TPM-Element: Autonomous maintenance

The aim of Autonomous Maintenance is to achieve a better cooperation between production and classical maintenance. The production crew will be gradually trained by the maintenance crew to apply simple maintenance jobs by their selves. Maintenance gains free capacity for further enhancement of the production machines effectiveness through minimization of routine jobs and reduction of unplanned production stops. teps ! " # of autonomous maintenance$ have the purpose to put production machines to a li%e new$ & state and to enhance them further. The machine user thereby performs first easy wor% & steps. 'ithin steps ( and ) the machine users are imparted structured %nowledge* in order to ma%e them capable of performing small maintenance jobs. 'ithin steps + and , standards are defined* which enhance machine&environment and production flow. They also assure enhancements by constantly using and improving the development of the machines.

Objective of Autonomous Maintenance (AM)

Improvement of facility effectiveness throu h re!uction of losses

"efects # Aberration of $tan!ar!

-efects at a facility

.ost objective

TPM-Element: %ocuse! Improvements

Elimination & Minimi'ation of the ()* losses(
The pillar focused improvement$ is the most important pillar in the .ean T/M system. As 0ero&error&processes are aspired* its first necessary to ac1uire and visualize all errors and losses. The development of a %ey performance indicator system covering an area down to team 2 employee level transpires with the basic indicators

3 " 1uality 4 " costs - " delivery service

which is the basis of this evaluation. 'ith this as a basis* its possible to visualize detailed information about losses and wastes using the structure of the !+ losses$.

$tructure of +osses
The # Main 4ategories of .osses are5

6 Main .osses due to the Machine ) .osses due to 7uman 'or% # .osses due to /rocesses

8nly through priorization of losses and wastes by interdisciplinary enhancement&teams is an enduring enhancement of the information system possible and 1uantifiable.

P",A cycle by -.E "emin

+osses at a machine

Mini P",A

E/ample: Mini P",A

Problem !escription

lost products 3uantification of loss5 9:; )<.<<<*&& p.a.

0oot ,ause Analysis

Method5 ) 'hy 4onstruction defect /oor material handling

Problem solvin

=nstallation funnel 4ost5 9:; #.)<<*&&

+1sun s2berpr2fun

Target5 < losses Achievement5 & >6?

TPM-Element: Preventive maintenance

:sing the time which is saved by the implementation of the autonomous maintenance* the improvement activities of the planned maintenance will be able to justify itself. The maintenance wor%er will be deployed in the autonomous maintenance as the trainer primarily in level (. @urthermore* they will be assigned to wor% in /roject teams in continuous improvement* =nitial /hase controlon 1uality maintenance to improve i.e. the lifetime of the machine and parts. The pillar planned maintenance$ has the aim to guarantee a !<<? availability of machines and facilities. =t uses i.e. structured programs A, tepsB and %ey performance indicators such as MTC@$ and MTT;$.

0esults after application of preventive maintenance

A very important aspect of TPM is the establishment of autonomous maintenance. According to Kunio Shirose: The purpose of autonomous maintenance is to teach operators how to maintain their equipment by performing: aily chec!s "ubrication #eplacement of parts #epairs Precision chec!s $arly detection of abnormal conditions

As most of the "ean Manufacturing techniques and tools% autonomous maintenance is based on education and training. &t is about raising awareness of the operators on the !nowledge and understanding the operation principles of their machines. To that purpose we will help them develop three s!ills:

'.( Ability to determine and )udge if operating conditions become abnormal *.( Ability to preserve normal conditions +.( #espond quic!ly to abnormalities by repairing the machine or having some technician ta!e care of it when he ,she- does not have enough !nowledge% s!ill or resources.

