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AQM ASSIGNMENT

TOPIC- TPM(TOTAL PRODUCTIVE MAINTENANCE)

SUBMITTED BY-

SAKSHI SINGH

SHUBHAM DHILLAN

JAYANT KUMAR
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TPM (TOTAL PRODUCTIVE MAINTENANCE)

TPM is a method of maintenance that improves equipment performance, reduces failures, and
encourages operators to do autonomous maintenance by integrating the entire workforce into day-to-day
operations. A good strategy to enhance the quality of maintenance operations is the capacity to
successfully adapt and establish effective TPM initiatives in a company. TPM presents the function of
maintenance as an essential and critical component of the company. The TPM effort aims to improve
businesses' competitiveness by using a powerful organized approach to changing employees' mindsets
and resulting in a visible transformation in an organization's work culture. TPM aims to involve all levels
and activities of an organization in order to improve the overall performance of the manufacturing
equipment. TPM is a world-class manufacturing (WCM) program focused on increasing industrial
machinery efficiency. TPM actively engages employees from all levels and departments, from the ground
of the plant to top management, to achieve consistent equipment operation. Whereas traditional
preventive maintenance activities focus on maintenance departments There are several varieties of
definitions for TPM, and this is justified by the fact that there are many ways by which the TPM approach
is implemented, as certain organizations place a greater emphasis on teamwork than on equipment
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management, while others place a greater emphasis on equipment effectiveness. TPM is defined as a
"strategic approach that brings together both production and maintenance activities by combining strong
working behaviour, collaboration, and continuous improvement." Otherwise, TPM intends to establish a
company-wide approach to reaching a world-class level of manufacturing performance in terms of the
total effectiveness of equipment, tools, and processes.”

VIDEO- TPM DEFINITION

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WHAT IS LEAN MANUFACTURING?

Lean manufacturing is a production method designed to help reduce both the time for production, as well
as response times to customers and suppliers. The strategy aims to increase efficiency by eliminating
waste, optimizing processes, and cutting costs. The practice allows for reducing waste and inventory
costs by producing only what’s in demand and not overstocking. By reducing the production time, the
method improves the productivity rate and helps increase profits.

For many people, the phrase “Lean manufacturing” is synonymous with removing waste – and
eliminating waste is certainly a key element of any Lean practice. But the ultimate goal of practising
Lean manufacturing isn’t simply to eliminate waste – it’s to sustainably deliver value to the customer.

To achieve that goal, Lean manufacturing defines waste as anything that doesn’t add value to the
customer. This can be a process, activity, product, or service; anything that requires an investment of
time, money, and talent that does not create value for the customer is wasted.
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What Are the Key Principles and Concepts of Lean Manufacturing?

Lean Manufacturing relies on five key principles.

● Identify value.
● Map the value stream.
● Create flow.
● Establish a pull system.
● Pursue perfection.
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What Are the Types of Waste in Lean Manufacturing?

1. Overproduction

Overproduction is a type of waste in Lean manufacturing that refers to producing or

generating work in excess of what is in demand which leads to additional costs for
transportation, resources, waiting time, rework, etc.

2. Inventory

The inventory type of waste is related to an excessive overstocking of materials or resources to

meet unexpected customer demands. However, in most cases, the end result of this
inventory is increased storage costs and no added value for customers.

3. Motion

The motion waste type refers to any unnecessary movement of people or equipment which
affects production time, the safety of the working environment, and workplace organization.
This can include moving, lifting, reaching, etc.

4. Defects

Defects are a type of Lean manufacturing waste that refers to any product or service which is
not fit for use and requires rework or scrapping altogether. All defects inevitably lead to
additional costs and do not add value to the customers.

5. Over-processing

The waste refers to all excess work that is not required by the customer and leads to
end price a
additional costs and spending of resources. The result is an increased
customer may not be willing to pay. This can be an additional product
functionality or adding more steps in a workflow process.
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6. Waiting

Waiting is a type of waste in Lean manufacturing that refers to any type of service which is
not in motion: waiting on materials or suppliers, equipment waiting to be fixed, people
waiting on approval, etc.

7. Transport

Transport waste in Lean manufacturing refers to any excessive movement of materials or

resources which turns out costly, can negatively affect the quality, and does not add value to
the end product.
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TPM Objectives and Benefits

TPM is a critical component of lean manufacturing; therefore, one of TPM's main goals is to eliminate the
six major production losses and to maintain equipment to its specified capacity. TPM aims for a
zero-product defect rate, which is no manufacturing waste or defect, no accident, no breakdown, and no
damage during the process of transition. TPM's main objectives include:

· Enhancing the Overall Efficiency of the Equipment (OEE).

