Introduction

Bosch Nap is the largest manufacturer of Diesel injectors .MFH department manufactures
Nozzle Holders Body of the injector. Figure shows the various parts of injector -

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Fig-1: Various parts of Injector

1
 BOSCH GROUP BACKGROUND & GROWTH:
The Bosch Group is a leading Global supplier of technology and services. In the areas of
automotive and industrial technology, consumer goods, and building technology, some 275,000
associates generated sales of 38.2 billion Euros in fiscal 2009. The Bosch Group comprises Robert
Bosch GmbH and its more than 300 subsidiaries and regional companies in over 60 countries. If its
sales and service partners are included, then Bosch is represented in roughly 150 countries. This
worldwide development, manufacturing and sales network is the foundation for further growth. Each
year, Bosch spends more than 3.5 billion Euros, or eight percent of its sales revenue, for research
and development, and applies for over 3,000 patents worldwide. With all its products and services,
Bosch enhances the quality of life by providing solutions which are both innovative and beneficial.
The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as “Workshop for
Precision Mechanics and Electrical Engineering.” The special ownership structure of Robert Bosch
GmbH guarantees the entrepreneurial freedom of the Bosch Group, making it possible for the
company to plan over the long term and to undertake significant up-front investments in the
safeguarding of its future. 92 percent of the share capital of Robert Bosch GmbH is held by Robert
Bosch Stiftung GmbH, a charitable foundation. The majority of voting rights are held by Robert
Bosch Industrietreuhand KG, an industrial trust. The entrepreneurial ownership functions are carried
out by the trust. The remaining shares are held by the Bosch family and by Robert Bosch GmbH.

#Data Source: Bosch Annual Report 2009

Fig-2: Shareholders of Robert Bosch GmbH
The Bosch slogan ‘Invented for Life’ is part of its long tradition, through which it
communicates the Group’s core competencies & vision, that include technological leadership,
modernity, dynamics, quality & customer orientation.
2
BOSCH GROUP BUSINESS SECTORS & DIVISIONS:
Table-1: Business Sectors & Divisions

Business sectors and divisions

Consumer Goods and

Automotive Technology Industrial Technology
Building Technology

• Gasoline Systems • Drive and Control • Power Tools

Technology
• Diesel Systems • Thermo technology
• Packaging Technology
• Chassis Systems Brakes • Household
• Solar Energy Appliances
• Chassis Systems Control
• Security Systems
• Electrical Drives

• Starter Motors and

Generators

• Car Multimedia

• Automotive Electronics

• Automotive Aftermarket

• Steering Systems

Key Data of Bosch Group:

For the period from January 1 to December 31, 2009.

3
 Table-2: Financial Result

Sl. No. Bosch Group 2008* 2009*

1.0 Sales revenue 45,127 38,174

1.1 Percentage change from previous year – 2.6 – 15

Sales revenue generated outside Germany as a percentage of
2.0 74 76
sales revenue
3.0 Research and development cost 3,889 3,603
3.1 As a percentage of sales revenue 8.6 9.4
4.0 Capital expenditure 3,276 1,892
4.1 As a percentage of depreciation 136 80
5.0 Associates
5.1 Average for the year 282,758 274,530
5.2 As of January 1, 2009/2010 281,717 270,687
6.0 Total assets 46,761 47,509
6.1 Equity 23,009 23,069
6.2 As a percentage of total assets 49 49
7.0 Profit Before Tax (PBT) 942 -1,197

7.1 As a percentage of sales revenue 2.1 -3.1

7.2 Profit After Tax (PAT) 372 -1,214

8.0 Inappropriate earnings (dividend of Robert Bosch GmbH) 75 67

*Currency figures in Millions of Euros

#Data Source: Bosch Annual Report 2009

Income Statement of Bosch Group:
For the period from January 1 to December 31, 2009

Bosch Group 2008* 2009*

4
Sales revenue 45,127 38,174

Cost of Sales –31,553 –27,518

Gross profit 13,574 10,656

Distribution and administrative cost –8,561 –7,819

Research and development cost –3,889 –3,603

Other operating income 1,666 1,084

Other operating expenses –1,275 –1,469
EBIT 1,515 –1,151
Financial income 1,904 1,370
Financial expenses –2,477 –1,416
Profit before tax 942 –1,197
Income taxes -570 –17
Profit after tax 372 –1,214

