplier of electrical parts to Toyota.
■ In 1971, Nipponese received the Distinguished Plant Award (The PM Prize) from
JIPM.
■ Nipponese was the first plant to receive the award as a result of implementing
TPM.
■ Eventually, Seiichi Nakajima, a Vice Chairman of JIPM, Became known as the
father of TPM, Since he provided implementation support to hundreds of plants,
mostly in Japan.
■ Nissan and Mazda soon followed Toyota in implementing TPM in,
at least, some of their manufacturing sites.
About TPM
• In India, companies have started implementing TPM since 1992.
In the recent past, many companies have started TPM
implementation.
• Now, TPM is implemented company wide & addresses all
business functions viz., P (production/productivity), Q (quality), C
(cost), D (delivery), S (safety, health & environment) & M
(morale/kaizens).
TPM Basic Policy and Example of Target Setting (Example)
Market circumstances In-house circumstances

1. Increase in production and quality trouble

1. Timely and effective start-up of new products
2. Equipment deterioration due to overload operation
2. Flexible response to the demand trend
3. Increase in equipment which has design weak points
3. Reduction in prices
4. Lack of awareness and knowledge of equipment control of the operators
4. High-level quality assurance
5. Field operators morale depression due to uncertain responsibility of the operation
5. Conservation of resources and energy-saving

Basic Policy

Aiming at “zero-failure”, “zero-defects” and “zero-disaster” through introduction of PM with all workers participating, which in turn contributes to the improvement of overall equipment
efficiency and reduction in costs.

Key points
1. Reduction in equipments failure 4. Accuracy management of equipment, tools and jigs
2. Reduction in waiting and set-up time 5. Promotion of resources conservation and energy-saving
3. Effective use of existing equipment 6. Education and training cultivation of manpower

Target
Actual Actual record Target (Target)
record
1. Reduction in equipment failure 938/Month ----- Less than 10/month
2. Equipment failure rate 1.03%/hundred hours ----- Less than 0.1%/hundred hours
3. Occurrence of equipment failure 1.59% ----- Less than 0.2%
4. Shutdown time 5.800 hours/month ----- Less than 1200 hours/ month (1/5)
5. Overall equipment efficiency 88.8% ----- More than 95.0% 62
6. Improvement of productivity 11.3% ----- More than 169% Apply for PM
8
(50% increase) Excellent award in
7. Reduction of rework and quality defects from process 0.7% ----- Less than 0.1% order to have the
----- Less than 70% results of TPM
8. Energy saving 100% (Second half of 1983) ----- (Second half of 1985) activities evaluated
9. Number of Kaizen employees suggestions 2.1/year/employee (1983) ----- 60/year/employee

10. Labour accidents 11/year ----- 0/year

Need of TPM

✓ Cost reduction through loss control

✓ Market share expansion /customer satisfaction
✓ Increased profitability
✓ Skill up-gradation
✓ Reduced distribution cost
✓ Reduced equipment failure
✓ Employees involvement

May decide to adopt TPM

To improve equipment operating efficiency and reliability

Thereby achieve cost reduction. Market share expansion.

Skill development. Zero loss, add profits

High productivity full employee involvement & dynamic team
What is TPM?

T Total • Overall efficiency.

• Total production system.
• Participation of all employees.

P Productive • Zero defect.

• No trouble in operation.
• Safety.

M Maintenance • Longer life cycle of production system.

It can be considered as the medical science of machines.

The objective of TPM is to enable flow production by ensuring that equipment is 100%
available and producing consistently accurate parts in the correct cycle time
Definition of TPM

1. Aims to create a corporate system that maximize the efficiency of production

system .
2. Organize a “ gemba-gembutsu” (going to workplace) system to prevent losses
and achieve “ reduction-to-zero” targets such as
“ zero-accidents”
“ zero-defects”
“ zero-breakdowns” in the entire production system life-cycle.
3. Involving all functions of an organization including production, development, sales
and management,
4. Involving every member of an organization, from top management to front-line
members, and
5. Achieving zero losses through the activities of overlapping small groups.
TPM – Operating Philosophy

TPM: Establishing a Corporate Culture

that will maximize production system effectiveness

Customer Satisfaction Over Global Competition

Productivity Quality

Cost
CHANGING
Morale
CULTURE

Delivery
Safety
What is TPM?

T PM

Total
Maintenance
Productive
 TPM - A zero sum game
TPM Objectives
• Zero Unplanned Downtime
• Zero Defects
• Zero Speed Losses
• Zero Accidents
 TPM

Old Fashioned Attitude TPM Approach

• “I operate, you fix”

• “I fix, you design”

• “I design, you operate”

 TPM – Pillars

JISHU-HOZEN
Autonomous Maintenance

KOBETSU KAIZEN
Focused Improvement

Planned Maintenance

Initial Control / Early

Equipment Maintenance
TPM

Quality Maintenance
8 Pillars of TPM

5S is the Basic foundation

Safety, Health &

Environment

Training & Skill

Development
OEE is the fundamental measurement in the approach of TPM

Office TPM
Involvement of Each Department By Pillar (Example)

PPC & Hr &

Production Maintenance Quality ME Purchase Sales
Despatch Admin.