The 7 Steps of Autonomous Maintenance

'.( &nitial cleaning *.( $liminate sources of contamination and inaccessible areas evelopment of the s!ill to spot abnormalities and opportunities and . Ability to determine machine to ma!e the improvements and abnormalities solve the . Ability to design and ma!e abnormalities improvements 0perators determine by themselves what they have to do 3nderstanding operation principles of machine and its systems More s!illed operators and maintenance techs. teach the least e4perienced ata organi6ation to describe optimal conditions and how to maintain the

+.( /reation of a chec!list for cleaning and lubrication standards

1.( 2eneral inspection

5.( Autonomous &nspection 7.( 0rgani6ation and house!eeping 8.( 9ull &mplementation /ontinuity:

3nderstanding of the relationship between equipment conditions and product quality

Autonomous Maintenance =mplementation /rogram

4lic% here to see the Duaranteed uccesful /lan to =mplement Autonomous Maintenance

Autonomous Maintenance adalah salah satu prinsip dalam .ean yang focus pada improvement mesin. Cagian utama dari beberapa pilar Total /roductive Maintenance. Ceberapa tujuan yang ingin dicapai oleh autonomous maintenance adalah5 !. Mencegah dan mengurangi lama wa%tu mesin downtime E. Mencegah defect dari proses mesin #. Mempercepat penanganan terhadap mesin downtime (. Mening%at%an %etahanan mesin ). Menjaga mesin dalam %ondisi selalu bersih dan prima +. Mencegah %erusa%an mesin yang lebih parah ,. Mening%at%an pemahaman operator dan s%ill tentang mesin 6. 8perator yang memahami dan mampu mela%u%an perawatan dasar dari mesin >. Mengurangi resi%o %ecela%aan %erja %arena operator paham sistem safety dari mesin.

@ilosofi autonomous maintenance merubah paradigma lama bahwa operator produ%si hanyalah pema%ai dari mesin sehingga tida% perlu paham dan tida% perlu peduli dengan %erusa%an mesin dan %ualitas produ% yang dihasil%an oleh mesin. /aradigma lama mesin menjadi tanggungjawab dari maintenance sehingga operator produ%si cu%up dengan memanggil maintenance dan menyerah%an segalanya pada maintenance bai% dalam hal %erusa%an mesin ataupun reject yang dihasil%an. 3anya4 4eru ian yan !ia4ibat4an oleh para!i ma lama ini yaitu: !. Mesin downtime sebenarnya bisa dicegah asal%an dila%u%an perawatan mesin yang sederhana seperti pembersihan mesin* inspe%si bagian dari mesin yang hampir aus* pelumasan bagian "bagian tertentu* dan pengencangan %omponen yang %endor E. Fi%a operator memahami tentang mesin* ma%a %esalahan operasi atau fungsional tertentu dari mesin bisa dila%u%an pencegahan secara dini

#. Fi%a hal&hal %ecil dibiar%an seperti %omponen %endor* %otoran yang menumpu%* ma%a a%an bera%ibat sangat besar (. Gondisi mesin a%an terlihat %otor %arena %urangnya %epedulian operator membersih%an mesin ). Ada wa%tu yang terbuang saat terjadi handover pe%erjaan dari operator produ%si dan maintenance mes%ipun itu hanya se%edar %erusa%an ringan +. Gomponen yang sudah mulai rusa%* atau bunyi mesin yang aneh dapat didete%si lebih awal oleh operator /ada %onsep autonomous maintenance* a%an terjadi proses transfer ilmu pengetahuan mengenai mesin dari maintenance %epada operator produ%si. Gonsepnya seperti se%olah AM. -imana operator a%an ditraining mengenai pemahaman dasar tentang mesin* operational mesin* sistem safety mesin* perawatan dasar mesin* sampai %e tahap yang lebih advance lagi tentang mesin. Training dila%sana%an secara bertahap bai% dan dila%u%an di %elas dan juga pra%te% langsung %e mesin. etiap a%tivitas diajar%an dan dilatih%an secara bertahap* sampai operator benar&benar paham dan mampu mela%u%an sendiri. Gelas %eahlian a%an dibagi menjadi tujuh tahap. -alam setiap tahapnya a%an dila%u%an assessment untu% memasti%an operator menguasai %etrampilan tersebut. Tahap %etujuh adalah tahapan tera%hir dimana operator sudah memili%i %eca%apan dalam mela%u%an perawatan mandiri secara penuh. %ill perawatan dasar yang dibangun adalah %emampuan menjalan%an mesin secara benar* membersih%an mesin secara teratur* mengetahui apa saja inspe%si yang harus dichec% pada mesin dan paham %riterianya* mampu memberi pelumasan pada bagian tertentu dari mesin* mengechec% bagian yang rawan terhadap %endor* dan mampu mela%u%an pengencangan sendiri* mela%u%an start up mesin dan shutdown mesin dengan benar* mampu mela%u%an changeover* mela%u%an pengu%uran sendiri terhadap mesin* dan hal&hal lain yang bersifat pencegahan terhadap %erusa%an mesin. ecara fisi%* mesin a%an terlihat lebih bersih dan dalam %ondisi prima. alah satu tujuan yang ingin dicapai adalah restorasi dari mesin untu% mengembali%an mesin pada %ondisi paling prima dengan menghilang%an ganjalan dan lainnya. Geuntungan yang diraih oleh operator adalah ilmu tentang mesin a%an mening%at dan lebih lancar dalam mengoperational%an mesin %arena mesin dalam %ondisi top performance. ecara %eseluruhan mesin a%an mencapai level availability yang tinggi* performance rate yang optimum* dan %ualitas output yang selalu ma%simal. /rodu%si yang menerap%an autonomous maintenance a%an terlihat secara visual lebih bersih* dan tanda visual management yang jelas untu% bagian yang perlu dibersih%an* diinspe%si* diberi pelumas* dan dila%u%an pengencangan. /iha% maintenance juga a%an meni%mati %euntungan yaitu jumlah firefighting %arena unplanned downtime yang lebih rendah* perbai%an %arena %erusa%an ringan a%an turun drastis sehingga bisa lebih fo%us pada planned maintenance dan improvement dari mesin. ecara %eseluruhan perusahaan a%an mengalami pening%atan yang significant dalam hal availability mesin* performance* dan juga %ualitas.