· Enhancing the efficiency and effectiveness of maintenance by engaging employees in doing

maintenance every day and achieving autonomous maintenance.

· Personnel education and training: through engaging the participation of all employees in the
organization.

· Developing equipment to facilitate maintenance prevention. Therefore, workers' and maintenance

experts' suggestions may aid engineer designers in defining and obtaining more productive equipment.
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TPM PILLARS

Pillar 1-5S: TPM starts with 5S. It is a systematic process of housekeeping to achieve a serene
environment in the workplace involving the employees with a commitment to sincerely implement and
practice housekeeping. Problems cannot be clearly seen when the workplace is unorganized. Cleaning
and organizing the workplace helps the team to uncover problems. Making problems visible is the first
step of improvement. 5S is a foundation program before the implementation of TPM.

If this 5S is not taken up seriously, then it leads to 5D (delays, defects, dissatisfied customers, declining
profits, and demoralized employees)

Pillar 2- Autonomous maintenance (AM): This pillar is geared towards developing operators to be able to
take care of small maintenance tasks, thus freeing up skilled maintenance people to spend time on more
value-added activities and technical repairs. The operators are responsible for the upkeep of their
equipment to prevent it from deteriorating. By using this pillar, the aim is to maintain the machine in new
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condition. The activities involved are very simple in nature. This includes cleaning, lubricating, visual
inspection, tightening of loosened bolts etc.

Pillar 3-Kaizen: “Kai '' means change, and “Zen '' means good (for the better). Basically, kaizen is for
small improvements but is carried out on a continual basis and involves all people in the organization.
Kaizen is the opposite of big spectacular innovations. Kaizen requires no or little investment. The principle
behind this is that “a very large number of small improvements are more effective in an organizational
environment than a few improvements of large value”. This pillar is aimed at reducing losses in the
workplace that affect our efficiency. By using a detailed and thorough procedure we eliminate losses in a
systematic method using various kaizen tools. These activities are not limited to production areas and can
be implemented in administrative areas as well

Pillar 4-Planned maintenance (PM): It is aimed to have trouble-free machines and equipment producing
defect-free products for total customer satisfaction. This breaks maintenance down into four “families” or
groups, viz., preventive maintenance, breakdown maintenance, corrective maintenance, and
maintenance prevention. With PM 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 equipment. In PM policy
achieve and sustain the availability of machines, optimum maintenance cost, reduces spare inventory,
and improves the reliability and maintainability of machines.

Pillar 5-Quality maintenance (QM): It is aimed towards customer delight through the highest quality
through defect-free manufacturing. The focus is on eliminating non-conformances in a systematic manner,
much like a focused improvement. We gain an understanding of what parts of the equipment affect
product quality and begin to eliminate current quality concerns, and then move to potential quality
concerns. The transition is from reactive to proactive (quality control to quality assurance.

Pillar 6-Training: It is aimed to have multi-skilled revitalized employees whose morale is high and who are
eager to come to work and perform all required functions effectively and independently. Education is
given to operators to upgrade their skills. It is not sufficient to know only “Know-How” they should also
learn “Know Why”. Through experience, they gain “Know-How” to overcome a problem. This trains them
to know “Know-why”. The employees should be trained to achieve the four phases of skill. The goal is to
create a factory full of experts. The different phase of skills is phase 1-do not know, phase 2-know the
theory but cannot do, phase 3-can do but cannot teach, and phase 4-can do and also teach.

Pillar 7-Office TPM: Office TPM should be started after activating four other pillars of TPM (AM, Kaizen,
PM, and QM). Office TPM must be followed to improve productivity, and efficiency in administrative
functions and identify and eliminate losses. This includes analyzing processes and procedures towards
increased office automation. Office TPM addresses twelve major losses, they are processing loss; cost
loss including in areas such as procurement, accounts, marketing, and sales leading to high inventories;
communication loss; idle loss; set-up loss; accuracy loss; office equipment breakdown; communication
channel breakdown, telephone and fax lines; time spent on retrieval of information; non-availability of
correct on line stock status; customer complaints due to logistics; and expenses on emergency
dispatches/purchases.