Kobetsu Kaizen
1 Focused
Improvement

Autonomous
2
Maintenance

Planned
3
Maintenance

Education &
4
Training

5 Initial Control

Quality
6
Maintenance

7 Office TPM
Why Company is implementing the principles …

▶ To improve the quality by increasing the equipment process capability

▶ To improve the equipment efficiency

▶ To harmonise the tasks from the machine operators and maintenance technicians

▶ To create clean and tidy equipment, workplaces and their environment

▶ To improve key indicators like Overall Equipment Effectiveness, Mean Time Between
Failures, Availability, Maintenance costs, etc.
TPM Target setting

Item Unit Target

OEE % 85
P
Breakdown Occurrence / Month 0
Q Customer Complaints Numbers / Month 0
Manufacturing Cost Reduction % 15
C
Inventory Cost Reduction % 40
D On Time Delivery % 100
S Number of Accidents Nos. 0
M Number of Kaizens Kaizen / Employee 5
TPM Organization and Activities

Meeting Frequency
Kobetsu Kaizen
Monthly Once
Steering committee Jishu Hozen
Planned Maintenance
Weekly Once Quality Maintenance
Sub-committee

Development Management
Education & Training
Daily Once Circle
Team Leaders Office TPM
& Operators
Safety, health &environment

Managers of departments have been appointed as Chairman of each sub-

committee. The members have been selected across the organization and
function as cross functional teams.
How to implement TPM in Company …

The Concept
Creative TPM Cirles

Management
Information
& Decision
Verify results Training &
coaching for
TPM-Members

Deployment
to other machines TPM
and areas Selection of
worst machine as
Model machine
Execution JH & KK
Verify results
Activities in the Model
machine
through TPM teams
Accompanied TPM assessments
Pillar-1 : Jishu-Hozen (Autonomous Maintenance)

*Jishu-Hozen means “ MAINTAINING ONE’ S EQUIPMENT BY ONESELF” (Jishu – Autonomous /

Independence, Hozen – Maintenance / Preserve)

*In “ JISHU-HOZEN” each worker performs :-

- Daily Inspection
- Lubrication
- Minor Repair
- Trouble Shooting
- Accuracy checks

*By doing Jishu Hozen there is Elimination of Forced Deterioration of the machine & only Natural
Deterioration takes place.
*Right operation, right adjustment, right setting
*Machine become “ WET TO DRY” .
*Daily inspection by using 5 SENSES
*By doing Jishu-Hozen the target is to achieve ZERO Breakdown.
Pillar-1 : Jishu-Hozen (Autonomous Maintenance)

Policy :-
■ Uninterrupted operation of equipments.
■ Flexible operators to operate & maintain other equipments.
■ Eliminate the defect at source through active employee participation.
■ Stepwise implementation of JH activities
Objective :-
✓ Check the deterioration of machines.
✓ Keep machines/ equipment working at their optimal performance.
✓ Return equipment to their original condition.
✓ Prevent machines from failing.
✓ Increase the skill levels of the operators.
✓ Prevent quality defects.
✓ Improve profitability.
Targets :-
▶ Prevent the reoccurrence of abnormalities
▶ Reduce Oil / Grease consumption by 50%
▶ Reduce cleaning time by 50%
▶ Reduce Machine Inspection time by 50%
▶ Reduce process time by 50%
Pillar-1 : TPM JH Circle

Champion

Plant Head

Coordinator

TPM Incharge

Production Quality Incharge P.E Engg. Maintenance

Incharge Incharge Incharge Incharge

Team Leaders Team Leaders Team Leaders Team Leaders Team Leaders

Operators Operators Operators Operators Operators

Pillar-1 : Roles of JH Pillar Champion

• Roles
– To Lead and Facilitate the TPM Activities for their Pillar
– Accountable for Pillar results and progress
• Train and Schedule TPM Steps
• Form
– Present progress to Steering Committee and to the all PDCA Cycle
• Activity Board – using PDCA cycle
• Membership and Frequency
– Weekly
• Core Members – Pillar Champions,
Committee members
• Review results
• Plan Next Steps
Concept of Jishu-Hozen

Change in concept

Defects and failures are

the shame of the
Step 1 Production shop
Step 2 Step 4 Step 6
Step 0 Step 3 Step 5 Step 7
Effect Effect
Change Operator’ s Production
Motivation Reduced
equipment Change shop changes
defects and Zero defects and
failures failures are realized

Think and act Rectify “ Fuguai” Change in activities

Positive challenge for

Process of actions is Cleaning is inspection
KAIZEN.
head-spring of Inspection is a step to find “
Thoroughness of
motives Fuguai” Bottom up from circle
maintenance and
“ Fuguai” should and could activities
management
Why does forced be restored or improved Autonomous KAIZEN by
deterioration occur ? operators
Needs of “
Jishu-Hozen Enhance ability to find Restoration and KAIZEN are a kind of
and improve “ Fuguai” success.
Success is a pleasure as a result of
achievement

(Unless success can be expected, the

operators will not change their mind.)
7 Steps in Jishu Hozen (Autonomous Maintenance)