/lanned Mmaintenance

A%tifitas maintenance dalam mela%u%an pende%atan %epada mesin terbagi menjadi beberapa ting%atan yaitu5 !. Crea%down maintenance E. Time based maintenance #. :sage based maintenance (. 4ondition based maintenance ). /redictive maintenance +. 4losed loop automation H maintenance prevention 9lemen a%tivitas utama dalam /M adalah sebagai beri%ut5
1. Membantu a%tivitas Autonomous Maintenance dengan training untu% mening%at%an

s%ill operator dalam hal maintenance 2. Mencegah terjadinya %esalahan berulang dengan mela%u%an root cause analysis untu% menghilang%an potensi %egagalan #. Membuat sistem planned maintenance untu% mencegah downtime dan cacat produ%si (. Manajemen lubri%asi untu% mencegah mesin gagal ). parepart Management untu% menjamin %etersediaan %omponen %riti%al dengan inventori paling optimum

+. Maintenance Cost Management untu% menghemat biaya perbai%an ,. ;iset dan analisa untu% tercapainya condition based maintenance 6. Mening%at%an s%ill setiap individu maintenance Tahap-tahap untu4 men implementasi4an PM: !. Mela%u%an assessment terhadap mesin untu% mengetahui secara rinci masalah yang terjadi E. Mela%u%an restorasi Amengembali%an %e %ondisi awalB dan mela%u%an improvement pada bagian yang dianggap %urang bai% #. Membuat system dan implementasi Maintenance Mana ement $ystem yang menca%up pencatatan a%tivitas* tipe mesin* lama downtime* %onsumsi sparepart* biaya maintenance* etc (. Membuat /M yang terjadwal dengan bai% dan di standard%an Astandard bagaimana mela%sana%an a%tifitas /M dan mengguna%an visual management untu% jadwal /MB ). Menjalan%an %egiatan /M dengan benar
6. Mengevaluasi %eefe%tifan %egiatan /M berdasar%an indi%ator %inerja seperti MTC@

A%ehandalan2reliability mesinB dan MTT; A%emampuan2s%ill personB

/M yang efe%tif a%an menghasil%an manfaat5

Mesin yang handal* prima* dan selalu siap diguna%an Ciaya perawatan yang lebih optimum parepart yang tersedia dan dalam jumlah minimum dan ideal Mening%at%an %inerja 899 A8verall 91uipment 9fficiencyB

8verall 91upment 9ffectiveness A899B adalah sebuah metri% yang berfo%us pada seberapa efe%tif suatu operasi produ%si dijalan%an. 7asil dinyata%an dalam bentu% yang bersifat umum sehingga memung%in%an perbandingan antara unit manufa%ture di industri yang berbeda.