of which attributable to minority interests 28 46

of which attributable to parent company 344 –1,260

*Currency figures in Millions of Euros

#Data Source: Bosch Annual Report 2009

Table-3: Income Statement

5
 Company Profile :

In India, Bosch is a leading supplier of technology and services, and has a strong presence in
the country at numerous locations in diverse industry segments. Bosch set up its manufacturing
operations in 1953, and has grown over the years to 14 manufacturing sites and 3 development
centers. Bosch employs about 18,030 associates in India, and in business year 2008 achieved total
consolidated revenue of over Rs. 6400 crores.
Bosch has been present in India for more than 80 years- first via representative office in
Calcutta (now known as Kolkata) & then from 1951 via its subsidiary Bosch Limited (then Motor
Industries Company Limited).
RBIN (formerly MICO, Motor Industries Company limited) is the largest subsidiary of
Bosch in India, founded in 1951. It is the largest auto-component manufacturer in India with a
turnover of over Rs 4750 crores in 2009 with total employee strength of 10,000. Robert Bosch
GmbH holds around 70% stake in Bosch Limited. The company is headquartered in Bangalore
having its manufacturing facilities in Bangalore, Nasik, Naganathapura, Jaipur & Goa. These plants
are TS 16949 and ISO 14001 certified.
The company has developed excellent R&D and manufacturing facilities and a strong
customer base. Its market leadership is testimony to the high quality and technology of its products.
It has a strong presence in the Indian automotive services sector. Bosch’s service network which
spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread
availability of both products and services.
Bosch is also represented by five other group companies in India. Robert Bosch Engineering
& Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India
since 1998, has emerged one of the largest Bosch development centers outside Germany. It provides
end to end engineering technology solutions for all the business sectors of automotive technology,
industrial technology, consumer goods and building technology. Bosch Rexroth India Limited.,
established in 1974 in India, services customers in Ahmadabad and Bangalore. Bosch Chassis
System India Ltd., established in 1982 as Kalyani Brakes Limited in India is amongst the leading
manufacturers of brakes in the country. It currently manufactures a range of Hydraulic Brake
Systems meeting the stringent quality norms of many leading Indian and international vehicle
manufacturers. Bosch Automotive Electronics India Private Ltd., is a 100% subsidiary of Bosch
Group and is engaged in the manufacture and sale of electronic devices and electronic control units.
The company is based at Naganathapura in Bangalore. Bosch Electrical Drives India Private Ltd., is
6
a joint venture company. It is based near Chennai and manufactures and sells electrical drives for
various automotive applications such as window lift drive, wiper system, engine cooling fans etc.
RBIN facilitates superior product availability and countrywide after sales services. Bosch
Limited operates in all the business sectors of Bosch - Automotive technology, Industrial
technology, Consumer goods and Building technology. It manufactures and trades products as
diverse as common rail injector and components, diesel and gasoline fuel injection equipment,
industrial equipment, auto-electrical, gear pumps, power tools, packaging machines, special purpose
machines, security systems, Starter –Generator (SG) and Gasoline Systems (GS) and Automotive
Aftermarket (AA).

BOSCH LIMITED, NASHIK:

The pilot plant at Nashik started in 1969 and from 1974, manufacturing of Nozzles and
Injectors was started at the present location. Nashik plant is specialized in manufacture of
components of fuel injection equipment, especially Nozzles and Injectors for automobile industries,
both in conventional (non-Euro) and Euro series applications. The product application lies in
automotive, stationary engines and in locomotive segments for both inland & export markets. The
plant operation has grown remarkably and steadily in last 40 years. Due to introduction of emission
norms by government of India since 2006, it was expected that the NaP conventional products will
decline in the market. Various new products were introduced to meet customer expectations as per
the introduction of emission norms for vehicles. The table-4 below shows step by step introduction
of new products in NaP.

7
 Table-4: NaP Product Introduction

Emission
Sr. No. Product Starting Year
Norm
1 Nozzle Holder & Nozzles 1969

2 DLL Nozzle (DI) 1974

3 BS 2 Noz. Holder- P Type 2000 BS 2

4 Chevy Injectors (Export) 2002

Euro 4
5 Bx Injectors (Export) 2003

6 NBFE (Injectors) 2008 BS2

7 CRI Components 2006
8 CRI Injectors 2008 BS 4

As a strategic measure, Common Rail Injector (CRI) products were introduced which can
meet emission norms up to BS4. The CRI component exports started in 2006.The CRI production
was started in 2007 & new product CRI contribution is planned to grow to 50% of NaP turnover by
2010. The NaP contributed Rs 450 crores in the business of Bosch group during last financial year.

Fig-3: Percentage Share of Product at NaP

From 2006, NaP started production of parts for Common Rail injectors. A world class
production facility is set-up for this contemporary product which is identified under Export Oriented
Unit. This has catapulted NaP into big league as a supplier of parts to International Production
Network of Bosch. Common Rail Injector assembly production is launched at NaP from 2007 for
which there are customers from Indian OE market. Another prime project for NaP is low-cost
Common Rail Injector (CRI1.1), especially being made for Asian market and planned to be launched
by 2010.This product is a strategic move to support the Asian and Indian markets need of LPV (Low
Priced Vehicle) in coming years.
8
WeNaP Leadership
are the mostinpreferred
Production and Logistics
partner of Cost effective
to our customers based on diesel
injectors through Innovative solutions and best in class Quality
Mission
our reliability and leadership in technology and quality
We focus on our core competencies and continuous
improvement for sustained and profitable growth
WeNaP
involve, empower and motivate our people to shape our
Vision
future together
We, along with our business partners, are cost competitive
through lean and effective processes
We commit ourselves towards environment protection & social
responsibility

NAP VISION AND MISSION:

Fig-4: Nap Vision and Mission

Organizational culture:
NaP stakeholders are RBIN, RB-DS, DS/IN, their customers, employees, business partners,
society and shareholders. NaP’s responsibility and commitment towards all the stakeholders is
sensitized with the help of ‘Vision’. In order to achieve targets and to secure the future of Plant, NaP
believes in improving continuously.
Bosch has always been a company driven by its values. The Bosch values are the foundation
upon which future is built. They guide the actions and tell what is important to Bosch and what they
are committed to.

9
Organizational Relationships:
Except for the shareholders, NaP has direct relationship with all its stakeholders’ viz. RBIN,
RB-DS, DS/IN, customers, employees, business partners, and society.

RBIN, RB-DS, DS/IN:

NaP management is jointly lead by a Technical & a Commercial Head who report to DS/IN
Management. Common corporate functions such as Legal, Finance, Sales, Product development,
HR, Direct material purchasing etc. are appropriately integrated with the plant.