Step Name Contents of Activities

1 Initial clean-up All-around clean-up of dust and dirt, centering on equipment proper, and implementation of lubrication,
and machine parts adjustment; discovery and repair of malfunctions in equipment

2 Measures against Sources Prevent causes of dust and dirt and scattering, improve places which are difficult to clean and lubricate and
reduce the time required for clean-up and lubrication

3 Formulation of clean-up and Formulate behavioral standards so that it is possible to steadily sustain clean-up, lubrication and machine
lubrication standards parts adjustment in a short period (Necessary to indicate a time frame-work that can be used daily /
periodically

4 Overall inspection Training in check-up skills through check-up manuals; exposure and restoration of minor equipment
defects through overall check-ups

5 Autonomous checkup Formulation and implementation of autonomous check-up sheets

6 Orderliness and tidiness Standardize various types of on-the job management items and devise complete systematization of
up-keep management.

• Standards for clean-up, check-ups and lubrication

• Standards for physical distribution in the workplace
• Standardization of data records
• Standardization of die management, jigs and tools
7 All-out autonomous Development of corporate policies and goals, and making improvement activities routine : Steadily record
management MTBF analysis, analyze these, and carry out equipment improvements
Pillar-1 : Jishu-Hozen Operator Skill Required

JIPM describes the critical operator Autonomous Maintenance skills to be

(Japan_Institute_of_Plant_Maintenance 1997):
Ability to discover abnormalities.
Ability to correct abnormalities and restore equipment functioning.
Ability to set optimal equipment conditions.
Ability to maintain optimal conditions.
Ability to Detect signs of productivity losses.

Autonomous Maintenance empowers (and requires) equipment operators to become

knowledgeable managers of their production activities
Four steps to improve Operator skill level

7 Steps of Autonomous Four steps to become an

Maintenance operator strong on equipment

7 All-out autonomous management 4 Master how to repair the equipment

6 Orderliness and tidiness Learn how to operate the equipment with

3 the required accuracy and how to evaluate
the product quality
5 Autonomous check-up
4 General inspection
3 Formulation of clean-up and lubrication 2 Study the mechanism and functions of
equipment and machines
standards
2 Measures against sources of outbreaks Familiarize with the concept of equipment
1 maintenance and improvement and with how to
1 Initial clean-up put the idea into practical realization
3 Key Tools for Jishu-Hozen (Autonomous Maintenance)
Example of JH (Autonomous Maintenance) activity Board

People Treasures
Activity & Findings
Team Team Mission Step 1: Initial Cleaning • Display actual findings from
•Team •Mission
Initial Cleaning such as trash,
Name
•Members
•Objectives Definition unnecessary items, dust and other
contamination.
Pictures Step 2: Sources of Contamination
Line
Layout of Line &
Identified Important Explain and show Focused
Areas Improvement activities
for sources of contamination
Safety
Hazard Tag List Step 3 : Formulation of Standards, OPLs
Contaminati
on

Hard-to-reac Tag Movement

h Actual Tags
Main Failure
Pillar-1 : Jishu-Hozen (Autonomous Maintenance) Circle

Objectives Of The Teams :-

- Initial Cleaning ,Inspection & Identifying Difficult To Clean Areas
JH- STEP 1 :-
- Finding Abnormalities Of Forced Deterioration ( By Putting Red & Blue Tags) & Taking
Countermeasures For Slight Deteriorations .(Removal Of Blue Tag)

JH- STEP 2 :- - Countermeasure Against Contamination Sources. Find Hard To Access To Clean, Lubricate ,
Inspection & Tightening.

JH- STEP 3 :- - Formulation Of Cleaning, Lubrication, Inspection &Tightening Standards

Team Name : Shift-A

S. No
Machine
Line Members Department Shift coordinator Team coordinator Remarks
Number

4
Step-1: Initial Clean-up

S: Safety Items : safety area, spot, work environment

1: 5 S Related Items:
▶ Sort: Remove Unnecessary items
▶ Systematic Arrangement: Organized storage,
Visual Indications
▶ Shine: Cleanliness/Preserve
2: Sources of Contamination:
▶ Leaks, Spills
3: Hard-to-Reach area
4: Broken/Missing Parts
5: “ Basic Conditions” :
▶ Lubrication
▶ Tightening
▶ Cleaning & Inspection
6: Quality Related: Causes of defect
Step-1: Initial Clean-up Steps

Clean To inspect equipment ▶ Cleaning Is Inspection

▶ Use 5 Senses For
Inspection (Finding
Inspect Abnormality)
To discover abnormalities
Equipment ▶ Find Out 7 Type Of
Abnormalities
Find ▶ Put Tags On
To Restore equipments Abnormalities
Abnormalities
▶ Prepare List Of
Unfulfilled Basic
Restore
To improve performance Conditions
Equipment

Improve To increase pride in operation

Performance
Step-1: Initial Clean-up (Effect of Abnormalities)

Abnormalities

Leads to

Forced Deterioration

Leads to

Failure
Step-1: Initial Clean-up Types of Abnormalities

Type Abnormality Examples

Contamination Dust, dirt, powder, grease, rust, paint
Damage Cracking, crushing, deformation, chipping, bending
Play Shaking, falling out, tilting, eccentricity, wear, distortion, corrosion