=mage is courtesy of ;A T /engu%uran 899 juga biasanya diguna%an sebagai indi%ator %inerja utama AG/=B dalam implementasi lean manufacturing untu% memberi%an indi%ator %eberhasilan. 899 membagi performa dari manufacture menjadi tiga %omponen yang diu%ur yaitu Availability* /erformance* dan 3uality. Tiap %omponen menunju% pada aspe% proses yang di target%an untu% diimprove. /enghitungan 899 I Availability J /erformance J 3uality 4ontoh5

Availability I 6+.,? /erformance I >#? 3uality I ,+.+?

Ma%a 899 I 6+.,? Availability J >#? /erformance J >)? 3uality I ,+.+?

Availability adalah indicator yang menunju%%an %ehandalan mesin. Availability mengacu pada indicator lama wa%tu mesin downtime dan lama wa%tu untu% setup dan adjustment. edang%an performance mengacu pada indi%ator yang menunju%%an seberapa sering mesin idle* stoppages* dan mesin jalan dengan %ecepatan rendah. 3uality rate adalah indi%ator untu% seberapa banya% scrap atau rewor% pada sebuah proses* dan berapa banya% scrap yang terjadi saat mesin start up. + major loss ini a%an terlihat secara jelas dari nilai 899 untu% masing& masing %omponen. Misal%an availabilitynya rendah* ma%a improvement di fo%us%an untu% mening%at%an uptime mesin dan mempercepat wa%tu setup. /erformance improvement berfo%us pada menghilang%an mesin idle %arena %etida% sediaan material* stoppages* dan mesin jalan dengan %ecepatan dibawah %apasitas normal. 3uality rate a%an berfo%us untu% improvement dalam hal pencegahan produ% scrap atau terjadinya rewor%. Ceberapa hal yang bisa menyebab%an + major losses diantaranya5 etup time lama %arena tida% adanya operator* tida% adanya material* changeover produ% yang lama* adjustment mesin* warming up* dsb. :nplanned downtime %arena mesin rusa%* tooling yang salah* atau terjadi perbai%an mesin diluar rencana. Minor stoppages %arena mesin berhenti cu%up sering mes%ipun durasinya tida% lama. ;educe speed %arena operator yang tida% s%ill dan %omponen mesin yang sudah aus. erta scrap yang terjadi selama proses produ%si. =mprovement dari indi%ator 899 ini erat %aitannya dengan initiatif implementasi T/M.

PI++A0 5 - 6I$78 7O9E: ( Autonomous maintenance ) :

This pillar is geared towards developing operators to be able to ta%e care of small maintenance tas%s* thus freeing up the s%illed maintenance people to spend time on more value added activity and technical repairs. The operators are responsible for up%eep of their e1uipment to prevent it from deteriorating.

Policy :
1. Uninterrupted operation of equipments. 2. Flexible operators to operate and maintain other equipments. 3. Eliminating the defects at source through active employee participation. . !tep"ise implementation of #$ activities.

JISHU HOZEN Targets:

1. %revent the occurrence of 1& ' 1( because of #$. 2. )educe oil consumption by *+, 3. )educe process time by *+, . -ncrease use of #$ by *+,

Steps in JISHU HOZEN :

1. %reparation of employees. 2. -nitial cleanup of machines. 3. .a/e counter measures . Fix tentative #$ standards *. 0eneral inspection 6. &utonomous inspection 1. !tandardi2ation and 3. &utonomous management.

9ach of the above mentioned steps is discussed in detail below.

1. .rain the Employees 4 Educate the employees about .%56 -ts advantages6 #$ advantages and !teps in #$. Educate the employees about abnormalities in equipments. 2. -nitial cleanup of machines 4
o o o o

!upervisor and technician should discuss and set a date for implementing step1 &rrange all items needed for cleaning 7n the arranged date6 employees should clean the equipment completely "ith the help of maintenance department. 8ust6 stains6 oils and grease has to be removed.