Customers:
Main products of NaP are nozzles and injectors with a good mix of conventional and
contemporary technologies. NaP products are supplied to inland and export markets-both for
Original Equipment and Aftermarket. They operate directly with OEMs. For aftermarket, end
customers are handled by Sales Automotive Aftermarket division through its dealer network. Major

Particulars M&SS Non-M&SS

Qualificatio Graduates/Post-graduates from across Skilled technicians
n India (ITI/NCTVT/Diploma) from the state
Includes few foreign nationals from
Supported by internal union
other Bosch plants
General Employment based on equal opportunity
Expertise from world-wide Bosch locations
We have about 298 substitute/temporary employees
OEM customers include Tata Motors Ltd., M&M Ltd, SPIL, Tata-Fiat, Ashok Leyland Ltd & Tata
Cummins Ltd.
Employees:
NaP employs 2,855 associates as on end Aug 09. This comprises of 429 M&SS (Managerial)
and 2,426 associates (non-managerial) colleagues. With the changes in product life cycle stages of
different products, redeployment of associates in direct areas is continuously done.

10
 Bosch NaP Milestones:

Table-6: Bosch NaP Milestones

Year Description

1969 Start of Pilot Plant

1974 SOP - Nozzles and Nozzle Holders

1988 SOP - Elements and Delivery Valves

1992 ISO 9001 Certification

1996 DSLA Injectors (Euro I) : Manufacture with CKD imports

1997 QS 9000 Certification

1998 SOP - DSLA Nozzles

1999 First export to Automotive After market of Bosch

2000 DSLA nozzles : Approval up to 1800 bar pressure

2001 One Millionth DSLA Nozzle produced

2002 Fifty Millionth NHA produced

2003 ISO/TS-16949,ISO14001 certification, Lead plant status-DN nozzles

2004 Lead plant status for KCA, Sixty Millionth NHA production

2005 27% Export Vision fulfillment

2006 CRI Part production

2007 Common Rail Injector

2008 Eighty millionth NHA produced

11
RESEARCH METHODOLOGY

MEANING OF RESEARCH
Research is an active, diligent and systematic process of inquiry aimed at discovering,
interpreting and revising facts. This intellectual investigation produces a greater knowledge of
events, behaviors, theories and laws and makes practical application possible. The term research is
also used to describe an entire collection of information about a particular subject, and is usually
associated with the output of science and the specific method. The word research derives from the
French recherché, from researcher, to search closely where “chercher” means “to search”, its literal
meaning is “to investigate thoroughly’.
Research is funded by the public authorities, by the charitable organization and by private
groups, including many companies. It is defined as the “systematic and objective analysis and
recording of controlled observations that may lead to the development of generalization principles or
theories, resulting in prediction and possibly ultimate control of events.”
Research can be classified into various classes. These classes are not watertight
compartments. There is a certain amount of overlap between the various classifications. Every
classification emphasizes certain aspect of research.

RESEARCH DESIGN
A research design specifies the method and procedures for conducting a particular study. In
this case exploratory and applied type of research is used. An exploratory is generally based on the
primary data that are readily available. It does not have rigid design as researcher may have to
change his focus or direction depending on the availability of variables i.e. statistics graphs and
charting. The second type- applied research is nothing but application of sciences and knowledge to
observe variables i.e. applied theory.

12
 Literature survey
Introduction and Definition
TPM aims the effective use of plant equipment and machinery Above all,
effective use means, MAE runs without unplanned downtime and manufacture
good products TPM uses the potentials of the associates and improves the
workflow.
History of TPM
From where did TPM evolve? What spurred its development?
TPM originated in Japan and was equipment management strategy
designed to support Total Quality Management strategy. The Japanese realized
that companies cannot produce consistent quality product with poorly
maintained equipment.
TPM thus began in 1950s and focused primarily on the preventive
maintenance. As new equipment was installed, the focus was on the
implementing the preventive maintenance recommendations. A high value was
placed on equipment that operated at designed specification with no
breakdowns. During these some years, research group was formed which later
become Japanese Institute Of Plant Management (JIPM).
During 1960s, TPM focused on productive maintenance, reorganizing the
importance of reliability, maintenance and economics efficiency in the plant
design. This focus took much of the data collected about equipment, and
construction phase of equipment management. By the end of 1960s, JIPM had
established and awarded prize to companies that are excelled in maintenance
activities.
Then in 1970s TPM evolved to a strategy focused on achieving PM
efficiency through a comprehensive system based on respect for individual and
total employee participation. It was at this time that “Total “was added to the
productive maintenance. By the need of 1970’s Japanese began to teach TPM
strategies internationally and were recognized for the results.

13
 This process was an evolutionary one that took time not because it was
technically difficult to produce the results, but because of the efforts to change
the organizational culture so that it values the “Total” concept.
Today the international focus on TPM is intensifying. This interest is
expressed to support a company’s full utilization of its assets. For eg, one of the
prevalent strategies today is the concept of lean manufacturing. It is based on
Toyota production System and is designed to drive out waste from an
organization. Lean manufacturing strategies has yet to produce true benefits
possible because they assume full asset utilization. Furthermore the full
utilization of assets will never occur without an effective TPM strategy.
Therefore, are lean manufacturing strategies effective today? The answer is no.
A quick review of the current state of maintenance in the US indicates that
change are required if companies want to achieve Lean Manufacturing. General
TPM approach is as shown in the figure.