Minor flaws Slackness Belts, chains

Abnormal phenomena Unusual noise, overheating, vibration, strange smells,
discoloration, incorrect pressure or other parameter
Adhesion Blocking, hardening, accumulation of debris, peeling, malfunction

Lubrication Insufficient, dirty, unidentified, unsuitable, leaking

Lubrication supply Dirty, damaged, deformed inlets, faulty lubricant pipes
Unfulfilled Basic
Oil level gauges Dirty, damaged, leaking, no indication of correct level
conditions
Tightening Nu & bolts – slackness, missing, cross threaded, too long,
crushed, corroded, washer unsuitable, backwards
Step-1: Initial Clean-up Types of Abnormalities

Type Abnormality Examples

Cleaning Machine, construction, covers, layout, footholds, access space

Checking Covers, construction, layout, instrument position & orientation,

operating range display
Inaccessible Lubricating Position of lubricant inlet, construction, height, foothold, lubricant outlet,
places space
Operation Machine layout, position of valves / switches / levers, footholds

Adjustment Position of pressure gauges / thermometers / flow meters etc.

Product Leaks, spills, spurts, scatter, overflow

Raw materials Leaks, spills, spurts, scatter, overflow
Lubricants Leaks, spills, seeping

Contamination Gases Leaking

sources
Liquids Leaking, split, spurting
Scrap Flashes, cuttings, packaging materials, consumable wastes, scrap /
Step-1: Initial Clean-up Types of Abnormalities

Type Abnormality Examples

Foreign matter Inclusion, infiltration, entrainment

Shock Dropping, jolting, collision, vibration

Quality Defect
Sources Moisture Control ( too little / much), infiltration, defective eliminate

Filtration Abnormalities in filter mechanisms

Machinery Excessive or unused

Piping Pipes, hoses, ducts, valves, etc.

Measuring Instrument Temperature, pressure, vacuum etc

Unnecessary & non Electrical equipments Wiring, switches, plugs, etc.
urgent items
Jigs & tooling General tools, jigs, molds, dies, frames, etc.

Spare parts Equipment spares, process spares, etc.

Repairs in progress Components & maintenance tooling

Floors Uneven, projections, cracking, peeling, wear

Steps Too steep, irregular, peeling, corrosion, missing handrails

Step-1: Initial Clean-up

Step-1 : Thorough one time cleaning of all machines.

Result – Tidy Machine

Attaching and removing of fuguais (small defect) after rectification to eliminate machine

abnormalities

Action Purpose How Why

Through Cleaning (All sides *Cleaning is checking My machine campaign Example
of the machine Identify abnormalities No Oil Leak
No air Leak
Step-1: Initial Clean-up (Objectives & Benefits)

• Provides dust free environment.

• Creates safe & healthy work place.
• Ensures higher quality of work & products.
• Increases the efficiency & life of equipment .
• Improves Visibility to identify abnormalities.

The purpose of the Initial Clean

1. Small Work Groups (also known as Small Group Activity- SGA) are able to join
together to accomplish a common goal, the cleaning of a particular equipment or area.
2. Promote a better understanding of, and familiarity with, the equipment or process area.
3. Uncover hidden defects that, when corrected, have a positive effect on
equipment performance.
Jishu Hozen
I R E ST O R I N G & I M P R O V I N G B A SI C C O N D I T I O N S
G U I D E L I N E S F O R P U T T I N G JH T A G S
A. ABNORMALITIES B. HARD TO ACCESS AREA
1. LEAKS
2. LOOSE PIPES 1. CLEANING
3. LOOSE WIRES 2. LUBRICATION
4. DAMAGES ON M/C PARTS 3. RETIGHTENING
5. RUSTING 4. INSPECTION
6. SPLASHING
7. SPILLAGES
8. FUMES
9. WORN OUT PARTS C. SOURCES OF CONTAMINATION
10. ABNORMAL SOUND
11. ABNORMAL HEAT 1. BURR
12. VIBRATION etc., 2. DUST / DIRT
3. FOREIGN PARTICLES
4. OIL
5. PRODUCT etc.,
Step-1: Initial Clean-up (Fugai Tags)

Initial cleaning
180
is not an
160 155
one-time
140
130
activity, it
124
120
should be done
105
on weekly basis.
NO OF TAGS

100
T A G S PU T
TA G S CL E A R E D
80

60 54
47

40

20 20 22
18
20 11
7

0
HA E LP BU RR MP DP
T A G S PU T 54 155 124 47 22 11
TA G S CL E A R E D 20 130 105 20 18 7

TAGS CATEGORY

Type of Tag Responsible Duration Remarks

Blue Tag Operator 1 Day

Red Tag Maintenance 3 Days *45 Days *If Spare not available. Based On P.O Lead Time
Step-1: Initial Clean-up (Abnormality Tags) Monitoring PIE Chart