Follo"ing are the things that has to be ta/en care "hile cleaning. .hey are 7il lea/age6 loose "ires6 unfastened nits and bolts and "orn out parts. &fter clean up problems are categori2ed and suitably tagged. 9hite tags is place "here problems can be solved by operators. %in/ tag is placed "here the aid of maintenance department is needed. :ontents of tag is transferred to a register. 5a/e note of area "hich "ere inaccessible. Finally close the open parts of the machine and run the machine.

o o o

3. :ounter 5easures 4
o

-naccessible regions had to be reached easily. E.g. -f there are many scre" to open a fly "heel door6 hinge door can be used. -nstead of opening a door for inspecting the machine6 acrylic sheets can be used. .o prevent "or/ out of machine parts necessary action must be ta/en. 5achine parts should be modified to prevent accumulation of dirt and dust.

o o

. .entative !tandard 4
o o

#$ schedule has to be made and follo"ed strictly. !chedule should be made regarding cleaning6 inspection and lubrication and it also should include details li/e "hen6 "hat and ho".

*. 0eneral -nspection 4
o o o o

.he employees are trained in disciplines li/e %neumatics6 electrical6 hydraulics6 lubricant and coolant6 drives6 bolts6 nuts and !afety. .his is necessary to improve the technical s/ills of employees and to use inspection manuals correctly. &fter acquiring this ne" /no"ledge the employees should share this "ith others. (y acquiring this ne" technical /no"ledge6 the operators are no" "ell a"are of machine parts.

6. &utonomous -nspection 4
o o

;e" methods of cleaning and lubricating are used. Each employee prepares his o"n autonomous chart ' schedule in consultation "ith supervisor.

%arts "hich have never given any problem or part "hich don<t need any inspection are removed from list permanently based on experience. -ncluding good quality machine parts. .his avoid defects due to poor #$. -nspection that is made in preventive maintenance is included in #$. .he frequency of cleanup and inspection is reduced based on experience.

o o o

1. !tandardi2ation 4
o

Upto the previous stem only the machinery ' equipment "as the concentration. $o"ever in this step the surroundings of machinery are organi2ed. ;ecessary items should be organi2ed6 such that there is no searching and searching time is reduced. 9or/ environment is modified such that there is no difficulty in getting any item. Everybody should follo" the "or/ instructions strictly. ;ecessary spares for equipments is planned and procured.

o o o

3. &utonomous 5anagement 4
o o

7EE and 7%E and other .%5 targets must be achieved by continuous improve through =ai2en. %8:& > %lan6 8o6 :hec/ and &ct ? cycle must be implemented for =ai2en.

PI++A0 ; - <AI9E: :
KGaiK means change* and K0enK means good A for the better B. Casically %aizen is for small improvements* but carried out on a continual basis and involve all people in the organization. Gaizen is opposite to big spectacular innovations. Gaizen re1uires no or little investment. The principle behind is that Ka very large number of small improvements are move effective in an organizational environment than a few improvements of large value. This pillar is aimed at reducing losses in the wor%place that affect our efficiencies. Cy using a detailed and thorough procedure we eliminate losses in a systematic method using various Gaizen tools. These activities are not limited to production areas and can be implemented in administrative areas as well.

Kaizen Policy :
1. %ractice concepts of 2ero losses in every sphere of activity. 2. relentless pursuit to achieve cost reduction targets in all resources 3. )elentless pursuit to improve over all plant equipment effectiveness. . Extensive use of %5 analysis as a tool for eliminating losses. *. Focus of easy handling of operators.

Kaizen Target :
Achieve and sustain zero loses with respect to minor stops* measurement and adjustments* defects and unavoidable downtimes. =t also aims to achieve #<? manufacturing cost reduction.

Tools used in Kaizen :

1. %5 analysis 2. 9hy @ 9hy analysis 3. !ummary of losses . =ai2en register *. =ai2en summary sheet.

The objective of T/M is maJimization of e1uipment effectiveness. T/M aims at maJimization of machine utilization and not merely machine availability maJimization. As one of the pillars of T/M activities* Gaizen pursues efficient e1uipment* operator and material and energy utilization* that is eJtremes of productivity and aims at achieving substantial effects. Gaizen activities try to thoroughly eliminate !+ major losses.

