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National Institute of Fashion Technology, Kangra: Maintenance Management Assignment - 1

This document provides information about total productive maintenance (TPM) including: - The history and objectives of TPM which aim to eliminate production losses and increase overall equipment effectiveness. - The traditional approach to TPM includes 5S and eight pillars focused on proactive maintenance techniques. - TPM implementation involves an initial evaluation, education, forming a committee, developing a master plan, and establishing policies and goals. - TPM is most effective when participation comes from all levels including top management, reliability engineers, operators, and maintenance managers. - Key advantages of TPM include fewer breakdowns, a safer workplace, and better overall performance.

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57 views

National Institute of Fashion Technology, Kangra: Maintenance Management Assignment - 1

This document provides information about total productive maintenance (TPM) including: - The history and objectives of TPM which aim to eliminate production losses and increase overall equipment effectiveness. - The traditional approach to TPM includes 5S and eight pillars focused on proactive maintenance techniques. - TPM implementation involves an initial evaluation, education, forming a committee, developing a master plan, and establishing policies and goals. - TPM is most effective when participation comes from all levels including top management, reliability engineers, operators, and maintenance managers. - Key advantages of TPM include fewer breakdowns, a safer workplace, and better overall performance.

Uploaded by

Eru
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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NATIONAL INSTITUTE OF FASHION

TECHNOLOGY, KANGRA

Maintenance Management
ASSIGNMENT - 1

SUBMITTED TO : SUBMITTED BY:

MR. KAMALJEET SINGH RIAR DRISHTI

(ASSISTANT PROFESSOR) SNIGDHA MAHAJAN

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Acknowledgement
Any attempt at any level cannot be satisfactorily completed without the support
of all those who have directly or indirectly helped me in this assignment. We
would like to express my immense gratitude to Mr Kamaljeet Singh who
provided us the opportunity to come up with this assignment.

A special thanks to the all those who rendered their whole hearted support to
all times for the successful completion of this assignment.

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INDEX

S.no Topic Page no.


1. Introduction to Total Productive Maintenance 4
2. History 4
3. Objectives 4
4. Traditional TPM 5-6
5. Principles 6
6. Introduction to OEE 7
7. Implementation 7
8. Who should participate? 8
9. Advantages Of TPM 8-9
10. Difference from TQM 9
11. References 10

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Total productive maintenance - Introduction

TPM is a maintenance philosophy aimed at eliminating production losses due


to equipment status, or in other words, keeping equipment in a position to
produce at maximum capacity, the expected quality products, with no
unscheduled stops. This includes:
 Zero breakdowns
 Zero downtimes
 Zero failures attributed to poor condition of equipment
 No loss of efficiency or production capacity due to this equipment
As the name suggests it is the maintenance that provides maximum or total
productivity.

TPM emphasizes proactive and preventative maintenance to maximize the


operational efficiency of equipment. It blurs the distinction between the roles of
production and maintenance by placing a strong emphasis on empowering
operators to help maintain their equipment.

The implementation of a TPM program creates a shared responsibility for


equipment that encourages greater involvement by plant floor workers. In the
right environment this can be very effective in improving productivity
(increasing up time, reducing cycle times, and eliminating defects).

History
Total Productive Maintenance (TPM) was developed by Seiichi Nakajima based
on experience of the practical application of maintenance best practice in
Japan between 1950 and 1970. This experience led to the recognition that a
leadership mindset engaging front line teams in small group improvement
activity is an essential element of effective operation. The outcome from his
work was the application of the TPM process in 1971. One of the first
companies to gain from this was Nippondenso, a company that created parts
for Toyota.[1] They became the first winner of the PM prize. An internationally
accepted TPM benchmark developed by the JIPM Seichii nakajima is therefore
regarded as the father of TPM.[2] The classic TPM process he developed
consisting of 5 principles was later enhanced by the JIPM to incorporate many

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of the lessons of Lean Manufacturing and is referred to as Company Wide TPM
which consists of 8 principles/pillars.

Objectives

The goal of TPM is the continuous improvement of equipment effectiveness


through engaging those that impact on it in small group improvement
activities. Total quality management(TQM) and total productive maintenance
(TPM) are considered as the key operational activities of the quality
management system. In order for TPM to be effective, the full support of the
total workforce is required. This should result in accomplishing the goal of
TPM: "Enhance the volume of the production, employee morale and job
satisfaction."[3]
The main objective of TPM is to increase the Overall Equipment
Effectiveness (OEE) of plant equipment. TPM addresses the causes for
accelerated deterioration while creating the correct environment between
operators and equipment to create ownership.
OEE has three factors which are multiplied to give one measure called OEE
Performance x Availability x Quality = OEE
Each factor has two associated losses making 6 in total, these 6 losses are as
follows:
Performance = (1) running at reduced speed – (2) Minor Stops
Availability = (3) Breakdowns – (4) Product changeover
Quality = (5) Startup rejects – (6) Running rejects
The objective finally is to identify then prioritize and eliminate the causes of the
losses. This is done by self-managing teams that solve problem. Employing
consultants to create this culture is common practice.

Traditional TPM

The traditional approach to TPM was developed in the 1960s and consists
of 5S as a foundation and eight supporting activities (sometimes referred to as
pillars).