DP
MP HA

BURR

E
LP

HA-HARD TO ACCESS LP-LOOSE PARTS MP-MISSING PARTS

E-ELECTRICAL BURR-BURR ACCUMULATION DP-DAMAGED PARTS

&SPLASHING
Step-1: Initial Clean-up (Abnormality Tags Removal follow-ups
Step-2 Countermeasures against sources of contamination

Countermeasures against sources of contamination

Make approach easy for CLIT

Make easy to do CLIT

Shorten cleaning , lubricating time

Adopt concepts of localized guards

Ranking the priority places for daily cleaning

Step-2 Countermeasures against sources of contamination

Action Purpose Result

1) Convert difficult to clean to easy To facilitate daily cleaning by *Cleaning & Tidy machine
to clean operator *No forced deterioration

2) Convert difficult to see to easy to To facilitate inspection by operator *To avoid machine failure
see *Identify abnormality & Correct on
continuous basis

3) Convert difficult to lubricate to To facilitate daily / periodic *To avoid machine failure due to
easy to lubricate lubrication inadequate / no lubrication
*To identify frequency of oil
change, leakages on continuous
basis

4) Implement machine Achieve wet to dry *Preventing forced deterioration of

modification kaizen (Localized cover, prevent machine parts
contamination at source
Step-3 Formulation of CLIT Standards

Standards for cleaning, inspection , lubricating and tightening

Standards are made by operators themselves with guidance by PM
Standards are made by using 5w1h
Standards should be easily understood by every one
Introduce extensive visual controls

JH schedule has to be made and followed strictly.

Schedule should be made regarding cleaning,
inspection and lubrication and it also should include
details like when, what and how.

Handing over the M/C to Operator for executing daily

checks ( C,L,I,T )
Step-3 Formulation of CLIT Standards (Example)
Step-4 Overall Inspection

The employees are trained in disciplines like Pneumatics, electrical, hydraulics, lubricant and
coolant, drives, bolts, nuts and Safety.
This is necessary to improve the technical skills of employees and to use inspection manuals
correctly.
After acquiring this new knowledge the employees should share this with others.
By acquiring this new technical knowledge, the operators are now well aware of machine parts.
Step-5 Autonomous Checkup

New methods of cleaning and lubricating are used.

Each employee prepares his own autonomous chart / schedule in consultation with supervisor.
Parts which have never given any problem or part which don't need any inspection are removed
from list permanently based on experience.
Including good quality machine parts. This avoid defects due to poor JH.
Inspection that is made in preventive maintenance is included in JH.
The frequency of cleanup and inspection is reduced based on experience.
Step-6 Orderliness and tidiness

Upto the previous step only the machinery / equipment was the concentration. However in this step the
surroundings of machinery are organized. Necessary items should be organized, such that there is no
searching and searching time is reduced.
Work environment is modified such that there is no difficulty in getting any item.
Everybody should follow the work instructions strictly.
Necessary spares for equipments is planned and procured.
Step-7 All out autonomous maintenance

Develop company goals, engage in continuous improvement activities, improve equipment based on
careful recording and regular analysis of MTBF
Collect and analyze various types of data; improve equipment to increase reliability, maintainability
and ease of operation Pinpoint weaknesses in equipment based on analysis of data, implement
improvement plans to lengthen equipment life span and inspection cycles
Learn data collection and analysis and improvement techniques
Learn to perform simple repairs through training on repair techniques
Gain heightened awareness of company goals and costs (especially maintenance costs)
Up-skill Maintenance to be trainers and equipment improver
Up-skill Operators to be equipment maintainers (Autonomous Maintenance
OEE, MTBF and other TPM targets must be achieved by continuous improve through Kaizen.
PDCA ( Plan, Do, Check and Act ) cycle must be implemented for Kaizen
Jishu – Hozen Operator skill improvement

Level Skill Needed

Recognize deterioration & improve equipment to prevent it.
■ Watch for & discover abnormalities in equipment operation and components
■ Understands the importance of proper lubrication & lubrication methods.
■ Understand the importance of cleaning (inspection) & proper cleaning
Level-1 methods.
■ Understand the importance of contamination & ability to make localized
improvements.

Understand the equipment structure & functions.

■ Understand what to look for when checking mechanisms for normal operation.
■ Clean & inspect to maintain equipment performance.
Level-2 ■ Understand criteria for judging abnormalities.
■ Confidently judge when equipment needs to be shut off.
■ Some ability to perform breakdown diagnosis.
Jishu – Hozen Operator skill improvement

Level Skill Needed

Understand causes of equipment – induced quality defects.
■ Physically analyze problem-related phenomena
■ Understand the relationship between characteristics of quality & the
equipment.
Level-3 ■ Understand the relationship between characteristics of quality & the
equipment.
■ Understand the tolerance ranges for static & dynamic precision & how to
measure such precision.
■ Understand causal factors behind defects.
Perform routine repair on equipment.
■ Be able to replace parts.
Level-4
■ Understand life expectancy of parts.
■ Be able to deduce causes of breakdown.
Benefit & Improve The Reliability Of Equipment Through JH Activities

• By eliminating the Forced deterioration.

• By Implementing Preventive maintenance system.
• By building a Safer man– machine system.
• Creating the 4 M conditions so that defectives are not produced.