TPM Approach

14
Fig.5: TPM approach

15
The Bosch TPM Model
It describes the tasks and activities for planned and global maintenance
for the existing MAE in order to avoid unplanned downtimes and to reduce
planned downtimes.
The implementation of TPM is done with a project organization.
The main target is the implementation of the plant concept. The tasks
and the activities in the next stages of TPM are integrated by the
manufacturing teams, the local and the central maintenance staff. For
every pillar of the TPM model Standards are presented in forms and
contents. With these and other standards Point CIP improvement circle
can be drawn on
Machine Selection Procedure:

Table no.7: Machine Selection Procedure

16
Table no.7: Machine Selection Procedure

17
 Eliminating Main Problems
Eliminating main problems means that operating personnel are put in a
position in which, from the perspective of waste elimination and continuous
improvement, they can systematically analyze downtimes that appear, identify
the causes, and eliminate them permanently.

Fig.6: pillar eliminating main problems

18
 Fig.7: Implementation Steps

Machine break-down, start up difficulties (warm-up times, test runs)

Unproductive Operation and minor stops

Reduced work speed (longer cycle time)
Internal the regarded sources of loss in the context of this description are:
Availability losses because of change over, adjusting, calibrating and quality
losses can be also main problems. The systematic is described in the related
element descriptions
Implementation Step 1:
1. Determine sources of loss with the help of check lists, downtime logs, or
electronically generated machine data, shift notes etc
2. Hourly Count
3. OEE calculation with detailed identification of
OEE factors
4. Determine main problems
5. Create A B C analysis for the problems identified
6. Prioritize the problems

19
 7. Analyze and plan corrective actions
8. Review the corrective actions (PDCA)

Implementation Step 2:
1. Analyze causes with the help of problem-solving methods such as cause-
effect Diagram
2. Ask 5x why
3. Find causes check and prioritize causes evaluate and present effect

Implementation Step 3:
1. Define and implement measures
2. Define improvement potentials with the help of creative
3. methods such as brainstorming, mind-
mapping
4. evaluate improvement potentials
5. describe actions (action sheets),check for feasibility, set responsibilities
and deadlines
6. agree on actions with persons responsible
7. implement and monitor actions

Implementation Step 4:
1. Derive and agree upon standards
2. work directives, quality plans, work plans,
maintenance plans, training plans are set and
implemented jointly with those
involved

Implementation Step 5:
1. Control success and document
2. check effectiveness of actions

20
 3. Visualize trends and improvement of result (e.g.
OEE,)
4. visualize according to PDCA system
5. transfer positive results to other areas Internal

Documentation of Deviations:
1. Deviations are documented constantly during shift so Important
information is not lost
2. Information is available any time for associates and management
Deviations show the correlation between drop in of delivery rates and
the information of related problems.
3. Down time can be linked with OEE Sheet by hourly production
tracking.
4. Top-team leader visualizes the results and causes of down time of
machine/machine group every hour. This procedure/process leads to
identification with the results and involvement in problem solving
process. Hourly production tracking shows the progress and lead to
transparency Problems Downtime Data Collection.

Now question comes in our mind how to measure the

effectiveness of the equipment?
The answer is,
“OEE is worldwide established metric for the current Process control of TPM
activities”
• OEE captures three major losses:
21
1. Availability Losses:
Machine and equipment Breakdown
Changeover, setups, adjustments, software changes, test runs,
calibration.
Startup difficulties (Warm up times and test runs)
2. Performance Losses:
Reduced work speed
Unproductive operations and short downtimes
3. Quality Losses:
Process mistakes and quality losses

22
 OEE Overview:

Answer to this question is OEE over all equipment effectiveness. This

confirms all issues related to the equipment performance. The formula for
equipment effectiveness must look at the availability, rate of performance and
the quality rate. This approach allows all departments to be involved in
determining equipment effectiveness. The formula could be expressed as:
Availability x Performance rate x Quality rate = Overall all Equipment
Effectiveness
Availability is the required availability minus downtimes divided by
the required availability; it can be expressed as following formula

23
 Required Availability-Downtimes
Required Availability
Required availability is the time production needs to operate the equipment
minus planned downtimes, such as breaks, schedule lapses and meetings.
Downtime is the actual time the equipment is down for repairs. It is sometimes
called breakdown downtime. The calculation gives true availability of the
equipment, the number that should be used in the effectiveness formula. The
goal for most companies is the number greater than 90%.
Performance Rate is ideal or designed cycle time to produce the product
multiplied by the output and then divided by the operating time, as seen in the
following formula,
Design cycle time x Output
Operating time
Design cycle time is given in some unit of production such as part per
hour. Output is the total output for the given time period. Operating time is the
availability from the previous formula. The result will be a percentage of
performance. This formula is useful for spotting capacity reduction breakdowns.
The goal for the most companies is the number greater than 95%.
Quality Rate is the production input into the process or equipment minus
the volume or number of quality defect divided by the production input. The
formula is,
Production input- Quality Defects

Production input
Production input is the unit of product being fed into the process or
production cycle. Quality defect represents the amount of product that is below
quality standards (not rejected, and there is difference) After the process or the
production cycle is finished. The formula is useful for spotting production quality
problems, even when the poor quality product is accepted by the customer. the
goal for most of companies is higher than 99 %.