!a"or losses in a organisation:

Loss Category

1. Failure losses @ (rea/do"n loss 2. !etup ' adAustment losses 3. :utting blade loss . !tart up loss *. 5inor stoppage ' -dling loss. 6. !peed loss @ operating at lo" speeds. 1. 8efect ' re"or/ loss 3. !cheduled do"ntime loss C. 5anagement loss 1+.7perating motion loss 11.Bine organi2ation loss Boses that impede human "or/ efficiency Bosses that impede equipment efficiency

12.Bogistic loss 13.5easurement and adAustment loss 1 .Energy loss 1*.8ie6 Aig and tool brea/age loss 16.Dield loss. Boses that impede effective use of production resources

#lassi$ication o$ losses :

Aspect
:ausation

$pora!ic +oss
4auses for this failure can be easily traced. 4ause&effect relationship is simple to trace.

,hronic +oss
This loss cannot be easily identified and solved. 9ven if various counter measures are applied This type of losses are caused because of hidden defects in machine* e1uipment and methods. A single cause is rare & a combination of causes trends to be a rule
.he frequency of loss is more. !pecialists in process engineering6 quality assurance and maintenance people are required.

)emedy

9asy to establish a remedial measure

-mpact ' Boss

A single loss can be costly

.he frequency of occurrence is lo" and occasional.

Frequency of occurrence

:orrective action

Usually the line personnel in the production can attend to this problem.

PI++A0 = - P+A::E" MAI:TE:A:,E :

=t is aimed to have trouble free machines and e1uipments producing defect free products for total customer satisfaction. This brea%s maintenance down into ( KfamiliesK or groups which was defined earlier.
1. %reventive 5aintenance 2. (rea/do"n 5aintenance 3. :orrective 5aintenance . 5aintenance %revention

'ith /lanned Maintenance we evolve our efforts from a reactive to a proactive method and use trained maintenance staff to help train the operators to better maintain their e1uipment.

Policy :
1. &chieve and sustain availability of machines 2. 7ptimum maintenance cost. 3. )educes spares inventory. . -mprove reliability and maintainability of machines.

Target :
1. Eero equipment failure and brea/ do"n. 2. -mprove reliability and maintainability by *+ , 3. )educe maintenance cost by 2+ , . Ensure availability of spares all the time.

Si% steps in Planned &aintenance :

1. Equipment evaluation and recoding present status. 2. )estore deterioration and improve "ea/ness. 3. (uilding up information management system. . %repare time based information system6 select equipment6 parts and members and map out plan. *. %repare predictive maintenance system by introducing equipment diagnostic techniques and 6. Evaluation of planned maintenance.

-hat is Total Pro!uctive Maintenance ( TPM ) >

It can be considered as the medical science of machines. Total /roductive Maintenance AT/MB is a maintenance program which involves a newly defined concept for maintaining plants and e1uipment. The goal of the T/M program is to mar%edly increase production while* at the same time* increasing employee morale and job satisfaction.

T/M brings maintenance into focus as a necessary and vitally important part of the business. =t is no longer regarded as a non&profit activity. -own time for maintenance is scheduled as a part of the manufacturing day and* in some cases* as an integral part of the manufacturing process. The goal is to hold emergency and unscheduled maintenance to a minimum.

-hy TPM >

T/M was introduced to achieve the following objectives. The important ones are listed below.

&void "astage in a quic/ly changing economic environment. %roducing goods "ithout reducing product quality. )educe cost. %roduce a lo" batch quantity at the earliest possible time. 0oods send to the customers must be non defective.

$imilarities an! !ifferences bet?een T@M an! TPM :

The T/M program closely resembles the popular Total 3uality Management AT3MB program. Many of the tools such as employee empowerment* benchmar%ing* documentation* etc. used in T3M are used to implement and optimize T/M.@ollowing are the similarities between the two.
1. .otal commitment to the program by upper level management is required in both programmes 2. Employees must be empo"ered to initiate corrective action6 and 3. & long range outloo/ must be accepted as .%5 may ta/e a year or more to implement and is an on@going process. :hanges in employee mind@set to"ard their Aob responsibilities must ta/e place as "ell.

The differences between T3M and T/M is summarized below.

#ategory T'! TP! Equipment > -nput and cause ? Employees participation and it is hard"are oriented Elimination of losses and "astes.