Step Machine Effect People Effect

Forced Natural
Deterioration Deterioration 1,2,3 Restore Change of attitude
Deterioration
4,5 Maintain Competence and
Optimal Effectiveness
conditions
6,7 Improve Autonomous
Machine Management
People become more competent & learn to be
disciplined & effective
Pillar-2 : KOBETSU KAIZEN – Focused Improvement

Background
Dispatch delays and Customer complaint on quality due to,
 Frequent Equipment failure

 Many Setup & Tool changes.

 Defects and Reworks

 Motion & Line organization losses

 Shortage of materials.
Also we have to reduce the Manufacturing cost continuously. Aim
 Improve productivity.
 Overall equipment effectiveness.
 Reduce manufacturing cost
Pillar-2 : KOBETSU KAIZEN – Focused Improvement

Compare the ACTUAL operating time versus the OPTIMUM operating time

Highlight the causes of Productivity losses :

Availability, Performance and Quality losses
Pillar-2 : KOBETSU KAIZEN – Focused Improvement

□ KOBETSU KAIZEN means “ INDIVIDUAL IMPROVEMENT” .

□ As one of the pillars of TPM, KOBETSU KAIZEN pursues for :
▶ Efficient Equipment Utilization
▶ Efficient Worker Utilization
▶ Efficient Material & Energy Utilization
□ There are 7 major losses which obstruct overall equipment efficiency
▶ Failure Loss
▶Set up & adjustment Loss
▶ Cutting blade & Jig Change Loss
▶ Minor stoppage & idling Loss
▶ Speed Loss
▶ Process defect & Rework Loss
▶ Start up loss

is used as an indicator to know that, ‘ How well the equipment is used in

production’ .
Pillar-2 : Steps in KOBETSU KAIZEN – Focused Improvement
Step Activity
Step 1 • Lines, processes and equipmentin “ Kobetsu-Kaizen” plans that producemany losses.
Select model equipment • WherePossibilities of horizontal replication arelarge.
/ line / process
• Synchronizewith lines,processes and equipment in “ Jishu-Hozen” activities and advance Steps 1 to3.

Step 2 • Manager of department is the leader (e.g.,department manager for department model and section
manager for section model)
Organize project teams
• Staff from engineering,production engineering, design and production join and is given responsibility for
each loss.
• Projectteams areregistered with the promotion officeand officialassignments are issued.
Step 3 • Grasp and confirm losses.
Grasp present losses • Is sufficient loss data available? If not,gather data.
Step 4 • Set up KAIZEN themes based on results of present status survey.
KAIZEN them and goal • Set challenging goals and periods by zero loss concept; and Assign staff foreach loss type.
setting

Step 5 • Plan analysis and countermeasures and prepareprocedures forimplementing KAIZEN and schedule
completion plan.
Mapping out KAIZEN
plan • Make diagnosis by top executive.
Pillar-2 : Steps KOBETSU KAIZEN – Focused Improvement

Step Activity
Step 6 • Map out KAIZEN plans by fully utilizing techniques and inherent technologies such as
analysis, investigation and experiments for KAIZEN and evaluate plan.
Mapping out and
evaluation of analysis • Pursue till goals are accomplished.
and countermeasures
• Enhance KAIZEN by top executive diagnosis. (It is also a good idea to diagnose at a
presentation meeting.)

Step 7 • Earmark necessary budget and implement KAIZEN.

Implementation of
KAIZEN
Step 8 • Confirm effects for each loss type after implementing KAIZEN.
Confirm effects
Step 9 • Implement standardization and measures needed for preventing recurrence, such as
production, work, purchasing and maintenance standards.
Taking measures to
prevent maintenance • Prepare a manual for horizontal replication; and Make diagnosis by top executive.

Step 10 • Horizontally replicate in other lines, processes and equipment of same type.
Horizontal replication • Kick off next model activities.
Pillar-2 : KOBETSU KAIZEN – Losses

1. Equipment failure loss

2. Set up & adjustment loss
3. Cutting tool and jig change loss
4. Start up loss
EQUIPMENT LOSS
5. Minor Stoppage and idling loss
6. Reduced speed loss
7. Defects &rework loss
8. Shutdown loss
9. Management loss
10. Operating motion loss
11. Line organization loss MAN LOSS
12. Logistics loss
13. Measurement and adjustment loss
14. Energy Loss
15. Die, Tool and Jig loss MATERIAL& ENERGY LOSS

16. Yield loss

Pillar-2 : KOBETSU KAIZEN – Focused Improvement OEE Calculation
EQUIPMENT AVAILABILITY

Equipment Availability is the RATIO OF TIME NEEDED for operating the equipment to the time
actually consumed for operator and is calculated as
Uptime (Planned time – Downtime)
Equipment Availability (EA) = -------------------------------------------
Planned Time

PERFORMANCE EFFICIENCY

Performance Efficiency consists of SPEED OPERATING RATE and NET OPERATING RATE and is calculated as
(Total Quantity produced)
Performance Efficiency (PE) = -----------------------------------------------------------------------
[Target Quantity to be produced)x Planned time (Hrs.)]