24
25
AUTONOMOUS MAINTENANCE:

Fig. 8: Autonomous Maintenance

Means that all routine activities to maintain systems are done as teamwork by
operating personnel
Acting on their own initiative once they have been trained accordingly. With
sensitivity of equipment operators and TPM system timely maintenance and
repair are natural results. Faults in machines and equipment are recognized
quickly, and remedied safely and quickly.
Includes the following

1. Service work
(E.g. cleaning, improving, oiling, greasing, servicing, testing, adjusting,
marking, correcting, attaching -visualize, standardize, ..... )

2. Repair work
Replace wear parts, carry out minor repairs-
( e.g. filters, belts, bearings, lights, fuses, cables, covers,
26
Valves, missing parts -visualize, standardize)

Fig.9: Implementation steps

Implementation Step 1:
1. Plan basic inspecting
2. determine existing standards
3. Train the associates for basic inspection
4. Clean and service MAE function groups, and check whether parts /
assemblies are dirty, faulty, damaged, or loose.
5. Check whether necessary cleaning, greasing, oiling, marking,
servicing has been or has to be done.
6. if checkpoints are out of the limits,
place a TPM card create & implement
actions
7. if necessary, create action sheets with photographic
documentation
8. check standards, if appropriate optimize them
9. check for success (trust curve)
10. visualize according to PDCA cycle
27
28
Implementation Step 2:
1. Agree upon standards for service, incl. cleaning and inspection-provisional
maintenance plans are set and communicated by the appropriate
department

Implementation Step 3:
Carry out independent service work and improvement of standards-describe
maintenance tasks-define responsibilities-train associates as necessary-create
and roll out maintenance plan-define and communicate TPM maintenance
intervals-perform maintenance tasks-review standards and optimize if
necessary-check for success

Implementation Step 4:
Carry out independent repair work and improvement of standards
1. check manufacturers' standards and improve if
necessary
2. evaluate existing repair data
3. describe repair tasks organize and optimize spare parts inventories
define responsibilities create and roll out repair plan
4. carry out repair tasks
5. check standards and improve
if necessary
6. check for success

Implementation Step 5:
1. Continuous improvement of installations and process
quality
2. regularly evaluate key data
3. check attainment of goals
4. set new objectives
29
 5. apply and review PDCA cycle
6. apply and improve problem-solving methods( e.g. 8 Action Tools )
7. use Lernstatt and CIP workshops for improvement potential
8. train associates further

4.2.3 Planned Maintenance

Fig.10: Planned Maintenance

Means that, the systems and facilities are kept so well that
there are no more unplanned downtimes, and the useful life of the
systems and facilities are substantially increased as a result of
further maintenance work. In addition to that diagnostic systems are
used for early warning, a CMMS (Computerized Maintenance
Management System) is used for planning and controlling. These
tasks require advanced knowledge of maintenance, and it is
therefore preferable that they need to be performed with a cross-
functional team under the coordination of the maintenance
department.

30
 Fig11: Implementation steps

Implementation Step 1:
Further maintenance activities are carried out by specialist divisions.
Standards similar to in autonomous maintenance:
Proof of execution
• Maintenance and repair work plan
• Maintenance and repair work instructions:
1. Overview of maintenance and repairing points
2. Short Training (One Point Lesson) for all maintenance and repair
work activities Schedules, Instructions and workflow are
visualized on MAE and/or stored in the maintenance database.

Implementation Step 2:
Standards for Further Maintenance Activities:
Elements are identical with those of autonomous maintenance. The level
of detail is related to the difficulty of execution, training of executer and
the possible results in case of wrong execution.
1. Further maintenance activities specified with explanation and pictures:
Listing of activity, checks and values
31
 2. Executor (associate, setter)
3. Needed devices, tools, spare parts
4. Planned duration(first evaluation by estimation is possible, time
observation or MTM-MEK)
5. Response limits for deviations of downtime
Find answer to the following questions:
1. Which system has the most failures?
2. Where are most maintenance hours spent?
3. Where are the most spare parts/wear parts needed?
4. Where are the most auxiliary materials used?

Implementation Step3:
To define criteria for evaluating the equipment- Registration and analysis of
current status of MAE with evaluation of most susceptible modules, parts and
processes
1. Create concept and specifications for a CMMS (Computerized Maintenance
Management System) (ie. SAP PM, etc)
2. Evaluate existing experience
3. Evaluate experience of other operating units
4. Choose one CMMS
5. Install CMMS
6. Train associates
7. Roll out CMMS
8. Check for success
9. Optimize and continuously improve CMMS

Implementation Step 4:
1. Check manufacturers standards and include them in concept
2. Evaluate existing maintenance data & experience
3. Create concept for efficient diagnostic systems
4. Evaluate experience of other operating units
32
 5. Develop MAE-specific concepts
6. Install diagnostic system
7. Train associates
8. Roll out diagnostic system
9. Check for success
10.Optimize and continuously improve diagnostic system
Implementation Step 5:
1. Regular evaluation of metrics
2. Regular check for standards
3. Assess handling and results of the CMMS and diagnosis system, and
optimize if appropriate
4. Check attainment of goals
5. Set new objectives
6. Apply and review PDCA system
7. Apply and improve problem-solving methods
8. ( e.g. 8 Action Tools )
9. Use CIP workshops for improvement potentials
10. Continuous training for associates

33
34
Generalized flow chart of TPM is given below:

35
 STARTING
TPM

1. Dowe
havePM
program?

YES

2. Evaluatethe
effectivenessof PM
program .

3. It iseffective<
Contd…
20%reactivew ork
perform ed?
36
 Does the work No
order system 10.(A) Establ
requires maintanence
computarization

YES

11.Purchase & implement

CMMS or (EMIS)

12. Is CMMS No
Effective Identify & cor

Contd….
YES
37

13.Investigate involvement
in pilot area.
 YES

18. Investigate Reliability

engineering

Is reliability data
used for all
equipments for
making decisions?