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The 5S Foundation

The goal of 5S is to create a work environment that is clean and well-organized.


It consists of five elements:

 Sort (eliminate anything that is not truly needed in the work area)
 Set in Order (organize the remaining items)
 Shine (clean and inspect the work area)
 Standardize (create standards for performing the above three activities)
 Sustain (ensure the standards are regularly applied)

Principles
The eight pillars of TPM are mostly focused on proactive and preventive
techniques for improving equipment reliability:

1. Autonomous Maintenance
2. Focused Improvement
3. Planned Maintenance
4. Quality management
5. Early/equipment management
6. Education and Training
7. Administrative & office TPM
8. Safety Health Environmental conditions

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With the help of these pillars we can increase productivity. Manufacturing
support.

Introduction to OEE
OEE (Overall Equipment Effectiveness) is a metric that identifies thepercentage
of planned production time that is truly productive. It was developed to support
TPM initiatives by accurately tracking progress towards achieving “perfect
production”.

 An OEE score of 100% is perfect production.


 An OEE score of 85% is world class for discrete manufacturers.
 An OEE score of 60% is fairly typical for discrete manufacturers.
 An OEE score of 40% is not uncommon for manufacturers without TPM
and/or lean programs.

It is extremely important to measure OEE in order to expose and quantify


productivity losses, and in order to measure and track improvements
resulting from TPM initiatives.

Implementation
Following are the steps involved by the implementation of TPM in an
organization:

1. Initial evaluation of TPM level,


2. Introductory Education and Propaganda (IEP) for TPM,
3. Formation of TPM committee,
4. Development of master plan for TPM implementation,
5. Stage by stage training to the employees and stakeholders on all eight
pillars of TPM,
6. Implementation preparation process,
7. Establishing the TPM policies and goals and development of a road map
for TPM implementation.

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Who should participate?
Under the total productive maintenance philosophy, everyone from top-level
management to equipment operators should participate in maintenance. But
how? Each member of an organization can contribute in their own way:

Top management & reliability engineers

Management should be involved in TPM by promoting it as a corporate policy.


Reliability engineers also need to be involved, as they can interpret the
maintenance data stored in an organization’s CMMS in order to find relevant
metrics and generate business insights.

Operators

Operators are the owners of a facility’s assets, meaning they need to take
responsibility for the day-to-day maintenance of their machines. This includes
the cleaning and regular lubrication necessary for equipment health. Operators
are also expected to find early signs of equipment deterioration and report
them, as well as determine ways to improve equipment operation.

Maintenance managers and technicians

Maintenance managers and technicians are expected to train and support


operators to meet their goals and perform more advanced preventive
maintenance activities. They are also expected to take responsibility for
improvement activities that will impact the key performance indicators (KPIs)
set out by reliability engineers.

Advantages of TPM

When everyone in a facility is thinking about and contributing to maintenance,


many aspects of the facility will change for the better. Teams employing a TPM
strategy often experience the following:

Fewer breakdowns

When machine operators keep an eye out for changes with their equipment, big
issues are more likely to be spotted early, before a breakdown occurs. This lets

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the maintenance team get on top of their PM maintenance schedule, rather
than always reacting to emergency breakdowns.

Safer workplace

Technicians are much more likely to take risks when rushing to fix a
breakdown, so fewer breakdowns generally mean a safer workplace. On top of
that, when everyone keeps maintenance in mind, problems can be spotted and
dealt with well before they become potentially dangerous situations.

Better overall performance

If everyone in a facility is keeping an eye on maintenance, small fixes will stop


going undetected, which helps you move away from reactive maintenance and
get backlog under control. It takes the pressure of small jobs off the
maintenance team so they can concentrate on the bigger jobs, which increases
the overall performance of your facility.

Difference from TQM


Total quality management and total productive maintenance are often used
interchangeably. However, TQM and TPM share a lot of similarities, but are
considered as two different approaches in the official literature. TQM attempts
to increase the quality of goods, services and concomitant customer
satisfaction by raising awareness of quality concerns across the organization.[6]
TQM is based on five cornerstones: The product, the process that allows the
product to be produced, the organization that provides the proper environment
needed for the process to work, the leadership that guides the organization,
and commitment to excellence throughout the organization.[7]
In other words, TQM focuses on the quality of the product, while TPM focuses
on the equipment used to produce the products. By preventing equipment
break-down, improving the quality of the equipment and by standardizing the
equipment (results in less variance, so better quality), the quality of the
products increases. TQM and TPM can both result in an increase of quality.
However, the way of going there is different. TPM can be seen as a way to help
achieving the goal of TQM.

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References
1. An Introduction tpm in www.plant-maintenance.com". Retrieved 2016-
03-09.
2. Jump up to:a b "Seiichi Nakajima - The Principles and Practice of
TPM". www.cetpm.de. Retrieved 2016-03-09.
3. Prabhuswamy, M; Nagesh, P; Ravikumar, K (February 2013). "Statistical
Analysis and Reliability Estimation of Total Productive
Maintenance". IUP Journal of Operations Management. Rochester,
NY: Social Science Electronic Publishing. XII (1): 7–20. SSRN 2246601
4. www.mantenimientopetroquimica.com
5. https://www.leanproduction.com/tpm.html

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