QUALITY PRODUCT RATE

Quality Product Rate is the ratio of quantity loaded for machining to the actual quantity of quality products
Total produced - Defect
Quality Product Rate (QR) = ---------------------------------------------------------------
Total produced
Overall Equipment Efficiency= EA x PEx QR
Pillar-2 : KOBETSU KAIZEN – OEE & Losses
Pillar-2 : KOBETSU KAIZEN – OEE Monitoring

Company - TPM OEE Monthly

100%
83% 85%
80% 81%
80%

60%
In %

40%

20%

0%
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Actual
Plan 80% 80% 80% 81% 81% 81% 82% 82% 83% 83% 84% 85%
Pillar-2 : Loss Pareto chart

Loss Pareto
97% 100%
350 91% 100%
82% 90%
300
71% 80%
250 70%
200 53% 60%
In Mins

50%
150 40%
29%
100
100 80 30%
60 20%
50 40 30 20 10 10%
0 0%
Machine B/ Material sh Tool breaka Manpower Setup loss Adjustment Defect loss
d ortage ge absent loss
Time In Mins 100 80 60 40 30 20 10
Cum % 29% 53% 71% 82% 91% 97% 100%
Pillar-2 : Loss 5 Why Analysis Example
Pillar-2 : Benefits of Kobetsu Kaizen
Pillar-3 : Planned Maintenance
This Pillar Aimed Towards

• Trouble Free Machines And Equipments

• Producing Defect Free Products For Total Customer Satisfaction

Four Categories

• Preventive Maintenance
• Break Down Maintenance
• Corrective Maintenance
• Maintenance Prevention

Benefits

• Achieve And Sustain availability Of Machines

• Optimum Maintenance Cost
• Reduces Spares Inventory
• Improve Reliability And Maintainability Of Machines
Pillar 4: Initial Control (Early Equipment Management)

THIS PILLAR AIMED TOWARDS

• Collection & utilization of feedback information regarding present products before the start of the design.- like
MP sheet.

• Measuring needs for “ Easy of manufacturing “ by analyzing the process for present products.

• Measuring needs for “ Easy of manufacturing” by analyzing process of new products in the stage of
planning & design of products.

By identifying failures possibilities based on design reviews of new products.

By identifying failures possibilities based on trail manufacturing & test of new products.

BENEFITS

1. REDUCES LEAD TIME TO NEW PRODUCT LAUNCH

2. REDUCE THE LOSSES
3. COST EFFECTIVE
Pillar – 5 : Office TPM

□ PURPOSE

To make an efficient working office that eliminates losses.

□ AIM OF OFFICE TPM

▶ Cost Reduction
▶ Efficient Inventory Management
▶ Increase in office productivity
▶ Zero line stoppage of customer
▶ Efficient filing & retrieval system
▶ Quick response to Internal & External customers
Pillar – 6 : Safety Health & Environment

This Pillar Aimed Towards

• Create Safe Work Place And Safe Work Practice

• This Pillar Play Vital Role With Other Pillars On Regular Basis.

Benefits

• Zero Accident

• Zero Fires

• Zero Health Damages

• Safe Working Condition

• Safe Work Practice

Pillar – 6 : Safety Health & Environment

Safety Environment
Management Management
Pillar – 7 :Training & Skill Development

□ AIM
Formation of Autonomous workers who have skill and technique for autonomous maintenance.
□ CONCEPT
For education and training activities, a system has to be designed based on the basic concept that ‘ Raising the skill of each
individual person contributes to better results for the company and higher sense of motivation of each individual.
□ BASICS OF EDUCATION & TRAINING
▶ Education & Training can be related to Knowledge & Skill. Knowledge is given to the operators by doing
classroom trainings. It is termed as off job training (OFF – JT) and skill up gradation is done by give on
job training (O.J.T.).
□ KNOWLEDGE
▶ Knowledge is the basic education given to the Operators in the various topics related to the requirement
of the company. It is a basically theory education given to the Operators in the classroom.
□ SKILLS
▶ Skills generally refer to the capability of one’ s job. Skills are the ability to act accurately in response
to any phenomenon / problem.
▶ The shorter the time for the detection & correction of abnormality is, the more excellent skills are
considered.
Pillar – 8 : Quality Maintenance

Ensuring high quality through equipment arrangements at each process

■Establish conditions for “ zero defects”

■Prevent the occurrence of quality defects
by maintaining the conditions within
certain standards
■Inspect and monitor such conditions in
time series
■Predicting the possibility of quality defect
occurrence by reviewing changes in
measured values
■Take countermeasures in advance
Pillar – 8 : Quality Maintenance

This Pillar Aimed Towards

• Customer Delight Through Highest Quality

• Defect Free Manufacturing
• Eliminating Non Conformances In A Systematic Manner
• Reactive To Proactive Like (Quality Control To Quality Assurance)

Benefits

1. Defect Free Condition And Control Of Equipments

2. QM Activity To Control Quality Assurance
3. Focus Of Prevention Of Defects At Source
4. Focus On Poka-yoke (Fool Proof System)
5. In Line Detection And Segregation Of Defects
6. Effective Implementation Of Operator Quality Assurance
7. Achieve & Sustain Customer Complaint Zero
Key Messages About TPM Success

▶ You never recover downtimes

▶ Only 3 – 5 hours productivity / shift
▶ Use your senses  Hearing, Vision, Vibration, Smell & Taste
▶ Sequence checks for operations
▶ Get maintenance involved up front on new equipments
▶ Daily autonomous maintenance
▶ Internal TPM audits – walk/route around Managers & Supervisors
▶ Weekly Review
▶ Training & Motivation
▶ Top – Bottom involvement
Set PQCDSM target in all areas

P PRODUCTIVITY To achieve planned production.