YES

Fig No14: Flow chart of TPM

19. Investigate
OBJECTIVE OF PROJECT
38
finacial
optimization.
 To analyze the effectiveness of Total Productive Maintenance (TPM) on productivity
through variable like OEE.

SCOPE OF PROJECT
Total Productive Maintenance (TPM) has wide scope in the company. Currently it is in initial
stage. By the implementation of TPM on bottleneck process, the productivity of the machine will
definitely increase. By analyzing the OEE data over certain period of time for the machines we can
suggest plant management about further activities.

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Data Collection (Primary and secondary Data)
Data for the month June and July is primary data and Jan to May is secondary data. This data
indicates effectiveness of the equipment (How equipment is productive) On the basis of the data we
measured losses. Four major losses are 1.Quality losses 2.Changeover Losses 3.Organizational
Losses 4.Performance Losses.

SUPFINA 20261 &12492

Grinding is a very fine metal cutting process. It produces fine surface finishes with accurate
dimensions. As explained previously the top surface of nozzle holder body needs to be grinded so as
to fit tightly with the distance piece avoiding any kind of leakages.
For grinding operation two dedicated special purpose Supfina machines are used. Two
rotating abrasive wheels are used to smooth flat surface. First wheel is used for rough grinding &
second one is used to achieve fine & smooth surface finish.
The overall machine has two important sections pallet conveyor & main machine block.
Pallet conveyor is used to transport pallets, containing four parts, inside the main machine block. It
has only one station for loading & unloading of body. It has two parallel belts transporting pallets in
opposite directions.
Proximity sensor & actuators mechanisms are used to regulate their flow. Inside the main
machine block there are five stations. Out of these four stations are four chucks, mounted on single
circular base called as Index Table. First chuck is loading & unloading station. Three arms gripper is
used for loading & unloading. Second chuck is pre-measuring station. Here pre-measuring needle is
used to adjust the part height. The part height needs to be matched with the wheel, failing of which
may lead to wheel breakage.
The third & fourth stations are rough & fine grinding wheels respectively. These are mounted
vertically. They perform grinding operation at 4000 rpm. The positions of the chucks with respect to
each other are continuously displayed on the numeric control screen. To achieve these four sensors
are placed on the doges at third & fourth station.
After final grinding chuck again comes to its initial position& gripper arm unloads part to
intermediate station. Intermediate station is used to avoid traffic at the loading & unloading
operations. From here part is again placed back onto the pallet waiting on the conveyor belt. So the
gripper arm performs three operations simultaneously loading part from intermediate station to out-
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feed station pallet, unloading part from chuck to intermediate station & loading part from in feed
pallet to the same chuck. Then two cross stroke system is used to take the out-feed pallet back to the
unloading station (same as loading station).
The two Supfina machines used are technically advanced ones, namely 20261 Supfina &
12492 Supfina. Out of the two 20261 Supfina is relatively old, it is of numeric control (NC) type.
And the latter one has Computerized Numerical Control (CNC).Also 20261 have pallet size of four
parts whereas letter has pallet size of two only. Being more technically advanced 12492 Supfina
produces parts with higher quality.
Servo Motors are used in both machines to carry out all the mechanical movements. Both of
them have Anti fire mechanism installed. For proper function, the temperature of the oil needs to be
maintained at standard room level temperature.
Depending upon the part diameter, both of them have cycle time of around 7.1 – 8.5 minutes.
In all, at a time 8-10 pallets can be loaded on the conveyor belt. Grinding wheels has a life of about
6000 parts. Because of their critical operations & the cycle time both of these machines are Bottle
Neck machines of the shop. So in order to increase the productivity of the entire value stream,
productivity of bottle neck machines needs to be increased first.
To achieve higher production targets & decrease unplanned breakdown hours, management
had decided to implement TPM concepts on both of them. From January 2010 TPM implementation
steps have been started. TPM being an ongoing process needs substantial time to show the results.
As a part of our project, we collected daily production data & machines technical failure details. The
percentage of OEE, technical failure loss, changeover losses, organizational loss & performance loss
were collected & calculated resp. All of them are discussed in detail in the next section. After
collection, we daily discussed the probable solutions for avoiding technical failures. So action plan
was decided on daily basis to reduce unplanned breakdown hours. The detail analysis of the
collected data is presented in the following sections. And the corrective action plans taken are
provided in the conclusion& recommendation section.