Object

Fuality > 7utput and effects ?

Mains of attaining goal

!ystemati2e the management. -t is soft"are oriented

Target

Fuality for %%5

Types of maintenance :
). 3rea4!o?n maintenance :
=t means that people waits until e1uipment fails and repair it. uch a thing could be used when the e1uipment failure does not significantly affect the operation or production or generate any significant loss other than repair cost.

5. Preventive maintenance ( )AB) ):

=t is a daily maintenance A cleaning* inspection* oiling and re&tightening B* design to retain the healthy condition of e1uipment and prevent failure through the prevention of deterioration* periodic inspection or e1uipment condition diagnosis* to measure deterioration. =t is further divided into periodic maintenance and predictive maintenance. Fust li%e human life is eJtended by preventive medicine* the e1uipment service life can be prolonged by doing preventive maintenance.

5a. Perio!ic maintenance ( Time base! maintenance - T3M) :

Time based maintenance consists of periodically inspecting* servicing and cleaning e1uipment and replacing parts to prevent sudden failure and process problems.

5b. Pre!ictive maintenance :

This is a method in which the service life of important part is predicted based on inspection or diagnosis* in order to use the parts to the limit of their service life. 4ompared to periodic maintenance* predictive maintenance is condition based maintenance. =t manages trend values* by measuring and analyzing data about deterioration and employs a surveillance system* designed to monitor conditions through an on&line system.

;. ,orrective maintenance ( )ABC ) :

=t improves e1uipment and its components so that preventive maintenance can be carried out reliably. 91uipment with design wea%ness must be redesigned to improve reliability or improving maintainability

=. Maintenance prevention ( )A*D ):

=t indicates the design of a new e1uipment. 'ea%ness of current machines are sufficiently studied A on site information leading to failure prevention* easier maintenance and prevents of defects* safety and ease of manufacturing B and are incorporated before commissioning a new e1uipment.

TPM - 7istory:
T/M is a innovative Fapanese concept. The origin of T/M can be traced bac% to !>)! when preventive maintenance was introduced in Fapan. 7owever the concept of preventive maintenance was ta%en from : A. Lippondenso was the first company to introduce plant

wide preventive maintenance in !>+<. /reventive maintenance is the concept wherein* operators produced goods using machines and the maintenance group was dedicated with wor% of maintaining those machines* however with the automation of Lippondenso* maintenance became a problem as more maintenance personnel were re1uired. o the management decided that the routine maintenance of e1uipment would be carried out by the operators. A This is Autonomous maintenance* one of the features of T/M B. Maintenance group too% up only essential maintenance wor%s. Thus Lippondenso which already followed preventive maintenance also added Autonomous maintenance done by production operators. The maintenance crew went in the e1uipment modification for improving reliability. The modifications were made or incorporated in new e1uipment. This lead to maintenance prevention. Thus preventive maintenance along with Maintenance prevention and Maintainability Improvement gave birth to Productive maintenance. The aim of productive maintenance was to maJimize plant and e1uipment effectiveness to achieve optimum life cycle cost of production e1uipment. Cy then Lippon -enso had made 1uality circles* involving the employees participation. Thus all employees too% part in implementing /roductive maintenance. Cased on these developments Lippondenso was awarded the distinguished plant prize for developing and implementing T/M* by the Japanese Institute of Plant Engineers A F=/9 B. Thus Lippondenso of the Toyota group became the first company to obtain the T/M certification.

TPM Tar ets:

/ 8btain Minimum 6<? 8/9. 8btain Minimum ><? 899 A 8verall 91uipment 9ffectiveness B ;un the machines even during lunch. A .unch is for operators and not for machines M B 3 8perate in a manner* so that there are no customer complaints. 4 ;educe the manufacturing cost by #<?. Achieve !<<? success in delivering the goods as re1uired by the customer. Maintain a accident free environment. M =ncrease the suggestions by # times. -evelop Multi&s%illed and fleJible wor%ers.
Motives of TPM 1. &doption of life cycle approach for improving the overall performance of production equipment. 2. -mproving productivity by highly motivated "or/ers "hich is achieved by Aob enlargement.