Q QUALITY To improve product & process quality.

C COST To reduce cost

D DELIVERY To meet delivery targets

S SAFETY To maintain safety

M MORALE To improve morale

PQCDSM To be calculated & improved by using PDCA cycle.

Improving O.E.E

Eliminating Negative side Losses (Targeting ZERO)

• Breakdown.
• Rejection O.E.E
• Minor stoppage
• No material

Reducing Positive side Losses

• Set up Change.
• Tool Change
• Tool Reset.
Effectiveness of TPM

P… ..Productivity improvement ----------------------------------------------1.5 to 2 times

● Reduction in Number of Sporadic Failures-----------------1/10 to 1/250
● Equipment Operating--------------------------------------------1.5 to 2 times

Q… ..Reduction in Product Defects-----------------------------------------1/10

Reduction in Customer Claims--------------------------------------1/4

C… ..Reduction in Maintenance Cost---------------------------------------30%

D… ..Reduction in Product Inventories--------------------------------------0

S… .. Reduction in Accident, Elimination of Pollution------------------0

M… ..Increase in Number of Employee Suggestions--------------------5 to 10 times

INTANGIBLE EFFECTS OF TPM

1. After introduction of autonomous maintenance activity, operators take care of

machines by themselves without being ordered to.
2. With achievement of zero breakdowns and zero defects, operators get new
confidence in their own abilities.
3. Workplaces that used to be covered with oil and chips are now so clean and
pleasant as to be almost unrecognisable.
4. Improved image of the company, leading to the possibility of increased orders.
TPM Master plan (Example)
Year 2020 2021 2022 2023 2024
Introduction Implementation stage Full development Steady application
Items to be promoted stage stage stage
Establishment promotion organization, overlapping small groups in an PM award Screening

hierarchical system & promotion secretariat

Outline Set Policy Target, Slogan, and Achievement goal

Work out master plan

“Jishu-Hozen” Step 1, 2 &3 Step 4 Step 5,6 & 7
activities by Step 7 development Education to transfer the general inspection method

production department Introductory period (Announcement of introduction made Jul’20)

Promotion activities (TPM news, contest using Activities status board, Presentation of activities, etc.

Overall equipment efficiency 1.5 times improvement plan

Organisation of KAIZEN teams

“Kobetsu-Kaizen” Selection of KAIZEN theme
(Elimination of losses) KAIZEN activities (prior development of pilot model Horizontal replication

Establish the planned maintenance

Classification of major items, time-based maintenance, Predictive maintenance
system
Planned maintenance Lubrication and spare parts control system (Prior development of pilot model

Horizontal application
(Zero-failure)
M Kickoff Aug’20)

Equipment zero-failure campaign (Prior development of pilot model Horizontal replication

TPM Master plan (Example) (Contd.)
Year 2020 2021 2022 2023 2024
Introduction Implementation stage Full development Steady application
stage stage stage
Items to be promoted Product : Establishing the initial production and flow control system Trial Development

Accumulation and utilization of information

Initial production and flow Establishing the initial production and flow control system and
Equipment :
control Launching the standardization
Development

equipment with a Trial Collection and application of MP information

minimum run-up-time Countermeasures against “fuguai” Counter-meas KAIZEN

Matrix 3M analysis chart FME, PM Analysis
ures standardization
<Horizontal development>
“ Hinshitsu-Hozen”
Introductory period (Announcement of introduction made Jul’20
Countermeasures against “ Counter-measur
Matrix 3M analysis fuguai” chart FME, PM Analysis KAIZEN standardization
es
(Zero-defect)
Step 1 Step 2 Step 3 Step 4 Step 5
Development of 5 steps in office operation improvement Development of 4 steps in warehouse and storage management

Office operation Simplification of accounting-related procedures KAIZEN of production management system

improvement “Sawayaka” campaign

Support for “Jishu-Hozen” activities

TPM Kickoff (Aug’20)

Safety management Central safety inspection manual Safety general inspection

Daily safety management activities
activities
(zero labor accident)
Education and training Establishing education system Individual ability development
(fostering the operators who Maintenance skill training
are proficient in equipment
operations and maintenance)
Conclusion

Today, with competition in industry at an all time high, TPM may be the
only thing that stands between success and total failure for some
companies. It has been proven to be a program that works. It can be
adapted to work not only in industrial plants, but in construction, building
maintenance, transportation, and in a variety of other situations.
Employees must be educated and convinced that TPM is not just another
" " and that management is totally committed to the
program and the extended time frame necessary for full implementation.
If everyone involved in a TPM program does his or her part, an unusually
high rate of return compared to resources invested may be expected.