1. LOSSES ON SUPFINAS

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 For Supfinas we mainly considered only three types losses only. These are Changeover Loss,
Technical Failure Loss, Organizational Loss, and Performance Loss. Each of these are explained
with respect to Supfinas as follows-
Change-Over Loss:
NHB bodies of various diameters can be grinded on each of the two machines. Bodies with
17mm & 21mm diameter are commonly grinded. Only the critical thing is that setting needs to be
changed for each type. It involves adjusting pallet height & changing of gripper jaws. This setting
time is consuming production time which leads to reduction in the production quantities daily.
Hence this loss in time is termed as change-over loss.
Also the grinding wheel has life of around 6000 parts only. This in general daily production
quantity. So it needs to be changed daily. Both of them consume 10 minutes per occurrence. With
appropriate planning & scheduling this loss can be minimized. Other ways to increase the wheel life
needs to be explored.
Technical Failure:
Being NC & CNC machines any kind of technical malfunctioning may occur. From the collected
data the technical losses were found and are mentioned in “Causes & Failures on 20261 Supfina”.
Organizational Loss:
Apart from operating machine, operator is also supposed to carry out other important work. For
loading parts, he needs to bring them from phosphating shop. This transportation time also accounts
for reduced production time. In order to follow quality standards, he needs to check flatness of parts
at regular intervals of time. Also he needs to carry out daily machine cleaning & warm-up at the
starting of the shift. All these decreases production time, affecting its total production quantities.
Performance Losses
It considers the time for which machine remains idle. Here the machine is available for the
production but the operator is not. Generally its value is calculated based on the values of other
losses.
Quality Loss
For the proper function of fuel injector, post grinding the nozzle setting surface should have flatness
of at max of 1.5 mm. Hence it is necessary to check flatness of parts at regular intervals. At random
four parts are selected from the lot for flatness checking. If flatness found to be outside limits then
according changes must be made at chuck positions e.g. rotation of index table base. Sometimes if
particular chuck is consistently giving bad flatness, then it is not used for grinding operation. All of
these eat up production time.
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All other losses which come under TPM are not applicable for Supfina machines.

Technical Failures on 20261 Supfina-

Belt Problem
It’s basically a conveyor problem. The strips below belt should be rough for smooth pallet
movement. Sometimes due to wear out they become smooth so pallet cannot move properly.
Sensor Problem
Sometimes when the part settings are changed the gripper sensor doesn’t function properly. It’s
mainly because variation in part diameter. So the sensor needs to be set again.
Gripper Problem
It’s gripper alignment trouble. If the gripper alignment is disturbed it cannot load & unload parts
properly.
In/ Out feed problem
One pneumatic cylinder is used at loading station to stop the pallets on moving conveyor. Sometimes
its piston gets jammed or sensor gets disturbed.
Base Position Trouble
It’s nothing but sensor trouble of the earlier mentioned pneumatic cylinder. So that at loading
station pallet may stop exactly below gripper position.
Index Table Problem
The index table on which four chucks are mounted is rotated by belt. Sometimes this belt gets
slipped, ceasing its movements.
Station Problem
This is nothing but remote control trouble due to wrong height of grinding wheel.
Cable Problem
When cables are damaged oil enters into it causing short circuit.
Switch Problem
Continuous oil shower may lead into its percolation in electronic circuit causing malfunctioning.

Air pipe Problem

Sometimes pipes supplying pneumatic air gets damaged leading to air leakage.
Motor Problem
Due to some electric trouble motor shaft stops rotating.
Temperature Problem
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Supfinas are designed to operate at moderate temperature. Because the electronic used is susceptible
to temperature conditions.
Fuse Problem
Its nothing but short circuit trouble at both in feed & out feed station.
Fire & Heavy Sparking M/C
During grinding, sometimes large amount material is removed from NSS surface. Sometimes it may
result into heavy sparks or fire. So through automatic fire control mechanism machine is switch gets
off.
Measuring Problem
At pre-measuring station, if the thickness of NSS surface of part is found to be more then machine
automatically rejects it without grinding, to avoid wheel damage.
Chuck Problem
Sometimes jaws in the chuck gets jammed which cannot grip parts properly.
Finishing Drive Problem
It’s due to trouble in the motor which lifts the grinding wheels.
Setting Problem
When part type is changed, their height & pallet height needs to be matched to avoid problem at
gripper end.
Most of the above problems are common to 12492 Supfina also. So they are not mentioned
separately.
Below figure represents month-wise frequency of occurrence of each problem starting from January
to June 2010.

Above figure represents the detail Pareto of technical losses on 20261 Supfina. As we can see
from the Fig. I, the gripper alignment problem is the most frequent one, followed by In/out feed
problem. All others are infrequent ones. To solve the in/out feed problem, at these stations all the

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sensors & their cables have been changed. Note that due to the restricted training period, the data for
July month cannot be included. As success of corrective steps most of the problems occurrence is
reduced in the month of June.
To solve the Gripper alignment problem, we have decided to dismantle the gripper & again
set its alignment properly. However due to timing constraints management has decided to go ahead
with this plan in July month end. The other important feature of this graph is that most of the
problems are occurring very rarely, almost once in year. So in order to avoid them, we need to have
at-least one have planned maintenance in which we should check & readjust each & every
component of machine, from the point of view of damage, wear or alignment trouble.

Technical Failures of 12492 Supfina

Most of the problems of this machine are same as that of the 20261 Supfina. Hence only the unique
problems are mentioned here.
Error Height Trouble
To keep part & pallet height at desired level, proximity sensor & laser sensor is used right at the
input gates. This trouble occurs due to malfunctioning of these sensors only.
FST 11/FST12 Problem
These are pre grinding & fine grinding stations respectively. For new wheels there is problem of
incomplete grinding.
Motor Drive Problem
When machine is switched off, sometimes while starting next time motor drive of machine doesn’t
starts.
Separator Problem
Z47 & Z43 sensors used to regulate the flow of pallets malfunctions sometimes.
Simo-drive Problem
Sometimes machine oil is leaked in to green cables of electronic circuitry.