Pillar 8-Safety, health and environment: In this area, the focus is on creating a safe workplace and a
surrounding area that is not damaged by our process or procedures. This pillar will play an active role in
each of the other pillars on a regular basis. Safety, health and environment targets are zero accidents,
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zero health damage, and zero fires. A committee is constituted for this pillar, which comprises
representatives of officers as well as workers. The committee is headed by the senior vice president
(technical). Utmost importance to safety is given in the plant. The manager (safety) looks after functions
related to safety. To create awareness among employees’ various competitions like safety slogans,
quizzes, drama, posters, etc. related to safety can be organized at regular intervals.
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TPM IMPLEMENTATION STAGES

a) Stage A-Preparatory stage

Step 1-Announcement by management to all about TPM introduction in the organization: Proper
understanding, commitment and active involvement of the top management are needed for this step.
Senior management should have awareness programmes, after which an announcement is made. The
decision to implement TPM is published in the in-house magazine, and displayed on the notice boards
and a letter informing the same is sent to suppliers and customers. Step 2-Initial education and
propaganda for TPM: Training is to be done based on the need. Some need intensive training and some
just awareness training based on the knowledge of employees in maintenance. Step 3-Setting up TPM
and departmental committees: TPM includes improvement, autonomous maintenance, quality
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maintenance etc., as part of it. When committees are set up it should take care of all those needs. Step
4-Establishing the TPM working system and target: Each area/workstation is benchmarked and the target
is fixed up for achievement. Step 5-A Master plan for institutionalizing: Next step is implementation
leading to institutionalizing wherein TPM becomes an organizational culture. Achieving a PM award is
proof of reaching a satisfactory level.

b) Stage B-Introduction stage A small get-together, which includes our supplier's and customer’s
participation, is conducted. Suppliers should know that we want a quality supply from them. People from
related companies and affiliated companies who can be our customers, sisters' concerns etc. are also
invited. Some may learn from us and some can help us and customers will get the message from us that
we care for quality output, cost and keeping to delivery schedules.

c) Stage C-TPM implementation in these stage eight activities are carried out, which are called eight
pillars in the development of TPM activity. These four activities are for establishing the system for
production efficiency, one for initial control of new products and equipment, one for improving the
efficiency of administration and are for control of safety, and sanitation as a working environment.

d) d) Stage D-Institutionalizing stage by now the TPM implementation activities would have reached the
maturity stage. Now is the time to apply for a preventive maintenance award.
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VIDEO-OEE INTRODUCTION

OVERALL EQUIPMENT EFFECTIVENESS

OEE is defined as a quantitative indicator that assesses the quality of a manufacturing

system; it is the primary tool used to assess TPM implementation success. The
availability, performance, and quality standards for OEE are all set at 90%, 95%, and
100%, respectively. A benchmark OEE of 85% is considered as a world-class quality.

The OEE is obtained using the following equations: Availability = Required availability−
Downtime Required availability 100% (1)

Required availability = Time of production to operate the machine – planned downtime

(2) Performance rate = output of design cycle time Operating time 100%

(3) Operating time = [Planned Downtime + total working time]

(4) Quality rate = Production amount− quality defects Production amount

(5) OEE = Availability × Performance rate × Quality rate

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TPM Challenges and Success Factors

There are many challenges in implementing TPM, one of which is that there is no fast way to do so, and
the time between starting to implement TPM and seeing results can range from one to three years
according to parameters such as the size of the institution, the type of manufacturing systems, workers,
hard work, managerial staff, and the implementation method. Some companies may not be implementing
all of TPM's pillars, and the rated tool selected is influenced by a variety of circumstances. TPM
implementation challenges include:· For some personnel, it's challenging to understand the relationships
between the TPM eight pillars.· There aren't enough resources (time, money, people, etc.) or assistance
available. · Management's support and comprehension of the approach are lacking. · A lack of adequate
training. · There is a lack of organization and connection to strategic objectives.

· In the TPM team, there is a lack of a suitable combination of skills and knowledge. · People are typically
resistant to change. Therefore, there are a number of crucial success criteria to consider while
implementing TPM, including.

· Financial assistance and leadership.

· Employee education and training.

· Planning for the phases of implementation.

· Rewarding the employees in order to encourage them.

· Partnership and a change in culture.

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References
SOURCE-INTRODUCTION OF TPM

SOURCE-LEAN MANUFACTURING

SOURCE-TPM OBJECTIVES AND PRINCIPLES

SOURCE-8 PILLERS OF TPM