3. .he use of voluntary small group activities for identifying the cause of failure6 possible plant and equipment modifications. Uniqueness of TPM .he maAor difference bet"een .%5 and other concepts is that the operators are also made to involve in the maintenance process. .he concept of "I ( Production operators ) Operate, You ( Maintenance department ) fix" is not follo"ed. 1. &chieve Eero 8efects6 Eero (rea/do"n and Eero accidents in all functional areas of the organi2ation. 2. -nvolve people in all levels of organi2ation. 3. Form different teams to reduce defects and !elf 5aintenance. Direct benefits of TPM 1. -ncrease productivity and 7%E > 7verall %lant Efficiency ? by 1.* or 2 times. 2. )ectify customer complaints. 3. )educethe manufacturing cost by 3+,. . !atisfy the customers needs by 1++ , > 8elivering the right quantity at the right time6 in the required quality. ? *. )educe accidents. 6. Follo" pollution control measures. Indirect benefits of TPM 1. $igher confidence level among the employees. 2. =eep the "or/ place clean6 neat and attractive. 3. Favorablechange in the attitude of the operators. . &chieve goals by "or/ing as team. *. $ori2ontaldeployment of a ne" concept in all areas of the organi2ation. 6. !hare /no"ledge and experience. 1. .he "or/ers get a feeling of o"ning the machine.

TPM Objectives

OEE ( Overall EEuipment Efficiency ) :

OEE = A x PE x Q A - Availability of the machine. Availability is proportion of time machine is actually available out of time it should be available.

A I A MTC@ & MTT; B 2 MTC@. MTC@ & Mean Time Cetween @ailures I A Total ;unning Time B 2 Lumber of @ailures. MTT; & Mean Time To ;epair. PE - Performance Efficiency. =t is given by ;9 N 9. Rate efficiency RE! 5 Actual average cycle time is slower than design cycle time because of jams* etc. 8utput is reduced because of jams "peed efficiency "E! 5 Actual cycle time is slower than design cycle time machine output is reduced because it is running at reduced speed. # - Refers to $uality rate. 'hich is percentage of good parts out of total produced sometimes called KyieldK.

$teps in intro!uction of TPM in a or ani'ation :

$tep A - P0EPA0ATO0F $TAGE :

STEP 1 ( )nnounce&ent *y !anage&ent to all a*out TP! introduction in t+e organization :

/roper understanding* commitment and active involvement of the top management in needed for this step. enior management should have awareness programmes* after which announcement is made to all. /ublish it in the house magazine and put it in the notice board. end a letter to all concerned individuals if re1uired.

STEP , ( Initial education and propaganda $or TP! :

Training is to be done based on the need. ome need intensive training and some just an awareness. Ta%e people who matters to places where T/M already successfully implemented.

STEP - ( Setting up TP! and depart&ental co&&ittees :

T/M includes improvement* autonomous maintenance* 1uality maintenance etc.* as part of it. 'hen committees are set up it should ta%e care of all those needs.

STEP . ( Esta*lis+ing t+e TP! /or0ing syste& and target :

Low each area is benchmar%ed and fiJ up a target for achievement.

STEP 1 ( ) &aster plan $or institutionalizing :

LeJt step is implementation leading to institutionalizing wherein T/M becomes an organizational culture. Achieving /M award is the proof of reaching a satisfactory level.

$TEP 3 - I:T0O"8,TIO: $TAGE

This is a ceremony and we should invite all. uppliers as they should %now that we want 1uality supply from them. ;elated companies and affiliated companies who can be our customers* sisters concerns etc. ome may learn from us and some can help us and customers will get the communication from us that we care for 1uality output.

$TAGE , - IMP+EME:TATIO:
=n this stage eight activities are carried which are called eight pillars in the development of T/M activity. 8f these four activities are for establishing the system for production efficiency* one for initial control system of new products and e1uipment* one for improving the efficiency of administration and are for control of safety* sanitation as wor%ing environment.

$TAGE " - I:$TIT8TIO:A+I$I:G $TAGE

Cy all there activities one would has reached maturity stage. Low is the time for applying for /M award. Also thin% of challenging level to which you can ta%e this movement.

Or ani'ation $tructure for TPM Implementation :

Pillars of TPM