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 Above figure represents the consolidation of the technical failures for 12492 Supfina
Machine. It is clearly evident from the side bar graph that the problems of gripper alignment &
Poka-yoke are the most frequent ones. Apart from them various sensor troubles, FST 11 & In/out
feed troubles are also major contributing factors to unplanned machine break-down hours.
Probably June is having highest unplanned machine break down hours. Here important thing
should be noted; almost all types of problems are increased in numbers. This indicates more planned
breakdown hours should be devoted for the machine for its full-fledged servicing. Air oil leakage &
Simo-Drive problems also need to be given immediate attention. The Poka-yoke trouble is reaching
at its peak in June; this means it needs to be tackled immediately.

Improvements made as a result of TPM on Machine 12492

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Data Analysis and Interpretation
OEE Details of 12492 & 20261 Machines:

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49
Details of Losses:
Supfina NSS Grinding Machines in W1190

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OEE and Loss Analysis for June month:
12492 Machine:

Pie chart represents the average production hour’s break-down in June month for 12492
Supfina. Compared to other Supfinas the Average OEE percentage for this one is quiet on higher
side. It is close to 70%.
TPM steps are getting it close towards the actual target of 74%. However the major
roadblock for this month was performance loss. It accounted for 19% of the total losses. It is closely
followed by Technical Failure & Changeover losses with 4% contribution. Organizational Loss
remained at 3%. One good thing which can be mentioned over here is management has succeeded in
keeping the quality loss at 0. This means all the parts produced are as per quality standards, ensuring
customer satisfaction. One thing needs to be mentioned that July production data cannot be supplied
due to training period restrictions.

20261 Machine:

The pie-chart of June production data for 20261 Supfina, for the year 2010, the target OEE
is 74%., but the performance loss, forced the OEE values low.
Out of all, the organization & technical failures are the major relief for maintaining the OEE
Value. The Changeover Loss is quiet low at 4% result of better production planning and control.

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52
 Observations and findings:
1.
Graph Findings Actions Decided Relative Changes Action completed
(RYG Status)
Planned 15 Days To 30
MTBF Increasing trend Maintenance Days

Autonomous and
Technical losses Decreasing Trend planned 20%
Maintenance
Organizational Decreasing Trend Correction of
Loss planning and 18%
scheduling
Change over Setup
Losses Increasing trend adjustments, 20%
QCO’s

TPM activity-
OEE Shows increasing QCO/Less Average 66% to
trend Changeover 68%
losses

Table No.11: Observations and findings

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 SUGGESTIONS

1. On the basis of data analysis and interpretation, deployment of TPM

activity horizontally will improve the productivity in other departments.
2. TPM should reached to the root level (Lower level like associates, OJTs)
3. TPM activity should become a part of continuous improvement process.

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CONCLUSION

As explained previously, the production details were collected for the month of June & July
on daily basis. Systematic compilations of these data is already been presented in form of Pie-chart.
All the data collected were analyzed daily & action plan were decided to counter technical failures.
The detail conclusions which can be drawn are as follows.
From the graph of technical break-down history we can see that gripper alignment problem is
the most frequent one for both the Supfinas & it is reaching at its peak in June. This indicates that
with proper planning, management should undertake these machines for planned maintenance to fix
the gripper alignment properly once again.
Second most common problem in this year is In/out feed trouble. So it needs to be tackled
effectively. For 20261 Supfina the occurrences of Sensor, Index Table, Station, Base position, air
pipe and cooling problem are reduced significantly.
12492 Supfina is additionally down with Poka-yoke trouble. As an action plan, its needle was
replaced. Other alarming problem is Air/oil Leakages. This indicates their supply pipes needs to be
replaced. Another success of TPM steps is control over continuously rising Pre-measuring problem.
Its zero occurrences indicate that this problem is completely eliminated. It appears that Switch, error
height, conveyor track, Simo-drive; servo motor troubles have been eliminated completely.
As far as this year’s production data is concerned, for 20261 Supfina, technical failures are
decreasing continuously from 6% in January to minimum at 3% in April. Then it is again reaching
its peak at 8% in June. This means machine requires more of planned break-down hours.
Zero quality loss means that parts produced are as per quality standards. Organizational
losses are also showing increasing trend. This means effective planning is necessary to control them.
Other good thing one should notice is that performance loss is on decline.
The major success of TPM steps is that the OEE values are on the rise. It is gradually moving
towards the set target of 74%. This trend is most noticeable form the data of 12492 Supfina. Its OEE
increased from 59% in January to 66% in June.
All other trends are similar to that of 20261 Supfina. From the collected data, it can be
concluded that TPM implementation steps are showing the results & they are moving in right
direction.

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 BOSCH being largest auto component manufacturer has implemented many steps in the
direction of improvement. TPM being a major issue has been tackled by giving special attention.
This project helped to learn how the losses can be tracked from time to time. Also various ways of
reducing unwanted down times were analyzed and implemented in the due course of this project.
From above observations and findings I came to the conclusion that TPM initiative has very
good exposure in the company as it is continuous improvement process. By analyzing Overall
Equipment Effectiveness I came to conclusion that the productivity got increased.
The project benefited the company as well as me. The summer internship project turned to be
an important learning experience for me. Many new things and management techniques were
observed practically in the organization.

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 SUGGESTIONS

4. On the basis of data analysis and interpretation, deployment of TPM

activity horizontally will improve the productivity in other departments.
5. TPM should reached to the root level (Lower level like associates, OJTs)
6. TPM activity should become a part of continuous improvement process.

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 Bibliography:

1. Production and Operation Management by L. C. Jhamb.

2. Total Productive Maintenance by Terry Varghese.
3. http://www.tpmclubindia.org/

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